Garissa County Contingency Plan

GARISSA COUNTY CONTINGENCY PLAN

Garissa, Ijara, Lagdera, Fafi, Dadaab and Balamballa Districts

June 2011

Contents 1. ACKNOWLEDGEMENT...... 2 2. LIST OF ACRONYMS...... 2 3. EXECUTIVE SUMMARY...... 3 4. BACKGROUND...... 3 5. INTRODUCTION...... 3 6. METHODOLOGY...... 4 6.1. Gender and Participation...... 4 6.2. Garissa County Disaster Profiling and Analysis:...... 5 6.2.1. Ranking: the four most common Disasters in Garissa County...... 5 6.2.2. Ranking Criteria...... 5 6.2.3. Disaster Mapping :...... 6 6.2.4. Response Mechanisms Already in Place:...... 6 6.2.5. District level partnerships and links to national government...... 7 6.2.6. Recommendation for additional measures...... 7 6.2.7. Proposed practical activities in each step of the disaster cycle...... 8 Scenario: Drought...... 8 Scenario: Floods...... 9 Scenario: Conflict (human/human & human/wildlife)...... 9 6.3. Garissa County SWOT Analysis...... 12 6.3.1. Strengths...... 12 6.3.2. Weakness...... 12 6.3.3. Opportunities...... 12 6.3.4. Threats...... 13 6.4. Suggested Follow-up Action...... 13 7. GARISSA COUNTY CONTINGENCY PLAN BY DISASTER...... 14 7.1. Drought Response...... 14 7.2. Disease Outbreaks...... 15 7.3. Conflict (Human/human & human/wildlife)...... 17 7.4. Floods...... 19 8. GARISSA COUNTY CONTINGENCY PLAN BY SECTOR...... 20 8.1. Security Sectoral Plan...... 20 8.2. Agriculture, Water and Livestock Sector...... 21 8.3. Health & Nutrition Sector...... 25 9. LIST OF PARTICIPANTS...... 26 3

1. ACKNOWLEDGEMENT

Much gratitude goes to the ALRMP, in particular the DMO Garissa, Mr. Ahmed Farah, for leading the organization and facilitation of the 3-day workshop that resulted in this contingency plan. The financial, logistical and technical contribution made by UNICEF Kenya Country Office and IRC, particularly Mr. Hussein Golicha, the RPO, UNICEF Garissa, Ms. Rose Njagi, UNICEF Emergency Officer, Margot Flandrin, UNICEF Intern and Felix Musoke, IRC Disaster Response Manager is also much appreciated. Special thanks goes to all the participants from different Government Ministries and Departments and agencies working in Garissa County, whose in-depth contributions and discussions form the key components of this contingency plan.

2. LIST OF ACRONYMS

ALRMP Arid Lands Resource Management Project

CBO Community Based Organization

CDF Constituency Development Fund

DEO District Education Officer

DPHO District Public Health Officer

DRC Danish Refugee Council

DRR Disaster Risk Reduction

DSG District Steering Group

DVO District Veterinary Officer

GOK Government of Kenya

IDP Internally Displace Person

IRC International Rescue Committee

KMC Kenya Meat Commission

KRCS Kenya Red Cross Society

KWS Kenya Wildlife Service

MOA Ministry of Agriculture

MOE Ministry of Education

MOH Ministry of Health 4

MOLD Ministry of Livestock Development

MOPHS Ministry of Public Health and Sanitation

MOW Ministry of Water

MSF Medecins Sans Frontiers

MYWO Maendeleo Ya Wanawake Organization

NGO Non-Governmental Organization

PLWHA Person Living with HIV and Aids

SMART Simple, Measurable, Achievable, Realistic & Timely

SWOT Strength, Weakness, Opportunity, Threat

UNICEF United Nations Children’s Fund

VSF Veterinaires Sans Frontiers

WHO World Health Organization

WFP World Food Programme

3. EXECUTIVE SUMMARY

This Contingency Plan captures the critical areas that the Government and implementing partners in Garissa County will focus on in adequately preparing for any foreseen disasters and consequent humanitarian needs. It also outlines the mitigation measures against the risks associated with the disasters, and most importantly, early recovery and prevention activities that will build community resilience. It is a practical reference document that guides key decision makers in Government on critical investment areas and also assists in advocacy with the donor community. It also guides implementing partners on areas to support, building on existing government and community-led strategies and also initiating new innovations that will further strengthen the County’s ability to focus on the needs of the most vulnerable.

4. BACKGROUND

Garissa County is one of the largest in Kenya: it covers an area of 54,000 square kilometers, which is slightly more than 9% of the total size of the country. The county borders Wajir to the North, Tana River and Isiolo counties to the West and The Republic of Somalia to the East. It has a total population of 623,060, of which 334,939 are male and 288,121 female (census 2009). 5

The county is low lying, with altitudes ranging between 70m and 400m above sea level. The area is hot and dry much of the year, receiving scarce rainfall in the range of 150mm -300mm annually. Frequent droughts and unreliable rains do not favour agriculture activities and the growth of pasture for livestock rearing. Tana River runs along the western boundary of the county and is the only permanent natural source of water for Garissa town and the surrounding areas. Seasonal Rivers (laggas) provide water during the wet season for both human and livestock, although they greatly interfere with road transportation. The county also hosts the Boni forest, a section of which is the Boni National Reserve, a protected wildlife conservation area: ALRMP

5. INTRODUCTION

This contingency plan is the outcome of a 3-day workshop held at the Nomad Palace Hotel, Garissa Town, from 7th to 10th June 2011 with a total of 36 participants from key Government ministries and NGOs working in Garissa County. Garissa, Ijara, Lagdera, Fafi, Dadaab and Balamballa Districts were represented. It was facilitated by The Arid Lands Resource Management Project (ALRMP), with the support of UNICEF and IRC. The workshop was held at a crucial time when Garissa County is experiencing dire effects of a long drought.

The workshop had the following main objectives:  To have an in-depth understanding of the concepts in Disaster preparedness process  To understand the key elements in contingency planning process  To develop contingency plan/risk reduction measures addressing common hazards in Garissa County  To share knowledge on case studies related to disaster preparedness

The participants had the following expectations:  To know what funds are available and who are the lead agencies in disaster preparedness and response  To develop a SMART, well-coordinated and implementable contingency plan  To share experiences, knowledge and new ideas on disaster preparedness  To acquire practical solutions to the current drought  To understand the roles of key stakeholders in the implementation of the contingency plan

6. METHODOLOGY The contingency plan was developed in a participatory process through group discussions and presentations. Proposed activities to be conducted by the key stakeholders address the four most common disasters in Garissa County and are also sector-specific. The facilitators used group/plenary discussions and creative facilitation to profile and rank the common disasters in Garissa County, conduct a SWOT analysis of the county, and discuss ways of enhancing gender equality and participation. The participants were also oriented to Disaster Risk Reduction, Early Warning Systems, trends in humanitarian action and the contingency planning process using power-point presentations and hand-outs. The following is a summary of the workshop discussions: 6

6.1. Gender and Participation Women have more domestic roles than the men at the household level. These roles are dictated/ linked to cultural beliefs and practices, but it is observed that these are evolving with time, and men are continually taking up more domestic roles. Modern technology and conveniences have also made domestic roles easier. However, women are involved in all the community and family leadership roles identified for men, such as making decisions, sense of family belonging and contributing to family income. Women also play important roles in peace building and conflict resolution. Increasingly, the roles for men and women are merging and the distinction between the two roles is getting thinner: ‘what a man can do, a woman can do’

Cultural beliefs and practices affect women empowerment, especially in employment, where some professions such as the disciplined forces are seen as a reserve for men. Even when qualified women are available, they tend to shy away. There is therefore need to focus/target more on cultural biases that hinder women participation through sensitization, involving traditional and civic leaders. Culture is dynamic but changes over time and therefore there is need for patience, creativeness and tactfulness in handling cultural biases.

The marginalized groups (people with disabilities, PLWHA, women and girls, children, minority ethnic groups, poor, pastoralists, and illiterates) are the least likely to be consulted, be involved or take part in decision making and implementation. This is due to poor communication by the duty bearers, lack of awareness, biases, gender discrimination, cultural/ religious barriers, stigmatization, geographical barriers, political influence and affiliation, illiteracy, low level of education and inferiority complex. However, these groups have the capacity and ability to be meaningfully involved in the assessment, analysis and actions aimed at meeting their survival, development and protection and that of their community. There is therefore need to consciously seek out these groups, especially children, who would need child-friendly participatory tools and appropriate communication form.

6.2. Garissa County Disaster Profiling and Analysis:

The common disasters identified: Droughts, floods, fires, conflict, terrorism, diseases and road traffic accidents.

Associated risks:  Loss of lives, land and property;  Malnutrition of children, pregnant & lactating women;  Disruption of education: congestion in schools due to feeding programme and closure due to lack of water  Resource-based and human-wildlife conflict;  Poor livestock body condition, depreciation of value, diseases and deaths;  Environmental degradation e.g. charcoal burning; 7

 Water scarcity, poor sanitation and hygiene;  Vector increase and outbreak of diseases/epidemics e.g. diarrhea and measles  Internal displacement and pressure on existing families due to influx of drought affected families;  Destruction/ damage to infrastructure and crops

6.2.1. Ranking: the four most common Disasters in Garissa County i. Drought ii. Outbreaks of diseases (human and livestock) iii. Conflicts iv. Floods

6.2.2. Ranking Criteria a. Frequency of occurrence, severity, likelihood of worsening and community vulnerability b. Scale of effect: number of people affected (loss of lives, livelihoods, destruction of infrastructure, migration, poor health and nutrition status, disruption of education, loss of productivity etc.) c. Cost implications, scale of response (resources required)

6.2.3. Disaster Mapping :

Disaster Areas affected Drought  Severe: Shanta-Abak, Modogashe, Benane and Danyere  Moderate: Balamballa, Galmagalla, Dadaab and Dertu  Low: Bura, Jarajilla, Sangalu, Liboi, Sankuri and Hulugho Disease  Human: all the county, but starting with border points outbreaks  Animal diseases: Modogashe, Shanta-Abak, Benane, Danyere, Galmagalla, Ijara, and all the areas on the border with Somalia. Conflicts Benane, Danyere, Garissa (central division), Modogashe and Liboi Floods Central, Dadaab, Balamballa, Bura and Sankuri

6.2.4. Response Mechanisms Already in Place:

Disaster risk  Coordination of efforts by District Steering Group preparedness  Preparedness and response plans (sectoral interventions)  Early warning systems and disease surveillance  Contingency funds- national level  Capacity building e.g. trainings of communities in DRR and sanitation  District Steering Group  Agencies with mandate to respond to emergencies, both in Govt & NGOs 8

 Communication channels e.g. radio and police signals  National Disaster Coordination Center Disaster risk  Distribution of relief food mitigation  School Feeding Programme in Government registered schools  Supplementary Feeding Programme in all Government Health facilities  Water trucking to hard hit centres  Distribution of livestock feeds/ supplements  Livestock off-take programme  Support to alternative livelihoods  Special police unit to curb terrorism  District/community peace committees  Special programmes e.g. seed distribution and Kazi Kwa Vijana  Remittance from friends and family members  Cross-border and inter-country movements by communities Early  Support to alternative livelihoods-income generation Recovery  Distribution of relief food  Supplementary feeding of lactating mothers and under five year-old children  Early recovery as part of the Emergency Preparedness and Response Plan

6.2.5. District level partnerships and links to national government  District steering group at district level, with all stakeholders, collaborates with Kenya Food Security Steering Group at national level  Sectoral stake-holders meetings  National Disaster Operation Center links with ALRMP  NGO consortia  GOK/WFP collaboration in school feeding programme

6.2.6. Recommendation for additional measures  Enhanced contingency planning, better coordination of efforts at county level and strengthened linkages to national structures

 Professional forums at district/county level for home-grown solutions

 Strengthening of community based peace building and conflict resolution initiatives

 Establish Disaster response teams and management authority  Diversification of livelihoods  Water conservation 9

 Improved communication and information sharing  Strengthen early preparedness for effective response  Proper land use practices  Use of technology in disaster management  Disaster management should be a national priority. All should be trained despite trends, as disasters are difficult to predict Integrate the Community-based/traditional early warning systems with the modern system. 10

6.2.7. Proposed practical activities in each step of the disaster cycle

Scenario: Drought Animal Health deteriorates and body conditions will be affected resulting in reduced animal products. The nutrition of the population will be equally affected especially those of children under 5 year-olds, pregnant and lactating mothers. Households dropping out of pastoralism will move and settle in urban centres in search of better services with a probable creation of IDP camps. There will be acute water shortages with congestion at permanent water sources. There is a likelihood of human conflicts over scarce resources. Breakdown of boreholes and reduction of water discharge. Deterioration of water quality, hygienic and sanitation conditions will lead to potential disease outbreak. Pre-disaster Impact phase Post-disaster * Conserve animal feeds and Harvesting of hay * Livestock destocking and off-take * Re-stocking * Grow sustainable crops and fodder * Livestock vaccination and deworming * Diversify livelihoods * Water conservation, rain water harvesting, and proper management of * Relief food supply * Irrigation/expansion of farms water pans * Provision of supplementary feeding * Supply of seeds and farm inputs * Provide access to livestock markets and information * Migration of both human and livestock * Food for asset activities *Promote agro-pastoralism along river Tana to diversify food sources * Raising community awareness * Breed improvement * Construction and de-silting of water pans * Some subsidy for livestock traders inform * Develop Community-based coping * Pre-positioning of food supplies of transport strategies * Community training on Operation and Maintenance of borehole * water trucking to hard hit centres * Support income generating activities equipment. * Provision of fast moving parts for borehole in the most affected areas. equipment. * Support repair and maintenance of boreholes * Standby generating sets * Provision of water storage tanks 11

* Fuel subsidy for boreholes

Scenario: Floods Destruction of farm land, farm inputs and equipment. Villages along the river will be displaced and rendered IDPs or cut off from mainland with no supplies. Outbreak of both Human and animal disease such as malaria and rift valley fever may occur. Disruption of learning , transportation system and damage to infrastructure and water supply systems. Pre-disaster Impact phase Post-disaster * Clear the drains / terraces/canals * Provide clean drinking water (chlorine and * Resettle affected communities * Settle people on higher grounds aquatabs) * Assist affected communities to plough * identify safe evacuation areas * Diversion of flood water and plant * Monitor level of precipitation using rain-gauge * Evacuation of people to higher grounds * Provision of seeds and fertilizers, * Public awareness/ Training of communities on skills to * Set up sand-bags tools for renewed food production monitor and deal with floods * Relief supply – food and non- food * Rehabilitate irrigation structures * Enhance DSG coordination (or similar structure at the county * Provision of basic services ( Health, Education and * Rehabilitate damaged infrastructure level) mechanisms. Sanitation) to the affected or displaced communities e.g. roads, school and health facility * Provide security buildings

Scenario: Conflict (human/human & human/wildlife) Conflict over water points between wildlife and human beings will occur frequently. Clan rivalry of the inhabitants and inter- district conflict may arise between pastoralists communities. Conflicts will cause mass population displacement and disruption of basic infrastructures. As a consequence there will be IDP concentration settings, potential diseases outbreaks, loss of livelihood and strong influx to urban centres. Potential separation of children from the families may also be witnessed. 12

Pre-disaster Impact phase Post-disaster * Establishment of peace, conflict resolution and resource * Activation / operationalization of committees * Counselling management committees * Beef-up security * Resettlement * Capacity building of peace committees on conflict resolution * Provision of relief (food & non-food items) * Develop reconciliation committees * Establishment of conflict Early Warning systems * Sensitization through public barazas * Restocking * Trace and map out the possible areas of human/wildlife * Provision of basic services (schools, health * Reconstruction of infrastructure conflict e.g. migratory species corridors centers) * Amnesty * Sensitize communities on causes of human/wildlife conflict * Disarmament * Victim compensation and basic protection measures e.g. bonfires, noise * Deploy rangers/scouts and intensify patrols * Permanent intervention measures e.g. *Provision of safe water to avoid use of animal watering holes * Lay predator traps electric fencing by humans * Intensify information gathering * Restore de-graded land by planning trees *Planned land use to avoid farming in wildlife zones * Facilitate inter community dialogue * Strengthen conflict resolution committees *Census/culling/re-location of excess wild animals * Provide basic social services in conflict * Provide basic social services in conflict prone areas eg Water, prone areas eg Water, Education and Education and Health. Health.

Scenario: Disease Outbreaks (Human/livestock) Increase in number of outpatient and inpatient in health facilities and high number of referral cases to the Provincial General Hospital. Fatal cases may be reported. Upsurge of malnutrition cases. Drug shortage could be noted in most health facilities.

Emaciated livestock body condition, leading to increased livestock death. Livestock products reduced. Pastoralists may migrate from the affected area thus spreading the disease. 13

Pre-disaster Impact phase Post-disaster * Establish disease surveillance committees * Daily/weekly disease reporting * Strengthen existing health infrastructure *Establish Early Warning and surveillance systems * Enforce sanitation measures * Conduct review meetings * Capacity building on disease surveillance and response * Public awareness: campaigns * Continued surveillance * Preventive measures (WASH messages, distribution of * Secure water sources * Re-stocking of depleted supplies aqua tabs and chlorine) * Special attention on chronic conditions * Public education on communicable * Immunization / vaccination campaigns * Food supplementation for malnourished under-5 diseases, hygiene and sanitation * Provide *Ensure good latrine coverage children, pregnant and lactating women basic social services eg Water, Education * Pre-stocking of drug supplies * Vector control and Health * Establish sentinel sites for herd monitoring * Set up control centres especially for cholera * Public education on communicable diseases, hygiene and * Logistics – transport and communications sanitation * Proper disposal of carcasses and burying of the dead * Integrated outreach services (Mobile teams/clinics) 14

6.3. Garissa County SWOT Analysis

6.3.1. Strengths • Coordination of all activities by DSG • Presence of NGOs/CBOs, boards, Authorities & Associations(WUAs)in the county • Tana River flowing along the county • Arable land for farming • Ministry of Northern Kenya (ALRMP) contingency budget allocation • Regional livestock market • Existing health facilities across the county • Merti Aquifer along the county • Existence of peace committees • Well- coordinated disease surveillance systems • On-going sewerage system (municipality) • Already established water pans • Presence of District based stakeholders forums • Early warning systems in place (Arid lands monthly bulletin) • Fair road network within the county

6.3.2. Weakness Preparedness Response Recovery  Lack of land policy in place.  Poor communication network  Lack of long term planning.  Poor infrastructure  Take long to respond to  Poor Capacity building to  Inadequate provision of water disasters. disaster-prone communities resources  Insufficient relief supplies  Biasness in reconstruction  No contingency plans in place  Biased targeting in reaching priorities  Low funding level during disaster needy communities  No mechanisms to restore  Lack of adequate rescue  Duplication of activities by lost livelihoods. machinery and equipment different agencies  Ignorance on disaster management.

6.3.3. Opportunities  Government structures in place  Community and political goodwill  Donor support and commitment (UNICEF, IRC, WHO, CDF etc)  Availability of local resources  The new constitutional dispensation. 15

6.3.4. Threats • Prolonged and frequent drought increasing community vulnerabilities • Lack of sufficient basic facilities within the county e.g. firefighting equipment • Inter-agency competition • Lack of contingency plans • Political interference and rivalry • Social attachment to ancestral land • Clan-based rivalry • Community resistance (attitudes and culture) • High frequency of disaster recurrence e.g. drought, floods and disease epidemics • Poor infrastructure e.g. impassable roads • Escalating food prices • Poor physical planning • Environmental degradation • Poor community inter-relationships • High poverty levels • Low literacy levels • Terrorism • Presence/ high influx of refugees

6.4. Suggested Follow-up Action Action Responsible Date A small team to polish up and fine tune UNICEF, ALRMP, IRC, Health, 17thJune 2011 the document Agriculture, WHO, Water and Livestock(DMO to lead the action) Contingency Plan to be shared with ARLMP/UNICEF /IRC 5th July 2011 stakeholders in the County so as to finalise and adopt (meeting)

Dissemination and implementation of the ALRMP/UNICEF/IRC 5th July 2011 plan in DDC and DSG forum Circulate the document to Development ALRMP 6th July 2011 partners and private sector 16

7. GARISSA COUNTY CONTINGENCY PLAN BY DISASTER

7.1. Drought Response Strategic objective Activities Responsible parties Geographic Budget (Ksh) location 1. Enhance drought 1.1. Conserve animal feeds and harvesting of hay  Private Sector Entire county 350M preparedness 1.2. Grow fodder  Media 1.3. Excavate and de-silt water pans  MoPH&S 1.4. Harvest rain water  CDF 1.5. Provide access to livestock markets and  Civil Society information  Kenya Red Cross 1.6. Diversify livelihoods through agro-pastoralism  Arid lands 1.7. Culling of livestock  DSG 1.8. Introduce afforestation programs 1.9. Carry out needs assessment  RRDO 1.10. Community training on Operation and  Northern Water Service Maintenance of borehole equipment. Board  Ewaso Nyiro Development Authority  Oxfam  DRC 2. Enhance drought 2.1. De-stock and off-take livestock  Private Sector Entire county 500M response 2.2. Vaccinate and de-worm livestock  Media 2.3. Distribute food and non-food items  MoPH& S & MS 2.4. Provide supplementary feeding for special needs  CDF groups  Civil Society 2.5. Provide hay for livestock  Kenya Red Cross 2.6. Water trucking / tankering  ALRMP 2.7. Migrate livestock to greener areas  DSG 2.8. Raise community awareness 2.9. Conduct a nutritional assessment  RRDO 2.10. Some subsidy for livestock traders inform of  Ministry of water transport  UNICEF water trucking to hard hit centres  DRC * Provison of fast moving parts for borehole  Oxfam 17

equipment.  KMC * Support repair and maintenance of boreholes  Ministry of livestock * Standby generating sets  WFP * Provision of water storage tanks 1.1. * Fuel subsidy for boreholes 2. Facilitate quick 2.1. Restocking of livestock  Ministry of water Entire County 300M recovery for the 2.2. Irrigation and expansion of farms to improve  Ministry of livestock drought affected livelihood  Ministry of agriculture population in Garissa 2.3. Carry out post- situation analysis s  MoPH& S & MS county 2.4. Supply of seeds and farm inputs  ALRMP 2.5. Implement food for assets activities  Private Sector & Media 2.6. Breed improvement  CDF 2.7. Livelihoods diversification  Civil Society 2.8. Develop community coping strategies 2.9. Support income generating activities in the most  Kenya Red Cross affected areas.  DSG  RRDO  UNICEF  DRC  Oxfam  WFP

7.2. Disease Outbreaks Strategic objective Activities Responsible parties Geographic Budget Location (Ksh) 1. To strengthen to Mitigation  Provincial Administration Entire County 240 M preparedness and response to 1.1. Reactivate and strengthen DSG Sub-  Ministry of Health disease outbreaks in Garissa Committees on Disaster Management.  ALRMP County 1.2. Strengthen Disease Surveillance and Early  MOW Warning Systems.  Min. of Livestock and Vet. Services 1.3. Conduct training/capacity Building of  CDF health workers.  Local Authority 1.4. Develop/disseminate guidelines on case  UNICEF Management and prevention  UNHCR and Implementing 1.5. Prepare contingency stocks of drugs and Agencies supplies  IRC 1.6. Strengthen preventive measures and High 18

Impact Interventions  WHO * Establish sentinel sites for herd monitoring  WFP 1.7. * Public education on communicable  Save the Children diseases, hygiene and sanitation  KRCS  Care International  Womankind  MSF  Islamic Relief  VSF  KLDP Response  MSF 1.8. Timely outbreak investigation and  Mentor Initiative verification. 1.9. Case Management 1.10. Laboratory Support and Strengthening 1.11. Continuous monitoring and reporting of disease status (IDSR) 1.12. Strengthen preventive measures and High Impact Interventions: e.g. Vector Control, Immunization, SFP, HIII’s, chlorination, distribution of aqua tabs 1.13. Water Quality Control and Sanitation enforcement. 1.14. Public Awareness campaigns and IEC dissemination. 1.15. Prepositioning of Supplies and Logistics 1.16. Special needs of vulnerable groups: women, children, elderly, disabled and patients with chronic diseases 1.17. Regular Review Meetings 1.18. Integrated outreach services 19

Recovery

1.19. Continued monitoring and surveillance.

1.20. Restocking of depleted drugs and supplies.

1.21. Improve existing health infrastructure.

1.22. Strengthen routine health services

1.23. Emphasis on High Impact Interventions to mitigate future disasters.

* Public education on communicable diseases, hygiene and sanitation * Provide basic social services eg Water, Education and Health 1.24.

7.3. Conflict (Human/human & human/wildlife) Strategic objective Operational objective Activities Responsible parties Geographic Budget Location (Ksh) 1.Enhance conflict 1.1. To ensure that affected 1.1.1. Establishment and activation  Provincial Admin Entire county 2M preparedness, response and communities in resource based of peace committees  DSDO recovery mechanisms conflicts are mobilized and  KWS involved in strategic planning of  WRMA the conflict resolution.  Livestock Dept.  KFS  Kenya Police

1.1.2. Establishment of conflict  Provincial Admin. Entire county 3M EWS  DSDO 20

 KWS  Police  NSIS  County council  Livestock Dept.  KFS 1.1.3. Provision of relief (food and  Provincial Admin 240M non-food items)  WFP  KRCS  UNICEF  CARE. 1.1.4. Beefing up of security and  Provincial Admin. 4M disarmaments  Kenya police  KWS  UNDP 1.1.5. Sensitization through Barazas  Provincial Admin. Entire county 4M  Peace Committees  KWS  Min of Livestock. 1.1.6. Counselling and resettlements  Provincial Admin. 10M  IRC  UNICEF  G-youth  KRCS  County Council  Religious groups  UNDP  ALRMP 1.1.7. Reconstruction of Provincial Admin. 20M infrastructure ALRMP KRCS Ministry of Works 1.1.8. Restocking of livestock ALRMP 100M MOLD FAO 1.1.9. Amnesty Provincial Admin 2M 21

* Provide basic social services in conflict prone areas eg Water, Education and Health. * Facilitate inter community dialogue Total Budget 385M

7.4. Floods Strategic objective Activities Responsible parties Geographic Budget Location (Ksh) 1. Enhanced Flood Preparedness  DSG Central 10 M Disaster preparedness,  Ministry of Health Sankuri, Response and Recovery 1.1. Identification of higher grounds of settlement  Ministry of Agric/Livestock Dadaab, 1.2. Create public awareness in Garissa county  Local Government Balambala and 1.3. Create coordination mechanism  Ministry of Water & Bura 1.4. Clear flood drainage systems and terraces Irrigation 1.5. Monitor levels of precipitation – rain gauge 1.6. Train community members and school children on rain  Special Programmes gauge data collection  Ministry of youth 1.7. Monitoring River Tana water level  KENGEN 1.8. Secure property – farm implements and other valuables  Provincial administration 1.9. River bank protection  National Security Response  ALRMP 1.10. Evacuation of affected population top higher grounds  Min of Roads 1.11. Provide clean drinking water (chlorine tabs)  SIMAHO 1.12. Provide insecticide treated nets  KRCS 1.13. Provide temporary shelter  CARE 1.14. Provide temporary sanitary facilities , food and  UNICEF medical services (mobile clinics)  IRC 1.15. Diversion of flood water  Handicap 1.16. Setup sand bags around lower areas of river banks  MSF 1.17. Livestock vaccination and treatment  KNA * Relief supply – food and non- food * Provision of basic services ( Health, Education and  WFP Sanitation) to the affected or displaced communities 1.18. * Provide security 22

Recovery 1.19. Analyze the impact, causes and plan the response 1.20. Resettle the affected population on safer grounds 1.21. Provision of farm inputs and other supports for renewed food production 1.22. Repair of irrigation infrastructure 1.23. Restocking of affected households 1.24. Put in place measures that can reduce impact of future disasters 1.25. Capacity building of farmers 1.26. Rehabilitation of river banks * Rehabilitate irrigation structures 1.27. * Rehabilitate damaged infrastructure e.g. roads, school and health facility buildings

8. GARISSA COUNTY CONTINGENCY PLAN BY SECTOR

8.1. Security Sectoral Plan

Strategic Target Activities Resources needed Responsible Geographic Budget (Kshs) objective population Parties Location 1. Establishment 800 (50 people 1.1. Mobilize communities through  Fuel for 5 vehicles  Provincial Entire county Fuel: and activation per division for opinion leaders and elders  Facilitators allowance Admin 9,000 litres of peace 16 divisions in 1.2. Form peace committees  Resource personnel  DSDO x120=1.1 million committees in the county) 1.3. Train peace committees on conflict  Transport @2 days  KWS Allowancesfor52 16 divisions resolution per division = 32 days  WRMA officers per visit in the County 1.4. Train communities on human-  Refreshments for  KFS Senior officials: wildlife conflict community members  Kenya 310,000 Police Security officers: 384,000 Refreshments 10,000 x 16=160,000 Total: 2.5 million 2. Restore peace All population 2.1. Beef up of security and disarm  Fuel for 5 vehicles  Provincial Entire county Allowances: 23

and prevent in the affected warring communities.  Facilitators allowance admin. security personnel= loss of lives areas 2.2. Provide security for relief agencies  Resource personnel  Kenya 1.2 million, senior and property 2.3. Pursue poachers  Transport @2 days police civil servants = 2.4. Resolve conflict between human per division = 32  KWS 192,000 and wildlife days Fuel: 1.1 million  Refreshments for Total of 2.5 million community members 3. Maintain 800 (50 people Sensitize community on need to Fuel-for 5 vehicles • Provincial Entire county Allowance for peace in the per division for maintain peace Facilitators allowance Admin. security personnel= county 16 divisions in Carry out regular security Resource personnel • Community 600,000/= Fuel 1.1 the county) Patrols Transport- • KWS million, Consolation of families affected by 2 days per division giving • Livestock Refreshments wildlife conflict a total of 32 • Other line 160,000/= , Refreshments for ministries. consolation fund- community members 300,000/= Total of 2.3 million

8.2. Agriculture, Water and Livestock Sector

Strategic Target Activities Resources needed Responsible Geographic Budget (Kshs) objective population Parties Location 1. Enhance 623,060 Preparedness • Expertise • Media Entire 350 M drought • Fuel, vehicles • MoLD County preparedness 1.1. Drought monitoring and early • Allowance • MoA warning systems. • Stationery • MoW • venue • CDF 1.2. Preserve animal feeds. • Kenya Red 1.3. Growing fodder Cross • Arid lands 1.4. Ensure adequate food and animal • DSG feed stocks. • RRDO • Northern 1.5. Excavate and de-silting water pans. water service 1.6. Water conservation- rain water board harvesting & proper management • EwasoNgiro 24

water pans for domestic, crops and development livestock production. Authority • VSF 1.7. Provide access to livestock Belgium markets. • Care-Kenya • KFS. 1.8. Diversify livelihoods- agro- • KWS. pastoralism. • Kmet. 1.9. Culling of non-productive animals/ destocking.

1.10. Introduce afforestation programs.

1.11. Carry out need assessment survey.

1.12. Promote drought tolerant crops.

Response

1.13. Destocking and monitor livestock movement patterns.

1.14. Supplemetary feeds e.g. hay, range cubes and UMMB.

1.15. Livestock vaccination and disease surveillance.

1.16. Water trucking.

1.17. Subsidize fuel for boreholes.

1.18. Provision of relief foods.

Recovery

1.19. Restocking. 25

1.20. Livestock vaccination and disease surveillance.

1.21. Re-seeding and fodder re- establishment.

1.22. Repair and service of overworked boreholes equipment.

1.23. De-silting of water pans and dams.

1.24. Provision of farm inputs.

1.25. Diversification of farm enterprises

2. To 623, 060 Preparedness • Expertise • ALRMP. Central, 250 M strengthen 2.1. Review and operationalize • Fuel, vehicles • MoW Banane, preparedness contingency plans • Allowance • MoA Modogashe and response 2.2. Strengthen Surveillance, Early • Stationery • MoLD. to livestock Warning and info dissemination • KRCS disease Systems. • Care Int. outbreaks in 2.3. Strengthen livestock diseases, • VSF. Garissa vectors and parasites surveillance. • KDLDP County. 2.4. Strengthen crop diseases and pests scouting. 2.5. Capacity Building of Community animal health workers. 2.6. Activate community based disease reporting committees

Response 2.7. Timely outbreak investigation and verification. 2.8. Treatments ,vaccinations ,quarantine and disposal of carcasses 2.9. Veterinary laboratory support and 26

strengthening. 2.10. Continuous surveillance 2.11. Continuous Crop pest and disease monitoring and control 2.12. Water Quality Control and Sanitation enforcement. Recovery 2.13. Continued monitoring and surveillance. 2.14. Restocking of depleted drugs and supplies. 2.15. Strengthen routine health services. 2.16. Restock of livestock.

3. Enhance 623,060 Preparedness • Expertise • Provincial 385 M conflict • Fuel, vehicles Admin. preparedness, 3.1. Establishment and/or strengthening • Allowance • KWS response and local grazing management • Stationery • MoLD recovery committees • MoA mechanisms • KFS Response • Kenya 3.2. Provision of relief hay and feed Police supplements • DSDO • KWS Recovery • Police • NSIS 3.3. Capacity building of communities

3.4. Rehab/expansion of water facilities

4. Enhanced 623,060 Preparedness • Expertise • DSG 70M Flood • Fuel, vehicles • Min. of Disaster 4.1. Create public awareness. • Allowance Agric preparedness, • Stationery /livestock. Response 4.2. Clear flood drainage systems and • Local Govt and terraces • MOW Recovery in 4.3. Monitor levels of precipitation – • Provincial 27

Garissa rain gauge Admin county • National 4.4. Train community members (school security children) on rain gauge data • ALRMP collection • Min of Special 4.5. Monitoring river Tana water level Progs. 4.6. Secure property – farm implements and other valuables

4.7. River bank protection

Response

4.8. Provide clean drinking water (chlorine tabs).

4.9. Diversion of flood water

4.10. Setup sand bags around lower areas of river banks

4.11. Livestock vaccination and treatment

Recovery

4.12. Analyze the impact, causes and plan the response.

4.13. Provision of farm inputs and other supports for renewed food production

4.14. Repair of irrigation infrastructure and water pumps along the river 28

4.15. Put in place measures that can reduce impact of future disasters.

4.16. Capacity building of farmers.

4.17. Rehabilitation of river banks.

8.3. Health & Nutrition Sector

Strategic Target Activities Resources needed Responsible Geographic Budget (Kshs) objective population Parties Location 1. To 623,060 Mitigation • Expertise • Provincial Entire 240M strengthen 1.1.Re-activate and strengthen DSG • Fuel, vehicles Admin County preparedness Sub-Committees on Disaster • Allowance • MoH and response Management. • Stationery • ALRMP to disease 1.2. Strengthen Disease Surveillance • MoW outbreaks in and Early Warning Systems. • Min. of Garissa 1.3. Conduct training/capacity Building Livestock County of health workers. and Vet. 1.4. Develop/disseminate guidelines on Services case Management and prevention • CDF 1.5. Prepare contingency stocks of • Local drugs and supplies Authority 1.6. Strengthen preventive measures • UNICEF and High Impact Interventions: • UNHCR &Implementi Response ng Agencies 1.1. Timely outbreak investigation and • IRC verification. • WHO 1.2. Case Management • WFP 1.3. Laboratory Support and • Save the Strengthening Children 1.4. Continuous monitoring and • KRCS reporting of disease status (IDSR) • Care 1.5. Strengthen preventive measures International and High Impact Interventions: e.g. • Womankind 29

Vector Control, Immunization, • MSF SFP,, HIII’s, chlorination, • Islamic distribution of aqua tabs Relief 1.6. Water Quality Control and • VSF Sanitation enforcement. • KLDP 1.7. Public Awareness campaigns and • MSF IEC dissemination. • Mentor 1.8. Prepositioning of Supplies and Initiative Logistics 1.9. Special needs of vulnerable groups: women, children, elderly, disabled and patients with chronic diseases 1.10. Regular Review Meetings

Recovery 1.1. Continued monitoring and surveillance. 1.2. Restocking of depleted drugs and supplies. 1.3. Improve existing health infrastructure. 1.4. Strengthen routine health services 1.5. Emphasis on High Impact Interventions to mitigate future disasters.

9. LIST OF PARTICIPANTS

NAME ORGANIZATION/DEPARTMENT 1. Ahmed Farah ALRMP 2. John Wainaina MOPHS - Ijara 3. Rumana Noor Simano 4. Ibrahim G Mohammed MOPHS – Balambala 5. Salan G Abdi MOPHS – Lagdera 30

6. Mohamed Sahle Faida 7. Muhyadin Shidi DEO’s Office, Ijara 8. Dr. Mutembei Arithi MOLD -Balambala 9. Dr. Mwanziki N. MOLD - Fafi 10. Dr. Asaava Luvai MOLD - Lagdera 11. H. B. Shill ENMA 12. Abdullahi A Osman MOH - Ijara 13. Zeinab A Ahmed UNICEF 14. Argata Gunacha WHO 15. Augustine M Nyaga MOA - Balambala 16. Dennis Gitonga MOLD - Ijara 17. Okal Joel S MOLD - Lagdera 18. Adal Rashid RRDO 19. Hussein Warid CARE-K 20. Amran Aden MYWO 21. Chemonges Ndiema Police 22. Samuel Mbalu MVP 23. Dr. Hussein Osman MOH 24. Osman Aden KRCS - Garissa 25. Adow Shalle MOLD - Fafi 26. Dr Rashid I.M DVO, Garissa 27. Ahmed A Arab DPHO 28. Issa Dagane Ali ALRMP - Ijara 29. Mohammed R Mwabudzo DC’s Office, Garissa 30. Kiruru J Ngui MOE - Garissa 31. Vitalis Bahati MOW - Fafi 32. Muktar Sheikh MOL - Dadaab 33. Cheruiyot K David MOLD 34. Thomas N Mailu KWS 35. Shukri S Lure ALRMP 31

36. David Ngethe MOLD - Balambala 37. Abdullahi T Osman MOW - Ijara 38. Chome N Jonathan MOLD 39. Dr. Christine Saguii DMOH - Fafi 40. Hussein Golicha UNICEF 41. Felix Musonye IRC 42. Rose Njagi UNICEF 43. Dr. Mohammed Elmi UNICEF 44. Margot Flandrin UNICEF