CORPORATE PLAN

(2010-2014)

DISASTER MANAGEMENT CENTRE

2010
DMC

Corporate Plan - DMC

CORPORATE PLAN
2010-2014

DISASTER MANAGEMENT CENTRE

2010
DMC

Corporate Plan - DMC

 CORPORATE PLAN
2010-2014

DISASTER MANAGEMENT CENTRE

2010
DMC

Corporate Plan-DMC
CORPORATE PLAN
2010-2015
 CONTENTS

Chapter 1 Introduction

Chapter 2 Strategic Direction

Chapter 3 Environmental Scanning

Chapter 4 SWOT Analysis

Chapter 5 Key Result Areas, Goals, Strategies and Planned Activities

Chapter 6 Operational Budget & Implementation Schedule

Chapter 7 Progress Monitoring Performance Evaluation

ANNAXES

Annex 1 Goal, Strategies and Planned Activities for each Key Result Areas

Annex 2 Operational Budgets by Key Result Areas and Budgetary Requirement

Annex 3 Implementation Schedule

Annex 4 New Organization Structure

Introduction 1-1

Chapter

1
__________________________________
INTRODUCTION
1.1 Background
In May 2005, the Sri Lanka Disaster Management Act No.13 of 2005 was enacted
which provides the legal basis for instituting a disaster risk management (DRM)
system in the country. The Act provides for the establishment of the National Council
for Disaster Management (NCDM), which is a high-level inter-ministerial body. The
Act also provides for establishing the Disaster Management Centre (DMC) under the
Council for assisting the Council in implementing DRM activities.

This Act provides for a framework for DRM in Sri Lanka and addresses disaster
management (DM) holistically, leading to a policy shift from response based
mechanisms to a proactive approach towards disaster risk reduction (DRR). Twenty
one hazards come under the purview of the act.

DMC was established in July 2005. In December 2005 the Ministry for Disaster
Management and Human Rights (M/DM&HR) was established with the subject of DM
listed under its purview. The DM functions implemented through the DMC according
to the gazette notification are as follows:

1. Formulation and Implementation of policies, programmes and Projects for

disaster mitigation, response and recovery.

2. Formulation of National Disaster Management Plan and the National

Emergency Operation Plan based on the national policy.

3. Administration and operation of Sri Lanka DM Act, No. 13 of 2005.

4. Initiate and coordinate foreign aided projects for disaster mitigation, response
and recovery.

5. Liaising with Ministries, Government authorities and agencies, private sector

agencies, NGOs and INGOs and all other relevant agencies to ensure timely
execution of such responsibility.

6. Coordination and management of relief activities pertaining to natural and

man-made disasters.

7. Coordinating awareness programs on natural and man-made disasters

8. Early warning systems.

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC)

Introduction 1-2

9. Supervision of the activities of non-governmental organizations and social

welfare voluntary agencies in relation to disaster management and provisions
of relief.

10. Facilitation of and assistance to non-governmental organizations and social

welfare voluntary agencies, in the fields of DM.

1.2 Objectives of DMC

Given below are the objectives of DMC;

1. Provide hazard and risk information using appropriate methods to enable

proper DM decisions.

2. Formulate and implement mitigation strategies to minimise potential future

losses.

3. Coordinate for accurate forecasting and issue of early warning messages and
ensure their effective dissemination.

4. Build capacity to respond quickly and effectively to disasters.

5. Enable competent Emergency Operations Management

6. Coordinate effective management of post-disaster activities

7. Improve community understanding of risks in order to enhance their resilience

in the face of disasters.

1.3 Brief Summary of Work Done

Given below is a brief summary of work done since the inception.

1. In 2005, on the advice of the Ministry with the assistance of the UNDP, DMC
developed a 'Road Map' towards building a 'Safer Sri Lanka' for the next 10
years.

2. The Roadmap for the next 10 years comprising specific project proposals
covering seven thematic areas, consistent with ongoing and past efforts in the
field of Disaster Risk Management and development planning in Sri Lanka
has been developed and included in “Mahinda Chinthanaya” Programme.
Priorities for action stipulated in the Roadmap are consistent with the
requirements and responsibilities of the Act.

3. Draft National Disaster Management Policy and National Disaster

Management Plan has also developed and awaiting the approval from the
National Council.

4. In the present context with the DMC functioning within the purview of a
separate ministry, which was not envisaged at the time of formulating the Act,
various constraints are observed in carrying out the expected activities.
Therefore Ministry has initiated actions to bringing amendments to the Act.

5. Presently, there are the five main functional divisions in DMC each is headed
by a Director and Director General responsible for overall management of the
DMC. 24/7 Emergency Operation Centre established in the DMC, coordinates

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC)

Introduction 1-3

the emergency response operations in disaster situations. District Disaster

Management Coordinators (DDMCs) are appointed to each district to assist
District Secretaries. Some of the Coordinators are from Armed forces. At
present all employees are on yearly contract.

6. DMC has undertaken a study to amend the organization structure,

recruitment procedure and to make DMC a more proactive organization.

7. Links are established with providers of EW messages on multi-hazards at

local and international level. DMC is responsible for dissemination of EW
messages to the people. A system using EW towers, Disaster Emergency
Warning Network (DEWN) system, Radio and Telephone Communication is
established to reach the people within very short time.

8. A project to establish early warning towers in the coastal area, radio

communication system and a National Call Centre to disseminate the early
warning messages has completed and scheduled to commence operation in
2010.

9. Awareness programmes are conducted in various vulnerable areas of the

country to educate people about disasters and how to evacuate those are in
vulnerable locations if and when a disaster strikes.

10. Hazard maps are prepared in most vulnerable GN divisions with the
participation of people in the villages. Evacuation route and safe locations are
identified through participatory approach and some of the village level
committees are provided with basic equipment to take warning message to
the people.

11. Disaster Preparedness plans have been prepared for 15 districts and the
balance are being developed. Divisional and Grama Niladari (GN) level plans
are being prepared.

12. Preparation of Standard Operating Procedures (SOP) for Early Warning has
been completed and preparation of SOPs for other activities and various
response units has been commenced.

13. Within last three years, government has provided funds exceeding LKR 250
millions to strengthen the response capacity of Local authorities in Sri Lanka.
However DMC is concerned about the capacity of local government sector to
maintain equipment issued.

14. DMC has initiated mitigation projects in Colombo, Gampaha, Kalutara,

Hambantota, Puttlam, Polonnaruwa, Ampara and Batticaloa Districts to
minimize the effect of flood. Landslide mitigation programmes were
implemented in few locations in the hill country in 2007 & 2008 through the
NBRO. All mitigation projects are implemented through the District Secretary,
Divisional Secretary or Local Authorities.

15. Agreements for the preparation of a Hazard Map and a Risk Profile for four
hazards (Drought, Landslide, Coastal Hazards, Cyclones) have been signed
with technical agencies and expected to be completed in 2011.

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC)

Introduction 1-4

16. A comprehensive study on flood management in four river basins (Kelani,

Kalu, Gin and Nilwala) had been completed with JICA assistance.

17. Construction of a separate building to house the Disaster Management

Centre including Emergency Operation Centre and Early Warning Centre is in
progress and scheduled to complete in 2011.

18. DMC has established a National Disaster Management Coordination

Mechanism to bring together all stakeholders in Disaster Management sector
including INGO/NGO and UN Agencies, Government and Private sector
organizations.

19. Government has declared 26th December as the National Safety Day and
DMC has been commemorating this day since 2006 to make people aware of
disasters.

1.2 Objective of the Corporate Plan

DMC, being a very recently established organization, needs a corporate strategy to
crystallize the individual and isolated development efforts and programmes to single
strategic document. Ultimate objective of this integrated corporate plan is to facilitate
DMC for performance excellence by facilitating the management of DMC in defining
what the environment holds and how to navigate through that environment in order to
achieve the changes that are desirable for long-term success of DMC.

The corporate plan's value as a communication vehicle is substantial, but the real
value to the DMC is going through the process which will result in selecting and then
documenting the goals.

The process of corporate planning is important as they foster a sense of teamwork

throughout the organization. It will provide a complete picture of where DMC is
headed, how the organization will get there, and what each division will contribute.
Thus, each staff member can see what his or her role is compared to other parts of
the organization and can get on with the job of achieving results.

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC)

Introduction 1-5

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC)

Strategic Direction 2-1

Chapter

2
__________________________________
STRATEGIC DIRECTION
2.1 Introduction

Values
Mission

Vision
Mission
Values

This Chapter presents the strategic direction of the organization decided by the top
management. It provided the tone for the corporate planning process and gives all in
DMC a good idea of where the DMC is headed during next 5 years from 2010 to
2014.

2.2 Value System

Values are the guiding principles and behaviours that embody how the DMC and its
staff are expected to operate in the future. Values reflect and reinforce the
organizational culture of DMC and help DMC to accomplish its mission and attain its
vision.

Core Value

 Safety of people

Governance related Values

 Transparency
 Accountability
 Delegation
 Sincerity
 Impartiality
 Harmony

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC)

Strategic Direction 2-2

Operational Values

 Result orientation
 Decentralization
 Resource sharing
 Proactiveness
 Professionalism
 Team spirit
 Commitment
 Dedication

2.3 Mission
The mission of DMC is;

“To create and sustain a culture of safety among communities and the nation at large
through systematic management of natural, technological and man-made disasters”.

2.4 Vision
The vision of DMC reads as follows;

“Communities are Prepared and Safer”

This broad vision describes where the DMC is headed, what it intends to provide to
the beneficiaries and how it wishes the beneficiaries to be in the future.

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC)

Internal Environment 3-1

Chapter

3
__________________________________
ENVIRONMENTAL SCANNING

3.1 Organisational Profile and Resources

The Disaster Management Centre (DMC) was established in 2005 as provided in the
Disaster Management Act, No 13 of 2005. The National Disaster Management
Council is vested with powers by the Act to decide the strategic direction of
implementation of the provisions in the Act and to monitor and guide DMC. Chaired
by HE the President, the ‘Council’ is comprised of the Prime Minister, Leader of the
Opposition, 20 relevant subject Ministers, 9 Chief Ministers, and 5 persons from the
opposition Members of Parliament. The Secretary of the Ministry of Disaster
Management and Human Rights acts as the secretary to the ‘Council’.

As stipulated in the Act, the Council provides strategic direction to DMC and holds
the key responsibility over resource allocation (finance in particular), administrative
and operational matters and overall performance of DMC. The Director General (DG)
acts as the Chief Executive Officer of DMC who is responsible for overall supervision
and management of DMC. The DG reports to the council via Ministry of Disaster
Management and Human Rights on regular basis.

Presently, DMC consists of five functional divisions, two staff-support units and a
media unit. Each functional division is headed by a Director and support units are
headed by Deputy Directors who are responsible for planning, organising and
implementing activities of respective divisions. At district level, DMC operations are
coordinated at district level by District Coordinators and Assistant District
Coordinators through District Secretaries.

Good management practices, decentralisation and delegation have always been the
key to smooth functioning of DMC. One of the guiding principles of DMC is good
governance where it always endeavours to consult and communicate with senior
management and other staff through regular staff meetings and discussions.
Progress review meetings within and between functional and support divisions
enable DMC management to keep track of its activities on regular basis.

3.1.1 Human Resource

DMC considers its human resource as the most valuable asset. At present, the total
workforce is 183 and it comprises of 100 civilian staff and 83 military personnel. One
of the key features is the diversity in terms of age groups, and gender and ethnic
makeup. DMC is blessed with educated, skilled, and well trained team of employees;
more importantly their commitment and dedication supersede the former.

Corporate Plan - Disaster Management Centre (DMC)

Internal Environment 3-2

The present organisational structure is as follows:

Organisational Structure of Disaster Management Centre

National Level

Disaster Management Centre

Technical National
Committees
(Director General) Consultants

Disaster Multi-Hazard Preparedness Training, 24 x 7

Management Early Warning Planning Education National
Technology Dissemination Division and Public Emergency
& Mitigation Division Awareness Operation
Division Division Centre

Personal and Finance Media Unit

Administration Division Division

Regional Level

District Disaster Management Coordination Units

Position Number of Present Situation

Approved Positions
Director General 1 Filled
Directors 5 4 Positions filled
Deputy Directors 6 4 positions filled
Assistant Directors 12 9 positions filled
District Coordinators 25 22 filled (7 positions from forces)
Assistant Coordinators 100 98 filled
Technical Staff 2 2 filled
(Assistant IT officers)
Support Staff – 25 14 filled
Management Assistants
Storekeepers 2 2 filled
Support Staff
Personnel Assistants 1 1 filled
Drivers 12 10 filled
KKS 5 4 filled
Receptionist 1 1 filled

Corporate Plan - Disaster Management Centre (DMC)

Internal Environment 3-3

Translators 2 Not filled

Communication 3 1 filled
Technicians
Call Centre
Officer In charge 1 Not filled
Supervisor 1 Not filled
Telephone Operators 9 Not filled
Radio Operator 1 Not filled

3.1.2 Proposed Organizational Structure

Appropriateness of present organizational structure of DMC was assessed in terms
of its compatibility with the corporate profile and the corporate strategy, compatibility
with the outputs of the DMC's different divisions, hierarchical levels, coordination
among its divisions, centralization or decentralization of authority, grouping of
activities and communication.

The above assessment revealed that the present organization structure of DMC
neither represents nor facilitates the delegation of authority, flow of information and
operational aspects. Therefore in order to prepare DMC for the future challenges a
new organizational structure has been proposed and submitted to the Management
Services Department through Salaries and Carder Commission for approval.

The new organizational structure is given below.

3.2.3 Physical Resources

The estimated value of physical resource base of DMC is LKR 2 billion which is
undoubtedly the best among similar service providers in the country. It comprises of
an array of modern office and field equipment such as vehicles, boats, life saving
equipment, communication, IT and office equipment. However, a significant portion of
its resource base seems to be underutilised due to other constraints within and
outside the organisation. Notably, the lack of transport facilities and office location
often constrain the effectiveness of services.

Physical resources at DMC Head Office

 Radio Communication system (HF & VHF)

 Call centre
 Disaster Early Warning Network through SMS and Cell broadcast
 Early Warning Towers: Operation System
 Earthquake indicator system (USGS through Internet)
 Virtual Private Network, Mobile Telephones
 Servers and computers
 Intra governmental network for information sharing
 Consequence Assessment Technology( CAT)
 GIS & GPS facilities, Large scale plotter
 Digital Duplicators, Photo copy machines, Printers, Fax machines, Multi
Media Projectors
 Resource Centre

Corporate Plan - Disaster Management Centre (DMC)

Internal Environment 3-4

 Large screen TVs, Office furniture (Tables, Chairs, Cupboards, File cabinets,
Book racks, shelves)
 Command vehicle including 5 Kv generator, radio equipment
 100 Kv Generator
 1 No. Moped , Refrigerator
 Rented Stores – (4000 sq ft)
 Rented office space at BMICH
 Rented vehicles – 4 Nos

Physical resources at District Units

 Early warning towers (55 Nos)
 10 Emergency operation centres equipped with radio communication systems
 10 Double Cabs
 Rented vehicles – 12 Nos
 Computers, Printers, Fax machines, Photocopy machines,
 Office Furniture
 Telephones, VPN

3.2.4 Financial Resources

As of 2009, DMC operates with a budget of LKR 1 Bn. The Treasury provides funds
for both recurrent and capital expenditure amounting to approximately Rs 209 million
in 2009. DMC receives financial assistance from a variety of foreign donors such as
multi-lateral and bi-lateral sources (e.g. UN Organisations, JICA, KOICA, Chinese
Government, Italian Government etc), foreign development banks (e.g. World Bank),
and regional and country specific agencies (ADPC, ADRC, and SAARC) and INGOs
and NGOs.

A breakdown of funding sources is given below.

For year 2009

Purpose (Recurrent,
Source Amount Period capital, and
programmes, etc.)
Government of Sri Rs 101.7M Year 2009 Recurrent
Lanka (Treasury) Rs 261.0 M Capital
Other public funds ADRC
Rs 2.0 M OXFAM
Donations ADPC
Chinese government
Italian Government
MOBITEL
Foreign funds
UNDP Rs 127.0 M
UNESCAP Rs 28. 6 M Grant
KOICA Rs 160.0 M Grant
Other sources Rs 499.0 M Netherlands Bank Loan

Corporate Plan - Disaster Management Centre (DMC)

SWOT Analysis 4-1

Chapter

4
__________________________________
SWOT ANALYSIS
4.1 Introduction
This chapter provides an overview of DMC’s Strengths, Weaknesses, Opportunities
and Threats.

4.2 SWOT Summary

Depicted below is the SWOT framework highlighting the subheadings under which
SWOT factors have been analysed.
Positive factors Negative factors
At present
Can be Can be
Controlled by
DMC
Strengths Weaknesses Controlled by
DMC
Need to capitalize & harness Need to eliminate
• Governance • Governance
• Human Resource • Human Resource
• Physical Resource • Physical Resource
• Operations • Operations
• International Relations • Legal status
• Mandate & Recognition • Training, Education & Public Awareness
• Networking • Promotion
• Funding • Monitoring & Evaluation
• Funding
Internal Internal
environment environment

External External
Need to take advantage of Need to overcome environment
environment
• Operational • Operational
Disaster preparedness Mitigation Technology
Mitigation technology Multi-hazard EW & Dissemination
Multi-hazard EW & Dissemination • Training, Education & Public Awareness
• Research • Promotion, Networking and Donor Relations
• Training, Education & Public Awareness • Project Development, Monitoring & Evaluation
• Promotion, Networking and Donor Relations • Human Resource
• Project Development, Monitoring & Evaluation • Funding
• Human Resource • Policy and Political Issues
• Policy and Political Issues • Governance
• Vulnerabilities
Beyond Beyond
Control of
DMC
Opportunities Threats Control of
DMC
In future
Positive factors Negative factors

Given below is the narrative summary of SWOT factors;

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC) of Sri Lanka
SWOT Analysis 4-2

4.2.1 Strengths

The biggest strengths of DMC are its mandate to coordinate DRR & DM activities,
being the one and only agency authorized for EW dissemination and its recognition
as a government body in DRM.

Physical Resource DMC possesses such as 24/7 Emergency Operation, state-of-art

equipment for IT & communication, Event Database for past 30 years, etc. further
enhances its strength.

Genuine leadership of DMC complemented with good governance practices provides

a conducive environment to consolidate its position in the discipline of DRR & DM.
Staff deployed by UNDP and strong links with Armed Forces and other key
stakeholders provide a true competitive edge to DMC.

4.2.2 Weaknesses

Ambiguity of legal status of DMC and human resources issues such as absence of a
HRD plan, absence of a proper performance evaluation and rewarding system, job
insecurity feelings of the staff, high staff turnover, inadequate skilled staff at district
level and lack of multilingual skills; particularly Tamil, have been identified as major
weaknesses.

Underutilization of some vital physical resources and non availability of a permanent

office premises to operate from and to house equipment also have been identified as
weaknesses.

Operational deficiencies such as poor coordination mechanism, non availability of

24/7 emergency operations in all districts, non coverage of last mile EW, lack of
comprehensive set of SOPs, insufficient efforts to integrate programmes with regular
development activities at district level, lack of understanding of mandates and
strengths of other key technical partners and low priority for research have also been
identified.

4.2.3 Opportunities

Opportunities are immense for the DMC to realize its goals and to attain the vision
and the desired state as DM in general is recognized as a national priority, demand
for DM and DRR is on the increase and vulnerable communities are willing to
embrace DRR activities.

The commitment of international organizations for DRR is being amply demonstrated

by the continuous technical and financial assistance of UNDP since inception of DMC.
Funding will never be a problem if DMC plans itself properly.

The trends towards holistic planning and development, need for mainstreaming DRR
into development programmes, meeting new DRR needs in Northern development,
increasing interest of more and more organizations in DM including private sector
entities such as tourist hotels and the possibility of engaging in new areas like water
and transport provide greater opportunities.

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC) of Sri Lanka
SWOT Analysis 4-3

4.2.4 Threats

Biggest threat faced by DMC is the possibility for policy changes after the forth
coming presidential and general election. Cabinet changes and as a result, DMC
absorbed into the relief services would be another possibility. Even at present,
operation of DMC is severely constrained by the difficulty in convening regular
meetings of NCDM as stipulated in the Act.

While more and more organizations are entering and competing for DRR, institutional
hostilities do exist among key stakeholder agencies and some are reluctant for
collaborative work. At times, inaccuracy of early warning predictions posses a major
threat for the credibility of DMC.

DMC should also be well prepared for the possibility of withdrawing UNDP staff now
deployed to DMC almost on full time basis to perform vital functions.

Increase in man-made disasters, illegal land reclamation and sand mining, poor
waste management facilities in municipal councils and factories, non-standardized
production of food, drinks and consumer items, poor public health and sanitation
services, weak motor traffic control systems, use of unlimited agro-chemicals in
agriculture, tobacco cultivation, etc. pose severe threats for DM activities.

The future of DMC and its ability to live up to the expectation of state, vulnerable
communities and other stake holders shall depend on the state support for the
restructuring process which is now in progress.

4.3 SWOT Analysis & Strategic Direction

Given below is the strategic direction suggested for DMC based on the SWOT
analysis made.

S<>T S<>O

W<>T W<>O

DMC should EXPLOIT the enormous potential it has to position itself as the most
sought after and credible service provider in DRR & DM activities in Sri Lanka by
capitalizing the recognition of DM as a national priority, increasing demand for DM
and DRR, willingness of vulnerable communities to embrace DRR activities,
commitment of international organizations for DRR, trends towards holistic planning
and development, need for mainstreaming DRR into development programmes, new
DRR needs in Northern development, increasing interest of more and more
organizations in DM including private sector entities such as tourist hotels and the

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC) of Sri Lanka
SWOT Analysis 4-4

possibility of engaging in new areas like water and transport by making use of its
enormous strengths; its mandate to coordinate DRR & DM activities, being the one
and only agency authorized for EW dissemination and its recognition as a
government body in DRM, physical resource it possesses such as 24/7 Emergency
Operation, state-of-art equipment for IT & communication, Event Database for past
30 years, genuine leadership of DMC complemented with good governance practices,
staff deployed by UNDP and strong links with Armed Forces and other key
stakeholders.

In this process, DMC should EXPLORE the possibilities of becoming a legal entity,
finding immediate solutions to human resource issues by developing a HRD plan,
introducing a proper performance evaluation and rewarding system thereby
eliminating the insecure feelings of the staff and reducing high staff turnover,
deploying skilled staff at district level and improving multilingual skills of the staff;
particularly Tamil in order to reap the full potential. It should also overcome
operational deficiencies by improving the coordination mechanism with key
stakeholders, introducing 24/7 emergency operations in all districts, covering last
mile EW, developing comprehensive set of SOPs, integrating programmes with
regular development activities at district level, properly understanding the mandates
and strengths of other key technical partners and assigning high priority for research.
DMC should ensure the optimum utilization of its existing vital physical resources
while strongly lobbying with relevant authorities for a permanent office premises to
operate from and to house its valuable equipment.

The success of DMC shall depend on its ability to RESIST the perceived threat from
future policy changes and policy shifts. Expediting the process of restructuring now
under way and transforming it to an autonomous legal body under an Act of
Parliament is the only way out from the dilemma. DMC should also be well prepared
for the possibility of withdrawing UNDP staff now deployed to DMC almost on full
time basis to perform vital functions.

DMC should not hesitate to FORGET certain services in its current portfolio if it is not
possible to improve the present operating deficiencies and weaknesses.

Corporate Plan (2010 to 2015) of Disaster Management Centre (DMC) of Sri Lanka
Operational Budget 6-1

Chapter

6
__________________________________
OPERATIONAL BUDGET & IMPLEMENTATION
SCHEDULE
In order to deliver programmes and activities identified by operational, support and
staff functional units in the next five years, DMC would require a budget in excess of
LKR 4,500 million, excluding staff and overhead costs. As this figure is only
estimation, a detail costing of every single activity is essential prior to each financial
year.

A breakdown of budget by key result areas is given in Annex 2.

The implementation schedules of planned activities identified under each key result
area are presented in the Gant Charts and given in Annex 3.

Corporate Plan (2010 to 2014) of Disaster Management Centre (DMC)

Progress Monitoring & Performance Evaluation 7-1

Chapter

7
__________________________________
PROGRESS MONITORING & PERFORMANCE
EVALUATION
7.1 Introduction
Operational plans presented in Annexes will enter into a continuous loop of
performance, control, and evaluation of results. Superiors and subordinates of DMC
will come together at least quarterly to discuss progress, solve problems, make any
needed changes to the plans, and discuss new objectives. These sessions will be the
primary vehicles for controlling progress toward the goals. Even though the emphasis
will be on self-control, knowledge that one's superior will want to discuss progress
against an agreed-to plan tends to make one more serious about meeting
commitments. When this review / control process is applied throughout DMC, the
likelihood of making real progress toward the goals will be increased.

Evaluating progress/results against the objectives is required to determine the extent

to which movement toward the goal has been realized. If problems are noted,
adjustments can be made to either the action steps or the schedule in order to get
things back on track.

Appropriately recognizing or rewarding accomplishments will support the long-range

direction of the DMC. This positive reinforcement for a job well done will lead to
improved organizational effectiveness.

Goals of DMC are specific and reflect the needs of the beneficiaries. As the
goals are specific, management of DMC will be able to measure its progress
or its effectiveness. Strategic control is easy to achieve as goals are clearly
defined and measurable.

7.2 Output Monitoring

In order to facilitate the progress monitoring of each and every activity
described under each key result area, measurable and verifiable indicators
have been identified for the entire period of implementation in the forms of
outputs which are predominantly of quantitative nature. These outputs will be
broken down into number of years in the implementation period. Thereafter,
output of the immediate year of implementation will be further broken down to
months or quarters depending on the progress monitoring cycle of DMC for
close reviews. Along with the physical output, budget and implementation
schedule as described in Chapters 8 and 9 respectively also will be monitored.

Corporate Plan (2010 to 2014) of Disaster Management Centre (DMC)

Progress Monitoring & Performance Evaluation 7-2

7.3 Outcome Monitoring

In order to facilitate the evaluation of each and every goal described in
Chapter 5, measurable and verifiable indicators have been identified for the
entire period of implementation in the forms of outcomes or impacts which are
predominantly of quantitative nature. The best way to assess the outcome or
the impact of activities coming under each goal is to conduct random sample
surveys. This would allow the DMC to amend the activities if the desired
results are not achieved. Similar assessment will be done at the end of the
implementation period and the learning of which will be used for the next
planning cycle. Third party evaluations will also be conducted to ensure
neutrality and impartiality of findings.

7.4 Limitations
Even if strategies will be implemented in a rational fashion, management of
DMC will have to operate under many constraints such as funding, inadequate
authority, limited facilities and resources, etc.

________

Corporate Plan (2010 to 2014) of Disaster Management Centre (DMC)