governance in comprehensive disaster management (cdm)
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Governance in Comprehensive Disaster Management (CDM). Jeremy Collymore, Coordinator Caribbean Disaster Emergency Response Agency (CDERA) Caribbean Conference on Comprehensive Disaster Management and Reducing Disasters Knowledge Fair The Hilton Barbados, Barbados December 12 – 14, 2006. - PowerPoint PPT PresentationTRANSCRIPT
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Jeremy Collymore, CoordinatorCaribbean Disaster Emergency Response Agency (CDERA)
Caribbean Conference on Comprehensive Disaster Management and Reducing Disasters Knowledge Fair
The Hilton Barbados, BarbadosDecember 12 – 14, 2006
Governance in Comprehensive Disaster Management (CDM)
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Exercise of society in managing its socio-economic political affairs
Comprises the values, policies, institutions and mechanisms through which society
Articulates interest Mediates differences Exercises legal rights and
obligations
GOVERNANCE
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ELEMENTS OF GOVERNANCE
Economic – decision making processes that inform internal and external economic activities and relationships
Political – decision making to formulate policies
Administrative - system of policy implementation
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INTRINSIC PROCESSES
Participation
Consultation
Shared Responsibility
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Equity
Reduced Poverty
Improved Quality of Life
DESIRED OUTCOMES
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Comprehensive Disaster Management
(CDM) involves all actions required to
ensure that a country/jurisdiction has a
capability to deal with all types of hazards,
all phases of the Disaster Management
Cycle by coordinating the wide-ranging
actions and utilising all necessary
resources.
CDM DEFINED
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Multi-Hazard Multi-faceted Multi-Disciplinary Multi-sectoral Integrated Comprehensive Management
CDM INTER-RELATED COMPONENTS
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+ 1Member
countries & NDO
Organizations
6NGO
•IFRCS (Red Cross), ADRA, CARIPEDA, CCA
2Donors
IDB, USAID/OFDA,
CDB, World BankEuropean Union,
CIDA, DFID/C, Japan, OAS
3Regional Sector
PartnersPAHO/WHO, FAO,
CTO, CHA, ITU/CTU,
CARILEC, CMO, OECS/NRMU
4Response Partners
RSS, SOUTHCOM, CDRU, Rentech – Oil Spills, Airlines
22DonorsDonors
UWI UWI (Geography & (Geography & Geology, Seismic, Geology, Seismic, CARDIN, Disaster CARDIN, Disaster Management Unit, Management Unit,
Faculty of Faculty of Engineering),Engineering), CIMH, CIMH,
IMA, IMA, ACCC/UWICEDACCC/UWICED
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Recognising linkages between disaster management, environment and development
Broadens the range of actors
A revised mandate for the national and regional organisations, incorporating the CDM Policy
ISSUES IN REALIZING CDM
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Introduces new approaches to decision making
Requires an inventory of mandates
Clear allocation of responsibilities, possibly within a legislative framework
ISSUES IN REALIZING CDM (Cont’d)
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More effective use of all resources, including those of the private sector and other relevant organisations
The identification and definition of a coordination mechanism involving all new stakeholders
CDM IMPLEMENTATION ESSENTIALS
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Consensus on a regional strategic framework informed by the collective priorised needs of stakeholders
Inclusion in the Public and Private Sector Reform agenda
CRITICAL IMPLEMENTATION STEPS
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Who are the actors? What are the decision-making
roles of the actors? What are the instruments used
to engage discourse? How is the contribution of the
stakeholders fashioned into policy and programme?
What voice is given to the partners and when?
GOVERNANCE ISSUES IN CDM: What are they?
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How Internal Dialogue Policy and Programme
Mainstreaming Performance Culture
CDM GOVERNANCE REQUIREMENTS
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Results Based Management (RBM) Monitoring and Evaluation (M&E) Reporting Joint Missions Cooperative Programming Aid Flows Aligned to Agreed
Priorities`
CDM Governance Requirements
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Results Based Management Tools
Monitoring and Evaluation
Programme Design
Proposal Writing
System Wide Assessments
CDM Governance Requirements
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Consultation/Participation Document Sharing or
Development Townhall Meetings (How
Structured) Iterative Limited to Implementation
or Design and Evaluation
GOVERNANCE PROCESS
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(A) Are the empowered
adequate for managing the change?
Do they represent potential impositions?
How are equity issues decided?
LEGAL/INSTITUTIONAL FRAMEWORK
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(B) Know coping capacity
Utilize existing policy or support policy development
Harmonise tools for assessment
Embrace transparency at all points of support
LEGAL/INSTITUTIONAL FRAMEWORK
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Assistance Linked to Outcomes Not time driven Making a difference rather than expending
funds Know legal/institutional framework Grievance procedures mechanism Evaluation of support in anchored to
outcomes rather than solely outputs
STRUCTURING CDM AID DELIVERY
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Sub-regions Sub-regions Organisation of Eastern Caribbean States
RegionalRegional Association of Caribbean States
Pan-AmericanPan-American IACN
InternationalInternational United Nations
SCALING ISSUES
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Who sets response times?
Why is response not linked to recovery?
What is the conflict between clean-up and DANA?
Is food for labour real participation?
What is the institutional dislocation potential of the cluster approach?
HUMANITARIAN GOVERNANCE
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Host Government organisations are too weak and personnel insufficiently trained
Governments are corrupt
Bureaucracy is an obstacle to free exercise of development and humanitarian assistance
Donor and aid organisations do not have to be accountable to Government
Perceptions of Donors: A Challenge
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Policy
Strategy
Spatial Planning
Project Cycle Management
External Relations
Institutional Capacity
Key Areas of Mainstreaming
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Staff Ownership Cross-Organisational Buy-in Workload Organisation Champion Leadership by Line-managers Integration vs. Bullying Staff Skills Development Time
Key Influences on Mainstreaming
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Governance in Comprehensive Disaster Management (CDM)
Caribbean Disaster Emergency Response AgencyBuilding #1, Manor Lodge
Lodge Hill, Saint Michael, BarbadosTel No: (246) 425-0386 Email: [email protected]
www.cdera.org