Disaster Management and follow-up activities for the implementation of the Hyogo Framework for Action in Bangladesh

1. Disaster Management and follow-up activities for the implementation of the Hyogo Framework for Action in Bangladesh Presentation by Abdul Alim Permanent Mission of Bangladesh to the United Nations New York, July 13, 2005

2. Introduction • Living with risk • Recent disaster (devastating floods) • Conventional disaster management is inadequate • Scope for continued improvement • Comprehensive and community based approach

3. WCDR Commitments Commitments of the Hyogo Framework for Action 2005-2015 • To pursue an integrated multi hazard approach for sustainable development to reduce the incidence and severity of disasters. • To place disaster risk at the centre of political priorities and policies. • To integrate disaster risk reduction in our development work. • To strengthen the capacity of disaster prone countries to address risk. • To invest substantively in disaster preparedness. • To reduce the relief - development gap and thereby reduce vulnerability. • To enable civil society actors and affected communities to strengthen their resilience to disasters. • To reduce the gap between what we know and what we do, with the critical ingredient being political commitment, and • To build on the momentum of this World Conference to accelerate implementation of the Framework for Action.

4. Disaster Management in Bangladesh • Long-term vision • Paradigm shift from conventional to comprehensive risk reduction culture • New approach is more cost effective • Financial instruments to address the needs

5. Comprehensive Disaster Management Programme (CDMP) • More encompassing • Contains government vision • Strategic focus of MoFDM • Vehicle to achieve the disaster management reform

6. The elements of reform • Introduction of a well-coordinated comprehensive approach in disaster management • Adaptation of an internationally best practice Risk Reduction Model • Creation of an enabling environment for the implementation of the national risk reduction initiatives • Development of strategic policy and programming frameworks

7. Overall Objective and Government Vision • 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 food security system • 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

8. Benefits of CDMP Risk management Approach • removes the guesswork • ensures coverage of: - all geographical areas; - all hazards; - all risks; - all sectors • provides a strategic framework for achieving, mainstreaming including determination of priorities.

9. Risk Reduction and emergency response Model - Bangladesh • Defining the Risk Environment • Formal and Traditional Hazard and Risk Analysis • Risk Management Model – AS/NZS 4360: 1999 Risk Reduction • Managing the Risk Environment (PPRR) • Elimination or Reduction of risk • Managing Residual Risk • Responding to the Threat Environment • Emergency Response - Activation and Mobilisation systems and processes Emergency Response

10. National Platform for Disaster Reduction Strategy National Platform Coordination Committee Corporate Plan (5 yrs) Secretariat (PPPDU) National & Int’l Drivers Strategic Plans (3 yrs) Operational Plans (Annual)

11. National Platform for Risk Reduction • Five strategic areas: • Professionalizing the DM system • Mainstreaming and Partnerships • Community empowerment • Expanding risk reduction across a broader range of hazards • Strengthening response system

13. MoFDM “Corporate Plan 2005-2009”: A Framework for Action What is Corporate Plan? • A “Framework for Action” that aligns priorities to programmes, activities and actions. • Key planning document- “ Turning Vision into Action”. • Key Advocacy Document . • A key management tool to guide the ministry in achieving its long-term vision. Why Corporate Plan? • To articulate the Ministry’s Long-term Strategic Focus. • To provide an instrument for the Ministers to set the Agenda of Reform. • To provide a roadmap for the development of internal Strategic Plans. • To provide clear direction to external stakeholders. • To promote the Ministry’s commitment to achieving objectives associated with national and international Drivers.

14. Corporate Plan Preparation Process • Draft by consulting with key national documents (PRSP, National Flood Workshop Recommendations, MoFDM plans and programmes, MoFDM Rules of Business • Wide circulation of the draft among MoFDM and its departments’ high officials, other line ministries, DER group members and selected NGOs • Consultation workshops with disaster stakeholders • Brainstorming session with MoFDM and its agencies’ key officials • Redrafting and revision of draft based on comments and suggestions received through consultation process • Finalization of plan and printing • Formal launching by the Minister and Secretary, MoFDM in the formal DM workshop

16. WCDR Follow-up: work done so far • Establishment of the National Platform for Disaster Reduction Strategy • Development and launching of MoFDM Corporate Plan for 2005-2009: A “Framework for Action” that aligns priorities to programs, activities and actions • Launching of the Disaster Risk Reduction Programme by the MoFDM (February, 2005) financial assistance to the “Flood 2004” victims (small entrepreneurs) for enhancing their economic capability by rehabilitating their business assets • Inclusion of Comprehensive Disaster Risk Management Approach in the PRSP document

17. Implementation and follow-up activities undertaken under the State Commitments at Hyogo, Japan

18. Commitment I: Prepare and publish national baseline assessments of the status of disaster risk reduction Conducted a number of consultation meetings and workshops with all the disaster management stakeholders Undertaking initiatives for conducting a study to provide a thorough inventory of all ongoing or recently terminated risk reduction and community preparedness initiatives of major players active in the field of disaster management and risk reduction in Bangladesh.

19. Commitment 2: Designate an appropriate national coordination mechanism for the implementation and follow up of this Framework for Action, and communicate the information to the secretariat of the International Strategy for Disaster Reduction; A National Platform Coordination Committee has been formed with the representation from govt., NGOs, civil society organizations, UN agencies and donors Policy, Programme and Partnership Development Unit (PPPDU) of the CDMP under the MoFDM is assigned to communicate the information

20. Commitment 3: Publish and periodically update a summary of national programmes for disaster risk reduction related to this Framework for Action, including on international cooperation; The inventory will provide the baseline information which will be updated on an annual basis

21. Commitment 4: Develop procedures for reviewing national progress against this Framework for Action, which should include systems for cost benefit analysis and ongoing monitoring and assessment of vulnerability and risk, in particular with regards to regions exposed to hydrometeorological and seismic hazards, as appropriate; Methodology for this task is yet to develop

22. Commitment 5: Include information on progress of disaster risk reduction in the reporting mechanisms of existing international and other frameworks concerning sustainable development, as appropriate; All the international and national drivers have been consulted during preparation of MoFDM Corporate Plan and Strategic and Operational Plans of the ministry and its agencies. All our future relevant national report would focus on the progress in disaster reduction in the country

23. Commitment 6: Consider, as appropriate, acceding to, approving or ratifying relevant international legal instruments relating to disaster reduction, and, for State parties to those instruments, take measures for their effective implementation; We are party to almost all legal instruments relating to disaster reduction

24. Commitment 7: Promote the integration of risk reduction associated with existing climate variability and future climate change into strategies for the reduction of disaster risk and adaptation to climate change. Ensure that the management of risks associated with geological hazards, such as earthquakes and landslides, are fully taken into account in disaster risk reduction programmes. MoFDM fallows a all hazard risk reduction model which has two distinct but inter-related parts: • a) defining the risk environment and • b) managing the risk environment. Community risk assessment (CRA) is a standard tool to define the risk environment which combines both the formal and traditional hazard analysis to ensure the PPRR (prevention, preparedness, response and recovery) balance right for moving from generic to specific risk programmes. The model ensures a methodical approach to risk reduction by ensuring that both formal and traditional risk assessment is utilized to guide the design of the disaster management programmes.

25. From adversity to prosperity: the ongoing initiatives-I • Develop, publish and implement strategic and operational plans of the ministry and its agencies • Review and revise the existing policy documents in line with the new CDM approach (SOD, Act, Plan and Policy). • Put in place a mechanism (professional capacity building strategy) for continuous training to improve the capacity and skills of all those who are involved in disaster management. • Develop, approve and introduce methodologies for mainstreaming disaster management principles and practices within national to local level development planning processes. • Strengthen partnerships across government and with civil society

26. From adversity to prosperity: the ongoing initiatives-II • Promote livelihood options by income generating and regenerating of resources by providing financial supports. • Complete analysis to determine gaps in risk assessment programs, in partnership with NGOs and the civil society. • Ensure more pro-active role of local disaster management committees throughout the disaster management cycle in planning for and responding to natural hazards • Ensure availability of equipment, material and manpower prior to crisis period • Update information on vulnerable populations prone to specific hazards

27. From adversity to prosperity: the ongoing initiatives-III • Greater information sharing on Government’s preparedness, mitigation and response planning and action taken at time of a national disaster through establishment and operationalizing the National and sub-national Disaster Management Information Centres. • Strengthen national and regional networks. • Develop a damage and Needs Assessment Methodology and implement within response planning systems. • Develop, validate and implement preparedness, response and relief management systems based on the All Hazards model. • Develop an All Hazards community warning system. • Integrate Food Security Policy within relief operational procedures.

28. From adversity to prosperity: the ongoing initiatives-IV • Develop and implement an Earthquake Search and Rescue capacity building programme. • Develop a Program Management Information System (PMIS) with updated and accurate information on vulnerable populations • Intensify awareness campaign and advocacy programme to apprise the common people of the devastation of past natural disasters and to prepare them for future catastrophic events • Improve availability of information on climate change and climate variability conditions on Bangladesh • Continuous monitoring on compliance of SOD and timely completion of disaster related projects and programmes must be undertaken on a regular basis

29. The Challenges • Technological factors • Sociological factors • Economic factors • Environmental factors • Government priorities and outcomes • Emerging trends

30. Our commitments and goals From the follower to the status of recognized world leader in risk reduction by 2009

31. Conclusion • Our experience is unique • Our policies are pragmatic • We are resource-constrained • Need financial, technical and technological assistance

32. Thank you