CORPORATE PLAN - Disaster Management Center

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.


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.


Introduction

1-5


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


Strategic Direction

2-2

Operational Values        

2.3

Result orientation Decentralization Resource sharing Proactiveness Professionalism Team spirit Commitment Dedication

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.


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)


3-2

The present organisational structure is as follows:

Organisational Structure of Disaster Management Centre National Level

Disaster Management Centre (Director General)

Technical Committees

Disaster Management Technology & Mitigation Division

Multi-Hazard Early Warning Dissemination Division

Preparedness Planning Division

National Consultants

Training, Education and Public Awareness Division

Finance Division

Personal and Administration Division

24 x 7 National Emergency Operation Centre

Media Unit

Regional Level

District Disaster Management Coordination Units

Position Director General Directors Deputy Directors Assistant Directors District Coordinators Assistant Coordinators Technical Staff (Assistant IT officers) Support Staff – Management Assistants Storekeepers Support Staff Personnel Assistants Drivers KKS Receptionist

Number of Approved Positions 1 5 6 12 25 100 2

Filled 4 Positions filled 4 positions filled 9 positions filled 22 filled (7 positions from forces) 98 filled 2 filled

25

14 filled

2

2 filled

1 12 5 1

1 filled 10 filled 4 filled 1 filled


Present Situation


Translators Communication Technicians Call Centre Officer In charge Supervisor Telephone Operators Radio Operator

3-3 2 3

Not filled 1 filled

1 1 9 1

Not filled Not filled Not filled 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



      

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

Source

Amount

Government of Sri Rs 101.7M Lanka (Treasury) Rs 261.0 M Other public funds Rs 2.0 M Donations

Foreign funds UNDP UNESCAP KOICA Other sources

Period Year 2009

Rs 127.0 M Rs 28. 6 M Rs 160.0 M Rs 499.0 M


Purpose (Recurrent, capital, and programmes, etc.) Recurrent Capital ADRC OXFAM ADPC Chinese government Italian Government MOBITEL

Grant Grant Netherlands Bank Loan

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 Controlled by DMC

Strengths

Weaknesses

Need to capitalize & harness • • • • • • • •

Need to eliminate • • • • • • • • •

Governance Human Resource Physical Resource Operations International Relations Mandate & Recognition Networking Funding

Governance Human Resource Physical Resource Operations Legal status Training, Education & Public Awareness Promotion Monitoring & Evaluation Funding

Internal environment External environment

Beyond Control of DMC

Can be Controlled by DMC

Internal environment

Need to take advantage of

Need to overcome

• Operational Disaster preparedness Mitigation technology Multi-hazard EW & Dissemination • Research • Training, Education & Public Awareness • Promotion, Networking and Donor Relations • Project Development, Monitoring & Evaluation • Human Resource • Policy and Political Issues

• Operational Mitigation Technology Multi-hazard EW & Dissemination • Training, Education & Public Awareness • Promotion, Networking and Donor Relations • Project Development, Monitoring & Evaluation • Human Resource • Funding • Policy and Political Issues • Governance • Vulnerabilities

Opportunities

Threats 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

External environment

Beyond Control of DMC

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.


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.

ST

SO

WT

WO

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.


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.


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.


Progress Monitoring & Performance Evaluation

7.3

7-2

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. ________
