Transcript Strategy for Disaster & Climate Resilient Development in

Strategy for
Disaster and Climate Resilient Development
in the Pacific
- Possible SRDP Scope, Goal, Objectives and
Structure of the SRDP -
Cristelle Pratt and John E. Hay (Regional Advisors)
SRDP Steering Committee and Technical Working Group
PICs - Progress with MDGs
Highly Sensitive to Climate Change and Hazards
A climate ready Port Facility.
Avatiu Harbour, Rarotonga
Private investment
largely determines
disaster & climate risk
Resilient
Development
Risk
Construction
Over-water bungalows
In a cyclone prone area.
Mamanuca Islands, Fiji
The Policy Landscape
Hyogo
Framework
for Action,
2005
Strategy for
Disaster and
Climate Resilient
Development
in the Pacific
Pacific
Islands
Framework
for Action
on Climate
Change, 2005
Pacific
DRR & DM
Framework
for Action,
2005
Pacific Plan, 2005
The Institutional Landscape
Disaster Risk Management
International
NGOs
UNISDR
GFDRR
Climate Change
International
NGOs
UNFCCC
Secretariat
Regional
NGOs
Pacific DRM
Partnership
Network
Donors/N
DMOs/
NGOs
National DRM
Councils
Donors/Govt.
Agencies/NG
Os
CBOs/
NGOs
Local DRM
Agencies/
Communities
CBOs/
NGOs
Regional
NGOs
IPCC/
GEF
Pacific CC
Roundtable
Climate Change
Country Teams
Local Govt./
Communities
Proposed Scope and Focus of the Strategy
“Building and Sustaining Resilience”
includes human security and humanitarian responses
Proposed Purpose of the Strategy

Guidance to enhance resilience
Pacific island countries and territories
Private sector
Civil society
Development partners (donors and regional organisations etc.)
All Natural Hazards, All Risks, All Scales
Global
Actual Time-Space Scales Vary
Regional
Sub-regional
Cyclone
Tsunami
Country
Heat Wave
Cold Snap
Sea Level
Ocean
Rise Ocean
Temperature
Extreme
Acidification
Drought
Ocean Swells
Province/State
Island
Sea level
Extreme
Global
Warming
Earthquake
Fire
Thunderstorm
Flood
Local Tornado
Hour
Day
Volcano
Week
Month
Year
Decade
Century
Possible Content of Strategy
• Where are we at?
• Where do we want to be?
• How will we get there?
– Strategy
– Resource Mobilization
• How will we measure progress?
Pillars of Disaster and Climate Resilient Development
- Possible Objectives for the Strategy Disaster and Climate
Resilient Development
Capacity for Implementation
Management of New
and Emerging Issues
Strengthened Preparedness,
Response and Recovery
Low Carbon
Development
Strengthened Risk Management
Approaches to Resilient Development
Reduce
Exposure
Transfer and
Share Risks
Increase
Resilience to
Ongoing
Risks
Prepare,
Respond and
Recover
Low Carbon
Development
Reduce
Vulnerability
Proposed Structure Under Each Pillar
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Baseline, Challenges and Opportunities
Objective
Key Results Targets
Targetted and Practical Guidance to:
• PICTs (including national, sub-national, sectors etc)
• Private Sector
• Civil Society
• Development Assistance Partners (donors, regional
orgs. etc)
1. Strengthened Risk Management
• Focus: Natural hazard risks, including
those exacerbated by climate change, are
reduced.
• Headline message: Development-centred
disaster and climate risk management
has the potential to ensure resilient
development outcomes.
2. Low Carbon Development
• Focus: Energy self-sufficiency, conservation
and security; greenhouse gas emissions
reduction; resilient energy infrastructure.
• Headline message: Pacific economies are
highly vulnerable due to near total reliance on
imported fossil fuels.
3. Strengthened
Preparedness, Response and Recovery
• Focus: Disaster preparedness, response and
recovery initiatives prevent undue human
suffering, and minimise adverse consequences
for national and sub-national economies, and
social and environmental systems.
• Headline
message:
Coordinated
and
collaborative humanitarian action is vital, to
avoid duplication and enhance collective
efforts to support PICTs in disaster
management.
4. Management
of New and Emerging Issues
• Focus: New and emerging issues
identified and managed in a timely and
effective manner.
• Headline message: Requires a systematic
process that continually improves
management policies and practices.
Effective and Efficient Implementation
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•
•
•
Effective Decision-making
Strengthened Institutional Arrangements
Partnerships and Coordination
Information and Knowledge Management,
Communications, and Advocacy
• Adequate and Effective Resource
Mobilization
• Life-cycle Approach to Monitoring,
Reporting, Evaluation and Learning
Effective and Efficient Implementation
•
•
•
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Effective Decision-making
Strengthened Institutional Arrangements
Partnerships and Coordination
Information and Knowledge Management,
Communications, and Advocacy
• Adequate and Effective Resource
Mobilization
• Life-cycle Approach to Monitoring,
Reporting, Evaluation and Learning
Engagement Process
ALL stakeholders
continued engagement in SRDP preparation
inclusion – leadership – ownership
quality and relevance
effective implementation
Next Steps
Continued Engagement with All Stakeholders
Approval process in 2014
Steering Committee
Regional (FEMM, CRGA, SPREP Council, PPAC)
Endorsement by Pacific Leaders in 2015
Preparing the SRDP:
Ongoing Engagement; Not One-off Consultation