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Towards a Culture of Disaster Prevention and Risk Management

Towards a Culture of Disaster Prevention and Risk Management. Andean Programme for the Prevention and Mitigation of Disasters. MAINSTREAMING DPRM AS A CROSS-CUTTING ISSUE IN CAF’S OPERATIONS. ANDEAN DEVELOPMENT BANK (Support modalities, as channels for mainstreaming DPRM).

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Towards a Culture of Disaster Prevention and Risk Management

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  1. Towards a Culture of Disaster Prevention and Risk Management Andean Programme for the Prevention and Mitigation of Disasters

  2. MAINSTREAMING DPRM AS A CROSS-CUTTING ISSUE IN CAF’S OPERATIONS ANDEAN DEVELOPMENT BANK (Support modalities, as channels for mainstreaming DPRM) MULTILATERAL COOPERATION FUNDS (Pre-determined Country Lines) REGIONAL COOPERATION FUNDS (Studies & supports on regional priorities) PREANDINO (DPRM Institutional Strengthening based on Presidents’ mandate) CAF SPECIAL PROJECTS (Regional interest sectoral initiatives; e.g. integration infrastructures IIRSA) CAF DEVELOPMENT FINANCING (Country Loans)

  3. RELEVANCE OF ISDR’S CONTRIBUTIONS IN THE ANDEAN REGION A DPRM policy approach framed in Sustainable Development strategies, based on international experiences Timely support for policy decisions in the five Andean countries Valuable and updated information on best practices (Living with Risk, …. Webpage, CRID, etc. ) Joint efforts with CAF and Countries in the start-up of CIIFEN (International Research Centre located in the Andean Region) Conceptual contributions to CAF in the preparation of a DPRM policy framework for the bank’s operations Linking institutions in the region to an international DPRM policy and knowledge network

  4. INCORPORATING THE HYOGO FA IN THE FUNDAMENTAL PROCESSES OF DPRM Application of Knowledge to reducing vulnerabilities Widespread participation of Society in DPRM Awareness, visions and Culture building on DPRM (Mainly in education systems at all levels) Knowledge development for DPRM (sustaining progress demands concentrating support at the local level) Institutional, Legal and Managerial Frameworks for DPRM in development activities Incorporating DPRM in development planning (Within National, Sectoral and Territorial perspectives) KNOWLEDGE INSTITUTIONAL PLATFORMS CULTURE

  5. ACHIEVING PROGRESS IN THE HYOGO FA FROM AN ANDEAN PERSPECTIVE (1/2) Main Constraints in Achieving Progress Expectations from the ISDR Systems Confusions and tensions remain among institutions on how to make DPRM concepts operational. Being a new theme, a pro-active promotion of knowledge, policy and practices is needed. To sustain and deepen current support to National & Regional Platforms: Providing information, supporting networking, facilitating dialogues on experiences; introducing Cross-cutting DPRM approaches in methodologies. Too high human resources rotation and frequent political changes in public agencies makes difficult to maintain the institutions’ knowledge base (institutional memory). Sustainability of processes in this context requires continuous support. To promote and support implementation of Information Systems and Knowledge Management practices to safeguard institutional memory; to promote synergies and alliances among and between donors and national institutions (lobbies, joint programmes, etc.) Need for specialised technical assistance in implementing DPRM Cross-Cutting Approaches in the National, Sectoral and Territorial Plans Facilitating access to technical assistance sources from donors and other agencies; continue promoting Cross-Cutting Approach among UN Agencies

  6. ACHIEVING PROGRESS IN THE HYOGO FA FROM AN ANDEAN PERSPECTIVE (2/2) Main Constraints in Achieving Progress Expectations from the ISDR Systems Mainstreaming DPRM in Development Planning (DP) is a complex and difficult task because of weaknesses in the processes and institutions. Additionally, new practices do not pay short term political dividends to public actors. To explicitly promote a leading role of development planning in National Platforms; to promote engagement of specialised UN agencies in supporting development planning processes at country level (country wide, sectoral and territorial) To maintain and reinforce current support for developing simple and down-to-earth indicators of achievement in institutions’ capacities and reforms, as well as impacts of introducing DPRM and Hyogo FA follow-up Lack of appropriate instruments for follow-up, progress assessment and impact evaluation of DPRM in development initiatives (benchmarks, methods), make policy adjustments difficult to implement A need for clarifying channels and procedures for requesting and receiving support in the Hyogo FA implementation and follow-up To elaborate and disseminate appropriate material and to provide advice and undertake capacity building activities; to elaborate a follow-up and progress assessment plan

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