. 2022 Dec 17;85:103503. doi: 10.1016/j.ijdrr.2022.103503

Table 2.

IFAS matrix of KM implementation in disaster and pandemic.

STRENGTHS (S)	WEAKNESS (W)
S1: Many experiences and lessons from Indonesia S2: Various disaster stakeholders have carried out various KM practices in disaster management, including policy makers, practitioners, and academics S3: Good ICT infrastructure to support KM is already available at the National and Provincial levels S4: Excellent HR capacity to strengthen KM S5: The National Disaster Management Agency has initiated the building of KM in disaster management through the Education and Training Centre and the System and Strategy Division.	W1: KM has not become a priority (lack of commitment), so many agencies, to date, have not factored this in to their budgets W2: The delivery method to the community is still not appropriate W3: KM activities generally still revolve around the national and provincial levels, and have not touched many lower administrative areas at the village level W4: Regulations related to KM already exist but they have not been applied optimally W5: The position and role of KM institutions in disaster management is currently lacking and, consequently there is no big impact W6: KM practices in mitigation and preparedness are still lacking W7: Lessons learned/outcomes from projects by development partners have not been well documented W8: Use of scientific language that is difficult for the target audience to accept W9: It is not quite understand how to produce knowledge (literacy issue) W10: Updating of data and information in KM has not run optimally, which has a direct impact on the quality of various important documents regarding DM.

STRENGTHS (S)

WEAKNESS (W)

S1: Many experiences and lessons from Indonesia
S2: Various disaster stakeholders have carried out various KM practices in disaster management, including policy makers, practitioners, and academics
S3: Good ICT infrastructure to support KM is already available at the National and Provincial levels
S4: Excellent HR capacity to strengthen KM
S5: The National Disaster Management Agency has initiated the building of KM in disaster management through the Education and Training Centre and the System and Strategy Division.

W1: KM has not become a priority (lack of commitment), so many agencies, to date, have not factored this in to their budgets
W2: The delivery method to the community is still not appropriate
W3: KM activities generally still revolve around the national and provincial levels, and have not touched many lower administrative areas at the village level
W4: Regulations related to KM already exist but they have not been applied optimally
W5: The position and role of KM institutions in disaster management is currently lacking and, consequently there is no big impact
W6: KM practices in mitigation and preparedness are still lacking
W7: Lessons learned/outcomes from projects by development partners have not been well documented
W8: Use of scientific language that is difficult for the target audience to accept
W9: It is not quite understand how to produce knowledge (literacy issue)
W10: Updating of data and information in KM has not run optimally, which has a direct impact on the quality of various important documents regarding DM.