Title: Disaster Management and follow-up activities for the implementation of the Hyogo Framework for Action in Bangladesh
1Disaster 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
2Introduction
- Living with risk
- Recent disaster (devastating floods)
- Conventional disaster management is inadequate
- Scope for continued improvement
- Comprehensive and community based approach
3WCDR 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.
4Disaster 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
5Comprehensive Disaster Management Programme (CDMP)
- More encompassing
- Contains government vision
- Strategic focus of MoFDM
- Vehicle to achieve the disaster management reform
6The 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
8Benefits 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.
9Risk 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
10National 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)
11National 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 13MoFDM 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.
14Corporate 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)
16WCDR 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
18Commitment 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.
19Commitment 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
20Commitment 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
21Commitment 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
22Commitment 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
23Commitment 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
24Commitment 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.
25From 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
26From 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
27From 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.
28From 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
29The Challenges
- Technological factors
- Sociological factors
- Economic factors
- Environmental factors
- Government priorities and outcomes
- Emerging trends
30Our commitments and goals
- From the follower to the status of recognized
world leader in risk reduction by 2009
31Conclusion
- Our experience is unique
- Our policies are pragmatic
- We are resource-constrained
- Need financial, technical and technological
assistance
32Thank you