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2 nd Meeting of the Asian Advisory Group of Parliamentarians for DRR 5-6 Febuary 2014, Vientiane, Lao PDR Institutional Arrangements for Disaster Risk.

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Presentation on theme: "2 nd Meeting of the Asian Advisory Group of Parliamentarians for DRR 5-6 Febuary 2014, Vientiane, Lao PDR Institutional Arrangements for Disaster Risk."— Presentation transcript:

1 2 nd Meeting of the Asian Advisory Group of Parliamentarians for DRR 5-6 Febuary 2014, Vientiane, Lao PDR Institutional Arrangements for Disaster Risk Management in Asia

2 Findings  Almost all countries have established an apex body for coordination of disaster risk management, comprising of many ministries/agencies and often chaired by highest Government level  Roles and responsibilities of apex bodies commonly focus on disaster management  The apex bodies have similar structure at sub-national level or linkage with sub-national levels through focal ministry/agency  Apart from some countries that have created DM ministry/agency, the secretariat function of the apex body is at department level in the focal ministry (civil defense, home affairs, national security, social welfare)  Institutional set up for climate risk management is separate with parallel Apex body and a focal ministry

3 Bangladesh

4 Bangladesh (2) Role and Responsibilities of NDMC  Review national disaster management system and provide strategic advice for DRR and emergency response management  Review policy and planning documents on disaster management and provide strategic advice  Promote dialogue across sectors with a view to integrate DRR into sectoral development plans and programmes  Promote awareness regarding DRR among top policy makers  Evaluate disaster preparedness measures and provide strategic advice.  Evaluate response and recovery measures, particularly after a large scale disaster and  Provide strategic direction towards improvement of the system and procedures, and  Facilitate coordination of multi-hazard and multi-sectoral measures in relation to DRR and emergency response management

5 Indonesia

6 BARKONAS PB Chairman : Vice President „ Members : …Minister of Home Affairs …Minister of Social Affairs …Minister of Health …Minister of Public Works …Minister of Finance …Minister of Transportation …Chief Commander of Army …Head of National Police „ Secretary: Secretary of Vice President Duties: Formulating and stipulating policies in disaster management Coordinate the implementation and monitoring activities in disaster management Rendering guidance and direction on disaster management

7 Indonesia (3) Role and Responsibilities of Ministries  Coordinating Ministry for People’s Welfare coordinates disaster management programs and activities cross government ministries and agencies.  Ministry of Home Affairs controls development activities related to disaster management conducted by local governments.  Ministry of Finance is responsible for the preparation of budget for the conduct of disaster management before, during and after disaster.  Ministry of Agriculture plans and controls mitigation efforts related to drought and other hazards related to agriculture.  Ministry of Public Works plans risk sensitive spatial planning, and location and evacuation routes and the needs for recovery of public facilities and infrastructures.  Ministry of National Development Planning supports the planning of risk sensitive development programs.  BPS (Statistics Indonesia) supports in the provision of statistical data.  BSN (National Standardization Agency) supports in the standardization of guidelines and procedures related to disaster management.

8 Philippines NDRRMC Structure Chairperson: Secretary of Dept. of National Defense (DND) Vice-Chair for Disaster Preparedness: Secretary of the Dept. of the Interior and Local Government (DILG) Vice-Chair for Disaster Preparedness: Secretary of the Dept. of Social Welfare and Development (DSWD) Vice-Chair for Disaster Prevention and Mitigation: Secretary of the Dept. of Science and Technology (DOST) Vice-Chair for Disaster Rehabilitation and Recovery: Director General of the National Economic and Development Authority (NEDA) Office of Civil Defense (OCD) NDRRMC Members

9 Department of Health (DOH) Department of Environment and Natural Resources Department of Agriculture (DA) Department of Education (DepED) Department of Energy (DOE) Department of Finance (DOF) Department of Trade and Industry (DTI) Department of Transportation and Communications (DOTC) Department of Budget and Management (DBM) Department of Public Works and Highways (DPWH) Department of Foreign Affairs (DFA) Department of Justice (DOJ) Department of Labor and Employment (DOLE) Department of Tourism (DOT) The Executive Secretary Office of the Presidential Adviser on the Peace Process Commission on Higher Education Chief of Staff, Armed Forces of the Philippines Chief, Philippine National Police (PNP) The Press Secretary Philippine National Red Cross (PNRC) National Anti-Poverty Comm.-Victims of Disasters and Calamities Sector National Commission on the Role of Filipino Women Housing and Urban Development Coordinating Council (HUDCC) Exec. Dir. of the Climate Change Office of the Climate Change Commission Government Service Insurance System (GSIS) President, Social Security System (SSS) Philippine Health Insurance Corporation (PhilHealth) Union of Local Authorities of the Philippines League of Provinces of the Philippines (LPP) League of Cities of the Philippines (LCP) League of Municipalities of the Philippines (LMP) President of the Liga ng Mga Barangay (LMB) Four (4) representatives from the CSOs One (1) representative from the private sector Administrator of the OCD

10 Local DRRM Structure  Replicated from the national structure  Local DRRM Councils at the provincial, city, and municipal levels (plus community-level DRRM committee)  Local DRRM Office (LDRRMO) - Survey of local DRRM with 50 LGUs in 2013:  84% have functional LDRRMO  37% have more than 10 staff. Of these staffs: 80% are knowledgeable of their pre-disaster tasks, 50% - response responsibilities, and about 40% - recovery and rehabilitation work  95% have local DRRM Plan in place: 63% activities - building drainage systems; 47% - housing; others: hazard mapping, EWS, fire safety training. Etc

11 Local DRRM Funding IMPORTANT: The LDRRMF cannot be utilized for activities that are not indicated in the Local DRRM Plan, as reflected in the Local Development Plan and Annual Investment Program of the local government, as per Commission on Audit Circular No dated September 12, Local DRRM Fund (LDRRMF) Allocation Breakdown As per JMC , issued by the NDRRMC, DBM & DILG on March 25, 2013

12 Viet Nam

13 Viet Nam (2)  Multi-sectoral apex body, chaired by Deputy Prime Minister, most active in preparing for/responding to disasters  Secretariat is a very sectoral focused department (Dyke management and flood and storm control) under Ministry of Agriculture and Rural Development (formerly Ministry of Water Resources)  The Secretariat has given specific authorities (i.e. control of the operations of large dams, especially upstream of Ha Noi capital) and are consulted on major related projects.  However, no influence on five year development plans of other sectors (this role is with Planning and Investment)  Strong involvement of research institutions i.e. water resources in planning

14 HFA2 consultations Components of effective governance and accountability at community level: 1.Devolved structures those enable participation: i.e. local forums for citizen-led initiatives allow collective action that increases the chances for citizen-led participation 2.Access to information: Clearer and more consistent dissemination of disaster risk information, including national policy decisions that impact local level decision making is crucial. 3.Capacities of communities to influence plans and actions : awareness could also be generated on how the local communities can question and hold the service providers accountable for their actions 4.Inclusion of vulnerable groups in decision-making: Platforms can ensure representation of the vulnerable groups and mainstream inclusive disaster risk reduction into local development plans.

15 Components of effective governance and accountability at Government level 1.Strengthening Institutional Frameworks for DRM: a strong DRM institutional framework will require connecting, coordinating and setting out clear responsibilities for many institutions. 2.Strengthening Legislation: Legislative oversight function should empower the legislative branch to hold its own members and the government bodies to account. 3.Strengthening Regulatory Frameworks: These will set minimum requirements for the public and the authorities to meet, specifying penalties for lack of enforcement. 4.Resource Allocation: Timely flow of financial resources for the interventions aimed at DRM at respective tiers of the governance. 5.Capacity and Skill sets: Need of developing local level regulatory frameworks & capacity of local governments to implement [effective] disaster risk reduction initiatives.

16 Enabling factors for effective governance and accountability  Policies & laws should connect with the reality of development on the ground: National consultations have demanded stronger linkages between national and local government – including the alignment of national policies with local needs.  Clear delineation of responsibilities –clear cut roles, norms, institutions and interactions: Several consultations called for clarity on roles and responsibilities with establishment of clearer accountability lines.  Setting Indicators & Benchmarks for measuring outcomes: clear indicators and specific targets, would facilitate measuring outcomes and thereby strengthen the review and evaluation process overall.  Common Terminology for DRM at all levels  Inclusive Accountability: Through an inclusive accountability process, governance could be shared among stakeholders.

17 Enabling factors (2)  Local level at the centre: HFA2 should be specially formulated with local leaders in mind.  Political will: Parliamentarians with increased understanding and knowledge can play a strategic role in bridging long ‐ existing gaps in DRR between national governments and local authorities.  Social Accountability: Social accountability mechanisms can contribute to improved governance, increased development effectiveness through better service delivery, and citizen empowerment.  Building Community Networks: to ensure community involvement in decision making and building partnerships with community – based or grassroots association of youth, women, informal settlers, farmers, indigenous peoples, local religious groups, etc.  Transparency in Communications: Communities must have rapid and unimpeded access to information derived from early warning systems, while small-scale, recurring disasters need to be reported and given attention.

18 Thank you


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