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OVERVIEW REPORT ON THE NATIONAL DISASTER

MANAGEMENT OFFICE

General

Fiji is geographically situated in one of the most natural disaster prone areas in the world; because

of that a lot of natural hazards occur in Fiji. Some hazards occur as a consequence of tropical depressions

and cyclones or as part of tropical weather condition that normally affects the region. Hazards such as

landslides, flash floods, storm surges are most common. The cyclone belt is where cyclones usually develop

in the southern part of the Pacific. This is around the warmer waters closer to the equator at around 5

degrees and then die down when it reaches the colder waters around 25 degrees south of the Equator. The

Fiji Islands happens to be located within this area; between 11 degrees and 21 degrees south of the

Equator.

Apart from that; Fiji is also within the Pacific Ring of Fire. The Pacific Ring of Fire is the zone of

earthquakes and volcanoes that surrounds the Pacific Ocean. The zone covers almost all Pacific Rim island

countries such as Japan, Chile the United States and nearby Tonga, Vanuatu and Papua New Guinea.

Earthquakes and volcanic actions occur mostly around areas where there are deep sea trenches and fault

lines. Despite Fiji having only a few active volcanoes and fewer earthquakes compared to most of the areas

mentioned, the risks it has from these two hazards are quiet high by world standards.

The National Disaster Management Office (NDMO) was established as the coordinating centre of

the Fiji Government in times of national disasters. The NDMO operates under the National Disaster

Management Act and coordinates the national management of disaster activities through the Ministry of

Provincial Development organisation structures at the National level, the Divisional level, the District or

Provincial level and to the local and community levels. The NDMO manages disaster activities at these

levels through Disaster Preparedness programs, Disaster Mitigation programs, Disaster Response programs

in times of natural disasters and Disaster Rehabilitation programs to restore normalcy after the adverse

effect of a disaster hazard.

With the recent Government restructure, the National Disaster Management Office together with

the National Disaster Management Act was moved/transferred from the Ministry of Provincial

Development to the Ministry of Defence, National Security and Immigration. The move is aimed at

strengthening the capacity of Government machineries to address and manage Disaster and Emergency

activities in times of natural and emergency situations. In doing so, the elements that are paramount in

effecting management during these times are the availability of effective and efficient communication to

facilitate information flow, the readily available and basing of resources and the available of people with

the right knowledge, skills and expertise to manage, coordinate and implement prior programmed disaster

management activities.

Aim

The aim of this paper is to give you an overview of the National Disaster Management Office. Also

the paper intends to update you on the NDMO past proceedings outlining outstanding programs prior to

the move/transfer to the Ministry of Defence, National Security and Immigration.

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Scope

In meeting the aim, the paper will cover the followings:

Vision, Mission and Principles

Organisation Structure

Staffing Arrangement

Core Functions and Responsibilities

Corporate and Business Plans

Finance and Budget

Office Space and Senior Staff Quarters

National Disaster Management Arrangements

Partners in Disaster Management

Outstanding Programs

Committee Involvement

Conclusion, and

NDMO VISION, MISSION AND PRINCIPLES

Mission

The mission of NDMO is as follow:

A Safe and Secure Fiji.

In this mission, the NDMO envisages the establishment of the Office and its existence to facilitate,

coordinate and management of national disaster risk reduction and disaster management activities to

enhancing the provisions of a safer and secure Fiji. The managed activities involves the establishment of

development programs aimed at building capacities at the National, Divisional, District and the local and

community levels to ensure the safety and security of the Fiji population and its infrastructures.

Vision

The vision of NDMO is as follow:

Building the National Resilience to Disasters.

Building capacity of the National communities by accelerating the implementation of

disaster risk reduction and disaster management policies, planning and programmes to

address current and emerging challenges through:

development and strengthening of disaster risk reduction and disaster

management, including mitigation, preparedness, response, relief and recovery

systems;

ii.

integration of disaster risk reduction and disaster management into national

sustainable development planning and decision-making processes at all levels

(National, Divisional, Provincial, District and Community); and

iii.

strengthening partnership between all stakeholders in disaster risk reduction and

disaster management.

10.

With this vision, the NDMO is aligned in establishment and structure to ensure the delivery and

maintenance of disaster management programs that yield in building the national resilience to disasters.

The tools that assist NDMO to enhance its disaster management programs are the National Disaster

Management Act and the National Disaster Management Plan. These two legal instruments details the

authority, establishment and structure for NDMO to work within in ensuring the tasks of building the

national disaster management capacities, capable for implementation of national management programs

and ultimately setting the framework and platform for building the disaster resilience all levels of the

national organisations – that is at the national, divisional, provincial, district and at the local community,

villages, settlements and to individual household family units.

Principles

11.

The NDMO is guided by the following six principles:

Governance – Organisational, Institutional, Policy and Decision-making Framework.

The Fiji Government has the primary role in disaster risk reduction and disaster

management. However, it is a shared responsibility requiring effective partnership

between all levels of government and other stakeholders. The applications of good

governance principles are also essential to ensure timely and cost-effective outcomes.

ii.

The adoption of a holistic and integrated “whole of Government” and “whole of country”

approach and the integration of disaster risk reduction and disaster management

considerations into national policies, planning processes and decision-making at all levels

and across all sectors is critical. The establishment and /or strengthening of existing

decision-making processes and organisational arrangements will ensure timely and

effective disaster risk reduction and disaster management outcomes.

iii.

Recognising the presence of limited technical and financial resources and institutional

capacity at the national, divisional, provincial, district and community levels,

collaborations and partnership between Government agencies and stakeholders in

support of national effort, consistent with the Fiji Government vision, is critical in

harnessing key disciplinary skills and expertise across the nation.

iv.

Good governance ensures the “whole of Government” and “whole of country” adoption

of core principles of accountability and transparency at all levels, which is critical for

effective and efficient disaster risk reduction and disaster management.

Knowledge, Information, Public Awareness and Education.

Information management is a vital element of disaster risk reduction and disaster

management necessary for retaining and/or strengthening cultural, traditional and

contemporary knowledge. Use of information systems will increase the effectiveness of

disaster risk reduction and disaster management at national, divisional, provincial, district

and community levels.

ii.

Public awareness and education, incorporating traditional coping mechanisms and local

knowledge, will enhance individual and community resilience.

iii.

Formal disaster risk reduction and disaster management training, institutionalised

through national, divisional, provincial, district and community levels educational

programmes, will improve professional capacities.

Analysis and Evaluation of Hazards, Vulnerabilities and Elements at Risk.

The starting point for reducing disaster risks, planning for disaster management and

promoting a culture of resilience, lies in a greater level of understanding of the cause and

effects of hazards and the physical, social, economic and environmental vulnerabilities to

disasters that the nation and its communities face.

ii.

The effects of hazards can be reduced when people are well informed and motivated to

take actions towards a culture of prevention and resilience and in addition identify

disaster risk reduction priorities, which in turn require the compilation, analysis and

dissemination of relevant information and knowledge on hazards and their impacts.

iii.

Strengthened networks and partnerships will facilitate better integration of available

resources, including local expertise.

Planning for effective Preparedness, Response and Recovery.

While not all hazards can be eliminated there is considerable scope for reducing their

devastating impacts on vulnerable communities by improving disaster management

arrangements for preparedness, response and recovery activities.

ii.

Disaster management planning is a continuous process. A disaster management plan

does not provide all the answers to managing disaster – it provides a framework for the

coordination of the most effective methods and relationships for dealing with hazard

impacts.

iii.

Funds and resources for disaster management in Fiji are very limited. Fiji should strive to

achieve models for disaster management that are both effective and sustainable and

include cooperation at all levels.

Effective, Integrated and People-Focussed Early Warning Systems.

Effective measures for disaster preparedness should include well-functioning early

warning systems that deliver accurate and understandable information in a timely

manner.

ii.

The Government has recognised the need to strengthen its early warning systems that

respond to specific and urgent needs and the circumstances in the country and

communities. This includes the need to communicate over vast ocean distances both

within and between the many islands in the Fiji Group and of the generally isolated

populations.

iii.

The early warning systems need to be based on:

prior knowledge of the specific hazards and risks faced by the communities,

sound scientific and technical monitoring and sustainable warning services for
these hazards and risks,

dissemination of timely and understandable warnings, and

local knowledge and preparedness to act.

iv.

These systems need to be integrated into the global network supporting early warning

and vice versa but must be tailored so that information remains “community focussed”

and address all hazards.

In considering early warning systems, the Government of Fiji should strive to establish

sustainable and effective “all hazards” warning systems

Reduction of Underlying Risk Factors.

Underlying risks created by changing social, economic, environmental conditions and

resource use, and the impact of hazards, including those associated with climate

variability, climate change and extreme weather events must be addressed in national

and sectoral adaptation planning and programmes.

ii.

Food preservation and security is an important factor in ensuring the resilience of

communities to disasters, particularly in areas prone to drought, flooding and other

hazards that can weaken livelihoods. However, the limited physical infrastructure,

housing and capacity for many of the Fiji communities to preserve and secure food stocks

needs to be addressed.

iii.

Critical public infrastructure and housing should be strengthened through proper risk

assessment, codes of practice and design standards.

iv.

Recovery processes should take the opportunity for enhancing disaster risk reduction in

order to reduce underlying risks.

Financial risk-sharing schemes should be considered, particularly insurance and re-

insurance and other financial modalities for risk transfer.

NDMO ORGANISATION STRUCTURE

12.

The NDMO has a total of 12 established staff appointments with two unestablished posts. The

structure accommodates the three functional areas for the Office. The organisation structure for NDMO is

shown below:

NDMO ORGANISATION STRUCTURE

PERMANENT SECRETARY

National Disaster Controller

Josefa Matau

DIRECTOR NDMO

National Disaster Coordinator

Joeli Cawaki

Secretary

E. Lomalagi

Typist

S W. Singh

A. Vasu

S. Chand

PAS

Aisea Quminakelo

Emergency Coordination

& Planning Unit

Policy, Research & Risk

Management Unit

SS01

US04

SS03

SS05

SS02

SS04

Established Staff

Cleaner

Mr. Jim Pedro

Driver

Paiata Rarasea

Unestablished Staff

Typist

M. Rukulawe

SAS

Shakuntla

Kumar

L. Natila

Milika Nayacalevu

PAS

Pajiliai Dobui

Mr. Joji

Satakala

Training, Education &

Awareness Unit

DEPUTY SECRETARY

Peniame Naqasima

Police Attachment

INSP Inoke Sanolo

13.

The organisation structure outlined the three functional areas for the Office with 12 established

appointments and two unestablished posts. The 12 established appointments are fully occupied and the

only vacancy for the Office exists in the posts of Driver.

NDMO STAFFING ARRANGEMENT

14.

The current staff organisation arrangement is bottlenecked and limited in facilitating for

developing a career path progression for staff career advancement. The high turn over of staff experienced

at NDMO is due to the rigid staff organisation arrangement. This is an issue that this report will endeavour

to highlight. The current staff layout is as follows:

Director Level

one post

Principal Level

two posts

Senior Level

one post

Administrative Level

two posts

Executive Officer level

two posts

Clerical Officer Level

two posts

Typist level

two posts

15.

The current staff organisation structure is limited that it restricts the career sustainable

progression of staff. The two Administrative Officers will be contesting for only one Senior Officer level

post as is the case for the other appointments. The NDMO is a specialised organisation and with the

current organisation structure, the continuity and sustainability of staffing as well as the work at NDMO is

very much affected. The only available option for progression is for staff to leave NDMO and seek career

progression in other organisations that do facilitate career path advancement for its staff. It is the intention

of this report to seek your endorsement for a complete review of the NDMO staff organisation

arrangement to an organisation that nurture and value the career path progression of its staff. An

organisation that facilitates clear career path advancements for its staff stands to prosper in every

undertaking and is a healthy organisation. Unfortunately, NDMO lacks in this regard.

NDMO CORE FUNCTIONS AND RESPONSIBILITIES

16.

The NDMO is structured into three Units according to the core functions and responsibilities of the

organisation. The three core functions and responsibilities are outlined below.

Policy, Research & Risk Management Unit

17.

The Unit is headed by a Principal Officer level and is regarded as the forward looking element of

the organisation. The unit conduct its business mainly in collaboration with specialised NDMO partners at

the international, regional and national level and harmonised global disaster management technological

advancement into its work plan. The Unit is responsible for the achievement of the following sub-outputs.

Policy Development – the formulation and development of disaster risk reduction and

disaster management policies for Fiji.

Research and Development – the conduct of disaster risk reduction and disaster

management research by specialised disaster management partners and the

implementation of programs formulated from the researched activities.

Risks Management – the identification and analysis of risk factor that affect communities

with the formulation of risk reduction programs aimed at reducing risks to manageable

level.

Information Technology (IT) Development – the development of IT capability within

NDMO to support the national disaster risk reduction and disaster management activities.

The envisaged IT development initiatives in line for Office are the establishment of NDMO

Database, the NDMO Geographical Information System (GIS) and the NDMO Website.

Training, Education & Awareness Unit

18.

The Unit headed by a Senior Officer level and is responsible for the achievement of the following

sub-outputs.

Training and Development – the formulation, development and conduct of disaster risk

reduction and disaster management training at the national, divisional, district and

community level according to the needs and gaps in the disaster management

arrangement at the various levels.

Education and Awareness – the formulation, development and conduct of formal

education and awareness programs to support the disaster risk reduction and disaster

management arrangement at all levels. Very important in the Unit calendar is the

planning, preparation and staging of the National Disaster Awareness Week, a national

event that is being celebrated annually at the end of September to mark the beginning of

a new cyclone season for the country.

Publications – the development and printing of pamphlets, handouts, manuals, leaflets,

etc to support the drive towards training, education and keeping the general public

awareness to the proper means of building the resilience of the Fiji communities from

disasters.

Emergency Planning & Coordination

19.

The Unit is headed by a Principal Officer level and is the implementation arm of the NDMO in

terms of coordinating the national response to disasters. The Unit is responsible for the achievement of the

following sub-outputs.

Emergency Planning – the formulation and development of emergency planning at the

national level to address the needs of the communities in terms of coordinating all the

response activities required. Planning is the process consisting of the formulation of goals

and objectives and the determination of strategies and activities to achieving them.

Emergency Coordination – the bringing together of organisations to ensure effective

response and is primarily concerned with the systematic identification, acquisition and

application of resources in accordance with the requirements imposed by the threat or

impact of a hazard.

Emergency Operations – the management of organised activities and actions performed

to address the immediate needs of an emergency and disaster situation.

Operation and Management of the National Emergency Centre (NEOC) – this sub-output

involves the process of staffing, planning, organising, leading and controlling the efforts of

the NEOC and all other response resources to achieve stated response goals and

objectives.

NDMO CORPORATE & BUSINESS PLANS

20.

NDMO exists as an organisation with the National Disaster Management Act and the National

Disaster Management Plan as the foundation legal instruments to guide the Office in the conduct of its

business. Unlike all Government entities, the National Strategic Plan outlines the direction and focus of

Government for the next five years. The NDMO Corporate and Business Plan are tailored from the National

Strategic Plan. Outlined below are the contents of the two documents.

Corporate Plan

21.

The NDMO Corporate Plan was formulated according the core functions and responsibilities of the

Office. The three outputs outlined for the Office very much reflect the three Units of the Office. Attached

is a copy of the NDMO Corporate Plan for your consumption and record. It must be noted that the attached

NDMO Corporate is being incorporate into the Ministry Corporate Plan as output 7.0, Disaster

Management. The Public Service Commission was advised of the changes and a copy of the NDMO

Corporate Plan submitted to formalise our correspondence with them.

Business Plan

22.

The NDMO Business Plan was formulated and developed to reflect each of the three individual

units of the Office. The Business Plan for the Policy, Research and Risk Management Unit is focussed with

the strategies and implementation programs for its four sub-outputs, indicating the expected result, the

timelines and targets and the activities that the Unit will perform to undertake in order to achieve the

identified sub-output. The process is the same for the other two Units and for all the sub-outputs stated in

the NDMO Corporate Plan. Attached is a copy of the NDMO Business Plan for 2008.

NDMO FINANCE AND BUDGET

23.

The NDMO is blessed with an approved budget for its operations as well as provision for capital

construction, capital purchase, capital grants and transfers. The approved budget for 2009 is yet to be

discussed with the Corporate Services Division of the Ministry of Defence and the Ministry of Finance in

order to ascertain what has been allocated and approved for NDMO.

24.

The NDMO has disaster risk reduction and disaster management partners that supports and fund a

number of NDMO projects and programs. Outlined below are the list and names of partners and

stakeholders that supported NDMO and the National Disaster Management Arrangement in building the

capacities and the national resilience to disasters.

NDMO OFFICE SPACE & SENIOR STAFF QUARTERS

25.

The NDMO manages and coordinate disaster at the national, divisional, district and at the

community level with support and collaboration from international, regional and national organisations and

with all Government ministries and departments. In times of declared natural disasters and emergencies,

the Office is expected to activate the National Emergency Operations Centre to coordinate and

management the response activities of Government to address the needs of the general populations using

all available resources at its disposal. A need to have a specifically built centre for the NDMO with adequate

office space to accommodate the various different functional activities of disaster risk reduction and

disaster management coordination and management by the NDMO.

Office Space

26.

The National Disaster Management Office will be required to occupy a building that is large enough

to accommodate all its functional requirements. The functional areas that need to be accommodated at

the NDMO Centre are:

NDMO Office for daily work of NDMO Staff,

NEOC only to be activated in times of disaster or when conducting exercises,

Training Centre for the conduct disaster related training,

Briefing or Conference Centre for meetings, seminars and workshops,

Communication Room

storage facility

staff rest rooms, and

other ancillary facilities such as kitchen, etc.

Senior Staff Quarters

27.

In light of the nature of employment at NDMO, the requirement to work long hours during times

of natural disasters is a necessity. It is the intention of this paper to seek your endorsement for the

provision of three government quarters next to each other as permanent staff quarter for NDMO Senior

Staff. The requirement is for the Director and the two Principal Officers to occupy government quarters so

as to allow their easy access and mobility to NDMO Office when as required in times of natural disasters.

NATIONAL DISASTER MANAGEMENT ARRANGEMENT

NDMO Mobility Operations

28.

The NDMO operations involves the management and coordination of government machineries,

supplemented by the efforts of disaster management stakeholder to address the immediate and short term

needs and requirements of the general populations in times of natural disasters. In building the national

resilience to disasters, NDMO operates in the following manner:

coordinating and managing disaster preparedness efforts at all levels

coordinating and managing disaster mitigation efforts at all levels

coordinating and managing disaster operation efforts at all levels

coordinating and managing disaster response efforts at all levels

coordinating and managing disaster relief efforts at all levels

coordinating and managing disaster rehabilitation efforts at all levels, and

coordinating and managing disaster efforts for the before, during and after phases.

NDMO Mobility Arrangement

29.

The NDMO levels of disaster arrangement spans from the Cabinet level to the extent that it

reaches the people at the community and settlement level. The level of disaster arrangement is depicted in

the organisation structure which is in the new National Disaster Management Plan due for finalisation

before the end of this year.

30.

The structure details the various levels that NDMO will need to make advise and representation

through the arrangement from the Cabinet level, the Executive level, the National DRM Council, the

conduct and management at the NEOC level, the collaboration to the Divisional, District and to the Village

and Settlement level. Also depicted in the organisation structure is the NDMO collaboration advisory role

with the CCG Task Force, the various Committees at national level and the engagement with the local

government at the divisional, provincial and district levels.

31.

The organisation structure outlining the levels of NDMO Disaster Management is as follows.

NATIONAL DM ARRANGEMENT

CABINET

Development Sub Committee

National DM Council

NDMO/NEOC

Nat DISMAC

Div DISMAC

District DISMAC

Village/Community/Settlement

EPC Unit

RMR Unit

TEA Unit

Mitigation &

Prevention Committee

Emergency

Committee

Preparedness

Committee

NDMO Mobility – Emergency Arrangement/Engagement

32.

The emergency arrangement and engagement allows for NDMO to collaborate and advise all

agencies and stakeholders at all levels. The NDMO emergency arrangement and engagement is as follows.

National level – the arrangement and engagement with all Government agencies, the

private sector organisations, the international organisations, the regional organisations,

the non government organisations and the representatives of foreign Embassies and

Consulates.

Divisional level – the arrangement and engagement with all divisional based Government

agencies and the divisional based private sector organisations.

District level – the arrangement and engagement with district based Government

agencies, the District community and the district based private sector organisations.

Village, Settlement and Community level – the arrangement and engagement with people

at the village, settlement and community, the private sector organisations and the local

emergency response agencies.

the model for NDMO engagement at all these levels is shown below.

PARTNERS IN DISASTER MANAGEMENT

33.

The NDMO conducts its management, coordination and building the national resilience to disasters

through support of its partners. The partners contribute mostly to supplement the gaps in national

capacity. Listed below are the category of partners that are based in Fiji and very much support the NDMO

mission of building the national resilience to disasters.

International Partners

34.

The international organisations that operate in Fiji supporting the NDMO efforts are:

the United Nation organisations, UNOCHA, UNDP, UNCRD, UNDESA

International Red Cross

European Union

World Bank

World Health Organisation

Food and Agriculture Organisation

Foreign Embassies and Missions, and

all the International NGOs.

NATIONAL

DIVISIONAL

DISTRICT

VILLAGE/

SETTLEMENTS/

COMMUNITIES

District Govt. Depts,

Community and private

sector organisations

Village, Settlements,

Community & private sector

organisations, local emergency

Response agencies

Divisional Govt.

agencies & private

sector organisations

National Govt.

Agencies, private Sector

organisations, Int.&

Regional Orgs., NGOs

Regional Partners

35.

The regional organisations that are based in Fiji and supporting the NDMO efforts are:

AUSAID

NZAID

SOPAC

SPC

SPREP, and

all the regional NGOs.

National Partners

36.

The national organisations and agencies that operate in supporting the NDMO efforts are:

all Government Ministries and Departments

all national NGOs

all Municipalities

all statutory bodies

all private sector organisations, and

the national communities or the whole population of Fiji.

OUTSTANDING PROGRAMS

37.

As mentioned, the NDMO manages a number of disaster risk reduction and disaster management

programs with the support of its partners. Since taking over as the Director Disaster Management, the

outstanding programs are listed below which NDMO will now focus its efforts and attention in tying-up the

loose ends and facilitate in bringing these outstanding programs to a sustainable closure. The outstanding

NDMO programs are as follows:

Review of the Natural Disaster Management Act

Review of the National Disaster Management Plan

IT Development – Database, Website, GIS

Proposal for the engagement of two UN Volunteers in NDMO and National Planning

CHARM – Comprehensive Hazard and Risk Management implementation

UNCRD sponsored School Retrofit Project

Review of Ration Scale

Risk Assessment for Urban Centers

SERMP - Suva Earthquake Risk Management Project

DARMTAC – School Curriculum Project

Emergency Operation Centre Resourcing & Training Program

Pacific Catastrophe Risk Pool Initiative

National Disaster Awareness Week [annual event]

Damage Assessment Manuals

EMWIN installation at NDMO – Emergency Weather Info. System

Generator Installation and Testing

Drought Support Plan

Tsunami Early Warning System

Flood Early Warning System – Navua, Rewa, etc

HF Radio Installation

Guidelines for donated items

News Letter/Information Paper, and

Emergency Management Volunteer Services.

COMMITTEE INVOLVEMENTS

38.

With the theme of engagement and collaboration at all levels of the disaster risk reduction and

disaster management arrangement, NDMO is part of a number of committees. It must be noted that

NDMO will have representation to all these committees. Outlined below are the committees with NDMO

status to these committees.

Membership Status

39.

Listed below are the Committees that NDMO is a member to:

Fiji National Land-Care Steering Committee

Navua Early Warning System Committee

Integrated Water Resource Management Committee

Integrated Coastal Development Committee

Environmental Awareness Committee, and.

Secretariat Status

40.

Listed below are the Committees that NDMO acts as the secretariat. It must be noted that all

these committee meetings are conducted at the NDMO Office.

School Retrofitting Project Committee

Suva Earthquake Risk Management Project Committee

National Drought Plan Committee, and

National Tsunami Steering Committee.

Avian Influenza Taskforce

CONCLUSION

41.

The paper has covered the whole spectrum of NDMO activities and efforts towards developing the

achievement to the mission of building the national resilience to disasters. I understand the focus was right

but with the good number of outstanding programs hanging, yet to be finalised, they set the foundations

and challenges for the NDMO team to really put in that extra effort and commitment in bringing the

outstanding programs to a sustainable closure. The focus now is to set deadlines and targets; marshalling

the right resources and funding; vigorously engage our partners and improve networking at all levels;

embrace the concept of “whole of Government” and “whole of country” approaches as the way forward;

and the development of disaster risk reduction and disaster management team building and capacity

building at all levels of the organisation.

42.

An area that the paper wishes to bring to your attention is the limitation in the current staffing

arrangement which encourages and facilitated the high rate of staff turn over at NDMO. The structure is

bottleneck and as it stands, will not accommodate a career path progression for the staff, i.e. for the staff to

progress in the disaster management career, the only way up is to get out of the NDMO organisation

structure and begin a new career altogether by joining other ministries. We need to set a conducive staff

organisation structure that facilitates the promotion of staff career path progression, ensures the continuity

and sustainability of both the work progress and the staff commitment in the organisation. The major

problem affecting NDMO is the high rate of staff turn over that directly result in the good number of

programs and projects still outstanding. It is now the challenge for the current NDMO administration to tie

the many loose ends and bring these outstanding programs and project to a sustainable closure.

43.

In summary, the paper was intended to give you an overview of NDMO and to also update you on

the NDMO past proceedings outlining outstanding programs prior to the move/transfer to the Ministry of

Defence, National Security and Immigration. The report has covered in details the reality of the situation on

the ground. We hope that you are now familiar with the NDMO, its vision, mission and its guiding

principles; its core functions and responsibilities; the staffing structure arrangement; the need for NDMO

mobility in the execution of its roles; our partners in both disaster risk reduction and disaster management;

the outstanding programs that challenges this current NDMO administration; the involvement of NDMO in

committees; the number of issues raised as discussion points that will require the Ministry attentions; and

the three regional disaster seminars scheduled for this year.