ISLAMIC REPUBLIC OF AFGHANISTAN MINISTRY OF RURAL REHABILITATION AND DEVELOPMENT DISASTER MANAGEMENT STRATEGY (1393 – 1396) – (2014 – 2017) Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 1 INDEX LIST OF ACRONYMS AND ABBREVIATIONS.................................................................... 5 EXECUTIVE SUMMARY ...................................................................................................... 7 RATIONALE AND SCOPE FOR THE STRATEGY .............................................................. 9 1.1. Weaknesses and Challenges ...................................................................................................... 10 1.1.1. Lack of Capacit y and coordinat ion .................................................................................... 10 1.1.2. Know ledge M anagement and Research ............................................................................. 10 1.1.3. Funding Gaps....................................................................................................................... 11 1.2. St rengt hs and Opport unit ies...................................................................................................... 11 1.2.1. Access t o Rural Afghanist an ................................................................................................ 12 1.2.2. Local Governance and Communit y Level Engagement ....................................................... 12 2. POLICY ENVIRONMENTAND INSTITUTIONAL ARRANGEMENT ............................... 12 2.1. Unit ed Nat ions - Int ernat ional St rat egy for Disast er Risk Reduct ion ........................................ 13 2.2. Global Facilit y For Disast er Risk Reduct ion (GFDRR) ................................................................. 13 2.3. Afghanist an M illennium Development Goals ............................................................................ 14 2.4. SAARC Disast er M anagement Cent re (SDM C) ........................................................................... 14 2.5. Regional Consult at ive Commit t ee on Disast er M anagement (RCC) .......................................... 14 2.6. High Commission of Disast er M anagement (HCDM )................................................................. 15 2.7. Afghanist an Nat ional Disast er M anagement Aut horit y (ANDM A) ............................................ 15 2.8. Nat ional Disast er M anagement Law .......................................................................................... 15 2.9. M RRD st rat egies w it h regards t o risk reduct ion ........................................................................ 16 2.10. Social Prot ect ion Direct orat e (SPD) at M RRD.......................................................................... 16 3. OVERVIEW OF THE STRATEGY AND CONCEPTUAL FRAMEWORK........................ 17 3.1 Key Component s in t he St rat egy ................................................................................................ 18 3.1.1. Emergency Response and Immediat e Relief....................................................................... 18 3.1.2. Recovery.............................................................................................................................. 18 Rehabilit at ion and Reconst ruct ion ........................................................................................... 18 Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 2 3.1.3. Disast er Preparedness ........................................................................................................ 19 St andard Operat ing Procedures ............................................................................................... 19 3.1.4. Disast er M it igat ion.............................................................................................................. 19 Inst it ut ional set -up for capacit y development and coordinat ion ............................................. 20 Advocacy ................................................................................................................................... 20 Resource mobilisat ion and Financial Arrangement s ................................................................ 20 3.2 Co-ordinat ion M echanisms......................................................................................................... 20 3.2.1. Working w it h M RRD Programmes, Direct orat es and Unit s................................................ 20 3.2.2. Disast er M anagement Working Group ............................................................................... 21 3.2.3. Working w it h ot her sect ors and communit ies ................................................................... 21 3.2.4. Ot her M inist ries’ st rat egies and coordinat ion mechanism ................................................ 21 3.2.5. Local Non-Government al Organisat ions (NGO) and Facilit at ing Part ners of M RRD .......... 21 3.2.6. Int ernat ional part ners......................................................................................................... 21 3.2.7. Inst it ut ional arrangement s at provincial and dist rict levels ............................................... 22 4. CORE PRINCIPLES UNDERLYING THE STRATEGY................................................... 22 5. CRITICAL ASSUMPTIONS ............................................................................................ 23 6. STRATEGY FRAMEWORK............................................................................................ 23 6.1. Vision.......................................................................................................................................... 23 6.2. M ission ....................................................................................................................................... 23 6.3. St rat egic Object ives ................................................................................................................... 24 7. LOGICAL FRAMEWORK ............................................................................................... 27 APPENDIX 1: MRRD PROGRAMMES AND DIRECTORATES ......................................... 30 Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 3 Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 4 LIST OF ACRONYMS AND ABBREVIATIONS ACBAR ADPC AIRD ANDMA ANDS AREDP ARD ASERD CARD-F CDCs CHAP DCCs DDAs DMS DRR EPSWG ERU FAO FAU FFW-FFA GIS IFRC/ARCS HCDM HCT HFA HR IDPs INGO MDGs MAIL MCN MDRD M&E MoPW MoU MRRD NABDP NCDM NDMC NEPA NGO NPP NRAP NSP PCE Agency for coordinating Body for Afghan Relief Asian Disaster Preparedness Centre Afghanistan Institute for Rural Development Afghanistan National Disaster Management Authority Afghanistan National Development Strategy Afghanistan Rural Enterprise Development Programme Agriculture and Rural Development Afghanistan Sustainable Energy for Rural Development Comprehensive Agriculture and Rural Development Facility Community Development Councils Common Humanit arian Act ion Plan for Afghanist an District Coordination Councils District Development Assemblies Discussions on mainstreaming Disaster Risk Reduction Emergency Preparedness Sub Working Group Emergency Response Unit Food and Agriculture Organisation Food Assistance Unit Food For Work - Annual Food Allocation Geographic Information System International Federation of Red Cross and Red Crescent Societies/International Afghan Red Crescent Society High Commission of Disaster Management Humanitarian Country Team Hyogo Framework of Action Human Resources Internally Displaced Persons International Non-Governmental Organizations Millennium Development Goals Ministry of Irrigation Agriculture and Livestock Ministry of Counter Narcotics Mainstreaming Disaster Risk Reduction into Development Monitoring and Evaluation Ministry of Public Works Memorandum of Understanding Ministry of Rural Rehabilitation and Development National Area Based Development Programme National Commission for Emergency and Disaster Management National commission for Disaster Management National Environment Protection Agency Non-Governmental Organization National Priority Programme National Rural Access Programme National Solidarity Programme Participatory Community Empowerment Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 5 PDMC PRRDs RCC RRD RU RuWatSip SAARC SDMC SME SOP SPD SRFF ToR UN UNAMA UNCHS UNDP UNHCR UNICEF UNISDR UN/OCHA UNOPS WFP Provincial Disaster Management Commission Provincial MRRD directorates Regional Consultative Committee Rural Development Directorate Reintegration Unit Rural Water Sanitation and Irrigation Programme South Asian Association for Regional Cooperation SAARC Disaster Management Centre Small and Medium Enterprise Standard Operating Procedure Social Protection Department Standby Recovery Financing Facility Term of Reference United Nations United Nations Assistance Mission in Afghanistan The United Nations Human Settlements Programme United Nations Development Programme The UN Refugee Agency The United Nations Children's Fund International Strategy for Disaster Risk Reduction UN office for the Coordination of Humanitarian Affairs The Unit ed Nat ions Office for Project Services World Food Programme Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 6 EXECUTIVE SUMMARY Afghanistan is exposed to multiple, predictable and recurrent natural hazards which are exacerbated by ongoing climate change. Afghanistan is ranked twelfth on the seismic risk index, twenty-second on the drought risk index, twenty-fourth on the flood risk index, thirtieth on the landslide risk index and eighty-second on the severe storm risk index. The economic and human impact of these recurrent disasters is devastating. The trend in natural disaster incidents from 1970 to 2012 shows that earthquakes caused the highest loss of life (9,236 out of 20,237 killed), drought affected the most people (6,510,000 out of 9,275,327 people affected) and flooding caused the most economic damage (USD $396 million out of USD $597 million lost). In 2012, 383 natural disaster incidents were recorded in 195 districts. They resulted in 4790 deaths, affected 258,364 people and damaged or destroyed 29,374 homes (OCHA, 2012). The Ministry of Rural Rehabilitation and Development’s (MRRD) has identified Disaster Management as a cross-cutting issue in its five year strategic intent (2010-2014). The Ministry is committed to promote sustainable development through its three development pillars of infrastructure, economic development and local governance. MRRD - Disaster Management Strategy has been developed to give special attention to individuals and communities who are most vulnerable when disasters occur such as women, children, people living with disability, the poor, Kuchi, Nomads, Internally Displaced People (IDPs), and ethnic minority groups. The strategy also aims to address vulnerabilities caused by disaster leading to displacement, loss of homes, loss of livelihoods, separation of families or loss of social and traditional networks, and loss of personal documents such as land records, certificates and other paper related to properties. The strategy will focus on pre and post disaster activities for disaster resilient Afghanistan. MRRD’s National programme, namely Afghanistan Rural Enterprise Development Programme (AREDP), National Area Based Development Project (NABDP), the National Solidarity Proramme (NSP), Rural Water Sanitation and Irrigation Programme (RuWatSIP), National Rural Access Programme (NRAP) and Comprehensive Agriculture and Rural Development – Facility (CARD-F) has huge potential to reduce the social and economic vulnerabilities of rural people by addressing the determinants of disasters, and disaster development nexus. The strategy focuses on mobilizing these MRRD programmes by mainstreaming disaster risk reduction strategies. The Social Protection Directorate (SPD) of MRRD was established for disaster response, early recovery and mitigation of disasters. It works in close coordination with MRRD’s national programmes (see Appendix 1) as well as external stakeholders. It facilitates the implementation of activities at the community-level with the help of Rural Development Directorates (RRDs) at Provincial level. SPD is a civil service Directorate of MRRD and is mandated to respond to natural, environmental and other shocks or disasters by mobilizing and facilitating resources for people affected by disaster. It is responsible for educating people in disaster-prone areas on how to cope with natural hazards. It is also mandated to facilitate resources for the livelihoods of returnees and IDPs within Afghanistan to make sure that aid reaches those Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 7 individuals and communities in need. SPD undertake these activities in close co-ordination and co-operation with MRRD-led programmes who further engaged in the implementation of disaster risk reduction activities. This strategy aims to expand co-ordination and collaboration within MRRD Programmes to the greater benefit of those affected by natural hazards. This strategy will help in establishing focused directions in shaping interventions for disaster management, improving cohesiveness, and reducing or removing duplication of efforts amongst internal and external stakeholders. The strategy is linked to MRRD’s 1389-1393 Strategic Intent1 in relation to disaster management, Afghan National Development Strategy (ANDS), which seeks to make Afghanistan a disaster-resilient country through promoting sustainable development as well it draws its strengths from regional and international commitments such as the Hyogo Framework of Action (HFA). The strategy is developed for the next four years (2014 – 2018) lends its focus towards institutional mainstreaming, capacity development, knowledge management, institutional linkages, implementation mechanism and key activities for disaster management by addressing the social and economic needs of vulnerable groups pre and post disasters using equitable approaches in coordination with key stakeholders within the Ministry as well as externally. The strategic objectives are outlined below: Strategic Objective 1: Institutionalise and integrate risk reduction systems in MRRD’s development Programmes and Directorates for disaster resilient communities to mitigate and respond to the risks of disasters. Strategic Objective 2: Capacity building and Develop a knowledge management system and research environment to maximise the impact of, and value of, MRRDs activities in disaster risk and disaster reduction. Strategic Objective 3: Addressing the social and economic marginalisation of those more vulnerable to disasters and the underlying root causes of vulnerabilities. Strategic Objective 4: Address Disaster Recovery needs of the community, and provision of Emergency Response and Immediate Relief within MRRD programmes. 1 The St rat egic Int ent is likely t o be revised in 2014-2015 and t he Disast er M anagem ent St rat egy should be revised follow ing t he changes reflect ed in t he new M RRD st rat egy. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 8 RATIONALE AND SCOPE FOR THE STRATEGY Afghanistan is exposed to multiple, predictable and recurrent natural hazards which are exacerbated by ongoing climate change and protracted years of conflict. The most common natural hazards are floods and earthquakes, followed by droughts, landslides and avalanches, affecting more than 250,000 people annually. Major emergencies in recent years include: (a) droughts in 2011; (b) extreme cold temperatures in 2012; and, (c) an earthquake measuring 5.7 magnitude damaging or destroying 3,758 homes in Nangarhar and Kunar provinces located in eastern Afghanistan in April 2013. According to the World Risk Report (2012:20 - 21) Afghanistan is ranked third in terms of the 15 most vulnerable countries, and first as a country with the lowest coping capacity. Its risk level stands at position 40 with a risk index of 9.79% against world risk ranking. This means any small trigger or shock can easily progress to disastrous levels due to high vulnerability and low capacity. This strategy acknowledges the particular vulnerabilities of women, IDPs, migrants, pastoral communities, returnees, children, the elderly, people living with disabilities, and families and individuals living in poverty. The scope of this strategy is limited to the work of MRRD, and complements the ambitions of the MRRD Strategic Intent, it will also be used to inform, help, shape and guide the national agenda for disaster management by strengthening MRRD’s participation in the High Commission of Disaster Management. It will be applicable for four years (2014-2018) with subject to revision after the new strategic intent of MRRD in 2014/2015. Afghanistan’s situation is exacerbated by poverty, poor living conditions and farming (rain fed farming, low crop diversity and constraints in off-farm livelihood support) as well as livelihood practices. The country’s high level of poverty, lack of livelihood and income generating opportunities, as well as chronic health problems, adds to the country’s vulnerability toward managing disaster-related risks. Chronically impoverished and conflictridden communities are so vulnerable that even small-scale natural hazards can have devastating effects on individual’s lives. With extremes in climate and tough geo-physical conditions, the inherent vulnerabilities of the communities are high. Frequent occurrences of disasters and a low coping capacity of many communities compound the risks. Their status makes it difficult for them to access disaster recovery planning, capacity building and training programmes, income generating activities or participate in governance structures. This ultimately adds to their social and economic vulnerabilities and poor state of infrastructure. Additionally, damaged infrastructure, lack of basic services (economic, water, energy etc.), and insufficient disaster response and preparedness mechanisms – as well as limited government capacity and economic development – further compound vulnerabilities in many affected communities. Furthermore, the security situation in the country also limits access to humanitarian assistance. Furthermore, there is lack of engagement of women in disaster risk reduction activities and gender norms affect women’s access to assistance in the face of natural dis hazards. The low literacy levels and status of women makes it difficult to empower women to promote resiliency within their communities. Women lack social capital, networks and influence and do not have access to resources, or have or control over land and economic resources that are considered to be vital in disaster preparedness, mitigation and rehabilitation. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 9 The poorest and most marginalised people are also the most difficult to reach when trying to increase awareness, due to geographic challenges and lack of infrastructure. The socioeconomic marginalisation of certain ethnic groups and absence in the political decisionmaking process within local governments often results in lack of representation for the most deprived groups. This hinders their ability to participate fully in the governance and development process. 1.1. Weaknesses and Challenges At the national level a number of challenges exist. Natural hazards such as earthquakes, floods, droughts, etc. are still omnipresent due to lack of capacity and coordination at the national level, lack of financial resources as well due to climate and insecurity in the region. There are major gaps in establishing the effective disaster risk management system at the country level. Some of the components that need special attention if Afghanistan is to become a risk resilient country include: (a) disaster recovery; (b) comprehensive risk assessment; (c) data and complied form of data for better programming; (d) coordination among agencies; (e) absence of an effective Early Warning System; (f) institutional and individual capacities in area of disaster management; and, (g) dedicated resources. While the aforementioned are some of the challenges at a national level, at MRRD the following are the issues that still remain challenges for rural Afghanistan: 1.1.1. Lack of Capacity and coordination Some of the specific challenges Afghanistan facing today that makes management of disasters more difficult and aggravates the situation at the provincial, district and village levels are lack of communication and coordination between different national, international and governmental agencies. While civil servants' capacity has increased over the past decade, great disparities remain across the country.     Furthermore, remote and/ or insecure districts face considerable challenges to attract and retain capable staff; Dedicated Disaster Management capacity development mechanism is not available in MRRD; MRRD Programmes and Directorates are yet to incorporate the cross cutting issue of disaster management in their programmatic areas; and Programmes and Directorates does not have suitable coordination mechanisms to facilitate disaster management activities. 1.1.2. Knowledge Management and Research There has been little research and examination on the critical gaps in contingency plans and planning for implementing partners for effective emergency preparedness and response at village and district levels. Moreover, gender sensitive data is largely missing in the country. Evidence suggests that women and men may suffer different negative consequences following a disaster. It is not clear whether this is because of socially determined differences in women’s and men’s roles and status, or as a result of the interaction of social and biological factors.2 2 WHO Regional Office for t he East ern M edit erranean. ND. Gender and Disast ers in t he East ern M edit erranean Region . Cairo: WHO Regional Office for t he East ern M edit erranean. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 10 According to the available demographic data, the distribution of the population varies dramatically across the country. Different geographical locations predict and pose unique challenges. It is known that Afghanistan is largely a rural country; the rural population account for nearly 80% of the national population. One in two people is classified as poor. The main characteristic of rural poverty is high food insecurity and a lack of access to infrastructure and basic public services. 39% of people in urban areas and 69% in rural areas have no access to safe water. The weaknesses also stem from the:  Lack of centralized data management system for disasters and disaster management in the country.  Lack of consolidated risk profile of the country for proper programming and planning.  There is no effective monitoring and evaluation mechanism to assess the impacts of intervention in context of disaster mitigation. The key challenge is conducting a national vulnerability and risk assessment and strengthening the Disaster Information Management System to be disaggregated by, at a minimum, sex, age, demographic and geographic mapping of population groups, in order to have a better understanding of which groups are, at risk, vulnerable and marginalized. While it is important that in human rights language priority needs to be given to the marginalised community, it is also vital to understand that nearly everyone in the country has been affected by the decades of conflict. 1.1.3. Funding Gaps The funding gap is certainly being felt by a majority of the population and could further fuel conflict if appropriate measures are not employed. MRRD continues to work closely with donor countries and agencies to adequately meet the urgent and timely need for equitable development benefiting rural Afghanistan in terms of infrastructure, economic development and local governance. Special funding will be required for institutional strengthening and capacity development of SPD-MRRD staff at central and sub-national levels so that it can demonstrate growing capacity to incorporate and implement disaster risk reduction strategies into the programmes. 1.2. Strengths and Opportunities Considering the disaster management situation at national level some initiatives have been taken. The country passed a Disaster Management Law to streamline the Disaster Management process in the country, High Commission of Disaster Management (HCDM) formerly known as National commission for Disaster Management (NDMC) was established at National level to provide policy support to Afghanistan National Disaster Management Authority (ANDMA). Moreover, ANDMA with a coordination role exist as an interface with the province authorities to monitor conditions and coordinate support as and when required. Additionally, Provincial Disaster Management Committee is established under the chair of Provincial Governor. Afghanistan is signatory to a number of national and international commitments, which includes Afghanistan's membership to SAARC disaster management centre as well as the country is signatory to the Hyogo Framework for Action (HFA) commitment for institutionalisation of disaster management in the country. SPD at MRRD facilitates the disaster management activities at national and provincial level. MRRD strategic intent focuses on the root causes of social vulnerabilities such as infrastructure, economic development and poverty reduction and it has the potential to reduce the vulnerability to natural disaster. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 11 Some trained human resources and limited capacities are available at the MRRD Directorate and RRD level for implementation of disaster management activities. However, as outlined in the challenges above, capacity development remains one of the biggest weaknesses where disaster management efforts are most needed. 1.2.1. Access to Rural Afghanistan MRRD implements the largest rural development programmes to reduce the social and economic vulnerabilities of the country and as well as MRRD is the Vice Chair for High Commission of Disaster Management (HCDM). At country level MRRD is at an advantage to utilise its current structures such as the District Development Assemblies (DDAs or future DCCs) and Community Development Councils (CDCs) to create a system whereby Disaster risk management systems and plans can be initiated at province, district, and community levels. MRRD has access to 95% of rural Afghanistan that could ensure maximal coverage without undermining the geographical equity of public service delivery. UNOCHA Regional Contingency Plan based on the seasonal calendar of disasters is one of the other strengths wherein number of stakeholders coordinate together for sharing the collective responsibilities of stockpiling resource materials, organise collective Post Disaster Need Assessment and able to provide the timely emergency Response even in the remote locations with prior arrangements of improved mechanism and resources. Additionally, the Geographic Information System, which is already maintained by SPD, MRRD can be enhanced and improved to conduct data mapping exercises for instance, vulnerability, habitation, vulnerable location, and hazard prone locations risk assessments. 1.2.2. Local Governance and Community Level Engagement The strategy will be implemented by engaging DDAs (future DCCs), and CDCs within Ministry's development programmes. DDAs and CDCs are the two most important stakeholders at the district and community level respectively. CDC refers to the elected councils established at community level under the auspices of MRRD, to serve as a communities' decision-making body. CDCs are responsible for planning, preparation, implementation and supervision of development projects, and liaison between the communities, and Government and non-governmental organizations. District Development Assemblies (DDAs) are district-level Shuras that are democratically elected. They are represented by Community Development Councils (CDCs), which are mainly focused on planning, implementation and monitoring of rural development activities as local governance institutions at the district level. These local development institutions play an important role in minimizing the gap between the communities and provinces. DDAs are the main gateway for development activities at the district level. The two structures are useful in managing conflict and preventing disruptions to the provision of education and develop a resilient population that contributes towards economic and social development should hazardous events occur. The structures will be used in order to achieve the strategic objectives of this strategy. 2. POLICY ENVIRONMENTAND INSTITUTIONAL ARRANGEMENT The government of Afghanistan is signatory to national, regional and international treaties, conventions and commitments as well as party to institutional arrangements to reduce affects of disasters and respond to pre- and post- disasters. The commitments described below guides the strategy in terms of its priorities and implementation. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 12 2.1. United Nations - International Strategy for Disaster Risk Reduction The United Nations Office for Disaster Risk Reduction (UNISDR) is the focal point for coordination of disaster risk reduction and implementation of International Strategy for Disaster Risk Reduction. Additionally, UNISDR has been tasked with supporting the “Hyogo Declaration and the Hyogo Framework3 for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters” - a framework, which was adopted by the world conference on disaster reduction, held in Kobe, Hyogo, Japan in January 2005. The Hyogo Framework for Action (HFA) tasked UNISDR to support the implementation of HFA. UNISDR is reviewing the implementation of HFA framework globally to set the agenda and goal for post HFA after 2015. The framework set three strategic goals and five priority action areas for the countries party to HFA such as Afghanistan to concentrate their efforts to make countries disaster resilient. HFA Strategic Goals: (i) The more effective integration of disaster risk reduction into sustainable development policies, planning and programming at all levels, with a special emphasis on disaster prevention, mitigation, preparedness and vulnerability reduction. (ii) The development and strengthening of institutions, mechanisms and capacities at all levels in particular at the community level that can systematically contribute to building resilience to hazards. (iii) The systematic incorporation of risk reduction approaches into the design and implementation of emergency preparedness, response and recovery programmes in the reconstruction of the affected communities. HFA Five Priority Action Areas (i.) Ensure that disaster risk reduction is a national and a local priority with a strong institutional basis for implementation, (ii.) Identify assess and monitor disaster risks and enhance early warning, (iii.) Use knowledge, innovation and education to build a culture of safety and resilience at all levels, (iv.) Reduce the underlying risk factors, (v.) Strengthen disaster preparedness for effective response at all levels. 2.2. Global Facility For Disaster Risk Reduction (GFDRR) GFDRR was established in September 2006 jointly by the World Bank, donor partners (21 countries and 4 International organization), and key stakeholders of the International Strategy for Disaster Reduction (UN-ISDR). It is a long-term global partnership under the ISDR system established to develop and implement the HFA through a coordinated programme for reversing the trend in disaster losses by 2015. Its mission is to mainstream disaster reduction and climate change adaptation in country development strategies to reduce vulnerability to natural hazards. At the national and local level it also includes other 3 Hyogo Fram ew ork for Act ion (2005-2015): ht t p:/ / w w w .unisdr.org/ w e/ co-ordinat e/ hfa Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 13 sectoral development strategies that the country’s most vulnerable to natural disasters may undertake to alleviate poverty and address sustainable growth. GFDRR has three main business lines to achieve its development objectives at the global, regional and country levels. Track-I: Global and Regional Partnerships (to strengthen and re-organise ISDR processes to increase its outreach) Track-II: Mainstreaming Disaster Risk Reduction (DRR) in Development (benefits low to medium income countries. Supports sectoral projects like health, education and research etc) Track-III: Standby Recovery Financing Facility (SRFF) for Accelerated Disaster Recovery (focuses in low income countries) 2.3. Afghanistan Millennium Development Goals The strategy also draws its strengths from international commitments such as Afghan MDGs (MDG 1, 3 and 7) focusing on the issues of social protection to ensure the well being of Afghans by ensuring poverty reduction, gender equity and environmental sustainability. MDGs relevant to this strategy are:    MDG 1: Poverty Reduction: suggests eradicating extreme poverty and hunger. Poverty is a major cause for increased vulnerabilities to Afghan. MDG 3: Gender equity: promote gender equality and empower women” by consolidating a coherent and pragmatic Gender policy and framework that forms a cross cutting element of it institutional development. MDG 7: Environment: suggest to ensure environmental sustainability. The National Environment strategy recognizes the need to give greater attention to environmental protection. In May 2005, an independent Environment Agency was established. Therefore, the ANDS focuses on developing National Environment Protection Agency’s (NEPA) capacity to perform its regulatory, coordination and policy making duties. The ANDS strategic vision it to improve the quality of life of people in Afghanistan through conservation of the natural resources and protection of environment. 2.4. SAARC Disaster Management Centre (SDMC) The South Asian Association for Regional Co-operation (SAARC) Disaster Management Centre4 was created to develop a regional institutional system to analyse and promulgate a regional strategy for combating disaster among SAARC countries, of which Afghanistan is party to. SAARC Disaster Management Centre has developed the framework on disaster management for South Asian region. The framework is aligned with the implementation of Hyogo Framework of Action (HFA), 2005-2015. 2.5. Regional Consultative Committee on Disaster Management (RCC) 4 ht t p:/ / w w w .saarc-sdmc.nic.in Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 14 Afghanistan is a member of the Regional Consultative Committee on Disaster Management (RCC), which comprises of 26 countries from Asia and the Pacific region. The Asian Disaster Preparedness Centre (ADPC) serves as the secretariat to the RCC. Since 2004, RCC has been implementing the Program on Mainstreaming Disaster Risk Reduction into Development (MDRD). 2.6. High Commission of Disaster Management (HCDM) The Institutional arrangements proposed for Afghanistan include a High Commission of Disaster Management (HCDM) as per the Disaster Management Law, previously known as National Commission for Emergency and Disaster Management (NCDM), consisting of relevant ministries tasked to intervene in disaster situations by utilizing their existing structures and resources in coordinated manner. The HCDM is involved in setting policy direction for risk reduction and vulnerability reduction with active participation of socioeconomic, environmental and governance sectors pre and post disasters. It is supported by Afghanistan National Disaster Management Authority (ANDMA) at policy and implementation levels in the country in coordination with line ministries. 2.7. Afghanistan National Disaster Management Authority (ANDMA) The role of the Afghanistan National Disaster Management Authority (ANDMA)5 is to act as a co-ordination body among line ministries, including those of Agriculture, Irrigation and Livestock, Public Health, Education Defence, Interior, and Returnees & Reparation, as well as MRRD. ANDMA consults with and supports the lead ministries involved in the various types of hazards confronting the country. It also coordinates regional activities at provincial levels. ANDMA provides a Secretariat for disaster management, drawing on the abovementioned ministries, is a nodal agency in the co-ordination of disaster management in Afghanistan, and seeks to provide early warning of disasters. 2.8. National Disaster Management Law Islamic Republic of Afghanistan, Ministry of Justice has brought law on Disaster Management on 1st of October 2012 for management of natural and unnatural disasters in the country. Law suggest some specific objectives, implementing agencies and type of disasters in the country. The institutions such as HCDM comprises of various ministries at National level under the chair of Vice President of country. Similarly, institutional structures have been proposed at provincial and district levels under the chair of Provincial and District Governors respectively. Law also focuses on the arrangements of funds, supporting the decisions of UN bodies, seeking contribution from international communities and stabilization of vulnerable communities in context of natural and unnatural disasters. Chapter 4 of Disaster Management Law has stated some of the important provisions: Article 18: Support the Decision of the United Nations: The Islamic State of Afghanistan follows all the decisions of United Nations relating to the Disaster Management and shall cooperate the relevant agencies of the UN. Article 19: Assistance of the Government with Foreign Countries: The assistance of the Government of Afghanistan in the area of disaster response and preparedness to foreign countries is made on the basis of humanitarian cooperation. Article 20: Stabilization of vulnerable communities: Performing activities or implementation of construction projects, and construction of installation of development of residential places. 5 ht t p:/ / w w w .andma.gov.af Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 15 2.9. MRRD strategies with regards to risk reduction MRRD’s five-year (1389-1393) Strategic Intent re- affirms its determination to respond to long-term poverty challenges in rural areas. MRRD remains committed to improve the quality of its services while establishing itself as a leader in policy-making for the rural development sector, using its extended presence in the field and its in-depth understanding of communities to design evidence- based policies. MRRD is one of the key ministries, which is engaged in implementing non-farm rural development programmes in Afghanistan. MRRD has focused on strengthening of local institution under National Priority Programme-4 (NPP4) for better governance and development within which Disaster management has been identified as a cross cutting issue through the Afghanistan Rural and Development (ARD) Cluster MRRD’s NPP is designed to provide the means to support the Afghan Government respond and address the issues of governance and development. Disaster management is considered a cross-cutting issue in the strategic Intent of MRRD. Recognizing that natural and man-made disasters can wipe out decades of progress in poverty reduction and sustainable development efforts, MRRD considers disaster management an essential component of its mandate in alleviating poverty and empowering communities. With MRRD’s Minister currently Vice-Chair of the High Commission of Disaster Management in co-ordination with the Afghan National Disaster Management Authority (ANDMA), MRRD invests in social capital and in physical assets to reduce vulnerabilities, provide recovery support to the communities affected by disasters, and assist in long-term reintegration needs of returnees and IDPs. 2.10. Social Protection Directorate (SPD) at MRRD Social Protection, as defined by the United Nations Research institute for social Development, is concerned with preventing, managing and overcoming situation that adversely affect people’s well being. Social Protection in MRRD established is to reduce poverty and vulnerability by promoting efficient labour markets, diminishing people’s exposure to risks (natural disasters/hazards and calamities, prevention from conflicts etc) and building capacity of local communities to manage economic and social risks, such as lack of infrastructure and education, unemployment, exclusion, sickness, disability and old age. Social protection promotes equity. The Social Protection Directorate (SPD) of MRRD is mandated to respond to natural, environmental and other calamities and disasters and to mobilise and facilitate resources for those affected. It acts as the co-ordinating body for early recovery and mitigation of disasters in co-operation and collaboration with different programmes and directorates of MRRD. SPD Institutional Structure and Capacity to facilitate disaster management: SPD’s institutional arrangements for facilitating disaster management comprised of four units: Emergency Response Unit (ERU) Tasked with:  Identifying vulnerable areas and prioritising them  Developing emergency and contingency plans  Protection of vulnerable communities from hazards  Mitigation of vulnerabilities for communities at risk  Protecting vulnerable infrastructure and residential areas Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 16  Co-ordination with stakeholders Reintegration Unit (RU) Tasked with:  Identifying IDPs and returnees needs of food, water, sanitations and livelihood support and finding solutions in close co-ordination with MRRD-led programmes, and with Provincial MRRD directorates (PRRDs)  Joining assessment and monitoring missions to identify needs and collect data  Providing reports about IDP and returnee conditions to the SPD Director. Food Assistance Unit (FAU)Tasked with:  Facilitating, supporting and advising PRRDs on the smooth implementation of food projects and following up the approval of food project proposals with PRRDs  Monitoring the implementation of food for work (FFW) projects  Attending food security cluster meetings to share knowledge and to avoid the duplication of projects at grass roots level  Obtaining the annual food allocation (FFW-FFA) from WFP and sharing it’s with PRRDs  Facilitating the implementation of FFW-FFA projects through technical support and data analysis  Providing FFW-FFA project reporting for submission to the SPD Director  Co-ordinating Unit activities with MRRD-led programmes. Reporting Unit Tasked with:  Collecting data and compiling weekly, monthly and/or quarterly reports for the SPD Director, for MRRD Minister’s and Deputy Minister’s offices and other stakeholders  Monitoring and triangulation of data received from PRRDs  Updating website content. 3. OVERVIEW OF THE STRATEGY AND CONCEPTUAL FRAMEWORK This strategy focuses on preventing destruction from (natural) disasters through advocacy, prevention, knowledge management, better coordination, capacity building strategies, and better preparedness through advanced emergency response. It is MRRD's understanding that deaths and damages that result from human acts of omission and commission are unnatural. Strategy on disaster management is built on disaster management continuum as a main component of the strategy. It comprises of responding to the needs of victims and survivors of disasters, prevention to minimise the risk of disaster, preparedness to respond effectively to disasters, improved recovery mechanisms and disaster mitigation for reducing the vulnerabilities to the natural hazards in rural communities of Afghanistan. It views disaster management as a human right issue for better response and recovery. This involves developing the capacities of institutions and individuals at sub-national levels under MRRD’s mandate of local governance. The framework has a holistic approach and supports country specific disaster prevention, preparedness and mitigation as well as advocacy, education and awareness raising, coordination and knowledge management Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 17 3.1 Key Components in the Strategy The key components that informs the objectives of this strategy are below. Each of the components relates to disaster mitigation and emergency response articulated in Hyogo Framework for Action. 3.1.1. Emergency Response and Immediate Relief Focusing on the social protection, safety and rights of those more vulnerable to disasters regardless of individuals gender, disability, age, ethnicity etc., they will receive emergency preparedness and response messages through MRRD's local governance structures. Emergency relief through humanitarian assistance will be delivered to vulnerable communities living in remote areas through NRAP and NABDP. NRAP shall play a key role in Disaster Management Strategy of MRRD by providing emergency response and recovery plan to maintain rural road networks blocked or damaged due to disasters accessible throughout the year in rural Afghanistan. Emergency activities cannot be foreseen while preparing the annual maintenance plan; however NRAP will maintain a reserve budget for emergency works and take rapid action to keep rural roads open and safe throughout the year. Every year NRAP will prepare its disaster response plan and use its operational guidelines to manage the emergency response effectively and utilize the allocated budget on a priority basis to keep the rural roads accessible to rural communities. Similarly, NABDP in coordination with RuWatSIP provides the emergency support to the community by providing water tankers in case of droughts. RuWatSIP will ensure that access to safe drinking water, hygiene and sanitation facilities are provided to communities pre and post disasters. 3.1.2. Recovery Rehabilitation and Reconstruction Villages affected by disasters will be helped in returning to normal lives through all MRRD programmes. An assessment to rebuild safer, more durable roads will be conducted by NABDP and NRAP, MRRD. Ensuring the affected communities have drinkable water by providing tube wells and cleaning ponds, and sanitary latrines alongside the new homes through RuWatSIP. Disaster survivors will also be introduced to income generation programme through AREDP, which provides means for livelihood. The systematic incorporation of risk reduction approaches into the rebuilding of the affected areas as an emergency response and recovery programmes in the reconstruction of the affected communities. Sustainable Economic Development During disasters, life and livelihoods of individuals and communities are at risk and threatened, which creates high level of unemployment. Therefore, disaster management must address the risk in the context of Sustainable Economic Development. MRRD will provide financial assistance to its village communities for economic development activities to improve the livelihood of rural communities. In order to accomplish this, MRRD through AREDP will facilitate Community Based Enterprise Development and Small and Medium Enterprise (SME) projects. This will help mitigate the effects of disasters contribute towards sustainable economic development. Additionally, labour based technologies will be used to generate local employment and income generation and contribute in social protection of rural communities while rehabilitating the rural road. It would help in reducing the socio economic vulnerability of rural poor. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 18 3.1.3. Disaster Preparedness Disasters often leave communities vulnerable with little capacity to deal with the loss. This requires a comprehensive disaster vulnerability reduction approach ensuring sustainable development and sustainable hazards mitigation with emphasis on resilience as well as need and vulnerability. Communities’ capacity to recover with little or no external assistance following a disaster to ensure. Using 'community based approaches' MRRD led development programmes will ensure the effective and active participation of communities in disaster mitigation and resilience. NSP, a community led Programme within MRRD, is working to build, strengthen and maintain Community Development Councils (CDCs) as effective institution for local governance and socio-economic development. NSP will facilitate the training to its facilitating partners to further train the community on disaster management. Through CDCs, community could be empowered. CDC members will receive training in emergency response and disaster risk reduction efforts as well as in inclusive and community-wide development planning. CDCs have worked with other MRRD programmes and have gained experience in identification of the most vulnerable groups and specific development targeting for these groups. NSP is introducing a Participatory Community Empowerment (PCE) approach that will allow communities to also identity and address such risks as natural hazards that have plagued them in the past. NSP will monitor and provide reports on CDCs' direct involvement in DRR activities to the MRRD. NSP will participate in and provide technical inputs to the proposed working group and other discussions on mainstreaming DMS in the MRRD. Standard Operating Procedures SPD will develop Standard Operating Procedures (SOPs) to accomplish its mandated work. It will cover the allocation of task responsibilities to officials and civil servants according to the type and scale of disaster and employing different scenarios. Developing SOP will help in identifying co-ordinating roles and responsibilities aimed at avoiding overlapping or confusion in task performance. SOPs will provide written guidance for SPD and PRRD staff to support effective co-ordination with different agencies and programmes. 3.1.4. Disaster Mitigation NABDP is constantly involved in preventing and mitigating risks associated to disasters to an extent in their programme – mainly working towards preventing the effects of the disasters, and minimising the risks of hazards. This approach is implemented by organising capacity building activities amongst DDA members about disasters and also assists them in planning for and taking mitigating actions. This includes developing and raising funds for projects that both prevent and mitigate against natural hazards. In addition training is provided on how to respond when disasters strike. Similarly, RuWatSIP will contribute towards drought prevention and mitigation and AREDP towards income generation. Additionally, MRRD has developed a five year Afghanistan Sustainable Energy for Rural Development (ASERD) project document covering 34 provinces to provide electricity and thermal energy to more than 110,000 households and is under consultation process. The proposed project document envisages increasing access to modern forms of efficient and environment friendly energy services in the rural Afghanistan through systematic approach using project identification, planning, implementation, capacity development, private sector support for service delivery, and institutionalisation of rural energy initiatives at the subGovernment of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 19 governance level. ASERD adopts technology neutral approach in promoting rural energy technologies and has envisaged some innovative approaches including public-privatepartnership, engaging business energy service models, integrating remittance economy for energy services. AIRD will play a key role to raise public awareness on disaster risk reduction. As an MRRD institution dedicated to capacity development, AIRD will prepare Disaster Management curriculum to take a systematic approach to capacity building. The capacity building sessions will be delivered in AIRD training centre. Institutional set-up for capacity development and coordination By addressing the challenges and seizing the opportunities outlined above, SPD, MRRD identifies capacity building and coordination as the two main strategy pillars in order to promote disaster risk reduction management and preparedness in hazard-prone areas of the country. The goal is to build an accountable, inclusive and responsive emergency response environment up to sub-national levels by using MRRD's current functions and structures at grassroots levels through NSP and NABDP. Advocacy Advocacy will aim to bring about effective implementation, knowledge building and institutional support, changes in programming, policy and resource mobilisation. SPD will lead the process of advocacy by developing concept notes, promoting debates, dialogues and formal discussions on the issue of disasters. Resource mobilisation and Financial Arrangements Resource mobilisation will seek to ensure arrangements are put in place to achieve sufficient financial and other resource support to enable Recovery and Mitigation. It is anticipated that resource mobilisation will support resources for programmes and vice versa. Currently, there is no dedicated fund allocated towards the activities of disaster management to reduce the risk of disasters in the ministry as well as at country levels. Funds are not available as a collective mode. While there is no dedicated fund allocated, Common Humanitarian Action Plan for Afghanistan (CHAP) has approved budgets for protection and emergency efforts that cover some of the disaster management activities at the country level. Some of the UN agencies, INGOs and NGOs are engaged in disaster related activities with the support of different donors. However, MRRD’s Programmes and Directorates, at this point, do not have specific funds for disaster management activities. With this SPD will facilitate towards: a) identifying funding gaps based on strategic objectives b) Identifying funding sources c) Identifying ways to mobilise resources 3.2 Co-ordination Mechanisms 3.2.1. Working with MRRD Programmes, Directorates and Units SPD will develop co-ordination mechanism(s) with different MRRD-led programmes, and support from the Offices of The Minister and Deputy Minister of Programmes to promote the establishment of effective disaster management systems across MRRD. The mechanism(s) will focus on resource mobilization (both financial and technical), capacity development, joint needs and damage assessments, and the development of co-ordinated systems including the creation of inventories of resources among different stakeholders. The process will also Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 20 help set out the path for knowledge building as well as implementation in the areas of Mitigation and Recovery. 3.2.2. Disaster Management Working Group Implementation of the disaster management activities will be supported by MRRD led working group consisted of the members drawn from the programmes and directorates of MRRD. SPD will develop a structure for this working group to include disaster management as a cross cutting issue in all the programmes through consultative processes. A TOR will be prepared for a working group to guide the implementation of the process and contain roles and responsibilities of programmes and directorate heads and/or focal points. 3.2.3. Working with other sectors and communities SPD will play a lead role in coordinating with all the programmes, RRD offices and other stakeholders to implement the disaster related activities with the help of DDAs and CDCs members. Local level institutions in form of DDA and CDCs are an effective mechanism and gateway to implement the designed programmes and policies to ensure the disaster management activities at community level. 3.2.4. Other Ministries’ strategies and coordination mechanism Different ministries and agencies have mandates to provide services to the people of Afghanistan, whether working on improving infrastructure, health and education, agriculture and horticulture, environmental protection, energy and communications. Their interventions aim to reduce vulnerability through the establishment of physical, financial and human assets. The ministries and agencies will work in coordination when disasters occur, and this work is not restricted to ministries tasked with achieving development goals only. For example, the Ministry of Defence is required to “render assistance to civilian officials to control any emerging security crisis, natural disasters and emergency situations6, while the Afghanistan National Army, “if instructed by the National Security Council… will co-operate with the National Police, Anti-Disasters Department, Afghan Red Crescent Society and other civilian charity organizations to tackle emergency situations requiring disaster response and humanitarian assistance7. Role of other line ministries in Disaster Management can be found under appendix 2. 3.2.5. Local Non-Governmental Organisations (NGO) and Facilitating Partners of MRRD Local NGOs play an important role during emergencies and disaster management because of their understanding of local context, culture and relationship with local communities. Local NGOs are essential partners with international NGOs and development agencies, particularly in providing humanitarian assistance. 3.2.6. International partners International partners involved in disaster risk management in Afghanistan include many members of the UN family, including the UN Development Program (UNDP), UNAMA, World Food Program (WFP), UN Children’s Fund (UNICEF), World Health Organisation (WHO), UN High Commission for Refugees (UNHCR), Food and Agriculture Organisation (FAO) and UNCHS/Habitat, as well as the Red Cross/Red Crescent (IFRC/ARCS) under the coordination of UNOCHA. These agencies provide a wide range of services, including 6 7 ANDS, p. 56 ANDS, p.57 Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 21 English language and computer trainings, community awareness, capacity-building at national and district level, stockpiling of relief and essential drugs, non-food relief items for critically poor families, seismic and flood mitigation, housing reconstruction, food aid, and assistance to refugees and IDPs. A number of the bodies mentioned above are working in collaboration with several Government ministries and agencies. MRRD will coordinate with relevant stakeholders for emergency response, recovery, preparedness and mitigation. MRRD will utilize the potential and strength of external holders in area of 1. Seeking information on disasters, 2. Risk assessment information, 3. Stockpiling of emergency relief materials 4. Work as a member of SOP for Inter-agency for Emergency Preparedness, SPD will coordinate with these external agencies for seeking their supports in above mentioned areas. Disaster Management support is also generated through the cluster approach of humanitarian support. Clusters have been established for Education, Food Security and Agriculture, Health, Logistics, Nutrition, Protection, and is sub divided in Child Protection in Emergencies, Gender Based Violence, Housing, Land and Property task Force, IDPs task Force, Mine Action and Water & Sanitation Cluster. Moreover, there are several inter agency working groups like, Humanitarian Country Team (HCT), Emergency Preparedness Sub Working Group (EPSWG), DRR Cash Based Voucher, Afghan Humanitarian Forum (ACBAR) established to facilitate the disaster management work in Afghanistan. SPD,MRRD is already represented in these forums and clusters, and facilitating the collective processes of disaster management at National and Sub National level. 3.2.7. Institutional arrangements at provincial and district levels ANDMA has established seven regional offices to co-ordinate disaster management activities at province and sub-province level. Provincial Disaster Management Commissions (PDMCs) have been constituted in all provinces, headed by the Provincial Governor. PDMC members include the Deputy Governor, Chief or Commander of the Army and Police, representatives of identified line departments, ARCS, ANDMA and provincial mayors. District Disaster Management and Response Commissions are also being set up, to be headed by the district administration and with members including district-level government officials and community representatives proposed by the district administrator or and approved by the Provincial Governor. 4. CORE PRINCIPLES UNDERLYING THE STRATEGY It is important to lay down the key considerations which have both guided this strategy and should also guide future detailed programme design and day-to-day implementation: a. Disaster Management and Implementation must integrate the principles of equity as a legal and institutional framework to ensure the equitable distribution of relief, response, recovery, and mitigation. b. Supportive governance is necessary to ensure the coping capacities of the societies. Governance influences the way in which national and sub-national actors are willing and able to manage and reduce disaster related risks. Governance ensures and enhances the responsiveness by way of transparency, participation, accountability for providing the maximum goods to maximum number of people. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 22 c. Piloting of new procedures ensuring they are adaptable and relevant to differing local context. d. Managing data and information (both quantitative and qualitative) to guide future implementation and strategies. c. Develop on the lessons learnt. d. Socially mapping and inclusion of the most vulnerable such as the women and minority groups in all staged of the planning and implementation of activities. e. Consider ethical issues and be aware of the social context in differencing situation in different geographical contexts. f. Promote women's involvement and securing interventions that are gender sensitive. g. Ensure embedded comprehensive capacity development plans. h. Environment concerns and norms will be followed in any disaster management initiatives. 5. CRITICAL ASSUMPTIONS The following assumptions are critical towards the successful implementation of this strategy. Assumptions should be reviewed on an timely basis to ensure that they continue to remain accurate as envisaged and that necessary strategic adjustments are made. a. MRRD is invested in and works in partnership with different stakeholders to improve and maintain its capacity. b. There is adequate political awareness, capacity and motivation to implement this strategy. c. MRRD's programmes and directorates coordinate and contribute towards the implementation and outcomes of this strategy. d. There are dedicated Personnel(s) to coordinate with the programmes, implement, monitor and evaluate the outcomes of this strategy. e. Continuous commitment from the leadership and programmes to implement this strategy. f. Funds and adequate resources are secured in MRRD's annual budget to implement this strategy and for projects in different programmes and directorates. 6. STRATEGY FRAMEWORK 6.1. Vision Disaster Resilient Rural Afghanistan by 2020 6.2. Mission Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 23 Reduce incidences of disaster risks through early recovery and mitigation. 6.3. Strategic Objectives Strategic Objective 1: Institutionalise and integrate risk reduction systems in MRRD’s development Programmes and Directorates for disaster resilient communities to mitigate and respond to the risks of disasters Proposed Priority Activities: At Central Level             Using forums such as the ARD Cluster to coordinate DRR activities among key stakeholders (governmental bodies, donor agencies, NGOs) Gaining political commitment to Disaster Risk Reduction from the MRRD Programmes and leadership Implementing and enforcing National and International Disaster Risk Regulations such as the Hyogo Declaration and the Hyogo Framework for Action 2005-2015, the National Disaster Management Law Ensuring that the MRRD Programmes contributes towards the outcomes of Disaster Management Strategy Establish synergy between development programmes and disaster risk reduction Establish preparedness and emergency management system within MRRD programmes at the design and implementation. Information collection and dissemination to all the programmes as well as PRRD offices for appropriate action Establish a Disaster Risk Reduction Coordination group within MRRD, under the leadership of the SPD and with participation from all the Programmes,, Prepare/dedicate funds for disaster management specific activities within MRRD Programmes SPD will work closely with the MRRD Programmes and directorates of MRRD to create a check list or other mechanisms to monitor the preparedness mechanisms. Review and coordinate preparedness measure with other relevant agencies At sub-national and community levels        Work with existing community structures of DDAs and CDCs, and future District Coordination Councils, to integrate DRR planning, and promote and organise interventions. Identify projects to integrate social protection/disaster risk reduction mechanisms in programme and departments. Identify entry points and mechanisms for integrating DRR areas into development planning and programming Develop Disaster Risk Reduction mainstreaming in local development planning Work with existing institutional mechanisms and build on community structures of DDAs and CDCs to address the issue of risk, instability and insecurity. Engage PRRDs, DDAs and CDCs for better preparedness and response to natural disaster in effective, efficient and timely manner. SPD will work closely with the MRRD Programmes and directorates of MRRD to create a check list or other mechanisms to monitor the preparedness mechanisms. Review and coordinate preparedness measure with other relevant agencies Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 24  Develop the contingency Plan with PRRDs on the basis of seasonal calendar of Disaster in Afghanistan. Strategic Objective 2: Capacity building and Develop a knowledge management system and research environment to maximise the impact of, and value of, MRRDs activities in disaster risk reduction. Proposed Priority Activities: Capacity Building      Conduct capacity assessment of MRRD on managing DRR and suggest effective mode of capacity development Capacity Building of the Programmes and AIRD to be able to undertake proposed activities under all strategic objectives. To develop the roster of key institutions providing training in disaster management and develop linkages with them. To build capacity of Emergency Management System within the MRRD Build capacity of local actors (CDCs and DDAs) so that they have great capacity to manage risk and community buy in Strengthen MRRD’s institutional coordination capacity. Information Management  To increase and enhance interdisciplinary collaboration and cooperation under the umbrella of AIRD.  Undertaking formal risk assessment and assess the development planning.  Generate and collect gender and ethnic disaggregated data to respond to inequalities in access to disaster management and risk reduction activities equitably.  Develop institutional mechanism for data development, institutional programmes for data collection, risk analysis and suggests viable programming options.  Establish and institutionalize authentic GIS based Disaster Information Management System at SPD level for risk and damage assessment.  Support the sub-national government in collecting data and maintaining research database. Strategic Objective 3: Addressing the social and economic marginalisation of those more vulnerable to disasters and the underlying root causes of vulnerabilities. Proposed Priority Activities:  Reduce the vulnerabilities faced by vulnerable and marginalised (people living with disability, children and women groups in Afghanistan) by building their capacity  Contribute towards Objective 1 of MRRD's strategic intent i.e. to Increase access to basic services and economic opportunities through the provision of sustainable infrastructure – for those who are vulnerable and marginalised  Promote social inclusion to incorporate the needs of those who are vulnerable and marginalised pre and post disasters Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 25  Generate a set of policy recommendations and programme for promoting disaster management as human right at local, provincial and national levels.  Integrate and address pre- and post-disasters vulnerabilities such as insecurity, instability etc. into MRRD Programmes ensuring social, geographical and gender equity Strategic Objective 4: Address Disaster Recovery needs of the community, and provision of Emergency Response and Immediate Relief within MRRD programmes Proposed Priority Activities:     Ensuring MRRD Programmes’ contribution towards emergency response, such as RuWatSIP to provide safe drinking water and basic hygiene facilities and NRAP to keep villages connected Coordinating with External Stakeholders, such as the FAO and MAIL for food distribution Making funds available for emergency response, under the auspice of NABDP for instance (emergency response fund) Linking emergency response to long-term development plans to identify sustainable solutions Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 26 7. LOGICAL FRAMEWORK Strategic Objective 1: Institutionalise and integrate risk reduction systems in MRRD’s development programmes and Directorates for disaster resilient communities to mitigate and respond to the risks of disasters. Outcome Disaster Output Risk Reduction Indicators plan Projects identified to mainstream DRR in # mainstreamed in government structures MRRD programmes and directorates of Means of Verification MRRD programmes Programmes' monthly, quarterly mainstreamed DRR plan or annual reports DRR high on the policy agenda Policy documents at central and sub-national levels Investment in Disaster Risk Reduction MRRD programmes allocated budget for # of programmes with allocated Annual Budget Disaster Risk Reduction at National level budget for DRR Strategic Objective 2: Capacity building and develop a knowledge management system and research environment to maximise the impact of, and value of, MRRDs activities in risk and disaster reduction. Outcome Output Indicators Improved capacity and coordination Capacity Building Plan for DRR in MRRD Increased Accountability in MRRD Progress Reports within the MRRD’s Institutional Means of Verification covered districts arrangements and Afghanistan government structures Improved community government. dialogue with local # of awareness-raising initiatives # and activities of meetings regular stakeholder held Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 27 and commitment gained Disaster management strategy adopted MoU with line ministries signed MoU and Letter(s) of agreement Disaggregated evidence database exist MIS and GIS database at provincial, district and village Information relating to DRR is collected and entered during consultations with community members Appropriate staff recruited to establish knowledge management system Strategic Objective 3: Addressing the social and economic marginalisation of the those more vulnerable to disasters and the underlying root causes of vulnerabilities. Outcome Output Indicators Means of Verification Increased Social Inclusion and Gender Improved access to key services for the # of socially excluded, people with # of socially excluded, people Equity socially excluded, people with disability and disability and women have access with women rehabilitated to key services pre and post disability and disasters (economic opportunities created and infrastructure provided) Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 28 women Strategic Objective 3: Address Disaster Recovery, and provision of Emergency Response and Immediate Relief in MRRD within programmes Outcomes Outputs Indicators Means of Verification Post disaster provision of sustainable Preparedness and emergency management Technical team hired to generate Technical team hired to services in MRRD covered provinces system established within MRRD emergency management system generate emergency management system District infrastructure, water, sanitation and hygiene needs prioritised and addressed on an emergency basis Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 29 APPENDIX 1: MRRD PROGRAMMES AND DIRECTORATES  National Solidarity Programme (NSP): The NSP is a national priority programme of the Government of the Islamic Republic of Afghanistan (GoIRA), executed by the MRRD and funded through multiple sources. The key objective of NSP is to build, strengthen and maintain CDCs as effective institutions for local governance and social-economic development.  National Area Based Development Programme (NABDP): The Programme – established with the goal of contributing to a sustainable reduction of poverty and an improvement of livelihoods in rural Afghanistan – is a joint initiative of the Ministry of Rural Rehabilitation and Development (MRRD) and United Nations Development Programme (UNDP). The area-based programming approach aims to reduce the disparities between areas and groups, through investment in social organisation, infrastructure, local economic development and, sub-national governance initiatives through DDAs. The programme also focuses on priority recovery and economic regeneration activities in complex emergency situations.  National Rural Access Programme (NRAP): NRAP is a national priority programme jointly executed and managed by the MRRD and the Ministry of Public Works (MoPW) with implementation support from the UNOPS. The key objectives of the NRAP are to establish a quality rural road network that connects all villages to basic rural infrastructures and services, such as markets, healthcare and schools, increasing employment opportunities through using labor intensive methods and a private sector-led approach for all works and to enhance the capacity of communities and the private sector to manage, deliver and maintain public transportation facilities through onthe-job capacity development  Rural Water Supply, Sanitation & Irrigation Programme (Ru-WatSIP): RuWatSIP focuses on the enhancement of the quality of life of rural Afghans through improved access to safe and sustainable water supplies and sanitation services and the adoption of hygienic best practices at the personal, household and community levels, resulting in 1) Reduced morbidity and mortality rates (particularly for children under five year of age) 2) and Enhanced productivity and wellbeing. It is one of the key programmes to support pre and post disaster management work.  Afghanistan Rural Enterprise Development Programme (AREDP): AREDP is a ministry led programme focusing on rural employment and income generation initiatives building on current local governance structures and building economic sustainability. It supports the reduction of economic vulnerability of community to large extent and reduces the risk of disasters. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 30  Afghanistan Sustainable Energy for Rural Development (ASERD): will be covering 34 provinces to provide electricity and thermal energy to more than 110,000 households and is under consultation process. The proposed project document envisages increasing access to modern forms of efficient and environment friendly energy services in the rural Afghanistan through systematic approach using project identification, planning, implementation, capacity development, private sector support for service delivery, and institutionalisation of rural energy initiatives at the sub-governance level. ASERD adopts technology neutral approach in promoting rural energy technologies and has envisaged some innovative approaches including public-private-partnership, engaging business energy service models, integrating remittance economy for energy services.  Comprehensive Agriculture and Rural Development- Facility (CARD-F): CARD-F is a joint programme established under the auspices of the MRRD, MAIL, and MCN and is now a component of the ARD cluster Ministry. It seeks to build prosperous rural and pastoral communities. It is intended to improve the performance and sustainability of agricultural value chain through investment in rural infrastructure, rural market and on-farm and off-farm products.  Afghanistan Institute of Rural Development (AIRD): AIRD is mandated to support the implementation of comprehensive rural development towards socio-economic development and poverty reduction in Afghanistan through training and education services, provision of research, policy development and inputs and dissemination of results and findings to stakeholders.  Monitoring & Evaluation (M&E) Directorate: M&E Directorate is responsible for monitoring and evaluation of MRRD led programmes in terms of quantity, quality, achievements and impact of the projects. It works in close coordination with MRRD programmes and Directorates to measure the development gains achieved by MRRD during specific periods of time.  HR Directorate: HR Directorate is responsible for providing the support to leadership of MRRD through the administration of the Government Tashkeal and contracted staff working in the directorates.  Gender Unit: Established in 2005, the Gender Unit (previously known as the Unit for Gender Equality) works directly under the guidance of Deputy Minister for Programmes in promoting women’s participation in all programmes and directorates of MRRD through the implementation of the gender policy at all levels. It is also responsible to build capacities of the Gender Units team members for effective functioning. Government of t he Islamic Republic of Afghanist an M inist ry of Rural Rehabilit at ion and Development Websit e: w w w .mrrd.gov.af 31