Jeremy Collymore, Coordinator

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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

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GOVERNANCE

• 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

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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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DESIRED OUTCOMES

• Equity
• Reduced Poverty
• Improved Quality of Life

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CDM DEFINED

• 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.

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CDM INTER-RELATED COMPONENTS

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

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2 Donors IDB, USAID/OFDA, CDB, World
Bank European Union, CIDA, DFID/C, Japan, OAS
1 Member countries NDO Organizations

• 6
• NGO
• IFRCS (Red Cross), ADRA, CARIPEDA, CCA

CDM Broker
2 Donors UWI (Geography Geology, Seismic,
CARDIN, Disaster Management Unit, Faculty of
Engineering), CIMH, IMA, ACCC/UWICED
3 Regional Sector Partners PAHO/WHO, FAO, CTO,
CHA, ITU/CTU, CARILEC, CMO, OECS/NRMU
4 Response Partners RSS, SOUTHCOM, CDRU, Rentech
Oil Spills, Airlines
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ISSUES IN REALIZING CDM

• 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

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ISSUES IN REALIZING CDM (Contd)

• Introduces new approaches to decision making
• Requires an inventory of mandates
• Clear allocation of responsibilities, possibly
  within a legislative framework

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CDM IMPLEMENTATION ESSENTIALS

• 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

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CRITICAL IMPLEMENTATION STEPS

• Consensus on a regional strategic framework
  informed by the collective priorised needs of
  stakeholders
• Inclusion in the Public and Private Sector Reform
  agenda

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GOVERNANCE ISSUES IN CDM What are they?

• 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?

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CDM GOVERNANCE REQUIREMENTS
1. Ownership - All Actors

• How
• Internal Dialogue
• Policy and Programme Mainstreaming
• Performance Culture

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CDM Governance Requirements
2. Alignment

• Results Based Management (RBM)
• Monitoring and Evaluation (ME)
• Reporting
• Joint Missions
• Cooperative Programming
• Aid Flows Aligned to Agreed Priorities

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CDM Governance Requirements
3. Capacity Building

• Results Based Management Tools
• Monitoring and Evaluation
• Programme Design
• Proposal Writing
• System Wide Assessments

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GOVERNANCE PROCESS

• Consultation/Participation
• Document Sharing or Development
• Townhall Meetings (How Structured)
• Iterative
• Limited to Implementation or Design and Evaluation

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LEGAL/INSTITUTIONAL FRAMEWORK

• (A)
• Are the empowered adequate for managing the
  change?
• Do they represent potential impositions?
• How are equity issues decided?

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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

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STRUCTURING CDM AID DELIVERY

• 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

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SCALING ISSUES

• Sub-regions
• Organisation of Eastern Caribbean States
• Regional
• Association of Caribbean States
• Pan-American
• IACN
• International
• United Nations

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HUMANITARIAN GOVERNANCE

• 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?

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Perceptions of Donors A Challenge

• 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

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Key Areas of Mainstreaming

• Policy
• Strategy
• Spatial Planning
• Project Cycle Management
• External Relations
• Institutional Capacity

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Key Influences on Mainstreaming

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

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Governance in Comprehensive Disaster Management
(CDM)
Caribbean Disaster Emergency Response
Agency Building 1, Manor Lodge Lodge Hill, Saint
Michael, Barbados Tel No [phone] Email
cdera_at_caribsurf.com www.cdera.org