1. ১. মানবিক সহায়তা কর্মসূচীর আওতায় বিভিন্ন সেবা প্রদান করা হয়।যেমনঃ ভি.জি.এফ সহায়তা,জি.আর (খাদ্যশস্য/নগদ অর্থ) সহায়তা, ঢেউটিন সহায়তা,শীতবস্ত্র বিতরন সহায়তা ইত্যাদি।
2.  
3. ২.সামাজিক নিরাপত্তামুলক কর্মসূচীর আওতায় বিভিন্ন সেবা প্রদান করা হয়। যেমনঃ গ্রামীন অবকাঠামো সংস্কার (কাবিখা/কাবিটা)কর্মসূচী, গ্রামীন অবকাঠামো রক্ষনাবেক্ষন (টি.আর) কর্মসূচী,অতি দরিদ্রের জন্য কমসংস্থান কর্মসূচী (ইজিপিপি), এসএনএসপি ইত্যাদি সামাজিক নিরাপত্তামূলক কর্মসূচী মাধ্যমে সেবা প্রদান করা হয়।

৩. বার্ষিক উন্নয়ন কর্মসূচীর আওতায় গ্রামীন রাস্তায় ছোট ছোট (১২মিটার পর্যন্ত) সেতু /কালভাট নির্মান,বন্যা প্রবন এলাকায় বহুমুখী বন্যা আশ্রয়কেন্দ্র নির্মান, উপকুলীয় এলাকায় বহুমুখী ঘুর্নিঝড় আশ্রয় কেন্দ্র নির্মান ,উপকূলীয় এলাকায় ঘুর্ণিঝড় সহনীয় গৃহ নির্মান প্রকল্প, মাননীয় প্রধানমন্ত্রীর কার্যালয়ের আশ্রয়ণ -২ প্রকল্প ইত্যাদি জনগুরুত্বপূর্ণ দূর্যোগ ঝুকিহ্রাস করন প্রকল্প বাস্তবায়ন করা হয়ে থাকে।

 সেবা প্রাপ্তির সংক্ষিপ্ত বিবরণ:

# দরিদ্রদের জন্য কর্মসৃজন কর্মসূচি (৪০ দিনের) সেবা প্রদান পদ্ধতি (সংক্ষেপে):

মন্ত্রণালয়/প্রকল্প পরিচালকের কার্যালয় হতে উপজেলায় বরাদ্দ প্রাপ্তির পর ইউএনও কর্তৃক জনসংখ্যা ও আয়তনের ভিত্তিতে ইউনিয়নওয়ারী বরাদ্দ বিভাজনপূর্বক ইউপিতে প্রেরণ  করা হয়। ইউপি কর্তৃক বরাদ্দ অনুযায়ী শ্রমিক এবং ওয়েজ ও নন ওয়েজ কর্মের প্রকল্প তালিকা প্রাস্তুত করে উপজেলা কমিটিতে প্রেরণ করা হয়। জেলা কর্ণধার কমিটির চূড়ান্ত অনুমোদনের পর শ্রমিকদের জব কার্ড এবং প্রকল্পের সাইনবোর্ড প্রস্তুত করা হয়। মন্ত্রণালয়/প্রকল্প পরিচালক কর্তৃক প্রদত্ত্ব বরাদ্দের আলোকে বিল প্রস্তুত করে সংশ্লিষ্ট ব্যাংক একাউন্টে (মাদার এাউন্ট) অর্থ জমা করা হয়। শ্রমিক তালিকা অনুযায়ী ইউনিয়নওয়ারী শ্রমিকদের মজুরী পরিশোধের জন্য ব্যাংকের শাখা নির্বাচন করে প্রত্যেক শ্রমিকের নামে ব্যাংক হিসাব খোলা হয় এবং মাদার একাউন্ট হতে নির্ধারিত ব্যাংকের শাখায় (চাইল্ড একাউন্ট) টাকা স্থানান্তর করা হয়। প্রকল্প তদারকির জন্য ইউনিয়নওয়ারী উপজেলা কর্মকর্তাদের ট্যাগ অফিসার হিসেবে নিযোগ করে প্রকল্পস্থলে সাইনবোর্ড স্থাপনপূর্বক প্রকল্পের কাজ আরম্ভ করা হয়। নন ওয়েজ টাকার প্রাকল্পের গ্রহণ গ্রহণ করে সংশ্লিষ্ট পিআইসি প্রকল্প বাস্তবায়ন করে। ওয়েজ কস্টের (টাকা) জন্য প্রতি সপ্তাহে ফিল্ডসুপারভাইজার ও ট্যাগ অফিসারের প্রত্যয়ণের ভিত্তিতে অগ্রগতি অনুযায়ী শ্রমিক মজুরী ব্যাংকের মাধ্যমে পরিশোধ করা হয়।

 Background of Department of Disaster Management 

1. Enactment of the Disaster Management Act (DMA) 2012, the government set up the Department for Disaster Management (DDM) with a more robust and wider role focusing on comprehensive disaster management, and has been responsible for implementation of the national disaster management related policies and plans at all levels.The DDM has the mandate to implement the objectives of DMA 2012 by reducing the overall vulnerability from different impacts of disaster by undertaking risk reduction activities; conducting humanitarian assistance programs efficiently to enhance the capacity of poor and disadvantaged as well as strengthening and coordinating programs undertaken by various government and non-government organizations related to disaster risk reduction and emergency response. It is responsible for executing directions, recommendations by the government in connection with disaster management as well as the national disaster management principles and planning.

The NPDM 2010-2015 envisages a group of broad-based strategies:
a. Disaster management would involve the management of both risks and consequences of disasters that would include prevention emergency response and post-disaster recovery.
b. Community involvement for preparedness programmes for protecting lives and properties would be a major focus. Involvement of local government bodies would be essential part of the strategy. Self-reliance should be the key for preparedness, response and recovery.
c. Non-structural mitigation measures such as community disaster preparedness training advocacy and public awareness must be given a high priority; this would require an integration of structural mitigation with non-structural measures.
The priorities of the National Plan for Disaster Management (NPDM) 2010-2015 endorsed by the National Disaster Management Council in 2010 have been embedded in all the government high level policy and operation documents. The current government’s ‘Vision 2021’ sets‘ Effective Disaster Management’ as one of the sub-goals and puts emphasis on seasonal flood and drought mitigation, establishing of an effective early warning and evacuation mechanism, and development of a natural disaster insurance scheme to compensate the physical and property damage.
The Bangladesh Perspective Plan 2010-2021, Sixth Five Year Plan 2011-2015 and National Sustainable Development Strategy (NSDS) have provisions and emphasis to implement NPDM. The local level (Upazila) development planning proforma is being revised by the Local Government Division where inputs provided by Ministry of Disaster Management & Relief to make it more inclusive for disaster risk reduction.

2. Lessons and Constraints
a. The SOD is only an order not an act, there is no legal obligation for the implementers of the SOD. Legal framework can work as pressure to take all possible steps for effective implementation of the actions defined in Standing Orders on Disaster (SOD).

b. SOD coordination bodies are not sufficiently functional. Training is one of the best ways to enhance knowledge and skill. Advanced training, refresher training, on the job training etc. should also be arranged besides foundation/basic training. No work can be done effectively unless the stakeholders are motivated and committed. Motivational work should be undertaken for example: rewarding the best UDMC, rewarding the best UDMC member, rewarding the best volunteer etc.

c. Natural disasters cannot be stopped. But the loss of lives, assets and properties can be reduced significantly through effective and timely preparedness activities. Union Disaster Management Committees (UDMCs) have great role to play for reducing disaster risks of the vulnerable people. Standing Orders on Disaster (SOD) can guide the UDMCs for understanding and performing their roles and responsibilities. But the existing challenge for operationalizing SOD should be addressed through joint collaboration and adopting multi-sectoral approach.

d. Monitoring is very important to track progress, learn challenges and make necessary adjustments. Upazilla Disaster Management Committee (UzDMC) should be committed enough to regularly monitor the activities of Union Disaster Management Committee (UDMC) and provide proactive support as and when required.

e. Resources identification, mobilization and utilization are always big challenge. Government should pay due attention so that UDMCs have adequate resources for implementation of SODs and Disaster Contingency Plan. Bangladesh has achieved significant progress in ensuring 100% sanitation in many of the Unions. One of the underlying factors for this success is allocating resources at UP budget for this purpose. Similarly, government should keep such provision for Disaster Contingency Fund at Union Level. This fund could be utilized for awareness activities during peace time and early warning, search & rescue, shelter management etc. during disaster period. Union Disaster Management Committees (UDMCs) should also take collective initiatives to generate Disaster Contingency Fund through mobilizing local resources.

f. Disaster Risk Reduction is a multi sector business. It is not possible for government alone to tackle disaster unless strong collaboration among all the relevant stakeholders such as government, NGOs, researchers, scientists, civil society, private sector, media etc. are established and maintained. Collaborative efforts can strengthen the preparedness activities at all level and reduce the impact of disasters.

g. Community level preparedness works very well where it is part of poverty alleviation program. Many poor people cannot undertake safety measures simply because they cannot afford those. Change in housing pattern (mud-built to light materials housing) in Chittagong hill tracts is an example.

h. Access to early warning is still a challenge and needed is support from the institutions. The service providers should be supported with resources so that they can do their business during disasters.

i. Outreach is another challenge as greater number of vulnerable people has not yet been reached. There is a need to invest in inventing effective measures to scale up the ideas.

j. Citizen action and media advocacy matter most in reduction of vulnerability and timely allocation and distribution of resources. They should be a part of disaster preparedness work.

k. Living with disaster requires sorting the basic first. As a nation we should invest our resources in a way so that basic services like health, education and water can continue even when there are disasters. For an example, revising the school calendar can reduce school days loss. We can introduce monsoon vacation by the summer one.
l. Climate change, earthquake vulnerability, vulnerability monitoring etc. related information management system is also needed to be strengthened.
m. Natural elements such as water, land and air are trans-boundary. And thus any measures to address them would also have take into consideration the trans-boundary solutions. This will likely to involve the combined and coordinated effort of the scientific and technology front, community and practice front and regional and international diplomacy front.
n. Disaster and climate change risks are still at the normative level with elusive quantification. This is making it impossible to estimate the value of the disaster and climate change risks, the required investment, the losses from adverse events and the requirement for recovery and redevelopment. Without the disciplined risk accounting it is also difficult to determine the baseline, benchmark and accomplishment of objective.

3. Development vision Goals, objectives and targets for

Vision:- The Disaster Management vision of the Government of Bangladesh is to reduce the risk of people, especially the poor and the disadvantaged to the effects of natural, environmental and human induced hazards to a manageable and acceptable humanitarian level and to have in place an efficient emergency response management system capable of handling large scale disaster.

Objective:- The overall objective of disaster management is to reduce the underlying risks and to promote climate change adaptation. This will result in substantial reduction of disaster losses, in lives and in the social, economic and environmental assets of persons, communities and the country.

Strategic Goals:- To achieve a paradigm shift towards a comprehensive disaster risk reduction some of the strategic goals are as below:-

-Professionalizing the disaster management system
-Mainstreaming risk reduction
-Strengthening institutional mechanism
-Empowering at risk community
-Expanding risk reduction program
-Strengthening emergency response system
-Developing and strengthening networks.

Targets for the future five year plan:
• Upgrade the disaster management regulative framework
• Risk reduction and climate change adaptation principles (with sustainability) are mainstreamed within all development programs, plans and policies
• Create a national training capacity to sustain and progressively expand the training efforts
• Strengthen community and household level capacity to withstand the disastrous situation
• Establishment of DM fund
• Implementation of different risk reduction options
• Spatial Difference Basis Sustainable livelihood Strategy
• Develop, establish & amend emergency response plan
• Establishment of Multi Risk Vulnerability Assessment Mapping(MRVA) & Damage & Need Assessment Cell(DNA)
• Construction of Flood, Cyclone Shelters and killa
• Procuring search & rescue equipments
• Strengthen national capacity for response management support to local disaster management committees
• ICT based Multi-hazard EWS at community level
• Establish and improve search and rescue mechanism
• Develop and establish emergency response plan
• Development of an effective ICT based information management system
• Establish public private partnership for disaster risk reduction
• Establish Go- NGO and private sector coordination for disaster risk reduction
• Establish multi sectoral coordination system
• Reduce vulnerability of the at risk communities through social safety nets
• Prepare guideline for damage & needs assessment for recovery planning
• Establish & strengthen the regional networks
• Strengthen the use of space based technology
• Develop a monitoring and evaluation system to enable the effectiveness of the capacity building strategy to be measured

4. Current and future Challenges
There is an estimate that climate change would bear some 75 to 80 percent of the costs of damages caused by the changing climate. Bangladesh lacks sufficient financial and technical capacities to manage increasing climate risk. We depend more directly on climate-sensitive natural resources for income and wellbeing. An equitable and effective global climate deal is needed. Such a deal would recognize the varying needs and constraints and assist with the finance and technology to meet the increased challenges to development, ensure that we are not locked into a permanently low share of the global commons and establish mechanisms that decouple where mitigation happens from who pays for it.
More than 60 % of urban population lives in four main cities in Bangladesh. Dhaka alone accommodates one-third of urban population and produces 60 % of national GDP. Therefore, disaster in urban areas has severe national consequences in Bangladesh. Eventually, disaster risk reduction from the cities should be the key issues for ensuring overall development of Bangladesh.
Today, most of the people in the south say, they are affected by salinity. Farmers are adapting by planting saline-tolerant varieties of rice. But this worked well, until the cyclone Aila hit the country in 2009. After that the salinity level rose higher and even the new crops . It is estimated that for just four villages in the district, the cyclone resulted in a loss of US$1.9 million between 2009-2011.In order to effectively address loss and damage, the following steps may be undertaken:
a. Develop a comprehensive policy on the integration of DRR and CCA to address loss and damage from the impacts of both extreme events and slow onset processes;
b. Establish a policy body under the Ministry of Planning (MoP) and technical bodies at both the MoEF and the MoDMR, to serve as knowledge hubs and to provide expertise in DRR and CCA respectively to the loss and damage policy wing of the MoP; Establishing Links between Disaster Risk Reduction and Climate Change Adaptation in the Context of Loss and Damage
c. Integrate DRR and CCA in a multi-level institutional framework to address loss and damage from both extreme events and slow onset processes under a common mechanism;
d. Strengthen and enhance the capacity for mainstreaming loss and damage into national planning processes and develop vertical and horizontal linkages between sectors and institutions working in areas of development to ensure climate resilient development; and
e. Obtain accreditation for the existing National Funding Entities to become National Implementing Entities in order to access support from the international funding mechanisms–both within and outside the UNFCCC – to address loss and damage including through adaptation, mitigation, technology and capacity building.
f. Information is especially important in the case of Trans-boundary water management. Moreover, in Trans-boundary basins, information exchange and sharing of data between riparian countries is regarded as a first and essential step towards fostering cooperation and trust. Unfortunately, restriction in the availability of data and information beyond borders in the riparian countries of the Ganges basin continue to prevail, and countries are often hesitant and cautious to share any kind of hydrological information.
g. Establishing public-private partnerships for disaster & climate change risk reduction.

5. Sectoral/sub sectoral development strategies and policies for
- Institutionalization of DRR and CCA
- Promoting and practicing Public Private partnership
- Adaptive research on disaster and climatic issues
- Promote proven technologies

6. List of policies/ programs/projects for achieving the targets
- DM Act 2012
- National Plan for Disaster Management (2010- 2015)
- DM Act derivative rules
- SOD
- Hyogo Framework for Action (HFA) 2005-2015
- SAARC Framework for Action (SFA) 2006-2015
- SDGs
- Bangladesh Climate Change Strategy and Action Plan
- National adaptation Plan of Action (NAPA)
- Disaster Management Regulatory Frameworks
- Disaster Management Plan for District Upazila, Union, City corporation, Municipality etc.
- Different sectoral development plan
- Disaster Impact and Risk Assessment Guideline
- Local Disaster Risk Reduction Fund Management Guidelines
- Emergency Fund Management Guidelines
- Indigenous Coping Mechanism Guidebook
- Community Risk Assessment Guidelines
- Damage and Needs Assessment Methodology
- Hazard Specific Risk Assessment Guidelines
- Emergency Response and Information Management Guideline
- National Risk Reduction Fund Management Guideline
- National Disaster Reduction and Emergency Fund Management Guideline
- Local Disaster Management Fund Guideline
- Guideline for Road and Water Safety
- Guideline for Industrial Safety
- Guideline for Disaster Shelter Management
- Monitoring and Evaluation Guideline for the Implementation of the Plan
- Guideline for International Assistance in Disaster Emergency

7. Institutional Mechanism for Monitoring
a. Developing a vulnerability Index will help channelize equitable resources to the targeted districts.
b. Developing focused and specific DRR-CCA indicators in the overall performance tracking for the plans, programs and projects
c. Number of recipients of social welfare/safety net allocations after any disaster.

8. Improving Implementation Capacity
a. Business process and financial management reform in MoDMR and DDM and relevant GoB agencies
b. Better coordination mechanisms within the ministry and across the government
c. Investment in DRR and climate risk reduction to reduce the cost for response and recovery.