COMMUNICATION MANAGEMENT FOR COMPREHENSIVE DISASTER MANAGEMENT (CDM)/AGRICULTURE DISASTER RISK MANGEMENT (ADRM) CURRENT SITUATION AND NEEDS

Transcription

1 COMMUNICATION MANAGEMENT FOR COMPREHENSIVE DISASTER MANAGEMENT (CDM)/AGRICULTURE DISASTER RISK MANGEMENT (ADRM) CURRENT SITUATION AND NEEDS

2 Background Agriculture still dominates the economies of several Caribbean countries Vulnerability of these countries to a range of hazards is well known Risk management in agriculture is now is a critical tool for anticipating, avoiding and reacting to shocks. Risk-management strategies can enhance coping and adaptive capacities thereby increasing resilience in the sector

3 Background One such strategy is communication and information management framework Providing guidelines focused on technological improvements in communication before, during and after extreme events First step - Communication Management Scan (CMC) for ICT optimization CDM/ADRM in 3 countries Give situational analysis of ICT in CDM/ADRM 12 surveys representing 9 institutions

4 Findings Saint Lucia

5 Strategy of the National Institutions in CDM/ADRM Institutional Skills and members for ADRM Institutional arrangements for CDM/ADRM Institutional structure and governance for ADRM Institutional management and leadership for ADRM Institutional structure and governance for ADRM

6 Strategy of National Institutions for CDM/ADRM Ministry of Agriculture has an ADRM strategy. Scores well on all characteristics except review and update of strategy Another institution has extreme weather response protocols but they are not ADRM specific Anomaly 3 institutions indicate ICT as part of their ADRM strategy

7 Institutional structure and governance for ADRM Collaboration between different sectors and interdisciplinary teams is NOT smooth Territoriality and competitiveness obstruct knowledge sharing between sectors 2 institutions have formal advisory board / steering committee that have considerable influence on strategic and tactical ADRM decisions. Board also influences or changes internal decisions and operational processes on a regular basis (at least twice a year) of 1 institution.

8 Leadership for ADRM The majority of respondents did not think that the National Disaster Coordinator prefer to focus on outputs with indicators Who leads ADRM? Is Institutional management and leadership good/better if National Disaster Coordinator use RBM approach?

9 Institutional Skills and members for ADRM 2 have enough creative and innovative people in Prevention Communication ADRM 2 have enough creative and innovative people in Preparedness Communication ADRM 3 have enough creative and innovative people in Response Communication ADRM 3 have enough creative and innovative people in Recovery Communication ADRM 3 institutions used the available skill sets appropriately by using those with management skills to coordinate and those with a subject matter specialism in ADRM as specialists 0 have a regular performance appraisal and learning on ADRM Communication

10 Needs Formal documentation such as protocols and guidelines, strategic actions to deal with CDM/ADRM Can be basis for communication strategy Capacity building particularly in ADRM communication

11 CDM/ADRM Communication Management, Coordination and Products

12 Communication Creation ADRM Knowledge Use CDM/ADRM COMMUNICATION MANAGEMENT Communication Storage ADRM Information Use Knowledge management processes to create, use and store ADRM information

13 Communication Creation Lack of clear communication ADRM development plan within institutions Institutions lack procedures to determine required ADRM information. However this can be determined from their technical actions Institution Mille Fleur Honey Producers Cooperative Mille Fleur Honey Producers Cooperative Technical Action/Function PRE-EVENT Trimming of tall trees Choosing appropriate hive location based on understanding of main weather risk POST EVENT Assess losses (need records) and consult insurers Salvage (bees, honey, brood, frames; add surviving brood to another hive)

14 Limitations in storing the available ADRM knowledge Aware which National Institution possesses ADRM knowledge that is valuable to us but scarce We have a "who is who" database - automated or otherwise - which enables us to pinpoint where nationally ADRM knowledge is available. If I am asked a certain question, I am able to say which person nationally is the most knowledgeable on ADRM We have a procedure in place to regularly inventorised available ADRM knowledge. We have a good overview of all our digitally stored ADRM information.

15 Making ADRM information available and accessible to stakeholders When looking for expertise, it is easy to find the most knowledgeable and up-todate ADRM expert With respect to acquiring and distributing knowledge nationally, each sector has an obligation to both receive as well as contribute. Dedicated personnel responsible for filtering and disseminating the most relevant and recent ADRM digital content and information ('content curation') ADRM Information is stored systematically and recognizably. We use shared (online) data storage or drive for ADRM.

16 ADRM Knowledge Sharing and Use Sharing of ADRM knowledge is inefficient E.g. Limited spontaneity and informality in knowledge sharing including project experiences Need required ADRM knowledge to be available at the right time in the right place to avoid costly mistakes Application of ADRM information can improve the agricultural practices but is poor among the network Some feel that sectors are attached to their routines and habits and are rather resistant to applying new knowledge Moving from an innovative idea to a successful national application can be hampered by the cost of required hardware/software to implement.

17 ADRM Learning and M&E nationally Systems and Technologies to support National ADRM coordination National ADRM Communication ADRM Innovation nationally CDM/ADRM COORDINATIO Enablers for communication and coordination

18 National ADRM Communication and Innovation Communication through the national network in Saint Lucia needs improvement Need network coordinators to regularly brief everyone on important topics. Internal network procedures and rules are well documented and clearly communicated in 2 of the institutions surveyed The majority of institutions encourage their network members to try out new ideas to boost innovation and creativity Not necessarily ADRM specific.

19 National ADRM Learning and M&E Significant deficiencies exist in ADRM Learning and M&E nationally

20 Systems and Technologies to support National ADRM coordination Agree Disagree Don't Know/No response

21 Brokerage of knowledge products and services

22 Brokerage of knowledge products and services Respondents appreciate the value of brokering their ADRM communication products and services, this area needs strengthening Adoption of ADRM communication and knowledge products and services are not easily and effectively facilitated among networks The effectiveness and appropriateness of the dissemination of existing weather and climate information is not being monitored and evaluated The effectiveness and appropriateness of the application of ADRM information including weather and climate is not being monitored or evaluated

23 Existing Products Existing Information/Communication/Knowledge Products Agency Successes in agriculture (5 episodes) MoA Communications Eat Fresh, St Lucia s Best Unit Radio programmes Raw data on all elements (temp, rainfall, sunshine hours, evaporation, wind speed & direction) Met Office Weather bulletin (3 x /day) marine information (forecast) Regional bulletin (through CARMI) Monthly and seasonal forecasts (flood & drought) Early warning communication system (with WRMA) Raw data on all elements (temp, rainfall, sunshine hours, evaporation, wind speed & direction)

24 Feedback on Existing Products TO CIMH CARDI WMO NHMS OTHER (NEMO) Comments None None many questionnaires re performance of national met services viz needs of own country Ensure that the information provided to facilitate DRR in the agriculture is provided in simple terms so that it is easily understood Documentation needs to provide relevant advice to the farming community Trends/evidence of hazard impacts on the agricultural sector may be useful. Provide warning early enough to allow Extension to respond with technical support to farmers Design messages specific targeted for agriculture stakeholders such a different types of farmers and location (e.g. area that can be flooded vs. area at risk to high winds) Review as part of the development process to vet before publication

25 Information, Knowledge and Communication Products Suggested Pre- Event

26 Information, Knowledge and Communication Products Suggested During and Post Event Theme Requirements During Extreme Event Updates Updates on storm situation and forecast; information which is consistent in mitigating loss to agriculture specifically warning systems to indicate severity and impacts Post Extreme Event Resources Information on the availability of medical, social and economic resources; or any resources necessary for rehabilitation

27 Emerging Needs Develop communication strategies and plans Information and data management system and electronic storage to facilitate generation and access of the various kinds of info products Orientation to NEMO including ADRM leadership and messaging Promote the organization of fora for engaging stakeholders periodically to design and revise products.

28 Enablers of ADRM

29 Capacity of Public Institutions

30 Effective Dissemination of ADRM News and Developments The public sector institutions have a low capacity to timely and effectively disseminate ADRM news and developments to users. 1 No mechanism has been established in the public sector to keep users informed. 0 The public sector has an official means where users can enquire about standards, regulations and notifications on ADRM 0 The public sector periodically publishes the results of activities and programs, as well as new national and international standards on ADRM. 3 The public sector has an electronic means where users can obtain the latest information on ADRM programs and activities being implemented (e.g. web page)

31 Maintaining Constant Communication The public sector has a low capacity to maintain fluid and constant communication internally and with the private sector concerning national ADRM policies and plans. 3 No mechanism has been established in the public sector for dialogue among the various ministries and other entities on ADRM 1 The public sector maintains informal internal communication and with the private sector on ADRM 0 The public sector initiates and promotes dialogue internally and with the users concerning existing and proposed regulations to support ADRM 0 The public sector organizes forums and meetings with producer groups to establish new or improved ADRM Communication products and services.

32 A national forum that brings together the various ministries or entities of the public sector and the private sector, to discuss issues of interest relating to the ADRM and CDEMA 1 X There is no established coordination mechanism to discuss issues of interest related to CDM/ADRM, but ad hoc meetings on these issues are held in the public sector. 1 X There is an established coordination mechanism in which the public and private sectors participate and which define the country s ADRM positions. The public sector has an electronic means where users can obtain the latest information on ADRM programs and activities being implemented (e.g. web page) x 3

33 Level of priority given to developing national capacities in the area of CDM/ADRM 4 0 The country has established an agenda of important issues related to the CDM/ADRM and has defined the actions it will take. The political and technical personnel having decision-making powers to initiate changes lend specific support to the implementation of actions on issues identified as priorities either in relation to the CDM/ADRM.

34 External Influences External Resources Stakeholder views EXTERNAL INFLUENCES ON ADRM

35 Stakeholder views on ADRM Stakeholder views do not greatly impact ADRM in the institutions surveyed, however some have made contributions Stakeholder contribution to CDM/ADRM in Saint Lucia Item Contribution made Institution National dialogue on disaster risk None management National dialogue on agriculture ADRM Strategic Planning: Included in SLUNRWP disaster risk management workshops and consultation MFHPC contribution to planning forum on Disaster mitigation Development of a national disaster risk management strategy/plan/intervention Development of an agriculture disaster risk management strategy/plan/intervention Provision of human resource for training to assist in the dissemination of relevant info to members and society. None Ongoing discussions with relevant organizations such as IICA,NEMO,MOA etc. SLRCSL SLRCSL

36 External Impact External influences Met and MoSDEST regularly analyze external influences adapt their network strategy accordingly if needed. Met and MoSDEST prepare themselves and their plans for external influences External Resources 3 public institutions have a good network of external consultants. stable and secured funding for 3-5 years is challenging. Most institutions can apply what is learnt from conferences, research or lessons learned. Difficulty resourcing this.

37 Additional Needs Disaster impact assessment (methodology and resources for the procedure) Crop and livestock assessment capacity Counselling and psychological support in recuperating after suffering loss in an event Designing climate-resilient interventions/systems for agriculture Extension methodologies for DRR (including how to design learning resources for agriculture disaster risk reduction) Need strong feedback mechanisms for extension and farmers as primary point of interaction on info products.

38 Communication Framework Defining Target Audience include farmers Responsibility for messaging Identify collaborators for providing messages everyone is communicating the same message MET, MOA, NEMO? Key messages should be clear, benefit-oriented, and written in language that target audiences can understand and relate to Early warnings/forecasts

39 Communication Framework cont d Communication Channels Tools used to communicate (availability of media, resources) Bulletins, text messages may require MoU with telecommunication providers Other? Feedback Mechanism Evaluate the Communication Effort How will you know if the communication effort is having an impact?