National Action Plan for Disaster Risk Management 2008 – 2018

Republic of the Marshall Islands NATIONAL ACTION PLAN FOR DISASTER RISK MANAGEMENT 2008 – 2018 2 Produced by the Government of the Republic of the Marshall Islands with the support of Pacific Disaster Risk Management Partnership Network, Pacific Islands Applied Geoscience Commission, Pacific Islands Forum Secretariat, United Nations Development Programme Pacific Centre, Secretariat of the Pacific Community and the East West Center. Dedicated funding support for the development and implementation of the Disaster Risk Management National Action Plan is being provided jointly through the AusAID NAP Facility and the ACP-EU Natural Disaster Facility. For more information please contact: The Manager Disaster Reduction Programme Pacific Islands Applied Geoscience Commission (SOPAC) www.sopac.org www.pacificdisaster.net November 2007 Aid Program NATIONAL ACTION PLAN FOR DISASTER RISK MANAGEMENT 2008 – 2018 � Government of the Republic of the Marshall Islands A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 4 Cook Islands 2009 – 2015 The Marshall Islands is a relatively small country of about 70 square miles in land area spread over an expanse of ocean of more than 700 square miles. As such we are vulnerable to a range of natural and human-induced hazards perhaps more so than our larger island neighbours in other parts of the Pacific. Recognising the vulnerable nature of our country we have embarked on this endeavour to identify risk reduction and disaster management measures and activities that will help to make our country a better place to live and our people more safe and secure. In late 2006 the Government had requested support through the Pacific Islands Applied Geoscience Commission (SOPAC) to develop a Disaster Risk Management National Action Plan. Over 6 months, commencing in March in 2007, representatives of SOPAC, the Pacific Islands Forum Secretariat and United Nations Development Programme - Pacific Centre and Secretariat for the Pacific Community assisted government officials and other stakeholders representing community interests to develop this plan. Following the articulation of the various actions these regional partners have also worked with us to develop a pathway for implementation. This Disaster Risk Management National Action Plan is an important and integral supportive element towards the achievement of our sustainable national development imperatives. Our national sustainable development strategy is known as Vision 2018. We realise that in order to move forward meaningfully with the development priorities articulated in Vision 2018 and other linked development plans and programmes, it is important that we fully take into account those risks associated with the many hazards that we face. We must plan to mitigate and wherever possible prevent risks posed by hazards. We must also prepare ourselves to effectively manage those disasters which may be unavoidable and will impact our shores and our limited resources. If we don't take any action then it is almost inevitable that we will have a higher price to pay further down the line. It will take us longer to recover and our efforts to move forward will actually result in taking steps backwards. I commend this DRM National Action Plan to all our development partners and donors and invite them to work with the Republic of the Marshall Islands to address the various measures and actions that it identifies. We see this document not as a signal of accomplishment but as a staring point for a better future for the Marshall Islands. HE Jurelang Zedkaia President, Republic of the Marshall Islands Foreword � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 5 2009 – 2015 Cook Islands Foreword.............................................................................................................................................................................................................................................................. 4 Table of Contents.................................................................................................................................................................................................................................... 5 List of Acronyms........................................................................................................................................................................................................................................ 7 Acknowledgements........................................................................................................................................................................................................................... 9 Section One – Background Information................................................................................................................................................................ 10 Introduction............................................................................................................................................................................................................................................................................................. 10 Risk context........................................................................................................................................................................................................................................................................................... 14 Existing DRM arrangements......................................................................................................................................................................................................................................... 16 Section Two – Development of the National Action Plan for Disaster Risk Management........... 18 Introduction............................................................................................................................................................................................................................................................................................. 18 Regional Policy Context....................................................................................................................................................................................................................................................... 19 National Policy Context.......................................................................................................................................................................................................................................................... 20 DRM NAP Development Process........................................................................................................................................................................................................................... 21 Section Three – The National Action Plan for Disaster Risk Management......................................................... 23 Vision................................................................................................................................................................................................................................................................................................................ 23 Structure of the NAP Matrix............................................................................................................................................................................................................................................. 23 Section Four – The DRM NAP Matrix......................................................................................................................................................................... 25 Section Five – DRM NAP Implementation Program............................................................................................................................. 36 Introduction............................................................................................................................................................................................................................................................................................. 36 Approach to the Development of an Implementation Program................................................................................................................................ 36 Structure of the Implementation Matrix.......................................................................................................................................................................................................... 37 Indicative Costing Methodology.............................................................................................................................................................................................................................. 37 Indicative Costs................................................................................................................................................................................................................................................................................. 38 Implementation Approach................................................................................................................................................................................................................................................ 38 Implementation Structure................................................................................................................................................................................................................................................... 39 Financing Strategy...................................................................................................................................................................................................................................................................... 41 Communications Strategy................................................................................................................................................................................................................................................ 43 Monitoring and Evaluation............................................................................................................................................................................................................................................... 43 Section Six – DRM NAP Provisional Indicative Implementation Matrix..................................................................... 44 Table of Contents � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 6 Figure 1 Map of the Republic of the Marshall Islands.............................................................................................................................................................. 10 Figure 2 Republic of the Marshall Islands Vision 2018 and linkages to DRM NAP....................................................................... 20 Figure 3 The process adopted in developing the DRM NAP........................................................................................................................................ 22 Figure 4 The logic and structure of the DRM NAP matrix.................................................................................................................................................... 24 Figure 5 Institutional structure for DRM NAP implementation......................................................................................................................................... 40 Box 1 DRM NAP Goals and Outcomes.................................................................................................................................................................................................. 24 Table 1 Alignment of the Republic of the Marshall Islands DRM NAP with the Pacific Regional Framework for DRR and DM......................................................................................................................................................... 19 Table 2 DRM NAP Indicative costing............................................................................................................................................................................................................... 38 Annex 1 Table of Republic of the Marshall Islands DRM NAP Country Engagements.......................................................... 68 Annex 2 DRM NAP Task Force (TF) members...................................................................................................................................................................................... 69 Annex 3 Stakeholders consulted in preparing the Situational Analysis........................................................................................................... 70 Annex 4 List of Participants at the DRM National Stakeholders Workshop............................................................................................... 71 Annex 5 List of PPN members that provided technical assistance to the government of Republic of the Marshall Islands.................................................................................................................................................................................................. 72 Annex 6 List of Key Documentation.................................................................................................................................................................................................................... 73 Figures Boxes Tables Annexes � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 7 AG Attorney General AMI Air Marshall Islands CHARM Comprehensive Hazard and Risk Management CMI College of the Marshall Islands CMT Coastal Monitoring Team COFA Compact of Free Association CSO Chief Secretary’s Office DHS Department of Homeland Security DM Disaster Management DRM Disaster Risk Management DRR Disaster Risk Reduction EIA Environmental Impact Assessment EPA Environmental Protection Authority EPPSO Economic, Policy, Planning and Statistics Office ERP Emergency Response Plan EWS Early Warning System FEMA Federal Emergency Management Agency HLAT High Level Advocacy Team HPO Historic Preservation Office IA Ministry of Internal Affairs ICAM Integrated Coastal Area Management KAJUR Kwajalein Atoll Joint Utility Resources M&E Monitoring and Evaluation MEC Marshalls Energy Company Inc. MIMRA Marshall Islands Marine Resources Authority MoE Ministry of Education MoF Ministry of Finance MoH Ministry of Health MoTC Ministry of Transport and Communication MWSC Majuro Water and Sewage Company NAP National Action Plan NAPIU NAP Implementation Unit NDC National Disaster Committee NDMO National Disaster Management Office NEMCO National Emergency Management and Coordination Office NEOC National Emergency Operations Center 2009 – 2015 Cook Islands List of Acronyms � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 8 NGO Non-Governmental Organization NTA National Telecommunications Authority NTC National Training Council OEPPC Office of Environmental Policy and Planning Coordination PDRMPN Pacific Disaster Risk Management Partnership Network PIFS Pacific Islands Forum Secretariat PIP Provisional Implementation Program PRIPPP Pacific Regional Influenza Pandemic Preparedness Project RANET Radio and Internet Information Network R&D Ministry of Resources and Development RMI Republic of the Marshall Islands RO Reverse Osmosis SDP Strategic Development Plan SOP Standard Operating Procedures SPC Secretariat of the Pacific Community TA Technical Assistance T&C Ministry of Transport & Communications TF Task Force UNDP United Nations Development Programme US United States USAID United States Agency for International Development WSO Weather Service Office � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 9 2009 – 2015 Cook Islands The Office of the Chief Secretary, as the agency responsible for leading the development and implementation of the Disaster Risk Management National Action Plan would like to acknowledge and extend its gratitude to all members of the National Disaster Committee, National Action Plan Task Force, non government and civil society organisations and also Mayors and other community leaders for their contributions. In addition we would also like to acknowledge the contributions of the members of the Pacific Disaster Risk Management Partnership Network. We look forward to working closely with all of you in implementing the actions under the plan and realising its outcomes. Casten Nemra Chief Secretary Office of the President Acknowledgement � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 10 Cook Islands 2009 – 2015 Introduction Geographical setting The Republic of the Marshall Islands (RMI) is located in the central Pacific, approximately mid way between Hawai’i and Australia. The RMI is made up of 29 low-lying atolls and five islands, together comprising 70 square miles. This is in contrast to the 700,000 square miles of ocean which forms part of its Exclusive Economic Zone. The atolls and islands are unusual in that they are essentially coral caps set on underwater dome volcanoes rising from the ocean floor. The atoll and islands lie in two parallel chains: Ratak (Sunrise) to the east; and Ralik (Sunset) to the west. The two atoll chains are approximately 129 miles apart and are aligned diagonally northwest to southeast between 160° E – 173° E and 04° N – 15° N. The capital is situated on Majuro atoll in the southeast which has a land area of 3.56 square miles. The distance between Majuro and the furthest outlying atoll (Ujelang) is approximately 700 miles. Majuro lies some 2,300 miles southwest of Honolulu and nearly 2,000 miles southeast of Guam. Over two thirds of the population of the Marshall Islands is concentrated on Majuro and Kwajalein. These two atolls are essentially urban in nature while the remainder of the atolls and islands – commonly referred to as the ‘outer islands’ – are rural. Administrative district centers are located at Majuro, Kwajalein, Jaluit and Wotje. Background Information Section One Figure 1 – Map of the Republic of the Marshall Islands1 1 Documentation consulted in the source of formulating the plan is listed in Annex 6. PACIFIC OCEAN MAP � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 11 2 Between 1990 and 2004, departures from the country outnumbered arrivals by more than 13,000, according to data on net embarkations. 3 Internal self-governance was attained in 1979. Population In 1988 the population of the Marshall Islands was estimated at approximately 57,000 people. Despite one of highest birth rates in the Pacific, the annual population growth rate since the official census in 1988 is 1.2 %. The national population growth is moderated by a net positive rate of out-migration2, however, of greater concern for planners is the rapid (and largely unregulated) growth of populations in urban centers due to internal migration. The Community and Household Survey of 2006 estimated the population in Majuro to be in excess of 28,000. This represents a seven-fold increase in population between 1958 – 1999 and a doubling of population density between 1980 – 1999. Population density in Majuro is in the order of 7,500 people per square mile. In contrast it can be said that population density on the islet of Ebeye (Kwajalein Atoll) is approximately equivalent to 83,000 people per square mile, similar to a highly populated Urban area. In reality, the Island only has a land area of 0.12 square miles and is inhabited by approximately 10,000 people. Overall population density in the RMI has increased by a factor of five over the past 50 years, estimated at approximately 800 people per square mile in 2006. Governance In 19863, the Marshall Islands attained independence after almost four decades under US administration. Prior to independence it formed part of the Trust Territory of the Pacific Islands, a United Nations trusteeship administered by the United States Navy from 1947 – 1951 and by the United States Department of the Interior from 1951 – 1994. Elections are held every four years with each of the twenty-four constituencies electing a senator to the lower house of Republic of the Marshall Islands' bicameral legislature, the Nitijela. The upper house – the Council of Iroji – is an advisory body comprising twelve tribal chiefs. The Council of Iroji is consulted on all customary and land issues. The President, who is head of state as well as head of government, is elected by the Nitijela. The executive consists of the Presidential Cabinet – ten ministers appointed by the President with the approval of the Nitijela. The public service is headed by a Chief Secretary who is responsible to the Cabinet for the general direction of the work of all departments and offices of government. Local government is administered by the Ministry of Internal Affairs. Each inhabited island has a local council headed by a mayor. Funds are disbursed to the local councils on an annual basis in relation to the size of the population being served. Local council activities include: local police services, solid waste collection, and maintenance of local roads. Additional funding for capital projects is sometimes allocated from donor funding or US federal grants. Mayors report back to the Ministry of Internal Affairs every three months. District centers have their own locally appointed officials and police force. Funding for the district centers comes in the form of grants from the national government and revenue raised locally. The judicial power of the Marshall Islands is independent of the legislative and executive powers and is vested in a Supreme Court, a High Court, a Traditional Rights Court, and District and Community Courts. The Republic of Marshall Islands and the United States have a very strong relationship of mutual assistance as encapsulated under the Compact of Free Association (COFA) which came into effect in 1986. Certain provisions of the Compact, including economic assistance, expired in 2001 and were subsequently renegotiated for an additional 20 years commencing in May 2004. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 12 Under the COFA relationship, the United States provides guaranteed financial assistance administered through the Office of Insular Affairs in exchange for certain defense rights, including the lease of eleven islands on the Kwajalein Atoll by the Ronald Reagan Ballistic Missile Defense Test Site. Compensation claims continue as a result of US nuclear testing on some of the atolls. Marshall Islands actively participates in all Office of Insular Affairs technical assistance activities and has unique access to many US domestic programs, including disaster response and recovery and hazard mitigation programs under the Federal Emergency Management Agency (FEMA). Under the COFA, Republic of the Marshall Islands citizens have free access to the US and do not require a visa or work permit. Apart from the United States (US) other key international development assistance partners include the Republic of China (ROC), Japan, the European Union (EU), and the Asian Development Bank. The most important Civil Society Organizations (CSOs) in the Marshall Islands are local community organizations, including parents-teachers associations, sports clubs, women’s clubs, and the very active churches (many of which also provide important school services). The Marshall Islands has a small number of Non-government organizations (NGOs), all based in Majuro, that provide an assortment of services from education to vocational training, to advocacy on women’s issues. The NGO sector in RMI is not, however, particularly vibrant and only plays a limited advocacy role. This is, in part, the result of dependence on government funding, as well as the pervasiveness of non-confrontational cultural norms. The private sector is represented by the Chamber of Commerce, also located in Majuro. The business sector has a history of greater influence over public policy. The Republic of the Marshall Islands has a relatively open and active media community. Radio is the primary media source and foremost Marshallese, particularly the government-controlled AM station, which reaches the outer islands. There is also an independent newspaper in Majuro that has a weekly readership of roughly 20,000 (print and electronic versions) and several privately-run FM radio stations. National development policy and priorities In 2001 the Government charted Vision 2018 as the first segment of the Government’s Strategic Development Plan for the next 15 years. It incorporates the broad Vision of the Nation as to where the people would like to be in the year 2018 in terms of sustainable development. In this document the Vision is spelled out with respect to the long-term goals, objectives and strategies, which were developed through an extensive consultative process starting with the Second National Economic and Social Summit and then followed by extended deliberations by various Working Committees established by the Cabinet. The second and third segments of the Strategic Development Plan will consist of master plans focusing on major policy areas, and the action plans of ministries and statutory agencies. This National Action Plan (NAP) for Disaster Risk Management (DRM) is an example of an inter-sectoral action plan. These documents will show programs and projects together with the appropriate costing. It is also the intention for all Atoll Local Governments to develop action plans tailored towards the achievement of the national Vision. The national goals for the Republic of the Marshall Islands can be summarized as 1) increased self-reliance; 2) renewed economic growth; 3) equitable distribution; 4) improved public health; 5) improved educational outcomes; 6) international competitiveness; and 7) environmental sustainability. Priority sectors for the Marshall Islands Government are: education, health, environment and infrastructure development and maintenance. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 13 Economy The RMI has a small national economy that is primarily driven by public sector spending and contributions from the US Government. The latter takes place under the auspices of the Amended Compact of Free Association through which the US will continue to support the Marshall Islands through to 2023, at which time a Trust Fund made up of US and Republic of the Marshall Islands contributions would begin perpetual annual payouts. Commerce in the Republic of the Marshall Islands is highly dependent on government expenditures and as of 2004, the Government sector, including sate-owned enterprises accounted for some 40% of GDP and 41% of formal employment. Ebeye and the US Ronald Reagan Missile Test Site at Kwajalein Atoll are key components in the Marshall Islands economy and are estimated to provide about one-third of economic activity. A continuing challenge for the Marshall Islands is achieving economic and fiscal stability in the face of a weakly developed private sector. This is because the economy is highly vulnerable to the negative repercussions of external markets and other forces that disturb economic growth prospects and endanger living standards. Examples where this has happened in the past include: the decrease of tourism brought about by 9/11 and the Avian bird flu crisis in the 2001 – 2004 period; the migratory nature of the fisheries for which decreases of fishing and associated revenue were experienced in 2003 and 2004. Recently, increases in fuel prices in 2004 and 2005 have reverberated throughout the entire economy. The private sector has grown steadily over the past decade, however, the rate of growth is too slow to make significant reduction to the 31% unemployment rate. The tourist industry, now a small source of foreign exchange, employs less than 10% of the labor force and remains the best hope for future income. Republic of the Marshall Islands has a GDP of approximately $144 million and a per capita GDP of approximately $2,900. Key sectors in the economy include: • Agriculture and fisheries: 31.7% • Industry: 14.9% • Services: 53.4% (2004 est.) Important export products include: copra cake, coconut oil, handicrafts and fish. Important industries include: copra, tuna processing, tourism, craft items from seashells, wood and pearls. As with most Small Island States, the value of imports ($54.7 million) greatly exceeds the value of exports ($9.1 million)4. A combination of Government downsizing, drought, a drop in construction, the decline in tourism, and less income from the renewal of fishing vessel licenses have restricted GDP growth to an average of 1% over the past decade. The total budget of RMI is about $150 million. Only 25% of the revenue raised to fund the budget is raised domestically. Over 60% of government revenue originates from Compact of Free Association funding, federal grants and nuclear compensation funding. The largest contributors to government revenue are taxes (income tax and import tax), fishing licenses, ship registration fees, gross revenue tax and tourism. Since 2004, the government has concentrated spending to its priority sectors: education, health, environment and infrastructure development and maintenance. The strategic approach to government spending includes: streamlining government and making public services more efficient and effective; creating an environment for private sector-led economic growth and employment generation; and improving the living standards for all Marshall Island citizens. 4 2000 values. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 14 Risk context Risk is considered the product of hazards and vulnerabilities combined. While RMI is not directly in the typhoon corridor, it is exposed to a number of hazards and vulnerabilities that are linked both to its physical characteristics and unsustainable development processes. Key natural hazards that have the potential to negatively impact on the RMI include: tropical storms and typhoons, high surf, and drought all expected to increase in frequency and intensity due to climate change. However they are considered to be at low risk to earthquakes, volcanic eruptions and tsunami. Key man-made or human-induced hazards include: fire, contamination of water supply, outbreaks of epidemic diseases, exposure to hazardous waste, and commercial transport accidents (including marine oil spills). Factors contributing to the high risk profile of RMI include the following: • Extremely high population densities on some islands, e.g. Ebeye, Majuro etc; • High levels of poverty – 20% of the population lives on less than $1 per day. In addition to increasing incidence of poverty on the outer islands, pockets of deep poverty have taken hold in the urban centers of Majuro and Ebeye; • Low elevation (the average elevation in the Marshall Islands is seven feet above sea level); • Wide dispersal of the country over a large area of ocean; • A fragile island ecosystem – including the invaluable ecosystem services offered by coral reefs protecting the coastline; • Limited and fragile fresh water resources that are highly vulnerable to overuse and contamination; and • A weakly developed economy that is vulnerable to global influences. The risk posed by these socio-economic and physical frame conditions are compounded by weak management of various human activities and little consideration of the risk that is created through these development activities. This serves to increase general vulnerability. Waste management in Majuro and Ebeye, for instance, is a growing problem given the limited land space available. While the management of waste collection and the land fill site has improved following the appointment of a private sector company, the potential for pollution of critical water sources and the general threat to public health remains. Apart from solid waste, sanitation also remains a key challenge for the Republic of Marshall Islands. While much of Majuro and Ebeye have reticulated sewerage, treatment of raw sewerage before disposal at sea is inadequate. Thus people living close by to uncovered settling ponds, as well as those living in close proximity to sea outlets are exposed to health threats, especially women and children. In addition, there are a significant number of households that make use of septic tanks – increasing the potential for contamination of groundwater. A failure to regularly empty septic tanks means that overflowing is not uncommon, a factor contributing to increased potential for the outbreak of disease. In Jenrok Village, a densely populated suburb on Majuro, a recent study revealed that 25% of households did not have toilets and that 67% of households had septic tanks. Water quality testing revealed high levels of contamination of wells and of coastal waters. Growing poverty in Jenrok was indicated by the fact that 102 of the 211 households subscribing to the city’s reticulated water system were disconnected due to the non-payment of their bills. Of the remaining 109 subscribers, more than two thirds were 90 days behind in meeting their water payments. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 15 Recent testing of water sources on the outer islands similarly revealed high levels of contamination. While many households rely on rainwater, catchment tanks are often poorly sanitized. During drought periods, when stored rainwater is no longer available, many people are forced to use polluted sources of groundwater. Based on a study done by Economic, Policy, Planning and Statistics Office (EPPSO) in conjunction with the Ministry of Health (MoH), one in 15 people in Majuro suffer from gastroenteritis, while in Ebeye it is one in every 8 persons. EPPSO calculated that in 2004, the MoH spent over $358,309 to address the needs of outpatients with gastroenteritis. Given the conditions at Ebeye, it is not surprising that there was an outbreak of cholera in 2000 – 2001. There were 103 positive cases identified and 6 people died. Another activity which increases the vulnerability of the Marshall Islands is the mining of the coral reef for building aggregate. This is a growing problem, particularly on Majuro, as the modernization process leads to increased construction activities. This applies both to individual housing projects where residents are making the switch to cement-brick solid structures, as well as to large private-sector funded building projects. As a result of coral mining there is less reef protection against wave action, rendering the islands more vulnerable to storm surges as well as coastal erosion. Construction of poorly-designed causeways to link islands within an atoll chain upsets the natural flow of sediments and is another cause of coastal erosion. Construction of solid seawalls can have the same impact. Solid cement-brick houses may be better equipped to withstand extreme weather events, but unlike traditional houses they do not allow for relocation in the face of coastal erosion. Until recently, development in the coastal zone has been largely unregulated. A renewed emphasis on enforcing Environmental Impact Assessment regulations as well as new revised Coastal Management Regulations will hopefully begin to put in place the conditions for a more sustainable management of the Marshall Island’s fragile coast line. A particular challenge in the context of the Marshall Islands is the complex land tenure system in operation. Government itself owns very little land and most land is leased from land-owners (iroij, alap or rijerbal). Given the shortage of land in the Marshall Islands it is perhaps not surprising that ownership of land is considered sacrosanct. Landowners wield tremendous power and influence making it difficult for agencies tasked with land management to apply planning and environmental management regulations. It is critical that landowners be brought on board in order to better manage the scarce and fragile land resources of the Marshall Islands. Linked to the above is the issue of settlement planning and building codes. Inadequate management of rapid urbanization has led to densely populated and poorly planned settlements, often containing structurally deficient buildings. The potential for fires is exacerbated by the high use of kerosene (43% of households) and charcoal/wood (20% of households), and due to the compaction of dwellings, fire can spread rapidly from house to house. A lack of adequate settlement planning and management means that emergency access lanes often do not exist – making it difficult for fire trucks to reach the fire or to gain access to fire hydrants. A lack of fire and accident preparedness is equally evident in the commercial and industrial areas. The risk profile of the outer islands is largely linked to their isolation as well as to behavioral changes linked to modernization. While population numbers on these islands tend to be small, there is little emergency infrastructure to assist in times of disaster. The main hazards affecting these islands are typhoons and droughts, and resultant water and food shortages. Due to integration into the monetary economy, the island communities have lost much of their self-sufficiency, and now rely heavily on remittances and purchased commodities, including food. This makes them particularly reliant on air and sea links with Majuro and Ebeye. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 16 Traditional coping strategies, such as food preservation and building methods, are similarly eroding. Previously diverse sources of livelihood activities are becoming more limited due to dependence on remittances. The risk profile of RMI is a function of its fragile island environment combined with the negative impacts of modernization (rapid urbanization, loss of traditional knowledge, etc.) and unsustainable development processes that do not consider future risk. While the government and the people of Marshall Islands rightly strive to better their lives through development processes, increased attention needs to be given to managing the less desirable outcomes of modernization, including the management of risk. As development processes are not sector specific but span across government and the whole of society, it becomes important that increased emphasis be placed on a ‘whole-of-government’ and ‘whole-of-country’ approach to disaster risk reduction, including the need to involve all relevant non-government development players. Such an approach is advocated in the DRM NAP. Existing DRM arrangements Formalized Disaster Management first entered the political arena in the Marshall Islands in 1987 with the passing of a National Disaster Management Plan. It became firmly entrenched seven years later with the enactment of the Disaster Assistance Act which provided for the establishment of a National Disaster Management Committee and a National Disaster Management Office (NDMO)5 located in the Office of the Chief Secretary. The year 1994 also saw the passing of a Hazard Mitigation Plan, a National Disaster Manual, and an Airport Disaster Plan. A Drought Disaster Plan was passed in 1996, followed by the drafting of a revised National Disaster Management Plan in 1997. The most recent legislative activity on the Disaster Risk Management front was the development of a Standard Hazard Mitigation Plan in 2005. In terms of the Compact of Free Association6, the RMI qualifies for disaster preparedness, response and recovery programs from the US Government, delivered through the Department of Homeland Security (DHS)/Federal Emergency Management Agency (FEMA). The last arrangement expired in December 2008. The US and the RMI will seek to reach an agreement to modify the arrangement for disaster response to include a greater role for USAID, as well as the United Nations. The transition from FEMA to USAID will require a review and amendment of existing protocols and operating procedures between relevant agencies. This process will need to be carefully managed to ensure that all parties are aware of their roles and responsibilities at all times. Under the amended Agreement, the RMI will be able to request disaster assistance from USAID in a declared state of emergency, after utilizing the national Disaster Assistance Emergency Fund, (established by the amended Agreement as a first resource for disaster response), and requesting international assistance through the United Nations. Existing DRM arrangements have to date been heavily focused on the conventional approach to Disaster Management; i.e. preparedness, response and recovery, with less attention being focused on the equally critical component of disaster risk reduction. The current context of institutional change provides a ‘window of opportunity’ to not only review existing DRM legislative and institutional arrangements, but also to ensure a better balance between the response based Disaster Management (DM) and Disaster Risk Reduction (DRR) in RMI. 5 Subsequently renamed to the National Emergency Management and Coordination Office (NEMCO). 6 Article X of the Special Programs and Services Agreement. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 17 While disaster management to date has been largely the preserve of the National Disaster Committee (NDC) and its operational arm, the National Emergency Management and Coordination Office (NEMCO), this DRM NAP strives to mainstream DRM into a broader sectoral arena. This is because DRR requires an integrated and cross-sectoral approach, one in which disaster risk considerations form an integral consideration in all development related planning. This includes integration of DRM considerations in budgetary allocations. Key sectors for DRM in RMI, as identified in the situation analysis, include: • Planning; • Finance; • Local government; • Environment; • Fisheries; • Health; • Agriculture; • Tourism; • Utilities (Power, Water, Transport, etc.); • Private sector; and • Civil Society Organizations � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 18 Cook Islands 2009 – 2015 Introduction The impetus for RMI to develop a DRM NAP stemmed from the realization that although there have been earlier initiatives to address DRM issues. The communities of RMI are becoming increasingly vulnerable to both natural and human-induced hazards. This DRM NAP gives an opportunity for RMI to re-examine existing policy and develop a coordinated program of action focusing on key vulnerability and risk issues and on priority gaps. Secondly, RMI has further demonstrated the commitments made by the President, Honorable Kesai Note, when he spoke in the Hyogo Conference on Disaster Risk Reduction to endorse the Pacific Regional Disaster Risk Management Framework for Action 2005 – 2015. The Pacific Regional Framework for Action was endorsed by the Pacific Forum Leaders decision in Madang 2005, and called for national governments to develop an integrated approach using national action plans involving a whole-of-government approach to disaster risk reduction and disaster management with key agencies coordinating closely with relevant local, national, regional and international stakeholders. The Pacific Regional Framework for Action vision was for ‘Safer, More Resilient Pacific Island Nations and Communities to Disasters, so that Pacific peoples may achieve sustainable livelihoods and lead free and worthwhile lives’. Similarly, the Marshall Islands Minister for Foreign Affairs, Honorable Gerald Zackios in his opening address at the national workshop for the DRM NAP echoed the same commitments by saying that: “I believe this is the beginning of a new era of addressing disaster in RMI. Instead of our reacting to disasters – with our disaster preparedness and response plans, we are giving equal importance to reducing the potential impacts of hazards before they strike our islands. I also believe that this current process of developing a National Action Plan for Disaster Risk Reduction and Disaster Management gives us the opportunity to re-examine RMI’s capacity to deal with reducing risk as well as responding to risk. Unless we recognize the fact that disasters have the potential to set back the achievement of our economic, social and political development goals of the people; we will continue on our current response to disasters”. Development of the National Action Plan for Disaster Risk Management Section Two � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 19 Regional Policy Context Disasters can result in short-term and long-term social, economic and environmental consequences with effects often felt country wide. These impacts are often magnified in small atoll island environments and have the potential to set back development gains. Recognizing the multi-faceted nature of the problem, the Pacific DRM Regional Framework for Action calls on Pacific Island Countries to develop strategic national action plans for disaster risk reduction and disaster management. This regional policy document further advocates for the use of ‘whole-of-government’, integrated approaches with key agencies coordinating closely with relevant local, national, regional and international stakeholders. The overall goal of RMI DRM NAP mirrors the vision of the Pacific Framework for Action in aiming to promote and achieve ‘a safer and resilient RMI’. While the RMI DRM NAP is first and foremost a national document highlighting DRM priorities within Marshall Islands, it does this within the broad framework of the regional policy. In the same context, the RMI DRM NAP is also a national response to the Kalibobo Roadmap – and relevant objectives of the Pacific Plan and the Pacific Regional Framework for Action on Climate Change 2006 – 2015. A mapping of the RMI DRM NAP to the Regional Framework indicates a high degree of alignment between the two planning frameworks (Table 1 below), and a good balance between DRR, DRM and cross-cutting actions. Table 1 – Alignment of the Marshall Islands DRM NAP with the Pacific Regional Framework for DRR and DM. Outcomes Regional Framework for Action (Themes) RMI NAP (Goals) DRR Focus (mitigation, prevention, adaptation or transfer of disaster risk, early warning*) Note: those marked with * have DM focus aspects as well Theme 3: Analysis and Evaluation of Hazards, Vulnerabilities and Elements at Risks Theme 6: Reduction of Underlying Risk Factors Goal 5: Access to safe and adequate water at all times* Goal 6: Sustainable development of coastal zone Goal 7: Reduce economic dependency of outer islands* Goal 8: Improve understanding of the linkages between zoning, building codes and vulnerability to disasters DM Focus (preparedness, early warning, response and recovery) Theme 4: Planning for effective Preparedness, Response and Recovery Theme 5: Effective, Integrated and People-Focused Early Warning Systems Goal 3: Improve capacity for emergency preparedness and response at all levels Goal 4: Build a strong and resilient DM early warning and emergency communication systems Cross Cutting (governance, capacity building and awareness and education) Theme 1: Governance – organizational, institutional, policy and decision-making framework Theme 2: Knowledge, Information, Public Awareness and Education Goal 1: Established enabling environment for improved DRM in RMI Goal 2: Mainstream DRM in planning, decision making, budgetary processes at the national and local levels Goal 9: Raise awareness of DRM amongst the public � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 20 National Policy Context In 2001 the Government charted the Vision 2018 as the first segment of the Government’s Strategic Development Plan (SDP) for the next 15 years, which was informed by an extensive national consultation process. It lays out the long-term goals, objectives and strategies needed to achieve the national development vision. The second segment of the SDP consists of Master Plans focusing on major policy areas, such as human resources development, outer island development, culture and traditions, environment, resources and development, information technology, private sector development, infrastructure and tourism. The third segment, which complements the Master Plans, is developed through more detailed Action Plans for Ministries and Statutory Agencies in order to state the respective programs of action aimed at achieving the targets identified in the Master Plans. The DRM National Action Plan (DRM NAP) is in essence a cross-sectoral action plan DRM located within the third segment of the SDP (as illustrated in Figure 2). As such, the DRM NAP is developed in light of direct and indirect linkages with the SDP. The rationale for this approach is that it will help to reduce the impact of disasters on the achievement of the development vision i.e. disasters can undermine the achievement of more than half to almost all of the goals stated in the Vision 2018. In this regard, the implementation of the DRM NAP can help to achieve the majority of goals in Vision 2018 as well as the Master Plans. A mapping exercise took place in order to identify where and how the DRM NAP is linked to achieving the Vision 2018. An initial screening of the each of the goals within the draft DRM NAP indicates a number of direct linkages, such as between goal 3 of the DRM NAP (improve arrangements for emergency preparedness and response at all levels) to goal 10 objective 2 of the Vision 2018 (to develop and have in place a contingency/adaptation plan to counter the emerging threats resulting from the adverse effects of climate change including a National Disaster Plan). Other direct linkages have been identified within goals 4, 5, 6 and 7 and indirect linkages within goals 1, 2, 8, 9 and 10 of the DRM NAP to the Vision 2018. In a parallel mapping exercise DRM issues were identified within the Vision 2018. The objective of this exercise was to help inform subsequent revisions to the Vision 2018 to ensure that disaster risk management is adequately reflected in national strategic priorities. All other references to risk reduction were classified as indirect, such as in goal 2 objective 1 of the Vision 2018 (developing, diversifying and strengthening the economic base) which can help to reduce vulnerability to disasters. 1. Operating in an interdependent world 2. Enhanced socio-economic self-reliance Obj 4: access to water supplies 3. An Educated people 4. A Healthy people 5. A Productive people 6. Law-abiding people Obj 3: accountability and transparency 7. God-loving people 8. Respecting individual and fundamental human rights 9. Respecting culture and traditions 10. Environmental sustainability Infrastructure development Human resources development Outer Islands development Culture and traditions Environment Private sector Information technology Resources and development Ministerial Action Plans Statutory Agencies Action Plans Atoll Local Governments Action Plans DRM NAP (is a cross-sectoral Action Plan) Figure 2 – Marshall Islands Vision 2018 and linkages to DRM NAP Vision 2008 Master Plans Action Plans � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 21 DRM NAP Development Process A High Level Advocacy Team (HLAT) for the Pacific Regional Disaster Risk Management Framework for Action 2005 – 2015 visited RMI in response to the Government’s request for assistance in developing a DRM NAP in December 2006. The HLAT was coordinated by SOPAC in collaboration with the PDRMPN. The purpose of the HLAT visit was to promote the Pacific Regional Disaster Risk Management Framework for Action 2005 – 2015 and the need to develop a National Action Plan through a whole-of-country and whole-of-government approach to disaster risk reduction and disaster management. The Government of the RMI established a ‘reference group’ to guide the NAP development process. The reference group mirrored the existing national disaster committee. A cross sector representative ‘Task Force’ (TF) was established to be the core group in facilitating national consultation and to provide in-country assistance for the NAP development. A sub-group of the PDRMPN made up of SOPAC, Pacific Islands Forum Secretariat, UNDP Pacific Centre, Secretariat for the Pacific Community and East-West Center assisted the Marshall Islands TF in developing their NAP through the steps set out below. DRM Situation Analysis The first step in the planning process was conducting a situational analysis of the status of DRM in RMI. The approach adopted was based on a combination of desktop research and in-country consultations with key stakeholders. A sectoral approach was adopted in writing up the findings of the situational analysis. Through this process it was possible to begin to identify the nature of disaster risk and the ‘root causes’ of vulnerability in each development sector. Key issues for DRM in each sector were highlighted. The situation analysis helped identify how disaster risk is eroding development and how development generates risk in the RMI. It also addressed institutional and organizational arrangements for DRR&DM, covering the legal and institutional framework, sector plans, strategies and activities, capacity assessment, hazards, historical disaster experience, development challenges and links with national development strategies. Leadership & Change Management Training The TF underwent three days of training on leadership and change management. The training was to empower key national players so that they can collectively provide leadership and build a national team to mainstream disaster risk management through an integrated and whole-of-country approach. National Stakeholder Workshop The TF and representatives from the Government, communities, NGOs, and the private sector participated in a two-day national stakeholder workshop for the development of the DRM NAP. The purpose of the workshop was to consult a wide range of stakeholders on the strengths and weaknesses of current disaster risk management arrangements and activities in the RMI and to gain a deeper understanding of the social, economic and political development priorities that are currently being impacted. Stakeholders were given the opportunity to brainstorm issues they wished to raise. The workshop then proceeded to rank the issues emerging and the six issues that emerged as most important were taken further into group discussions. The national stakeholder workshop also included a number of presentations on DRM in order to enhance understanding amongst the stakeholders present. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 22 Drafting of the NAP Key issues that had been identified by the situation analysis, the national stakeholder workshop, and the TF leadership training workshop7 formed the basis for a more detailed planning exercise undertaken by the TF with technical support from the PDRMPN. In brief, the planning was conducted through a combination of plenary and working groups where a problem/solution tree approach was adopted to prioritize key issues and derive goals, outcomes, objectives and actions for the NAP. Each issue was tackled in turn in a systematic manner, and objectively analyzed by identifying the causes and effects. The resultant NAP matrix reflects the outcomes of these discussions. The planning process is depicted in Figure 3. 7 Problem/Solution Tree exercises conducted during the leadership and DRM change management training workshop used real situation analysis and some of this information was fed into the DRM NAP drafting. It should be borne in mind that the resultant DRM NAP does not claim to be comprehensive in the sense that it covers each and every issue relating to DRR and DRM in RMI. Rather, the scope of the DRM NAP is determined by the key issues that were identified during the situation analysis, the TF leadership and change management workshop and the national stakeholders workshop. These key issues were a combination of the ‘gaps’ that were identified in the situation analysis as well as issues that were considered ‘priority issues’ by national stakeholders. DRM NAP Implementation Program Critical to the success of the DRM NAP is the commitment of the Government of Marshall Islands to its implementation. Implementation arrangements, including costing, for the NAP are contained in Section 5, while Section 6 contains a detailed framework for implementation. Figure 3 – The process adopted in developing the DRM NAP. High Level Advocacy DRM NAP Development Situation Analysis Taskforce Leadership Change Workshop National DRM Workshop InformationInformation � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 23 2009 – 2015 Cook Islands Vision The Vision of the National Action Plan (NAP) for Disaster Risk Management (DRM) is: A Safer and more Resilient RMI to all Hazards through Well Informed and Prepared People Today and for Generations to Come In order to achieve the Vision, disaster risk management needs to be mainstreamed into national and local policies, plans, budgetary provisions and decision-making processes. This has to happen across all sectors and all levels of government and communities, with an emphasis on disaster risk management being the responsibility of the whole country and that it is everyone’s business. The mechanism for delivering the vision is the DRM NAP. In developing the DRM NAP, the TF was cognizant of the following four guiding principles: • A whole-of-country approach to the identification of goals; • A consultative approach at national, local and community levels; • A DRM NAP that is achievable both in the short and long term; and • Outputs that are measurable through on-going monitoring and evaluation. The DRM NAP, which is presented in the form of a matrix, is framed by ten specific goals each designed to achieve a specific outcome. Structure of the DRM NAP matrix The DRM NAP matrix builds on the ten goals outlined in Box 1. Each goal is accompanied by a specified ‘outcome’. The outcome describes the change that is expected to take place as a result of the objectives, actions and outputs listed under each goal. The DRM NAP matrix itself is divided into the following column headings: • Objectives: for each of the ten broad goals. Taken together, a collection of objectives can be thought of as the strategy to be used to achieve the higher-order goal. • Actions: an unpacking of each objective into a collection of strategic and/or specific actions • Outputs: the tangible products of the completed actions that will collectively lead to the achievement of the higher-order outcome. • Output indicators: means of monitoring and evaluating progress of each output. • Lead agency: the agency that has been nominated to take the leading role in ensuring that a specified objective and its actions are implemented. Supporting agencies are listed in the Provisional Indicative Implementation Program (PIP). The National Action Plan for Disaster Risk Management Section Three � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 24 The logic and structure of the DRM NAP design is illustrated in Figure 4. Box 1: DRM NAP Goals and Outcomes. Figure 4 - The logic and structure of the DRM NAP Matrix. Goal 1: Establish an enabling environment for improved DRM in Marshall Islands Outcome: Well-functioning Institutions and Systems for Disaster Risk Management Goal 2: Mainstream DRM in planning, decision making and budgetary processes at national and local levels Outcome: DRM is mainstreamed in all relevant processes at all levels, and in all relevant sectors Goal 3: Improve capacity for emergency preparedness and response at all levels Outcome: Organizations and agencies at all levels are well prepared and resourced to respond to disasters Goal 4: Build a strong and resilient DM early warning and emergency communication system Outcome: Effective early warning and communication between Majuro, Ebeye and the Outer Islands at all times Goal 5: Access to safe and adequate clean water at all times Outcome: Vulnerability to water-related hazards and water shortages resulting from hazards reduced Goal 6: Sustainable development of the coastal area Outcome: Reduced vulnerability to coastal hazards Goal 7: Reduce economic dependency of the Outer Islands Outcome: Improved Outer Island resilience to hazards Goal 8: Improve understanding of the linkages between zoning, building codes and vulnerability to disasters Outcome: Decision-makers and public more receptive to the need for adequate zoning and building codes in reducing vulnerability Goal 9: Raise the awareness of DRM amongst the public Outcome: Public are better informed of national and Outer Island DRM issues Goal 10: DRM NAP implementation and impact is monitored and reviewed on a regular basis Outcome: The DRM NAP is effectively implemented and kept up to date Goal Objective Objective Objective Objective Objective Objective Action Action Action Action Action Action Action Action Action Outcome � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 25 2009 – 2015 Cook Islands Goal 1: Establish an enabling environment for improved DRM in Marshall Islands Goal 2: Mainstream DRM in planning, decision making and budgetary processes at national and local levels Goal 3: Improve capacity for emergency preparedness and response at all levels Goal 4: Build a strong and resilient DM early warning and emergency communication system Goal 5: Access to safe and adequate clean water at all times Goal 6: Sustainable development of the coastal area Goal 7: Reduce economic dependency of the Outer Islands Goal 8: Improve understanding of the linkages between zoning, building codes and vulnerability to disasters Goal 9: Raise the awareness of DRM amongst the public Goal 10: DRM NAP implementation and impact is monitored and reviewed on a regular basis The DRM NAP Matrix Section Four � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 26 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 1. 1 St re ng th en D R M o rg an iz at io na l ar ra ng em en ts a t n at io na l a nd lo ca l go ve rn m en t le ve ls 1. 1. 1 R ev ie w a ll re le va nt D R M p ol ic ie s an d le gi sl at io n (in cl ud in g th e D is as te r A ss is ta nc e Ac t 1 98 7) to a ss es s, c la rif y an d/ or e st ab lis h D R M o rg an iz at io na l a rra ng em en ts a nd re sp on si bi lit ie s 1. 1. 2 Im pl em en t D R M o rg an iz at io na l a rra ng em en ts a s en do rs ed in th e po lic y fra m ew or k 1. 1. 3 D ra ft ne w le gi sl at io n or a m en dm en ts to e ffe ct o rg an iz at io na l ch an ge s St re ng th en ed D R M o rg an iz at io na l ar ra ng em en t s up po rte d w ith ap pr op ria te p ol ic y an d le gi sl at iv e fra m ew or k C SO Pe rc en ta ge o f D R M N AP a ct io ns m ai ns tre am ed in to k ey o rg an iz at io ns m an da te s at th e na tio na l a nd lo ca l l ev el s in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 1. 2 Ad eq ua te ly re so ur ce k ey or ga ni za tio ns fo r D R M a t n at io na l an d lo ca l g ov er nm en t le ve ls 1. 2. 1 As se ss th e re so ur ce n ee ds o f k ey o rg an iz at io ns fo r D R M 1. 2. 2 D ev el op a re so ur ce n ee d im pl em en ta tio n pr og ra m fo r k ey or ga ni za tio ns fo r D R M Ke y D R M a ge nc ie s ar e re so ur ce d w ith p rio rit y ne ed s to e nh an ce or ga ni za tio na l p er fo rm an ce C SO Pe rc en ta ge o f r es ou rc e ne ed s as id en tif ie d by th e as se ss m en t a cq ui re d an nu al ly 1. 3 St re ng th en h um an re so ur ce ca pa ci ty o f k ey o rg an iz at io ns fo r D R M a t n at io na l a nd lo ca l go ve rn m en t l ev el s 1. 3. 1 A ss es s th e ex is tin g ca pa ci ty o f t he h um an re so ur ce s an d de ve lo p m in im um s ta nd ar ds fo r h um an re so ur ce c ap ac ity to be a na ly se d in li ne w ith th e or ga ni za tio n m an da te 1. 3. 2 R ev ie w jo b de sc rip tio ns o f D R M fo ca l p oi nt s an d ke y st af f a t or ga ni za tio ns re sp on si bl e fo r D R M 1. 3. 3 C on du ct D R M tr ai ni ng n ee ds a ss es sm en t o f k ey or ga ni za tio ns re sp on si bl e fo r D R M 1 .3 .4 D ev el op a nd im pl em en t a lo ng te rm D R M tr ai ni ng p ro gr am In ce nt iv es a re in p la ce fo r s ta ff w ith th e rig ht s ki ll an d ex pe rie nc e to b e re cr ui te d or s ta y in th e or ga ni za tio n C SO Le ve l o f i m pr ov ed p er fo rm an ce fr om a ge nc ie s in vo lv ed in D R M a s re po rte d in a nn ua l r ep or ts fo llo w in g D R M N AP im pl em en ta tio n 1. 4 St re ng th en th e ca pa ci ty o f k ey co m m un ity g ro up s an d N G O s in M ar sh al l I sl an ds 1. 4. 1 A ss es s th e ro le a nd c ap ac ity o f k ey c om m un ity g ro up s in M aj ur o an d th e O ut er Is la nd s th at a re p la yi ng a ro le in D R M 1. 4. 2 D ev el op a nd im pl em en t a pp ro pr ia te p ro gr am s to s tre ng th en th is ro le a nd c ap ac ity a s re qu ire d 1 .4 .3 C om m is si on a s tu dy to id en tif y tra di tio na l k no w le dg e a nd go ve rn an ce a nd it s ap pl ic at io n in D R M 1. 4. 4 Th ro ug h co ns ul ta tio n, id en tif y ap pr op ria te m ec ha ni sm s to in te gr at e tra di tio na l k no w le dg e in D R M a t t he a pp ro pr ia te le ve l C om m un ity g ro up s an d N G O s m or e ac tiv e in lo ca l-l ev el ri sk m an ag em en t IA Le ve l o f i nt eg ra tio n of a pp ro pr ia te tr ad iti on al kn ow le dg e id en tif ie d in D R M p ro gr am s b y co m m un ity g ro up s, N G O s an d na tio na l a nd lo ca l G ov er nm en t r es po ns ib le a ge nc ie s G oa l 1 : E st ab lis h e n ab lin g e n vi ro n m en t fo r im p ro ve d D is as te r R is k M an ag em en t in M ar sh al l I sl an d s O u tc o m e: W el l-f u nc tio ni ng In st itu tio ns a nd S ys te m s fo r D is as te r R is k M an ag em en t � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 27 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 2. 1 Bu ild c ap ac ity fo r m ai ns tre am in g D R M fo r p la nn er s an d de ci si on m ak er s at th e na tio na l a nd lo ca l go ve rn m en t l ev el s 2. 1. 1 Id en tif y ke y D R M m ai ns tre am in g pa rtn er s an d ex is tin g le ve l o f m ai ns tre am in g D R M a t a ll le ve ls 2. 1. 2 R ev ie w e xi st in g pl an ni ng , d ec is io n m ak in g an d bu dg et ar y pr oc es se s an d id en tif y w he re a nd h ow D R M c ou ld b e m ai ns tre am ed 2. 1. 3 C on du ct D R M m ai ns tre am in g tra in in g w ith k ey p ar tn er s on na tio na l d ev el op m en t p la nn in g an d bu dg et ar y pr oc es se s lin ke d to a nn ua l b ud ge t s ub m is si on s (li nk ed to 2 .2 .1 ) O rg an iz at io ns h av e ca pa ci ty fo r D R M m ai ns tre am in g D R M is a n in te gr al c om po ne nt in pl an ni ng , d ec is io n m ak in g an d bu dg et p ro ce ss es a t a ll le ve ls EP PS O a nd C SO N um be r o f s ta ff fro m e ac h ke y or ga ni za tio n re sp on si bl e fo r D R M th at s uc ce ss fu lly co m pl et ed m ai ns tre am in g tra in in g 2. 2 M ai ns tre am D R M c on si de ra tio ns in to m ac ro ec on om ic p ol ic y, fis ca l m an ag em en t a nd n at io na l bu dg et ar y pr oc es se s 2. 2. 1 C ol le ct in fo rm at io n on c os t o f d is as te rs a nd ri sk o f d is as te rs fo r i nc or po ra tio n in th e m ac ro ec on om ic a nd fi sc al p ol ic y, fo rw ar d pr oj ec tio ns a nd m on ito rin g of e co no m ic g ro w th 2. 2. 2 E st ab lis h a su st ai na bl e so ur ce o f f un d fo r D R M th ro ug h th e es ta bl is hm en t o f s ep ar at e D R R a nd D M re vo lv in g sp ec ia l re ve nu e fu nd u nd er th e C SO O rg an iz at io ns a t a ll le ve ls a re pr oa ct iv e in D R M D R M p ra ct ic es a re im pl em en te d in pl an ni ng a nd b ud ge ta ry p ro ce ss es a t na tio na l a nd lo ca l l ev el s Fi na nc e an d EP PS O D R M p ro gr am s fe at ur e ex pl ic itl y in m ac ro ec on om ic p ol ic y, fi sc al m an ag em en t an d na tio na l b ud ge ta ry p ro ce ss es 2. 3 R ai se th e u nd er st an di ng o f D R M m ai ns tre am in g as a d ev el op m en t is su e w ith in th e N iti je la 2. 3. 1 P re pa re a nd c irc ul at e a D R M b rie f t o pa rli am en t In cr ea se d un de rs ta nd in g an d su pp or t fo r D R M p ol ic ie s am on gs t m em be rs of th e N iti je la D R M p rio rit ie s ar e hi gh in co ns id er at io n fo r f un di ng C SO Im pr ov ed le ve l o f s up po rt fo r D R M p ro gr am s at th e N iti je la G oa l 2 : M ai n st re am D R M in p la n n in g , d ec is io n m ak in g a n d b u d g et ar y p ro ce ss es a t n at io n al a n d lo ca l l ev el s O u tc o m e: D R M is m ai ns tr ea m ed in a ll re le va nt p ro ce ss es a t a ll le ve ls , a nd in a ll re le va nt s ec to rs � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 28 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 3. 1 St re ng th en th e N at io na l Em er ge nc y O pe ra tio ns C en te r (N EO C ) i nf ra st ru ct ur e to b et te r pr ep ar e fo r, an d re sp on d to , di sa st er e ve nt s 3. 1. 1 C on st ru ct a n ad eq ua te ly e qu ip pe d an d lo ca te d N EO C b ui ld in g A se cu re , w el l eq ui pp ed N EO C th at is a bl e to c on tin ue to fu nc tio n ef fe ct iv el y du rin g di sa st er s C SO D is as te r a ss es sm en ts (p re pa re dn es s re po rts , em er ge nc y dr ills a nd p os t-d is as te r r ep or ts ) re ve al a de qu at e fu nc tio ni ng o f N EO C 3. 2 S tre ng th en c ap ac ity fo r co or di na tio n du rin g di sa st er s 3. 2. 1 R ev ie w a nd e nd or se t he d ra ft st an da rd o pe ra tin g pr oc ed ur es (S O P) fo r t he o pe ra tio n an d co or di na tio n of th e N EO C 3. 2. 2 P ro m ot e aw ar en es s of th e SO P am on gs t r el ev an t f oc al p oi nt s an d ag en ci es Im pr ov ed c oo rd in at io n by D R M ag en ts a t n at io na l a nd lo ca l l ev el s du rin g di sa st er s C SO Im pr ov ed le ve l o f ‘ te am w or k’ a nd a w ar en es s of th e SO P fo llo w in g th e im pl em en ta tio n of th es e ac tio ns 3. 3 St re ng th en re sp on se c ap ac ity am on gs t r el ev an t m in is tri es a t na tio na l a nd lo ca l l ev el s 3. 3. 1 A ct iv el y m ai nt ai n a da ta ba se o f e m er ge nc y re sp on se re so ur ce s an d co nd uc t a n an nu al a ud it of e m er ge nc y re sp on se re so ur ce s (s he lte rs , e m er ge nc y eq ui pm en t, et c. ) he ld b y re le va nt M in is tri es a t n at io na l a nd lo ca l l ev el s 3. 3. 2 M in is tri es to p ro cu re e m er ge nc y re sp on se re so ur ce s an d eq ui pm en t a s ne ed ed 3. 3. 3 S up po rt re le va nt M in is tri es to p re pa re , o r u pd at e, E m er ge nc y R es po ns e Pl an s an d SO Ps 3. 3. 4 C on du ct re gu la r e m er ge nc y dr ills a t a ll le ve ls , i nc lu di ng O ut er Is la nd s M in is tri es w el l p re pa re d to re sp on d ef fe ct iv el y to d is as te rs C SO D is as te r a ss es sm en ts (p re pa re dn es s re po rts , em er ge nc y dr ills a nd p os t-d is as te r r ep or ts ) in di ca te ti m el y an d ef fe ct iv e re sp on se b y G ov er nm en t 3. 4 In fo rm p ub lic a bo ut e m er ge nc y co m m un ic at io n an d pr oc ed ur es 3. 4. 1 C on du ct o ng oi ng p ub lic a w ar en es s ca m pa ig n on b as ic em er ge nc y re sp on se p ro ce du re s (e .g . l oc at io n of s af e sh el te rs , n ee d to s av e of fic ia l d oc um en ts , e tc .) A pu bl ic th at is w el l p re pa re d to re po rt an d re ac t t o di sa st er s C SO D is as te r a ss es sm en ts (p re pa re dn es s re po rts , em er ge nc y dr ills a nd p os t-d is as te r r ep or ts ) in di ca te a ti m el y an d ef fe ct iv e re sp on se b y th e pu bl ic 3. 5 As si st c om m un iti es in th e O ut er Is la nd s to d ev el op th ei r o w n m ec ha ni sm s to s up pl em en t t he na tio na l a nd lo ca l g ov er nm en t p la n fo r e m er ge nc y pr ep ar ed ne ss a nd re sp on se 3. 5. 1 A ss is t N G O s an d co m m un ity g ro up s to c on du ct a w ar en es s pr og ra m s in th e O ut er Is la nd s (li nk ed to 3 .4 ) 3. 5. 2 C om m un ity p re pa re dn es s an d re sp on se p la ns d ev el op ed b y al l g ro up s in c om m un ity a nd e xe rc is ed C ap ac ity o f i so la te d co m m un iti es to re sp on d to d is as te rs s tre ng th en ed IA N um be r o f c as ua lti es a nd a ffe ct ed p eo pl e at th e co m m un ity le ve l G oa l 3 : Im p ro ve c ap ac it y fo r em er g en cy p re p ar ed n es s an d r es p on se a t al l l ev el s O u tc o m e: O rg an iz at io ns a nd a g en ci es a t a ll le ve ls a re w el l p re p ar ed a nd r es o u rc ed to r es p o nd to d is as te rs � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 29 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 4. 1 Bu ild c ap ac ity fo r e ffe ct iv e us e an d m ai nt en an ce o f c om m un ic at io ns in fra st ru ct ur e at th e lo ca l l ev el 4. 1. 1 R ev ie w in fra st ru ct ur e an d po lic ie s fo r e m er ge nc y co m m un ic at io ns 4. 1. 2 Tr ai n m ay or s an d re le va nt c ou nc il m em be rs in e m er ge nc y co m m un ic at io ns p ro ce du re s on ce e ve ry tw o ye ar s 4. 1. 3 C on tin ue to p ro vi de te ch ni ca l t ra in in g on ra di o m ai nt en an ce fo r O ut er Is la nd ra di o op er at or s (in cl ud in g a ha nd bo ok in M ar sh al le se ) 4. 1. 4 R eg ul ar ly c on du ct te st s to c he ck o n al l t he c om m un ic at io ns sy st em s 4. 1. 5 R es tri ct a cc es s to th e of fic ia l e m er ge nc y br oa dc as tin g H F ch an ne l Ef fe ct iv e ea rly w ar ni ng co m m un ic at io n be tw ee n M aj ur o, Eb ey e an d th e O ut er Is la nd s at a ll tim es C SO D is as te r a ss es sm en ts (p re pa re dn es s re po rts , em er ge nc y dr ills a nd p os t-d is as te r r ep or ts ) in di ca te c on si st en cy in c om m un ic at io ns w ith O ut er Is la nd s 4. 2 En su re th at a ll ke y fo ca l p oi nt s ar e ac ce ss ib le a t a ll tim es a nd c an co nt ac t t he ir co m m un iti es 4. 2. 1 E ns ur e al l f oc al p oi nt s an d ag en ci es h av e co nt in ge nc y pl an s in p la ce fo r e qu ip m en t f ai lu re 4. 2. 2 C om m un ity b as ed c om m un ic at io n in fra st ru ct ur e de si gn ed a nd es ta bl is he d Im pr ov em en t i n re sp on se ti m e of Lo ca l G ov er nm en t Po pu la tio n w ar ne d w ith in 1 2 ho ur s of av ai la bl e no tic e C SO D is as te r a ss es sm en ts (p re pa re dn es s re po rts , em er ge nc y dr ills a nd p os t-d is as te r r ep or ts ) in di ca te ti m el y an d ef fe ct iv e co m m un ic at io n w ith L oc al G ov er nm en t 95 % o f p op ul at io n re ac he d th ro ug h te st s of co m m un ity b as ed c om m un ic at io n sy st em 4. 3 St re ng th en ed c ap ac ity o f a n ea rly w ar ni ng s ys te m (E W S) fo r al l h az ar ds th ro ug h al l s ta ge s of co m m un ic at io n 4. 3. 1 A ss es s th e EW S ca pa ci ty a nd in fo rm at io n ne ed s at n at io na l an d lo ca l l ev el s fo r a ll ke y ha za rd s an d lin ks to in te rn at io na l ea rly w ar ni ng s ys te m s 4. 3. 2 D ev el op te ch ni ca l a nd h um an c ap ac ity fo r e ar ly w ar ni ng sy st em s fo r a ll ha za rd s at th e na tio na l a nd lo ca l l ev el s as re qu ire d Ea rly w ar ni ng s ys te m s fo r k ey ha za rd s st re ng th en ed C SO N um be r o f f un ct io na l e ar ly w ar ni ng s ys te m s es ta bl is he d, te st ed a nd m ad e kn ow n to th e pu bl ic w ith in a y ea r G oa l 4 : B u ild a s tr on g a n d r es ili en t D M e ar ly w ar n in g a n d e m er g en cy c om m u n ic at io n s ys te m O u tc o m e: E ffe ct iv e ea rly w ar ni ng a nd c o m m u ni ca tio n b et w ee n M aj u ro , E b ey e an d th e O u te r Is la nd s at a ll tim es � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 30 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 5. 1 St re ng th en n at io na l c oo rd in at io n m ec ha ni sm s fo r t he w at er s er vi ce s to im pr ov e m an ag em en t o f fre sh w at er re so ur ce s 5. 1. 1 E st ab lis h a re pr es en ta tiv e na tio na l w at er p la nn in g an d co or di na tio n co m m itt ee Im pr ov ed p la nn in g an d co or di na tio n of w at er s er vi ce s to re si de nt s of M aj ur o an d Eb ey e EP A A pr oa ct iv e na tio na l w at er c om m itt ee es ta bl is he d w ith b ro ad re pr es en ta tio n 5. 2 S tre ng th en th e te ch ni ca l c ap ac ity of w at er s er vi ce p ro vi de rs on M aj ur o an d Eb ey e to im pr ov e m an ag em en t o f w at er in fra st ru ct ur e to re du ce w at er w as ta ge a nd c on ta m in at io n 5. 2. 1 D ev el op a nd im pl em en t a n on go in g ca pa ci ty b ui ld in g pr og ra m fo r s ta ff at M W SC a nd K AJ U R R ed uc ed w as ta ge a nd c on ta m in at io n of w at er li nk ed to fa ilin g in fra st ru ct ur e M W SC a nd KA JU R N um be r o f t ec hn ic al ly c om pe te nt s ta ff in M W SC a nd K AJ U R in cr ea se d by 5 0 % fo llo w in g th e fir st y ea r o f i m pl em en ta tio n of th e ca pa ci ty b ui ld in g pr og ra m 5. 3 R ed uc ed c on ta m in at io n of g ro un d an d su rfa ce w at er fr om s ew er ag e an d so lid w as te to re du ce th e ris k of d is ea se 5. 3. 1 St re ng th en s ew er ag e co lle ct io n an d tre at m en t i nf ra st ru ct ur e on M aj ur o an d Eb ey e Im pr ov ed m an ag em en t o f s ew er ag e an d so lid w as te EP A an d M W SC N um be r o f c on ta m in at io n ca se s re po rte d de cr ea se in e ve ry re po rti ng y ea r 5. 4 S tre ng th en c ap ac ity fo r r ed uc in g th e im pa ct o f w at er s ho rta ge s re su lti ng fr om h az ar do us e ve nt s 5. 4. 1 Eq ui p co m m un iti es w ith th e m ea ns to te st a nd re po rt on w at er qu al ity /q ua nt ity o n th e O ut er Is la nd s 5. 4. 2 Ac qu ire (c en tra liz ed ) s ol ar p ow er ed re ve rs e os m os is (R O ) un its a nd s ol ar p ow er ed w at er p ur ifi ca tio n sy st em s fo r t he O ut er Is la nd s 5. 4. 3 D ev el op a p ol ic y fo r i ns ta llin g ra in w at er c at ch m en t t an ks in a ll ne w p ub lic a nd h ou se ho ld s bu ild in gs . 5. 4. 4 S up pl y al l h ou se ho ld in M ar sh al l I sl an ds w ith ra in w at er ca tc hm en t t an ks 5. 4. 5 I nc lu de w at er c at ch m en t t an ks a s qu al ifi ca tio n cr ite ria fo r ho us in g lo an s fro m lo ca l b an ks Ac ce ss to s uf fic ie nt a m ou nt s of c le an w at er d ur in g dr ou gh ts a nd o th er di sa st er s C SO D is as te r a ss es sm en ts (p re pa re dn es s re po rts , em er ge nc y dr ills a nd p os t-d is as te r r ep or ts ) in di ca te a ti m el y an d ef fe ct iv e re sp on se b y th e pu bl ic 5. 5 R ai se th e le ve l o f p ub lic aw ar en es s ab ou t w at er re la te d ris ks 5. 5. 1 C on du ct a n aw ar en es s ra is in g ca m pa ig n of li nk ag es b et w ee n w at er , p ol lu tio n an d pu bl ic h ea lth 5. 5. 2 Eq ui p co m m un iti es w ith k no w le dg e an d m ea ns to p ur ify w at er 5. 5. 3 F ac ilit at e re gu la r c on su lta tio n m ee tin gs b et w ee n la nd ow ne rs , pr iv at e se ct or a nd re gu la to ry a ge nc ie s Im pr ov em en t i n w at er m an ag em en t at th e ho us eh ol d le ve l EP A N um be r o f r ep or te d ca se s of w at er s ho rta ge s, co nt am in at io n an d re la te d si ck ne ss de cr ea se d fro m th e pr ev io us re po rti ng y ea r G oa l 5 : A cc es s to s af e an d a d eq u at e cl ea n w at er a t al l t im es O u tc o m e: V u ln er ab ili ty to w at er r el at ed h az ar d s an d w at er s h o rt ag es r es u lti ng fr o m h az ar d s re d u ce d � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 31 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 6. 1 St re ng th en p ol ic y fo r I nt eg ra te d C oa st al A re a M an ag em en t (IC AM ) t o im pr ov e en vi ro nm en ta l m an ag em en t a nd re du ce vu ln er ab ilit y to h az ar ds 6. 1. 1 S tre ng th en p ol ic y fo r i nt eg ra te d m an ag em en t o f c oa st al na tu ra l s ys te m s 6. 1. 2 I nt eg ra te D R R c rit er ia in E IA re gu la tio ns St re ng th en ed e na bl in g po lic y in pl ac e fo r I C AM EP A Ti m el y ap pr ov al o f i nt eg ra te d po lic y fo r I C AM im pl em en ta tio n 6. 2 Im pr ov e in fo rm at io n av ai la bl e fo r de ci si on m ak in g fo r s us ta in ab le de ve lo pm en t i n th e co as ta l a re a 6. 2. 1 C om pi le b as el in e in fo rm at io n on c oa st al e co sy st em s (li nk ed to 6 .2 .2 & 6 .2 .3 ) 6. 2. 2 M ap h ig h ris k co as ta l a re as (l in ke d to 6 .2 .1 & 6 .2 .3 ) 6. 2. 3 C on du ct c oa st al h az ar d an d vu ln er ab ilit y as se ss m en ts o f h ig h ris k ar ea s 6. 2. 4 Sh ar e w ith o th er D R M a ct or s H ig h qu al ity s ci en tif ic a nd s pa tia l in fo rm at io n ex is ts to in fo rm d ec is io n m ak er s fo r s us ta in ab le d ev el op m en t of c oa st al a re as EP A In fo rm ed d ec is io n m ak in g on c oa st al a re a m an ag em en t a nd d ev el op m en t i m pr ov ed in ev er y re po rti ng y ea r 6. 3 S tre ng th en c ap ac ity fo r p la nn in g an d de ve lo pm en t o f I C AM p la ns to im pr ov e th e m an ag em en t o f t he co as ta l e nv iro nm en t 6. 3. 1 D ev el op in te gr at ed c oa st al a re a pl an s fo r a ll at ol ls in co lla bo ra tio n w ith o th er D R M a ct or s M an ag em en t p la ns fo r i m pr ov ed co as ta l a re a m an ag em en t t o re du ce hu m an im pa ct s on th e en vi ro nm en t an d to re du ce d is as te r r is k EP A N um be r o f I C AM p la ns a pp ro ve d in a y ea r 6. 4 S tre ng th en te ch ni ca l s ki lls fo r m on ito rin g co as ta l s ys te m s to st re ng th en m an ag em en t o f c oa st al ar ea in re st or in g its e co lo gi ca l a nd en vi ro nm en ta l r es ilie nc e 6. 4. 1 D ev el op a nd im pl em en t t ar ge te d on th e jo b tra in in g on co as ta l e co sy st em m on ito rin g Sk ills e xi st fo r e ffe ct iv e in te gr at ed co as ta l m an ag em en t a nd p la nn in g to re du ce d is as te r r is k EP A Es ta bl is he d m on ito rin g pr og ra m is c ar rie d ou t du rin g D R M N AP im pl em en ta tio n 6. 5 I m pr ov e en fo rc em en t o f c oa st al m an ag em en t r eg ul at io ns 6. 5. 1 P ro vi de tr ai ni ng o n re gu la tio ns fo r m an ag in g co as ta l ec os ys te m s, c oa st al n at ur al a nd m an m ad e ha za rd s an d on ot he r r eg ul at io ns re le va nt fo r s us ta in ab le d ev el op m en t o f t he co as ta l a re a fo r e nf or ce m en t a ge nc ie s 6. 5. 2 A pp oi nt d ed ic at ed e nv iro nm en ta l p er so nn el in th e At to rn ey G en er al ’s O ffi ce 6. 5. 3 F ac ilit at e re gu la r c on su lta tio n m ee tin gs b et w ee n la nd ow ne rs , pr iv at e se ct or a nd re gu la to ry a ge nc ie s Im pr ov ed c om pl ia nc e w ith d is as te r ris k re du ct io n an d en vi ro nm en ta l re gu la tio ns EP A Im pr ov ed le ve l o f c om pl ia nc e as re po rte d an nu al ly 6. 6 M or e ef fe ct iv e pu bl ic a w ar en es s pr og ra m s fo cu si ng o n th e lin ka ge s be tw ee n co as ta l d eg ra da tio n an d di sa st er v ul ne ra bi lit y 6. 6. 1 D ev el op a w el l-c oo rd in at ed a nd in no va tiv e pu bl ic a w ar en es s pr og ra m G re at er s up po rt an d pa rti ci pa tio n of th e pu bl ic in m an ag em en t o f t he co as ta l a re a EP A Le ve l o f p ub lic a w ar en es s be fo re a nd a fte r aw ar en es s pr og ra m s ar e ex ec ut ed m on ito re d an nu al ly G oa l 6 : S u st ai n ab le d ev el op m en t of t h e co as ta l a re a O u tc o m e: R ed u ce d v u ln er ab ili ty to c o as ta l h az ar d s � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 32 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 7. 1 St re ng th en lo ca l c ap ac ity fo r f oo d pr od uc tio n an d pr es er va tio n as a m ea ns o f i nc re as in g ec on om ic se lf re lia nc e an d de cr ea si ng de pe nd en cy o n th e m ai nl an d du rin g pe rio ds o f i so la tio n ca us ed by n at ur al h az ar ds 7. 1. 1 As se ss s co pe fo r i nc re as ed lo ca l f oo d pr od uc tio n an d pr es er va tio n 7. 1. 2 I de nt ify a nd im pl em en t k ey p ra ct ic al s tra te gi es fo r i nc re as in g an d di ve rs ify in g lo ca l f oo d pr od uc tio n 7. 1. 3 C on du ct p ub lic a w ar en es s pr og ra m s ab ou t t he li nk b et w ee n lo ca l f oo d pr od uc tio n an d di sa st er v ul ne ra bi lit y In cr ea se d le ve ls o f l oc al fo od pr od uc tio n an d pr es er va tio n R &D Fe w er re qu es ts fo r G ov er nm en t f oo d re lie f a t tim es o f h az ar d ev en ts c om pa re d to p re vi ou s ha za rd s 7. 2 St re ng th en a nd d iv er si fy in co m e ge ne ra tin g ac tiv iti es fo r O ut er Is la nd er s as a m ea ns to re du ce vu ln er ab ilit y to d is as te rs 7. 2. 1 R ev ie w c ur re nt in co m e ge ne ra tin g ac tiv iti es o n O ut er Is la nd s an d id en tif y al te rn at iv e fin an ci al ly v ia bl e in co m e ge ne ra tin g ac tiv iti es s ui ta bl e fo r l oc al c on di tio ns 7. 2. 2 I de nt ify k ey c on st ra in ts to a lte rn at iv e in co m e ge ne ra tin g ac tiv iti es a nd d ev el op a pp ro pr ia te re sp on se s tra te gi es , in cl ud in g gr ou p sa vi ng s an d m ic ro c re di t s ys te m s 7. 2. 3 D ev el op p ro gr am to p ro m ot e al te rn at iv e in co m e ge ne ra tin g ac tiv iti es , i nc lu di ng d ev el op in g ca pa ci ty in s m al l b us in es se s by e xt en di ng S m al l B us in es s D ev el op m en t P ro gr am to O ut er Is la nd s G re at er re si lie nc e du e to d iv er si fie d liv el ih oo ds a nd in co m e so ur ce s R &D In cr ea se in h ou se ho ld in co m es 7. 3 R ed uc e re lia nc e on o ff is la nd en er gy s ou rc es fo r O ut er Is la nd s by d ev el op in g on is la nd re ne w ab le en er gy s ou rc es 7. 3. 1 R ev ie w c ur re nt re ne w ab le e ne rg y pr od uc tio n pr ac tic es in O ut er Is la nd s 7. 3. 2 S up po rt an d st re ng th en e xi st in g in iti at iv es a im ed a t t he lo ca l pr od uc tio n of b io fu el d er iv ed fr om c oc on ut o il in O ut er Is la nd s 7. 3. 3 S up po rt an d st re ng th en e xi st in g in iti at iv es a im ed a t t he u se o f so la r e le ct rif ic at io n in O ut er Is la nd s Af fo rd ab le a nd m or e re lia bl e su pp ly of e ne rg y R &D M or e ho us es e le ct rif ie d D ec re as e in th e pr ic e of e ne rg y G oa l 7 : R ed u ce e co n om ic d ep en d en cy o f th e O u te r Is la n d s O u tc o m e: Im p ro ve d O u te r Is la nd r es ili en ce to h az ar d s � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 33 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 8. 1 Bu ild th e kn ow le dg e ba se fo r de ci si on m ak er s at a ll le ve ls (N at io na l a nd L oc al G ov er nm en t; la nd ow ne rs , p riv at e se ct or , e tc ) re ga rd in g th e lin k be tw ee n la nd us e an d se ttl em en t p la nn in g an d vu ln er ab ilit y to d is as te rs . 8. 1. 1 R ev ie w th e cu rre nt s itu at io n re ga rd in g la nd us e an d se ttl em en t pl an ni ng a nd v ul ne ra bi lit y to d is as te rs 8. 1. 2 D ev el op a c oo rd in at ed p ub lic a w ar en es s pr og ra m re ga rd in g th e lin k be tw ee n la nd u se a nd s et tle m en t p la nn in g an d vu ln er ab ilit y to d is as te rs fo r R ep ub lic o f t he M ar sh al l I sl an ds D ec is io n m ak er s m or e re ce pt iv e to n ee d fo r b ui ld in g co de s an d fo rm al iz ed p la nn in g C SO G ov er nm en t r e in tro du ct io n of la nd u se pl an ni ng a nd b ui ld in g co de s po lic ie s du rin g th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 8. 2 St re ng th en th e ro le o f t he p riv at e se ct or in e ns ur in g th e ad op tio n of s af e an d ris k se ns iti ve b ui ld in g pr ac tic es a nd a b ui ld in g co de fo r di sa st er p ro of b ui ld in gs 8. 2. 1 A ct iv el y en co ur ag e le nd in g in st itu tio ns to in cl ud e bu ild in g co de re qu ire m en ts in h om e lo an a pp lic at io ns Pu bl ic m or e re ce pt iv e to n ee d fo r la nd u se a nd s et tle m en t p la nn in g an d bu ild in g co de s C SO R ed uc ed re si st an ce to in iti at iv es to in tro du ce pl an ni ng G oa l 8 : Im p ro ve u n d er st an d in g o f th e lin ka g es b et w ee n z on in g , b u ild in g c od es a n d v u ln er ab ili ty t o d is as te rs O u tc o m e: D ec is io n m ak er s an d p u b lic m o re r ec ep tiv e to th e ne ed fo r ad eq u at e zo ni ng a nd b u ild in g c o d es in re d u ci ng v u ln er ab ili ty � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 34 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 9. 1 St re ng th en e xi st in g ca pa ci ty fo r ra is in g pu bl ic a w ar en es s of D R M 9. 1. 1 R ev ie w e xi st in g ca pa ci ty fo r r ai si ng p ub lic a w ar en es s of D R M 9. 1. 2 P ro vi de tr ai ni ng in c om m un ic at io n an d m ed ia s ki lls fo r a ll ag en ci es th at e ng ag e in p ub lic a w ar en es s fo r D R M Im pr ov ed c ap ac ity fo r s ta gi ng co or di na te d D R M p ub lic a w ar en es s ca m pa ig ns C SO N um be r o f s ta ff in k ey a ge nc ie s th at co m pl et ed tr ai ni ng o n D R M c om m un ic at io n an d m ed ia s ki lls 9. 2 D ev el op a D R M k no w le dg e ba se as a re so ur ce fo r d ev el op in g pu bl ic aw ar en es s pr og ra m m in g m at er ia l 9. 2. 1 E st ab lis h a 'o ne s to p' re so ur ce c en te r f or in fo rm at io n on D R M 9. 2. 2 Es ta bl is h an d ac tiv el y m ai nt ai n a D R M w eb si te a nd o th er pu bl ic c om m un ic at io n to ol s U p to d at e an d ea si ly a cc es si bl e D R M k no w le dg e ba se C SO D R M in fo rm at io n is e as ily a cc es si bl e by th e pu bl ic 9. 3 D ev el op a nd im pl em en t a n on go in g D R M e du ca tio n an d aw ar en es s pr og ra m th ro ug h th e fo rm al e du ca tio n sy st em 9. 3. 1 I nt eg ra te D R M in to th e sc ho ol c ur ric ul um G re at er p ub lic a w ar en es s of D R M is su es M oE M on ito rin g re ve al s gr ea te r u nd er st an di ng am on g st ud en ts o f l in ka ge s be tw ee n hu m an ac tio ns a nd d is as te r r is k G oa l 9 : R ai se t h e aw ar en es s of D R M a m on g st t h e p u b lic O u tc o m e: P u b lic a re b et te r in fo rm ed o f n at io na l a nd O u te r Is la nd D R M is su es � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 35 Th e D R M N A P M at rix O b je ct iv e A ct io n s O u tp u ts Le a d A g e n cy O b je ct iv e In d ic a to r( s) 10 .1 E ns ur e th at D R M N AP im pl em en ta tio n is e ffe ct iv el y m an ag ed 10 .1 .1 E st ab lis h an d eq ui p a D R M N AP im pl em en ta tio n un it 10 .1 .2 M an ag e an d op er at e th e D R M N AP im pl em en ta tio n un it D oc um en t i m pa ct o f D R M N AP im pl em en ta tio n an d th at it m ai nt ai ns re le va nc e to e m er gi ng a nd p rio rit y ch al le ng es C SO Ti m el y im pl em en ta tio n of D R M N AP 10 .2 E ns ur e th at th e D R M N AP is e ffe ct iv el y m on ito re d an d ev al ua te d 10 .2 .1 E st ab lis h an e ffe ct iv e m on ito rin g an d ev al ua tio n m ec ha ni sm D R M N AP re le va nc e to e m er gi ng an d pr io rit y ch al le ng es is m ai nt ai ne d C SO D R M N AP li nk ag es to o th er n at io na l p rio rit ie s ar e m ai nt ai ne d th ro ug h its im pl em en ta tio n pr og ra m G oa l 1 0 : D R M N A P im p le m en ta ti on a n d im p ac t is m on it or ed a n d r ev ie w ed o n a r eg u la r b as is O u tc o m e: T h e D R M N A P is e ffe ct iv el y im p le m en te d a nd k ep t u p to d at e � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 36 Cook Islands 2009 – 2015 Introduction This Section contains a Provisional Indicative Implementation Program (PIP) for the DRM NAP. While the overall period for DRM NAP implementation is from 2008 – 2018, this DRM NAP Implementation Program identifies the priority Actions and Sub Actions for which implementation needs to commence within the 3-year period from 2008 – 2010. The DRM NAP Implementation Program has been developed by the DRM NAP TF appointed for this purpose by the Marshall Islands Government. It is intended that the TF also play a significant role in the Implementation Program for the DRM NAP. Approach to the Development of an Implementation Program The development of the PIP has been carried out through a very inclusive approach involving extensive consultations with the TF and with other Marshall Islands Government officials. The consultations included TF consideration of draft implementation matrices prepared by the Pacific Partnership Network followed up by workshops for the TF and individual consultations with a number of other officials of the Marshall Islands Government. The PIP was constituted through the following steps: 1. The identification of specific Sub Actions linked to the overall Actions, Objectives and Goals as identified in the DRM NAP; 2. The identification of resources required to facilitate the implementation of each of the Sub Actions; 3. The identification of specific costs or funds required to facilitate resource needs; and 4. The development of a suitable structure and support system to help coordinate and facilitate the implementation of the DRM NAP. DRM NAP Implementation Programme Section Five � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 37 Structure of the Implementation Matrix For purposes of consistency and ease of implementation the Implementation Program Matrix (Implementation Matrix) borrows extensively from the DRM NAP. The Implementation Matrix (Section 6) uses the following structure to set the basis for identifying resources and cost requirements for each of the Goals, Objectives, Actions and Sub Actions: Objective 1.1: Output: Actions Sub-Actions Supporting Agencies Action Indicators Start Date Given the need to identify the specific resource requirements for each of the Sub Actions, a standard project management costing tool was adapted for use in the PIP exercise. The costing tool takes the form of an MS Excel spreadsheet but is excluded from this document in view of its size. It can be obtained from the Office of the Chief Secretary, Government of the Marshall Islands. Indicative Costing Methodology The Implementation Matrix is associated with a total cost figure for the implementation of the DRM NAP. It is important to note that this total cost figure includes the ‘incremental’ cost required to implement the DRM NAP i.e. the additional costs required to implement the DRM NAP over and above items already accounted for in existing budget lines (national or donor). Therefore, the total cost figure for implementing the DRM NAP is broken down into the following: (i) total cost of all Actions and Sub Actions in the three-year Implementation Program; (ii) cost of all Actions and Sub Actions that are projected to be the responsibility of the Marshall Islands Government through in-kind or cash contributions; and (iii) cost of all Actions and Sub Actions that are projected to be met by donors. The method for estimating the costs (and other related information for developing a financing strategy for the DRM NAP) are based on the following broad steps, the starting point for which has been the development of Sub Actions: Step a: Develop Sub Actions for each action Step b: Estimate the level of key resource needs (or inputs) required for the Sub Action, in terms of recurrent and non-recurrent items required over the three-year implementation period Step c: Estimate the cost of these resource needs, using mainly unit cost estimates and multiplying through by resource needs Step d: Identify whether these costs have been allocated for under existing (donor and/ or government) budgets, or are incremental costs � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 38 Indicative Costs The overall indicative costs for implementing the DRM NAP over the period 2008 – 2010 is illustrated in the following table. Note that the total cost estimate does not include any items that may already be assigned to a donor budget. This is mainly due to the absence of Actions and Sub Actions that could be identified under existing (or forthcoming) donor programs or projects in RMI. Table 2 – DRM NAP Indicative Costing DRM NAP Goal RMI Budget ($) Incremental ($) Total ($) 1. Establish enabling environment for improved DRM in Marshall Islands 112,613 179,202 291,814 2. Mainstream DRM in planning, decision making and budgetary processes at national and local levels 31,054 47,600 78,654 3. Improve capacity for emergency preparedness at all levels 39,858 36,900 76,758 4. Build a strong and resilient DM early warning and emergency communication system 683 65,665 66,347 5. Access to safe and adequate clean water at all times 79,989 203,159 283,148 6. Sustainable development of the coastal area 62,949 297,540 360,489 7. Reduce the economic dependency of the Outer Islands 78,400 207,439 285,839 8. Improve understanding of the linkages between zoning, building codes and vulnerability to disasters 11,550 11,280 22,830 9. Raise the awareness of DRM amongst the public 37,992 324,471 362,463 10. DRM NAP implementation and impact is monitored and reviewed on a regular basis 55,500 662,980 718,480 TOTAL $510,587 $2,036,235 $2,546,822 The overall implementation cost for the initial 3 years is estimated at around $2.5 million. Of this figure, around $2 million (80%) will be required as additional funding, whilst the remaining $0.5 million (20%) will come through Marshall Islands Government ‘in-kind’ provisions in personnel time. Implementation Approach It is of critical concern to the implementation of the DRM NAP is the need for an appropriate arrangement or coordination body to provide oversight of implementation on behalf of the Marshall Islands Government. Such an arrangement is deemed most effective if it is an extra establishment mechanism given that providing oversight and coordination of the DRM NAP is considered a full-time need. It is therefore unreasonable to expect an existing unit within a Ministry or agency to perform this function. A related concern for implementation is the need to continue with the momentum for improved disaster risk management that has been generated through the DRM NAP development process. In this connection it is considered essential that the responsibilities of oversight and coordination should not be assigned to an existing functional unit in Government as DRM NAP implementation may be subjected to resourcing issues in terms of other competing priorities. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 39 In order to facilitate DRM NAP implementation the following broad approach is proposed: 1. The PDRMPN to provide funds/resources/technical support to establish an implementation mechanism that would in turn facilitate/coordinate the implementation of the priorities under the DRM NAP; 2. An implementation team designated by the Marshall Islands Government working in close consultation with the DRM NAP TF and the PDRMPN (and other donors and partners) to provide overall leadership and coordination of the implementation of the remaining DRM NAP priorities; and 3. The implementation mechanism to be gradually phased out and replaced by strengthened National Emergency Management and Coordination Office (NEMCO), or by the successor organization following a review of the disaster arrangements and legislation, to ensure and facilitate on-going support work for disaster risk management mainstreaming at all levels across RMI. Implementation Structure In order to facilitate the overall leadership, management and coordination of the DRM NAP implementation an implementation structure, to be known as the DRM NAP Implementation Unit (NAPIU) is to be established under the Office of the Chief Secretary. The NAPIU is to be under the direct supervision of the Deputy Chief Secretary and will comprise of the following positions: Deputy Chief Secretary Technical Expert Administrative Assistant Public Affairs/Communications Adviser The NAPIU is to have the following functions: • Coordinate and lead the implementation of the DRM NAP in close consultation with the DRM NAP TF; • Arrange the terms of reference and recruitment of relevant technical experts in consultation with the DRM NAP TF and the Public Service Commission to facilitate the implementation of Actions and Sub Actions of the DRM NAP; • Facilitate liaison with donor governments and agencies with a view to securing funding for the implementation of the DRM NAP; • Develop and implement a communications strategy in partnership with DRM NAP TF to ensure high levels of awareness at national and community level of the DRM NAP and more particularly the hazard risks facing Marshall Islands and the measures being identified to address these risks; • Facilitate regular meetings with the DRM NAP TF to ensure timely and effective implementation of selected Actions and Sub Actions in line ministries; • Facilitate the six-monthly meeting with the Reference Group to raise policy issues and to report on the implementation progress as part of monitoring and evaluation; and • Facilitate and implement the development of a suitable monitoring and evaluation mechanism to ensure reporting against NAP implementation. The NAPIU is to have a defined lifespan and may thus not be required to provide oversight of DRM NAP implementation beyond the three initial years. It is intended that the NAPIU would be phased out as soon as is practicable following the strengthening of the NEMCO. The strengthening of NEMCO is anticipated to occur shortly following the review of the disaster management arrangements and legislation (Action 1.1.1 of the DRM NAP) has been completed. The review of the current disaster arrangements and legislation is a major Action to be implemented within the first three years of DRM NAP implementation. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 40 The organizational structure of the NAPIU is as shown in Figure 5. Figure 5 – Institutional structure for DRM NAP implementation. Some Key Roles in DRM NAP Implementation Deputy Chief Secretary and the National Disaster Committee The Deputy Chief Secretary will be required to provide overall leadership and guidance for the NAPIU and will be the principal counterpart for the Technical Expert in terms of all matters that may have a bearing on DRM NAP implementation. The Deputy Chief Secretary will also need to ensure the on-going support of the DRM NAP TF by continuing to convene regular meetings to help provide guidance for DRM NAP implementation at agency level and also to receive feedback on progress. The Deputy Chief Secretary will provide the conduit for the NAPIU to the Chief Secretary and through him to the National Disaster Committee (which has formally been designated by the Marshall Islands Government as the DRM NAP Reference Group). The DRM NAP Reference Group is the main policy coordination committee for the DRM NAP implementation. The Reference Group is to have at least one meeting on a six-monthly basis to discuss DRM NAP implementation progress, consider key policy issues and to discuss and approve a six monthly or annual implementation programme. The NAPIU will provide the secretariat role for the Reference Group meetings on DRM NAP implementation. Technical Expert The Technical Expert in the NAPIU is a key position. The incumbent will largely be responsible for ensuring and coordinating the implementation of each of the agreed Actions. In this regard therefore, the Technical Expert will typically fulfill a project management role as well being in a position to provide sound DRM advice and support. NAP Implementation Unit Chief Secretary Deputy Chief Secretary, Technical Expert, Administrative Assistant, Public Affairs/ Communications Adviser Other Donor Government and Agencies Liaison/Coordination/ Reporting National Disaster Committee (NAP Reference Group) Ministries/Agencies – NEMCO – MoH – MIA – OEPPC – EPA – MWSC – MEC etc. Implementation/ReportingImplementation/Reporting Implementation Implementation Implementation Coordination/ Monitoring & Evaluation Direction/ Reporting Direction/ Reporting Communities Ministries/Agencies Non government organisations/ Private Sector Local Government NAP Task Force (NAP Focal points for all Ministries/Agencies) � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 41 In view of the critical contribution anticipated from the Technical Expert it is essential that the recruitment of a suitable individual for this role is undertaken prior to the formal establishment of the NAPIU. Indeed it is expected that the Technical Expert would feature prominently in the recruitment of other personnel to fill positions in the NAPIU and for the formal setting up of an office. Public Affairs/Communications Adviser This position will provide the expert advice in terms of any awareness activities or public relations campaigns. The Adviser will need to develop the specifics of awareness activities, provide the link to media and other relevant organizations and provide the relevant support to the DRM NAP TF members to ensure the implementation of awareness activities. DRM NAP Task Force (TF) The DRM NAP TF has been the major element in terms of NAP development and will continue to play a major role in DRM NAP implementation. It is anticipated that the TF members will have two key roles in DRM NAP implementation. Firstly, the NAPIU and the TF shall be the key DRM NAP implementation committee. The NAPIU and the TF are to meet regularly (monthly or quarterly) to map out the actual implementation on the ground and to discuss any issues that would hinder effective implementation. The second role of the TF members would be to serve as NAP (or DRM) focal points within their respective agencies and will thus be critical in terms of providing advice to the NAPIU with regard to the implementation of Actions and Sub Actions in their respective agencies. The TF members will also feature prominently in relation to the monitoring and evaluation of DRM NAP implementation progress as it is expected that each will assist in the compilation of regular reports. Financing Strategy The main objective of a financing strategy is to help identify sustainable sources of finance to help implement the ten goals in the DRM NAP. These can come from existing national budgets (as can be identified from annual budgetary submissions and the medium-term expenditure framework) and from external sources (such as donors, regional partners, etc). The provision of finances to support implementation is a critical concern. It is proposed that the financing of the DRM NAP be facilitated in the following manner: 1. The Chief Secretary’s Office, in consultation with the PDRMPN should, as soon as is practicable, convene a donor round-table meeting to create awareness and general understanding by donors of the DRM NAP; 2. Relevant donors should be approached by the Office of the Chief Secretary, with the support of the Partnership Network, to support the funding and resourcing of the DRM NAP Unit (as a first step prior to funding consideration of specific DRM NAP Objectives and Actions); 3. Project proposals to address specific DRM NAP Objectives/Actions should be prepared by a newly established NAPIU. Proposals should be prepared in consultation with the relevant members of the TF and should be submitted to prospective donors for consideration; 4. In connection with 3, the NAPIU should secure/follow up on Marshall Islands Government contributions for the implementation of Actions; 5. The NAPIU is to ensure that donor funds provided for NAPIU should be channelled into an appropriate account established by the Office of the Chief Secretary or the Ministry of Finance; � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 42 6. The NAPIU is to ensure that the PIP of the DRM NAP is facilitated through the expenditure of funds as may be required. Implementation at agency level will be managed through the relevant NAP TF members; and 7. The NAPIU is to ensure that full acquittal of funds be provided to donors in line with their respective funding guidelines. It should be noted that potential donors such as the European Union, World Bank and AusAID are members of the Pacific Disaster Risk Management Partnership Network. Some specific funding facilities available shortly for NAP implementation are as follows European Union (EU) The European Union has established a funding facility known as the ACP/EU Natural Disaster Facility which will provide Pacific ACP States with funding support for DRM NAP development and implementation. This facility will be managed for the Pacific by SOPAC and so RMI would need to liaise with SOPAC in order to access funds for DRM NAP implementation. The World Bank In September 2006, the World Bank established a Global Facility for Disaster Reduction and Recovery. The facility comprises three tracks of funding. Track 2 is the relevant track for the implementation of DRM NAPs and RMI has been listed by the World Bank as a country eligible for funding in the 2009 financial year. The application process for funds commenced in July 2007 and so RMI must shortly initiate the application process in order to enjoy funding in 2009. The application from the RMI will need to be made directly to the World Bank. Global Environment Facility (GEF) The Globlal Environment Facility provides funding support for DRM indirectly in terms of project support in areas such as biodiversity, climate change, law of the sea, ozone depleting substances, land degradation and desertification. Goal 6 of the DRM NAP could qualify for support under the GEF and specific project proposals would need to be submitted by the Marshall Islands Government in this regard. The Australian Agency for International Development (AusAID) The Australian Agency for International Development has shown a keenness to support DRM NAP implementation and is developing a facility for this purpose. SOPAC is involved directly in the development of the concept with AusAID and would inform RMI as soon as a substantive arrangement was in place. A full list of general and specific areas of interest to the members of the PDRMPN (the Partnership Capability Matrix) in relation to the implementation of the DRM NAP is available from SOPAC and from NEMCO and should be referred to in identifying donor agencies and partners to help support DRM NAP implementation. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 43 Communications Strategy The success of DRM NAP implementation will rely heavily on the ownership and support it receives not only from within the Marshall Islands Government but certainly also from all sectors of the economy and levels of the community. This ownership and support will be made possible through a mechanism that provides on-going and focused awareness and understanding not only of the DRM NAP Actions etc, but indeed and more importantly of the critical importance of DRM to the longer-term sustainable development of RMI. The communication of the DRM NAP and of DRM in general is to be addressed through a two-pronged effort: 1. Overall communication and awareness creation of the DRM NAP and its intended outcomes particularly in relation to the focus on making the RMI a safer and more resilient country; and 2. Communication and awareness creation of the specific Objectives and related Actions and Sub Actions8. The responsibility for the implementation of the broad communications strategy will be vested in the NAPIU. In this connection therefore the NAPIU will develop the specifics of the communication strategy in consultation with the members of the TF and the Partnership Network. Monitoring and Evaluation The monitoring and evaluation (M&E) of the DRM NAP implementation program is intended to achieve a number of objectives as follows: 1. To provide for regular reports to the Marshall Islands Government on the progress of DRM NAP implementation; 2. In relation to 1, provide a mechanism to identify new DRM initiatives that may evolve from the implementation of targeted Actions; and 3. To provide a mechanism for feedback and acquittals to donor partners and organizations of the funds used and progress made in relation to DRM NAP implementation. The responsibility for monitoring and evaluation of the DRM NAP will be vested in the DRM NAP Reference Group (National Disaster Committee) which will receive M&E reports from the NAPIU. All reports that are to be considered by the Reference Group will need the prior endorsement of the Chief Secretary. The NAPIU will develop appropriate templates for all reports. In order to ensure that the outcome of M&E reports lead to further strategic planning in relation to disaster risk management (and thus in turn ensure that a dynamic process of planning is maintained) the NAPIU will instigate a formal review of the DRM NAP following the first three years of implementation. The result of such a review may be adapted as the “second phase” of a rolling DRM planning program. Ultimately the challenge is to formally mainstream or incorporate the issues related to disaster risk management into the national sustainable development strategy, sectoral and corporate plans and budgets. When such a situation is made possible then the need for a separate DRM NAP program is rendered obsolete. 8 In relation to some DRM NAP Goals the awareness creation and communication will only need to extend down as far as Objectives and therefore may not need to cover Actions and Sub Actions. N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T 44 D R M N A P P ro vi si o na l I nd ic at iv e Im p le m en ta tio n M at rix S ec tio n S ix O b je ct iv e 1 .1 : S tr e n g th e n D R M o rg a n iz a tio n a l a rr a n g e m e n ts a t n a tio n a l a n d lo ca l g o ve rn m e n t le ve ls O u tp u t: S tr e n g th e n e d D R M o rg a n iz a tio n a l a rr a n g e m e n t su p p o rt e d w ith a p p ro p ri a te p o lic y a n d le g is la tiv e fr a m e w o rk A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 1. 1. 1 R ev ie w a ll re le va nt D R M p ol ic ie s an d le gi sl at io n (in cl ud in g th e D is as te r As si st an ce A ct 1 98 7) to c la rif y an d or e st ab lis h D R M o rg an iz at io na l ar ra ng em en ts a nd re sp on si bi lit ie s a) D ev el op a nd c on st itu te T O R fo r S te er in g C om m itt ee fo r t he re vi ew b) D ev el op T O R fo r t he re vi ew c) En ga ge c on su lta nt to le ad re vi ew a nd 1 .1 .2 d) U nd er ta ke re vi ew o f r el ev an t l ite ra tu re e) D ev el op re po rt on fe ed ba ck fr om li te ra tu re re vi ew a nd s ta ke ho ld er c on su lta tio n w ith re co m m en da tio ns fo r n ew a rra ng em en ts f) Pr es en t r ep or t a nd re co m m en da tio ns to th e St ee rin g C om m itt ee fo r co ns id er at io n an d su pp or t g) Pr es en t ( re vi se d) re po rt/ po lic y pa pe r a nd re co m m en da tio ns to th e N D C fo r en do rs em en t h) Pr es en t p ol ic y pa pe r t o C ab in et fo r a pp ro va l C SO , N EM C O , I A, L oc al G ov t, N AP U ni t Po lic y pa pe r fo r m ai ns tre am in g D R M an d fo r s tre ng th en in g D R M o rg an iz at io na l ar ra ng em en ts a nd m an da te s, a s a re su lt of th e re vi ew , a pp ro ve d in th e fir st y ea r o f D R M N AP im pl em en ta tio n 1s t Q ua rte r 2 00 8 1. 1. 2 Im pl em en t D R M o rg an iz at io na l ar ra ng em en ts a s en do rs ed in th e po lic y fra m ew or k a) D ra ft ne w n at io na l D R M a rra ng em en ts b) N ew D R M a rra ng em en ts p re se nt ed to S te er in g C om m itt ee fo r s up po rt c) N ew D R M a rra ng em en ts p re se nt ed to N D C fo r e nd or se m en t d) N ew D R M a rra ng em en ts p re se nt ed to C ab in et fo r a pp ro va l e) N ew D R M a rra ng em en ts p ub lis he d Pr og ra m o f i m pl em en ta tio n fo r n ew or ga ni za tio na l a rra ng em en ts e xi st s an d is be in g im pl em en te d by th e se co nd y ea r o f D R M N AP im pl em en ta tio n 1s t Q ua rte r 2 00 9 1. 1. 3 D ra ft ne w le gi sl at io n or a m en dm en ts to ef fe ct o rg an iz at io na l c ha ng es a) D ra ft ne w le gi sl at io n ba se d on a pp ro ve d ar ra ng em en ts b) C SO 's M in is te r i nt ro du ce s to N iti je la c) N ew A ct p ro m ul ga te d d) Aw ar en es s ca m pa ig n im pl em en te d fo r N ew A ct a t al l l ev el s Le gi sl at io n or p ro po se d am en dm en ts to e ffe ct or ga ni za tio na l c ha ng es a pp ro ve d 3r d Q ua rte r 2 00 8 G oa l 1 : E st ab lis h e n ab lin g e n vi ro n m en t fo r im p ro ve d D is as te r R is k M an ag em en t in M ar sh al l I sl an d s O u tc o m e: W el l-f u nc tio ni ng In st itu tio ns a nd S ys te m s fo r D is as te r R is k M an ag em en t � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 45 O b je ct iv e 1 .2 : A d e q u a te ly r e so u rc e d k e y o rg a n iz a tio n s fo r D R M a t n a tio n a l a n d lo ca l g o ve rn m e n t le ve ls O u tp u t: K e y D R M a g e n ci e s a re r e so u rc e d w ith p ri o ri ty n e e d s to e n h a n ce o rg a n iz a tio n a l p e rf o rm a n ce A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 1. 2. 1 A ss es s th e re so ur ce n ee ds o f k ey or ga ni za tio ns fo r D R M a) Ea ch D ep ar tm en t/M in is try u nd er ta ke a n ee ds a ss es sm en t C SO , a ll re le va nt li ne m in is tri es / de pa rtm en ts a t n at io na l a nd lo ca l g ov er nm en ts a nd N AP U ni t As se ss m en t r ep or t c om pl et ed a nd e nd or se d in th e fir st y ea r o f D R M N AP im pl em en ta tio n 2n d Q ua rte r 2 00 8 1. 2. 2 D ev el op a re so ur ce n ee ds im pl em en ta tio n pr og ra m fo r k ey or ga ni za tio ns fo r D R M a) Ea ch D ep ar tm en t/M in is try u nd er ta ke im pl em en ta tio n pr og ra m R es ou rc e st re ng th en in g an d up gr ad in g st ar te d in th e se co nd y ea r o f D R M N AP im pl em en ta tio n 1s t Q ua rte r 2 00 9 O b je ct iv e 1 .3 : S tr e n g th e n h u m a n r e so u rc e c a p a ci ty o f k e y o rg a n iz a tio n s fo r D R M a t n a tio n a l a n d lo ca l g o ve rn m e n t le ve ls O u tp u t: In ce n tiv e s a re in p la ce fo r st a ff w ith t h e r ig h t sk ill a n d e xp e ri e n ce t o b e r e cr u ite d o r st a y in t h e o rg a n iz a tio n A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 1. 3. 1 As se ss th e ex is tin g ca pa ci ty o f th e hu m an re so ur ce s an d de ve lo p m in im um s ta nd ar ds fo r h um an re so ur ce c ap ac ity to b e em pl oy ed in lin e w ith th e or ga ni za tio n m an da te a) D ev el op T O R fo r r ev ie w o f H R c ap ac ity b) En ga ge c on su lta nt b as ed o n TO R to a dd re ss 1 .3 .1 , 1 .3 .2 , 1 .3 .3 a nd 1 .3 .4 c) As se ss m en t u nd er ta ke n an d tra in in g ne ed s id en tif ie d d) As se ss m en t r ep or t s ub m itt ed to N D C & P SC C SO , D R M N AP U ni t, N TC i n co lla bo ra tio n w ith k ey D R R an d D M o rg an iz at io n un til th es e or ga ni za tio ns a re a bl e to fu nc tio n in de pe nd en tly C ap ac ity a ss es sm en t c om pl et ed b y th e se co nd ye ar o f N AP im pl em en ta tio n 2n d Q ua rte r 2 00 8 1. 3. 2 R ev ie w jo b de sc rip tio ns o f D R M fo ca l or ga ni za tio ns re sp on si bl e fo r D R M 3r d Q ua rte r 2 00 8 1. 3. 3 C on du ct D R M tr ai ni ng n ee ds as se ss m en t o f k ey o rg an iz at io ns re sp on si bl e fo r D R M a) C on su lta nt to re vi ew re po rt (li nk ed to 1 .3 .1 ) b) R ev ie w jo b de sc rip tio ns c) D ev el op tr ai ni ng n ee ds a ss es sm en t r ep or t b as ed o n ga p an al ys is d) Tr ai ni ng n ee ds a ss es sm en t r ep or t s ub m itt ed to N D C fo r e nd or se m en t Tr ai ni ng n ee ds a ss es sm en t c om pl et ed b y th e se co nd y ea r o f D R M N AP im pl em en ta tio n 2n d Q ua rte r 2 00 9 1. 3. 4 D ev el op a nd im pl em en t a lo ng te rm D R M tr ai ni ng p ro gr am a) C on su lta nt to d ev el op tr ai ni ng p la n ba se d on tr ai ni ng n ee ds a ss es sm en t b) Tr ai ni ng p la n su bm itt ed to P SC fo r e nd or se m en t c) PS C (a nd N D C ) t o de ve lo p TO R fo r t he e ng ag em en t o f a pp ro pr ia te tr ai ne r(s ) d) C on su lta nt to re vi ew te nd er s w ith P SC /T as k Fo rc e e) R ec om m en da tio n on s el ec te d tra in er (s ) t o be s ub m itt ed to P SC /N D C fo r ap pr ov al f) PS C to p ro vi de o rie nt at io n fo r t ra in er a nd jo in tly d ev el op u ni t/c ou rs e el em en ts g) Tr ai ne r t o fa ci lit at e an d co or di na te tr ai ni ng h) R ev ie w o f t ra in in g pr og ra m u nd er ta ke n by D R M a ge nc ie s at a pp ro pr ia te in te rv al s an d ch an ge s ef fe ct ed to tr ai ni ng p ro gr am a s m ay b e re qu ire d Ke y D R M s ta ff re ce iv in g re gu la r t ra in in gs (o ng oi ng ) � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 46 O b je ct iv e 1 .4 S tr e n g th e n t h e c a p a ci ty o f k e y co m m u n ity g ro u p s a n d N G O s in M a rs h a ll Is la n d s O u tp u t: C o m m u n ity g ro u p s a n d N G O s m o re a ct iv e in lo ca l-l e ve l r is k m a n a g e m e n t A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 1. 4. 1 A ss es s th e ro le a nd c ap ac ity o f k ey co m m un ity g ro up s in M aj ur o an d th e O ut er Is la nd s th at a re p la yi ng a ro le in D R M a) D ev el op T O R fo r t he a ss es sm en t a nd fo r 1 .4 .2 (s ee a ls o 1. 3. 1) b) Al lo ca te a M ar sh al le se c ou nt er pa rt to w or k w ith th e co ns ul ta nt c) C on du ct fo cu s gr ou p co ns ul ta tio ns w ith k ey c om m un ity g ro up s an d N G O s in M aj ur o d) Su bm it re po rt to N D C fo r a pp ro va l e) C on su lta nt to fo rm ul at e ca pa ci ty d ev el op m en t p ro gr am s ba se d on re po rt fin di ng s an d N D C a pp ro va l IA , N EM C O , D R M N AP U ni t a nd Lo ca l G ov t , C ou nc il of Ir oj i Pr io rit y ca pa ci ty n ee ds fo r D R M o f c om m un ity gr ou ps a nd N G O s ar e id en tif ie d in a n as se ss m en t r ep or t 4t h Q ua rte r 2 00 9 1. 4. 2 D ev el op a nd im pl em en t a pp ro pr ia te pr og ra m s to s tre ng th en th is ro le a nd ca pa ci ty a s re qu ire d a) Ad ve rti se fo r p ro vi de rs to im pl em en t c ap ac ity d ev el op m en t p ro gr am s fo llo w in g a co m pe tit iv e se le ct io n pr oc es s b) C on su lta nt to re vi ew te nd er s w ith D R M N AP T as k Fo rc e an d ad vi se o n pr ov id er s to im pl em en t c ap ac ity d ev el op m en t p ro gr am s fo llo w in g a co m pe tit iv e se le ct io n pr oc es s c) C on su lta nt to b rie f s uc ce ss fu l t en de rs d) Se le ct ed p ro vi de rs to fa ci lit at e tra in in g pr og ra m s as m ay b e re qu ire d N um be r o f c om m un ity g ro up s an d N G O s th at ar e ac tiv e in D R M in a g iv en y ea r 1s t Q ua rte r 2 01 0 1. 4. 3 C om m is si on a s tu dy to id en tif y tra di tio na l k no w le dg e an d its ap pl ic at io n in D R M a) D ev el op T O R fo r s tu dy b) En ga ge lo ca l c on su lta nt to u nd er ta ke th e st ud y c) U nd er ta ke s ta ke ho ld er c on su lta tio ns d) D ev el op re po rt on tr ad iti on al k no w le dg e e) Su bm it re po rt to N D C fo r e nd or se m en t f) D ev el op p ro gr am s to e nh an ce tr ad iti on al k no w le dg e as a pp ro pr ia te St ud y co m pl et ed a nd w el l d is se m in at ed . A do cu m en t o f u se fu l t ra di tio na l k no w le dg e to be s ha re d. 4t h Q ua rte r 2 00 9 1. 4. 4 Th ro ug h co ns ul ta tio n, id en tif y ap pr op ria te m ec ha ni sm s to in te gr at e tra di tio na l k no w le dg e in D R M a t t he ap pr op ria te le ve l � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 47 O b je ct iv e 2 .1 : B u ild c a p a ci ty fo r m a in st re a m in g D R M fo r p la n n e rs a n d d e ci si o n m a ke rs a t th e n a tio n a l a n d lo ca l-g o ve rn e m e n t le ve ls O u tp u t: O rg a n iz a tio n s h a ve c a p a ci ty fo r D R M m a in st re a m in g . D R M is a n in te g ra l c o m p o n e n t in p la n n in g , d e ci si o n m a ki n g a n d b u d g e t p ro ce ss e s a t a ll le ve ls . A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 2. 1. 1 Id en tif y ke y D R M m ai ns tre am in g pa rtn er s an d ex is tin g le ve l o f m ai ns tre am in g D R M a t a ll le ve ls EP PS O , C SO , D R M N AP U ni t i n co lla bo ra tio n w ith m in is tri es In cr ea se in n um be r o f a ge nc ie s in vo lv ed in D R M m ai ns tre am in g 1s t Q ua rte r 2 00 9 2. 1. 2 R ev ie w e xi st in g pl an ni ng , d ec is io n m ak in g an d bu dg et ar y pr oc es se s an d id en tif y w he re a nd h ow D R M c ou ld b e m ai ns tre am ed a) D ev el op T O R fo r t he re vi ew b) En ga ge c on su lta nt to u nd er ta ke re vi ew c) Pr ep ar e re vi ew re po rt w ith a ve nu es fo r m ai ns tre am in g cl ea rly id en tif ie d d) Pr es en t r ep or t t o N D C e) D ev el op n ew p ro ce du ra l c ha ng es to p la nn in g an d bu dg et in g pr oc es se s f) Pr es en t n ew p ro ce du re s to N D C a nd C ab in et g) U nd er ta ke g en er al a w ar en es s on n ew p ro ce du ra l g ui de lin es N um be r o f k ey D R M p rio rit ie s an d N AP ac tiv iti es in co rp or at ed a nd fu nd ed in k ey or ga ni za tio ns a nn ua l w or k pl an in a re po rti ng ye ar 1s t Q ua rte r 2 00 9 2. 1. 3 C on du ct D R M m ai ns tre am in g tra in in g w ith k ey p ar tn er s on n at io na l de ve lo pm en t p la nn in g an d bu dg et ar y pr oc es se s lin ke d to a nn ua l b ud ge t su bm is si on s a) D ev el op tr ai ni ng p ro gr am b as ed o n ne w g ui de lin es b) U nd er ta ke tr ai ni ng o f t ra in er s pr og ra m w ith k ey o ffi ci al s in s el ec te d ag en ci es c) Im pl em en t t ra in in g pr og ra m in re le va nt a ge nc ie s N um be r o f p ro ce du re s an d pr oc es se s am en de d to in cl ud e D R R p ro vi si on s 3r d Q ua rte r 2 00 9 G oa l 2 : M ai n st re am D R M in p la n n in g , d ec is io n m ak in g a n d b u d g et ar y p ro ce ss es a t n at io n al a n d lo ca l l ev el s O u tc om e: D R M is m ai n st re am ed in a ll re le va n t p ro ce ss es a t al l l ev el s, a n d in a ll re le va n t se ct or s � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 48 O b je ct iv e 2 .2 : M a in st re a m D R M c o n si d e ra tio n s in to m a cr o e co n o m ic p o lic y, fi sc a l m a n a g e m e n t a n d n a tio n a l b u d g e ta ry p ro ce ss e s O u tp u t: O rg a n iz a tio n s a t a ll le ve ls a re p ro a ct iv e in D R M . D R M p ra ct ic e s a re im p le m e n te d in p la n n in g a n d b u d g e ta ry p ro ce ss e s a t n a tio n a l a n d lo ca l l e ve ls A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 2. 2. 1 C ol le ct in fo rm at io n on c os t o f d is as te rs an d ris k of d is as te rs fo r i nc or po ra tio n in th e m ac ro ec on om ic a nd fi sc al p ol ic y, fo rw ar d pr oj ec tio ns a nd m on ito rin g of ec on om ic g ro w th a) C om pi le d at a an d in fo rm at io n of c os ts o f p re vi ou s di sa st er s us in g ac ce pt ed m et ho do lo gy b) D ev el op re po rt ba se d on c om pi la tio n un de r a ) c) Pr es en t r ep or t t o N D C fo r e nd or se m en t d) Pr es en t r ep or t t o C ab in et fo r a pp ro va l e) D ev el op o pe ra tio na l g ui de lin es fo r d am ag e as se ss m en t f) Pr ov id e tra in in g fo r c on du ct in g da m ag e as se ss m en ts Fi na nc e, E PP SO , N EM C O , D R M N AP U ni t N um be r o f D R M ta sk s (in cl ud in g D R M N AP ac tio ns ) i nc or po ra te d in k ey m in is tri es / de pa rtm en t a nn ua l p la nn in g, d ec is io n m ak in g an d bu dg et ar y pr oc es se s D ev el op c om pu ls or y ris k an al ys is g ui de lin es fo r a ll m aj or d ev el op m en t p ro je ct s an d fo r pr oj ec ts o n id en tif ie d hi gh ri sk a re as 1s t Q ua rte r 2 00 9 2. 2. 2 Es ta bl is h a su st ai na bl e so ur ce of fu nd in g fo r D R M th ro ug h th e es ta bl is hm en t o f s ep ar at e D R R a nd D M re vo lv in g /s pe ci al re ve nu e fu nd un de r t he C SO a) D ev el op c on ce pt p ap er fo r t he p ro po se d fu nd b) U nd er ta ke c on su lta tio n w ith re le va nt s ta ke ho ld er s (o th er M in is tri es /A ge nc ie s) c) Fi na liz e co nc ep t d oc um en t a nd s ub m it to N D C fo r e nd or se m en t d) Su bm it co nc ep t d oc um en t t o C ab in et fo r a pp ro va l e) Su bm it to N iti je la f) D ev el op p ro po sa ls to fi na nc e ne w fu nd g) Im pl em en t n ew fu nd R ev ol vi ng fu nd /s pe ci al re ve nu e fu nd in p la ce 1s t Q ua rte r 2 00 9 O b je ct iv e 2 .3 : R a is e t h e u n d e rs ta n d in g o f D R M m a in st re a m in g a n d a s a d e ve lo p m e n t is su e w ith in t h e N iti je la O u tp u t: In cr e a se d u n d e rs ta n d in g a n d s u p p o rt fo r D R M p o lic ie s a m o n g st m e m b e rs o f t h e N iti je la a n d D R M p ri o ri tie s a re h ig h in c o n si d e ra tio n fo r fu n d in g A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 2. 3. 1 Pr ep ar e an d ci rc ul at e a D R M b rie f t o pa rli am en t a) D ev el op b ro ad c on ce pt fo r t he b rie f b) U nd er ta ke c on su lta tio ns o n dr af t b rie f c) Su bm it br ie f t o N D C fo r e nd or se m en t d) Su bm it br ie f t o C ab in et fo r a pp ro va l e) Pr es en t b rie f t o N iti je la C SO , N EM C O , D R M N AP U ni t N um be r o f D R M s ub m is si on s ap pr ov ed b y N iti je la 3r d Q ua rte r 2 00 8 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 49 O b je ct iv e 3 .1 : S tr e n g th e n t h e N a tio n a l E m e rg e n cy O p e ra tio n s C e n te r (N E O C ) in fr a st ru ct u re t o b e tt e r p re p a re fo r, a n d r e sp o n d t o , d is a st e r e ve n ts O u tp u t: A s e cu re , w e ll e q u ip p e d N E O C t h a t is a b le t o c o n tin u e t o fu n ct io n e ffe ct iv e ly d u ri n g d is a st e rs A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 3. 1. 1 C on st ru ct a n ad eq ua te ly e qu ip pe d an d lo ca te d N EO C b ui ld in g a) D ev el op d es ig n re qu ire m en ts fo r N EO C b) D ev el op th e de si gn fo r t he n ew N EO C c) R ev ie w th e de si gn re po rt an d th en a pp ro ve d) Pu t o ut p ro je ct fo r t en de r a nd c om m is si on d es ig n of p ro je ct e) Id en tif y su ita bl e do no r(s ) t o fu nd c on st ru ct io n of n ew N EO C f) C on st ru ct io n of th e N EO C g) D et er m in e an d pu rc ha se e qu ip m en t f or th e N EO C C SO , N EM C O , D R M N AP U ni t In cr ea se in n um be r o f a ge nc ie s in vo lv ed in D R M m ai ns tre am in g 1s t Q ua rte r 2 00 9 O b je ct iv e 3 .2 : S tr e n g th e n c a p a ci ty fo r co o rd in a tio n d u ri n g d is a st e rs O u tp u t: Im p ro ve d c o o rd in a tio n b y D R M a g e n ts a t n a tio n a l a n d lo ca l l e ve ls d u ri n g d is a st e rs A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 3. 2. 1 R ev ie w a nd e nd or se th e dr af t s ta nd ar d op er at in g pr oc ed ur es (S O P) fo r t he op er at io n an d co or di na tio n of th e N EO C a) D ev el op d ra ft SO Ps fo r t he N EO C b as ed o n ap pr ov ed D R M a rra ng em en ts a nd le gi sl at io n b) C on du ct ta bl e to p ex er ci se to te st d ra ft SO Ps c) Fi na liz e SO Ps a nd p re se nt to N D C fo r a pp ro va l d) Aw ar en es s ra is in g w or ks ho p C SO , N EM C O , L oc al G ov t, D R M N AP U ni t R ev is ed S O Ps e xi st 1s t Q ua rte r 2 00 9 3. 2. 2 P ro m ot e aw ar en es s of th e SO P am on gs t r el ev an t f oc al p oi nt s an d ag en ci es a) D es ig n an d im pl em en t a nn ua l e xe rc is es to te st c oo rd in at io n ca pa ci ty o f t he N EO C a nd re sp on se o f r el ev an t a ge nc ie s D is as te r a ss es sm en ts (p re pa re dn es s re po rts , em er ge nc y dr ills a nd p os t-d is as te r r ep or ts ) an d/ or d ril ls re ve al a dh er en ce to S O P du rin g di sa st er 2n d Q ua rte r 2 00 9 G oa l 3 : Im p ro ve c ap ac it y fo r em er g en cy p re p ar ed n es s an d r es p on se a t al l l ev el s O u tc om e: O rg an iz at io n s an d a g en ci es a t al l l ev el s ar e w el l p re p ar ed a n d r es ou rc ed t o re sp on d t o d is as te rs � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 50 O b je ct iv e 3 .3 : S tr e n g th e n r e sp o n se c a p a ci ty a m o n g st r e le va n t M in is tr ie s a t n a tio n a l a n d lo ca l l e ve ls O u tp u t: M in is tr ie s w e ll p re p a re d t o r e sp o n d e ffe ct iv e ly t o d is a st e rs A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 3. 3. 1 A ct iv el y m ai nt ai n a da ta ba se o f em er ge nc y re sp on se re so ur ce s an d co nd uc t a n an nu al a ud it of e m er ge nc y re sp on se re so ur ce s (s he lte rs , em er ge nc y eq ui pm en t, et c. ) h el d by re le va nt M in is tri es a t n at io na l a nd lo ca l le ve ls a) D ev el op a nn ua l a ud it ap pr oa ch a nd m et ho do lo gy b) U nd er ta ke a ud it c) C om pi le a ud it fin di ng s an d pr ep ar e re po rt d) Su bm it re po rt to N D C w ith li st o f p ro po se d ad di tio na l r es ou rc es fo r e ac h ag en cy C SO , I A, N EM C O , L oc al G ov t., D R M N AP U ni t Au di t c on du ct ed 2n d Q ua rte r 2 00 8 3. 3. 2 M in is tri es to p ro cu re e m er ge nc y re sp on se re so ur ce s an d eq ui pm en t a s ne ed ed a) Pr oc ur em en t o f r es ou rc es b y ag en ci es to p ro ce ed b as ed o n pr ep ar ed li st R el ev an t m in is tri es h av e ac qu ire d D R M re so ur ce s an d eq ui pm en t 3r d Q ua rte r 2 00 8 3. 3. 3 S up po rt re le va nt M in is tri es to p re pa re , or u pd at e, E m er ge nc y R es po ns e Pl an s an d SO Ps a) D ev el op T O R fo r a c on su lta nt to re vi ew E m er ge nc y R es po ns e Pl an a nd S O Ps to e ns ur e co ns is te nc y w ith n ew D R M a rra ng em en ts , l eg is la tio n an d N EO C SO Ps b) En ga ge c on su lta nt c) U nd er ta ke e xe rc is es to te st re vi se d pl an s an d SO Ps D ril ls re ve al th at E R Ps /S O Ps a re e ffe ct iv e an d co ns is te nt w ith n ew D R M a rra ng em en ts 2n d Q ua rte r 2 00 9 3. 3. 4 C on du ct re gu la r e m er ge nc y dr ills a t a ll le ve ls , i nc lu di ng O ut er Is la nd s a) D es ig n th e dr ill fo r O ut er Is la nd s b) U nd er ta ke a nn ua l d ril ls fo r O ut er Is la nd s An nu al d ril ls ta ke p la ce 3r d Q ua rte r 2 00 8 O b je ct iv e 3 .4 : In fo rm p u b lic a b o u t e m e rg e n cy c o m m u n ic a tio n a n d p ro ce d u re s O u tp u t: A p u b lic t h a t is w e ll p re p a re d t o r e p o rt a n d r e a ct t o d is a st e rs A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 3. 4. 1 C on du ct o ng oi ng p ub lic a w ar en es s ca m pa ig n on b as ic e m er ge nc y re sp on se p ro ce du re s (e .g . l oc at io n of s af e sh el te rs , n ee d to s av e of fic ia l do cu m en ts , e tc .) a) D ev el op T O R fo r a p ub lic a w ar en es s ou tre ac h of fic er b) D ev el op c on ce pt a nd s pe ci fic s of th e aw ar en es s ca m pa ig n c) Pr es en t c on ce pt a nd s pe ci fic s to N D C fo r a pp ro va l d) Im pl em en t c am pa ig n N EM C O , D R M N AP U ni t an d re le va nt li ne m in is tri es / de pa rtm en ts Pu bl ic a w ar en es s ca m pa ig ns ta ke p la ce o n a re gu la r b as is 2n d Q ua rte r 2 00 9 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 51 O b je ct iv e 3 .5 : A ss is t co m m u n iti e s in t h e O u te r Is la n d s to d e ve lo p t h e ir o w n m e ch a n is m s to s u p p le m e n t th e n a tio n a l a n d lo ca l g o ve rn m e n t p la n fo r e m e rg e n cy p re p a re d n e ss a n d r e sp o n se O u tp u t: C a p a ci ty o f i so la te d c o m m u n iti e s to r e sp o n d t o d is a st e rs s tr e n g th e n e d A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 3. 5. 1 A ss is t N G O s an d co m m un ity g ro up s to co nd uc t a w ar en es s pr og ra m s on th e O ut er Is la nd s (li nk ed to 3 .4 ) a) Ad ju st a w ar en es s ca m pa ig n un de r 3 .4 .1 fo r c on su m pt io n of N G O s an d co m m un ity g ro up s b) Id en tif y pa rtn er s to s up po rt aw ar en es s ca m pa ig n c) Im pl em en t c am pa ig n N EM C O , I A, L oc al G ov t, D R M N AP U ni t D R M a w ar en es s pr og ra m s ta ki ng p la ce o n th e O ut er Is la nd s on a re gu la r b as is 4t h Q ua rte r 2 00 9 3. 5. 2 C om m un ity p re pa re dn es s an d re sp on se p la ns d ev el op ed b y al l gr ou ps in c om m un ity a nd e xe rc is ed a) D ev el op p la ns in c on su lta tio n w ith c om m un iti es b) C on du ct re gu la r a nn ua l d ril ls o f t he p re pa re dn es s an d re sp on se p la ns C om m un ity p re pa re dn es s an d re sp on se p la ns ex is t a nd a re s ho w n to b e ef fe ct iv e du rin g an nu al d ril ls 4t h Q ua rte r 2 00 9 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 52 O b je ct iv e 4 .1 : B u ild c a p a ci ty fo r e ffe ct iv e u se a n d m a in te n a n ce o f c o m m u n ic a tio n s in fr a st ru ct u re a t th e lo ca l l e ve l O u tp u t: E ffe ct iv e e a rl y w a rn in g c o m m u n ic a tio n b e tw e e n M a ju ro , E b e ye a n d t h e O u te r Is la n d s a t a ll tim e s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 4. 1. 1 R ev ie w in fra st ru ct ur e an d po lic ie s fo r em er ge nc y co m m un ic at io ns a) R ev ie w e xi st in g in fra st ru ct ur e an d po lic ie s at n at io na l a nd lo ca l l ev el b) Su bm it fin di ng s of th e re vi ew to N D C fo r c on si de ra tio n an d ac tio n c) D ev el op /re vi se p ol ic ie s to in co rp or at e th e fin di ng s of th e re vi ew (a s m an da te d by N D C ) d) Pr ov id e ne w c om m un ic at io ns in fra st ru ct ur e (in cl ud in g ba ck u p in fra st ru ct ur e) w he re n ec es sa ry C SO , N D C , N EM C O , W ea th er Se rv ic es O ffi ce , I A, P ol ic e, D R M N AP U ni t, M in is try o f Tr an sp or t a nd C om m un ic at io ns (C om m un ic at io ns D iv is io n) , N TA Ti m el y im pr ov em en t o f p ol ic y an d ca pa ci ty fo r em er ge nc y co m m un ic at io n ac hi ev ed 1s t Q ua rte r 2 00 9 4. 1. 2 T ra in m ay or s an d re le va nt co un ci l m em be rs in e m er ge nc y co m m un ic at io ns p ro ce du re s on ce ev er y tw o ye ar s Tr ai ni ng re po rt av ai la bl e to th e N EM C O a nd D R M N AP U ni t 4. 1. 3 C on tin ue to p ro vi de te ch ni ca l t ra in in g on ra di o m ai nt en an ce fo r O ut er Is la nd ra di o op er at or s (in cl . a h an db oo k in M ar sh al le se ) a) D ev el op h an db oo ks (i n En gl is h an d M ar sh al le se ) b) C on du ct tr ai ni ng w or ks ho ps fo r O ut er Is la nd o pe ra to rs In cr ea se d nu m be r o f t ec hn ic al e xp er ts in ra di o m ai nt en an ce fo r t he O ut er Is la nd s as a re su lt of th is a ct io n 4. 1. 4 R eg ul ar ly c on du ct te st s to c he ck o n al l th e co m m un ic at io ns s ys te m s Te st re po rts a va ila bl e to th e N EM C O a nd D R M N AP U ni t 4. 1. 5 R es tri ct a cc es s to th e of fic ia l em er ge nc y br oa dc as tin g H F ch an ne l Ag re em en t e st ab lis he d G oa l 4 : B u ild a s tr on g a n d r es ili en t D M e ar ly w ar n in g a n d e m er g en cy c om m u n ic at io n s ys te m O u tc om e: E ff ec ti ve e ar ly w ar n in g a n d c om m u n ic at io n b et w ee n M aj u ro , E b ey e an d t h e O u te r Is la n d s at a ll ti m es � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 53 O b je ct iv e 4 .2 : E n su re t h a t a ll ke y fo ca l p o in ts a re a cc e ss ib le a t a ll tim e s a n d c a n c o n ta ct t h e ir c o m m u n iti e s O u tp u t: Im p ro ve m e n t in r e sp o n se t im e o f L o ca l G o ve rn m e n t/ P o p u la tio n w a rn e d w ith 1 2 h o u rs o f a va ila b le n o tic e A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 4. 2. 1 En su re a ll fo ca l p oi nt s an d ag en ci es ha ve c on tin ge nc y pl an s in p la ce fo r eq ui pm en t f ai lu re a) En su re th at c on tin ge nc y pl an s ar e in p la ce fo r e qu ip m en t f ai lu re a s pa rt of SO Ps (p re pa re d an d up da te d in 3 .3 .3 ) C SO , N EM C O , N D C , W ea th er Se rv ic es O ffi ce , I A, D R M N AP U ni t, T& C (C om m un ic at io ns D iv is io n) , N TA At le as t 7 5% o f f oc al p oi nt s an d ag en ci es h av e co nt in ge nc y pl an s de ve lo pe d, a pp ro ve d an d te st ed w ith in a y ea r 2n d Q ua rte r 2 00 9 4. 2. 2 C om m un ity b as ed c om m un ic at io n in fra st ru ct ur e de si gn ed a nd e st ab lis he d a) R ev ie w a nd id en tif y ap pr op ria te c om m un ity b as ed E W S sy st em s (e .g . R AN ET ) b) Im pl em en t n ew o r e nh an ce e xi st in g co m m un ity b as ed E W S sy st em s, a s pe r fin di ng s of re vi ew Im pr ov ed (a s m ea su re d fro m th e ex is tin g st at e) E W a nd e m er ge nc y co m m un ic at io n sy st em s es ta bl is he d at th e co m m un ity le ve l O b je ct iv e 4 .3 : S tr e n g th e n e d c a p a ci ty o f E W S fo r a ll h a za rd s th ro u g h a ll st a g e s o f c o m m u n ic a tio n O u tp u t: E a rl y w a rn in g s ys te m s fo r ke y h a za rd s st re n g th e n e d A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 4. 3. 1 A ss es s th e EW S ca pa ci ty a nd in fo rm at io n ne ed s at n at io na l a nd lo ca l le ve ls fo r a ll ke y ha za rd s an d lin ks to in te rn at io na l e ar ly w ar ni ng s ys te m s a) D ev el op T O R s fo r a n as se ss m en t o f a ll EW S fo r a ll ha za rd s at th e na tio na l a nd lo ca l l ev el s C SO , N EM C O , W ea th er Se rv ic es O ffi ce , I A, L oc al G ov t., N AP U ni t, T& C (C om m un ic at io ns D iv is io n) , N TA , P ub lic S af et y, M oH , P or ts Au th or ity , E PA Im pr ov ed u nd er st an di ng o f E W S ca pa ci ty a nd in fo rm at io n ne ed s. St ra te gi es fo r d ev el op m en t o f a n im pr ov ed na tio na l a s w el l a s lin ka ge s to re gi on al a nd in te rn at io na l e ar ly w ar ni ng s ys te m s id en tif ie d an d ap pr ov ed fo r i m pl em en ta tio n 3r d Q ua rte r 2 00 9 4. 3. 2 D ev el op te ch ni ca l a nd h um an c ap ac ity fo r e ar ly w ar ni ng s ys te m s fo r a ll ha za rd s at th e na tio na l a nd lo ca l l ev el s as re qu ire d a) C om m is si on s tu dy b y qu al ifi ed e xp er t t o as se ss th e te ch ni ca l a nd h um an ca pa ci ty fo r e ar ly w ar ni ng s ys te m s at a ll le ve ls a nd fo r a ll ha za rd s R eg ul ar tr ai ni ng ta ke n pl ac e an d re so ur ce s ac qu ire d (to b e co nf irm ed a fte r r ev ie w ) � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 54 O b je ct iv e 5 .1 : S tr e n g th e n n a tio n a l c o o rd in a tio n m e ch a n is m s fo r th e w a te r se rv ic e s to im p ro ve m a n a g e m e n t o f f re sh w a te r re so u rc e s O u tp u t: Im p ro ve d p la n n in g a n d c o o rd in a tio n o f w a te r se rv ic e s to r e si d e n ts o f M a ju ro a n d E b e ye A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 5. 1. 1 Es ta bl is h a re pr es en ta tiv e na tio na l w at er p la nn in g an d co or di na tio n co m m itt ee a) R ev ie w e xi st in g co m m itt ee T O R b) D ev el op n at io na l c om m itt ee T O R a nd m em be rs hi p c) C on su lt w ith re le va nt a ge nc ie s d) Pr ep ar e an d su bm it C ab in et P ap er fo r e nd or se m en t e) O pe ra tio na lis e th e co m m itt ee EP A, M W SC , I A, C SO , D R M N AP U ni t Ti m el y es ta bl is hm en t o f a b ro ad re pr es en ta tiv e na tio na l w at er c om m itt ee Q ua rte rly re po rts o f c om m itt ee m ee tin gs 3r d Q ua rte r 2 00 9 O b je ct iv e 5 .2 : S tr e n g th e n t h e t e ch n ic a l c a p a ci ty o f w a te r se rv ic e p ro vi d e rs o n M a ju ro a n d E b e ye t o im p ro ve m a n a g e m e n t o f w a te r in fr a st ru ct u re to r e d u ce w a te r w a st a g e a n d c o n ta m in a tio n O u tp u t: R e d u ce d w a st a g e a n d c o n ta m in a tio n o f w a te r lin ke d t o fa ili n g in fr a st ru ct u re A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 5. 2. 1 D ev el op a nd im pl em en t a n on go in g ca pa ci ty b ui ld in g p ro gr am fo r s ta ff at M W SC a nd K AJ U R a) D ev el op T O R a nd e ng ag e te ch ni ca l a ss is ta nc e an d lo ca l c ou nt er pa rts fo r t he ca pa ci ty n ee ds a ss es sm en t b) C on du ct a c ap ac ity n ee ds a ss es sm en t o f M W SC a nd K AJ U R c) D es ig n a ca pa ci ty b ui ld in g st ra te gy a nd p la n; a s w el l a s a fin an ci ng a nd im pl em en ta tio n pr og ra m s d) Se cu re fi na nc in g fo r t he im pl em en ta tio n of th e ca pa ci ty b ui ld in g pr og ra m e) C on du ct o n th e jo b tra in in g fo r t ra in er s in M W SC a nd K AJ U R f) Al lo ca te tw o fo rm al tr ai ni ng (u nd er g ra du at e or p os t-g ra du at e) fo r a k ey fi el d in w at er m an ag em en t a s id en tif ie d by th e ca pa ci ty a ss es sm en t g) In iti at e sh or t-t er m a tta ch m en t f or o rg an iz at io ns /c om pa ni es w or ki ng in w at er to ta ke in a nd fu nd a n at ta ch m en t p ro gr am – th is w ou ld b e in li ne w ith th e ca pa ci ty a ss es sm en t r ev ie w M W SC & K AJ U R , N TC , N AP U ni t N um be r o f s ta ff th at s uc ce ss fu lly c om pl et ed a tr ai ni ng p ro gr am a s id en tif ie d by M W SC & KA JU R o n go in g ca pa ci ty b ui ld in g pr og ra m 2n d Q ua rte r 2 01 0 G oa l 5 : A cc es s to s af e an d a d eq u at e cl ea n w at er a t al l t im es O u tc om e: V u ln er ab ili ty t o w at er r el at ed h az ar d s an d w at er s h or ta g es r es u lt in g f ro m h az ar d s re d u ce d � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 55 O b je ct iv e 5 .3 : R e d u ce d c o n ta m in a tio n o f g ro u n d a n d s u rf a ce w a te r re so u rc e s fr o m s e w e ra g e a n d s o lid w a st e t o r e d u ce t h e r is k o f d is e a se O u tp u t: Im p ro ve d m a n a g e m e n t o f s e w e ra g e a n d s o lid w a st e A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 5. 3. 1 St re ng th en s ew er ag e co lle ct io n an d tre at m en t i nf ra st ru ct ur e on M aj ur o an d Eb ey e a) D ev el op T O R fo r T A to c ar ry o ut fe as ib ilit y st ud y fo r b ) b) U pg ra de a nd e xt en d ce nt ra l s ew er ag e sy st em to s er vi ce id en tif ie d ur ba n ar ea s c) Ac qu ire ta nk er tr uc ks e qu ip pe d w ith s lu dg e pu m ps to e m pt y se pt ic ta nk s d) Ac qu ire w at er te st in g eq ui pm en t f or u rb an w at er s M W SC , K AJ U R , E PP SO , D R M N AP U ni t Le ve l o f i nf ra st ru ct ur al a nd te ch no lo gi ca l im pr ov em en t f or s ew er ag e co lle ct io n an d tre at m en t a ch ie ve d in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 2n d Q ua rte r 2 01 0 O b je ct iv e 5 .4 : S tr e n g th e n c a p a ci ty fo r re d u ci n g t h e im p a ct o f w a te r sh o rt a g e s re su lti n g fr o m h a za rd o u s e ve n ts O u tp u t: A cc e ss t o s u ffi ci e n t a m o u n ts o f c le a n w a te r d u ri n g d ro u g h ts a n d o th e r d is a st e rs A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 5. 4. 1 Eq ui p co m m un iti es w ith th e m ea ns to te st a nd re po rt on w at er q ua lit y/ qu an tit y on th e O ut er Is la nd s a) D ev el op a p la n fo r t ra in in g an d di st rib ut io n of w at er te st in g un its fo r t he n ex t th re e ye ar s b) Ac qu ire w at er te st in g ki ts fo r t he O ut er Is la nd s c) M on ito r a nd a ss es s th e im pa ct s of th e pl an im pl em en ta tio n EP A, IA , L oc al G ov t., c om m un ity gr ou ps , p riv at e se ct or , M aj ur o En er gy C o. , B an ks , D R M N AP U ni t N um be r o f c om m un iti es w ith im pr ov ed ca pa ci ty to te st a nd re po rt as a re su lt of th is ac tio n in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 2n d Q ua rte r 2 01 1 5. 4. 2 Ac qu ire c en tra liz ed s ol ar p ow er ed R O u ni ts a nd s ol ar p ow er ed w at er pu rif ic at io n sy st em s fo r t he O ut er Is la nd s a) C on du ct fe as ib ilit y st ud ie s fo r a ll th e O ut er Is la nd s fo r c en tra liz ed s ol ar po w er ed R O a nd s ol ar p ow er ed p ur ifi ca tio n un its b) Pr ov id e ce nt ra liz ed s ol ar R O a nd p ur ifi ca tio n sy st em s fo r t ar ge t O ut er Is la nd s as re co m m en de d by th e fe as ib ilit y st ud y c) C on du ct tr ai ni ng o n in st al la tio n an d m ai nt en an ce o f R O a nd th e pu rif ic at io n sy st em s d) In vi te te nd er s fo r s up pl y of R O a nd th e pu rif ic at io n un its Ti m el y co m pl et io n of th e fe as ib ilit y st ud y an d th e s ta rt of im pl em en ta tio n of k ey re co m m en da tio ns in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 5. 4. 3 D ev el op a p ol ic y fo r i ns ta llin g ra in w at er ca tc hm en t t an ks in a ll ne w p ub lic a nd ho us eh ol d bu ild in gs a) D ev el op a nd s ub m it th e po lic y fo r e nd or se m en t N um be r o f n ew p ub lic a nd h ou se ho ld b ui ld in gs co ns tru ct ed w ith ra in w at er c at ch m en t s ys te m s an d ta nk s as re sp on se to th e ap pr ov ed p ol ic y 5. 4. 4 S up pl y al l h ou se ho ld s in M ar sh al l Is la nd s w ith ra in w at er c at ch m en t t an ks a) D ev el op a nd c os t a p la n fo r s up pl yi ng ra in w at er ta nk s to h ou se ho ld s w ith ou t ta nk s b) Se cu re fu nd in g fo r p la n im pl em en ta tio n fo r t he n ex t t hr ee y ea rs Pe rc en ta ge o f e xi st in g ho us eh ol ds w ith ou t w at er ta nk s th at b en ef it fro m th is p ro gr am du rin g th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 5. 4. 5 In cl ud e w at er c at ch m en t t an ks a s qu al ifi ca tio n cr ite ria fo r h ou si ng lo an s fro m lo ca l b an ks a) D ev el op p ol ic y fo r n ew h ou si ng to in cl ud e ta nk s in p la n an d in c on st ru ct io n (li nk ed to 5 .4 .3 ) b) D ev el op a p ar tn er sh ip a gr ee m en t w ith lo ca l b an ks fo r i nc lu si on o f r ai nw at er ca tc hm en t t an ks in h ou si ng lo an c on di tio ns Ag re em en ts w ith th e Ba nk s es ta bl is he d/ si gn ed D eg re e of b an k’ s en fo rc em en t o f t he a pp ro ve d pa rtn er sh ip a gr ee m en t � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 56 O b je ct iv e 5 .5 : R a is e t h e le ve l o f p u b lic a w a re n e ss a b o u t w a te r re la te d r is ks O u tp u t: Im p ro ve m e n t in w a te r m a n a g e m e n t a t th e h o u se h o ld le ve l A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 5. 5. 1 C on du ct a n aw ar en es s ra is in g ca m pa ig n of li nk ag es b et w ee n w at er , po llu tio n an d pu bl ic h ea lth a) As se ss e xi st in g pr og ra m im pl em en te d by E PA a nd P ub lic H ea lth a nd d es ig n th e st re ng th en in g pr og ra m b) St re ng th en e xi st in g aw ar en es s pr og ra m th ro ug h EP A, P ub lic H ea lth a nd th e M ed ia EP A, P ub lic H ea lth , I A, L oc al G ov t., N G O s, c om m un ity D R M gr ou ps , M ed ia , M W SC , K AJ U R , N AP U ni t Im pa ct s of a w ar en es s ra is in g ca m pa ig ns m on ito re d be fo re a nd a fte r t he c am pa ig ns Ev al ua tio n of th e tra in in g by th e co m m un iti es th at p ar tic ip at ed 2n d Q ua rte r 2 01 0 5. 5. 2 Eq ui p co m m un iti es w ith k no w le dg e an d m ea ns to p ur ify w at er a) D ev el op th re e tra in in g pr og ra m s an d pr ep ar e tra in in g m at er ia ls a nd re so ur ce s fo r a y ea r b) C on du ct th re e tra in in g w or ks ho ps in a y ea r ( on e in M aj ur o an d tw o in th e O ut er Is la nd s) N um be r o f c om m un iti es th at p ar tic ip at ed a nd w at er re la te d he al th in ci de nt s fro m th es e co m m un iti es a s re po rte d by P ub lic H ea lth de cr ea se d by 9 0 % a fte r t he se in iti at iv es w er e im pl em en te d 5. 5. 3 F ac ilit at e re gu la r c on su lta tio n m ee tin gs b et w ee n la nd ow ne rs , p riv at e se ct or a nd re gu la to ry a ge nc ie s a) D ev el op c on su lta tio n pr og ra m b) C on du ct tw o co ns ul ta tio n pr og ra m s (o ne in M aj ur o an d on e in th e O ut er Is la nd s) in a y ea r c) M on ito r a nd e va lu at e th e im pa ct o f i m pl em en ta tio n Si gn s of im pr ov ed w at er m an ag em en t a nd cl os er w or ki ng re la tio ns hi p be tw ee n re gu la to ry ag en ci es a nd c om m un iti es a s re po rte d by th e re gu la tin g ag en ci es in a nn ua l r ep or ts � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 57 O b je ct iv e 6 .1 : S tr e n g th e n p o lic y fo r In te g ra te d C o a st a l A re a M a n a g e m e n t (I C A M ) to im p ro ve e n vi ro n m e n ta l m a n a g e m e n t a n d r e d u ce vu ln e ra b ili ty t o h a za rd s O u tp u t: S tr e n g th e n e d e n a b lin g p o lic y in p la ce fo r IC A M A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 6. 1. 1 St re ng th en p ol ic y fo r i nt eg ra te d m an ag em en t o f c oa st al n at ur al sy st em s a) R ev ie w e xi st in g po lic y re le va nt fo r I C AM a nd fo r d is as te r r is k re du ct io n in cl ud in g co as ta l/l an d us e pl an ni ng p ol ic y an d pr ov id e ap pr op ria te re co m m en da tio ns fo r i m pl em en ta tio n b) D ev el op a p ol ic y pa pe r e st ab lis hi ng th e ne ed fo r I C AM fo cu si ng o n D R M fo r co ns id er at io n an d ap pr ov al c) C on du ct a w ar en es s on th e ap pr ov ed p ol ic y EP A, O EP PC , R &D , A G , I A, Lo ca l G ov t., D R M N AP U ni t St re ng th en ed p ol ic y fo r I C AM a pp ro ve d; an d im pr ov ed c oo rd in at io n am on g ke y st ak eh ol de rs re po rte d in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 2n d Q ua rte r 2 00 9 6. 1. 2 In te gr at e D R R c rit er ia in E IA re gu la tio ns a) D ev el op a T O R fo r T A b) C on tra ct T A c) D ev el op th e EI A D R R p ro ce du re g ui de lin e an d co nd uc t a pp ro pr ia te tr ai ni ng an d aw ar en es s pr og ra m fo r g ov er nm en t a nd p riv at e se ct or d) Su bm it am en de d re gu la tio n fo r e nd or se m en t Ap pr ov ed E IA D R R p ro vi si on in th e EI A re gu la tio n 2n d Q ua rte r 2 00 9 G oa l 6 : S u st ai n ab le d ev el op m en t of t h e co as ta l a re a O u tc om e: R ed u ce d v u ln er ab ili ty t o co as ta l h az ar d s � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 58 O b je ct iv e 6 .2 : Im p ro ve in fo rm a tio n a va ila b le fo r d e ci si o n m a ki n g fo r su st a in a b le d e ve lo p m e n t in t h e c o a st a l a re a s O u tp u t: H ig h q u a lit y sc ie n tif ic a n d s p a tia l i n fo rm a tio n e xi st s to in fo rm d e ci si o n m a ke rs fo r su st a in a b le d e ve lo p m e n t o f c o a st a l a re a s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 6. 2. 1 C om pi le b as el in e in fo rm at io n on co as ta l e co sy st em s (li nk ed to 6 .2 .2 & 6. 2. 3) a) D ev el op a T A in c on su lta tio n w ith E PA b) As se ss q ua lit y of e xi st in g da ta a nd id en tif y an y ne w d at a re qu ire m en ts , in cl ud in g lo ca l g ov er nm en t d at a an d in fo rm at io n ne ed s c) As se ss e xi st in g ca pa ci ty fo r d at a co lle ct io n, m an ag em en t a nd d is se m in at io n d) D ev el op a p ro gr am fo r m an ag in g ex is tin g da ta , n ew d at a co lle ct io n an d fo r st re ng th en in g da ta m an ag em en t a nd d is se m in at io n ca pa bi lit y e) C on du ct o n th e jo b tra in in g on d at a co lle ct io n, m an ag em en t a nd d is se m in at io n EP A, O EP PC , R &D , N EM C O , IA , L oc al G ov t., D R M N AP U ni t Ba se lin e an d da ta ba se fo r k ey c oa st al ec os ys te m s co ve rin g ph ys ic al /b io lo gi ca l an d so ci o ec on om ic in fo rm at io n es ta bl is he d in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 2n d Q ua rte r 2 01 0 6. 2. 2 M ap h ig h ris k co as ta l a re as (l in ke d to 6. 2. 1 & 6. 2. 3) a) As se ss m ap pi ng c ap ab ilit ie s fo r r es po ns ib le a ge nc ie s b) St re ng th en c ap ab ilit ie s th ro ug h on th e jo b tra in in g an d on a cq ui rin g of m ap pi ng te ch no lo gy c) D ev el op a nd p rin t m ap s Av ai la bi lit y of m ap s to a ss is t i n pl an ni ng a nd de ci si on m ak in g as a re su lt of th is a ct io n 2n d Q ua rte r 2 01 0 6. 2. 3 C on du ct c oa st al h az ar d an d vu ln er ab ilit y as se ss m en ts o f h ig h ris k ar ea s a) C on du ct tr ai ni ng o n ha za rd a nd v ul ne ra bi lit y as se ss m en t b) C on du ct v ul ne ra bi lit y as se ss m en t o f k ey a re as a nd d is se m in at e fin al re po rt C ap ac ity fo r c oa st al h az ar d vu ln er ab ilit y as se ss m en t a va ila bl e an d ap pl ie d as a re su lt of th is a ct io n 3r d Q ua rte r 2 01 0 6. 2. 4 S ha re w ith o th er D R M a ct or s O b je ct iv e 6 .3 : S tr e n g th e n c a p a ci ty fo r p la n n in g a n d d e ve lo p m e n t o f I C A M p la n s to im p ro ve t h e m a n a g e m e n t o f t h e c o a st a l e n vi ro n m e n t O u tp u t: M a n a g e m e n t p la n s fo r im p ro ve d c o a st a l z o n e m a n a g e m e n t to r e d u ce h u m a n im p a ct s o n t h e e n vi ro n m e n t a n d t o r e d u ce d is a st e r ri sk A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 6. 3. 1 D ev el op in te gr at ed c oa st al a re a pl an s fo r a ll at ol ls in c ol la bo ra tio n w ith o th er D R M a ct or s a) Es ta bl is h a in te r-s ec to ra l t ec hn ic al IC AM te am to e ns ur e in te gr at io n an d co or di na tio n b) As se ss th e ca pa ci ty o f t he IC AM te am a nd d ev el op re le va nt tr ai ni ng p ro gr am s fo r t he n ex t t hr ee y ea rs c) D ev el op th re e IC AM p la ns in a y ea r d) C on du ct a w ar en es s pr og ra m s on th e pl an s e) D ev el op a nd c os t a n im pl em en ta tio n pr og ra m fo r t hr ee IC AM p la ns EP A, O EP PC , I A, R &D , L oc al G ov t., D R M N AP U ni t Th re e IC AM p la ns c om pl et ed w ith in a y ea r a nd im pl em en ta tio n of k ey s tra te gi es s ta rte d in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 3r d Q ua rte r 2 01 0 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 59 O b je ct iv e 6 .4 : S tr e n g th e n t e ch n ic a l s ki lls fo r m o n ito ri n g c o a st a l s ys te m s to s tr e n g th e n m a n a g e m e n t o f c o a st a l a re a s in r e st o ri n g it s e co lo g ic a l a n d e n vi ro n m e n ta l r e si lie n ce O u tp u t: S ki lls e xi st fo r e ffe ct iv e in te g ra te d c o a st a l m a n a g e m e n t a n d p la n n in g t o r e d u ce d is a st e r ri sk A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 6. 4. 1 D ev el op a nd im pl em en t t ar ge te d on th e jo b tra in in g on c oa st al e co sy st em m on ito rin g a) Es ta bl is h a na tio na l c oa st al m on ito rin g te am (C M T) (l in ke d to 6 .3 .1 (a )) b) As se ss th e ca pa ci ty o f t he C M T an d de ve lo p ap pr op ria te tr ai ni ng p ro gr am c) Ac qu ire m on ito rin g eq ui pm en t f or c om pl ia nc e m on ito rin g, fi el d su rv ey a nd lo ng te rm m on ito rin g d) D es ig n a lo ng te rm n at io na l m on ito rin g pr og ra m th ro ug h on th e jo b tra in in g fo cu si ng o n ke y co as ta l n at ur al a nd s oc io e co no m ic s ys te m s re pr es en ta tiv e of M ar sh al l I sl an ds e) C on du ct tr ai ni ng o n fie ld m on ito rin g, d at a m an ag em en t a nd in te rp re ta tio n an d in te ch ni ca l/s ci en tif ic re po rt w rit in g an d di ss em in at io n to d ec is io n m ak er s an d th e pu bl ic EP A, O EP PC , R &D , D R M N AP U ni t C ap ac ity o f s ci en tif ic m on ito rin g of s ta te o f t he co as ta l e co sy st em s st re ng th en ed , a s ev id en t in th e re gu la r m on ito rin g re po rts re le as ed 3r d Q ua rte r 2 01 1 O b je ct iv e 6 .5 : Im p ro ve e n fo rc e m e n t o f c o a st a l m a n a g e m e n t re g u la tio n s O u tp u t: Im p ro ve d c o m p lia n ce w ith d is a st e r ri sk r e d u ct io n a n d e n vi ro n m e n ta l r e g u la tio n s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 6. 5. 1 P ro vi de tr ai ni ng o n re gu la tio ns fo r m an ag in g co as ta l e co sy st em s, c oa st al na tu ra l a nd m an m ad e ha za rd s an d on o th er re gu la tio ns re le va nt fo r su st ai na bl e de ve lo pm en t o f t he c oa st al ar ea fo r e nf or ce m en t a ge nc ie s a) D ev el op re le va nt tr ai ni ng p ro gr am a nd m at er ia l b) C on du ct th e tra in in g pr og ra m c) Pr om ot e pu bl ic a w ar en es s of th e re gu la tio ns d) In iti at e di al og ue w ith th e AG 's O ffi ce a nd P SC e) D ev el op /e xt en d JO D o f a nd A G s ex is tin g st af f EP A, O EP PC , R &D , I A, L oc al G ov t., A G 's O ffi ce , D R M N AP U ni t Le ve l o f a w ar en es s an d co m pl ia nc e im pr ov ed as in di ca te d by th e nu m be r o f n on c om pl ia nc e ca se s re po rte d in a y ea r 1s t Q ua rte r 2 01 1 6. 5. 2 A pp oi nt d ed ic at ed e nv iro nm en ta l pe rs on ne l i n th e At to rn ey G en er al 's O ffi ce Ti m el y pr os ec ut io n of n on c om pl ia nc e 6. 5. 3 F ac ilit at e re gu la r c on su lta tio n m ee tin gs be tw ee n la nd ow ne rs , p riv at e se ct or an d re gu la to ry a ge nc ie s � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 60 O b je ct iv e 6 .6 : M o re e ffe ct iv e p u b lic a w a re n e ss p ro g ra m s fo cu si n g o n t h e li n ka g e s b e tw e e n c o a st a l d e g ra d a tio n a n d d is a st e r vu ln e ra b ili ty O u tp u t: G re a te r su p p o rt a n d p a rt ic ip a tio n o f t h e p u b lic in m a n a g e m e n t o f t h e c o a st a l a re a s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 6. 6. 1 D ev el op a w el l-c oo rd in at ed a nd in no va tiv e pu bl ic a w ar en es s pr og ra m a) Pr ep ar e TA T O R to u nd er ta ke a ss es sm en t o f e xi st in g pr og ra m s b) As se ss e xi st in g pr og ra m s an d co ns ul t w ith a ge nc ie s th at p ro vi de re le va nt pr og ra m s an d th e pu bl ic c) D es ig n a pr og ra m in vo lv in g al l k ey s ta ke ho ld er s at th e na tio na l l ev el lo ca l G ov er nm en t, N G O s, tr ad iti on al le ad er s an d la nd ow ne rs d) Se cu re fi na nc in g fo r t he n ex t t hr ee y ea rs e) Im pl em en t t he p ro gr am in c ol la bo ra tio n w ith N G O s an d tra di tio na l l ea de rs f) M on ito r t he im pa ct s of th e pr og ra m EP A, E O PP C , N EM C O , R &D , IA , L oc al G ov t., D R M N AP U ni t, C ou nc il of Ir oj i Le ve l o f a w ar en es s be fo re a nd a fte r im pl em en ta tio n ar e m on ito re d th ro ug h an nu al re po rti ng 4t h Q ua rte r 2 01 0 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 61 O b je ct iv e 7 .1 : S tr e n g th e n lo ca l c a p a ci ty fo r fo o d p ro d u ct io n a n d p re se rv a tio n a s a m e a n s in cr e a se e co n o m ic s e lf re lia n ce a n d d e cr e a si n g d e p e n d e n cy o n t h e m a in la n d d u ri n g p e ri o d s o f i so la tio n c a u se d b y n a tu ra l h a za rd s O u tp u t: In cr e a se d le ve ls o f l o ca l f o o d p ro d u ct io n a n d p re se rv a tio n A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 7. 1. 1 As se ss s co pe fo r i nc re as ed lo ca l f oo d pr od uc tio n an d pr es er va tio n a) C on du ct a s ur ve y on th e ex te nt o f l oc al fo od p ro du ct io n an d th e co ns um pt io n of im po rte d fo od s in O ut er Is la nd s b) C on su lt w ith k ey s ta ke ho ld er s on th e op po rtu ni tie s to in cr ea se th e pr od uc tio n an d co ns um pt io n of lo ca l f oo ds c) D ev el op p ro gr am to in cr ea se fa rm in g pr od uc tiv ity a nd fo od p ro du ct io n fo r t he O ut er Is la nd s IA , L oc al G ov t., R &D , C M I, D em on st ra tio n Fa rm , C ha m be r of C om m er ce a nd D R M N AP U ni t Ac tio n st ra te gi es fo r i nc re as in g fa rm in g pr od uc tiv ity a nd fo od p ro du ct io n 1s t Q ua rte r 2 01 1 7. 1. 2 Id en tif y an d im pl em en t k ey p ra ct ic al st ra te gi es fo r i nc re as in g an d di ve rs ify in g lo ca l f oo d pr od uc tio n a) Im pl em en t a d em on st ra tio n pr oj ec t i n ea ch O ut er Is la nd (s et u p ph as e) b) C on du ct tr ai ni ng o n co m po st in g, c ol le ct io n of s ee dl in gs /p la nt in g m at er ia l, pe st co nt ro l, w at er m an ag em en t f or fa rm in g et c. c) O n go in g su pp or t a nd m on ito rin g In cr ea se d va rie ty o f f ru it tre es a nd fo od c ro ps gr ow n in th e O ut er Is la nd s 7. 1. 3 C on du ct p ub lic a w ar en es s pr og ra m s ab ou t t he li nk b et w ee n lo ca l f oo d pr od uc tio n an d di sa st er v ul ne ra bi lit y a) C on du ct a w ar en es s ra is in g w or ks ho p re ga rd in g th e lin k be tw ee n lo ca l f oo d pr od uc tio n an d vu ln er ab ilit y to d is as te rs in O ut er Is la nd s W or ks ho p ev al ua tio n re po rt co m pl et ed a nd us ed to d es ig n fu rth er a w ar en es s pr og ra m s G oa l 7 : R ed u ce e co n om ic d ep en d en cy o f th e O u te r Is la n d s O u tc om e: I m p ro ve d O u te r Is la n d r es ili en ce t o h az ar d s � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 62 O b je ct iv e 7 .2 : S tr e n g th e n a n d d iv e rs ify in co m e g e n e ra tin g a ct iv iti e s fo r O u te r Is la n d e rs a s a m e a n s to r e d u ce v u ln e ra b ili ty t o d is a st e rs O u tp u t: G re a te r re si lie n ce d u e t o d iv e rs ifi e d li ve lih o o d s a n d in co m e s o u rc e s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 7. 2. 1 R ev ie w c ur re nt in co m e ge ne ra tin g ac tiv iti es o n O ut er Is la nd s an d id en tif y al te rn at iv e fin an ci al ly v ia bl e in co m e ge ne ra tin g ac tiv iti es s ui ta bl e fo r l oc al co nd iti on s (A s pa rt of s tu dy in 7 .1 .1 (a ) – in cl ud e in co m e ge ne ra tin g ac tiv iti es ) IA , L oc al G ov t., R &D , C M I, C ha m be r o f C om m er ce a nd D R M N AP U ni t R ef er 7 .1 .1 (a ) 1s t Q ua rte r 2 01 1 7. 2. 2 Id en tif y ke y co ns tra in ts to a lte rn at iv e in co m e ge ne ra tin g ac tiv iti es a nd de ve lo p ap pr op ria te re sp on se st ra te gi es , i nc lu di ng g ro up s av in gs a nd m ic ro c re di t s ys te m s a) Th ro ug h th e re vi ew a bo ve , i de nt ify k ey c on st ra in ts b) Su bm it re po rt on k ey c on st ra in ts to S ec re ta ry o f R &D , f or c on si de ra tio n an d ac tio n c) D ev el op a pp ro pr ia te re sp on se s tra te gi es Ti m el y co m pl et io n of th e re sp on se s tra te gi es 7. 2. 3 D ev el op p ro gr am to p ro m ot e al te rn at iv e in co m e ge ne ra tin g ac tiv iti es , i nc lu di ng d ev el op in g ca pa ci ty in s m al l b us in es se s by e xt en di ng S m al l Bu si ne ss D ev el op m en t P ro gr am to O ut er Is la nd s a) In co rp or at e th e im po rta nc e of a lte rn at iv e an d di ve rs e in co m e ge ne ra tin g ac tiv iti es to d is as te r v ul ne ra bi lit y in th e Sm al l B us in es s D ev el op m en t P ro gr am fo r O ut er Is la nd s b) C on du ct a pp ro pr ia te tr ai ni ng Th re e sm al l B us in es s D ev el op m en t T ra in in g co m pl et ed in th e O ut er Is la nd s fo llo w in g th e co m pl et io n of 7 .2 .3 (a ) O b je ct iv e 7 .3 : R e d u ce r e lia n ce o n o ff is la n d e n e rg y so u rc e s fo r O u te r Is la n d s b y d e ve lo p in g o n is la n d r e n e w a b le e n e rg y so u rc e s O u tp u t: A ffo rd a b le a n d m o re r e lia b le s u p p ly o f e n e rg y A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 7. 3. 1 R ev ie w c ur re nt re ne w ab le e ne rg y pr od uc tio n pr ac tic es in O ut er Is la nd s a) (A s pa rt of s tu dy in 7 .1 .1 (a ) – in cl ud e re ne w ab le e ne rg y po te nt ia l) b) As se ss th e sc op e fo r i m pl em en tin g re ne w ab le e ne rg y in O ut er Is la nd s IA , L oc al G ov t., R &D , C M I, R O C D em on st ra tio n Fa rm , C ha m be r of C om m er ce a nd D R M N AP U ni t R ef er 7 .1 .1 (a ) 1s t Q ua rte r 2 01 1 7. 3. 2 S up po rt an d st re ng th en e xi st in g in iti at iv es a im ed a t t he lo ca l p ro du ct io n of b io fu el d er iv ed fr om c oc on ut o il in O ut er Is la nd s a) R ai se a w ar en es s on th e im po rta nc e of th e us e of b io fu el s in te rm s of vu ln er ab ilit y to d is as te rs b) R ai se a w ar en es s on th e im po rta nc e of th e us e of s ol ar e le ct rif ic at io n in te rm s of v ul ne ra bi lit y to d is as te rs R el ev an t a w ar en es s pr og ra m s co m pl et ed be fo re 3 rd Q ua rte r 2 01 1 7. 3. 3 S up po rt an d st re ng th en e xi st in g in iti at iv es a im ed a t t he u se o f s ol ar el ec tri fic at io n in O ut er Is la nd s R el ev an t a w ar en es s pr og ra m s co m pl et ed be fo re 3 rd Q ua rte r 2 01 1 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 63 O b je ct iv e 8 .1 : B u ild t h e k n o w le d g e b a se fo r d e ci si o n m a ke rs a t a ll le ve ls ( n a tio n a l a n d lo ca l G o ve rn m e n t; la n d o w n e rs e tc ) re g a rd in g t h e li n k b e tw e e n la n d u se a n d s e tt le m e n t p la n n in g a n d v u ln e ra b ili ty t o d is a st e rs O u tp u t: D e ci si o n m a ke rs m o re r e ce p tiv e t o n e e d fo r b u ild in g c o d e s a n d fo rm a liz e d p la n n in g A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 8. 1. 1 R ev ie w th e cu rre nt s itu at io n re ga rd in g to la nd u se a nd s et tle m en t p la nn in g an d vu ln er ab ilit y to d is as te rs a) Pr ep ar e TA T O R to c ar ry o ut th e st ud y on c ur re nt a rra ng em en ts fo r l an d us e an d bu ild in g co de s an d ho w b es t t o in tro du ce m or e fo rm al iz ed a pp ro ac he s b) C om m is si on a s tu dy o n th e cu rre nt s itu at io n co nc er ni ng la nd u se s et tle m en t pl an ni ng a nd b ui ld in g co de s, in re la tio n to v ul ne ra bi lit y to d is as te rs c) R ai se a w ar en es s th ro ug h sh ar in g th e re su lts o f t he s tu dy w ith k ey G ov er nm en t M in is tri es , L oc al G ov er nm en t o ffi ci al s, L an d ow ne rs a nd C ou nc il of Ir oj i C SO , P ub lic W or ks , A G s O ffi ce , Pr iv at e se ct or (B an ks , C ha m be r of C om m er ce , C on st ru ct or s et c) , Lo ca l G ov t., C ou nc il of Ir oj i, IA (in cl . H PO ), M oH , D R M N AP U ni t, EP PS O , N G O s, E PA , W SO St ra te gi es fo r i nt ro du ci ng la nd u se p la nn in g an d bu ild in g co de s ar e es ta bl is he d in th e fir st th re e ye ar s of D R M N AP im pl em en ta tio n 1s t Q ua rte r 2 00 9 8. 1. 2 D ev el op a c oo rd in at ed p ub lic aw ar en es s pr og ra m re ga rd in g th e lin k be tw ee n la nd u se a nd s et tle m en t pl an ni ng a nd v ul ne ra bi lit y to d is as te rs fo r M ar sh al l I sl an ds a) C on du ct w or ks ho ps to ra is e aw ar en es s at th e Pa rli am en ta ria n le ve l b) St re ng th en e xi st in g pu bl ic o ut re ac h pr og ra m s e. g. th ro ug h m ob ile te am s, to in cl ud e th e lin k be tw ee n un pl an ne d se ttl em en t a nd v ul ne ra bi lit y c) D ev el op tr ai ni ng m at er ia l r el at in g to s af e bu ild in g co de s an d zo ni ng a im ed a t th e co m m un ity le ve l d) Pr ov id e tra in in g to c om m un iti es o n th e ap pl ic at io n of s af e bu ild in g co de s, pr ot ot yp e bu ild in gs e tc . e) C on du ct a dv er tis in g ca m pa ig ns a im ed a t u rb an p op ul at io ns o n th e im po rta nc e of a de qu at e zo ni ng , b ui ld in g co de s an d vu ln er ab ilit y to d is as te rs f) C on du ct w or ks ho ps in u rb an a re as a im ed a t t he u rb an p op ul at io n on th e im po rta nc e of a de qu at e zo ni ng , b ui ld in g co de s an d vu ln er ab ilit y to d is as te rs Le ve l o f a w ar en es s an d re ce pt iv en es s to la nd us e pl an ni ng a nd b ui ld in g co de s in cr ea se s af te r t he a w ar en es s ca m pa ig n pr og ra m s G oa l 8 : Im p ro ve u n d er st an d in g o f th e lin ka g es b et w ee n z on in g , b u ild in g c od es a n d v u ln er ab ili ty t o d is as te rs O u tc om e: D ec is io n m ak er s an d p u b lic m or e re ce p ti ve t o th e n ee d f or a d eq u at e zo n in g a n d b u ild in g c od es in r ed u ci n g vu ln er ab ili ty � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 64 O b je ct iv e 8 .2 : S tr e n g th e n t h e r o le o f t h e p ri va te s e ct o r in e n su ri n g t h e a d o p tio n o f a s a fe a n d r is k se n si tiv e b u ild in g p ra ct ic e s a n d b u ild in g c o d e fo r d is a st e r p ro o f b u ild in g s O u tp u t: P u b lic m o re r e ce p tiv e t o n e e d fo r la n d u se a n d s e tt le m e n t p la n n in g a n d b u ild in g c o d e s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 8. 2. 1 Ac tiv el y en co ur ag e le nd in g in st itu tio ns to in cl ud e bu ild in g co de re qu ire m en ts in h om e lo an a pp lic at io ns a) D ev el op a p ilo t s tu dy to d em on st ra te th e be ne fit s of s af e bu ild in g co de s b) R ai se p riv at e se ct or (l en di ng in st itu tio ns a nd c on st ru ct io n co m pa ni es ) aw ar en es s of th e be ne fit s of a pp ly in g ad eq ua te b ui ld in g co de s C SO , P ub lic W or ks , C ha m be r o f C om m er ce , L en di ng In st itu tio ns , M in is try o f F in an ce , B an ki ng C om m is si on , C on st ru ct io n co m pa ni es , m ed ia , D R M N AP U ni t, D on or s Ag re em en ts w ith p riv at e se ct or a nd le nd in g in st itu tio ns e st ab lis he d an d ap pl ie d 3r d Q ua rte r 2 01 0 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 65 O b je ct iv e 9 .1 S tr e n g th e n e xi st in g c a p a ci ty fo r ra is in g p u b lic a w a re n e ss o f D R M O u tp u t: Im p ro ve d c a p a ci ty fo r st a g in g c o o rd in a te d D R M p u b lic a w a re n e ss c a m p a ig n s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 9. 1. 1 R ev ie w e xi st in g ca pa ci ty fo r r ai si ng pu bl ic a w ar en es s of D R M . a) D ev el op T O R fo r t he re vi ew a nd a pp oi nt c on su lta nt b) C on du ct re vi ew c) D is se m in at e re su lts IA , L oc al G ov t., N EM C O , D R M N AP U ni t R ev ie w re po rt e xi st s 2n d Q ua rte r 2 00 8 9. 1. 2 P ro vi de tr ai ni ng in c om m un ic at io n an d m ed ia s ki lls fo r a ll ag en ci es th at en ga ge in p ub lic a w ar en es s fo r D R M a) Id en tif y an d ap po in t a pp ro pr ia te tr ai ne rs b) D es ig n an d de ve lo p co ur se a nd m at er ia ls c) D el iv er tr ai ni ng w or ks ho p( s) Tr ai ni ng w or ks ho ps h av e ta ke n pl ac e O b je ct iv e 9 .2 D e ve lo p a D R M k n o w le d g e b a se a s a r e so u rc e fo r d e ve lo p in g p u b lic a w a re n e ss p ro g ra m m in g m a te ri a l O u tp u t: U p t o d a te a n d e a si ly a cc e ss ib le D R M k n o w le d g e b a se A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 9. 2. 1 E st ab lis h a ‘o ne s to p’ re so ur ce c en te r fo r i nf or m at io n on D R M a) M an ag e an d m ai nt ai n re so ur ce c en tre IA , L oc al G ov t., N EM C O , D R M N AP U ni t D R M in fo rm at io n ce nt re e st ab lis he d an d re so ur ce d 1s t Q ua rte r 2 00 9 9. 2. 2 E st ab lis h an d ac tiv el y m ai nt ai n a D R M w eb si te a nd o th er p ub lic co m m un ic at io n to ol s a) D ec id e on in iti al c on ce pt d es ig n an d pr ep ar e te nd er d oc um en t b) D es ig n an d de ve lo p w eb si te c) Ac tiv el y m ai nt ai n w eb si te W eb si te e st ab lis he d an d ru nn in g G oa l 9 : R ai se t h e aw ar en es s of D R M a m on g st t h e p u b lic O u tc om e: P u b lic a re b et te r in fo rm ed o f n at io n al a n d O u te r Is la n d D R M is su es � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 66 O b je ct iv e 9 .3 D e ve lo p a n d im p le m e n t a n o n g o in g D R M e d u ca tio n a n d a w a re n e ss p ro g ra m t h ro u g h t h e fo rm a l e d u ca tio n s ys te m O u tp u t: G re a te r p u b lic a w a re n e ss o f D R M is su e s A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 9. 3. 1 In te gr at e D R M in to th e sc ho ol cu rri cu lu m a) Es ta bl is h C ur ric ul um D ev el op m en t T as k Fo rc e on is la nd b) Id en tif y an d co m m is si on c ur ric ul um d ev el op m en t s pe ci al is t w ith D R M kn ow le dg e to d es ig n D R M c ur ric ul um in te gr at io n pl an c) C on su lta nt to d ev el op re so ur ce s (te ac he rs m an ua l a nd s tu de nt s w or kb oo k) d) Tr an sl at io n of m at er ia ls in to M ar sh al le se e) Pr in tin g of m at er ia ls f) Te ac he r t ra in in g in D R M m od ul es g) Tr ia l i n sc ho ol s w ith a ss es sm en t f or fu tu re p ro gr am im pr ov em en t M oE , N EM C O , D R M N AP U ni t Tr ia l p ro gr am c om pl et ed a nd im pl em en ta tio n co nt in ue s 3r d Q ua rte r 2 01 0 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 67 O b je ct iv e 1 0 .1 : E n su re t h a t D R M N A P im p le m e n ta tio n is e ffe ct iv e ly m a n a g e d O u tp u t: Im p a ct o f D R M N A P im p le m e n ta tio n is d o cu m e n te d a n d D R M N A P r e le va n ce t o e m e rg in g a n d p ri o ri ty c h a lle n g e s is m a in ta in e d . A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 10 .1 .1 E st ab lis h an d eq ui p a D R M N AP im pl em en ta tio n un it a) R ec ru it te ch ni ca l e xp er t t o su pp or t a c en tra l i m pl em en ta tio n co or di na tio n un it b) Id en tif y sp ec ifi c ob je ct iv es fo r t he u ni t a nd d ev el op a pp ro pr ia te o pe ra tin g gu id el in es to fa ci lit at e un it op er at io ns a nd th e re la tio ns o f t he u ni t t o ot he r k ey bo di es (e .g . N D C , D R M T as k Fo rc e et c. ) c) Id en tif y st af f a nd re so ur ce re qu ire m en ts d) Pr oc ur e ne ce ss ar y eq ui pm en t a nd s ec ur e of fic e sp ac e e) U nd er ta ke re cr ui tm en t f or a dd iti on al u ni t p os iti on s as p er jo b de sc rip tio ns de ve lo pe d C SO , E PP SO , A G ’s O ffi ce , M in is try o f F in an ce , N EM C O Ti m el y es ta bl is hm en t o f N AP im pl em en ta tio n un it w ith th e ca pa ci ty to s ta rt N AP im pl em en ta tio n 1s t Q ua rte r 2 00 9 10 .1 .2 M an ag e an d op er at e th e D R M N AP im pl em en ta tio n un it a) D ev el op T O R a nd jo b de sc rip tio ns fo r a ll st af f o f t he D R M N AP im pl em en ta tio n un it b) R ec ru it th e Te ch ni ca l E xp er t/P ro je ct M an ag er c) R ec ru it Pu bl ic A ffa irs /C om m un ic at io ns A dv is er d) R ec ru it Ad m in is tra tiv e As si st an t e) Im pl em en t c om m un ic at io ns s tra te gy f) U nd er ta ke tr av el to s up po rt N AP a w ar en es s as a nd w he n re qu ire d Ti m el y re cr ui tm en t o f N AP im pl em en ta tio n un it pe rs on ne l N AP u ni t i s op er at io na l O b je ct iv e 1 0 .2 : E n su re t h a t D R M N A P is e ffe ct iv e ly m o n ito re d a n d e va lu a te d O u tp u t: D R M N A P r e le va n ce t o e m e rg in g a n d p ri o ri ty c h a lle n g e s is m a in ta in e d A ct io n s S u b A ct io n s R e sp o n si b le A g e n ci e s A ct io n In d ic a to rs S ta rt D a te 10 .2 .1 E st ab lis h an e ffe ct iv e m on ito rin g an d ev al ua tio n m ec ha ni sm a) D ev el op o ut pu ts a nd re su lts b as ed in di ca to rs b) Pr ov id e re gu la r r ep or tin g on p ro gr es s ag ai ns t i nd ic at or s to th e N ap T as k Fo rc e, N D C a nd o th er re le va nt s ta ke ho ld er s c) D ev el op N AP b rie fs h ig hl ig ht in g pr og re ss o n im pl em en ta tio n an d em er gi ng is su es D R M N AP U ni t M & E in di ca to rs d ev el op ed a nd a pp ro ve d R eg ul ar re po rti ng p ro vi de d on p ro gr es s of N AP im pl em en ta tio n 1s t Q ua rte r 2 00 9 G oa l 1 0 : D R M N A P im p le m en ta ti on a n d im p ac t is m on it or ed a n d r ev ie w ed o n a r eg u la r b as is O u tc om e: T h e D R M N A P is e ff ec ti ve ly im p le m en te d a n d k ep t u p t o d at e � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 68 Cook Islands 2009 – 2015 Table of Marshall Islands DRM NAP Country Engagements ANNEX 1 NAP Stage Objective Outcome 1. High Level Advocacy Team Visit 5th – 8th December 2006 To obtain high-level Government/political • support for disaster risk management mainstreaming HE President Kessai Note • formally requested the support of the Pacific DRM Partnership Network to assist Marshall Islands with the development and implementation of a DRM National Action Plan (NAP) A DRM NAP Reference Group • appointed by Cabinet 2. Country Engagement 1 – NAP Pre-Planning with Marshall Islands Government 23rd – 27th April 2007 To identify key counterparts for the DRM • NAP development and implementation process To develop a forward program to facilitate • DRM NAP development A DRM NAP Reference Group • appointed by the Chief Secretary DRM NAP development process • confirmed with the Task Force 3. Country Engagement 2 – Situation Analysis; Stakeholder Workshops; DRM NAP Matrix Development 23rd May – 8th June 2007 To develop a Situation Analysis (or profile) • of the Marshall Islands highlighting existing cross sectoral developments relevant to DRM and key features of the national planning & budgeting process To determine stakeholder perspectives on • the key DRM issues in Marshall Islands To develop a matrix of key national DRM • priorities to address issues identified in the Situation Analysis and stakeholder workshops Situation Analysis developed and • used to inform the DRM NAP matrix Stakeholder views obtained and • used to inform the DRM NAP matrix DRM NAP matrix developed• 4. Country Engagement 3 – Development of a Provisional Implementation Program to Support the DMR NAP To identify the resource requirements and • indicative costs of implementing the DRM NAP matrix To develop an implementation approach • including an implementation structure, financing strategy, communications strategy Resource requirements and costs • for DRM NAP implementation determined Implementation arrangements • developed � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 69 2009 – 2015 Cook Islands DRM NAP Task Force (TF) Members ANNEX 2 NAME ORGANIZATION Jorelik Tibon Task Force Chair, Deputy Chief Secretary, Marshall Islands Government Reginald White Majuro Weather Services Carl Hacker Economic Planning Policy & Statistics (EPPS) Steve Wakefield Majuro Energy Co. Alington Robert Water & Sewer Co. Clement Capelle National Emergency Management & Coordination Office (NEMCO) Ted Z. Tarkwon (or Abraham Hicking) Environmental Protection Agency Alex Henry PSC Julie Affleck NZAID Sandy Alfred Ministry of Health Yumi Crisostomo Office of Environmental Policy and Coordination (OEPPC) Richard A. Bruce Ministry of Education Smith Ysawa Safety and Public Works Antonio Eliu Office of the Chief Secretary George Lanwi Police Commissioner – responsible for Fire Justina Langidrik Ministry of Health – 0Secretary � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 70 Cook Islands 2009 – 2015 Stakeholders Consulted in Preparing the Situational Analysis ANNEX 3 Mr Casten Nemra, Chief Secretary Mr Jorelik Tibon, Deputy Chief Secretary Mr Reginald White, Director, Weather Office Mr Clement Capelle, Director NEMCO Mr Antonio Eliu, CEO Office Mrs Biram Stege, Secretary of Education Mr Cassiano Jetnil, Ministry of Education Mr Carl Hacker, Director, EPPSO Mr Smith Ysawa, Secretary of Public Works Mr Lowell Alik, Acting Director, OEPPC Mr Bermen Laukon, Assistant Manager, MEC Mr John Bungitak, General Manager, EPA Mrs Justina Langidrik, Secretary of Health Mr Terry Mellan, Acting Manager, MWSC Mr Arlington Robert, Assistant Manager, MWSC Mr Jefferson Barton, Secretary of Finance Mr Manono Dawoj, Assistant Secretary, Ministry of Internal Affairs Mr Wilbur Allen, Secretary for Transportation and Communications Mr George Lanwi, Commissioner, Public Safety Mr Dan Fitzpatrick, General Manager, AMI Mr Ron Cenicola, Assistant General Manager, NTA Mr Jack Chong Gum, Director, Ports Authority Mrs Viola Chong Gum, Secretary of Foreign Affairs Ms Kino Kabua, Undersecretary, Asia/Pacific Affairs � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 71 2009 – 2015 Cook Islands List of Participants at the DRM National Stakeholders Workshop ANNEX 4 NAME ORGANIZATION Roger Cooper Majuro Waste Co. Neal Skinner EZ Price Mart, Uliga, Majuro Carlos Domnick Awil Development, TNC Joseph Jorlang Ebon Atoll, Delap, Majuro Wallace Peter T & L, Majuro Terry Sasser Mission Pacific, Majuro, Laura Jisam Kaisha MAL. GOY, Delap Mellisa Kramer PII, Rairok, Majuro Elmer Langbati DCA, Airport Jabukja Aikne Farmer’s Association, Laura Abraham Hicking RMI EPA, Majuro Sultan Korean Bank of Marshall, Majuro Abon Jeadrink Chief Sec and PSC, Ebeye Jeuwarick H. Anton Mayor , Delap, Majuro Jefferson Banton Finance, Rairok, Majuro Lenn N. Lenja Mayor, Local Gov’t Nelson J. Akeang Internal Affairs Imang Chong Gum Public Works Roland Cawin Mayor, Ebeye Ekcon Note KBE, Bikini Wilson Jibbwa Iyae, Mayor’s Office Reginald White Weather Service Clement Capelle NEMCO Heldan Adam Laura Farmers Association Jokla Titus AALG, Ailinlaplap Atoll NAME ORGANIZATION Norman Splittstoessen DCA, Majuro Alington Robert Majuro Water Matthew B. Holly MI Aquatics, Uliga Wilbur Heine MOH, Majuro Edgar Eddie Adiniwin Air Marshall Jeferry Aneo RMI Ports Authority Kone Ankein RMI Ports Authority Esther Jekkein MOE, Delap James Matayoshi Rongelap Local Gov’t James Capelle Likiap Local Gov’t Cradle Alfred Ailuk Local Gov’t Hemely Bajo Jalwit Laninruj Abon RMIPA Jekta Gideon Public Works George Lanwi DPS Helias Ned Mayor, Delap McAvoy Espern Utrok Atoll, Local Gov’t Brad Lamille MISSA Tommy Jibok Kili/Bikini/Ejit Local Gov’t Laurence Edwards Churches, Long Is Raymer De Brum Likiep Atoll Roni Bokmej Farmer, Laura Anko Jekkein Mayor, Dalap Jonnel Loeak Kili Island Local Gov’t � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 72 Cook Islands 2009 – 2015 List of PPN Members that provided Technical Assistance to the Government of the Marshall Islands ANNEX 5 Pacific Islands Applied Geoscience Commission (SOPAC) Mosese Sikivou, Manager Community Risk Programme Dr Netatua Pelesikoti, Sustainable Development Adviser Pacific Islands Forum Secretariat (PIFS) Dr Padma Lal, Sustainable Development Adviser Moortaza Jiwanji, Natural Resource and Environmental Economist United Nations Development Programme Pacific Centre (UNDP PC) Peter Muller, Natural Disaster Reduction & Transition Specialist Herman Timmermans, Disaster Risk Management Advisor Ruth Lane, Crisis Prevention and Recovery Officer Secretariat of the Pacific Community Catherine Ammon, PRIPPP - SPC Pohnpei Office East West Center Meril Fujiki, Seminars Development Coordinator Dee Dee Letts, President, Resolutions Hawai’i Consultant Adviser Chris Piper, Director, TorqAid � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary 73 2009 – 2015 Cook Islands List of Key Documentation ANNEX 6 National Development Plans 1st Five-Year National Development Plan (1986-1991) 2nd Five-Year National Devlopment Plan (1991-1996) 3rd Five-Year National Development Plan (1996-2001) National Biodiversity Strategy and Action Plan – 1999 Strategic Economic Development Plan (SEDP) – 2001 Energy Policy and Plan – 2001 Outer Islands Development Plan Outer Islands Energy Plan RMI Government. RMI Strategic Development Plan Framework (2003-2018) RMI Government. RMI Revised Compact Proposal. 2002 US Government. Compact of Free Association Amendments Act of 2003 DRM Legislation and Reports RMI Government. 1987. Emergency Assistance Act and Disaster Assistance Act FEMA 1992. Hazard Mitigation Report for Tropical Storms in the RMI FEMA/RMI Government 1994. Hazard Mitigation Administrative Plan for the RMI RMI Government 1997. Revised National Disaster Plan RMI Government 1998. National Hazard Mitigation Plan RMI Government 2000. Disaster Mitigation Act RMI Government 2003. Disaster Preparedness and Mitigation Act NDMC/NDMO 2004. Policy, Plans, Programmes and Projects for Emergencies and Disasters RIS Consulting 2005. A Review of Disaster Mitigation Plan Arrangements RMI Government 2005. Standard Mitigation Plan (2005-2007) Medigan, A. 2005. A Review of Disaster & Mitigation Plan Arrangements and alignment with the Pacific Framework for Action 2005 – 2015. � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T 74 A Collaboration between the National Task Force for Disaster Risk Management and the Office of the Chief Secretary Ministry of Public Works 2005. Infrastructure development and maintenance plan: scope of work fy2004 – fy2006 Economic Policy Planning and Statistics Office (EPPSO) 2006. RMI Drought Mitigation: Completion of Outer Island Water Catchment Project Social and Economic Studies/Reports Crawford, M.J., 1992. Republic of the Marshall Islands. State of the Environment Report. The National Biodiversity Team of the Republic of the Marshall Islands 2000. The Marshall Islands – Living Atolls Amidst the Living Sea. The National Biodiversity Report of the Republic of the Marshall Islands Office for Environmental Policy and Planning Coordination 2000. RIO+10 RMI National Report to the World Sustainable Development Summit Ministry of Resources and Development, MEC, EPPSO, 2004. ADMIRE: Acting for the Development of Marshall Islands Renewable Energy Pelesikoti, N., Webb, A., & Booth., S., 2006. EU-SOPAC (EDF9) Project Reducing Vulnerability of Pacific ACP States: Republic of the Marshall Islands – Proceedings of the 1st Multi-stakeholder Consultations, Ministry of Foreign Affairs, Conference Room, Majuro, 29th November – 3rd December 2004: EU-SOPAC Project Report 68. 51p RMI Statistical Yearbook, 2004: Chapter 2 – MDGs RMI Statistical Yearbook, 2004: Chapter 3 – Health RMI Statistical Yearbook, 2004: Chapter 4 – Education RMI Statistical Yearbook, 2004: Chapter 10 – Water and Energy RMI Statistical Yearbook, 2004: Chapter 12 – Environment RMI Statistical Yearbook, 2004: Chapter 14 – Tourism RMI Statistical Yearbook, 2004: Chapter 16 – Agriculture, Fisheries and Rural Development Presley, T., 2005. Effects of the 1998 drought on the freshwater lens in the Laura area, Majuro Atoll, Republic of the Marshall Islands. (US Dept. of the Interior & US Geological Survey) World Bank 2005. Human Development Review of the Pacific Islands: RMI (Draft) World Bank 2005. Opportunities to Improve Social Services in the Republic of the Marshall Islands ADB 2006. The Marshall Islands. Country Strategy and Program Update ADB 2006. Juumemmej. RMI. Social and Economic Report 2005 Economic Policy Planning and Statistics Office (EPPSO) 2006. Community Survey Report Economic Policy Planning and Statistics Office (EPPSO). 2006. International Best Practice and Specific Recommendations for Improving Economic and Social Development in the Republic of the Marshall Islands RMI Ministry of Education 2006. Strategic Plan 2007 – 2011 Graham, B., 2007. RMI Integrated Water Resource Management Diagnostic Report Marshall Islands Invasive Species Taskforce 2007. Strategic Action Plan 2007 – 2010 � N A TI O N A L A C TI O N P LA N F O R D IS A S TE R R IS K M A N A G E M E N T 75 � Government of the Republic of the Marshall Islands