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SWAZILAND NATIONAL DISASTER MANAGEMENT AGENCY STRATEGIC PLAN 2017 – 2021

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TableofContentsABREVIATIONSANDACRONYMS..............................................................................................................................................................4GLOSSARY.....................................................................................................................................................................................................5FOREWORD....................................................................................................................................................................................................7EXECUTIVE SUMMARY..............................................................................................................................................................................81. INTRODUCTION..................................................................................................................................................................................9

1.1 COUNTRYBACKGROUND.......................................................................................................................................................................................91.2 COUNTRYCONTEXT.................................................................................................................................................................................................91.3 POLITICALCONTEXT............................................................................................................................................................................................101.4 SOCIO-ECONOMICSITUATION.............................................................................................................................................................................111.5 EVOLUTIONOFDRMINSWAZILAND................................................................................................................................................................11

2. SWAZILAND DISASTER RISK PROFILE.................................................................................................................................122.1 DISASTERRISKPROFILE.....................................................................................................................................................................................122.2 DISASTERRISKANDRESILIENCE.......................................................................................................................................................................132.3 LEGISLATIVE&POLICYFRAMEWORKFORDRRINSWAZILAND..................................................................................................................142.4 DISASTERMANAGEMENTINTHESADCREGION............................................................................................................................................142.5 INTERNATIONALFRAMEWORKS,PROTOCOLSANDCONVENTIONS..............................................................................................................152.6 CLIMATECHANGE.................................................................................................................................................................................................152.7 DISASTERRISKREDUCTIONMEASURES...........................................................................................................................................................152.8 DISASTERRISKIMPLICATIONSFORSOCIALANDECONOMICDEVELOPMENT.............................................................................................16

3. NDMA ORGANIZATIONAL PROFILE........................................................................................................................................163.1 GOVERNANCE........................................................................................................................................................................................................163.2 RATIONALEOFTHESTRATEGICPLAN...............................................................................................................................................................163.3 ORGANIZATIONALPERFORMANCE.....................................................................................................................................................................173.4 RISKSMANAGEMENT...........................................................................................................................................................................................173.5 ANALYSISOFSTRENGTHS,WEAKNESSES,OPPORTUNITIESANDTHREATS(S.W.O.T.ANALYSIS)........................................................18

4. VISION, MISSION & VALUES.......................................................................................................................................................204.1 STRATEGICPLANNINGPROCESS.........................................................................................................................................................................20

5. ORGANIZATIONAL PRIORITIES................................................................................................................................................225.1 BUILDING RESILIENCE......................................................................................................................................................................................225.2 STAKEHOLDER ENGAGEMENT........................................................................................................................................................................225.3 ORGANIZATIONAL SUSTAINABILITY............................................................................................................................................................225.4 IMPLEMENTATION APPROACH.......................................................................................................................................................................22

6. STRATEGIC DIRECTION...............................................................................................................................................................236.1 ASPIRATION...........................................................................................................................................................................................................236.2 STRATEGICGOAL..................................................................................................................................................................................................236.3 STRATEGICTHEMES.............................................................................................................................................................................................246.4 STRATEGICOBJECTIVES........................................................................................................................................................................................25

7. IMPLEMENTATION OF THE STRATEGIC PLAN..................................................................................................................287.1 IMPLEMENTATION AND DURATION OF THE STRATEGIC PLAN............................................................................................................287.2 IMPLEMENTATION STRUCTURE......................................................................................................................................................................287.3 STRATEGY MANAGEMENT..............................................................................................................................................................................297.4 FUNDINGTHESTRATEGY.....................................................................................................................................................................................297.5 MONITORINGANDEVALUATION........................................................................................................................................................................317.6 COMMUNICATING THE STRATEGIC PLAN...................................................................................................................................................36

8. IMPLEMENTATION SCHEDULE.................................................................................................................................................38


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LIST OF TABLES TABLE 1: A SUMMARY OF SOME EPISODES OF DISASTERS AND THEIR IMPACT IS PRESENTED ON THE TABLE THAT FOLLOWS...............13TABLE2:NDMASTRENGTHSANDWEAKNESSES.................................................................................................................................................................18TABLE3:NDMAOPPORTUNITIESANDTHREATS..................................................................................................................................................................19TABLE 4: NDMA VALUES......................................................................................................................................................................................................21TABLE 5: STRATEGIC OBJECTIVES.......................................................................................................................................................................................25TABLE 6: NDMA ORGANIZATIONAL STRUCTURE..........................................................................................................................................................28TABLE 7: BUDGET PROJECTION........................................................................................................................................................................................30TABLE 7: STRATEGIC OBJECTIVE 1......................................................................................................................................................................................31TABLE 8: STRATEGIC OBJECTIVE 2......................................................................................................................................................................................32TABLE 9: STRATEGIC OBJECTIVE 3......................................................................................................................................................................................33TABLE 10: STRATEGIC OBJECTIVE 4...................................................................................................................................................................................34TABLE 11: STRATEGIC OBJECTIVE 5...................................................................................................................................................................................35 LIST OF FIGURES FIGURE1:NATIONALDISASTERMANAGEMENTAGENCYORGANISATIONALSTRUCTURE..............................................................................................37


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ABREVIATIONSANDACRONYMS

AU African Union

CCA Climate Change Adaptation

CCC Climate Change Centres

DMF Disaster Management Fund

DRM Disaster Risk Management

DPMO Deputy Prime Minister’s Office

DRR Disaster Risk Reduction

EPR Emergency Preparedness and

Response

ESRA Economic and Social Reform Agenda

EWS Early Warning Systems

GBV Gender Based Violence

GDP Gross Domestic Product

GoS Government of Swaziland

HEA Household Economy Approach

IPCC Intergovernmental Panel on Climate

Change

ISDR International Strategy For Disaster Risk

MHCP Multi-hazard Contingency Plan

NAP National Action Plan

NDMA National Disaster Management Agency

NDS National Development Strategy

NDTF National Disaster Task Force

NVAC National Vulnerability Assessment

Committee

NFI Non Food Item

NGO Non-Governmental Organisation

OCHA UN Office for Coordination of

Humanitarian Affairs

OVC Orphans and Vulnerable Children

PESTEL Political, Economic, Social,

Technological, Environmental, Legal

Framework

REWC Regional Early Warning Centre

SACU Southern African Customs Union

SADC Southern African Development

Community

SFDRR Sendai Framework for Disaster Risk

Reduction

SOPs Standard Operating Procedures

SRH Sexual and Reproductive Health

STVA Swaziland Television Authority

SVAC Swaziland Vulnerability Assessment

Committee

SWOT Strengths, Weaknesses, Opportunities,

Threats

UNDP United Nations Development

Programme

UNISDR United Nations International Strategy

for Disaster Reduction

VAA Vulnerability Assessment and Analyses

WFP World Food Programme


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GLOSSARY Build Back Better: The use of recovery, rehabilitation and construction phases after a disaster to increase the resilience of nations and communities through integrating disaster risk reduction measures into restoration of physical infrastructure and societal systems, and into revitalization of livelihoods, economies and the environment. Building Code: Set of ordinances or regulations and associated standards intended to regulate aspects of the design, construction, materials, alteration and occupancy of structures which are necessary to ensure human safety and welfare, including resistance to collapse and damage. Contingency Planning: A management process that analyses disaster risk and establishes arrangements in advance to enable timely, effective and appropriate responses Disaster: A serious disruption of the functioning of a community or a society at any scale due to hazardous events interacting with conditions of exposure, vulnerability and capacity, leading to one or more of the following: human, material, economic and environmental losses and impacts Disaster Management: The organization, planning and application of measures preparing for, responding to and recovering from disasters. Disaster Loss Database: A set of systematically collected records about disaster occurrence, damages, losses and impacts, compliant with the Sendai Framework for Disaster Risk Reduction 2015-20130 monitoring minimum requirements. Disaster Risk: The Potential loss of life, injury, destroyed or damaged assets which could occur to a system, society or a community in a specific period of time, determined probabilistically as a function of hazard, exposure, vulnerability and capacity. Disaster Risk Governance: The system of institutions, mechanisms, policy and legal frameworks and other arrangements to guide, coordinate and oversee disaster risk reduction and related areas of policy. Early Warning System: An integrated system of hazard monitoring, forecasting and prediction, disaster risk assessment, communication and preparedness activities systems and processes that enables individuals, communities, governments, businesses and others to take timely action to reduce disaster risks in advance of hazardous events. Economic Loss: Total economic impact that consist of direct economic loss and indirect economic loss Exposure: The situation of people, infrastructure, housing, production capacities and other tangible human assets located in hazard prone areas. Hazard: A process, phenomenon or human activity that may cause loss of life, injury or other health impacts, property damage, social and economic disruption or environmental degradation.


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Mitigation: The lessening or minimizing of the adverse impacts of a hazardous event. National Platform for Disaster Risk Reduction: A generic term for National Mechanisms for coordination and policy guidance on disaster risk reduction that are multi-sectoral and interdisciplinary in nature, with public, private and civil society participation involving all concerned entities within a country. Preparedness: The knowledge and capacities developed by governments, response and recovery organizations, communities and individuals to effectively anticipate, respond to and recover from the impacts of likely, imminent or current disasters. Prevention: Activities and measures to avoid existing and new disaster risks. Recovery: The restoring or improving of livelihoods and health, as well as economic, physical, social, cultural and environmental assets, systems and activities, of a disaster- affected community or society, aligning with the principles of sustainable development and “build back better”, to avoid or reduce future disaster risk. Rehabilitation: The restoration of basic services and facilities for the functioning of a community or society affected by a disaster. Resilience: The ability of a system, community or society exposed to hazards to resist, absorb, accommodate, adapt to, transform and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions through risk management. Response: Actions taken directly before, during or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people affected. Risk transfer: The process of formally or informally shifting the financial consequences of particular risks from one party to another, whereby a household, community, enterprise or State authority will obtain resources from the other party after a disaster occurs, in exchange for ongoing or compensatory social or financial benefits provided to that other party. Retrofitting: Reinforcement or upgrading of existing structures to become more resistant and resilient to the damaging effects of hazards. Vulnerability: The conditions determined by physical, social, economic and environmental factors or processes, which increase the susceptibility of an individual, a community, assets or systems to the impacts of hazards. Underlying disaster risk drivers: Processes or conditions, often development-related, that influence the level of disaster risk by increasing levels of exposure and vulnerability or reducing capacity.


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FOREWORD

The last decade saw a concerted worldwide effort to reduce disaster losses following the adoption of the Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters. The United Nations Office of Disaster Risk Reduction reports that the past decade has seen advances in strengthening disaster preparedness, response and early warning capacities but also pointed out that there is more room for improvement. In many developing countries like Swaziland, progress in reducing disaster losses has been limited by poor management of the underlying risks such as poverty, environmental degradation, shortcomings of disaster risk governance, rapid urbanization, climate change and population growth in hazard exposed areas. The Sendai Framework for disaster Risk reduction adopted in 2015 and endorsed by Swaziland builds on the limitations of the Hyogo Framework and has set strategic targets to advocate for the critical work that remains to be done and establishes a roadmap toward full implementation. These seven targets are a thread throughout the National Disaster Management Agency strategic plan. There is evidence that the cost of weather and climate related disasters is on the increase and that most of this increase is due to storms, extreme temperature, floods, drought, landslides and wildfires. The average global mortality for all types of disasters increased from 64,900 between 1996 and 2005 to 68,800 per year between 2006 and 2015 according to UNISDR. Swaziland has yet to document mortality due to disasters however, over 90, 000 cattle worth at least E450 million owned by small scale farmers died during the recent 2015/2016 drought. A recent study by NDMA estimated that the drought cost the Swaziland economy at least E3 billion. Clearly there is much higher exposure to disasters and the risk needs to be addressed through improved early warning systems, better preparedness, weather forecasting and greater investment in resilient infrastructure. Policies and practices for disaster risk management must be based on an understanding of disaster risk in all its dimensions and must be factored into both public and private sector investment decisions. Particular attention must be given to vulnerable groups such as children, the elderly, people with disabilities and women. The Sendai Framework for Disaster Risk Reduction provides for an opportunity for action to be taken. It is my hope that this strategic plan will spur increased efforts by government, communities across Swaziland and the private sector to address risk and the impact of climate change. Furthermore there is need to boost efforts to increase investments in early warning systems and in disaster-resilient housing and public infrastructure. The intensity of the recent drought, considered to be the worst in 35 years in the SADC region is a model of natural events that are yet to happen in the country and therefore calls for the prioritization of disaster risk management which is now a prerequisite in reducing vulnerabilities such as poverty and increasing resilience if at all, to attain sustainable development goals and the Country’s vision 2022. Mrs. MP. Khoza NDMA Board Chairman


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EXECUTIVE SUMMARY

This Strategic Plan sets the trajectory of the National Disaster Management Agency for the next five years. It is developed based on the understanding of global trends and best practice in disaster risk management and the Swaziland context, over and above the ambition of the NDMA Board and staff reflected on where the organization is envisioned to be in the next five years. It focuses both on ministry and organizational development. The purpose of the strategic plan is to build the National Disaster Management Agency to become a cutting-edge organization firmly grounded on its mission, and responsive to the changing context of disaster risk and exposure. An attempt has been made to make the plan concise and focused. Through this plan NDMA aims for a substantial reduction in disaster risk and loss by harnessing the power of coordination and cooperation, convergent with our vision and mission. Our Vision is “An adaptive, resilient and disaster safe Swaziland”. With the necessary political support, coupled with adequate resources and passion of the Board and staff, there exist an opportunity for NDMA to influence the country towards attaining its sustainable development goals. Emboldened by this vision, the focus of the strategic plan is condensed into five priority areas: - 1. Enhancing early warning systems and establish disaster risk reduction programming 2. Promoting disaster risk reduction and strengthening stakeholder engagement 3. Strengthening disaster risk reduction governance, and institutional frameworks 4. Strengthening research, information and knowledge management, and 5. Enhancing Organizational Effectiveness and efficiency NDMA’s work will be aligned to these five priorities including other overarching and enabling priorities such as building resilience, stakeholder engagement and organizational sustainability. The challenge posed by natural hazards is enormous and real today than it has ever been. Climate change is predicted to increase frequency and intensity of storms, floods, and droughts and communities must be prepared to deal with the impact of climate related hazards. Nevertheless, current investments in disaster risk management are inadequate and suggest a superficial understanding of the magnitude of the problem or the threat it presents. It is in order therefore that prevention; building resilience; and resource mobilization are important organizational priorities of this plan. To this end, the need to establish and strengthen innovative DRR programmes and build the capacity of staff to deliver a lasting impact and at the same time attain organizational sustainability is firmly acknowledged in our values that foster integrity, impartiality, responsiveness and innovation needed in the humanitarian domain.


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1. INTRODUCTION

1.1 CountryBackGround

The Sustainable Development Goals (SDG) have been set by the international community as global targets for development. Reducing vulnerabilities to disasters and increasing the capacity of Swaziland to respond to and mitigate the impact of disasters is essential for achieving sustainable development goals. The Disaster Risk Reduction Community (DRR) have put in place the Sendai framework for DRR as a policy guideline in reducing disaster risk following previous frameworks which focused on managing disasters than risks. Swaziland enacted the disaster management act in 2006 and the Disaster Management Policy in 2010 as the legal framework for DRR in the country. Even with these mechanisms in place, Swaziland could not manage disaster risk. The recent establishment of the National Disaster Management (NDMA) is evidence of government realization of the threat that natural hazards and associated disasters pose to the development of the country and in attaining vision 2022. The NDMA has a clear mandate provided for in the Disaster Management Act 2006 of being the premier institution in DRR hence the need to strategically map out how the risks will be managed.

1.2 CountryContext Swaziland is the second smallest country in Africa and the smallest country in the SADC region with a total land area of 17,364.3 square kilometers. It is located at the South-East corner and is bordered by Mozambique in the East and South Africa on the Northern, Western, and Southern sides. The population is culturally homogenous; 93% are ethnic Swazi, a SiSwati (Nguni) speaking people of Bantu origin. Swaziland has a population of 1.1 million people and a population density of 53.5 people per square kilometer, the vast majority (76%) of which lives in rural areas and depend on small-scale agriculture for economic livelihood. The country exhibits remarkable geographical variability with four major ecological regions. These regions divide the country into longitudinal north-south strips that descend in elevation from West to East before ascending sharply near the boundary with Mozambique. The exposure levels of the country’s population to different hazards vary with the ecological zone. Figure 1 depicts the Agro ecological Zones.


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Figure1:SwazilandAgroEcologicalZones

1.3 PoliticalContext

Swaziland has a peaceful and stable political environment because it is a homogenous society with one language and uniform cultural norms and values. In 2005, Swaziland adopted a constitution that confirmed the King as the Head of State and the Prime Minister as the head of Government. The Prime Minister is appointed by the King while members of parliament are elected by the people. Administratively, Swaziland is divided into four regions namely; Hhohho, Manzini, Lubombo, and Shiselweni, and 55 constituencies (TiNkhundla). The country is further divided into Chiefdoms. All positions in the local government at constituency level are elected but positions at the regional level are appointed. Local people are empowered to participate in decision-making concerning their welfare although devolution of authority is yet to be realized.


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The decentralized framework allows development interventions to take effect at constituency level. In the long run, it is hoped that the center of development planning will shift from central government (Ministerial level) to regional and constituency level where development needs are identified in a participatory bottom up approach. NDMA’s disaster risk reduction (DRR) framework takes advantage of the decentralized TiNkhundla system and partners with communities to advance preparedness and response.

1.4 Socio-economicSituation

Swaziland is a lower middle-income country with a GDP of $4.06 billion (2015) and a population of 1.2 million. Income inequality is high with a GINI index of 51.5, a National poverty rate of about 63%, and an unemployment rate of 41%. Swaziland is ranked 148 of 187 countries on the 2014 Human development Index, and 70 of 104 developing countries on the 2015 Global hunger index. The Swaziland economy is closely tied to that of South Africa, where 90% of imports come from and to where 70% of exports are sent. The inflation rate for Swaziland is relatively stable at about 5.9 percent (September 2017). Agriculture and mining are the key elements of the economy. About 77% of the population derives their livelihoods from subsistence farming. Subsistent Agriculture is rain fed making a majority of the people highly vulnerable to climate shocks. Livestock forms an integral component of the livelihood system with households deriving both income and food from the animals. Swaziland is a net importer of food and imports virtually 22% of its cereal requirements from South Africa. Swaziland is drought prone and it is not astonishing therefore that a significant portion of the population is at risk of hazards in any given year. The shocks cause extreme vulnerabilities and negatively impact the household’s capacity to meet the daily livelihood needs. Social protection schemes consequently play an important role in shock mitigation and attainment of basic levels of sustenance. Government introduced non-contributory social protection programmes estimated at 2.2% of the GDP. These are old age grants, public assistance fund, OVC education grant, school feeding, input subsidies and fee wavers. There is a growing concern in government on the sustainability of these social protection programmes. Given that 91% of the population is literate and that 38.7 are youthful, change in disaster risk reduction could be achieved with relative ease through awareness raising using technology to reduce exposure and vulnerability.

1.5 EvolutionofDRMinSwaziland Historically, Swaziland’s response to disaster has been largely ad-hoc and reactive to disaster events focusing mainly on meeting basic needs and subsequent rehabilitation requirements. There have been no permanent institutions of the Government of Swaziland established to deal with disaster management until the establishment of the National Disaster Management Agency


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(NDMA) in 2015. Prior to this, the National Disaster Task Force (NDTF) focused on disaster relief and emergency response. The NDTF was established in 1992 as an ad hoc committee in response to an increase in the frequency of drought, to coordinate responses to the affected communities and manage funding from external donors. The NDTF constituted of officials from relevant ministries responsible for implementing drought response interventions. The main focus of the NDTF was on response through general food distribution and borehole drilling. The NDTF was not mandated to concentrate on prevention, preparedness, recovery and building resilience. Neither did it consider other disasters induced by different common hazards in the country influenced by climate change and variability. The UN system, in particular the World Food Programme (WFP) and the United Nations Development Programme (UNDP) were instrumental in the establishment of the NDTF and contributed significantly to the response efforts. The frequency of drought and mounting severity experienced in the country created the need to employ innovative and different approaches in dealing with disasters subsequently the NDMA was established as a unit in the office of the Deputy Prime Minister with a key mandate to manage disaster risks. A disaster policy put in place as an operational guideline for the Task Force. Logistics required a legislative instrument to be put in place to effect this hence the enactment of the Disaster Management Act in 2006.

2. SWAZILAND DISASTER RISK PROFILE

2.1 DisasterRiskProfileSwaziland’s risk profile will be developed in detail and more accurately as part of this strategic plan. However, climate change induced droughts, flash floods, wild fires, windstorm, hailstorm, and disease epidemics have a history of occurrence in Swaziland. These usually result in destruction of property, environmental losses, economic losses, social capital losses and death. Since 1980 there has been notable increase in the frequency and intensity of disasters in the country. Drought, dry spells, heat waves, flash floods, hailstorms and epidemics (Cholera, diarhoea, & malaria) pose the highest risk whereas drought, windstorms, hail storms, wildfires, tropical cyclones are widely spread across the country. Drought conditions result in serious environmental impact such as vegetation loss, reduced water availability, soil degradation, degradation of aquatic systems, extinction of local fauna, ecosystem changes, and can lead to desertification. Drought can also increase disease incidences such as malnutrition, diarrhea, cholera and malaria.


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Table 1: A summary of some episodes of disasters and their impact is presented on the table that follows.

Type of Hazard Year # of people Affected Drought 1983 - Drought 1990 35,000 Drought 1992 250,000 Drought 1994 45,000 Drought 1995 45,000 Drought 2001 347,000 Drought 2007 410,000 Drought 2008 287,000 Drought 2016 650,000 Epidemic - Foot and mouth, Cholera 1992 2,228 Epidemic - Foot and mouth, Cholera 1996 - Epidemic - Foot and mouth, Cholera 2000 1449 Invasive Alien plan species 2005 - Invasive Alien plan species 2008 2,500 Floods (Zamcolo) 1984 - Floods 2000 27,2000 Wild fires 2007 1,500 Wild fires 2008 1,230 Wind storms 1984 632500 Windstorms 2005 1,150 Windstorms 2006 6,535 - Indicates that there is no data available

2.2 DisasterRiskandResilience Disaster risk is socially constructed through a range of underlying drivers, including poverty and inequality, environmental degradation, badly planned and managed urban development, and weak governance. The drivers configure patterns of hazard, exposure and vulnerability over time. Vulnerability refers to the conditions determined by physical, social, economic and environmental factors or processes which increase the susceptibility of an individual, a community, assets or systems to the impacts of hazards. Poverty, food insecurity, dependence on rain fed agriculture, and HIV and AIDS are some of the major sources of vulnerability to disasters in Swaziland. Current disaster risk is shaped by how Swaziland has managed risk in the past. At the same time, how those drivers are managed in the present will influence not only future risk but also the impact that physical damage and direct economic loss have on the society and the economy.


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In order to achieve the sustainable development goals significant investment will be required while at the same time the capacity to make that investment will be constrained by disaster losses. For the country to make progress across a range of SDGs it is necessary to strengthen capital investment in infrastructure with proper building standards, and in social expenditure that improves access to health, education and social protection.

2.3 Legislative&PolicyFrameworkforDRRinSwaziland

The National Disaster Management Act (DMA) was enacted in 2006 followed by a Disaster management policy in 2010. The act and the policy are key documents in DRR governance in the country. The Disaster Management Act 2006 gives NDMA its mandate and empowers the Deputy Prime Minister to be in charge of DRR whereas the Prime Minister (PM) is responsible for declaring a state of emergency during disasters. The Public Enterprise Unit (PEU) Control and Monitoring Act 1989 was used to establish NDMA as a parastatal. The National Action Plan (NAP) for DRR (2008-2015) provides a framework for coordination of prevention and managing disasters. The plan is complemented by the National Multi-hazard Contingency Plan (MHCP 2012–2015), which is renewed annually and offers a roadmap for the implementation of the Action Plan. In addition, the DMA provides that Disaster Risk Management should be implemented within a sector wide approach coordinated by NDMA constituting of 9 clusters listed as follows: 1. Agriculture and Food Security; 2. Health and Nutrition; 3. Education; 4. Water, Sanitation & Hygiene;

5. Transport and Logistics; 6. Protection; 7. Emergency ICT; 8. Environment;

9. Camp Coordination, Camp Management, Emergency Shelter and NFI;

2.4 DisasterManagementintheSADCRegion A few countries in the SADC region are efficient in disaster management. Almost all the countries have institutions dedicated to disaster risk management with policies and appropriate legislation. However, most SADC member states including Swaziland have been more reactive to disaster occurrences hence placing more emphasis on response activities. Little ingenuity has been done on governance and institutional frameworks, preparedness, hazard and risk identification, information and knowledge management and the overall risk reduction. SADC is advanced in DRR having developed the first DRR strategic plan in 2001 and revised it in 2006. Through the Secretariat, SADC has ensured that DRR is institutionalized in member states


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by providing technical and financial support. Swaziland has gained from the SADC support and will continue to draw dividends from the regional body.

2.5 InternationalFrameworks,ProtocolsandConventions The International Strategy for Disaster Risk Reduction (ISDR) is a strategic framework, adopted by the United Nations Member States in 2000 that guides and coordinates the efforts of a wide range of partners to achieve substantive reduction in disaster losses and build resilient nations and communities as an essential condition for sustainable development. The common thread in the resolutions that have been made at global, continental and regional levels is that the best practice of disaster risk management is the mainstreaming of disaster risk reduction into development strategies, programmes and activities. A global, agreed policy of disaster risk reduction is set out in the United Nations endorsed Sendai Framework for Disaster Risk Reduction 2015-2030, adopted in March 2015, whose expected outcome over the next 15 years is: “The 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”. Swaziland is a signatory to this non-binding agreement and applies disaster reduction goals, priorities and approaches consistent and aligned with the global policy.

2.6 Climatechange Until recently it has been well understood that the main drivers of weather related disasters were increased exposure and vulnerability due to poverty, the fast pace of urbanization in low and middle-income countries, population growth, the destruction of protective ecosystems and low institutional capacity to manage disaster risk. It is now generally accepted that climate change is in the mix, modifying the frequency, intensity and regularity of hazards such as flood, cyclonic wind and storm surge, and droughts although long-term trends can only be inferred with a low level of confidence. Drought has historically affected the highest number of people in Swaziland and caused huge economical losses to individuals and establishments alike. Changing hazard patterns have lead to increasing exposure in some areas as well as increases in vulnerability, all of which generate new risk.

2.7 DisasterRiskReductionMeasures Exposure to drought varies by location and over time because some areas are more prone to drought than others. There is currently nothing that can be done to alter the occurrence of drought. However, it is critically important to understand and communicate the probability of drought events at various levels of intensity and duration. The elements for a drought risk reduction framework are


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summarized in four main areas all of which require a strong political commitment, community participation, and consideration of local realities and indigenous knowledge. These elements are;

a. Policy and governance as an essential element for drought risk management and political

commitment. b. Drought risk identification, impact assessment and early warning, which includes hazard

monitoring and analysis, vulnerability and capability analysis, assessments of possible impacts, and the development of early warning and communication systems.

c. Drought awareness and knowledge management to create the basis for a culture of drought risk reduction and resilient communities.

d. Effective drought mitigation and preparedness measures to move from policies to practices to reduce the potential negative effects of drought.

2.8 DisasterRiskImplicationsforSocialandEconomicDevelopment

Government does not have unlimited financial resources available to absorb disaster losses, recover, and rebuild hence it is weak on fiscal resilience. Fiscal resilience is expressed as the ratio between the resources available for loss financing and the expected magnitude of direct disaster loss for any chosen return period. When the available resources exceed the expected loss, the country could be considered to be fiscally resilient at least for loss events with certain return periods. Risk financing and risk insurance is one of the few options available for countries to mitigate weak fiscal resilience. Through this Strategic Plan, Swaziland will explore engagement of the Africa Risk Capacity (ARC), an Agency of the African Union (AU) that is a global leader in risk insurance.

3. NDMA ORGANIZATIONAL PROFILE

3.1 Governance An independent Board of Directors appointed by Government governs NDMA. The Board of Directors comprise of individuals from diverse professional backgrounds and stakeholder representatives. The Board has developed a Board Charter and adheres to principles of good governance espoused in the King III and IV reports. It successfully recruited the Chief Executive Officer and the Chief Finance Officer and secured an office space to start the operations of NDMA.

3.2 RationaleoftheStrategicPlanNDMA is a new entity and has only been in operation for slightly more than a year. The strategic plan sets the direction for the NDMA over the next five years. It seeks to ensure that NDMA carries


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out its mandate as inscribed in the Disaster Management Act 2006 and the Disaster Management Policy. It also ensures that NDMA is aligned to regional and international frameworks, charters, protocols and conventions on DRR. The strategic plan is a trajectory to build an organization committed to innovation and best practice in DRR. Overall, the aim of the plan is to minimize vulnerabilities and disaster risk and prevent or limit the adverse impact of hazards within the broader context of sustainable development.

3.3 OrganizationalPerformance The NDMA started formally operating as a semi-autonomous organization in November 2015 following the recruitment and appointment of the Chief Executive Officer and the Chief Finance Officer by the Board. The new entity started operating with a lean staff of three technical officers and two support staff forming a total staff complement of seven (7). With these staff on board, NDMA had to lead and coordinate a response to the worst drought on record in Swaziland and the Southern African Region. NDMA was successful, with government’s political will, in motivating for the declaration of a State of Emergency to respond to the drought by the head of government, developing the National Emergency Response, Mitigation and Adaptation Plan (NERMAP), leading and coordinating the response, and in mobilizing some resources for the drought response. Within a year after establishment, the Agency developed the necessary relationships with regional bodies, the United Nations family, NGOs and some private companies. At least 500,000 people were direct beneficiaries from the well-coordinated response by this new entity. Notwithstanding the above statement, NDMA suffered from limited funding, inadequate staffing, and from perceptions of poor controls and accountability systems. This strategic plan addresses inherent weaknesses and among other areas, the shortfalls experienced during the response to the El Nino induced drought. NDMA has a mammoth task to overcome the perceptions that it is a food aid Agency that creates dependency of beneficiaries and therefore work against the efforts of sustainable development. Even more challenging is working with all stakeholders to raise awareness on DRR and to inculcate a proactive culture of prevention.

3.4 RisksManagement Major downturns in the global and local economy always affect availability of funds from international donors and government respectively to fund humanitarian activities. A weaker economy will limit the activities that NDMA can do and threaten its sustainability due to poor financing. The increasing frequency and intensity of natural hazards caused by climate change and variability will demand a high level of preparedness and response capacity from NDMA. Failure for NDMA


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to be effective and meet the expectations may affect its credibility and ability to attract funding. The newly formed department of disaster management in the Deputy Prime Ministers Office exacerbates the risks and threatens the very existence of NDMA as it duplicates the role of NDMA and downgrades the mandate of the organization. NDMA must demonstrate exceptional accountability, competence in DRM, project and grant management to build credibility, attract funding and gain support of all stakeholders locally and internationally to manage the already identified risks. A thorough risk assessment will be conducted to further ascertain organizational risks and develop a risk management strategy to manage and mitigate the risks. This will be the priority of the executive management in the first year of approval of the strategic plan.

3.5 AnalysisofStrengths,Weaknesses,OpportunitiesandThreats(S.W.O.T.Analysis)

The S.W.O.T. analysis is of great importance as it presents the core areas on which the success of the strategy depends. There are a number of factors that will ensure NDMA’s success, and some factors that could be a challenge. The brief analysis that follows is a high-level overview of the strengths, weaknesses, opportunities, and threats that can influence the organization’s success.

Table2:NDMAStrengthsandWeaknesses

Strengths Weaknesses 1. Firmly established by law is an assurance

of government support & continuity 1. NDMA is a new entity and is finding a

foothold in the humanitarian domain 2. Convening powers of NDMA conferred

by law supports the coordination function 2. Inherent weakness to galvanize action

3. NDMA as a legal custodian of disaster management fund critical in DRM

3. Inadequate capacity as a new entity

4. Competent and passionate Board providing requisite oversight

4. Inadequately funded for to carry out its responsibility and operations

5. Visionary and open-minded leadership able to steer the organization

5. Low remuneration levels for employees may lead to demotivation and high turnover

6. The semi-autonomous status accords NDMA the efficiency of the private sector

6. As a para- government agency, NDMA can still suffer inertia on critical initiatives

Strengths: - NDMA is established by law to be the principal disaster management agency in the country and to be semi-autonomous giving it the strengths of efficiency of private entities. A


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competent and passionate Board provides imperative oversight and governs NDMA while visionary and able leadership establishes the agency. The law empowers NDMA to manage the disaster management fund and obligates government to provide financial support to the fund and to the agency for operations. NDMA is also empowered to be the sole convener of DRR stakeholders for all work related to disaster risk management. Weaknesses: - Every new entity faces the challenge of establishing its brand and gaining a foothold in the marketplace. Being at nascent stage, NDMA faces the challenge of being inadequately funded and of inadequate capacity to carry out its responsibilities with rigor. The low remuneration offered can demotivate employees and deter interested experts from joining NDMA. In addition, NDMA has a weakness inherent to coordinating bodies in galvanizing action. NDMA’s success in overcoming the challenges will depend much on government support and on the leadership capabilities of the Executive Management to galvanize action and mobilize resources.

Table3:NDMAOpportunitiesandthreats

Opportunities Threats 1. Enabling government’s commitment to

DRM 1. Denigrating public misconception of

NDMA, its mandate and associations may stifle growth

2. International DRR funding mechanisms as a source of funding

2. Incoherent legislation hinders efficient operations of NDMA

3. Decentralization of TiNkhundla framework

3. Using disaster response as a political tool threatens the essence of humanitarian work

4. An opportunity to create a center of excellence in DRR

4. Enormous emerging disaster threats may be beyond current response capacity of NDMA

5. Sector coordination mechanism 5. Attrition of technical experts in sectors would debilitates growth and response capacity

6. Research and Development to generate DRR knowledge and shape the domain

6. Insufficient budget allocation limits NDMA’s ability to conduct its business and fulfil its mandate

Opportunities: - There are a number of opportunities that NDMA must cease for the successful implementation of this strategic plan as well as for the general success of NDMA. Government’s political commitment to DRM is one, and the growing field and attention given to DRR is the other. NDMA must demonstrate competence and accountability in order to win and sustain support from government and international donors to carry out DRR activities. The growing attention and prioritization of DRR provides an opportunity for NDMA to access funding from international


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funding mechanisms and further build its capacity to a level where Swaziland can be declared a DRR Centre of Excellence. There is not much research done on disaster risk reduction in the country and the SADC region. NDMA stands to be at the forefront of DRR by being a champion of cutting edge research. The mélange of national events present an opportunity for raising awareness on DRR and to build a proactive culture of prevention. In implementing the strategic plan, the decentralization framework provided by the TiNkhundla and the sector coordination mechanism will provide an enabling environment and quick wins for NDMA to cease. Threats: - With the exception of the incoherence in legislation establishing and governing the operations of NDMA, and the attrition of experts in sectors (clusters) both of which makes NDMA’s work difficult, most of the threats to the success of NDMA emanate from the perceptions of disaster management in country which is now associated with NDMA. This includes the expectation for NDMA as a government entity to perpetually give food aid and to allow food assistance to be used as a political tool. The establishment of the Disaster Management department with a similar function in DPMO is a perceived threat. NDMA will depend on the support of the Ministry in Charge of DRR and the Board to allay these threats.

4. VISION, MISSION & VALUES

4.1 StrategicplanningProcess

The Strategic Plan is a result of a thoughtful participatory process guided by principles in the development of strategies as well as in disaster risk management. The process involved NDMA staff and Board of Directors, Government Ministries, NGOs, and UN Agencies all who are important stakeholders in DRR. Several planning sessions were held with staff and stakeholders beginning on 4th to 6th July 2016, and with the Board on 3rd August 2016 followed by many others before the final document was approved on September 2017. The process was spearheaded by an analysis of the environment in which NDMA operates through the use of SWOT and PESTEL analyses. The Board, management and staff of the National Disaster Management Agency commit to the mandate and goals of NDMA. Motivated by the humanitarian principles and core values the Board and staff are committed to work together with stakeholders to advance the Vision and Mission of NDMA. Accordingly, the following strategic plan is adopted:


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I. Vision An adaptive, resilient and disaster safe Swaziland II. Mission To prevent and substantially reduce the impact of disasters by promoting an integrated and coordinated system of disaster management focused on decreasing vulnerability, increasing preparedness and mitigation capacity. III. Mandate The National Disaster Management Agency shall be the Principal Institution for disaster Management at the national level of government. The objective is to promote an integrated and coordinated system of disaster management focused on decreasing vulnerability and increasing preparedness and mitigation capacity. IV. Core Values NDMA’s desired culture is reflected in six core values that are enablers to the strategic goals. The desired culture is that of excellence demonstrated in the manner we perform our responsibilities to attain strategic goals. These shared values will govern how employees behave and perform their jobs. Table 4: NDMA Values

1. Integrity: We uphold honesty and strong moral principles in fulfilling our mandate. We

adhere to the highest standards, practice and ethics laid out in DRR and humanitarian work. 2. Impartiality: We serve all people without discrimination regardless of status, faith, race and

political affiliation. 3. Humanity: We are driven by the desire to bring relief to those affected. We are

compassionate and respect the dignity of all individuals. 4. Responsiveness: We are quick to communicate and bring assistance to those in need 5. Innovation: We seek to find and embrace new and efficient ways of doing our work to fulfill

our mandate


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5. ORGANIZATIONAL PRIORITIES

NDMA has identified strategic priorities that will be at the forefront when implanting the strategic plan. The priorities emanate from the history of NDMA’s work in the Kingdom and from the global experience of partners in DRR. To support the strategic direction choices have been made where we work, with whom we work and how we work.

5.1 Building Resilience NDMA has chosen to prioritize building resilience for the country to all known and prioritized common hazards in Swaziland. Research and experience globally indicate that it is cheaper and effective to invest in prevention and building resilience, than to invest in response and recovery, which is expensive. Building resilience reduces the vulnerability in line with the Vision and mission.

5.2 Stakeholder Engagement NDMA’s work is that of coordination and it demands continuous engagement of stakeholders so that they participate and own both goals and results of DRR activities. It entails the organization of the different stakeholders to work together in DRM.

5.3 Organizational Sustainability NDMA recognizes that there will always be constant threats to the effectiveness of the organization hence the importance of continuous building and strengthening its sustainability. Organizational sustainability will be ensured by building the capacity of NDMA to mobilize resources, developing a high accountability and performance culture, and partnership with international bodies. It will also be important to design and execute innovative disaster risk reduction programmes and to demonstrate excellence.

5.4 Implementation Approach Who – NDMA will work with every citizen and resident in every community particularly to build resilience. However, NDMA will prioritize vulnerable groups during response and recovery by using assessments and conventional methods to identify them. NDMA will also work with leaders at all levels to strengthen community resilience. Efforts of NGOs, development agencies, and companies will be channeled to priority areas. Where – The strategic plan will be implemented in the whole country and across all sectors. However, it is paramount to demarcate and prioritize areas according to exposure.


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How -Operating Models Disaster risk management is growing fast and an emerging area of focus for government, local communities and corporations alike. It also covers a wide array of sectors. Implementation of this strategic plan will therefore be through a wide range of models such as the ones summarized below: a) Adopting the programming approach in which each key strategy is developed into a project

with a clearly defined scope, time, and budget b) Mainstreaming DRR in development policies, plans and budgets c) Public participation in development and implementation of DRR policies, plans, budgets and

programmes d) Partnership with local and international organizations will be important to mobilize resources,

build capacity of NDMA, and to build resilience of communities.

6. STRATEGIC DIRECTION

6.1 Aspiration

The objective of Disaster management is stipulated in the Disaster management act 2006 as to minimize potential losses from hazards, provide timely and appropriate assistance to victims and to attain rapid and sustainable recovery. Accordingly, NDMA aspires to harness the power of coordination to build resilience and raise the level of preparedness in order to prevent and alleviate disaster risk and loss for a sustainable Swaziland. Positioned at the center of disaster risk management in the country, NDMA desires to brand Swaziland as a Centre of Excellence in Disaster Management by scaling up prevention efforts and embracing innovation and better practice in DRR. As an employer of choice NDMA will provide a good work environment while adhering to the highest industry standards.

6.2 StrategicGoal

By 2021, Swaziland will have a functional national disaster risk management system that minimizes community vulnerability and effectively prevents and mitigates the impact of disaster within the context of sustainable development.


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6.3 StrategicThemes The strategic Goal will be achieved through five strategic objectives, which have been arranged around five themes. The strategic objectives have sub-objectives, which ensures that the focus of each of the five objectives is not missed.


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Table 5: Strategic Objectives

6.4 Strategicobjectives

1. Enhance Early Warning Systems and Establish DRR Programming

v Ascertain and monitor disaster risks

v Enhance National Early Warning Systems

v Establish disaster risk programming focusing on prevention, preparedness, response and recovery

v Integrate Disaster risk management into policies, development plans, budgets, and programmes

2. Promote DRR and Strengthen Stakeholder Engagement and Coordination

v Establish a DRR stakeholder coordination mechanism in line with the Disaster Management Act

v Lobby and Advocate for national policy and legislation promoting disaster prevention and resilience building.

v Raise public awareness to improve preparedness and build resilience.

v Enhance Good and Social and Economic Development Practices to build resilience

3. Strengthen Governance, legal and institutional frameworks

v Strengthen National Legislative Frameworks and Institutional frameworks

v Strengthen NDMA corporate governance

v Institutionalize organizational risk management within NDMA

v Establish a sustainable long-term funding mechanism for DRR

v Build NDMA as a globally competitive institution in the field of DRR

4. Strengthen Research, information and knowledge management

v Conduct and publish research to inform DRR policy and programming

v Ensure a vibrant information and knowledge management (IKM) system for DRR

v Ensure efficient and effective citizens/public education and training on DRR

5. Improve Organizational Effectiveness and Efficiency

v Establish a strong and efficiency of finance systems and structures

v Strengthen supply chain management systems ensuring efficient supply of goods and services

v Establish strong HR systems to ensure organizational proficiency

v Establish a strong IT function to enhance NDMA’s ability to fulfill its mandate

v Establish a strong NDMA communication function


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6.4.1 Strategic Objective No.1: Enhance Early Warning System and Establish DRR Programming

Disaster risk is better managed when informed by accurate, appropriate and applicable risk knowledge including analysis of risk patterns and trends, and progress in DRR. Early warning involves ascertaining and mapping out of risk and timely dissemination of accurate information. Risk assessments and prediction of hazards require special skill and advanced technology. Swaziland’s early warning systems against common hazards are still at infancy and will require significant investment in research, technology and skills training. To improve the early warning systems NDMA will develop the National Disaster Management Plan and establish programmes that will address prevention, preparedness, mitigation, response and recovery. These programmes will include projects that will seek to integrate DRM into policies, development plans, and budgets. NDMA will act as the focal point for the dissemination of information concerning disaster risk and will operationalize the Early Warning Centre. Institutionalizing NVAC -The National Vulnerability Assessment Committee (NVAC) is well known and accepted by DRR stakeholders locally and regionally. The NVAC however, continues to be an adhoc committee barely sustainable and able to deliver a quality Vulnerability Assessment and Analysis report (VAA) on time. This is despite the investment made by SADC in recent years. NDMA would work towards contributing to the institutionalization of the NVAC and improving its capacity. This would be through strengthening technical capacity to integrate various VAA tools and emerging issues into the VAA such as chronic vulnerability, poverty and resilience. NDMA would like to influence the VAA by increasing rigor, coordination and quality of the analysis.

6.4.2 Strategic Objective No.2: Promote and Strengthen Stakeholder Engagement and Coordination

As per the dictates of the Sendai framework for DRR, civil society, international and regional organizations, the private sector and other key stakeholders ought to be engaged in DRR. Success on DRR depends on an engaged and active disaster risk reduction community, including governments and key policy makers, the UN system and international and regional organizations, the private sector and civil society, and science and technology actors. Part of NDMA’s mandate is to coordinate disaster risk management and NDMA will use its convening power to bring this community together on a regular basis to improve DRR. In promoting Stakeholder engagement NDMA will establish the National Platform on DRR according to UNISDR guidelines, which shall be the platform to promote DRR. Public awareness and education shall be raised through this platform and the clusters among others to improve preparedness and to lobby and advocate for policy and legislation. This strategic objective ensures a sustained engagement and commitment of government, parliamentarians, the private sector, civil society and community leaders including representatives of minority groups, and local authorities


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as catalysts for DRR action. Stakeholders contribute to the understanding and management of disaster risk, and advocate for risk informed and accountable development in many different important ways.

6.4.3 Strategic Objective No.3: Strengthen Governance, Legislative and Institutional frameworks

Swaziland enacted the Disaster Management Act in 2006 and the Disaster Management Policy in 2010 both of which culminated into the formation of the Disaster Management Agency. The Disaster Management Agency was established as a parastatal through the Public Enterprise Control and Monitoring Act of 1989. These pieces of legislation are not entirely in harmony especially with regards to governance of Disaster Risk Reduction at National Level and for NDMA. This strategic objective seeks first to harmonize existing legislation on DRR governance and to strengthen institutional frameworks. NDMA will explore through the review of the DMA 2006 to transition to an “Authority” status to reinforce its coordinating function and secure the mandate of being the principal entity in DRM. The review will also enable the establishment of the Disaster Management Fund. Accordingly, NDMA will motivate for an annual budget and contribution towards the disaster management fund and risk insurance. Overall, Swaziland will strengthen and develop policy, legislative and institutional frameworks for disaster risk reduction that are able to develop and track progress through specific and measurable indicators in order to create capacity to manage risks.

6.4.4 Strategic Objective No. 4: Research, Information and Knowledge Management Research, Information and knowledge management are at the heart of successful awareness raising, education and advocacy for DRR. High impact of DRR programmes will therefore be underpinned by substantial investments in research, information and knowledge management. This strategic objective ensures appropriate knowledge generation and uptake by promoting the undertaking of research and publishing of research findings, documenting and sharing of best practices in DRR and education on DRR at all levels.

6.4.5 Strategic Objective No. 5: Organizational Effectiveness and Efficiency The impact of NDMA’s work will be realized through more effective, efficient and quality organizational performance and programme delivery. This strategic objective supports an enhanced operational performance of NDMA to deliver on all the other four strategic objectives through the establishment, implementation and constant improvement of strong policies, procedures, and practice in finance, human resources management and development, supply chain, information and technology, and communication. The capacity of staff in supporting functions will be improved through training in grant management, project management, contract management and other professional qualifications prioritized by NDMA. The outcomes of this objective are therefore


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efficient finance management systems, efficient supply chain management systems, Efficient IT and communication systems, and enhanced operational performance based on appropriate gender-sensitive structure and staffing. During the course of the strategic period, funds permitting, NDMA will acquire technology and assets which will enable the organization to carry out its mission efficiently. The assets include motor vehicles, machinery, equipment, technology, land and buildings.

7. IMPLEMENTATION OF THE STRATEGIC PLAN

7.1 Implementation and Duration of the Strategic Plan

The strategic plan is for five years beginning from 2017 and ending in 2021. 2017 is the second year of operation of NDMA so the next five years will be the first cycle of three cycles that will culminate into the full implementation and eventual review of the SFDRR.

7.2 Implementation Structure For efficiency in the implementation of the plan, the annexed organizational structure is recommended. Its implementation will be incremental and contingent on availability of resources. Notwithstanding availability of resources, it is important for the senior management team to be hired with immediate effect to allow the CEO to focus on strategic issues.

Table 6: NDMA Organizational Structure

Supply Chain

Manager

NDMA staff

Senior Management

Legend

Internal Auditor

NDMA Board

Chief Financial

Officer

DirectorOrganizationalSustainability& Strategy

SystemsAdministrator

Research & Early Warning

Director

Communications

Manager

DRR ProgramsDirector

Fire & EnvironmentalManagement

ServicesSpecialist

Monitoring &

Evaluation

DieseaseSurveillance

ServicesSpecialist

InformationTechnologyTechnician

AgricultureHydrologyServices

Specialist

InformationKnowledge

Officer

Office Assistant

FrontDesk

Officer

MaintenanceOfficer

Risk Management

Officer

Programme Officer

RegionalCoordinators

(4)

DRRProgramme Officers (2)

Environment & Climate

Change Officer

CommunicationsOfficer

HR OfficerAccountantProcurementOfficer

WarehouseManager

WarehouseAssistants (2)

Logistics &Transport

Officers (6)

Transport &Logistics

Coordinator

Executive Assistant

Chief Executive

Officer

National Disaster Management Agency Organizational Structure


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7.3 Strategy Management This strategy is accompanied by a Multi-Year Plan and Budget (MYPB) that comprises a three-year Strategic Implementation Plan (SIP) and an Annual Business Plan. The SIP is used to monitor progress against strategic targets through semi-annual and annual measurement of strategic KPIs. The ABP is used to monitor and manage progress in achieving the annual management deliverables that contribute to the strategy, through a quarterly review process. In addition, individual business units within the organization have unit annual business plans that link to the national business plan as well as describing plans for business as usual activities. Individual staff work with their managers to agree individual performance objectives that link to their unit’s annual business plan.

7.4 FundingtheStrategy The strategic Plan will be funded through diverse resource mobilization tactics. To date, government subvention has been the main source of funds of the entity complemented by donations from local companies. Through this strategic plan and throughout the period it covers, NDMA will look out for partnerships that will build its capacity to acquire more financial resources and to implement activities herein. The entity will mobilize resources through proposal writing for funding as well as through partnerships with local and international organizations. NDMA will endeavor, in the long term to develop sustainable funding sources and a comprehensive resource mobilization strategy will be an outcome of this plan. Availability of resources will determine the extent and speed at which this plan will be implemented. The strategic plan has been costed and it is estimated that the total amount required to implement is E322, 288, 612. The budget projection presented in this plan includes the cost of prevention and preparedness activities which reduces vulnerability and builds resilience. Nonetheless, response costs are included through the budgeted annual contribution to risk transfer and the disaster management fund at E10 million and E20 million per annum respectively.


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Table 7: Budget Projection

Sector/ activity budget Total

Budget (5) Annual Budget

2017 2018 2019 2020 2021

1. Early warning and DRR programming

Risk assessments & mapping 5,500,000 1,000,000 1,500,000 1,000,000 1,000,000 1,000,000

National & Regional EWC 7,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 DR monitoring systems 4,000,000 - 1,500,000 1,500,000 500,000 500,000 Disaster loss database 1,000,000 100,000 500,000 400,000 - - Early warning systems 5,500,000 - 500,000 2,500,000 2,500,000 - DRR Programming 6,800,000 1,500,000 1,500,000 1,500,000 1,500,000 800,000 Sub total 30,300,000 4,100,000 7,000,000 8,400,000 7,000,000 3,800,000 2. Stakeholder Engagement and Coordination

National Platforms for DRR 2,250,000 - 600,000 650,000 500,000 500,000 Capacity building on DRR 1,900,000 200,000 550,000 550,000 400,000 200,000 Public awareness raising 1,950,000 300,000 450,000 450,000 450,000 300,000 Advocacy and Lobbying 750,000 150,000 150,000 150,000 150,000 150,000 DRM Volunteer mechanism 5,080,000 660,000 1,550,000 1,550,000 660,000 660,000 Sub total 11,930,000 1,310,000 3,300,000 3,350,000 2,160,000 1,810,000 3. Governance, Legal and Institutional Frameworks Legislation and policy review 1,700,000 500,000 500,000 - 350,000 350,000

Governance 3,150,000 600,000 600,000 650,000 650,000 650,000 Organizational Risk Management/ sustainability 3,550,000 350,000 900,000 900,000 900,000 500,000

Sub total 8,400,000 1,450,000 2,000,000 1,550,000 1,900,000 1,500,000 4. Research, Information and Knowledge Management

Research and development 2,650,000 250,000 700,000 700,000 500,000 500,000 Information and knowledge management systems 1,500,000 0 600,000 400,000 400,000 100,000

Education and training 4,000,000 300,000 1,200,000 1,200,000 1,200,000 100,000 Sub total 8,150,000 550,000 2,500,000 2,300,000 2,100,000 700,000 5. Organizational efficiency

Salaries and Benefits 38,600,000 3,600,000 8,000,000 8,500,000 9,000,000 9,500,000 Finance Systems 1,350,000 250,000 250,000 250,000 300,000 300,000 SCM Systems 3,100,000 500,000 2,000,000 200,000 200,000 200,000 Transport and Logistics 5,058,612 350,000 1,307,000 1,068,480 1,132,588 1,200,544 Warehouse management 1,150,000 350,000 350,000 150,000 150,000 150,000 HR Systems 800,000 100,000 250,000 250,000 100,000 100,000 Staff development 2,050,000 400,000 450,000 450,000 400,000 350,000 IT Systems 4,000,000 250,000 1,500,000 1,500,000 500,000 250,000 Communication Systems 1,700,000 600,000 600,000 200,000 150,000 150,000 Operations/admin 19,200,000 3,200,000 4,000,000 4,000,000 4,000,000 4,000,000 Capital Expenditure 36,500,000 3,500,000 4,000,000 4,000,000 10,000,000 15,000,000 Sub total 113,508,612 13,100,000 22,707,000 20,568,480 25,932,588 31,200,544

Risk transfer and Insurance 50,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000

Disaster Management Fund 100,000,000 20,000,000 20,000,000 20,000,000 20,000,000 20,000,000

Grand Total 322,288,612 50,510,000 67,507,000 66,168,480 69,092,588 69,010,544


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7.5 MonitoringandEvaluation

NDMA will ensure that the direction established during the strategic planning sessions is implemented within its lifetime. This will be through monitoring and evaluation. The plan will be monitored and evaluated by management and the Board of Directors. The following framework will be used to monitor the implementation of the plan and its success.

Table 8: Strategic Objective 1

Strategic Objective 1: Enhance early warning Systems and Establish DRR Programming Sub-objective Outcome/Activities Indicators 1.1 Ascertain and monitor disaster risk

Improved risk knowledge § Risk informed DRR

programming

§ Assessment reports § Risk mapping § DRR monitor & tracking system

1.2 Enhance National early warning systems

Improved national early warning systems § Improved VAA § EW Technology acquired § Improved dissemination of EW

information/messages

§ Participation of communities in early action

§ Quality and timely delivery of VAA by VAC

§ EW Messages disseminated by NDMA § Regional EW centres established

1.3 Establish DRR programming focusing on prevention, preparedness, response and recovery

Improved DRM in Swaziland § DRM Manual developed § Standards developed § SFDRR implementation § Response plans evaluated § Improved staff capacity on

DRR

§ NDM plan/ National DRR programme § DRM Manual in place § CCA and resilience programme in place § SFDRR action plan in place § Review/evaluation/lessons report § Training report

1.4 Integrate DRM into policies, development plans and budgets

Substantial reduction of disaster risk and loss § DRM mainstreamed into

National policies, development plans, budgets& programmes

§ Strengthened schools’ curricula on DRR

§ Developed capacity to produce contingency plans

§ Improved coordination and implementation of DRM policies, plans and programmes

§ % policies, development plans, budgets and programme with DRM

§ DMR Curricula for all education levels in place

§ % of regions and Chiefdoms with contingency plans

§ Number of DRM activities facilitated by NDMA


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Strategic Objective 2: Promote DRR and strengthen stakeholder engagement and coordination Sub-objective/strategies Outcome/Activities Indicators 2.1 Establish a DRR Stakeholder coordination mechanism in line with DMA

Well established & vibrant national platform on DRR § DRR institutionalised at Regional

and Chiefdom level § Improved participation &

effectiveness of sector coordination mechanism

§ Regularly revised MHCP

§ # of meetings held annually § # & diversity of stakeholders

participating § DRR activities at Regional and

Chiefdom level § # of stakeholders participating in

coordination meetings § Annually updated MHCP

2.2 Lobby and advocate for national policy and legislation promoting disaster prevention and resilience building

Improved awareness and engagement on DRM critical issues § Improved partnerships that enforce

standards & legislation and support SD.

§ Increased financial allocation for development of DRR policies & programmes

§ Improved land use planning § Compliance with building codes

§ Frequency & number of policy makers engaged on emerging threats and preventive strategies

§ # of policy briefs § # of MOUs § % increase/change in DRR

resources § Proof of disseminated advocacy

message § % change in number of people

constructing homes

2.3 Promote DRR and Raise Public awareness to improve preparedness and build resilience

Improved disaster preparedness and resilience § Public awareness programmes on

known hazards § Improved aware on DRR prevention

knowledge § Improved disaster preparedness

through Simulations and drills § Improved information

dissemination through Radio, TV and social media programme programmes

§ Number of people reached with programmes

§ % Programmes on DRR that promote preventions & reduce dependence

§ # of simulations and drills conducted

§ Frequency, quality and content of disseminated information

2.4 Enhance good social and economic development practices to reduce vulnerabilities and build resilience

Reduced vulnerability and exposure of the poor and elderly § Quick recovery of affected and

vulnerable populations § Improved protection of Critical

infrastructure

§ Percentage reduction in risk disaster exposure

§ Number of elderly, poor and women assisted through resilience programmes

§ Number of building retrofitted, renovated, or built better


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Strategic Objective 3: Strengthen Governance, legal and institutional framework at all levels of DRR Sub-objective Outcome/Activities Indicators 3.1 Facilitate the review and harmonization of the NDMA 2006, DM Policy with the PEU Control and Monitoring act 1989

§ Seamless NDMA operations § Harmonized legal and

institutional framework § DRR mainstreamed in policies,

plans and budgets § Improved legislation to support

DRR

§ The DMA 2006 and DM policy are harmonised with PEU act.

§ DRR integrated into policies, plans and budget

§ #/% of critical legislation modifies in support of DRR.

3.2 Strengthen Governance within NDMA

§ Clean Audits and increasing accountability

§ NDMA Board Charter developed and adopted

§ NDMA Policies developed and operational

§ Increased capacity of Board and management on governance

§ § Level of NDMA Compliance with laws § Compliance with NDMA Board Charter § Compliance with Policies § % of Board and management capacitated

on governance

3.3 Institutionalize organizational risk management within NDMA

§ Substantially reduced risk § Audit and Risk Management

functions established in NDMA

§ Strategic plan implemented and monitored

§ Improved culture of strategy management

§ Identified and managed risk § Progress of strategy plan implementation § Frequency of senior management

strategic plan review meetings § Strategy management culture

3.4 Establish a long-term funding mechanism for DRR

§ Improved funding for DRM programmes

§ Facilitate the establishment of the Disaster Management Fund

§ Developed resource mobilization strategy

§ Improved quality of DRR plans/ compelling plans

§ Improved donor relations

§ Functional DMF § NDMA financial endowment § Resource mobilization strategy in place § Proportion of DRR funded

programmes/projects § Proportion of developed and funded plans

3.5 Build NDMA as a globally competitive institution in the field of DRR

§ Improved capacity of NDMA to manage disaster risk and respond to hazards

§ Swaziland/NDMA at the forefront of international DRR discussions

§ Innovative quality programmes developed in partnership with international agencies and corporations.

§ NDMA preparedness and Response capacity

§ Level of involvement and recognition of Swaziland in international fora

§ # of programmes delivered in partnership with the international agencies and corporations


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Strategic Objective 4: Strengthen Research, Information and Knowledge Management Sub-objective Outcome/Activities Indicators 4.1 Undertake and publish research to advocate for and inform DRR Policy, programming and DRM

§ Increased Knowledge on DRR

§ Policy briefs developed from research to inform

§ Improved uptake of DRR knowledge

§ Socio-economic impacts of disaster determined

§ Evidence based response culture

§ Knowledge generated § Number of papers published § Quality & # of Policy briefs developed and

circulated § Magnitude of disaster impact on the socio

economic status of the country § Research output used to inform response

4.2 Strengthen Information and knowledge management

§ Increased access to and uptake of DRR information

§ Improved networks and strengthened partnership

§ International standard terminology on DRR adopted in the local language

§ Information management system developed

§ Quarterly newsletter established

§ Disaster loss and damage register established

§ Lessons documented after every disaster response

§ Early warning messages developed for disaster scenarios across sectors in readiness for dissemination.

§ Type of networks and partnerships developed

§ Proportion of terminology disseminated and adopted

§ Functionality of information management system

§ # of issues of newsletter produced § Consistent Quantification of disaster and

damage § Value & # of lessons derived § Quality and readiness of warning

messages developed

4.3 Improve education and training on DRR

§ Increased education and training on DRR

§ DRR inclusion in school curricula as appropriate at all levels

§ DRR Training programmes developed and implemented

§ Community Based DRR training initiatives promoted

§ Disaster management research promoted and nurtured

§ Quality of education and training material on DRR

§ Level of integration of DRR in school curricula

§ # of training programmes developed and implemented

§ Number of community based DRR training initiatives undertaken

§ # of successful research initiatives § Effectiveness of research on DMR


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Strategic Objective 5: Enhance organizational effectiveness Sub-objective Outcome/Activities Indicators 5.1 Enhance finance management systems and structures

Effective Project management § Finance Policies and procedures § Improved capacity of staff on

finance, project and grant management

§ Management decisions informed by accurate and timely financial reports

§ Level of accountability § Financial management policy and procedures

approved and operational § Capacity of staff on finance, grant and project

management § Quality of management reports § Reliability of finance reports

5.2 Strengthen supply chain management systems to ensure efficient supply of goods and services

Increasing efficiency in supply of goods and services § Procurement policy and

procedures developed and operational

§ Transport and logistics policies and procedures developed and operational

§ Improved capacity of staff on contract management

§ Vehicles procured § Emergency stock procured § Improved warehouse management

§ Turn around time of procurement § SCM systems in place and functional § SCM Policy and procedures in place § Transport and logistics Policy and procedures

operational § Capacity of SCM staff in contract management § # of vehicles procured § Amount/quantity of emergency stock procured § Warehouse management Compliance

5.3 Establish and manage strong HR systems to ensure organizational proficiency

Increased employee satisfaction and proficiency § HR practitioners recruited § HR policies and procedures § Performance management system § Internship & staff exchange

programme

§ Level of staff motivation § # of recruited HR practitioners § # of HR policies in place § Strength of HR systems § Organizational & performance culture § Turn around time

5.4 Establish strong IT function to enhance NDMA’s ability to fulfill its mandate

Customer centric IT department and effective services § Policies and procedures § Modernised IT systems § Acquired cutting edge technology

crucial for DRR

§ Uptime of IT systems and turn around time of IT services

§ IT policies and procedures in place § Reliability of email system § Acquired technology for mapping hazards and

intervention areas

5.5 Improve communication internally and externally with stake holders to support ministry effectiveness.

Understanding of NDMA business is increasing § Strong NDMA brand § Communication strategy and

action plan § NDMA website § Sustained positive corporate

image of NDMA

§ Level of awareness about NDMA § Brand recognition and strength § Communications strategy and action plan in place § # of visitors to website § NDMA image


36

In addition to the preceding framework, the Board will ensure the following: - a) All departments and units incorporate the strategic plan in departmental strategies and annual

operating plans b) The action steps in the strategic plan are translated into job descriptions and personnel

performance reviews. c) The goals and objectives of the strategic plan are integrated into the executive management’s

performance reviews. d) The CEO will report on the progress towards implementing the strategic plan quarterly to the

Board. e) Overall performance against the strategic plan is reviewed annually.

7.6 Communicating the Strategic Plan The strategic Plan will be communicated in carefully crafted words and in a variety of ways that are simple to understand and internalize. This day henceforth, NDMA will be known as a semi-autonomous entity. Inspired by the NDMA mandate, NDMA is dedicated to working with stakeholders to build resilience of the country to natural hazards. The following action will be taken to communicate the strategic plan; v Provide a copy of the plan to all NDMA Board members, PEU, management and staff v Distribute highlights (a summary) of the plan to all staff members v Post the Vision, Mission Statement, and Core Values on the walls of the main offices v Publish portions of the strategic plan on marketing materials (brochures, print media etc.) v Orient Board members on the strategic plan v Post quality statements on the walls for all departments and units v Provide copies of the plan to major stakeholders e.g. Swaziland government, CANGO, Major

Donors, UN agencies, Embassies, and Foreign Missions in Swaziland. ________________________________________________________________________


37

Supply Chain

Manager

NDMA staff

Senior Management

Legend

Internal Auditor

NDMA Board

Chief Financial

Officer

DirectorOrganizationalSustainability& Strategy

SystemsAdministrator

Research & Early Warning

Director

Communications

Manager

DRR ProgramsDirector

Fire & EnvironmentalManagement

ServicesSpecialist

Monitoring &

Evaluation

DieseaseSurveillance

ServicesSpecialist

InformationTechnologyTechnician

AgricultureHydrologyServices

Specialist

InformationKnowledge

Officer

Office Assistant

FrontDesk

Officer

MaintenanceOfficer

Risk Management

Officer

Programme Officer

RegionalCoordinators

(4)

DRRProgramme Officers (2)

Environment & Climate

Change Officer

CommunicationsOfficer

HR OfficerAccountantProcurementOfficer

WarehouseManager

WarehouseAssistants (2)

Logistics &Transport

Officers (6)

Transport &Logistics

Coordinator

Executive Assistant

Chief Executive

Officer

National Disaster Management Agency Organizational Structure

Figure2:NationalDisasterManagementAgencyOrganisationalStructure


38

8. IMPLEMENTATION SCHEDULE

1.0 ENHANCE EARLY WARNING SYSTEMS AND ESTABLISH DRR PROGRAMMING

Sub-Objective: 1.1 Ascertain and Monitor Disaster risks

Strategy Action Indicator/Deliverable Responsibility Time Frame

1. Conduct a comprehensive risk assessment and analysis.

• Conduct a hazard/risk analysis • Develop

risk/hazard maps and risk profiles • Develop and

disseminate early warning messages

• # of Assessment reports • Hazard Risk Analysis

and trends • # of Risk Maps/ shape

files • # of Early warning

messages ready for dissemination

• REW Director • OS Director

• December 2018

2. Develop a disaster loss accounting system and databases

• Develop disaster loss database • Regularly

update database

• National Accounting System • # of databases • # of Disaster loss

reports • Quarterly updates

• REW Director

• December

2018 • Quarterly

3. Develop and implement a risk monitoring and DRR progress tracking system

• Define a disaster risk monitoring system • Develop and

implement a disaster risk monitoring/ forecasting system

• # of risk monitoring & hazard tracking systems in place • # of progress reports • # timely alerts issued

REW Director • March 2019

4. Coordinate needs assessments in the event of disaster occurrence

• Conduct rapid risk/needs assessments • Conduct post

disaster needs assessment.

• # of risks/needs assessment reports • # of risk assessments

conducted • # of coordination

meetings

• REW Director • Programs

Director • Annually


39

Sub-Objective: 1.2 Enhance the National Early Warning System

Strategy Action Indicator Responsibility Time Frame 1. Establish effective

early warning systems able to continuously galvanize government, communities and stakeholders for early action.

• Define early warning systems

• Define early action • Establish and

operationalize effective EWS

• # of EWS Profiled • # of Effective early

warning systems • Participation of diverse

stakeholders on early action

• REW Director • December 2018

2. Strengthen Swaziland vulnerability Assessment and Analysis (VAA) and institutionalize the vulnerability Assessment Committee (VAC)

• Support VAA institutionalization

• Support VAC’s planning process to delivery reports timely

• Support VAC’s capacity building

• Recognition/acknowledgement letters of members

• Improved terms of reference

• # of VAA report produced timely

• Quality of VAA report

• REW Director • December

2018

3. Ensure the acquisition of technology and development of infrastructure and capacity needed to advance early warning

• Establish strategic partnerships with local, regional and international organizations.

• Timely Acquisition of satellite images & aerial photographs for processing and visualization.

• Build capacity of NDMA to utilize DRR technology

• # of partnership agreements/MOUs with regional and international bodies

• # of DRR technology acquired and developed infrastructure

• Type and frequency of Skills transfer/ training to NDMA

• # of capacity building programs

• # of staff enrolled

• CEO • Annually

4. Improve dissemination of Early Warning Messages to inform early action

• Develop and pre-package early warning information

• Proactively disseminate early warning information through EWS

• # of Prepackaged early warning messages for all hazards ready for dissemination

• Frequency of effective and timely disseminated early warning messages.

• REW Director • June 2018

5. Operationalize the Emergency Operations Center (EOC) and establish regional emergency operations centers.

• Acquire technology for the EOC

• Establish regional EOC

• Define mechanisms for regional EOC

• Recruit staff for the EOC.

• # and type of technology acquired

• # of regional EOC established

• Mechanisms of the EOC in place

• # Of EOC staff recruited • Functional and

operational EOC

• REW Director

• December 2017

• June 2018


40

Sub-Objective: 1.3 Establish Disaster risk programming focusing on prevention, preparedness, response and recovery

Strategy Action Indicator Responsibility Time Frame

1. Establish a comprehensive National Disaster Risk Management Plan/ National DRR programme that adequately addresses prevention, preparedness, mitigation, response and recovery (and resilience).

• Develop and launch a comprehensive National DRR Programme (NDDRP)

• National DRR programme

• Programs Director

• March 2019

2. Develop a Disaster Risk Management Manual detailing responsibilities and procedures for disaster management aimed at increasing preparedness and mitigation capacity

• Develop a DRM Manual /handbook

• Review manual annually

• Develop performance standards, Guidelines, codes and regulations for DRM

• Swaziland DRM Manual in place

• Frequency of reviews

• National DRM Standards, regulations and codes

• REW Director

• OS Director

• September 2019

• December 2020

3. Develop a DRR volunteer engagement system that improves ownership, participation and responsiveness at all levels

• Develop and implement volunteer engagement policy and procedures (DRR operational manual)

• Volunteer engagement policy and procedures

• # of active volunteers

• CEO • September 2018

4. Establish a climate change adaptation and resilience programme

• Develop climate change adaptation and resilience programme

• Climate change adaptation programme

• OS Director

• December 2018

5. Develop and implement a national action plan for the domestication of the Sendai Framework

• Develop a National Action plan for the implementation of SFDRR

• Action plan for the implementation of SFDRR

• OS Director • April 2018

6. Evaluate the effectiveness of disaster risk management planning and coordination in post disaster situation

• Evaluate effectiveness of response programmes

• Evaluation plan/ methodology

• Evaluation report • Lessons learnt

report

• REW Director • Annually

7. Strengthen staff and stakeholder capacity in DRR

• Develop capacity building programmes

• Conduct staff and stakeholder trainings on DRR

• Strengthen stakeholders institutional & DRM systems

• Capacity building programme

• # of staff and stakeholders trained

• Training reports • # of institution

and systems strengthened

• REW Director

• September 2018

• Annually


41

Sub-Objective: 1.4 Integrate DRM into national development plans, budgets, policies and programmes Strategy Action Indicator/Output Responsibility Time Frame

1. Facilitate Mainstreaming of DRR into sector plans and budgets

• Develop and implement a national DRR mainstreaming strategy and action plan (programme)

• Review and costing of the MHCP

• Develop a framework and budget for governments contribution to the DMF

• DRR mainstreaming programme (strategy and action plan

• Reviewed & costed MHCP

• Budget and framework for government’s contribution to DMF

• OS Director • CFO

December 2018

2. Establishing strategy to engage international cooperating partners (ICPs)/ donors and the private sector on financing DRR

• Develop guidelines for engaging ICPs

• Lobby ICPs & private sector to contribute to DRR

• # of ICPs contributing to DRR management fund.

• # of private sector investments on DRR

• OS Director

• December 2018

• Annually

3. Integrate DRR into education and training

• Develop policy briefs on DRR and education nexus

• Promote DRR in institutions of learning

• Develop education and training curricula on DRR

• Policy briefs • Published articles on

DRR education • DRR campaigns in

educations & training

• REW Director • Programmes

Director March 2019

4. Ensure decentralization of DRR at all levels within the Tinkhundla framework.

• Establish DRM committees at regional and chiefdom levels.

• Train regional teams and chiefdoms on DRM

• Facilitate development of chiefdom disaster risk management plans

• # of regional committees established

• Training curricula/ programmes for regional teams and Chiefdoms

• # of Training reports • % of Chiefdoms

/Regions with Disaster risk management Plans

• Programmes Director

• March 2020

5. Strengthen capacity of local authorities on DRM.

• Facilitate development of Disaster Risk management plans

• Build capacity of municipalities staff and ward committees on DRR

• # of municipalities with Disaster Risk Management plans

• # of municipality staff and ward committees trained


• September 2019

6. Facilitate Comprehensive Monitoring and evaluation DRR programmes at all levels

• Develop and implement a comprehensive DRR monitoring Framework/system

• DRR monitoring system/framework

• DRR monitoring reports

• OS Director • December 2020


42

2.0 PROMOTE DISASTER RISK REDUCTION AND STRENGTHEN STAKEHOLDER ENGAGEMENT AND COORDINATION

Sub-Objective: 2.1 Establish a DRR stakeholder coordination mechanism in line with the Disaster Management Act.


1. Establish a National Platform on DRR

• Develop TOR for the

National platform for DRR

• Mapping of stakeholders to constitute NPDRR

• Formally Launch the NPDRR

• Coordinate NPDRR engagement meetings

• National Platform on DRR

• # and diversity of stakeholders on NPDRR

• Outcome and Frequency of meetings of the NPDRR


• December 2018

2. Enhance Disaster Risk management Coordination at National, Regional, Chiefdom and Sector levels

• Define coordination mechanism at all levels

• Formalize coordination mechanisms at all levels

• Ensure regular sector meetings

• Build capacity of sector leads and co-leads

• Coordination guidelines • Terms of reference for

coordination • # of coordination

meetings • # of coordination

trainings


• December 2018

3. Develop a DRR volunteer engagement system that improves ownership, participation and responsiveness at all levels

• Develop and implement volunteer engagement policy and procedures

• Incorporate volunteer engagement guidelines in the DRR operational manual

• Volunteer engagement policy and procedures/guidelines

• # of active volunteers • # of volunteers trained on

DRM


• September 2018

4. Facilitate annual review and updates of seasonal MHCP

• Analysis of downscaled seasonal forecast through NARCOF

• Facilitate annual review of MHCP

• Reviewed MHCP • # of seasonal NARCOF

meetings

• Programmes Director • Annually

5. Promote and facilitate periodic updates of Chiefdom Disaster Risk management Plans

• Support communities to develop CDRMPs

• Develop and share a format for CDRMP

• Proportion of chiefdom disaster Risk Management plans updated annually

• Programmes Director • Annually


43

Sub-Objective: 2.2 Lobby and Advocate for national policy and legislation promoting disaster prevention and resilience building.


1. Regularly engage policy makers on emerging threats and relevant preventive strategies

• Develop and present policy briefs on DRR to government technocrats and MPs

• # of policy briefs developed

• # of presentation meetings

• OS Director • March 2019

2. Partner with strategic authorities to promote and enforce standards and legislation supporting Resilience building

• Identify areas of mutual

interest that relate to building resilience

• Initiate formal partnership with CIC, SEA, SWASA, MVA, Academia etc.

•

• Signed MoU with CIC, SEA, SWASA, MVA, Academia

• # of standards/legislation promoted


3. Advocate for the allocation of sufficient resources for the development and implementation of DRR policies and programmes

• Formally engage the Ministry of Economic Planning and the Ministry of Finance on the importance of DRR

• Support DRR efforts in municipalities and large corporations

• Publish policy briefs • Proliferate social media

with DRR messages

• Engagement tool • Amount of

resources allocated to DRR at all levels

• DRR policies and programmes

• # of messages posted/ sent through electronic /social media


4. Advocate for and influence improved land use planning in both SNL and TDL suitable for food production, resilience building and prevention of disease outbreaks.

• Conduct research on DRR and land use nexus.

• Develop and disseminate policy briefs on land use and DRR

• # of briefs developed and published

• # of articles published

• # of radio programs

• REW Director


March 2020

5. Promote compliance to building Codes

• Promote building codes in partnership with CIC and Local Authorities

• Train stakeholders on building codes

• Integrate DRR within the construction Industry

• Promote zoning of high risk areas in in local authorities

• Rate of compliance with building codes

• # of stakeholders trained on DRR

• Representation of DRR in Construction industry

• # of fliers on DRR and building codes

• # of municipalities with updated Town Planning Schemes

• REW Director

• December 2020


44

Sub-Objective: 2.3 To Raise Public Awareness on DRR to Improve Preparedness and build resilience

Strategy Action Indicator Responsibility Time Frame 1. Promote and

implement public awareness programmes on known hazards

• Develop Public Awareness Programme

• Develop response capability for people exposed to risk

• Undertake hazard specific campaigns at regional and community levels

• # of programmes developed

• # of community engagement meetings on DRR

• # of hazard specific campaigns

• # of radio

• OS Director • Quarterly

• Broadcast programmes on DRR on mass media

• # of radio & TV programmes

• # of messages posted on social media

• Communications Manager

Quarterly

2. facilitate simulation and testing exercises and evacuation drills to improve preparedness and raise awareness

• Conduct at least two (2)simulations annually

• # of simulations and drills conducted annually

• # of hazards simulated

• OS Director • Annually

Sub-Objective: 2.4 Enhance Good Social and Economic Development Practices to Build Resilience

Strategy Action Indicator Responsibility

Time Frame

1. Strengthen implementation of programmes aimed at reducing vulnerability and building resilience targeting vulnerable populations during pre and post disasters

• Develop livelihoods programmes/projects

• Develop resilience • Develop databases for

vulnerable groups • Develop identification system

for vulnerable groups

• # of beneficiaries/ beneficiary HH

• # of resilience projects

• # of livelihoods projects


• June 2019

2. Promote public & private investments on resilient critical infrastructure and building back better/retrofitting at recovery and rehabilitation.

• Develop climate smart buildings/structures designs

• Promote green buildings • Mapping of critical

infrastructure (social & economic) in the country

• Retrofitting/Risk-proofing of infrastructure of disaster damaged infrastructure/infrastructure at risk

• Critical infrastructure database

• # of green building/climate smart infrastructure developed

• # of climate smart building designs

• # of retrofitted infrastructure


• December 2020


45

3.0 STRENGTHEN GOVERNANCE, LEGAL AND INSTITUTIONAL FRAMEWORK AT ALL LEVELS OF DISASTER RISK REDUCTION

Sub-Objective: 3.1 Strengthen National Legislative Frameworks and Institutional Frameworks


• Review the DM act 2006, DM policy,2011 and harmonize with PEU Act, 1989

• Develop and submit Green Paper and White Papers in lieu of Review

• Convene consultative meetings with stakeholders

• Green Paper • White Paper • Reviewed DM

Act and DM Policy

• OS Director • September 2019

• Domestication of the SFDRR

• Develop National strategy for Disaster Risk Reduction (SFDRR) and Action Plan

• Development of Monitoring Framework for the SFDRR

• Aligning SFDRR implementation Plan and Monitoring Framework with UNFCCC and SDG Frameworks

• National DRR Strategy and Action Plan

• SFDRR Monitoring Framework


Sub-Objective: 3.2 Strengthen the National Disaster Management Agency Governance


1. Improve NDMA Governance and Code of Ethics for Staff and Board Members

• Develop and implement Board charter

• Develop code of ethics

• Adopted Board Charter & code of ethics

• CEO • September 2017

2. Enhance NDMA policy framework

• Develop and implement operational policies

• # policies developed and operational

• CEO • March 2018

3. Improve good/corporate governance

• Train Board on basic

tenets of corporate governance

• Organize a learning trip for the Board

• Train Board on Organizational Risk Management

• Train management corporate governance

• # of learning trips taken by Board

• # of training workshops facilitated

• Risk Management Policy

• CEO • December 2018


46

Sub-Objective: 3.3 Institutionalize Organizational Risk Management Within NDMA


1. Establish an audit and risk management function for NDMA

• Develop an audit and risk management charter

• Develop and implement an Audit plan

• Engage a risk management specialist to establish the risk management portfolio

• Develop a risk management policy and framework

• Audit Risk & Management charter

• Audit plan • Risk management

specialist • Risk Management

Policy & framework

• OS Director • CFO

• September

2018

2. Ensure periodic monitoring of Strategic Plan

• Develop strategic plan implementation schedule

• Develop strategic plan monitoring system

• Periodic review & evaluation of strategic plan

• Produce specific reports on the implementation of the strategic plan

• Facilitate regular strategic meetings of senior management to discuss strategy implementation

• Implementation schedule

• Monitoring System • # of review

meetings and evaluations

• Progress/tracking reports

• Monthly alerts of due activities

• Minutes of strategic plan review meetings

• CEO

• Quarterly

Sub-Objective: 3.4 Establish A Sustainable Long-Term Funding Mechanism For DRR


1. Establish a disaster management fund as per the disaster management act.

• Develop fund capitalization model and determine size of the fund

• Develop disaster management fund regulations

• Capitalization model • Fund size determined • Fund Regulations


2. Enhance resource mobilization to ensure resilient disaster risk financing

• Develop and implement resource mobilization strategy action plan

• lobby government for sufficient funding and adequate resources

• Resource mobilization strategy

• Resource mobilization mechanism

• # of lobbying sessions/meetings Annual operations plan

• Annual budget

• OS Director • Programs

Director • CFO

• December 2017

• Annually


47

• Lobby International Cooperating partners (ICP)/Donors

• Involvement of the private sector to invest in DRR/financing DRR

• Develop compelling plans/annual operations plans for government to appropriate adequate subvention to NDMA

3. Promote the establishment of emergency funds to support preparedness, response and recovery measures at all levels

• Engage municipalities, government departments, parastatal, and corporations to plan and budget for DRR

• # of institutions, government departments and corporations with sufficient DRR plans and budgets

• Programs Director • Annually

4. Strengthen donor/ICP engagement as strategic DRR partners

• Develop cordial relationships and partnerships with donors/ICPs.

• Development and submit proposals for funding

• # of memorandum of

understanding with donors.

• # of funding proposals • Funded proporsals

• CEO • OS Director

• Annually

5. Strengthen financial resource management (grant and finance management)

• Train staff on grant, finance, and project management

• # of staff trained on grant, finance and project management

• Head of HR • Annually

Sub-Objective: 3.5 Build NDMA As A Globally Competitive Institution In The Field Of DRR Strategy Action Indicator Responsibility Time Frame

1. Establish strategic partnerships and networks regionally and globally to build NDMA Capacity to manage risk and respond to hazards

• Map regional & global networks, organizations and companies • Develop proposals

to secure networks for technical support in DRR. • Cross fertilization

with regional and global competitive agencies on DRR

• Profile of DRR regional & global networks and organizations • # of areas of

technical support • # of cross

fertilization initiatives

• CEO • OS Director • Annually

2. Establishing NDMA as a regional and

• NDMA participate in key global DRR meetings

• # of regional and global meetings • CEO • December

2020


48

global center of excellence in DRR.

• NDMA meets key reporting requirements on global frameworks • Enlisting NDMA

staff for secondments on interventions in disaster affected countries • Promulgate

innovation and document better practices on DRR

• # of global frameworks reports • # of staff seconded

to external missions • # of learning

exercises • # of best practices

documented

4.0 STRENGTHEN RESEARCH, INFORMATION AND KNOWLEDGE MANAGEMENT

Sub-Objective: 4.1 Conduct And Publish Research To Advocate For DRR, Influence DRR Policy & Programming, And Inform DRM


1. Promote DRR Research & development to enhance programmatic and policy decision making

• Conduct research and publish DRR material on the agriculture, health, water, environment and shelter/infrastructure sectors

• Partner with local and international research institutions on DRR research and development – linking research and practice

• # of sector specific research reports/papers

• # of postgraduate students researching on DRR

• DRR research agenda


2. Formulate and promote national DRR research agenda

• Determine research priority areas/themes (e.g. indigenous knowledge systems, land use planning, resilience)

• # of research papers developed


3. Strengthen research methodology for multi-risk assessment within VAA

• Develop improved methods of predictive multi-risk assessments

•

• Multi risk assessment reports

• Cost benefit analysis of DRR actions

• REW Director

• March 2020

4. Facilitate studies on socio-economic impact of disasters in Swaziland

• Regularly conduct studies/assessments on the impact of disasters

• Conduct research on cost benefit analysis of socio-economic investments in DRR at all levels

• Disaster loss and damages database

• # of research reports

• REW Director

• December 2018

• Quarterly


49

Sub-Objective: 4.2 Ensure a vibrant Information and Knowledge Management (IKM) system for DRR


1. Strengthen information & knowledge exchange networks and partnerships with various experts and international centers of innovation in the field of DRR

• Mapping of entities with vibrant IKM systems • facilitate staff capacity

building IKM theme • facilitate staff exchange

programs with other institutions

• # of partnerships & networks established • # of training programs

facilitated • # staff exchange

programs facilitated


2. Establish an Information and Knowledge Management System for DRR

• Development of DRR datasets/databases • Develop standardized

symbols for DRR • Publish quarterly

newsletter • translate standard

international terminology on DRR into local official languages • develop archiving system

of documents

• # of datasets/databases developed • Symbols manual

developed • # of newsletters

published • Translated

terminologies/manual • # of archived

documents • Archiving system


3. Establish a platform for disseminating reports on best practices and lessons learnt

• Develop website content on DRR • Presentations at Regional

and Global meetings • Dissemination at

National stakeholder coordination meetings

• Interactive website content • # of

national/regional/global meetings • # of dissemination

forums

• OS Director • REW

Director • Annually

Sub-Objective: 4.3 Ensure efficient and effective citizens/public Education and Training on DRR

Strategy Action Indicator Responsibility

Time Frame

1. Enhance sustained public education on DRR

• Facilitate civic education on hazard specific/DRR educational through campaigns at Regional/Tinkhundla/Chiefdom levels

• Facilitate community based training activities

• Support community based training initiatives

• Educate/train politicians and policy makers on DRR

• # of civic education activities/ campaigns

• # of community based training activities/ initiatives

• # of politicians and policy makers trained on DRR


• CEO • Annually


50

2. Ensure standardized training and learning programmes on disaster risk reduction (DRR) across all levels

• Enforce minimum standards/requirements for DRR practitioners

• Equipping volunteers with DRM training

• Integrate DRR into institution of higher learning

• Guidelines for minimum standards on DRR

• DRR Training programme • # of volunteers trained on

DRR • # of institutions integrating

DRR

• OS Director

• September 2019

5.0 ENHANCE FINANCE AND CORPORATE SERVICES

Sub-Objective: 5.1 Establish a strong and efficient finance management function Strategy Action Indicator Responsibility Time Frame

1. Ensure an enabling financial management policy framework

• Develop finance management policies and procedures • Timely production of

annual budget estimates • Enforce finance

management controls and accountability

• Policy and procedures • # of budget

meetings • Budget

estimates •

• CFO

• September 2017 • September

2018

2. Ensure a vibrant finance management systems

• Train finance staff on grants and project management • Prepare timely and

accurate financial reports • Acquire relevant finance

management software

• # of staff trained • # of reports • Accounting

software

• CFO • Annually

3. Promote financial prudence to enhance government and donor confidence

• Undertake annual internal and external audit • Produce annual audited

statements. • Timely implementation

of all audit recommendations • Foster a culture of

accountability

• Internal/external audits • Audit report • Audit

implementation schedule report

• CFO • All Directors • Annually


51

Sub-Objective: 5.2 Establish an effective and efficient Supply Chain Management function Strategy Action Indicator Responsibil

ity Time Frame

1. Ensure an enabling Supply Chain Management Policy framework

• Develop SCM policies & procedures (warehouse, transport, procurement) • Management of

service/supply contracts • supplier relationship

management •

• # of policies • # of contacts • # of supplier

engagements meetings • •

• SCM • July 2017

2. Ensure vibrant supply chain management systems

• Acquire warehouse, fleet management and procurement systems • develop supplier database • Undertake on-the-job and

on-the-desk training • Training of staff on

defensive driving (4 Wheel Drive)

• Acquired systems • database • # of trainings • # of staff trained

• SCM • December 2018

3. Improve SCM turnaround time for emergency response

• Train staff on emergency response Supply Chain management • Facilitate SCM systems and

processes analyses

• # of trainings • Analysis reports • Developed

processes

• SCM • March 2018

Sub-Objective: 5.3 Establish an effective and efficient Human Resources Development & Management function Strategy Action Indicator Responsibility Time Frame

1. Strengthen HRD/Management function

• Develop human resources development and management policies and procedures. • Recruit a competent HRM

practitioner • Acquire HRM systems

• HR policy and procedures • HR practitioner • Systems

acquired

• Head of HR • December

2017

2. Enhance organizational performance to increase efficiency at all levels

• Develop and administer Staff Performance Management System (PMS) • Develop and implement

Annual Training Plan • Establish a competitive

internship program within

• PMS • Training Plan • # of interns

enrolled

• Head of HR • September 2018


52

NDMA knowledge and skills

3. Improve NDMA staff retention

• Administer staff

consultation forums • Manage good employer-

employee relationships

• # of consultations meetings • employer-

employee relations

• Head of HR • Annually

4. Undertake an organizational review

• Facilitate job evaluation and grading • Facilitate salary review to

develop NDMA salary structure

• Job evaluation • Job descriptions • Staff

establishment register • Organizational

review report

• Head of HR • December 2018

Sub-Objective: 5.4 Establish a strong IT function to enhance NDMA’s ability to fulfill its mandate Strategy Action Indicator Responsibility Time

Frame 1. Improve

NDMA IT policies, systems & services

• Develop and strengthen IT policies, and procedures • Develop and administer IT

Disaster Recovery Plan • Recruit competent IT staff • Acquire relevant IT

Technology, GIS and RS applications for DRR • Develop efficient NDMA email

system • Development and maintenance

of NDMA website • Acquire IT hardware and

software • Increase uptime of IT systems

and turnaround time of services

• IT policy • IT staff • IT software/hardware • GIS/RS Products • Email system • Website • Systems uptime • Services turnaround

time • IT Systems

Administrator • December

2019


53

Sub-Objective: 5.5 Establish the NDMA communication function Strategy Action Indicator Responsibility Time

Frame 1. Ensure a

conducive policy environment for effective communication within NDMA

• Develop communication policy, aligning this to other NDMA/Government operational policies • Develop communication

strategy & action plan

• Policy • Strategy &

action plan • OS Director • December

2018

2. Improve communication processes, systems and infrastructure

• Acquire communication infrastructure/hardware & technologies for communication • Develop and manage NDMA

website content • Managing media

briefings/stakeholder engagement/feedback • Facilitate electronic media

(Radio/TV) programmes • Prepare articles for publishing

in print media & management of social media pages • Publish quarterly newsletters • Establish & manage Emergency

Toll Free line and manage linkages with Toll free numbers of other sector

• Acquired infrastructure & technologies • # of webpages • # of briefing

sessions • # of episodes • # of articles • # of newsletters • Toll free li ne


3. Enhancing the corporate image of NDMA

• Development of IEC material • Development of signage for

NDMA

• # of IEC material • # of signs


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