CDMP Structure. 1. CDMP Programme Monitoring and Evaluation Mechanism. 2. Partnership and Networking 3. Gap Analysis ACDR 2006 SEOUL

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1 IMPLEMENTING HFA: THE BANGLADESH EXPERIENCE THROUGH THE COMPREHENSIVE DISASTER MANAGEMENT PROGRAMME MR EHSAN UL FATTAH DR M. ASLAM ALAM ACDR 2006 SEOUL GoB Vision on Disaster Management: to reduce the vulnerability of people, especially the poor, to the effects of natural, environmental and human induced hazards to a manageable and acceptable humanitarian level MoFDM Mission: to bring a paradigm shift in disaster management from conventional response and relief to a more comprehensive risk reduction culture and to promote food security as an important factor in ensuring the resilience of the communities to hazards Overall Objective: to strengthen the capacity of the Bangladesh Disaster Management System to reduce unacceptable risk and improve response and recovery management at all levels and to effectively integrate and manage Bangladesh s s food security system Strategic Focus Areas Professionalizing the DM system Partnership Development Community Empowerment Expanding Preparedness programmes across a broader range of hazards Strengthening emergency response capabilities Structure Corresponding components C1a - C1b Professionalizing the DM System C2a Advocacy C2b Capacity Building C3a Programme Gap Analysis C3b Risk Reduction Planning C3c LDRRF C3d Livelihood Security (EC) C4a Earthquake and Tsunami Preparedness (EC) C4b Climate Change & Research C4b(1) - LA C5a DMIC & Emergency Procedures C5b Expansion of DMIC (EC) Implementing agency DMB DMB DRR DMB BCD&FS DoE FAO/DAE 1. Programme Monitoring and Evaluation Mechanism 2. Partnership and Networking 3. Gap Analysis Programme Monitoring and Evaluation Mechanism Mechanisms to guide specific component tasks Workplans Strategic workshops with stakeholders in December 2004 Developed 5 year action plans with the key milestones and broad strategies Annual plan for 2005 and 2006 Quarterly workplans Advocacy Training CRA Advocacy Advisory Group Mainstreaming working group Training Advisory Group CRA Guideline Development. Group Overall Monitoring Steering Committee 6 monthly Coordination Committee bi-monthly Strategic Group - monthly Climate Change LDRRF Technical Advisory Group Technical Review Committee LDRRF Approval Committee 1

2 Partnership and Networking Financial Monitoring and major policy contribution Evaluation Monthly ADP Review Quarterly Progress Review by ERD Annual Progress Review by ERD Annual TPR Meeting (ERD, UNDP, DFID, MoFDM) Annual Progress Review by ERD Annual TPR Meeting (ERD, UNDP, DFID, MoFDM) Annual Review by UNDP Annual Review by DFID Strategic Partnership Scientific and Technical Partnerships Implementation Partnerships Bilateral consultations and briefings with donors, INGOs - EC, JICA, AusAID, DFID, WFP, FAO, DER, CIDA, SC USA, Concern, ActionAid, Oxfam, Care Exchange of ideas through workshops/seminars/working groups participation Establishment of relevant expert groups Bilateral consultations with BUET, DU, BRAC University, CEGIS, EMIN, ICZMP, DoE, NAPA, Building, BUP Conducting of/ attending in different briefing sessions, consultation workshops, seminars Paper presentations/ Facilitation of workshops and seminars Providing of/receiving of technical inputs Consultations with BRAC University, FAO, DAE, SC USA, BCS Academy, CPP, CEGIS, BCAS, UNDP-GEF, NGO Bureau, Media, PKSF, DER, Key Expected Outputs 3 (a) Programme Gap Analysis for Strategic Partnerships Inventory of existing programmes developed and gaps identified Inventory of existing community preparedness programmes progressively developed, updated and disseminated to key stakeholder groups from micro to macro levels. 1 2 Key Expected Outputs 1B New MoFDM Allocation of Business reflecting broader responsibilities in disaster risk management Strategic Planning and policy framework developed and implemented Progress so far made March Stakeholder consultations April- May Development of TOR August 2005 Expression of Interest September 2005 Review of proposals October 2005 Methodology presentations for final selection of vendors 3 4 Learning and development strategy developed and implemented MoFDM participation in national, regional and global forums supported (both technical and financial) November 2005 Sending of documents for final UNOPS approval Component 2a : Advocacy Programme Key Objective To facilitate for Mainstreaming Disaster Risk Reduction in the Development Planning Process and investment strategies Milestone 1 : Political Commitment of Major Political Parties Dialogue with the members of Parliamentary Standing Committee and other Members of Perliament Workshop with the Political Leaders Briefing session aiming risk reduction issues in the election manifesto. 2

3 Milestone 2 : Disaster Risk Reduction mainstreamed within National Planning Process Milestone 3 : Inclusion of Risk Reduction in Urban Planning Management Key Stakehold ers National Mainstreaming Disaster Risk Reduction Framework Policy PR Sectoral Policy (Education, Housing, Agriculture, Fisheries etc.) GOB Stakeholders Planning Commission, ERD, Planning Cell of different Ministries/ Divisions Inclusion of Disaster Risk Reduction Mechanism in Development Project Proposal (DPP), TAPP and PCP Stakeholders NGO Affairs Bureau NGOs Inclusion of Disaster Risk Reduction Mechanism in FD-6 Form Stakeholders Different sectoral departments, bureau, wing, professional groups Sectors Inclusion of Disaster Risk Reduction in the core business plan Formation of City Corporation Disaster Management Committee Facilitating Earthquake Response Plan for City Corporations Consultation with City Corporation Executives and elected representatives Local Local Government Capacity building training Practice of Community Risk Assessment Mechanism (CRA) Development and implementation of risk reduction action plans NGOs CBOs Capacity building training Practice of Community Risk Assessment Mechanism (CRA) Development and implementation of risk reduction action plans Local Govt. departments Practice of Community Risk Assessment Mechanism (CRA) Milestone 4 : Mainstreaming of Risk Reduction in NGO Project Planning Milestone 5 : Disaster Risk Reduction Promoted in Print and Electronic Media Formation of working committee for mainstreaming Risk Reduction in NGO Project Planning Consultation with NGO Affairs Bureau Consultation with NGO Executives Revision of NGO Bureau Format and establishment of Institutional Accountability for addressing risk reduction issues Production of Documentary Training courses for journalists Introducing new programmes on risk reduction issues Feature Services for Print Media Inclusion of Risk Reduction issues in National Television Debate Competition Media Award for best reporting in the media Milestone 6 : Strengthening Information Service Observation of International Day for Disaster Reduction (IDDR) Essay Competition for School, College and University Students Press Briefings Publication of a Dictionary on Disaster Management Milestones Planned to implement the strategies Roles and Responsibilities of DMCs reviewed and revised. Training curriculum reviewed and revised. Disaster Management Training Policy formulated. Disaster Management Training Plan developed and implemented. 3

4 STRATEGIC PRIORITIES of Directorate of Relief and Rehabilitation (DRR) in relation to community empowerment Develop and Implement Community Risk Assessment Guidelines Develop, approve and introduce methodologies for integrating disaster management planning at a local level within development planning guidelines Introduce Gender and Social Exclusion Analysis Framework i Ri k R d i I i i i Expected Outputs-- LDRRF Better integration of risk reduction mechanism into the local plans Improved coordination between GOB, NGOs, and Civil Society through greater ownership and partnership Better focus on addressing identified risks at the local and community levels; and needs of women and other vulnerable groups in particular are better understood Climate Change Cell - mandate Building the capacity of MoEF/DoE to coordinate & mainstream issues in development activities Strengthen existing knowledge & information accessibility on impact prediction & adaptation to Awareness-raising, raising, advocacy & coordination to promote adaptation & risk reduction in development activities Improved adaptive capacity for sustainable livelihoods in the agricultural sector VSAT WWW Submarine Cable 1024/512 Kbps 512/128 Kbps Router 10/100MB Switch Radio Modem Optical Modem Firewall Web & media server DMIC LAN Modem Bank MoFDM 64-DRROs Link Exists DoF DMB LAN DRR LAN Access Point & SMS Server Disaster Management Information Center b/g Client Database Server LAN Short-term Mid-term District District Upazilla Slide 9 of 17 Slide 10 of 17 4

5 Long-term District Upazilla Union 2005 Slide 11 of 17 Disaster Management Model - Bangladesh Risk Reduction Emergency Response Defining the Risk Environment Scientific and Traditional Considerations (i.e. Climate Change) Community Risk Assessment (following AS/NZS 4360: 1999 risk management process) All hazards, all risks, all sectors focus Managing the Risk Environment (PPRR) (Climate Change Adaptation) Elimination or Reduction of risk Managing Residual Risk Responding to the Threat Environment Activating and mobilising systems and resources to an emerging or impact threat Focus Areas 2005 MoFDM Policy and planning reforms including learning and development strategies Institutional Reforms- particularly in relation to roles and responsibilities of DMCs Awareness Raising Media, Academic institutions, policy and political masters Donor awareness and networking Focus Areas 2005 Tsunami Action Plan and training for CPP Capacity building MoFDM Field staff Developing programming tools such as guidelines, assessment criteria and training modules Creating the CRA framework including RRAPs Strengthening the C and establishing TAG, Library and Database Focus Areas 2005 MoFDM E-Governance E and IT support Establishment of DMIC and MoFDM EOC and Media Room Maintaining Governance Frameworks committees, reporting, etc. Streamlining processes Imprest Account General support to the MoFDM reviews, reports, papers (PR, SAARC,WCDR/HFA, R, etc.) Preparing for the TPR 5

6 2006 Refocusing Support Team Approach - Early 2006 Continued integration within MoFDM and away from components with emphasis on creating: Enhanced capacity to support the implementation of an expanded WoG/NGO programme Enhanced capacity to support EC Components Enhanced capacity to undertake financial, contractual and procurement management and reporting functions Enhanced capacity to undertake planning, monitoring, liaison and general support to MoFDM functions WoG/NGO Integration of DM National Framework National and International Drivers HFA/MDG/PR Strategic Partners Implementing Partners National Risk Reduction Framework Ministry of Food and Disaster Management Framework for Action ( ) MoFDM FFA SC Strategic Partnerships Strategic Plans (2-3 Years) Operational Plans (Annual) Long term Medium Term Immediate Implementing Partnerships Scientific, Technical and Academic Partnerships Implementation Focus Consolidation of effort toward a more team focused approach Integration and implementation of EC funded components Creation of holistic FFA and transition to WoG programme Awareness raising Political, Policy and Donor focus Regional Cooperation SAARC, R, ISDR Establishing sub contracting partners MoU/LoA Expansion of capacity building training programs Focus 2006 Roll out of post graduate learning and development strategy April 06 Full implementation of CRA and RRAP processes Climate change impacts integrated within CRA processes and establishment of climate change library and database Full implementation of LDRRF Establishment and expansion of DMIC system Strengthening of response management systems including early warning Greater emphasis toward mainstreaming 6

7 Mainstreaming Framework Challenges for 2006 and beyond Timely staffing of programme Securing services of experienced short term consultants when needed Establishing sufficient formal partnership agreements to enhance service delivery Establishing and managing contractual systems Establishing programme monitoring and evaluation mechanisms and capability Getting multi-lateral lateral buy-in Changing the mindset of key stakeholders Sustained political commitment 7