Government of the People’s Republic of Bangladesh
Ministry of Disaster Management and Relief

National Plan for Disaster Management(2016-2020)
Building Resilience for Sustainable Human Development

March 27, 2017

EXECUTIVE SUMMARY
National Planning for Disaster Management
Preamble: Disaster risk reduction (DRR) and emergency management is integrated in
the disaster management (DM) policies of the Government of Bangladesh (GoB),
exemplified in its vision and the mission of the Ministry of Disaster Management andRelief (MoDMR), which is translated in this National Plan for Disaster Management(NPDM 2016-2020). The plan has three core goals of saving lives, protecting
investments and effective recovery. It builds on GoB’s past success in disastermanagement and international DRR frameworks, and adopts a phase-wise approachwith 34 core targets to be implemented in partnership with relevant stakeholders in thecontext of rapid change in Bangladesh.
.

Overview of NPDM 2010-2015: NPDM 2016-2020 is a successor of the previous NPDM
2010-2015, which was the first policy document of its kind. NPDM 2010-2015 reflecteda paradigm shift from disaster relief and response to a comprehensive risk reduction
culture, with emphasis on capacity strengthening. It helped achieve several milestones
leading to the Disaster Management Act (2012). NPDM 2010-2015 was drawn fromregional and global frameworks including the SAARC Disaster Management Frameworkand the Hyogo Framework of Action. It recognized the need for addressing emerging
risks, thus setting the context for NPDM 2016-2020.
Achievements, lessons and remaining gaps of NPDM 2010-2015: A review of NPDM
2010-2015 indicated the need to address the following issues: urban disasters; capacity
strengthening at district and Upazila administrations; resourcing for DM plan
implementation; integration of gender; information management; synergy between
DRR and climate change adaptation plans; monitoring; coordination and command
system; user-friendly planning; and proactive dissemination.

.

NPDM 2016-2020: Addressing a changing risk context: NPDM 2016-2020 was
prepared under the leadership of MoDMR and is aligned with national, regional andinternational frameworks including the GoB’s 7th 5-year plan, Asia Regional Plan for
Implementation of the Sendai Framework for Disaster Risk Reduction and Sendai
Framework for Disaster Risk Reduction (SFDRR). The plan places importance on
emerging risks linked to urbanization and climate change, and the necessity of DRR for
sustainable development, and is flexible and adaptive in cognizance of the changing
nature of risks in Bangladesh. NPDM 2016-2020 was produced through a participatory
and inclusive approach through extensive stakeholder and expert consultations.
Purpose and approach of NPDM 2016-2020: The purpose of NPDM 2016-2020 is toguide implementation of the Disaster Management Act 2012, allowing GoB ministries
and other agencies to use it to produce their Annual Work Plans. The plan takes a‘whole-of-Government’ approach, and it also attaches importance to engagement of
the private sector.

iStrategic aims and objectives: NPDM 2016-2020 has a set of strategic aims reflecting
its alignment with SFDRR, strategy guidance to relevant stakeholders, recognition of
emerging risks and phased implementation of prioritized actions. A set of objectives
allow operationalizing the aims through identifying priority actions, providing aroadmap for implementation of at least 20 core investments, incorporating DM aspects
in sectoral plans, exploring public-private investments, ensuring inclusivity, addressing
emerging risks, promoting risk governance and illustrating how the work of various
stakeholders can contribute to GoB’s DM vision.
Legal context: The Disaster Management Act 2012 is the legal framework for DM in the
country. The National Disaster Management Council (NDMC), headed by the Prime
Minister, is the supreme body for providing overall direction for DM, with the MoDMR
having the role of “Secretariat” to NDMC. NPDM 2016-2020 is prepared to achieve
national long-term DM goals in line with the DM Act 2012 and 7th 5-Year Plan.
Scope: NPDM 2016-2020 is GoB’s ‘white paper’ document and abides by national DM
institutional and policy regimes. It embodies both rapid and slow onset disasters and it
also includes recurrent, anticipated and climate induced disasters. Following theinvestment scenario of the country and potential engagement of the private sector,
NPDM 2016-2020 promotes risk-informed planning and implementation of investment
initiatives for business continuity in disasters.
Plan development process: The development of NPDM 2016-2020 consisted of apreliminary desktop review, then guided by a steering committee to draft its initial
contents. The development process was participatory and inclusive, involving
consultations with a wide range of stakeholders including GoB agencies, NGOs andCSOs, facilitated by UNDP and MoDMR from 2015. An intensive review of the SFDRR,UN Sustainable Development Goals (SDGs) and the Paris Climate Change Agreement
allowed synergies between international drivers, the country context and priorities
linked with the NPDM 2016-2020. A set of thematic and regional workshops allowed
drawing diverse insights, and a national consultation workshop was conducted to gain
feedback through a SFDRR-based framework. These workshop outputs were madeavailable online for further feedback and subsequently the draft NPDM 2016-2020 was
also made available online, with eventual approval by an inter-ministerial committee.

A changing risk environment: Bangladesh is highly disaster-prone and managing
disasters has been a major focus, with investments in DM significantly decreasing
disaster mortality in recent decades. The context, however, is changing - Bangladesh ishighly at risk from climate change and earthquakes pose a challenge for its rapidly
growing cities. Women are disproportionally impacted by disasters, requiring moreemphasis on managing risks in a gender-responsive manner. These emerging riskspresent major challenges to human development, where the poorest communities are
hardest hit by disasters. Despite these challenges, Bangladesh has made major recentsocio-economic gains, achieving a lower middle income country status. Nonetheless,iisignificant economic losses due to disasters continue to occur and the industrial sectors
are highly vulnerable. The speed of urbanization with resultant growth of informal
settlements requires prioritizing resilient urban design, planning and delivery ofservices.
Main hazards: The following hazards impact Bangladesh: flood; cyclone and surge;
tornado; earthquake; riverbank erosion; landslide; salinity intrusion; drought; tsunami;
lightning; arsenic contamination; human-induced hazards and health hazards. The last
hazard has potential for assuming significance because of the emerging risks in
Bangladesh.
Disasters and development linkages: Disasters are often the outcome of inadequate
development choices and can eradicate years of development effort where disaster risk
and poverty are closely linked. Since poverty, sustainable development, disasters andclimate change are interlinked, it is crucial to integrate DM measures in development
initiatives. It is not only the business of the government, but involves every part ofsociety because DM for resilience contributes to sustainable development.
Development and investment plans should be risk-informed based on disaster risk
assessments and avoid generating new risks or exacerbating existing ones.

National DM instruments: DM in Bangladesh is guided by a number of national drivers
which includes: National DM plans (NPDMs) that strategize the management of bothrisks and consequences of disasters, community involvement and integration of
structural and non-structural measures; Disaster Management (DM) Policy (2015),
which places importance on the DM fund as a dedicated financial resource for DM
activities at all levels; DM Act 2012, which endorses the Standing Orders on Disaster(SOD) and provides a legal basis.
Institutional structure: MoDMR has the responsibility for coordinating national DM
efforts and NDMC is the supreme body for providing overall direction. Functional andhazard-specific planning and execution responsibilities are vested in sectoral agencies.
The Standing Orders on Disaster (SOD) issued by the ministry in 1997 was an importantmilestone towards guiding and monitoring DM activities in Bangladesh. Key national
level DM institutions include: NDMC; Inter-Ministerial Disaster Management
Coordination Committee (IMDMCC); National Disaster Management
Advisory
Committee (NDMAC); National Platform for Disaster Risk Reduction (NPDRR);
Earthquake Preparedness and Awareness Committee (EPAC); and Focal Point
Operation Coordination Group of Disaster Management (FPOCG). At sub-national
levels: Disaster Management Committees (DMCs) at district, upazila, union, pourasava
and ward levels.
Disaster-Development linkages – national and international frameworks: NPDM 20162020 draws from several national and international frameworks including: Vision 2021,
which is concerned with protection from climate change and environmental impacts,and ecological development; 7th Five-Year Plan relating to the overall goal of DM iniii

Bangladesh to build resilience and corresponding identification of national resources;
Bangladesh Climate Change Strategic Action Plan (BCCSAP), which is pro-poor andprioritizes adaptation and disaster risk reduction based on key thematic areas withcognizance of the link between climate change and disasters; Paris Climate Change
Agreement, providing Bangladesh the opportunity to leapfrog into a sustainable future
by investing on renewable energy; Sustainable Development Goals (SDGs), where DRR
is the foundation and allows safeguarding development efforts from disasters; andmost importantly, SFDRR, which is integrated into the objectives, goals and activities of
NPDM 2016-2020 and serves as a template for translation to the Bangladesh context.
SFDRR is built on four priority areas which are also integrated into the goals andactivities for DM of GoB’s 7th Five Year Plan.

Vision, Strategies and Priorities of NPDM 2016-2020
Vision: building on achievements: NPDM 2016-2020 is based on SFDRR and follows thenational targets indicated in SFDRR and is aligned with its four priorities. Bangladesh
has invested strongly on DRR, and despite frequent disasters, disaster mortality has
reduced, GDP growth is maintained, food security is improved and almost all the MDGs
were achieved. However, a changing risk context means new challenges, but also
opportunities for building resilience. Thus, building on past achievements and tackling
new risks, the vision of NPDM 2016-2020 is: “Winning resilience against all odds”.
Strategy directions: The disaster and institutional context of Bangladesh, and review of
NPDM 2010-2015, point to the following eight key strategic directions for achieving
resilience: Upgrading existing DM programs and policies; DM governance; Investments
for building resilience against chronic disasters; Social protection; Inclusive
development; Private sector engagement; Resilient post-disaster response andrecovery; and Emerging risks.
NPDM 2016-2020 focus areas: Bangladesh aligns its DM strategies and plans with
SFDRR and the following focus areas will enable implementing them: Promoting policy
coherence among DM and development in-country; Making disaster risk reduction adevelopment practice to achieve resilient public investment and the SDGs; Encouraging
private sector engagement towards risk sensitive investments; Building capacity andleadership to implement NPDM 2016-2020 at the national and local level. These areas
will need to be supported by adequate capacity and resources at the local level;knowledge and information from the scientific and academic community; and practicalguidance and tools, following an inclusive approach. NPDM 2016-2020 thus provides
two main implementation guides: Broad policy direction in terms of national level
action plans to guide DM in Bangladesh in alignment with SFDRR in the national context
of the SDGs; Action plans with indicative timeframes over the next 5 years and 34 coretargets to be continued until 2030.
Inclusion as an underlying strategy: Social inclusion is an underlying and cross-cutting
strategy in all the action plans of NPDM 2016-2020, and were informed by the outputsof stakeholder consultations. Two main inclusivity areas should inform all DMiv

initiatives, policies, programs and planning: To ensure incorporation of gender issues indecision making and participation of women and men in all NPDM 2016-2020 priority
actions; To ensure adequate considerations for people with vulnerabilities acrossimplementation of NPDM 2016-2020.
Accountability framework: Implementation of NPDM 2016-2020 is linked to theframework of national policy, legislation and business rules, involving various strategies,
including: Ministry, department and agency focal point; Links between policy andoperations; Expanding the scope of planning; Political consensus and allocation of
resources; Contingency/Preparedness plan; Periodic review of the implementation of
the plan; Funding requirement and resource mobilization; and Coordination,
Communication and Cooperation.
Priority level action plans: The extensive stakeholder and expert consultations
undertaken to develop NPDM 2016-2020 focused on the following SFDRR priorities andaction plans were derived following an ‘all-hazards’ approach with hazard-specificactivities linked to broader priority level action plans.
- Priority 1: Understanding disaster risk – Action plans under this priority focus on
raising awareness, research and development activities, networking, andinformation/knowledge management.
- Priority 2: Strengthening disaster risk governance to manage disaster risk – Thispriority area is concerned with inclusion of Disaster Impact Assessment (DIA) into
policy, inter-ministerial coordination, institutional capacity strengthening, publicprivate engagement, and international and regional cooperation.
- Priority 3: Investing in disaster risk reduction for resilience – Under this priority,
actions plans include nationwide capacity building, physical works for resilience, DM
financing, institution building, addressing the key hazards of floods and cyclones, butalso following an ‘all-hazards’ approach.
- Priority 4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction – Concerned action plansinclude strengthening forecasting and early warning systems, emergency response
capacity building, sector-wise preparedness, inclusive recovery and rehabilitation,business continuity, and multi-hazard response and recovery measures.
Investment priorities for NPDM 2016-2020: To aid the planning process in terms oftimeframes, the above priority actions are abbreviated to summary action statements
corresponding to the SFDRR priorities (P1, P2, P3 and P4).
Timeline, actions and targets of NPDM 2016-2020: The timeline for the 5-year NPDM
2016-2020 has three program periods: 2016 - preparatory year with continuation ofexisting programs; 2017-2018 - initiation of new actions plus actions continuing fromthe previous period; and 2019-2020 - more initiatives and an activity peak relating to
expected growth in institutional capacity. Many of the core targets will continue to be
implemented over the long term until 2030. After each period, review and updatingv

processes will be undertaken with stakeholders’ feedback, making NPDM 2016-2020 an
adaptive document. A set of tables are presented showing the action plans according
to the 3-block timeline, with the summary actions grouped according to the SFDRR
priorities with the corresponding 34 core targets to be committed by GoB.

vi

vii

Table of Contents
Message (to be provided by MoDMR)
Foreword (to be provided by MoDMR)
List of Acronyms
Executive Summary
1. National Planning for Disaster Management
1.1. Preamble-

Government vision-

MoDMR mission-

Core goals: Saving lives; Protecting investments; Effective recovery

11

1.2. Overview of NPDM 2010-15

3

1.3. Achievements, lessons and remaining gaps of NPDM 2010-2015

4

1.4. NPDM 2016-2020: Addressing a changing risk context

5

1.5. Purpose and approach of NPDM 2016-20207

1.6. Strategic aims and objectives

7

1.7. Legal context

8

1.8. Scope

8

1.9. Plan development process

9

2. Disaster Context and Trends

11

2.1. A changing risk environment

112.2. Main hazards

12

-

Flood

-

Cyclone and surge, tornado-

Earthquake-

Riverbank erosion-

Landslide-

Salinity intrusion-

Drought-

Tsunami-Lightning-

Arsenic contamination-

Human-induced hazards

2.3. Disaster and development linkages
3. Institutional Framework for Disaster Management

15
16
viii

3.1. National DM instruments

16- National DM Plan(NPDMs)- DM policy- DM Act 2012
3.2. Disaster-Development linkages – national and international frameworks

18- Vision 2021
- 7th Five-Year Plan
- Bangladesh Climate Change Strategic Action Plan (BCCSAP)- Paris Climate Change Agreement- Sustainable Development Goals (SDGs)- Sendai Framework for Disaster Risk Reduction (SFDRR)
4. Vision, Strategies and Priorities of NPDM 2016-2020

21

4.1. Vision: building on achievements

21

4.2. Strategy directions

21- Upgrading existing DM programs and policies- DM governance- Investments for building resilience against chronic disasters- Social protection- Inclusive development- Private sector engagement- Resilient post-disaster response and recovery- Emerging risks
4.3. NPDM 2016-2020 focus areas

22

4.4. Inclusion as an underlying strategy

22

4.5. Accountability framework

23

4.6. Priority level action plans

25-

Priority 1: Understanding disaster risk-

Priority 2: Strengthening disaster risk governance to manage disaster risk-

Priority 3: Investing in disaster risk reduction for resilience-

Priority 4: Enhancing disaster preparedness for effective response and to“Build Back Better” in recovery, rehabilitation and reconstruction

4.7. Investment priorities for NPDM 2016-2020

28

4.8. Timeline, actions and targets of NPDM 2016-2020

30-

Action plan 2016-

Action plan 2017-2018-

Action plan 2019-2020-

Key targets

Appendicesix

1. National level actions from the Sendai Framework for Disaster Risk Reduction
2. Findings from local level workshops
3. Outputs of National Consultation Workshop
4. Outputs of consultations on inclusive DM
5. Steering Committee
6. Advisory Committee
ReferencesxAcronyms
ADB
APSU
BCCSAP
BNBC
BWDB
CCA
CDMP
CRI
DAE
DC
DDM
DDMC
DM
DRM
DWA
EPAC
FPOCG
FSCD
GAR
HBRI
ILO
IMDMCCJMREMP
MoDMR
NDMAC
NDMC
NOC
NPDM
NPDRR
OSHE
RMG
SDG
SDG
SFA
SFDRR
SOD
UNDP
UNFCCCUZDMCWBAsian Development Bank
Arsenic Policy Support Unit
Bangladesh Climate Change Strategic Action Plan
Bangladesh National Building CodeBangladesh Water Development Board
Climate Change Adaptation
Comprehensive Disaster Management Programme
Climate Risk Index
Department of Agricultural Extension
Deputy Commissioner
Department of Disaster Management
District Disaster Management Committee
Disaster Management
Disaster Risk Management
Department of Women Affairs
Earthquake Preparedness and Awareness Committee
Focal Point Operation Coordination Group of Disaster Management
Fire Service Civil Defense
Global Assessment Report
House Building Research InstituteInternational Labour Organization
Inter-Ministerial Disaster Management Coordination Committee
Jamuna-Meghna River Erosion Mitigation Project
Ministry of Disaster Management and Relief
National Disaster Management Advisory Committee
National Disaster Management Council
No Objection Certificates
National Plan of Disaster Management
National Platform for Disaster Risk Reduction
Occupational Safety, Health and Environment Foundation
Ready Made Garment
Sustainable Development Goals
Sustainable Development Goals
SAARC Framework for Action
Sendai Framework for Disaster Risk Reduction
Standing Orders on Disasters
United Nations Development Programme
United Nations Framework Convention on Climate Change
Upazila Disaster Management Committee
World Bankxi

1. National Plan for Disaster Management
1.1. Preamble
1.

Disaster risk reduction and emergency response is integrated in disastermanagement (DM) policy and practice in Bangladesh as exemplified in the vision of
the Government, which is translated into practice in the mission of the Ministry ofDisaster Management and Relief (MoDMR).

Government vision“The disaster management vision of the Government of the People’s Republic ofBangladesh is to reduce the risk of people, especially the poor and the disadvantaged,
from the effects of natural, environment and human induced hazards to a
manageable and acceptable humanitarian level and to have in place an efficient
emergency response management system.”

MoDMR mission“To achieve a paradigm shift in disaster management from conventional response andrelief to a more comprehensive risk reduction culture, and to promote food security as
an important factor in ensuring the resilience of communities to hazards.”

2.

The significance of disaster management and resilience building is enormous in thedevelopmental context of Bangladesh. Considering the changes in the disaster
patterns and other factors over the years, preparation and updating of the country’splan for DM is undertaken on a regular basis in 5-year cycles.

3.

NPDM 2010-2015 has completed its term and NPDM 2016-2020 is a follow-up of theearlier plan. It differs in framework because of alignment with recent global
agreements including SFDRR, Climate Change Agreement and the Sustainable
Development Goals (SDGs). Considering all the changes occurring in the interim andrecognizing the need for continual development, GoB has decided to take stock of
the progress made in the implementation of the NPDM (2010-2015) and draw
lessons from the past five years to feedback into the plan for 2016-2020. The newplan NPDM 2016-2020 will be periodically reviewed and updated and thus will be alive and adaptive document.

4.

NPDM 2016-2020 is designed to support the government of Bangladesh’s target tobecome a middle income country by 2021 and a developed country in 2041. The
plan, which sets out priorities and core targets for the next five years within a longer
term perspective for 2030, aims to realize the country’s economic and development
goals by safeguarding them from the impacts of disasters through disastermanagement (DM) for resilience. DM to achieve resilience is highly important in
Bangladesh for reducing the adverse impacts of disasters and thereby safeguarding
the socio-economic progress of the country and contributes towards sustainable
development.

5.

The plan has three core goals:-

Saving lives-

Protecting investments-

Effective recovery and rebuilding

6.

The plan is built on GoB’s past successes in disaster risk reduction by making aparadigm shift from purely emergency response to include measures for building
resilience. However, it also critically analyzes disaster risk in the current development
context within changing social, political, economic and environmental circumstances.
It is developed in line with the Disaster Management Act and other policies of GoB
including the 7th Five Year Plan and the Delta Plan. The plan is consistent with GoB’s
commitment to the Sustainable Development Goals (SDGs), Paris Climate Agreement
and Sendai Framework for Disaster Risk Reduction (SFDRR).

7.

A phase-wise approach is adopted by the plan. This proposes 34 key targets to becompleted or initiated by 2020 and continued until 2030.

8.

Bangladesh has taken a holistic approach towards disaster management, whereemphasis has been given to working together with all stakeholders to build strategic,scientific and implementation partnerships with all relevant government
departments and agencies, and other key non-government players including NGOs,
academic and technical institutions, the private sector and donors. Significant
progress has been made in terms of reducing the vulnerability of Bangladesh’s
people, for example through an upgraded early warning system, efficient
preparedness and community-based response capacity.

9.

Bangladesh is in the midst of rapid change spurred by urbanization and climatechange, where the nature of disaster risk is also changing. There is thus the need toregularly update and re-formulate disaster management plans not only to adapt tothe changing circumstances, but to also utilize the opportunities offered by newtechnologies and global linkages.

10. The national institutional structure and policy instruments are well-established tosupport the country’s efforts in disaster management. Yet again the long, medium
and short term plans and programmes of the Government of Bangladesh (GoB) haveincluded disaster management as a priority area. The National Plan for Disaster
Management (NPDM 2016-2020) builds on the achievements and existing
institutional framework in Bangladesh and aims to guide national efforts to achieve
key disaster management priorities. The role of GoB is primarily to continue ensuringthat disaster management for resilience is a focus of national policy andprogrammes. NPDM 2016-2020 serves as a transformational instrument to build theresilience of the vulnerable people of the country by addressing existing risks andavoiding the creation of new risks. It builds on the preceding National Plan for
Disaster Management (NPDM 2010-2015).

1.2. Overview of NPDM 2010-2015
11. The National Plan for Disaster Management (NPDM 2016-2020) is the successor to
the previous 5-year National Plan for Disaster Management (NPDM 2010-2015).
NPDM 2010-2015 was the first policy planning document of its kind and an outcomeof the national and international commitments of the Government of Bangladesh(GoB) and the Disaster Management and Relief Division (DM&RD) for addressing thedisaster risks in the country comprehensively. The plan reflects the basic principles of
the SAARC Framework on Disaster Management.
12. NPDM 2010-2015 was developed on the basis of the GoB Vision and MoFDM mission
to reduce vulnerability, particularly of the poor, to the effects of natural,environmental and human-induced hazards to a manageable and acceptable
humanitarian level by: (a) Bringing a paradigm shift in disaster management fromconventional response and relief practice to a more comprehensive risk reduction
culture; and (b) Strengthening the capacity of the Bangladesh disaster management
system in improving the response and recovery management at all levels. Thus theaim was to build resilience through improved disaster risk reduction policies andpractices, and at the same time maintain and improve capacity for disaster response
and recovery as part of the humanitarian mandate of MoDMR.
13. NPDM 2010-2015 reflected Bangladesh’s initiatives since the creation of the Disaster
Management Bureau in 1993 in line with the paradigm shift in disaster managementfrom conventional response and relief to a more comprehensive risk reduction
culture with development linkages.
14. The key focus of NPDM 2010-2015 was to establish institutional accountability inpreparing and implementing disaster management plans at different levels of thecountry. It included examples of Development Plans incorporating Disaster Risk
Reduction and Hazard Specific Multi-Sectoral Plans to be used as a tool for reducing
risk and achieving sustainable development.
15. Evident in NPDM 2010-2015 was the purpose of GoB to implement its global andnational commitment for establishing a disaster risk reduction framework. Executionof the Standing Orders on Disaster, drafting of the Disaster Management Act,developing the National Disaster Management Policy, launching of the MoFDM(MoDMR was at that time the Ministry of Food and Disaster Management) Corporate
Plan, developing the Bangladesh Disaster Management Model, establishing theDisaster Management Information Centre (DMIC) and developing the National Plan
for Disaster Management were the major milestones. These milestones were duly
achieved, and particularly, establishing the Disaster Management Act (DMA) in 2012
was a significant achievement.
16. The strategic goals of NPDM 2010-2015 were drawn from the SAARC Disaster
Management Framework. These goals were linked to international and national
drivers so that the plan could articulate the long-term strategic focus of disastermanagement in Bangladesh. NPDM 2010-2015 was informed by the Hyogo
Framework for Action, Millennium Development Goals and the United Nations
Framework Convention on Climate Change. Inclusion of a Policy Matrix in the plan onComprehensive Disaster Management towards poverty reduction and growth in
Poverty Reduction Strategy (PRS) was at the national level an indicator ofmainstreaming risk reduction and consideration of disaster-development linkages.
17. It was expected that NPDM 2010-2015 would contribute towards the formulation of
a way forward for the development of strategic and operational plans by various
entities. It was indicative to what the relevant regional and sectoral plans would
consider to address the key issues like risk reduction, capacity building, climatechange adaptation, livelihood security, gender mainstreaming, community
empowerment and response and recovery management. The plan aimed to act as abasic guideline for all relevant agencies in strengthening working relations andenhancing mutual cooperation. This is an area that requires continued attention,
which is reiterated in the new NPDM 2016-2020.
18. NPDM 2010-2015 recognized the need for addressing emerging issues such as
climate change, drought, desertification and human induced hazards in national
policies and plans. For the first time, a national document on disaster management
had included both natural and human-induced hazards in its action plan, involving
government, non-governmental organizations and the private sector.

1.3. Achievements, lessons and remaining gaps of NPDM 2010-2015
19. The experiences from NPDM 2010-2015 offered valuable lessons for the next plan. A
review undertaken by a group of independent consultants pointed to several
disadvantages in the plan and its implementation, and noted that the following inparticular needed to be addressed in the next plan:-

Urban disasters pose a particular challenge: A clearly defined pre-establishedcoordination mechanism and incident command system for urban disasters isneeded. The cadres of urban volunteers being developed can be effective in dealing
with risk assessment and risk reduction, as well as crisis response, but this will
require an institutional mechanism to manage and keep the volunteers motivatedand engaged.

-

Retraining and ‘re-tooling’ district and Upazila administration: At the district andUpazila level, the local officials may be generally aware of the SOD, but often require
further capacity building on emerging concepts of disaster preparedness, DRR andresilience, as well as on coordination systems involving international and national
agencies in times of major disasters.

-

Resourcing the plan: The safety net and social protection programme provides an
excellent opportunity to strengthen risk management and risk reduction in Upazilas
and Unions and enhance resilience of the poor and vulnerable to shocks and stresses.

-Less integration of gender in the plan: Despite evidence that disasters affect men,
women and children differently, the plan – and the actions emanating from it – wereweak on addressing the gendered nature of vulnerability and impacts of disasters.

-

Coherent information management is the key to good disaster response: The current
system of information generation and dissemination by multiple agencies (DMIC,NDRCC and AFD) requires more coordination. The Government needs to develop avision for the more appropriate system and then move forward towards it so that all
future investments in this area clearly contribute to the achievement of the agreed
vision.

-Synergy between CCA and DRR plans: There is an increasing convergence between
elements of CCA and DRR agendas in so far as climate related stress directly affectvulnerability and exacerbate disaster risks. Greater emphasis will be needed in the
future on bringing about coherence and synergy between the two plans (CCA andDM) as well as in monitoring their implementation.

-

Monitoring mechanism: The plan needs to be accompanied by an inter-ministerial
mechanism for monitoring and for ensuring that rules of allocation of business withindifferent departments/ministries incorporated the activities identified in the plan.

-

The concept of integrated DM is complex: There is a need to build leadership andtechnical capacity on in the Department of Disaster Management (DDM) to provide
assistance on multi-faceted DM and undertake advocacy to facilitate a GoB-wide
process. With the changing nature of disaster risk, multi-disciplinary and multistakeholder DM needs to be an adaptive field with regular learning.

-

Coordination and command system to manage disaster response: The country’s
capacity to provide efficient and timely disaster response in times of major disasters
is overwhelmed as coordination and incident command system for such ‘non-routine’disasters are not well established. It will also be critical to define the relative DM
responsibilities of military and civilian organizations.

-User-friendliness of the plan: For a plan to be useful, it needs to be practical, concise
and ought to clearly spell out how implementation of it would be monitored andresourced.

-

Inadequate socialization of NPDM 2010-2015: A proactive communication anddissemination strategy need to be in place to ensure ownership of the plan byvarious stakeholders.

1.4. NPDM 2016-2020: Addressing a changing risk context
20. NPDM 2016-2020 reaffirms GoB’s commitment to strategic planning for disastermanagement for resilience demonstrated in the preceding NPDM 2010-2015. As
clearly articulated then, the focus in the new plan is similarly on disaster risk
reduction for achieving resilience, but also as clearly emphasized then, humanitarianresponse, particularly post-disaster response and recovery is an essential part of theplan aligned to the mandate of MoDMR for “Relief” management and provision.
21. NPDM 2016-2020 was prepared under the leadership of Ministry of Disaster
Management and Relief (MoDMR), GoB. The plan is a follow-up of and based on thelessons and experiences of the earlier NPDM 2010-2015. The National Plan for
Disaster Management 2016-2020 for Bangladesh is prepared in full alignment withnational and international policy drivers including the 7th 5-year plan and the Sendai
Framework for Disaster Risk Reduction (SFDRR). While NPDM 2016-2020 takes
national, regional and local priorities into consideration, it recognizes the criticalimportance of emerging issues and opportunities in the areas of urban disasters,
lightning hazards and involvement of the private sector in the disaster management
arena.
22. During the timeframe of NPDM 2010-2015, there were 17 high/medium impact
natural disasters in Bangladesh and many localized hazard events, with economic
losses ranging from 0.8 to 1.1 per cent of GDP. This is a reminder of the necessity tocontinue improving disaster management in the country to safeguard sustainable
development through the planning process of a series of disaster management plans.
With increasing urbanization and industrialization, together with climate change,
Bangladesh is set to experience newer and dynamic risks, necessitating NPDM 20162020 to be flexible and adaptive.
23. The term “disaster management” (DM) is followed in cognizance of disaster response
being one of the mandates of MoDMR. But beyond that, here the term encompasses
disaster risk reduction and management to achieve resilience. The plan is concernedwith all aspects of disasters with the aim of resilience at its core.
24. When NPDM 2010-2015 was at a conclusive stage, the ‘Sendai Framework for
Disaster Risk Reduction’ (SFDRR) was adopted in 2015 at the 3rd United Nations
World Conference on Disaster Risk Reduction, Japan. Bangladesh is a signatory to
SFDRR and will therefore aim to translate the SFDRR priorities to the national
context, which is the approach followed in NPDM 2016-2020. Such alignment to
SFDRR is also followed in the ‘Asian Regional Plan for Disaster Risk Reduction’(ARPDRR), which was adopted at the Asian Ministerial Conference on Disaster Risk
Reduction in November 2016, New Delhi. Thus NPDM 2016-2020 differs in its
framework from the previous NPDM 2010-2015 by aligning with recently establishedglobal and regional frameworks.
25. Similarly, in line with SFDRR and ARPDRR, NPDM 2016-2020 is a succinct policy planand unlike NPDM 2010-2015 does not provide action plans for different
administrative levels nor detailed hazard-specific plans. However, many of theconsultation processes at the different stages of development of NPDM 2016-2020
preceded SFDRR and had focused on a hazard-based approach; these consultations
provided valuable inputs to the plan and their essence has been incorporated. For
details of some of the outputs of the consultations, see Appendices 2-3.

26. NPDM 2010-2015 was prepared in a participatory way, having several consultations
with stakeholders and established a way forward of effective partnership withorganizations working at local, national and regional levels. It was expected tocontribute towards developing and strengthening regional and national networks.
NPDM 2016-2020 also follows a similar approach – its participatory and inclusive
approach is reflected in the extensive stakeholder and expert consultation processes
undertaken for developing the plan. Additionally, by aligning with SFDRR and
ARPDRR, NPDM 2016-2020 makes provisions for international and regional networks.

1.5. Purpose and approach of NPDM 2016-2020
27. The purpose of the plan is to guide implementation of the Disaster Management Act
2012, which seeks to promote safer and more resilient communities. It is a
Government-wide framework for the effective integration of disaster management
planning and programming focusing on risk reduction and resilience approach acrossagencies and sectors. Various ministries of GoB and other relevant agencies are
expected to use this framework as a guidance to produce their detailed
Departmental/Agency-specific Annual Work Plans.
28. The plan takes the ‘whole-of-Government’ approach to comprehensive disaster risk
management and response initiatives. It also seeks to promote mainstreaming ofclimate change adaptation and mitigation to reduce existing and future risks. The
NPDM 2016-2020 pursues disaster preparedness and mitigation into relevant areasof activity of the entire government, businesses and non-government entities. In theadvent of rising significance of the area of private sector investment, the plan
attaches importance to the engagement of other sectors beyond the public sector.

1.6. Strategic aims and objectives
Aims-

To align with SFDRR and meet its objectives.

-

Provide strategic direction to the government ministries, private sector and otherstakeholders on priority actions to make Bangladesh a resilient country.

-

Provide an analytical framework on how the character of risk is changing to guidethe national planning.

-

Provide a set of prioritized actions to be implemented in three phases until the endof 2020.

Objectives
29. Maintaining the overall goal of building a resilient Bangladesh, the major objectivesof the plan are to:-

Identify the priority actions to guide the implementation of DM acts, policies andprogrammes in terms of action plans;-

Provide a roadmap for progress and implementation of at least 25 core
investments;-

Incorporate DM aspects in the plan and programmes of the sectoral ministries andagencies to ensure risk informed development plans;-

Explore the investment areas both in public and private sectors and also in hazardprone regions, communities;-

Ensure inclusion of disability, class, ethnicity, religious minority and address
gender in all plans and programmes;-

Include emerging disaster risks (earthquake), emphasize urban disaster risk (fire,building collapse) and align those in the plan;-

Promote risk governance in the DM programmes, compliance including oversightand accountability; and-Illustrate to other ministries, NGOs, civil society and the private sector how theirwork can contribute to the achievements of the strategic goals and government
vision for DM.

1.7. Legal context
30. As the principal legal document, the Disaster Management Act 2012 of GoB provides
the institutional framework for DM in the country. The National Disaster
Management Council (NDMC), headed by the Prime Minister, is the supreme bodyfor providing overall direction for DM, which includes disaster risk reduction,
mitigation, preparedness, response and recovery. As DM is a multi-sectoral andmulti-functional field, functional and hazard-specific planning and execution
responsibilities are vested in agencies with primary technical/management focus
related to specific sectors, with the MoDMR having an overall coordinating andfacilitating role as “Secretariat” to NDMC.
31. The country has a long-term perspective plan as expressed in the 7th 5-Year Plan, theDM Act 2012 and other related frameworks as major policy guidance for disastermanagement. The NPDM is prepared to deal with and achieve the DM aspects of thecountry’s long-term plan. SFDRR urges each UN member country to prepare its
national plan for disaster risk reduction within 2020. The plan should be aimed atsensitizing the sectoral ministries, their plans and programmes with regards to DM intheir respective sectors.

1.8. Scope
32. NPDM 2016-2020 is GoB’s ‘white paper’ document for the management of disasters
and associated events. The plan abides by the institutional and policy regimes ofdisaster management in the country. Recognizing the country’s vulnerability todifferent hazards, NPDM 2016-2020 embodies both rapid and slow onset disasters
that strike various parts of Bangladesh. It also includes recurrent, anticipated andclimate induced disasters. SFDRR is fundamental to the vision and ambition of theGovernment of Bangladesh in the area of DM and NPDM 2016-2020 complies withthe objectives, priorities and major activities of SFDRR. NPDM 2016-2020 is guided by
the mission and disaster management focus of the Perspective Plan of theGovernment of Bangladesh (Vision 2021) and the 7th 5-Year Plan. Following thecurrent and upcoming investment scenario of the country and potential engagementof the private sector, NPDM 2016-2020 promotes risk-informed planning andimplementation of investment initiatives for business continuity in disasters.

1.9. Plan development process
33. The methodology for development of NPDM 2016-2020 consisted of a preliminary
desktop review which included a review of publicly available documentation on
disaster and climate risk management, all national and international frameworks
including, laws, rules, policies, strategies, available reports of assessment as well as
findings from the review of the NPDM 2010-2015, which was conducted by a team ofconsultants.
34. A committee consisting of 10 members was formed to guide the drafting committee
including drafting the contents of NPDM 2016-2020. The list of the steeringcommittee is given in Appendix 5. A Review Panel was formed to review and finalize
the plan.
35. The process of developing NPDM 2016-2020 was participatory and inclusive, with aclear identification of local and national priorities through a series of extensive
consultations with key stakeholders and experts. Consultations with a wide range ofstakeholders including GoB agencies, NGOs and CSOs were initiated by UNDP and
MoDMR from 2015, resulting in a ‘base document’ plan.
36. An intensive review of the Sendai Framework for Disaster Risk Reduction (SFDRR),
Sustainable Development Goals (SDGs) and Climate Change Agreement were done to
make synergies between international drivers, the country context and priorities
linked with the NPDM 2016-2020.
37. Interviews of and focus group discussions with key stakeholders in DM and climatechange adaptation were undertaken to gather information about sectoral needs andpriorities. Semi-structured questionnaires were used to collect the information fromthe participating agencies. The responses received from different sources wereanalysed and translated to an investment plan.

38. Two workshops were conducted on “Disability Inclusive DM” and “Private Sector andResilience”, which allowed drawing insights from specific important sectors. Four
regional consultation workshops were conducted, in Chandpur focusing on floods,
Khulna on coastal hazards and Sunamganj on haor hazards. Finally, a national
consultation workshop was conducted and feedback was received from a range of
GoB and NGO participants through a SFDRR-based framework focusing on specifichazards. Further consultations were undertaken with key ministerial personnel.
These consultations informed the development of the draft plan (see Appendices 2-4
for key workshop outputs).
39. The national workshop outputs were made available online for further feedback.
Subsequently the draft NPDM 2016-2020 was also made available for online
feedback. Incorporating the valuable feedback allowed progressing to production of
the plan.

2. Disaster Context and Trends
2.1. A changing risk environment
40. Bangladesh is highly disaster-prone and throughout its existence has been shaped by
the impact of both extensive (low-severity, high-frequency events) and intensive(high-severity, mid-frequency to low-frequency events) natural hazards. As a result,managing disasters and their impact has been a major area of focus, withinvestments in DM decreasing disaster mortality in the past four decades to 1 percent in 2010 compared to disaster mortality in the 1970s.
41. The disaster risk context, however, is changing. Bangladesh is as one of the countries
in the world most at risk from the negative impacts of climate change including
increases in incidence and intensity of extreme weather events and hazards such as
soil salinization, rising sea levels and riverbank erosion. There is also the risk ofearthquakes, posing a challenge particularly for Bangladesh’s growing cities.
42. Women and girls in Bangladesh are disproportionally impacted by disasters.
However, women’s contributions to disaster risk reduction are often overlooked, andcurrent national DM systems and mechanisms require more emphasis on managing
risks in a gender-responsive manner.
43. These emerging risks present major challenges to the continued humandevelopment, poverty reduction and economic growth of the country, and to thelives, livelihoods and health of its people. The poorest, most marginalized andvulnerable communities are hardest hit by disasters in Bangladesh as they are
repeatedly exposed to natural hazards without the means to recover well.
44. Despite these challenges, Bangladesh has made major gains in improving socioeconomic conditions in recent years with positive economic trends, accelerating
growth, making growth pro-poor and improving the indicators of social progress.
With an average 6 per cent economic growth in the last 10 years, the country
reached lower middle income country status in 2015 and at the same time hadachieved significant progress in the Millennium Development Goals. As an ascending
middle income country, Bangladesh has entered a new development context with agrowing asset base and connectedness to global markets.
45. However, the national economy is at risk from disaster events and climate stresses
and a large amount of gross domestic product (GDP) is lost each year due to these
events. In the recent decade 2005-2014, economic losses due to disasters amounted
to more than USD285 million, between 0.8 to 1.1 per cent of GDP.
46. The industrial sectors are highly vulnerable to economic losses - the garments sector
incurs major losses in floods and is particularly at risk from earthquakes. In addition
to causing a devastating death toll, a major earthquake would also lead to large
economic losses.

47. With urban industrial production facilities and road networks likely to be damaged or
blocked by debris, lengthy disruption of business would be expected. With the urban
private sector being the major driver of national economic growth, protracted
disruption of production due to the shock of a major earthquake would have asignificant, long-lasting negative impact on national economic growth and poverty
reduction.
48. The speed of urbanization will be an important driver of change: the majority of new
migrants in urban areas will live in informal settlements or inadequate housing.
Urban design, planning and delivery of services that both improves the quality of life
for residents and makes expanding cities resilient to natural hazards will therefore bea priority.

2.2. Main hazards
Flood
49. Flood is an annual phenomenon generally affecting 30 per cent of the country, but up
to 70 per cent in extreme years. Flood-related fatalities are decreasing, but economic
losses have been increasing over the years. The government has been developing
and implementing various measures to better equip the country to deal with floods.
Important initiatives include the flood action plan, flood hydrology study, flood
management model study, national water management plan, national water policy,
flood early warning study and construction of flood embankments and flood shelters.
The flood damage potential is increasing due to climate change, urbanization, growthof settlements in flood-prone areas and overreliance on flood control works such as
levees and reservoirs.
Cyclone and surge, tornado
50. Severe cyclones with storm surges sometimes in excess of ten meters frequently
impact Bangladesh’s low-lying coast. GoB has a well-coordinated cyclone forecasting,early warning and evacuation system and the cyclone mortality rate has been
reduced greatly from 300,000 in 1971 to 138,882 in 1991 for the same category of
cyclone. However, growing and higher concentration of assets has resulted inincreasing economic losses. Tornadoes are seasonal and occur in the pre-monsoons
season. The frequency of tornadoes in Bangladesh is among the highest in the world.
The Brahmanaria tornado of 2013 struck 20 villages and killed 31 people and injured
around 500 in Brahmanbaria district.
Earthquake
51. Bangladesh is located in a tectonically active region and some of the major cities
including Dhaka, Chittagong and Sylhet are at risk of massive destruction byearthquakes from nearby seismic faults. To address the earthquake hazard, theBangladesh National Building Code (BNBC) was updated in 2015. Other initiatives
include Urban Community Volunteers trained in search-and-rescue and first aid,

training on safe construction to masons and construction workers, and school safety
and evacuation drills. The Urban Development Directorate (UDD) is promoting riskintegrated land-use planning and updating the existing policy for planned
urbanization. Earthquake risk assessments in some of the main cities was undertaken
under CDMP. Earthquakes pose one of the highest risks in Bangladesh and NPDM
2016-2020 has prioritized earthquake risk reduction as a key action plan.
Riverbank erosion
52. Riverbank erosion is a common problem in Bangladesh due to the deltaic topography
and it has been forcing people to migrate or resettle. Riverbank erosion has rendered
millions homeless; the majority of slum dwellers in large urban and metropolitan
towns and cities are victims of erosion. The major rivers like the Jamuna, the Ganges,
the Padma, the Lower Meghna, Arial Khan and Teesta are highly erosion-prone.
Structural interventions are costly and need to be complemented by non-structural
measures, such as erosion prediction and warning. From 2005, prediction activities
were funded by the Jamuna-Meghna River Erosion Mitigation Project (JMREMP) and
EMIN project of the BWDB and WARPO, and in 2008, by UNDP.
Landslide
53. Landslides have emerged as a major hazard, usually triggered by heavy rainfall in hilly
areas (18% of the total area of the country). Human settlements and activities on theslopes makes landslides lethal. An online landslide early warning system has beendeveloped for Chittagong city under the BUET-JIDPUS project. Community-based
early warning has been piloted in Cox’s Bazar and Teknaf districts under GoB’s
Comprehensive Disaster Management Programme (CDMP).
Salinity intrusion
54. Salinity intrusion is an increasing hazard in the coastal areas of Bangladesh, posing athreat to ecosystems, livelihoods and public health and diminishing access tofreshwater for household and commercial use. About 20 million people in the coastal
areas of Bangladesh are affected by salinity in their drinking water. Bangladesh
Water Development Board (BWDB) undertook studies on groundwater availability
and found in some coastal districts there was no freshwater layer as deep as 300
meters; in many cases, saline water was found in aquifers at 200 meters.
Drought
55. Drought is seasonal – northwestern parts of Bangladesh experience drought in thecrop season. During the last 50 years, Bangladesh suffered about severe 20 drought
episodes. As much as 20 per cent of the main crop - wet season paddy - may be lostin a typical year due to drought. Drought-prone areas are also affected by cold waves
with impacts on human health. There is opportunity for supporting resilience todrought through institutional initiatives. The consultations for developing NPDM
2016-2020 strongly suggested the need for addressing drought though structural andnon-structural measures.

Tsunami
56. The 2004 Indian Ocean Tsunami raised awareness of the tsunami hazard, though
Bangladesh suffered relatively minor damages. The Bangladesh Meteorological
Department monitors tsunami risk and early warning. A tsunami inundation risk
assessment was undertaken with support from CDMP for the coastal areas of
Bangladesh. The assessment identified fault zones in the Bay of Bengal which could
possibly cause tsunami inundation in many coastal areas.
Lightning
57. Bangladesh is prone to electrical storms. Deaths caused by lightning strike often
occur during the pre-monsoon season - usually between March and May and often inrural areas where people work outdoors. The open haor areas are particularly at risk.
MoDMR has declared lightning strike as a hazard in Bangladesh.
Arsenic contamination
58. Increasing arsenic contamination of groundwater in Bangladesh is a major disaster,
especially in the southwest and southeast parts. Out of 64 districts, 61 are seriously
affected by arsenic contamination of drinking water. Seventy-five million people areat risk and 24 million potentially exposed to arsenic contamination. GoB has set up
the Arsenic Policy Support Unit (APSU) under the Local Government Division of the
Ministry of Local Government, Rural Development & Cooperatives in 2003. The
National Arsenic Policy and Implementation Plan for Arsenic Mitigation were passed
in 2004.
Human-induced hazards
59. Industrial hazards occur regularly in Bangladesh. Many chemical factories andwarehouses are located in residential areas, making densely built urban areas highly
vulnerable. Chemical explosion is another incident common in the industrial premisesin Bangladesh. On average 21 people die in Bangladesh due to toxic chemicals eachmonth.
-

Fire: Every year, major fires occur causing huge loss of lives and properties in
Bangladesh. Between 2005 to 2015, there were 1,765 fire-related deaths from nearly
130,000 fire incidents. Bangladesh Fire Service and Civil Defense (BFSCD) is welltrained and equipped, but often hindered by traffic congestions in provision of timely
response.

-

Building collapse: Weak construction and non-compliance with building regulations
cause frequent collapse of buildings in Bangladesh. Such disasters highlight the needto develop an incident command system, training for professional rescue workers
and volunteers, adequate and readily accessible tools and prepositioned supplies andbetter coordination with national and international agencies.

-

Oil & Toxic Chemical Spills: Spill of oils and toxic chemicals from maritime vessels ison the rise in Bangladesh. The most recent incident is the oil spill in the Shela river inthe Sundarbans protected forest area in 2014. 70,000 liters of oil had to be cleaned
up by local residents, Bangladesh Navy and GoB.
-

Health Hazard: Health hazard refer human induced /natural causes which can makehuman vulnerable to disaster risk by its exposure. In Bangladesh, there are hazardous
substances increase the vulnerability by human activities. Use of formalin inpreserving fish, fruits and other process is a growing concern for Bangladesh. GoB has
taken some regulatory and awareness building programme to protect people from its
harm. Water contamination with chemical, microorganism also put people
vulnerable thus need appropriate preventive and regulatory initiatives to reduce therisk. Biological hazard is the triggering factor for human health affecting by vector
borne disease like bird flu, avian influenza etc. All these need include incomprehensive disaster risk management strategy, programmes and plans.

2.3. Disaster and development linkages
60. Disasters are often the outcome of inadequate development choices or grosscapacity gaps to implement sound policies and programs to reduce risk. Disasters area major threat to people's life and livelihoods. In a short time, a disaster caneradicate years of development effort. Catastrophic disasters in Bangladesh haveshown how disaster risk and poverty are closely interlinked. Earthquakes pose one of
the greatest risk to urban lives and assets where building codes and micro zonation
maps are not followed in construction of high-rise buildings.
61. Climate change also poses risks to development, requiring climate change adaptation
to be integrated with relevant DM national policies and strategies as well as in thesocio-economic development process, natural resources management andlivelihoods support efforts. Since poverty, sustainable development, disasters andclimate change are closely interlinked, it is crucial to integrate DM measures indevelopment initiatives where people's livelihoods are at risk.
62. DRR/CCA is not only the business of the government, but involves every part ofsociety, every part of the government, and every part of the professional and private
sectors with the view that DM for resilience is part of sustainable development.
63. Development plans should be based on disaster risk assessments and avoid
generating new risks or exacerbate existing ones. So when planning for new
infrastructure projects or other developments, it needs to be risk-informed so that
additional problems are not caused in the future.

3. Institutional Framework for Disaster Management
3.1. National DM instruments
64. DM in Bangladesh is guided by a number of national and international drivers whichamong others includes: a) Disaster Management Act 2012; b) Standing Orders on
Disasters (SOD) first introduced in 1997 and then revised in 2010; c) National Plan for
Disaster Management 2010-2015; d) Disaster Policy Act 2015; e) SAARC Framework
for Action (SFA) 2006-2015; f) Sendai Framework for Disaster Risk Reduction (SFDRR)
2016-2030; g) Asian Regional Plan for Disaster Risk Reduction (ARPDRR); and theSustainable Development Goals (SDGs). GoB’s Seventh (7th) Five Year Plan reflects theessence of international disaster related frameworks in its long-term sectoral plansthat allow translating disaster risk reduction measures into the different sectors.

National DM plans (NPDMs)
65. The National Plans for Disaster Management (2010-2015, 2016-2020) are linked to
global frameworks including the HFA and SFDRR. The approach to planning is guided
by the core aim of achieving resilience, with a group of broad-based strategies
including: a) DM involves the management of both risks and consequences ofdisasters that include both resilience building and emergency response and postdisaster recovery; b) Community involvement in preparedness programmes is amajor focus. Involvement of local government bodies is an essential part of thestrategy. Self-reliance should be the key for preparedness, response and recovery; c)
Non-structural mitigation measures such as community disaster preparedness
training, advocacy and public awareness are given high priority, requiring integrationof structural and non-structural measures.

DM policy
66. The Disaster Management (DM) Policy has been approved by GoB in 2015, with astrong emphasis on Disaster Risk Reduction (DRR). The policy places importance on
the DM fund as a dedicated financial resource for DM activities at all levels. It is
expected that the policy will be an effective instrument to advance DM in
Bangladesh.

DM Act 2012
67. The objectives of this Act are substantial reduction of disaster risk to an acceptablelevel with appropriate interventions. The Disaster Management Act 2012 of GoB
endorses the Standing Orders on Disaster (SOD) and provides the legal basis for DM
in the country.

3.1. Institutional structure
68. The Ministry of Disaster Management and Relief (MoDMR) of the Government of
Bangladesh has the responsibility for coordinating national disaster managementefforts across all agencies. The National Disaster Management Council (NDMC),
headed by the Prime Minister, is the supreme body for providing overall direction for
DM which includes disaster risk reduction, mitigation, preparedness, response andrecovery. As DM is a multi-sectoral and multi-functional discipline, functional andhazard-specific planning and execution responsibilities are vested in agencies withprimary technical /management focus related to specific sectors, with MoDMR
having an overall coordinating and facilitating role as “Secretariat” to NDMC.
69. The Standing Orders on Disaster (SOD) issued by the ministry in 1997 was animportant milestone towards guiding and monitoring DM activities in Bangladesh.
70. The National Disaster Management Council (NDMC) and Inter-Ministerial Disaster
Management Coordination Committee (IMDMCC) coordinate disaster-related
activities at the National level. Coordination at District, Thana and Union levels isdone by the respective local level Disaster Management Committees (DMCs). A series
of inter-related institutions, at both national and sub-national levels, function toensure effective planning and coordination of disaster risk reduction and emergency
response management.
71. Key national level DM institutions include:-

National Disaster Management Council (NDMC) headed by the Honourable Prime
Minister to formulate and review DM policies and issue relevant directives;-

Inter-Ministerial Disaster Management Coordination Committee (IMDMCC)
headed by the Honourable Minister in charge of the Disaster Management andRelief Division (DM&RD) to implement disaster management policies and decisions
of NDMC/ GoB;-

National Disaster Management
an experienced person;-

National Platform for Disaster Risk Reduction (NPDRR) headed by Secretary;-

Earthquake Preparedness and Awareness Committee (EPAC) headed by
Honourable minister for MoDMR;-

Focal Point Operation Coordination Group of Disaster Management (FPOCG)
headed by the Director General of DDM.

Advisory Committee (NDMAC) headedby

72. At sub-national levels:-

District Disaster Management Committee (DDMC) headed by the Deputy
Commissioner (DC);-Upazila Disaster Management Committee (UZDMC)s at upazila, union, pourasava
and ward.

3.2. Disaster-Development linkages – national and internationalframeworks
Vision 2021
73. The vision of this perspective plan is to take effective measures to protect
Bangladesh from the adverse effects of climate change and global warming. The plantargets to take all possible steps to protect vulnerable people from naturalcalamities, to take actions for the prevention of industry and transport related air
pollution and to ensure disposal of waste in a scientific manner. Steps will also betaken to make Bangladesh an ecologically attractive place and to promote tourism.

7th Five-Year Plan
74. The overall goal of DM in the Bangladesh context is to build resilience of the poorand reduce their exposure and vulnerability to geo-hydro-meteorological hazards,
environmental shocks, man-made disasters, emerging hazards and climate-related
extreme events to make cities, human settlements and resources safe, resilient andsustainable.
75. Under the 7th FYP, the Disaster Management Act of 2012 will be institutionalized andimplemented to achieve adequate decentralization throughout the Government andaccountability for delivery. Adequate national resources will be identified to financerisk reduction and enable appropriate allocation of resources for disaster resiliencethrough local and national level mechanisms. Regional cooperation will be further
strengthened for DM and resilience.

Bangladesh Climate Change Strategic Action Plan (BCCSAP)
76. GoB’s Vision is to eradicate poverty and achieve economic and social wellbeing for all
the people. This will be addressed through a pro-poor Climate Change Strategy,
which prioritizes adaptation and disaster risk reduction, and also addresses low
carbon development, mitigation, technology transfer and the provision of adequate
finance. Accordingly, GoB has developed and enacted the Bangladesh Climate
Change Strategy and Action Plan (BCCSAP) in 2009. It also includes a 10-year program
to build the capacity and resilience of the country to meet the challenge of climatechange over the next 20-25 years based on the following thematic areas with fullcognizance of the link between climate change and disasters:-

Food security, social protection and health targeted for the poorest and mostvulnerable in society;-

Comprehensive disaster management to further strengthen the country’s alreadyproven disaster management systems;-

Infrastructure to ensure that existing assets (e.g. coastal and river embankments)
are well-maintained and fit-for-purpose;-

Research and knowledge management to predict the likely scale and timing ofclimate change impacts on different sectors;

-

Mitigation and low carbon development to evolve low carbon options;-

Capacity building and institutional strengthening to enhance the capacity of
government ministries and agencies.

Paris Climate Change Agreement
77. The Paris Agreement is an agreement within the United Nations Framework
Convention on Climate Change (UNFCCC) dealing with greenhouse gases emissions
mitigation, adaptation and finance starting in the year 2020. Adopted by consensus
in December 2015, it was opened for signature in April 2016. As of October 2016, 192
UNFCCC members have signed the treaty, 89 of which have ratified it. Given the as
yet low levels of industrial development, Bangladesh has the opportunity to benefit
from this agreement to leapfrog into a sustainable future by investing more on
renewable energy.
78. The agreement aims to mobilize $100 billion annually by 2020 to address the needsof developing countries and help mitigate climate-related disasters. Strengthening
the resilience and adaptive capacity of more vulnerable regions such as Bangladesh
are emphasized to go with efforts to raise awareness and integrate measures into
national policies and strategies. Addressing climate change is one of the 17 Global
Goals of the 2030 Agenda for Sustainable Development. An integrated approach is
crucial for progress across the multiple frameworks.

Sustainable Development Goals (SDGs)
79. Officially known as ‘Transforming our World: The 2030 Agenda for Sustainable
Development’, the Sustainable Development Goals (SDGs), is a set of 17 aspirational“Global Goals” with 169 targets between them. The SDGs were adopted at the UN
Sustainable Development Summit in 2015, USA. The Sustainable Development Goals(SDGs) aim to place countries and the planet on a more sustainable path by 2030.
These goals are the foundation of an ambitious new development agenda that seeks
to end poverty, help the vulnerable, transform lives and protect the planet. The 17
SDGs are expected to guide policy and funding for the next 15 years. The SDGs buildon the success of the Millennium Development Goals (MDGs). The MDGs helped
establish measurable, universally-approved objectives for eradicating extreme
poverty and hunger, preventing deadly but treatable disease, and expanding
educational opportunities for all.
80. Disaster risk reduction for resilience is the foundation for achieving the SDGs. Each of
the SDGs rely on reduced disaster impacts to meet its targets. NPDM 2016-2020
articulates the disaster-development linkages as relating to the broader national
development agenda. Resilience allows safeguarding development efforts andinvestments from the negative impact of disasters and provides opportunity forsocio-economic development through maximizing return on risk-informed
investments, revenue, and private and public sector budgets.

Sendai Framework for Disaster Risk Reduction (SFDRR)
81. SFDRR is fundamental to the vision and ambition of GoB and thus requires full
implementation. It is integrated into the objectives, goals and activities described
below and serves as a template for translation to the Bangladesh context. The
Government’s disaster resilience strategy is in line with the SFDRR, which it has
adopted. The framework aims to achieve the following in the coming 15 years:-“Substantial reduction of disaster risk and losses in lives, livelihoods and health andin the economic, physical, social, cultural and environmental assets of persons,businesses, communities and countries.”-

This outcome will be realized by the achievement of the following goal, drawing on
the “strong commitment and involvement of political leadership in every country at
all levels in the… creation of the necessary conducive and enabling environment.”-“Prevent new and reduce existing disaster risk through the implementation of
integrated and inclusive economic, structural, legal, social, health, cultural,
educational, environmental, technological, political and institutional measures thatprevent and reduce hazard exposure and vulnerability to disaster, increase
preparedness for response and recovery, and thus strengthen resilience.”

82. The framework is built on four priority areas of action which are integrated into thegoals and activities for DM of the 7th Five Year Plan:-

Understanding disaster risk;-

Strengthening disaster risk governance to manage disaster risk;-

Investing in disaster risk reduction for resilience;-

Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction.

4. Vision, Strategies and Priorities of NPDM 2016-2020
4.1. Vision: building on achievements
83. NPDM 2016-2020 is based on SFDRR and follows the national targets indicated in
SFDRR and is aligned with its four priorities (see Appendix 1). Such alignment also
relates to the Asian Regional Plan for Disaster Risk Reduction (ARPDRR), which
derives from SFDRR.
84. Over the last few decades Bangladesh has invested strongly on disaster risk
reduction. As a result, despite frequent disasters:-

Disaster mortality has reduced significantly;-

An average 6 per cent GDP growth was maintained;-

Food security is improved;-

Almost all the MDGs were achieved.

85. However, a changing risk context due to climate change, urbanization and otherfactors means new challenges, but also opportunities for building resilience. Thus
there is the need to build on past achievements and tackle new risks, and the visionof NPDM 2016-2020 is:“Winning resilience against all odds”.

4.2. Strategy directions
86. The above description of the disaster and institutional context of Bangladesh as wellas the review of NPDM 2010-2015 points to a number of strategic directions
responsive to the key needs of the country in terms of achieving resilience.
Translating these strategies into programs and operations would involve identifying
firstly priorities, and then sectoral components as well as inter-sectoral linkages.
Eight key strategic directions were derived:
87. Upgrading existing DM programs and policies, for example activation of urban
DMCs, capacity raising of CPP;
88. DM governance as a specific area led by MoDMR with inter-ministerial
mainstreaming linkages to relevant ministries;
89. Intensive investments for building resilience against chronic disasters such as floods
and drought;
90. Social protection policies and programs to address poverty and vulnerability andcontribute to resilience;
91. Inclusive development incorporating disaster risk reduction with sensitivity togender, disability, age and other vulnerabilities;

92. Risk-informed private sector engagement to risk-proof economic and physicalinvestments and for business continuity;
93. Resilient post-disaster response and recovery following a strengthening ‘whole ofsociety’ approach;
94. Planning for emerging risks with specific focus on potentially catastrophic urban
disasters such as earthquakes.

4.3. NPDM 2016-2020 focus areas
95. Bangladesh aligns its DM strategies and plans with SFDRR, SDG and Climate
Agreement. Over the coming years in order to expedite the implementation of
SFDRR, additional emphasis will need to be given to:-

Promoting policy coherence among DM and development in-country;-

Making disaster risk reduction a development practice to achieve resilient public
investment and the SDGs;-

Encouraging private sector engagement towards risk sensitive investments;-

Building capacity and leadership to implement NPDM 2016-2020 at the national
and local level.

96. These focus areas also need to be supported by provisioning of adequate capacity
and resources at the local level; knowledge and information from the scientific andacademic community; and practical guidance and tools. Adopting an inclusive
approach – via multi-sector/stakeholder DRR platforms, both at national and local
levels – is particularly important. It should embrace the leadership of persons withdisability, women, children and youth and the significant contribution of the private
sector.
97. NPDM 2016-2020 provides two main implementation guides:-

Broad policy direction in terms of national level action plans to guide DM in
Bangladesh in alignment with SFDRR in the national context of the SDGs;-

The action plans that are prioritized in line with the national disaster context andinstitutional framework are given indicative timeframes over the next 5 years and
34 core targets to be continued until 2030.

4.4. Inclusion as an underlying strategy
98. Social inclusion is a basis for achieving resilience and is an underlying and crosscutting strategy in all the action plans of NPDM 2016-2020. Appendix 4 shows theoutputs of stakeholder consultations on cross-cutting and inclusivity issues. All DM
initiatives, policies, programs and planning are to be inclusive with emphasis on two
main areas:99. To ensure incorporation of gender issues in decision making and ensure participationof women and men, girls and boys in all the priority actions of NPDM 2016-2020.
100. To ensure adequate considerations for people with vulnerabilities (e.g. single marital
status, age, disability) in DM policies and programs and across implementation of
NPDM 2016-2020.

4.5. Accountability framework
101. Implementation of NPDM 2016-2020 is connected with national laws, rules,
regulations, strategies, polices, rules of business and mandates. For implementationof the plan various strategies have been formulated. These are as below.

Ministry, department and agency focal point
102. The focal point is the key agency that has the authority and resources to coordinate
all related bodies for DM such as ministries, departments, research organizations,international donor agencies, NGOs and the private sector. The agency focal points
need a core of well-trained staff and adequate resources and should be supported byappropriate legislation and authority for decision making and implementation of theplan.

Links between policy and operations
103. The system must ensure a very close working relationship between the policy
formulating body of each of the ministries and set up a wing or cell to deal with theissues of DRR and CCA within the sectoral laws, policies, plans, projects andprograms. Arrangement to be made so that the operational agency must implement
the decisions and prepare reports of the actions. For this reason, there are
significant advantages in placing the focal point in all the line ministries and in thePrime Ministers’ office.

Expanding the scope of planning
104. While most disaster planning describes how to react to a disaster, if disaster risks areto be reduced, it is essential that planning becomes pro-active with an emphasis on
preparedness, mitigation and resilience. So disaster and climate risk assessment andrisk analysis should be an integral part of decentralized local planning. Donors
funding participatory planning and disaster planning initiatives should support theGovernment to formulate necessary rules, policies, guidelines and tools for adecentralized risk informed planning process in Bangladesh for greater resilience.

Political consensus and allocation of resources105. Consensus must be reached among all political parties to ensure implementation ofnational disaster management plans and legislation and allocate resources to executethe plan. International assistance through national budgets can improve national
institutional capacities, development performance, and accountability to its citizens.

Contingency / Preparedness plan
106. Contingency / Preparedness Plans providing a description of a systematic approachto disaster preparedness must be prepared by all government departments at all
districts, upazilas and unions. The plans must be constantly revised and updated andshould be interlocked with and supplemented by compatible local level preparedness
plans with a more specific focus on operational issues.

Periodic review of the implementation of the plan
107. A system is to be developed for periodic review of the plan at different levels andprepare the progress monitoring report. Periodic Reporting should be coordinated by
MoDMR. It is also required to review the allocations for implementation of the planby all relevant ministries and departments along with the outputs and outcomes.

Funding requirement and resource mobilization
108. Mobilization of necessary resources for the implementation of the plan by relevant
government departments is the important task. Ministries and Departments, local
governments will be encouraged to earmark appropriate resources within theirbudget for DM. Ministries and Departments, local governments must financiallycontribute to the priority level actions. They may however request for additional
financial assistance for DM activities from the National/ District Disaster
Management Fund. The management of the National DM Fund will be facilitated by
MoDMR as per provisions of the rules.

Coordination, Communication and Cooperation
109. All the government, non-government agencies and private sector must work
together in a coordinated manner to ensure that their combined efforts are directed
towards the same end result.
110. Close working linkages are needed between bodies responsible for relief andmitigation programs to ensure that risk reduction measures are introduced in theimmediate post-disaster situation and to enhance future preparedness.
111. Links are critical between national, regional, district and community levels tofacilitate implementation and ensure effective vertical communication with, forexample, information flowing up and resources flowing down.
112. GoB will engage in bilateral agreements with donor agencies for recovery andrehabilitation. Line Ministries will be encouraged to develop appropriate project
proposals to be submitted to potential donor agencies for funding.
113. GoB will engage the participation of the private sector and non-governmentalorganisations in DM. In so doing it will also emphasise the importance of resilienceand the benefits that can be derived from participating in disaster risk reduction
activities.

4.6. Priority level action plans
114. Extensive stakeholder and expert consultations, also focusing on the SFDRR priorities,
were undertaken in the process of developing NPDM 2016-2020. The consultations
focused on specific hazards as evident from the outputs of the National Consultation
Workshop, included in Appendix 3. Because the consultations were grouped into
addressing the four SFDRR priorities, action plans could be derived from them thatmeet each of the priorities, as presented below. This plan follows an ‘all-hazards’ or
multi-hazard approach; hazard-specific activities where suggested are linked tobroader priority level action plans.

Priority 1: Understanding disaster risk
115. To upgrade and strengthen national awareness raising initiatives on hazards and DM
through community, institutions and media. To involve the community in DM
projects and programs as a way of building awareness, including participating inhazard mapping, risk assessments and risk-informed planning. Production anddissemination of contextually relevant awareness raising materials to be a key
component. To utilize contemporary technologies and innovations for improved
weather and climate monitoring, prediction and forecasting including upgrading
current observation stations and satellites. In addition to hydro-meteorologicalhazards, information systems and models to monitor other hazards such as landslides
and riverbank erosion to be developed.
116. Special attention to be given to awareness raising and data products on earthquakes,
particularly in the rapidly urbanizing context. Bangladesh has experience in DM of
cyclones and floods because of their recurrent nature, but yet to experience a major
earthquake in recent history although there is high risk. Earthquake risk assessmentand mapping to the level of small and medium-sized cities and assessment of current
standards of earthquake preparedness and safety to identify existing capacities, gaps
and risks are some of the key priority activities.
117. To continue to support and engage in DM-related research and development
activities with academic institutions, scientific and research bodies, both nationallyand internationally. Indicative examples of scientific data products include areabased forecasting, flood zoning maps, geomorphological research to understandwater-logging, model for sea surface monitoring and coastal tide monitoring andstudy of river morphology. Studies to be also undertaken on socio-economic andlong-term impacts of disasters, particularly in coastal areas experiencing climatechange impacts.
118. To invest in creation of a risk repository which is accessible to public sector planners
to ensure that major investment of the government is planned and designed withsystemic risk information (such as export processing zones).
119. To strengthen regional and international DM networks and establish new ones toshare and learn from experiences elsewhere. To establish a regional hub fortransboundary sharing of hydro-meteorological catchment and maritime data, andother data including seismic and tectonic information.
120. To develop information products and management strategies for a range of lessprominent but nonetheless devastating hazards including cold wave, lightning, fire,chemical hazards and oil spills. The response, management and building resiliencestrategies are different for these hazards and require specific studies to be done.

Priority 2: Strengthening disaster risk governance to manage disaster risk
121. To risk-proof public investments and inclusion of Disaster Impact Assessment in the
EIA and SIA processes. To invest in building capacity of government staff to utilize therisk information for the planning, implementation and monitoring processes.
122. To undertake inter-ministerial coordination to develop sectoral policies and capacity
building, and to review and carry out risk-informed updating and implementation of
relevant policies, protocols and legislation such as relating to water management anddrainage, safe storage and handling of chemicals and toxic materials, and resilient
public buildings and housing through application of building codes and land-use
planning.
123. To review and update the National Earthquake Contingency Plan and formulate risk
mitigation and contingency plans at the local level.
124. To strengthen the capacity of DMCs at all levels for policy advocacy and effective
operations for resilient DM. To consider strategies for activation of all urban DMCs.
125. To strengthen formal institutional capacities including local financial institutions andinsurance specially for agriculture, and to also strengthen the financial capacity ofsocial protection institutions.
126. Invest in risk reduction of private sector for resilience through engagement anddialogue with sector stakeholders. The guidelines to include issues such as riskproofing investments, business continuity plans and funding DM projects, and toserve as a legal, technical and accountability instrument.
127. To close gaps in institutional policies and programs regarding drought and cold wave
hazards by ensuring the implementation of the National Water Policy and supportinga range of measures such as establishing buffer food stock for crises, droughtsensitive land-use planning, cold shelters for vulnerable people, ground water
recharge technology in urban areas and use of rainwater.
128. To strengthen at the national and ministerial level international and regional
cooperation and knowledge/information sharing with key DM-related bodies andother ministries.

Priority 3: Investing in disaster risk reduction for resilience
129. To undertake nationwide capacity building for resilience, including dealing with newhuman-induced and chemical hazards, through training workshops, seminars, drills
and simulation exercises and equipment support such as for fire-fighting equipmentfor Bangladesh Fire Service and Civil Defence, search-and-rescue equipment,
personal protective equipment and emergency transportation.
130. To carry out physical works and structural measures for resilience including
construction of fire stations in all towns and commercially important areas. The
major priorities will be: (i) retrofitting important buildings, (ii) supporting resilient
rural and urban housing and infrastructure, (iii) building emergency back-up centersoutside Dhaka for earthquake evacuation, creation of open spaces in high-density
urban areas and tree plantation. To ensure all new construction complies with the
Bangladesh National Building Code (BNBC) and earthquake resilient construction isfollowed in high-risk areas.
131. To investigate DM financial options such as private sector investment for resilience,
insurance for disaster risk reduction and funding to support resilient and alternative
livelihoods, skill development training and initiation of employment for social
protection.
132. To invest in resilience institutions including a Research & Development Center for
excellence and a National Emergency Operations Center.
133. To strengthen flood management through existing and new policies and programs onriver management for erosion-prone areas, riverine and coastal regions, improving
urban/rural drainage systems and dredging/re-excavation of water channels,
repairing and maintaining existing flood embankments and sluice gates, dams andreservoirs, dikes and levees, retaining ponds, flood channels, and flood walls, building
erosion prevention structures and storage facilities for preserving rainwater.
134. To strengthen cyclone management by upgrading and extending of the Cyclone
Preparedness Programme (CPP) in all coastal areas and constructing more
multipurpose and inclusive killas and shelters with adequate services in all coastal
areas.
135. To follow an ‘all-hazards’ approach by recognizing the linkages between the different
hazards and developing emergency, resilience and capacity building plans for specifichazards and regions, with attention also to emerging hazards such as lightning, fire
and industrial/chemical hazards.

Priority 4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction
136. To strengthen the national forecasting and early warning system, to provide support
for community-based early warning systems and to give special attention todeveloping an early warning system for floods. To expand coverage of existingwarning systems and developing systems for hazards including drought, lightening,cold wave, riverbank erosion and landslides.
137. To build capacity of relevant services personnel and volunteers on emergency
response including first responder search-and-rescue, first aid and rapid deploymentof relief and also to build capacity on earthquake preparedness at municipal andward levels in large and medium-sized cities. To establish a national DM network andvolunteers’ database for quick deployment and response.
138. To formulate and strengthen sector wise preparedness measures and drills
specifically for earthquakes in critical facilities including schools and hospitals.
Preparedness and emergency response measures to be in place for other criticalfacilities including transportation buildings, public buildings and evacuation shelters.
139. To develop an early/medium/long-term recovery and rehabilitation strategy withstrong inclusion of gender, children, senior citizens and disability for disaster-affected
or displaced households. The strategy to have provision for recovery from riverbank
erosion, drought and other localized disasters.
140. To create market and value chain facilities to enable communities to operateenterprises during disaster, serve as pre-disaster storage depots and to create
alternative livelihood options in disaster hot spots. Other financial instruments toinclude recovery compensation packages or loans for housing reconstruction andalternative employment generation.
141. To develop policies and programs for emergency preparedness and response tohuman-induced disasters including factory safety measures, slum firefighting andmanagement of oil spills.
142. To strengthen preparedness and response measures for slow-onset hazards byutilizing forecasting technologies, for example for drought. DM for drought to involve
preparedness activities and contingency planning at all administrative levels in at-riskareas, together with a strategy for recovery and rehabilitation of crops, livestock andfrom health impacts.

4.7. Investment priorities for NPDM 2016-2020
143. To aid the planning process in terms of timeframes, the above priority actions areabbreviated to summary action statements that capture the key point of each action.
The summary action statements are listed below corresponding to SFDRR priorities(P1, P2, P3 and P4).
144. P1: Understanding disaster risk-

Upgrade and strengthen national awareness.

-

Awareness raising and data products on earthquakes.

-

Contemporary technologies and innovations for improved weather and climate
monitoring, prediction and forecasting.

-DM-related research and development activities on scientific and socio-economic
issues.

-Develop and implement tool for disaster impact assessment (DIA) by all sector-

Risk repository for planning major investments-

Strengthen regional and international DM networks.

-

Studies on other hazards (e.g. cold wave, lightning, fire, chemical hazards, healthhazard/biological hazard and oil spills).

145. P2: Strengthening disaster risk governance to manage disaster risk-

Risk proof public investments and inclusion of Disaster Impact Assessment.

-Inter-ministerial coordination to develop sectoral policies and capacity building.

-

Review and update the National Earthquake Contingency Plan.

-

Strengthen the capacity of DMCs; activation of urban DMCs.

-

Strengthen formal institutional capacities and social protection institutions.

-

Guidelines for private sector investment for resilience.

-

Close gaps in institutional policies and programs on drought and cold wave
hazards.

-

International and regional cooperation and knowledge/information sharing.

146. P3: Investing in disaster risk reduction for resilience-

Nationwide capacity building for resilience.

-

Physical works and structural measures for resilience.

-

DM financial options - private sector, insurance and funding for social protection.

-

Resilience institutions - Research & Development Center, National Emergency
Operations Center.

-

Strengthen flood management.

-

Strengthen cyclone management.

-

Follow an ‘all-hazards’ approach.

147. P4: Enhancing disaster preparedness for effective response and to “Build

Back Better” in recovery, rehabilitation and reconstruction-

Strengthen forecasting and early warning systems.

-

Build capacity on emergency response.

-

Sector wise and critical facilities preparedness and emergency response
measures.

-

Inclusive recovery and rehabilitation strategy.

-Financial instruments e.g. recovery compensation or loans.

-

Business continuity.

-

Emergency preparedness and response to human-induced disasters.

-

Preparedness and response measures for slow-onset hazards.

4.8. Timeline, actions and targets of NPDM 2016-2020
148. The timeline for the 5-year NPDM 2016-2020 is structured into three program
periods: (a) 2016 is a preparatory year and many of the actions are continuation ofexisting programs; (b) 2017-2018 is planned for initiation of new actions in addition
to existing actions undertaken in the previous period; and (c) 2019-2020 will include
more initiatives and an activity peak is planned by taking into account the expected
growth in institutional capacity through the actions of the preceding stages. Many of
the core targets will continue to be implemented over the long term until 2030.
149. After each of the three periods, the plan will be reviewed and updated based on
lessons learned and stakeholders’ feedback. NPDM 2016-2020 is therefore an
adaptive document that will roll out and gain lessons at successive stages and be
regularly updated.
150. Many of the actions that are continued across the different plan periods are essential
to DM in Bangladesh and will form an integral part of any national DM plan. Many ofthem are existing programs, which may require upgrading and strengthening, which
implementing across the timeline will allow.
151. The tables below show the action plan according to the 3-block timeline, with thesummary actions grouped according to the SFDRR priorities with the corresponding
34 core targets to be committed by GoB.

Action Plan: 2016
Priority 1

Priority 2

Actions

Key Targets

Actions

Awareness raisingand data products
on earthquakes.

Continuation andplanned expansionof earthquake
program.

Inter-ministerial
coordination todevelop sectoral
policies andcapacity building.

DM-related
research anddevelopment
activities onscientific and socioeconomic issues.
Strengthen regional
and international
DM networks.

Signatory to
ARPDRR and Delhi
Declaration.

Key Targets

Priority 3
Actions
Nationwide
capacity building forresilience.
Physical works andstructural measures
for resilience.
Strengthen flood
management.

Key Targets

Priority 4
Actions

Key Targets

Sector wise andcritical facilities
preparedness andemergency
response measures.
Inclusive recovery
and rehabilitation
strategy.

Strengthen cyclone
management.

International andregional
cooperation andknowledge/
information
sharing.

31

Action plan: 2017-2018
Priority 1
Actions
Contemporary
technologies andinnovations for
improved weather
and climate
monitoring,prediction andforecasting.

Key Targets
At least one
innovation in
forecasting of atleast one hazard(e.g. drought,
landslide).

Awareness raisingand data products
on earthquakes.

Priority 2

Priority 3

Priority 4

Actions

Key Targets

Actions

Key Targets

Actions

Key Targets

Review and update
the National
Earthquake
Contingency Plan.

National Earthquake
Contingency Plan
reviewed andupdated.

To follow an ‘allhazards’ approach.

Strengthen thecapacity of DMCs.
activation of urban
DMCs.

At least five
trainings of DMCs
conducted with atleast 100 DMC
leaders in eachtraining. Urban DMC
activation strategy
paper produced.

At least two “allhazards” risk
reduction pilot
projects initiated inprioritized multihazard regions (e.g.
coastal, haor).

Sector wise andcritical facilities
preparedness andemergency
response measures.

Preparedness andemergency response
guidelines produced
for at least oneprioritized sector.

Inclusive recovery
and rehabilitation
strategy.

Concept paper
produced forrecovery andrehabilitation
strategy.

Strengthen
forecasting andearly warning
systems.

At least one
demonstrated
improvement inforecasting and/or
early warning.

Risk proof public
investments andinclusion of Disaster
Impact Assessment.

Disaster Impact
Assessment strategy
paper produced.

Continuing actions/ New core targets
Upgrade andstrengthen nationalawareness.
DM-related
research anddevelopment
activities onscientific and socioeconomic issues.
Strengthen regional
and international
DM networks.

Continuation andplanned expansionof earthquake
program (e.g. EPAC).
At least two R&D
projects initiatedwith balance
between scientificand socio-economic.

Inter-ministerial
coordination todevelop sectoral
policies and capacity
building.

Inter-Ministerial
DisasterManagement
Coordination
Committee (IDMCC)
to make provisions
for periodic review
of NPDM 20162020.

Nationwide
capacity building forresilience.

National DM
capacity building
plan produced.

Physical works andstructural measures
for resilience.

Construction of firestations initiated in
all the district
headquarters.

Strengthen flood
management.
Strengthen cyclone
management.

At least one
demonstrated
improvement offlood and cyclone
management each.

Build capacity on
emergency
response.

Capacity raisingprogram for CPP
begun.

32

Action plan: 2019-2020
Priority 1

Priority 2

Priority 3

Priority 4

Actions

Key Targets

Actions

Key Targets

Actions

Key Targets

Actions

Key Targets

DM-related researchand development
activities on scientificand socio-economic
issues.

At least two R&D
projects (scientificand socioeconomic)
completed withdirections for future
research.

Strengthen formal
institutional
capacities andsocial protection
institutions.

Social protection fordisaster resilienceagency established.

DM financial
options - private
sector, insurance
and funding forsocial protection.

Concept paper on
DM financial
options produced.

Financial
instruments e.g.
recoverycompensation orloans.

Concept paper on
finance for disasterrecovery produced.

Studies on otherhazards (e.g. cold
wave, lightning, fire,chemical hazards andoil spills).

Studies onresilience building
for at least two
human-induced
hazards.

Guidelines forprivate sector
investment forresilience.
Close gaps ininstitutional
policies andprograms on
drought and cold
wave hazards.

Guidelines for riskinformed private
sector investments
produced.
Drought and cold
wave unit in
MoDMR
established.

Resilience
institutions Research &Development
Center, National
Emergency
Operations Center.

At least one
institution (R&D
Center or NEOC)
initiated.

Business continuity.
Emergency
preparedness andresponse tohuman-induced
disasters.

Emergency
preparedness andresponse plan
produced of at least
one human-induced
and one slow-onset(e.g. drought)
hazard.

Preparedness andresponse measures
for slow-onset
hazards.

Continuing actions
Contemporary
technologies andinnovations for
improved weather andclimate monitoring,prediction andforecasting.
Awareness raising anddata products onearthquakes. Upgrade
and strengthen
national awareness.

At least one
demonstrated
innovation in
forecasting of atleast one hazard(e.g. drought,
landslide) andanother initiated.

Inter-ministerial
coordination todevelop sectoral
policies andcapacity building.
Strengthen thecapacity of DMCs.

Inter-Ministerial
DisasterManagement
Coordination
Committee (IDMCC)
to make provisions
for periodic review
of NPDM 20162020.

Nationwide
capacity building
for resilience.

Urban DMCs
activated.

Strengthen cyclone
management.

Physical works andstructural measures
for resilience.
Strengthen flood
management.

National DM
capacity building
plan pilot
implementation.
Construction of atleast five firestations completed
in district
headquarters andconstruction offurther stations
initiated.

Inclusive recovery
and rehabilitation
strategy.
Upgrade andstrengthen nationalawareness.
Strengthen
forecasting andearly warning
systems.
Build capacity on

Preparedness andemergency
response guidelines
produced for atleast one moreprioritized sector.
Pilot recovery andrehabilitation
strategy program
initiated.
Capacity raisingprogram for CPP

33

DM-related researchand development
activities on scientificand socio-economic
issues.
Strengthen regional
and international DM
networks.

At least one
improvement offlood and cyclone
management each
proposed and/or
developed.

emergency
response.

demonstrated.

International andregional cooperation
andknowledge/information
sharing.

34

Key Targets
2016

P1

1.

Continuation and planned expansion of earthquake program.

2.

Signatory to AMCDRR and Delhi Declaration.

3.

At least one innovation in forecasting of at least one hazard (e.g. drought, landslide).

4.

Continuation and planned expansion of earthquake program (e.g. EPAC).

5.

At least two R&D projects initiated with balance between scientific and socio-economic.

6.

National Earthquake Contingency Plan reviewed and updated.

7.

At least five trainings of DMCs conducted with at least 100 DMC leaders in each training.
Urban DMC activation strategy paper produced.

8.

Disaster Impact Assessment strategy paper produced.

9.

Inter-Ministerial Disaster Management Coordination Committee (IDMCC) to makeprovisions for periodic review of NPDM 2016-2020.

2017-2018

P1

P2

P3

10. At least two “all-hazards” risk reduction pilot projects initiated in prioritized multi-hazard
regions (e.g. coastal, haor).
11. National DM capacity building plan produced.
12. Construction of fire stations initiated in all the district headquarters.
13. At least one demonstrated improvement of flood and cyclone management each.

P4

14. Preparedness and emergency response guidelines produced for at least one prioritized
sector.
15. Concept paper produced for recovery and rehabilitation strategy.
16. At least one demonstrated improvement in forecasting and/or early warning.
17. Capacity raising program for CPP begun.
2019-2020

P1

18. At least two R&D projects (scientific and socio-economic) completed with directions for
future research.
19. Studies on resilience building for at least two human-induced hazards.
20. At least one demonstrated innovation in forecasting of at least one hazard (e.g. drought,
landslide) and another initiated.

P2

21. Social protection for disaster resilience agency established.
22. Guidelines for risk-informed private sector investments produced.
23. Drought and cold wave unit in MoDMR established.
24. Inter-Ministerial Disaster Management Coordination Committee (IDMCC) to makeprovisions for periodic review of NPDM 2016-2020.
25. Urban DMCs activated.

P3

26. Concept paper on DM financial options produced.
27. At least one institution (R&D Center or NEOC) initiated.
28. National DM capacity building plan pilot implementation.
29. Construction of at least five fire stations completed in district headquarters andconstruction of further stations initiated.

P4

30. Concept paper on finance for disaster recovery produced.
31. Emergency preparedness and response plan produced of at least one human-induced
and one slow-onset (e.g. drought) hazard.
32. Preparedness and emergency response guidelines produced for at least one moreprioritized sector.
33. Pilot recovery and rehabilitation strategy program initiated.
34. Capacity raising program for CPP demonstrated.

APPENDIX 1: National level actions from the Sendai
Framework for Disaster Risk Reduction (SFDRR)
National level actions
The national level actions below are excerpted from SFDRR and they correspond to the fourpriority areas of the framework, as shown below. GoB ministries and other relevant
stakeholders should take into consideration the key activities listed under each of these fourpriorities and should implement them, as appropriate, taking into consideration respective
capacities and capabilities, in line with national laws and regulations.

Priority 1: Understanding disaster risk-

To promote the collection, analysis, management and use of relevant data andpractical information and ensure its dissemination, taking into account the needs ofdifferent categories of users, as appropriate;-

To encourage the use of and strengthening of baselines and periodically assess disasterrisks, vulnerability, capacity, exposure, hazard characteristics and their possible
sequential effects at the relevant social and spatial scale on ecosystems, in line withnational circumstances;-

To develop, periodically update and disseminate, as appropriate, location-based
disaster risk information, including risk maps, to decision makers, the general publicand communities at risk of exposure to disaster in an appropriate format by using, asapplicable, geospatial information technology;-

To systematically evaluate, record, share and publicly account for disaster losses andunderstand the economic, social, health, education, environmental and cultural
heritage impacts, as appropriate, in the context of event-specific hazard-exposure andvulnerability information;-

To make non-sensitive hazard-exposure, vulnerability, risk, disaster and lossdisaggregated information freely available and accessible, as appropriate;-

To promote real time access to reliable data, make use of space and in situ
information, including geographic information systems (GIS), and use information andcommunications technology innovations to enhance measurement tools and thecollection, analysis and dissemination of data;-

To build the knowledge of government officials at all levels, civil society, communities
and volunteers, as well as the private sector, through sharing experiences, lessons
learned, good practices and training and education on disaster risk reduction, including
the use of existing training and education mechanisms and peer learning;-

To promote and improve dialogue and cooperation among scientific and technologicalcommunities, other relevant stakeholders and policymakers in order to facilitate ascience-policy interface for effective decision-making in disaster risk management;-To ensure the use of traditional, indigenous and local knowledge and practices, as
appropriate, to complement scientific knowledge in disaster risk assessment and thedevelopment and implementation of policies, strategies, plans and programmes of
specific sectors, with a cross-sectoral approach, which should be tailored to localities
and to the context;-

To strengthen technical and scientific capacity to capitalize on and consolidate existingknowledge and to develop and apply methodologies and models to assess disasterrisks, vulnerabilities and exposure to all hazards;-

To promote investments in innovation and technology development in long-term,
multi-hazard and solution-driven research in disaster risk management to address
gaps, obstacles, interdependencies and social, economic, educational andenvironmental challenges and disaster risks;-

To promote the incorporation of disaster risk knowledge, including disasterprevention, mitigation, preparedness, response, recovery and rehabilitation, in formal
and non-formal education, as well as in civic education at all levels, as well as inprofessional education and training;-

To promote national strategies to strengthen public education and awareness indisaster risk reduction, including disaster risk information and knowledge, throughcampaigns, social media and community mobilization, taking into account specificaudiences and their needs;-

To apply risk information in all its dimensions of vulnerability, capacity and exposure of
persons, communities, countries and assets, as well as hazard characteristics, todevelop and implement disaster risk reduction policies;-

To enhance collaboration among people at the local level to disseminate disaster risk
information through the involvement of community-based organizations and nongovernmental organizations.

Priority 2: Strengthening disaster risk governance to manage disaster risk-

To mainstream and integrate disaster risk reduction within and across all sectors
and review and promote the coherence and further development, as appropriate,of national and local frameworks of laws, regulations and public policies, which, bydefining roles and responsibilities, guide the public and private sectors in: (i)addressing disaster risk in publically owned, managed or regulated services andinfrastructures; (ii) promoting and providing incentives, as relevant, for actions by
persons, households, communities and businesses; (iii) enhancing relevantmechanisms and initiatives for disaster risk transparency, which may include
financial incentives, public awareness-raising and training initiatives, reporting
requirements and legal and administrative measures; and (iv) putting in place
coordination and organizational structures;-To adopt and implement national and local disaster risk reduction strategies andplans, across different timescales, with targets, indicators and time frames, aimed
at preventing the creation of risk, the reduction of existing risk and thestrengthening of economic, social, health and environmental resilience;-

To carry out an assessment of the technical, financial and administrative disasterrisk management capacity to deal with the identified risks at the local and national
levels;-To encourage the establishment of necessary mechanisms and incentives to ensurehigh levels of compliance with the existing safety-enhancing provisions of sectoral
laws and regulations, including those addressing land use and urban planning,building codes, environmental and resource management and health and safety
standards, and update them, where needed, to ensure an adequate focus on
disaster risk management;-

To develop and strengthen, as appropriate, mechanisms to follow up, periodicallyassess and publicly report on progress on national and local plans; and promote
public scrutiny and encourage institutional debates, including by parliamentarians
and other relevant officials, on progress reports of local and national plans fordisaster risk reduction;-

To assign, as appropriate, clear roles and tasks to community representatives
within disaster risk management institutions and processes and decision-making
through relevant legal frameworks, and undertake comprehensive public andcommunity consultations during the development of such laws and regulations to
support their implementation;-

To establish and strengthen government coordination forums composed of
relevant stakeholders at the national and local levels, such as national and local
platforms for disaster risk reduction, and a designated national focal point for
implementing the Sendai Framework for Disaster Risk Reduction 2015–2030. It isnecessary for such mechanisms to have a strong foundation in national institutionalframeworks with clearly assigned responsibilities and authority to, inter alia,
identify sectoral and multisectoral disaster risk, build awareness and knowledge ofdisaster risk through sharing and dissemination of non-sensitive disaster risk
information and data, contribute to and coordinate reports on local and national
disaster risk, coordinate public awareness campaigns on disaster risk, facilitate andsupport local multisectoral cooperation (e.g. among local governments) andcontribute to the determination of and reporting on national and local disaster risk
management plans and all policies relevant for disaster risk management. These
responsibilities should be established through laws, regulations, standards andprocedures;-

To empower local authorities, as appropriate, through regulatory and financial
means to work and coordinate with civil society, communities and indigenous
peoples and migrants in disaster risk management at the local level;-To encourage parliamentarians to support the implementation of disaster risk
reduction by developing new or amending relevant legislation and setting budget
allocations;-

To promote the development of quality standards, such as certifications andawards for disaster risk management, with the participation of the private sector,
civil society, professional associations, scientific organizations and the United
Nations;-

To formulate public policies, where applicable, aimed at addressing the issues of
prevention or relocation, where possible, of human settlements in disaster riskprone zones, subject to national law and legal systems.

Priority 3: Investing in disaster risk reduction for resilience-

To allocate the necessary resources, including finance and logistics, as appropriate,
at all levels of administration for the development and the implementation ofdisaster risk reduction strategies, policies, plans, laws and regulations in all relevant
sectors;-

To promote mechanisms for disaster risk transfer and insurance, risk-sharing andretention and financial protection, as appropriate, for both public and private
investment in order to reduce the financial impact of disasters on Governments andsocieties, in urban and rural areas;-

To strengthen, as appropriate, disaster-resilient public and private investments,
particularly through structural, non-structural and functional disaster risk
prevention and reduction measures in critical facilities, in particular schools andhospitals and physical infrastructures; building better from the start to withstandhazards through proper design and construction, including the use of the principles
of universal design and the standardization of building materials; retrofitting andrebuilding; nurturing a culture of maintenance; and taking into account economic,
social, structural, technological and environmental impact assessments;-

To protect or support the protection of cultural and collecting institutions andother sites of historical, cultural heritage and religious interest;-

To promote the disaster risk resilience of workplaces through structural and nonstructural measures;-

To promote the mainstreaming of disaster risk assessments into land-use policy
development and implementation, including urban planning, land degradationassessments and informal and non-permanent housing, and the use of guidelines
and follow-up tools informed by anticipated demographic and environmental
changes;-

To promote the mainstreaming of disaster risk assessment, mapping andmanagement into rural development planning and management of, inter alia,

mountains, rivers, coastal flood plain areas, drylands, wetlands and all other areas
prone to droughts and flooding, including through the identification of areas thatare safe for human settlement, and at the same time preserving ecosystem
functions that help to reduce risks;-

To encourage the revision of existing or the development of new building codesand standards and rehabilitation and reconstruction practices at the national or
local levels, as appropriate, with the aim of making them more applicable within
the local context, particularly in informal and marginal human settlements, andreinforce the capacity to implement, survey and enforce such codes through anappropriate approach, with a view to fostering disaster-resistant structures;-

To enhance the resilience of national health systems, including by integrating
disaster risk management into primary, secondary and tertiary health care,
especially at the local level; developing the capacity of health workers inunderstanding disaster risk and applying and implementing disaster risk reduction
approaches in health work; promoting and enhancing the training capacities in thefield of disaster medicine; and supporting and training community health groups indisaster risk reduction approaches in health programmes, in collaboration withother sectors, as well as in the implementation of the International HealthRegulations (2005) of the World Health Organization;-

To strengthen the design and implementation of inclusive policies and social safetynet mechanisms, including through community involvement, integrated withlivelihood enhancement programmes, and access to basic health-care services,
including maternal, newborn and child health, sexual and reproductive health, foodsecurity and nutrition, housing and education, towards the eradication of poverty,
to find durable solutions in the post-disaster phase and to empower and assist
people disproportionately affected by disasters.

Priority 4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction-

To prepare or review and periodically update disaster preparedness andcontingency policies, plans and programmes with the involvement of the relevant
institutions, considering climate change scenarios and their impact on disaster risk,
and facilitating, as appropriate, the participation of all sectors and relevant
stakeholders;-

To invest in, develop, maintain and strengthen people-centred multi-hazard,
multisectoral forecasting and early warning systems, disaster risk and emergency
communications mechanisms, social technologies and hazard-monitoring
telecommunications systems; develop such systems through a participatory
process; tailor them to the needs of users, including social and culturalrequirements, in particular gender; promote the application of simple and low-costearly warning equipment and facilities; and broaden release channels for natural
disaster early warning information;-

To promote the resilience of new and existing critical infrastructure, including
water, transportation and telecommunications infrastructure, educational facilities,
hospitals and other health facilities, to ensure that they remain safe, effective andoperational during and after disasters in order to provide live-saving and essential
services;-

To establish community centres for the promotion of public awareness and thestockpiling of necessary materials to implement rescue and relief activities;-

To adopt public policies and actions that support the role of public service workers
to establish or strengthen coordination and funding mechanisms and procedures
for relief assistance and plan and prepare for post-disaster recovery andreconstruction;-

To train the existing workforce and voluntary workers in disaster response andstrengthen technical and logistical capacities to ensure better response inemergencies;-

To ensure the continuity of operations and planning, including social and economic
recovery, and the provision of basic services in the post-disaster phase;-

To promote regular disaster preparedness, response and recovery exercises,
including evacuation drills, training and the establishment of area-based support
systems, with a view to ensuring rapid and effective response to disasters andrelated displacement, including access to safe shelter, essential food and non-foodrelief supplies, as appropriate to local needs;-

To promote the cooperation of diverse institutions, multiple authorities and related
stakeholders at all levels, including affected communities and business, in view of
the complex and costly nature of post-disaster reconstruction, under thecoordination of national authorities;-

To promote the incorporation of disaster risk management into post-disasterrecovery and rehabilitation processes, facilitate the link between relief,
rehabilitation and development, use opportunities during the recovery phase todevelop capacities that reduce disaster risk in the short, medium and long term,
including through the development of measures such as land-use planning,
structural standards improvement and the sharing of expertise, knowledge, postdisaster reviews and lessons learned and integrate post-disaster reconstruction into
the economic and social sustainable development of affected areas. This should
also apply to temporary settlements for persons displaced by disasters;-

To develop guidance for preparedness for disaster reconstruction, such as on landuse planning and structural standards improvement, including by learning from therecovery and reconstruction programmes over the decade since the adoption of

the Hyogo Framework for Action, and exchanging experiences, knowledge andlessons learned;-

To consider the relocation of public facilities and infrastructures to areas outside
the risk range, wherever possible, in the post-disaster reconstruction process, inconsultation with the people concerned, as appropriate;-

To strengthen the capacity of local authorities to evacuate persons living indisaster-prone areas;-

To establish a mechanism of case registry and a database of mortality caused bydisaster in order to improve the prevention of morbidity and mortality;-

To enhance recovery schemes to provide psychosocial support and mental healthservices for all people in need;-

To review and strengthen, as appropriate, national laws and procedures oninternational cooperation, based on the Guidelines for the Domestic Facilitation
and Regulation of International Disaster Relief and Initial Recovery Assistance.

APPENDIX 2: Findings from local level workshops
Chandpur (floods, riverbank erosion)-

River dredging/canal excavation-

Improve community-based river transportation at the highly erosion-prone areas
instead of roads-

Dam along Meghna River-

Forestation to protect from erosion-

More Shelters, Char Area in particular-

Boat/rickshaw-van for poor families – group-based approach-

District Level Emergency Operation Centre and Upazila level buffer food-stock for
response-

Arrange alternative livelihoods and home crafts-

Warning Messages to general communities – in Bangla-

Strong social safety net programmes-

Makeshift schools/houses at the river erosion-prone area-

1000 Volunteers under Deputy Commissioner

Khulna (cyclones, coastal hazards)-

Signal System Improvement, Understandable & Communicable-Special plan for Coastal Area/More Investment in reducing risk-

Excavation of river and canals-

Strengthen Inter-Agency Cooperation-

Innovation & Technology to address Water-Logging Problems-

Raise and strengthen embankment (consider the future risk)-

Expansion CPP area, address the cyclone route change-

More Cyclone Shelters and renovate the old ones-

Arrange Safe Drinking Water in saline-prone areas-

Social and Community Afforestation-

Inventory and preservation of assets and equipment-

Develop and support local level contingency plan-

Crop Zoning and Diversification in coastal zones to combat salinity-

Declaration of separate Shrimp Farming Area-

Strengthen recovery and rehabilitation – learning from Sidr/Aila-

Build Killas (mostly at Cyclone Shelter sites)-

Psychosocial support for the victims

Sunamganj (haor region hazards)-

Mapping of most vulnerable areas and communicate with the users-

Contingency plan by sector at District/Upazila level-

Arrange psychosocial counseling for the victims-

Plantation of long trees (palm)-

Use mobile banking for cash transfer-

Increase Proactive role of media in disaster risk communication and awarenessbuilding-

More research and awareness on lightning-

Pilot initiatives (shelter in the haor area to protect from lightening)-

Increase community resilience-

Protection of crops from flash floods, arrange alternative livelihoods-

Introduction of flood and wave resilient housing-

Arrange swimming training for children-

Awareness raising, preparedness and risk communication on earthquakes

APPENDIX 3: Outputs of National Consultation Workshop
1. EARTHQUAKE
Investment / main action

Lead agency

Understanding disaster risk
 Assess current level of earthquake preparedness and safety, identify existing
capacities, gaps and risks

MoDMR



Develop earthquake risk maps in most risk-prone cities, towns and industrial areas

MoDMR



Review of seismic risk and vulnerability maps to assess likely impacts to areas
surrounding airports, river/ sea ports

MODMR



Learn from regional and global earthquake lessons

Promote publication of earthquake awareness content in the media

MoDMRDDM,
MOPME
MOE
DDM



Backup support digital data

MoDMR

Coopert. agency

&

Time
frame

GSB & BMD,
BFSCD, AFD,RAJUK, CDA,SPARSO, LGD
GSB, RAJUK,CDA (etc)
BIWTA, WDB,
Ministryofshipping, GSB
and PWD
GSB & BMD,
BFSCD, AFD,RAJUK, CDA,SPARSO, CC.
MoI, MoICT,
FSCD
All Ministries

45

Strengthening disaster risk governance to manage disaster risk
 Review and update the National Earthquake Contingency Plan and formulate risk
mitigation plans and earthquake contingency plans

MoDMR




MoDMR
MoHPW

DMC activation at urban areas
Implementation of building code Guidelines for private sector investment in DRR
Investing in disaster risk reduction for resilience Establish national disaster volunteer networks and online database for quick
deployment, disaster prevention, response and mitigation; country wide urban
volunteer training

MoDMR
CC,
Municipalites,
DMC
BFSCD
MoDMR




Training CPP volunteers to support earthquake responseCountrywide capacity building through training workshops, seminars, simulation
exercises and equipment support

Procure fire-fighting equipment for Bangladesh Fire Service and Civil Defence,
Search and Rescue Equipment (to be stored in the model fire stations and provide
PPE (Personal Protective Equipment), Emergency transportation
Construct Model Fire stations all towns and commercially important areas
Introduce disaster risk insurance (Study disaster risk insurance models & Conduct
pilot disaster risk insurance)

MoDMR

Retrofit important buildings

MoHPWD






BFSCD
MoFin

LGD, MoHA,
AFD
CC
LGED,
MoDMR,MoIC
MoFin
MoDMR,FSCD,BDRCS, CPP
BDRCS, CPP
FSCD
BDRCS
FSCD, AFDMoDMRFinancial
Institutions,
MoDMR,
MicroCredit
Org
Private Sector
46




Develop a R&D centre for excellenceBackup center outside Dhaka

MoDMR
MoDMR




Establish NEOC
Create open space in high-density areas

MoDMR
CC, CDA, KDA.
(etc)

 Soft loan facility for retrofitting building
Enhancing disaster preparedness for effective response and to “build back better”
 Improve public awareness of earthquake preparedness through innovative approach Strengthen search and rescue capacity of the first responding agencies
 Strengthen earthquake preparedness and earthquake drills in schools (Developmentof national Earthquake Safety Strategy and Earthquake Safety and Preparedness
Guidelines for Education Institutions) Hospital preparedness programs throughout the country (Preparation of a national
Hospital Earthquake Preparedness Guideline (HEPG) Increase preparedness of airports, sea/river ports for earthquake responseStrengthen effective response capacity of first responding agencies (throughvolunteer and staff training e.g. Urban Volunteers, CPP, Scouts, BNCC



Strengthen municipal and ward level earthquake preparedness in large and mediumsized cities

PPP
18 miniseries
MoI, AFD
FSCD
18 ministries
MoDMR

MODMR
FACD
MoEd

MOI
AFD, MoDMR
MoDMR,MoPME, UGC

MoH, DGHS

MoDMR

Civil
BIWTA

Ministry
Shipping,
WDB
MoDMR

Avi.,

All institutions
anddepartments
City
Corp/
Municipalities

of

MoDMR, AFD,
BFSCD

47




Regional response coordination and support mechanism
Arrangement of mobile hospitals in case of quick response

MoDMR
MOH

MoFA
MoDMR,AFD

2. CYCLONE, SALINITY & WATER-LOGGING
Investment / main action
Understanding disaster risk
 Establishing scientific Observational Network for surface, upper air, ocean
atmosphere Including weather data in existing Bangabandhu Satellite
 Research on understanding multi-sectoral impact of cyclones and other coastal
hazards
 Geomorphological research and study to understand and address (urban and rural)water-logging issues
 Developing water-logging map including scenario building for medium and longer
time (urban and rural)Assessment of the socio-economic impacts of salinity and on ecosystems
Long-term impact assessment for major sector

International Network, improvement of forecasting system, improved andcomprehensive early warning system, people-centered, better coordination,
innovation, improve coverage for weather station
Strengthening disaster risk governance to manage disaster risk
 Strengthening hydro-meteorological monitoring and forecasting & improve early
warning and using space based technology

Lead agency

Coopert. agency

Timefra
me

BMD
BMD
MoDMR

ICT
BBS, DDMMoDMR,UDD, MoWR
MoDMR,UDD, MoWR
MoDMR, BIDS
MoDMR

DDM, BWDB

BMD

DDM, BWDB,
CC
DDM
Relevant
Sectoral
Ministries
DDM

BMD

SPARSO
48



Community-Based Early Warning System for rapid onset hazards and meteorologicaleventsDisability inclusive early warning and easy accessibilityInter-ministerial coordination to develop sectoral policies and capacity building

Reviewing and updating water management policies and protocols (applicable forthe water logged areas) - urban and rural
Comprehensive land-use plan

Investing in disaster risk reduction for resilience Expanding/Upgrading of Cyclone Preparedness Programme (CPP) in all coastal areas
 Installing Automatic Weather Stations (AWS) and Automatic Rain gauges
 Constructing more multipurpose Killas (inclusive) and cyclone shelter

BMD
DDM,
MoDMR
MoDMR

MoWR,
BWDB, LGD
MoL,
UDD,
RAJUK
MoDMR
BMD
DDM,MoE,
MoPME

Reviewing, developing long-term construction plans for coastal and riverine areas

BWDB



Supporting resilient and alternative livelihoods, skill development training andinitiation of employment

DSW, DWD,
DoY, BSSIC

DDM, FFWC,
MoDMR
DDM, FFWC
e.g.
WASA
and WDB, City
Corporation,
MoA, MoF&L
etc
MoDMR, CC
MoDMR, MoA

CPP,DDM
Relevant
Ministries &Department
MoA, MoF&L,
MoL
MoSW,
MoWCA,
MoA, MoF&L,
MoY,MoI49

Private sector involvement especially in ex-ante micro insurance
Establishing alternative power source in multipurpose cyclone shelters, resilience
habitat/cluster village

Improving urban/rural drainage system and re-excavation of canals, waste
managementMoF, MoI
DDM,
MoDMR
CC, MoWR,
BWDB,
MoDMR
MoWR



Damage and Loss assessment and establish a data base through on line process

DDM
DDM, LGED,
MoE, MoPME
DDMForecast-based financing

MoDMR, MoF



Recovery and rehabilitation of agricultural sector(crop, fisheries, livestock)

MoA, MoFL

Rebuilding and rehabilitation of marketing infrastructure and recovery of marketingsystemLGED

Establishing individual institutional setup to address water-logging in the Southwest
regionEnhancing disaster preparedness for effective response and to “build back better”
 Reviewing and updating local level RRAP/contingency plans for coastal areas
 Repairing/constructing approach road to multipurpose cyclone shelters

MoDMR
MoE&MR
LGED, DDM,
MoEnv.
MoDMR

MoDMR
MoDMR,
Sectoral
Ministries &Department
Sectoral
Ministries
DDM,
MoDMR
MoDMR

3. FLOOD & FLASH FLOOD AND RIVERBANK EROSION
Investment / main action

Lead agency

Coopert. agency

Time
50

frameUnderstanding disaster risk
 Expanding coverage of flood forecasting and warning in Coastal Belt (new stations) Increasing Early Warning lead time (3-5 days) and as well as impact based
dissemination of warnings using all available media and platform to minimize thelast mile gap
 Developing new model for sea surface monitoring and coastal tide monitoring Model generation for flash-flood and landslide prone hilly areas
 Redeveloping riverbank erosion prediction model

FFWC
FFWC
FFWC



DDM










Creating a flood zoning map considering geospatial mapping to assess risks causedby flood
Developing new model for Sea surface monitoring and coastal tide monitoring
Study on river morphology

FFWC
FFWC

FFWC
BWDB

Introducing an innovation package for prediction and forecast on hydrometeorological disaster (monsoon flood, flash flood, urban flood, etc)
Creating national database with disaggregated data (gender, age and disability
disaggregated) of displaced population
Establishing regional data hub for sharing data information on flood forecasting
Involving community in risk assessment and risk informed planning in all sector

BMD, FFWC

Involving community to create a map and identifying risks of erosion in riverbank orseaside

SOB, GSB

DDM
DDM, SOB

2019
2019

IWM, SOBSPARSO,IWM,
CEGIS, IWFM
IWM, SOB

2018

2019

IWM, SOBWARPO,IWM, SOB
DMIC

BBS

DDM

FFWC
MoDMR,DDM

IWM
Sectoral
Ministries &Department
SPARSO,
IWM,
CEGIS
51



Install signposts marking possible flooding levels in the community to inform peopleof flood risks
Strengthening disaster risk governance to manage disaster risk
 Strengthening capacity for flash flood forecasting and warning Strengthening capacity of DMCs for policy advocacy for adequate protection andrehabilitation plan Activating and expanding flood preparedness volunteer program











FFWC / LGED

FFWC
MoDMR
DDM

Ansar, VDP

LGRD
Ansar,
MoDMR
DMCs

VDP,

Community-based early warning system for flood, drought and extreme events in
NW & NE Bangladesh
Prepare SOPs, guidelines for the construction and maintenance of disaster risk
mitigation structures

DDM/FFWC

Risk-informed updating of existing water management legislation / policies
Developing policy for elevated the homes, schools and all public buildings above
flood level
Developing policy for use of water-resistant building materials, such as concrete or
brick, in areas where frequent flooding is a risk
Preparing business continuity plan for disaster-prone areas to ensure that normal
activities of schools, government, businesses, markets, etc continue as much as
possible during the disaster
Digitizing social safety net programme
Developing rehabilitation plans for affected areas

MoWR
MoHPW

DDM,
Relevant
Ministries&
Department
WARPO
MoDMR, MoWR

MoHPW

MoDMR, HBRILGDMoDMR,MoA,
MoT&C, MoE,

MoDMR
MoDMR

MoWCA, MoSW,
MoL,
Sectoralministries/depart
ment

MoDMR

2018
2018

52

Investing in disaster risk reduction for resilience River management for erosion-prone areas, control riverine and coastal regions
 Improving rural infrastructure, protection walls, raising houses above highest floodlevel Repairing and maintaining existing flood embankments and sluice gates Constructing proper flood discharge openings of bridges and sluices along road andrailroad systems
 Repairing/constructing Killas, multipurpose flood sheltersRepairing flood protection embankments /roads

Expanding flood monitoring stations at coastal belt and introduce coastal flood
forecasting model
Developing flood & flash flood related SOPs
Building/retaining/rebuilding dams and reservoirs, dikes and levees, retaining ponds,
flood channels, and flood walls to reduce flooding
Piloting /scaling up flood-resilient housing; establishing raised cluster housing
concept in flood and erosion prone areas
Piloting and scale up flood resistance crop ( rice), flood friendly fisheries andlivestock
Building erosion prevention structures
Dredging and re-excavation of river and canal
Improving river transportation for safer communication through community-based
system









BRDB
DDM, LGED, Relevant sectoral
BWDB
department
BWDB
DDM
LGED
DDM

LGED, MoDMR,
MoE, MoPMEBWDB, LGED,
R&H
FFWC
MoDMR
BWDB

DDM, LGD
LGED

MOPWH
MoA, MoFL

DDM,
LGED,
MoDMR
DDM, MoDMR

LGED
BWDB
BIWTA

LGD

53

 Constructing submersible roads in haor and coastal Areas
Enhancing disaster preparedness for effective response and to “build back better”
 Local level contingency plan including supported required by flood and riverbank
erosion people Preparing early/ medium/ long-term recovery plans Developing recovery and rehabilitation strategy with strong focus on gender,
children, senior citizens & disability inclusion for households displaced by riverbank
erosion Development of SOPs on flood/riverbank erosion response and recovery of
displaced community Creating market and value chain facilities to enable communities to operateenterprises during disaster Creating alternative livelihood options in disaster hot spots







Recovery compensation packages for affected household for reconstruction of
housing and alternative employment generation
Innovating, introducing and providing access to ‘Disaster/Risk Loan’ to mostvulnerable people with little collateral security (or local administration as the
security)
Constructing local level stores to preserve relief and rehabilitation goods/materials
Recovery and rehabilitation of agricultural sector(crop, fisheries, livestock)
Rebuilding and rehabilitation of marketing infrastructure and recovery of marketingsystem

LGED, BWDB
MoDMR
DDM
MoDMR

MoDMR
DoA, DoM
BRDB, DDM
MoDMR

LGD

MoSW, MoWCA

MoSW, MoWCA,
LGRD
MoC/ SMEF
DWA,
DAE,
DLS, DoFMoSW

BRDB/DSW,
PKSF
NGOs, SME
Agencies
MoDMR
MoA, MoFL
DDM, MoDMR
LGEDDDM, MoDMR

4. LIGHTNING, FIRE & CHEMICAL HAZARDS
54

Investment / main action

Lead agency

Coopert. agency

Time
frame

20162020
20162020
20162020
20162020
20162020
20162020

Understanding disaster risk
 Guidelines for safe storage and handling of chemicals & reactive materials

MoDefence

MoDMR



Building up national awareness (inclusion in projects and programs)

MoDMR



Disseminate awareness raising materials through community, institutions and media

MoDMR

BMD/MoEd,
Media
BMD, DDM

Implementing national and regional drills on Lightning

MoDMR



Developing database, Area based Forecasting

MoDefenceInitiating research activities and MOUs with relevant universities

MoDMR



Ensuring real time data sharing and dissemination

MoDMR

BMD/MoEduc
ation
BMD
BMD, DDM,
DU,
BUET
other related
Universities,
Other
International/
National
Research
Institutions
BMD,DDM,ADPC , otherrelated20162020

55



Inventory and mapping of hazardous chemical installation and regularly updated andmade available to fire services and DDM

MoEF/Ministr
y of Industry

Installing Lightning Detector in all public buildings, hospitals and schools

MoDefence

international
institutions
MoH,
NBR,
FBCCI, MoI,MoDMR,FSCD
BMDEstablishing Lightning Observatory System

MoDefence

BMDIntroducing and using technology for prediction of spread of oil/gas spill

BMD

DoE/Power
Ministry Awareness campaign during lightening season
Strengthening disaster risk governance to manage disaster risk
 Protection for residents living near industrial facilities / chemical storage

DDM

Including disaster risk management into the process of environmental clearance toindustries and chemical installations

MoEF



Establishing a compliance mechanism of industrial safety by ensuring risk proof
installation of materials
Building capacity of DMCs for awareness raising and advocacy

DDM



BMD

20172018

20162020
20162020
20182020

20162020
MoDMR,
FSCD, MoP

MoDMR,MoLGRD&C,
DDM, Local
Government
Institutions

20162020

56

Ensuring earthing all houses, buildings and infrastructure following Bangladesh
National Building Code
Linking forecasting information (BMD) and people’s action (Community Radio) inlightning prone area

MoDMR,MoHPW
MoDMR

Building national capacity on risk management of nuclear emergency

MoHA

Investing in disaster risk reduction for resilience Ensuring factory safety measures through regular inspection and vigilance

MoH







All industries using hazardous chemicals should have their own response andmanagement plan with adequate equipment, trained professionals, medical first
responders and logistics

MoI
with
FBCCI
and
BGME, BKMEBuilding capacity of health professionals and hospitals adjacent to industrial zones toaddress chemical emergencies
Building capacity of FSCD and volunteers on chemical emergencies with sufficientequipment and logistics (as secondary impact of an earthquake or a major
floods/cyclone) in all industrial hubs and zones

FSCD



DDM, PWD
BMD,
Community
Radio
AFD,
AEC,
DoExp, Local
government,
MoHFW,
MoDMR

20162020
20162020
20182023

MoEF,
Economic
Zone
Authority,
FSCD,
MoDMR
Dept.
Explosive,
DoE, MoI,

20172018

MoDMR,
MoEF, MoH,
Industry,

2017202157Constructing shelters and towers in lightning-prone areas

MoDMR



Planting palm and tall tree varieties in lighting-prone areas

MoDMR



Technology transfer from technology-advanced countries (e.g. Japan, China, UK)

MoDMR

Enhancing disaster preparedness for effective response and to “build back better”
 Organizing regular awareness programme/campaign for factory owners, workers
and the local community (living around the factory) on safety measures Organizing lessons learnt from past disaster events and using it for future protection
and safety planning Strengthening compensation system for victim’s family for recovery andrehabilitation
 Immediate Response

FBCCI
and
BGME, Zone
Authority,
AFD,
local
governmentandcity
corporation,
Ministry
of
Power
and
energyDDM, LGED
Forest Dept,
Mo
Agriculture
BMD

20162020
20162020
20162020

DDM

MoDMR

DDM

MoDMR

DDM,

CPP,

20162020
201658

Recovery

MoDMRNational program to address slum firefighting: Community DRR; Slum-based
Volunteers with logistics and equipment for slum FSCD

MoDMR



Building national capacity to manage oil spill

MOEF



Develop community-based first responder system (with paramedics, ambulances,

FSCD, Local
Admin,
ElectedrepresentativeDDM, otherrelated
Ministries,
Organization
FSCD, Local
Govt. NGOs,
City
corporation.
MoDMR,
Inland waterand shipping,
DoF,
Port
Authority,
Coast Guard,
Bangladesh
Navy,
Bangladesh
Petroleum
Cooperation2020

20162020

20172020

20182022

59



etc)
Provide advance training for health care assistance and health officers of community
clinics and upazila health complexes on burn management (Thunderstorm/chemical and electrocution)

5. DROUGHT, COLD WAVE
Investment / main action
Understanding disaster risk
 Multi-Sectoral drought vulnerability and risk assessment

Lead agency

MoDMR

Coopert. agency

Time
frame

MoAgri;MoFoodDrought management protocol and procedures for drought management in
BangladeshStrengthening early warning system for drought and cold wave

Strengthening disaster risk governance to manage disaster risk
 Campaign for Awareness buildingStrengthening formal institutional capacities (local financial institutions and disastermanagement committees, crop insurance)
Developing and strengthening early warning dissemination techniques/systems

BMD

MoDMR

3 years

MoDMR

Relatedministries

5 years

MoDMR

BMD

3 years60

Ensuring implementation of national water policy/act/plan (for drought)Ensuring implementation of sectoral good practices

Water
Resource
ministry
MoDMR





Establishing buffer stock to deal with food crises during severe drought
Drought sensitive land use plan
Giving more emphasis on drought and cold wave issues in national framework

Land Ministry
MoDMR



Strengthening regional cooperation and information sharingPromoting indigenous knowledge and appropriate technology through effective
communication
Promoting ground water recharge technology in urban areas (for drought)Foreignministry
MoDMR
LGED

&

MoDMR,
Planning

5 years

relatedministries

5 years

Relatedministries
MoDMR

2 years
5 years

Sectoral
5 years
ministries
Water
5 years
Roads
andHighway

Investing in disaster risk reduction for resilience Physical adaptive measures, for example excavation, re excavation of mini ponds,
canals, storage facilities for preserving rainwater Adjusting existing agricultural practices (introduction of drought tolerant cropvarieties, adjustment of cropping patterns, better storage of fodder and seed, dry
seed beds, alternative crop cultivation)
 Adjusting existing socio-economic actions (market facilitation, livelihood
diversification, integration of indigenous knowledge, small scale cottage industries) Continue building reservoirs for water flow adjustment and flood drainage61



Introducing technology for water recyclingTree plantation

 Special medical facilities and shelter support for elderly person and children
Enhancing disaster preparedness for effective response and to “build back better”
 Including drought hazard preparedness activities at the local level (union/paurasava)
contingency plan Improving and adopting local level drought risk mitigation/adaptation plans in the
sectors

Developing and implementing recovery and rehabilitation plan for crop, livestockand health failure due to droughtTechnology for rainwater harvesting and preservation

Environment
ministry
Forest

5 Yrs
Relatedministries

5 Yrs

DDM
Sectoralministries/
departments
Sectoralministries/
departments
DPHE

5 Yrs

62

APPENDIX 4: Outputs of consultations on inclusive DM
Leading agency

Investment / main action• Review, improve and update relevant legal and policy documents related to DM

MoDMR• Re-activation of Ministry / Department / Agency Focal Points for DRR & CCA

MoDMR• Conduct Capacity Needs Assessment of the Agencies• Conduct training for professionals involved in DRM including implementation of NPDM
• Ensure incorporation of gender issues for decision making and empowerment in all
aspects of disaster planning & management for all hazards• Ensure Disaster Impact Assessment ( DIA) in preparing development project andprogrammes for all sector as like as EIA• Integration of DRR, CCA into sectoral policies and plans

NDMRTI & DDM
NDMRTI & DDM
MoDMR &MoWCA• Develop National Monitoring and Reporting Framework to track the progress of
implementation of NPDM & SFDRR.
• Enhance capacity of private and public institutions for risk-informed investment, planningand management• Enhance capacity of private sector, associations on business continuity plan
• DRR & CCA considerations in all future investment decisions (both structural and nonstructural services). Guidelines and tools to be developed• Establish a cell / wing for DRR in all sectoral Ministries• Establish policy and practice cell at MoDMR for risk-informed development with risk andhazard assessment capacity• Introduce disaster risk insurance in some sectors (e.g. agriculture, industry)

C.A

Support from
IMDMCCAll ministry &Departments

Planning
Commission
MoDMR

All ministry &Departments
All ministry &Departments
All ministry,
Department
All Ministry

MoDMR

All agencies

MoDMR

All ministry,
Departments

MoDMR

Time

All ministry
MoDMR
Ministry of Finance6364