Transcript Antecedentes

Strategy for Disaster Risk
Reduction and Emergency
Preparedness and Response in
the Asia Pacific Region:
2009 to 2015
Background
• 2005 endorsement of the ‘Strategy APEC on
response to and preparedness for Natural
Disasters and Emergencies’ on response to
the 2004 Tsunami in the Indian Ocean.
• Creation of the Task Force for Emergency
Preparedness (TFEP).
• Commitment to protect economies with actions
to reduce the impact of future disasters and
enhance response capacities.
Background
• The 14th APEC Leaders Meeting (Viet Nam,
November 2006) urged Economy Members
to strenghten cooperation, including the
private sector
• The first CEOs’ Seminar of the TFEP
(Cairns August 2007) recommended a 3 – 5
year Strategic plan.
• The 15th APEC Economic Leaders Meeting
Sydney 2007: To strenghten efforts to build
community resilience and emergency and
disaster preparedness. Human security is
essential for economic growth and
prosperity.
Regional need for Disaster Risk Reduction and
Emergency Preparedness and Response
• 21 APEC economies represent 41% of the
world population, 55% of the world GDP and
49% of the world trade.
• 52% of the earth surface and more than
70% of disasters.
• more than 75% of the world volcanoes and
source of 90% of the earthquakes of the
world
• Every year the South Pacific Region
experiences the ENSO or its counter
version La Niña
• Impacts of these phenomena clearly
affect APEC Economies and is a
challenge that needs to be recognized.
Proposal for a 2009-2015 strategy
Peru has promoted the proposal
“Strategy for Disaster Risk
Reduction and Emergency
Preparedness and Response in
the Asia Pacific Region : 2009 2015,” (PRERED).
Methodology used
• Building of a high level technical
consultant and advisory team.
• Exchange with the APEC
Secretariat
• Virtual fora with high
participation quota
• Discussion and integration of
comments from economies
Coordination with the
APEC Process
Coordination with the APEC
Process
About APEC
• First Ministerial Meeting in Canberra in 1989
• First Leaders’ Meeting in Seattle in 1993
• APEC operates according to consensus and nonbinding agreements – underwritten by peer review
• Three Pillars of APEC: Trade and investment
liberalisation, business facilitation and economic and
technical cooperation
• Increasing focus in recent years on behind-the-border
barriers to trade
Coordination with the APEC
Process
APEC and Emergency Preparedness
• In 1997 ministers called for collaboration on emergency
preparedness and response that led to the formation of
the Emergency Preparedness Virtual Task Force
• Concluded the following year after the Task Force
presented its report to ministers that included
suggesions of:
– The creation of a framework for longer-term capacity
building cooperation for emergency preparedness
– Recommendation to direct all APEC fora to explore
emergency preparedness technical cooperation
initiatives through information sharing exercises
• Momentum lost with Asian Financial Crisis
• Virtual Task Force on Emergency Preparedness
launched in 2005 following Boxing Day Tsunami
Coordination with the APEC
Process
Proactive Engagement - Private Sector
• Engaging the business community is important for
APEC to identifying potential economic threats and to
obtain feedback on the consequences of policy
decisions
• The APEC Business Advisory Council (ABAC) is a
strong conduit to the business community
• APEC is able to hold a number of workshops and
seminars in economies
• The APEC Small and Medium Enterprises Ministerial
Meeting and Working Group recognize the threats
posed by disasters and are open to engagement
Coordination with the APEC
Process
Proactive Engagement - APEC fora
• APEC fora operate across numerous sectors
• Cross-fora interaction and cooperation is encouraged
to strengthen research capacity, deliver more
comprehensive projects at a community level and
share resources
• Activities for cooperation cover a broad area such as
human resource development, telecommunications,
scientific and technological research, standards and
conformance, tourism and government procurement.
• Materials and activities already developed can be
adapted and incorporated for use by the TFEP such as:
- AICST Tourism Risk Management Strategy
- Pandemic Flu Planning Guide for Small Businesses
- Desk-top Pandemic Response Simulation Exercise
Coordination with the APEC
Process
Proactive Engagement - International
organisations
• APEC is not an international aid agency and does not
want to dupiclated current efforts of other organisations
• APEC’s strength is in its capacity to coordinate with
government agencies in Member Economies and
inrternational organisations
• APEC has already developed strong linkages with
origanisations such as the UN, ADB, World Bank, IMF,
OECD, ASEAN and the Pacific Islands’ Forum
• A number of projects have already been undertaken
with these organisations
• Ongoing and increasing interaction with organisations
such as the Red Cross and Oxfam
Coordination with the APEC
Process
Similarities and Experiences of the Counter
Terrorism Task Force (CTTF)
• September 11 attacks in 2001 focused attention on the
dangers posed by terrorism to the regional economy. In
October 2001 in Shanghai Leaders released statement
on Counter-Terrorism
• Other attacks in the region occurred including Bali
bombings, Moscow theatre siege and planned attacks
uncovered in Singapore, Malaysia and the Philippines
• CTTF launched in 2003
• Engaged in extensive public-private partnership
activities
• Engaged with other APEC fora
• Engaged with international organisations
• Faced resistance from economies on a range of issues
relating to sensitive internal capacity matters
Objectives and Strategic
lines
Objectives
1. To provide APEC economies with solid information and
criteria relating to the economic and social costs of
disasters that have occurred in the APEC Region and,
from this information, develop projections of economic
and social costs if action is not taken to strengthen
resilience.
2. To identify gaps in disaster risk reduction and
preparedness from information provided by APEC
member economies.
3. Contribute to develop practical mechanisms,
instruments and communication products for capacity
building activities that can be undertaken by Member
Economies.
Strategic lines (1)
Develop joint disaster preparedness
actions
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Development of technical capacities in preparedness and
response.
Promotional and advocacy activities to enhance awareness
and to learn form other experiences in the region.
Collective training, including computer supported simulation
programs.
Based in the application and assessment of the Stocktake
Template (2008), promote exchanges of good practices and
build or reinforce capacities through horizontal cooperation.
Development of information systems or geospatial data
infrastructure for regional hazard monitoring, early warning
and disaster response in real time.
Strengthening of local communities resilience capacities,
considering that local communities are the most affected and
the first line of response.
Strategic lines (2)
Support to recovery processes in disaster
affected economies through long-term
development approach
• Long-term recovery of economic activity in affected
sectors.
• Recovery and enhancing of resilience capacities of
small and medium businesses.
• Encourage private and non-government sector support
for the protection and strengthening of critical public
facilities and physical infrastructure
• Public-private partnerships.
• Effective private sector programs to address enterprise
risk management, business continuity management
and crisis management
Strategic lines (3)
Prospective Risk Management
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Establishment of risk indicators relating to the disruption of:
– Social services provided at a community level
– Essential government services
– Commercial products and services
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Promotion of public policy and development planning based
on successful risk reduction case studies.
Financial mechanisms and the promotion of diversified
income options for populations in high-risk areas.
Development of joint research on risk, vulnerability and
specific instruments for risk reduction and control
Promote the inclusion of existing information related to El
Niño Phenomenon (ENSO) into the public and private
development planning process, with specific emphasis on
ECOTECH initiatives.
Development of integrated information systems.
Coordination with the
Hyogo Framework for
Action - HFA
Coordination with the Hyogo
Framework for Action - HFA
• The HFA was agreed by 168 United Nations
members at the World Conference on
Disaster Reduction ( Kobe, Japan, January
2005)
• HFA is a strategic and systematic approach
for the mitigation of disaster effects.
• Will be in force until 2015 (PRERED Strategy
matches this time horizon)
• Stresses the need to increase the resilience
of nations and communities to disasters
• Establishes a general commitment to
significantly reduce losses caused by
disasters.
Coordination with the Hyogo
Framework for Action
This international strategy has set five Priorities
for Action:
• Ensure that disaster risk reduction is a national
and a local priority with a strong institutional
basis for implementation.
• Identify, assess and monitor disaster risks and
enhance early warning.
• Use knowledge, innovation and education to
build a culture of safety and resilience at all
levels.
• Reduce the underlying risk factors.
• Strengthen disaster preparedness for effective
response at all levels.
Coordination with the Hyogo Framework
for Action
These priorities for action may be articulated
with the APEC agenda, and include the
following key issues, which are stated in the
Hyogo Framework:
• Sustainable development, through disaster risk
reduction and adequate environmental
management.
• Resilience to adverse situations by strengthening
capacities.
• Preparation plans for action in emergencies,
contingency plans.
Coordination with the Hyogo
Framework for Action
Key Issues
• Recovery after a disaster through cooperation
and financial risk reduction programs by
promoting the use of insurances.
• Scientific and technologic development for an
adequate monitoring and early warning
(information systems)
• Alliances, such as the coordination between
the public and private sector.
• Social responsibility translated into
humanitarian support in crisis situations.
• Development of indicators for measuring
progress.
Coordination with the Hyogo
Framework for Action
• It is important to restate that the
aim of this strategy proposal is not
to duplicate what has already
been identified under the Hyogo
Framework, but to develop actions
that are more consistent with
APEC’s structure of actions.
Strategy for Disaster Risk
Reduction and Emergency
Preparedness and Response in
the Asia Pacific Region:
2009 to 2015