i
DRAFT
Government of the People’s Republic of Bangladesh
National Plan for Disaster
Management
(2021-2025)
Action for Disaster Risk Management
Towards Resilient Nation
March 2020
Ministry of Disaster Management and Relief
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EXECUTIVE SUMMARY
National Plan for Disaster Risk Management 2021-2025
Preamble: Bangladesh is ranking as one of the most disaster-prone countries. People in
Bangladesh are often affected by water-related natural disasters, including floods,
riverbank erosion and cyclones. In addition, recent rapid urbanization increases the risks
for earthquake as well as man-made disasters. National Plan for Disaster Management
(NPDM) 2021-2025 exemplified the strategic plan of the Government of Bangladesh in
its Vision and the Mission of the Ministry of Disaster Management and Relief (MoDMR)
between 2021 and 2025 towards building resilient nation. NPDM 2021-2025 has core
goals for actions to save life, reduce economic losses in every disaster cycle stages which
includes Disaster Risk Reduction (DRR), Humanitarian Response and Emergency
Recovery Management. NPDM builds on GoB’s past lesson learns in disaster risk
management and international DRR frameworks, and adopts a phase-wise approach with
34 core targets to be implemented in partnership with relevant stakeholders.
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Overview of NPDM 2016-2020: NPDM 2021-2025 is upgraded from the previous
National Plan for Disaster Management (NPDM) 2016-2020 as well as 2010-2015, which
were the first policy document of its kind. NPDM 2016-2020 reflected a paradigm shift
from relief-based disaster response to proactive disaster risk reduction, with emphasis on
capacity strengthening. NPDM 2016-2020 was drawn from regional and global
frameworks including the Sendai Framework for Disaster Risk Reduction (SFDRR) and
Asia Regional Plan for Implementation of Sendai Framework for Disaster Risk Reduction
2015-2030. It was recognized the national strategy for addressing global and regional
targets.
Achievements, lessons and remaining gaps of NPDM 2016-2020: A review of NPDM
2016-2020 indicated the achievement of reducing the disaster victims, ensuring early
warning and response mechanism, mainstreaming disability and gender inclusive disaster
risk management, strengthening civil-military coordination for humanitarian response and
starting Implementation of SFDRR, etc. However, still piecemeal works or patchwork-
based pilot interventions are dominant in DRR sector. It is necessary for enhancing the
capacity for whole disaster cycle management including increasing no regret investment,
tackling urban disasters, enhancing information management mechanism etc.
.
NPDM 2021-2025: Action for disaster risk reduction: NPDM 2021-2025 was prepared
under the leadership of MoDMR and is aligned with national, regional and international
frameworks including Delta Plan 2100, 8
th
5 Year Plan of Government of Bangladesh,
SFDRR, Asia Regional Plan for Implementation of the Sendai Framework for Disaster
Risk Reduction, Dhaka Declaration 2015 Plus for Disability Inclusive Disaster Risk
Management. The plan places importance for disaster risk management linking with rapid
urbanization and climate change, and the necessity of DRR for sustainable development,
and is flexible and adaptive in cognizance of the changing nature of risks in Bangladesh.
NPDM 2021-2025 produced through a participatory and inclusive approach through
extensive stakeholder and expert consultations.
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Purpose and approach of NPDM 2021-2025: The purpose of NPDM 2021-2025 is to
guide implementation of the Disaster Management Act 2012 and Standing Orders on
Disaster 2019, allowing Ministries/Department of GoB and other agencies to use it to
produce their Annual Work Plans. The plan takes a ‘whole-of-Society’ approach for
effective implementation.
Strategic aims and objectives: NPDM 2021-2025 have a set of strategic aims reflecting
its alignment with SFDRR, strategy guidance to relevant stakeholders, recognition of
disaster risks and phased implementation of prioritized actions. A set of objectives allow
operationalizing the aims through identifying priority actions, providing a roadmap for
implementation of at least 20 core investments area, incorporating DRM aspects in
sectoral plans, exploring public-private investments, ensuring inclusivity, addressing
emerging risks, promoting risk governance and illustrating how the work of various
stakeholders can contribute to GoB’s DRM vision.
Legal context: The Disaster Management Act 2012 is the legal framework for DRM in
the country. The National Disaster Management Council (NDMC), headed by the Prime
Minister, is the supreme body for providing overall direction for DRM, with the MoDMR
having the role of “Secretariat” to NDMC. NPDM 2021-2025 is prepared to achieve
national long-term DRM goals in line with the DM Act 2012, DM Policy Delta Plan 2100
and 8th 5-Year Plan.
Scope: NPDM 2021-2025 is GoB’s ‘white paper’ document and abides by national DRM
institutional and policy regimes. It embodies both rapid and slow onset disasters and it
also includes recurrent, anticipated and climate induced disasters. Following the
investment scenario of the country and potential engagement of the private sector, NPDM
2021-2025 promotes risk-informed planning and implementation of investment initiatives
for business continuity in disasters.
Plan development process: The development of NPDM 2021-2025 consisted of a
preliminary desktop review, then guided by a steering committee to draft its initial
contents. The development process was participatory and inclusive, involving
consultations with a wide range of stakeholders including GoB agencies, NGOs and
CSOs, facilitated by NRP, JICA, UNDP and MoDMR from 2019. An intensive review of
the SFDRR, UN Sustainable Development Goals (SDGs) and the Paris Climate Change
Agreement allowed synergies between international drivers, the country context and
priorities linked with the NPDM 2021-2025. A set of thematic and regional workshops
allowed drawing diverse insights, and a national consultation workshop was conducted to
gain feedback through a SFDRR-based framework. These workshop outputs were made
available online for further feedback and subsequently the draft NPDM 2021-2025 was
also made available online, with eventual approval by an inter-ministerial committee.
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A changing risk environment: Bangladesh is highly disaster-prone and managing
disasters has been a major focus, with investments in DRM significantly decreasing
disaster mortality in recent decades. The context, however, is changing - Bangladesh is
highly at risk from climate change and earthquakes pose a challenge for its rapidly
growing cities. Women are disproportionally impacted by disasters, requiring more
emphasis on managing risks in a gender-responsive manner. These emerging risks present
major challenges to human development, where the poorest communities are hardest hit
by disasters. Despite these challenges, Bangladesh has made major recent socio-economic
gains, achieving a lower middle-income country status. Nonetheless, significant economic
losses due to disasters continue to occur and the industrial sectors are highly vulnerable.
The speed of urbanization with resultant growth of informal settlements requires
prioritizing resilient urban design, planning and delivery of services.
Main hazards: The following hazards impact Bangladesh: flood; cyclone and surge;
tornado; earthquake; riverbank erosion; landslide; salinity intrusion; drought; tsunami;
lightning; arsenic contamination; human-induced hazards and health hazards. The last
hazard has potential for assuming significance because of the emerging risks in
Bangladesh.
Disasters and development linkages: Disasters are often the outcome of inadequate
development choices and can eradicate years of development effort where disaster risk
and poverty are closely linked. Since poverty, sustainable development, disasters and
climate change are interlinked, it is crucial to integrate DM measures in development
initiatives. It is not only the business of the government, but involves every part of society
because DM for resilience contributes to sustainable development. Development and
investment plans should be risk-informed based on disaster risk assessments and avoid
generating new risks or exacerbating existing ones.
National DM instruments: DM in Bangladesh is guided by a number of national drivers
which includes: National DM plans (NPDMs) that strategize the management of both risks
and consequences of disasters, community involvement and integration of structural and
non-structural measures; Disaster Management (DM) Policy (2015), which places
importance on the DM fund as a dedicated financial resource for DM activities at all levels;
DM Act 2012, which endorses the Standing Orders on Disaster (SOD) and provides a legal
basis.
Institutional structure: MoDMR has the responsibility for coordinating national DM
efforts and NDMC is the supreme body for providing overall direction. Functional and
hazard-specific planning and execution responsibilities are vested in sectoral agencies.
The Standing Orders on Disaster (SOD) issued by the ministry in 1997 was an important
milestone towards guiding and monitoring DM activities in Bangladesh. Key national
level DM institutions include: NDMC; Inter-Ministerial Disaster Management
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Coordination Committee (IMDMCC); National Disaster Management Advisory
Committee (NDMAC); National Platform for Disaster Risk Reduction (NPDRR);
Earthquake Preparedness and Awareness Committee (EPAC); and Focal Point Operation
Coordination Group of Disaster Management (FPOCG). At sub-national levels: Disaster
Management Committees (DMCs) at district, upazila, union, pourasava and ward levels.
Disaster-Development linkages – national and international frameworks: NPDM
2021-2025 draws from several national and international frameworks including: Vision
2041, which is concerned with protection from climate change and environmental
impacts, and ecological development; 8th Five-Year Plan relating to the overall goal of
DM in Bangladesh to build resilience and corresponding identification of national
resources; Bangladesh Climate Change Strategic Action Plan (BCCSAP), which is pro-
poor and prioritizes adaptation and disaster risk reduction based on key thematic areas
with cognizance of the link between climate change and disasters; Paris Climate Change
Agreement, providing Bangladesh the opportunity to leapfrog into a sustainable future by
investing on renewable energy; Sustainable Development Goals (SDGs), where DRR is
the foundation and allows safeguarding development efforts from disasters; and most
importantly, SFDRR, which is integrated into the objectives, goals and activities of NPDM
2021-2025 and serves as a template for translation to the Bangladesh context. SFDRR is
built on four priority areas which are also integrated into the goals and activities for DM
of GoB’s 8th Five Year Plan.
Vision, Strategies and Priorities of NPDM 2021-2025
Vision: building on achievements: NPDM 2021-2025 is based on SFDRR and follows
the national targets indicated in SFDRR and is aligned with its four priorities. Bangladesh
has invested strongly on DRR, and despite frequent disasters, disaster mortality has
reduced, GDP growth is maintained, food security is improved and almost all the MDGs
were achieved. However, a changing risk context means new challenges, but also
opportunities for building resilience. Thus, building on past achievements and tackling
new risks, the vision of NPDM 2021-2025 is: “Winning resilience against all odds”.
Strategy directions: The disaster and institutional context of Bangladesh, and review of
NPDM 2016-2020, point to the following eight key strategic directions for achieving
resilience: Upgrading existing DM programs and policies; DM governance; Investments
for building resilience against chronic disasters; Social protection; Inclusive development;
Private sector engagement; Resilient post-disaster response and recovery; and Emerging
risks.
NPDM 2021-2025 focus areas: Bangladesh aligns its DM strategies and plans with
SFDRR and the following focus areas will enable implementing them: Promoting policy
coherence among DM and development in-country; Making disaster risk reduction a
development practice to achieve resilient public investment and the SDGs; Encouraging
private sector engagement towards risk sensitive investments; Building capacity and
leadership to implement NPDM 2021-2025 at the national and local level. These areas will
need to be supported by adequate capacity and resources at the local level; knowledge and
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information from the scientific and academic community; and practical guidance and
tools, following an inclusive approach. NPDM 2021-2025 thus provides two main
implementation guides: Broad policy direction in terms of national level action plans to
guide DM in Bangladesh in alignment with SFDRR in the national context of the SDGs;
Action plans with indicative timeframes over the next 5 years and 34 core targets to be
continued until 2030.
Inclusion as an underlying strategy: Social inclusion is an underlying and cross-cutting
strategy in all the action plans of NPDM 2021-2025, and were informed by the outputs of
stakeholder consultations. Two main inclusivity areas should inform all DM initiatives,
policies, programs and planning: To ensure incorporation of gender issues in decision
making and participation of women and men in all NPDM 2021-2025 priority actions; To
ensure adequate considerations for people with vulnerabilities across implementation of
NPDM 2021-2025.
Accountability framework: Implementation of NPDM 2021-2025 is linked to the
framework of national policy, legislation and business rules, involving various strategies,
including: Ministry, department and agency focal point; Links between policy and
operations; Expanding the scope of planning; Political consensus and allocation of
resources; Contingency/Preparedness plan; Periodic review of the implementation of the
plan; Funding requirement and resource mobilization; and Coordination, Communication
and Cooperation.
Priority level action plans: The extensive stakeholder and expert consultations
undertaken to develop NPDM 2021-2025 focused on the following SFDRR priorities and
action plans were derived following an ‘all-hazards’ approach with hazard-specific
activities linked to broader priority level action plans.
- Priority 1: Understanding disaster risk – Action plans under this priority focus on
raising awareness, research and development activities, networking, and
information/knowledge management.
- Priority 2: Strengthening disaster risk governance to manage disaster risk – This
priority area is concerned with inclusion of Disaster Impact Assessment (DIA) into
policy, inter-ministerial coordination, institutional capacity strengthening, public-
private engagement, and international and regional cooperation.
- Priority 3: Investing in disaster risk reduction for resilience – Under this priority,
actions plans include nationwide capacity building, physical works for resilience, DM
financing, institution building, addressing the key hazards of floods and cyclones, but
also following an ‘all-hazards’ approach.
- Priority 4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction – Concerned action plans include
strengthening forecasting and early warning systems, emergency response capacity
building, sector-wise preparedness, inclusive recovery and rehabilitation, business
continuity, and multi-hazard response and recovery measures.
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Investment priorities for NPDM 2021-2025: To aid the planning process in terms of
timeframes, the above priority actions are abbreviated to summary action statements
corresponding to the SFDRR priorities (P1, P2, P3 and P4).
Timeline, actions and targets of NPDM 2021-2025: This is an indicative plan for 2020-
2030 when the SFDRR is its full of operation. 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 over
the long term until 2030. After each period, review and updating processes will be
undertaken with stakeholders’ feedback, making NPDM 2021-2025 an adaptive
document.
A set of tables are presented showing the action plans according to the 3-block timeline,
with the summary actions grouped according to the SFDRR priorities with the
corresponding 34 core targets to be committed by GoB.
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Table of Contents
Executive Summary
Acronyms
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1. National Planning for Disaster Risk Management
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4
6
8
7
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9
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2. Risk Contexts and Trends
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3. Institutional Structure and Drivers for Disaster Management
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4. Vision, Strategies and Priorities of NPDM 2021-2025
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Appendixes
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Appendix 1: National level actions from the Sendai Framework for Disaster Risk
Reduction
Appendix 2: Indicators for Measuring Resilience
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Acronyms
ADB Asian Development Bank
BCCSAP Bangladesh Climate Change Strategic Action Plan
BNBC Bangladesh National Building Code
BWDB Bangladesh Water Development Board
CCA Climate Change Adaptation
COVID-19 Corona Virus Disease - 19
CRI Climate Risk Index
DAE Department of Agricultural Extension
DC Deputy Commissioner
DDM Department of Disaster Management
DDMC District Disaster Management Committee
DRM Disaster Risk Management
DWA Department of Women Affairs
EPAC Earthquake Preparedness and Awareness Committee
FPOCG Focal Point Operation Coordination Group of Disaster Management
FSCD Fire Service Civil Defence
GAR Global Assessment Report
HBRI House Building Research Institute
ILO International Labour Organization
IMDMCC Inter-Ministerial Disaster Management Coordination Committee
JICA Japan International Cooperation Agency
JMREMP Jamuna-Meghna River Erosion Mitigation Project
MoDMR Ministry of Disaster Management and Relief
NDMAC National Disaster Management Advisory Committee
NDMC National Disaster Management Council
NOC No Objection Certificates
NPDM National Plan of Disaster Risk Management
NPDRR National Platform for Disaster Risk Reduction
NRP National Resilience Programme
OSHE Occupational Safety, Health and Environment Foundation
RMG Ready Made Garment
SDG Sustainable Development Goals
SFA SAARC Framework for Action
SFDRR Sendai Framework for Disaster Risk Reduction
SOD Standing Orders on Disasters
UNDP United Nations Development Programme
UNFCCC United Nations Framework Convention on Climate Change
UZDMC Upazila Disaster Management Committee
WDMC Ward Disaster Management Committee
WB World Bank
WFP World Food Programme
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1. National Plan for Disaster Management
1.1 Preamble
1. Disaster risk reduction and emergency response and recovery is integrated in disaster
management (DM) policy and practice in Bangladesh as exemplified in the vision of the
Government, which is translated into practice in the mission of the Ministry of Disaster
Management and Relief (MoDMR).
Government Vision
“The disaster management vision of the Government of the People’s Republic of
Bangladesh is to reduce the risk of people, especially the poor and the disadvantaged, from
the effects of natural, environment and human induced hazards to a manageable and
acceptable humanitarian level and to have in place an efficient emergency response
management system.”
MoDMR Mission
“To achieve a paradigm shift in disaster management from conventional response and relief to a more
comprehensive risk reduction culture, and to promote food security as an important factor in ensuring
the resilience of communities to hazards.”
2. The significance of disaster management and resilience building is enormous in the
developmental context of Bangladesh. Considering the changes in the disaster patterns and
other factors over the years, preparation and updating of the country’s plan for DM is
undertaken on a regular basis in 5-year cycles.
3. National Plan for Disaster Management (NPDM) 2016-2020 has completed its term and
National Plan for Disaster Management (NPDM) 2021-2025 is a follow-up of the earlier plan.
It enhanced coherence and alignment with the implementation of 2030 global agreements
including SFDRR, Climate Change Agreement and the Sustainable Development Goals
(SDGs). Considering all the changes occurring in the interim and recognizing the need for
continual development, GoB has decided to take stock of the progress made in the
implementation of the NPDM (2016-2020) and draw lessons from the past five years to
feedback into the plan for 2021-2025. The new plan NPDM 2021-2025 will be periodically
reviewed and updated and thus will be a live and adaptive document.
4. NPDM 2021-2025 is designed to support the government of Bangladesh’s target to become a
middle-income country by 2021 and a developed country in 2041. The plan, which sets out
priorities and core targets for the next five years within a longer-term perspective for 2030,
aims to realize the country’s economic and development goals by safeguarding them from the
impacts of disasters through disaster management (DM) for resilience. DM to achieve
resilience is highly important in Bangladesh for reducing the adverse impacts of disasters and
thereby safeguarding the socio-economic progress of the country and contributes towards
sustainable development.
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5. The plan has three core goals:
- Saving lives
- Protecting investments
- Effective recovery and rebuilding
6. The plan is built on GoB’s past successes in disaster risk reduction by making a paradigm
shift from purely emergency response to include measures for building resilience. However,
it also critically analyzes disaster risk in the current development context within changing
social, political, economic and environmental circumstances. It is developed in line with the
Disaster Management Act and other policies of GoB including the 8th Five Year Plan and the
Delta Plan. The plan is consistent with GoB’s commitment to the Sustainable Development
Goals (SDGs), Paris Climate Agreement and Sendai Framework for Disaster Risk Reduction
(SFDRR).
7. A phase-wise approach is adopted by the plan. This proposes 34 key targets to be completed
or initiated by 2025 and continued until 2030.
8. Bangladesh has taken a holistic approach towards disaster management, where emphasis has
been given to working together with all stakeholders to build strategic, scientific and
implementation partnerships with all relevant government departments and agencies, and
other key non-government players including NGOs, academic and technical institutions, the
private sector and donors. Significant progress has been made in terms of reducing the
vulnerability of Bangladesh’s people, for example through an upgraded early warning system,
efficient preparedness and community-based response capacity.
9. Bangladesh is in the midst of rapid change spurred by urbanization and climate change, where
the nature of disaster risk is also changing. There is thus the need to regularly update and re-
formulate disaster management plans not only to adapt to the changing circumstances, but to
also utilize the opportunities offered by new technologies and global linkages.
10. The national institutional structure and policy instruments are well-established to support the
country’s efforts in disaster management. Yet again the long, medium and short term plans
and programmes of the Government of Bangladesh (GoB) have included disaster management
as a priority area. The National Plan for Disaster Management (NPDM 2021-2025) builds on
the achievements and existing institutional framework in Bangladesh and aims to guide
national efforts to achieve key disaster management priorities. The role of GoB is primarily
to continue ensuring that disaster management for resilience is a focus of national policy and
programmes. NPDM 2021-2025 serves as a transformational instrument to build the resilience
of the vulnerable people of the country by addressing existing risks and avoiding the creation
of new risks. It builds on the preceding National Plan for Disaster Management (NPDM 2016-
2020).
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1.2 Overview of NPDM 2021-2025
11. The National Plan for Disaster Management (NPDM 2021-2025) is the successor to the
previous 5-year National Plan for Disaster Management (NPDM 2016-2020). NPDM 2016-
2020 was the first policy planning document of its kind and an outcome of the national and
international commitments of the Government of Bangladesh (GoB) and the Disaster
Management and Relief (MoDMR) for addressing the disaster risks in the country
comprehensively. The plan reflects the basic principles of the SAARC Framework on Disaster
Management.
12. NPDM 2016-2020 was developed on the basis of the GoB Vision and MoDMR mission to
reduce vulnerability, particularly of the poor, to the effects of natural, environmental and
human-induced hazards to a manageable and acceptable humanitarian level by: (a) Bringing
a paradigm shift in disaster management from conventional response and relief practice to a
more comprehensive risk reduction culture; and (b) Strengthening the capacity of the
Bangladesh disaster management system in improving the response and recovery
management at all levels. Thus the aim was to build resilience through improved disaster risk
reduction policies and practices, and at the same time maintain and improve capacity for
disaster response and recovery as part of the humanitarian mandate of MoDMR.
13. NPDM 2016-2020 reflected the paradigm shift in disaster management from conventional
response and relief towards resilience.
14. The key focus of NPDM 2016-2020 was to establish institutional accountability in preparing
and implementing disaster management plans at different levels of the country. It included
examples of Development Plans incorporating Disaster Risk Reduction and Hazard Specific
Multi-Sectoral Plans to be used as a tool for reducing risk and achieving sustainable
development.
15. Evident in NPDM 2016-2020 was the purpose of GoB to implement its global and national
commitment for establishing a disaster risk reduction framework. Execution of the Standing
Orders on Disaster, drafting of the Disaster Management Act, developing the National
Disaster Management Policy, launching of the MoDMR (MoDMR was at that time the
Ministry of Food and Disaster Management) Corporate Plan, developing the Bangladesh
Disaster Management Model and developing the National Plan for Disaster Management were
the major milestones.
16. The goal of NPDM linked to international and national drivers so that the plan could articulate
the long-term strategic focus of disaster management in Bangladesh. NPDM 2016-2020 was
informed by the SFDRR, SDG and the Paris Agreement Climate Change. Inclusion of a Policy
Matrix in the plan on Comprehensive Disaster Management towards poverty reduction and
growth in Poverty Reduction Strategy (PRS) was at the national level an indicator of
mainstreaming risk reduction and consideration of disaster-development linkages.
17. It was expected that NPDM 2021-2025 would contribute towards the formulation of a way
forward for the development of strategic and operational plans by various entities. It was
indicative to what the relevant regional and sectoral plans would consider to address the key
issues like risk reduction, capacity building, climate change adaptation, livelihood security,
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gender mainstreaming, community empowerment and response and recovery management.
The plan aimed to act as a basic guideline for all relevant agencies in strengthening working
relations and enhancing mutual cooperation. This is an area that requires continued attention,
which is reiterated in the new NPDM 2021-2025.
18. NPDM 2021-2025 recognized the need for addressing emerging issues such as climate
change, drought, desertification and human induced hazards in national policies and plans.
For the first time, a national document on disaster management had included both natural and
human-induced hazards in its action plan, involving government, non-governmental
organizations and the private sector.
1.3 Achievements, lessons and remaining gaps of NPDM 2016-2020
NPDM 2016–2020 is a successor to the previous NPDM 2010–2015 which was designed for
implementation by MoDMR in partnership with other relevant ministries and NGOs, and targeted
for addressing the disaster risks faced by vulnerable communities in the disaster-prone context of
Bangladesh.
The purpose of the plan was to guide implementation of the Disaster Management Act, allowing
GoB ministries and other agencies to use it to produce their Annual Work Plans.
A set of objectives allows operationalising the aims through identifying priority actions, providing
a roadmap for implementation of at least 20 core investments, incorporating DM aspects in sectoral
plans, exploring public-private investments, ensuring inclusivity, addressing emerging risks,
promoting risk governance and illustrating how the work of various stakeholders can contribute
to GoB's DM vision.
The plan aims 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 is well synchronized but may be a bit ambitious of having 34 targets. To implement such
a plan inter-ministerial engagement and mainstreaming at all levels of government would be
necessary, but quite often, not only in Bangladesh but in many countries around the world this
remains a challenge, where often different ministries, NGOs operate as silos and are even territorial.
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.
Despite the Plan timeline ending in 2020, there is provision to continue implementing the targets
until 2030. There is thus opportunity for flexibility and having an incremental and gradual 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 be valuable partners of the plan.
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 plan and
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its implementation, and noted that the following in particular needed to be addressed in the next
plan:
- Urban disasters pose a particular challenge: A clearly defined pre-established coordination
mechanism and incident command system for urban disasters is needed. The cadres of urban
volunteers being developed can be effective in dealing with risk assessment and risk
reduction, as well as crisis response, but this will require an institutional mechanism to
manage and keep the volunteers motivated and engaged.
- Retraining and ‘re-tooling’ district and Upazila administration: At the district and Upazila
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 well as on
coordination systems involving international and national agencies in times of major disasters.
- Resourcing the plan: The safety net and social protection programme provides an excellent
opportunity to strengthen risk management and risk reduction in Upazilas and Unions and
enhance resilience of the poor and vulnerable to shocks and stresses.
- Less integration of gender in the plan: Despite evidence that disasters affect men, women and
children differently, the plan – and the actions emanating from it – 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 in this area
clearly contribute to the achievement of the agreed vision.
- Synergy between CCA and DRR plans: There is an increasing convergence between elements
of CCA and DRR agendas in so far as climate related stress directly affect vulnerability 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 in monitoring their
implementation.
- Monitoring mechanism: The plan needs to be accompanied by an inter-ministerial mechanism
for monitoring and for ensuring that rules of allocation of business within different
departments/ministries incorporated the activities identified in the plan.
- The concept of integrated DM is complex: There is a need to build leadership and technical
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 is overwhelmed as
coordination and incident command system for such ‘non-routine’ disasters are not well
established. It will also be critical to define the relative DM responsibilities of military and
civilian organizations.
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- 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 and
dissemination strategy need to be in place to ensure ownership of the plan by various
stakeholders.
1.4 NPDM 2021-2025: Addressing a changing risk context
19. NPDM 2021-2025 reaffirms GoB’s commitment to strategic planning for disaster
management for resilience demonstrated in the preceding NPDM 2016-2020. As clearly
articulated then, the focus in the new plan is similarly on disaster risk reduction for achieving
resilience, but also as clearly emphasized then, humanitarian response, particularly post-
disaster response and recovery is an essential part of the plan aligned to the mandate of
MoDMR for “Humanitarian Assistance” management and provision.
20. NPDM 2021-2025 was prepared under the leadership of Ministry of Disaster Management
and Relief (MoDMR), GoB. The plan is a follow-up of and based on the lessons and
experiences of the earlier NPDM 2016-2020. The National Plan for Disaster Management
2021-2025 for Bangladesh is prepared in full alignment with national and international policy
drivers including the 8th 5-year plan and the Sendai Framework for Disaster Risk Reduction
(SFDRR). 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, lightning hazards and involvement of the private sector in the
disaster management arena.
21. During the timeframe of NPDM 2016-2020, there were good number of natural disasters in
Bangladesh and many localized hazard events, with economic losses ranging from 0.8 to 1.1
per cent of GDP. This is a reminder of the necessity to continue improving disaster
management in the country to safeguard sustainable development through the planning
process of a series of disaster management plans. With increasing urbanization and
industrialization, together with climate change, Bangladesh is set to experience newer and
dynamic risks, necessitating NPDM 2021-2025 to be flexible and adaptive.
22. The term “disaster management” (DM) is followed in cognizance of disaster response being
one of the mandates of MoDMR. But beyond that, here the term encompasses disaster risk
reduction and management to achieve resilience. The plan is concerned with all aspects of
disasters with the aim of resilience at its core.
23. When NPDM 2016-2020 was at a conclusive stage, the ‘Sendai Framework for Disaster Risk
Reduction’ (SFDRR) was adopted in 2020 at the 3
rd
United Nations World Conference on
Disaster Risk Reduction, Japan. Bangladesh is a signatory to SFDRR and will therefore aim
to translate the SFDRR priorities to the national context, which is the approach followed in
NPDM 2021-2025.
24. Despite NPDM 2016-2020 is aligned with SFDRR but to some extent it did not adequately
address the SDGs as interconnected issues in a coherent manner. NPDM 2021-2025 is a
7
succinct policy plan and unlike NPDM 2016-2020 did not provide action plans for different
administrative levels nor detailed hazard-specific plans. However, many of the consultation
processes at the different stages of development of NPDM 2021-2025 preceded SFDRR and
had focused on a hazard-based approach; these consultations provided valuable inputs to the
plan and their essence has been incorporated. For details of some of the outputs of the
consultations, see Appendices 2-3.
25. NPDM 2016-2020 was prepared in a participatory way, having several consultations with
stakeholders and established a way forward of effective partnership with organizations
working at local, national and regional levels. It was expected to contribute towards
developing and strengthening regional and national networks. NPDM 2021-2025 also follows
a similar approach – its participatory and inclusive approach is reflected in the extensive
stakeholder and expert consultation processes undertaken for developing the plan.
Additionally, by aligning with SFDRR and ARPDRR, NPDM 2021-2025 makes provisions
for international and regional networks.
1.5 Purpose and approach of NPDM 2021-2025
26. The purpose of the plan is to guide enhancing the implementation of the Disaster Management
Act 2012, DM Policy 2015 and SOD 2019 which seek to promote safer and more resilient
communities. It is a Government-wide framework for the effective integration of disaster
management planning and programming focusing on risk reduction and resilience approach
across agencies and sectors. Various ministries of GoB and other relevant agencies are
expected to use this framework as a guidance to produce their detailed Departmental/Agency-
specific Annual Work Plans.
27. The plan takes the ‘in a ‘whole of society’ approach to disaster risk management and response
initiatives through gender responsiveness and disability inclusive approach for resilience. It
also seeks to promote mainstreaming of climate change adaptation and mitigation to reduce
existing and future risks. The NPDM 2021-2025 pursues disaster risk management into
relevant areas of activity of the entire government, businesses and non-government entities.
In the advent of rising significance of the area of private sector investment, the plan attaches
importance to the engagement of other sectors beyond the public sector.
1.6 Strategic aims and objectives
Aims
- To align with SFDRR and meet its objectives.
- Provide strategic direction to the government ministries, private sector and other
stakeholders on priority actions to make Bangladesh a resilient country.
- Provide an analytical framework on how the character of risk is changing to guide the
national planning for resilience.
- Provide a set of prioritized actions to be implemented in three phases until the end of 2025.
8
Objectives
28. Maintaining the overall goal of building a resilient Bangladesh, the major objectives of the
plan are to:
- Identify the priority actions to guide the implementation of DM acts, policies and
programmes in terms of action plans;
- Provide a roadmap for progress and implementation of at least 35 core investments;
- Incorporate DM aspects in the plan and programmes of the sectoral ministries and agencies
to ensure risk informed development plans;
- Explore the investment areas both in public and private sectors and also in hazard-prone
regions, communities;
- Ensure inclusion of disability, class, ethnicity, religious minority and address gender
responsiveness in all plans and programmes;
- Include emerging disaster risks (earthquake), emphasize urban disaster risk (fire, building
collapse) and align those in the plan;
- Promote risk governance in the DM programmes, compliance including oversight and
accountability and monitoring; and
- Illustrate to other ministries, Development Partners, UN agencies, I/NGOs, civil society
and the private sector how their work can contribute to the achievements of the strategic
goals and government vision for DM.
1.7 Legal context
29. As the principal legal document, the Disaster Management Act 2012 of GoB provides the
institutional framework for DM in the country. The National Disaster Management Council
(NDMC), headed by the Prime Minister, is the supreme body for providing overall direction
for DM, which includes disaster risk reduction, mitigation, preparedness, response and
recovery. As DM is a multi-sectoral and multi-functional field, functional and hazard-specific
planning and execution responsibilities are vested in agencies with primary
technical/management focus related to specific sectors, with the MoDMR having an overall
coordinating and facilitating role as “Secretariat” to NDMC.
30. The country has a long-term perspective plan as expressed in the 8th 5-Year Plan, Delta Plan
2100, the DM Act 2012 and other related frameworks as major policy guidance for disaster
management. The NPDM is prepared to deal with and achieve the DM aspects of the country’s
long-term plan. The plan is aims to strengthen implementation of the SFDRR prioritize
through different ministries/divisions/departments and other actors. It also re-iterated the
implementation of SOD 2019.
9
1.8 Scope
31. NPDM 2021-2025 is GoB’s ‘white paper’ document for the management of disasters and
associated events. It includes recurrent and mega disaster, anticipated and climate induced
disasters. SFDRR is fundamental to the vision and ambition of the Government of Bangladesh
in the area of DM and NPDM 2021-2025 complies with the objectives, priorities and major
activities of SFDRR. NPDM 2021-2025 is guided by the mission and disaster management
focus of the vision 2041, Delta Plan 2100 and the 8th 5-Year Plan. Following the current and
upcoming investment scenario of the country and potential engagement of the private sector,
NPDM 2021-2025 promotes risk-informed planning and implementation of investment
initiatives for business continuity in disasters.
1.9 Plan development process
32. The methodology for 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, available reports of assessment as well as findings from the review of the NPDM
2016-2020, which was conducted by a team of experts.
33. A committee consisting of 10 members was formed to guide the drafting committee including
drafting the contents of NPDM 2021-2025. A Review Panel was formed to review and
finalize the plan.
34. The process of developing NPDM 2021-2025 was participatory and inclusive, with a clear
identification of local and national priorities through a series of extensive consultations with
key stakeholders and experts. Consultations with a wide range of stakeholders including GoB
agencies, NGOs and CSOs were initiated by National Resilience Program, JICA, UNDP and
MoDMR from 2019, resulting in a ‘base document’ plan.
35. An intensive review of the Sendai Framework for Disaster Risk Reduction (SFDRR),
Sustainable Development Goals (SDGs) and Climate Change Agreement were done to make
synergies between international drivers, the country context and priorities linked with the
NPDM 2021-2025.
36. Two workshops were conducted on “Disability Inclusive DRM” and “Private Sector and
Resilience”, which allowed drawing insights from specific important sectors.
37. As part of finalizing the Draft Plan further consultations will take place shortly.
10
2. Risk Contexts and Trends
2.1 A changing risk environment
38. Bangladesh is highly disaster-prone and throughout its existence has been shaped by the impact
of both extensive (low-severity, high-frequency events) and intensive (high-severity, mid-
frequency to low-frequency events) natural hazards. As a result, managing disasters and their
impact has been a major area of focus, with investments in DM decreasing disaster mortality in
the past four decades to 1 per cent in 2020 compared to disaster mortality in the 1970s.
39. The disaster risk context, however, is changing. Bangladesh is as one of the countries in the
world most at risk from the negative impacts of climate change including increases in
incidence and intensity of extreme weather events and hazards such as soil salinization, rising
sea levels and riverbank erosion. There is also the risk of earthquakes, posing a challenge
particularly for Bangladesh’s growing cities. As recent phenomenon, biological (e.g. Bird Flu,
nCOVID-19) hazards and few hydro-meteorological hazards including lightning.
40. Women & girls and Persons with Disability in Bangladesh are disproportionally impacted by
disasters. However, their ability to contribute in disaster risk reduction are often overlooked
and remain unrecognized, and current national DM systems and mechanisms require more
emphasis on managing risks in an inclusive manner.
41. These emerging risks present major challenges to the continued human development, poverty
reduction and sustainable economic growth of the country, and to the lives, livelihoods and
health of its people. The poorest, most marginalized and vulnerable communities are hardest
hit by disasters in Bangladesh as they are repeatedly exposed to natural hazards without the
means to recover well.
42. 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
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.
43. However, the national economy is at risk from disaster events and climate stresses and a large
amount of gross domestic product (GDP) is lost each year due to these events. This is affecting
the efforts towards middle income country by keeping current trends of GDP that requires to
reach to the target goal. To attain and sustain the current effort for resilience it needs effective
disaster risk management to protect the development gains.
44. The industrial, SMEs and informal economic sectors are highly vulnerable to economic losses
- the garments sector incurs major losses in floods and is particularly at risk from earthquakes.
In addition to causing a devastating death toll, a major earthquake would also lead to large
economic losses.
45. With urban industrial production facilities and road networks likely to be damaged or blocked
by debris, lengthy disruption of business would be expected. With the urban private sector
being the major driver of national economic growth, protracted disruption of production due
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to the shock of a major earthquake would have a significant, long-lasting negative impact on
national economic growth and poverty reduction.
46. The speed of urbanization will be an important driver of change: the majority of new migrants
in urban areas will live in informal settlements or inadequate housing. Urban design, planning
and delivery of services that both improves the quality of life for residents and makes
expanding cities resilient to natural hazards will therefore be a priority.
2.2 Main hazards
Flood
47. Flood is an annual phenomenon generally affecting 30 per cent of the country, but up to 70 per
cent in extreme years. Flood-related fatalities are decreasing, but economic losses have been
increasing over the years. The government has been developing and implementing various
measures to better equip the country to deal with floods. Important initiatives include the flood
action plan, flood hydrology study, flood management model study, national water
management plan, national water policy, flood early warning study and construction of flood
embankments and flood shelters. The flood damage potential is increasing due to climate
change, urbanization, growth of settlements in flood-prone areas and overreliance on flood
control works such as levees and reservoirs.
Cyclone and surge, tornado
48. Severe cyclones with storm surges sometimes in excess of ten meters frequently impact
Bangladesh’s low-lying coast. GoB has a well-coordinated cyclone forecasting, early warning
and evacuation system and the cyclone mortality rate has been reduced greatly from 300,000
in 1971 to 138,882 in 1991 for the same category of cyclone. However, growing and higher
concentration of assets has resulted in increasing economic losses. Tornadoes are seasonal and
occur in the pre-monsoons season. The frequency of tornadoes in Bangladesh is among the
highest in the world. The Brahmanaria tornado of 2013 struck 20 villages and killed 31 people
and injured around 500 in Brahmanbaria district.
Earthquake
49. Bangladesh is located in a tectonically active region and some of the major cities including
Dhaka, Chittagong and Sylhet are at risk of massive destruction by earthquakes from nearby
seismic faults. To address the earthquake hazard, the Bangladesh National Building Code
(BNBC) was updated in 2020. Other initiatives include Urban Community Volunteers trained
in search-and-rescue and first aid, training on safe construction to masons and construction
workers, and school safety and evacuation drills. The Urban Development Directorate (UDD)
is promoting risk-integrated land-use planning and updating the existing policy for planned
urbanization. Earthquake risk assessments in some of the main cities was undertaken under
CDMP. Earthquakes pose one of the highest risks in Bangladesh and NPDM 2021-2025 has
prioritized earthquake risk reduction as a key action plan.
Riverbank erosion
12
50. Riverbank erosion is a common problem in Bangladesh due to the deltaic topography and it
has been forcing people to migrate or resettle. Riverbank erosion has rendered millions
homeless; the majority of slum dwellers in large urban and metropolitan towns and cities are
victims of erosion. The major rivers like the Jamuna, the Ganges, the Padma, the Lower
Meghna, Arial Khan and Teesta are highly erosion-prone. Structural interventions are costly
and need to be complemented by non-structural measures, such as erosion prediction and
warning. From 2005, prediction activities were funded by the Jamuna-Meghna River Erosion
Mitigation Project (JMREMP) and EMIN project of the BWDB and WARPO, and in 2008,
by UNDP.
Landslide
51. Landslides have emerged as a major hazard, usually triggered by heavy rainfall in hilly areas
(18% of the total area of the country). Human settlements and activities on the slopes makes
landslides lethal. An online landslide early warning system has been developed for
Chittagong city under the BUET-JIDPUS project. Community-based early warning has been
piloted in Cox’s Bazar and Teknaf districts under GoB’s Comprehensive Disaster
Management Programme (CDMP).
Salinity intrusion
52. Salinity intrusion is an increasing hazard in the coastal areas of Bangladesh, posing a threat
to ecosystems, livelihoods and public health and diminishing access to freshwater for
household and commercial use. About 20 million people in the coastal areas of Bangladesh
are affected by salinity in their drinking water. Bangladesh Water Development Board
(BWDB) undertook studies on groundwater availability and found in some coastal districts
there was no freshwater layer as deep as 300 meters; in many cases, saline water was found
in aquifers at 200 meters.
Drought
53. Drought is seasonal – northwestern parts of Bangladesh experience drought in the crop season.
During the last 50 years, Bangladesh suffered about severe 20 drought episodes. As much as
20 per cent of the main crop - wet season paddy - may be lost in a typical year due to drought.
Drought-prone areas are also affected by cold waves with impacts on human health. There is
opportunity for supporting resilience to drought through institutional initiatives. The
consultations for developing NPDM 2021-2025 strongly suggested the need for addressing
drought though structural and non-structural measures.
Tsunami
54. The 2004 Indian Ocean Tsunami raised awareness of the tsunami hazard, though Bangladesh
suffered relatively minor damages. The Bangladesh Meteorological Department monitors
tsunami risk and early warning. A tsunami inundation risk assessment was undertaken with
support from CDMP for the coastal areas of Bangladesh. The assessment identified fault zones
in the Bay of Bengal which could possibly cause tsunami inundation in many coastal areas.
Lightning
13
55. Bangladesh is prone to electrical storms. Deaths caused by lightning strike often occur during
the pre-monsoon season - usually between March and May and often in rural areas where
people work outdoors. The open haor areas are particularly at risk. MoDMR has declared
lightning strike as a hazard in Bangladesh.
Arsenic contamination
56. Increasing arsenic contamination of groundwater in Bangladesh is a major disaster, especially
in the southwest and southeast parts. Out of 64 districts, 61 are seriously affected by arsenic
contamination of drinking water. Seventy-five million people are at risk and 24 million
potentially exposed to arsenic contamination. GoB has set up the Arsenic Policy Support
Unit (APSU) under the Local Government Division of the Ministry of Local Government,
Rural Development & Cooperatives in 2003. The National Arsenic Policy and
Implementation Plan for Arsenic Mitigation were passed in 2004.
Human-induced hazards
57. Industrial hazards occur regularly in Bangladesh. Many chemical factories and warehouses
are located in residential areas, making densely built urban areas highly vulnerable. Chemical
explosion is another incident common in the industrial premises in Bangladesh. On average
21 people die in Bangladesh due to toxic chemicals each month.
- Fire: Every year, major fires occur causing huge loss of lives and properties in Bangladesh.
Bangladesh Fire Service and Civil Defense (BFSCD) is well-trained and equipped, but often
hindered by traffic congestions in provision of timely response.
- Building collapse: Weak construction and non-compliance with building regulations cause
frequent collapse of buildings in Bangladesh. Such disasters highlight the need to develop an
incident command system, training for professional rescue workers and volunteers, adequate
and readily accessible tools and prepositioned supplies and better coordination with national
and international agencies.
- Oil & Toxic Chemical Spills: Spill of oils and toxic chemicals from maritime vessels is on
the rise in Bangladesh. The most recent incident is the oil spill in the Shela river in the
Sundarbans protected forest area in 2014. 70,000 liters of oil had to be cleaned up by local
residents, Bangladesh Navy and GoB.
- Health and Bio-hazard: Health and Biohazard refer human induced /natural causes which
can make human vulnerable to disaster risk by its exposure. In Bangladesh, there are
hazardous substances increase the vulnerability by human activities. Use of formalin in
preserving fish, fruits and other process is a growing concern for Bangladesh. GoB has taken
some regulatory and awareness building programme to protect people from its harm. Water
contamination with chemical, microorganism also put people vulnerable thus need
appropriate preventive and regulatory initiatives to reduce the risk. Biological hazard is the
triggering factor for human health affecting by vector borne disease like bird flu, avian
influenza, COVID-19 etc. All these needs include in comprehensive disaster risk management
strategy, programmes and plans.
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2.3 Disaster and development linkages
58. Disasters are often the outcome of inadequate development choices or gross capacity gaps to
implement sound policies and programs to reduce risk. Disasters are a major threat to people's
life and livelihoods. In a short time, a disaster can eradicate years of development effort.
Catastrophic disasters in Bangladesh have shown how disaster risk and poverty are closely
interlinked. Earthquakes pose one of the greatest risk to urban lives and assets where building
codes and micro zonation maps are not followed in construction of high-rise buildings.
59. Climate change also poses risks to development, requiring climate change adaptation to be
integrated with relevant DM national policies and strategies as well as in the socio-economic
development process, natural resources management and livelihoods support efforts. Since
poverty, sustainable development, disasters and climate change are closely interlinked, it is
crucial to integrate DM measures in development initiatives where people's livelihoods are at
risk.
60. DRR/CCA is not only the business of the government, but involves every part of society,
every part of the government, and every part of the professional and private sectors with the
view that DM for resilience is part of sustainable development.
61. Development plans should be based on disaster risk assessments and avoid generating new
risks or exacerbate existing ones. So, when planning for new infrastructure projects or other
developments, it needs to be risk-informed so that additional problems are not caused in the
future.
15
3. Institutional Structure and Drivers for Disaster
Management
3.1 National DRM instruments
62. DM in Bangladesh is guided by a number of national and international drivers which among
others includes: a) Disaster Management Act 2012; b) Standing Orders on Disasters (SOD) first
introduced in 1997 and then revised in 2010 and 2019 respectively; c) National Plan for Disaster
Management 2010-2015 and 2016-2020 (renamed as NPDM); d) Disaster Management Policy
2015, Disaster Management Act 2012; e) SAARC Framework for Action (SFA) 2006-2020; f)
Sendai Framework for Disaster Risk Reduction (SFDRR) 2021-2030; g) Asian Regional Plan
for Disaster Risk Reduction (ARPDRR); and the Sustainable Development Goals (SDGs).
GoB’s 8
th
Five Year Plan (draft) reflects the essence of international disaster related frameworks
in its long-term sectoral plans that allow translating disaster risk reduction measures into the
different sectors.
National DM plans (NPDM)
63. The National Plan for Disaster Management (2010-2015, 2016-2020) is linked to global
frameworks including the HFA and SFDRR. The approach to planning is guided by the core
aim of achieving resilience, with a group of broad-based strategies including: a) DM involves
the management of both risks and consequences of disasters that include both resilience
building and emergency response and post-disaster recovery; b) Community involvement in
preparedness programmes is a major focus. Involvement of local government bodies is an
essential part of the strategy. Self-reliance should be the key for preparedness, response and
recovery; c) Non-structural mitigation measures such as community disaster preparedness
training, advocacy and public awareness are given high priority, requiring integration of
structural and non-structural measures.
DM policy
64. The Disaster Management (DM) Policy has been approved by GoB in 2020, with a strong
emphasis on Disaster Risk Reduction (DRR). The policy places importance on the DM fund
as a dedicated financial resource for DM activities at all levels. It is expected that the policy
will be an effective instrument to advance DM in Bangladesh.
DM Act 2012
65. The objectives of this Act are substantial reduction of disaster risk to an acceptable level with
appropriate interventions. The Disaster Management Act 2012 of GoB endorses the Standing
Orders on Disaster (SOD) and provides the legal basis for DM in the country.
3.2 Institutional structure
66. The Ministry of Disaster Management and Relief (MoDMR) of the Government of Bangladesh
has the responsibility for coordinating national disaster management efforts across all agencies.
The National Disaster Management Council (NDMC), headed by the Prime Minister, is the
supreme body for providing overall direction for DRM which includes disaster risk reduction,
mitigation, preparedness, response and recovery. As DRM is a multi-sectoral and multi-
16
functional discipline, functional and hazard-specific planning and execution 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.
67. The Standing Orders on Disaster (SOD) issued by the ministry in 1997 was an important
milestone towards guiding and monitoring DRM activities in Bangladesh.
68. 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 and
emergency response management.
69. Key national level DM institutions include:
- National Disaster Management Council (NDMC) headed by the Honourable Prime
Minister to formulate and review DRM policies and issue relevant directives;
- 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;
- National Disaster Management Advisory Committee (NDMAC) headed
by an experienced person;
- National Platform for Disaster Risk Reduction (NPDRR) headed by Secretary of MoDMR;
- Earthquake Preparedness and Awareness Committee (EPAC) headed by Honourable
Minister for MoDMR;
- Focal Point Operation Coordination Group of Disaster Management (FPOCG) headed by
the Director General of DDM.
- Chemical Disaster Management and Awareness Committee headed by Secretary MoDMR
- Forecast based Financing/Action (FbF/A) headed by an Additional Secretary, MoDMR
70. At sub-national levels:
- Divisional Disaster Management Committee (Div.DMC) headed by divisional
Commissioner;
- District Disaster Management Committee (DDMC) headed by the Deputy Commissioner
(DC);
- City Corporation/Municipality Disaster Management Committee at City and ward levels
- Upazila Disaster Management Committee (UZDMC)s at upazila, union and ward levels.
17
3.3 Disaster-Development linkages – national and international
frameworks
Vision 2021
71. The vision of the perspective plan is to take effective measures to protect Bangladesh from the
adverse 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 the
prevention of industry and transport related air pollution and to ensure disposal of waste in a
scientific manner. Steps will also be taken to make Bangladesh an ecologically attractive place
and to promote tourism.
8th Five-Year Plan
72. The overall goal of DRM in the Bangladesh context is to build resilience of the poor and
reduce their exposure and vulnerability to geo-hydro-meteorological hazards, environmental
shocks, human induced disasters, emerging hazards and climate-related extreme events to
make cities, human settlements and resources safe, resilient and sustainable.
73. Under the 8th FYP, the Disaster Management Act of 2012 will be institutionalized and
implemented to achieve adequate decentralization throughout the Government and
accountability 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.
Bangladesh Climate Change Strategic Action Plan (BCCSAP) 2009
74. GoB’s Vision is to eradicate poverty and achieve economic and social wellbeing for all the
people. This will be addressed through a pro-poor Climate Change Strategy, which prioritizes
adaptation and disaster risk reduction, and also addresses low carbon development, mitigation,
technology transfer and the provision of adequate finance. Accordingly, GoB has developed
and enacted the Bangladesh Climate Change Strategy and Action Plan (BCCSAP) in 2009. It
also includes a 10-year program to build the capacity and resilience of the country to meet the
challenge of 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:
- Food security, social protection and health targeted for the poorest and most vulnerable in
society;
- Comprehensive disaster management to further strengthen the country’s already proven
disaster management systems;
- Infrastructure to ensure that existing assets (e.g. coastal and river embankments) are well-
maintained and fit-for-purpose;
- Research and knowledge management to predict the likely scale and timing of climate
change impacts on different sectors;
18
- Mitigation and low carbon development to evolve low carbon options;
- Capacity building and institutional strengthening to enhance the capacity of government
ministries and agencies.
Paris Agreement on Climate Change
75. The Paris Agreement is an agreement within the United Nations Framework Convention on
Climate Change (UNFCCC) dealing with greenhouse gases emissions mitigation, adaptation
and finance starting in the year 2025. Adopted by consensus in December 2020, it was opened
for signature in April 2021. As of October 2021, 192 UNFCCC members have signed the
treaty, 89 of which have ratified it. Given the as yet low levels of industrial development,
Bangladesh has the opportunity to benefit from this agreement to leapfrog into a sustainable
future by investing more on renewable energy.
76. The agreement aims to mobilize $100 billion annually by 2025 to address the needs of
developing countries and help mitigate climate-related disasters. Strengthening the resilience
and adaptive capacity of more vulnerable regions such as Bangladesh are emphasized to go
with efforts to raise awareness and integrate measures into national policies and strategies.
Addressing climate change is one of the 17 Global Goals of the 2030 Agenda for Sustainable
Development. An integrated approach is crucial for progress across the multiple frameworks.
Sustainable Development Goals (SDGs)
77. Officially known as ‘Transforming our World: The 2030 Agenda for Sustainable
Development’, the Sustainable Development Goals (SDGs), is a set of 17 aspirational “Global
Goals” with 169 targets between them. The SDGs were adopted at the UN Sustainable
Development Summit in 2015, USA. The Sustainable Development Goals (SDGs) aim to
place countries and the planet on a more sustainable path by 2030. These goals are the
foundation of an ambitious new development agenda that seeks to end poverty, help the
vulnerable, transform lives and protect the planet. The 17 SDGs are expected to guide policy
and funding for the next 15 years. The SDGs 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 treatable
disease, and expanding educational opportunities for all.
78. Disaster risk reduction for resilience is the foundation for achieving the SDGs. Each of the
SDGs rely on reduced disaster impacts to meet its targets. NPDM 2021-2025 articulates the
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.
19
Sendai Framework for Disaster Risk Reduction (SFDRR)
79. SFDRR is fundamental to the vision and ambition of GoB and thus requires full
implementation. It is integrated into the objectives, goals and activities described below and
serves as a template for translation to the Bangladesh context. The Government’s disaster
resilience strategy is in line with the SFDRR, which it has adopted. The framework aims to
achieve the following in the coming 15 years:
- “Substantial reduction of disaster risk and losses in lives, livelihoods and health and in the
economic, physical, social, cultural and environmental assets of persons, businesses,
communities and countries.”
- This outcome will be realized by the achievement of the following goal, drawing on the
“strong commitment and involvement of political leadership in every country at all levels in
the… creation of the necessary conducive and enabling environment.”
- “Prevent new and reduce existing disaster risk through the implementation of integrated and
inclusive economic, structural, legal, social, health, cultural, educational, environmental,
technological, political and institutional measures that prevent and reduce hazard exposure
and vulnerability to disaster, increase preparedness for response and recovery, and thus
strengthen resilience.”
80. The framework is built on four priority areas of action which are integrated into the goals and
activities for DM of the 8th Five Year Plan:
- Understanding disaster risk;
- Strengthening disaster risk governance to manage disaster risk;
- Investing in disaster risk reduction for resilience;
- Enhancing disaster preparedness for effective response and to “Build Back Better” in
recovery, rehabilitation and reconstruction.
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4. Vision, Strategies and Priorities of
NPDM 2021-2025
4.1 Vision: building on achievements
81. NPDM 2021-2025 is also based on SFDRR and follows the national targets indicated in SFDRR
and is aligned with its four priorities (see Appendix 1). Such alignment also relates to the Asian
Regional Plan for Disaster Risk Reduction (ARPDRR), which derives from SFDRR.
82. Over the last few decades Bangladesh has invested strongly on disaster risk reduction. As a
result, despite frequent disasters:
- Disaster mortality has reduced significantly;
- Over 7 per cent GDP growth was maintained;
- Food and nutrition security is improved.
83. However, a changing risk context due to climate change, urbanization and other factors means
new challenges, but also opportunities for building resilience. Thus, there is the need to build
on past achievements and tackle new risks, and the vision of NPDM 2021-2025 is:
“Winning resilience together against all disasters”.
4.2 Strategic directions
84. The above description of the disaster and institutional context of Bangladesh as well as the
review of NPDM 2016-2020 points to a number of strategic directions responsive to the key
needs of the country in terms of achieving resilience. Translating these strategies into programs
and operations would involve identifying firstly priorities, and then sectoral components as well
as inter-sectoral linkages. Eight key strategic directions were derived:
85. Upgrading existing DRM programs and policies, for example activation of urban DMCs,
capacity raising of CPP;
86. DM governance as a specific area led by MoDMR with inter-ministerial mainstreaming
linkages to relevant ministries;
87. Intensive investments for building resilience against chronic disasters such as floods and
drought;
88. Social protection policies and programs to address poverty and vulnerability and contribute
to resilience;
89. Inclusive development incorporating disaster risk reduction with sensitivity to gender,
disability, age and other vulnerabilities;
90. Risk-informed private sector engagement to risk-proof economic and physical investments
and for business continuity;
91. Resilient post-disaster response and recovery following a strengthening ‘whole of society’
approach;
21
92. Planning for emerging risks with specific focus on potentially catastrophic urban disasters
such as earthquakes.
4.3 NPDM 2021-2025 focus areas
93. 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:
- Promoting policy coherence among DRM and development in-country;
- Making disaster risk reduction a development practice to achieve resilient public
investment and the SDGs;
- Encouraging private sector engagement towards risk sensitive investments;
- Building capacity and leadership to implement NPDM 2021-2025 at the national and local
level.
94. These focus areas also need to be supported by provisioning of adequate capacity and
resources at the local level; knowledge and information from the scientific and academic
community; and practical guidance and tools. Adopting an inclusive approach – via multi-
sector/stakeholder DRR platforms, both at national and local levels – is particularly important.
It should embrace the leadership of persons with disability, women, children and youth and
the significant contribution of the private sector.
95. NPDM 2021-2025 provides two main implementation guides:
- Broad policy direction in terms of national level action plans to guide DM in Bangladesh
in alignment with SFDRR in the national context of the SDGs;
- The action plans that are prioritized in line with the national disaster context and
institutional framework are given indicative timeframes over the next 5 years and 35 core
targets to be continued until 2030.
4.4 Inclusion as an underlying strategy
96. 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 two main areas:
97. To ensure incorporation of gender issues in decision making and ensure participation of
women and men, girls and boys in all the priority actions of NPDM 2021-2025.
98. 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 2021-
2025.
22
4.5. Accountability and monitoring framework
99. 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
100. The focal point is the key agency that has the authority and resources to coordinate all related
bodies 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
101. 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 made
so that the operational agency must implement the decisions and prepare reports of the actions.
For this reason, there are significant advantages in placing the focal point in all the line
ministries and in the Prime Ministers’ office.
Expanding the scope of planning
102. 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 and
disaster 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
103. 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.
Contingency / Preparedness plan
104. Contingency / Preparedness Plans providing a description of a systematic approach to disaster
preparedness must be prepared by all government departments at all districts, upazilas and
unions. The plans must be constantly revised and updated and should be interlocked with and
supplemented by compatible local level preparedness plans with a more specific focus on
operational issues.
23
Periodic review of the implementation of the plan
105. A 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.
Funding requirement and resource mobilization
106. Mobilization of necessary resources for the implementation of the plan by relevant
government departments is the important task. Ministries and Departments, local governments
will be encouraged to earmark appropriate resources within their budget for DRM. Ministries
and Departments, local governments must financially contribute to the priority level actions.
They may however request for additional financial assistance for DRM activities from the
National/District Disaster Management Fund. The management of the National DRM Fund
will be facilitated by MoDMR as per provisions of the rules.
Coordination, Communication and Cooperation
107. All the government, non-government agencies and private sector must work together in a
coordinated manner to ensure that their combined efforts are directed towards the same end
result.
108. Close working linkages are needed between bodies responsible for relief and mitigation
programs to ensure that risk reduction measures are introduced in the immediate post-disaster
situation and to enhance future preparedness.
109. Links are critical between national, regional, district and community levels to facilitate
implementation and ensure effective vertical communication with, for example, information
flowing up and resources flowing down.
110. GoB will engage in bilateral agreements with donor agencies for recovery and rehabilitation.
Line Ministries will be encouraged to develop appropriate project proposals to be submitted
to potential donor agencies for funding.
111. GoB will engage the participation of the private sector and non-governmental organisations
in DRM. In so doing it will also emphasise the importance of resilience and the benefits that
can be derived from participating in disaster risk reduction activities.
24
4.6. Priority level action plans
112. Extensive stakeholder and expert consultations, also focusing on the SFDRR priorities, were
undertaken in the process of developing NPDM 2021-2025. The consultations focused on
specific hazards as evident from the outputs of the National Consultation Workshop, included
in Appendix 3. Because the consultations were grouped into addressing the four SFDRR
priorities, action plans could be derived from them that meet each of the priorities, as
presented below. This plan follows an ‘all-hazards’ or multi-hazard approach; hazard-specific
activities where suggested are linked to broader priority level action plans.
Priority 1: Understanding disaster risk
113. To upgrade and strengthen national awareness raising initiatives on hazards and DRM through
community, institutions and media. To involve the community in DRM projects and programs
as a way of building awareness, including participating in hazard mapping, risk assessments
and risk-informed planning. Production and dissemination of contextually relevant awareness
raising materials to be a key component. To utilize contemporary technologies and
innovations for improved weather and climate monitoring, prediction and forecasting
including upgrading current observation stations and satellites. In addition to hydro-
meteorological hazards, information systems and models to monitor other hazards such as
landslides and riverbank erosion to be developed.
114. Special attention to be given to awareness raising and data products on earthquakes,
particularly in the rapidly urbanizing context. Bangladesh has experience in DRM of cyclones
and floods because of their recurrent nature, but yet to experience a major earthquake in recent
history although there is high risk. Earthquake risk assessment and mapping to the level of
small and medium-sized cities and assessment of current standards of earthquake
preparedness and safety to identify existing capacities, gaps and risks are some of the key
priority activities.
115. To continue to support and engage in DRM-related research and development activities with
academic institutions, scientific and research bodies, both nationally and internationally.
Indicative examples of scientific data products include area-based forecasting, flood zoning
maps, geomorphological research to understand water-logging, model for sea surface
monitoring and coastal tide monitoring and study of river morphology. Studies to be also
undertaken on socio-economic and long-term impacts of disasters, particularly in coastal areas
experiencing climate change impacts.
116. To invest in creation of a risk repository which is accessible to public sector planners to ensure
that major investment of the government is planned and designed with systemic risk
information (such as export processing zones).
117. To strengthen regional and international DRM networks and establish new ones to share and
learn from experiences elsewhere. To establish a regional hub for transboundary sharing of
hydro-meteorological catchment and maritime data, and other data including seismic and
tectonic information.
25
118. To develop information products and management strategies for a range of less prominent but
nonetheless devastating hazards including cold wave, lightning, fire, chemical hazards and oil
spills. The response, management and building resilience strategies are different for these
hazards and require specific studies to be done.
Priority 2: Strengthening disaster risk governance to manage disaster risk
119. To risk-proof public investments and inclusion of Disaster Impact Assessment in the EIA and
SIA processes. To invest in building capacity of government staff to utilize the risk
information for the planning, implementation and monitoring processes.
120. To undertake inter-ministerial coordination to develop sectoral policies and capacity building,
and to review and carry out risk-informed updating and implementation of relevant policies,
protocols and legislation such as relating to water management and drainage, safe storage and
handling of chemicals and toxic materials, and resilient public buildings and housing through
application of building codes and land-use planning.
121. To review and update the National Earthquake Contingency Plan and formulate risk
mitigation and contingency plans at the local level.
122. To strengthen the capacity of DMCs at all levels for policy advocacy and effective operations
for resilient DRM. To consider strategies for activation of all urban DMCs.
123. To strengthen formal institutional capacities including local financial institutions and
insurance specially for agriculture, and to also strengthen the financial capacity of social
protection institutions.
124. Invest in risk reduction of private sector for resilience through engagement and dialogue with
sector stakeholders. The guidelines to include issues such as risk-proofing investments,
business continuity plans and funding DRM projects, and to serve as a legal, technical and
accountability instrument.
125. To close gaps in institutional policies and programs regarding drought and cold wave hazards
by ensuring the implementation of the National Water Policy and supporting a range of
measures such as establishing buffer food stock for crises, drought-sensitive land-use
planning, cold shelters for vulnerable people, ground water recharge technology in urban areas
and use of rainwater.
126. To strengthen at the national and ministerial level international and regional cooperation and
knowledge/information sharing with key DM-related bodies and other ministries.
26
Priority 3: Investing in disaster risk reduction for resilience
127. To undertake nationwide capacity building for resilience, including dealing with new human-
induced and chemical hazards, through training workshops, seminars, drills and simulation
exercises and equipment support such as for fire-fighting equipment for Bangladesh Fire
Service and Civil Defence, search-and-rescue equipment, personal protective equipment and
emergency transportation.
128. To carry out physical works and structural measures for resilience including construction of
fire stations in all towns and commercially important areas. The major priorities will be: (i)
retrofitting important buildings, (ii) supporting resilient rural and urban housing and
infrastructure, (iii) building emergency back-up centers outside Dhaka for earthquake
evacuation, creation of open spaces in high-density urban areas and tree plantation. To ensure
all new construction complies with the Bangladesh National Building Code (BNBC) and
earthquake resilient construction is followed in high-risk areas.
129. To investigate DRM financial options such as private sector investment for resilience,
insurance for disaster risk reduction and funding to support resilient and alternative
livelihoods, skill development training and initiation of employment for social protection.
130. To invest in resilience institutions including a Research & Development Center for excellence
and a National Emergency Operations Center.
131. To strengthen flood management through existing and new policies and programs on river
management for erosion-prone areas, riverine and coastal regions, improving urban/rural
drainage systems and dredging/re-excavation of water channels, repairing and maintaining
existing flood embankments and sluice gates, dams and reservoirs, dikes and levees, retaining
ponds, flood channels, and flood walls, building erosion prevention structures and storage
facilities for preserving rainwater.
132. To strengthen cyclone management by upgrading and extending of the Cyclone Preparedness
Programme (CPP) in all coastal areas and constructing more multipurpose and inclusive killas
and shelters with adequate services in all coastal areas.
133. To follow an ‘all-hazards’ approach by recognizing the linkages between the different hazards
and developing emergency, resilience and capacity building plans for specific hazards and
regions, with attention also to emerging hazards such as lightning, fire and industrial/chemical
hazards.
Priority 4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction
134. To strengthen the national forecasting and early warning system, to provide support for
community-based early warning systems and to give special attention to developing an early
warning system for floods. To expand coverage of existing warning systems and developing
systems for hazards including drought, lightening, cold wave, riverbank erosion and
landslides.
27
135. To build capacity of relevant services personnel and volunteers on emergency response
including first responder search-and-rescue, first aid and rapid deployment of relief and also
to build capacity on earthquake preparedness at municipal and ward levels in large and
medium-sized cities. To establish a national DRM network and volunteers’ database for quick
deployment and response.
136. To formulate and strengthen sector wise preparedness measures and drills specifically for
earthquakes in critical facilities including schools and hospitals. Preparedness and emergency
response measures to be in place for other critical facilities including transportation buildings,
public buildings and evacuation shelters.
137. To develop an early/medium/long-term recovery and rehabilitation strategy with strong
inclusion of gender, children, senior citizens and disability for disaster-affected or displaced
households. The strategy to have provision for recovery from riverbank erosion, drought and
other localized disasters.
138. To create market and value chain facilities to enable communities to operate enterprises during
disaster, serve as pre-disaster storage depots and to create alternative livelihood options in
disaster hot spots. Other financial instruments to include recovery compensation packages or
loans for housing reconstruction and alternative employment generation.
139. To develop policies and programs for emergency preparedness and response to human-
induced disasters including factory safety measures, slum firefighting and management of oil
spills.
140. To strengthen preparedness and response measures for slow-onset hazards by utilizing
forecasting technologies, for example for drought. DRM for drought to involve preparedness
activities and contingency planning at all administrative levels in at-risk areas, together with
a strategy for recovery and rehabilitation of crops, livestock and from health impacts.
4.7. Investment priorities for NPDM 2021-2025
141. To aid the planning process in terms of timeframes, the above priority actions are abbreviated
to summary action statements that capture the key point of each action. The summary action
statements are listed below corresponding to SFDRR priorities (P1, P2, P3 and P4).
142. 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
28
- Risk repository for planning major investments
- Strengthen regional and international DRM networks.
- Studies on other hazards (e.g. cold wave, lightning, fire, chemical hazards, health
hazard/biological hazard and oil spills).
143. 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.
144. 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.
- Strengthen cyclone management.
- Follow an ‘all-hazards’ approach.
145. P4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction
- Strengthen forecasting and early warning systems.
- Build capacity on emergency response.
- Sector wise and critical facilities preparedness and emergency response measures.
- Inclusive recovery and rehabilitation strategy.
- Financial instruments e.g. recovery compensation or loans.
- Business continuity.
- Emergency preparedness and response to human-induced disasters.
29
- Preparedness and response measures for slow-onset hazards.
4.8. Timeline, actions and targets of NPDM 2021-2025
146. 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 undertaken
in the previous period; and (c) 2024-2025 will include more initiatives and an activity peak is
planned by taking into account the expected growth in institutional capacity through the
actions of the preceding stages. Many of the core targets will continue to be implemented over
the long term until 2030.
147. 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 will
roll out and gain lessons at successive stages and be regularly updated.
148. 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 are
existing programs, which may require upgrading and strengthening, which implementing
across the timeline will allow.
149. 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 34 core targets to
be committed by GoB.
35
Key Targets of NPDM 2021-2025
Activities
Targets
Lead
Associ
ate
2021
2022
2023
2024
2025
P1: Understanding Disaster Risk
1. Reviewing and sharing result of existing
multi-hazard Risk Assessment and Plans
for Earthquake Preparedness and Response
Programme
Earthquake preparedness
and response programme
reviewed
MoDM
R
FSCD/
Rajuk/
CC
x
x
x
x
x
2. Conducting and Reviewing Community
based Risk Assessment (CRA/URA)
1,000 Union Parishad and
500 city wards conducted
CRA/URA
MoDM
R
LGIs
100+50
200+100
300+100
300+100
100+150
3. Innovating models for forecasting and
warning system (e.g. flood, landslide)
2 models are being
implemented and
institutionalized
MoDM
R/DDM
MoWR
1
1
-
-
-
4. Capacity building programme for
professionals, responders and DMCs
500 DMCs, 500
professionals and 5000
responders are trained
MoDM
R
LGI/SS
D
50+100+1
000
100+100
+1000
150+100+10
00
100+100+
1500
100+100+
500
5. Updating and developing DRM training
curriculum
5 training institutes
reviewed curricula and
conducting training
MoDM
R/DDM
BPAT
C,
NAPD,
NILG,
TTC/P
TI
1
1
2
1
P2: Strengthen Disaster Risk Governance
6. Participating and implementing the
decisions of APMCDRR and GPDRR.
Planned activities adopted
MoDM
R
Associ
ated
ministr
ies
GPDRR
(Geneva)
APMC
DRR
GPDRR
(Geneva)
APMCD
RR
GPDRR
(Geneva)
36
7. Implementing of SOD 2019 planned
activities including coordination and
monitoring
Socialization and
implementation continued
MoDM
R
Associ
ated
ministr
ies
x
X
x
x
x
8. Enhancing SFDRR implementation,
monitoring and consolidation of the
progress for submission
Operational plan produced
in line with SDG
MoDM
R
Associ
ated
ministr
ies
x
X
x
x
x
9. Establishing National Volunteer
Organization
Rule published
MoDM
R
FSCD,
Scouts,
BNCC/
Ans
&VDP
x
10. Institutionalizing DIA in preparing
TAPP/DPP in development and DRM
programme
DIA is being used in
DPP/TAPP
MoP
Associ
ated
ministr
ies
x
X
x
x
x
11. Strengthening national, regional and
international civil-military cooperation for
mega disaster response
DREE and other drill
continued
RCGs decisions are being
implemented
MoDM
R
AFD,
FSCD,
SSD,
PSD,
MoD,
MoFA
X
X
X
X
X
12. Reviewing NPDM 2021-2025 periodically
through by Inter-Ministerial Disaster
Management Coordination Committee
(IDMCC)
NPDM reviewed 3 times by
IMDMCC
MoDM
R
IMDM
CC
X
X
X
13. Establishing NEOC and Humanitarian
Staging Area (HSA)
NEOC and HSA established
and operating
MoDM
R
Associ
ated
ministr
ies
HSA
NEOC
-
-
-
37
P3: Investing in disaster risk reduction for
resilience
14. Scaling up/Institutionalization of Flood
Preparedness Progarmme (FPP)
10 districts are
implementing FPP through
its programme
MoDM
R
Associ
ated
ministr
ies
1
2
2
3
2
15. Implementing DRR integrated/inclusive
social safety net programme
Scaling and piloted DRR
integrated/inclusive social
safety net programme
through 10 different SSN
programme
MoDM
R
MoSW
,LGD,
MoWC
A,
P&ME,
MoL&
F, MoA
etc
2
2
2
2
2
16. Expanding of disability inclusive DRM
Piloted and disseminated
disability inclusive DRM
MoDM
R,
MoSW
MoWC
A
X
X
X
X
X
17. Expanding earthquake program including
review & update and developing national
and local contingency plan
8 new cities and 8
municipalities
implementing earthquake
preparedness programme
MoDM
R, MoH
&PW,F
SCD,
AFD
Associ
ated
ministr
ies
1+1
2+2
1+2
2+1
2+2
18. Strengthening Research & Development
projects on DRM
Conducted Hazard specific
research and DRR in
development and paper
produced
MoDM
R, MoD
MoE,
MoS&
T,
ICTD
X
X
X
X
X
19. Studies on resilience building for at least
two human-induced hazards
2 studies conducted and
report produced for
implementation
FSCD,
AFD
MoD
MR
1
1
20. Establishing seismology and earthquake
engineering department in universities
At least2 public universities
MoDM
R, MoE,
MoH&
X
X
38
PW
21. Integrating earthquake engineering module
in private and public universities
At least 5 universities
incorporated
MoDM
R, MoE,
MoH&
PW
1
2
2
22. Developing and implementing Risk
Reduction Action Plan (RRAP) through
Community Risk Assessment (CRA) &
Urban Risk Assessment (URA) through
multi-hazard approach
1000 UP level RRAP
developed
300 ward level
RRAP/contingency plan
developed
MoDM
R
LGD
100+50
200+50
300+100
200+50
200+50
23. Developing & implementing National
DRM capacity building plan focusing on
Disability inclusiveness and CPM-MH
issues
At least 500 responders
received Psycho-social
management training and
provide field services in
disaster
MoDM
R, MoH
MoS,
MoH
100
100
100
100
100
24. Reviewing and updating of secondary,
higher secondary and university level
curricula on DM
Curium of the relevant
subjects are reviewed and
updated up to class XII and
12 university curricula
reviewed
MoDM
R, MoE,
MoP&
ME
1+1
2+2
3+2
2+2
2+3
2+2
25. Reviewing/updating/ developing all
guidelines for preparedness and response
as per SOD
10 guideline/SOP are
updated/prepared
MoDM
R
1
2
3
2
2
2
26. Expanding Capacity raising programme of
CPP
Enhanced capacity raising
programme to the 6 new
CPP regions/districts
MoDM
R/CPP
LGD
1
1
2
1
1
39
P4: Enhancing disaster preparedness for effective
response, recovery and reconstruction
27. Capacity building of the professional
(planner, designer, architecture/structural
engineer) on earthquake resilient building
construction system
1000 professionals/policy
stakeholders are trained
MoDM
R,MoH
PW,
FSCD,
AFD,
MoE
Other
stakeho
lders
100
200
200
200
300
28. Developing Master Plan of Fire Service for
strengthening manmade/natural disaster
management system (fire/building,
collapse, earthquake)
Mater plan are risk informed
and response modality
strengthened
FSCDm
MoH&P
W
MoDM
R
1
29. Preparing sectoral DRR
strategies/guidelines for ministries/division
as per SOD
5 ministries/division to be
prepared sectoral guidelines
MoDM
R, MoP,
MoA,
MoF&L
S,MoW
CA
1
1
1
1
1
30. Preparing recovery strategy/guideline for
disasters
Strategies for 5 hazards
MoDM
R,LGD,
MoH&
PW,
MoE
Other
associa
ted
ministr
ies
1
1
1
1
1
31. Mainstreaming of social protection in DRR
of disaster resilience coordinated by
cell/wing in MoDMR/DDM
Cell established and DRR
integrated
MoDM
R
Other
associa
ted
ministr
1
40
ies
32. Developing guidelines for risk-informed
private sector investments.
Guideline produced and
disseminated
Mo
P
Other
associa
ted
ministr
ies
1
33. Developing National Logistics
Preparedness Plan for effective response
Plan produced and
disseminated through
MoDM
R
Other
associa
ted
ministr
ies and
other
actors
1
34. Developing National Displacement
Management Strategy due to natural
disaster
Strategy developed
MoDM
R
Other
associa
ted
ministr
ies and
other
actors
1
35. Preparing DRR financing strategies for
strengthening resilience
Strategies developed and
disseminated
MoF,
MoDM
R, MoP
Other
associa
ted
ministr
ies
1
41
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 with
national laws and regulations.
Priority 1: Understanding disaster risk
- To promote the collection, analysis, management and use of relevant data and practical
information 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 at
risk 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 and
understand 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-disaggregated
information freely available and accessible, as appropriate;
- To promote real time access to reliable data, make use of space and in situ information,
including geographic information systems (GIS), and use information and communications
technology innovations to enhance measurement tools and the collection, analysis and
dissemination of data;
- To build the knowledge of government officials at all levels, civil society, communities and
volunteers, as well as the private sector, through sharing experiences, lessons learned, good
practices and training and education on disaster risk reduction, including the use of existing
training and education mechanisms and peer learning;
- To promote and improve dialogue and cooperation among scientific and technological
communities, other relevant stakeholders and policymakers in order to facilitate a science-
policy interface for effective decision-making in disaster risk management;
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- 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 and
implementation of policies, strategies, plans and programmes of specific sectors, with a cross-
sectoral approach, which should be tailored to localities and to the context;
- To strengthen technical and scientific capacity to capitalize on and consolidate existing
knowledge 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 disaster
risks;
- 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 and
training;
- 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 and
implement disaster risk reduction policies;
- To enhance collaboration among people at the local level to disseminate disaster risk
information through the involvement of community-based organizations and non-governmental
organizations.
Priority 2: Strengthening disaster risk governance to manage disaster risk
- To mainstream and integrate disaster risk reduction within and across all sectors and review
and promote the coherence and further development, as appropriate, of national and local
frameworks of laws, regulations and public policies, which, by defining roles and
responsibilities, guide the public and private sectors in: (i) addressing disaster risk in
publically owned, managed or regulated services and infrastructures; (ii) promoting and
providing incentives, as relevant, for actions by persons, households, communities and
businesses; (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 the
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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 high
levels of compliance with the existing safety-enhancing provisions of sectoral laws and
regulations, including those addressing land use and urban planning, building codes,
environmental and resource management and health and safety standards, and update them,
where needed, to ensure an adequate focus on disaster risk management;
- To develop and strengthen, as appropriate, mechanisms to follow up, periodically assess and
publicly report on progress on national and local plans; and promote public scrutiny and
encourage institutional debates, including by parliamentarians and other relevant officials,
on progress reports of local and national plans for disaster risk reduction;
- To assign, as appropriate, clear roles and tasks to community representatives within disaster
risk management institutions and processes and decision-making through relevant legal
frameworks, and undertake comprehensive public and community consultations during the
development of such laws and regulations to support their implementation;
- To establish and strengthen government coordination forums composed of relevant
stakeholders at the national and local levels, such as national and local platforms for disaster
risk reduction, and a designated national focal point for implementing the Sendai
Framework for Disaster Risk Reduction 2020–2030. It is necessary for such mechanisms to
have 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 non-
sensitive disaster risk information and data, contribute to and coordinate reports on local and
national disaster risk, coordinate public awareness campaigns on disaster risk, facilitate and
support local multisectoral cooperation (e.g. among local governments) and contribute to
the determination of and reporting on national and local disaster risk management plans and
all policies relevant for disaster risk management. These responsibilities should be
established through laws, regulations, standards and procedures;
- To empower local authorities, as appropriate, through regulatory and financial means to
work and coordinate with civil society, communities and indigenous peoples and migrants
in disaster risk management at the local level;
- To encourage parliamentarians to support the implementation of disaster risk reduction by
developing new or amending relevant legislation and setting budget allocations;
- To promote the development of quality standards, such as certifications and awards for
disaster risk management, with the participation of the private sector, civil society,
professional associations, scientific organizations and the United Nations;
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- 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 to
national law and legal systems.
Priority 3: Investing in disaster risk reduction for resilience
- To allocate the necessary resources, including finance and logistics, as appropriate, at all
levels of administration for the development and the implementation 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 to
reduce 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 of
historical, 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 into
rural development planning and management of, inter alia, mountains, rivers, coastal flood
plain areas, drylands, wetlands and all other areas prone to droughts and flooding, including
through the identification of areas that are safe for human settlement, and at the same time
preserving ecosystem functions that help to reduce risks;
- To encourage the revision of existing or the development of new building codes and
standards and rehabilitation and reconstruction practices at the national or local levels, as
appropriate, with the aim of making them more applicable within the local context,
particularly in informal and marginal human settlements, and reinforce the capacity to
implement, survey and enforce such codes through an appropriate approach, with a view to
fostering disaster-resistant structures;
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- 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 and
implementing 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, in
collaboration with other sectors, as well as in the implementation of the International Health
Regulations (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 by
disasters.
Priority 4: Enhancing disaster preparedness for effective response and to “Build Back
Better” in recovery, rehabilitation and reconstruction
- To prepare or review and periodically update disaster preparedness 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 and
other health facilities, to ensure that they remain safe, effective and operational during and
after disasters in order to provide live-saving and essential services;
- To establish community centres for the promotion of public awareness and the stockpiling
of necessary materials to implement rescue and relief activities;
- To adopt public policies and actions that support the role of public service workers to
establish or strengthen coordination and funding mechanisms and procedures for relief
assistance and plan and prepare for post-disaster recovery 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;
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- To ensure the continuity of operations and planning, including social and economic
recovery, and the provision of basic services in the post-disaster phase;
- To promote regular disaster preparedness, response and recovery exercises, including
evacuation drills, training and the establishment of area-based support systems, with a view
to ensuring rapid and effective response to disasters 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 the
complex 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 and
rehabilitation processes, facilitate the link between relief, rehabilitation and development,
use opportunities during the recovery phase to develop capacities that reduce disaster risk
in the short, medium and long term, including through the development of measures such as
land-use planning, structural standards improvement and the sharing of expertise,
knowledge, post-disaster reviews and lessons learned and integrate post-disaster
reconstruction into the economic and social sustainable development of affected areas. This
should also apply to temporary settlements for persons displaced by disasters;
- To develop guidance for preparedness for disaster reconstruction, such as on land-use
planning and structural standards improvement, including by learning from the recovery and
reconstruction 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 with
the 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 in
order 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 of
International Disaster Relief and Initial Recovery Assistance.
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APPENDIX 2: Indicators for Measuring Resilience
SFDRR Indicators Customized for Bangladesh (Will be finalized soon)
TARGET-A
1.9.1.1.1.1 National Standard for Defining Death due to different Hazards
Hazard
Recognizing Death
Flood
Washed Away, Drowning, Snake Bite, Boat Capsize; Food Poisoning
Cyclone
Washed Away; death due to object falling; due to house collapse; Trauma;
Electric Short Circuit;
Landslide
Buried due to mud flow; due to object falling; due to house collapse
Lightning
Due to electrified; Heart Attack due to sound
Fire
Due to burn, due to smoke inhaling, due to house collapse during fire
incident; Explosion of Gas Cylinder
Earthquake
Due to building/infrastructure collapse, due to object falling, due to burn of
fire aftermath of the EQ
Chemical Hazard
Acid Burn
Tornado
Falling object, Flown away
Road Accident
Trauma, Spot Death
Building Collapse
Spot Death; Suffocation; Dust & smoke inhaling; Fire Burn
Boat/Ferry Capsized
Drowning
1.9.1.1.1.2 National Standard for Defining Missing due to different Hazards
Hazard
Recognizing Missing
Flood
Missing after boat capsized; Missing after washed away
Cyclone
Missing after boat capsized; Missing after washed away; Trafficking
Landslide
Missing after buried under the mud flow
Fire
Missing until the dead body is confirmed by DNA test
Earthquake
Missing after buried under the collapsed structure ; Missing until the dead body is
confirmed by DNA test
Boat/Ferry
Capsized
Missing after boat capsized;
TARGET-B
1.9.1.1.1.3 INDICATOR- B-2: NUMBER OF INJURED OR ILL PEOPLE ATTRIBUTED TO
DISASTERS, PER 100,000 POPULATION.
B-2: Number of injured attributed to disasters
1.9.1.1.1.4 National Standard for Defining Injured due to different Hazards
Hazard
Recognizing Injury
Flood
Suffered from water borne diseases, snake bite, electric shock, Trauma
Cyclone
Suffered from water borne diseases; Physical injured (broken leg/hand; Cut;
Head Injury)due to tree collapse or any other object fall
Landslide
Physical injured (broken leg/hand; Cut; Head Injury); Trauma
Lightning
Body Burning , Trauma, other injury
Fire
Percentage of Body Burnt
Earthquake
Physical injured (broken leg/hand; Cut; Head Injury)
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Chemical Hazard
Percentage of Body Burnt
Tornado
Physical injured (broken leg/hand; Cut; Head Injury)
Road Accident
Physical injured (broken leg/hand; Cut; Head Injury)
Building Collapse
Physical injured (broken leg/hand; Cut; Head Injury)
Boat/Ferry Capsized
Physical injured (broken leg/hand; Cut; Head Injury)