National Disaster Management Policy Of Kenya - Final Draft Oct 2010 1p83b

REPUBLIC OF KENYA

NATIONAL DISASTER MANAGEMENT POLICY OF KENYA (FINAL DRAFT)

OCTOBER 2010

FOREWARD Kenya is a particularly disaster prone country and the disaster risks often affect the most vulnerable people disproportionately. Climate change and conflicts are complicating disaster risks Kenya faces and the impact of these multiplier threats will likely be borne by the citizens of Kenya. Disaster risks in Kenya take many forms, simply broken down into natural hazards such as floods and drought or human induced such as civil strife, acts of terrorism, industrial and transport accidents among others. Kenyans also face the threat of epidemics of emerging and reemerging diseases such as spread of HIV/AIDS, H1N1 virus, Ebola and Malaria. Over the years, disasters in Kenya have resulted in human suffering due to minimal or lack of preventive and mitigating measures put in place to minimize their effects. The seriousness of their frequencies, complexity, scope and severity of impact on humans and the environment provide the catalyst for this National Disaster Management Policy. In 1993 the Government created a Relief and Rehabilitation unit and an Emergency Drought Recovery Project to address the consequences of frequent droughts in the country. The Drought Recovery Project was phased out in 1996 and in its place the Arid Lands Resource Management Project I was put in place to carry out drought monitoring and management activities in 10 arid districts in Northern Kenya. The Project (ALRMP II) was expanded in the year 2003 to cover 22 Arid and Semi-Arid districts. Another 6 districts have since been added to this project. The Government of Kenya also established the National Disaster Operations Centre in early 1998 at the height of El-Nino induced floods. The Centre was tasked with monitoring the floods and coordinating logistics to assist the communities in the flood areas. The Centre has been retained to monitor disaster events on a 24-hour basis and to mobilize responses to the disaster affected areas. Other stakeholders have also pursued a wide range of strategies and programme to respond to disasters in the country. All these initiatives, while well-meaning, have been undertaken in a relatively reactive and poorly coordinated manner outside a coherent policy framework. This policy has been prepared to address this deficiency and has been developed through consultations with various key actors in the field of disaster risk management. The policy has been formulated taking into consideration the lessons learnt during the management of various disasters in the past. The thrust of the Policy is to institutionalize disaster management and mainstream disaster risk reduction in the country’s development initiatives. This focus is in keeping with International and Regional initiatives as contained in the Yokohama Strategy and Plan of Action for a Safer World (1994), the Johannesburg Plan of Implementation issued at the World Summit on Sustainable Development (2002) and the targets set to achieve the Millennium Development Goals and finally the Hyogo Declaration and Hyogo Framework of Action 2005—2015;

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Building Resilience of Nations and Communities to Disasters as agreed upon during the World Conference on Disaster Reduction held in Kobe, Japan, January 2005. At the regional level, AU/NEPAD has prepared an Africa Regional Strategy for Disaster Risk Reduction which was acknowledged at the AU Summit in July 2004. All these initiatives are aimed at enhancing disaster risk reduction to reduce the suffering of the communities and destruction of the environment. The Policy establishes, streamlines and strengthens disaster management institutions, coordination frameworks, partnerships, and regulations in Kenya. Disaster management as viewed by this policy encomes a full continuum from prevention, preparedness, relief and rehabilitation, back to mitigation and prevention. The Policy aims to increase and sustain resilience of vulnerable communities to hazards. This entails a radical shift from the short term relief responses to sustainable development and continual risk reduction and preparedness. The Policy will go a long way in preserving life and minimizing suffering by providing sufficient and timely early warning information on potential hazards that may result in disasters. It will also aim to alleviating suffering by providing timely and appropriate response mechanisms for disaster victims. The preparation of this Policy Paper has benefited from invaluable contribution from experts in various Ministries, organizations and notably the of the Kenya National Platform for Disaster Risk Reduction. Our development partners notably the UNDP and World Vision also brought on board international disaster management experts who informed the final version of this Policy. I take this opportunity to thank all individuals from various Ministries and Organizations for their contributions towards the realization of this National Disaster Management Policy for Kenya. The full implementation of this Policy will contribute immensely to disaster risk reduction and by extension to poverty reduction and sustainable development in the country. Above all, the Policy will create a safe, responsive and disaster resilient society which will be key in sustaining the achievements of Vision 2030.

Hon. Esther M. Murugi, EGH, MP Minister of State for Special Programmes, Office of the President 3

Table of Contents  REPUBLIC OF KENYA 1  NATIONAL DISASTER MANAGEMENT POLICY OF KENYA 1  (FINAL DRAFT) 1  FOREWARD 2  ANNEXES 7  ACKNOWLEDGEMENT 8  LIST OF ABBREVIATIONS ............................................................................................................................. 9  1.   INTRODUCTION 12  1.1  Policy Objective .................................................................................................................................... 12  1.2  National, Regional and Global Context Summary ................................................................................ 12  1.3  Brief History of Policy Development ................................................................................................... 13  1.4  Key Policy Changes .............................................................................................................................. 14  2.  APPROACH 16  2.1  Doctrine................................................................................................................................................. 16  2.1.1  Comprehensive Disaster Risk Management ......................................................................................... 16  2.1.2  All Hazards Approach ........................................................................................................................... 16  2.1.3  Subsidiarity and Tiered Response ......................................................................................................... 17  2.1.4  Guiding Principles ................................................................................................................................ 17  2.1.5  International Treaties and Agreements ................................................................................................. 20  2.2  Code of Conduct ................................................................................................................................... 20  2.3  Policy Context ....................................................................................................................................... 22  3.  INSTITUTIONAL FRAMEWORK 23  Figure 2 shows the overarching structure of disaster risk management bodies established and recognized by this policy within Kenya as well as linkages to critical external partners. ................................ 24  3.1 National Bodies ........................................................................................................................................... 24  3.1.1  National Executive (NE) ....................................................................................................................... 24  3.1.3 National Disaster Coordinating Committee (NDCC) .............................................................................. 27  3.1.4   Kenya National Platform for Disaster Risk Reduction (NPDRR) ........................................................ 27  3.1.5  National Disaster Management and Risk Reduction Directorates ........................................................ 28  3.1.5.1 Functions of MRDM Disaster Management and Risk Reduction Directorates 28  3.1.5.2 DM/DRR Directorate Staffing

31 

3.16  Ministry/Department responsible for National Security(MRIS) ........................................................... 32  3.17 Ministry/Department responsible for Defence (MRD) ............................................................................. 33  3.1.8  Other Ministries .................................................................................................................................... 33  3.2 The County Government ............................................................................................................................. 34  The policy seeks to strengthen county government’s capability for effective and efficient disaster management. At present the counties do not have coordination mechanism and DRR framework to guide their initiatives. The county government, in mutual consultation with the MRDM shall develop an effective DRR coordination mechanism and framework. Coordination between various government organs at the county will be strengthened, capacity enhanced and other stakeholders incorporated. ............... 34  3.2.1  Role of the county governments in disaster risk management .............................................................. 34  County governments, through Governors, will be responsible for the following DRR functions: ................... 34  i.  Ensure that DRR is a county priority with a strong institutional and coordination mechanism. All county policies, plans and initiatives should integrate DRR issues. ........................................................... 34  4

ii.  Develop or strengthen disaster preparedness mechanism for effective response at community level including but not limited to establishing strategic stockpiles, contingency Planning, search and rescue, First Aid, disaster recovery planning among others. ............................................................................ 34  iii.  Develop disaster information data base, communication and dissemination strategy on county disaster risks and enhance early warning. ......................................................................................................... 34  iv.  Ensure DRM is integrated into critical sectors including but not limited to health, construction, infrastructure, agriculture, environment and natural resources, county economic plans and physical planning. Mainstream climate change related risks. ......................................................................................... 34  v.  Establish county disaster dissemination and education strategy including factoring DRR issues into county education system and community awareness strategy. .................................................................. 34  3.2.2 County Disaster Management Committees (CDMC) .............................................................................. 35  3.2.3 Sub County Disaster Management Committees (SCDMC) ..................................................................... 37  3.3  Civil Society Organizations .................................................................................................................. 38  3.4  Private Sector ........................................................................................................................................ 38  3.5 International Organisations ..................................................................................................................... 39  Roles of International Organizations ................................................................................................................ 39  4.0 RISK REDUCTION AND RESPONSE FUNCTIONS 40  4.1 Identifying, monitoring and assessing disaster risks and enhancement of early warning ........................... 40  4.1.1 Monitoring and analysis of disaster risks and vulnerability 40  4.1.2 People Centred–Early Warning

41 

4.1.3 Disaster Information Management and Communication

41 

4.1.4 Awareness raising and education

42 

4.1.5 Disaster research

43 

4.1.6 Adaptation to Climate Change

43 

4.1.7 Environmental, Natural resource and land use Management

44 

4.1.8 Mitigation through development

44 

4.1.9 Vulnerability reduction through development and social programmes

45 

4.2 Disaster Preparedness and response ............................................................................................................ 46  4.2.1  Sectoral disaster Contingency Plans ..................................................................................................... 46  4.2.2  Inventory of equipping and volunteers ................................................................................................. 47  4.2.2.2 Institutional preparedness and readiness ............................................................................................... 47  4.2.3  Stocks .................................................................................................................................................... 47  4.2.3.2 Strategic stockpiles of Non-Food Items (NFIs) .................................................................................... 48  4.2.3.3 Strategic Grain Reserve ........................................................................................................................ 48  4.2.4  Enforcement of public Safety and health standards .............................................................................. 49  4.2.5  Exercise and Drills ................................................................................................................................ 49  4.3  Responding to Disasters ........................................................................................................................ 49  4.4  Disaster Recovery Processes ................................................................................................................. 51  4.4.1  Early Recovery...................................................................................................................................... 51  4.4.2  Long-term Recovery ............................................................................................................................. 51  5. DECISION-MAKING, COORDINATION & FUNDING MECHANISMS 52  5.1  Levels and declarations of disasters ...................................................................................................... 52  5.2  Policy Development .............................................................................................................................. 53  5

5.3  Coordination ......................................................................................................................................... 54  5.3.1  Overarching Coordination Structures ................................................................................................... 54  5.4.2  Operational Coordination ...................................................................................................................... 57  5.4.2.1 MRDM National Disaster Management Directorates ........................................................................... 57  5.4.2.2 Civil Military Coordination (CIMCORD) (including the Kenya Police and GSU).............................. 59  5.4.2.3 County and Sub county Mechanisms .................................................................................................... 59  5.5  Regional and International Coordination and Cooperation................................................................... 59  5.5.1  Cross-border Assistance and Agreements ............................................................................................. 60  5.5.2  International Cooperation and Agreements .......................................................................................... 60  5.6  National Funding Mechanisms and Provisions ..................................................................................... 61  5.6.1  Disaster Relief Trust Fund .................................................................................................................... 61  5.6.2  MRDM and Directorates Budget .......................................................................................................... 61  5.6.3 Devolved funds 61  6 

OTHER PROVISIONS 61  6.1  Non-discrimination ............................................................................................................................... 61  6.2  Indemnity (for government, non-governmental and “Good Samaritans”) ............................................ 62  6.3  International and National Quality Standards and Assurance ............................................................... 62  6.3.1  SPHERE, Code of Conduct, IHL and Human Rights Laws, Environmental Standards ....................... 62  6.3.2  Accreditation of National Partners (CSO, Private Sector) .................................................................... 62  6.4  Monitoring and Evaluating Policy Implementation .............................................................................. 63  7.  POLICY IMPLEMENTATION NEXT STEPS 63  GLOSSARY OF 65  Annex 4 – Various Hazards and Lead Agencies/ Roles 68 

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LIST OF FIGURES Figure 1: – Conceptual View of Policy in Context .................................................................................. 23  Figure 2: Overarching Structure of Disaster Management Bodies in Kenya .............................................. 25  Figure 3– Organizational Structure of DM/DRM Directorates .................................................................. 29  Figure 4– Tiered System of Disaster Response and Declarations .............................................................. 53  Figure 5– Kenya Disaster Risk Management Coordination Structure ................................................ 56 

ANNEXES ANNEX I:

Legal Authorities

ANNEX II:

Kenya National Disaster Response Plan 2009

ANNEX III: National Disaster Risk Reduction Strategy for Kenya 2006-2016: ANNEX IV: Various Hazards and Lead Agencies/ Roles ANNEX V: Hyogo Framework of Action

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ACKNOWLEDGEMENT This Disaster Management Policy document has been developed by the Kenya National Disaster Risk Reduction (DRR) Platform chaired by the Ministry of State for Special Programmes (MOSSP) with technical and financial from World Vision, Kenya and United Nations Development Programme (Kenya). The following Ministries were also involved at various stages in development of this Policy; Agriculture, Regional Development, Environment and Natural Resources, Trade and Industry, Health, Roads and Public Works, Transport, Information and Communication, Tourism and Wildlife, Energy, Finance, Planning and National Development, Local Government, Lands and Housing, Development of Northern Kenya and other Arid Areas. MOSSP acknowledges individual and institutional input which has informed the final version of this Policy. The institutions include; Kenya Police Service, the Ministry of State for Defence, National Youth Service, Local Authorities’ Fire Brigade, St. John’s Ambulance Service, Kenya Red Cross Society (KRCS), Directorate of Occupational Safety and Health Services, Kenya Wildlife Service, National Environment Management Authority (NEMA), Communication Commission of Kenya (CCK) among others. In addition, various NGOs, CSOs, the private sector, other international organizations, and bilateral partners played a significant role in shaping this disaster management policy for Kenya. The Policy also benefited immensely from the inputs and received from participants drawn from Kenya National DRR platform and the UNDP expert from the Regional Centre for East and Southern Africa. Contributions, and comments from our partners have seen this Policy aligned to the new Constitution. MOSSP greatly appreciates the involvement, technical inputs and guidance provided in every step of the development and review of this document by all its partners which formed a firm foundation of this Policy. This important toolkit will be of great importance in building institutional capacity for reducing disaster risks therefore minimising losses in the human, economic, environmental and social assets in Kenya.

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LIST OF ABBREVIATIONS AU

African Union

CBDP

Community Based Disaster Preparedness

CBO

Community Based Organisation

CCK

Communications Commission of Kenya

CDMC

County Disaster Management Committee

CEWARN

Conflict Early Warning and Response Network

CSOs

Civil Society Organisations

DM

Disaster Management

DRM

Disaster risk Management

DRR

Disaster Risk Reduction

DP

Disaster Preparedness

EWS

Early Warning System

FAO

Food and Agriculture Organisation

FBO

Faith Based Organisation

GSU

General Service Unit

HIV/AIDS

Human Immune-deficiency Virus/ Acquired Immune Deficiency Syndrome

ICT

Information Communications Technology

IFRC

International Federation of Red Cross and Red Crescent Societies

IGAD

Intergovernmental Authority for Development

IPCC

Inter-governmental on Climate Change

ISDR

International Strategy for Disaster Response

KAA

Kenya Airports Authority

KEBS

Kenya Bureau of Standards

KEMFRI

Kenya Marine and Fisheries Research Institute 9

KFSM

Kenya Food Security Meeting

KFSSG

Kenya Food Security Steering Group

KPA

Kenya Ports Authority

KRCS

Kenya Red Cross Society

KWS

Kenya Wildlife Service

LVEMP

Lake Victoria Environmental Management Programme

MNK& ASAL

Ministry responsible for Northern Kenya and Other Arad Lands

MOA

Ministry responsible for of Agriculture

MOE

Ministry responsible for of Environment

MOLG

Ministry responsible for of Local Government

MOLDF

Ministry responsible for of Livestock Development and Fisheries

MOL&S

Ministry responsible for Lands and Settlements

MOMS

Ministry responsible for of Medical Services

MOPH&S

Ministry responsible for Public Health and Sanitation

MOSD

Ministry responsible for Defence

MRFNCG

Ministry responsible for National and County Governments

MRDM

Ministry responsible for disaster Management

MOWI

Ministry responsible for Water and Irrigation

NDCC

National Disaster Coordinating Committee

NE

National Executive

NDEC

National Disaster Executive Committee

NDMP

National Disaster Management Policy

NDOC

National Disaster Operations Centre

NDRP

National Disaster Response Plan

NEMA

National Environmental Management Authority 10

NGO

Non-Governmental Organisation

NPDRR

National Platform for Disaster Risk Reduction

NDRP

National Disaster Response Plan

NGOs

Non-Governmental Organizations

NYS

Kenya National Youth Service

OCHA

UN Office for the Coordination of Humanitarian Affairs

CG

County Governor

CDMC

County Disaster Management Committee

PS

Principle Secretary

SOFADECCA

Society of Fire and Disaster Emergency Community

TARDA

Tana and Athi Rivers Development Authority

UNDP

United Nations Development Programme

UON

University of Nairobi

UNICEF

United Nations Children’s Emergency Fund

WHO

World Health Organisation

WFP

World Food Programme

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1.

INTRODUCTION

1.1

Policy Objective

This policy seeks to establish the guiding principles and policy architecture for disaster management in Kenya by presenting the institutional structures, roles, responsibilities, authorities and key processes required to achieve a coordinated, coherent and consistent approach. The policy provides overarching frameworks for decision-making and coordination across disaster management sectors and actors, including government ministries, civil society organizations, international organizations and the private sector. Implementation of this policy will lead Kenya towards achieving the following key ambitions which overall development within the country: • Prevention of disasters and their impact on families, infrastructure and the environment. • Resiliency of families and communities by reducing vulnerability and increasing their ability to withstand and minimize the effects of disasters and complex emergencies including adaptation to climate change through increased preparedness. • Response to disasters and complex emergencies that is fast, well coordinated, effective and appropriate. • Recovery from disasters and complex emergencies that is timely, leaving communities and families in a better position to withstand future hazards. 1.2

National, Regional and Global Context Summary

Kenya is disaster prone; the most common disasters experienced are triggered by hydrometeorological, seismic and environmental processes leading to hazards such as floods, droughts, landslides, lightning and earthquakes. Poorly managed agricultural and environmental practices including overgrazing, deforestation, irrigation and mining of natural resources have left fragile eco-systems even more vulnerable. Climate change is exacerbating these hazards, increasing their variability and scale of impact. Human induced disasters such as transportation accidents, fires, civil unrest and conflicts, terrorism and industrial accidents are also frequent. Kenya is also at risk to disease outbreaks. In addition to periodic or seasonal outbreaks of endemic disease such as cholera, malaria, meningitis and typhoid, HIV/AIDS has remained at national crisis levels since being declared a national disaster in 1999. With regional and global 12

transportation hubs in both Mombasa and Nairobi, the vibrant tourism, international business and humanitarian organisations headquartered here, Kenya is particularly vulnerable to growing global threats caused by other pandemics including Avian Flu and H1N1 virus. Poverty, rapid population growth, rural-urban migration to areas increase vulnerability has put communities at greater risk from disaster and jeopardise development goals. Poverty reduces the ability of a community to be self-sustaining; disasters erode assets and undermine the resilience of social economic systems. DM is therefore a vital component of the societal efforts towards improvement of its livelihoods. The increasing frequencies, complexity, scope and severity of destruction left in the wake of disasters have resulted in more serious consequences. Concerted efforts towards the prevention of disasters and implementation of measures to address their direct and secondary impacts on communities are crucial for stability and development. A detailed hazard and risk profile for Kenya is contained in both Annex III – Disaster Risk Reduction Strategy for Kenya 2006-2016 and Annex IV – Kenya National Disaster Response Plan 2009, these assessments provide a solid analytical basis for this policy and future strategic planning. Global and regional factors informed by policy development and strategic planning also shape Kenya’s disaster risk context and its approach to disaster management. African nations adopted the African Regional Strategy for Disaster Risk Reduction in 2004 which provides for a common approach throughout the region to shared risks. The Government of Kenya and civil society organizations have also actively participated in the development of disaster risk reduction and disaster management treaties, policies, strategies and plans including the 2005-2015 Hyogo Framework for Action under the ISDR. As the regional host to many international organizations, Kenya is strategically positioned to benefit from the international disaster management, risk reduction and other experts who call Kenya home. The Government of Kenya seeks to take advantage of this expertise through the coordination architecture established by this policy. 1.3

Brief History of Policy Development

Despite the many important disaster management initiatives undertaken in Kenya over the past two decades, an adequate level of preparedness required to address its significant risk profile has 13

not been achieved. Initiatives have been undertaken in an inconsistent, unharmonious, reactive and uncoordinated manner due to lack of a unified policy framework. In view of the experiences gained and lessons learnt during the management of various hazards and disasters, the Government of Kenya has formulated this National Disaster Management Policy to emphasize proactive and preventive strategies in addressing disaster situations. The policy drafting process began in early 1999 after the bomb blast at the USA Embassy in Nairobi on 7th August 1998. With assistance from multiple international and civil society organizations, the Government of Kenya has facilitated numerous sessions to gather stakeholder input and advice on the contents of iterative drafts. A full draft policy was submitted to the Cabinet sub- committee on humanitarian affairs in 2007. In early 2009, a revised draft policy was developed with further stakeholder input. This policy builds on those earlier drafts and incorporates the most recent findings from an analysis of international and other national best practices for disaster management policies and structures. A task force drawn from Kenya national DRR platform further enriched and fully aligned the disaster policy to the new constitutional dispensation which was promulgated on 27th August 2010 by the Government. 1.4

Key Policy Changes

Through the adoption of this policy, the Government of Kenya is committing to undertake a series of critical, phased changes and capacity building initiatives. These key changes include: •

Establishing an institutional and legal framework that streamlines processes for effective and efficient disaster management in the country. This includes the establishment of national disaster management directorates under the MRDM and promoting the National Platform for Disaster Risk Reduction to be the overarching humanitarian coordination forum for Kenya to integrate qualified actors and initiatives.

•

Recognition of the severe risks Climate Change poses for Kenya and its likelihood of exacerbating existing hazards and making disasters less predictable. The importance of devising measures to help the people of Kenya adjust through climate change adaptation efforts, including disaster risk reduction, is a foundational concept throughout this policy.

•

Incorporating and adjusting the conceptual thinking behind disaster management in Kenya to fully embrace the paradigm shift which has taken place over the past decade from thinking about a disaster response-centric approach to a balanced and proactive 14

Disaster Risk Management approach.

Prevention, preparedness and recovery are

therefore fully embraced and the view of hazards broadened to include violence, disease and conflict among others. •

Promoting an increased national disaster awareness culture and capacity building for disaster preparedness at all levels.

•

Ensuring that all role players in disaster risk management are well coordinated and focused by fostering collaborative partnerships with the Government at all levels, civil society organizations, the private sector and regional and international organisations.

•

Promoting linkages between disaster risk management and development processes for reduction of vulnerability to hazards.

•

Establishing a Disaster Relief Trust Fund for disaster risk management and risk reduction programmes.

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2.

APPROACH

2.1

Doctrine

This policy is based on widely accepted best practices of the international community for effective disaster management and risk reduction. The following critical elements make up the foundational doctrine of this policy. 2.1.1

Comprehensive Disaster Risk Management

Comprehensive and integrated disaster risk management promotes a holistic approach which gives appropriate attention and resources to all phases of a continuum which includes prevention, preparedness, response and recovery. While disaster prevention is the paramount objective, this policy accepts that for the foreseeable future, natural, environmental, manmade and health disasters will continue to impact Kenyan society and therefore all possible measures should be taken to prepare the people of Kenya and their communities, improve readiness for effective and fast response, and plan for rapid recovery. All mechanisms including plans, institutional, human and financial resources should be developed preserving maximum flexibility, adaptability and scalability, thereby increasing capacity to meet difficult-to-predict needs. From within the significant network of Kenyan governmental, civil society, private sector and international partners, the skills and resources required to prevent, prepare for, respond to and recover from disasters can be mobilized to effectively meet these challenges. 2.1.2

All Hazards Approach

This overarching disaster management policy takes an “all hazards” approach which means that the institutions, coordination mechanisms, processes and principles provided for hereunder strive to be relevant for any type of hazard or disaster scenario that may affect the Kenyan people. An all-hazards approach focuses on establishing lasting institutions and mechanisms that can be flexibly applied to any current or developing emergency. While this policy does not focus on hazard-specific scenarios and risks, it does appreciate the importance of hazard and scenario specific policy development and contingency planning. Such specific contingency planning and preparedness activities are valuable both in assuring readiness and identify particular incident command and coordination networks. These policies should be

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developed by the overarching institutions and networks provided for in this policy as part of its implementation. 2.1.3

Subsidiarity and Tiered Response

The basic principle of Subsidiarity requires that functions and actions should be undertaken at the lowest or least centralized competent level possible. The concept of tiered response suggests that disaster response is by default always handled first by the directly impacted community and families, then the local governments and organisations. When response needs exceed local capacity, then the next highest level assumes responsibility for response up to the level of international . Coupled with a system for declaring a disaster and categorizing it based on the level of assessed needs and damages, these principles suggest that in the context of Kenyan disaster management, the system should seek to delegate authority to the least centralized level that has the capacity to respond to needs. These principles are further incorporated into the institutional framework and risk reduction/response functions/sections of this policy and should be further detailed in of incident command within the national disaster response plan and detailed contingency plans. 2.1.4

Guiding Principles

The following guiding principles will be observed during the implementation of Kenyan disaster management initiatives: i.

Promotion and protection of rights of all citizens. Promotion and protection of rights of all Kenya citizens is an integral component of this policy. The national and county governments shall allocate resources by giving priority and ensuring the widest enjoyment of rights including the full protection of vulnerable groups. All state departments shall enact policy to address the needs of vulnerable groups within their jurisdiction including women, the elderly, physically challenged, children, youth, and marginalised ethnic or religious groups.

ii.

Safety and well being. Disasters can compromise the safety and undermine the well being of individuals. This policy aims to instil a culture of individual and collective efforts to enhance safety at all levels through DRR approach. Collectively the state has the primary responsibility to ensure safety and well being of all citizens. This

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policy encourages the community and the state to be proactive in managing disaster risks. iii.

The primacy of coordination, collaboration and communication: Adequate coordination and communication, at all levels, amongst stakeholders, are critical components of disaster management. The government will establish alternative, well integrated,

professionally

resourced

and

effective

ICT

infrastructure

and

communication systems, especially, where normal communication is likely to be or has been interrupted by disasters. iv.

Devolution and public participation. To promote a culture of ability and transparency, the policy will enhance the participation of the public through devolution of resources and decision making especially to the vulnerable groups and those at risk in making decisions that affect them. The policy will be proactive in protecting and promoting the right of communities to manage their own affairs and further their own development especially the minorities and marginalized groups. Communities will be encouraged to establish mechanisms, building on their traditional coping strategies to share knowledge and technologies and to pool together local resources for disaster mitigation, preparedness, prevention, response and recovery.

v.

Lesson learning and knowledge management: Over the last 15-20 years, considerable DM initiatives have been implemented in the country. In view of the experiences gained and lessons learnt during the management of the various hazards and disasters, the government will promote documentation and sharing of lessons with a view to continually improving best practices in DM.

vi.

Multidisciplinary and multi-sectoral approach: Disasters cut across disciplines and sectors; therefore, the government will promote adoption of an inclusive multidisciplinary and multi-sectoral approach.

vii.

Provision to consider and act on Emerging Issues: This policy shall provide for effective management of emerging and troubling issues, such as drug abuse, food supply chain contamination, child abuse, the displaced and homeless, street families, girl-child molestation and defilement, rape-plus-infection with sexually transmitted diseases and illegal militia groups. 18

viii.

Factoring of climate into disaster risk reduction: More than 70 per cent of natural disasters in Kenya are related to extreme climate events that are key causal factors for some emergencies that lead to disasters. The optimum factoring of climate/weather information (such as Early Warning, technical and scientific analysis) in disaster management is a vital component of this Policy. Climate Change will therefore be mainstreamed not only into DM, but also in overall Development Planning and Management.

ix.

Research and dissemination of information: Research and information dissemination are critical components of effective DM. Therefore, all DM stakeholders have the responsibility of collecting, collating, documenting and disseminating their activities and experiences on disasters to other stakeholders. The MRDM (which is currently in-charge of disaster management in the country) will be a focal point for coordination and dissemination of research findings on disasters to stakeholders. The MRDM will therefore be designed to facilitate research as a key process for practical applications (within the department of Climate Change), and in association with strategic planning for overall DM.

x.

Regional and International perspectives: Some hazards such as drought, epidemics, conflicts and proliferation of small arms are not confined within national borders. The government will promote linkages with regional and international institutions, in order to facilitate collaboration, e.g., in EWS, IGAD, CEWARN; and in fostering t initiatives for DRR and response.

xi.

Making provision(s) to mainstream systematic management of cross-cutting issues in DM: The government will make provisions that will enhance management of crosscutting disaster management issues such as Climate Change, environment, political conflicts, care for the various categories of the challenged and elderly, psycho-social and counselling services, telecommunications, forensic/ health services, gender, disability and protection issues.

xii.

Strengthening of Capacities for DM: Kenya has developed capacity for disaster management in stages. In view of the dynamic nature of disasters, the government and other stakeholders will continue to strengthen capacities through training, mentoring and skills development at all levels. 19

xiii.

Mainstreaming Disaster Risk Information through Education: Preparedness and Risk Reduction information should be widely disseminated and integrated into the curricula in schools and professional training requirements including training for the policy, military and development professionals. School curricula will therefore be updated to include basic information on risks and family/community preparedness practices.

2.1.5

International Treaties and Agreements

In addition to the above principles, there are several agreements, conventions and treaties that Kenya has committed to implementing. Both national and international human rights laws and conventions such as the national constitution, the Geneva Conventions, the UN Convention on Human Rights, and SPHERE Humanitarian Charter and Standards, further inform the above guiding principles. Kenya will also ratify, domesticate and implement these agreements, conventions and treaties, which relate to DM. In this regard, the government will put in place policies, laws and strategies to facilitate effective implementation of the United Nations Framework Convention for Climate Change and the Kyoto Protocol, the UN Convention for Combating Desertification, the London Convention against Dumping (1972), Hyogo Framework of Action (2005) the Abidjan and Nairobi Conventions (1985), the Tampere Convention of 1998 on the provision of telecommunication resources for disaster mitigation and relief operations among others. 2.2

Code of Conduct

The Code of Conduct in Disaster Management seeks to guard the standards of behaviour among the different stakeholders. It is not about operational details such as how one should calculate food rations or set up an IDP camp; rather, it seeks to maintain the high standards of independence, ethics and effectiveness to which the Government of Kenya aspires. This policy provides the following code of conduct for stakeholders: •

Disaster response interventions based on facts and verifiable information: Data from the research and early warning systems and the continuous monitoring of disaster occurrence and trends will form the basis of disaster response.

•

The humanitarian imperative: The right to receive relief assistance during disasters is a fundamental humanitarian principle which should be enjoyed by all citizens of Kenya 20

regardless of race, gender, ethnicity, religion, colour or creed. The need for an unimpeded access to affected populations is of fundamental importance in exercising responsibility. •

Aid is given regardless of ethnicity, political or religious affiliation or geographical considerations: At all times, stakeholders will seek to base the provision of disaster assistance on a thorough assessment of the needs of the affected populations or their available local capacities to meet those needs.

•

Respect for Culture and Customs: Stakeholders will endeavour to respect the culture, structures and customs of the communities and households with whom they are working. Research investments will include efforts to identify best practices based on indigenous and traditional technologies, coping and mitigation strategies which have helped communities be resilient to disaster risk for centuries.

•

Disaster assistance must strive to reduce future disaster vulnerability as well as meeting basic needs: All disaster assistance will affect the prospects for long term development, either in positive or negative fashion. Recognising this, all stakeholders will strive to implement disaster assistance programmes which actively reduce vulnerability to future disasters and create sustainable lifestyles for beneficiaries.

•

Stakeholders will reinforce the capacity of local communities to manage the full Disaster Cycle: Even during a disaster response, all people and communities still possess capacities as well as vulnerabilities. Where possible, stakeholders will strengthen these capacities by employing local staff and procuring local resources. All DM activities will reinforce rather than undermine existing capacities.

•

Involvement of beneficiaries in DM Programmes: The government and stakeholders will fully involve communities in the design, management, implementation, monitoring and evaluation of Disaster programmes.

•

Mainstreaming Women and Children Issues: In all disaster management programmes, the excessive impact felt by women and children during any disaster will be considered by the Government of Kenya, partners, stakeholders and communities. This policy will seek to enhance protection, safety and other needs of women and children in any disaster situation. 21

•

Mainstreaming the Concerns of the Challenged and Elderly: In most disaster situations, confusion surrounds many activities, especially in relation to relief and evacuation. This problem particularly affects the physically, mentally and visually challenged, the elderly and the sick. This policy stresses the need for provisions catering to these segments of society in emergencies.

•

Environmental Concerns: Stakeholders will pay particular attention to environmental concerns in the design and management of disaster programmes, constantly reviewing the changing status and trends of the environment to ensure sustainable compliance.

By articulating a clear policy to guide DM with defined needs and priorities, the Government of Kenya will enable other stakeholders to harmonise, align and coordinate their disaster management activities. All this requires policy, legal and institutional frameworks which embed DM in the Government of Kenya Budgetary Process with the regular allocation of public resources to achieve the desirable goals and objectives. 2.3

Policy Context

This NDMP provides a framework for integrating existing related legislation as well as sector specific mandates, policies, strategies, contingency plans and disaster management tools. The comprehensive strategic, policy and implementation context within which this policy rests is depicted in Figure 1 below:

22

Figure 1: Conceptual View of Policy in Context

National DM Policy (Policy & Annexes)

Tools to facilitate implementation:

Legislation and Acts of Parliament

ƒ Risk mapping, hazard and vulnerabilty  analysis and research ƒ Standard Operating Procedures ƒ Public Communications Plans ƒ Handbooks ƒ Emergency Personnel  Rosters ƒ Training and Training of Trainers ƒ Drills and Exercises ƒ Supply Chain, stock procurement,  distribution arrangements ƒ Partnership  and mutual assistance  agreements 

Sector and Hazard Specific Policies (e.g. Fire Safety Management Policy, Policy for the Sustainable  Development of the Arid and Semi‐Arid Lands)

DRR Strategy (Capacity  building/performance goals  and measures for 3‐5 years) Annual  Plans  and  Budgets

3.

Contingency  Plans (Hazard,  Ministry or  function)

National Disaster  Response Plan DRR/DP  Project  Plans

Response/  Recovery  Operation  Plans

INSTITUTIONAL FRAMEWORK

The institutional framework established by this policy articulates who the primary actors are within the Kenyan disaster management system. Many existing institutions deal with disaster management but their activities are mostly uncoordinated, reactive and haphazard resulting to duplication of efforts, wastage of scarce resources and enormous disaster losses. In the Office of the President the following DRR departments/sections are established; National Disaster Operations Centre, Relief and Rehabilitation unit, National Food Security Office and National Aids Control Council. There are also specialised organisations and departments which have roles in search and rescue, relief, antiterrorism, evacuation, safety and public order, disaster planning and management, enforcement of crowd control, conflict resolution and fire fighting. These include the Kenya Police, the Ministry responsible for State for Defence, National Youth Service, Local Authorities’ Fire Brigade, hospitals, St. John’s Ambulance Service, KRCS, Directorate of Occupational Safety and Health Services, the Kenya Wildlife Service and the National Environment Management Agency, the CCK among others.

23

It is also acknowledged that the Ministries responsible for; Agriculture, Regional Development, Environment and Natural Resources, Trade and Industry, Health, Roads and Public Works, Transport, Information and Communication, Tourism and Wildlife, Energy, Finance, Planning and National Development, Local Government, Lands and Housing, Development of Northern Kenya and other Arid Areas are all involved in disaster management. In addition, the KRCS, CSOs, the private sector, UN Agencies and other international organizations, and bilateral partners play a significant role in disaster management in Kenya. This policy recognizes their roles and seeks to harmonise their disaster management operations. Figure 2 shows the overarching structure of disaster risk management bodies established and recognized by this policy within Kenya as well as linkages to critical external partners. 3.1 National Bodies The structure of the Government of Kenya is organized according to national and county istrative units. At present, most governmental capacity still resides at the national level across a broad number of ministries; however the national development strategy envisions a continued process of decentralization as capacities are built at lower levels. As this policy seeks to establish a lasting framework for disaster management which will be adaptable to the continued development of the country, structures are articulated at both levels of the government. Subsequent strategic planning will identify a phased approach toward building capacity and furthering the application of the principles of subsidiary and tiered response articulated above. Coordination across Government of Kenya ministries, CSOs, international organisations and the private sector is critical for the effective and efficient implementation of this policy. The following bodies have been identifies as crucial in disaster management and there is need to define their role for high-level strategic and policy coordination purposes. 3.1.1

National Executive (NE)

The National Executive is the highest Disaster Management (DM) decision-making body. It draws its hip from the Cabinet level and is chaired by His Excellency the President. Its core function is to provide policy guidance in relation to national aspirations. NE makes decisions on national DM issues, especially during emergencies. The NE also advises His Excellency the President when to declare an Emergency or a disaster in line with appropriate constitutional provision and subsequently to appeal for international assistance based on sound disaster information and analysis provided by Ministry responsible for Disaster Management 24

through the NDCC. Its include but not limited to: Ministers responsible for; National Security, county Governments, Disaster Management, Foreign Affairs, Health, Water and Irrigation, Agriculture, Livestock, Defence, Environment, Information, Planning, the Development of Northern Kenya and other Arid Lands, and Finance. This committee will meet at least twice a year to make decisions on issues emanating from the NDCC. However during emergencies this committee can meet as often as the situation demands. Figure 2: Overarching Structure of Disaster Management Bodies in Kenya NATIONAL EXECUTIVE

NATIONAL DISASTER COORDINATION COMMITTEE(NDCC)

NATIONAL PLATFORM FOR DRR

MINISTRY RESPONSIBLE FOR DISASTER MANAGEMENT

DIRECTOR GENERAL

DIRECTOR DRR.

DIRECTOR RESPONSE AND RECOVERY (NDOC)

RESEARCH MONITORING AND EVALUATION

INFORMATION MANAGEMENT AND COMMUNICATION

RESPONSE RELIEF AND RECOVERY

FINANCE HUMAN RESOURCE AND ISTRATION

RISK REDUCTION AND PREPAREDNESS

MITIGATION RESETTLEMENT AND PEACE BUILDING

3.1.2 Ministry/Department Responsible for Disaster Management (MRDM) The specific functions of the Ministry responsible for Disaster Management are as follows: •

Formulation of Disaster Policies and execution of programmes. 25

•

Co-ordination of the Campaign against HIV/AIDS and in charge of National AIDS Control Council.

•

Coordination of disaster preparedness Response.

•

Co-ordination of Disaster Risk Reduction Programmes.

•

In charge of Humanitarian, Mitigation and Resettlement Fund.

•

Resettlement of Internally Displaced People and Relief food management

•

Management of Strategic Grain Reserve.

•

Develop guidelines for mainstreaming DRR into key sectoral plans and policies including but not limited to planning, agriculture, construction, energy, water, governance, environment among others.

•

Develop and coordinate peace building and conflict resolution strategies

•

Coordinate capacity building of staff from key sectors and strengthening other institutions for DRR

•

Coordinate management of disaster information system, research and communication strategy

•

Strengthen linkages with other international bodies since Kenya cannot work in isolation

•

Establishing and maintaining liaison with other government departments, the private sector, and foreign missions, international and voluntary organisations.

•

Facilitating the annual budget process for Government of Kenya funding for its disaster management directorates and projects and formulating related financial rules and procedures according to Exchequer and Audit Act.

•

Managing the Humanitarian, Mitigation and Resettlement Fund.

•

Providing for the Resettlement of Displaced People.

•

Any other duty related to disaster risk management.

26

3.1.3 National Disaster Coordinating Committee (NDCC) National Disaster Coordinating Committee is the executive arm of the NE. NDCC is at the Principal Secretary level and its Chair is the Secretary to the Cabinet. Policy execution is its core function. Other include the Principal Secretaries; Ministry responsible for disaster Management, National Security, Foreign Affairs, Water and Irrigation, Health, Information, Planning, Treasury, Defence, Environment, Public works, Agriculture, and Livestock Development among others. NDCC receives disaster management instructions from and implements decisions on behalf of the NE. The functions of the NDCC include but are not limited to: •

Provide information on ministerial plans for DM, guidance on interpretation and how and when to activate them.

•

Ratify the deployment of national resources during declared emergencies.

•

Identify resource gaps and sources of non-food resources for emergencies and assistance.

•

Recommend for declaration and un-declaration of emergencies/disaster(s).

The NDCC meets at minimum quarterly scheduled just prior to NE meetings. During emergencies, the NDCC will meet with higher frequency. NDCC shall work on an ad hoc basis between meetings and may form subcommittees as dictated by functional requirements. 3.1.4

Kenya National Platform for Disaster Risk Reduction (NPDRR)

The Kenya National Platform for Disaster Risk Reduction is a coalition of key stakeholders involved in DM and has been elevated under this policy. It continues to perform its previous functions while also serving as a national level mechanism to integrate a number of established and ad hoc coordination mechanisms that bring together governmental, CSO, international organization and private sector actors to share information, undertake advocacy and analysis, conduct preparedness planning and provide technical advice to higher level government decision-makers. By elevating the NPDRR and integrating other coordination mechanisms underneath its overall coordination, this policy seeks to streamline and unite formerly fragmented coordination mechanisms. The composition of the NPDRR and its subsidiary working groups is further explained in the coordination section in Chapter 5. 27

3.1.5

National Disaster Management and Risk Reduction Directorates

This policy establishes national disaster management and risk reduction directorates under Ministry/department responsible for Disaster Management. These directorates will provide the Government of Kenya and its partners in disaster risk management with a focused professional body complete with the relevant technical expertise and authority to appropriately manage disaster prevention, mitigation and preparedness initiatives as well as response and recovery operations. This organizational structure is meant to reflect international best practices for institutionalization by creating the primary components of a focused national disaster management agency under Ministry/department responsible for disaster management. The preliminary organizational structure of the Ministry responsible for disaster management (MRDM) DM/DRR Directorates is depicted in Figure 3 below. As the national DM/DRR directorates are established and gain programmatic and operational experience, MRDM will have the authority to review this structure to ensure that it continues to provide an effective institutional mechanism for meeting the DRR, preparedness, response and recovery needs of Kenya. 3.1.5.1 Functions of MRDM Disaster Management and Risk Reduction Directorates   The MRDM DM/DRR Directorates will be collectively responsible for undertaking the following key responsibilities suited to their individual mandates as well as others that are deemed appropriate by the Permanent Secretary and Minister: •

Coordinate all disaster management issues in the country and advice the government accordingly.

•

Develop, update and coordinate implementation of the Disaster Risk Reduction Strategy, disaster management plans, national disaster response plan and search and rescue.

•

Coordinate, collate, review and analyse information relevant to DM.

•

Establish a National Early Warning and emergency communication strategy.

•

Coordinate and disaster education and training and public awareness and provide advice at all levels.

28

Figure 3– Organizational Structure of DM/DRM Directorates

MINISTRY/DEPARTMENT RESPONSIBLE FOR DISASTER MANAGEMENT SPECIAL

Permanent Secretary, Ministry responsible for of  Principle Secretary of MRDM Special

(MOSSP) National Disaster  Operations Centre (NDOC)

Directorate of  Mitigation,  Resettlement &  Peace Building

Directorate of  Risk Reduction &  Preparedness

Directorate of  Info‐ Management, &  Communications

Directorate of  Response, Relief  & Recovery

Directorate of  Finance, Human  Resources and  istration

Directorate of  Research Monitoring  & Evaluation

Structure

Structure

Augment Core 

Augment Core 

Loaned Staff to 

Loaned Staff to  R

Line Ministries  and  Government  Offices

•

Universities,  Academia,  Scientific  Institutions

NGOs and  Civil Society  Organizations  (CSOs)

Kenya Red  Cross Society  (KRCS)

International  Organizations  & Regional  Partners

Private  Sector  Companies

Monitor, evaluate and document lessons learnt, and their application towards improving disaster risk management.

•

Promote and strengthen linkages with key ministries, CSOs, international organizations, Counties, sub counties and community-based disaster management structures.

•

Coordinate preparation and maintenance of national, Counties and Sub counties disaster risk atlases including data bank and information on potential hazards and vulnerabilities at all levels.

•

Prepare guidelines for participation in county, national, regional and international disaster management activities.

•

Establish disaster management centres at national, provincial, district and local authority levels.

29

•

Coordinate resource mobilization strategies for their disaster reduction functions.

The specific functions of each directorate are described below and further illustrated in annex 5. Specific functions of the Directorates i.

Disaster Risk Reduction Directorate •

Coordinate disaster risk monitoring, assessment and analysis including but not limited to vulnerability and hazard mapping

•

Manage implementation of disaster reduction strategy

•

sectoral disaster Contingency Planning

•

Ensure climate change adaptation and mitigation mechanism is mainstreamed into DRR

•

Coordinate disaster reduction education and training

•

Develop guidelines on capacity building of sectoral line departments

•

In charge of reference centre for DRR best practices

•

Provide secretarial services to national DRR platform

•

resource mobilization for disaster risk reduction functions

ii.

Mitigation and Resettlement Directorate The mitigation and resettlement directorate will coordinate the following functions:

iii.

•

Resettlement of IDPs

•

Resettlement of refugees

•

Conflict resolution and peace building

•

Mitigation projects

•

resource mobilization for mitigation and resettlement

Disaster Response, Relief and Recovery Directorate

The person responsible will coordinate the following activities: •

Coordination and management of relief operations.

•

Development of standard operating procedures for disaster response.

•

Manage disaster early recovery operations.

•

Monitor all disasters on 24 hrs, 7days a week, 365 days a year. 30

iv.

v.

vi.

•

Coordinate disaster recovery and rehabilitation programs/projects

•

Develop guidelines on sectioral disaster contingency planning

•

Develop drills and simulation exercises plans

•

resource mobilization for response, relief and recovery

Information Management and Communication Directorate •

Develop disaster information management systems

•

Provide information technology

•

Document and promote use of indigenous knowledge system

•

Compile and update people centred early warning system

•

Coordinate media and public relations

•

In charge of ICT command and control centre

•

development of disaster information and communication strategy

•

resource mobilization for information management and communication

Finance and Human Resource Management Directorate •

In charge of ing

•

Coordinate Human resource management

•

Establish career development in the MRDM

•

Volunteer development

•

Develop guidelines on staff-on-loan management

•

Provide general istrative duties

Monitoring and Evaluation Directorate •

In charge of performance metrics and management

•

Coordinate programme/project monitoring and evaluation

•

The In charge of donor ability and reporting

3.1.5.2 DM/DRR Directorate Staffing  Principal Secretary of

MRDM in consultation with the Public Service Commission of Kenya

will recruit and appoint the heads of each of the directorates for the day-to-day management of DM and DRR programmes. Based on Best Practices from numerous international disasters it is critical that the leadership of the directorates have or rapidly achieve professional competency in emergency management and risk reduction. The recruitment process should be based on an open and competitive process. The final selection should be based solely upon the qualifications of 31

candidates against detailed job descriptions which should take into Integrity, Leadership and Conduct. In its start up phase the national DM directorates should be headed by professionals with some demonstrated knowledge and experience in disaster risk management. In this case a programme for clear skill development, mentoring and cross-training programmes should be developed for heads of directorate to rapidly increase their capabilities for leading each directorate and coordinating and communicating with the others. Staff positions within each of the directorates should be open to individuals from governmental and non-governmental backgrounds as disaster management in Kenya requires bringing together disaster risk management expertise from across various technical sectors and drawing from the knowledge and expertise of CSOs, the KRCS, international organizations, academia and the private sector. A permanent core staff will be established across the directorates to ensure a dependable base of adequate stable capacity to undertake assigned functions and responsibilities. This core staff will be augmented by a considerable cadre of loaned staff provided from line ministries of the Government of Kenya as well as external partner organisations. These loaned staff may serve two to three year rotations and will provide significant additional technical expertise and mentoring of core staff. Qualified volunteers should also be sought from partner organisations and communities for specific tasks and staffing needs. International and national exchange and mentoring programmes, training and career development services should be established by the Directorate for Finance, Human Resources and istration as soon as possible to ensure that the MRDM DM/DRR Directorates are continually staffed by the most knowledgeable and experienced personnel possible. 3.16

Ministry/Department responsible for National Security(MRIS)

The Ministry responsible for Internal Security plays a key role within the Government of Kenya structure for delivery of services through national and county governments. For purposes of disaster risk reduction, MRDM will work through the Ministry Responsible for Internal Security (MRIS) both to strengthen the institutional capacity of national and county disaster management committees and to coordinate risk reduction and preparedness programmes and relief and recovery operations. 32

MRIS also has a significant role to play in maintaining security during emergencies through its responsibility for the Kenya Police Service, Security of Airstrips and Ports, and Maintenance of Security of Roads and railways. MRDM will coordinate with MRIS in relation to contingency planning and operational coordination for emergencies that present requirements for these services. Regular cross-Ministry responsible for DM training and simulation exercises including the participation of non-government partners should be a component of this capacity building. NDOC will continue to be manned by personnel from Kenya Defence Forces, Kenya police Services, National Youth Service and other line ministries. The NDOC, formerly a component of MRIS, will be moved to MRDM with the following mandate: •

Monitor all disasters on 24 hrs, 7days a week, 365 days a year.

•

Mobilize national resources to combat rapid onset disasters.

•

Coordinate and Respond to disaster management activities.

•

Collaborate and network with other stakeholders.

•

Sensitize and inform the public on disaster related issues.

3.17 Ministry/Department responsible for Defence (MRD) The Ministry responsible for Defence maintains disaster response capacities which may be called upon in appropriate circumstances to contribute to operations coordinated by MRDM. While Kenya law states that MRD must always play a secondary or ing role during events within Kenya, in the event of a full-scale conflict or terrorist attack, MRD may play a t leadership role in operations with the MRDM directorates. In such incidents MRD will ensure adherence to International Humanitarian Law. During peace times and like other line ministries and external partners, MRD will contribute staff experts on loan to MRDM and will make available required assets and stocks when requested by MRDM and approved by the NDCC. 3.1.8

Other Ministries

Numerous ministries in the Government of Kenya play a critical role for specific technical and sectoral leadership. The NDRP will identify lead roles and ing responsibilities for 33

ministries organized by strategic and operational objectives, levels of emergency as well as specific hazard types. MRDM may call upon any of these agencies in preparation for a disaster or during a relief or recovery operations to utilize their specific assets and expertise. Annex 4 shows the lead and ing roles of ministries, agencies and partner organisations by hazard type. 3.2 The County Government The policy seeks to strengthen county government’s capability for effective and efficient disaster management. At present the counties do not have coordination mechanism and DRR framework to guide their initiatives. The county government, in mutual consultation with the MRDM shall develop an effective DRR coordination mechanism and framework. Coordination between various government organs at the county will be strengthened, capacity enhanced and other stakeholders incorporated.

3.2.1

Role of the county governments in disaster risk management

County governments, through Governors, will be responsible for the following DRR functions: i.

Ensure that DRR is a county priority with a strong institutional and coordination mechanism. All county policies, plans and initiatives should integrate DRR issues.

ii.

Develop or strengthen disaster preparedness mechanism for effective response at community level including but not limited to establishing strategic stockpiles, contingency Planning, search and rescue, First Aid, disaster recovery planning among others.

iii.

Develop disaster information data base, communication and dissemination strategy on county disaster risks and enhance early warning.

iv.

Ensure DRM is integrated into critical sectors including but not limited to health, construction, infrastructure, agriculture, environment and natural resources, county economic plans and physical planning. Mainstream climate change related risks.

v.

Establish county disaster dissemination and education strategy including factoring DRR issues into county education system and community awareness strategy.

34

3.2.2 County Disaster Management Committees (CDMC) Each county will establish a Disaster Management Committee (CDMC) to coordinate and monitor disaster management activities that spread across one or more sub counties within a county or exceed the capacities of a sub county but can still be managed by county resources. The

Committees

will

bring

together

resources

and

expertise

from

relevant

ministries/departments, CSOs, the private sector, development partners, qualified volunteers from partner organizations and other stakeholders operating in the county. The CDMC will be chaired by the County Governor and ed by county staff and partner organisations. In circumstances where non-governmental partners maintain greater capacity than the government in a given county, the chair of the committee may delegate incident command, preparedness planning and recovery responsibilities to such organisations. The CDMC will be responsible for: •

Coordinating emergency response in the county in liaison with MRDM.

•

Operating the county/sub-county communication and early warning system.

•

Coordinating compilation of County/sub county disaster contingency plans.

•

istering and ing for disaster funds.

•

Appointing lead and partner agencies through memoranda of understanding, to be responsible for coordinating emergency responses in their areas of jurisdiction.

•

Conducting inventory on the response capacity of the emergency services and disaster experts including volunteers.

•

Working with other committees to community in DM.

•

Organising and participating in DM education and training needs assessment in conjunction with local experts, volunteers and trained personnel.

•

Monitoring and evaluating DM activities in the provinces.

•

Coordinating training and public awareness activities.

•

Coordinating DRR activities and main streaming them in development plans. 35

The DRR coordination mechanism is depicted in figure 4 below. DM/DRR County Coordinators To augment and County and sub county capacities, Ministry Responsible for Disaster Management (MRDM) will establish a system of regions based on risk. For each region/county MRDM will appoint Officer(s) with the following responsibilities: •

Promote DRR by sensitizing the public to risks, providing preparedness advice and disseminating early warning information.

•

state and non state actors at the county to establish DRR sectoral plans and programmes

•

Coordinate research and data collection regarding their regional/county disaster risks.

•

Facilitate training for National, County and community organisations and volunteers.

•

Liaise between the Directorate of Response; Relief and Recovery; County and Community leaders during a disaster and assume incident command responsibilities when necessary.

•

County Disaster Response Units.

•

Establish Sub county disaster risk reduction coordination mechanisms.

36

Figure 4: County DRR coordination mechanism

County Executive

Ministry Responsible for DRR

County Interdepartmental DRR Committee

Constituency DRR Committee

County DRR Platform

Sub County/Ward DRR Committee

Community/Volunteers

3.2.3 Sub County Disaster Management Committees (SCDMC) Each sub county will establish a Disaster Management Committee to manage disasters that occur within the Sub County/Ward. The Committees will bring together resources from ministries, civil society organisations, the private sector, development partners, volunteers and other stakeholders operating in the Sub County/Ward. The SCDMC will be chaired by the Sub County Authority and ed by Sub county staff and community partners. In circumstances where non-governmental partners maintain greater capacity than the government in a given Sub county chair of the committee may delegate incident command, preparedness planning and recovery responsibilities to such organizations. The DDMC will be responsible for: 37

•

Coordinating emergency disaster preparedness and response in the sub counties under the guidance of the SCDMC and MRDM.

•

Establish and operate the county/sub county early warning system.

•

Coordinating compilation of sub county disaster contingency plans including transport and logistics.

•

Resource mobilization and istering disaster funds.

•

Conducting inventory on the response capacity of the emergency services providers and disaster experts including qualified volunteers.

•

Organizing and participating in DM education and training needs assessment in conjunction with local experts, qualified volunteers and trained personnel.

•

Monitoring and evaluating DM activities in the counties and sub counties.

•

Coordinating disaster reduction training and public awareness activities.

•

Coordinating DRR activities and main streaming them in development plans.

•

mobilization of resources for disaster management functions

3.3

Civil Society Organizations

CSOs in Kenya have significant levels of capacities and resources to apply to all phases of the disaster management cycle. Many have decentralised structures, with professional human resources capacities spread across the country up to the sub county and county levels. A few such organisations have well established mandate for DM through Acts of parliament such as the KRCS which under this mandate is auxiliary to the government in disaster management related issues. 3.4

Private Sector

The private sector including the media, CCK, telecommunication providers, academic institutions and other professional bodies will be expected to assist with available human and material resources when a disaster strikes in addition to playing a significant role in the process of advocacy, public education, scientific and technical knowledge sharing and expertise and awareness. The sector is responsible for prevention of disasters by upholding human, industrial 38

and environmental safety within their jurisdiction. MRDM will work closely with this sector to incorporate it in risk reduction programmes, contingency planning, and relief and recovery operations. 3.5

International Organisations

Kenya is host to many international organizations which play a critical role in disaster management and risk reduction. The Government of Kenya will play the leading role in setting standards and the regulatory framework for effective and efficient implementation of risk reduction programmes, but appreciates the of international organisations and the UN structure in facilitating DRR and will incorporate these agencies into the coordination frameworks established in the NDMP. Roles of International Organizations  •

Contribute to national DRR strategy.

•

To be part and of the coordination of manpower and technical knowhow structure through the team.

•

To be part of the implementation team by ing the projects under DRR.

•

Contributing to knowledge, education, information and build the DRR body of knowledge in the country.

•

resource mobilization.

•

Provision of technical .

•

Monitoring and ing Early Warning, DRR and Response Operations.

Transitional arrangements As the Government of Kenya increases national, County and sub county DM capacity over time this policy envisions the potential creation of a dedicated National Disaster Management Agency. At the appropriate time, the DM/DRR Directorates could be realigned to report to a full-time Executive Director who should be a professional disaster risk manager with extensive qualifications and experience. This shift would better match international best practices for national disaster management institutionalization rather than the current transitional reporting relationship to MRDM. The Directorates and the capacity they represent for institutionalized 39

disaster risk management should be viewed as a permanent necessity regardless of their reporting lines or any future consolidation of government ministries. 4.0 RISK REDUCTION AND RESPONSE FUNCTIONS Disaster Risk Reduction a systematic approach aimed at minimising vulnerabilities and disaster risks throughout a society, to avoid or to limit the adverse impacts of hazards, within the broad context of sustainable development. The disaster risk reduction framework is composed of the following fields of action: •

Risk awareness and assessment including hazard analysis and vulnerability/capacity analysis;

•

Knowledge development including education, training, research and information;

•

Public commitment and institutional frameworks, including organizational, policy, legislation and community action;

•

Application of measures including environmental management, land-use and urban planning, protection of critical facilities, application of science and technology, partnership and networking, and financial instruments;

•

Early warning systems including forecasting, dissemination of warnings, preparedness measures and response capacities.

4.1  Identifying,  monitoring  and  assessing  disaster  risks  and  enhancement  of  early  warning  Disaster prevention covers measures undertaken to eliminate the occurrence of a disaster. Prevention in this respect will focus on measures aimed at impeding the occurrence of a disaster and minimizing the harmful effects on the community, property and the environment. Some of the prevention measures include: 4.1.1 Monitoring and analysis of disaster risks and vulnerability   Appropriate baselines and risk information is a vital component of DM. The information must be well linked to decision- making and the response system to ensure timely action. The MRDM in collaboration with key stakeholders will develop and maintain capacities and infrastructure to observe analyse and forecast hazards, vulnerabilities and disaster impacts through use of disaster maps and statistical loss information.

40

•

A system will be established at all levels countrywide to coordinate the collection, collation and analysis of hazards and vulnerabilities and dissemination of information on disaster risks. Disaster risk assessment and analysis is required for the successful development and implementation of effective disaster risk reduction policies and measures. The state department responsible, ed by its Directorates and the NPDRR, will monitor and document the disaster risks and develop hazard and vulnerability atlases at all levels.

•

Disaster risk-related information will be reviewed and analysed to identify capacities and gaps in existing processes and linkages with a people-centred early warning and awareness raising strategies.

4.1.2 People Centred–Early Warning  Providing early warning information on an impending disaster to population at risk in an appropriate manner helps to reduce the possibility of loss of life, injury, damage to property and environment and loss of livelihoods. A people centred early warning system will be developed with full participation of local people from both men and women. •

Early warning information will be reviewed, collected and analyzed in collaboration with respective institutions responsible for hazard analysis and disseminated to the s.

•

The policy will establish a National and County Early Warning System that will be linked via the department responsible for DM/DRR structures, to the community early warning systems and will involve all stakeholders with regard to information provision, analysis and decision-making.

•

Early warning information will be linked to risk identification, monitoring and analysis, dissemination and communication of risk information and disaster response capabilities.

•

A dissemination and communication strategy on early warning system will be developed to ensure information on impeding threats reach and serve people at community level to minimise losses from disaster impacts.

4.1.3 Disaster Information Management and Communication  The policy will promote development of an effective information system on disaster risks easily understood especially to citizens at high risk to encourage them to take appropriate action and 41

strengthen their resilience. The government will establish effective, well integrated, professionally resourced and effective ICT infrastructure and communication systems, especially, where normal communication is likely to be or has been interrupted by disasters. Effective disaster risk information and communication relies on comprehensive risk assessment and analysis, assessing capacities, strengthening people-centred early warning system and awareness raising strategies. It will be linked to effective disaster preparedness and response. The policy will enforce early warning and communication strategy through relevant legislation. Multiple communication system to disseminate early warning tailored to the needs of individual communities will be promoted. The MRDM will ensure that warning messages are understood and should inform the community when the threat has ended. 4.1.4 Awareness raising and education There is clear evidence from parts of the globe that advocacy is necessary to raise stakeholders’ awareness on the need to participate in disaster management and promote an embed culture of disaster prevention. The MRDM will develop a plan to raise awareness on disaster risks and measures to reduce these risks to enhance a culture of safety among all people in their everyday lives. This policy requires that: •

Develop public and institutional awareness campaign strategy by involving a range of stakeholders and use of appealing communication channels and ensuring the messages reach high risk groups.

•

Systematic integration of DRR issues into formal education and training.

•

Advocacy will provide a co communities, government and partners at all levels.

•

Public education and training campaigns will be undertaken to sensitize the population on the policy and increase the general understanding of disaster risks they are likely to face and the precautions to be taken. The NDRP will ensure there is periodic training and education targeting decision-makers and staff in line ministries, training institutions, NGOs, community-based organizations, volunteers, and the private sector. It will also encourage learning and training institutions in the country to incorporate DM modules into their curricula.

42

•

Public awareness initiatives in disaster management will be enhanced through partnership with the media, the private sector and among other stakeholders.

4.1.5 Disaster research Disaster management requires capacity building for undertaking relevant research using appropriate technology. The policy recognizes the need for comprehensive research on disaster and their management in collaboration with local, regional and international learning and research institutions. The department responsible for DRR will research on the nature of disaster risks, DM best practices and climate change adaptation and promote linkages with the relevant learning and research institution and disseminate research findings to stakeholders. 4.1.6 Adaptation to Climate Change Climate change will continue to affect the predictability and severity of natural disasters within Kenya, complicating preparedness planning and readiness for once cyclical events. Because ecosystems, agriculture, livelihoods and settlements of a country or region are highly dependent on the climate of that area, climate change adaptation measures are required to continually adjust mitigation and preparedness practices to reduce disaster risks and vulnerability to them. There should be strong research and international linkages and network for information updates. Climate change is a fast revolving phenomenon which requires the nation to keep up with. There should be investment in appropriate adaptation at all levels especially at the counties and community level. •

The department responsible for DRR will work with stakeholders in addressing climate change associated risks and by taking measures to safeguard the environment based on hazard risk analysis and climate change research.

•

Department in charge of DRR will advise all relevant department and stakeholders on measures to militate against natural and manmade hazards including those linked to climate change.

•

Department

responsible for DRR will place additional emphasis on linking hazard

predication research (in collaboration with disaster management institutions) and people centred early warning with settlement and development policies and contingency 43

planning. Communities should be provided with information on the potential effects of climate change, encouraged to prepare for unpredictable events and modify the adaptation strategies to improve resilience and coping mechanisms. 4.1.7 Environmental, Natural resource and land use Management Environmental protection and sustainable use of resources is critical for the prevention of disasters. Damage to local ecosystems, water supplies, land and cultural resources exacerbates disaster risks and increase the likelihood that particular hazards will have a significantly negative impact on vulnerable people. •

Environmental safeguards and policies will be, developed in coordination with departments and stakeholders in charge of environment and natural resource management to promote environmental protection and sustainable development.

•

During relief and recovery operations all efforts will be made by all stakeholders in charge of DRR to prevent additional damage to the environment. A comprehensive environmental impact assessment will be required after the first stages of relief to guide rehabilitation, reconstruction and all the processes to recovery programmes to be implemented.

•

The MRDM in collaboration with stakeholders will enact policies and regulations that guide land use in urban and rural areas in order to minimize disaster risks and vulnerabilities.

4.1.8 Mitigation through development Hazards such as floods, pests and droughts do not make a disaster on their own. It is inability of a population to cope with hazards that transforms them into a disaster. Mitigation measures will aim at increasing the coping ability to the risks of greater probable impacts. The policy will ensure that disaster risk reduction activities are mainstreamed in the national and county plans and policies with appropriate budgetary allocation including but not limited to Vision 2030, Poverty Reduction Strategy Papers, MDGs, among others. The policy gives priority to factoring DRR into development planning in order to enhance the societal capacity to withstand the adverse effects of disasters. Disasters risk management

44

includes a development-based set of activities aimed at reducing vulnerability within populations that are at risk to particular hazards. •

The NDMP will therefore ensure that adequate measures are put in place to prevent the onset of a disaster and to respond to disasters when they occur, thus minimizing their negative effects and threats to development.

•

A National Disaster Risk Reduction Strategy has been developed to ensure that disaster reduction measures are mainstreamed in all development activities. It will be evaluated and updated by the department responsible for DRR periodically.

4.1.9 Vulnerability reduction through development and social programmes  Vulnerability analysis links directly to mitigation activities and provides the context for understanding the effect of any hazard on the population, property and the environment. •

The Directorate of Risk Reduction and Preparedness will prepare and maintain baseline vulnerability analyses on a continuous basis to assess the impact of the problem on the affected population.

•

All response activities shall be undertaken in a manner that ensures that the most vulnerable groups are specifically targeted including but not limited to pregnant and lactating mothers, children, elderly, marginalised ethnic/religious groups, physically challenged among others.

4.1.10 Community coping mechanisms Coping mechanisms are pro active measures as well as responses of an individual, group or society to challenging situations. One example of a coping mechanism is the cross-border utilization of natural pastoralists of different ethnic groups. These mechanisms include revival and application of indigenous knowledge and technologies into disaster management coping strategies. The policy recognizes that conflict prevention and natural resource management can go a long way in enhancing the symbiotic relationship and exchange of information between different areas. •

The State department in charge of DRR will enhance conflict prevention and management strategies as a way of providing an enabling environment for the development of socio-economic activities. 45

  4.2 Disaster Preparedness and response Disaster preparedness includes precautionary measures, taken in advance of an imminent threat of a disaster in order to empower the people and institutions to respond to and cope with the potential impact of a disaster. Effective DP is based upon a comprehensive and continuous assessment of vulnerabilities and risks to create awareness of the most likely hazards and disasters, their geographical spread, their magnitude and the elements at risk. A comprehensive assessment of risks and vulnerabilities will therefore assist the targeting of DM programmes in Kenya. The policy aims at pursuing a strategy that will ensure preparation of periodic sectoral and integrated disaster contingency plans at all levels and appropriate activation mechanisms are put in place. The sections below broadly cover the most important areas of preparedness. The NDRP contains detailed guidance; and identifies key activities which are critical to increasing institutional and community preparedness for disasters. 4.2.1

Sectoral disaster Contingency Plans

Every sector will develop its own plans at national, country and community levels. This is a part of contingency planning which is the strategic planning process, for an event that may occur, in which scenarios and objectives are built, managerial and technical actions defined and potential response systems tested and put in place to prevent or respond effectively to emergencies. • The state department in charge will develop contingency planning guidelines for partners and country government to develop DM strategic plans defining the actions to be taken to prevent, mitigate and respond to disasters at all levels. • The state department in charge of DRR will coordinate, monitor and operationalize disaster management strategic plans that will guide disaster preparedness and facilitate restoration of disaster victims and environments to normal functioning conditions through well planned coordinated actions and efficient use of available resources. • The public and private sectors will be required through legislation to promote DM initiatives as outlined in the strategic disaster management plans.

46

4.2.2

Inventory of equipping and volunteers

For effective disaster management and sustainability of development programmes, volunteer capacity building and training in DM is essential. Currently there are a few volunteer training centres and there is a need for national level training in comprehensive disaster management programme that can be drawn upon. In order to increase the capacity to respond quickly to disasters, the policy requires MRDM to develop and maintain inventories of technological capacity as well as on volunteers and equipment at national, county and community levels. 4.2.2.1 Community Based Disaster Preparedness (CBDP) CBDP is the internationally recognized first line of defence against damage and death caused by disasters. International and CSOs contribute significantly to programmes aimed at preparing communities and families for disasters. • The state department in charge of DRR, its Directorates and county officers will and facilitate programmes and projects that aim to prepare communities and families for disaster management. 4.2.2.2 Institutional preparedness and readiness To ensure fast, effective and appropriate pro-active measures and response to disaster, all governmental, civil society and private sector actors will be encouraged to improve their readiness for prevention, mitigation and response to disasters in of creating a disaster resilient society. • System-wide objectives for institutional preparedness will be incorporated into the NDRP and/or the Disaster Risk Reduction Strategy for Kenya. • The state department responsible for DRR should further assess the capacity of organizations which play a critical role in the NDRP and identify measures to be undertaken to improve institutional preparedness and readiness for prevention, mitigation and response. 4.2.3

Stocks

4.2.3.1 Strategic stockpiles on health and other essential supplies Currently, the state department in charge of health keeps strategic drug reserves, and other nonmedical supplies under the Kenya Medical Supplies Agency (KEMSA) for use during 47

emergencies. In addition, the National Public Health Laboratories Services (NPHLS) manages blood transfusion services, which includes the blood bank. However, the quantities are not adequate. The NDMP proposes that the state department responsible for health Ministry maintains and boosts the existing strategic stock on essential health sustenance supplies needed during disasters or emergencies. •

KEMSA will identify and maintain strategic drug reserves and other medical supplies adequate to meet needs predicted in various contingency plans developed under the NDMP including body bags.

•

NPHLS will establish and maintain target amounts of blood (especially universal blood types), collection and transfusion supplies based on needs identified in contingency plans under the NDMP. NPHLS will also establish contingency plans for collection of blood during a national disaster and for agreements with other governments to supply blood in the event of an emergency which disrupts normal blood collection.

4.2.3.2 Strategic Stockpiles of Non-Food Items (NFIs) Civil society organizations including the KRCS and international organizations maintain strategic stockpiles of NFIs for distribution during the response to disasters. However, the Government of Kenya has not established its own strategic stockpile of supplies such as shelter, water containers, cooking and cleaning kits and basic tools. •

The state department in charge will map and maintain a national inventory of nongovernmental NFI stockpiles that can be used in the event of a disaster.

•

The state department in charge will determine based on this mapping an appropriate target level of NFI supplies for the Government of Kenya to maintain and assure adequate availability of relief items. Agreements may be established with private sector suppliers to maintain such stockpiles for the state department in charge with guaranteed provision on demand to reduce the costs of maintaining its own stockpiles.

4.2.3.3 Strategic Grain Reserve The Government wide NB ACT CAP. (338) Sec. (13) read together with the Exchequer and Audit (Strategic Grain Reserve Trust Fund) Regulations 2002 requires that the Government of Kenya maintain at least three million bags of 90 Kgs. (270,000 MT) of grains in physical stock 48

or cash equivalent. Through a Presidential decree this amount was required to be increased to eight million bags of 90 Kgs. (720,000 MT) of grains in physical stock or cash equivalent. •

The Government of Kenya will maintain a diversified strategic food reserve adequate to sustain the nation for 3-6 months during times of disasters until incoming shipments can be received and distributed.

4.2.4

Enforcement of public Safety and health standards

Promotion of public safety within the realms of health management, fire safety and of building and construction, transport, ICT, industries, public sector, employment, educational institutions and other key sectors will be given priority. •

The state department in charge of DRR encourages compliance with technical safety standards, including building codes, the Occupational Safety and Health Act, 2007 and professional ethics in all of its disaster planning.

•

The public safety working group under the National Platform for Disaster Risk Reduction will assess and identify opportunities for development of additional regulations and policies to promote public safety.

4.2.5

Exercise and Drills

Effective disaster management, instilling a culture of education awareness and readiness requires a maintenance program to reinforce training. The application of real life, broad participation exercises is a recognized and valuable tool to achieve these goals. The NDRP contains important guidance for the conduct of simulations and exercises e.g. incident command system. •

The state department in charge with DRR will organize practical, scenario-based drill exercises and simulations which include all relevant governmental and non-governmental actors to practice procedures, improve knowledge and skills and build cross-agency relationships critical to clear communication during an and actual response.

4.3

Responding to Disasters

Disaster and emergency response involves interventions taken during or immediately after a disaster or complex-emergency.

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•

The state department in charge of DRR will put in place multi-sectoral systems, tools and mechanisms to ensure timely and appropriate response, followed by early recovery to reconstruction and rehabilitation.

Professional emergency response encomes dozens of functional, technical and/or sectoral activities all of which require specialized expertise for planning and implementation. The NDRP adopted in 2009 clearly articulates the scope of these technical areas and organizes them into activities and tasks, with assigned lead and roles. The NDRP also provides clear guidance on incident command system and standard operating procedures. The detailed report on the findings of the “Task force report on the establishment of emergency services command & control centres” is another source of guidance and coordination opportunities. •

The state department responsible for DRR and the NDOC will undertake to research both national and relevant international best practices and lessons learnt from ongoing and current disasters, and from corrective actions such as the 2005 UN Humanitarian Reform, Review and the matching General Assembly resolutions to Kenyan laws to which Kenya is a signatory.

•

At the minimum, every 3-4 years, the state department responsible for DRR may review and make recommendations to revise the NDRP as needed, continually examining the requirements of functional and technical areas and capacities to provide the skills, including the following: ƒ

Emergency Information and Alerts

ƒ

Evacuation

ƒ

Emergency Medical

ƒ

Fire fighting

ƒ

Search and Rescue

ƒ

Shelter

ƒ

Transportation, Logistics & Supply

ƒ

Food, provision

Chain Management ƒ

Water and Sanitation

ƒ

Cash Assistance

ƒ

Disease Prevention

ƒ

Family Linking

ƒ

Security and Protection

ƒ

Marine life and resource and

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ƒ

4.4

Demobilization and Transition to

Environmental Protection and Hazardous

Recovery

Materials Containment

Disaster Recovery Processes

Recovery initiatives entail actions and programmes designed to help communities to return to normalcy or build back better. Effective disaster risk management requires that adequate attention be placed on helping communities recover from the effects of disasters in a way that leaves them more resilient and safe from future hazards and emergencies. •

The state department responsible for DRR will incorporate specific provisions for timely transition from relief to recovery following disasters.

•

The NDRP and contingency plans will be reviewed and revised periodically or as appropriate to incorporate specific requirements for ensuring effective recovery programming based on cross-sectoral inputs.

4.4.1

Early Recovery

Early recovery focuses on stabilizing a disaster affected people, environment, area and ensuring that basic family needs for food, water, shelter and health are being met through increasingly self-sustainable means. •

The state department responsible for DRR will ensure that during the early recovery phase relief assistance should transition as soon as possible from the provision of food and non-food supplies towards provision of cash, private family shelter arrangements, health and education services, seeds and tools to re-enable basic livelihoods.

•

Early recovery will include restoration of basic services at least on an interim basis, removal of debris, temporary repair of roads and other infrastructure and of containment of environmental hazards.

4.4.2

Long-term Recovery

Long-term recovery emphasizes restoring infrastructure, systems and livelihoods to a predisaster state or better.

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•

During long-term recovery operations all efforts will be made to permanently restore shelter, water systems, roads, communications and health systems, schools, businesses security and community structures.

•

Long-term recovery will also include a comprehensive EIA and a complete clean-up restoration of environmental and repair of any other environmental damage.

•

Livelihoods, including the creation of viable alternatives, will be restored to a pre-disaster state or better.

5. DECISION-MAKING, COORDINATION & FUNDING MECHANISMS Disaster risk management requires a range of decision-making mechanisms and approaches to successfully prevent and minimize the effects of emergencies. Policy development, risk reduction and related development planning requires a participatory approach with a high degree of confidence building through consensus oriented decision-making. Disaster preparedness planning must be consultative and inclusive but decisive and should articulate clear decision-making mechanisms. Response operations require clear command and control decision-making frameworks, based on pre-established standard operating procedures as well as the flexibility to rapidly adjust to changing events and circumstances. Recovery operations require a shift back towards participatory decision-making processes to ensure that those affected by disasters regain ownership and influence over their recovery. The following sections articulate some of the key decision-making systems in Kenya. The Kenya Disaster Risk Reduction Strategy and National Disaster Response Plan will contain more detailed frameworks, objectives, assignment of specific roles and standard operating procedures. 5.1

Levels and declarations of disasters

Kenya’s tiered disaster response system is based on the principle of Subsidiarity as articulated in Chapter 2 of this policy. Figure 5 below shows the levels of disasters based on the impact, needs, capacities and requirements of different scales of disaster.

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Figure 4– Tiered System of Disaster Response and Declarations

Localized emergency events dealt within the regular operating mode  of the protective, emergency and health services in sub‐county.

Level  1

Emergency events that overwhelm the capacity of the resources in  sub county municipal, but which  do not Overwhelm the capacity of  the County resources to respond and  Recover .

Level  2

Level  3

Level 4

Emergency events that requires the  Mobilising  of national     Resources ). to respond and recover  (may be designated as a n National disaster This will prompt seeking of assistance from   External     Partners.

Emergency event that overwhelms the existing national response  capacity, thus prompting the President to declare a national  disaster  and to seek foreign/international assistance to  the country in the response and recovery  initiatives.

The response of MRDM and other collaborating agencies depends on the severity of the disaster emergency and the type of assistance required. When a disaster is assessed to be at levels 3 or 4 the Permanent Secretary of MRDM will provide information and request a rapid declaration of a national disaster by the NDEC and President. 5.2

Policy Development

DM policy development and ratification is necessary to ensure institutionalisation of guiding frameworks, rules and structures. In addition to this policy and its periodic revision, specific sectoral or hazard specific policies may be developed to provide detailed guidance. MRDM serves as the policy secretariat for disaster risk management related policies. As issues emerge which may require additional policy development, MRDM will assign staff to research the issue, lead consultative processes to gather stakeholder input and draft policy documents. Once finalised and agreed by the Minister responsible for Disaster Management s/he will submit the policy document to the NDCC for consideration and debate. Once NDCC and its Permanent Secretary level agree to the policy it will be submitted to the NDEC/Cabinet for approval.

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5.3

Coordination

Coordination, combined with good communication, is needed to successfully lead a disaster management organisation and the operational activities it undertakes. In the context of DM, coordination may be defined as bringing together the different elements of a complex activity or organisation into a harmonious and efficient relationship and to negotiate with others in order to work together effectively for the benefit of those affected by the event. To be effective the policy aspires to achieve coordination that is Participatory, Impartial, Transparent and Useful. Global experience from too many disasters has clearly identified the cost of poor coordination policy, protocols, systems and tools. The NDMP will encourage and empower a culture of well structured DM systems and tools, ed and managed by carefully selected and trained human resources provided with appropriate, well sourced material and equipment. It will lead and promote transparent interMinistry responsibility for inter-agency dialogue and will engage with and utilise the additional good will, skills and resources of civil society and importantly the increasing concern and involvement of business and the private sector. It encourages information sharing and positive communication that remains mutually respectful of each participant’s mandated roles, responsibilities, skills and expertise. This will result in a well informed, well planned and effectively delivered service to the people of Kenya and its regional or international counterparts. There should be effective and efficient communication infrastructure in disaster management in Kenya. CCK has to be mandated and shall be integrated into the efficient and effective communication infrastructure. Relevant State department must be empowered and have authority to enforce and implement the policy. FM stations should be part of information disseminating system. NDOC will collaborate with mobile service providers to disseminate information. NDOC shall establish a call centre with manageable numbers. Alarm system (siren system) should be incorporated in all urban/city and also be coded. Structures should be put in place for disaster response units. 5.3.1

Overarching Coordination Structures

Kenya benefits from a robust assortment of civil society, private sector and international organisations which have shown a consistent dedication and contribution to humanitarian programs and operations in the country. The broad number of actors, however, has created a 54

complicated assortment of coordination mechanisms for sharing information, planning, agreeing on technical standards and implementing programs and operations. This NDMP establishes a more integrated, streamlined and harmonised coordination structure for humanitarian actors. Existing coordination bodies and meetings such as the highly engaged Kenya Food Security Meeting are incorporated into the structure in the form of thematic and sectoral working groups. The NPDRR is given the overarching responsibility for integrating the and outputs of these working groups as well as its ongoing role as a forum for discussing the full range of risk reduction issues and requirements. Working groups are foreseen to take on a dual-role to coordinate information for planning and operations and to establish functional teams for potential delegation of responsibility under the national disaster response plan. Figure 6 shows the new coordination framework established by this policy.

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Figure 5– Kenya Disaster Risk Management Coordination Structure                NATIONAL DISASTER  EXECUTIVE  COMMTTEE(NDEC)          (Chair: President, Cabinet Level )             

NATIONAL DISSTER COORDINATING COMITTEE (NDCC)

(Chair‐ Secretary to Cabinet, Coordinated by PS MRDM.  meet as need arise  to form sub Committees and assign responsibly as required). ‐

  Ministry Responsible for Disaster Management   

Kenya National Platform for Disaster Risk Reduction

MRDM DM/DRR Directorates

(Chair: PS ‐MRDM, Co ‐Chair: HC, Secretariat: Director General)

Thematic and Sectoral Working Groups Agriculture,  Livestock, Drought,  Food Security & Aid

County  Disaster  Management  Committees County  DM/DRR  Officers Sub County  Disaster  Management  Committees

Rapid Onset Disaster  Response, Shelter and  Resettlement

Sector Lead: MOA/MONK Co‐Lead: FAO/WFP

Education &  Public Awareness

Peace &  Development

Sector Lead: MSP Co‐Lead: KRCS

Health, Nutrition,  Water, Hygiene &  Sanitation Sector Lead: MOH/MOWI Co‐Lead: WHO/UNICEF

Public Safety, Fire, Accidents

Others As  Required

(e.g. Logistics/  Transport, Gender‐ based violence, Child  Protection, Energy – Sector Lead: MINISTRY RESPONSIBLE FOR RESPONSIBLE FOR NATIONAL AND COUNTY GOVERNMENTS Sector Lead: MOLG created and phased  Co‐Lead: UNDP Co‐Lead: SOFADECCA out on demand)

Sector Lead: MOE Co‐Lead: UNICEF

Thematic and Sectoral Working Groups will each have a Sector Lead from among Government of Kenya Ministries as well as a Co-Lead from among partner organisations. The Sector Lead will organize and chair meetings.

The Co-Leads will develop meeting agendas, promote

participation among non-governmental partners and make technical contributions to the work plan activities decided by each group. The new coordination structure is not intended to diminish the importance of particular forums, only to integrate and streamline coordination processes and ensure a holistic approach. A few of the previously existing forums are highlighted below given their ongoing importance to this policy. The National Platform for Disaster Risk Reduction is a stakeholder forum for consultation, negotiation, mediation and consensus building on disaster risk reduction. In addition to its new overarching coordination role, the Platform will continue to work in collaboration with the MRDM to meet its previous objectives including: 56

•

Promote and enhance public awareness of disaster risks.

•

Obtain commitment from the public leadership to DRR.

•

Stimulate and strengthen multi disciplinary and multi sectoral partnerships and networks at all levels.

The Kenya Food Security Meeting as constituted is the Agriculture, Livestock & Food Security Working Group. This is a multi-sectoral and multi- agency forum that consolidates food security early warning information, undertakes needs assessments, prepares contingency plans and mobilizes resources for emergency response. The Agriculture, Livestock and Food Security working group will collaborate with the MRDM. 5.4.2

Operational Coordination

Whilst coordination of a DM system is overarching in its scope covering the political, economic, organizational, operational and informational, operational coordination addresses the critical phases where the theory, preparation and planning come together and are activated in response to an event. The policy will set the framework, create the structures, and provide the guidelines that will trigger the activation of the system. These include the authorization of an operational management system empowered by the governance bodies to lead, direct, implement and manage the policy and any appropriate and approved strategic plans of action and other instruments created to address such a crisis, for example the NDRP 2009. MRDM and its directorates are the lead operational coordination body and functions include a complex network of contingency plans, human technical, scientific and logistic resources. These operational functions are laid out in sec 5.4.2.1 below and 3.2.1.2 above. The current NDRP 2009 is a well developed document detailing much of the essential elements of operational coordination and should remain in place, subject to future reviews and upgrading as noted in the policy. Having evolved outside of the framework of an approved NDMP and legislation the NDRP will benefit and be reinforced from the establishment of this policy. 5.4.2.1 MRDM National Disaster Management Directorates The policy promotes the establishment of DM directorates under MRDM with the mandate, power, funding and resources to be the implementing, coordination and monitoring body for overarching national disaster management. The functions of the MRDM directorates are noted in section 3.2.1.2. Their role in overall national coordination is critical and depending on the scale, 57

scope and complexity of any event it may delegate operational coordination roles and responsibilities to other government entities with the capacity to coordinate response and recovery operations such as provincial or district entities. In exceptional circumstances this may include the police, GSU, military (see 3.4.1.2 above and 5.4.2.2 below) or other approved agencies with coordination capacity such as the KRCS or other humanitarian CSOs or special emergency departments. The structure of MRDM (see Figures 3 and 4 above) should be underpinned by: 1. Six Directorates that manage and coordinate the core programme streams of MRDM’s DM/DRR remit namely: a. Risk Reduction and Preparedness. b. Mitigation, Resettlement and Peace Building. c. Response, Relief and Recovery (including a 24/7 NDOC). d. Information Management and Communications. e. Finance, Human Resources and istration. f. Monitoring and Evaluation. 2. Representation of Line Ministries and Government Offices 3. Provincial istration and Disaster Management Committee Representatives. MRDM’s coordination functions are reinforced with continuous scientific, technical, thematic sectoral and functional advice and through the seven working groups that make up the proposed Kenya National Platform for Disaster Risk Reduction (see Figure 7 above). The NDOC functions are detailed in the NDRP, but it presently operates on an ad hoc basis and is quite dependant on personnel seconded and rotated frequently from the Armed Forces. Whilst the participation of such personnel has some real advantages, particularly under the CIMCORD initiatives noted below in 5.4.2.2, the structure would benefit from more clarity in its role and a more diverse and cross cutting representation of disaster management professionals drawn from multiple disciplines with common training, standard operating procedures and methodologies that reinforce the technical skills specific to their agency origins. 58

5.4.2.2 Civil Military Coordination (CIMCORD) (including the Kenya Police and GSU) The mobilisation of a nation’s Armed Forces to , or in exceptional circumstances coordinate or lead disaster operations is both logical and not infrequent. How, when and where such forces are mobilised for humanitarian and emergency may often be proscribed in national legislation. None the less, the added value of the human resources, technical skills and logistics capacity of the Armed Forces may be a critical element in delivering a well-coordinated and effective response, however it has to be carefully coordinated and managed. Specifically where there may be sensitivities due to pre-existing or developing insecurity, unrest, conflict or other activities demanding the primary role of the Armed Forces to be activated. There is no protocol in place to prepare for and define such roles at present. The policy encourages the appropriate inclusion and adoption of current UN and other agencies’ protocols, guidelines and training through the Civil Military Coordination (CIMCORD) initiative for clear use and integration of the Armed Forces into the national DM coordination system. The nation’s Armed Forces would also play an important role in leading the coordination of ing foreign armed forces arriving to provide humanitarian help in a major disaster. This t Services Coordination was positively demonstrated during the Indian Ocean Tsunami in 2005 and in Indian and Pakistan during the earthquake in the same year. 5.4.2.3 County and Sub county Mechanisms Whilst Kenya’s Hazard/threat profile indicates a myriad of real and potential disasters and emergency risks, the reality is that by far the majority of these will occur not at a level requiring national coordination but rather at the county and sub county level. Whilst enshrining the overall disaster management coordination responsibility in MRDM the policy encourages the ongoing development of an inclusive, robust but well integrated replication of county and where possible in the future Sub county or even municipal disaster management coordination entities and mechanisms. These entities will be responsible for the local coordination of such disasters with clear reporting and management lines to the upper body. They can and should draw upon and be ed where necessary by MRDM’s national resources. 5.5

Regional and International Coordination and Cooperation

Major sudden, slow onset and cyclical events such as Hurricanes Mitch and Katrina, the Indian Ocean Tsunami, the India/Pakistan earthquake, the Sahel droughts, the Rwanda conflict the HIV/AIDS and H1N1 epidemics and others show that no country is immune from such disasters that can rapidly overstretch even the most sophisticated of disaster management systems and can 59

impact multiple neighbouring countries. Such events demand that a nation be prepared to respond to both internal and external disasters that cross borders or come in a massive and overpowering scope. The policy encourages and indicates the need for effective standard operating procedures to mange this cooperation. Procedures for requesting and coordinating such regional or international assistance need to be instituted. 5.5.1

Cross-border Assistance and Agreements

Major events create special coordination challenges that can be overcome through transparent, cooperative and inclusive engagement with regional and international partners, and humanitarian agencies. Kenya is a leading member of the IGAD and IPCC and hosts the Regional Disaster Management Centre of Excellence with eleven participating states.1 Another example of such coordination would be the East African Community initiative to set up a Maritime Search & Rescue Centre for Lake Victoria. At present the development of such cross border mechanisms remains largely ad hoc and development of standard operating procedures and operational coordination agreements is encouraged 5.5.2

International Cooperation and Agreements

The NDMP recognizes and empowers the observance and opportunities of existing regional and international partnerships, treaties, resolutions and laws to which the Government of Kenya is a signatory such the Geneva Conventions and International Humanitarian Law. It encourages engagement in developing mechanisms such as the Hyogo Framework of Action (HFA) 20052015, and International Disaster Response Law. National agencies such as the Kenya Red Cross Society are the national representatives and interface for their international partners through the IFRC and the ICRC. The UN system provides coordination and technical assistance through the Office for the Coordination of Humanitarian Affairs (OCHA) and other line agencies like UNHCR, UNICEF, WFP, UNDP and others. Major international NGOs with an important presence in Kenya such as World Vision Kenya, OXFAM GB, Save the Children, MSF, CARE International Kenya and others have access to their global resources to the Kenya disaster management system in times of great need. Foreign states aid agencies such as ECHO, USAID, CIDA, DFID, SIDA and many others are represented in their embassies and High Commissions in Nairobi and have valuable resources that may be requested and drawn upon. The policy encourages Kenya to access the considerable expertise and resources of these bodies 1

Burundi, Congo (DRC), Djibouti, Egypt ,Ethiopia, Eritrea, Kenya, Rwanda, Seychelles, Tanzania, Uganda

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and to develop effective coordination interfaces and professional relationships with them to avoid well intentioned but ad hoc, uncoordinated and uninvited response as was noted in some earlier disasters around the world, while equally maximising the opportunity to mobilise the beneficial services available. 5.6

National Funding Mechanisms and Provisions

5.6.1

Disaster Relief Trust Fund

Currently, the exchequer provides funds mainly for relief food. The NDMP proposes the establishment of a Disaster Relief Trust Fund with contributions from the exchequer, private sector, individuals, CSOs, development partners and stakeholders. The Fund will be managed by a Board of Trustees and will address all phases of disaster management, prevention, mitigation, response, recovery, rehabilitation and reconstruction. 5.6.2

MRDM and Directorates Budget

A core budget for the national DM/DRR directorates will be provided by the Government of Kenya through the MRDM. This core budget is expected to be significantly augmented through contributions of staff, stocks, programme and relief contributions from partner organisations and external donors. 5.6.3 Devolved funds  Devolved funds such as LATF, CDF and all other funds to county government shall allocate no less than 5% of their allocation of disaster management activities. Specific allocation for each county budget should be earmarked annually for Disaster Management. 6

OTHER PROVISIONS

6.1

Non-discrimination

While providing compensation and relief to the victims of disaster, there shall be no discrimination on the basis of tribe, community, descent, sex, sexual orientation, religion or political party affiliation. The selection of partner organisations shall also be free from discrimination on the basis of the organisations perceived or real affiliation based on the above characteristics. Such non-discrimination shall equally extend to the selection, training and deployment of human resources including disaster management staff and volunteers.

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6.2

Indemnity (for government, non-governmental and “Good Samaritans”)

‘Good Samaritans’ who use their resources during emergencies to national and county Government bodies in disaster operations may be indemnified (the bare minimum cost incurred) from the disaster contingency funds or any other disaster funding mechanism available. Employees of MRDM, volunteers and employees of civil society organizations, the private sector and international organisations and individuals shall be immune from any legal process or suit with respect to any activity such as communications related to disaster early warning undertaken professionally and genuinely in respect to their delegated responsibilities under this policy or subsequent plans developed under this policy. 6.3

International and National Quality Standards and Assurance

The guiding principle for relief assistance is to save the lives and livelihoods of people threatened by a disaster by providing appropriate, and sufficient basic needs such as food and non food aid, water, sanitation, medicine, including psychological and shelter acceptable to the people and without potential negative effects to their dignity, security and environment. 6.3.1

SPHERE, Code of Conduct, IHL and Human Rights Laws, Environmental

Standards The Government of Kenya recognises the role of individuals, CSOs, private sector and other development partners and will seek to ensure compliance of stakeholders to the internationally acceptable standards of relief assistance e.g. SPHERE Guidelines and Standards, the Geneva Conventions and other appropriate standards and conventions. The NDRP articulates requirements for the adherence to international standards including the Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief. 6.3.2

Accreditation of National Partners (CSO, Private Sector)

To ensure ability and effectiveness MRDM may establish a system for accreditation of national partners from among CSOs and the private sector for the purposes of ing the capacities, expertise and good governance of entities which may be delegated responsibilities under this policy and subsequent plans. The inclusion of approved international aid agencies may be included in this accreditation process.

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Organisations with established legal mandates through Acts of Parliament for particular disaster management responsibilities will be exempt from such accreditation processes. 6.4

Monitoring and Evaluating Policy Implementation

The MRDM Directorate for Monitoring and Evaluation will be responsible for monitoring and evaluation at all levels to measure progress towards planned objectives and implementation of strategies and to allow for adjustments and additions to plans as well as production of expected outputs within a given time frame. The monitoring and evaluation system adopted for disaster management policy will be designed to provide to stakeholders to ensure ability and transparency, facilitate appropriate decisions on future implementation and review of the policy. Monitoring and Evaluation activities of the MRDM will include: •

Regular review and update of Early Warning Systems for preparedness.

•

Regular review and assessment of the goals and strategic interventions for DRR at all levels in the country.

•

Assessing of the efficiency, effectiveness and overall outcomes of DRR interventions with respect to the vulnerable groups and their life and livelihoods, socio-economic systems and the environment.

This policy recognizes the need for periodic policy review to ensure it remains relevant to changing needs. Individual sectors and partners, in collaboration with and the of the MRDM will be encouraged develop, monitor and evaluate policies to reflect sector specific disaster needs. 7.

POLICY IMPLEMENTATION NEXT STEPS

Following adoption of this Policy by the Cabinet, an Act of Parliament should be drafted and adopted which establishes the core components of this policy into Kenyan Law. Presidential Circular No. 1 which defines the mandates of MOSPAIS and MOSSP should be updated to reflect changes regarding the establishment of the national DM/DRR directorates under MOSSP and the integration of the NDOC into this structure. A detailed strategic plan and budget will need to be developed which identifies priority capacity building activities, deliverables and milestones to establish the institutional framework laid out in 63

this Policy. In particular, funding will need to be identified to establish the national DM/DRR directorates and to begin their work towards developing and revising plans and planning frameworks for other ministries, coordination mechanisms and tools to implement this policy. This policy will be reviewed periodically and its implementation monitored systematically due to the dynamism of disasters events and unpredictable climate change scenarios both at the County and national government. Without timely review of the implementation process, it would be difficult to trace if the measures identified to achieve policy objectives have been appropriately taken.

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GLOSSARY OF The following definitions will apply for the purposes of this Policy. Disaster A disaster is a serious disruption of the functioning of a community or society causing widespread human, material, economic or environmental losses which exceed the ability of the affected community/society to cope using its own resources. Disaster Management Disaster management is the organised analysis, planning, decision-making, allocations of resources, roles and responsibilities to prepare, prevent, mitigate, respond and recover/rehabilitate from disruptions by disasters. Emergency Management This is organisation, management of resources and responsibilities for dealing with all aspects of emergencies, particularly preparedness, response and rehabilitation. Disaster Risk Reduction This is a systematic development, application of policies, strategies and practices to minimise vulnerabilities and disaster risks through preparedness, prevention and mitigation of adverse impacts of hazards within a context of sustainable development. Disaster risk management The systematic process of using istrative decisions, organization, operational skills and capacities to implement policies, strategies and coping capacities of the society and communities to lessen the impacts of natural hazards and related environmental and technological disasters. This comprises all forms of activities, including structural and non-structural measures to avoid (prevention) or to limit (mitigation and preparedness) adverse effects of hazards.

Early Warning Systems (EWS) This is an organised structure for prediction and dissemination of timely and effective information to allow individuals who may be at risk to take action to avoid or reduce their risk and prepare for effective response Hazard A hazard is a potentially damaging physical event that may be caused by environmental and bio65

technological processes resulting to loss of life and livelihoods, injury, damage of property and infrastructure, disruption of economic and social functioning of individuals/communities. Hydro meteorological Hazards This is a natural or human induced phenomenon causing atmospheric, hydrological and oceanic disturbances that may result in loss of lives and livelihoods, injuries, economic and social disruptions and environmental degradation. Mitigation These are measures undertaken to limit adverse effects that may result from a hazard. Preparedness These are activities and measures undertaken in advance to ensure effective response to the impact of hazards, including the insurance of timely and effective early warnings, temporary evacuation of people and property from threatened locations. Prevention These are activities for outright avoidance of adverse impacts of hazards related to environmental and bio-technological hazards. Relief/Response This is assistance and/or intervention during or immediately after a disaster to meet preservation of life and livelihoods through provision of basic subsistence needs to the affected individuals/community. It may be of immediate, short-term or protracted duration. Resilience/Resilient This is the capacity of a system and/or a community/society exposed to hazards to resist and adapts in order to obtain an acceptable level in functioning structure. This is determined by the degree to which the social system is capable of organising itself and the ability for learning and adaptation, including capacity to recover from a disaster. Risk Risk is a probability of an individual/community to be adversely impacted by a disaster. The risk is determined by a combination of the hazards that threaten the population and its vulnerability to those hazards. Risk is expressed as; Risk = Hazard x Vulnerability

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Vulnerability Vulnerability is the susceptibility of the individual, community, property, infrastructure or the environment to a hazardous event.

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Annex 4 – Various Hazards and Lead Agencies/ Roles S/ N o

Hazard Threat

Lead Agency/Dept

1

Drought (water shortage & food insecurity)

Ministry responsible for Responsible for ASALs Development

2

Earthquake/volcanic eruption

NDOC

3

Floods/tsunamis/ cyclones

MRDM

4

Locust/pest infestation

Ministry responsible for Responsible for Agriculture (Dept of Pest Control)

5

Landslides/ Mudflows/Rock Falls/Land Subsidence

NDOC

Organisations

MRDM, KFSM/KFSSG, Kenya Metrological Department, , NGOs, Kenya Red Cross Society, Ministry responsible for of Agriculture, Livestock and Fisheries Development, Health, Water and Irrigation, ALRMP, National and Count y Governments, NEMA, KWS, KARI, Community, WFP, FAO, UNDP, UNICEF,UNOCHA, UN Agencies, Private sector, CBOs/CSOs/FBOs, SOFADECCA Kenya Red Cross Society, Mines and Geology Dept., Ministry responsible for of Environment, Dept. Of Geology - UON, National Youth Service, Community, NGOs &, CBOs, Police, MOSD, , National and Count y Governments, Min of Roads and Public works, NEMA, National Counsel for Science and Technology, Regional Centre for Mapping and Resource Development, UN Agencies , Private sector, CBOs/CSOs/FBOs, SOFADECCA NDOC, Kenya Metrological Department, National Youth, Fire Brigade, Agriculture Department, Police, Western Kenya Community Driven Development and Flood Mitigation Project, MRD, Metrological Department, Water & Sanitation Department, NGOs, Community, Kenya Red Cross, Min of Health, Livestock and Fisheries Development, Provincial , UNICEF, Min of Energy, Roads and Public Works, KPA, KCAA, UN Agencies, Private sector, CBOs/CSOs/FBOs SOFADECCA UN desert locust control Organization, FAO, Ministries Responsible for: Livestock and Fisheries, Water and Irrigation, MRD, Kenya Red Cross Society, Police, Kenya Meteorological Department, NGOs, NYS, Community, KWS, NDOC, UN Agencies , Private sector, CBOs/CSOs/FBOs SOFADECCA Kenya Red Cross, Mines and Geology Dept., Ministries Responsible for Environment, MRD, National and Count y Governments , Roads and Public works, Dept. Of Geology - UON, National Youth, Community, NGOs &, CBOs, Police, NEMA, National Counsel for Science and 68

Technology, Regional Centre for mapping and resource development, UN Agencies, Private sector, CBOs/CSOs/FBOs SOFADECCA 6

Communicable Diseases/Epidemics

Ministry responsible for of Health, Ministry responsible for of Livestock

7

Fire (Urban/Rural)

Local Authority/Forest Department

8

Major Transport Police Accident – Road Dept) Accidents

9

Major Transport Police/Kenya Accident – Rail Railway Accidents

10

11

Kenya Red Cross Society, KEMRI, CDC, Ministries Responsible for Special Programmes National and County governments, NEMA, Min. of Heath and Medical NGOs, NDOC, Kenya Meteorological Department, Min. of Water, National Youth, Community, St John Ambulance, WHO, UNICEF, FAO, Private sector, CBOs/CSOs/FBOs SOFADECCA NDOC, Ministry Responsible for Local Authorities, Environment Kenya Wild Life Service, , MOD, SOFADECCA, National Youth, Kenya Red Cross Society, St John Ambulance, Kenya Scouts Association, Kenya Police, CCK, Community, Public Works, Forest Department, UN Agencies, Private sector, CBOs/CSOs/FBOs

NDOC, MRDM, MINISTRY RESPONSIBLE FOR (Traffic RESPONSIBLE FOR NATIONAL AND COUNTY GOVERNMENTS, National Youth Service, Kenya Red Cross, Fire Brigade, Ministry responsible for of Health, CCK, Kenya Scouts Association, Min of Transport, Min of Roads and Public Works, Community, St John Ambulance, Private sector, CBOs/CSOs/FBOs, SOFADECCA NDOC, MRDM, Police, National Youth, Fire Brigade, Ministries Responsible for Health, Transport, Community, Kenya Red Cross Society, CCK, Boy Scouts Association, St John Ambulance , UN Agencies , Private sector, CBOs/CSOs/FBOs, SOFADECCA

MOSD, NDOC, MRDM, Ministries Responsible for Major Transport Civil Aviation National and county governments, MRD, Health Accident – Aviation Authority Transport, Police, Fire Brigade, Community, Kenya Accidents Air Force, Kenya Airports Authority, Kenya Red Cross Society, Kenya Scouts Association, Ambulance Service, UN Agencies, Private sector, CBOs/CSOs/FBOs, SOFADECCA Industrial and Mine Fire Brigade Accidents/Fires

Police, Ministries Responsible for Public Health, Public Works, NDOC, MRDM National Security and County Governments, Community, Kenya Red Cross Society, CCK, Kenya Scouts Association, Mines and Geology, Department of Industry, St. John, Industry Department, UN Agencies , Private sector, CBOs/CSOs/FBOs, SOFADECCA

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12

Marine Accidents

Kenya Marine Authority/ Marine Police

13

Environmental Pollution, Chemical/Oil Spills

NEMA

14

Crisis (bomb threat, bomb explosion, Terrorist Attacks, hostage taking, stampede and crowd related incidents, demonstrations)

Police, MRIS

15

Human Conflicts

Ministries Responsible for National and County Governments and MRDM

,Ministries Responsible for Health MRDM Transport, MRD Trade and Industry NDOC, National Security and County Governments, , Kenya Navy, Community, Kenya Red Cross Society, Directorate of Occupational Health and Safety Services, CCK, Kenya Scouts Association, Mines and Geology, , St. John, Industry Department, UN Agencies, Private sector, CBOs/CSOs/FBOs KPA, SOFADECCA Ministries Responsible for Environment, Labor , MRD Water, Health MRDM National and County Government, Forest, Kenya Wildlife Services, NDOC, Police, KPA, Kenya Maritime Authority, KEMFRI, Kenya oil Refineries, National Oil Cooperation of Kenya, Kenya Pipeline Company, Research Institutions, UN Agencies Private sector, CBOs/CSOs/FBOs, LVEMP, TARDA, SOFADECCA NDOC ,Ministries responsible for: MRDM, National Security and County Governments, Health Kenya Police/GSU, Bomb Disposal unit, NSIS, NCTC, Fire Brigade, CCK, Community, Kenya Red Cross Society, Kenya Scouts Association, St. John Ambulance, UN Agencies Private sector, CBOs/CSOs/FBOs, SOFADECCA NDOC, MOSD, NSIS, Fire Brigade, Community, Kenya Police/GSU, KRCS, NYS, Min. of Water, MNK & ASAL, Min. of Health, KWS, Min. of Lands, St. John Ambulance, UN Agencies, Private sector, CBOs/CSOs/FBOs, SOFADECCA

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Annex 5: Organizational Structure of Functions of DM/DRR Directorates

CABINET SECRETARY FOR MRDM

Principal Secretary for MRDM Ministry responsible for of State for

Directorate of  Risk Reduction &  Preparedness

• Risk Research • Climate Change Adaptation • Planning • Contingency Planning • Training • Education • Capacity Building • Reference Centre for DM/DRR Best Practices • Secretariat Services to National Platform

Directorate of  Mitigation,  Resettlement &  Peace Building

• Resettlement of IDPs • Refugee Resettlement • Conflict Resolution • Peace Building • Mitigation Projects (e.g. Floods)

Directorate of  Response, Relief  & Recovery 

• Standard Operating Procedures • Relief Operations Management and Coordination • Recovery Operations Management and Coordination • SGR management • Rehabilitation activities • Simulations • Exercises and Drills

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Directorate of  Info‐ Management, &  Communications

• Disaster Information Systems • Information Technology • Community and Family Preparedness Information Tools • Knowledge Management • People Centred Early Warning System • Media & Public Relations • ICT Command & Control Centres

National Disaster  Operations Centre (NDOC)

Directorate of  Finance, Human  Resources and  istration

• ing • Budgeting • Human Resource istration • Career Development • Recruitment • Volunteer and Staff -on-Loan Management • General istrative Services

Directorate of  Monitoring &  Evaluation

• Performance Metrics and Measurement • Programme Monitoring & Evaluation • Project Monitoring & Evaluation • Donor ability Reporting