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Disaster Management
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REPUBLIC OF KENYA
NATIONAL DISASTER MANAGEMENT POLICY OF KENYA
(FINAL DRAFT)
OCTOBER 2010
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FOREWARD Kenya is a particularly disaster prone country and the disaster risks often affect the most vulnerable people disproportionately. Climate change and conflicts are complicating disaster risks Kenya faces and the impact of these multiplier threats will likely be borne by the citizens of Kenya.
Disaster risks in Kenya take many forms, simply broken down into natural hazards such as floods and drought or human induced such as civil strife, acts of terrorism, industrial and transport accidents among others. Kenyans also face the threat of epidemics of emerging and re-emerging diseases such as spread of HIV/AIDS, H1N1 virus, Ebola and Malaria.
Over the years, disasters in Kenya have resulted in human suffering due to minimal or lack of preventive and mitigating measures put in place to minimize their effects. The seriousness of their frequencies, complexity, scope and severity of impact on humans and the environment provide the catalyst for this National Disaster Management Policy.
In 1993 the Government created a Relief and Rehabilitation unit and an Emergency Drought Recovery Project to address the consequences of frequent droughts in the country. The Drought Recovery Project was phased out in 1996 and in its place the Arid Lands Resource Management Project I was put in place to carry out drought monitoring and management activities in 10 arid districts in Northern Kenya. The Project (ALRMP II) was expanded in the year 2003 to cover 22 Arid and Semi-Arid districts. Another 6 districts have since been added to this project.
The Government of Kenya also established the National Disaster Operations Centre in early 1998 at the height of El-Nino induced floods. The Centre was tasked with monitoring the floods and coordinating logistics to assist the communities in the flood areas. The Centre has been retained to monitor disaster events on a 24-hour basis and to mobilize responses to the disaster affected areas.
Other stakeholders have also pursued a wide range of strategies and programme to respond to disasters in the country. All these initiatives, while well-meaning, have been undertaken in a relatively reactive and poorly coordinated manner outside a coherent policy framework.
This policy has been prepared to address this deficiency and has been developed through consultations with various key actors in the field of disaster risk management. The policy has been formulated taking into consideration the lessons learnt during the management of various disasters in the past.
The thrust of the Policy is to institutionalize disaster management and mainstream disaster risk reduction in the country’s development initiatives. This focus is in keeping with International and Regional initiatives as contained in the Yokohama Strategy and Plan of Action for a Safer World (1994), the Johannesburg Plan of Implementation issued at the World Summit on Sustainable Development (2002) and the targets set to achieve the Millennium Development Goals and finally the Hyogo Declaration and Hyogo Framework of Action 2005—2015;
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Building Resilience of Nations and Communities to Disasters as agreed upon during the World Conference on Disaster Reduction held in Kobe, Japan, January 2005.
At the regional level, AU/NEPAD has prepared an Africa Regional Strategy for Disaster Risk Reduction which was acknowledged at the AU Summit in July 2004. All these initiatives are aimed at enhancing disaster risk reduction to reduce the suffering of the communities and destruction of the environment. The Policy establishes, streamlines and strengthens disaster management institutions, coordination frameworks, partnerships, and regulations in Kenya.
Disaster management as viewed by this policy encompasses a full continuum from prevention, preparedness, relief and rehabilitation, back to mitigation and prevention. The Policy aims to increase and sustain resilience of vulnerable communities to hazards. This entails a radical shift from the short term relief responses to sustainable development and continual risk reduction and preparedness.
The Policy will go a long way in preserving life and minimizing suffering by providing sufficient and timely early warning information on potential hazards that may result in disasters. It will also aim to alleviating suffering by providing timely and appropriate response mechanisms for disaster victims.
The preparation of this Policy Paper has benefited from invaluable contribution from experts in various Ministries, organizations and notably the members of the Kenya National Platform for Disaster Risk Reduction. Our development partners notably the UNDP and World Vision also brought on board international disaster management experts who informed the final version of this Policy.
I take this opportunity to thank all individuals from various Ministries and Organizations for their contributions towards the realization of this National Disaster Management Policy for Kenya.
The full implementation of this Policy will contribute immensely to disaster risk reduction and by extension to poverty reduction and sustainable development in the country. Above all, the Policy will create a safe, responsive and disaster resilient society which will be key in sustaining the achievements of Vision 2030.
Hon. Esther M. Murugi, EGH, MP Minister of State for Special Programmes,
Office of the President
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Table of Contents REPUBLIC OF KENYA 1 NATIONAL DISASTER MANAGEMENT POLICY OF KENYA 1 (FINAL DRAFT) 1 FOREWARD 2 ANNEXES 7 ACKNOWLEDGEMENT 8
LIST OF ABBREVIATIONS ............................................................................................................................. 9 1. INTRODUCTION 12
1.1 Policy Objective .................................................................................................................................... 12 1.2 National, Regional and Global Context Summary ................................................................................ 12 1.3 Brief History of Policy Development ................................................................................................... 13 1.4 Key Policy Changes .............................................................................................................................. 14
2. APPROACH 16 2.1 Doctrine ................................................................................................................................................. 16 2.1.1 Comprehensive Disaster Risk Management ......................................................................................... 16 2.1.2 All Hazards Approach ........................................................................................................................... 16 2.1.3 Subsidiarity and Tiered Response ......................................................................................................... 17 2.1.4 Guiding Principles ................................................................................................................................ 17 2.1.5 International Treaties and Agreements ................................................................................................. 20 2.2 Code of Conduct ................................................................................................................................... 20 2.3 Policy Context ....................................................................................................................................... 22
3. INSTITUTIONAL FRAMEWORK 23 Figure 2 shows the overarching structure of disaster risk management bodies established and recognized by this policy within Kenya as well as linkages to critical external partners. ................................ 24 3.1 National Bodies ........................................................................................................................................... 24 3.1.1 National Executive (NE) ....................................................................................................................... 24 3.1.3 National Disaster Coordinating Committee (NDCC) .............................................................................. 27 3.1.4 Kenya National Platform for Disaster Risk Reduction (NPDRR) ........................................................ 27 3.1.5 National Disaster Management and Risk Reduction Directorates ........................................................ 28
3.1.5.1 Functions of MRDM Disaster Management and Risk Reduction Directorates 28
3.1.5.2 DM/DRR Directorate Staffing 31
3.16 Ministry/Department responsible for National Security(MRIS) ........................................................... 32 3.17 Ministry/Department responsible for Defence (MRD) ............................................................................. 33 3.1.8 Other Ministries .................................................................................................................................... 33 3.2 The County Government ............................................................................................................................. 34 The policy seeks to strengthen county government’s capability for effective and efficient disaster management. At present the counties do not have coordination mechanism and DRR framework to guide their initiatives. The county government, in mutual consultation with the MRDM shall develop an effective DRR coordination mechanism and framework. Coordination between various government organs at the county will be strengthened, capacity enhanced and other stakeholders incorporated. ............... 34 3.2.1 Role of the county governments in disaster risk management .............................................................. 34 County governments, through Governors, will be responsible for the following DRR functions: ................... 34 i. Ensure that DRR is a county priority with a strong institutional and coordination mechanism. All county policies, plans and initiatives should integrate DRR issues. ........................................................... 34
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ii. Develop or strengthen disaster preparedness mechanism for effective response at community level including but not limited to establishing strategic stockpiles, contingency Planning, search and rescue, First Aid, disaster recovery planning among others. ............................................................................ 34 iii. Develop disaster information data base, communication and dissemination strategy on county disaster risks and enhance early warning. ......................................................................................................... 34 iv. Ensure DRM is integrated into critical sectors including but not limited to health, construction, infrastructure, agriculture, environment and natural resources, county economic plans and physical planning. Mainstream climate change related risks. ......................................................................................... 34 v. Establish county disaster dissemination and education strategy including factoring DRR issues into county education system and community awareness strategy. .................................................................. 34 3.2.2 County Disaster Management Committees (CDMC) .............................................................................. 35 3.2.3 Sub County Disaster Management Committees (SCDMC) ..................................................................... 37 3.3 Civil Society Organizations .................................................................................................................. 38 3.4 Private Sector ........................................................................................................................................ 38 3.5 International Organisations ..................................................................................................................... 39 Roles of International Organizations ................................................................................................................ 39
4.0 RISK REDUCTION AND RESPONSE FUNCTIONS 40 4.1 Identifying, monitoring and assessing disaster risks and enhancement of early warning ........................... 40
4.1.1 Monitoring and analysis of disaster risks and vulnerability 40
4.1.2 People Centred–Early Warning 41
4.1.3 Disaster Information Management and Communication 41
4.1.4 Awareness raising and education 42
4.1.5 Disaster research 43
4.1.6 Adaptation to Climate Change 43
4.1.7 Environmental, Natural resource and land use Management 44
4.1.8 Mitigation through development 44
4.1.9 Vulnerability reduction through development and social programmes 45
4.2 Disaster Preparedness and response ............................................................................................................ 46 4.2.1 Sectoral disaster Contingency Plans ..................................................................................................... 46 4.2.2 Inventory of equipping and volunteers ................................................................................................. 47 4.2.2.2 Institutional preparedness and readiness ............................................................................................... 47 4.2.3 Stocks .................................................................................................................................................... 47 4.2.3.2 Strategic stockpiles of Non-Food Items (NFIs) .................................................................................... 48 4.2.3.3 Strategic Grain Reserve ........................................................................................................................ 48 4.2.4 Enforcement of public Safety and health standards .............................................................................. 49 4.2.5 Exercise and Drills ................................................................................................................................ 49 4.3 Responding to Disasters ........................................................................................................................ 49 4.4 Disaster Recovery Processes ................................................................................................................. 51 4.4.1 Early Recovery ...................................................................................................................................... 51 4.4.2 Long-term Recovery ............................................................................................................................. 51
5. DECISION-MAKING, COORDINATION & FUNDING MECHANISMS 52 5.1 Levels and declarations of disasters ...................................................................................................... 52 5.2 Policy Development .............................................................................................................................. 53
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5.3 Coordination ......................................................................................................................................... 54 5.3.1 Overarching Coordination Structures ................................................................................................... 54 5.4.2 Operational Coordination ...................................................................................................................... 57 5.4.2.1 MRDM National Disaster Management Directorates ........................................................................... 57 5.4.2.2 Civil Military Coordination (CIMCORD) (including the Kenya Police and GSU) .............................. 59 5.4.2.3 County and Sub county Mechanisms .................................................................................................... 59 5.5 Regional and International Coordination and Cooperation ................................................................... 59 5.5.1 Cross-border Assistance and Agreements ............................................................................................. 60 5.5.2 International Cooperation and Agreements .......................................................................................... 60 5.6 National Funding Mechanisms and Provisions ..................................................................................... 61 5.6.1 Disaster Relief Trust Fund .................................................................................................................... 61 5.6.2 MRDM and Directorates Budget .......................................................................................................... 61
5.6.3 Devolved funds 61
6 OTHER PROVISIONS 61 6.1 Non-discrimination ............................................................................................................................... 61 6.2 Indemnity (for government, non-governmental and “Good Samaritans”) ............................................ 62 6.3 International and National Quality Standards and Assurance ............................................................... 62 6.3.1 SPHERE, Code of Conduct, IHL and Human Rights Laws, Environmental Standards ....................... 62 6.3.2 Accreditation of National Partners (CSO, Private Sector) .................................................................... 62 6.4 Monitoring and Evaluating Policy Implementation .............................................................................. 63
7. POLICY IMPLEMENTATION NEXT STEPS 63 GLOSSARY OF TERMS 65 Annex 4 – Various Hazards and Lead Agencies/Support Roles 68
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LIST OF FIGURES
Figure 1: – Conceptual View of Policy in Context .................................................................................. 23
Figure 2: Overarching Structure of Disaster Management Bodies in Kenya .............................................. 25
Figure 3– Organizational Structure of DM/DRM Directorates .................................................................. 29
Figure 4– Tiered System of Disaster Response and Declarations .............................................................. 53
Figure 5– Kenya Disaster Risk Management Coordination Structure ................................................ 56
ANNEXES ANNEX I: Legal Authorities
ANNEX II: Kenya National Disaster Response Plan 2009
ANNEX III: National Disaster Risk Reduction Strategy for Kenya 2006-2016:
ANNEX IV: Various Hazards and Lead Agencies/Support Roles
ANNEX V: Hyogo Framework of Action
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ACKNOWLEDGEMENT
This Disaster Management Policy document has been developed by the Kenya National Disaster
Risk Reduction (DRR) Platform chaired by the Ministry of State for Special Programmes
(MOSSP) with technical and financial support from World Vision, Kenya and United Nations
Development Programme (Kenya).
The following Ministries were also involved at various stages in development of this Policy;
Agriculture, Regional Development, Environment and Natural Resources, Trade and Industry,
Health, Roads and Public Works, Transport, Information and Communication, Tourism and
Wildlife, Energy, Finance, Planning and National Development, Local Government, Lands and
Housing, Development of Northern Kenya and other Arid Areas.
MOSSP acknowledges individual and institutional input which has informed the final version of
this Policy. The institutions include; Kenya Police Service, the Ministry of State for Defence,
National Youth Service, Local Authorities’ Fire Brigade, St. John’s Ambulance Service, Kenya
Red Cross Society (KRCS), Directorate of Occupational Safety and Health Services, Kenya
Wildlife Service, National Environment Management Authority (NEMA), Communication
Commission of Kenya (CCK) among others.
In addition, various NGOs, CSOs, the private sector, other international organizations, and
bilateral partners played a significant role in shaping this disaster management policy for Kenya.
The Policy also benefited immensely from the inputs and feedback received from participants
drawn from Kenya National DRR platform and the UNDP expert from the Regional Centre for
East and Southern Africa. Contributions, feedback and comments from our partners have seen
this Policy aligned to the new Constitution.
MOSSP greatly appreciates the involvement, technical inputs and guidance provided in every
step of the development and review of this document by all its partners which formed a firm
foundation of this Policy. This important toolkit will be of great importance in building
institutional capacity for reducing disaster risks therefore minimising losses in the human,
economic, environmental and social assets in Kenya.
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LIST OF ABBREVIATIONS
AU African Union
CBDP Community Based Disaster Preparedness
CBO Community Based Organisation
CCK Communications Commission of Kenya
CDMC County Disaster Management Committee
CEWARN Conflict Early Warning and Response Network
CSOs Civil Society Organisations
DM Disaster Management
DRM Disaster risk Management
DRR Disaster Risk Reduction
DP Disaster Preparedness
EWS Early Warning System
FAO Food and Agriculture Organisation
FBO Faith Based Organisation
GSU General Service Unit
HIV/AIDS Human Immune-deficiency Virus/ Acquired Immune Deficiency Syndrome
ICT Information Communications Technology
IFRC International Federation of Red Cross and Red Crescent Societies
IGAD Intergovernmental Authority for Development
IPCC Inter-governmental Panel on Climate Change
ISDR International Strategy for Disaster Response
KAA Kenya Airports Authority
KEBS Kenya Bureau of Standards
KEMFRI Kenya Marine and Fisheries Research Institute
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KFSM Kenya Food Security Meeting
KFSSG Kenya Food Security Steering Group
KPA Kenya Ports Authority
KRCS Kenya Red Cross Society
KWS Kenya Wildlife Service
LVEMP Lake Victoria Environmental Management Programme
MNK& ASAL Ministry responsible for Northern Kenya and Other Arad Lands
MOA Ministry responsible for of Agriculture
MOE Ministry responsible for of Environment
MOLG Ministry responsible for of Local Government
MOLDF Ministry responsible for of Livestock Development and Fisheries
MOL&S Ministry responsible for Lands and Settlements
MOMS Ministry responsible for of Medical Services
MOPH&S Ministry responsible for Public Health and Sanitation
MOSD Ministry responsible for Defence
MRFNCG Ministry responsible for National and County Governments
MRDM Ministry responsible for disaster Management
MOWI Ministry responsible for Water and Irrigation
NDCC National Disaster Coordinating Committee
NE National Executive
NDEC National Disaster Executive Committee
NDMP National Disaster Management Policy
NDOC National Disaster Operations Centre
NDRP National Disaster Response Plan
NEMA National Environmental Management Authority
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NGO Non-Governmental Organisation
NPDRR National Platform for Disaster Risk Reduction
NDRP National Disaster Response Plan
NGOs Non-Governmental Organizations
NYS Kenya National Youth Service
OCHA UN Office for the Coordination of Humanitarian Affairs
CG County Governor
CDMC County Disaster Management Committee
PS Principle Secretary
SOFADECCA Society of Fire and Disaster Emergency Community
TARDA Tana and Athi Rivers Development Authority
UNDP United Nations Development Programme
UON University of Nairobi
UNICEF United Nations Children’s Emergency Fund
WHO World Health Organisation
WFP World Food Programme
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1. INTRODUCTION
1.1 Policy Objective
This policy seeks to establish the guiding principles and policy architecture for disaster
management in Kenya by presenting the institutional structures, roles, responsibilities,
authorities and key processes required to achieve a coordinated, coherent and consistent
approach. The policy provides overarching frameworks for decision-making and coordination
across disaster management sectors and actors, including government ministries, civil society
organizations, international organizations and the private sector.
Implementation of this policy will lead Kenya towards achieving the following key ambitions
which support overall development within the country:
• Prevention of disasters and their impact on families, infrastructure and the environment.
• Resiliency of families and communities by reducing vulnerability and increasing their
ability to withstand and minimize the effects of disasters and complex emergencies
including adaptation to climate change through increased preparedness.
• Response to disasters and complex emergencies that is fast, well coordinated, effective
and appropriate.
• Recovery from disasters and complex emergencies that is timely, leaving communities
and families in a better position to withstand future hazards.
1.2 National, Regional and Global Context Summary
Kenya is disaster prone; the most common disasters experienced are triggered by hydro-
meteorological, seismic and environmental processes leading to hazards such as floods, droughts,
landslides, lightning and earthquakes. Poorly managed agricultural and environmental practices
including overgrazing, deforestation, irrigation and mining of natural resources have left fragile
eco-systems even more vulnerable. Climate change is exacerbating these hazards, increasing
their variability and scale of impact. Human induced disasters such as transportation accidents,
fires, civil unrest and conflicts, terrorism and industrial accidents are also frequent.
Kenya is also at risk to disease outbreaks. In addition to periodic or seasonal outbreaks of
endemic disease such as cholera, malaria, meningitis and typhoid, HIV/AIDS has remained at
national crisis levels since being declared a national disaster in 1999. With regional and global
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transportation hubs in both Mombasa and Nairobi, the vibrant tourism, international business and
humanitarian organisations headquartered here, Kenya is particularly vulnerable to growing
global threats caused by other pandemics including Avian Flu and H1N1 virus.
Poverty, rapid population growth, rural-urban migration to areas increase vulnerability has put
communities at greater risk from disaster and jeopardise development goals. Poverty reduces the
ability of a community to be self-sustaining; disasters erode assets and undermine the resilience
of social economic systems. DM is therefore a vital component of the societal efforts towards
improvement of its livelihoods.
The increasing frequencies, complexity, scope and severity of destruction left in the wake of
disasters have resulted in more serious consequences. Concerted efforts towards the prevention
of disasters and implementation of measures to address their direct and secondary impacts on
communities are crucial for stability and development.
A detailed hazard and risk profile for Kenya is contained in both Annex III – Disaster Risk
Reduction Strategy for Kenya 2006-2016 and Annex IV – Kenya National Disaster Response
Plan 2009, these assessments provide a solid analytical basis for this policy and future strategic
planning.
Global and regional factors informed by policy development and strategic planning also shape
Kenya’s disaster risk context and its approach to disaster management. African nations adopted
the African Regional Strategy for Disaster Risk Reduction in 2004 which provides for a common
approach throughout the region to shared risks. The Government of Kenya and civil society
organizations have also actively participated in the development of disaster risk reduction and
disaster management treaties, policies, strategies and plans including the 2005-2015 Hyogo
Framework for Action under the ISDR.
As the regional host to many international organizations, Kenya is strategically positioned to
benefit from the international disaster management, risk reduction and other experts who call
Kenya home. The Government of Kenya seeks to take advantage of this expertise through the
coordination architecture established by this policy.
1.3 Brief History of Policy Development
Despite the many important disaster management initiatives undertaken in Kenya over the past
two decades, an adequate level of preparedness required to address its significant risk profile has
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not been achieved. Initiatives have been undertaken in an inconsistent, unharmonious, reactive
and uncoordinated manner due to lack of a unified policy framework. In view of the experiences
gained and lessons learnt during the management of various hazards and disasters, the
Government of Kenya has formulated this National Disaster Management Policy to emphasize
proactive and preventive strategies in addressing disaster situations.
The policy drafting process began in early 1999 after the bomb blast at the USA Embassy in
Nairobi on 7th August 1998. With assistance from multiple international and civil society
organizations, the Government of Kenya has facilitated numerous sessions to gather stakeholder
input and advice on the contents of iterative drafts. A full draft policy was submitted to the
Cabinet sub- committee on humanitarian affairs in 2007. In early 2009, a revised draft policy
was developed with further stakeholder input. This policy builds on those earlier drafts and
incorporates the most recent findings from an analysis of international and other national best
practices for disaster management policies and structures. A task force drawn from Kenya
national DRR platform further enriched and fully aligned the disaster policy to the new
constitutional dispensation which was promulgated on 27th August 2010 by the Government.
1.4 Key Policy Changes
Through the adoption of this policy, the Government of Kenya is committing to undertake a
series of critical, phased changes and capacity building initiatives. These key changes include:
• Establishing an institutional and legal framework that streamlines processes for effective
and efficient disaster management in the country. This includes the establishment of
national disaster management directorates under the MRDM and promoting the National
Platform for Disaster Risk Reduction to be the overarching humanitarian coordination
forum for Kenya to integrate qualified actors and initiatives.
• Recognition of the severe risks Climate Change poses for Kenya and its likelihood of
exacerbating existing hazards and making disasters less predictable. The importance of
devising measures to help the people of Kenya adjust through climate change adaptation
efforts, including disaster risk reduction, is a foundational concept throughout this policy.
• Incorporating and adjusting the conceptual thinking behind disaster management in
Kenya to fully embrace the paradigm shift which has taken place over the past decade
from thinking about a disaster response-centric approach to a balanced and proactive
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Disaster Risk Management approach. Prevention, preparedness and recovery are
therefore fully embraced and the view of hazards broadened to include violence, disease
and conflict among others.
• Promoting an increased national disaster awareness culture and capacity building for
disaster preparedness at all levels.
• Ensuring that all role players in disaster risk management are well coordinated and
focused by fostering collaborative partnerships with the Government at all levels, civil
society organizations, the private sector and regional and international organisations.
• Promoting linkages between disaster risk management and development processes for
reduction of vulnerability to hazards.
• Establishing a Disaster Relief Trust Fund for disaster risk management and risk reduction
programmes.
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2. APPROACH
2.1 Doctrine
This policy is based on widely accepted best practices of the international community for
effective disaster management and risk reduction. The following critical elements make up the
foundational doctrine of this policy.
2.1.1 Comprehensive Disaster Risk Management
Comprehensive and integrated disaster risk management promotes a holistic approach which
gives appropriate attention and resources to all phases of a continuum which includes prevention,
preparedness, response and recovery. While disaster prevention is the paramount objective, this
policy accepts that for the foreseeable future, natural, environmental, manmade and health
disasters will continue to impact Kenyan society and therefore all possible measures should be
taken to prepare the people of Kenya and their communities, improve readiness for effective and
fast response, and plan for rapid recovery.
All mechanisms including plans, institutional, human and financial resources should be
developed preserving maximum flexibility, adaptability and scalability, thereby increasing
capacity to meet difficult-to-predict needs. From within the significant network of Kenyan
governmental, civil society, private sector and international partners, the skills and resources
required to prevent, prepare for, respond to and recover from disasters can be mobilized to
effectively meet these challenges.
2.1.2 All Hazards Approach
This overarching disaster management policy takes an “all hazards” approach which means that
the institutions, coordination mechanisms, processes and principles provided for hereunder strive
to be relevant for any type of hazard or disaster scenario that may affect the Kenyan people. An
all-hazards approach focuses on establishing lasting institutions and mechanisms that can be
flexibly applied to any current or developing emergency.
While this policy does not focus on hazard-specific scenarios and risks, it does appreciate the
importance of hazard and scenario specific policy development and contingency planning. Such
specific contingency planning and preparedness activities are valuable both in assuring readiness
and identify particular incident command and coordination networks. These policies should be
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developed by the overarching institutions and networks provided for in this policy as part of its
implementation.
2.1.3 Subsidiarity and Tiered Response
The basic principle of Subsidiarity requires that functions and actions should be undertaken at
the lowest or least centralized competent level possible. The concept of tiered response suggests
that disaster response is by default always handled first by the directly impacted community and
families, then the local governments and organisations. When response needs exceed local
capacity, then the next highest level assumes responsibility for response up to the level of
international support.
Coupled with a system for declaring a disaster and categorizing it based on the level of assessed
needs and damages, these principles suggest that in the context of Kenyan disaster management,
the system should seek to delegate authority to the least centralized level that has the capacity to
respond to needs. These principles are further incorporated into the institutional framework and
risk reduction/response functions/sections of this policy and should be further detailed in terms
of incident command within the national disaster response plan and detailed contingency plans.
2.1.4 Guiding Principles
The following guiding principles will be observed during the implementation of Kenyan disaster
management initiatives:
i. Promotion and protection of rights of all citizens. Promotion and protection of
rights of all Kenya citizens is an integral component of this policy. The national and
county governments shall allocate resources by giving priority and ensuring the
widest enjoyment of rights including the full protection of vulnerable groups. All
state departments shall enact policy to address the needs of vulnerable groups within
their jurisdiction including women, the elderly, physically challenged, children,
youth, and marginalised ethnic or religious groups.
ii. Safety and well being. Disasters can compromise the safety and undermine the well
being of individuals. This policy aims to instil a culture of individual and collective
efforts to enhance safety at all levels through DRR approach. Collectively the state
has the primary responsibility to ensure safety and well being of all citizens. This
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policy encourages the community and the state to be proactive in managing disaster
risks.
iii. The primacy of coordination, collaboration and communication: Adequate
coordination and communication, at all levels, amongst stakeholders, are critical
components of disaster management. The government will establish alternative, well
integrated, professionally resourced and effective ICT infrastructure and
communication systems, especially, where normal communication is likely to be or
has been interrupted by disasters.
iv. Devolution and public participation. To promote a culture of accountability and
transparency, the policy will enhance the participation of the public through
devolution of resources and decision making especially to the vulnerable groups and
those at risk in making decisions that affect them. The policy will be proactive in
protecting and promoting the right of communities to manage their own affairs and
further their own development especially the minorities and marginalized groups.
Communities will be encouraged to establish mechanisms, building on their
traditional coping strategies to share knowledge and technologies and to pool together
local resources for disaster mitigation, preparedness, prevention, response and
recovery.
v. Lesson learning and knowledge management: Over the last 15-20 years,
considerable DM initiatives have been implemented in the country. In view of the
experiences gained and lessons learnt during the management of the various hazards
and disasters, the government will promote documentation and sharing of lessons
with a view to continually improving best practices in DM.
vi. Multidisciplinary and multi-sectoral approach: Disasters cut across disciplines
and sectors; therefore, the government will promote adoption of an inclusive multi-
disciplinary and multi-sectoral approach.
vii. Provision to consider and act on Emerging Issues: This policy shall provide for
effective management of emerging and troubling issues, such as drug abuse, food
supply chain contamination, child abuse, the displaced and homeless, street families,
girl-child molestation and defilement, rape-plus-infection with sexually transmitted
diseases and illegal militia groups.
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viii. Factoring of climate into disaster risk reduction: More than 70 per cent of natural
disasters in Kenya are related to extreme climate events that are key causal factors for
some emergencies that lead to disasters. The optimum factoring of climate/weather
information (such as Early Warning, technical and scientific analysis) in disaster
management is a vital component of this Policy. Climate Change will therefore be
mainstreamed not only into DM, but also in overall Development Planning and
Management.
ix. Research and dissemination of information: Research and information
dissemination are critical components of effective DM. Therefore, all DM
stakeholders have the responsibility of collecting, collating, documenting and
disseminating their activities and experiences on disasters to other stakeholders. The
MRDM (which is currently in-charge of disaster management in the country) will be
a focal point for coordination and dissemination of research findings on disasters to
stakeholders. The MRDM will therefore be designed to facilitate research as a key
process for practical applications (within the department of Climate Change), and in
association with strategic planning for overall DM.
x. Regional and International perspectives: Some hazards such as drought,
epidemics, conflicts and proliferation of small arms are not confined within national
borders. The government will promote linkages with regional and international
institutions, in order to facilitate collaboration, e.g., in EWS, IGAD, CEWARN; and
in fostering joint initiatives for DRR and response.
xi. Making provision(s) to mainstream systematic management of cross-cutting
issues in DM: The government will make provisions that will enhance management
of crosscutting disaster management issues such as Climate Change, environment,
political conflicts, care for the various categories of the challenged and elderly,
psycho-social support and counselling services, telecommunications, forensic/ health
services, gender, disability and protection issues.
xii. Strengthening of Capacities for DM: Kenya has developed capacity for disaster
management in stages. In view of the dynamic nature of disasters, the government
and other stakeholders will continue to strengthen capacities through training,
mentoring and skills development at all levels.
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xiii. Mainstreaming Disaster Risk Information through Education: Preparedness and
Risk Reduction information should be widely disseminated and integrated into the
curricula in schools and professional training requirements including training for the
policy, military and development professionals. School curricula will therefore be
updated to include basic information on risks and family/community preparedness
practices.
2.1.5 International Treaties and Agreements
In addition to the above principles, there are several agreements, conventions and treaties that
Kenya has committed to implementing. Both national and international human rights laws and
conventions such as the national constitution, the Geneva Conventions, the UN Convention on
Human Rights, and SPHERE Humanitarian Charter and Standards, further inform the above
guiding principles.
Kenya will also ratify, domesticate and implement these agreements, conventions and treaties,
which relate to DM. In this regard, the government will put in place policies, laws and strategies
to facilitate effective implementation of the United Nations Framework Convention for Climate
Change and the Kyoto Protocol, the UN Convention for Combating Desertification, the London
Convention against Dumping (1972), Hyogo Framework of Action (2005) the Abidjan and
Nairobi Conventions (1985), the Tampere Convention of 1998 on the provision of
telecommunication resources for disaster mitigation and relief operations among others.
2.2 Code of Conduct
The Code of Conduct in Disaster Management seeks to guard the standards of behaviour among
the different stakeholders. It is not about operational details such as how one should calculate
food rations or set up an IDP camp; rather, it seeks to maintain the high standards of
independence, ethics and effectiveness to which the Government of Kenya aspires.
This policy provides the following code of conduct for stakeholders:
• Disaster response interventions based on facts and verifiable information: Data from
the research and early warning systems and the continuous monitoring of disaster
occurrence and trends will form the basis of disaster response.
• The humanitarian imperative: The right to receive relief assistance during disasters is a
fundamental humanitarian principle which should be enjoyed by all citizens of Kenya
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regardless of race, gender, ethnicity, religion, colour or creed. The need for an unimpeded
access to affected populations is of fundamental importance in exercising responsibility.
• Aid is given regardless of ethnicity, political or religious affiliation or geographical
considerations: At all times, stakeholders will seek to base the provision of disaster
assistance on a thorough assessment of the needs of the affected populations or their
available local capacities to meet those needs.
• Respect for Culture and Customs: Stakeholders will endeavour to respect the culture,
structures and customs of the communities and households with whom they are working.
Research investments will include efforts to identify best practices based on indigenous
and traditional technologies, coping and mitigation strategies which have helped
communities be resilient to disaster risk for centuries.
• Disaster assistance must strive to reduce future disaster vulnerability as well as
meeting basic needs: All disaster assistance will affect the prospects for long term
development, either in positive or negative fashion. Recognising this, all stakeholders
will strive to implement disaster assistance programmes which actively reduce
vulnerability to future disasters and create sustainable lifestyles for beneficiaries.
• Stakeholders will reinforce the capacity of local communities to manage the full
Disaster Cycle: Even during a disaster response, all people and communities still possess
capacities as well as vulnerabilities. Where possible, stakeholders will strengthen these
capacities by employing local staff and procuring local resources. All DM activities will
reinforce rather than undermine existing capacities.
• Involvement of beneficiaries in DM Programmes: The government and stakeholders
will fully involve communities in the design, management, implementation, monitoring
and evaluation of Disaster programmes.
• Mainstreaming Women and Children Issues: In all disaster management programmes,
the excessive impact felt by women and children during any disaster will be considered
by the Government of Kenya, partners, stakeholders and communities. This policy will
seek to enhance protection, safety and other needs of women and children in any disaster
situation.
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• Mainstreaming the Concerns of the Challenged and Elderly: In most disaster
situations, confusion surrounds many activities, especially in relation to relief and
evacuation. This problem particularly affects the physically, mentally and visually
challenged, the elderly and the sick. This policy stresses the need for provisions catering
to these segments of society in emergencies.
• Environmental Concerns: Stakeholders will pay particular attention to environmental
concerns in the design and management of disaster programmes, constantly reviewing the
changing status and trends of the environment to ensure sustainable compliance.
By articulating a clear policy to guide DM with defined needs and priorities, the Government of
Kenya will enable other stakeholders to harmonise, align and coordinate their disaster
management activities. All this requires policy, legal and institutional frameworks which embed
DM in the Government of Kenya Budgetary Process with the regular allocation of public
resources to achieve the desirable goals and objectives.
2.3 Policy Context
This NDMP provides a framework for integrating existing related legislation as well as sector
specific mandates, policies, strategies, contingency plans and disaster management tools. The
comprehensive strategic, policy and implementation context within which this policy rests is
depicted in Figure 1 below:
23
Figure 1: Conceptual View of Policy in Context
National DM Policy(Policy & Annexes)
DRR Strategy(Capacity
building/performance goals and measures for 3‐5 years)
National Disaster Response Plan
Annual Plans and
Budgets
Contingency Plans (Hazard, Ministry or function)
DRR/DP Project Plans
Response/ Recovery Operation Plans
Tools to facilitate implementation:
Risk mapping, hazard and vulnerabilty analysis and researchStandard Operating ProceduresPublic Communications PlansHandbooksEmergency Personnel RostersTraining and Training of TrainersDrills and ExercisesSupply Chain, stock procurement,
distribution arrangementsPartnership and mutual assistance
agreements
Sector and Hazard Specific Policies(e.g. Fire Safety Management Policy, Policy for the Sustainable
Development of the Arid and Semi‐Arid Lands)
Legislation and Acts of Parliament
3. INSTITUTIONAL FRAMEWORK
The institutional framework established by this policy articulates who the primary actors are
within the Kenyan disaster management system.
Many existing institutions deal with disaster management but their activities are mostly
uncoordinated, reactive and haphazard resulting to duplication of efforts, wastage of scarce
resources and enormous disaster losses. In the Office of the President the following DRR
departments/sections are established; National Disaster Operations Centre, Relief and
Rehabilitation unit, National Food Security Office and National Aids Control Council. There are
also specialised organisations and departments which have roles in search and rescue, relief, anti-
terrorism, evacuation, safety and public order, disaster planning and management, enforcement
of crowd control, conflict resolution and fire fighting. These include the Kenya Police, the
Ministry responsible for State for Defence, National Youth Service, Local Authorities’ Fire
Brigade, hospitals, St. John’s Ambulance Service, KRCS, Directorate of Occupational Safety
and Health Services, the Kenya Wildlife Service and the National Environment Management
Agency, the CCK among others.
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It is also acknowledged that the Ministries responsible for; Agriculture, Regional Development,
Environment and Natural Resources, Trade and Industry, Health, Roads and Public Works,
Transport, Information and Communication, Tourism and Wildlife, Energy, Finance, Planning
and National Development, Local Government, Lands and Housing, Development of Northern
Kenya and other Arid Areas are all involved in disaster management.
In addition, the KRCS, CSOs, the private sector, UN Agencies and other international
organizations, and bilateral partners play a significant role in disaster management in Kenya.
This policy recognizes their roles and seeks to harmonise their disaster management operations.
Figure 2 shows the overarching structure of disaster risk management bodies established and
recognized by this policy within Kenya as well as linkages to critical external partners.
3.1 National Bodies
The structure of the Government of Kenya is organized according to national and county
administrative units. At present, most governmental capacity still resides at the national level
across a broad number of ministries; however the national development strategy envisions a
continued process of decentralization as capacities are built at lower levels. As this policy seeks
to establish a lasting framework for disaster management which will be adaptable to the
continued development of the country, structures are articulated at both levels of the government.
Subsequent strategic planning will identify a phased approach toward building capacity and
furthering the application of the principles of subsidiary and tiered response articulated above.
Coordination across Government of Kenya ministries, CSOs, international organisations and the
private sector is critical for the effective and efficient implementation of this policy. The
following bodies have been identifies as crucial in disaster management and there is need to
define their role for high-level strategic and policy coordination purposes.
3.1.1 National Executive (NE)
The National Executive is the highest Disaster Management (DM) decision-making body. It
draws its membership from the Cabinet level and is chaired by His Excellency the President. Its
core function is to provide policy guidance in relation to national aspirations. NE makes
decisions on national DM issues, especially during emergencies. The NE also advises His
Excellency the President when to declare an Emergency or a disaster in line with appropriate
constitutional provision and subsequently to appeal for international assistance based on sound
disaster information and analysis provided by Ministry responsible for Disaster Management
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through the NDCC. Its members include but not limited to: Ministers responsible for; National
Security, county Governments, Disaster Management, Foreign Affairs, Health, Water and
Irrigation, Agriculture, Livestock, Defence, Environment, Information, Planning, the
Development of Northern Kenya and other Arid Lands, and Finance. This committee will meet
at least twice a year to make decisions on issues emanating from the NDCC. However during
emergencies this committee can meet as often as the situation demands.
Figure 2: Overarching Structure of Disaster Management Bodies in Kenya
3.1.2 Ministry/Department Responsible for Disaster Management (MRDM)
The specific functions of the Ministry responsible for Disaster Management are as follows:
• Formulation of Disaster Policies and execution of programmes.
NATIONAL EXECUTIVE
NATIONAL DISASTER COORDINATION
COMMITTEE(NDCC)
DIRECTOR RESPONSE AND RECOVERY (NDOC)
NATIONAL PLATFORM FOR DRR
MINISTRY RESPONSIBLE FOR DISASTER MANAGEMENT
DIRECTOR GENERAL
DIRECTOR DRR.
MITIGATION RESETTLEMENT AND
PEACE BUILDING
RISK REDUCTION AND
PREPAREDNESS
FINANCE HUMAN RESOURCE AND
ADMINISTRATION
INFORMATION MANAGEMENT
AND COMMUNICATION
RESPONSE RELIEF
AND RECOVERY
RESEARCH MONITORING
AND EVALUATION
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• Co-ordination of the Campaign against HIV/AIDS and in charge of National AIDS
Control Council.
• Coordination of disaster preparedness Response.
• Co-ordination of Disaster Risk Reduction Programmes.
• In charge of Humanitarian, Mitigation and Resettlement Fund.
• Resettlement of Internally Displaced People and Relief food management
• Management of Strategic Grain Reserve.
• Develop guidelines for mainstreaming DRR into key sectoral plans and policies including
but not limited to planning, agriculture, construction, energy, water, governance,
environment among others.
• Develop and coordinate peace building and conflict resolution strategies
• Coordinate capacity building of staff from key sectors and strengthening other
institutions for DRR
• Coordinate management of disaster information system, research and communication
strategy
• Strengthen linkages with other international bodies since Kenya cannot work in isolation
• Establishing and maintaining liaison with other government departments, the private
sector, and foreign missions, international and voluntary organisations.
• Facilitating the annual budget process for Government of Kenya funding for its disaster
management directorates and projects and formulating related financial rules and
procedures according to Exchequer and Audit Act.
• Managing the Humanitarian, Mitigation and Resettlement Fund.
• Providing for the Resettlement of Displaced People.
• Any other duty related to disaster risk management.
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3.1.3 National Disaster Coordinating Committee (NDCC)
National Disaster Coordinating Committee is the executive arm of the NE. NDCC is at the
Principal Secretary level and its Chair is the Secretary to the Cabinet. Policy execution is its core
function. Other members include the Principal Secretaries; Ministry responsible for disaster
Management, National Security, Foreign Affairs, Water and Irrigation, Health, Information,
Planning, Treasury, Defence, Environment, Public works, Agriculture, and Livestock
Development among others. NDCC receives disaster management instructions from and
implements decisions on behalf of the NE.
The functions of the NDCC include but are not limited to:
• Provide information on ministerial plans for DM, guidance on interpretation and how and
when to activate them.
• Ratify the deployment of national resources during declared emergencies.
• Identify resource gaps and sources of non-food resources for emergencies and assistance.
• Recommend for declaration and un-declaration of emergencies/disaster(s).
The NDCC meets at minimum quarterly scheduled just prior to NE meetings. During
emergencies, the NDCC will meet with higher frequency. NDCC members shall work on an ad
hoc basis between meetings and may form subcommittees as dictated by functional
requirements.
3.1.4 Kenya National Platform for Disaster Risk Reduction (NPDRR)
The Kenya National Platform for Disaster Risk Reduction is a coalition of key stakeholders
involved in DM and has been elevated under this policy. It continues to perform its previous
functions while also serving as a national level mechanism to integrate a number of established
and ad hoc coordination mechanisms that bring together governmental, CSO, international
organization and private sector actors to share information, undertake advocacy and analysis,
conduct preparedness planning and provide technical advice to higher level government
decision-makers. By elevating the NPDRR and integrating other coordination mechanisms
underneath its overall coordination, this policy seeks to streamline and unite formerly
fragmented coordination mechanisms. The composition of the NPDRR and its subsidiary
working groups is further explained in the coordination section in Chapter 5.
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3.1.5 National Disaster Management and Risk Reduction Directorates
This policy establishes national disaster management and risk reduction directorates under
Ministry/department responsible for Disaster Management. These directorates will provide the
Government of Kenya and its partners in disaster risk management with a focused professional
body complete with the relevant technical expertise and authority to appropriately manage
disaster prevention, mitigation and preparedness initiatives as well as response and recovery
operations. This organizational structure is meant to reflect international best practices for
institutionalization by creating the primary components of a focused national disaster
management agency under Ministry/department responsible for disaster management.
The preliminary organizational structure of the Ministry responsible for disaster management
(MRDM) DM/DRR Directorates is depicted in Figure 3 below.
As the national DM/DRR directorates are established and gain programmatic and operational
experience, MRDM will have the authority to review this structure to ensure that it continues to
provide an effective institutional mechanism for meeting the DRR, preparedness, response and
recovery needs of Kenya.
3.1.5.1 Functions of MRDM Disaster Management and Risk Reduction Directorates
The MRDM DM/DRR Directorates will be collectively responsible for undertaking the
following key responsibilities suited to their individual mandates as well as others that are
deemed appropriate by the Permanent Secretary and Minister:
• Coordinate all disaster management issues in the country and advice the government
accordingly.
• Develop, update and coordinate implementation of the Disaster Risk Reduction Strategy,
disaster management plans, national disaster response plan and search and rescue.
• Coordinate, collate, review and analyse information relevant to DM.
• Establish a National Early Warning and emergency communication strategy.
• Coordinate and support disaster education and training and public awareness and provide
advice at all levels.
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• Monitor, evaluate and document lessons learnt, and their application towards improving
disaster risk management.
• Promote and strengthen linkages with key ministries, CSOs, international organizations,
Counties, sub counties and community-based disaster management structures.
• Coordinate preparation and maintenance of national, Counties and Sub counties disaster
risk atlases including data bank and information on potential hazards and vulnerabilities
at all levels.
• Prepare guidelines for participation in county, national, regional and international
disaster management activities.
• Establish disaster management centres at national, provincial, district and local authority
levels.
Permanent Secretary, Ministry responsible for of Special (MOSSP)
Directorate of Mitigation,
Resettlement & Peace Building
NGOs and Civil Society Organizations
(CSOs)
Private Sector
Companies
International Organizations & Regional Partners
Line Ministries and
Government Offices
Kenya Red Cross Society
(KRCS)
Directorate of Finance, Human Resources and Administration
Directorate of Risk Reduction & Preparedness
Directorate of Response, Relief
& Recovery
Directorate of Info‐
Management, & Communications
Loaned Staff to Augment Core
Structure
RLoaned Staff to
Augment Core
Structure
Universities, Academia, Scientific
Institutions
Directorate of Research Monitoring & Evaluation
Operations Centre (NDOC)National Disaster
Principle Secretary of MRDM
MINISTRY/DEPARTMENT RESPONSIBLE FOR DISASTER MANAGEMENT SPECIAL
Figure 3– Organizational Structure of DM/DRM Directorates
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• Coordinate resource mobilization strategies for their disaster reduction functions.
The specific functions of each directorate are described below and further illustrated in annex 5.
Specific functions of the Directorates
i. Disaster Risk Reduction Directorate
• Coordinate disaster risk monitoring, assessment and analysis including but not limited to
vulnerability and hazard mapping
• Manage implementation of disaster reduction strategy
• Support sectoral disaster Contingency Planning
• Ensure climate change adaptation and mitigation mechanism is mainstreamed into DRR
• Coordinate disaster reduction education and training
• Develop guidelines on capacity building of sectoral line departments
• In charge of reference centre for DRR best practices
• Provide secretarial services to national DRR platform
• Support resource mobilization for disaster risk reduction functions
ii. Mitigation and Resettlement Directorate
The mitigation and resettlement directorate will coordinate the following functions:
• Resettlement of IDPs
• Resettlement of refugees
• Conflict resolution and peace building
• Mitigation projects
• Support resource mobilization for mitigation and resettlement
iii. Disaster Response, Relief and Recovery Directorate
The person responsible will coordinate the following activities:
• Coordination and management of relief operations.
• Development of standard operating procedures for disaster response.
• Manage disaster early recovery operations.
• Monitor all disasters on 24 hrs, 7days a week, 365 days a year.
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• Coordinate disaster recovery and rehabilitation programs/projects
• Develop guidelines on sectioral disaster contingency planning
• Develop drills and simulation exercises plans
• Support resource mobilization for response, relief and recovery
iv. Information Management and Communication Directorate
• Develop disaster information management systems
• Provide information technology support
• Document and promote use of indigenous knowledge system
• Compile and update people centred early warning system
• Coordinate media and public relations
• In charge of ICT command and control centre
• Support development of disaster information and communication strategy
• Support resource mobilization for information management and communication
v. Finance and Human Resource Management Directorate
• In charge of accounting
• Coordinate Human resource management
• Establish career development in the MRDM
• Volunteer development
• Develop guidelines on staff-on-loan management
• Provide general administrative duties
vi. Monitoring and Evaluation Directorate
• In charge of performance metrics and management
• Coordinate programme/project monitoring and evaluation
• The In charge of donor accountability and reporting
3.1.5.2 DM/DRR Directorate Staffing
Principal Secretary of MRDM in consultation with the Public Service Commission of Kenya
will recruit and appoint the heads of each of the directorates for the day-to-day management of
DM and DRR programmes. Based on Best Practices from numerous international disasters it is
critical that the leadership of the directorates have or rapidly achieve professional competency in
emergency management and risk reduction. The recruitment process should be based on an open
and competitive process. The final selection should be based solely upon the qualifications of
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candidates against detailed job descriptions which should take into account Integrity, Leadership
and Conduct.
In its start up phase the national DM directorates should be headed by professionals with some
demonstrated knowledge and experience in disaster risk management. In this case a programme
for clear skill development, mentoring and cross-training programmes should be developed for
heads of directorate to rapidly increase their capabilities for leading each directorate and
coordinating and communicating with the others.
Staff positions within each of the directorates should be open to individuals from governmental
and non-governmental backgrounds as disaster management in Kenya requires bringing together
disaster risk management expertise from across various technical sectors and drawing from the
knowledge and expertise of CSOs, the KRCS, international organizations, academia and the
private sector.
A permanent core staff will be established across the directorates to ensure a dependable base of
adequate stable capacity to undertake assigned functions and responsibilities. This core staff will
be augmented by a considerable cadre of loaned staff provided from line ministries of the
Government of Kenya as well as external partner organisations. These loaned staff may serve
two to three year rotations and will provide significant additional technical expertise and
mentoring of core staff. Qualified volunteers should also be sought from partner organisations
and communities for specific tasks and staffing needs.
International and national exchange and mentoring programmes, training and career
development services should be established by the Directorate for Finance, Human Resources
and Administration as soon as possible to ensure that the MRDM DM/DRR Directorates are
continually staffed by the most knowledgeable and experienced personnel possible.
3.16 Ministry/Department responsible for National Security(MRIS)
The Ministry responsible for Internal Security plays a key role within the Government of Kenya
structure for delivery of services through national and county governments. For purposes of
disaster risk reduction, MRDM will work through the Ministry Responsible for Internal Security
(MRIS) both to strengthen the institutional capacity of national and county disaster management
committees and to coordinate risk reduction and preparedness programmes and relief and
recovery operations.
33
MRIS also has a significant role to play in maintaining security during emergencies through its
responsibility for the Kenya Police Service, Security of Airstrips and Ports, and Maintenance of
Security of Roads and railways. MRDM will coordinate with MRIS in relation to contingency
planning and operational coordination for emergencies that present requirements for these
services. Regular cross-Ministry responsible for DM training and simulation exercises including
the participation of non-government partners should be a component of this capacity building.
NDOC will continue to be manned by personnel from Kenya Defence Forces, Kenya police
Services, National Youth Service and other line ministries.
The NDOC, formerly a component of MRIS, will be moved to MRDM with the following
mandate:
• Monitor all disasters on 24 hrs, 7days a week, 365 days a year.
• Mobilize national resources to combat rapid onset disasters.
• Coordinate and Respond to disaster management activities.
• Collaborate and network with other stakeholders.
• Sensitize and inform the public on disaster related issues.
3.17 Ministry/Department responsible for Defence (MRD)
The Ministry responsible for Defence maintains disaster response capacities which may be called
upon in appropriate circumstances to contribute to operations coordinated by MRDM. While
Kenya law states that MRD must always play a secondary or supporting role during events
within Kenya, in the event of a full-scale conflict or terrorist attack, MRD may play a joint
leadership role in operations with the MRDM directorates. In such incidents MRD will ensure
adherence to International Humanitarian Law.
During peace times and like other line ministries and external partners, MRD will contribute
staff experts on loan to MRDM and will make available required assets and stocks when
requested by MRDM and approved by the NDCC.
3.1.8 Other Ministries
Numerous ministries in the Government of Kenya play a critical role for specific technical and
sectoral leadership. The NDRP will identify lead roles and supporting responsibilities for
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ministries organized by strategic and operational objectives, levels of emergency as well as
specific hazard types. MRDM may call upon any of these agencies in preparation for a disaster
or during a relief or recovery operations to utilize their specific assets and expertise. Annex 4
shows the lead and supporting roles of ministries, agencies and partner organisations by hazard
type.
3.2 The County Government
The policy seeks to strengthen county government’s capability for effective and efficient disaster
management. At present the counties do not have coordination mechanism and DRR framework
to guide their initiatives. The county government, in mutual consultation with the MRDM shall
develop an effective DRR coordination mechanism and framework. Coordination between
various government organs at the county will be strengthened, capacity enhanced and other
stakeholders incorporated.
3.2.1 Role of the county governments in disaster risk management
County governments, through Governors, will be responsible for the following DRR functions:
i. Ensure that DRR is a county priority with a strong institutional and coordination
mechanism. All county policies, plans and initiatives should integrate DRR issues.
ii. Develop or strengthen disaster preparedness mechanism for effective response at
community level including but not limited to establishing strategic stockpiles,
contingency Planning, search and rescue, First Aid, disaster recovery planning among
others.
iii. Develop disaster information data base, communication and dissemination strategy on
county disaster risks and enhance early warning.
iv. Ensure DRM is integrated into critical sectors including but not limited to health,
construction, infrastructure, agriculture, environment and natural resources, county
economic plans and physical planning. Mainstream climate change related risks.
v. Establish county disaster dissemination and education strategy including factoring DRR
issues into county education system and community awareness strategy.
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3.2.2 County Disaster Management Committees (CDMC)
Each county will establish a Disaster Management Committee (CDMC) to coordinate and
monitor disaster management activities that spread across one or more sub counties within a
county or exceed the capacities of a sub county but can still be managed by county resources.
The Committees will bring together resources and expertise from relevant
ministries/departments, CSOs, the private sector, development partners, qualified volunteers
from partner organizations and other stakeholders operating in the county.
The CDMC will be chaired by the County Governor and supported by county staff and partner
organisations. In circumstances where non-governmental partners maintain greater capacity than
the government in a given county, the chair of the committee may delegate incident command,
preparedness planning and recovery responsibilities to such organisations.
The CDMC will be responsible for:
• Coordinating emergency response in the county in liaison with MRDM.
• Operating the county/sub-county communication and early warning system.
• Coordinating compilation of County/sub county disaster contingency plans.
• Administering and accounting for disaster funds.
• Appointing lead and partner agencies through memoranda of understanding, to be
responsible for coordinating emergency responses in their areas of jurisdiction.
• Conducting inventory on the response capacity of the emergency services and disaster
experts including volunteers.
• Working with other committees to support community in DM.
• Organising and participating in DM education and training needs assessment in
conjunction with local experts, volunteers and trained personnel.
• Monitoring and evaluating DM activities in the provinces.
• Coordinating training and public awareness activities.
• Coordinating DRR activities and main streaming them in development plans.
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The DRR coordination mechanism is depicted in figure 4 below.
DM/DRR County Coordinators
To augment and support County and sub county capacities, Ministry Responsible for Disaster
Management (MRDM) will establish a system of regions based on risk. For each region/county
MRDM will appoint Officer(s) with the following responsibilities:
• Promote DRR by sensitizing the public to risks, providing preparedness advice and
disseminating early warning information.
• Support state and non state actors at the county to establish DRR sectoral plans and
programmes
• Coordinate research and data collection regarding their regional/county disaster risks.
• Facilitate training for National, County and community organisations and volunteers.
• Liaise between the Directorate of Response; Relief and Recovery; County and
Community leaders during a disaster and assume incident command responsibilities
when necessary.
• County Disaster Response Units.
• Establish Sub county disaster risk reduction coordination mechanisms.
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Figure 4: County DRR coordination mechanism
3.2.3 Sub County Disaster Management Committees (SCDMC)
Each sub county will establish a Disaster Management Committee to manage disasters that occur
within the Sub County/Ward. The Committees will bring together resources from ministries,
civil society organisations, the private sector, development partners, volunteers and other
stakeholders operating in the Sub County/Ward.
The SCDMC will be chaired by the Sub County Authority and supported by Sub county staff
and community partners. In circumstances where non-governmental partners maintain greater
capacity than the government in a given Sub county chair of the committee may delegate
incident command, preparedness planning and recovery responsibilities to such organizations.
The DDMC will be responsible for:
County Executive
Ministry Responsible for DRR
County Interdepartmental DRR Committee
County DRR Platform
Sub County/Ward DRR Committee
Constituency DRR Committee
Community/Volunteers
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• Coordinating emergency disaster preparedness and response in the sub counties under the
guidance of the SCDMC and MRDM.
• Establish and operate the county/sub county early warning system.
• Coordinating compilation of sub county disaster contingency plans including transport
and logistics.
• Resource mobilization and administering disaster funds.
• Conducting inventory on the response capacity of the emergency services providers and
disaster experts including qualified volunteers.
• Organizing and participating in DM education and training needs assessment in
conjunction with local experts, qualified volunteers and trained personnel.
• Monitoring and evaluating DM activities in the counties and sub counties.
• Coordinating disaster reduction training and public awareness activities.
• Coordinating DRR activities and main streaming them in development plans.
• Support mobilization of resources for disaster management functions
3.3 Civil Society Organizations
CSOs in Kenya have significant levels of capacities and resources to apply to all phases of the
disaster management cycle. Many have decentralised structures, with professional human
resources capacities spread across the country up to the sub county and county levels. A few
such organisations have well established mandate for DM through Acts of parliament such as the
KRCS which under this mandate is auxiliary to the government in disaster management related
issues.
3.4 Private Sector
The private sector including the media, CCK, telecommunication providers, academic
institutions and other professional bodies will be expected to assist with available human and
material resources when a disaster strikes in addition to playing a significant role in the process
of advocacy, public education, scientific and technical knowledge sharing and expertise and
awareness. The sector is responsible for prevention of disasters by upholding human, industrial
39
and environmental safety within their jurisdiction. MRDM will work closely with this sector to
incorporate it in risk reduction programmes, contingency planning, and relief and recovery
operations.
3.5 International Organisations
Kenya is host to many international organizations which play a critical role in disaster
management and risk reduction. The Government of Kenya will play the leading role in setting
standards and the regulatory framework for effective and efficient implementation of risk
reduction programmes, but appreciates the support of international organisations and the UN
structure in facilitating DRR and will incorporate these agencies into the coordination
frameworks established in the NDMP.
Roles of International Organizations
• Contribute to national DRR strategy.
• To be part and support of the coordination of manpower and technical knowhow structure
through the team.
• To be part of the implementation team by supporting the projects under DRR.
• Contributing to knowledge, education, information and build the DRR body of
knowledge in the country.
• Support resource mobilization.
• Provision of technical support.
• Monitoring and Supporting Early Warning, DRR and Response Operations.
Transitional arrangements
As the Government of Kenya increases national, County and sub county DM capacity over time
this policy envisions the potential creation of a dedicated National Disaster Management
Agency. At the appropriate time, the DM/DRR Directorates could be realigned to report to a
full-time Executive Director who should be a professional disaster risk manager with extensive
qualifications and experience. This shift would better match international best practices for
national disaster management institutionalization rather than the current transitional reporting
relationship to MRDM. The Directorates and the capacity they represent for institutionalized
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disaster risk management should be viewed as a permanent necessity regardless of their reporting
lines or any future consolidation of government ministries.
4.0 RISK REDUCTION AND RESPONSE FUNCTIONS
Disaster Risk Reduction a systematic approach aimed at minimising vulnerabilities and disaster
risks throughout a society, to avoid or to limit the adverse impacts of hazards, within the broad
context of sustainable development. The disaster risk reduction framework is composed of the
following fields of action:
• Risk awareness and assessment including hazard analysis and vulnerability/capacity
analysis;
• Knowledge development including education, training, research and information;
• Public commitment and institutional frameworks, including organizational, policy,
legislation and community action;
• Application of measures including environmental management, land-use and urban
planning, protection of critical facilities, application of science and technology,
partnership and networking, and financial instruments;
• Early warning systems including forecasting, dissemination of warnings, preparedness
measures and response capacities.
4.1 Identifying, monitoring and assessing disaster risks and enhancement of early
warning
Disaster prevention covers measures undertaken to eliminate the occurrence of a disaster.
Prevention in this respect will focus on measures aimed at impeding the occurrence of a disaster
and minimizing the harmful effects on the community, property and the environment. Some of
the prevention measures include:
4.1.1 Monitoring and analysis of disaster risks and vulnerability
Appropriate baselines and risk information is a vital component of DM. The information must be
well linked to decision- making and the response system to ensure timely action. The MRDM in
collaboration with key stakeholders will develop and maintain capacities and infrastructure to
observe analyse and forecast hazards, vulnerabilities and disaster impacts through use of disaster
maps and statistical loss information.
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• A system will be established at all levels countrywide to coordinate the collection,
collation and analysis of hazards and vulnerabilities and dissemination of information on
disaster risks. Disaster risk assessment and analysis is required for the successful
development and implementation of effective disaster risk reduction policies and
measures. The state department responsible, supported by its Directorates and the
NPDRR, will monitor and document the disaster risks and develop hazard and
vulnerability atlases at all levels.
• Disaster risk-related information will be reviewed and analysed to identify capacities and
gaps in existing processes and linkages with a people-centred early warning and
awareness raising strategies.
4.1.2 People Centred–Early Warning
Providing early warning information on an impending disaster to population at risk in an
appropriate manner helps to reduce the possibility of loss of life, injury, damage to property and
environment and loss of livelihoods. A people centred early warning system will be developed
with full participation of local people from both men and women.
• Early warning information will be reviewed, collected and analyzed in collaboration with
respective institutions responsible for hazard analysis and disseminated to the users.
• The policy will establish a National and County Early Warning System that will be
linked via the department responsible for DM/DRR structures, to the community early
warning systems and will involve all stakeholders with regard to information provision,
analysis and decision-making.
• Early warning information will be linked to risk identification, monitoring and analysis,
dissemination and communication of risk information and disaster response capabilities.
• A dissemination and communication strategy on early warning system will be developed
to ensure information on impeding threats reach and serve people at community level to
minimise losses from disaster impacts.
4.1.3 Disaster Information Management and Communication
The policy will promote development of an effective information system on disaster risks easily
understood especially to citizens at high risk to encourage them to take appropriate action and
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strengthen their resilience. The government will establish effective, well integrated,
professionally resourced and effective ICT infrastructure and communication systems,
especially, where normal communication is likely to be or has been interrupted by disasters.
Effective disaster risk information and communication relies on comprehensive risk assessment
and analysis, assessing capacities, strengthening people-centred early warning system and
awareness raising strategies. It will be linked to effective disaster preparedness and response.
The policy will enforce early warning and communication strategy through relevant legislation.
Multiple communication system to disseminate early warning tailored to the needs of individual
communities will be promoted. The MRDM will ensure that warning messages are understood
and should inform the community when the threat has ended.
4.1.4 Awareness raising and education
There is clear evidence from parts of the globe that advocacy is necessary to raise stakeholders’
awareness on the need to participate in disaster management and promote an embed culture of
disaster prevention. The MRDM will develop a plan to raise awareness on disaster risks and
measures to reduce these risks to enhance a culture of safety among all people in their everyday
lives. This policy requires that:
• Develop public and institutional awareness campaign strategy by involving a range of
stakeholders and use of appealing communication channels and ensuring the messages
reach high risk groups.
• Systematic integration of DRR issues into formal education and training.
• Advocacy will provide a feedback co communities, government and partners at all levels.
• Public education and training campaigns will be undertaken to sensitize the population on
the policy and increase the general understanding of disaster risks they are likely to face
and the precautions to be taken. The NDRP will ensure there is periodic training and
education targeting decision-makers and staff in line ministries, training institutions,
NGOs, community-based organizations, volunteers, and the private sector. It will also
encourage learning and training institutions in the country to incorporate DM modules
into their curricula.
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• Public awareness initiatives in disaster management will be enhanced through partnership
with the media, the private sector and among other stakeholders.
4.1.5 Disaster research
Disaster management requires capacity building for undertaking relevant research using
appropriate technology. The policy recognizes the need for comprehensive research on disaster
and their management in collaboration with local, regional and international learning and
research institutions.
The department responsible for DRR will support research on the nature of disaster risks, DM
best practices and climate change adaptation and promote linkages with the relevant learning and
research institution and disseminate research findings to stakeholders.
4.1.6 Adaptation to Climate Change
Climate change will continue to affect the predictability and severity of natural disasters within
Kenya, complicating preparedness planning and readiness for once cyclical events. Because
ecosystems, agriculture, livelihoods and settlements of a country or region are highly dependent
on the climate of that area, climate change adaptation measures are required to continually adjust
mitigation and preparedness practices to reduce disaster risks and vulnerability to them. There
should be strong research and international linkages and network for information updates.
Climate change is a fast revolving phenomenon which requires the nation to keep up with. There
should be investment in appropriate adaptation at all levels especially at the counties and
community level.
• The department responsible for DRR will work with stakeholders in addressing climate
change associated risks and by taking measures to safeguard the environment based on
hazard risk analysis and climate change research.
• Department in charge of DRR will advise all relevant department and stakeholders on
measures to militate against natural and manmade hazards including those linked to
climate change.
• Department responsible for DRR will place additional emphasis on linking hazard
predication research (in collaboration with disaster management institutions) and people
centred early warning with settlement and development policies and contingency
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planning. Communities should be provided with information on the potential effects of
climate change, encouraged to prepare for unpredictable events and modify the
adaptation strategies to improve resilience and coping mechanisms.
4.1.7 Environmental, Natural resource and land use Management
Environmental protection and sustainable use of resources is critical for the prevention of
disasters. Damage to local ecosystems, water supplies, land and cultural resources exacerbates
disaster risks and increase the likelihood that particular hazards will have a significantly negative
impact on vulnerable people.
• Environmental safeguards and policies will be, developed in coordination with
departments and stakeholders in charge of environment and natural resource management
to promote environmental protection and sustainable development.
• During relief and recovery operations all efforts will be made by all stakeholders in
charge of DRR to prevent additional damage to the environment. A comprehensive
environmental impact assessment will be required after the first stages of relief to guide
rehabilitation, reconstruction and all the processes to recovery programmes to be
implemented.
• The MRDM in collaboration with stakeholders will enact policies and regulations that
guide land use in urban and rural areas in order to minimize disaster risks and
vulnerabilities.
4.1.8 Mitigation through development
Hazards such as floods, pests and droughts do not make a disaster on their own. It is inability of
a population to cope with hazards that transforms them into a disaster. Mitigation measures will
aim at increasing the coping ability to the risks of greater probable impacts. The policy will
ensure that disaster risk reduction activities are mainstreamed in the national and county plans
and policies with appropriate budgetary allocation including but not limited to Vision 2030,
Poverty Reduction Strategy Papers, MDGs, among others.
The policy gives priority to factoring DRR into development planning in order to enhance the
societal capacity to withstand the adverse effects of disasters. Disasters risk management
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includes a development-based set of activities aimed at reducing vulnerability within populations
that are at risk to particular hazards.
• The NDMP will therefore ensure that adequate measures are put in place to prevent the
onset of a disaster and to respond to disasters when they occur, thus minimizing their
negative effects and threats to development.
• A National Disaster Risk Reduction Strategy has been developed to ensure that disaster
reduction measures are mainstreamed in all development activities. It will be evaluated
and updated by the department responsible for DRR periodically.
4.1.9 Vulnerability reduction through development and social programmes
Vulnerability analysis links directly to mitigation activities and provides the context for
understanding the effect of any hazard on the population, property and the environment.
• The Directorate of Risk Reduction and Preparedness will prepare and maintain baseline
vulnerability analyses on a continuous basis to assess the impact of the problem on the
affected population.
• All response activities shall be undertaken in a manner that ensures that the most
vulnerable groups are specifically targeted including but not limited to pregnant and
lactating mothers, children, elderly, marginalised ethnic/religious groups, physically
challenged among others.
4.1.10 Community coping mechanisms
Coping mechanisms are pro active measures as well as responses of an individual, group or
society to challenging situations. One example of a coping mechanism is the cross-border
utilization of natural pastoralists of different ethnic groups. These mechanisms include revival
and application of indigenous knowledge and technologies into disaster management coping
strategies. The policy recognizes that conflict prevention and natural resource management can
go a long way in enhancing the symbiotic relationship and exchange of information between
different areas.
• The State department in charge of DRR will enhance conflict prevention and
management strategies as a way of providing an enabling environment for the
development of socio-economic activities.
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4.2 Disaster Preparedness and response
Disaster preparedness includes precautionary measures, taken in advance of an imminent threat
of a disaster in order to empower the people and institutions to respond to and cope with the
potential impact of a disaster. Effective DP is based upon a comprehensive and continuous
assessment of vulnerabilities and risks to create awareness of the most likely hazards and
disasters, their geographical spread, their magnitude and the elements at risk. A comprehensive
assessment of risks and vulnerabilities will therefore assist the targeting of DM programmes in
Kenya. The policy aims at pursuing a strategy that will ensure preparation of periodic sectoral
and integrated disaster contingency plans at all levels and appropriate activation mechanisms are
put in place.
The sections below broadly cover the most important areas of preparedness. The NDRP contains
detailed guidance; and identifies key activities which are critical to increasing institutional and
community preparedness for disasters.
4.2.1 Sectoral disaster Contingency Plans
Every sector will develop its own plans at national, country and community levels. This is a part
of contingency planning which is the strategic planning process, for an event that may occur, in
which scenarios and objectives are built, managerial and technical actions defined and potential
response systems tested and put in place to prevent or respond effectively to emergencies.
• The state department in charge will develop contingency planning guidelines for partners
and country government to develop DM strategic plans defining the actions to be taken
to prevent, mitigate and respond to disasters at all levels.
• The state department in charge of DRR will coordinate, monitor and operationalize
disaster management strategic plans that will guide disaster preparedness and facilitate
restoration of disaster victims and environments to normal functioning conditions
through well planned coordinated actions and efficient use of available resources.
• The public and private sectors will be required through legislation to promote DM
initiatives as outlined in the strategic disaster management plans.
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4.2.2 Inventory of equipping and volunteers
For effective disaster management and sustainability of development programmes, volunteer
capacity building and training in DM is essential. Currently there are a few volunteer training
centres and there is a need for national level training in comprehensive disaster management
programme that can be drawn upon. In order to increase the capacity to respond quickly to
disasters, the policy requires MRDM to develop and maintain inventories of technological
capacity as well as on volunteers and equipment at national, county and community levels.
4.2.2.1 Community Based Disaster Preparedness (CBDP)
CBDP is the internationally recognized first line of defence against damage and death caused by
disasters. International and CSOs contribute significantly to programmes aimed at preparing
communities and families for disasters.
• The state department in charge of DRR, its Directorates and county officers will support
and facilitate programmes and projects that aim to prepare communities and families for
disaster management.
4.2.2.2 Institutional preparedness and readiness
To ensure fast, effective and appropriate pro-active measures and response to disaster, all
governmental, civil society and private sector actors will be encouraged to improve their
readiness for prevention, mitigation and response to disasters in support of creating a disaster
resilient society.
• System-wide objectives for institutional preparedness will be incorporated into the NDRP
and/or the Disaster Risk Reduction Strategy for Kenya.
• The state department responsible for DRR should further assess the capacity of
organizations which play a critical role in the NDRP and identify measures to be
undertaken to improve institutional preparedness and readiness for prevention, mitigation
and response.
4.2.3 Stocks
4.2.3.1 Strategic stockpiles on health and other essential supplies
Currently, the state department in charge of health keeps strategic drug reserves, and other non-
medical supplies under the Kenya Medical Supplies Agency (KEMSA) for use during
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emergencies. In addition, the National Public Health Laboratories Services (NPHLS) manages
blood transfusion services, which includes the blood bank.
However, the quantities are not adequate. The NDMP proposes that the state department
responsible for health Ministry maintains and boosts the existing strategic stock on essential
health sustenance supplies needed during disasters or emergencies.
• KEMSA will identify and maintain strategic drug reserves and other medical supplies
adequate to meet needs predicted in various contingency plans developed under the
NDMP including body bags.
• NPHLS will establish and maintain target amounts of blood (especially universal blood
types), collection and transfusion supplies based on needs identified in contingency plans
under the NDMP. NPHLS will also establish contingency plans for collection of blood
during a national disaster and for agreements with other governments to supply blood in
the event of an emergency which disrupts normal blood collection.
4.2.3.2 Strategic Stockpiles of Non-Food Items (NFIs)
Civil society organizations including the KRCS and international organizations maintain
strategic stockpiles of NFIs for distribution during the response to disasters. However, the
Government of Kenya has not established its own strategic stockpile of supplies such as shelter,
water containers, cooking and cleaning kits and basic tools.
• The state department in charge will map and maintain a national inventory of non-
governmental NFI stockpiles that can be used in the event of a disaster.
• The state department in charge will determine based on this mapping an appropriate
target level of NFI supplies for the Government of Kenya to maintain and assure
adequate availability of relief items. Agreements may be established with private sector
suppliers to maintain such stockpiles for the state department in charge with guaranteed
provision on demand to reduce the costs of maintaining its own stockpiles.
4.2.3.3 Strategic Grain Reserve
The Government wide NCPB ACT CAP. (338) Sec. (13) read together with the Exchequer and
Audit (Strategic Grain Reserve Trust Fund) Regulations 2002 requires that the Government of
Kenya maintain at least three million bags of 90 Kgs. (270,000 MT) of grains in physical stock
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or cash equivalent. Through a Presidential decree this amount was required to be increased to
eight million bags of 90 Kgs. (720,000 MT) of grains in physical stock or cash equivalent.
• The Government of Kenya will maintain a diversified strategic food reserve adequate to
sustain the nation for 3-6 months during times of disasters until incoming shipments can
be received and distributed.
4.2.4 Enforcement of public Safety and health standards
Promotion of public safety within the realms of health management, fire safety and of building
and construction, transport, ICT, industries, public sector, employment, educational institutions
and other key sectors will be given priority.
• The state department in charge of DRR encourages compliance with technical safety
standards, including building codes, the Occupational Safety and Health Act, 2007 and
professional ethics in all of its disaster planning.
• The public safety working group under the National Platform for Disaster Risk Reduction
will assess and identify opportunities for development of additional regulations and
policies to promote public safety.
4.2.5 Exercise and Drills
Effective disaster management, instilling a culture of education awareness and readiness requires
a maintenance program to reinforce training. The application of real life, broad participation
exercises is a recognized and valuable tool to achieve these goals. The NDRP contains important
guidance for the conduct of simulations and exercises e.g. incident command system.
• The state department in charge with DRR will organize practical, scenario-based drill
exercises and simulations which include all relevant governmental and non-governmental
actors to practice procedures, improve knowledge and skills and build cross-agency
relationships critical to clear communication during an and actual response.
4.3 Responding to Disasters
Disaster and emergency response involves interventions taken during or immediately after a
disaster or complex-emergency.
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• The state department in charge of DRR will put in place multi-sectoral systems, tools and
mechanisms to ensure timely and appropriate response, followed by early recovery to
reconstruction and rehabilitation.
Professional emergency response encompasses dozens of functional, technical and/or sectoral
activities all of which require specialized expertise for planning and implementation. The NDRP
adopted in 2009 clearly articulates the scope of these technical areas and organizes them into
activities and tasks, with assigned lead and support roles. The NDRP also provides clear
guidance on incident command system and standard operating procedures. The detailed report on
the findings of the “Task force report on the establishment of emergency services command &
control centres” is another source of guidance and coordination opportunities.
• The state department responsible for DRR and the NDOC will undertake to research both
national and relevant international best practices and lessons learnt from ongoing and
current disasters, and from corrective actions such as the 2005 UN Humanitarian Reform,
Review and the matching General Assembly resolutions to Kenyan laws to which Kenya
is a signatory.
• At the minimum, every 3-4 years, the state department responsible for DRR may review
and make recommendations to revise the NDRP as needed, continually examining the
requirements of functional and technical areas and capacities to provide the skills,
including the following:
Emergency Information and Alerts Evacuation
Emergency Medical Fire fighting
Search and Rescue Shelter
Transportation, Logistics & Supply
Chain Management
Food, provision
Water and Sanitation Cash Assistance
Disease Prevention Family Linking
Security and Protection Marine life and resource and
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Demobilization and Transition to
Recovery
Environmental Protection and Hazardous
Materials Containment
4.4 Disaster Recovery Processes
Recovery initiatives entail actions and programmes designed to help communities to return to
normalcy or build back better. Effective disaster risk management requires that adequate
attention be placed on helping communities recover from the effects of disasters in a way that
leaves them more resilient and safe from future hazards and emergencies.
• The state department responsible for DRR will incorporate specific provisions for timely
transition from relief to recovery following disasters.
• The NDRP and contingency plans will be reviewed and revised periodically or as
appropriate to incorporate specific requirements for ensuring effective recovery
programming based on cross-sectoral inputs.
4.4.1 Early Recovery
Early recovery focuses on stabilizing a disaster affected people, environment, area and ensuring
that basic family needs for food, water, shelter and health are being met through increasingly
self-sustainable means.
• The state department responsible for DRR will ensure that during the early recovery
phase relief assistance should transition as soon as possible from the provision of food
and non-food supplies towards provision of cash, private family shelter arrangements,
health and education services, seeds and tools to re-enable basic livelihoods.
• Early recovery will include restoration of basic services at least on an interim basis,
removal of debris, temporary repair of roads and other infrastructure and of containment
of environmental hazards.
4.4.2 Long-term Recovery
Long-term recovery emphasizes restoring infrastructure, systems and livelihoods to a pre-
disaster state or better.
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• During long-term recovery operations all efforts will be made to permanently restore
shelter, water systems, roads, communications and health systems, schools, businesses
security and community structures.
• Long-term recovery will also include a comprehensive EIA and a complete clean-up
restoration of environmental and repair of any other environmental damage.
• Livelihoods, including the creation of viable alternatives, will be restored to a pre-disaster
state or better.
5. DECISION-MAKING, COORDINATION & FUNDING MECHANISMS
Disaster risk management requires a range of decision-making mechanisms and approaches to
successfully prevent and minimize the effects of emergencies. Policy development, risk
reduction and related development planning requires a participatory approach with a high degree
of confidence building through consensus oriented decision-making.
Disaster preparedness planning must be consultative and inclusive but decisive and should
articulate clear decision-making mechanisms. Response operations require clear command and
control decision-making frameworks, based on pre-established standard operating procedures as
well as the flexibility to rapidly adjust to changing events and circumstances. Recovery
operations require a shift back towards participatory decision-making processes to ensure that
those affected by disasters regain ownership and influence over their recovery.
The following sections articulate some of the key decision-making systems in Kenya. The
Kenya Disaster Risk Reduction Strategy and National Disaster Response Plan will contain more
detailed frameworks, objectives, assignment of specific roles and standard operating procedures.
5.1 Levels and declarations of disasters
Kenya’s tiered disaster response system is based on the principle of Subsidiarity as articulated in
Chapter 2 of this policy. Figure 5 below shows the levels of disasters based on the impact,
needs, capacities and requirements of different scales of disaster.
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The response of MRDM and other collaborating agencies depends on the severity of the disaster
emergency and the type of assistance required. When a disaster is assessed to be at levels 3 or 4
the Permanent Secretary of MRDM will provide information and request a rapid declaration of a
national disaster by the NDEC and President.
5.2 Policy Development
DM policy development and ratification is necessary to ensure institutionalisation of guiding
frameworks, rules and structures. In addition to this policy and its periodic revision, specific
sectoral or hazard specific policies may be developed to provide detailed guidance.
MRDM serves as the policy secretariat for disaster risk management related policies. As issues
emerge which may require additional policy development, MRDM will assign staff to research
the issue, lead consultative processes to gather stakeholder input and draft policy documents.
Once finalised and agreed by the Minister responsible for Disaster Management s/he will submit
the policy document to the NDCC for consideration and debate. Once NDCC and its Permanent
Secretary level members agree to the policy it will be submitted to the NDEC/Cabinet for
approval.
Level 1
Level 2
Level 3
Level 4
Localized emergency events dealt within the regular operating mode of the protective, emergency and health services in sub‐county.
Emergency events that overwhelm the capacity of the resources in sub county municipal, but which do not Overwhelm the capacity of
the County resources to respond and Recover.
Emergency events that requires the Mobilising of national Resourcesto respond and recover (may be designated as a n National disaster ).This will prompt seeking of assistance from External Partners.
Emergency event that overwhelms the existing national response capacity, thus prompting the President to declare a national disaster and to seek foreign/international assistance to support the country in
the response and recovery initiatives.
Figure 4– Tiered System of Disaster Response and Declarations
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5.3 Coordination
Coordination, combined with good communication, is needed to successfully lead a disaster
management organisation and the operational activities it undertakes. In the context of DM,
coordination may be defined as bringing together the different elements of a complex activity or
organisation into a harmonious and efficient relationship and to negotiate with others in order to
work together effectively for the benefit of those affected by the event. To be effective the policy
aspires to achieve coordination that is Participatory, Impartial, Transparent and Useful.
Global experience from too many disasters has clearly identified the cost of poor coordination
policy, protocols, systems and tools.
The NDMP will encourage and empower a culture of well structured DM systems and tools,
supported and managed by carefully selected and trained human resources provided with
appropriate, well sourced material and equipment. It will lead and promote transparent inter-
Ministry responsibility for inter-agency dialogue and will engage with and utilise the additional
good will, skills and resources of civil society and importantly the increasing concern and
involvement of business and the private sector. It encourages information sharing and positive
communication that remains mutually respectful of each participant’s mandated roles,
responsibilities, skills and expertise. This will result in a well informed, well planned and
effectively delivered service to the people of Kenya and its regional or international counterparts.
There should be effective and efficient communication infrastructure in support disaster
management in Kenya. CCK has to be mandated and shall be integrated into the efficient and
effective communication infrastructure. Relevant State department must be empowered and have
authority to enforce and implement the policy.
FM stations should be part of information disseminating system. NDOC will collaborate with
mobile service providers to disseminate information. NDOC shall establish a call centre with
manageable numbers. Alarm system (siren system) should be incorporated in all urban/city and
also be coded. Structures should be put in place for disaster response units.
5.3.1 Overarching Coordination Structures
Kenya benefits from a robust assortment of civil society, private sector and international
organisations which have shown a consistent dedication and contribution to humanitarian
programs and operations in the country. The broad number of actors, however, has created a
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complicated assortment of coordination mechanisms for sharing information, planning, agreeing
on technical standards and implementing programs and operations.
This NDMP establishes a more integrated, streamlined and harmonised coordination structure for
humanitarian actors. Existing coordination bodies and meetings such as the highly engaged
Kenya Food Security Meeting are incorporated into the structure in the form of thematic and
sectoral working groups. The NPDRR is given the overarching responsibility for integrating the
feedback and outputs of these working groups as well as its ongoing role as a forum for
discussing the full range of risk reduction issues and requirements. Working groups are foreseen
to take on a dual-role to coordinate information for planning and operations and to establish
functional teams for potential delegation of responsibility under the national disaster response
plan. Figure 6 shows the new coordination framework established by this policy.
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Figure 5– Kenya Disaster Risk Management Coordination Structure
Thematic and Sectoral Working Groups will each have a Sector Lead from among Government
of Kenya Ministries as well as a Co-Lead from among partner organisations. The Sector Lead
will organize and chair meetings. The Co-Leads will develop meeting agendas, promote
participation among non-governmental partners and make technical contributions to the work
plan activities decided by each group.
The new coordination structure is not intended to diminish the importance of particular forums,
only to integrate and streamline coordination processes and ensure a holistic approach. A few of
the previously existing forums are highlighted below given their ongoing importance to this
policy.
The National Platform for Disaster Risk Reduction is a stakeholder forum for consultation,
negotiation, mediation and consensus building on disaster risk reduction. In addition to its new
overarching coordination role, the Platform will continue to work in collaboration with the
MRDM to meet its previous objectives including:
Thematic and Sectoral Working Groups
NATIONAL DISASTER EXECUTIVE COMMTTEE(NDEC) (Chair: President, Cabinet Level Members)
Ministry Responsible for Disaster Management
MRDM DM/DRR Directorates
County DM/DRR Officers
County Disaster
Management Committees
Sub County Disaster
Management Committees
Kenya National Platform for Disaster Risk Reduction (Chair: PS ‐MRDM, Co ‐Chair: HC, Secretariat: Director General)
Agriculture, Livestock, Drought, Food Security & Aid
Sector Lead: MOA/MONKCo‐Lead: FAO/WFP
Rapid Onset Disaster Response, Shelter and
Resettlement
Sector Lead: MSPCo‐Lead: KRCS
Education & Public Awareness
Sector Lead: MOECo‐Lead: UNICEF
Health, Nutrition, Water, Hygiene &
Sanitation
Sector Lead: MOH/MOWICo‐Lead: WHO/UNICEF
Peace & Development
Sector Lead: MINISTRY RESPONSIBLE FOR RESPONSIBLE FOR NATIONAL AND COUNTY GOVERNMENTSCo‐Lead: UNDP
Others As Required
(e.g. Logistics/ Transport, Gender‐based violence, Child Protection, Energy –created and phased out on demand)
Public Safety,Fire, Accidents
Sector Lead: MOLGCo‐Lead: SOFADECCA
NATIONAL DISSTER COORDINATING COMITTEE (NDCC)(Chair‐ Secretary to Cabinet, Coordinated by PS MRDM. Members meet as need arise to form sub Committees and assign responsibly as required). ‐
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• Promote and enhance public awareness of disaster risks.
• Obtain commitment from the public leadership to DRR.
• Stimulate and strengthen multi disciplinary and multi sectoral partnerships and networks
at all levels.
The Kenya Food Security Meeting as constituted is the Agriculture, Livestock & Food Security
Working Group. This is a multi-sectoral and multi- agency forum that consolidates food security
early warning information, undertakes needs assessments, prepares contingency plans and
mobilizes resources for emergency response. The Agriculture, Livestock and Food Security
working group will collaborate with the MRDM.
5.4.2 Operational Coordination
Whilst coordination of a DM system is overarching in its scope covering the political, economic,
organizational, operational and informational, operational coordination addresses the critical
phases where the theory, preparation and planning come together and are activated in response to
an event. The policy will set the framework, create the structures, and provide the guidelines that
will trigger the activation of the system. These include the authorization of an operational
management system empowered by the governance bodies to lead, direct, implement and
manage the policy and any appropriate and approved strategic plans of action and other
instruments created to address such a crisis, for example the NDRP 2009.
MRDM and its directorates are the lead operational coordination body and functions include a
complex network of contingency plans, human technical, scientific and logistic resources. These
operational functions are laid out in sec 5.4.2.1 below and 3.2.1.2 above. The current NDRP
2009 is a well developed document detailing much of the essential elements of operational
coordination and should remain in place, subject to future reviews and upgrading as noted in the
policy. Having evolved outside of the framework of an approved NDMP and legislation the
NDRP will benefit and be reinforced from the establishment of this policy.
5.4.2.1 MRDM National Disaster Management Directorates
The policy promotes the establishment of DM directorates under MRDM with the mandate,
power, funding and resources to be the implementing, coordination and monitoring body for
overarching national disaster management. The functions of the MRDM directorates are noted in
section 3.2.1.2. Their role in overall national coordination is critical and depending on the scale,
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scope and complexity of any event it may delegate operational coordination roles and
responsibilities to other government entities with the capacity to coordinate response and
recovery operations such as provincial or district entities. In exceptional circumstances this may
include the police, GSU, military (see 3.4.1.2 above and 5.4.2.2 below) or other approved
agencies with coordination capacity such as the KRCS or other humanitarian CSOs or special
emergency departments. The structure of MRDM (see Figures 3 and 4 above) should be
underpinned by:
1. Six Directorates that manage and coordinate the core programme streams of
MRDM’s DM/DRR remit namely:
a. Risk Reduction and Preparedness.
b. Mitigation, Resettlement and Peace Building.
c. Response, Relief and Recovery (including a 24/7 NDOC).
d. Information Management and Communications.
e. Finance, Human Resources and Administration.
f. Monitoring and Evaluation.
2. Representation of Line Ministries and Government Offices
3. Provincial Administration and Disaster Management Committee Representatives.
MRDM’s coordination functions are reinforced with continuous scientific, technical, thematic
sectoral and functional advice and support through the seven working groups that make up the
proposed Kenya National Platform for Disaster Risk Reduction (see Figure 7 above).
The NDOC functions are detailed in the NDRP, but it presently operates on an ad hoc basis and
is quite dependant on personnel seconded and rotated frequently from the Armed Forces. Whilst
the participation of such personnel has some real advantages, particularly under the CIMCORD
initiatives noted below in 5.4.2.2, the structure would benefit from more clarity in its role and a
more diverse and cross cutting representation of disaster management professionals drawn from
multiple disciplines with common training, standard operating procedures and methodologies
that reinforce the technical skills specific to their agency origins.
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5.4.2.2 Civil Military Coordination (CIMCORD) (including the Kenya Police and GSU)
The mobilisation of a nation’s Armed Forces to support, or in exceptional circumstances
coordinate or lead disaster operations is both logical and not infrequent. How, when and where
such forces are mobilised for humanitarian and emergency support may often be proscribed in
national legislation. None the less, the added value of the human resources, technical skills and
logistics capacity of the Armed Forces may be a critical element in delivering a well-coordinated
and effective response, however it has to be carefully coordinated and managed. Specifically
where there may be sensitivities due to pre-existing or developing insecurity, unrest, conflict or
other activities demanding the primary role of the Armed Forces to be activated. There is no
protocol in place to prepare for and define such roles at present. The policy encourages the
appropriate inclusion and adoption of current UN and other agencies’ protocols, guidelines and
training through the Civil Military Coordination (CIMCORD) initiative for clear use and
integration of the Armed Forces into the national DM coordination system. The nation’s Armed
Forces would also play an important role in leading the coordination of supporting foreign armed
forces arriving to provide humanitarian help in a major disaster. This Joint Services Coordination
was positively demonstrated during the Indian Ocean Tsunami in 2005 and in Indian and
Pakistan during the earthquake in the same year.
5.4.2.3 County and Sub county Mechanisms
Whilst Kenya’s Hazard/threat profile indicates a myriad of real and potential disasters and
emergency risks, the reality is that by far the majority of these will occur not at a level requiring
national coordination but rather at the county and sub county level. Whilst enshrining the overall
disaster management coordination responsibility in MRDM the policy encourages the ongoing
development of an inclusive, robust but well integrated replication of county and where
possible in the future Sub county or even municipal disaster management coordination entities
and mechanisms. These entities will be responsible for the local coordination of such disasters
with clear reporting and management lines to the upper body. They can and should draw upon
and be supported where necessary by MRDM’s national resources.
5.5 Regional and International Coordination and Cooperation
Major sudden, slow onset and cyclical events such as Hurricanes Mitch and Katrina, the Indian
Ocean Tsunami, the India/Pakistan earthquake, the Sahel droughts, the Rwanda conflict the
HIV/AIDS and H1N1 epidemics and others show that no country is immune from such disasters
that can rapidly overstretch even the most sophisticated of disaster management systems and can
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impact multiple neighbouring countries. Such events demand that a nation be prepared to
respond to both internal and external disasters that cross borders or come in a massive and
overpowering scope. The policy encourages and indicates the need for effective standard
operating procedures to mange this cooperation. Procedures for requesting and coordinating such
regional or international assistance need to be instituted.
5.5.1 Cross-border Assistance and Agreements
Major events create special coordination challenges that can be overcome through transparent,
cooperative and inclusive engagement with regional and international partners, and humanitarian
agencies. Kenya is a leading member of the IGAD and IPCC and hosts the Regional Disaster
Management Centre of Excellence with eleven participating states.1 Another example of such
coordination would be the East African Community initiative to set up a Maritime Search &
Rescue Centre for Lake Victoria. At present the development of such cross border mechanisms
remains largely ad hoc and development of standard operating procedures and operational
coordination agreements is encouraged
5.5.2 International Cooperation and Agreements
The NDMP recognizes and empowers the observance and opportunities of existing regional and
international partnerships, treaties, resolutions and laws to which the Government of Kenya is a
signatory such the Geneva Conventions and International Humanitarian Law. It encourages
engagement in developing mechanisms such as the Hyogo Framework of Action (HFA) 2005-
2015, and International Disaster Response Law. National agencies such as the Kenya Red Cross
Society are the national representatives and interface for their international partners through the
IFRC and the ICRC. The UN system provides coordination support and technical assistance
through the Office for the Coordination of Humanitarian Affairs (OCHA) and other line agencies
like UNHCR, UNICEF, WFP, UNDP and others. Major international NGOs with an important
presence in Kenya such as World Vision Kenya, OXFAM GB, Save the Children, MSF, CARE
International Kenya and others have access to their global resources to support the Kenya
disaster management system in times of great need. Foreign states aid agencies such as ECHO,
USAID, CIDA, DFID, SIDA and many others are represented in their embassies and High
Commissions in Nairobi and have valuable resources that may be requested and drawn upon.
The policy encourages Kenya to access the considerable expertise and resources of these bodies
1 Burundi, Congo (DRC), Djibouti, Egypt ,Ethiopia, Eritrea, Kenya, Rwanda, Seychelles, Tanzania, Uganda
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and to develop effective coordination interfaces and professional relationships with them to
avoid well intentioned but ad hoc, uncoordinated and uninvited response as was noted in some
earlier disasters around the world, while equally maximising the opportunity to mobilise the
beneficial services available.
5.6 National Funding Mechanisms and Provisions
5.6.1 Disaster Relief Trust Fund
Currently, the exchequer provides funds mainly for relief food. The NDMP proposes the
establishment of a Disaster Relief Trust Fund with contributions from the exchequer, private
sector, individuals, CSOs, development partners and stakeholders. The Fund will be managed by
a Board of Trustees and will address all phases of disaster management, prevention, mitigation,
response, recovery, rehabilitation and reconstruction.
5.6.2 MRDM and Directorates Budget
A core budget for the national DM/DRR directorates will be provided by the Government of
Kenya through the MRDM. This core budget is expected to be significantly augmented through
contributions of staff, stocks, programme and relief contributions from partner organisations and
external donors.
5.6.3 Devolved funds
Devolved funds such as LATF, CDF and all other funds to county government shall allocate no
less than 5% of their allocation of disaster management activities. Specific allocation for each
county budget should be earmarked annually for Disaster Management.
6 OTHER PROVISIONS
6.1 Non-discrimination
While providing compensation and relief to the victims of disaster, there shall be no
discrimination on the basis of tribe, community, descent, sex, sexual orientation, religion or
political party affiliation. The selection of partner organisations shall also be free from
discrimination on the basis of the organisations perceived or real affiliation based on the above
characteristics. Such non-discrimination shall equally extend to the selection, training and
deployment of human resources including disaster management staff and volunteers.
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6.2 Indemnity (for government, non-governmental and “Good Samaritans”)
‘Good Samaritans’ who use their resources during emergencies to support national and county
Government bodies in disaster operations may be indemnified (the bare minimum cost incurred)
from the disaster contingency funds or any other disaster funding mechanism available.
Employees of MRDM, volunteers and employees of civil society organizations, the private
sector and international organisations and individuals shall be immune from any legal process or
suit with respect to any activity such as communications related to disaster early warning
undertaken professionally and genuinely in respect to their delegated responsibilities under this
policy or subsequent plans developed under this policy.
6.3 International and National Quality Standards and Assurance
The guiding principle for relief assistance is to save the lives and livelihoods of people
threatened by a disaster by providing appropriate, and sufficient basic needs such as food and
non food aid, water, sanitation, medicine, including psychological support and shelter acceptable
to the people and without potential negative effects to their dignity, security and environment.
6.3.1 SPHERE, Code of Conduct, IHL and Human Rights Laws, Environmental
Standards
The Government of Kenya recognises the role of individuals, CSOs, private sector and other
development partners and will seek to ensure compliance of stakeholders to the internationally
acceptable standards of relief assistance e.g. SPHERE Guidelines and Standards, the Geneva
Conventions and other appropriate standards and conventions.
The NDRP articulates requirements for the adherence to international standards including the
Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in
Disaster Relief.
6.3.2 Accreditation of National Partners (CSO, Private Sector)
To ensure accountability and effectiveness MRDM may establish a system for accreditation of
national partners from among CSOs and the private sector for the purposes of verifying the
capacities, expertise and good governance of entities which may be delegated responsibilities
under this policy and subsequent plans. The inclusion of approved international aid agencies may
be included in this accreditation process.
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Organisations with established legal mandates through Acts of Parliament for particular disaster
management responsibilities will be exempt from such accreditation processes.
6.4 Monitoring and Evaluating Policy Implementation
The MRDM Directorate for Monitoring and Evaluation will be responsible for monitoring and
evaluation at all levels to measure progress towards planned objectives and implementation of
strategies and to allow for adjustments and additions to plans as well as production of expected
outputs within a given time frame. The monitoring and evaluation system adopted for disaster
management policy will be designed to provide feedback to stakeholders to ensure accountability
and transparency, facilitate appropriate decisions on future implementation and review of the
policy.
Monitoring and Evaluation activities of the MRDM will include:
• Regular review and update of Early Warning Systems for preparedness.
• Regular review and assessment of the goals and strategic interventions for DRR at all
levels in the country.
• Assessing of the efficiency, effectiveness and overall outcomes of DRR interventions
with respect to the vulnerable groups and their life and livelihoods, socio-economic
systems and the environment.
This policy recognizes the need for periodic policy review to ensure it remains relevant to
changing needs. Individual sectors and partners, in collaboration with and the support of the
MRDM will be encouraged develop, monitor and evaluate policies to reflect sector specific
disaster needs.
7. POLICY IMPLEMENTATION NEXT STEPS
Following adoption of this Policy by the Cabinet, an Act of Parliament should be drafted and
adopted which establishes the core components of this policy into Kenyan Law. Presidential
Circular No. 1 which defines the mandates of MOSPAIS and MOSSP should be updated to
reflect changes regarding the establishment of the national DM/DRR directorates under MOSSP
and the integration of the NDOC into this structure.
A detailed strategic plan and budget will need to be developed which identifies priority capacity
building activities, deliverables and milestones to establish the institutional framework laid out in
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this Policy. In particular, funding will need to be identified to establish the national DM/DRR
directorates and to begin their work towards developing and revising plans and planning
frameworks for other ministries, coordination mechanisms and tools to implement this policy.
This policy will be reviewed periodically and its implementation monitored systematically due to
the dynamism of disasters events and unpredictable climate change scenarios both at the County
and national government. Without timely review of the implementation process, it would be
difficult to trace if the measures identified to achieve policy objectives have been appropriately
taken.
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GLOSSARY OF TERMS
The following definitions will apply for the purposes of this Policy.
Disaster
A disaster is a serious disruption of the functioning of a community or society causing
widespread human, material, economic or environmental losses which exceed the ability of the
affected community/society to cope using its own resources.
Disaster Management
Disaster management is the organised analysis, planning, decision-making, allocations of
resources, roles and responsibilities to prepare, prevent, mitigate, respond and
recover/rehabilitate from disruptions by disasters.
Emergency Management
This is organisation, management of resources and responsibilities for dealing with all aspects of
emergencies, particularly preparedness, response and rehabilitation.
Disaster Risk Reduction
This is a systematic development, application of policies, strategies and practices to minimise
vulnerabilities and disaster risks through preparedness, prevention and mitigation of adverse
impacts of hazards within a context of sustainable development.
Disaster risk management The systematic process of using administrative decisions, organization, operational skills and
capacities to implement policies, strategies and coping capacities of the society and communities
to lessen the impacts of natural hazards and related environmental and technological disasters.
This comprises all forms of activities, including structural and non-structural measures to avoid
(prevention) or to limit (mitigation and preparedness) adverse effects of hazards.
Early Warning Systems (EWS)
This is an organised structure for prediction and dissemination of timely and effective
information to allow individuals who may be at risk to take action to avoid or reduce their risk
and prepare for effective response
Hazard
A hazard is a potentially damaging physical event that may be caused by environmental and bio-
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technological processes resulting to loss of life and livelihoods, injury, damage of property and
infrastructure, disruption of economic and social functioning of individuals/communities.
Hydro meteorological Hazards
This is a natural or human induced phenomenon causing atmospheric, hydrological and oceanic
disturbances that may result in loss of lives and livelihoods, injuries, economic and social
disruptions and environmental degradation.
Mitigation
These are measures undertaken to limit adverse effects that may result from a hazard.
Preparedness
These are activities and measures undertaken in advance to ensure effective response to the
impact of hazards, including the insurance of timely and effective early warnings, temporary
evacuation of people and property from threatened locations.
Prevention
These are activities for outright avoidance of adverse impacts of hazards related to
environmental and bio-technological hazards.
Relief/Response
This is assistance and/or intervention during or immediately after a disaster to meet preservation
of life and livelihoods through provision of basic subsistence needs to the affected
individuals/community. It may be of immediate, short-term or protracted duration.
Resilience/Resilient
This is the capacity of a system and/or a community/society exposed to hazards to resist and
adapts in order to obtain an acceptable level in functioning structure. This is determined by the
degree to which the social system is capable of organising itself and the ability for learning and
adaptation, including capacity to recover from a disaster.
Risk
Risk is a probability of an individual/community to be adversely impacted by a disaster. The risk
is determined by a combination of the hazards that threaten the population and its vulnerability to
those hazards. Risk is expressed as; Risk = Hazard x Vulnerability
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Vulnerability
Vulnerability is the susceptibility of the individual, community, property, infrastructure or the
environment to a hazardous event.
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Annex 4 – Various Hazards and Lead Agencies/Support Roles S/No
Hazard Threat Lead Agency/Dept
Support Organisations
1 Drought (water shortage & food insecurity)
Ministry responsible for Responsible for ASALs Development
MRDM, KFSM/KFSSG, Kenya Metrological Department, , NGOs, Kenya Red Cross Society, Ministry responsible for of Agriculture, Livestock and Fisheries Development, Health, Water and Irrigation, ALRMP, National and Count y Governments, NEMA, KWS, KARI, Community, WFP, FAO, UNDP, UNICEF,UNOCHA, UN Agencies, Private sector, CBOs/CSOs/FBOs, SOFADECCA
2 Earthquake/volcanic eruption
NDOC Kenya Red Cross Society, Mines and Geology Dept., Ministry responsible for of Environment, Dept. Of Geology - UON, National Youth Service, Community, NGOs &, CBOs, Police, MOSD, , National and Count y Governments, Min of Roads and Public works, NEMA, National Counsel for Science and Technology, Regional Centre for Mapping and Resource Development, UN Agencies , Private sector, CBOs/CSOs/FBOs, SOFADECCA
3 Floods/tsunamis/ cyclones
MRDM NDOC, Kenya Metrological Department, National Youth, Fire Brigade, Agriculture Department, Police, Western Kenya Community Driven Development and Flood Mitigation Project, MRD, Metrological Department, Water & Sanitation Department, NGOs, Community, Kenya Red Cross, Min of Health, Livestock and Fisheries Development, Provincial Admin, UNICEF, Min of Energy, Roads and Public Works, KPA, KCAA, UN Agencies, Private sector, CBOs/CSOs/FBOs SOFADECCA
4 Locust/pest infestation
Ministry responsible for Responsible for Agriculture (Dept of Pest Control)
UN desert locust control Organization, FAO, Ministries Responsible for: Livestock and Fisheries, Water and Irrigation, MRD, Kenya Red Cross Society, Police, Kenya Meteorological Department, NGOs, NYS, Community, KWS, NDOC, UN Agencies , Private sector, CBOs/CSOs/FBOs SOFADECCA
5 Landslides/ Mudflows/Rock Falls/Land Subsidence
NDOC Kenya Red Cross, Mines and Geology Dept., Ministries Responsible for Environment, MRD, National and Count y Governments , Roads and Public works, Dept. Of Geology - UON, National Youth, Community, NGOs &, CBOs, Police, NEMA, National Counsel for Science and
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Technology, Regional Centre for mapping and resource development, UN Agencies, Private sector, CBOs/CSOs/FBOs SOFADECCA
6 Communicable Diseases/Epidemics
Ministry responsible for of Health, Ministry responsible for of Livestock
Kenya Red Cross Society, KEMRI, CDC, Ministries Responsible for Special Programmes National and County governments, NEMA, Min. of Heath and Medical NGOs, NDOC, Kenya Meteorological Department, Min. of Water, National Youth, Community, St John Ambulance, WHO, UNICEF, FAO, Private sector, CBOs/CSOs/FBOs SOFADECCA
7 Fire (Urban/Rural) Local Authority/Forest Department
NDOC, Ministry Responsible for Local Authorities, Environment Kenya Wild Life Service, , MOD, SOFADECCA, National Youth, Kenya Red Cross Society, St John Ambulance, Kenya Scouts Association, Kenya Police, CCK, Community, Public Works, Forest Department, UN Agencies, Private sector, CBOs/CSOs/FBOs
8 Major Transport Accident – Road Accidents
Police (Traffic Dept)
NDOC, MRDM, MINISTRY RESPONSIBLE FOR RESPONSIBLE FOR NATIONAL AND COUNTY GOVERNMENTS, National Youth Service, Kenya Red Cross, Fire Brigade, Ministry responsible for of Health, CCK, Kenya Scouts Association, Min of Transport, Min of Roads and Public Works, Community, St John Ambulance, Private sector, CBOs/CSOs/FBOs, SOFADECCA
9 Major Transport Accident – Rail Accidents
Police/Kenya Railway
NDOC, MRDM, Police, National Youth, Fire Brigade, Ministries Responsible for Health, Transport, Community, Kenya Red Cross Society, CCK, Boy Scouts Association, St John Ambulance , UN Agencies , Private sector, CBOs/CSOs/FBOs, SOFADECCA
10 Major Transport Accident – Aviation Accidents
Civil Aviation Authority
MOSD, NDOC, MRDM, Ministries Responsible for National and county governments, MRD, Health Transport, Police, Fire Brigade, Community, Kenya Air Force, Kenya Airports Authority, Kenya Red Cross Society, Kenya Scouts Association, Ambulance Service, UN Agencies, Private sector, CBOs/CSOs/FBOs, SOFADECCA
11 Industrial and Mine Accidents/Fires
Fire Brigade Police, Ministries Responsible for Public Health, Public Works, NDOC, MRDM National Security and County Governments, Community, Kenya Red Cross Society, CCK, Kenya Scouts Association, Mines and Geology, Department of Industry, St. John, Industry Department, UN Agencies , Private sector, CBOs/CSOs/FBOs, SOFADECCA
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12 Marine Accidents Kenya Marine Authority/ Marine Police
,Ministries Responsible for Health MRDM Transport, MRD Trade and Industry NDOC, National Security and County Governments, , Kenya Navy, Community, Kenya Red Cross Society, Directorate of Occupational Health and Safety Services, CCK, Kenya Scouts Association, Mines and Geology, , St. John, Industry Department, UN Agencies, Private sector, CBOs/CSOs/FBOs KPA, SOFADECCA
13 Environmental Pollution, Chemical/Oil Spills
NEMA Ministries Responsible for Environment, Labor , MRD Water, Health MRDM National and County Government, Forest, Kenya Wildlife Services, NDOC, Police, KPA, Kenya Maritime Authority, KEMFRI, Kenya oil Refineries, National Oil Cooperation of Kenya, Kenya Pipeline Company, Research Institutions, UN Agencies Private sector, CBOs/CSOs/FBOs, LVEMP, TARDA, SOFADECCA
14 Crisis (bomb threat, bomb explosion, Terrorist Attacks, hostage taking, stampede and crowd related incidents, demonstrations)
Police, MRIS NDOC ,Ministries responsible for: MRDM, National Security and County Governments, Health Kenya Police/GSU, Bomb Disposal unit, NSIS, NCTC, Fire Brigade, CCK, Community, Kenya Red Cross Society, Kenya Scouts Association, St. John Ambulance, UN Agencies Private sector, CBOs/CSOs/FBOs, SOFADECCA
15 Human Conflicts Ministries Responsible for National and County Governments and MRDM
NDOC, MOSD, NSIS, Fire Brigade, Community, Kenya Police/GSU, KRCS, NYS, Min. of Water, MNK & ASAL, Min. of Health, KWS, Min. of Lands, St. John Ambulance, UN Agencies, Private sector, CBOs/CSOs/FBOs, SOFADECCA
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Principal Secretary for MRDM
Ministry responsible for of State for
Directorate of Mitigation,
Resettlement & Peace Building
CABINET SECRETARY FOR MRDM
Directorate of Finance, Human Resources and Administration
Directorate of Risk Reduction & Preparedness
Directorate of Response, Relief
& Recovery
Directorate of Info‐
Management, & Communications
Directorate of Monitoring & Evaluation
• Risk Research • Climate Change
Adaptation • Planning • Contingency
Planning • Training • Education• Capacity Building • Reference Centre
for DM/DRR Best Practices
• Secretariat Services to National Platform
• Resettlement of IDPs
• Refugee Resettlement
• Conflict Resolution
• Peace Building • Mitigation
Projects (e.g. Floods)
Exercises and Drills Simulations
• Standard Operating Procedures
• Relief Operations Management and Coordination
• Recovery Operations Management and Coordination
• SGR management• Rehabilitation activities
• Disaster Information Systems
• Information Technology Support
• Community and Family Preparedness Information Tools
• Knowledge Management
• People CentredEarly Warning System
• Media & Public Relations
• ICT Command & Control Centres
• Accounting• Budgeting • Human Resource
Administration• Career
Development• Recruitment• Volunteer and
Staff -on-Loan Management
• General Administrative Services
• Performance Metrics and Measurement
• Programme Monitoring & Evaluation
• Project Monitoring & Evaluation
• Donor Accountability Reporting
National Disaster Operations Centre (NDOC)
••
Annex 5: Organizational Structure of Functions of DM/DRR Directorates