Governance in Comprehensive Disaster Management (CDM)

1. 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

2. 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

3. 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

4. INTRINSIC PROCESSES • Participation • Consultation • Shared Responsibility

5. DESIRED OUTCOMES • Equity • Reduced Poverty • Improved Quality of Life

6. 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.

7. CDM INTER-RELATED COMPONENTS • Multi-Hazard • Multi-faceted • Multi-Disciplinary • Multi-sectoral • Integrated • Comprehensive • Management

8. 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

9. 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

10. ISSUES IN REALIZING CDM (Cont’d) • Introduces new approaches to decision making • Requires an inventory of mandates • Clear allocation of responsibilities, possibly within a legislative framework

11. 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

12. 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

13. 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?

14. CDM GOVERNANCE REQUIREMENTS 1. Ownership - All Actors How • Internal Dialogue • Policy and Programme Mainstreaming • Performance Culture

15. CDM Governance Requirements 2. Alignment • Results Based Management (RBM) • Monitoring and Evaluation (M&E) • Reporting • Joint Missions • Cooperative Programming • Aid Flows Aligned to Agreed Priorities`

16. CDM Governance Requirements 3. Capacity Building • Results Based Management Tools • Monitoring and Evaluation • Programme Design • Proposal Writing • System Wide Assessments

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

18. LEGAL/INSTITUTIONAL FRAMEWORK (A) • Are the empowered adequate for managing the change? • Do they represent potential impositions? • How are equity issues decided?

19. 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

20. 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

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

22. 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?

23. 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

24. Key Areas of Mainstreaming • Policy • Strategy • Spatial Planning • Project Cycle Management • External Relations • Institutional Capacity

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

26. Governance in Comprehensive Disaster Management (CDM) Caribbean Disaster Emergency Response Agency Building #1, Manor Lodge Lodge Hill, Saint Michael, Barbados Tel No: (246) 425-0386 Email: cdera@caribsurf.com www.cdera.org