D1 CDM Governace
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Transcript D1 CDM Governace
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
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
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
DESIRED OUTCOMES
Equity
Reduced Poverty
Improved Quality of Life
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.
CDM INTER-RELATED COMPONENTS
Multi-Hazard
Multi-faceted
Multi-Disciplinary
Multi-sectoral
Integrated
Comprehensive
Management
+
6
NGO
•IFRCS
(Red
Cross), ADRA,
CARIPEDA,
CCA
1
Member
countries &
NDO
Organizations
2
Donors
IDB,
USAID/OFDA,
CDB, World Bank
European Union,
CIDA, DFID/C,
Japan, OAS
2
Donors
UWI (Geography &
Geology, Seismic,
CARDIN, Disaster
Management Unit,
Faculty of
Engineering), CIMH,
IMA,
ACCC/UWICED
4
Response Partners
RSS, SOUTHCOM,
CDRU, Rentech –
Oil Spills, Airlines
3
Regional Sector
Partners
PAHO/WHO, FAO,
CTO, CHA,
ITU/CTU,
CARILEC, CMO,
OECS/NRMU
ISSUES IN REALIZING CDM
Recognising linkages between
management,
environment
development
disaster
and
Broadens the range of actors
A revised mandate for the national and
regional organisations, incorporating the
CDM Policy
ISSUES IN REALIZING CDM (Cont’d)
Introduces
new
decision making
approaches
to
Requires an inventory of mandates
Clear allocation of responsibilities,
possibly within a legislative framework
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
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
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?
CDM GOVERNANCE REQUIREMENTS
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
GOVERNANCE PROCESS
Consultation/Participation
Document Sharing or
Development
Townhall Meetings (How
Structured)
Iterative
Limited to Implementation
or Design and Evaluation
LEGAL/INSTITUTIONAL FRAMEWORK
(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
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
outcomes rather than solely outputs
to
SCALING ISSUES
Sub-regions
Regional
Association of Caribbean States
Pan-American
Organisation of Eastern Caribbean States
IACN
International
United Nations
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?
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
Key Areas of Mainstreaming
Policy
Strategy
Spatial Planning
Project Cycle Management
External Relations
Institutional Capacity
Key Influences on Mainstreaming
Staff Ownership
Cross-Organisational Buy-in
Workload
Organisation Champion
Leadership by Line-managers
Integration vs. Bullying
Staff Skills Development
Time
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: [email protected]
www.cdera.org