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Disaster Management and follow-up activities for the implementation of the Hyogo Framework for Action in Bangladesh

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Title: Disaster Management and follow-up activities for the implementation of the Hyogo Framework for Action in Bangladesh


1
Disaster Management and follow-up activities for
the implementation of the Hyogo Framework for
Action in Bangladesh
  • Presentation by
  • Abdul Alim
  • Permanent Mission of Bangladesh
  • to the United Nations
  • New York, July 13, 2005

2
Introduction
  • Living with risk
  • Recent disaster (devastating floods)
  • Conventional disaster management is inadequate
  • Scope for continued improvement
  • Comprehensive and community based approach

3
WCDR Commitments
  • Commitments of the Hyogo Framework for Action
    2005-2015
  • To pursue an integrated multi hazard approach for
    sustainable development to reduce the incidence
    and severity of disasters.
  • To place disaster risk at the centre of political
    priorities and policies.
  • To integrate disaster risk reduction in our
    development work.
  • To strengthen the capacity of disaster prone
    countries to address risk.
  • To invest substantively in disaster preparedness.
  • To reduce the relief - development gap and
    thereby reduce vulnerability.
  • To enable civil society actors and affected
    communities to strengthen their resilience to
    disasters.
  • To reduce the gap between what we know and what
    we do, with the critical ingredient being
    political commitment, and
  • To build on the momentum of this World Conference
    to accelerate implementation of the Framework for
    Action.

4
Disaster Management in Bangladesh
  • Long-term vision
  • Paradigm shift from conventional to comprehensive
    risk reduction culture
  • New approach is more cost effective
  • Financial instruments to address the needs

5
Comprehensive Disaster Management Programme (CDMP)
  • More encompassing
  • Contains government vision
  • Strategic focus of MoFDM
  • Vehicle to achieve the disaster management reform

6
The elements of reform
  • Introduction of a well-coordinated comprehensive
    approach in disaster management
  • Adaptation of an internationally best practice
    Risk Reduction Model
  • Creation of an enabling environment for the
    implementation of the national risk reduction
    initiatives
  • Development of strategic policy and programming
    frameworks

7
  • Overall Objective and Government Vision
  • to strengthen the capacity of the Bangladesh
    Disaster Management System to reduce unacceptable
    risk and improve response and recovery management
    at all levels and to effectively integrate and
    manage Bangladeshs food security system
  • to reduce the vulnerability of people, especially
    the poor, to the effects of natural,
    environmental and human induced hazards to a
    manageable and acceptable humanitarian level

8
Benefits of CDMP Risk management Approach
  • removes the guesswork
  • ensures coverage of
  • - all geographical areas
  • - all hazards
  • - all risks
  • - all sectors
  • provides a strategic framework for achieving,
    mainstreaming including determination of
    priorities.

9
Risk Reduction and emergency response Model -
Bangladesh
  • Defining the Risk Environment
  • Formal and Traditional Hazard and Risk Analysis
  • Risk Management Model AS/NZS 4360 1999

Risk Reduction
  • Managing the Risk Environment (PPRR)
  • Elimination or Reduction of risk
  • Managing Residual Risk
  • Responding to the Threat Environment
  • Emergency Response - Activation and Mobilisation
    systems and processes

Emergency Response
10
National Platform for Disaster Reduction Strategy
National Platform Coordination Committee
Corporate Plan (5 yrs)
Secretariat (PPPDU)
National Intl Drivers
Strategic Plans (3 yrs)
Operational Plans (Annual)
11
National Platform for Risk Reduction
  • Five strategic areas
  • Professionalizing the DM system
  • Mainstreaming and Partnerships
  • Community empowerment
  • Expanding risk reduction across a broader
    range of hazards
  • Strengthening response system

12

13
MoFDM Corporate Plan 2005-2009 A Framework
for Action
  • What is Corporate Plan?
  • A Framework for Action that aligns priorities
    to programmes, activities and actions.
  • Key planning document- Turning Vision into
    Action.
  • Key Advocacy Document .
  • A key management tool to guide the ministry in
    achieving its long-term vision.
  • Why Corporate Plan?
  • To articulate the Ministrys Long-term Strategic
    Focus.
  • To provide an instrument for the Ministers to set
    the Agenda of Reform.
  • To provide a roadmap for the development of
    internal Strategic Plans.
  • To provide clear direction to external
    stakeholders.
  • To promote the Ministrys commitment to achieving
    objectives associated with national and
    international Drivers.

14
Corporate Plan Preparation Process
  • Draft by consulting with key national documents
    (PRSP, National Flood Workshop Recommendations,
    MoFDM plans and programmes, MoFDM Rules of
    Business
  • Wide circulation of the draft among MoFDM and its
    departments high officials, other line
    ministries, DER group members and selected NGOs
  • Consultation workshops with disaster stakeholders
  • Brainstorming session with MoFDM and its
    agencies key officials
  • Redrafting and revision of draft based on
    comments and suggestions received through
    consultation process
  • Finalization of plan and printing
  • Formal launching by the Minister and Secretary,
    MoFDM in the formal DM workshop

15
(No Transcript)
16
WCDR Follow-up work done so far
  • Establishment of the National Platform for
    Disaster Reduction Strategy
  • Development and launching of MoFDM Corporate Plan
    for 2005-2009 A Framework for Action that
    aligns priorities to programs, activities and
    actions
  • Launching of the Disaster Risk Reduction
    Programme by the MoFDM (February, 2005)
  • financial assistance to the Flood 2004 victims
    (small entrepreneurs) for enhancing their
    economic capability by rehabilitating their
    business assets
  • Inclusion of Comprehensive Disaster Risk
    Management Approach in the PRSP document

17
  • Implementation and follow-up activities
    undertaken under the State Commitments at Hyogo,
    Japan

18
Commitment I Prepare and publish national
baseline assessments of the status of disaster
risk reduction
  • Conducted a number of consultation meetings and
    workshops with all the disaster management
    stakeholders
  • Undertaking initiatives for conducting a study to
    provide a thorough inventory of all ongoing or
    recently terminated risk reduction and community
    preparedness initiatives of major players active
    in the field of disaster management and risk
    reduction in Bangladesh.

19
Commitment 2 Designate an appropriate national
coordination mechanism for the implementation and
follow up of this Framework for Action, and
communicate the information to the secretariat of
the International Strategy for Disaster Reduction
  • A National Platform Coordination Committee has
    been formed with the representation from govt.,
    NGOs, civil society organizations, UN agencies
    and donors
  • Policy, Programme and Partnership Development
    Unit (PPPDU) of the CDMP under the MoFDM is
    assigned to communicate the information

20
Commitment 3 Publish and periodically update a
summary of national programmes for disaster risk
reduction related to this Framework for Action,
including on international cooperation
  • The inventory will provide the baseline
    information which will be updated on an annual
    basis

21
Commitment 4 Develop procedures for reviewing
national progress against this Framework for
Action, which should include systems for cost
benefit analysis and ongoing monitoring and
assessment of vulnerability and risk, in
particular with regards to regions exposed to
hydrometeorological and seismic hazards, as
appropriate
  • Methodology for this task is yet to develop

22
Commitment 5 Include information on progress of
disaster risk reduction in the reporting
mechanisms of existing international and other
frameworks concerning sustainable development, as
appropriate
  • All the international and national drivers have
    been consulted during preparation of MoFDM
    Corporate Plan and Strategic and Operational
    Plans of the ministry and its agencies. All our
    future relevant national report would focus on
    the progress in disaster reduction in the country

23
Commitment 6 Consider, as appropriate, acceding
to, approving or ratifying relevant international
legal instruments relating to disaster reduction,
and, for State parties to those instruments, take
measures for their effective implementation We
are party to almost all legal instruments
relating to disaster reduction
24
Commitment 7 Promote the integration of risk
reduction associated with existing climate
variability and future climate change into
strategies for the reduction of disaster risk and
adaptation to climate change. Ensure that the
management of risks associated with geological
hazards, such as earthquakes and landslides, are
fully taken into account in disaster risk
reduction programmes.
  • MoFDM fallows a all hazard risk reduction model
    which has two distinct but inter-related parts
  • a) defining the risk environment and
  • b) managing the risk environment.
  • Community risk assessment (CRA) is a standard
    tool to define the risk environment which
    combines both the formal and traditional hazard
    analysis to ensure the PPRR (prevention,
    preparedness, response and recovery) balance
    right for moving from generic to specific risk
    programmes. The model ensures a methodical
    approach to risk reduction by ensuring that both
    formal and traditional risk assessment is
    utilized to guide the design of the disaster
    management programmes.

25

From adversity to prosperity the ongoing
initiatives-I
  • Develop, publish and implement strategic and
    operational plans of the ministry and its
    agencies
  • Review and revise the existing policy documents
    in line with the new CDM approach (SOD, Act, Plan
    and Policy).
  • Put in place a mechanism (professional capacity
    building strategy) for continuous training to
    improve the capacity and skills of all those who
    are involved in disaster management.
  • Develop, approve and introduce methodologies for
    mainstreaming disaster management principles and
    practices within national to local level
    development planning processes.
  • Strengthen partnerships across government and
    with civil society

26
From adversity to prosperity the ongoing
initiatives-II
  • Promote livelihood options by income generating
    and regenerating of resources by providing
    financial supports.
  • Complete analysis to determine gaps in risk
    assessment programs, in partnership with NGOs and
    the civil society.
  • Ensure more pro-active role of local disaster
    management committees throughout the disaster
    management cycle in planning for and responding
    to natural hazards
  • Ensure availability of equipment, material and
    manpower prior to crisis period
  • Update information on vulnerable populations
    prone to specific hazards

27
From adversity to prosperity the ongoing
initiatives-III
  • Greater information sharing on Governments
    preparedness, mitigation and response planning
    and action taken at time of a national disaster
    through establishment and operationalizing the
    National and sub-national Disaster Management
    Information Centres.
  • Strengthen national and regional networks.
  • Develop a damage and Needs Assessment Methodology
    and implement within response planning systems.
  • Develop, validate and implement preparedness,
    response and relief management systems based on
    the All Hazards model.
  • Develop an All Hazards community warning system.
  • Integrate Food Security Policy within relief
    operational procedures.

28
From adversity to prosperity the ongoing
initiatives-IV
  • Develop and implement an Earthquake Search and
    Rescue capacity building programme.
  • Develop a Program Management Information System
    (PMIS) with updated and accurate information on
    vulnerable populations
  • Intensify awareness campaign and advocacy
    programme to apprise the common people of the
    devastation of past natural disasters and to
    prepare them for future catastrophic events
  • Improve availability of information on climate
    change and climate variability conditions on
    Bangladesh
  • Continuous monitoring on compliance of SOD and
    timely completion of disaster related projects
    and programmes must be undertaken on a regular
    basis

29
The Challenges
  • Technological factors
  • Sociological factors
  • Economic factors
  • Environmental factors
  • Government priorities and outcomes
  • Emerging trends

30
Our commitments and goals
  • From the follower to the status of recognized
    world leader in risk reduction by 2009

31
Conclusion
  • Our experience is unique
  • Our policies are pragmatic
  • We are resource-constrained
  • Need financial, technical and technological
    assistance

32
Thank you
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