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Programme Period: 2013 – 2017
Key Result Area (Strategic Plan): SP Outcome 5(Countries are able to reduce the likelihood of conflict and lower the risk of natural disasters, including from climate change)Atlas Project ID: 00078432Atlas Output ID: 00090538
Government of Sri Lanka and United Nations Development Programme
Project Document
Project Title:
UN Development Assistance Framework (UNDAF) Outcome(s):
Strategic support to operationalize the Sri Lanka Comprehensive Disaster Management Programme (SS2CDMP)
Policies, programmes and capacities to ensure environmental sustainability, address climate change mitigation and adaptation and reduce disaster risks, in place at national, sub-national and community levels.
Expected UNDP Country Programme (CP) Outcome(s):
Policies, programmes and capacities to ensure environmental sustainability, address climate change mitigation and adaptation and reduce disaster risks, in place at national, sub-national and community levels.
Expected Output(s): Development agencies are equipped with policies, strategies, methodologies and tools to integrate sustainable development and disaster resilience principles
Implementing Partner: Ministry of Disaster Management
Project Brief
Sri Lanka Comprehensive Disaster Management Programme (SLCDMP) 2014-2018 is developed with the technical assistance of UNDP as a multi-hazard, multi-sector, multi-agency and multi-stakeholder programme using the implementation experience of “Road Map Towards Safer Sri Lanka (2005) and 36 recommendations of the UNDAC mission (November 2011) of the necessity of improved coordination, resource targeting and capacity building. The Ministry of Disaster Management provides the overall co-ordinating, facilitating and technical assistance structure for the SLCDMP through the National Disaster Management Coordinating Committee (NDMCC). By design the initiatives outlined in the SLCDMP are implemented through the Government agencies, international and national NGO’s, Private Sector and others.
This UNDP support project named “Strategic Support to Operationalize the Sri Lanka Comprehensive Disaster Management Programme (SS2CDMP)” is aimed to improve the efficiency and effectiveness of the SLCDMP. Key areas of support through SS2CDMP are the niche technical assistance related to the formulation of National Risk Profiles, Operationalizing the National Emergency Procedures (NEOP), and integrating Disaster Risk Reduction, environment conservation, land use planning and climate change in development. UNDP support is expected to strengthen knowledge management, project coordination and targeted capacity building of stakeholder entities to facilitate risk based decision making, gender mainstreaming and the focus on persons with different abilities in SLCDMP activities. The project also plans to will strengthen the international linkages and knowledge sharing specifically through the south-south co-operation and post 2015 global agenda. 2014 AWP budget: USD 314,575
Total resources required [2014-17]: USD 2,038,045
Total allocated resources [2014-17]: USD 780,000
Regular (2014-2017) USD 280,000o Other
Programme Period: 2013 – 2017
Key Result Area (Strategic Plan): SP Outcome 5(Countries are able to reduce the likelihood of conflict and lower the risk of natural disasters, including from climate change)Atlas Project ID: 00078432Atlas Output ID: 00090538
Agreed by: Ministry of Disaster Management Title and Signature:
Date:
Agreed by UNDP: Title and Signature: Date:
2014 AWP budget: USD 314,575
Total resources required [2014-17]: USD 2,038,045
Total allocated resources [2014-17]: USD 780,000
Regular (2014-2017) USD 280,000o Other
List of Acronyms
ADPC Asian Disaster Preparedness Centre based in Bangkok, ThailandAIDMI All India Disaster Mitigation InstituteBCPR Bureau for Crisis Prevention and RecoveryCBDRM Community-Based Disaster Risk Management CBO Community Based OrganizationCCA Climate Change Adaptation CEA Central Environmental AuthorityCPR Cardiopulmonary Resuscitation DIA Disaster Impact Assessment DM Disaster ManagementDRM Disaster Risk ManagementDRR Disaster Risk ReductionGEF Global Environment Facility GFDRR World Bank Global Facility for Disaster Risk Reduction GIS Geographic Information SystemGMS General Management SupportGOSL Government of Sri LankaICT Information Computer TechnologyICTA Information Communication and Technology Agency of Sri LankaISDR International Strategy for Disaster Reduction ISEA Integrated Strategic Environment AssessmentJICA Japanese International Co-operation AgencyMDM Ministry of Disaster ManagementNBRO National Building Research Organization NIM National Implementation Modality of UNDPDMC Disaster Management Centre NCDM National Council for Disaster ManagementNDMCC National Disaster Management Coordination Committee NGO Non-governmental Organization PMU Project Management Unit SAARC South Asia Association for Regional Co-operationSEA Strategic Environment Assessment SLAAS Sri Lanka Association for the Advancement of ScienceSS2CDMP Strategic Support to Sri Lanka Comprehensive Disaster Management ProgrammeUDA Urban Development Authority UN United Nations UNDAF United Nations Development Assistance FrameworkUNDP United Nations Development Programme UNEP United Nations Environment ProgrammeUNICEF United Nations Children’s FundUNV United Nations VolunteerUSD United States Dollars
ContentsPart I: Background and Situation Analysis.............................................................................................1
a) Background................................................................................................................................1b) Situation analysis on disasters and impacts.............................................................................2
i) Floods................................................................................................................................3ii) Drought..............................................................................................................................4iii) Landslides..........................................................................................................................5iv) Nexus among drought, flood and landslide management.................................................6v) Lightning............................................................................................................................7vi) High winds.........................................................................................................................8vii) Animal attacks....................................................................................................................8viii) Tsunami.............................................................................................................................8ix) New types of disasters and changing disaster trends........................................................9x) Damages and Losses..........................................................................................................9xi) Cost of Disaster Relief......................................................................................................10xii) Gender and Disaster Management..................................................................................10xiii) Enhancing disability concerns in Disaster Management..................................................11
c) Key areas of Interest................................................................................................................12i) Potential Climate Change Influence on Disaster Management........................................12ii) Enhanced Information Access and Tools to support mainstreaming DRR and CCA.........13iii) Risk Transfer Mechanisms...............................................................................................14iv) Disaster Management Coordination at National Level....................................................14v) National Emergency Operations Procedures (NEOP).......................................................14vi) Legislative Improvements for DRR mainstreaming..........................................................16vii) Coordinated Community Based Disaster Risk Management (CBDRM)............................16viii) Need and Opportunity to Strengthening First Responders..............................................16ix) Enhanced role of Non-Government, Media, Academics, Private Sector, Civil Society Organizations and International Agencies...................................................................................17x) International linkages and knowledge transfer................................................................17xi) Awareness and Education................................................................................................18xii) Information Sharing, Research and support to Planning.................................................18xiii) Enabling environment for gender and disability mainstreaming.....................................19
Part II: Sri Lanka Comprehensive Disaster Management Programme (SLCDMP).................................20a) Goal of the SLCDMP.................................................................................................................20b) Objectives of the SLCDMP.......................................................................................................21c) Expected outcomes and outputs of SLCDMP...........................................................................21d) Monitoring and Coordinating in SLCDMP................................................................................22
Part III: UNDP Strategic Support to SLCDMP........................................................................................24a) Programme inputs and strategy..............................................................................................24
i) Technical assistance on policy advocacy, agency coordination, knowledge management and monitoring for SLCDMP ensured.........................................................................................25ii) Enabling Environment for Risk Based Disaster Management Decision Making and Implementation established........................................................................................................26iii) National Emergency Operations Plan (NEOP) and operationalized and public- private partnerships in disaster management promoted........................................................................28
Part IV: Project Management Arrangements:.....................................................................................30a) Project Organization Structure................................................................................................30b) The Project Board....................................................................................................................30c) Legal Context...........................................................................................................................34d) Monitoring & Evaluation..........................................................................................................34E) Attachment 1: Description of UNDP Country Office support services.....................................43
List of FiguresFigure 1: Number of people affected by floods in districts between 2002-2012 3Figure 2: Number of people affected by drought 4Figure 3: Total number of people affected by drought from 2000-2012 4Figure 4: Impact of landslides 2000-2012 5Figure 5: Landscape, water (watersheds and tanks) and climate regions 6Figure 6: Impact of lightning 2002-2012 7Figure 7: Impact of high winds 8Figure 8: Loss of lives due to animal attacks 8Figure 9: Predicted deviations in Rainfall due to Climate Change 12Figure 10: Predicted deviation in temperature due to Climate Change 13Figure 11: Structure of the National Council for Disaster Management 14Figure 12: Position of NEOP in Disaster Management Cycle 14
List of Tables
Table 1: Loss of lives 2Table 2: Number of lives lost against total affected due to floods 3Table 3: Landslide related impacts on lives, property and relief cost 5Table 4: Loss and Damages in Western and Southern Provinces - 2010 Floods 9Table 5: : Losses and Damages in Batticaloa, Polonnaruwa, Anuradhapura, Ampara Districts - 2011 Floods 9Table 6: Relief expenditure between 2007 to 2012 (millions SL Rs.) 10
Part I: Background and Situation Analysis
a) BackgroundSri Lanka economy grew at a healthy rate of 7.3% in 2013 despite local and global challenges. A tropical country with a population of 20.5 million1 Sri Lanka is exposed to a range of hydro-meteorological and geophysical natural hazards. Frequency of these natural hazards combined with increasing exposure and vulnerability added due to poor land use practices and climate change pose challenges to the future disaster management in the country.
The Mahinda Chinthanaya2 the GoSL’s main development policy document, articulates the vision of Sri Lanka as a middle-income knowledge-based economy. It repositions the country towards enhanced economic growth, promotion of economic opportunities, complementary social safety nets and social inclusion measures for the most vulnerable, thus recognizing the importance of DRR and CCA. Sri Lanka has a Human Development Index (HDI) of 0.691, ranking 97 out of 187 countries3, but there are significant disparities in HDI’s among different regions within the country4 illustrating spatial variability in human development and vulnerability to disasters. The Mahinda Chinthanaya seeks to reduce disparities between the poorer segments of the population and improve lagging regions through a pro-poor and pro-regional development approach where planning and implementation of development programmes with Disaster Risk Reduction (DRR) and Climate Change Adaptation (CCA) mainstreamed has the potential to ensure the anticipated socio-economic development is sustainable and resilient.
Since December 26, 2004 Indian Ocean Tsunami, Sri Lanka made a significant progress in Disaster Management with the support of bilateral donors including AusAID, SIDA, France, USAID, Japan and Korea. UNDP Bureau for Crisis Prevention and Recovery (BCPR) along with UNDP Country Office provided strategic technical assistance, human resources and funding to strengthen institutional and legal frameworks. These programmes also helped to develop a range of futuristic planning tools including historical disaster event database5, nine national hazard profiles6 covering coastal erosion, drought, floods, landslides, lightning, sea level rise, storm surges, tropical cyclones and tsunami and disaster resilient building codes7 that are useful to address the challenges and opportunities presented by the post-conflict, infrastructure led development agenda and mainstream DRR and Climate Change Adaptation CCA.
The Ministry of Disaster Management and Disaster management Centre (DMC) leads the Sri Lanka Disaster Management efforts, along with stakeholders from different disciplines, in line with the principles of Hyogo Frame work for Action 2005-20158. The process was guided by the “Road Map towards Safer Sri Lanka (2005).” After eight years of “Road Map” experience and based on the
1 Central Bank of Sri Lanka Annual Report 20132 Mahinda Chintana – Wonder of Asia (2010)3 Human Development Report 20114 Sri Lanka Human Development Report (2012)5 www.desinventar.lk6 Disaster Management Centre (December 2012). Hazard Profiles of Sri Lanka (www.hazard.lk)7 www.dmc.gov.lk8 www.unisdr.org
Year Flood Landslide
Cyclone /High Winds
Lightning
Animal attack
2000 3 0 7 5 95
2001 0 3 0 16 73
2002 1 12 4 9 61
2003 151 218 4 9 60
2004 5 8 3 8 58
2005 17 4 6 10 80
2006 37 38 5 12 76
2007 16 34 10 28 27
2008 44 19 13 22 14
2009 7 11 11 17 12
2010 24 4 2 19 9
2011 69 6 25 11 2
2012 45 4 2 68 8
Note: over 35,000 deaths due to 2004 Tsunami not included
Table 1: Loss of lives
recommendations provided in the United Nations Disaster Assessment Coordination Mission report (November 2011) the National Council for Disaster Management (NCDM) held on 11 May 2012, chaired by H.E the President, approved the initiation of the development of the next generation “Sri Lanka Comprehensive Disaster Management Programme (SLCDMP)” to cover the period of 2014 to 2018, as a multi-hazard, multi-sector, multi-agency and multi-stakeholder participatory programme. SLCDMP development that started in June 2012 included extensive stakeholder consultative approach involving Govt. agencies, Local and International Non-Governmental Agencies, Media, Private Sector, Universities and Community Based Organizations. Technical, co-ordination and financial assistance for the preparation of SLCDMP was provided by the UNDP Country office and BCPR New York office.
b) Situation analysis on disasters and impacts After the devastating tsunami in 2004, government, with the participation of multiple stakeholder groups, enacted the Disaster Management Act of May 2005 to manage disasters holistically. National Council for Disaster Management Chaired by H.E. the President; Ministry of Disaster Management and Disaster Management Centre (DMC) have the responsibility of implementing provision of the Act.
The “Road Map” for Disaster Management “Towards Safer Sri Lanka” developed with multi-stakeholder participation and launched in 2006 served as the guiding document and it focused on seven thematic components including institutional development, multi-hazard Early warning systems, disaster preparedness planning & response, and public awareness, training and education.
National Disaster Management Coordinating Committee (NDMCC) established in November 2007 with UNDP support, in line with HFA, represents more than 60 Govt., I/NGO, Universities, Private Sector, UN Agencies works as the “National Platform” for coordinating stakeholder activities.
A recent analysis of historical disaster events (1974-2012) in Sri Lanka (www.desinventar.lk) indicates two major trends that threaten human development in the country. One set of disaster events are found to cause severe suffering and economic damage to a relatively large number of the population (intensive risks) due to a single high intensity event, such as the 2004 tsunami and the cyclone of 1978. A second set occurs in parallel with intensive risks and is characterized by highly localized (Table 1) and predominantly climatic events (extensive risks).
These frequent and high intensity events cause severe cumulative negative effects to communities. Poverty and disaster form a “negative feedback” cycle - if a disaster strikes, the level of poverty in the community increases, leading to increased vulnerability and disaster risk. The proportion of people living below the poverty line sharply declined from 26.1 per cent in 1990/01 to 8.9 per cent in 2009/10 and on current trends, the national MDG target of halving poverty is likely to be achieved much ahead of 2015. There is a similar positive prognosis for other national MDG targets including those on achieving universal primary education, improving maternal health and
2
reducing child mortality. In this context the DRR and CCA can further cement the MDG successes gained by Sri Lanka.
As a result of multitude of interventions by stakeholder agencies in the areas of early warnings, awareness and responses since 2004 Tsunami, Sri Lanka is reporting significant achievements in reducing human causalities in water related disasters but there has been an increasing trend in regards to lightning and high winds (Table 1). Difficulties in predicting and issuing of early warning messages for lightning and high winds and deficiencies in awareness on these hazards are some of
the main reasons for this increasing trend. Water related disasters are also linked to climate change.
i) Floods Floods have been recurring and widespread impacting 16 to 23 districts out of 25 districts since year 2003 (Table 2). It was noted that compared to 2003 flood, there is a significant reduction of live losses in subsequent years. Improved response capacity at district level with the involvement of armed forces, awareness programmes conducted and effective post disaster healthcare facilities provided have contributed to this achievement. Changes to the land use and landscapes and the climate change induce effects on timing of rains have been observed as important factors for floods. During the last 10 years the worse affected districts have been Batticaloa and Ampara districts in the Eastern Province and Colombo, Gampaha and Kalutara in the Western Province are the most affected by floods (Fig. 1). The Government has provided more than Rs. 1,600 million (approximately 13 million USD) in
food aid during last 10 years.
3
Year Number of districts affected
Number of people
affected
Total number of lives lost
Causalities against every
100,000 affected
2003 17 733,479 151 21
2004 19 340,068 05 01
2005 20 415,471 17 4
2006 20 605,903 37 6
2007 20 499,887 16 3
2008 21 1,262,506 44 3
2009 16 453,429 07 2
2010 18 453,429 24 2
2011* 23 2,524,402 69 3
2012** 20 536,318 45 8
Figure 1: Number of people affected by floods in districts between 2002-2012
Table 2: Number of lives lost against total affected due to floods
ii) DroughtSevere drought has been reported in 2001, 2004 and 2012. Drought is a slow on set disaster affecting communities for a long period of time. Number of people affected due to drought has reduced significantly. Major irrigation development projects completed in drought prone districts have contributed to this
situation. However scarcity of drinking water has been reported annually in most of the districts.
Although there is no single definition for drought, consecutive failure of rainfall has been identified as drought situation. Analysis of data from the year 2000 indicates that the impact of drought is severe in Kurunegala, Hambantota, Puttalam, Anuradhapura and Moneragala districts. According to Meteorological department there is no substantial variation of amount of annual precipitation, but the rainfall pattern in Sri Lanka has
changed. For example the rainfall onset in Maha cultivation usually starts in November has shifted late. This requires farmers are provided with improved forecasts as well as crops to suit shorter duration such as a shift from four months paddy varieties to three months varieties.
As the Drought is a slow onset hazard affecting a large number of people and incur enormous economic losses in the dry zone of Sri Lanka improving the capabilities of the Department of
4
Figure 2: Number of people affected by drought
Kurunegala
Hambantota
Puttalam
Anuradhap
ura
Monaragala
Battical
oa
Polonnaruwa
Vavuniya
Killinoch
chi
0500,000
1,000,0001,500,0002,000,0002,500,0003,000,000
Year
No. o
f peo
ple
affec
ted
Figure 3: Total number of people affected by drought from 2000-2012
Meteorology for accurate very short range (up to 12 hrs), short range (12 hrs - 03 days), medium range (03 - 10 days), extended (10 - 30days) and long range (01 month - 02 yrs) forecast is of great value.
In addition the management of droughts is linked with the overall water management in the country including water use efficiency, land use planning at central hills where most of the rivers originated, man-made forest fires and management of reservoirs, tanks, sea water intrusion and ground water. Scope for improving rain water harvesting techniques for drinking, agriculture and use of different crop types and rotations is significant, especially under the changing climatic conditions.
iii) Landslides
Occurrence of landslides has become a frequent natural phenomenon in the hill country causing severe damages to life and property. Landslides in urban centers in hill country have a greater economic impact where human settlements, infrastructure facilities and people are concentrated. Though heavy rainfall is the triggering factor of landslides, geological and topographical characteristics as well as improper land use and cropping practices, unplanned human settlements in unstable areas have caused substantial increase in landslides. Significant decrease in loss of human lives has recorded since 2003 (Fig. 4) as a result of continuous awareness programme conducted, identification of probable landslide hot spots, and introduction of early warning systems by National Building Research Organization (NBRO) with the assistance of DMC other stakeholders. However increase in property damages, economic losses as well as provision of relief to victims during
5
Year No of People affected
No. of lives lost
House damaged and destroyed
Damaged to paddy and other crop land(Ha)
Relief Distribution (Rs)
2000 23 0 4 2 60,0002001 10 3 2 0 02002 2,299 12 76 55 2,657,5932003 22,328 218 3,713 80 152,000,0002004 3,867 8 548 3 951,5232005 1,613 4 107 4 966,7882006 26,889 38 2,283 46 10,047,1802007 27,497 34 2,317 5,713 3,167,7192008 3,180 19 283 11 3,283,2602009 1,376 11 117 4 712,4302010 833 4 18 0 02011 N/A 6 N/A N/A 34,397,7432012 N/A 28 N/A N/A N/A
Figure 4: Impact of landslides 2000-2012
Table 3: Landslide related impacts on lives, property and relief cost
last decade is significant. NBRO also has reported increasing trend in cutting failures compared to landslides and has introduced the regulatory measures for developments in local authority areas, based on hazard profile data (www.hazard.lk) making it mandatory to have NBRO permission to construct buildings in landslide prone areas.
Collecting of real time rainfall data in landslide prone areas and issuing warning in time is extremely important in reducing landslide risks while improving land use management in sensitive areas. Communities are to be empowered to read the rain gauges and landslide potential maps so that they themselves can make evacuation decisions even the central level early warnings do not reach them. In addition communities are to know how to identify the signs of potential landslides (cracked walls and floor or angling of trees and light/telephone poles etc.) and inform authorities in advance. NBRO is in the process of installing automatic rain gauges and alarm systems based on rainfall, geological factors and other data to warn people in high landslide hazard areas and train communities.
Also it is timely to carry out a number of multi-disciplinary studies, consultations and advocacy sessions to policy makers highlighting the socio-economic aspects of landslides as well as the linkages between land use, water availability and landslide potential.
iv) Nexus among drought, flood and landslide managementThe landscape and water distribution (Figure 5) of Sri Lanka and its positioning in the Indian Ocean requires the country to practise integrated disaster management.
For example the rainfall from North-East Monsoon (December to February), South-West Monsoon (May to September), First Inter-Monsoon (March to April) and Second Inter-Monsoon (October to November)9 and the steep topography and forests in the central hills influence the extent and spatial distribution of rainfall. Rainfall received is distributed around the country via 103 rivers and the quantity of water is determined by the extent of ground water recharge, evaporation, uptake by forests and crops, retention at reservoirs and different uses including drinking, irrigation and industry.
9 Department of Meteorology (www.meteo.gov.lk)
6
Figure 5: Landscape, water (watersheds and tanks) and climate regions
The lakes and tanks in dry zones of Sri Lanka have been built by ancient rulers to capture the monsoon rains (mostly the North East Monsoon) to retain water for drinking and agriculture and also to prevent floods (tanks acting as a buffer). In the ancient tanks system some tanks do not have a hard bottom thus enhancing ground water recharge, a way of rainwater harvesting.
Due to these inter-linkages among landscape conditions, land use in central hills and other areas and the different mechanisms of water use and management it is necessary to address droughts, floods, landslides, sea water intrusion, climate influences in a holistic manner. This integrated land and water management will form the basis for new approaches like Eco-system based DRR that also included Climate Change Adaptation.
Irrigation Dept. proposes to establish rain gauges in Kelani, Kalu, Gin, Nilwala, Malwathu Oya, Deduru Oya, Yan oya, and Mundali Aru catchments and undertake required survey to prepare 1: 10,000 scale maps including cross sections to facilitate the use of mathematical models to determine inundation areas at different scenarios to improve water management. A number of studies in seven river catchments covering Polonnaruwa, Anuradhapura, Trincomalee, Mullaitivu, Badulla, Puttalam, Galle and Matara districts are being proposed to better understand the water management to reduce damages and losses.
Much progress had been made in urban planning and flash flood management in the Western Province. Land use approval processes in local authorities, availability of data for such decision making and better coordination between agencies will help to address flash floods. Preparation of risk profiles for 18 selected urban areas is proposed and the effort will enable Urban Development Authority (UDA) and respective Urban Local Authority (ULA) to prepare/amend Urban Development Plan and identify development interventions to reduce the impact of floods.
Due to the cross cutting nature and the complexities involved in drought and flood management it is proposed to appoint a Technical Working Group (TWG) within the SLCDMP structure to provide the guidance & leadership to formulate a drought and flood mitigation plan. Agricultural Dept., Agrarian Research and Training Institute, Irrigation Dept., Meteorology Department, Climate Change Secretariat, Urban Development Authority, Agrarian Development Agency, Water Resources Board, among others will consist of the TWG.
v) Lightning Lightning is a natural disaster which cannot be predicted. A single thunderstorm could produce over
100 lightning flashes. In Sri Lanka all districts are prone to lightning strikes. However data for last 10 years indicates that life loses and people injured are more in some districts. This may be due to non-reporting of lightning incidents unless relief is provided to victims. However there is a clear indication of increase of reported lightning incidents.
7
20022004
20062008
20102012
0
40
80 Death
Year Num
ber o
pf p
eopl
ee
Figure 6: Impact of lightning 2002-2012
vi) High windsThere is an increasing trend in losses of human lives due to high winds. The majority of victims in
2011 and 2013 have been the fishermen engaged in fishing activities in coastal water. Department of Meteorology has enhanced the capacity to track the development of cyclones in Bay of Bengal and issue early warning. However the potential exists to improve the early warning development and dissemination, especially at night times before the fisherman leaves for sea.
vii) Animal attacks Data collected on animal attacks has mainly considered the loss of lives due to elephant attacks.
Prior to 2006 there had been significant loss of lives due to elephant attacks. Since the establishment of DMC and the awareness and mitigation progarmme conducted with the assistance of District Secretaries, Department of Wildlife and other stakeholder agencies loss of lives due to human elephant conflict have reduced substantially irrespective of increase elephant population. Land use patterns near forested areas, deforestation and poor waste management practices have been identified as primary causes of elephants coming to villages and farm areas.
viii) Tsunami
More than 35,000 lives were lost in 2004 due to devastating tsunami. DMC together with other agencies have implemented several programmes to improve the awareness of people in tsunami prone districts and established tsunami early warning mechanisms. Interview survey conducted by DMC on communities ability to respond to disaster warning issued by Pacific Tsunami Warning Centre in June 2010 indicate that about 90% of the people in tsunami prone districts were evacuated to safe location in response to tsunami warning issued on 11 th April 2012. In this context it is important to maintain the successes achieved in terms of early warnings and evacuations. Also Sri Lanka has an advantage of having more than an hour lead time in case a tsunami occurs near Indonesia.
ix) New types of disasters and changing disaster trendsNumber new and potential disasters have been brought to the front requiring increased attention, planning and investments to prepare Sri Lanka for those new and emerging disasters. For example
8
20002002
20042006
20082010
20120
102030405060
Years
No.
of L
ives
lost
Figure 7: Impact of high winds
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
04080
Year
No. o
f liv
es ls
ot
Figure 8: Loss of lives due to animal attacks
the new or potential disasters may arise due to expansion in the use, transport and storage of hazardous and explosive chemicals; ground and surface water pollution and related health hazards due to poorly manage waste and waste water including municipal solid waste and sewerage; proposals to expand the use of nuclear power in the region and potential leaks of radiation from the facilities located in neighbouring India; extensive use of ground water in industry and agriculture leading to seawater intrusion; increased traffic accidents due to better roads and powerful vehicles on the roads; and the potential impacts of oil spills due to Sri Lanka coast is being near an international sea lines, to name a few. Climate Change related challenges are also playing a key role in emerging disaster area with Sri Lanka already seeing the shifting of cultivation seasons and ambient temperatures that has direct linkages to global concerns on greenhouse gas emissions and deforestation and forest degradation.
x) Damages and LossesAlthough the progress in reducing causalities is notable disaster damages and losses are still significant and increasing. For example an Integrated Post Flood Assessment carried out after May 2010 by DMC with World Bank and UNDP assistance in Western and Southern provinces indicated
(Table 4) that the total flood damages and losses amounted to Rs 5,000 million (aprox. USD 40 million). Similarly the National
Planning Department estimated the losses and damages in 2011 floods, primarily in the eastern parts of Sri Lanka (Table 4) exceeded Rs 77,000 million (aprox. USD 620 million).
Although the total damages and losses in all sectors are not considered in the 2011 assessment the available data reveal that the damages to road sector accounts for 2/3 of the total disaster damages and losses due to 2011 floods (Table 5). Furthermore, the above situation highlights the inter linkages among sectors leading to greater economic losses. This highlights the need to consider integrating disaster risk reduction measures in sector development initiatives.
9
Sector Summary of Loss and Damages
Damages Losses Total
Social 306.7 236 524.7
Productive 114.1 1,82.3 1,940.5
Infrastructure 2,146.3 427.8 2,574.1
Others 1.6 1.6
Total 2,568.7 2,409.2 5,058.9
Source: Integrated Post Flood Assessment report - May 2012
Sector Cost of Damages and losses in million Rs.
Housing 7,575Agriculture 15,070Irrigation 3,000Roads 48,916Livestock 1,914Total 77,475
Source: National Planning Dept.
Table 4: Loss and Damages in Western and Southern Provinces - 2010 Floods
Table 5: : Losses and Damages in Batticaloa, Polonnaruwa, Anuradhapura, Ampara Districts - 2011 Floods
xi) Cost of Disaster ReliefThe burden on the government expenditure on disaster relief has been substantial (Table 6) over the
years. Analysis of disaster affected communities revealed that the same disaster
victims are compensated repeatedly creating dependency on the government relief. This emphasize the need for taking serious consideration of introducing risk reduction in human settlement and development programmes.
While the disaster damages and losses take away the hard earned development gains the diversion of funds that otherwise could have been used for development on relief, compensation regard the development further. As such the new Government Policy is to discourage the practice of people living in vulnerable areas such as flood plains and land slide prone areas.
xii) Gender and Disaster Management
Gender concerns play a key role in different aspects of disaster management. For example women have less interaction outside the domestic sphere compared to men and as most women are staying or working close to homes they are important as first responders during a disaster event. In addition, biological factors such as, pregnancy and lactation have restricted women’s mobility increasing greater need for food and water during a disaster. At the same time men can play certain roles better due to physical strength and other factors. It is also known that traditionally the Sri Lanka has a male dominant structure at a time of decision making.
During the last decade gender mainstreaming in disaster management programmes has expanded, significantly. First-AID, Search and Rescue programmes promoted by multiple agencies have mainstreamed gender to a great extent. For example the gender concerns have been applied extensively during the post-conflict camps where over 340,000 Internally Displaced have been housed temporarily around two years starting May 2009. UNDP along with All India Disaster Mitigation Institute (AIDMI) and Oxfam GB hosted an Iinternational Trainers Training Programme, in December 2007, on “Mainstreaming Gender into Disaster Risk Reduction” that trained 20 local and 10 regional participants as trainers. This process provided the impetus for Gender Mainstreaming in DRR and presently UNDP work closely with Sri Lanka Red Cross, Oxfam and Practical Action on this subject. In addition Sri Lanka stakeholder groups have been sensitized on the gender aspects in different disasters extending from difficulties women will have in finding water during drought/flood situations to concerns in evacuations and camp management.
10
YearCyclone/
high winds
Drought Flood Landslides Others Total (Rs. millions.)
2007 17.6 19.9 159.1 22.6 24.2 219.32008 11.7 15.3 210.4 20.5 59.1 316.92009 4.4 27.6 202.7 4.9 56.5 296.22010 8.7 16.3 244.1 3.3 8.8 281.12011 20.9 12.3 589.8 34.4 15.9 673.42012 3.84 58.8 113.9 0.672 2.4 179.612013 8.96 12 136.4 0.18 0.313 157.8 Total 76.1 162.2 1,656.4 86.55 167.21 2,124.3
Source: National Disaster Relief Services Centre
Table 6: Relief expenditure between 2007 to 2012 (millions SL Rs.)
However, there is a remarkable absence of disaggregated data to support mainstreaming efforts. Along with good data and effective information material the “Gender Sensitivity” in the country and among the policy planners and key agencies in particular can be improved. The vast knowledge base on gender mainstreaming and the model programmes in the region and around the world can be used to strengthen the Sri Lanka efforts to mainstream Gender in DRR and CCA.
The UNDAC (2011) assessment has a number of recommendations related to gender mainstreaming. Recommendations 4 and 5 proposes an analysis of relevant laws and bylaws affecting disaster risk management and to develop a common needs assessment framework with gender segregated data.
The UNDAC recommendation 28 and 29 highlight the need of specific structures, gender disaggregated data, manpower and skills required for preparedness and emergency response that include health coordinators at all levels of care, emergency paramedics, trauma specialists and psychosocial support staff. This is crucial in an aftermath of disasters where women will have to continue their social roles in contrast to men even with the same traumatized condition.
UNDAC recommendation No.33 propose that MDM, Ministry of Social Services and Social Welfare and Ministry of Child Development and Women’s Affairs along with Chamber of Commerce (representing the private sector) should jointly develop policies and guidelines for addressing specific needs of women, children, elderly and people with disabilities with respect to early warning, disaster preparedness and response. This will help to reduce the number of disaster victims as many of them are women according to the statistics. The recommendation 34 and 35 highlights the need to invest on strengthening the knowledge of staff in relevant ministries to cater the special needs of vulnerable groups in disasters, including Community Based Organizations.
xiii) Enhancing disability concerns in Disaster Management
According to Dept. of Census and Statistics (to be published in December 2013), in 2012, about 8.6 % of S.L population above 5 years are suffering with a disability. Percentage of females is 50.8% in the country (total 21.5 million) with children under 14 years of age accounting for 29.9%. Elderly population above 65 years of age is 8.1%. An estimate by the Ministry of Social Services (2011) indicates that the country has approximately 79,000 people with severe visual impairment; 89,000 Persons with a hearing impairment; and 55,000 people with Intellectual disabilities. These statistics do not cover some of the areas in the country, therefore an underestimation. The gender segregation is also not available.
The formal programmes concerning disable started with the ending of the armed conflict in May 2009 primarily to address the specialized needs of war victims, including personnel physically involved in fighting. Also the culture of Sri Lanka is family oriented, as such, most of the disable population is residing with their families. This fact is noteworthy for Disaster Management Planning as special attention is needed to address the Disaster Management requirement when the target population is scattered and disable.
UNDAC recommendation 35 is on the development and implementation of Community Based Disaster Preparedness Plans and Programmes in high risk communities which integrate specific needs of women, children, elderly and people with disabilities. It proposes to review and assess the current initiatives of organizations working in community based disaster risk management and
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Identification and strengthening of partnerships with civil society and NGO groups to support implementation of community based programmes, including the development of data bases and management systems. The new SLCDMP programme has taken into account the need to pay an higher emphasis in capacity development aspects of agency staff in this regard.
c) Key areas of Interest
i) Potential Climate Change Influence on Disaster ManagementThe economic sectors highly vulnerable to climate change have been identified as Agriculture, Fisheries, Tourism and Coastal Infrastructure.10 According to some of the forecasts led by staff of the Dept. of Agriculture in Sri Lanka11 the rainfall amounts and spatial distribution is expected to change due to climate change (Figure 10), although there are high doubts about the exact amount of deviations from the average rainfall patterns.
10 Second National Communication to UNFCCC, Ministry of Environment (2012)11 Punyawardena, B.V.R., B. Iqbal and S. Mohamood. 2012. Predicted Climate Change over Sri Lanka by PRECIS RCM in combination with ECHAM4 GCM for B2 Senario
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Figure 9: Predicted deviations in Rainfall due to Climate Change
Similarly the average mean annual temperature is also predicted to go up (Figure 10) and again the exact change indicated may have inherent errors coming from the methods and uncertainty of the data used in the models.
These predictions are important in mainstreaming DRR and CCA. One of the approaches Sri Lanka is trying to adopt is to introduce no-regret options such as water use efficiency, better crop rotations, disaster resilient buildings and agriculture management practices etc., so
that investments in no-regret options will not go waste. In that line DMC has successfully supported research to grow paddy in salt affected soils and in flood affected areas. In addition the “Farmer Guidebook” for cropping under drought and flood conditions is being considered as a valuable tool along with resilient building codes. Efforts are underway to mainstream DRR and CCA in Sri Lanka’s main rural development thrust, namely, the Divineguma (Life Enhancement) where over 14,000 new graduates are being hired by the Ministry of Economic Development to take charge in the village development in about 14,000 communities in different parts of the country.
ii) Enhanced Information Access and Tools to support mainstreaming DRR and CCA
DMC with the assistance of technical agencies including UNDP have prepared number of useful information and technical tools to facilitate scientific analysis of disaster information and mainstreaming DRR and CCA in development. For example the past 30 years of disaster event database (www.desInventar.lk); national hazard profiles for coastal hazards, droughts, floods in four key river basins, landslides, lightening, sea level rise, storm surges, tropical cyclones and tsunami (www.hazard.lk); climate change adaptation information (www.climateadaptation.lk) are some of the valuable resources taken along with Census and Statistics, Meteorological, Survey Dept. data etc. could immensely support planning and decision making towards resource allocations for DRR. There are a wealth of information being generated or available under specific projects such as the Dam Safety and Water Management project (inundation maps for dams failures); and LIDAR data by DMC (Coastal Areas), UDA (Colombo), Survey Dept (Northern Province)
Disaster Management Centre and the Central Environment Authority successfully introduced the multi-stakeholder approach towards balancing development while ensuring the environment sustainability and disaster resilience. For example the Integrated Strategic Environment Assessment (ISEA) for Northern Province conducted with UNDP and UNEP support involved over 25 Government Agencies (www.isea.lk). The SLCDMP approach also promote ISEA type approaches for land use planning leading to sustainability and resilience.
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Figure 10: Predicted deviation in temperature due to Climate Change
iii) Risk Transfer MechanismsThe insurance industry in Sri Lanka is evolving. In providing disaster related insurance, agencies tend to keep the premiums high as they have limited information to assess the risks. It is proposed to review the present insurance/risk transfer mechanisms and develop systems appropriate and affordable. Support to be provided to insurance companies to access risk related data and relevant policies developed/ improved to provide for effective enabling environment for transferring risk away from vulnerable communities and business.
It is proposed to assist the DMC to work with Insurers Board of Sri Lanka and Association of Insurers in Sri Lanka to introduce suitable insurance schemes to cover crop losses and house damages. Awareness programmes will be conducted targeting people in hazard prone areas to explain risk faced by them and feasibility of transferring the risk to insurance agencies on payment of an affordable annual premium.
iv) Disaster Management Coordination at National LevelDisaster Management Co-ordination in Sri Lanka is primarily led by the National Council for Disaster Management (NCDM) as per the Disaster Management Act of 2005. The NCDM is represented by the key Ministries relevant for Disaster Response, Preparedness and Risk Reduction including climate change. The operation of NCDM cuts across Provincial, District, Divisional and Community Levels,
inclusive of both non-devolved and devolved structures.
v) National Emergency Operations Procedures (NEOP) There are 23 key disasters and 29 key agencies identified as important to develop response capacity according to a nationally agreed set of Standard Operating Procedures for each agency, at a time of a disaster. The process is identified as National Emergency Operations Procedures (NEOP) and
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Figure 11: Structure of the National Council for Disaster Management
Figure 12: Position of NEOP in Disaster Management Cycle
covers the activities around the occurrence of the hazard (Figure 8). During 2012 and 2013 a series of consultations and ground work had been concluded and the NEOP is nearing completion12. However the most important aspect of NEOP is in its operationalizing at different levels and building of the agency capacity to implement NEOP. Already the UNDP and DHL have agreed to build the capacity at the Airports as part of the operationalizing NEOP. The process of NEOP can be extended to complete the disaster management plans for Provinces, Districts and Local Authorites.
Hazards and Agencies considered for NEOP Development
1. Aircraft crash2. Air raids3. Chemical accidents4. Civil or internal strife5. Coastal erosion6. Cyclones7. Dam breach8. Droughts
9. Earthquakes10. Epidemics11. Explosions12. Fire13. Floods14. Forest fire15. Industrial disasters16. Landslides
17. Lightning & Thunderstorms18. Manmade disasters19. Maritime hazards20. Nuclear disasters21. Oil spills22. Radiological emergencies23. Tsunami
Agencies
vi) Legislative Improvements for DRR mainstreamingOne of the identified issues in disaster response was the lack of mechanisms to mobilize human resources and equipment across administrative boundaries, systems to pay by the local authorities at a time a disaster for the services provided by outside parties including private sector. Addressing this gap require legislative, administrative and capacity development interventions.
The present flood ordinance covers only the riverine floods and does not address the issues regarding the management of urban floods, reservoir induced floods and coastal floods. If the economic and social analysis permitting it may be necessary to gazette new legislations on the use of river banks, steep hill slopes, water catchment areas etc.
Disaster Management is not among the list of devolved subjects and Local Authorities (LA’s) – the elected entity close to the people encounter difficulties in allocating resources for disaster risk reduction activities although the Local Government policy adopted in 2009 provides for and expect Local Governments to consider hazard parameters in local planning, ensure disaster mitigation, management & preparedness. It is proposed to develop regulation required to implement policies and facilitate resource allocation related to DRR in the local government sector.
vii) Coordinated Community Based Disaster Risk Management (CBDRM)The key rural and urban development programmes of the government such “Divinaguma”, “Gama Neguma” and “Pura Neguma” could be supported through improved coordination, resource materials, expert inputs, University staff and student participation and international knowledge on CBDRM. There is a wealth of information and guidance available through Govt. agencies related to Agriculture, Climate Change, Forestry, Wild Life Conservation, and Water Resources etc. and a
12 Gamini Senanayaka Associates and Disaster Management Centre, 2013. www.neop.gsa.lk
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1. Airport & Aviation Services2. Central Environmental Authority3. Ceylon Electricity Board4. Coast Conservation Department5. Colombo Fire Brigade6. Department of Meteorology7. Disaster Management Centre8. Geological Survey & Mines Bureau9. Irrigation Department10. Mahaweli Authority11. Marine Environment Protection Authority12. Ministry of Health13. Ministry of Local Government14. Ministry of Mass Media & Information15. Ministry of Public Administrations16. National Authority for the Implementation of Chemical Weapons Convention17. National Building Research Organization18. National Disaster Relief Services Centre19. National Water Supply & Drainage Board20. Provincial Road Development Authorities21. Road Development Authority22. Sri Lanka Air Force23. Sri Lanka Army24. Sri Lanka Coast Guard25. Sri Lanka Navy26. Sri Lanka Police27. Sri Lanka Railway28. Sri Lanka Telecom29. Sri Lanka Transport Board
number of Non- Governmental institutions such as Sri Lanka Red Cross, Practical Action, Oxfam etc. over the years have supported large number of communities in CBDRM.
Improved and co-ordinated CBDRM process in the country will help to synchronize the multitude effort by Govt. and Non Govt. agencies and develop a uniform set of tools and train staff. For example the Sri Lanka Red Cross has developed a dedicated CBDRM manual for Sri Lanka. UNDP has supported to develop hazard profiles covering the country and supported village development plan development in over 50 villages in North and East, with disaster concerns; disaster resilient building designs for cyclone, flood and landslides etc. incorporated. The SLCDMP proposes to develop a national programme on CBDRM.
viii) Need and Opportunity to Strengthening First Responders One of the identified gaps in Sri Lanka disaster management is the readiness of first responders to disasters on First-Aid, CPR and the needs of elderly and disable. Sri Lanka Red Cross has an extensive experience in these areas through programming over the years and also has district offices in all 25 districts. An improved coordination system and a number of public-private partnerships to fund the first-responder capacity improvement can make a significant difference. Schools curricular and use of cultural festivals are some of the entry points under discussion for SLCDMP. This area also has a direct link with the operationalizing of NEOP.
ix) Enhanced role of Non-Government, Media, Academics, Private Sector, Civil Society Organizations and International Agencies
Disaster management being a multi-disciplinary subject and operational at national to grass root level, it requires the participation of a wide variety of stakeholder entities. In the past it was possible to harness the participation of multiple stakeholder groups through the National Disaster Management Coordinating Committee (since November 2007) which is in line with the concept of “national platforms” for enhanced coordination in the Hyogo Framework for Action.
However a more systematic approach, still based on the NDMCC platform, can be adopted through the proposed SLCDMP. It will allow different agencies to bring their own programmes into the SLCDMP umbrella and be part of the SLCDMP monitoring and knowledge management mechanism.
Each stakeholder entity will have a different type of contribution/role in their enhanced role in SLCDMP. For example the private sector will be working on business continuity and recovery plans to reduce disaster risks to business using hazard profile and related risk information. Academic and research entities will be contributing through much needed research on different topics and will benefit by accessing maps and other information through the NDMCC platform. Most of the ground level interventions require the participation and support of Non-Governmental Organizations, Community Based Organizations and individuals and NDMCC will provide a sound platform to enhance their contribution. Networking and engaging international agencies and knowledge management will be another key area.
x) International linkages and knowledge transferSri Lanka is one of the countries recognized as a country implementing the Hyogo Framework of Action (HFA) in a systematic manner. The Ministry of Disaster Management and other agencies actively participate in Global Platform meetings and contribute extensively to the Disaster Management planning at the South Asia through the SAARC Disaster Management Centre. Sri Lanka
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is an active board member in the Asian Disaster Preparedness Centre (ADPC) – a regional inter-governmental agency for Disaster Management. Sri Lanka also participates in regional events/activities and training opportunities on disaster management by UN and other agencies.
Since November 2007 UN, Red Cross and other international agencies resident in Sri Lanka actively participated in the National Disaster Management Committee (NDMCC) system and contributed significantly towards disaster assessments; co-ordination support; technology and best practices transfer; provision of information such as satellite images during disasters; and helping the Government to prepare flash appeals and other assistance related announcements.
Sri Lanka disaster management experience such as the development of hazard profiles, establishment of 24/ early warning systems, historical and current water management using tanks and lakes, disaster resilient building designs and multi-agency approaches towards risk identification and minimization such as Strategic Environments and Disaster Impact Assessments are being shared with the global community as good practices. During the next phase of disaster management programming Sri Lanka potential to share best practices will increase significantly and international agencies can play a key role in the knowledge management through international co-operation including south – south.
xi) Awareness and Education Ministry of Education has already taken action to include DRR concepts into school curricula. Standard school books for secondary school children on frequently occurring disasters & first aid. National Guidelines on School Disaster Safety has been made available to schools. However, it was observed that the teachers’ guides and school syllabuses need to be further improved referring the standard books & school safety guideline available. In addition the curricula development in University, Technical Colleges & Schools can be supported to strengthen the training base. During SLCDMP the MDM proposes to establish a dedicated training facility on disaster risk management as prescribed in the Mahinda Chinthana.
xii) Information Sharing, Research and support to Planning Sri Lanka is known to a good coverage in data on environment, disaster management, demography, socio-economic, hydrology, soils, water, climate change etc.with compared to many other countries in the region. However there is no proper infrastructure or a mechanism to access the information that is being collected by different agencies. In 2010 UNDP carried out a survey to identify the agencies that has spatial data and GIS systems and initiated a dialogue between Ministries to develop a “Spatial Data Infrastructure (SDI) starting with “Environment Sustainability and Disaster Resilience” data as a prototype and then to expand to a National SDI. The development of Environment and Disaster Data platform work can be an integral part of SLCDMP.
Enhance information sharing is critical for quality research in DRR and CCA too and also for guiding the resource allocations through the National Budget. As such the SLCDMP proposes to establish a research forum on DRR and CCA that could include staff of National Planning Department and research groups of Universities and other entities working on Human Development, Poverty and Cross Cutting Areas such as Gender, Climate Change etc. The research groups can be linked with other similar groups in other countries through the SLCDMP.
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In addition a pool of research needs could be developed using a web interface. The UN developed Solution Exchange is also a good platform to learn about the research done in other parts of the world and also to share the work done in Sri Lanka.
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xiii) Enabling environment for gender and disability mainstreaming
The Sri Lanka Comprehensive Disaster Management Programme is expected to provide the base for agencies to come together into a single platform that in turn can be used to mainstream long felt needs in gender and needs of the persons with disabilities though out the agency/institutional programmes as well as to collect the required level of data and monitor the effectiveness of the implementation plus to take corrective action. Although the need and the commitment/readiness for gender and disability mainstreaming is visible the long-term sustainability require a strategy and action plan and necessary documentation for capacity building such as manuals, guidebooks, films and other print media. It is essential to institutionalize the processes and have a set of trainers certified and known to all agencies as potential resource providers. As such it is proposed to use the first two years of the SLCDMP to develop a stepwise approach through a consultative and an inclusive approach and related material.
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Part II: Sri Lanka Comprehensive Disaster Management Programme (SLCDMP)
Eight years of post-tsunami Disaster Management Programming and the extensive review13 conducted by a United Nations Disaster Coordinating Team (UNDAC) in November 2011 that yielded 36 recommendations; plus evaluations by BCPR and UNDP Country Office under its Assessment of Development Results (ADR) provided the basis for SLCDMP. The reviews highlighted that there are a multitude of efforts in different aspects of disaster management being implemented by various stakeholder agencies in Govt. Sector agencies, I/NGO’s, Private Sector, Universities and UN. In preparation a delegation led by Hon. Mahinda Amaraweera, Minister of Disaster Management of Sri Lanka visited Bangladesh in February 2012 and studied the Bangladesh Comprehensive Disaster Management Programme.
Based on the review result and the highlighted needs to meet the current challenges in disaster management, including the mainstreaming of DRR and CCA in development the National Council for Disaster Management (NDMC) meeting, on 11 May 2012, chaired by H.E the President endorsed the development of a new “Sri Lanka Comprehensive Disaster Management Programme (SLCDMP) for 2014 to 2018.
The SLCDMP uses the following strategic direction.
“Though there is a declining trend in loss of lives due to disasters, economic losses and damage to infrastructure including housing are significant and increasing. Considering the increasing number of disasters, including human and climate change induced events and the potential enormous economic loses and damages that would be caused by disasters, Sri Lanka will have no other alternative but invest scares resources for post-disaster rehabilitation at the expense of socio economic development. Therefore the approach of the new Disaster Management programme should be to take proactive steps to reduce economic losses and damages to infrastructure while improving the resilient capacity of vulnerable communities along with the response capacity of institutions and communities through a well co-ordinated, muli-hazard, multi-sector, multi-stakeholder partnership approach. In doing so SLCDMP will focus on mainstreaming Disaster Risk Reduction and Climate Change Adaptation in the development processes.”
a) Goal of the SLCDMPTo reduce the direct and associated potential risk of the country, minimum impacts on people, properties and economy then by ensuring safety of Sri Lanka.
13 http://www.hpsl.lk/docs/UNDAC_SL_Report_Final_Email.pdf
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b) Objectives of the SLCDMPThe overarching objective of SLCDMP is to create and facilitate the enabling environment for multi hazard, muti-agency and multi-stakeholder participatory, partnership oriented disaster management programme using risk knowledge as the base in line with global conventions and frameworks.
Specific objectives are to:
1. Integrate and mainstream disaster risk reduction and climate change adaptation in to the development agenda through a risk based approach;
2. Enhance the knowledge management including south-south co-operation; and3. Strengthen the co-ordination, monitoring and evaluation capacity in the country to
support an integrated (multi-agency, multi-sector and multi-stakeholder) Disaster Management approach.
c) Expected outcomes and outputs of SLCDMP SLCDMP was formulated using a programmatic approach where a number of Ministries, Departments, Non-Government Organizations and Private Sector will be responsible for the implementation of the activities under four outcome areas. The SLCDMP related knowledge management, co-ordination and monitoring will be handled by the Ministry of Disaster Management and Disaster Management Centre with a support of a Secretariat assisted by UNDP.
SLCDMP Outcome 1: National and subnational level agencies are capable of assessing disaster risks and make decision for short-, medium- and long-term disaster management
SL CDMP Outputs under outcome 1:
1. Timely Early Warning issuance of seasonal climate & weather forecast, flood, drought etc. streamlined including the strengthening the Numerical Weather Prediction capacity of the Department of Meteorology;
2. Increased focus on disasters not considered in the previous programming cycle, including, earthquakes, nuclear, chemical, oil spills, traffic accidents, lightning etc.,
3. Climate Change Scenarios for Sri Lanka for 2050 and 2100 developed;4. Research in DRR and CCA in Sri Lanka universities supported; 5. Enhanced use of DRR and CCA related information by National Planning authorities for
resource allocations;6. National risk profiles based on the hazard profiles (www.hazard.lk) are available; and7. Information for eco-system based DRR and CCA developed and made available.
SLCDMP Outcome 2: Key development sectors are able to incorporate Disaster Risk Management in their respective development initiatives/ processes/activities at different administrative levels
SLCDMP Outputs under outcome 2:
1. Strengthening mandates related to mainstreaming disaster managements and climate change adaptation with a special focus on local government and sector agencies;
2. DRR concepts mainstreamed into, primary, secondary and tertiary education institutes;
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3. Disaster resilient capacity of Private sector agencies in hazard prone areas improved;4. The impacts of flood in severely flood prone Batticaloa, Ampara, Gampaha, Trincomale,
Galle, Matara, Kurunegala,, Puttalum, Mulativu, Anuradhapura and Pollonaruwa districts reduced;
5. Drought, flood and landslide risk reduction strategies developed; and6. Disaster risk reductions measures are integrated into village level economic development
programme.
SLCDMP Outcome 3: Communities, Local Governments & sub national agencies have necessary capacities & mechanisms to respond to and recover from disasters
SLCDMP Outputs under outcome 3:
1. Disaster Management Plans for National and Subnational level state sector organisations in high & moderate risk areas developed and in operation in line with National Emergency Operating Procedures (NEOP);
2. Awareness of communities in high and moderate risk areas on disaster risk reduction is improved and taking decisions to minimize disaster risks including strengthening of first responders through training in Firt-Aid, CPR and Search and Rescue;
3. Micro Insurance scheme available to assist for small farmers & low income groups to minimize impacts of disasters;
4. Improved national and district level capacity to establish evidence based human recovery framework to guide post disaster recovery in a sustainable way;
5. Capacity of institutions and personnel for post disaster response and relief enhanced; and6. Technical Advisory Committees are in operation to provide guidance to DMC, NCDM and
MDM.
SLCDMP Outcome 4: A system in place for continuous monitoring, learning and adapting to facilitate the planning & implementation process of SLCDMP
Outputs of SLCDMP Outcome 4:
1. Project implementation Unit with adequate staff capacity established using Govt. and UNDP resources;
2. Govt. inter-agency coordination, initiatives of NDMCC membership and others supported;3. Extensive knowledge management capacity established to articulate all Sri Lanka initiatives
into a one thrust and necessary databases and web interfaces developed; 4. A gender mainstreaming and a programme to incorporate concerns of parties with different
abilities established; and5. Support structure to different Technical Advisory Committees appointed by SLCDMP
ensured.
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d) Monitoring and Coordinating in SLCDMP
As the SLCDMP is implemented as a multi-agency, multi-stakeholder partnership programme three levels of co-ordination and facilitation is envisaged.
i. Highest level of coordination will be provided by the National Council for Disaster Management (NCDM) chaired by H.E. the President where Ministry of Disaster Management acts as the Secretariat (Figure 11: Structure of the National Council for Disaster Management). NCDM also declare national emergencies to allow international assistance in case of an unprecedented disaster.
ii. Inter-Government Agency Advisory Group: The MDM has solicited nominations from Government Ministries and Departments Senior and Technical levels to establish two levels of focal points for SLCDMP. The “Senior” level staff, at least at the Additional Secretaries level, will meet every six months before the NCDM or when needed. The technical group will meet every month and more frequently when necessary and also form subject specific sub-groups to support SLCDMP initiatives. Coordination support will be provided through the SLCDMP Implementation Unit .
iii. Coordination at the National Disaster Management Coordinating Committee (NDMCC) level will include all Govt., non-government, UN, Private, University, Media and others. NDMCC meet monthly under the chairmanship of the Secretary, Ministry of Disaster Management and SLCDMP Implementation Unit will provide the logistical support for NDMCC level coordination.
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Part III: UNDP Strategic Support to SLCDMP
a) Programme inputs and strategyThe UNDP primary input to operationalize the SLCDMP will be provided through the “Strategic Support to Operationalize the Sri Lanka Comprehensive Disaster Management Programme 2014-2018 (SS2CDMP).” This strategic support is based the following observations.
UNDP has been the main development agency that provided continuous technical and financial support to Disaster Management in Sri Lanka. As such UNDP is well position to extend its support to the SLCDMP. The UNDP Country Programme Action Plan for 2013-2017 emphasize environmental sustainability and disaster resilience as a key to ensure the stability of the Sri Lanka fast tracked development;
UNDP role as a development agency is recognized and acknowledged by Disaster Management Stakeholders. As directed by NCDM the MDM requested UNDP to lead the process in formulating and operationalizing the SLCDMP in consultation with stakeholder agencies. In that context UNDP requires to provide advisory, coordination, monitoring and knowledge management support to SLCDMP;
UNDP has developed a number of DRR related products that formed the foundation for DRR and CCA in Sri Lanka such as Sri Lanka Hazard Profiles, SEA’s, Databases, Building Codes etc. UNDP wishes to continue to develop more products such as the “Risk Profiles” to assist the mainstreaming of DRR and CCA in development agenda.
UNDP is in a position to leverage the other projects it support in Environment, Climate Adaptation, Governance and Data Sharing etc. to complement SLCDMP. Further it is UNDP’s strategic interest to play a key role in supporting integrated planning and associated resource allocations, highlighting the linkages among “land use, water management, drought, floods, landslides and human development.”
UNDP has a vast network of knowledge bases and resources including the programmes like “Solution Exchange14” that can be tapped to support SLCDMP through the SLCDMP Secretariat UNDP will be supporting. Also the Sri Lanka experience can be shared with others through UNDP channels and other international networks, including South-South Co-operation.
Importantly, during the strategic assistance to SLCDMP, UNDP does not envisage to mobilize the full funding requirement of SLCDMP though UNDP. However UNDP will help the Government to mobilize resources through donors and agencies that can be channelled directly to the Government (eg: JICA, World Bank/GFDRR, ADB) or through UNDP if it is the preferred modality by both the Donor and the Govt. Meanwhile this project document on “SS2CDMP” outlines a number of critical areas such as “Operationalizing NEOP”, “Introduction of Solution Exchange in Sri Lanka”, “Risk Profile Development”, “Strengthening First Responders”, “Promotion of Eco-system based DRR and CCA” etc., that are considered important for the continuous expansion of Sri Lanka Disaster Management.
14 http://www.solutionexchange-un.net/
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UNDP will work with the Disaster Management stakeholder groups to align the SLCDMP with international best practices and conventions. While promoting the DRR and CCA agenda UNDP will focus on the much anticipated post 2015 developments that will include the second phase of Hyogo Framework for Action (HFA2), post MDG agenda (SDG’s) and green initiatives/funds to support CCA after Rio+20.
Based on the above backdrop the “Strategic Support to Operationalize Comprehensive Disaster Management Programme (SS2CDMP)” is developed as a project anchored to the Environment Sustainability and Disaster Resilience (ESDR) cluster of UNDP Sri Lanka. The project has three key components.
i) Technical assistance on policy advocacy, agency coordination, knowledge management and monitoring for SLCDMP ensured
As described the SLCDMP is developed as a multi-hazard, multi-sector, multi-agency and multi-stakeholder partnership programme that require extensive technical inputs in the form of technologies and best practices, inter-agency coordination, knowledge and information management, continuous monitoring and evaluations and fostering partnerships with Private Sector and others to achieve SLCDMP objectives.
As majority of the resources for SLCDMP activities are allocated through the Govt. sources through sector Ministries and agencies plus non-governmental organizations such as Sri Lanka Red Cross and other NGO’s. A strong co-ordination and monitoring system is needed to keep track of the progress of the SLCDMP objectives and initiatives and to report to NCDM for strategic guidance.
Although the capacity of the Disaster Management Centre and the Ministry of Disaster Management improved much in the recent past the extensive coordination and facilitation support demanded by the complex SLCDMP may require additional human resources, databases and dedicated staff. The proposed SLCDMP Secretariat will, therefore, include staff from the Planning Division of the MDM, DMC and UNDP recruited staff, full and part-time.
The monitoring and evaluation work of SLCDMP is designed to be aligned with the Ministry of Finance and Planning operated Results Based Management (RBM) system. However as the SLCDMP monitoring also captures parts of the results of other agencies, the task of reporting and avoiding duplication may become a challenging task.
Knowledge management is an area identified as an area to be strengthened during SLCDMP implementation. A number of multi-media efforts will be established from the inception of SLCDMP to facilitate the knowledge management.
Through the Project implementation Unit, functions envisaged in SS2CDMP:
UNDP plans to engage local technical expertise in the areas of agency co-ordination, mainstreaming DRR and CCA in development, knowledge management to meet national and international needs;
Database development and geographic information systems necessary to support coordination and knowledge management will be established capitalizing on the existing
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approaches. As a new tool the concept behind UN “Solution Exchange” will be introduced;
The Project implementation Unit will conduct the inter-government agency coordination through two forums appointed at the top level and technical level. The outputs and outcomes will be reported to National Council for Disaster Management (NCDM) chaired by H.E. the President. Both group meetings will be chaired by the Secretary, Ministry of Disaster Management;
The overall implementation of the SLCDMP is coordinated through the National Disaster Management Coordinating Committee (NDMCC) – the National Platform that comprises of over 60 Govt., I/NGO, Private Sector, University and UN agencies. NDMCC will meet once a month with Secretary, Ministry of Disaster Management as the chair. A knowledge management group within the NDMCC will be established to help the Secretariat and to facilitate HFA and HFA2. The information generated will be submitted to international networks on a regular basis;
UNDP supported Project implementation Unit will play a key role in mainstreaming gender and disability concerns in SLCDMP. By working with sub groups of NDMCC the Secretariat will support consultations and workshops to identify areas to build capacity. The monitoring system will capture the necessary data on gender and support to champions of differently able community;
The Project implementation Unit will act as the focal point for facilitating training and human resource capacity development related to SLCDMP. As such the Secretariat will maintain an internet base system of professionals trained in different areas of disaster management and training opportunities.
ii) Enabling Environment for Risk Based Disaster Management Decision Making and Implementation established
As described in the introduction Sri Lanka over the last 10 years has successfully reduced the causalities but the damages and loses are still on the rise. Towards creating the enabling environment for DRR and CCA during the last phase of programming nine National Hazard Profiles, Disaster Resilient Building Codes, Disaster Impact Assessments for Road Sector, Strategic Environment Assessment to promote incorporation of Environment Sustainability and Disaster Resilience, enhanced disaster education and awareness, 24/7 early warning systems etc. have been established, promoted and partly implemented.
Conversion of the Sri Lanka Hazard Profiles to Risk Profiles will be done during SS2CDMP when the results of the Island wide National Population Survey conducted in 2012 is available towards end 2013. Access and use of satellite and remotely sense data is on the rise and a number of LIDAR survey datasets are coming on line covering large parts of the country (North, East, Coastal, City of Colombo etc.). In addition a number of climate change studies have been conducted by Sri Lanka Universities and Dept. of Agriculture that can be integrated to refine the future risk scenarios.
In addition a number of attempts to generate household base electronic data using “Open Source” methods, including GFDRR promoted “Open Street Maps” have been tested in Sri Lanka. GFDRR team works closely with UNDP.
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The land use in some of the sensitive ecosystems such as the central hills of Sri Lanka plays a key role in determining the extent of droughts, floods, landslides, power generation, agro-based livelihoods, drinking water quality and quantity and health of the population etc. Also the mismanagement of land use in central hills and other areas may impact the water availability of the proposed extended irrigation and drinking water facilities to newly resettled areas. This water availability and the quality of water could be a sensitive and a critical for long-term sustainable development, resilience as well as for crisis prevention and recovery. Climate change influence may further aggravate water related issues as most of the hazards (drought, floods, landslides, lightning, sea level rise, storm surges, tropical cyclones and animal attacks) are related to Climate Change as well.
In order to support the risk based disaster management in SLCDMP UNDP plans to support:
Development of 09 risk profiles (Coastal Erosion, Drought, Floods, Landslides, Lightening, Sea Level Rise, Storm Surges, Tropical Cyclones, and Tsunami) based on the Sri Lanka Hazard Profiles released in December 2012 (www.hazard.lk) and the National Survey of 2012 plus other required data;
Refine the risk profiles to incorporate potential climate change influence at national and regional levels and identify areas where human settlements needs to be discouraged and relocation is needed to minimize risks;
Build the capacity of Govt., Private Sector (Banks, Insurance and Business), Non-Government agencies and Communities on the interpretation and use of risk information in planning and development. UNDP envisage establishment of a policy forum to facilitate the process that will bring National Planning, Private Sector, Research and Policy institutions and University staff to a common platform. A successful model on this line is available in Sri Lanka in the “Air Quality” management sector;
Carry out an Integrated Strategic Environment Assessment (ISEA) to highlight the inter-relationships between poor land use planning, disaster and conflict potential and availability and quality of water resources (ground and surface) in the country. The ISEA will focus on the land use in the central hills of Sri Lanka and the water requirement for multiple uses. The SS2CDMP will also support the completion of the on going ISEAs in UVA province and Gampaha district; and
Capacity building of stakeholders on mainstreaming disaster risk reduction and climate change adaptation using the risk information and to promote risk transfer mechanisms. In this context the UN develop “Solution Exchange” approach will be introduced through the SS2CDMP project.
Capacity development to mainstream gender and disability concerns including development of guidelines to integrate gender perspectives in to DRM project proposals; Develop Child and Women centred DM guidelines and a manual for data collection; Conduct advocacy programmes on Women and Child centred DM for policy makers; awareness and training programmes for field officers and committee members at District, Divisional and GN levels; and collect gender and age (child) segregated data at district,
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divisional and GN levels in relation to disaster vulnerabilities and share with all relevant stakeholders
iii) National Emergency Operations Plan (NEOP) and operationalized and public- private partnerships in disaster management promoted
After the Indian Ocean Tsunami of December 2004 Sri Lanka Disaster Management related structures and legal systems advanced much. Coordination also improved but the standard operating procedures for different disasters to be practiced by different agencies have not been developed, synchronized and put into practice. Development of National Emergency Operating Procedures (NEOP) started in 2012 and continuing. So far 29 agencies responding to 23 disasters have been identified and preliminary work to write responsibilities is in progress (www.neop.gsa.lk ). Next steps involved the finalization and operationalizing the NEOP.
Preparation of Disaster Management Plans at different levels, covering agencies and administrative regions has been mandated by the Disaster Management Act of Sri Lanka. NEOP material and the involvement of both public and private sector entities plus communities can provide a sound base for disaster management plans along with other information developed in the recent past (eg: hazard profiles, building codes, early warning systems etc.
Operationalizing the NEOP also need extensive engagement of Govt., Non-Govt., Private Sector agencies and communities. One of the gaps identified in the past is to identify and mobilize trained human resources (including those in Private Sector) in disaster situations and mechanisms to share equipment and resources across agencies and administrative boundaries (eg: sharing fire equipment, boats, earth movers, boats etc.). In addition the potential exist to introduce first-aid, CPR, search and rescue skills at the community level, especially targeting schools and cultural festivals as entry points. Some of these skills may be made compulsory for drivers licence and selected employment categories in public and private sector.
Disaster Management Education has been promoted in the past by DMC, GIZ, SL Red Cross, UNICEF, UNDP and others at different levels. These efforts need to be synchronized into a single thrust with appropriate quality controls.
In this programme area on UNDP support to Operationalizing NEOP and Public – Private Partnership promotion will include:
Support to complete the NEOP responsibilities and Standard Operations Procedures continuing from the past work (www.neop.gsa.lk);
Developing disaster management plans for different agencies and administrative bodies (Provincial, District, Local Authority etc.) along with mechanisms (administrative and financial) to share human resources and equipment across agencies and administrative boundaries;
Identification of vulnerabilities at community level and develop public-private consortiums to promote first-aid, CPR, search and rescue and other response measures;
Targeted capacity improvements at critical installation such as making airports and customs operations ready for emergencies;
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Incorporation of gender and disability concerns in camp management and recovery work including gender segregated data collection and information management;
Improved coordination and promotion of school level disaster education and safety;
Conduct rehearsals and mock drills at given intervals, in partnership with other agencies
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National Programme Director (NPD) Additional Secretary, Development, Ministry of Disaster Management
SS2CDMP Project TeamProject Implementation Unit
One Deputy DirectorTwo officials from MODM Planning Unit
UNDP Technical Assistance Team1. Technical Advisor
2. Project Coordinator Specialist technical experts on:
Preparedness and Mainstreaming Knowledge Management
Information Management and Monitoring
Project Board
Senior BeneficiaryPlanning and Development Unit - Ministry of Disaster
Management
ExecutiveSecretary- Ministry of Disaster
ManagementMinistry of DM & HR
Senior SupplierDeputy Country Director - UNDP
Project AssuranceAssistant Country Director -UNDP
Project Support at UNDP Country Office
(Programmes and Operations)
Project Organisation Structure
Part IV: Project Management Arrangements:
a) Project Organization StructureThe project will be implemented through National Implementation Management [NIM] and the project organizational structure will be as follows:
b) The Project Board
The Project Board (PB) will have overall responsibility for project implementation, oversight & quality assurance. The PB will be chaired by Secretary, Ministry of Disaster Management and will provide policy guidance and monitor the performance of the project, review progress on a periodic basis, approve progress reports and end of project report as well as manage risks and issues. It will approve the appointment and responsibilities of the National Project Director (NPD) and will define the latter’s responsibilities. It will provide consensus based management decisions, when guidance is required by the NPD.
The UNDP Assistant Country Director for Environment Sustainability and Disaster Resilience will be delegated quality assurance to provide substantive quality control and monitoring of project planning, implementation and reporting processes. In addition, it will ensure that required resources are committed and arbitrate any conflicts within the project as well as negotiate a solution to any problems between the project and external bodies. The Project Board will review and make
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recommendations for UNDP/Implementing Partner approval as well as authorize any major deviations in project work plans. It will also be responsible for assessing and deciding on substantive project changes through revisions.
Representatives from other government agencies and beneficiary groups will be invited to participate in Project Board meetings. They will include: Ministry of Environment, Ministry of Local Government, Disaster Management Centre, Department of Meteorology, National Building Research Organization, Ministry of Finance and Planning (External Resources Department, Department of Project Management and Monitoring, National Planning Department), Department of Treasury Operations, Central Environmental Authority and any other party deemed necessary by the Project Board. The Project Board will meet a minimum of two times annually. The proceedings of meetings will be recorded through minutes. The NPD should act as secretariat of the Project Board with the responsibility to call meetings, distribute information and follow up on their recommendations.
The Secretary to the Ministry of Disaster Management will serve as the Executive and will have ultimate responsibility for the project, supported by the Senior Beneficiary and Senior Supplier. As part of the responsibilities of the Project Board, the Senior Executive will ensure that the project is focused, throughout the project cycle, on achieving outputs that will contribute to higher level outcomes. Additional responsibilities of Executive include monitoring and controlling the progress of the project at a strategic level [i.e. contribution to national priorities], ensuring that risks are being tracked and mitigated as effectively as possible and organizing, chairing and ensuring that the Project Board meet in a timely manner, as stipulated in the project document. The Executive will be responsible for approving and signing the Annual Work Plan (AWP) for the following year on behalf of the Implementing Partner, approving and signing the Combined Delivery Report (CDR) at the end of the year and signing the Funding Authorization and Certificate of Expenditures (FACE).
The Deputy Country Director (Programme and Operations) will represent the interests of those designing and developing project deliverables and providing project resources. The primary function of the Senior Supplier will be to provide guidance regarding the technical feasibility of the project. The Senior Supplier will have authority to commit or acquire supplier resources as required. As part of the responsibilities of the Project Board, Senior Supplier will advise on the selection of the strategy, design and methods to carry out project activities. Quality assurance and oversight roles include ensuring that standards defined for the project are met and used to good effect, monitoring potential changes and their impact on the quality of deliverables and monitoring any risks in project implementation. Within the context of the Project Board, the Senior Supplier will also be responsible for ensuring that progress towards outputs remains consistent, contributing the supplier’s perspective & opinions on implementing any proposed changes and arbitrating on and ensuring resolution of input/resource related priorities or conflicts.
The Planning and Development Unit of the Ministry of Disaster Management will serve as the Senior Beneficiary with the primary function of ensuring the realization of project results from the perspective of project beneficiaries. As part of the responsibilities for the Project Board, the Senior Beneficiary will be responsible for ensuring that specification of the Beneficiary’s needs are accurate, complete and unambiguous, implementation of activities at all stages is monitored to ensure that they will meet the beneficiary’s needs and are progressing towards identified targets, impact of potential changes is evaluated from the beneficiary point of view, risks to the beneficiaries are frequently monitored, providing the opinion of beneficiaries of implementation of any proposed changes, and helping to resolve priority conflicts.
Project reviews will take place on an annual basis (or as otherwise deemed necessary by the Project Board). In case a consensus cannot be reached, final decision shall rest with the UNDP Programme
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Manager.
The National Programme Director (NPD) is appointed by the Implementing Partner, will have the authority to run the project on a day-to-day basis on behalf of and within the constraints outlined by the Project Board. It is The NPD is responsible for project implementation, financial management, administration, monitoring and reporting. This Includes providing direction and guidance to the project team and responsible party (ies) and liaising with the Project Board & UNDP Programme Officer to monitor the direction and integrity of the project. Under the guidance of the Executive of the Project Board, the NPD shall ensure efficient coordination efforts between the project, UNDP, and other concerned agencies. The NPD should act as secretariat of the Project Board with the responsibility to call meetings, distribute information and follow up on their recommendations.
The NPD will convene a Project Steering Committee (PSC) to meet regularly, at least every three months, to provide technical oversight to project implementation. Composition of the PSC will be approved by the Project Board, and will consist of all agencies under the Ministry of Disaster Management and other government agencies and non-governmental actors nominated by the NPD.
The NPD will be responsible for managing the realization of project outputs through activities as specified in a jointly agreed annual work plan and within specified constraints of time and cost. This includes: planning activities, preparing annual work plans and monitoring progress against quality criteria; monitoring events and updating the Monitoring and Communication Plan; liaising with any suppliers to mobilize goods and services to initiative activities; monitoring financial resources & accounting to ensure accuracy and reliability of financial reports; managing requests for the provision of financial resources using advance of funds, direct payments, or reimbursement using the FACE (Fund Authorization and Certificate of Expenditures); managing, monitoring and updating the project risks as initially identified and submitting new risks to the Project Board for consideration and decision on possible actions; managing issues and requests for change by maintaining an Issues Log; preparing the Project Quarterly Progress, Annual and Final Reports and submitting reports to the Project Board and UNDP Programme Officer and managing and facilitating transfer of project deliverables, documents, files, equipment and materials to national beneficiaries at project closure.
The National Project Director will lead the team of officers and technical experts who will support project implementation. The Ministry will nominate five personnel from the Ministry staff towards project implementation. The team will consist of Assistant Director (Planning), Chief Accountant and 02 Development Assistants and management assistant.
UNDP will hire a Technical Advisor to the project as well as experts providing specific inputs into Preparedness & Mainstreaming, Knowledge Management, Information Management & monitoring.
UNDP Project Coordinator A Project Coordinator will be recruited and hosted at the UNDP Country Office to advise and support the Project Board. As delegated by the Project Board, the Project Coordinator, supported by the UNDP Programme Associate will serve as Project Assurance. The Project Coordinator will work under the overall guidance and supervision of the ACD, ESDR. The Project Coordinator will take action to address as well as alert the Project Board of issues with regard to project quality assurance such as alignment with the overall Country Programme, availability of funds, observation of UNDP rules and regulations and adherence to Project Board decisions. The Project Coordinator will assist the Project Board by performing some oversight activities, such as periodic monitoring visits and “spot checks,” ensuring that revisions are managed in line with the required procedures, monitoring and reporting requirements and standards are maintained, project output(s) & activities,
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including description and quality criteria, risks and issues are properly recorded and are regularly updated in Atlas.
The UNDP Project Coordinator will also assist the Project Board in ensuring that the project follows approved plans, meets planned targets as well as project Quarterly Progress Reports are prepared and submitted on time, and according to standards. During project closure, Project Coordinator with the UNDP Programme Associate will work to ensure that the project is operationally closed in Atlas, financial transactions are in Atlas based on final accounting of expenditures and project accounts are closed and status set in Atlas accordingly.
The Sri Lanka Comprehensive Disaster Management Programme (SLCDMP) will be the main programme for Sri Lanka for 2014 to 2018 period. As such the SLCDMP and the UNDP Strategic Support Project to SLCDMP namely the SS2CDMP will be supported by a team of staff identified/hired by Ministry, DMC and UNDP. Therefore the Ministry of Disaster Management will identify adequate full-time staff and assigned to the programme management unit for SLCDMP where the SS2CDMP project related UNDP hired staff will also be located. Ministry will also identify technical, management and financial related staff from the Ministry or divisions of the Ministry to contribute to SLCDMP and SS2CDMP on a part-time basis, depending on the functions.
Under the Harmonized Cash Transfer system (HACT) to be introduced by the UN EXCOM Agencies (UNDP, UNICEF, WFP and UNFPA) as part of the UN reform commitment to reduce transaction costs on implementing partners, four modalities of payments are foreseen for nationally implemented projects. They include: 1) Prior to the start of activities against agreed work plan cash transferred (direct cash transfer) to the Treasury, Ministry of Finance and Planning, for forwarding to the Implementing Partner; 2) Reimbursements after completion of eligible activities by the Implementing Partner; 3) Direct payment to vendors or third parties for obligations incurred by the Implementing Partners on the basis of requests signed by the designated official of the Implementing Partner; 4) Direct payments to vendors or third parties for obligations incurred by UN agencies in support of activities agreed with Implementing Partners.
For this project, in consultation with the Senior Executive, the first modality will be used. It will be the responsibility of the NPD to liaise with the UNDP Programme Associate to prepare a consolidated financial report, in the required format, and provide it to UNDP at regular and necessary intervals.
Under the project’s national implementation arrangement (NIM) Government guidelines for competitive procurement of goods and services (advertising, tender bidding, evaluation, and approval) in line with international standards will apply for all project-related activities.
Upon specific request of the implementing partner UNDP can in line with UNDP procurement policy provide procurement and recruitment services to the implementing partner including:
Identification and recruitment of project and programme personnel Identification and facilitation of training activities Procurement of goods and services
As per the letter of agreement between the Government of Sri Lanka and UNDP for the provision of support services signed on 5th July 2002, UNDP shall recover the cost of providing the support services outlined above. The rate of the cost recovery will be applied on the value of the amount of the contracts of the services to be procured or obtained through UNDP. In accordance with the decisions and directives of UNDP's Executive Board, third party cost sharing contributions shall be
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charged a fee equal to 8% to cover the cost of general management support (GMS) services provided by UNDP headquarters and country offices.
The project will be audited periodically as per the annual audit plan prepared by the government coordinating authority in consultation with the UNDP Sri Lanka. The Ministry of Disaster Management and Disaster Management Centre will be responsible for ensuring that all audit requirements are met.
c) Legal ContextThis document together with the Country Programme Action Plan (CPAP) signed by the Government and UNDP which is incorporated by reference constitute together a Project Document as referred to in the Standard Basic Assistance Agreement (SBAA) and all CPAP provisions apply to this document. Consistent with the Article III of the SBAA the responsibility for the safety and security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing partner. The implementing partner shall:
a) Put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;
b) Assume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan.
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.”
d) Monitoring & Evaluation The project will be monitored against the annexed M & E Framework. Progress against each of the indicators will be reviewed at least annually, and the tracking table updated accordingly.
On a quarterly basis, a quality assessment shall record progress towards the completion of key results, based on quality criteria and methods.
An Issue Log shall be activated in Atlas and updated by the Project Coordinator to facilitate tracking and resolution of potential problems or requests for change.
Based on the initial risk analysis submitted, a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation.
Based on the above information recorded in Atlas, Quarterly Progress Reports (QPR) shall be submitted by the Project Coordinator to the Project Board through Project Assurance, using the standard UNDP report format. Information sourced from the QPR will be updated in ATLAS and progress towards the achievement of project outputs will be indicated on the ERBM platform:
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http://home.undp.org. The signed QPR for the previous quarter shall be submitted with the Quarterly Work Plan and FACE by each NIM project to the concerned programme units for the release of quarter advance.
A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project
A Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events annually. Field visits will take place as required. An Annual Review Report shall be prepared by the NPD supported by the Project Coordinator and shared with the Project Board. As minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the QPR covering the whole year with updated information for each above element of the QPR as well as a summary of results achieved against pre-defined annual targets at the output level. The M & E Framework and updated Tracking Tool will be annexed to the Annual Review Report. Annual Project Review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes. If necessary, following the Annual Project Review, the Annual Review Report should be revised and finalized.
Quality Management for Project Activity Results
OUTPUT 1: Disaster Risk Management’ capacities of national and sub national agencies improvedActivity Result 1(Atlas Activity ID)
Technical assistance on policy advocacy, agency coordination, knowledge management and monitoring for SLCDMP ensured
Start Date: 1 July 2014End Date: 31 Dec 2017
Purpose Capacity of the key stakeholders developed to ensure that coordinated effort towards a sustainable disaster management process is in place
Description 1.1. Setting up of the SLCDMP Implementation unit with necessary equipment1.2. Provision of Technical Advisor, Preparedness and Mainstreaming Expert,
Knowledge Management Expert, Information and Monitoring Expert and Project Coordinator
1.3. Comprehensive knowledge management processes lined with national and international systems (Web, Print and Media tools etc.)
1.4. Consultations and capacity development related to mainstreaming of DRR and CCA in development
1.5 Enhancing monitoring and results based management capacity through the National Disaster Management Co-ordinating Committee (NDMCC) and National Council for Disaster Management (NCDM)
1.6.Strengthening the Gender mainstreaming and disability concerns in disaster management in the country through dedicated committees of NDMCC
1.7 Policy and media engagement on SLCDMP, HFA2 and other national and international development in Disaster Management
Quality Criteria Quality Method Date of Assessment
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Develop knowledge management tools together with multiple agencies working on DRR to provide a comprehensive understanding on the disaster management.
Review availability of Web, Print and Media tools
31Dec 2014, , 30 June 2015, , 31 Dec 2015, 30 June 2016, 31 Dec 2016, June 2017, 31 Dec 2017
National Disaster Management Co-ordinating Committee (NDMCC) and National Council for Disaster Management (NCDM) actively engaged in monitoring of the DRR activities in Sri Lanka
Annual ReportsProgress Reviews
31Dec 2014, , 31 Dec 2015, , 31 Dec 2016, , 31 Dec 2017
Systematic and continuous meetings organized among all the relevant stakeholder agencies for information sharing
Minutes of the meetings 31Dec 2014, 31 March 2015, 30 June 2015, 30 Sept 2015, 31 Dec 2015, 30 June 2016, 31 Dec 2016, June 2017, 31 Dec 2017
OUTPUT 1: Disaster Risk Management’ capacities of national and sub national agencies improvedActivity Result 2(Atlas Activity ID)
Enabling Environment for Risk Based Disaster Management Decision Making and Implementation established
Start Date: 1 July 2014End Date: 31 Dec 2017
Purpose Ensure that institutions at national and sub national levels have adequate capacity to respond to emergencies and prepare for socio natural disasters in Sri Lanka
Description 2.1 Support relevant technical agencies to develop risk profiles2.2 Development of Climate Change Scenarios till 2100 and corresponding Adaptation Action Plans jointly with other CCA projects in the country2.3 Technical and advocacy support to conduct an Integrated Strategic Environment Assessment (Programmatic) covering Sri Lanka water quality, water quantity, land use and potential conflicts related to water2.4 Training and capacity development of Govt. agencies at national, sub-national and community levels to facilitate mainstreaming risk and climate change related information in development planning processes2.5 Introduction and support to public – private partnerships on risk transfer mechanisms based on the information developed
Quality Criteria Quality Method Date of Assessment
Key technical agencies involved in developing national Risk Profiles
Risk Profile documents 31Dec 2014, 30 June 2015, , 31 Dec 2015, 30 June 2016, 31 Dec 2016, June 2017, 31 Dec 2017
Initiate Public- Private partnerships to develop risk transfer mechanisms for frequently occurring disasters
Insurance products (risk transfer related ) available in the market
31Dec 2014, , 31 Dec 2015, , 31 Dec 2016, , 31 Dec 2017
Activity Result 3(Atlas Activity ID)
National Emergency Operations Plan (NEOP) operationalized and
Start Date: 1 July 2014End Date: 31 Dec 2017
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public- private partnerships in disaster management promoted
Purpose National Emergency Operations Plan completed, updated and used by key government stakeholders responsible for disaster management in the country and the general public can access to the roles and responsibilities of different agencies related to disaster management
Description 3.1 Complete the NEOP related responsibilities and operations plan3.2 Conduct training and Capacity building at national and sub-national levels in partnership with Govt., NGO and Universities on NEOP3.3 Development of public-private consortiums to promote first-aid, CPR, search and rescue and other response measures3.4 Make airports and customs operations ready for emergencies3.5 Develop and introduce a system to share equipment and trained human resources among agencies and across administrative and local authority boundaries along with a financing mechanism during an emergency3.6 Conduct rehearsals and Mock drills in partnership with other agencies
Quality Criteria Quality Method Date of Assessment
NDMCC members have increased understanding on the NEOP operational mechanisms
Meeting minutesSurvey results
31Dec 2014, , , 31 Dec 2015, 31 Dec 2016, , 31 Dec 2017
Airport and customs emergency operations plan developed in a consultative manner
Amendments to the customs and airport Standard Operating Procedures
31Dec 2014, , 30 June 2015, , 31 Dec 2015, 30 June 2016, 31 Dec 2016, June 2017, 31 Dec 2017
Key government agencies are consulted in developing the NEOP
NEOP web site 31Dec 2014, , 30 June 2015, , 31 Dec 2015, 30 June 2016, 31 Dec 2016, June 2017, 31 Dec 2017
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Monitoring and Evaluation frame work - "Strategic Support to Sri Lanka Comprehensive Disaster Management Programme" (SS2CDMP), Sri Lanka (2014-2017)
Expected Results
Indicators (with Baselines & Indicative
Targets) and Other Key Areas to Monitor
M&E Event with Data Collection Methods
Time or Schedule
and Frequency
Responsibilities
Means of Verification:Data Source
and Type
Resources Risks
1. Technical assistance on
policy advocacy,
agency coordination,
knowledge management
and monitoring for SLCDMP
ensured
I. Demonstrated impact of the Strategic Support to
Sri Lanka CDM programme on minimum
of 15 policies, laws, by-laws, strategies and
guidelines on Disaster Management
documented. (B=0, Y1=0, Y2=5, Y3=5, Y4=5)
Review the produced documents
Annually Data collection:Programme CoordinatorData analysis: Programme Analyst
Reports on policy analysis, News Paper articles ,
Consultants – 10,000 USD
No significant threat anticipated
ii. build skills of minimum of
200 disaster risk reduction practitioners on integrating
strategic and practical gender issues into disaster
risk reduction projects (B=0, Y1=50, Y2=50, Y3=50,
Post training assessment
after each event
Data collection:Programme CoordinatorData analysis: Programme Analyst
SLCDMP Progress Reports;
UNDP Staff time Post training assessment is a part of the training module
38
Expected Results
Indicators (with Baselines & Indicative
Targets) and Other Key Areas to Monitor
M&E Event with Data Collection Methods
Time or Schedule
and Frequency
Responsibilities
Means of Verification:Data Source
and Type
Resources Risks
Y4=100.)
iii. Support to more than 20 policy/media fora to
promote Hyogo Framework of Action 2
recommendations in Sri Lanka (B=0, Y1=1, Y2=4,
Y3=5, Y4=10)
Review of quartile progress
report, Review minutes /
reports of media / policy fora
six monthly Data collection:Programme CoordinatorData analysis: Programme Analyst
Media reports Staff time Availability of media reports for all the forums timely
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Expected Results
Indicators (with Baselines & Indicative
Targets) and Other Key Areas to Monitor
M&E Event with Data Collection Methods
Time or Schedule
and Frequency
Responsibilities
Means of Verification:Data Source
and Type
Resources Risks
2. Enabling Environment for Risk Based Disaster Management Decision Making and Implementation established
I. Minimum of 10 risk profiles developed for Sri Lanka (B:0, T:10 Y1=2, Y2=5, Y3=3 )
Review developed risk profiles
Annually Data collection:Programme CoordinatorData analysis: Programme Analyst
Progress reports of the SLCDM programme, Newspaper
Staff time; No significant threat anticipated
ii. Minimum of 3 advocacy campaigns on how to use risk profiles in development process targeting national and provincial level politicians, administrators and policy makers implemented (B:0, T:3 Y1=0, Y2=1, Y3=2 )
Review process documentation on advocacy campaigns
Annually Data collection:Programme CoordinatorData analysis: Programme Analyst
Annual report of Disaster management ministry
Staff Time Process documentation should be taken place properly for campaign
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Expected Results
Indicators (with Baselines & Indicative
Targets) and Other Key Areas to Monitor
M&E Event with Data Collection Methods
Time or Schedule
and Frequency
Responsibilities
Means of Verification:Data Source
and Type
Resources Risks
iii. Adaptation actions plans (Climate Change sensitive development plans) developed for minimum of 5 sectors (ex: agriculture, health, tourism, irrigation and hydro electricity generation) using the Climate Change scenarios till 2100 (B:0, T:5 Y1=0, Y2=3, Y3=2 )
Review developed adaptation action plans
Annually Data collection:Programme CoordinatorData analysis: Programme Analyst
Annual Reports of the relevant Ministries
Staff Time
National Emergency Operations Plan (NEOP) operationalized and public private partnerships in disaster management promoted
i. Standard Operations Procedures (SOPs) for Emergency response phases of 29 disasters in Sri Lanka completed (B:8 disasters and 14 agencies completed , T:29 disasters and 26 agencies; Y1=5, Y2=10, Y3=6)
Review SOPsFGD with relevant agencies
Six monthly Data collection:Programme CoordinatorData analysis: Programme Analyst
Media reports, annual reports of the disaster management ministry
Staff time Assume that reviewer has technical knowhow on emergency responseSkills on facilitating FGD
Mechanisms to share human resources and equipment across agencies and
Review the set up mechanism and how far operating
Annually Data collection:Programme CoordinatorData analysis:
Circulars of the Ministry of Public Administration,
Staff timeConsultant 3000USD
proper review methodology is adopted
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Expected Results
Indicators (with Baselines & Indicative
Targets) and Other Key Areas to Monitor
M&E Event with Data Collection Methods
Time or Schedule
and Frequency
Responsibilities
Means of Verification:Data Source
and Type
Resources Risks
administrative boundaries available and operational for Disaster Management purposes(B:0, T:1)
Programme Analyst
Ministry of Local Government
iii. At least 10 public – private partnerships operating in the country to promote responses( first-aid, , search and rescue )(Y1=0, Y2=2, Y3=2, Y4=6)
Review partnership agreements
Six monthly Programme CoordinatorData analysis: Programme Analyst
Media reports,annual reports of the disaster management ministry
Staff time
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e) Attachment 1: Description of UNDP Country Office support services
Reference is made to consultations between Disaster Management Centre of the Ministry of Disaster Management and officials of UNDP with respect to the provision of support services by the UNDP country office for the nationally managed “Strategic Support to Sri Lanka Comprehensive Disaster Management Programme (SS2SLCDMP).”
Accordingly the UNDP country office shall provide support services for the SS2SLCDMP as described below. Standard UNDP charges will apply for the services provided by UNDP.
Support services Schedule
1. Provision of technical assistance Throughout the Project2. Procurement of office equipment and stationeries Throughout the Project3. Procurement of technical equipment Throughout the Project4. Direct payments to vendors based on Ministry request Throughout the project
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Annual Work Plan 2014 Annex 1
EXPECTED OUTPUTS
And baseline, associated indicators and annual targets
PLANNED ACTIVITIES
List activity results and associated actions
TIME FRAME
RESPONSIBLE PARTY
PLANNED BUDGET
Q 2 Q3 Q4 Funding SourceBudget
DescriptionAmount
‘Disaster Risk Management’ capacities of national, sector and sub national agencies improved’
a. Baseline: No risk profiles available for Sri Lanka although Hazard Profiles are available
a. Indicator: Risk profiles available for major disasters in Sri Lanka
a. Target: Ten (10) risk profiles available for Landslides, Drought, Floods, Tsunami, Coastal Erosion, Sea Level rise, Storm surges,
Key Activity Result 1. Technical assistance on policy advocacy, agency coordination, knowledge management and monitoring for SLCDMP ensured
1.1. Setting up of the SLCDMP Secretariat with necessary equipment
a. Provision of furniture and other office equipment
X X X MDM UNDP TRAC
72200
Equipment and furniture
5,000
1.2. Provision of Technical Advisor, Project Coordinator and technical assistance in the areas of Preparedness & Mainstreaming, Knowledge Management and Information Management & Monitoring.
a. Hiring staffX X X UNDP
UNDP TRAC
71400- Contractual
Services60,000
b. Hiring consultantsX X X MDM/UNDP
UNDP TRAC
71300- Local consultants
15,000
c. Transport- FuelX X X MDM/UNDP UNDP BCPR 71600-Travel 5,000
d. Transport-DSA X X X MDM UNDP BCPR 71600-Travel 6,000
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Earthquakes, Cyclones and Lightening
b. Baseline: Integrated water resources management decisions do not involve information based multi-stakeholder consultative processes
b. Indicators: A mulit-stakeholder consultative decisions for integrated decision making on Water (drought, floods and land use)
b. Target: At least ten recommendations on improved management of issuance of early warnings for flood and drought, land use, water releases from reservoirs and tanks developed through multi-agency approaches
c. Baseline: Disaster Risk Reduction and Climate
e. StationeriesX X X MDM UNDP BCPR
74500-Miscellaneous
4,000
1. 3. Comprehensive knowledge management processes in line with national and international systems (Web, Print and Media tools etc.)
a. Develop information packages X X X MDM
UNDP BCPR 74200- Audio Visual Print production cost
5,000
b. Training programmes and workshops X X X MDM
UNDP BCPR 75700- Training, Workshops and Conferences
5,000
c. ConsultanciesX X X MDM
UNDP TRAC
71300- Local consultants
5,000
1.5. Enhancing monitoring and results based management capacity through the National Disaster Management Co-ordinating Committee (NDMCC) and National Council for Disaster Management (NCDM)
a. Workshops and training programmes X X X MDM
UNDP BCPR 75700- Training, Workshops and Conferences
5,000
b. Developing capacity building tools X X X MDM
UNDP BCPR 74200- Audio Visual Print production cost
5,000
o Policy and media engagement on SLCDMP, HFA2 and other national and international development in Disaster Management
a. Workshops and training programmes X X X MDM
UNDP BCPR 75700- Training, Workshops and
Conferences3,000
b. Travel X X X MDM UNDP BCPR 71600-Travel 2,000
45
Change Adaptations are being promoted in haphazard manner
c. Indicator: Inter-agency coordinating and monitoring mechanism for DRR and CCA available
c. Target: More than 10 inter-agency efforts on DRR and CCA mainstreaming documented
d. Baseline: National Emergency Operations Plan (NEOP) not available
d. Indicator: A comprehensive NEOP covering national and sub-national levels available
d. Target: NEOP covers at least 10 disasters and build the capacity of at least 20 agencies
Key Activity Result 2. Enabling Environment for Risk Based Disaster Management Decision Making and Implementation established
2.1 Support relevant technical agencies to develop risk profiles
a. Consultancies to develop risk profiles X X X MDM/UNDP
UNDP BCPR 71300- Local consultants
25,000
b. Purchase equipment and data necessary for risk profile development
X X X MDM
UNDP BCPR 72200
Equipment and furniture
34,925
2.3 Technical and advocacy support to conduct an Integrated Strategic Environment Assessment (Programmatic) covering Sri Lanka water quality, water quantity, land use and potential conflicts related to water
a. Consultancies to conduct Integrated Strategic Environment Assessment
X X X MDMUNDP BCPR
71300- Local consultants
25,000
b. Workshops and training programmes X X X MDM
UNDP BCPR 75700- Training, Workshops and Conferences
10,000
c. Development of information packages X X X MDM
UNDP BCPR 74200- Audio Visual Print production cost
15,000
Key Activity Result 3. National Emergency Operations Plan (NEOP) operationalized and public- private partnerships in disaster management promoted
3.1 Complete the NEOP related responsibilities and operations plan
a. Consultancies X X X MDM UNDP BCPR 71300- Local consultants
10,000
46
e. Baseline: First-Aid and CPR is not common among school children
e. Indicator: School children have access and opportunity to learn First-Aid and CPR
e. Target: At least 50 present of schools have introduced a programme to teach first-aid and CPR at the end of project period
b. Develop multimedia products to promote NEOP
X X X MDMUNDP BCPR 74200- Audio
Visual Print production cost
15,000
3.2 Conduct training and Capacity building at national and sub-national levels in partnership with Govt., NGO and Universities on NEOP
a. Develop training modules
X X X MDM
UNDP BCPR 74200- Audio Visual Print production cost 10,000
b. Conduct training programmes for selected staff members of the 26 agencies involved with NEOP
X X X MDM
UNDP BCPR 75700- Training, Workshops and Conferences 10,000
3.4 Make airports and customs operations ready for emergencies
a. Consultancies to identify issues and recommend ways to address them
X X X MDMUNDP BCPR
71300- Local consultants
15,000
b. Develop Standard Operating Procedures for airports and customs
X X X MDMUNDP BCPR 74200- Audio
Visual Print production cost
10,000
c. Training programmes for airport and customs officers
X X X MDMUNDP BCPR 75700- Training,
Workshops and Conferences
5,000
SUB TOTAL 309,925
47
Monitoring Communications and Security Fee (1.5%)
4,650
Total 314,575
48
Multi-Year Work Plan Annex 2Year: 2014-2018
EXPECTED OUTPUTS
And baseline, associated indicators and annual targets
PLANNED ACTIVITIES
List activity results and associated actions
TIME FRAME
RESPONSIBLE PARTY
PLANNED BUDGET
2014 2015 2016 2017 Funding SourceBudget
DescriptionAmount
‘Disaster Risk Management’ capacities of national, sector and sub national agencies improved’
a. Baseline: No risk profiles available for Sri Lanka although Hazard Profiles are available
a. Indicator: Risk profiles available for major disasters in Sri Lanka
a. Target: Ten (10) risk profiles available for Landslides, Drought, Floods, Tsunami, Coastal Erosion,
Key Activity Result 1. Technical assistance on policy advocacy, agency coordination, knowledge management and monitoring for SLCDMP ensured
1.1. Setting up of the SLCDMP Secretariat with necessary equipment
a. Provision of furniture and other office equipment
X X X MDM UNDP-TRAC72200
5,000
X X MDM UNDP-TRAC72200
20,000
1.2. Provision of Technical Advisor, Project Coordinator and technical assistance in the areas of Preparedness & Mainstreaming, Knowledge Management and Information Management & Monitoring.
a. Hiring staffX X X
XUNDP UNDP-TRAC 71400 184,474
b. Hiring consultants X X MDM UNDP-TRAC 71300 45,000
49
Sea Level rise, Storm surges, Earthquakes, Cyclones and Lightening
b. Baseline: Integrated water resources management decisions do not involve information based multi-stakeholder consultative processes
b. Indicators: A mulit-stakeholder consultative decisions for integrated decision making on Water (drought, floods and land use)
b. Target: At least ten recommendations on improved management of issuance of early warnings for flood and drought, land use, water releases from reservoirs and tanks developed through multi-agency approaches
c. Baseline: Disaster Risk
XX MDM
60,000
c. Transport- Fuel
X X MDM UNDP BCPR 71600-Travel 10,000
XX
MDM 30,000
e. Transport-DSA
X X MDM UNDP BCPR 71600-Travel 8,000
XX
MDM 22,000
g. Stationeries
X X MDM UNDP BCPR74500-
Miscellaneous10,000
XX
MDM 10,000
1. 3. Comprehensive knowledge management processes in line with national and international systems (Web, Print and Media tools etc.)
a. Develop information packages X X MDM UNDP BCPR
74200- Audio Visual Print production cost
9,000
XX
MDM 41,000
c. Training programmes and workshops
X X MDM UNDP BCPR 75700- Training, Workshops and Conferences
5,000
50
Reduction and Climate Change Adaptations are being promoted in haphazard manner
c. Indicator: Inter-agency coordinating and monitoring mechanism for DRR and CCA available
c. Target: More than 10 inter-agency efforts on DRR and CCA mainstreaming documented
d. Baseline: National Emergency Operations Plan (NEOP) not available
d. Indicator: A comprehensive NEOP covering national and sub-national levels available
d. Target: NEOP covers at least 10 disasters and build the capacity of at least 20 agencies
XX
MDM 45,000
e. ConsultanciesX X MDM
UNDP-TRAC 71300- Local consultants
5,000
XX
MDM 45,000
1.4. Consultations and capacity development related to mainstreaming of DRR and CCA in development
a. Hiring consultantX
XMDM
71300- Local consultants
25, 000
b. Workshops and training programmes X
XMDM
75700- Training, Workshops and Conferences
50,000
c. Developing capacity building tools X
XMDM UNDP BCPR
74200- Audio Visual Print production cost
25,000
I.5. Enhancing monitoring and results based management capacity through the National Disaster Management Co-ordinating Committee (NDMCC) and National Council for Disaster Management (NCDM)
a. Workshops and training programmes X X MDM UNDP BCPR
75700- Training, Workshops and Conferences
5,000
X
X
MDM 45,000
51
e. Baseline: First-Aid and CPR is not common among school children
e. Indicator: School children have access and opportunity to learn First-Aid and CPR
e. Target: At least 50 present of schools have introduced a programme to teach first-aid and CPR at the end of project period
c. Developing capacity building tools X X MDM UNDP BCPR
74200- Audio Visual Print production cost
10,000
XX
MDM 40,000
1.6 Strengthening the Gender mainstreaming and disability concernsa. Workshops and
training programmes X XX
MDM UNDP BCPR75700- Training, Workshops and Conferences
5,000
MDM 95,000
c. Developing capacity building tools X X
XMDM UNDP BCPR
74200- Audio Visual Print production cost
5,000
MDM 45,000
1.7 Policy and media engagement on SLCDMP, HFA2 and other national and international development in Disaster Management
a. Workshops and training programmes X X MDM UNDP BCPR
75700- Training, Workshops and Conferences
3,000
XX
MDM 30,000
c. Travel X
X
MDM 71600-Travel 2,000
52
MDM 20,000
Key Activity Result 2. Enabling Environment for Risk Based Disaster Management Decision Making and Implementation established
2.1 Support relevant technical agencies to develop risk profiles
a. Consultancies to develop risk profiles X X MDM
UNDP BCPR 71300- Local consultants
100,000
b. Purchase equipment and data necessary for risk profile development
X X MDM
UNDP BCPR 72200
Equipment and furniture
25,000
2.2 Development of Climate Change Scenarios till 2100 and corresponding Adaptation Action Plans jointly with other CCA projects in the country
a. Consultancies to develop Climate Change scenarios
XX
MDM71300- Local consultants
50,000
2.3 Technical and advocacy support to conduct an Integrated Strategic Environment Assessment (Programmatic) covering Sri Lanka water quality, water quantity, land use and potential conflicts related to water
a. Consultancies to conduct Integrated Strategic Environment Assessment
X X MDMUNDP BCPR 71300- Local
consultants100,000
b. Workshops and training programmes
X X MDM UNDP BCPR 75700- Training, Workshops and Conferences
25,000
53
c. Development of information packages X X MDM UNDP BCPR
74200- Audio Visual Print production cost
13,000
2.4 Training and capacity development of Govt. agencies at national, sub-national and community levels to facilitate mainstreaming risk and climate change related information in development planning processes
a. Information, education and communication products development
X
X
MDM
74200- Audio Visual Print production cost
20,000
b. Conduct awareness and capacity development workshops
XX
MDM75700- Training, Workshops and Conferences
80,000
2.5 Introduction and support to public – private partnerships on risk transfer mechanisms based on the information developed
a. Discussions and awareness building workshops
XX
MDM75700- Training, Workshops and Conferences
20,000
b. Facilitating Pilot programmes of public-private joint risk transfer interventions
XX
MDM
72600- Grants
30,000
Key Activity Result 3. National Emergency Operations Plan (NEOP) operationalized and public- private partnerships in disaster management promoted
3.1 Complete the NEOP related responsibilities and operations plan
54
a. ConsultanciesX X MDM UNDP BCPR
71300- Local consultants
15,000
b. Develop multimedia products to promote NEOP
X X MDM UNDP BCPR74200- Audio Visual Print production cost
20,000
3.2 Conduct training and Capacity building at national and sub-national levels in partnership with Govt., NGO and Universities on NEOP
a. Develop training modules X X MDM UNDP BCPR
74200- Audio Visual Print production cost
20,000
X X MDM 20,000
b. Conduct training programmes for selected staff members of the 26 agencies involved with NEOP
X X MDM UNDP BCPR75700- Training, Workshops and Conferences
30,000
X X MDM 20,000
3.3 Development of public-private consortiums to promote first-aid, CPR, search and rescue and other response measures
a. Develop information, communication and education materials on first aid, CPR and search and Rescue
XX
MDM
74200- Audio Visual Print production cost
15,000
b. Partnerships to Conduct training programmes
XX
MDM75700- Training, Workshops and Conferences
135,000
a. Make airports and customs operations ready for emergencies
55
a. Consultancies to identify issues and recommend ways to address them
X X MDM/UNDP UNDP BCPR71300- Local consultants
5,000
MDM 5,000
e. Develop Standard Operating Procedures for airports and customs
X X MDM UNDP BCPR74200- Audio Visual Print production cost
5,000
MDM 5,000
g. Training programmes for airport and customs officers
X X MDM UNDP BCPR75700- Training, Workshops and Conferences
40,000
3.5 Develop and introduce a system to share equipment and trained human resources among agencies and across administrative and local authority boundaries along with a financing mechanism during an emergency
a. Develop Standard Operating Procedures for sharing equipment and trained human resources
X
X MDM
74200- Audio Visual Print production cost 20,000
b. Training programmes for relevant agencies X
XMDM
75700- Training, Workshops and Conferences
30,000
3.6 Conduct rehearsals and Mock drills in partnership with other agenciesa. Promote NEOP
through mass media campaign among general public
X
X
MDM 74200- Audio Visual Print production cost
50,000
56
b. Conduct mock drills for different disasters X
XMDM
75700- Training, Workshops and Conferences
125,000
c. Document the lessons learnt and revise NEOP based on the lessons
XMDM
74200- Audio Visual Print production cost
25,000
Sub Total 2,007,474
Monitoring, Communication and Security Fee (1.5%)
30,571
Total 2,038,045
57
