Transcript COMMUNITY BASED DISASTER MANAGEMENT PLANNING

OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Analysis of Disaster Risk Management Policy and
Cross Sectorial and Territorial Contributions to their
Implementation in Jamaica
Regional Platform for Disaster Risk Reduction of the
Americas
Investing for Resilience
Santiago de Chile
26-28 November 2012
Prepared by Ronald Jackson
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Introduction
• Vulnerability increasing due to increasing poverty,
environmental degradation and the presence of
unplanned settlements in environmentally sensitive
areas
• Competing development priorities provides little
opportunity for resource allocation into relocating
people affected by past events/extremely vulnerable
or provide alternative livelihoods exists
• The threat of climate change is not only geophysical
put has profound implications for the economic
sectors
Prepared by Ronald Jackson
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Key synergies
Sector Plans
2Nd National
Communication
on CC
Ocean & Coastal
Zone Policy
Tourism Master
Plan
Hazard
Mitigation Policy
Vision
2030
Disaster Risk
Reduction 5 year
Plan
Climate Change 5
Year Strategic
Plan
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Medium term
socio-economic
framework
Growth
Inducement
Strategy
OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Policy Adjustments occurring
• Creation of the DRR/CCA Thematic Working Group
• Establishment of a Climate Change Department
• The Development and promulgation of the National
Hazard Mitigation Policy/CDRM Policy and
Strategy/CC Policy
• Policy harmonization, integration/synergies (CDRM
Policy /CC Policy)
• Revision of Land Policy
• Revision of the Trade Policy
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Key Elements in integrating DRR in Public
Policy
• EVIDENCE BASED DECISION MAKING
• Four major areas to improve the evidence based
decision making for DRR
– Having a full appreciation for various moving parts in a
disaster event
– Proper documentation of small scale and repeated
disasters
– Consistency in reporting and documenting disasters events
and losses
– Continued research and trend analysis needed
OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
MAINSTREAMING COMPREHENSIVE DISASTER RISK
MANAGEMENT
• We are currently using risk assessments to identify
the extent of risks. They include data about hazards,
exposure, vulnerability and capacity.
• Current work in two sectors: Agriculture, tourism,
work projected for education, housing, local
authority
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
LEADERSHIP AND GOVERNANCE
• A strong champion both political and technical are
very useful as drives in the process to initiate
programmes.
• Established a crosscutting policy committee lead by a
State Minister out of the Office of the Prime Minister
and has past political leaders and industry leaders.
• Owning and driving the policy revision and
development agenda
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Leadership and Governance
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ENHANCED POLITICAL COMMITMENT
STRENGTHEN LOCAL LEVEL CAPACITIES:
ENHANCED COORDINATION.
STRENGTHEN ACCOUNTABILITY
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
NATIONAL EXPERIENCES
• National Development Planning: Vision 2030 and the
thematic working group for Hazard Risk reduction.
• Hazard and vulnerability information integrated in the
development approval process since year 2000. Hazard
vulnerability assessment are carried out on subdivision
applications submitted for approval for residential and
agricultural development.
• Hazard mitigation policy developed to be strengthened
will the development of a comprehensive disaster risk
management policy with a major focus on the linkages
necessary for DRM coordination across sectors, ministries etc.
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
National Experience
• National Contingency Fund – applications to the fund in the
past has been used to support response. However, more
recently the fund is also being used to strengthen mitigation
and prevention programmes.
• Building successful partnerships: over time our partnerships
(local, civil society, community groups, benevolent societies
international development partners – USAID, CIDA IDB etc),
have become more formalized. This is a as a result of various
projects funded by our development partners that have
strengthened programmes. Two examples: BDRC, DRR Action
Plan
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Gaps and Challenges for Effective Public Policy
• The main challenge is to ensure that integrating
hazard risk considerations is priority for sectorial
policy enhancement given the critical importance of
these policy frameworks to social and economic well
being of the country.
• The pace at which the revision of the policy process
occurs leads to questions of true importance.
• Mechanisms to support operationalization of the
policy once developed
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Gaps and Challenges for Effective Public Policy
• Data and Assessment: these are rarely shared because of the
commercial value of their data and assessments
• Identifying priorities for intervention
• Marketing risk assessment as a key tool in policy formulation
and decision making.
• Multi hazard mapping and vulnerability assessments is a
critical cross cutting issue across all areas that affect disaster
risk reduction and management. However, the lack of
empirical evidence, technology, expertise, and time to create
multi-hazard vulnerability maps and assessments is limited
due to technical and resource constraints.
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Key Next Steps in Strengthening National DRM Policy
• Enhance the knowledge platform for DRR
– Further partnerships with Universities to facilitate evidence based
policy formulation
– In-depth investigation of disaster events so as to understand the root
causes (Forensic Investigation of Disasters)
– Greater uses of Science and Technology to enhance understanding
• Development of National Risk Scenarios
• Data on the relationship between complex hazard scenarios,
disasters and critical sector need to be collated, analyzed and
disseminated.
• National Risk Scenarios developed and discussed towards
rationalizing development priorities
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Key Next Steps in Strengthening National DRM Policy
• Greater use of Cost benefit Analysis
– Determine costs and benefits of different options to reduce
risk across sectors, local and national governance for
diverse hazards.
– Importance of recognizing and supporting building resilient
disaster communities. Need to support the communities in
developing; community disaster risk management
programmes include projects that reach the most
vulnerable.
• Strengthening Social Policy
• Revision of Development Orders
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Concluding Statement
• Governments to make very difficult choices and tradeoffs in
respect of policy-making, which may involve, for example, a
choice between undertaking and restricting coastal
developments.
• Coping with limited Fiscal Space for DRR and Climate Change
Adaptation Investment
• Radical changes required in order to be successful in
preventing, mitigating, or adapting to threats to human,
environmental, and social rights. That is Build Resilience
against Climate Change and Hazard Impacts.
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Main Message
Strong and Sustainable Partnerships between the
National Level Actors, Local Government Actors, NGO’s
and our Communities within an enhanced policy
framework will allow us to be resilient against all
Hazards including the effects of Climate Change.
TOGETHER “WE CAN CROSS IT!!!!”
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OFFICE OF DISASTER PREPAREDNESS AND EMEREGENCY MANAGEMENT
Working towards National Resilience
THANK YOU
Presented by Ronald Jackson, Director
General ODPEM
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