Governance in Comprehensive Disaster Management (CDM)

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)

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

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

INTRINSIC PROCESSES

Participation

Consultation

Shared Responsibility

Equity

Reduced Poverty

Improved Quality of Life

DESIRED OUTCOMES

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

Multi-Hazard Multi-faceted Multi-Disciplinary Multi-sectoral Integrated Comprehensive Management

CDM INTER-RELATED COMPONENTS

+ 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

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

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)

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

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

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?

How Internal Dialogue Policy and Programme

Mainstreaming Performance Culture

CDM GOVERNANCE REQUIREMENTS

Results Based Management (RBM) Monitoring and Evaluation (M&E) Reporting Joint Missions Cooperative Programming Aid Flows Aligned to Agreed

Priorities`

CDM Governance Requirements

Results Based Management Tools

Monitoring and Evaluation

Programme Design

Proposal Writing

System Wide Assessments

CDM Governance Requirements

Consultation/Participation Document Sharing or

Development Townhall Meetings (How

Structured) Iterative Limited to Implementation

or Design and Evaluation

GOVERNANCE PROCESS

(A) Are the empowered

adequate for managing the change?

Do they represent potential impositions?

How are equity issues decided?

LEGAL/INSTITUTIONAL FRAMEWORK

(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

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

Sub-regions Sub-regions Organisation of Eastern Caribbean States

RegionalRegional Association of Caribbean States

Pan-AmericanPan-American IACN

InternationalInternational United Nations

SCALING ISSUES

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

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

Policy

Strategy

Spatial Planning

Project Cycle Management

External Relations

Institutional Capacity

Key Areas of Mainstreaming

Staff Ownership Cross-Organisational Buy-in Workload Organisation Champion Leadership by Line-managers Integration vs. Bullying Staff Skills Development Time

Key Influences on Mainstreaming

Governance in Comprehensive Disaster Management (CDM)

Caribbean Disaster Emergency Response AgencyBuilding #1, Manor Lodge

Lodge Hill, Saint Michael, BarbadosTel No: (246) 425-0386 Email: cdera@caribsurf.com

www.cdera.org