DRAFT

Government of the People’s Republic of Bangladesh

National Plan for Disaster
Management(2021-2025)
Action for Disaster Risk Management
Towards Resilient Nation

November 2020

Ministry of Disaster Management and ReliefiTable of Contents

Executive Summary
Acronyms
Part I: Planning Context
1. Progress with National Planning for Disaster Risk Management
1.1. Bangladesh towards a Middle-Income Country: Disaster Management Context

02

1.2 Legal context

04

1.3 NPDM 2016-2020: Progress Review

06

1.4. NPDM 2021-2025: Addressing Changing Risk Context

11

1.5 Scope of NPDM 2021-25

14

1.6. Plan Development Process

17

2. Multi-Sectoral Engagement and International Frameworks
2.1 . Institutional Structure and Multi-Sectoral Engagement

19

2.2 Multi-Sectoral Policies

222.3. Disaster-Development linkages – national and international frameworks

23- Bangladesh Delta Plan 2100
- Perspective Plan 2041
- National Adaptation Plan
- 8th Five-Year Plan
- Sustainable Development Goals (SDGs)- Sendai Framework for Disaster Risk Reduction (SFDRR)- Paris Climate Change Agreement
3. Changing Risk Landscape
3.1. A changing risk environment

28

3.2. Risk horizon

29-

Natural Hazards-

Risk from environment emergencies-

Climate dynamics-

Human induced risks: fire, chemical, building collapse etc.

-

Biological Hazards-

Emergency risks/situation triggered relief needs or emergency response-

Displacement/Eviction related riskii

4. Goals and Priorities of NPDM 2021-2025
4.1. Vision: Achieving milestones

36

4.2. Goals

36

4.3 NPDM 2021-2025 focus areas

37

4.4 Inclusion as an underlying strategy

37Part II: Targets for Implementation
5. Approach to Action Plans
5.1 . Investment priorities for NPDM 2021-2025

44

5.2

45

Timeline, actions and targets of NPDM 2021-2025- Key targets for Preparedness and DRR- Key targets for Early Warning- Key targets for Emergency response- Key targets for Recovery

5.3 Implementation strategy

46

5.4 Financing mechanism

47

5.5 Accountability and monitoring framework

47

Appendices
Appendix 1: Key Targets of NPDM 2021-2025
Appendix 2: National and local level actions from the Sendai Framework for Disaster
Risk Reductioniii

Executive Summary
Over the past few decades, Bangladesh is experiencing rapid development. As a result, many of thecities and towns have developed haphazardly. Many of the urban centers are developing on the areasthat are vulnerable to natural hazards. Geographically the country is located on flood plain, closer toone of the active seismic zones in the world, exposed to a large coast with frequent cyclone and storm
surge etc. Particularly large cities and towns are most vulnerable to different hazards and in some cases
exposed to multi hazards.
Fast growing urban centers became the economic hubs of the country with high population density.
Although there was no major earthquake in the recent past, but due to geographical location andhistorical events, the country is highly vulnerable to large earthquake. A strong earthquake affecting amajor urban center may result in damage and destructions of massive proportions and may havedisastrous consequences for the entire nation. Intensity of flood and cyclone have increased over the
decade and Bangladesh has experienced multiple hazards within a calendar year, bit unusual trend thatthe country ever experienced. In the year 2020 there was four conjugative floods devastated thousandsof settlements, outbreak of COVID-19 and cyclone Amphan. Climate Change has battered the coastalzone of the country severely accelerating numerous natural disasters.
National Plan for Disaster Management (NPDM) 2021-25 is the revised version of NPDM 2015-2020
implemented by the Ministry of Disaster Management and Relief (MoDMR), relevant other ministries
and departments coordinated. NMDP 2021-25 is prepared based on wider consultations with therelevant ministries, departments, donors, academic institutions, NGOs, research organizations, private
sector and development partners.
NPDM 2021-25 is prepared based on the four key principles of Disaster Risk Management, adopted
from Sendai Framework for Disaster Risk Reduction (SFDRR) and Standing Order on Disaster (SOD)
as follows,
Preparedness to ensure that adequate arrangements are made at national, regional and at community
levels to combat adverse situation.
Early warning and Alert to prepare effective preparation in order to save life, property, valuables fromthe emerging hazards.
Emergency Response in order to attend the requirements in the areas affected by any natural hazard.
Rehabilitation, Reconstruction and Recovery to ensure that the adverse situation can be addressed inorder to return back to normal situation.
This plan provides context, legal background, implementation status of previous plans and likely
situation of Bangladesh in the changing disaster risk context. Overall document is presented in to two
broad parts respectively on planning context and Targets for Implementation and five specific sections.
Section 1 provides the background, legal ground and preparation process of the document. Multisectoral engagement is presented in section 2. Changing risk context is described in section 3. Vision,
mission, goals are presented in section 4 and implementation strategy, financial mechanism, investment
priorities are described in section 5 of the document.
A number of activities are identified based on the above principles to be implemented during next five
years. Inclusion of women, children, senior citizen, persons with disability, ethnic minorities are givenhigh priority for all proposed activities.
iv

National Plan for Disaster Management 2021-25 will be implemented under the technical guidance andcoordination of the Ministry of Disaster Management and Relief (MoDMR). Funding for the
Activity/program identified under this plan will be from the concerned ministries and agencies asappropriate. Non-government agencies, donor and private sectors will also fund for program
implementation.
Total 48 activities are listed in the Annex-1. The lead ministry/ department to undertake theresponsibilities for activity implementation respectively are also listed in the annex. The
activities/programs will be detailed out further during implementation stage. The programs identified
can be adjusted with the requirements by the respective sector or community need as applicable on thesituation.

v

Acronyms
ADB
BCCSAP
BNBC
BWDB
CCA
COVID-19
CRI
DAE
DC
DDM
DDMC
DRM
DWA
EPAC
FPOCG
FSCD
GAR
HBRI
ILO
IMDMCCJICA
JMREMP
MoDMR
NDMAC
NDMC
NOC
NPDM
NPDRR
NRP
OSHE
RMG
SDG
SFA
SFDRR
SOD
UNDP
UNFCCC
UZDMC
WDMC
WB
WFP

Asian Development Bank
Bangladesh Climate Change Strategic Action Plan
Bangladesh National Building CodeBangladesh Water Development Board
Climate Change Adaptation
Corona Virus Disease - 19
Climate Risk Index
Department of Agricultural Extension
Deputy Commissioner
Department of Disaster Management
District Disaster Management Committee
Disaster Risk Management
Department of Women Affairs
Earthquake Preparedness and Awareness Committee
Focal Point Operation Coordination Group of Disaster Management
Fire Service Civil Defence
Global Assessment Report
House Building Research InstituteInternational Labour Organization
Inter-Ministerial Disaster Management Coordination Committee
Japan International Cooperation Agency
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
National Resilience Programme
Occupational Safety, Health and Environment Foundation
Ready Made Garment
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
Ward Disaster Management Committee
World BankWorld Food ProgrammeviPART – I: Planning Context

1. Progress with National Planning for Disaster

Risk Management
1.1 Bangladesh towards
Management ContextaMiddle-Income

Country:

Disaster

Bangladesh is ranked as one of the most disaster-prone countries in the world. The World Risk
Report 2018 identified Bangladesh as the sixth most natural disaster-prone country among
171 countries in the world. According to the Zerman Watch on Global Climate Risk Index
2019 Bangladesh is ranked as seventh most affected and vulnarable country due to climatic
disasters. People in Bangladesh are often affected by number of natural disasters, including
floods, drought, salinity intrusion, cold wave, riverbank erosion and thunderstorm.
Bangladesh is a global hotspot for tropical cyclones and the country faces it once or more ineach year. In recent time cyclone and storm surge has changed its direction and moving
towards to south-western direction and causing substantial damage to the assets and theecosystem, the Sunderbans in particular.
An increase in sea surface temperature is strongly evident at all altitude and in all
oceans. The scientific evidence indicates that increased sea surface temperature will intensify
cyclone activity and heighten storm surges. These surges will, in turn, create more damaging
flood conditions in coastal zones and adjoining low‐lying areas. The destructive impact will
generally be greater when storm surges are accompanied by strong winds and large onshore
waves. Tropical cyclone Sidr in Bangladesh (November 2007) and cyclone Nargis in the
Irrawady delta of Myanmar (May 2008) provide recent examples of devastating storm‐surge
impacts in developing countries.
According to the IPCCAR5, storm surges and related floods are likely to become more severe
with increases in intense tropical cyclones in future (IPCC, 2007). For the Bay of Bengal, astudy using dynamical models driven by RCM simulations of current and future climates haveshown large increases in the frequency of highest storm surges despite no significant change
in the frequency of cyclones (Unnikrishnanetal, 2006). Hence, from a practical perspective
vulnerability of Bangladesh to cyclones/storm surges may increase even more as a result ofclimate change.
The Ganges-Brahmaputra-Meghna (GBM) Delta at the north of the Bay of Bengal,
characterized by a number of livelihood opportunities resulting from high population density,
as well as a number of biophysical and socio-economic challenges (flooding, erosion,
cyclones, salinization, water logging, etc.) which are increasing alongside the changing
climate and anthropogenic activities/developments. Freshwater flooding is a common
occurrence in the delta during the monsoon reflecting the strong seasonal regional climate andmonsoon river flows of the Ganges, Brahmaputra and Meghna Rivers, its low-lying natureand its position at the north of the Bay of Bengal.

2Floods have been the most devastating natural disasters to affect poor people at the global
level. In 2016, 3,250 lives were lost and more than 13 million people were affected by floods.
In particular, floods in transboundary river basins have led to severe damage and loss in the
Asia- Pacific region. Between 2000 and 2010, floods in the Indus, Ganges and BrahmaputraMeghna river basins, among others, resulted in more than 20,000 fatalities with combined
damage of about $30 billion. In this regard, it is critical to improve regional cooperation for
operational flood forecasting and early warning systems in shared river basins.
Bangladesh is possibly one of the countries, most vulnerable to potential earthquake threat
and damage and given its geographical location in the seismically active region. An
earthquake of even medium magnitude on Richter scale can produce a mass graveyard inmajor cities of the country, particularly Dhaka, Sylhet and Chattogram. Rapid and unplanned
urbanization increases the risks for earthquake as well as other man-made disasters like fire,building collapse, industrial hazards etc.
The adverse impacts of all the natural and man-made hazard/disasters affecting socioeconomic condition need to be reduced for sustainable development. Between1996 to 2015
there were 185 disaster events occurred in Bangladesh which incurred an averaging 0.732%
of GDP loss per annum and total economic loss was $2.283 billion. In the advent of the naturaland other disasters, the Government of Bangladesh has undertaken a lot of plans and programsfor disaster risk reduction and disaster response management. Bangladesh has played, over
the years, an increasingly influential role both at regional and global levels on disaster andclimate risk management strategies and plans and also contributed to shape related global
policies and commitments.
The Government of Bangladesh (GoB) has been maintaining a strong pace in its development
efforts towards the middle income and also developed country by the year 2041. However,
GoB’s continual efforts and aspiration articulated in the Vision 2021 and Vision 2041 arechallenged by the increased frequency of disasters and again by the recent Covid-19 global
pandemic. The long-term aspiration of the development of GoB is dependent on its growthand social development in harmony with the nature, climate, policy and institutions system
which reduce the risk from climate change and disaster. The broad objective of all long-term
and medium-term plans is to accelerate growth and maintain its momentum in order tomaintain macroeconomic stability, also to improve the institutions and governance. In linewith the previous plans the Eighth Five Year Plan (8th FYP) is getting prepared to maintainthis focused approach to improve institutional performance with a view to develop a resilient
Bangladesh.
Globally Bangladesh is widely regarded as the ‘Role Model’ for disaster and climate risk
management. Since the independence of the country and with able leadership of thegovernment, the institutional structure and policy instruments are well-established to support
the country’s efforts in disaster management. The long, medium and short term plans andprograms of the Government of Bangladesh (GoB) have considered disaster management welland included in the plans as a priority area with other agendas. Existing institutional structure
and policy frameworks are in place to guide the national efforts to achieve key disastermanagement priorities. The role of GoB is primarily to continue providing required supports3and ensuring that disaster management for resilience is a focus of national policy, plans andprograms. Alongside, the country embraces the global and regional protocols and proceduresin order to prepare for and respond to the recurrent and anticipated hazards and disasters in
Bangladesh.
The National Plan for Disaster Management (NPDM) 2021-2025 is the Government of
Bangladesh’s document for the management of disaster and associated events. The plan abides
by the institutional and policy regimes in disaster management of the country. The Sendai
Framework for Disaster Risk Reduction (SFDRR) is fundamental to the vision and ambitionof the Government of Bangladesh in the areas of disaster management and the NPDM 2021 –
2025, accordingly, complies with the objectives, priories and major activities of the SFDRR.
The NPDM 2021 – 2025 also is guided by the mission and disaster management focus of the
Perspective Plan of the Government of Bangladesh (Vision 2021 and 2041). Following thecurrent and upcoming investment scenario of the country and potential engagement of theprivate sector, NPDM 2021 – 2025 covers all investment areas where risk-informed planningand implementation is highly appreciated.
NPDM 2021-2025 reaffirms GoB’s commitment to strategic planning for disastermanagement and serves as a transformational instrument to build the resilience of thevulnerable people of the country. The NPDM is prepared to deal with and achieve the DM
aspects of the country’s long-term plan. Building on the achievements from the previous
plans, focus of the NPDM 2021-2025 is continuation of disaster risk reduction for achieving
resilience.
The NPDM 2021-2025 aims to strengthen and follow through the implementation of the
SFDRR priorities through different ministries/divisions/departments. In complete coherencewith the Disaster Management Act 2012, the plan also counts on and recapitulates the SOD
2019 while implementing activities of the respective ministries/divisions/departments andother agencies.

1.2 Legal context
Disaster Management (DM) in Bangladesh is guided by a number of national, regional andglobal drivers, which, among others includes a) the Disaster Management Act 2012; b) the
Disaster Management Policy 2015; c) the Standing Orders on Disasters (SOD) 2019; d) the
National Plan for Disaster Management; e) the SAARC Framework for Action (SFA); and f)
the Sendai Framework for Disaster Risk Reduction (SFDRR) 2016-2030. The disastermanagement policies, plans and programs are also prepared in alignment with the national
medium-term and long-term plans like the Five Year Plan (8th) and Perspective Plan 2021
and 2041. The Sustainable Development Goals (SDG) provides the over arching guidance inthe development and implementation of national disaster management plans and programs.
The National Disaster Management Council (NDMC), headed by the Prime Minister, is thesupreme body for providing overall direction for DM in Bangladesh, which includes disasterrisk reduction, mitigation, preparedness, response and recovery. As DM is a multi-sectoraland multi-functional discipline, one single agency or sector is not enough to plan and4

implement everything everywhere, neither it should be responsible to supervise and monitor
all of the activities. Need based sectoral planning and its execution responsibilities are vested
with the specific sectors and their ministries, with the MoDMR having an overall coordinating
and facilitating role as “Secretariat” to NDMC.
Disaster Risk Reduction (DRR) and Emergency Response Management (ERM) Programmesof Bangladesh are being implemented under legal framework, which is constituted with
relevant laws, policies, rules, orders and guidelines. Following policy documents and plansprovide the legal foundation as well as strategic guidance for the NPDM 2020-2025 in disastermanagement in Bangladesh.
Disaster Management (DM) Act 2012: The Disaster Management (DM) Act 2012 is theprincipal legal document and provides the institutional framework for DM in Bangladesh. The
Act delineates the roles, responsibilities of Disaster Management and Relief (MoDMR) and
its affiliated department and agencies. DM Act 2012 provides the legal premises and authority
has how MoDMR is expected to work and also provides supports and services to others.
Disaster Management Policy 2015: The Disaster Management (DM) Policy 2015 has been
approved by the Government of Bangladesh in 2015. The policy ensures the governance inthe disaster management in all levels of the country. Overall, it is expected that the policy will
be an effective instrument to make DM efficient in Bangladesh.
Standing Orders on Disaster (SOD) 2019: The Standing Orders on Disaster (SOD) outlines
and informs all concerned about their roles and responsibilities at every stage of disaster risk
management. According to the SOD each ministry, division, department and agency prepares
its own detailed work plan to perform its responsibilities and functions efficiently and takes
necessary measures accordingly.
National Plan for Disaster Management (NPDM): The National Plan for Disaster
Management (NPDM) is the strategic plan to guide the implementation of disastermanagement in the light of the government’s vision, mission and national and international
approaches plans and programs on disaster risk management. The plan includes areas ofinvestment for disaster risk management through a Risk Informed Development Plan andemphasized its implementation with participation of all concerned.
Perspective Plan 2021 and 2041: The Perspective Plans of the GoB (Vision 2021 and 2041)
while progressing with the development efforts, also focus on the integration of environmentand climate change considerations in the growth strategy. Specifically, the plan includes
strategies to reduce vulnerability and build resilience through the formulation andimplementation of various plans and programs in line the Delta Plan 2100.
Eighth (8th) Five Year Plan: The multi-year work plan of the government like the Eighth(8th) Five Year Plan reflects essence of the international disaster drivers and other
instruments. The long-term plan is translated into the sectoral plans to take care of the sectoralissues those are impacted by disaster in one way or rather.
Bangladesh Delta Plan (BDP) 2100: The Delta plan is country’s long-term plan thatencompasses the GoB’s vision for the developed country by 2041. According to BDP 2100

5

the country is divided into six hydrological regions which are called ‘Hotspots’ and the risksof the regions are determined accordingly. The disaster-prone districts of the country groupedand classified as per the hotspots. The hotspots are i) Flood-prone River and Estuaries, ii)
Cyclone-prone Coastal area, iii) Drought-prone Barind area, iv) Flash Flood-prone Haor area,v) Landslide-prone Hilly area and vi) Water Logging and Earthquake-prone Urban area.
Apart from the legal, policy and programs there are quite a good number of guidelines to guidethe implementation of activities like cyclone shelter management guideline, incident
command system guideline, dead body management guideline and others.

1.3 NPDM 2016-2020: Progress Review
NPDM 2021–2025 is a successor to the previous NPDM 2016–2020 prepared by MoDMR
in partnership with the sectoral ministries/divisions/departments and other agencies. The plan
aimed to address the disaster risks faced by vulnerable communities in the disaster-prone
areas of Bangladesh. The planning process led the way for the ministries and others agencies
to produce their sectoral disaster management plans in order to implement the Disaster
Management Act, other policies and programs of the country. The purpose of the plan was toguide implementation of the Disaster Management Act, allowing GoB ministries and otheragencies to use it to produce their Annual Work Plans.
NPDM 2016-2020 aimed to promote risk informed planning and implementation of
investment initiatives for business continuity in disasters. The plan embodies eight key
strategic directions for achieving resilience (i) Upgrading existing DM programs and policies(ii) DM governance (iii) Investments for building resilience against chronic disasters (iv)
Social protection (v) Inclusive development (vi) Private sector engagement (vii) Resilient
post-disaster response and recovery and (viii) Emerging risks.
The plan operationalized its objectives through identifying priority actions, providing aroadmap for implementation of the core investment areas, incorporating DM aspects in
sectoral plans, exploring public-private investments and ensuring inclusiveness. It also
addresses emerging risks, promote risk governance and illustrate how the work of various
stakeholders can contribute to GoB's DM vision. The plan promotes risk informed planningand implementation of investment initiatives for business continuity in disasters.
NPDM 2016-2020 reflected a paradigm shift from relief-based disaster response to proactive
disaster risk reduction. NPDM 2016-2020 was drawn from regional and global frameworks
including the Sendai Framework for Disaster Risk Reduction (SFDRR) and SDGs. It wasrecognized the national strategy for addressing global and regional targets. The NPDM 2016–2020 included 34 targets for the sectoral ministries and other agencies and a review of NPDM
2016-2020 indicated substantial achievements have made against most of the 34 targets likein the areas of reduction of the number of disaster victims, early warning for all and response
mechanism, earthquake preparedness in place, disability and gender inclusive disaster risk
management and provision of safety nets, strengthening civil-military coordination forhumanitarian response etc. However, it did not articulate how it would seek to implement

6gender and disability mainstreaming across the 34 indicators. It also lacked to identify
concrete indicators on gender and disability inclusion and an M&E framework to ascertain
the progress made under gender-related commitments.
Following accomplishments and achievements have been made over the course of five yearsof NPDM 2016-2020:
Countrywide weather observation and prediction system established – BMD produces
warnings and disseminates information more especially on cyclone through the media andinstitutions at the local level. The lead time of flood early warning has increased up to 3- 5
days compared to 24 - 48 hours during 2005. This enhanced response time and preparedness
that contributed to reduce loss of lives and agricultural farming and other assets. An
Interactive Voice Response (IVR) system using mobile phone technology provides regularly
updated weather forecasts and warnings on flood and cyclones which is accessible to by
dialing 1090 on any mobile phone for 24/7 hours. This is critical for saving the lives of
thousands of fisherman in the sea by providing early warning services.
Improvement in early warning system – Bangladesh Meteorological Department, Flood
Forecasting and Warning Centre, CEGIS and other relevant actors. Expanded the scope of the
Flood early warning from 2-3 days to 10-15 days’ time frame; which will help government,
development partners, communities and stakeholders to prepare and when needed ensure
effective and timely response. Expanded the dissemination network of cyclone early warningin the south-west Bangladesh. Scale up the riverbank erosion forecasting system, innovate
warning systems for lightning and landslide hazards. Using the lead time of the forecasts/early
warnings, humanitarian actors are supporting people with necessary aids which is critical forsaving lives and properties.
Implementation and expansion of the earthquake program – Urban resilience program havebeen initiated for major cities like the Urban Resilience Programme (URP) is the initiativeby the Government of Bangladesh and the World Bank in order to develop resilient andlivable cities. The National Resilience Programme (NRP) of the Department of Disaster
Management (DDM) part is implementing a piloting in 4 cities1in view to strengthen theentire chain of earthquake science, policy and practice to develop a minimum preparedness
package.

Development of Community Volunteers - Over 38,000 out of 62,000 Urban Community
Volunteers through FSCD across the country. In addition, through NRP : DDM 2,000
volunteers were developed in Rangpur, Tangail, Rangamati and Sunamganj municipalities.
These UDVs are closely linked to both WDMCs and adjacent fire stations of the FSCD.
Development of a strong civil-military coordination - A mechanism for disaster response has
been initiated for tackling recurring natural and human induced disasters such as cyclone,
floods, landslides, fire and earthquakes particularly on search and rescue, dead bodymanagement, debris management or the restoration of bridges/roads activities. In addition,
1

Rangpur City Corporation and Tangail, Rangamati & Sunamganj Municipality.

7

Ministry of Disaster Management and Relief (MoDMR) and Armed Forces Division (AFD),
jointly organized regional/international Disaster Response Exercise and Exchange (DREE) for
improving its preparedness level to respond to urban mega disasters since 2010.
However, the NPDM 2016-20 did not reflect the multiple and intersecting identities of womenand girls and treats them as one single homogenous group.

National Emergency Operation Centre (NEOC) - It is being established with a view toeffectively deal with the effects of and damage by large scale disasters. To enhance
technical capacity on research and training an institute called National Disaster Management
Research and Training Institute is being established at Department of Disaster Management(DDM). A research guideline has also been developed by the MoDMR.
Weather and Climate Services Regional Project – It established to strengthen hydrometeorological monitoring and forecasting, and improve early warning systems. The projectprovides develop agro-meteorological services to farmers and provide tailored weather andclimate data, and services.
National Earthquake Contingency Plan reviewed and updated - Ward level contingency plans
have been developed for Rangpur CC, Tangail/Rangamati and Sunamganj pourashavas.
Besides, a guidelines for harmonized ward-level contingency plan with municipality level
contingency plan will be prepared.
An Earthquake Contingency Plan for Tangail and Rangpur – The plan is developed through acollaborative effort among city-level disaster management and first responder agencies as wellas other relevant agencies, departments and organizations under the Comprehensive Disaster
Management Programme, Phase II, in 2014.
Trainings of DMCs conducted – At least five batches of training completed with at least 100
DMC leaders at National Resilience Programme in Rangpur, Tangail, Rangamati,
Sunamganj, Manikganj, Kurigram and Jamalpur. Besides, lots more DMC trainings
conducted through different other programs.
Disaster Impact Assessment strategy paper produced - DIA tool is being developed through
NRP project to use in DPP formulation to reduce the impact of disaster
Construction of fire stations initiated in all the district headquarter – Model firestations
constructed which are functional.
At least one demonstrated improvement of flood and cyclone management each. Building on
existing capacity, the NRP of DDM is implementing a piloting aiming towards improving
community resilience by creating replicable, cost-effective model for local flood risk reduction
and management through Flood Preparedness Programme.
Preparedness and emergency response guidelines produced for at least one prioritized sector.
Dead body management guideline developed, debris management guideline drafted. A
guideline also been developed for urban volunteers
Continuation and planned expansion of earthquake program (e.g. EPAC) - In 2019, Singapore
and Bangladesh jointly organized Exercise on Coordinated Response (ExCOORES) in
Singapore to exchange experiences and improve skills. Bangladesh’s leadership in organizing
this event has further brightened the image of the country in the external world.

8

R&D projects initiated with balance between scientific and socio-economic - Students fromIDMVS, Dhaka University gets intern since 2017 through a MOU with Ministry of Disaster
Management and Relief.
Agrometeorological advisory service has been established - With the support of World Bank
(WB) Department of Agricultural Extension (DAE) has been implementing theAgrometeorological Advisory Service to provide early warning services to the farmers. A
mechanism is established to make location based, incorporating the climate, crop and land
attributes available at the appropriate scale address the agriculture production and managementin 64 districts of the country.
Published a National Strategy on Displacement - MoDMR with support from RMMRU has
published a national strategy on the management of disaster and Climate induced internal
displacement. Besides a cluster has also been launched about displacement.
Concept paper produced for recovery and rehabilitation strategy - A concept paper has beendeveloped to devise a recovery and rehabilitation strategy for the country. NRP: DDM
part/UNDP is supporting in the initiative. The strategy will be primarily developed based on
the loss and damage, and failure analysis of Cyclone Amphan and Floods 2020.
Social protection for disaster resilience agency established - DRR integrated SSNP (EGGP) has
established under the DDM, MoDMR. A guideline on DRR inclusive social safety net has been
prepared through the National Resilience Programme of DDM/MoDMR. The guideline has
prepared to support and contribute to the execution of the safety net programmes of MoDMR
with particular focus on disaster risk reduction.
Guidelines for risk-informed private sector investments produced - A guideline for Supply
chain resilience of RMG sector is being developed through the National Resilience Programmeof Programming Division part.
Pilot recovery and rehabilitation strategy programme initiated - MoDMR, with technicalassistance from NRP/UNDP initiated to devise a Strategy for Cyclone Amphan and flood 2020.
Capacity raising program for CPP demonstrated - Ministry of Disaster Management and Relief
has expanded the Cyclone Preparedness Program (CPP) to a total of 10 districts in the southwest, including Khulna, Satkhira and Bagerhat. Besides, as part of promoting women’s
leadership in disaster management a total 18,400 women volunteers have been developed.
Despite the Plan timeline ending in 2020, there is provision to continue implementing thetargets until 2030. There is thus opportunity for flexibility and having an incremental andgradual approach to implementation, which could prove to be a practical approach to
implementing an ambitious set of action plans. NGOs and Private Sector in Bangladesh can bevaluable partners of the plan. The greatest hurdle for progressing in the implementation process
was persistent barrage of disasters continuously distracting institutional attention and action to
focus on emergency response.
The experiences from NPDM 2016-2020 offered valuable lessons for the next plan. A review
undertaken by a group of independent consultants pointed to several disadvantages in the planand its implementation, and noted that the following in particular needed to be addressed in thenext plan:9Urban disasters pose a particular challenge: A clearly defined pre-establishedcoordination mechanism and incident command system for urban disasters is needed. The
cadres of urban volunteers with appropriate representation of women being developed can beeffective 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 motivated andengaged.
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 and resilience, as wellas on coordination systems involving international and national agencies in times of majordisasters.
Resourcing the plan: The safety net and social protection program provides an
excellent opportunity to strengthen risk management and risk reduction in Upazilas andUnions and enhance resilience of the women, physically challenged, poor and vulnerable toshocks and stresses.
Less integration of gender in the plan: Despite evidence that disasters affect men,
women, children and disable persons differently, the plan – and the actions emanating fromit – were weak 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 a vision for the
more appropriate system and then move forward towards it so that all future investments inthis 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 and DM) as well as inmonitoring 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 multi-stakeholder 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 isoverwhelmed 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 and resourced.
Inadequate socialization of NPDM 2016-2020: A proactive communication anddissemination strategy need to be in place to ensure ownership of the plan by various
stakeholders.

101.4 NPDM 2021-2025: Addressing Changing Risk Context
The discourse of disaster management has undergone significant changes in recent decades
and their effects have been profoundly felt in the developing world, particularly in terms of
reduction in the loss of human lives and increase of damage of asset and infrastructures on theother hand. The geographical location of Bangladesh in South Asia, at the confluence of threelarge river systems – the Brahmaputra, the Ganges, and the Meghna – and north of the Bay of
Bengal, renders it one of the most vulnerable places to monsoon floods and tropical cyclones.
Human-induced climate change exacerbates the problem, with its already manifested effects
and the predicted rise in temperature, rainfall and sea level. In this backdrop Bangladesh has
become a leader in transforming and setting its institutional framework for disaster risk
reduction and sustainable development with the core government policies and programs haveincorporated risk reduction elements well ahead.
During the timeframe of NPDM 2016-2020 Bangladesh faced a good number of natural
disasters and many localized hazard events, with economic losses ranging from 0.8 to 1.1 percent of GDP. A number of cyclones hit the coastal areas of the country during this period,
among them, Roano (May 2016), Mora (May 2017), Fani (May 2019), Bulbul (November2019) and Amphan (May 2020). The most recent monsoon floods in 2020 has an overall
impact on the Northern, North Eastern and South Eastern region of Bangladesh which
engulfed more than 36 percent of the country and impacted 30 districts including15
moderately to severely (CARE, 2020). Incidence of few newer hazards like landslides andlighting are causing both damage to infrastructures and claiming lives in some pockets of thecountry and increasing the threat to the common people.
Increasing urbanization and industrialization, together with climate change, Bangladesh is set
to experience newer and dynamic risks, necessitating NPDM 2021-2025 to be more flexible
and adaptive. This is a reminder of the necessity to continual improvement of disastermanagement in the country to safeguard sustainable development efforts undertaken invarious sectors and areas. Rapid urbanization has induced increase of Urban Population at afast pace resulted large number of settlements on the lands vulnerable to natural hazards.
Especially in the major urban centres of the country millions of people, infrastructures are
exposed to flood, cyclone and landslide. Following is the state of social and physical exposure
to flood, cyclone and landslide (DDM, 2016).
The NPDM 2021-2025 reaffirms GoB’s commitment to strategic planning for disastermanagement for resilience as demonstrated in the preceding NPDM 2016-2020. As clearly
articulated, the focus in the new plan is similarly on disaster risk reduction for achieving
resilience, but also as clearly emphasized, humanitarian response. In particular, post-disaster
response and recovery is considered as an essential part of the new plan in alignment with themandate of MoDMR for “Humanitarian Assistance” management. Provision of enhancedsocial safety net programmes serves as government’s continued effort in resiliencedevelopment for the most vulnerable communities.
Bangladesh is now taking disaster risk management to the next level focusing the shiftingfrom prevention to resilience. On the endeavour towards vision 2021, the country has taken

11initiatives to mainstream Disaster Risk Management through the 7th Five Year Plan (7FYP),
the medium-term national development plan of the country. Now DRR is a shared
responsibility of all ministries. Medium Term Budgetary Framework (MTBF) has also beenprioritised Disaster Risk Management considering the country’s vulnerability to multiple
hazards.
Bangladesh has taken initiative to ensure access of the person with disability, elderly people
and pregnant women to the shelters and market places. With the sense of ensuring build backbetter concept we are also implementing a rural infrastructure project for better local
navigation and water drainage. We have engaged NGO’s in the DRR activities to address theissues of people with special needs as a mandatory provision.
Early warning is a key component of effective disaster risk management. One of the seventargets of the Sendai Framework calls for substantial increase in the availability of and accessto multi-hazard early warning systems and disaster risk information and assessment by 2030.
The Asia Regional Plan for Implementation of the Sendai Framework for DRR 2015-2030
was adopted in seventh Asian Ministerial Conference on Disaster Risk Reduction held in 2 to
5 November in New Delhi, India. This is articulated in developing regional strategies for thewarning systems.
The NPDM planning process recounts and reconciles the recurrent hazards and new, emerging
hazards with their changing nature including frequency, intensity and the impacts. The planis clearly concerned with all aspects of disasters with the aim of building resilience. While
NPDM 2021-2025 takes national, regional and local priorities into consideration, it recognizes
the critical importance of emerging issues and opportunities in the areas of urban disasters,
land slide, lightning hazards and involvement of the private sector in the disaster management
arena.
The country has been facing the global pandemic COVID-19 it also successfully managed thesuper cyclone ‘Amphan’ in May 2020 and also a long lasting flood from June to September
this year. In order to overcome the pandemic situation GoB follows whole of society approachand regain people’s confidence through several disaster risk management activities. On behalfof GoB the MoDMR has followed a different strategy and taken special measures. Morecyclone/flood shelters, schools and community building/structures were arranged where theaffected population live during the disaster emergency period and able to maintain healthsafety and security protocols. Same health safety and security protocols were ensured during
the evacuation, transfer relief distribution and humanitarian supports as much as possible.
Updated and affordable technologies and online platforms were used, as much as possible, formeeting, workshop, consultation and communication for the health safety ground.
Following areas are considered for future disaster risk reduction in Bangladesh Policy Shift to “Build Back Better” Recovery Approach - It is necessary for Bangladesh
to applying “Build Back Better” recovery strategies from only reducing the health impact
approach to increase socio-economic resilience approach. Recovery policies also should
include not only livelihood generation and restarting industries, but also regenerating
human/natural capital as well as resuming infrastructure investments for physical resilience.

12

Natural hazard and climate change never wait until the end of the pandemic. It requires careful
examination about the magnitude and depth of the impacts and losses across sectors andvulnerable communities, to take most appropriate recovery measures as well as prevention
measures for next crisis immediately even the present Pandemic situation. The urgent focus
on short-term needs does not always meet the needs for achieving long-term goals.

Importance in Disaster Risk Governance and Institutional Enhancement - The effective
recovery process depends on strong disaster risk governance and capacity of coordination
mechanism within the government institutions. The recovery process from the present
pandemic situation provides opportunities to strengthen institutional capacity as well asinternal processes within governments and provide avenues to benefit from the private sector
and civil society. Though the response of pandemic was excluded from the original concept
of SFDRR, Implementation of the SFDRR can cover health sector and can integrate thepandemic response as a disaster recovery planning though “Build Back Better” approach.
Indeed, over the years, MoDMR has sought to strengthen institutional capacities and disasterrisk governance in order to build disaster resilience. For this, we need to go back tomainstreaming line of disaster risk reduction and try to enhance institutional capacity as
before.
Data Management and Information System towards Disaster Risk Reduction - The
response of COVID-19 cleared that the data openness and transparency are one of the key
aspects for bringing quick solution in a crisis moment. Data management and sharing
information are essential to create trust among people, and to implement smooth recovery
operations as proven in previous disasters. The use of open and standardized data and sharing
information system help quick implementation of damage and loss assessments as well as
preparing next disasters. Instituting digitization of data management can improve real time
access to social protection services, and can ensure no one is left behind in the crisis situation.
Building effective data management and sharing information system can help to reduce thedigital divide at every disaster cycle, and can contribute towards both social inclusion andbuilding resilience to future disasters.
More Investment to Resilient Infrastructures for Disaster Risk Reduction - As SFDRR
stress the increasing disaster related investment, it is obvious that investment of infrastructure
contributes to the economic growth and improve the people’s life as well. The current global
investment of infrastructure gap is around 15 trillion USD. It is expected to be further widened
by COVID-19 situation because fiscal pressure of government will be increased, and the risk
aversion of private sector will be promoted. However, the COVID-19 crisis cleared that theimportance and necessity of resilient infrastructures that can be effectively working during
the present crisis situation. From the past experiences of disasters, infrastructure projects havebeen worked effectively as the typical labor-intensive projects as well as improve disaster risk
reduction in the region. And more, infrastructure projects have been greatly contributed cash
back into local economies. Therefore, even we are facing financial pressure, increasing
investment of infrastructure is vital for the country’s future. However, some issues should13

be considered in these projects like quality, complying the rules, sustainability,
technologically advanced and future disaster risk reduction.

Put Importance No One Left Behind Policy and Implement Psycho-Social Care in DRR
It is observed- that the present pandemic affects more vulnerable people and societies.
Therefore, we again recall the SDG’s main philosophy of “no one is left behind” policy andtry to contribute the effective recovery process utilizing the experiences of tackling recurrent
natural disasters. However, it is unfortunate that social trust and unity sometimes broken by
the pandemic and it goes beyond the economic losses. In this point, the COVID-19 recovery
process is somehow different from the normal disaster response situation. It requires an effort
for restore society with psychosocial support and long-term rehabilitation towards strong
communities. Intensive support2 from the Advocacy Group on Disability inclusive Disaster
Risk Management (DiDRM), Bangladesh and National Task Force on Disability inclusive
Disaster Risk Management, MoDMR has developed psycho-social care system related toDisaster Risk Reduction (DRR) since 2017. Government have trained more than 100 officials
for psycho-social care in DRR, and we hope they can also contribute the COVID-19 recovery
process in the country. For the response of COVID-19, specific attention is given to thefrontline medical and health personnel, but the recovery process from the COVID-19,
vulnerable people and communities should be considered for building resilient nation.
Strengthen Regional and International Cooperation - The COVID-19 gives great
economic impact to the country, tightened national budget and reducing future investment fordisaster risk reduction. Therefore, international and regional financial cooperation mechanism
and coordination of fiscal policies are sought to stable economies and quick recovery fromthe Pandemic.

1.5 Scope of NPDM 2021-2025
The National Plan for Disaster Management (NPDM) 2021-2025 is the Government of
Bangladesh’s document for the management of disaster and associated events. The plan abides by
the institutional and policy regimes in disaster management of the country. The Sendai Framework
is fundamental to the vision and ambition of the Government of Bangladesh in the areas of disastermanagement and the NPDM 2021 – 2025 complies with the objectives, priories and major
activities of the framework. The NPDM 2021 – 2025 is guided by the mission and disastermanagement focus of the Perspective Plan of the Government of Bangladesh (Vision 2021 and2041).
Policy Premises for NPDM 2021-2025
Disaster management (DM) in Bangladesh is guided by a number of national drivers, for examples,
National Plan for Disaster Management (NPDM) that strategize the management of both risks andconsequences of disasters, community involvement and integration of structural and non-structural
2 Advocacy group on Disability inclusive Disaster Risk Management (DiDRM) has taken number of initiatives towards

disability inclusion for disaster risk reduction.

14

measures; Disaster Management (DM) Policy (2015), which places importance on the DM fundas a dedicated financial resource for DM activities at all levels; DM Act 2012, which endorses theStanding Orders on Disaster (SOD) and provides a legal basis. The purpose of NPDM 2021-2025
is to guide implementation of the Disaster Management Act 2012 and Standing Orders on Disaster2019.

Considering Bangladesh’s continued commitment as a global partner, NPDM 2020-2025 needs tobe aligned with the regional and global frameworks, directives and accords including the Sendai
Framework for Disaster Risk Reduction (SFDRR) and also to be in line with the Asia Regional
Plan for Implementation of Sendai Framework for Disaster Risk Reduction 2015-2030. The UN
Sustainable Development Goals (SDGs) and the Paris Climate Change Agreement are the overall
global guidance for NPDM which allow synergies between international drivers, the country
context and priorities.
In its five years term NPDM is expected to be in line with and achieve the objectives as set out inthe medium term plan of the country i.e. 8th Five Year Plan and seeks to contribute to achieve
GoB’s vision 2021 and thus 2041 through DM. Many of the longer and medium term targets of
NPDM may coincide with and implement alongside the NAP (in preparation), Delta Plan 2100
etc.
Institutional Participation in NPDM 2021-2025
Disasters are often the outcome of inadequate development choices and can eradicate years ofdevelopment effort where disaster risk and poverty are closely linked. Since poverty, vulnerability,
sustainable development, disasters and climate change are interlinked, it is crucial to integrate DM
measures in all development initiatives. On the other hand, DM is not only the business of thegovernment, but involves every part of society because DM for resilience contributes tosustainable development across the agencies, institutions and communities. Given this, the plantakes a ‘whole-of-Society’ approach for effective implementation and includes the sectoral
ministries, their executive agencies/departments, civil societies, NGOs, research, academia,
private sector and the community themselves.
As per the DM Act 2012 the MoDMR has the responsibility for coordinating national DM efforts
and NDMC is the supreme body for providing overall direction, functional and hazard-specificplanning and execution responsibilities are vested in sectoral ministries and agencies. The
directives are clearly spelled out in the SOD as how the sectoral ministries and other agencies are
expected to perform and deliver for risk reduction, disaster preparedness, response, recovery andrelated activities. However, as per the SOD, the MoDMR provides technical supports for capacity
development of the sectoral ministries and other agencies what so ever required for the smooth
implementation of the NPDM. While the sectoral ministries and agencies are responsible andaccountable for the DM activities they plan for 2021-2025, monitoring of the implementation may
be undertaken by a committee led by MoDMR as agreed and as planned.

15

Time Horizon for the NPDM 2021-2025
In general compliance with the national planning horizon in Bangladesh and considering thetimeline of the global plans, accords and decision, the next phase of NPDM for Bangladesh may
be prepared for five years i.e. for a period from 2021 to 2025. However, there are few otherconsiderations like the Vision 2021 of Bangladesh ends in year 2021 and on the other hand Vision
2041 is coming along the way and may warrant longer-term sectoral plans and processes.
Sustainable Development Goal (SDG) and Sendai Framework for Disaster Risk Reduction(SFDRR) complete their term in 2030. Therefore, the NPDM 2021-2025 is prepared for the periodof five years and some of the targets may be accomplished in alignment with the national andglobal targets till the end of 2030.
Accordingly, the timeline for the 5-year NPDM 2021-2025 has three program periods: 2021 preparatory year with continuation of existing programs; 2021-2022 - initiation of new actions
plus actions continuing from the previous period; and 2023-2025 - more initiatives and an activity
peak relating to expected growth in institutional capacity. Many of the core targets will continue
to be implemented as per the action plans over the longer term until 2030, in conjunction with theother short, middle, long term plans and programmes like the 8th Five Year Plan 2021-2015, Delta
Plan 2100 etc.
Hazards Coverage
Bangladesh has faced a good number of natural hazards and human induced hazard events during
the timeframe of NPDM 2016-2020. On the other hand, with increasing urbanization andindustrialization, together with climate change, Bangladesh is on the edge to experience newer anddynamic risks. Global pandemic ‘COVID-19’ adds a new dimension in the disaster landscape in
Bangladesh like other parts of the world with it’s potential for assuming significant risks for
Bangladesh. All these recurrent, frequent disasters and potential risks from the newer hazards arenecessitating NPDM 2021-2025 to be flexible and adaptive. Therefore, NPDM 2016-2020
embodies both rapid and slow onset disasters and it also includes recurrent, anticipated, climate
induced and biological disasters.
The increased frequency of geological hazard like earthquake, urban hazard like the fire, building
collapse, urban flooding, chemical spill over etc. attaches greater attention for the DM. Climate
induced hazards and projected/predicted scenario also pose potential risks for the ongoing andfuture development initiatives the Bangladesh is undertaking. The list of the hazards may include,
but not limited to, flood, cyclone and surge, drought, salinity intrusion, earthquake, riverbank
erosion, landslide, lightning, arsenic contamination, tsunami, human-induced hazards and healthhazards.

16

Geographical Coverage and Other Agendas
The NPDM 2021-2025 for Bangladesh is prepared based on the disaster hotspots of the country
and thus cover the entire country and the vulnerable people.
Nonetheless, there are other aspects of the country/society, which have direct bearing with thedisaster and its impact. The areas are brought into the plan with due attention and necessarycommunication and coordination with the concerned authority and people.
Gender, ethnic minority community, disable persons, inclusion, social safety nets and other crosscutting agenda/issues like marketing are considered for the NPDM.
Thematic Areas and Structure of the Plan
The disaster cycle, as structured in Standing Orders on Disaster (SOD), will be covered throughthe targets of the plan linking SFDRR priorities. Resilience framework covering absorptive,
adaptive, anticipatory and transformative capacities will also be used in identifying/assembling
the activities.

The NPDM will have four inter-related thematic areas for building resilience, namely: Disaster risk reduction – Activities related to mainstreaming DRR into
national and local plans, hazard analysis & risk profiling, early warning etc.;
 Disaster preparedness- Activities related to ensuring – people are prepared andresponse will be carried out efficiently and effectively; Humanitarian/Emergency response – Activities that help restoring lives andlivelihoods and basic infrastructure, early recovery; and Rehabilitation, reconstruction and recovery – Activities related to long-term
recovery – build back better.

1.6 NPDM 2021-2025 Development Process
NPDM 2021-2025 was prepared under the leadership of Ministry of Disaster Management
and Relief (MoDMR), GoB. The entire preparation process followed a participatory andinclusive approach through an extensive stakeholder and expert consultation process. The
methodology for the development of NPDM 2021-2025 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, plans available reports of assessment as well as findings from the review of the
NPDM 2016-2020. A series of meeting, consultation, validation followed thereafter with all
stakeholders including sectoral ministries, agencies, academia, NGO/CSOs, development
partners, private sectors and policy makers at all level.
The present plan was built on the preceding National Plan for Disaster Management (NPDM
2016-2020). An intensive review of the Sendai Framework for Disaster Risk Reduction(SFDRR), Sustainable Development Goals (SDGs), Paris Climate Change Agreement,

17

SAARC DM Plan, other plans and strategies was done to draw the important directives andalso to make necessary alignment with the country context and priorities for the NPDM 20212025. Establishing alignment with the outcomes of AMCDR, ARPDRR, Dhaka Declaration
on Disaster and Disability, others was done to make important collaboration with the global,
regional and national initiatives, networks and authorities.
A committee consisting of 7members was formed to guide the drafting committee including
drafting the contents of NPDM 2021-2025 and also a review panel was formed to review andfinalize the plan. A team of national level experts was responsible to undertake the review,
meeting, consultation and validation of the NPDM 2021-2025 with the required logistic andmanagement supports from the NRP, UNDP, DDM and MoDMR.
At the outset of the process a national level workshop was organized with the all-out
participation of the stakeholder ministries, agencies, NGOs, development partners, academia,
research institutions, private sectors and others to inform about the preparation of the NPDM
2021-2025 and also gather their insights and suggestions. A follow-up preparatory workshop
was conducted to draw the outline of the NPDM 2021-2025 and also to distributeresponsibilities among the experts to prepare the thematic working papers and draft plan.
A number of national level virtual consultation workshops were followed to gather feedbackon the working papers from the stakeholder ministries, agencies, NGOs, development
partners, academia, research institutions, private sectors and others. The thematic working
papers were shared with and made available online for all concerned which allowed drawing
insights from specific important sectors and areas. Validation of the NPDM 2021-2025 wascompleted through a final national level workshop with the participation and contribution of
all concerned.

18

2. Multi-Sectoral Engagement and International Frameworks
2.1

Institutional Structure and Multi-Sectoral Engagement

Institutional Structure
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 thePrime Minister, is the supreme body for providing overall direction for DRM which includes
disaster risk reduction, mitigation, preparedness, response and recovery. As DRM is a multisectoral and multi-functional discipline, functional and hazard-specific planning andexecution responsibilities are vested in agencies with primary technical /management focus
related to specific sectors, with MoDMR having an overall coordinating and facilitating role
as “Secretariat” to NDMC.
The Standing Orders on Disaster (SOD) issued by the ministry in 1997 was an importantmilestone towards guiding and monitoring DRM activities in Bangladesh. However, theprimary and principal legal document in disaster management in Bangladesh is the Disaster
Management (DM) Act 2012 which delineates the roles, responsibilities of MoDMR and its
affiliated department and agencies.
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, City Corporation/Municipality, Upazila (Sub-district)and Union levels is done by the respective local level Disaster Management Committees(DMCs). A series of inter-related institutions, at both national and sub-national levels,
function to ensure effective planning and coordination of disaster risk reduction andemergency response management.
Key national level DM institutions include:a) National Disaster Management Council (NDMC) headed by the Honourable Prime
Minister to formulate and review DRM policies and issue relevant directives;b) Inter-Ministerial Disaster Management Coordination Committee (IMDMCC) headed by
the Honourable Minister in charge of the Disaster Management and Relief Division(DM&RD) to implement disaster management policies and decisions of NDMC/ GoB;c) National
DisasterManagement
Advisory
Committee (NDMAC) headed
Chairman of Standing Committee, MoDMR;d) National Platform for Disaster Risk Reduction (NPDRR) headed by Secretary of
MoDMR;e) Earthquake Preparedness and Awareness Committee (EPAC) headed by Honourable
Minister for MoDMR;f) Focal Point Operation Coordination Group of Disaster Management (FPOCG) headed by
the Director General of DDM.
g) Chemical Disaster Management and Awareness Committee headed by Secretary
MoDMRh) Forecast based Financing/Action (FbF/A) headed by an Additional Secretary, MoDMR

19

At sub-national levels:a) Divisional Disaster Management Committee (Div.DMC) headed by divisional
Commissioner;b) District Disaster Management Committee (DDMC) headed by the Deputy
Commissioner (DC);c) City Corporation/Municipality Disaster Management Committee at City and ward
levelsd) Upazila Disaster Management Committee (UZDMC)s at upazila, union and ward
levels.
Multi-Sectoral Engagement
The MoDMR is primarily responsible to provide technical supports to the sectoral
ministries/departments/agencies, NGOs, private sectors, others to include/mainstream
disaster risk reduction/management issues in the policies, plans and programmes.
Specifically, MoDMR undertakes, has completed/achieved the followings while works withdifferent ministries, sectors, departments and other:
Ensure regular communication and coordination with the Bangladesh Meteorological
Department (BMD) to collect and quickly disseminate weather alert and emergency messages
through various media like radio, television, fax, telephone and email communications as fast
and as effectively as possible. Supports BMD on the innovation in forecasting with on rainfall
intensity, agronomy forecast and others.
MoDMR works with the Bangladesh Water Development Board (BWDB) and the Flood
Forecasting and Warning Center (FFWC) who maintains regular communications to obtainreal time data, collect all necessary information on emergency rehabilitation, provide long;
mid and short-term flood forecasting information to the DDM and BMD for ensuring better
preparedness at all levels.
MoDMR provides the Fire Service and Civil Defence (FSCD) all sorts of institutional, policy,
technical and financial supports to develop their overall capacity to fight urban disaster inparticular. They train urban volunteers including male and female members periodically incoordination with the MoDMR, DDM, Directorate of Explosives, city corporations andmunicipalities to face earthquakes, fire breakouts, hazardous chemical material and chemical
weapon related disasters.
MoDMR supports Ministry of Health and Family Planning (MoHFP) to conduct preparedness
programmes (training on first aid and lifesaving, deadbody and debris management as part ofearthquake and other disaster) on identified disaster prone areas and also supports to constructtemporary hospitals if the health centres and hospitals are damaged in an earthquake.
MoDMR provides technical supports to the Ministries of Agriculture, Fisheries, Livestockand Environment (MoA, MoFL and MoEFCC) and their executives agencies like DAE, DoF,DLS and DoE so that they are able to include Disaster Impact Assessment (DIA) in the processof preparing development plans.

20

Ministry of Women and Child Affairs (MoWCA) includes risk mitigation and risk reduction
issues in the light of inclusion of women, children, the elderly and persons with disabilities in
the all ministry’s development programmes and plans with the technical supports of MoDMR.
Local Government Division (LGD), in close coordination with and supports from MoDMR,
ensures to consider disaster risk when preparing all development plans and infrastructure byincluding women, children, the elderly, and persons with disabilities; construct helipads incoastal areas for disaster response and formulate a construction blueprint considering allpresent and future hazards, especially earthquakes and the local context, prepares contingency
plans with the City Corporation and Pourashava.
In case of disaster and emergency Ministry of Information (MoInfo) publicizes awarenessmaterials containing disaster preparedness messages (leaflets/booklets) and survival
techniques before, during and after disaster supplied by the MoDMR/DDM and concerned
ministries through television, radio and other telecasting sources. Also arranges wide publicityof the necessity of warning messages for cyclones, landslides, flash floods and warning signals
for floods through the mass media as per the guidance from MoDMR.
MoDMR provide support to the DM Education in public and private Universities i.e. funds,
technical and knowledge supports to academic/educational institutions like Dhaka University,
Rokeya University, Patuakhali Science and Technology University, North South University
and others.
Also provides institutional capacity development supports like curriculum and module
development and training to the professional cadres of the NILG, PATC, Planning Academy,others. Undertakes and formulates MoU between MoDMR and Dhaka University on Research
Guideline 2020.
Development and Implementation of Resilience Project: Earthquake resilience projects: URP,
NRP, NGO projects, DREE, Equipments UCV etc.
Nonetheless MoDMR undertakes the followings:a) Develops DM capacity and arrange Training for PIO/DRRO is done regularly at
NDMRTI, CPM-MH training etc.
b) Flood and cyclone management activities, for examples FPP in progress, Inclusion of
18,500 women volunteer and expansion of CPP in south-west.
c) Recovery and rehabilitation strategy: Initiated for Cyclone Amphan and Flood.
d) Social protection for disaster resilience: DRR integrated SSNP (EGGP).
e) Private sector: Supply chain resilience.
f) DM financing: FbF/A, Weather index-based insurance.
g) Institutional development: NEOC and NDMRTI are being established.

21

2.2

Multi-Sectoral Policies

Disaster Management is a cross-cutting issue involving different sectors of governance. A large
number of policies of these sectors have implications in disaster management. A list of these
multi-sectoral policies is tabulated below.
Ministry

PolicyYear

Ministry of Water Resources(MoWR)

National Water Policy 1999
National Water Management Plan 1995
Guideline of Participatory Water Management
2001
Coastal Zone Policy 2005

1999
1995

National Food Policy 2006

2006

Food for Works Program
National Energy Policy 1996
Energy Policy 2004

1996

Ministry of Food
Ministry of Power, Energy andMineral resources
Ministry of Local
Government, Rural
Development and Cooperatives
Ministry of Agriculture
Ministry of Industries

Ministry of Fisheries andLivestock

Ministry of Land

Ministry of Environment,
Forest and Climate Change

Ministry of Health and Family

Water Supply and Sewerage Authority Act 1996
National Policy for Safe Water Supply andSanitation 1998
National Policy for Arsenic Mitigation 2004
National Strategy for Water Supply andSanitation 2014
National Agricultural Policy 2013
New Agricultural Extension Policy 1996
National Seed policy 1998
National Industrial Policy 2016
The National Fisheries Policy 1998
National Livestock Development Policy 2007
National Poultry Development Policy 2008
National Breeding Policy 2007
National Livestock Extension Policy 2013
New Fisheries Management Policy 1986
Livestock Policy and Action Plan 2005
National Land Use Policy 2001
Khas Land Settlement Policy 1997
Non-agricultural khas Land Settlement Policy
1995
Balu Mohal and Sand Management Rules 2011
Chringri Mohal Management Policy 1998
Jal Mohal Management Policy 2009
Salt Mohal Management Policy 1992
National Climate Change Strategy and Action
Plan 2009
National Environmental Policy 2013
National Forestry Policy 2016
Bangladesh Forestry Master Plan 1994
Bangladesh Climate Change Strategy andAction Plan 2009
National Health Policy 2011

22

2001
2005

2004
1996
1998
2004
2014
2013
1996
1998
2016
1998
2007
2008
2007
2013
1986
2005
2001
1997
1995
2011
1998
2009
1992
2009
2013
2016
1994
2009
2011

Ministry
WelfareMinistry of Disaster
Management and Relief

2.3

PolicyYear

National population policy 2004

2004

Standing Orders on Disaster 2019Urban Volunteer Management Guideline 2019
Guidelines for Construction of Disaster
Resilience Houses
Guidelines for Flood Management at HAOR
National Plan for Disaster Management (20162020)
Dead Body Management Guideline 2016
National Disaster Management Policy 2015
Cyclone Shelter Construction, Maintenance andManagement Policy-2011
Guideline for Humanitarian Assistance Program

2019
2019
2019
2019
2016
2016
2015
2011
2014

Disaster-Development linkages – national and internationalframeworks

Vision 2021
The vision of the perspective plan is to take effective measures to protect Bangladesh from theadverse effects of climate change and global warming. The plan targets to take all possible steps
to protect vulnerable people from natural calamities and human induced, to take actions for theprevention of industry and transport related air pollution and to ensure disposal of waste in ascientific manner. Steps will also be taken to make Bangladesh an ecologically attractive place
and to promote tourism.

8th Five-Year Plan
The overall goal of DRM in the Bangladesh context is to build resilience of the poor andreduce their exposure and vulnerability to geo-hydro-meteorological hazards, environmental
shocks, human induced disasters, emerging hazards and climate-related extreme events tomake cities, human settlements and resources safe, resilient and sustainable.
Under the 8th 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 finance risk
reduction and enable appropriate allocation of resources for disaster resilience through local
and national level mechanisms. Regional cooperation will be further strengthened for DRM
and resilience.

23

Sendai Framework for Disaster Risk Reduction (SFDRR)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 andserves 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 toachieve the following in the coming 15 years:a) “Substantial reduction of disaster risk and losses in lives, livelihoods and health and in theeconomic, physical, social, cultural and environmental assets of persons, businesses,
communities and countries.”b) 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 levelsin the… creation of the necessary conducive and enabling environment.”c) “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 that prevent and reduce
hazard exposure and vulnerability to disaster, increase preparedness for response andrecovery, and thus strengthen resilience.”
The framework is built on four priority areas of action which are integrated into the goals andactivities for DM of the 8th Five Year Plan:a) Understanding disaster risk;b) Strengthening disaster risk governance to manage disaster risk;c) Investing in disaster risk reduction for resilience;d) Enhancing disaster preparedness for effective response and to “Build Back Better” inrecovery, rehabilitation and reconstruction.

Sustainable Development Goals (SDGs)
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 toplace countries and the planet on a more sustainable path by 2030. These goals are thefoundation of an ambitious new development agenda that seeks to end poverty, help thevulnerable, transform lives and protect the planet. The 17 SDGs are expected to guide policy
and funding for the next 15 years. The SDGs build on 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 treatabledisease, and expanding educational opportunities for all.
Disaster risk reduction for resilience is the foundation for achieving the SDGs. Each of theSDGs rely on reduced disaster impacts to meet its targets. NPDM 2021-2025 articulates the24disaster-development linkages as relating to the broader national development agenda.
Resilience allows safeguarding development efforts and investments from the negative impact
of disasters and provides opportunity for socio-economic development through maximizing
return on risk-informed investments, revenue, and private and public sector budgets.

Bangladesh Climate Change Strategy and Action Plan (BCCSAP)
GoB’s Vision is to eradicate poverty and achieve economic and social wellbeing for all thepeople. 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 developedand 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 thechallenge of climate change over the next 20-25 years based on the following thematic areas
with full cognizance of the link between climate change and disasters:a) Food security, social protection and health targeted for the poorest and most vulnerable insociety;b) Comprehensive disaster management to further strengthen the country’s already provendisaster management systems;c) Infrastructure to ensure that existing assets (e.g. coastal and river embankments) are wellmaintained and fit-for-purpose;d) Research and knowledge management to predict the likely scale and timing of climatechange impacts on different sectors;e) Mitigation and low carbon development to evolve low carbon options;f) Capacity building and institutional strengthening to enhance the capacity of government
ministries and agencies.

Paris Agreement on Climate Change
The Paris Agreement is an agreement within the United Nations Framework Convention on
Climate Change (UNFCCC) dealing with greenhouse gases emissions mitigation, adaptationand finance starting in the year 2025. Adopted by consensus in December 2020, it was opened
for signature in April 2021. As of October 2021, 192 UNFCCC members have signed thetreaty, 89 of which have ratified it. Being one of the least industrial polluting countries,
Bangladesh has the opportunity to benefit from this agreement to leapfrog into a sustainable
future by investing more on renewable energy.
The agreement aims to mobilize $100 billion annually by 2025 to address the needs ofdeveloping countries and help mitigate climate-related disasters. Strengthening the resilienceand adaptive capacity of more vulnerable regions such as Bangladesh are emphasized to gowith 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.

25

Coherence between SDG, SFDRR and Climate Change Agreement

Reducing disaster risk and building resilience are interrelated thrusts of the 2030
Agenda for Sustainable Development and the Sendai Framework for Disaster Risk
Reduction 2015-2030. This convergence offers unprecedented opportunities towards
building resilience.
The framework for the implementation of the 2030 Agenda and its linkages with the Sendai Frameworkfor Disaster Risk Reduction 2015-2030 can help ensure that disaster risk reduction is mainstreamed
across all sectors of sustainable development and climate change adaptation (table 1). In particular,disaster risk reduction and resilience-building are targets in the following Sustainable Development
Goals: Goal 1 (poverty); Goal 2 (hunger); Goal 11 (sustainable cities and communities); and Goal 13(climate action).

Bangladesh is now taking disaster risk management to the next level focusing the shifting fromprevention to resilience. On the endeavour towards vision 2021 and thereby vision 2041, the country
has taken initiatives to mainstream Disaster Risk Management through the 7th Five Year Plan (7FYP)
and its has been strengthening in the 8th FYP. As a part of integration, the country identified specificrole of different ministries to achieve the targets of Sendai Framework for Disaster Risk Reduction(SFDRR) in connection with the targets of Sustainable Development Goal and Climate Change. In lightof that Bangladesh has developed a comprehensive action plan.
The drastic changes in climate and their risk patterns suggest that historical data and past experiences
are insufficient for making projections. Greater attention needs to be placed on identifying potential
scenarios, determining risk tolerance and considering the uncertainties associated with climate change
mix of these methodologies are used.

Bangladesh initiative to address the trends of climate change:







Conducted comprehensive study on the future trends of temperature, humidity rainfall
and using the study findings in cropping pattern and adaption in agriculture practices;
Developed climate modeling and scenario building with the projection of 25, 50, 100
years of return period of flood, drought and cyclone;
Documented the cyclone route and tract change and findings are using in policy
decision to construct cyclone shelter and strengthen the cyclone preparedness
programme;
Risk reduction programme used the historical data and climatic risk from the study andresearch to protect the investment and in building resilience; andEstablish climate change trust fund and developed plan by incorporating disaster risk
and focus at the high risk area for risk reduction programme in building resilience26

Recommendation in building resilience:














Sharing the technology and information in risk informed development planning andimplementation
Sharing the strategies of good practices on resilience nexus among disaster risk reduction,
climate change and sustainable development goals
Call upon the member states to implement Dhaka Declaration on disability aligned withinclusiveness concept of SFDRR. Incorporate the psycho- social and trauma management in
the line with the regional and country level planning and implementation of Sendai Framework
Inclusion of humanitarian crisis from disaster, conflict and regional cooperation forrehabilitation of displaced people arising from within and other country
Strengthen the SAARC effort in sharing the real time data from transboundary river, climaticand rainfall information and effective information sharing
Regional initiative to undertake research and on innovation in building resilience throughapplication of science and technology
Regional and international cooperation are indispensable and must be systematically addressedin terms of planned and more systematic sharing and transfer of know-how and equitable
resources sharing
There are emerging parallel tracks of DRR, CCA and sustainable development and thus theneed to advocate the integrated approach
Disaster risk reduction could refer to global frameworks such as the convention on transboundary industrial accidents, regional platforms such as ESCAP, national level multi- sectoral
public-private partnership, as well as local level preparedness for industrial disasters. Good
practices on industry-specific risk reduction measures need to be identified and calibrated toenable the development of business planning guides
Sharing the tools and technique on risk assessment and user friendly climate risk information.
Scenarios and outlooks

As sustainable development framework is related to resilience nexus. That is why, the intersections
and meeting point of poverty, environment, disaster and climate change its need adequately
addressed through the mainstreaming in the development planning and budgeting systems. The
NPDM tried to building synergies among three dimension for risk reduction and building resilience.

27

3. Changing Risk Landscape
3.1

A changing risk environment
Over the past few decades, Bangladesh has experienced rapid development. However, risk
informed development is absent, which is resulting haphazard development of many towns
and urban centers. Geographically the country is located closer to one of the active seismic
zones in the world, located on large flood plain, exposed to a large coast with frequent cyclone,and storm surge etc. Particularly large cities and towns are most vulnerable to different
hazards and in some cases exposed to multi hazards.

Figure: Mega thrust seismic sources and historical earthquake phenomena in and around
Bangladesh (Source: CDMP-II, MoDMR, 2014).

Fast growing urban centers became the economic hubs of the country. Although there was no
major earthquake in the recent past, but due to geographical location and historical events, thecountry is highly vulnerable to large earthquake. A strong earthquake affecting a major urban
center may result in damage and destructions of massive proportions and may have disastrous
consequences for the entire nation. Intensity of flood and cyclone have increased over the
decade and Bangladesh has experienced multiple hazards within a calendar year, bit unusual
trend that the country ever experienced. In the year 2020 there was four conjugative floods
devastated thousands of settlements, outbreak of COVID-19 and cyclone Amphan. Climate
Change has battered the coastal zone of the country severely accelerating numerous natural
disasters.
Despite these challenges, Bangladesh has made major gains in improving socio-economic
conditions in recent years with positive economic trends, accelerating growth, making growth
pro-poor and improving the indicators of social progress. With over 7 per cent economic

28

growth in the last 10 years, the country is moving towards reaching lower middle-income
country status by 2021. As an ascending middle-income country, Bangladesh has entered a
new development context with a growing asset base and connectedness to global markets. It
is therefore essential to have a realistic understanding on the nature, severity andconsequences of the exposure and vulnerability in the changing risk horizon.

3.2

Risk horizon

Natural Hazards
Flood is the most common hazard that Bangladesh experiences being located in the world’s
largest delta, formed from the Ganges, Brahmaputra, and Meghna (GBM) rivers and their
tributaries. Three types of flooding occur in Bangladesh, including riverine flood, flash flood(in the north-eastern part) and flood due to storm surges in coastal areas. Regular river floods
affect about 20% of the country increasing up to 68% in extreme cases. About 14,892,524 maleand 15,072,109 female populations is exposed to deep flood depth (1.8 to 3.6 m) in 25 years
return period flood across the country. Approximately 656,984 pucca, 1,251,317 Semi-pucca
and 4,481,215 Katcha houses are highly exposed to 25-year return period flood while thesestructures may experience upto 3.6-meter inundation depth. In the same situation aman crop of1030.32 sq km of land will be exposed to deep flood. Apart from this, about 260 Health carecenters, 1500 welfare centers, 6000 High schools, 3025 Madrasa, 24,000 primary schools,
10,000 police station, 317 cyclone shelters, 2343 km of National Highway, 7366 km of local
connecting roads, 33361 bridges, 1968 km railway line, 17 power substations are exposed todifferent flood depth (DDM, 2016).
Cyclone is so far proven to be the deadliest hazards
in Bangladesh. Around 10% of the world’s
cyclones originate in the Indian Ocean and theadjacent Bay of Bengal each year, which accountfor at least 85% of the cyclone damage worldwide(Choudhury,2002).
Originatedfrom(approximately) the hot spot Nicobar and Andaman
Island in the Indian Ocean, where tropicaldisturbances develop, and often turn to cyclones ofvarious severities and hit Bangladesh during AprilMay and October-November. About 5,414,292
male and 5,555,563 female, 233,504 pucca
structure, 370779 semi pucca structure, 1,712,479
katcha structure, Aman crop of 9229 sq km land,
91 food storage, 28 mills, 71 hospitals, 337 Family
Welfare centres, 1273 high schools, 503 madrasa,
4117 primary schools, 1620 police stations. 2722 cyclone shelters, 369 km of national

29

highway, 1665 km of local connecting road, 2061 bridges, 117 km railway line are exposed tostorm surge of 3 meter high (DDM, 2016).
Landslide in the recent years became major concern in the south-eastern and north eastern partof the country. Since 1997, the regions have experienced numbers of moderate to severe
landslides killed more than 1000 people and damaged property worth billion taka. The hilly
parts are mainly susceptible to earthquake and rainfall induced landslide. Among the hilly
districts Bandarban, Khagrachari, Rangamati and Cox’s Bazar are most vulnerable to rainfall
induced landslide. However, due to haphazard development and hill cutting, city of Chattogram
experiences frequent landslide. Due to rainfall induced landslide, about male 59,209, female
58,532, Pucca House 4435, semi-pucca 6376, katcha 9196, food godowns 35, 28 hospitals, 50
Family Welfare Centre, 21 High schools, 22 madrasa, 133 primary school, 51 police
stations, 206 cyclone shelters, 18 km national highway and 38 k of local connecting roads
and about 2300 bridges/culverts are exposed in the landslide prone districts (DDM, 2016).
Earthquake: Bangladesh is located in one of the most seismically active regions of the world,and experienced numerous large earthquakes during past hundred years. The record of 150
years shows that Bangladesh and the surrounding regions have experienced several major
earthquakes (with Mb = 7). In the recent past,a number of tremors of moderate intensity took
place in and around Bangladesh. The Sylhet
Earthquake (Mb = 5.6) of May 8, 1997, theBandarban Earthquake (Mb = 6.0) of
November 21, 1997, the Moheshkhali
Earthquake (Mb = 5.1) of July 22, 1999, andthe Barkal (Rangamati) Earthquake (Mb=5.5)
of July 27, 2003 reminds the concerns forproper preparedness (Choudhury, 2005).
About 30,909,837 female and 30,341,116
males are moderately exposed to 50 years
return period of earthquake at PGA (0.15 0.35). At the same situation 1,109,262 Pucca
structure, 2,124,545 semi pucca structure, 402
food godowns, 14 gas fields, 195 hospitals,
1008 Welfare centres, 2,886 high schools,
1899 Madrasas, 15192 primary schools, 6819
police stations, 1582 km national highway,
7360 km local connecting roads, 20,000 bridges, 1500 km railway lines are exposed to moderate
earthquake nationwide (DDM, 2016)..

Lightning Hazard During the recent years, lightning hazard trends has been raising concern
comparing the others natural disaster of Bangladesh. By observing the scenarios of fatalities

30

due to lightning hazard, the Ministry of Disaster Management and Relief of Bangladesh
declared this hazard as a natural disaster on 17 May 2016. Generated statistics demonstrates
that the Surma Basin, northwest Barind tract, and northern Tertiary hilly region of Bangladesh
are more susceptible to lightning disaster during the time span 2015–2018. In 2015, maximum
lightning death occurred at Sunamganj district which was about 19.17% of total lighting death.
The lightning death in the year of 2016 was highest in Habiganj district which was about 6.06%
of the total lightning death. In 2017, lightning catastrophic results disclose that almost 9% ofdeath occurred in the Naogaon district where only 4% of the total death occurred in Sylhet,
Faridpur, and Chattogram as a second highest position. During the year of 2018, topmost
lightning death occurred in Sunamganj district which was 9.97% of the total death (Biswas etal., 2020).
Drought: Historically a drought isrecurrent
phenomenainBangladesh.
Bangladesh
experienced droughts in the yearsof 1963, 1966, 1968, 1973, 1977,
1979, 1982, 1989, 1992 and 1994–
1995, 1999, and 2006. The
droughts in 1973 were in part
responsible for the famine innorthwest Bangladesh in 1974.
The 1978-1979 drought was oneof the most severe resulting inwidespread damage to crops (riceproduction was reduced by about
2 million tons) and directly
affected about 42 percent of thecultivated land. Study revels
extreme drought can occur in thewhole country, except the northeastern part in 50-year return
period of pre-monsoon/pre-Kharif
period. Extreme drought at 50year return period is also possible
during Kharif season in entire
Bangladesh except coastal area
(DDM, 2016),

Climate Dynamics
Climate Change has battered the coastal zone of the country severely accelerating numerous
natural catastrophes. Due to the climate change, global sea levels have risen by approximately
0.2 meter since 1990 (Rahmstorf, 2007). During last decade, sea temperature increased due toclimate change impact and Bangladesh experienced an average of 1.5 tropical cyclone per31year. During this period, ten cyclones hit the coast killing more than 400 people, thousands ofhomes destroyed, millions of people became homeless, standing crops damaged (Chowdhury,2018). Most recent, super cyclone Amphan (Category-5 hurricane) on May 20, 2020 madelandfall in the western coast with a wind speed of about 120mph (190km/h), causing storm
surges of up to 5 meters (17ft) (Ellis-Petersen and Ratcliffe,2020; Vinoj and Swain,2020;
Mishra& Vanganuru,2020) in some areas. Salinity intrusion in the coastal region ishampering the food security, accessibility to drinking water, livelihood stability, cropping
pattern, livestock and poultry etc. During the period of 2009-2015, different tropical hazards
including cyclone, storm surge, coastal erosion and salinity intrusion caused damage of
28,385, 12,676, 36,409, 6,073 million BDT respectively in the coastal region (BBS, 2015).
All these aforementioned climate change induced extreme events are fuelling the internal
displacement of coastal people in Bangladesh.

Human induced Risks
Fire and Chemical Hazard: Bangladesh has become a lower-middle income country withconsiderable progress in economic growth in recent years and overtaken India in terms of percapita GDP scoring US$ 1888. The industry sector of the country is booming which
contributes to the GDP of the country. But some recent chemical disaster in the industry sectorof Bangladesh took the global attention also. Use of dangerous chemicals without any
protection has become very common in Bangladesh. Each month an average of 21 workers
die and hundreds fall sick in Bangladesh’s leather, chemical, ship-breaking, and agricultural
sectors due to the indiscriminate and unprotected use of hazardous chemicals . Some of therecent major chemical hazards that occurred in Bangladesh in mentioned in the following;
In 2019, a Chemical Blaze was occurred in Chawkbazar, Dhaka which killed at least 70 people
in a fire that engulfed apartment blocks in a historic Dhaka shopping district. The blaze began
in a property in Chawkbazar where chemicals for household products were being stored
illegally, before quickly spreading to several other buildings. It took almost 12 hours for
firefighters to put out the flames. A huge explosion ripped through a chemical warehouse ofa dyeing factory at Fatullah in Narayanganj, damaging the four-storey factory building andseveral buildings nearby as a fire broke out following the blast. No casualty was reported in
the incident and four units of fire fighters doused the flame after one hour of frantic efforts.
A fire triggered by a boiler explosion at a cigarette packaging factory north of Dhaka on
September 10 killed some 31 people. Chemicals stored on the ground floor of the Tongi
warehouse are thought to have helped the blaze spread quickly .More than 100 people fell ill
in Bangladesh after inhaling gas that leaked from a fertilizer factory in the port town ofChittagong. Hundreds of residents were also evacuated from their homes near the di-ammonia
phosphate (DAP) plant in the port city where a 500-tonne capacity ammonia tank exploded.
Building Collapse: Due to unplanned urbanization and violation of national building code,
Bangladesh is facing multiple devastating building collapse in the recent time which caused
loss of lives and property. According to the Fire Service and Civil Defences (FSCD), at least
26 people were killed in building collapse in 66 incidents across the country in 2019, whichis quite alarming. The building collapse in Bangladesh first got global attention in 201332

when at least 1,130 people died when Dhaka's Rana Plaza nine-storey factory complex
collapsed in April 2013 — one of the world's worst industrial tragedies. Approximately 2,500
injured people were rescued from the building alive. It is considered the deadliest structural
failure accident in modern human history accident since the 1984 Bhopal disaster in India andthe deadliest garment-factory disaster in history. In July 4, 2017, another garments factory in
Gazipur collapsed due to boiler explosion in which thirteen people were killed and up to 50
injured. In November 2019, a sixth grader was killed and seven others injured when a fourstorey building collapsed in Baburail of Narayanganj city. In April 2018, a two storiedbuilding collapsed into a waterbody in in the capital’s Rampura area, which caused death ofat least twelve people including four of a family. In July 2019, another building collapsed in
the old Dhaka in which 2 people lost their lives and three workers were killed while a portionof an under-construction building collapse in Dhanmondi area of the capital in 2020.

Biological Hazards
Biological hazards, also known as biohazards, refer to biological substances that pose a threat
to the health of living organisms, primarily that of humans. Due to the high population density,
low life standard and inadequate health infrastructure and policy, Bangladesh is in high riskof any biological hazard. The country has faced more than 18 new diseases in the last 50 years
including COVID-19, HIV/AIDS, dengue, chikungunya, bird flu, swine flu, nipah, zika etc.
According to the ICDDRB report, 157 Nipah virus infections were reported in 2004, sevenhuman infections and one death with bird flu have been confirmed in 2007. A massive
outbreak of chikungunya virus (CHIKV) occurred in Bangladesh during the period of April-

Figure: Trend of COVID-19 Cases by division, 04 May – 15 November 2020, Bangladesh

September 2017, and over two million people were at risk of getting infected by the virus.
The most recent biological hazard in Bangladesh is COVID-19 and the first case of COVID19 was detected on 8th March 2020. Between 8 March and 16 November 2020, according to
the DGHS Press Release there were four hundred thirty-four thousand four hundred seventytwo (434,472) COVID-19 confirmed by rRT-PCR, including six thousand two hundred fifteen(6,215) related deaths (CFR 1.43%). Bangladesh is the top 24th country in the world andaccounts for 0.8% of the COVID-19 disease burden in the world.

33

Pandemic COVID 19 and Risk Landscape: A New Experiences in Managing natural
hazard induced disasters
Before Cyclone Amphan (in May 2020) hit the coast, about 2.4 million people were evacuated todifferent cyclone shelters across the coastal zone. This is one of the successful cases of disastermanagement during COVID-19 pandemic situation.
Normally, 4,100 multipurpose cyclone shelters are used for evacuation. However, considering
COVID19 situation and to ensure social distance, about 14,000 Cyclone shelters were arranged during
cyclone Amphan. Hand wash facility installed and sanitizer were provided And, in collaboration withhealth department and disciplined forces, health condition of those evacuee was checked before entering
each shelter for ensuring safe evacuation and disease control. As a result, much more people got enoughspace with social distancing and reduced damage from the Cyclone Amphan as well as prevented further
infection. Same as the response of Cyclone, the country tried to take several safety measures and ensure
preventing infection measures during support to flood victims at five times monsoon flood from Juneto September 2020.
The present pandemic situation through whole of society approach and regain people’s confidence
through several disaster risk management activities. However, the COVID-19 crisis might be an
opportunity to consider global resilience, not just to COVID-19 but also to an uncertain future, whereclimate change looms large.

Emergency risks/situation triggered humanitarian assistance or emergency response
Bangladesh has faced many disastrous events in the recent years which triggered relief or
emergency response needs. In May 2020, Bangladesh was hit by the deadliest cyclone
Amphan and accompanied storm surge which cause massive destruction in the coastal areasof Bangladesh. To fight back the cyclone and rehabilitate, the government of Bangladesh
along with other national or International NGOs. Bangladesh Government has been provided
humanitarian assistance among more than 70 million people including ultra poor, poor,
women and lower income group whom income and livelihood affected by the prolong
pandemic COVID 19. Despite being a lower medium income countries, Bangladesh had toarrange similar relief/humanitarian assistance and emergency response support to the otherrecent cyclones including Fani(2019), Roanu(2016), Komen(2015), Mahasen(2013),
Aila(2009), Sidr(2007) etc. Monsoon rainfall continues to impact Bangladesh and in last five
years, Bangladesh faces devastated flood in each years. The most recent monsoon floods in
2016, 2017, 2018 and 2020 respectively engulfed 33%, 42%, 23% and 36% areas of thecountry, in which the government of Bangladesh had to provide relief support and emergency
response for the affected people. In 2017, at least 152 people including several army officers
have been killed in landslides triggered by torrential rain in Rangamati, Bandarban,
Chittagong, Khagrachhari and Cox’s Bazar districts which created heavy emergency response
need in the hilly region.
Apart from the natural disaster related events, some other unprecedented events also happenedin Bangladesh which also triggered relief or emergency response needs. In 2017, about one
million Rohingya people, more than half of them children, have fled violence in Myanmar toseek refuge across the border in Bangladesh, created massive humanitarian crisis. To tackle
this unprecedented event, the government of Bangladesh and other organization had toprovide a huge relief and emergency support to the traumatized Rohingya people which is still
continuing. The government had to take an ‘Achyaron Prokolpo’ (Rehabilitation Project torelocate the Rohingya refugees in Vasan Char areas). Along with all these events, Bangladesh
is facing the COVID-19 crisis and the country has been identified as one of the 25 mostvulnerable countries to be affected by the fast-spreading virus. COVID-19 risk and subsequent
lockdown created relief need for the poor and vulnerable peoples. The government has so far

34announced a set of stimulus packages worth around $11.90 billion (Taka 1.011 trillion) tooffset the COVID-19 shock on various sectors of the country and minimize the sufferings ofthe people hit hard by the nationwide shutdown enforced to fend off the deadly virus .

Displacement Related Risk
Environmental crisis along with the increasing impacts of climate change in Bangladesh has
become an important cause of internal migration and climate displacement. As the impact ofclimate change is being intensified, millions of people are being driven from their homes by
severe hazards including sea level rise, storms, cyclones, drought, erosion, landslides,
flooding and salinization. It has been estimated that by 2050, one in every seven people in
Bangladesh will be displaced by climate change whereas sea level rise will dislocate up to 18
million people from the coastal area. Riverbank erosion is one of the major contributors to theinland displacement and most of the floating population in urban slums are forced to migrate
after the river engulfed their home. Between 2008 and 2014, Internal Displacement
Monitoring Centre (IDMC) estimates that more than 4.7 million people were newly displacedby rapid-onset, weather-related disasters in Bangladesh. According to the Internal
Displacement Monitoring Centre (IDMC) estimation, about 7.8 million peoples of Bangladesh
were internally displaced within the country by more frequent and severe hazards during 2013
to 2019. Projections shows about 16 to 26 million people might be displaced due to climate
induced hazards by 2050 (RMMRU 2013)35

4. Goals and Priorities of NPDM 2021-2025
4.1

Vision: Specifying Targets and Achieving Milestones
NPDM 2021-2025 is broadly based on SOD 2019 and aligned with the four priorities of
SFDRR. This alignment also relates to the Asian Regional Plan for Disaster Risk Reduction(ARPDRR), which derives from SFDRR.
Bangladesh has been investing strongly on DRR which has resulted in reduced disastermortality rate and improved food security. Despite frequent disasters, Bangladesh achieved
significant success in maintaining GDP growth. To sustain the progress towards materializing
SDG, existing programs and policies in relation to disaster management call for an upgrade.
Mainstreaming disaster management into national and local strategies through incorporating
nature-based solutions, inclusivity and better use of science and technology will help us reachour goal.
With climate change on the rise, a changing risk context means new challenges, but also
provides opportunities for building resilience. Suffering from a catastrophic pandemic in 2020
has given us perspective, making it possible for us to recognize our strength and weakness as anation in tackling future disasters.
Aiming towards achieving milestones in disaster risk reduction and building on resilience, thevision of NPDM 2021-2025 is: “Winning resilience against all odds”.

4.2

Goals
With the aforementioned vision for our future, some goals and achievable targets are to be set
which will stimulate actions for the next 5 years of NPDM 2021-2025. National indicators are
determined in alignment with the International framework SFDRR which are presented here:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.

Reduction of number of deaths, missing persons and directly affected people to 4000
per 100,000 population by 2025.
Reduction of damaged land to 100,000 acres.
Number of disaster affected households within 250,000 acres.
Direct economic loss inflicted by disasters as a proportion of GDP has to stand at
maximum 0.7% per cent in 2014.
Total damage and loss resulting from disasters should be brought down to 100,000
million BDT.
In the past, a target was set to construct 5000 shelters in the coastal districts. 2000
additional shelter centres should be constructed.
Flood related structural infrastructures like embankments should be designed providing
adequate storm surge protection.
Proper maintenance of polders/embankments.
Increase in urban volunteers and coastal volunteers by 100,000.
Replicate the design of resilient houses in other disaster-prone regions in the country.
Food silos in every house for food grain storage.
Provision of safety equipment to volunteers in every ward.

36

4.3

NPDM 2021-2025 focus areas
Bangladesh aligns its DRM 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:a) Promoting policy coherence among DRM and development in-country;b) Making disaster risk reduction a development practice to achieve resilient public
investment and the SDGs;c) Encouraging private sector engagement towards risk sensitive investments;d) Building capacity and leadership to implement NPDM 2021-2025 at the national and local
level.
These focus areas also need to be supported by provisioning of adequate capacity andresources at the local level; knowledge and information from the scientific and academic
community; and practical guidance and tools. Adopting an inclusive approach – via multisector/stakeholder DRR platforms, both at national and local levels – is particularly important.
It should embrace the leadership of persons with disability, women, children and youth andmarginalized people including ethnic minorities and the significant contribution of the private
sector.
NPDM 2021-2025 provides two main implementation guides:a) 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;b) 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 35 coretargets to be continued until 2030.

4.4

Inclusion as an underlying strategy
Social inclusion is a basis for achieving resilience and is an underlying and cross-cutting
strategy in all the action plans of NPDM 2021-2025.

All DRM initiatives, policies, programs and planning are to be inclusive with emphasis on thefollowing areas:
To ensure incorporation of gender issues in decision making and ensure participation of womenand men, girls and boys in all the priority actions of NPDM 2021-2025.
 Gender mainstreaming in national policies, relevant laws, plans, andbudgets related to disaster risk management will be emphasized during
implementation of programs.
 Activation of disaster risk management committees as per SOD, withrepresentation from national ministry and/or line agencies responsible
for women and social welfare and women’s organizations, along with37

mechanisms in place to review decisions from gender lens will beensured at national, districts and upzilla levels.
 Capacity for sex-disaggregated data collection through information
management systems and capacity building of disaster management
focal points at various levels will be ensured during implementation of
the programs.
Disability and Disaster Risk Management

Disasters threaten the well-being of people from all walks of life, but they affectdisproportionately to the women, children, persons with disabilities. Persons with disabilities
are especially vulnerable when disaster strikes not only due to aspects of their disabilities, butalso because they experience adverse socioeconomic outcomes such as higher poverty rates.
Disasters risk and inadequacy of planning for disaster response and recovery efforts canexacerbate the suffering of persons with disabilities. On the other hand, Persons withdisabilities and disabled persons’ organizations (DPOs) have invaluable knowledge, experience,and expertise about how to make disaster risk management activities responsive to their needs.
The Pandemic COVID-19 has intensified the vulnerability of the persons with disability whoneed twin track services- i) humanitarian assistance and ii) resilience socio-economic recovery
and inclusive reconstruction.
Sendai Frameworks’ landmark commitments to inclusion, and persons with disabilities
included as contributing stakeholders while disability inclusion need be reported in the Sendai
Monitor or other reporting processes. Inclusion of persons with disabilities in the COVID19 response and recovery is a vital part of achieving the pledge to leave no one behind, andthe global commitments of the Convention of the Rights of Persons with Disabilities(CRPD), Sendai Framework the 2030 Agenda for Sustainable Development. An integrated
approach which is required to ensure that persons with disabilities are not left behind in
COVID-19 and other disaster response and recovery.
Twin-track strategy implementations for persons with disabilities in disaster risk
management:
Inclusion of disability in the mainstream
Increasing awareness of disability in those
involved in disaster risk management.
Provide training to responders to enhance theirability to properly assist people with disabilities.
Including rescue and relocation materials as wellas useful aids for persons with disabilities.
To consider the needs of persons with disabilities
in Disaster Risk Management Laws, Policies,
Orders and Guidelines.
Adequacy of data and statistics divided bygender, age and disability.

Empowerment of Persons with Disabilities
Increasing the skills of persons with disabilities
in disaster risk management
Granting membership to persons withdisabilities in Disaster Management Committees.
Providing necessary therapy aids to persons withdisabilities.
Providing information through government on
the facilities available to persons with disabilities
and the process of obtaining them
Development of leadership skills of persons withdisabilities

Bangladesh is the pioneer country has taken disability inclusive disaster risk management alignwith Sendai Framework for Disaster Risk Reduction. Bangladesh hosted the First International
Conference on Disability and Disaster Risk Management in December 2015 and the38Conference Summary has been declared as the Dhaka Declaration. Bangladesh also organized
the 2nd International Conference on Disability and Disaster Risk Reduction in 2018. The
outcome document is titled as Dhaka Declaration 2015 +. The Dhaka Declaration is mentioned
in Article 59 of the Chair’s summary of the 5th GPDRR 2017 in Mexico which stated that the
progress of implementation of the declaration should be reflected in the preparation ofmonitoring and progress report of the Sendai Framework. The 6 th GPDRR in 2019 in Geneva
also acknowledged Bangladesh’s effort for promoting and scaling up disability inclusive
disaster risk management.
Important actions points of Dhaka Declaration 2015+ :1. Ensure the meaningful participation, inclusion and leadership of women, men, girls and boys
with disabilities and Disabled People’s Organizations (DPOs) within disaster risk management
at local, national, regional and global levels.
2. Strengthen good governance, partnership and enhance collaboration among Governments at alllevels, development agencies, UN, NGOs, CBOs, persons with disabilities, DPOs,
professionals, active citizens, academic institutions, private sector and other key stakeholders
to work together and ensure the effective implementation of inclusion within the Sendai
Framework at all levels to reduce vulnerabilities and prevent and reduce the consequences ofdisasters for persons with disabilities.
3. Ensure that governments and other stakeholders establish effective mechanisms and guidelines
to collect sex, age and disability disaggregated data at all stages of DRM
4. Support inclusive community-based disaster risk management initiatives, risk analyses and databanks in order to promote empowerment and protection and to facilitate and inform local,
national and regional level early warning systems, disaster preparedness plans and social
protection programs that are accessible by all.
5. Strengthen the self-reliance of persons with disabilities and care-givers at local and national
levels through removing all kinds of barriers (cultural, social, economic, procedural, physical,
communication and attitudinal), engaging private sector, guided by ‘build better’ approach andresilient universal design and support to replicate Information, Communication and Technology(ICT) based tools, equipment, devices and intermediate technology for inclusive humanitarian
response and disaster risk reduction.
6. Take necessary actions to report on the Dhaka Declaration 2015 and Dhaka Declaration 2015+
and include these in the development of national, regional and global road maps, action plans,
indicators and terminologies for the implementation of the Sendai Framework.
7. Take initiatives for knowledge sharing and learning among and between DPOs, governments
and government departments, UN agencies, private sector, academicians, researchers, NGOs
and other stakeholders to better address disability inclusion in DRM and Humanitarian action.

39

The major initiatives and achievement of disability inclusive disaster risk management are:A National Task Force has been formed under the Ministry of Disaster Management and Relief
comprising representatives of concerned Ministries, Departments, persons with Disabilities,
Disability and Disaster Risk Reduction Organizations to take, implement and monitor disasterrisk management activities including disability.

The Standing Orders on Disaster Management-2019 has directed the inclusion of people withdisabilities and/or representatives of their organizations in various committees for disastermanagement.
Preparation of training modules for capacity building on disaster risk management including
disabilities and training for the field level and national level officials. Providing training forprimary responders/volunteers to evacuate people with disabilities through effective
communication during disasters.

Evacuation boats are being constructed by the ministry so that all the flood-affected people,
including people with disabilities, can transfer their houses and livestock during the floods.
Construction of cyclone and flood shelters that ensure accessibility which have been designed
and constructed accordingly so that people with disabilities can access easily ensuring theirsafety.



Working to develop a live data platform to keep data readily available. Damage assessment
form called D-Form which represent the disaggregated data by person with disabilities, gender,
age find instrumental for designing and implementing inclusive response and reconstruction ina build back better manner

Dissemination of disability friendly early warning before disaster such as Cyclones and Floods
for their better access in compliance with hygiene rules considering the COVID 19 risk.



During cyclone Amphan, Bangladesh prepared almost 10,500 additional shelters on top of thealready existing 4,171 ones and accommodated 2.4 million people with all measures of social
distancing amid COVID19. People with disability got priority in the evacuation and took
shelter to ensure their safety.

Keeping in mind about the upcoming second wave of COVID-19 in the winter season,
Contingency Plan for Preparedness and Response to any kind of disaster have been prepared.

Inclusive Reconstruction, Rebuilding and Recovery:
The Sendai Framework stresses importance of investment on infrastructures towards futuredisaster risk reduction and contribution towards the economic growth with a strong focus ofinclusiveness. In the aftermath of disasters, the needs of persons with disabilities should bereflected in post-disaster recovery efforts. Considering the current context of the pandemic and40

future risk with disasters, needs to put more importance on the following issues for risk
reduction and reconstruction:








Adopt a twin-track approach to disability inclusion in all phases of response: relief
and humanitarian assistance, recovery & reconstruction, and resilience. Use theprinciples of Universal Design for Learning (UDL) to ensure multiple means ofengagement, representation, and empowerment.
Communicating hazard exposure and risk information in a way that can be understoodand acted upon. Early warning and other necessary Information should be widereaching and available in multiple languages and multiple accessible formats to theend users, especially people with disabilities
The impacts of disasters can be devastating, COVID 19 can be the learning case for
integrating disability friendly risk reduction and reconstruction including enhancing theaccessibility to service with improving lifestyle skills through a self-help approach andnetworking
Making infrastructure resilient and accessible, setting up programs to actively employ
persons with disabilities in the recovery and reconstruction planning andimplementation process
To ensure adequate considerations for people with vulnerabilities (e.g. single marital status,
age, disability) in DRM policies and programs and across implementation of NPDM 20212025.


Establishment of effective mechanisms and guidelines to collect sex,
age and disability disaggregated data at all stages of DRM will beemphasized during implementation of the programme.

Meaningful participation, inclusion and leadership of women, men,
girls boys and persons with disabilities and Disabled People’s
Organizations (DPOs) within disaster risk management at national,
district and upzilla level will be ensured during implementation ofprogram.

 Remove barrier to full participation of persons with disabilities to participate and act on thedecision-making process for risk reduction, response and reconstruction are critical. It needs tobe ensured that physical or virtual sites for meetings and consultations are barrier-free,providing accommodations such as sign language interpretation and Braille materials whenneeded, and providing information in accessible formats.
 It is vital to include them in the design, implementation, and monitoring of the disability
inclusive risk disaster risk reduction activities. This is also a critical aspect to generateknowledge and developing professionals for inclusive disaster risk management for the
betterment of the persons with disabilities.
 Improved design shelters and services to address accessibility of persons with disabilities
creates a need for new infrastructures and renovation for the existing ones.

41Compatible application of Information, Communication andTechnology (ICT) based tools, equipment, devices for humanitarian
response and disaster risk reduction will be ensured.

42

PART – II: Targets for Implementation

43

5. Approach to Action Plans
5.1

Investment priorities for NPDM 2021-2025
To aid the planning process in terms of timeframes, the above priority actions are abbreviatedto 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).

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.

-

DRM-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 DRM networks.

-

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

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.

P3: Investing in disaster risk reduction for resilience-

Nationwide capacity building for resilience.

-

Physical works and structural measures for resilience.

-

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

-

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

-Strengthen flood management.

44-Strengthen cyclone management.

-

Follow an ‘all-hazards’ approach.

P4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction

5.2-

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.

Timeline, actions and targets of NPDM 2021-2025
The timeline for the 5-year NPDM 2021-2025 is structured into three program periods: (a)2021 is a preparatory year and many of the actions are continuation of existing programs; (b)2022-2023 is planned for initiation of new actions in addition to existing actions undertakenin the previous period; and (c) 2024-2025 will include more initiatives and an activity peak isplanned by taking into account the expected growth in institutional capacity through theactions of the preceding stages. Many of the core targets will continue to be implemented overthe long term until 2030. This will also link with Decade of Action declared by SG of UN
After each of the three periods, the plan will be reviewed and updated based on lessons learned
and stakeholders’ feedback. NPDM 2021-2025 is therefore an adaptive document that willroll out and gain lessons at successive stages and be regularly updated.
Many of the actions that are continued across the different plan periods are essential to DRM
in Bangladesh and will form an integral part of any national DRM plan. Many of them areexisting programs, which may require upgrading and strengthening, which implementing
across the timeline will allow.
The tables below show the action plan according to the 3-block timeline, with the summary
actions grouped according to the SFDRR priorities with the corresponding 48 core targets tobe committed by GoB.

45

5.3

Implementation Strategy
It will require comprehensive effort by the Government, Non- Governmental agencies,
development partners, private sectors for implementation of the key targets identified in the
NPDM with the view to Disaster Risk Reduction and Management. All agencies concerned todevelopment, need to strengthen functional coordinate and cooperate for timely initiatives forreaching the goal of the Plan. Disaster risk reduction activities should be integrated in the
periodic plan and programs and progress should be monitored regularly.
For successful implementation of the proposed intervention in the NPDM will need an
appropriate arrangement or coordination body to provide oversight of implementation on behalfof the Ministry of Disaster Management and Relief. In order to facilitate NPDM 2021-25
implementation the following broad approach is proposed:-

MoDMR to provide technical support to establish an implementation mechanism thatwould coordinate the implementation of the priorities under the NPDM;-

An implementation team established by MoDMR will work closely with all the relevant
ministries, departments, donors and partners to provide overall leadership and coordinationof the implementation of the priorities.

Implementation Team
Implementation team will be in combination of the focal points from the key agencies suchas ministries, departments, research organizations, international donor agencies,
academic/scientific institutions, NGOs and the private sector. The implementation teamwill ensure close working relationship among the agencies in order to ensure timely
execution of the targets. The Implementation team will have following functions (notlimited to), Facilitate liaison with governments, donor and relevant agencies with a view tosecuring funding for the implementation of the NMDP;
 Develop and implement a communications strategy to ensure high levels ofawareness at national and community level particularly the hot spot areas
indicated in the plan and the measures being identified to address these risks;
 Ensure that all initiated activities are Gender and disability inclusive; Facilitate regular meetings with the relevant stakeholders to ensure timely andeffective implementation of selected activities and Sub activities in line ministries.
Periodic review of the implementation of the planA system is to be developed for periodic review of the plan at different levels and prepare
the progress monitoring report. Periodic Reporting should be coordinated by MoDMR.
It is also required to review the allocations for implementation of the plan by all relevant
ministries and departments along with the outputs and outcomes.

46

5.4

Financing Mechanism
The main target of the financing mechanism is to assist identify sustainable sources of financeto implement the key targets of the NPDM. These can come from existing national budgets (ascan be identified from Annual Development Plan) and from external sources (such as donors,
regional partners, etc.). It is proposed that the financing of the NPDM be facilitated in thefollowing manner:
1. Provision for regular budget allocation of sectoral Ministries and Departments;
2. Budget provision for the projects/programs on disaster risk reduction and management insectoral Ministries and Departments;
3. Budget Code for DRR/CCA activity implementation;
4. Compulsory allocation of fund for annual repair and maintenance of theinfrastructure damaged due to disaster;
5. Adequate fund allocation (at least 5%) for Research and Development for all targeted

activities;
6. Dedicated "DRR/CCA Fund" at National, Local and Community level;
7. Investment by private institutions, Industry, cooperatives, banks, financial institutions, andinsurance companies;
8. Assistance from development partners (bilateral, multi-lateral, UN agencies)
9. Wide coverage and easy access of insurance facilities including fast settlement for postdisaster claims
10. Support from private sectors through the Corporate Social Responsibility and otherinitiations
11. Development aid from development partners, such as Asian Development Bank, World
Bank.

5.5

Accountability and monitoring framework
Implementation of NPDM 2021-2025 is connected with national laws, rules, regulations,strategies, polices, rules of business and mandates including SOD 2019. For implementation of
the plan various strategies have been formulated. These are as below.

Ministry, department and agency focal point
The focal point is the key agency that has the authority and resources to coordinate all relatedbodies for DRM 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 by appropriate legislation and authority
for decision making and implementation of the plan.

Links between policies and operations
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 the issues of DRM and
CCA within the sectoral laws, policies, plans, projects and programs. Arrangement to be madeso 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 the Prime Ministers’ office.

47

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

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

Monitoring Framework
Monitoring track to be used will include inputs (activities), outputs, and outcomes.
Performance of each of the program/project identified in the NPDM-2021-25 will be
evaluated based on key targets set for respective cases.
INPUTS
NPDM
2021-25
Identified
Programs/Projects

OUTPUTPROGRAM
Goals-For
Program
Objectives-For
Program

Each
Each

Service Deliveredagainst each of thePrograms

OUTCOME
LikelyShort/Medium
Term Effect due tothe Program

IMPACT
Likely Long-Term
Effect/Changes
due
to
the
ProgramFigure: M & E Framework for NPDM 2021-25

Performance Monitoring Plan
Performance of program implementation will be monitored by M & E unit under the ministryof Disaster Management and Relief. Following is the outline of the monitoring plan with keytasks.
Issues
Details
Key Performance Area
The key performance areas of the M&E Unit will be as
follows:
 Manage the monitoring and evaluation database; Manage the information needs and requirementsof stakeholders; Manage the development of a consolidated
matrix of monitoring and evaluation indicators;
Manage the production and dissemination of quarterly
and annual reviews reports;
Plans for Data Collection
M & E Unit will coordinate with the respective
responsible Ministry, Department or agencies that are
implementing the program/projects. As required, the data
can from secondary/ primary sources.
Indicators
M & E unit will set indicators against each of the targeted
programs. The indicators should be measurable and easily

48

Issues
Methods of Data collection

Frequency of Data collection
Data Analysis

Review and Reporting

Details
understood. Before finalizing the indicators, M & E unit
must consult with the relevant implementing agencies.
Data will be collected from various sources electronicallyas well as manually. From time to time, the M&E Unit
will gather data based on surveys in order to assess thequality and reliability of data sets by the Unit for the
production of statistical reports.
Will depend on the specific programs
The method of data analysis depends on the objective of
the program study as well as the type of variables to beanalyzed. Results of analysis shall be disaggregated units
such as gender, residential area, level of education, levelof income, etc.
M & E will set specific review and reporting mechanism
depending on the program. Consultation with the relevant
implementing agencies may require in this regard.

Evaluation Steps
In order to execute the program evaluation, following steps will be followed;
Process
Stakeholders
Engagement
Consultation

Details
Involve relevant implementing
agency. This also might be
stakeholders or partners involvedin program operations.

Describe the program

Identify theindicators

relevant

Gather credible evidence

Justify
conclusion,
ensure use and sharelessons learned
Ensure use and sharelessons learned

Activities
Can be through workshops
withstakeholders
andcoordinating
stakeholder
input through the process ofevaluation design
Describe the features of the List specific expectations as
programme being evaluated. This goals,
objectives,
andshouldincludepurpose, criteria for success.
backgroundinformation,
expected changes/outcomes, theactivities, available resources etc.
Outcomes and impact indicators Collectionofrelevant
indicators,
Reviewindicators and consolidate
into indicator matrix,
Collect data with accurate and Choosing indicators thatrealistic information.
meaningfully
address
evaluation questions
Describe
sourcesofinformation
Justify Evaluation conclusions Use appropriate methods ofensuring the evidence gathered analysis and synthesis toand judged against agreed upon summarize findings.
values for or standards set bystakeholders.
Share the key lesson learned from Through workshop, one tothe program (this can be success one meeting, publications.
and challenges)

49Appendix 1: Key Targets of NPDM 2021-2025
Activities

Targets

Lead(Ministry/Department

Associate

2021

2022

2023

2024

2025

(Ministry/Department)

)

1

2

Disaster Risk Reduction
Reviewing and sharing result of existing
multi-hazard Risk Assessment and Plans for
Earthquake Preparedness and Response
Programme
Conducting and Reviewing Community
based Risk Assessment (CRA/URA)

3

Capacity building programme forprofessionals, responders and DMCs

4

Updating and developing DRM training
curriculum and DRR manual for public
sector training institutes
Implementing of SOD 2019 planned
activities including coordination andmonitoring Socialization and disseminationof SOD at National and Local Levels
Enhancing SFDRR implementation,
monitoring and consolidation of the progressfor submission
Establishing National Volunteer
Organization

5

6
7
8
9

Institutionalizing DIA in preparing
TAPP/DPP in development
projects/programmes
Strengthening national, regional andinternational civil-military cooperation for

Earthquake preparedness andresponse programme
reviewed

MoDMR, LGD

FSCD/Rajuk/CC

x

x

x

x

x

1,000 Union Parishad and 500
city
wards
conducted
CRA/URA500 DMCs, 500 professionals
and 5000 responders aretrained5 training institutes reviewed
curricula and conducting
training
Socialization
andimplementation continued

MoDMR

LGD, LGIs

100+5
0

200+1
00

300+1
00

300+
100

100+1
50

MoDMR, LGD

LGI/FSCD, DDM
BPATC, NAPD,
NILG, TTC/PTI

100+1
00+10
00
1

150+1
00+10
00
2

100+
100+
1500
1

100+1
00+50
0

MoDMR/DDM

50+10
0+100
0
1

MoDMR

Associatedministries

x

X

x

x

x

Operational plan produced inline with SDG

MoDMR

Associatedministries

x

X

x

x

x

Rule published

MoDMR

FSCD,
Scouts,
BNCC/Anser&VDP
Associatedministries

DIA is being
DPP/TAPPDREE andcontinued

used

other

in
drill

MoP
MoDMR

50

AFD, FSCD, SSD,
PSD, MoD, MoFA

x
x

X

x

x

x

X

X

X

X

X

Activities

Targets

Lead(Ministry/Department

Associate

2021

2022

2023

2024

2025

NEOC

HSA

-

-

1+1

1+1

1+3

1+3

1+2

(Ministry/Department))

mega disaster response
10

Establishing NEOC and Humanitarian
Staging Area (HSA)

11

Implementation of rural and urban risk
sensitive land use plan (RSLUP)

12

Scaling up/Institutionalization of Flood
Preparedness Progarmme (FPP)

13

Mainstreaming DRR into social safety net
programme

14

Enhancing gender responsive and disability
inclusive DRM in all phases

15

Update and expand hazard, vulnerability andrisk assessment for earthquake and flood
Expanding earthquake preparedness program
integrating national and local contingency
plan

16

17

Capacity building and strengthening of
national institutions on Research &Development

18

Studies on resilience building for biologicalhazards
Studies on resilience building for humaninduced hazards

19

RCGs decisions are being
implemented
NEOC and HSA establishedand operating

MoDMR

Associatedministries

RSLUP is implemented in atleast 5 municipalities and 10
upazillas.
10 districts are implementing
FPP through its programme

MoH&PWLGD,MoLMoDMR,
UDD

MoDMR

1

2

2

3

2

Piloted and Scaling DRR
integrated/inclusive
socialsafety net programme through10 different SSN programme
NPDM target activities andprogrammes

MoDMR

MoWR
and
Associatedministries
MoSW,LGD,MoWCA, MoSW,
P&ME, MoF&L,
MoA etc
LGD and other
Associatedministries
UDD,
City
Corporation
Associatedministries

2

2

2

2

2

x

x

x

x

x

x

x

x

x

x

1+1

2+2

1+2

2+1

2+2

MoDMR,

MoE,
ICTD

X

X

X

X

X

HSD,

MoDMR

1

1

MoDMR,MoHPW,

FSCD, AFD

1

8 new cities and 8
municipalities implementing
earthquake
preparedness
programme
Conducted Hazard specificresearch and DRR indevelopment
and
paper
produced
2 studies conducted and report
produced for implementation
2 Studies

MoDMR, MoWCA
MoDMR,
MoH&PW, LGD
MoDMR,MoH&PW,FSCD, AFD

51

Rajuk,

MoS&T,

1

Activities

Targets

Lead(Ministry/Department

Associate

2021

2022

2023

2024

2025

X

X

(Ministry/Department))

20

Establishing seismology and earthquake
engineering disciplines in universities

2 public universities

S&HSD,MoDMR,,
MoH&PW

21

Integrating seismis & earthquake engineering
module in private and public universities

At least 5
incorporated

S&HSD

MoDMR,

22

Developing
andimplementing
Risk
Reduction Action Plan (RRAP) by conducting
Community Risk Assessment (CRA)/ Urban
Risk Assessment (URA)

1000 UPdeveloped

MoDMR

LGD and otherrelevant ministries

23

Developing & implementing National DRM
capacity building plan including Disability
inclusiveness and CPM-MH issues

MoDMR,MoSW, MoWCA

24

Reviewing and updating of secondary, higher
secondary and university level curricula onDM

At least 500 responders
received
Psycho-social
management training andprovide field services indisaster
Curriculum of the relevant
subjects are reviewed andupdated up to class XII and12
university
curriculareviewed

25

Reviewing/updating/ developing all
guidelines for preparedness and response as
per SOD
Expanding Capacity building programme ofCPP

10guideline/SOP
updated/prepared

MoDMR

Enhanced capacity raisingprogramme to the 6 new CPP
regions/districts

Invest in construction of resilient rural
housing
Develop strategy for sustainableembankment management including

25,000 resilient rural housing
constructed
Strategy developed

26

27
28

universities

level

RRAP

300
ward
RRAP/contingency
developed

level
plan

are

1

1

2

1

100+5
0

200+5
0

300+1
00

200+
50

200+5
0

100

100

100

100

100

2+2

3+2

2+2

2+3

2+3

Other ministries

2

2

2

3

2

MoDMR/CPP

LGD

1

1

2

1

1

MoDMR

LGD and otherministries
MoDMR, BWDB

5000

6000

8000

3000

3000

MoDMR, S&HED,
MoP&ME

MoWR

52

1

Activities

Targets

Lead(Ministry/Department

Associate

2021

2022

2023

2024

2025

(Ministry/Department)

)

29
30

maintenance, recovery and reconstruction
Develop resilience of haor infrastructure
systemCapacity building of the professional(planner, designer, architecture/structural
engineer) on earthquake resilient building
construction system

Resilient haor infrastructure
established
1000
professionals/policy
stakeholders are trained

BHWDB,LGD,
MoWR, moDMR
MoDMR,
MoH&PW, LGD
S&HED

31

Prepare or Reviewing and updating sectoral
DRR strategies/guidelines forministries/division as per SOD

5 ministries/division to beprepared sectoral guidelines

MoDMR,MoP,
MoA,
MoF&LS,MoWC
A

32

Mainstreaming Strategy/Guideline for DRR
in social protection/safety net programme
Implementing National disaster and climate
induced Displacement Management Strategy
due to natural disaster

Strategy developed

MoDMR,MoWCA, MoSW
MoDMR, MoL

34

Develop riverine transport system to improve
supply chain resilience of the industrial
sector35

Develop sector wise Business Continuity
Plan (BCP) for different industrial sectors
Develop Salinity/flood/drought resilient
Food System and making household level
food silo
Develop Strategy for Regional &International Cooperation for DRR
Financing, Technical Assistance andPartnership

Strategy developed Existing
facilities and infrastructure
are expanded to handle cargoin containers
Develop at least BCP for 2
industrial sectors
Food system developed and
500,000 household level foodsilo made
Strategy developed

33

36

37

Strategy developed

Other associatedministries
FSCD, AFD, City
Corporation

1
100

200

200

200

300

1

1

1

1

1

x

x

x

100,0
00

100,000

AssociatedMinistries
LGD,
MoWR,
Other
associatedministries and otheractorsMoDMR and Other
associatedministries

1

MoI, MoC MoPMoDMR, , E, MoF

1

MoFood, MoA

MoDMR

MoS, BIWTA

ERD, MoF

53

MoDMR, MoPx

1

100,00o

1+100,
000
1

1100,000Activities

Targets

Lead(Ministry/Department

Associate

2021

2022

DDM, CPP

1

1

1

2023

2024

2025

-

-

(Ministry/Department)

)

38

39

40

International Cooperation and Resource
Mobilization for Enhancing Resilience
Alert/ Warning
Innovating models for forecasting andwarning system (e.g. flood, landslide)
Develop location specific community based
early warning system for flash flood

MoDMR,GED, PC

ERD

2modelsare
implemented
institutionalized
Earlywarningdeveloped

BMD,

MF,

being
and

MoDMR,
FFWC

systemBMD,
BWDB/FFWC,
MoDMR

MoDMR

MoHPW

MoDMR,LGD-

Emergency Response
41

Develop resilient infra-reinforcement of
BNBC

42

Research and knowledge management ineach project allocate at least 5%. (Financestrategy)
Preparing and implementing recovery
strategy & plan for disasters

43

44

45

46

Developing National Logistics Preparedness
Plan for effective response

Rehabilitation, Reconstruction andRecovery
Developing Master Plan of Fire Service forstrengthening manmade/natural disastermanagement system (fire/building,collapse, earthquake)
Developing guidelines for risk-informed
private sector investments.

ResilientBNBC
infrareinforcement developed

MoDMR,&HS
Strategies for 2 hazards

MoS

Associatedministries

MoDMR,LGD,
MoH&PW,
MoEF& CCMoDMR

Other associatedministries

1

SSD, AFDOther
associate, FSCDd
ministries
andother actors

1

Mater plan are risk informed
andresponse
modalitystrengthened

SSD,
FSCD,
MoH&PWMoDMR,
CC

1

Guideline produced
disseminatedMoP

MoDMR & Other
associated ministries

Plan
produceddisseminated through

and

and

54

Rajuk,

1

1

Activities

Targets

Lead(Ministry/Department

Associate

2021

2022

2023

2024

2025

5

4

4

(Ministry/Department))

47

Preparing Disaster Risk financing strategies
for strengthening resilience

Strategies developed
disseminated

and

48

Enhance navigability of rivers, canals andwater reservoirs

Dredging of 20 routes
connecting canals with rivers

MoF,
MoP

MoDMR,

MoWR/BIWTA

55

Other associatedministries
MoDMR, LGD

1
3

4

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 four priority
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 four priorities and should implement
them, as appropriate, taking into consideration respective capacities and capabilities, in line withnational laws and regulations.

Priority 1: Understanding disaster risk-

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

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

To develop, periodically update and disseminate, as appropriate, location-based disaster risk
information, including risk maps, to decision makers, the general public and communities atrisk of exposure to disaster in an appropriate format by using, as applicable, 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 and vulnerability
information;-

To make non-sensitive hazard-exposure, vulnerability, risk, disaster and loss-disaggregatedinformation 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 and communications
technology innovations to enhance measurement tools and the collection, analysis anddissemination of data;-

To build the knowledge of government officials at all levels, civil society, communities andvolunteers, as well as the private sector, through sharing experiences, lessons learned, goodpractices 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 a sciencepolicy interface for effective decision-making in disaster risk management;56

-To ensure the use of traditional, indigenous and local knowledge and practices, as appropriate,
to complement scientific knowledge in disaster risk assessment and the development andimplementation of policies, strategies, plans and programmes of specific sectors, with a crosssectoral 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 disaster risks,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 and environmental challenges and disasterrisks;-

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

To promote national strategies to strengthen public education and awareness in disaster risk
reduction, including disaster risk information and knowledge, through campaigns, social media
and community mobilization, taking into account specific audiences 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, to develop andimplement 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 non-governmentalorganizations.

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, by defining roles andresponsibilities, guide the public and private sectors in: (i) addressing disaster risk inpublically owned, managed or regulated services and infrastructures; (ii) promoting andproviding incentives, as relevant, for actions by persons, households, communities andbusinesses; (iii) enhancing relevant mechanisms 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 and plans,
across different timescales, with targets, indicators and time frames, aimed at preventing the57

creation of risk, the reduction of existing risk and the strengthening of economic, social,health and environmental resilience;-

To carry out an assessment of the technical, financial and administrative disaster risk
management capacity to deal with the identified risks at the local and national levels;-

To encourage the establishment of necessary mechanisms and incentives to ensure highlevels of compliance with the existing safety-enhancing provisions of sectoral laws andregulations, 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, periodically assess andpublicly report on progress on national and local plans; and promote public scrutiny andencourage institutional debates, including by parliamentarians and other relevant officials,
on progress reports of local and national plans for disaster risk reduction;-

To assign, as appropriate, clear roles and tasks to community representatives within disasterrisk management institutions and processes and decision-making through relevant legal
frameworks, and undertake comprehensive public and community consultations during thedevelopment 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 disasterrisk reduction, and a designated national focal point for implementing the Sendai
Framework for Disaster Risk Reduction 2020–2030. It is necessary for such mechanisms tohave a strong foundation in national institutional frameworks with clearly assigned
responsibilities and authority to, inter alia, identify sectoral and multisectoral disaster risk,build awareness and knowledge of disaster risk through sharing and dissemination of nonsensitive disaster risk information and data, contribute to and coordinate reports on local andnational disaster risk, coordinate public awareness campaigns on disaster risk, facilitate andsupport local multisectoral cooperation (e.g. among local governments) and contribute to
the determination of and reporting on national and local disaster risk management plans andall policies relevant for disaster risk management. These responsibilities should beestablished through laws, regulations, standards and procedures;-

To empower local authorities, as appropriate, through regulatory and financial means towork 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 and awards fordisaster risk management, with the participation of the private sector, civil society,professional associations, scientific organizations and the United Nations;58-

To formulate public policies, where applicable, aimed at addressing the issues of prevention
or relocation, where possible, of human settlements in disaster risk-prone zones, subject tonational 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 alllevels of administration for the development and the implementation of disaster risk
reduction strategies, policies, plans, laws and regulations in all relevant sectors;-

To promote mechanisms for disaster risk transfer and insurance, risk-sharing and retention
and financial protection, as appropriate, for both public and private investment in order toreduce the financial impact of disasters on Governments and societies, 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 and hospitals and physical infrastructures;
building better from the start to withstand hazards through proper design and construction,
including the use of the principles of universal design and the standardization of building
materials; retrofitting and rebuilding; 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 and other sites ofhistorical, cultural heritage and religious interest;-

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

To promote the mainstreaming of disaster risk assessments into land-use policy
development and implementation, including urban planning, land degradation assessments
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 and management intorural 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 that are safe for human settlement, and at the same timepreserving ecosystem functions that help to reduce risks;-

To encourage the revision of existing or the development of new building codes andstandards 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, and reinforce the capacity to
implement, survey and enforce such codes through an appropriate approach, with a view tofostering disaster-resistant structures;59-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 in understanding disaster risk and applying andimplementing disaster risk reduction approaches in health work; promoting and enhancing
the training capacities in the field of disaster medicine; and supporting and training
community health groups in disaster risk reduction approaches in health programmes, incollaboration with other 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 safety-net
mechanisms, including through community involvement, integrated with livelihood
enhancement programmes, and access to basic health-care services, including maternal,
newborn and child health, sexual and reproductive health, food security 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 bydisasters.

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 and contingency
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 cultural requirements, 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 andother health facilities, to ensure that they remain safe, effective and operational during andafter disasters in order to provide live-saving and essential services;-

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

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

To train the existing workforce and voluntary workers in disaster response and strengthen
technical and logistical capacities to ensure better response in emergencies;60-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 viewto ensuring rapid and effective response to disasters and related displacement, including
access to safe shelter, essential food and non-food relief 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 thecomplex and costly nature of post-disaster reconstruction, under the coordination of national
authorities;-

To promote the incorporation of disaster risk management into post-disaster recovery andrehabilitation processes, facilitate the link between relief, rehabilitation and development,
use opportunities during the recovery phase to develop capacities that reduce disaster riskin 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, post-disaster reviews and lessons learned and integrate post-disasterreconstruction into the economic and social sustainable development of affected areas. Thisshould also apply to temporary settlements for persons displaced by disasters;-

To develop guidance for preparedness for disaster reconstruction, such as on land-use
planning and structural standards improvement, including by learning from the recovery andreconstruction programmes over the decade since the adoption of the Hyogo Framework for
Action, and exchanging experiences, knowledge and lessons learned;-

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

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

To establish a mechanism of case registry and a database of mortality caused by disaster inorder to improve the prevention of morbidity and mortality;-

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

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

61