2. 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 in Comprehensive Disaster Management (CDM)

3. 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 GOVERNANCE

4. 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

5. INTRINSIC PROCESSES Participation Consultation Shared Responsibility

6. Equity Reduced Poverty Improved Quality of Life DESIRED OUTCOMES

7. 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 DEFINED

8. Multi-Hazard Multi-faceted Multi-Disciplinary Multi-sectoral Integrated Comprehensive Management CDM INTER-RELATED COMPONENTS

9. + 1 Member countries & NDO Organizations 6 NGO IFRCS (Red Cross), ADRA, CARIPEDA, CCA     2 Donors IDB, USAID/OFDA, CDB, World Bank European Union, CIDA, DFID/C, Japan, OAS 3 Regional Sector Partners PAHO/WHO, FAO, CTO, CHA, ITU/CTU, CARILEC, CMO, OECS/NRMU 4 Response Partners RSS, SOUTHCOM, CDRU, Rentech – Oil Spills, Airlines 2Donors UWI (Geography & Geology, Seismic, CARDIN, Disaster Management Unit, Faculty of Engineering), CIMH, IMA, ACCC/UWICED

10. Recognising linkages between disaster management, environment and development Broadens the range of actors A revised mandate for the national and regional organisations, incorporating the CDM Policy ISSUES IN REALIZING CDM

11. Introduces new approaches to decision making Requires an inventory of mandates Clear allocation of responsibilities, possibly within a legislative framework ISSUES IN REALIZING CDM (Cont’d)

12. 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 CDM IMPLEMENTATION ESSENTIALS

13. Consensus on a regional strategic framework informed by the collective priorised needs of stakeholders Inclusion in the Public and Private Sector Reform agenda CRITICAL IMPLEMENTATION STEPS

14. 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? GOVERNANCE ISSUES IN CDM: What are they?

15. How Internal Dialogue Policy and Programme Mainstreaming Performance Culture CDM GOVERNANCE REQUIREMENTS

16. Results Based Management (RBM) Monitoring and Evaluation (M&E) Reporting Joint Missions Cooperative Programming Aid Flows Aligned to Agreed Priorities` CDM Governance Requirements

17. Results Based Management Tools Monitoring and Evaluation Programme Design Proposal Writing System Wide Assessments CDM Governance Requirements

18. Consultation/Participation Document Sharing or Development Townhall Meetings (How Structured) Iterative Limited to Implementation or Design and Evaluation GOVERNANCE PROCESS

19. (A) Are the empowered adequate for managing the change? Do they represent potential impositions? How are equity issues decided? LEGAL/INSTITUTIONAL FRAMEWORK

20. (B) Know coping capacity Utilize existing policy or support policy development Harmonise tools for assessment Embrace transparency at all points of support LEGAL/INSTITUTIONAL FRAMEWORK

21. 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 to outcomes rather than solely outputs STRUCTURING CDM AID DELIVERY

22. Sub-regions Sub-regions Organisation of Eastern Caribbean States Regional Regional Association of Caribbean States Pan-American Pan-American IACN International International United Nations SCALING ISSUES

23. 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? HUMANITARIAN GOVERNANCE

24. 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 Perceptions of Donors: A Challenge

25. Policy Strategy Spatial Planning Project Cycle Management External Relations Institutional Capacity Key Areas of Mainstreaming

26. Staff Ownership Cross-Organisational Buy-in Workload Organisation Champion Leadership by Line-managers Integration vs. Bullying Staff Skills Development Time Key Influences on Mainstreaming

27. 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: cdera@caribsurf.comcdera@caribsurf.com www.cdera.org