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Compilation of National ProgressReports on the implementation ofthe Hyogo Framework for Action:

Priority 1:Ensure that disaster risk reduction is a national and a local priority witha strong institutional basis for implementation.

Know the Risks and Take Action

Reporting period: 2007-2009

This document has been compiled from the national progress reports provided by 76countries through the HFA Monitor, and includes original reporting in English, French and Spanish.

Note that these extracts are provided for convenience only.National HFA progress reports should be considered in their entirety and can be found at:

http://www.preventionweb.net/english/hyogo/progress/reports/

An HFA Monitor update published by PreventionWeb

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Africa

Algeria (in French)

Core indicator 1National policy and legal framework for disaster risk reduction exists with decentralised responsibilities andcapacities at all levels.

Level of Progress achieved:3 - Institutional commitment attained, but achievements are neither comprehensive nor substantial

Description:Il y a un engagement institutionnel fort à travers notamment la promulgation de la loi 04-20 du 25décembre 2004 relative à la prévention des risques majeurs et à la gestion des catastrophes dans le cadredu développement durable qui constitue un cadre global et cohérent de planification, de programmation etde mise en oeuvre de la politique nationale de réduction des risques de catastrophes. Cet engagement esttraduit également à travers la promulgation de la loi 03-10 sur la protection de l’environnement, del’ordonnance03-12 relative à l’obligation d’assurance contre les effets des catastrophes naturelles et la loi01-10 portant loi minière

Il y a également des actions de Renforcement effectif des capacités d’analyse et de capitalisation desressources en direction des institutions et organismes scientifiques et techniques notamment

A titre d’exemple, on peut citer le cas de l’université algérienne à travers ses divers laboratoires concernéspar les études de risques qui a développé un processus de collecte et d’analyse des données dans lecadre de la recherche et la dissémination des résultats à travers les publications et les conférences,ateliers, etc.

Context & Constraints:Les différentes institutions et agences concernées par la problématique de la réduction des risques decatastrophes ressentent l’urgence de disposer de mécanismes de coordination intersectoriels etpluridisciplinaires à même de dynamiser, de démultiplier et de rendre plus efficientes les actions deplanification, de programmation et de mise en œuvre nécessitées par cette problématique.La loi 04-20, citée plus haut, prescrit d’ailleurs, dans ses dispositions, l’obligation de ce travail coordonnépour développer les synergies nécessaires, au travers notamment des échanges fructueux d’informationset d’expériences.A cet égard, la suggestion principale réside dans la mise en application de la loi 04-20 dans tous sesvolets, et notamment, ceux relatifs aux organes spécialisés, et en particulier l’organe national decoordination et d’évaluation des actions relevant du système national de prévention des risques majeurs etde gestion des catastrophes et qui est la « Délégation Nationale aux risques Majeurs »

Core indicator 2Dedicated and adequate resources are available to implement disaster risk reduction plans and activities atall administrative levels

Level of Progress achieved:4 - Substantial achievement attained but with recognized limitations in key aspects, such as financialresources and/ or operational capacities

Description:Au niveau politique, le processus d’allocation de ressources pour les programmes de réduction des risquesde catastrophes suit un cheminement diversifié.

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Tout d’abord, des subventions de fonctionnement et d’équipement sont allouées par le gouvernementannuellement aux organismes spécialisés dans ces domaines, dans le cadre du budget annuel del’Etat,.Par ailleurs, des crédits sont alloués à des programmes d’études, de recherche, de formation oud’information concernant ces domaines et entrepris par les organismes cités précédemment ou pard’autres, pour le compte des ministères ou autres institutions concernées. Dans certains cas, les wilayas(départements) allouent des crédits pour des programmes de réduction des risques de catastrophes quiles concernent directement.A cela, il y a lieu d’ajouter le complément de financement que constitue le système d’assurance contre leseffets des catastrophes naturelles. Par ailleurs, il y’a lieu de noter l’engagement de plus en plus marque dela part des grandes entreprises pour la prévention des risques industriels dans le cadre de leur politiqueHSE (Hygiene Securite Environnement).

Context & Constraints:Au stade de développement actuel des programmes de réduction des risques de catastrophes, qui est unprocessus de longue durée, aucune contrainte financière n’a encore été réellement ressentie au vu duniveau de la sensibilisation des autorités à ces questions. Néanmoins, avec la systématisation des actionsqu’implique la mise en œuvre le la loi 04-20, les enveloppes budgétaires seront nécessairement plusimportantes et constitueront une contrainte significative qui exigera des mécanismes de gestionappropriés.

Core indicator 3Community Participation and decentralisation is ensured through the delegation of authority and resourcesto local levels


Description:On peut raisonnablement classer l’Algérie au niveau 3Les organes chargés de la mise en œuvre de la politique nationale de prévention et de gestion descatastrophes sont ceux désignés par la réglementation nationale en la matière.Au niveau central, elle est confiée aux départements ministériels concernés.Au niveau local, les missions de suivi et de contrôle de la mise en œuvre des programmes d'action sontconfiées aux autorités locales des wilayas (départements) et communales avec l'assistance technique desservices déconcentrés des ministères

Context & Constraints:Les dispositifs arrêtés font l'objet d'un niveau d'exécution variable mais globalement insuffisant. .Cela estdû en partie aux insuffisances qui subsistent en matière de coordination des activités. Ces insuffisancesdevraient être progressivement résorbées avec la promulgation et la mise en œuvres des différents textesd’application de la loi 04-20 sur la prévention des risques majeurs.

Core indicator 4A national multi sectoral platform for disaster risk reduction is functioning.


Description:On peut raisonnablement classer l’Algérie entre les niveaux 3 et 4.En effet, en attendant la mise en place des organes de coordination et d’évaluation de la réduction desrisques de catastrophes prévues par la loi 04-20, le point focal national algérien pour la SIPC/CAH, (ouISDR/HFA) positionné au Ministère de l’intérieur et des collectivités locales sert de forum de coordinationet d’évaluation. Il est assisté pour cela par un comité de représentants qualifiés des ministères et

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organismes spécialisés concernés.constituant ainsi l’embryon de plateforme nationale

Context & Constraints:Si l’existence du point focal et du Comite intersectoriel ont permis de faire des avancées notables enmatière d’échanges d’informations et de données sur la réduction des risques de catastrophes, les aspects« coordination » et « évaluation » constituent encore des défis qui seront progressivement surmontés avecla promulgation des textes et la mise en place des différents organes prévus par la loi sur la préventiondes risques majeurs

Angola (in English)



Description:Existe legislação que rege a criação dos orgãos e mecanismos de funcionamento e articulação em matériade protecção civil contra desastres, traduzindo assim a vontade do governo face a problematica dosdesastres e calamidades naturais. O Serviço Nacional de Protecção Civil tem a sua estruturadescentralizada aos níveis provinciais e municipais.

Context & Constraints:Existe compromissos institucionais quanto a esta matéria reflectido, sobretudo, nas medidas decontenção, isto é, na assistência as populaçães sinistradas. Não obstante haver um défice de informaçãono que toca a acção preventiva das comunidades consideradas de risco.



Description:Existe um compromisso institucional, todavia, os ganhos alcançados não são amplos nem consideráveis,pela necessidade duma integração efectiva da gestão dos riscos de desastres e sua cabimentaçãofinanceira de forma sistematica na promoção do desenvolvimento sustentável nacional.

Context & Constraints:Existe compromisso institucional para a alocação de recursos para os planos e actividades em todos osníveis administrativos, contudo a coordenação entre os vários actores (estatais e não-estatais) é aindainsuficiente para uma maior universalização desta matéria incluindo integração dos planos de gestãoambiental.


Level of Progress achieved:2 - Some progress, but without systematic policy and/ or institutional commitment

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Description:Existe um orgão nacional, a Comissão Nacional de Protecção Civil (CNPC) para gestão de desastres ecalamidades, composto por vários sectores. Contudo o domínio de coordenação ainda não é abrangentepara incluir os actores não-estatais em forma de plataforma de gestão dos riscos de desastres no país.

Context & Constraints:Com o fim da guerra, (Seis anos de paz), a gestão de desastres no país passou merecer umaconsiderável atenção por parte do estado. Todavia, sendo uma abordagem nova, sua evolução requereráum engajamento em todos os níveis incluindo o envolvimento da sociedade civil.



Description:Existe vontade política para a criação e funcionamento de uma plataforma que concorra para concertaçãonacional sobre a matéria. A Comissão Nacional de Protecção Civil, orgão central de gestão de desastres,tem reunido regularmente para tratar das quesães pontuais.

Context & Constraints:Já se encontra ao nível do Conselho de Ministros, o estatuto organiaco do SNPC e Bombeiros, orgão queirá gerir a parte operativa da getão de desastres e calamidades, afim de facilitar a sua descentralização ávários níveis. Portanto sendo a gestão desastres e calamidades naturais nova abordagem quer emmatéria de legislação quer de programas especificos, é dificil avaliar a existência de critérios e políticas defuncionamento da plataforma como forum de concertação nacional dos diversos actores.

Burkina Faso (in French)



Description:Création par décret présidentiel en 2004 du Conseil National de Secours d'Urgence et de Réhabilitationqui joue le rôle de plate forme nationale chargée de la prévention et de la gestion des catastrophes. LeCONASUR a ses demembrements au niveau régional (13 regions), provincial (45 provinces),départemental (302 départements) et villageois. La stucture est opérationnelle mais connaît desinsuffisances.

Context & Constraints:Les principales contraintes que rencontre le CONASUR dans l'exécution de ses missions concernent :-L' insuffisance des moyens financiers et logistiques;- L'insuffisance de personnels qualifiés;- La faible accessibilité des communautés de base aux informations données par les sytèmes d'alerteprécoces;- La lenteur dans la transmission des données sur les catastrophes;- L'absence de base de données sur les catatrophes - Le manque de réseautage entre les diffrents acteurs.

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Description:Le Burkina Faso connait depuis plusieurs décennies la recurrence des catastrophes. Ce qui amène leGouvernement à déployer des efforts pour l'accroissement des ressources financières pour l'exécution desprogrammes sectoriels intégrant la RRC (Santé, Action sociale, Ressource animales, Environnement,Universités et Instituts de recherche).

Context & Constraints:Les principales contraintes que rencontre le CONASUR dans l'exécution de ses missions concernent :

-L' insuffisance des moyens financiers, humains et logistiques.



Description:Les démembrements du CONASUR ont l'autorité nécessaire pour l'intégration de la RRC au niveau local.Cet engagement politique est renforcé par la décentralisation intégrale en cours dans notre pays depuis2006.

Context & Constraints:Principales contraintes:

- L'insuffisance de ressources financières, humaines et matérielles . L'essentiel des ressourcesproviennent pour le moment du niveau central.



Description:Le Conseil National de Secours d'Urgence et de Réhabilitation qui joue le rôle de plate-forme nationalepour la RRC est une structure multi-sectorielle, qui regroupe une quinzaine de départements ministériels,des ONG et Associations humanitaires.

Il se réunit une fois par an en Assemblée générale ordinaire et dispose d'un Secrétariat permanent pourl'exécution des décisons de la dite assemblée. Les textes fondamentaux qui régissent cette structure sonten cours de relecture, pour prendre en compte les nouveaux défis en matière de réduction des risques decatastrophes au Burkina Faso et l'adapter au contexte actuel de la décentralisation en cours.

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Context & Constraints:Les principales contraintes que rencontre le CONASUR dans l'exécution de ses missions concernent :- L' insuffisance des moyens financiers , humains et logistiques.

Burundi (in French)



Description:Etat d'avancement satisfaisant :-Plateforme nationale mise en place -Stratégie nationale formulée-Existence d'une loi sur la prévention des risques et gestion des catastrophes-Structures décentralisées en voie de mise en place

Context & Constraints:-Ressources humaines qualifiées et financières insuffisantes-Contexte socio-politique actuel non favorable-La RRC n'est pas prise en compte dans la planification nationale du développement



Description:- Existence du cadre straégique de lutte contre la pauvrété-Programme et Politique Nationaux de sécurité alimentaire-programme national de lutte contre le V I H/ SIDA-Plan National d' Adaptation aux changements climatiques-Existence des plans de contingences multi sectoriels

Context & Constraints:-Manque de synergie à travers les interventions-Ressources financières insuffisantes-Coordination insuffisante des interventions



Description:-Autoritées provinciales sensibilisées

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-projet d' ordonance de création des plateformes nationales soumis pour approbation-Mise en place prochaine des comités provinciaux de gestion des catastrophes

Context & Constraints:-Faiblesse du budget -Secteur d'intervention nouveau au niveau du pays



Description:-La plateforme nationale a été mise en place le 16 octobre 2007 et la nomination de ses membres a étéeffective le 19 juin 2007.-La plateforme nationale est fonctionnelle depuis le 29 mai 2008-La PFN a organisé un atelier pour l'élaboration du réglèment d'Ordre Intérieur, du plan d'action pour 2008,et du projet d'Ordonnance de création des plateformes provinciales.

Context & Constraints:-Connaissances limitées des membres de la PFN en matière de prévention et gestion des risques etcatastrophes-Manque de ressources financières et matérielles

Cote d'Ivoire (in French)



Description:Même si les lois et le système gouvernemental fournissent la base des plans de développement et lesmesures institutionnelles dans les domaines de réduction des risques, force est de constater que lesstructures existantes sont sectorielles et n’intègrent pas le caractère multidisciplinaire qu’exige la réductiondes risques et les réponses aux catastrophes.On peut donc dire qu’il y a quelques progrès au regard des plans qui existent, notamment le plan ORSEC(Organisation des Secours), le plan POLLUMAR (Pollution Marine), le Plan National de lutte contre lesdéchets toxiques du Probo-Koala, mais le manque de coordination multisectorielle explique leur faibleefficacité en terme de prévention et de réponse aux catastrophes.

Context & Constraints:Un des défis clés à relever est le dysfonctionnement institutionnel qui existe. Pour l’heure, la mise en placeeffective de la plateforme RRC à laquelle un grand nombre d’institutions a adhéré permettra d’atteindredes performances en matière de RRC. Bien entendu, l’autre défi reste les moyens financiers qui doiventêtre disponibles pour la mise en œuvre des programmes et plans qui seront élaborés.


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Description:Des ressources sont allouées surtout pour la protection civile, mais elles restent bien insuffisantes. On peutdonc dire qu’il n’y a pas de ressources adéquates allouées pour instaurer des politiques et des plans deréduction du risque à tous les niveaux administratifs. Quand elles existent, elles sont fondues dans lesprogrammes d’investissement.

Context & Constraints:Le manque criard de moyens dû à notre état de pays en voie de développement, exacerbé par la situationde crise que la Côte d’Ivoire vit depuis 2002, constitue le défi majeur à relever. Aussi, l’avènement de la plateforme RRC qui est un cadre institutionnel de gestion de la RRC présenteral’opportunité d’une élaboration de politiques et programmes précis auxquels qui pourraient bénéficier definancements non seulement de l’Etat, mais aussi de partenaires au développement.



Description:La participation des communautés et la décentralisation sont assurées à travers la délégation d'autorité etde ressources au niveau local le plus souvent dans le cadre de la protection civile en cas d’aide d’urgencemais très peu dans le cadre de la prévention des risques. De plus, ces interventions en cas decatastrophes sont relativement tardives en raison de l’éloignement des structures d’intervention.

Context & Constraints:L’éloignement des structures d’intervention (Sapeurs Pompiers, SAMU) et l’insuffisance des moyensalloués restent des défis majeurs rencontrés par les autorités nationales dans les réponses auxcatastrophes.Pour les relever, il convient de rapprocher les structures d’intervention des communautés et de prendre encompte la prévention des risques de catastrophes dans les politiques et plans des administrationsdécentralisées.



Description:En Côte d’Ivoire, nous sommes dans la phase de la mise en place de plateforme multisectorielle pour laréduction des risques de catastrophes. Un engagement est pris au niveau de la quasi-totalité desministères, des structures opérationnelles, des collectivités territoriales et de la société civile par ladésignation des points focaux RRC. Le Décret portant création et organisation de la plateforme est en élaboration et sera soumis auGouvernement avant la fin de l’année 2008.

Context & Constraints:Pour la mise en place de la plateforme RRC, la volonté politique existe au regard de l’engouement autourde la question. L’adoption de la meilleure forme qu’elle doit prendre pour être véritablement fonctionnelle etefficace reste le seul défi.

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Egypt (in English)



Description:In Egypt, acceptable bases for institutional (at national and local levels) and legal framework relevant todisaster management and risk reduction exist, although they are subject to further development andstrengthening. A national strategy on crisis management and disaster risk reduction is in the process to beformulated. Community participation is ensured through the participation of the local level and NGOs in theNCCMDRR as well as the establishment of local entities for disaster and crisis management. This is inaddition to enhancing the capabilities of the community through training and awareness.

Context & Constraints:Policies on crisis management followed a sequence of changes, and were mostly developed on reactionarybases. The national strategy will consider the preparedness concept. However, it should be emphasizedthat the process will be faced by several challenges such as the vertical (national-local) and horizontal(sectoral) coordination and insufficient resources. To overcome these challenges, capacity building andresources are to be enhanced particularly at the local level. There is a need to revise and update theregulations and code of practice. Legislations are to be revised to meet the requirements of disastermanagement and risk reduction and to strengthen the interagency relations through the NCCMDRR andthe CMDRS.



Description:Examples include the Environment Protection Fund (EPF) assigned for the Egyptian EEAA, to enhance,among several activities, strategies for environmental disaster risk reduction. The Ministry of Health has anannual budget for disaster management. The Social Fund for Development (SFD) has several successstories in alleviating the impacts of natural disasters.Also the ministry of social solidarity has special funds in its budget for humanitarian affairs, such ascompensation of affected communities and relief operations in case of major disasters.

Context & Constraints:Resources are not adequate at national or local levels; nor is it dedicated to the preparedness level.Therefore, resources either financial or human are to be further strengthened. Adequate funds are to beearmarked in dedicated budget lines and reflected in the budgets. Human resources although available at all levels, yet they are not well trained to cope with the needs of thedisaster management and risk reduction, and capacity building is to be further strengthened in all sectorsand levels.

Core indicator 3Community Participation and decentralisation is ensured through the delegation of authority and resources

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to local levels


Description:Representatives of all governorates “local level”, civil society, NGOs and private sector are in theNCCMDRR. At operational levels, decentralization is ensured according to the designated level ofintervention based on the type and magnitude of disasters. Crisis management bodies/entities were established in all governorates (local level), ministries, agenciesand institutions. Promotion of knowledge is regularly practiced through capacity building programmes,although limited due to funding constraints.

Context & Constraints:The government has long practiced the top down approach to implement the national policy in somesectors. However, considering crisis management, given that decentralization at the operational level isachieved, funding will remain centralized since the authority at the local level is dependant upon thegovernment (central). Mobilization of resources will be a challenge to ensure the community participationand decentralization at local levels and to practice the bottom up approach.



Description:National platform for disaster risk management and reduction was established, with main developmentagencies active in their respective fields. Several sectoral (ministries or national agencies) and localplatforms (local entities or focal points) for disaster management and risk reduction were established.

Context & Constraints:The NCCMDRR will require further development to streamline and ensure better interagency, sectoral,central and local level cooperation. Resources are to be made available in sustainable manner, and moreefficient role is to be considered further to national commitments and political will.

Ghana (in English)



Description:Act 517 - 1996 legally established the National Disaster Management Organisation (NADMO) which isresponsible for DRR at all levels of Government. This is reinforced by the fact that at the national, regionaland district levels disaster management is under political leadership. For example, The National/ Regionaland District Disaster Management Committees are chaired respectively by the Minister for the Interior, theRegional Minister and the District Chief Executive.

Context & Constraints:

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The Act 517 of 1996 referred supra does not sufficently mandate the inclusion of all disaster relatedstakeholders at community and institutional levels.

NADMO's Disaster Risk Reduction activities are constrained by lack of adequate funding.



Description:Through budgetary allocations, funds are made available for disaster management including disasterprevention and risk reduction at all levels of government. The official and private attitude towards disastermanagement does not merit priority description. The structural, rather than institutional basis has so farserved as the basis for the implementation of disaster risk reduction. Unaware of benefits of the conceptand practice of Disaster Risk Reduction, many institutions fail to pay the due attention to it.

Context & Constraints:At the present, Disaster Risk Reduction cannot be considered as a priority since it does not have therequired recognition and implementation level at all levels of government. Institutions implementingdevelopment projects do not still see the immediate benefits in Disaster Risk Reductions. Others are notprepared for the extra cost to be incurred to ensure DRR, Rules/Regulators are strictly enforced for lack ofunderstanding, especially at the local or community level where development projects are sited and wheredisaster risk reduction is therefore implemented.



Description:An appreciable level of participation in Disaster Risk Reduction through the Disaster Volunteer Groups,Fire Volunteers who monitor bush burning as a tool for land preparation for farming. Volunteers alsoparticipate in hazard identification and monitoring/assessment and report to the relevant/lead agencies.Disaster/risk managment is currently devolved to the community or sub-district level after thedecentralisation and incorporated social mobilization for employment and income generation.

Context & Constraints:Communities/Volunteers are not educated/trained adequately to identify hazards. Communication betweenthe communities and the District Assemblies, NADMO and lead agencies are not effective sincetransportation by road is considered expensive by volunteers. Officials also find it difficult to trek theirassigned communities. Telephone facilities for reporting on hazards are also almost non-existent in mostvulnerable rural communities of the Concept of Disaster risk in the communities that have high illiteracyrate.



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Description:In 2006 a national multi-sectoral platform for disaster risk reduction was launched, based on themulti-discipline and multi-sectoral National Technical Advisory committees which had been in place since1997, for both human-induced and natural hazards/risks. The Geological platform, for example have beenmonitoring and advising quarrying and mining institutions to reduce risk. The same exists for the Pests andInsects and other risks/hazards.

Context & Constraints:The Multi-sectoral platforms for disaster risk reduction are yet to be launched at the regional and districtlevels. The regional/distict committees, on which the platforms will be based are not operational at thedistrict level.

Regulations/bye-laws to ensure disaster risk reduction and disaster reduction are rarely enforced due tounwillingness of the enforcing agencies, and also due to lack of appreciation by insitutions of whatconstitute risk, and of the potential lossess that follow from un-managed and mis-managed risks inherent indevelopment projects and programmes.

Kenya (in English)



Description:Disaster Mangement Policy has been submitted to the cabinet

Context & Constraints:The 9th Parliament elapsed without its approval. Technically therefore it has to be re-submitted to the 10thparliament for approval.



Description:National Focal Points have suggested budgetary allocations for DRR activities.

Context & Constraints:So far no budgetary allocations has been provided for DRR activities for Line Ministries.


Level of Progress achieved:4 - Substantial achievement attained but with recognized limitations in key aspects, such as financial

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resources and/ or operational capacities

Description:But resources to the local levels has not been forthcoming.

Context & Constraints:No funds to involve the locals.



Description:Has constituted the 5 Hyogo Framework for action Thematic Groups Operationalised them.

Context & Constraints:Lack of funds to carry out the work plans for each of the Thematic Groups.

Madagascar (in French)



Description:La RRC figure dans le MAP. La Stratégie Nationale de Gestion des Risques et des Catastrophes (SNGRC)est mise en place et est connue de toutes les parties prenantes. Elle est effectivement mise en œuvre pourcertains de ses axes stratégiques. Les lois et décrets régissant la RRC sont en vigueur. Le BureauNational de Gestion des Risques et des Catastrophes (BNGRC) est mis en place.

Context & Constraints:Jusqu’à très récemment, les acteurs de GRC ont priorisé les actions de réponse au détriment de celles dela mitigation. La RRC n’est pas automatiquement prise en compte dans la mise en œuvre des stratégiessectorielles de développement. La SNGRC nécessite une mise à jour suivant l’évolution du contexte et despriorités nationales et internationales. Par exemple, la nouvelle politique de l’Etat sur la structure territorialeengendre la nécessité de réorienter la SNGRC et la PNGRC. La plateforme nationale reste à formaliser. LeConseil National de Gestion des Risques et des Catastrophes n’est pas assez mobilisé. Et l’absenced’évaluation, d’analyse et de mise à jour suivant le contexte et la politique nationale et internationale lèse laparticipation active de tous les acteurs clés.



Description:

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Les ressources financières allouées à la RRC sont insuffisantes. Quelques projets appartenant auxpartenaires allouent de ressources adéquates mais elles sont insuffisantes pour toucher la majorité de lapopulation malagasy. Les intervenants et acteurs de développement sont actifs dans les circonscriptionsadministratives de leurs interventions. Ils appuient dans le développement des politiques et des plans deRRC en priorisant leurs domaines d’intervention, ce qui dilue considérablement le secteur GRC.

Context & Constraints:Il manque une coordination des actions de RRC et d’intégration de la RRC dans le développement. Ilmanque aussi un outil de planification qui soit en cohérence avec la SNGRC. Un mécanisme financier durable pour soutenir les activités de RRC est également à développer. Et lescapacités au niveau local ont encore besoin d’être renforcées.



Description:La décentralisation est une priorité nationale. La RRC est aussi décentralisée. Des comités de RRC ont étéformés et mis en place à tous les niveaux des structures décentralisées, leurs attributions sont biendéfinies. 177 communes les plus à risque ont élaboré leurs plans de GRC de manière concertée etparticipative. Durant la dernière saison cyclonique, on a noté un début d’appropriation des bonnes pratiques et desleçons apprises par la communauté et les autorités locales. Les médias sont aussi un allié important dans la RRC. Ils travaillent beaucoup avec le BNGRC.

Context & Constraints:Les structures décentralisées n’ont pas encore l’habitude de prendre des initiatives. Il est crucial de leur endonner les moyens: allouer un budget de fonctionnement, renforcer leurs capacités en matière de RRC. Il est aussi nécessaire d’établir les relations entre les habitudes culturelles, les pratiques des us etcoutumes et la RRC afin de faciliter l’appropriation des concepts de RRC par les communautés. Par ailleurs, les outils d’IEC, nécessaires pour sensibiliser les populations locales sont insuffisants.


Level of Progress achieved:5 - Comprehensive achievement with sustained commitment and capacities at all levels

Description:Le CRIC (Comité de Réflexion des Intervenants en Catastrophes), qui est la plateforme nationale desintervenants en GRC, fonctionne efficacement, même de façon informelle. Le CRIC est l’une des forces deMadagascar dans la coordination des activités en GRC. Il fournit l’appui nécessaire à L’Etat dans la bonnemarche des activités de GRC. C’est un mécanisme de coordination, en particulier en période d’urgence etde reconstruction. A travers son approche « cluster », le CRIC responsabilise les acteurs étatiques, lesONG nationales et internationales, les partenaires au développement autour de la problématique RRC.Après le passage d’une catastrophe, les membres du CRIC se réunissent pour discuter des lacunes,ressortir les bonnes pratiques.

Context & Constraints:La coordination des activités en période d’urgence est bien avancée au niveau du CRIC. La coordination

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des activités de prévention et de préparation est moins acquise. Des efforts devraient être multipliés dansce sens.

Malawi (in English)



Description:Although Malawi does not have a Disaster Risk Management Policy, there is in place institutionalframework for DRR from the national to community level. This was put in place through the DisasterPreparedness and Relief Act of 1991 which provided for the establishment of the National DisasterPreparedness and Relief Committee (NDPRC) at national level and the Department of DisasterManagement Affairs (DoDMA). The NDPRC provides policy directions on the implementation of DRRprogrammes in the country to the DoDMA. The DoDMA also serves as the secretariat of the committee.DoDMA is in the Office of the President and Cabinet. The committee comprises Principal Secretaries of allline ministries and departments and 3-5 Non Governmental Organisations (NGOs). At district, area andvillage level, there are Civil Protection Committees (CPCs) which coordinate DRR activities. Theeffectiveness of the CPCs varies from district to district. There is, however, need to build their capacity.DoDMA plans to start the development of a Disaster Risk Management Policy in July 2009. This will beafter a DRR Framework has been develped in June 2009. Between May and June, stakeholders willparticipate in the development of a DRR Framework for Malawi. The Disaster Preparedness and Relief Actneeds to be updated. This will be done after the DRM policy has been developed. The Government ofMalawi has given priority to DRR as evidenced by putting DRR together with Social Protection as Theme 2of the Malawi Growth and Development Strategy, which is the overaching development strategy for Malawi.

Context & Constraints:1.Poor coordination of DRR activities as a result of lack of a DRM policy. As pointed out earlier, the policydevelopment process will start in July 2009. It is hoped that once the policy has been developed allstakeholders inoved in DRR will know the priority areas for Malawi and the mechanisms for implemetingprogrammes

2.Lack of financial resources. Government ministries and departments do not have budgets for DRR. Thereis need for them to start budgeting for DRR activities so that they can easily integrate DRR into theirprogrammes and plans.

3.Lack of capacity in DRR at national and district level. There is need to build capacity in DRR throughtraining at national level ( for both government and NGOs) and at district level and community levels. 4.Competition by donor partners who fund DRR and climate change. Since DRR is Climate Changeadaptation, there is need for close collaboration between implementors and donors of DRR and ClimateChange activitiesd in order to ensure that both programmes are adequately funded.


Level of Progress achieved:

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3 - Institutional commitment attained, but achievements are neither comprehensive nor substantial

Description:Adequate funds for DRR are not available at national and district level from government. DoDMA budgetsfor DRR activities but the funds allocated to the department are not adequate. District Assemblies who dothe actual implementation do not have a budget for DRR. Most of the DRR activities being implementedare funded by donors. It is, however, expected that government will start allocating more funds for DRR toDoDMA as a result of giving priority to DRR.

Context & Constraints:1.Lack of adequate funds for DRR at national and district level. At national level, only DoDMA gets fundsfor DRR, although these are inadequate. All other ministries and departments and District Assemblies donot have budgets for DRR. There is, therefore, need for budget lines for DRR to be created in governmentministries and departments and District Assemblies.



Description:Local assemblies in Malawi are decentralised and DoDMA works had in hand with District Assemblies inthe implementation of DRR activities which are done at the community level. The principle indecentralisation empowers local communities to ensure sustainability of DRR activities. Delegation anddevolution of powers are fully practised such that both implementation, monitoring of activities are executedat grassroot level by all stakeholders in DRR. Involvement and participation of communities in DRR hasfurther been facilitated through the establishment of Civil Protection Committees at district, area and villagelevel.

Context & Constraints:1. Limited resource availability. This can be addressed through: a) Encouraging partnership in implementation of DRR activities.b) Pooling of resourcing e.g the use of sector wide approaches.c) Involvement of all relevant stakeholders in the planning of DRR activities.

2. Lack of skilled man powerSolution: Capacity development for all personel dealing with DRR at district, area and village level. Thecapacity building ought to include sensitising CPC members of their roles and responsibilities.

3. Inflating figures of affected households when reporting on the impact of disasters by some CPCs. Thiscan be addressed through training the committee members on assessments.


Level of Progress achieved:1 - Minor progress with few signs of forward action in plans or policy

Description:A national platform for DRR does not exist although we have in place a National Disaster Preparednessand Relief Committee. DoDMA feels that a national platform is required because the NDPRC has only

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government and few NGO representation. The platform will bring together all stakeholders involved inDRR. During the period May - June 2009, a Workshop on DRR is planned during which a DRR Frameworkwill be developed. During that workshop, participants will be sensitised on the need for a national platformso that a decision could be made as to whether a platform should be established in the country. Follow upactivities will depend on the outcome of the workshop.

Context & Constraints:Sensitisation of stakeholders on the national platform delayed due to preoccupation with responding tofloods by DoDMA. DoDMA has now more staff members and should be able to undertake the activity asplanned between May and June 2009.

Mauritius (in English)



Description:Mauritius has a long experience in dealing with natural hazards, namely cyclones and flash floods and hasdeveloped very elaborate disaster risk reduction and mitigation measures. The institutional framework iswell established at all levels and is very effective. Various regulations exist at the local level, together withwell elaborated standard operating procedures (SOP) in times of an emergency. But there is no legislationat the national level at the moment. Suggestions have been made to promulgate a set of new legislation.

Context & Constraints:The main constraint is the absence of proper legislation. Since there is no Act to enforce disaster riskreduction or mitigation, risk reduction remains a challenge.

However, in the event of a potential threat, Coast guards do patrol the coastal zone, the Police and theSpecial Mobile Force (a para-civil defence force) patrol the main town and villages. Building codes havebeen defined and there are general preparedness actions that are required by the various authorities.

The tsunami alert scheme also gives general directives in the event of a potential tsunami threat.

The Climate Change Action Plan has a programme of adaptation and mitigation and building resilience inthe event of adverse events.



Description:The Cyclone and Other Natural Disaster Committee, located under the Prime Minister’s Office has a longexperience (since 1960s) in disaster risk reduction. The country has a strong institutional framework both atcentral and local government. Hazard risks are generally taken into consideration in developing criticalinfrastructures in the Island. Standard cyclone procedures have been developed and implemented at

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various level in almost all institutions.

Context & Constraints:The absence of proper legislation is one of the main challenges. For example, often people go outdooreven when there is a cyclone warning in force because there is no law that prohibits them not to do so. Atother times people would not build in vulnerable areas (landslide risk areas) because of absence of lawsprohibiting them to do so. This situation is especially difficult in villages where people have low level ofeducation.



Description:Local Authorities, Municipal and District Councils are enabled to manage risks in the event of hazards andalso to provide certain community and even individual services.

At the beginning of the cyclone season, all Municipal and District Councils meet individually to review theCyclone and Other Natural Disaster Scheme, to take note of the inadequacies of the previous cycloneseason and to revisit and check the preparedness status of all partners concerned. Cleaning of drainagesystem, miscellaneous repair work and check of overall infrastructure and logistics are completed prior tothe start of the cyclone season.

Context & Constraints:Though standard cyclone procedures exist, there is a need to promulgate appropriate regulations toenforce the same.



Description:The Cyclone and Other Natural Disaster Committee is mainly concerned about disaster management.Systematic disaster risk reduction plans at national level are not there yet. However, there are a number ofcommittees at various institutional level.

Context & Constraints:Standard procedures mostly concern disaster management. Though risk reduction measures have beenidentified, risk reduction programmes have still to be implemented at national level. However, theMeteorological Services do have an Early Warning System which is very effective for cyclone warning.

Mozambique (in English)



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3 - Institutional commitment attained, but achievements are neither comprehensive nor substantial

Description:Mozambique is building up a legislative framework for disaster risk reduction. The main documents are thefollowing: Master Plan For Disaster Prevention and Mitigation approved in May 2006, The PovertyReduction Strategy Plan approve in May 2006, The New Environmental Law approved in October 1997.The Decree nº 45 of September 2004, approving the Policy of Environmental Impact Assessment, Decreenº 18 of June 2004, approving the Environmental Standards for Industrial Discharges, Decree nº 32 ofAugust 2003, approving the Tools for Environmental Audit, Decree nº 8 of February 2003, approves theStandards for Management of Medical Wastes, Decree nº 495 of October 1973, approves the Legislationof Water Quality Standards and the New Water Policy approved in August 1995. Recently, a new decree,the decree no 29/2008 of 3rd July, was issued introducing more competences to INGC’s Organic StatusDecree no 57 approved in 2007 to lead and coordinate the implement of population resettlementprogramme.All those legal tools combined are indispensable in dealing with disaster risks and forecast. Mostdocuments include elements of functional responsibilities and refer to disasters risks as a transversal area.Annual Contingency Plans are elaborated in a participatory manner involving central and local governmentsectors, international donors, UN System and Civil Society to ensure that response to emergency receivesadequate funding or commitment to funding mobilization when the events take place. Improvements madesince 2006 on analysis of meteorological forecast enabled the country effectively prepare and respond toall disasters events occurred in 2007 and 2008, according to the scenarios established in the ContingencyPlan, where timely, consistent and coordinated response was delivered to minimize the humanitarianconsequences of disasters on the Mozambican population.

This Plan was elaborated in coordination with the National Disaster Management Institute (INGC) andconsiders four main contingencies for Mozambique: floods, droughts, cyclones and earthquakes. It focuseson strengthening coordination between humanitarian actors for emergency preparedness and response atnational, provincial, district and community levels in the face of these types of natural disasters, whileupholding the rights of affected populations. The Plan includes a profile of frequently occurring naturaldisasters, the districts most vulnerable to each and the priority needs of the population threatened.

Context & Constraints:Generally there is a change of paradigm in dealing with disaster, from a position where all efforts weredirected into the disaster events to a position that risk reduction is more important. This said under localconditions is very difficult to implement. Legal documents need regulatory agendas and this is of greatdifficulty for transversal issues were several institutions have to collaborate and coordinate efforts. The lackof public awareness, lack of technical personnel to fill in legal gaps in the legislation, the lack of capacity,materials and financial inputs are the main constraints in implementation of the legal framework on disasterrisks reduction. Considerable efforts are needed in training and education local scholars for risks reductiontaking into account the vulnerability of the country to cyclones, floods, droughts and lately also toearthquakes.



Description:Resources allocation for all Government sectors activities is made according the Medium Term FiscalFramework, which aims to establish equilibrium between government revenues and expenditure anddetermines the ceilings budgets to each government sector or government levels

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Since 2005, DRR became a central issue for national development. As a result, since 2007 governmentresources allocation to DRR registered significant increments directed to investment, mainly for CENOEestablishment and for arid zones development activities. Since 2007, annual budget directly committed toINGC reached US$ 4.5 millions for current expenditure and investment. In other hand, there’s directresources allocation to provinces and districts plans, as according to the Decentralization Law, 8/2003 of19th May, this local levels are responsible on planning and budgeting allocation in their unities.

The third mechanism is through big projects or activities under responsibility of national government, suchas dams, irrigation schemes, water supply activities, environment protection and similar.

Context & Constraints:As there are many government sectors and, all provinces and districts are involved in DRR activitiesimplementation, resources are made available directly to each of those institutions. There is still a difficultyto estimate the global government funding allocated to DRR activities in the country. Nevertheless, there’sfull recognition that there is quite a high funding gap for full and quick implementation of the Master Plan,while the Contingency Plan remains funded mostly by international partners. In other hand there is still no national indicators and annual goals which establishes links between DRRsectors activities and the general objectives of the 5 Year Government Programme (2005-2009), the 2ndPRSP (2006-2009) and the Master Plan for Disasters Prevention and Mitigation. Yet, DRR activities in allthose strategic and operational plans are not budgeted. Budgeting key DRR activities is strategicallyimportant to commit and mobilize more resources. It could also be critically used as a mechanism tomonitor progress during the DRR process implementation through the fulfillment of the DRR objectivesformulated in the national strategic and operational plans.



Description:As an example of the decentralization effort it is worth of to cite the Law of State Local Organs, whichregulates the decentralization of powers and financial resources to the district level. The GovernmentProgram indicates the districts and rural areas as the main development poles of the country. The creationof the Regional Water Authorities (known as ARA) by the National Directory of Water under the Water Lawapproved in 1992 and the subsequent establishment of River Basin Committees on the Limpopo,Umbeluzi, Incomati, Zambezi and Buzi Rivers are clear indications of decentralization in decision makingand water management throughout the country since relevant stakeholders are thus involved in riskreduction efforts. The National Institute of Disaster Management (INGC) is also subdivided in regionalareas, namely South, Centre and North. The implementation of Local Committees of Risk Management inrural and vulnerable areas at the district level is one of the recent examples of decentralization and localcommunity involvement in disaster management.

Context & Constraints:The decentralization process poses great demand on information management, logistics and financialneeds. It makes a need for professional disaster managers and improved forecasting capacities. Theinvolvement of several stakeholders in management (planning, implementation, accountability, decisionmake) is achieved still with lower efficacy because of difficulties in coordination and lack of continuity ofactions specially in periods without disaster events.

Core indicator 4

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A national multi sectoral platform for disaster risk reduction is functioning.


Description:To ensure that DRR activities are gradually integrated in planning cycle of the government institutions, aTechnical Council for Disasters Management (CTGC), was set up as an INGC technical branch, followingthe establishment of INGC in 1999. CTGC is composed by most government ministries with responsibilityin DRR activities and emergency response. This forum functions at national and provincial level since 1999to support INGC decisions and to disseminate DRR recommendations, policies and strategies in theGovernment sectors and local Governments. This platform has been strengthened dramatically due to theoccurrence of cyclic disaster events after 2000 and 2001 biggest floods in Mozambique.To make this platform more effective in its role, at central level the sectors are represented in CTGC by aNational Directors of Economy or Planning who directly reports to a sectoral minister and has power toinfluence change at sectoral staff and planning. At provincial level sectors are represented at CTGC byHeads of Departments, who directly report to their Provincial Director, the highest representative of thesectoral minister in a province. The National platform is chaired by the INGC General Director while in theProvince the INGC delegate performs this activity.At central level, CTGC holds the responsibility of counseling INGC to take the best decision and preparetechnical recommendations to the national government before specific DRR issue. At provincial level, outof counseling local INGC and Provincial Government, but also to conduct DRR evaluation province anddistrict level and assist district to integrate DRR activities in their plans and to take better decision torespond to a specific disaster at local level.During emergencies, CTGC holds the responsibility of formulating the technical decision to respond to theemerging disaster, which is submitted to the Coordinator Council for Disaster Management (CCCGC)chaired by the Prime Minister for analysis and final decision. The CCGC decision is committed to NationalOperative Centre for Emergency (CENOE) to act through its regional, province and district representations.

In other hand, a Technical Secretariat for Food Security and Nutrition (SETSAN) platform has responsibilityof evaluating and monitoring food vulnerability and food security in the country, including duringemergencies. This platform works since 1998 and its regulation and competences were reviewed in 2007. SETSAN is composed by most ministerial institutions under the leadership of the Ministries of Agricultureand Health. It is directed to permanent analysis of food security, prevention of food shortages based onSARCOF - Southern African Regional Climate Outlook Forum, and supports CTGC in its counseling role toINGC and government as well.

Context & Constraints:CTGC capacity at provincial level is still critical, specially to support local Government and EmergencyOperative center (COE) during emergencies at local level. As a result, in many cases, central interventionis required. Strengthening provincial CTGC in parallel with establishment of local information system isneeded to ensure that local institutions are well equipped with knowledge and information to consistentlyintegrate DRR in their plans and to properly respond to local emergencies using local capacityAt national level establishment of a Informational management system is required to enhance the CTGCperformance in DRR and emergency response.

Senegal (in French)


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Description:Le Sénégal a adopté en mars 2008 sa plateforme nationale de RRC par décret présidentiel, ce qui attested’un engagement politique et institutionnel fort. Le lancement officiel de la plateforme prévu le 10 octobre2008 sera présidé par le Président de la République et suivi d’un atelier de planification opérationnelle.

Context & Constraints:L’un des défis majeurs relevé par les autorités nationales est d’ériger la protection sociale et la gestion desrisques de catastrophe en axe stratégique du Document Stratégique de Réduction de la Pauvreté (DSRP),ramenant ainsi à 4 le nombre d’axes stratégiques arrimé au DSRP à partir de 2005. La plateformenationale de RRC vient d’être adoptée mais n’est pas encore fonctionnelle, ce qui constitue une contraintede taille. Par ailleurs, malgré une volonté politique manifeste, les organes référents de la plateformenationale de RRC et du CAH au Sénégal sont encore inefficaces, compte tenu de leurs faibles ressourceshumaines, financières, matérielles, etc. Pour une gestion efficace des risques de catastrophe, il est important de doter la DPC (organe référent dela plateforme de RRC et du CAH) de ressources humaines (en quantité et en qualité), de ressourcesmatérielles et logistiques appropriées. Les formes d’appuis émanant du partenariat entre la DPC et lePNUD, l’UNISDR et OCHA sont à encourager.



Description:Le Sénégal a réussi, avec l’appui du Programme des Nations Unies pour le Développement (PNUD), àmettre en place un projet dénommé « Projet d’Appui au Programme National de Prévention, de Réductiondes Risques Majeurs et de Gestion des Catastrophes Naturelles dans le contexte de réduction de lapauvreté au Sénégal ». Depuis son démarrage en juillet 2007, le projet s’est vite distingué avec desrésultats considérables : l’adoption de la plateforme nationale de RRC, l’élaboration du plan decontingence national, l’étude sur la réforme des textes législatifs et réglementaires en vue de rendreefficace la RRC, etc., sont à son actif.

Context & Constraints:Le projet en cours est un projet de conception et, en ce sens, ne dispose que de ressources limitéesdestinées à la formulation du programme de RRC. Ainsi, son appui pour rendre opérationnelle laplateforme nationale de RRC et la DPC (en tant que point focal) du CAH reste insuffisant.



Description:le Sénégal a adopté sa stratégie nationale de protection sociale et de gestion des risques de catastropheen 2005, mais la dimension RRC est faiblement intégrée, voire inexistante, dans les plans locaux dedéveloppement, ce qui rend difficile la mobilisation de ressources au niveau local.

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Context & Constraints:Le contexte reste fortement lié à la nouveauté du concept de RRC pour la grande majorité des élus locauxet des collectivités locales.

Des réflexions sont en cours avec le Programme National de Développement Local (PNDL) pour intégrerla RRC dans les plans locaux de développement (PLD). Parallèlement, un programme de renforcementdes capacités des élus locaux est en cours.



Description:Le Sénégal vient d’élaborer sa plateforme nationale de RRC (mars 2008) et son lancement officiel estprévu pour le 10 octobre 2008, sous la présidence effective du Président de la République. Des réflexionssont menées par un comité scientifique et un comité d’organisation pour donner un contenu et un agendaau lancement officiel.

Context & Constraints:Malgré ses réelles ambitions traduites à travers le décret de création adoptée par le Président de laRépublique, la plateforme n’est pas encore fonctionnelle.

Sierra Leone (in English)



Description:LEVEL 4. Significant progress made on data collection. Following the development of a National HazardAssessment, which entails the risk and vulnerabilities common in different parts of the country, DisasterManagement Committees at district levels have been updating data on their respective communities toreflect emerging trends. To compliment this effort, the Disaster Management Department has beenpartnering with other institutions like the Red Cross. So far, this has been completed in nine out of thetwelve districts in the country, plus the Western Area (Freetown and its environs). These twelve districtshave functional disaster management committees whose stakeholders meet on every last Thursday in amonthly coordination meeting, to discuss emerging issues and the community’s level .of preparedness.Financial constraints and technical expertise to conduct the required training, establishing an effectivecommunication and information network, simulation exercises tend to pose significant setbacks tooperations.

Context & Constraints:One of the key challenges faced by the country is that Disaster Risk Reduction is a relatively newphenomenon in the country, with the department only being established at the end of 2004 . Hence a lotneeds to be done to capture the minds of people and getting them to understand the concepts andparticipate in preparedness programs at all levels. Also, having just come from a war, Sierra Leone iscurrently undertaking a lot of post-war recovery construction work. This has caused a great deal of

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environmental degradation, particularly so in areas where there has been very little governmentsupervision/intervention. As a result, most of the disasters that have occurred in recent times areman-made or to a large extent induced by man’s activities on the environment. Unfortunately, Governmentat the moment does not have the resources, both material, financial to adequately support Disaster RiskReduction activities.



Description:LEVEL THREE·Stakeholder institutions are committed but are limited in their activities due to poorresources·Disaster Risk Reduction is still a relatively new phenomenon in Sierra Leone. More needs to bedone to educate the public on the whole concept. This venture will certainly require funds and road worthyvehicles for stakeholders to move around the country to educate the public on DRR. The absence of thismeans that limited areas will be accessed in rural communities, which are the areas most vulnerable torisk. ·Stakeholder institutions are still waiting for Government’s formal endorsement of the NationalDisaster Management Policy and the National Disaster Preparedness and Response Plan· Government isyet to dedicate specific emergency funds for the effective functioning of the National Disaster Managementprogramme. ·The negative interaction of people with the environment is continue to pose a problem to theover all activities of DRR in Sierra Leone.

Context & Constraints:Since the adoption of disaster risk reduction in Sierra Leone, National or state authorities have beengrappling with the problem of resource mobilization for effective implementation of DRR. The nationalbudget is meant to address key issues such as payment of salaries, food security health, education andother social amenities. In this situation of limited resources, government finds it difficult prioritise dedicatinga separate budget for Disaster Risk Reduction. This has slowed down preparedness measures by way ofcapacitating communities for slow on-set or sudden disasters. Though development partners have beendoing their bit in addressing Disaster Risk Reduction at the level of their institutions, yet it is expected thatGovernment should take the lead in the overall process. However, at this point in time, Governmentcannotfully meet such obligation.In respect of the above, it is therefore recommended that a special disaster fundbe set aside for risk reduction activities in the country. It is also recommended that more personnel betrained for DRR activities in the country.



Description:LEVEL 4Here, substantial achievements have been attain but with some recognized limitation in capacitiesand resources. An appreciable number of communities in the country have been participating in disasterrisk activities. This is as a result of the fact that decentralization of political power has been conductedacross the board especially with the conduct of local and district council elections. Local authorities havebeen empowered to develop local legislation on disaster risk reduction. Though local government s arenow responsible for risk reduction activities yet resources at the disposal of council authorities is veryminimal. What has been prevalent though is that Non- Governmental Organizations have been undertaking

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risk reduction exercises in their areas of operations as described in the mandates given to themIn somecommunities roles and responsibilities of members are clearly stated. Local laws also stipulate some of thepenal codes that might affect inhabitants in case of a breach of some of the local laws.

Context & Constraints:One big challenge faced by authorities in the implementation of local legislation in communities isignorance. The degree of illiteracy in the country is over seventy percentage of its national population.. Thisis having serious impact on the way the communities perceive the whole issue of disaster risk reduction inthe communities. This has slowed down the activities of council administrators in the overallimplementation of the programme.Another problem faced by local council authorities in the implementationof the programme is the poor road condition. Some areas in the country are completely made inaccessibleduring the raining season especially as the water level in some places leads to flooding thereby making theterrain difficult for risk reduction activities to be implemented to the fullest. Finally, the unavailability of resources continue to be a huge challenge as always,Recommended solutions would include masssensitisation, training and the availability of financial and technical resources.



Description:LEVEL 4. Quite a lot has been achieved in this direction but with some limitations experienced withregards to capacities and resources. A national multi sectoral forum has been established with inclusion ofall government ministries, department and agencies, all Non Governmental Organizations, specializedagencies of the united nations and the civil society.This body meets on the last Thursday of every month.This body can also have emergency meeting as the case may be depending on the type of emergency orslow onset disasters on which assessment is done.

Context & Constraints:One major challenge faced is getting total commitment of the stakeholders that constitute an integralcomponent of the absence of an effective or dedicated communications channel between the coordinatingbody and implementing/responding agencies and then to the general public.Another constraint facing thefunctioning of the national platform is resources. Resources available to these stakeholders are limited andcannot adequately facilitate all the disaster risk reduction activities that are planned

Swaziland (in English)



Description:•A draft National Disaster Management Policy is in place•A Disaster Management Act of 2006 is also in place•Government has established a permanent Department of National Disaster Management Agency (NDMA)within the public service replacing the National Disaster Task Force which was established in 1992 inresponse to the 1991/92 drought

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•Government has approved some newly established posts for the Agency•The Director for the NDMA has been appointed and already started his work•A Ministerial Disaster Management Team which is led by the Deputy Prime Minister is in Place•Regional Disaster Management Committees (RDMC) which are the interface between the communitiesand the National office for Disaster Management have been formed•There is serious commitment between UN agencies, local NGOs and Government not only to attend todisaster relief but widen the scope of emphasizing on disaster preparedness and risks reduction strategiesand training of Regional Committees.•National ministerial Focal Points are in place.•National Disaster Risk Reduction Action Plan 2008-2015 is being reviewed and is at completion stage

Context & Constraints:•Revision of the National Disaster Management Policy is overdue as it about 10 years old•The National Disaster Management Council (NDMC), a policy making body is yet to be established. TheNDMC is responsible for among other responsibilities to advise the Minister on all issues concerning DRRfor the consideration of Cabinet.•Cooperating partners that are willing, have funds and technical support to assist the country have had todelay implementing as some of the essential structures such as the RDMC are not yet functional•The NDMA which is the Secretariat to the Council has no staff or specialists needed and their posts arenot yet approved by Government. The Agency needs one Agro-Meteorologist, one Risk AssessmentOfficer, one Information and Training officer and four regional disaster management officers.

RECOMMENDATIONS •The appointment of the following officers: Agro-Meteorologist; Risk Assessment Officer, Information andTraining officer and four regional disaster management officers will go a long way in addressing the humanresources capacity constraints of the NDMA.



Description:•Same as in Core indicator 2.•Funds for effective DRR are not enough. As a result the Government has mainly prioritized short terminterventions such as disaster relief and recovery programmes•Government has made commitment to fund the new NDMA Secretariat office•Collaborating Partners like UN agencies willing to provide technical and financial assistance on DisasterRisk Reduction initiatives•UNDP has been involved in providing assistance (technically and financially) on the development andimplementation of disaster risk reduction plans and activities at all levels.•UNICEF has pledged to provide training of Regional Disaster Management Committees and Focal Pointofficers for Government ministries and Departments, municipalities and communities

Context & Constraints:Government constrained in terms of resources to establish all structures and sytems for effective DRRinterventions.


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Description:Community participation is being advocated through the decentralisation policy and the regionaldevelopment model

Context & Constraints:Decentralised implementation of DRR activities at regioanl and local/community level plans are underway.



Description:National Multi-sector platform none existent but plans are underway towards its establishment.

Context & Constraints:Capacity constriants.

Tanzania, United Rep of (in English)



Description:Tanzania maintains a National legislative framework for addressing disaster risk management. Disastermanagement cuts through every fibre of governance and civil society. The aim is to reduce, remove,prevent, or respond to the internationally recognised, casual factors of disasters. Government developedand established disaster management structures and system as part of overall process of creating policy,plans, legislation, training and management support all aimed at empowering the individuals andcommunities who are prone to the threats of disasters.

Tanzania has developed a National Disaster Management Policy (2004), which describes roles andresponsibilities of all stakeholders. The policy and the National Operational Guidelines (NOG) for DisasterManagement (2003), set the policy framework, which aims to develop adequate capacity for coordinationand cooperation for comprehensive disaster management among key players at all levels. Otherobjectives are to promote research, information generation and dissemination as well as mainstreamingdisaster management issues into development plans and other sector policies and programmes at alllevels. Other policies that have emphasis in disaster risk management include the National Land Policy,1995; the National Human Settlements Development policy, 2000; and the environmental ManagementPolicy. All these policies are supported by legislations. Further more there is a standing legislation which was enacted in 1990; to oversee and coordinate overallrelief operations at national level referred to as “The disaster relief act no 9 of 1990. The legislation aims atproviding a legal structure to govern and regulate disaster management in Tanzania. This act requiresamendments that would reflect the requirements of the National disaster management policy. Otherlegislations that have emphasis in disaster risk management include the Environmental Management Act,

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of 2004 which prepare guidelines for possible environmental emergencies like climate change, which mayresult into disasters; the food security act which monitor the country’s food situation at all stages andprovide early warning services on food security.

Other strategies include the one UN Joint Programme: strengthening National Disaster preparedness andresponse capacity. The overall goal is to enhance national capacity to reduce vulnerability and mitigatedisasters in three areas: disaster risk assessment; disaster preparedness planning and early warningmechanisms on all administrative levels and building response capacities. The focus is on strengtheninginstitutional, organizational and individual capacities of the government to disaster risk management.

The principles underlying the legislative frame work are; coordination of planning and activities across thegovernment, agencies, institutions, organizations and functional responsibilities; Integration between national and local level management and the responsibility for managing disaster risksresides as close to the vulnerable community.This legislation underpins a frame work of strategies, plans,policies, codes and practices supporting risk management outcomes.

Context & Constraints:Risk management is the main challenge. Disaster risk management policy exists, but the lack of participation by senior policy makers from the lineministries reduces their impact. The absence of strong disaster management entities at the regional, districtand community levels diminished the potential for organizational structures at central level.Future plan range from public awareness and education programmes at National, regional, district andcommunity levels (training to support disaster management committees and the focal points of disasters,disaster preparedness and response planning in the communities). The National Land use frame work plan of 2008, help the land use sector adapt to climate change andbuild resilience to the increased likelihood of more adverse events, while The National Avian InfluenzaStrategic Plan is also a significant programme that includes helping the PMO, line Ministries and relatedsectors adapt public awareness, prevention and control of Avian influenza and build resilience to increasedthreat of infection. Prime Minister’s Office - Disaster Management Department in collaboration withMuhimbili University School of Public Health provide training on public health emergency managementtraining. The overall goal is to build health emergency preparedness and response capacity especially atRegional and district levels using an all hazards approach which will also include the emerging threats ofpandemic Avian Influenza.



Description:For effective realization of disaster risk management the responsibilities are decentralized to sub nationalauthorities and communities. There are reciprocal committees established in the regions, districts, wardand village levels and their roles and responsibilities are stipulated in the policy document including being afocal point for implementation and resources mobilization for disaster management.

Tanzania always maintains budget for disaster response (through National Disaster Relief Fund) under thePrime Ministers Office. When a national disaster occurs, funds will be released from national treasury forintervention. In addition, disaster Management Department in Prime ministers office has a budget for publicawareness. For the case of Local Government Authorities has its own power and mandate to fund itsactivities. Communities and individuals have a role of using their own capacities to safeguard their lives

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and property against disasters.

Through out its presence in Tanzania UNICEF has supported the GOT in sudden and long-termemergencies by providing life-saving assistance and assured protection for children in emergencies.UNICEF has responded both in man-made and natural disasters using resources through its health, waterand sanitation, protection, education and HIV/AIDS programmes.

Context & Constraints:Funding and resources are generated as a response to specific events but these funds and resources aretime bound while government resources are not available in quantities sufficient enough to allow forconsistency and continuity. Disaster management capacities are well developed at least at the nationallevel (with National relief fund), but the capacities are not transformed into a capability to respond to adisaster efficiently and effectively on the ground (without relief fund on ground). Regional, LocalGovernment Authorities and communities are first responders; some effort has been made to buildcapacities in the districts but so far this has been limited due largely to lack of resources. But still there is aparticular need to strengthen capacities on sub national levels and in communities.The challenge with all support to disaster risk management in the country is that it has been project based.Once projects have finished the resources are no longer available. The disaster management departmentin Tanzania has not been able to rely on consistent support from donors while Government has onlyrecently been in a position to allocate regular resources to the Disaster Management Department.



Description:Tanzania believes disaster risk management requires a cross sector approach if one is to realize maximumbenefit. The impacts can be substantially reduced if individuals and communities are ready to act and areequipped with knowledge and capacities for effective disaster management. The disaster managementcommunication system has been installed to assist in information collection and dissemination. There is ongoing training programme intended for all members of disaster management committees at regional anddistrict levels (14 out of 21 regions and their districts have been trained).

In case of institutionalizing community participation in risk management, stakeholders including NGOs,Religious institutions, media and civil societies are involved in the implementation of various disaster riskactivities in the country as stipulated in the disaster policy document. The private sector is very active insecurity and rescue operations particularly in fire disasters. Media have been quite ative in disseminatinginformation during disaster incidences.

Tanzania is among few countries implementing a One UN Joint Programme under leading agencyUNICEF, aiming at strengthening the National Disaster Preparedness and Response capacities. Under thisinitiative, The Prime Ministers Office in collaboration with Tanzania Red Cross Society - TRCS aremanaging the process of decentralizing pre-positioning relief items.

Pre-positioning of relief items is one of the activities planned for improving early action at community levels(District and Regional levels). The prime goal is to enable disaster management actors/partners to respondand act fast in providing assistance to disaster affected communities. Prime Ministers Office incollaboration with TRCS plan is therefore to maintain relief items stocks enough for 50,000 disaster victimsin the following regions. Dodoma: in Central Zone to carter for Singida, Dodoma, Manyara and Tabora regions

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Mbeya: in South Highland Zone to carter for Rukwa , Ruvuma and Iringa regions

Context & Constraints:Inadequate participation of communities in design and implementation of programs. Early responders notwell organized, no pre-positioning of relief items and logistics / distribution plans.Also there is a lack of sustainable enabling environment such as trained and skilled personnel, financialresources and materials to hasten the implementation of the suggested priority actions.

Government aim at improving early warning and early action on district and regional levels, throughcommunity based planning and decentralized pre poisoning of relief supplies.



Description:National committee or forum and Task group for disaster risk reduction exists under coordination of PrimeMinister’s Office. However, committees or forum exist for managing all hazards while task group are for aparticular hazard or disaster. For example a Multisectoral National Avian Influenza Technical Committee. National Platform for Disaster risk reduction was established in 2006 but it has not met since then.

A formal structure exists nationally for disaster preparedness, response and recovery management. Thecentral decision making body of executive government that address disaster management is NationalDisaster Relief Committee (TANDREC) the TANDREC is chaired by the Permanent Secretary of PrimeMinisters Office. TANDREC has been in operation since 1990 when the law was enacted.

The committee is composed of Permanent Secretaries from Ministries together with heads of early warningInstitutions namely: Tanzania Meteorological Agency (TMA) Food Security Department and Fire andRescue Department. Its main function is to oversee and coordinate activities of the government designedto secure effective prevention of disasters, preparedness and operational affairs in an event of disaster.

Context & Constraints:Risk management and integrated policy activities and planning process are intended to ensure thatnational priorities for disaster risk management are established, and issues in institutional frame works areidentified and addressed through TANDREC which is a coordinating committee under Prime MinistersOffice.

Togo (in French)



Description:création par arrêté du ministre de l'environnement de la plate forme nationale de prévention des risques etcatastrophes naturels ,le vote par l'assemblée nationale de la loi-cadre sur l'environnement qvec une mention faite à la définition

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des stratégies de prévention des risques de catastrophes naturelles et / ou anthropiques,l'incertion de la prévention des catastrophes dans le Document de Stratégies de Réduction de laPauvreté(DSRP).

Context & Constraints:containtes financières pour rendre opérationnelle la plate forme nationale et la mise place d'une systèmed'alerte précoce multirisque dont l'atelier national des 22 et23 fevrier 2007 a adopté.



Description:les préoccupations en matière de prévention des catastrophes sont très récentes et datent de de 2007.l'administration n'a pas encore prévu une ligne budjétaire consacrée à la mise en oeuvre de la politiquedont la volonté est manifeste dans la cadre sur l'environnement.

Context & Constraints:les contraintes financières.



Description:la prévention des risques et catastrophes fait partie intégrantes d'un plan national d'organisation desecours d'urgence en cas de catastrophe communement appelé Plan ORSEC. les comités locaux quiémanent des services déconcentrés ont été formés dans ce sens. mais avec la loi sur la décentralisationvotée par le parlement, la plate forme doit élargir ces comités aux communes rurales par l'intégration desrisques et catastrophes dans les plans de développement local.

Context & Constraints:contraintes financières



Description:la plate forme nationale a été crée par arrêté pris par le Ministre de l'Environnement et des Ressoucesforestières, le point Fcal et son adjoint nommés; il existe déja des représentants des différentsdépartements ministériels comme ceux du secteur privé et dla société civile; mais l'opérationnalisationn'est pas encore effective.

Context & Constraints:contraintes financières pour mobiliser tous les acteurs à une assise nationale.

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Zambia (in English)



Description:The Government of the Republic of Zambia through DMMU is currently working on the bill which onceenacted will give legal basis for the institutionalization of disaster management related activities includingDRR. The Government has had DRR issues advocated in the current Disaster Management policyalthough this requires to be strengthened further.

Disaster Risk Reduction Focal Point persons have been appointed in key sectors with a view of ensuringinformation sharing among sectors. This also ensures that synergies between the sectors that haveprogrammes relating to DRR are created.

Context & Constraints:The process of enacting the disaster management bill is already in an advanced stage. This will strengthenthe disaster management and risk reduction in the country as it will give a legal basis for the existence ofdisaster management structures.



Description:The national budget has components of DRR activities in various Ministries such as agriculture; health;Tourism, Environment and Natural Resources; education and the Office of the Vice President under theDisaster Management and Mitigation Unit. DMMU has opened District Disaster Management Accounts in anumber of districts to help the district and sub-district levels mount first level responses.

The Government is through, decentralization policy in the process of devolving the disaster response andrisk reduction interventions to local authorities.

Context & Constraints:Resources to adequately address the DRR activities in most of the line Ministries are inadequate.



Description:The Disaster Management Policy comes with roles and responsibilities to the districts and communities.The District Disaster Management Committees (DDMC) have been formed, oriented to the policy and

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operational manual and are now implementing the contents of the two documents.

Context & Constraints:Resources for conducting DRR activities at the national, provincial and district levels are very limited. At thedistrict level, there is also a problem of human resource and thus limiting capacity for the timely executionof some of the DRR activities.



Description:At the national level, a national platform of government, the UN system, NGOs both local and international,private sector and donors known as the Disaster Management Consultative Forum (DMCF) is in place.This forum is mainly a forum for information sharing, decision making and resource mobilization toadequately deal with situations as they arise.

The Zambia Vulnerability Assessment Committee (ZVAC) also exists and is the technical committeefeeding into the DMCF for decision making. It is a committee drawing its membership from governmentMinistries, the UN and the NGOs and is charged with the responsibility of conducting vulnerability andneeds assessments on behalf of Government and its cooperating partners.

Context & Constraints:The working arrangement under the NDMCF and ZVAC membership is a loose one with institutions notreally compelled to take part in the activities of the two (2) fora.

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Americas

Anguilla (in English)



Description:Disaster Act Passed 2007, on going policies in development, regulations in process; Hazard Inspectionprogramme institued

Context & Constraints:Ownership of Mitigation programme not committed to by Planning



Description:Strong support for institutionalising DRR, movement in educational committment, harmonisation committeefor environmental , disaster and planning agencies led buy the Deputy Governor and PermanentSecretaries.

Context & Constraints:Limited staffing across governmentVery limited internal budget, primariliy donor dependent for this year



Description:Progress in relief and shelter operations at the local level

Damage Assessment and Needs Analysis sucessfully trinained and implemented in 2008, utilised in 3events.

Relationship with red Cross enhanced


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ALl government employees have had their job descri[ptiopns modified to include support for mitigatingagainst, responding to, recovering from and plannin gfor disasters and emergencies.

Volunteers database developed containing over 140 volunteers who are trinained in DANA, Relief and orShelters and areplaced in their communities for response and recovery.

Use of Radio Station to call in volunteers by village was very successful in Omar.



Description:In its early stages with success in health, environment, Land Development, fire code and enforcement,disaster legislation, large development risk mitigation etc, fishing licenses, hazard and danger enforcementprogramme.

Context & Constraints:limited staff, limited knowledge and committment of critical department management toward what is seenas additional work. Not looking at long term return on investment.

Argentina (in Spanish)



Description:En Argentina tanto organismos de gobierno como organizaciones no gubernamentales han asumidocompromisos y desarrollan capacidades para incorporar la temática de la RRD y dar cumplimiento a lasPrioridades del Marco de Acción de Hyogo, pero resta aún consolidar la información que resulte suficientepara prevenir, identificar vulnerabilidades, impulsar la alerta temprana, en base a registros ciertos yactualizados.Mucha de la información es capturada con muy buena voluntad pero sin la lectura profesional suficiente, loque -en algunos casos- puede llevar a malograrla o a no resulta útil.Además de ello, recién con la instalación de la Plataforma Nacional se está logrando un fluido intercambiode información y experiencias, como también -fundamentalmente- de coordinación de esfuerzos alrespecto.

Context & Constraints:Una de las problemáticas principales es la de la coordinación entre los distintos actores, lo que lleva enmuchos casos a desarrollar esfuerzos o aportes que resultan duplicados, o a desconocer ciertainformación que otros organismos/instituciones/ong, tienen disponibles.El reto consistirá en tener registración apta y en tiempo oportuno, para que resulte útil a los fines de laprevención, la identificación de vulnerabilidades, la alerta temprana, la respuesta, y la atención postdesastre.

Core indicator 2

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Dedicated and adequate resources are available to implement disaster risk reduction plans and activities atall administrative levels


Description:Si bien áreas importantes de gobierno y sociedad civil han tomado conciencia de la situación eimplementan políticas acordes a la RRD, en muchas otras áreas de gobierno y/o de la sociedad civil engeneral, ese grado de conciencia es insuficiente y en algunos casos nulos.Esta situación en oportunidades compromete las políticas de los que sí han asumido los compromisos, porcuestiones de necesidades interjurisdiccionales, intersectoriales o multidisciplinarias, que al no tener alconjunto de la red al mismo nivel de compromiso/conciencia, impide un progreso mayor y constante

Context & Constraints:Elevar el nivel de conciencia sobre la problemática de la RRD, tanto a nivel gubernamental como nogubernamental, con ello promover el compromiso suficiente y la implementación de las políticas acordes.Se estima que la consolidación de la Plataforma Nacional coadyuvará a ello



Description:Tanto desde la Dirección Nacional de Protección Civil como de la Comisión Cascos Blancos, se haavanzado mucho en cuanto a la difusión de la temática, capacitación de comunidades locales yreforzamiento de las capacidades a todos los niveles. En ello también se ven involucradas otras áreas degobierno nacionales (Autoridad Regulatoria Nuclear, Comisión Nacional de Actividades Espaciales,Bomberos, Ministerio de Planificación Federal y Desarrollo Territorial) como provinciales (Provincias deBuenos Aires, Córdoba y Santa Fe) y municipales (Ciudad Autónoma de Buenos Aires, Rosario,Federación de Asuntos Municipales, Secretaría de Asuntos Municipales del Ministerio del Interior), entreotros, como de la misma manera desde el ámbito de la sociedad civil (Cruz Roja, Caritas, Habitat,Metropolitana, Psicólogos en Emergencias, Psicotraumas, etc.), académicos (Universidad de BuenosAires, de Gral. Sarmiento, de Jujuy, del Salvador, etc.).Las limitaciones de recursos impiden una mayor actividad por parte de todos ellos, pese a su declaradointerés en llevar adelante programas en tal sentido.De la misma manera, las descentralizaciones en oportunidades chocan con problemáticas decompetencias, cuestiones políticas o limitaciones presupuestarias, que dificultan sus concreciones.

Context & Constraints:Generando conciencia se supone que permitirá facilitar la obtención de recursos.Las limitaciones en la descentralización obedecen en oportunidades a criterios políticos que no en todaslas ocasiones responden a criterios de racionalidad estratégica sino a meros planteamiento tácticos y/o deoportunidades político-partidarias.



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Description:Desde 2007 se ha constituido en Argentina la Plataforma Nacional, que ya ha cumplido su tercera reunióny que -además- ha implementado el trabajo en Grupos conforme las Prioridades del Marco de Acción deHyogo.Esta plataforma se ha ido ampliando a medida que transcurrieron las reuniones, facilitando la participaciónde áreas gubernamentales, no gubernamentales, académicos y sectores de interés particular (seguros,bancos).La Plataforma Nacional mantiene un sistema fluido de comunicación con una coordinación generalapropiada y con coordinaciones por cada Grupo-Prioridad.Se ha iniciado además la tramitación para la habilitación de una página web que permitirá un mayor flujode información tanto intra como al exterior de la Propia Plataforma, la que se estima estará enfuncionamiento con las habilitaciones correspondientes en el mes de Septiembre 2008, alojada en lapágina principal del Ministerio de Relaciones Exteriores, Comercio Internacional y Culto.Debe recordarse, además, que desde 2007 la Argentina preside el Grupo de Apoyo a la EIRD, quefunciona en Ginebra. Para ello, Argentina integró por Resolución Ministerial un equipo de trabajo,integrado por un diplomático de la Cancillería (Ministro Carlos Foradori) que actúa como presidente, y dosespecialista técnicos (Dr. Roberto Ippólito por la Dirección Nacional de Protección Civil y Dr. Carlos E.Zaballa por la Comisión Cascos Blancos) quienes además actúan como presidente alternos

Context & Constraints:Constituida en el 2007, la Plataforma Nacional de Argentina para la RRD continúa construyendo suconsolidación, y pese a los avances alcanzados, todavía son inestables la participación del sectoracadémico y principalmente del sector empresarial: pese al interés expuesto por las compañías deseguros y las bancarias, su participación todavía es mínima, por lo que será el reto alcanzar suinvolucramiento

Bolivia (in Spanish)



Description:La Ley 2140 y 3351, además de sus reglamentos, establecen las políticas y responsabilidades específicasde las instituciones sectoriales y territoriales para la reducción de riesgos y atención de desastres.

Los elementos de la Reducción de Riesgos de Desastres, particularmente desde el contexto de lasamenazas y vulnerabilidades se ha considerado en el Plan Nacional de Desarrollo “Para Vivir Bien”2006-2010”

Las necesidades de un proceso sistemático y facilidades financieras para las acciones de recuperación yreconstrucción ha derivado en la creación de un fondo especial para la Reconstrucción, DesarrolloProductivo y la Seguridad Alimentaria, lo cual se considera un importante avance en la perspectiva de lareducción de riesgos de desastres socio económicos en el país.

El Documento final del Proyecto de la Constitución Política del Estado (aún no aprobado), hace énfasis enlos aspectos de protección de la vida y los recursos naturales además de la consideración de los riesgosambientales.

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Context & Constraints:Completar los instrumentos de planificación, inversión pública y ordenamiento territorial para unaadecuada inserción de la concepción de RRD en la programación y operativización de programas yproyectos, en los diferentes niveles administrativos del país

Articular, unificar y operativizar los recursos establecidos para el FORADE (LEY 2335) con los recursos ylos alcances establecidos en el Fondo de Reconstrucción, Desarrollo Productivo y Seguridad Alimentaria.

Ajustar, actualizar y promover la adecuada aplicación del marco jurídico-legal para la RRD en Bolivia

Promover instrumentos operables y permanentes para consolidar el proceso de Descentralización de laGestión del Riesgo en el país



Description:La actual Constitución Política del Estado, en su artículo 148 numeral I, indica: “I. El Presidente de laRepública, con acuerdo del Consejo de Ministros, podrá decretar pagos no autorizados por la ley dePresupuesto, únicamente para atender necesidades impostergables derivadas de calamidades públicas,de conmoción interna o del agotamiento de recursos destinados a mantener los servicios cuyaparalización causaría graves daños. Los gastos destinados a estos fines no excederán del uno por cientodel total de egresos autorizados por el Presupuesto Nacional”.

Además se cuenta con el Fondo de Reducción de Riesgos y Atención de Desastres (FORADE), con unfondo de emergencia (hasta el 0,15% del presupuesto consolidado de la nación a partir del 2003). Losúltimos 2 años (2007 y 2008) se ha podido acceder a una parte de estos recursos debido a las limitacioneseconómicas que tiene el Estado.

Recientemente se ha creado el Fondo para la reconstrucción, el apoyo productivo y la seguridadalimentaria, con un cantidad de recursos de 600 Millones de Dólares. Este fondo cuenta con recursos decréditos transferidos de las reservas del Banco Central de Bolivia - BCB al Tesoro General de la Nación

Context & Constraints:Es necesario que el Sistema Nacional de RRD cuente con un presupuesto que no dependa únicamente dela ocurrencia de los desastres, sino que se disponga de forma permanente para la atención de losdesastres y emergencias menores y comunitarias. Además, se debe establecer e institucionalizar ladisponibilidad de recursos para las tareas de prevención en todos los ámbitos sectoriales.

Debe reforzarse el presupuesto de funcionamiento del Viceministerio de Defensa Civil y Cooperación alDesarrollo Integral, debido a la responsabilidad institucional de construir y establecer las herramientasnacionales para la RRD.

También es necesaria la complementación de los diferentes fondos establecidos los últimos años, dadoque se nota una dispersión de los esfuerzos financieros, particularmente en el contexto de la fase postdesastres o reconstrucción.


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to local levels


Description:En el contexto de las inundaciones, muchas comunidades que soportan las consecuencias de formarecurrente han tomado conciencia de la importancia en la preparación para situaciones adversas. Portanto se ha profundizado el Programa Nacional de Capacitación Comunitaria dirigida a líderesComunitarios.

Una experiencia interesante es el conjunto de los proyectos DIPECHO (IV y V Plan de Acción), de formaparticular la realizada por el Proyecto COOPI - DIPECHO en la ciudad de El Alto, en la Provincia Murillodel Departamento de La Paz, donde se capacita a lideres comunitarios en los distritos 5 y 6 conposibilidades de replica y efectos multiplicadores en las regiones rurales del altiplano boliviano.

Además en base a la experiencia de “Gestión Interinstitucional de Riesgos” de la GTZ realizada en lacuenca baja del Río Grande en el Departamento de Santa Cruz, se estableció un proceso de interacciónentre municipios que pertenecen a determinada región con las mismas características geográficas,amenazas y vulnerabilidades, de tal manera de encarar acciones en el contexto del esquema de la mancomunidad de municipios, promoviendo herramientas como los sistemas de alerta temprana y unaorganización ante cualquier eventualidad.

Se encuentra en pleno proceso de aplicación el proyecto piloto de RRD en el municipio de San Borja, conel apoyo del Proyecto PREDECAN.

Context & Constraints:Es necesario profundizar el programa de descentralización de la gestión del riesgo a niveles comunitarios,con la formulación y aplicación de mecanismos que permitan la aplicación en los planes de desarrollo localademás de los programas de inversión y en general en los Planes de Desarrollo Municipal - PDM.

Además, se recomienda la implementación de los planes sectoriales (productivo, cuencas, vivienda,educación, otros) además de la planificación territorial y planes de uso del suelo, en el nivel local.



Description:La Ley N° 2140 (Ley para la Reducción de Riesgos y Atención de Desastres), establece una plataformapara Reducción de Riesgos de Desastres de las estructuras sociales y económicas del país, para atenderoportuna y efectivamente estos eventos causados por amenazas naturales, tecnológicos y antrópicas.Mediante esta Ley se crea el Sistema Nacional para la Reducción de Riesgos y Atención de Desastres y/oEmergencias (SISRADE).

Esta plataforma está conformada por el Consejo Nacional para la Reducción de Riesgos y Atención deDesastres y/o Emergencias (CONARADE) como la instancia superior de decisión y coordinación; y cuyomandato es ejecutado por el Ministerio de Defensa Nacional, a través del VIDECICODI, como SecretaríaTécnica.

Además, el SISRADE, está conformado por instituciones públicas, privadas y organizaciones --de lasociedad civil a nivel nacional, departamental y municipal vinculadas con la Reducción de Riesgos y

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Atención de Desastres y Emergencias, así como las instancias de asesoramiento técnico y coordinaciónque actúan en el marco de la organización, responsabilidades y competencias que establece la ley 2140.

El Consejo Nacional para la Reducción de Riesgos y Atención de Desastres y/o Emergencias(CONARADE), es presidido por el Presidente de la República, y en ausencia de éste, por el Ministro deDefensa. El CONARADE está conformado por el Ministerio de Defensa Nacional, Ministerio dePlanificación del Desarrollo, Ministerio de la Presidencia, Ministerio de Hacienda, Ministerio de Gobierno,Ministerio de Salud y Deportes, Ministerio de Desarrollo Rural, Agropecuario y Medio Ambiente, Ministeriode Obras Publicas, Servicios y Vivienda, Ministerio de la Producción y Microempresa, Ministerio del Aguay el Ministerio de Educación y Culturas.

Context & Constraints:Es necesario fortalecer y consolidar el liderazgo del Viceministerio de Defensa Civil y Cooperación alDesarrollo Integral VIDECICODI al frente a la Plataforma Nacional para la RRD en el marco del SISRADE.

Se recomienda la creación de unidades de gestión del riesgo en las diferentes instancias sectorial delpoder ejecutivo, que coordinan técnicamente con el VIDECICODI (CONARADE).

Se debe dar mayor funcionalidad al SISRADE y promover la mayor participación de sus miembros

Promover el establecimiento de plataformas regionales, a partir de la conformación de los comitésinterinstitucionales para la reducción del riesgos de desastres, y que estos estén representados en losforos del CONARADE.

British Virgin Islands (in English)



Description:The National Emergency Organization (NEO) is the name given to the umbrella network of units andauthorities concerned with the various aspects of Disaster Management in the Territory of the British VirginIslands as specified in the Disaster Management Act 2003 (DMA) and the National Disaster ManagementPlan (NDMP).

This Disaster Management Policy is being developed out of a need to ensure that the Virgin Islands (VI)Government’s commitment to Disaster Management and to Comprehensive Disaster Management (CDM)in particular is clearly articulated. With the increasing frequency and severity of events in the Caribbean aneed for a comprehensive Policy that encompasses a CDM approach – which focuses on Preparedness,Mitigation, Response and recovery – is critical. Furthermore, it helps to align the VI with both regional andinternational approaches to Disaster Management.

Principles, concepts and definitions in VI’s CDM Policy come from and are linked to, the InternationalStrategy for Disaster Reduction (ISDR) and the associated Hyogo Framework for Action (HFA), but thePolicy sees them operationalized at the national level and in a particular Regional context (the Caribbean).

Context & Constraints:There is a need to revise the 2002 edition of the Mitigation and Development Planning Framework in

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keeping with the Planning Act 2004. This will ensure better defining of mitigation goals, objectives,strategies and programmes for the next 5-10 years. There is also a need for the revision of the DM Act2003, which will take place in 2009 including the development of regulations to support the Act.



Description:Local capacity exists within the DDM and throughout the National Emergency Organization to allow forfurther implementation of sustainable projects that would allow for achievement of the goal of reducingrisks from all hazards.

Context & Constraints:Increased capacity within the technological and financial support is required to facilitate and support theneeds within the Department.



Description:Community Preparedness and Supply Managementdeals with preparing the community for disaster/emergency situations. This is done using communityinvolvement in disaster management, where each individual in the Territory has the opportunity tocontribute to plans and decision-making. Also, working closely with other Government departments,non-government organizations, churches, businesses and agencies to ensure plans are put in place for theshelter, welfare and provision of relief for persons in the Territory during a disaster.The Virgin Islands (UK) have been divided into zones for the efficient and effective management of thevarious communities. Each zone is managed by a designated Zone Coordinator and run by a ZonalCommittee and the overall objective is to reduce or minimize the loss of life and property in the zone fromall hazards. The Zone Coordinator and his/her Committee are responsible for the assessment of the zonalarea, with the overall goal of evaluating community resources before the need arises. In the case of theSister Islands this responsibility is placed on the District Officers.

Each zone is required to work closely with the DDM and should ideally assume roles and functions in allareas of disaster preparedness and response. Activities are not be restricted to hurricane preparednessalone; they are encourage to develop procedures for other disaster situations or emergency conditions thatmay affect the Territory or their particular Zone.

Context & Constraints:The inadequate level of preparedness among the private sector is a concern. Preparedness throughoutthe business community is still largely hurricane focused. The Virgin Islands (UK) is exposed to numerousother hazards that can interrupt business operations and change the economic landscape for our businesscommunity. This calls for greater encouragement of the business community to integrate BusinessContinuity Planning and Recovery Management into daily decision making. The Virgin Islands (UK) ishighly dependent on a thriving Financial Services Sector that is heavily Information and CommunicationTechnology (ICT) driven, therefore, risk management must be well thought out and considerations for the

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unavailability of basic utilities addressed. For the past three years, the DDM has made efforts to urge thebusiness community to re-think its approach to risk management. We have provided tools andopportunities for embracing Business Continuity Planning and Recovery Management; however, thebusiness community in the Virgin Islands (UK) still has not made sufficient use of these opportunities.



Description:The National Disaster Management Council is the central institution of the National EmergencyOrganisation as established by the DMA. Its role is to review the national strategy for, and the state of,disaster management in the Territory and make recommendations to Government. It has severalsub-committees, which are required to develop national plans and procedures to deal with the impact ofhazards in their areas of responsibility.

The main executing agency established by the DMA is the Department of Disaster Management (DDM).The Administrative Head of the Department of Disaster Management (DDM) is the Director who reports tothe Chairman of the NDMC. The Director, Disaster Management serves as Director or the NationalEmergency Operations Center, once activated. The functions of the DDM fall into 13 major categories: Laws and Authorities; Hazard Identification and Risk Assessment (HIRA); Hazard Mitigation; ResourceManagement; Planning; Direction, Control, and Coordination; Communications and Warning Technology;Operations and Procedures; Logistics and Facilities; Training; Exercises; Public Information and Education;Finance and Administration.

Context & Constraints:Within the last two years we have attempted to rationalize the process or structure that falls under theNDMC, look at the zonal committees that have been directly restructured under the DDM and at thenational sub-committees who play a critical role to ensure that the territory is properly prepared. We havereduced the number of the sub-committees, added new ones and appointed chairpersons for thosesub-committees. The NDMC structure has been amended to make it more focused and, we hope, moreoperational.

Cayman Islands (in English)



Description:The development and completion of a Strategic Framework for Disaster Risk Management for the CaymanIslands - to have a holistic approach to disaster risk management that will seek to incorporate all sectors ofsociety and governance in the planning, response and recovery for hazard events and also prioritizesareas that should be addressed to support and ensure sustainability of the National development plan

The establishment of a dedicated office for Disaster Risk Management - to have a coordinating entity for allhazards and risk management efforts of the country.

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Financing - dedicated budget for Risk Management administered through the National Disaster Office.

The implementation and positive results from local (community) capacity building initiatives within thecommunities and in partnership with NGO's Red Cross.

The heightened awareness of the vulnerability to the impact from multiple hazards by entities thatparticipate in the National Disaster Risk Management mechanism. This is observed in the development ofthese entities Continuity of Operations Plan.

Research to inform Disaster Risk Management - preliminary Vulnerability Assessment, Storm SurgeModeling, implementation of seismic stations as a part of the Caribbean Tsunami Early Warning systems.

Mitigation - Support Structure Enhancement - the retrofitting of shelters to withstand category three andupwards effects from hurricanes and improvement in their capacity to be self sufficient after events forlengthier periods.

The enhancement of monitoring - implementation of weather stations across the country to provide moredata at specific locations.

Acquisition of software to improve the coordination mechanism of the national disaster organization.

Context & Constraints:One of the key challenges facing the Cayman Islands is enforcement and the ability of government entitiesto keep pace with development especially in environmentally sensitive areas.

Rationalization of planning laws and monitoring of implementation.

Prior to the year 1986, Government or Crown land extended up to the vegetation line. Then the planninglaw changed and private land ownership now extends to the high water mark. Grand Cayman and LittleCayman in particular are low lying (in many areas). With the increased hurricane activity over the pastdecade and rising sea level, it is increasingly obvious that a lot of the coastal development has occurredtoo close to the water’s edge. The problem is further compounded by the fact that on beach environments the seaward boundary isflexible as accretion and erosion occurs.

The Development Plan and planning regulations are in the process of being reviewed and revised but theremay be public resistance to legislation that diminishes the ability of landowners to develop valuable coastalproperty. Acceptance of the new plan is important to ensure protection of future developments from coastalflooding and sea level rise effects.



Description:A. National Budget Allocation

Government has funded the office, staff and programs of Hazard Management Cayman Islands.

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There is also a budget allocation for the preliminary phase of the construction of the new NationalEmergency Operations Centre.

A new C.I. $85 million Government accommodation building is being constructed with a projected life spanof 65 years. The building will be constructed to resist hurricanes and earthquakes, and with the first floor ata level of 14.6 feet, it will also be highly resistant to flooding. The five-storey building will feature 185,000 square feet of air-conditioned space, plus an undergroundparking structure and a service deck. The building is being constructed to LEED specifications to make itenvironmentally friendly and energy efficient. The office building is scheduled to open in January 2011. This will replace the Tower Building which was severely impacted by Hurricane Ivan in September 2004(and subsequently abandoned and knocked down) and the current Government Office Building (the GlassHouse) which was built in 1974-1975, before Cayman had a building code.

B. Cayman Islands National Archive:

The Archive has a comprehensive document management plan that includes the removal and safe storageof Government documents and records across many departments, ministries, authorities and agencieswhen the nation is facing imminent threat of impact from a major hurricane. Hurricane Ivan provided manyopportunities for learning through experience and the Cayman Islands is better prepared to preserve andrestore water (flood)damaged documents and records.All public authorities are in the process of implementing a records management system that involvesidentifying vital records. This process is expected to be complete by January 2009. C. The Health Services Authority (HSA):

Like many other Government entities, the HSA has its own disaster response plan. This plan is tested inannual disaster exercises. Last year the simulated exercise revolved around a plane crash and a privatehospital was included in the drill.

D. Emergency Generators:

A comprehensive programme of increasing the resilience and capacity of back up emergency powergeneration has been conducted across the range of Government institutions. The pads (on which thegenerators sit) have been elevated in instances where they were vulnerable to flooding and hurricanerelated storm surge. E. The shuttering of government buildings:

Every year the Public Works Department practices shuttering Government buildings. In additionGovernment buildings that previously did not have shutters have now been retrofitted to include them.

F. Road Network Storm Defense System:

Government has embarked on a program of protecting vulnerable and critical coastal road corridors withsea walls. These walls are over a foot wide and include concrete and steel sheeting.

G. New Schools, Civic Centres and other Government Buildings:

Government has increased available shelter space by over 50 percent since the passage of Hurricane Ivanand the shelters are now equipped with emergency power and water.


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Government tries to appropriately balance risk reduction strategies within existing budget constraints.

New shelters are being built to withstand category five hurricanes however a number of older shelters arestill rated to category three only.

Following Hurricane Ivan a number of schools were damaged and this affected normal scheduled classes.While more resilient new schools are in the process of being constructed, a number of the olderestablishments remain vulnerable and regular classes may once again be disrupted.

Cayman is a relatively small country and budgetary considerations do not permit a full scale burn unitwhich may be necessary in the event of certain disasters that are associated with fire.



Description:District Emergency Response Committees

Community participation is occurring in every district in the Cayman Islands with the establishment of theCayman Islands District Emergency Response Committees (DERCs). These volunteer groups receivetraining in shelter management, initial damage assessment, first aid, basic search and rescue as well asfire suppression skills. The individual groups meet at least on a quarterly basis and activate in a disaster orwhen the Islands are threatened by a hurricane. The DERCs are expected to assist with initial response ina disaster situation and they are ideally positioned to do this because they are perhaps most keenly awareof the needs of the district and vulnerable people in their own community. They also assist with aGovernment funded community shuttering program, whereby Government purchases plywood boardswhich the DERCs then cut and install for members of the community who for reasons of age, infirmity,financial constraints or lack of family support, are unable to protect their property with their own resources.

Volunteer Agency Disaster Committee

Hazard Management Cayman Islands has strengthened its relationships and formalised arrangements withcivic groups, service clubs and agencies such as the Cayman Islands Red Cross, Rotary and the LionsClub. Church groups including ADRA have also been incorporated into plans and form part of the ‘humanconcerns’ cluster of the Disaster Plan.

The Sister Islands of Cayman Brac and Little Cayman are fully in charge of their hazard managementprogrammes, and have the authority and capacity to respond to situations on those islands immediately. The Sister Islands also have their own development plan.

Context & Constraints:On the subject of decentralization of responsibilities and capacities: Some good progress is being made inthis area, however a fair amount of attrition occurs in volunteer groups and district emergency responsecommittees. Recruiting and maintaining the commitment and interest of volunteers is an ongoingchallenge.


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Description:The Cayman Islands National Strategic Plan 1998 - 2008 calls for the establishment of a NationalEmergency Management Agency. In January 2007 Hazard Management Cayman Islands (HMCI) wasformed. The agency has developed a National Disaster Risk Management mechanism and strategies toinclude all levels of governance. Within this mechanism HMCI has overall responsibility for theimplementation of the National Hazard Management programme and acts as a coordinating point forprevention, preparedness, mitigation, response, recovery and rehabilitation. The national structure that facilitates the mechanism establishes a National Hazard Management Executiveand Council and also an emergency response structure. The National Hazard Management Executive is a policy orientated group that reviews the progress of thenational disaster risk management programme, makes decisions related to national policy, providesstrategic and policy guidance for regulatory, financial, economic and foreign affairs.

The National Hazard Management Council develops hazard and emergency management policies,discusses economic, political, legal and social implications of both the threat and the response todetermine the best strategies for action. It also provides guidance for the NHMC Executive, reviews policydocuments and reviews and approves operational plans. The Council includes all Permanent Secretaries,heads of government agencies and departments, Commissioners of the Police and Fire departments, theprivate sector and NGOs.The Emergency Response Structure consists of seventeen (17) functional area subcommittees that formsfive clusters within the National Emergency Operations Centre (NEOC). These 17 subcommittees areactive throughout the year convening periodic meetings to develop, review and evaluate their respectivefunctional emergency response plans, processes and resources. During times of emergency responsethese subcommittees are activated.The National Emergency Operations Centre (NEOC) has been continuously updated and improved and thecrisis management tool WebEOC is now being used to provide a timely and effective disaster response. To enhance the operational capacity and capabilities of the NEOC C.I. $1 million dollars was included inthe annual budget for the first phase of construction of a new category five hurricane rated NationalEmergency Operations Centre building. The structure is expected to be finished and operational withinthree years and will be able to house critical support infrastructure for the National Meteorological Serviceand other key functions.

Context & Constraints:There are some 'growing pains' associated with the establishment of a new disaster plan, a new authorityin the form of Hazard Management, new technology and new ways of doing things. This transition isproving more challenging for some of HMCI’s strategic partners that it is for others. However, recentexperiences in the form of a disaster drill and 'near misses' from two hurricanes have enabled HMCI and itspartners to practice, gain familiarity with and therefore, confidence in their ability to respond to threat.

Colombia (in Spanish)



Description:

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Colombia cuenta desde el año 1989 con una plataforma institucional para la prevención y atención dedesastres denominada Sistema Nacional para la Prevención y Atención de Desastres - SNPAD -. Se tratade una organización formal creada por la Ley 46 de 1988 y organizada por el Decreto 919 de 1989, decarácter descentralizado, interinstitucional y participativo. Adicionalmente cuenta con un Plan para laPrevención y Atención de Desastres, Decreto 93 de 1998, el cual reúne cuatro estrategias y las principalesacciones para la prevención y atención de desastres en el país. Por otro lado, en atención alreconocimiento de la relación que existe entre el riesgo, como condición gestada socialmente, y losprocesos de ordenamiento y planificación del territorio, el análisis de riesgo ha sido incorporado eninstrumentos de planificación como los Planes de Ordenamiento y Manejo de Cuencas Hidrográficas, losPlanes de Gestión Ambiental Regional, los Planes de Ordenamiento Territorial y los Planes de Desarrollo.Finalmente, desde lo sectorial, el análisis del riesgo se incluye como un requisito obligado en laformulación y viabilización de proyectos de inversión de vivienda, servicios públicos y vías entre otrostemas.

Context & Constraints:Se observa avance en la coordinación entre las diferentes entidades y niveles del sistema, que setraducen en un importante impacto de las inversiones realizadas. Aunque la estructura institucional delSistema se encontraba debilitada por sucesivas reformas que le habían restado jerarquía y presenciapolítica a la Dirección de Prevención y Atención de Desastres como organismo de coordinación del mismo,ahora el ejecutivo, ha dado un importante impulso, convocando a todos las entidades tanto del ordenNacional como territorial, motivándolas a cumplir sus obligaciones de acuerdo con sus competencias en lorelacionado con la gestión del riesgo. En consejos comunitarios realizados exclusivamente para tratar eltema de Gestión del Riesgo.se toman decisiones importantes en la inversión y el que hacer de lasentidades, debido a las recientes condiciones de exposición de la población frente a los fenómenospeligrosos, con lo que cada vez son más altos los porcentajes de personas afectadas. Esta situación serelaciona con la incorporación del análisis del riesgo en la planificación territorial y sectorial y/o condeficiencias en el control del uso del suelo, entre otras. En el año anterior y en este se han fortalecido losinstrumentos jurídicos que facilitan la actuación de las entidades del Sistema frente a situacionesinminentes de riesgo. Cabe destacar, como una limitación importante que ha obstaculizado laimplementación efectiva de la Gestión del Riesgo en los procesos de desarrollo es la debilidad de la capacidad técnica institucional a nivel municipal y departamental que maneje la temática de la amenaza yla vulnerabilidad correlacionada a la prevención, reducción, atención, recuperación y reconstrucción dedesastres.



Description:Se cuenta con asignaciones presupuestales importantes en el nivel nacional (sectores) y en ciudadesdonde el tema es sensible (no necesariamente porque hayan sido afectadas por desastres de granmagnitud, como el caso de Bogotá). Tanto en el Decreto 919 de 1989, como en la legislación específicasobre competencias de los entes territoriales (Departamentos y Municipios), se establece la necesidad deapropiar recursos para la prevención y atención de desastres, no obstante no se definen porcentajes omontos determinados y significativos con lo que el nivel de apropiación queda a discreción de lasautoridades departamentales y municipales. A nivel nacional es tradicional la asignación de recursos porvía de proyectos de inversión y por vía de recursos de funcionamiento para entidades como la Direcciónde Prevención y Atención de Desastres - DPAD - y la Defensa Civil Colombiana, por ejemplo. No obstantedicha asignación normalmente resulta insuficiente, situación que tradicionalmente ha debido sortearse através de sucesivas adiciones de presupuesto al Fondo Nacional de Calamidades - FNC -, dependiendo

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de la gravedad de las situación. Por ley las entidades públicas del orden nacional y territorial son losresponsables de tener los recursos dedicados y adecuados para ejecutar las acciones relacionadas con laGestión del Riesgo.

Context & Constraints:No en todas las administraciones públicas se realiza la reserva presupuestal para el tema de Gestión delRiesgo, a su vez, la inclusión de decisiones estructurales en los planes de desarrollo y el Planes deOrdenamiento Territorial POT el tema de Gestión del Riesgo es baja, debido especialmente en lacapacidad técnica con la que cuentan los entes municipales la identificación de escenarios de riesgo consus respectivas acciones para la no generación y reducción de riesgos. Baja prioridad del tema por partede algunos entes territoriales, quienes a pesar de experimentar situaciones recurrentes de emergencia,sistemáticamente ignoran su responsabilidad frente a la destinación de recursos para el tema en suspresupuestos. Finalmente, dada la coyuntura económica del país, las asignaciones presupuestales através de las transferencias los mecanismos de distribución de las mismas y dada las prioridades de losmunicipios tendencialmente son muy bajas por no decir nulas para el tema en cuestión, de igual forma, lageneración de recursos propios por parte de los entes municipales en especial en municipios pequeños87% del país, no son suficientes para realizar las inversiones necesarias para invertir en la reducción delriesgo.



Description:Existen instrumentos que permiten la participación comunitaria y una plataforma adecuada y desarrolladadesde el punto de vista normativo, derivado de la Constitución Nacional para promoverla, sin embargo:(i)Se esta posicionando la gestión del riesgo en el contexto de los procesos de organización y participacióncomunitaria, en especial cuando se actúa en los consejos territoriales de planeación correlacionado alordenamiento territorial.(ii) Cada vez son mejores las lecciones aprendidas en el acercamiento de lasentidades a las comunidades para la toma de decisiones, se debe superar el enfoque de “visitas paraencuestas”, hacia un enfoque verdaderamente participativo, un ejemplo importante son los mecanismosde presupuestos participativos.(iii)Se ha logrado desarrollar mecanismos que permitan mejorar lapercepción del riesgo en la comunidades y la “negociación” de imaginarios en relación a la gestión delriesgo(iv) Se comienzan a desarrollar procesos de veeduría y control para lograr que la Gestión del riesgose incorpore en los procesos participativos. Se mencionan dos casos: Exitosos La reubicación de SanCayetano en el Departamento de Cundinamarca muy cerca de la capital del País , aproximadamente 70Kilómetros donde participaron todas la entidades de forma organizada- Se tenía una amplia percepción delriesgo y coincidencia en sus implicaciones entre actores externo e internos. El otro caso muy exitoso fue elde la erupción del volcán Nevado del Huila en el año 2007 donde- la percepción del riesgo entre actorestuvo consenso y los resultados fueron exitosos en los procesos de prevención y preparación para larespuesta. También se deben reconocer los resultados en el proceso de reconstrucción. Merecen atencióntambién los procesos de participación comunitaria y descentralización a través de la delegación deautoridad y de recursos en el ámbito municipal en los sucesos que se han registrado durante el año 2008,especialmente en lo relacionado con el sismo en el oriente del Departamento de Cundinamarca y en lazona de amenaza alta del volcán Cerro Machín, especialmente en el municipio de Cajamarca situado en elDepartamento de Tolima.

Context & Constraints:No obstante los avances logrados, es necesario mencionar la implementación de mecanismos de veeduríay control para lograr que la gestión del riesgo sea un tema que se incorpore en los procesos participativos.En el último año se puede mencionar como caso especifico el informe sobre gestión de riesgo en las

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Entidades públicas Nacionales, regionales y municipales que es elaborado por la Contraloría General de laRepublica, entidad de control y fiscalización. Se realizan esfuerzos en el posicionamiento y unificación deconceptos y metodologías que manejan las diferentes entidades en cuanto a la gestión del riesgo en lasdiferentes áreas de aplicación (salud, prevención de desastres, agua y saneamiento, cambio climático,preparativos escolares, comunitarios, empresariales, hospitalarios), lo que se ha venido realizando conproyectos específicos de cooperación, tales como Predecan. * La comunidad esta conociendo el método para poder vincularse activamente en la gestión del riesgodesde el nivel local, específicamente a causa de las últimas temporadas invernales cada vez más severasen el país y afectando a mas comunidades * Proyectos específicos de Asistencia Técnica a Municipiosacercan a una metodología definida en el contexto de la participación comunitaria hacia la gestión delriesgo; Como limitación recurrente es la poca sensibilización a la comunidad sobre el tema de gestión delriesgo que hacen las instituciones encargadas de liderar el tema, esto debido a la capacidad institucionalpara realizarla como los escasos recursos para implementar la misma.



Description:El Sistema Nacional para la Prevención y Atención de Desastres puede entenderse como el conjunto de“todos los organismos y entidades públicas, privadas y comunitarias” que deben asumir responsabilidadesy funciones dentro de las distintas fases de los desastres, y cuya finalidad es garantizar un manejooportuno y eficiente de todos los recursos destinados a esta labor (Art. 1, Ley 46 de 1988). Es claro desdeesta perspectiva que se trata de una plataforma, en primera instancia, de carácter interinstitucional y portanto multisectorial y en segunda instancia abierto a la totalidad de los actores sociales.

Context & Constraints:El cambio de paradigma que introduce la Gestión del Riesgo, en el sentido en que al desligar las causasde los desastres de la fatalidad, busca asignar responsabilidades concretas a actores sociales definidos,implica una serie de acomodamientos jurídicos que ahora se discuten, dificultan la adopción de esquemasde responsabilidad compartida frente a la prevención y mitigación y atención de desastres. Aunque se handesarrollado instrumentos que buscan que el análisis del riesgo sea un componente básico del ciclo de losproyectos, estos no son implementados de manera consciente por parte de las diferentes entidades.Como limitación se puede mencionar el traslape de algunas competencias que los integrantes del SNPADestán enfrentado en el que hacer de sus actividades en el marco de la Gestión del Riesgo.

Costa Rica (in Spanish)



Description:“Existen políticas y marcos nacionales, institucionales y jurídicos para la reducción del riesgo de desastres,con responsabilidades y capacidades descentralizadas a todo nivel.”Nivel alcanzado: 4.

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El Gobierno ha desarrollado e implementando las políticas y el marco institucional y jurídico para laGestión de Riesgos de Desastres (GRD). Este define responsabilidades y capacidades al nivel central,regional y local. La Ley de Emergencias (Ley 8488) asigna recursos financieros exclusivos, controladospor la CNE, para ejecutar acciones para la reducción del riesgo de desastres, así como para lareconstrucción posdesastre, tanto a la escala nacional como local. La Ley 8488 expandió las funciones yfortaleció la CNE. Con la coordinación de la CNE se debe desarrollar el Sistema Nacional de Gestión delRiesgo, que articula diversos actores para la ejecución de la política mediante instancias de coordinación,en el ámbito institucional (Sectores e instituciones), en el ámbito territorial (Comités de Emergenciaregionales, municipales y comunales) y en el ámbito técnico y científico (Comités asesores, redesterritoriales y redes temáticas).

Context & Constraints:Se ha avanzado en la organización de las instancias de coordinación del Sistema Nacional, pero faltaavance en la articulación “sistémica” del mismo. La formulación del Plan Nacional de Gestión del Riesgo,es clave para esa articulación.

La CNE tiene recursos, especialmente los que asignan del Presupuesto Nacional de la República y lastransferencias del 3% del superávit de las instituciones públicas, que son destinados a su labor ordinaria, ala prevención y al desarrollo del Sistema Nacional. Pero los recursos del Fondo de Emergencia con quecuenta la CNE son insuficientes para atender las situaciones de emergencia mayor, en un país de altavulnerabilidad a desastres asociados a fenómenos naturales.

La preparación e implementación de planes de ordenamiento territorial, o Planes Reguladores queconsideran los factores de riesgo a desastres es un proceso que se ha iniciado. Igualmente ha iniciado laincorporación del tema de riesgo a los ejercicios de planificación e inversión de las instituciones delEstado, pero aún existen poblaciones, especialmente familias pobres y otros grupos vulnerables en zonasde alto riesgo que reiteradamente tienen que ser objeto de atención. En el marco del Sistema, debencrearse los mecanismos para fiscalizar los avances de las entidades públicas, en relación a lainternalización y aplicación de los conceptos de GRD.



Description:“Hay disponibles recursos exclusivos y adecuados para implementar planes y actividades para lareducción del riesgo de desastres en todos los niveles administrativos”Nivel alcanzado: 4

La Ley Nacional de Emergencias (Ley 8488) aporta recursos para la prevención y atención de Desastres:El Presupuesto Nacional asigna recursos y el 3% del superávit de las instituciones públicas anualmentepasa al Fondo Nacional de Emergencias para financiar labores de prevención y el desarrollo del SistemaNacional, por parte de la CNE.

Bajo declaratoria de Emergencia las instituciones quedan autorizadas a trasladar sin permisos previosrecursos de sus presupuestos al Fondo Nacional de Emergencia e igual son posibles los préstamos ydonaciones para atender la emergencia. En tanto se mantienen en el Fondo, estos recursos pueden serinvertidos por la CNE para generar intereses que son destinados tanto a labores ordinarias de prevencióncomo a la atención de emergencia.

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Adicionalmente, la misma Ley establece la obligación de todas las instituciones, bajo la fiscalización de laContraloría General de la República, de asignar anualmente recursos en sus presupuestos para laslabores propias de cada una de las instituciones de prevención y de atención de emergencias.

Context & Constraints:Los recursos del Fondo de Emergencia son insuficientes para la atención de las emergencias,específicamente para la reconstrucción. El traslado de recursos por parte de las instituciones estásupeditado a la voluntad política de los jerarcas. La Ley no prevé mecanismos financieros para hacersostenible la existencia de recursos en el Fondo de Emergencia. Además, la planificación de lareconstrucción por lo general solo considera las obras e inversión que se pueden desarrollar mediante losrecursos del Fondo de Emergencia y el mecanismo de excepcionalidad de la Declaratoria de Emergencia,sin consideración de procesos ordinarios del desarrollo local que pueden ser ejecutados por otras vías ybajo responsabilidad de otros entes distintos a la CNE.



Description:“Se vela por la participación comunitaria y la descentralización a través de la delegación de autoridad y derecursos en el ámbito local.”Nivel alcanzado: 4

Se promueve la organización de comités de emergencia, en la actualidad hay una red de más de 400comités comunales y 100 comités del ámbito municipal. El país está organizado en 9 regiones,establecidas por el Ministerio de Planificación Nacional, para las cuales en la actualidad hay 6 comitésregionales de emergencia. La Ley 8488 faculta a la CNE para el uso de recursos del Fondo deEmergencias, para la atención de emergencias locales. Las municipalidades contribuyen en laidentificación de las prioridades en la prevención. Las instituciones públicas asignan recursos dentro desus presupuestos ordinarios para prevenir y atender emergencias, de acuerdo con su ámbito deresponsabilidad.

Context & Constraints:Desde el nivel central se asignan recursos suficientes para labores de atención de emergencia yprogramas destinados a prevención, en zonas territoriales específicas donde se identifican peligrosinminentes, así como para la organización y la capacitación pero faltan mecanismos legales para permitirel traslado de recursos a instancias locales, de modo que se mantiene un ejercicio de la reducción delriesgo con sesgo centralista.



Description:“Está en funcionamiento una plataforma nacional multisectorial para la reducción del riesgo de desastres.”

Nivel alcanzado: 5.

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El país cuenta con una plataforma nacional con representación multisectorial, establecida por ley: LaComisión Nacional de Prevención de Riesgos y Atención de Emergencias (CNE) es la entidadcoordinadora y conductora de las acciones de gestión del riesgos de desastres (GRD), está adscrita a laPresidencia de la República, su Junta Directiva está integrada por ministros que ejercen como rectores enlos sectores de Salud, Ambiente, Obras Públicas, Hacienda (Finanzas), Seguridad y Vivienda, así comolos presidentes ejecutivos del Instituto del Instituto Mixto de Ayuda Social, el Instituto Nacional de Segurosy un representante de la Cruz Roja Costarricense. De acuerdo con la Ley, la CNE debe articular y conducirel Sistema Nacional de Gestión del Riesgo, en un esquema de organización de figuras que se denominan“instancias de coordinación”, que permite la convocatoria en tres ejes o ámbitos de gestión: el sectorial einstitucional, con comités sectoriales e institucionales, el territorial, con los comités de emergenciaregionales, municipales y comunales y el científico técnico, con la organización de comités asesorestécnicos, redes territoriales y temáticas. De acuerdo con la Ley de Emergencia, existen también loscomités de seguimiento a los subsistemas de Preparativos de Respuesta, de Prevención y deReconstrucción, responsables del seguimiento de la política en cada uno de los ámbitos de gestión delriesgo. Además, cada año la CNE convoca el “Foro Nacional de Gestión del Riesgo” en el que discute contodos los participantes en las instancias del Sistema, la política de gestión del riesgo.

Context & Constraints:La CNE es el coordinador y conductor de las actividades de GRD, pero además es la responsable deadministración del Fondo de Emergencia y responsable por lo tanto de los proceso de reconstrucción.Esto es una fortaleza porque le permite controlar todos los procesos de la gestión del riesgo desde un soloente, pero a la vez es una limitación en la medida que hay coyunturas de incidencia de desastre, en lasque se ve presionada a dar énfasis a las labores de reconstrucción, limitando o interrumpiendo lasacciones de promoción de la prevención y de seguimiento a las instancias del Sistema.

Falta formación y motivación en los niveles de mando de algunas instituciones estatales, que limitan laparticipación y su compromiso con la gestión del riesgo.

Se mantiene pendiente, aunque ya se ha iniciado, la actualización del Plan Nacional de Gestión delRiesgo.

Dominican Republic (in Spanish)



Description:Existe un marco legal nacional, la Ley 147-02 sobre Gestión de Riesgos, por la cual se adopta una políticanacional de gestión de riesgos y se crea el Sistema Nacional para la Prevención, Mitigación y Respuestaante Desastres en la República Dominicana

La Ley contempla varias instancias de coordinación:1.El Consejo Nacional de Prevención, Mitigación y Respuesta ante Desastres2.La Comisión Nacional de Emergencia-Comité Técnico de Prevención y Mitigación de Riesgos-Centro de Operaciones de Emergencia-Comité Operativo Nacional de Emergencias-Equipos consultivos3. Comités Regionales, Provinciales y Municipales de Prevención, Mitigación y Respuesta ante Desastre.

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Algunas de estas instancias están implementadas. Existe el Consejo Nacional, la Comisión Nacional deEmergencias (CNE), el Centro de Operaciones de Emergencia (COE) y algunos equipos consultivos.Igualmente, recientemente se ha establecido el Comité Técnico, 6 comités provinciales y 6 comitésmunicipales.

El Conejo Nacional se reúne dos veces al año y cada vez que hay un desastre de gran importancia. LaCNE se reúne una vez al mes y extraordinariamente cada vez que sea necesario

Context & Constraints:- Establecer una unidad permanente en gestión de riesgos que coordine el trabajo del Comité Técnico yactualice un Plan Nacional en Gestión de Riesgos- Dar a conocer el marco legal nacional e internacional para la gestión de riesgos a todos los niveles(nacional, provincial y municipal)- Establecer los Comités de Prevención, Mitigación y Respuesta a todos los niveles (provincial ymunicipal). Lograr que éstos elaboren e implementen sus propios planes de emergencia y gestión deriesgos.- Incluir la gestión del riesgo en la estrategia nacional de desarrollo del país.- Que la gestión del riesgo sea integrada en la planificación de todas las instituciones miembros de laComisión Nacional de Emergencia- Propiciar la creación e implementación de una ley en ordenamiento territorial y normas de construcciónque integren criterios de riesgo



Description:Existen recursos humanos/técnicos limitados dentro de las instituciones públicas que con la capacidad detomar en cuenta el riesgo en las decisiones de inversión para el desarrollo y en el diseño de proyectos.

El interés del gobierno dominicano en el financiamiento de proyectos de cooperación en gestión de riesgoses muy positivo.

Context & Constraints:- Es necesario tener asegurada la voluntad política al más alto nivel para poder asumir acciones y políticaspara la prevención de los desastres.

- Es necesario el establecimiento de un mecanismo de implementación del Fondo Nacional para laPrevención, Mitigación y Respuesta, que permita el financiamiento de actividades de reducción de riesgo atodos los niveles (nacional, provincial y local).



Description:La descentralización para la reducción de riesgo a desastres está en proceso de desarrollo.

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El marco legal establece un sistema descentralizado para la gestión de riesgos con comités provinciales ymunicipales de prevención, mitigación y respuesta

Context & Constraints:Es necesario promover el fortalecimiento de las capacidades humanas y físicas locales para la reducciónde riesgos a desastres

Es necesaria la descentralización de responsabilidades.



Description:Instancias nacionales multisectoriales para la reducción de riesgos a desastres:

- Consejo Nacional de Prevención, Mitigación y Respuesta ante Desastres. Es la instancia rectora yencargada de orientar, dirigir, planificar y coordinar el Sistema Nacional. Se reúne por lo menos dos vecesal año. Está integrado por el Presidente de la República, 12 Secretarios de Estado, 13 Directores deOficinas Nacionales Gubernamentales y 3 representantes de la Sociedad Civil

- Comisión Nacional de Emergencia (CNE). Es el organismo a cargo de la política de gestión de riesgos.Tiene su sede en la Defensa Civil, donde se reúne cada mes. La CNE está conformada por funcionariosdesignados de las instituciones miembros del Consejo Nacional.

- Comité Técnico Nacional de Prevención y Mitigación de Riesgos. Funciona como organismo de carácterasesor y coordinador de las actividades de reducción de riesgos. Este Comité está adscrito a la CNE eintegrado por técnicos designados de las instituciones miembros de la CNE. Dicho Comité Técnico ha sidoestablecido en 2008 y está iniciando su labor.

Context & Constraints:- Es necesario fortalecer el Comité Técnico con un ente permanente que lo coordine y dé seguimiento altrabajo asignado con el fin de poder someter anualmente el Plan Nacional en Gestión de Riesgos

- Es necesario disponer de recursos humanos y técnicos para dar apoyo al trabajo del Comité Técnico.

Ecuador (in Spanish)



Description:Nivel de avance: 3AVANCENuevo orden constitucional

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En el país se ha dado un paso fundamental para la gestión de riesgos con la Constitución 2008, en la cualse incluyen aspectos relacionados con la planificación, derechos de la naturaleza, ordenamiento territorial,descentralización, participación y seguridad. En especial, en el Título VII, Régimen del Buen Vivir, seincluyen los artículos 389 y 390, específicos sobre gestión de riesgos, que se constituyen en el mandatoprincipal en esta materia para los sectores público y privado y para la ciudadanía en general. Estas disposiciones demandan a todas las instituciones públicas que incorporen la gestión de riesgos enlas nuevas leyes que se generen en su ámbito de trabajo; así mismo demanda que ellas sean parte de suspolíticas institucionales y del diseño e implementación de planes de gestión de riesgos. Estos artículos semencionan a continuación.“Art. 389.- El Estado protegerá a las personas, las colectividades y la naturaleza frente a los efectosnegativos de los desastres de origen natural o antrópico mediante la prevención ante el riesgo, lamitigación de desastres, la recuperación y mejoramiento de las condiciones sociales, económicas yambientales, con el objetivo de minimizar la condición de vulnerabilidad.Art. 390.- Los riesgos se gestionarán bajo el principio de descentralización subsidiaria, que implicará laresponsabilidad directa de las instituciones dentro de su ámbito geográfico. Cuando sus capacidades parala gestión del riesgo sean insuficientes, las instancias de mayor ámbito territorial y mayor capacidadtécnica y financiera brindarán el apoyo necesario con respeto a su autoridad en el territorio y sin relevarlosde su responsabilidad”.

Context & Constraints:AVANCELa voluntad política del Gobierno Ecuatoriano sobre la gestión del riesgo ha quedado demostrada en tresdecisiones y acciones concretas. En primer lugar, el apoyo que ha dado el Poder Ejecutivo en el marco dela emergencia nacional que afectó al Ecuador en el invierno de 2008, reconocido por expertos nacionalese internacionales como la respuesta mejor atendida en los últimos años en el país. En segundo término, lacreación de la Secretaría Técnica de Gestión de Riesgos por Decreto Ejecutivo número 1046-A, medianteel cual asume las competencias, atribuciones y funciones ejercidas por la Dirección Nacional de DefensaCivil; El tercer aspecto a destacar, es el inicio del proceso de desarrollo del mandato constitucional decrear un Sistema Nacional Descentralizado de Gestión de Riesgos. Este importante respaldo del Gobierno Nacional en el tema de gestión del riesgo, permitirá a lasinstituciones públicas nacionales, a los gobiernos provinciales y locales, a las empresas privadas, a lasOrganizaciones No Gubernamentales y a la cooperación internacional, de manera coordinada, optimizarlos niveles de gestión y los recursos disponibles, a fin de convertirse en actores generadores de cambio apartir de la reducción de riesgos.Al lograr una adecuada gestión de riesgos se aportará significativamente a la transformación del Ecuador,desde una misión que apunta a salvaguardar la vida de las personas y mejorar las condiciones en las quese genera desarrollo en nuestro país, a través de la generación de capacidades para enfrentar, de mejormanera, los potenciales riesgos de desastres a los que está expuesto el territorio nacional.



Description:Nivel de avance: 3Hay cierto compromiso y capacidades institucionales para lograr la RRD, Existe un compromisosistemático para recopilar y procesar los datos sobre las amenazas, vulnerabilidad y riesgo pero hay unbajo nivel de concientización sobre las necesidades de contar con datos para determinar los factores devulnerabilidad, al igual que una falta de planificación sistemática y de destrezas operativas”.


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AVANCEElevar la gestión de riesgos a Política de EstadoLa Constitución 2008 es el punto desde el cual la gestión de riesgos se convierte en Política de Estado.Según lo que ella establece, el Estado es responsable de proteger a las personas, las colectividades y lanaturaleza frente a los efectos negativos de los desastres de origen natural o antrópico. En concordancia,las acciones que se han desarrollado buscan transversalizar este enfoque en todas las políticassectoriales.Con esta línea de acción se busca en un plazo de cinco años, que la mayor parte la ciudadanía einstituciones públicas y privadas hayan incorporado la gestión de riesgos en su planificación, gestión yacción cuotidiana.



Description:AVANCEEn la propuesta de Estrategia Nacional se cuenta con la Política 3 “Contar con capacidades comunitariaspara participar en las actividades de gestión de riesgo en su territorio”.

Context & Constraints:•Construir el Sistema Nacional Descentralizado de Gestión de Riesgos (SNGR), donde se designan roles,funciones y responsabilidades y se garanticen los recursos para su implementación•Recuperar las experiencias Exitosas y sistematizarlas como procesos de Gestión de Riesgos localesverificadas para contribuir a la designación de roles, funciones y responsabilidades en el SNGR



Description:NIVEL DE AVANCE 3Se ha adquirido un compromiso institucional, y existe la voluntad política de apoyar el desarrollo eimplementación de la Estrategia Nacional para la Reducción de Riesgos y Desastres.

Context & Constraints:.NIVEL DE PROGRESO 3POLàTICA 5 ESTRATEGIA NACIONAL: Todas las instituciones, organismos colegiados, grupostécnico-científicos, centros de educación superior, etc., deberán iniciar acciones sostenidas deinvestigación y generación de información de la temática de gestión de riesgos.

El Salvador (in Spanish)



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Description:Ausencia de una política nacional de RRD. Hay políticas sectoriales (seguridad alimentaria, sequía,ordenamiento territorial, medio ambiente, etc), que abordan el tema pero no están articuladas y no sonampliamente difundidas. Hay muchos esfuerzos no articulados. Hay marco jurídico (ley de protección civil).Hay marco institucional que no esta consolidado.

Context & Constraints:Es necesario elaborar un Plan Nacional de Desarrollo de largo plazo donde la RRD sea una dimensiónexplicita, del cual se derive las políticas, planes, programas y proyectos. Elaborar, aprobar y difundir la Política Nacional de RRD Promover e implementar la RRD en todos los proyectos Concientizar y reconocer la importancia o prioridad que debe tener la RRD.



Description:Existen recursos, pero no son exclusivos y los existentes no siempre tienen el enfoque de RRD. Los recursos no son adecuados ni suficientes ya que se requiere más investigación, tecnología, estudios,obras de mitigación, etc.Hay un fondo exclusivo de acuerdo a la Ley de protección civil, pero no es adecuado y esta orientado parala atención de emergencias y no para la prevención.

Context & Constraints:Priorizar la importancia de disponer de recursos económicos para la prevención y RRD en la inversiónpública nacional y cooperación internacional. Elaborar una política de cooperación internacional que incluya este tema como prioridad, para que hayacoordinación, evitando la dispersión y mejor uso de los recursos.



Description:La participación comunitaria no es a nivel nacional sino iniciativa dispersas. A nivel local las experiencias y acciones se han realizado por necesidades y urgencia propias de lascomunidades y no por una iniciativa a nivel nacional A nivel municipal se ha avanzado en la delegación de responsabilidades pero no de los recursosnecesarios o suficientes.Hay comisiones municipales para la prevención (planes de OT, ordenanzas) y atención de emergencias(Ley de protección civil) con la limitante que se encuentran en su mayor parte en proceso de formación ycon recursos limitados.Si existe un marco legal pero es muy frágil y no facilita la participación comunitaria y descentralización.


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Que la modernización del estado haga énfasis en mecanismos de participación ciudadana ydescentralización para la gestión de riesgos.Necesidad que haya una descentralización que asigne responsabilidades, así como los recursoseconómicos.Continuar con la elaboración de los planes de ODT a nivel regional y promover la implementación dedichos planes



Description:Ya se tiene una organización en red, la cual esta en proceso de consolidación.Hacen falta planes de trabajo, recursos económicos y consolidar un funcionamiento pleno.Existe una plataforma nacional, en la cual se ha identificado acciones, compromisos y ya se han obtenidologros.

Context & Constraints:Promover y consolidar el funcionamiento pleno de la plataforma nacional multisectorial.Es necesario elaborar los planes estratégicos y operativos del sistema a los diferentes niveles.

Jamaica (in English)



Description:The promulgation of the hazard mitigation policy represents a significant achievement for the country as ithas long been recognized as a tool for promoting DRR. The limitation however is that there has been nowide scale dissemination and public sensitization about the policy. This will limit implementation.Facilitating awareness building about the policy will ensure its incorporation in other plans and policies andso will drive DRR. A strategy and an Action Plan to facilitate the implementation of the policy and identifyresponsibilities for achieving policy objectives is to be developed.

The Disaster Preparedness and Emergency Management Act was passed in 1993. While it has providedthe legal framework for disaster management in the country, it is generally felt that the provisions are notsufficient to deal with the shift in focus from disaster management to disaster risk management. Efforts atdrafting a new Act have started, and if passed, will repeal the existing act and provide a strengthenedframework for DRR in the country. Shifts in government priority, changes in the parent ministry of thenational disaster office caused a temporary lag in the review of the Bill. The organisation will be renewingits efforts in this regard in its current strategic plan 2008-2011. The revised legislation along with thecurrent thrust to achieve Local Government Reform should result in a further strengthening of the LocalAuthorities to effectively provide more effective management of Disaster Risk at the local level.

Context & Constraints:Challenges

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•The National Hazard Risk Reduction policy has not been disseminated on a wide scale and currentlythere is no implementation or action plan in place. The strategy and the action plan to be developed.•The current Disaster Preparedness and Emergency Management Act needs revision to make it moreapplicable to changing disaster management practices. It currently does not recognize some of theelements of risk management and does not address critical issues such as evacuation, no build zones andsanctions for breaches of the Act.

Recommendations•Fast Track the review and enactment of the new Act and repealing the old Act of 1993.•The Hazard Risk Reduction policy will be getting attention in the financial year 2008/09 to the extent thatit is expected to address the challenges previously outlined.•Advocating the implementation of a National Hazard and Risk Mapping Programme



Description:The organization has always recognized the need for plan development and has always incorporated riskreduction plans and activities in its strategic plan. However, attaining the necessary resources to effectivelydeliver has been a challenge.

Until December 2005, when the Hazard Risk Reduction Policy was passed by Cabinet, the onlyoverarching framework guiding the process was the National Disaster Plan and this explains the absenceof a national or regional plan to address disaster risk reduction. Notwithstanding several efforts have beenmade at mitigation in several sectors albeit a disjointed approach.

Context & Constraints:Challenges•Absence of national, parish and community plans to implement disaster risk reduction activities. • Absence of dedicated budgetary allocation at the local level to expedite risk reduction programme. •Absence of substantial annual allocations to the National Disaster Fund.•Absence of a Risk Mitigation Strategy and Action Plan

Recommendations

•The implementation Plan for the Hazard Risk Reduction Policy is already receiving attention and supportfrom key government agencies. It is hoped that at the end of the exercise Disaster Risk reduction plans willbe complete and ready for implementation.•Central government to provide the requisite allocation to the local authorities to effect risk managementprogramme. NGO’s •Disaster Risk Reduction Mainstreaming Process to be continued.



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Description:The national disaster management structure includes at the third tier a community disaster managementframework which is intended to ultimately support the efforts at the national level. They have beenfunctioning well and have been the recipients of several disaster related training and Capacity Building. Notwithstanding there are a pockets of communities islandwide which have not been fully trained.

Context & Constraints:Challenges•The Parish structure needs strengthening so that community involvement is driven to a large extent atthat level rather than at the national level.•Resource constraints exist which sometimes affects resources deployed at the community level.•There is still scope for greater involvement of the communities in Disaster risk management.•Lack of incentives to promote the programme in an effort to receive wide scale acceptance. •Socio-economic conditions of some communities act as a barrier to acceptance of DRR.

Recommendations•In accordance with the hazard risk reduction plan, extensive focus will be directed at communityparticipation in DRM in the organization strategic plan through expanded trainings in several areas andensuring a framework exists to utilize skill developed.•A new approach to expanding community involvement has been taken where existing Community BasedOrganisation (CBO’s) will be incorporated in the process rather than establishing a community levelorganisation solely for the purpose of DRM.•Project to improve capacity has been incorporated into strategic focus for 2009-2011. Recommendationthat incentives be provided as part of programme. •Involvement of other social agencies in the dissemination of DRR at the community level



Description:The National Disaster Committee is the key decision making entity within the disaster framework. This ischaired by the Prime Minister and facilitates the interaction of key development players towards progress ofthe risk reduction agenda.

The national disaster plan sets out a comprehensive framework for participation of several governmentagencies, private sector and NGO’s. Interaction among partners is established in all critical aspects ofdisaster management including Risk Reduction.

At least one of the six national sub-committees has responsibility for the area of risk reduction. Thissub-committee consists of a very wide cross section of all critical sectors.

Context & Constraints:Challenges•Participation by some agencies has not been mainstreamed and is more aligned with a person ratherthan a post. This affects the quality and continuity of participation.•Staff attrition also affects the process as roles have to be reassigned and the requisite training tore-introduce core principles have to be executed. •Resources of some agencies are limited and affect their level of participation.•Capacity Assessment of the national and parish mechanism and reporting to the National DisasterCommittee is necessary.

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Recommendations•Re-educating agencies on their roles in the national disaster plans•Conducting table top simulation exercises will assist in highlighting roles and responsibilities.•Provision of technical assistance to help national and parish agencies to develop disaster managementcapabilities is recommended.•The revamping of the National Telecommunications System•Legislating the roles of Civil Servants and Government Agencies in Disaster Management

Panama (in Spanish)



Description:El país ha mostrado un gran avance en los últimos años con la existencia de algunas políticas y marcosnacionales, institucionales y jurídicos para la reducción del riesgo de desastres con sus respectivasresponsabilidades, pero aún no se mantienen las capacidades descentralizadas a todo nivel, ni laaplicación integral de las mismas.

Podemos señalar algunas de las bases de acción con las que cuenta el país:

1.La Constitución Política Vigente como máximo cuerpo normativo del País, en lo concerniente a laseguridad de los Ciudadanos, el equilibrio Ecológico y la Preservación del Medio Ambiente estánseñalados en los siguientes Artículos: 17, 112, 114,115, y 116. (Derechos y Deberes Individuales ySociales).2.Política Nacional de Recursos Hídricos (Autoridad Nacional del Ambiente)3.Política Nacional de Cambio Climático4.Política Nacional de Producción Más Limpia.5.Política Nacional de Información Ambiental.6.Política Nacional de Gestión Integral de Residuos No Peligrosos y Peligrosos.7.Política Nacional de la Descentralización Ambiental.8.Política Nacional de Supervisión, control y Fiscalización ambiental. 9.Políticas y Estrategias de Salud 2005-2009. (MINSA)10.Reglamentación de la Ley 7 de11 de febrero de 2005. (SINAPROC)11.Implementación del Reglamento del Cuerpo de Voluntarios.12.Creación de una Política de Gestión de Riesgos. 13.Plan Nacional de Desarrollo Humano para la formación de una Cultura de Gestión de Riesgos.14.Estructura Organizativa del Caja de Seguro Social mantiene una Coordinación Nacional de Gestión deRiesgo: Institucional y de orientación a la comunidad que utiliza sus instalaciones. 15.Ley Orgánica de la ACP - 1997 (Artículo 6) y su Nueva Visión Socio-ambiental.16.Ley 34 De Junio De 1995. (Ley 44 De 1941) MEDUCA.

Ejemplo de Acción Institucional:La Caja de Seguro Social ha incorporado una “Política de Garantizar la Seguridad de los pacientes,funcionarios y bienes”; es aquí en donde la Unidad de Gestión de Riesgos, en los próximos meses sesentará con las autoridades a idear estrategias de RRD; por el momento, las nuevas instalaciones se

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están construyendo, con la incorporación de la variable riesgos y durabilidad. En cuanto a la transferencias de riesgos, la CCS solo maneja riesgos asegurables ante inundaciones eincendios, se esta trabajando para la incorporación de otras amenazas, sin embargo los encargados derealizar los análisis de riesgos para las instalaciones (DENADE) no cuenta con personal suficiente para larealización de este trabajo.

Context & Constraints:Existen las normativas y las leyes, hay que cumplirlas, incentivar su divulgación y promover la creación deuna cultura de gestión de reducción de riesgos.

Algunas limitantes:•Debemos integrar la Gestión de Reducción de Riesgo de Desastres, como una política en aquellas instituciones gubernamentales en la que la aplicación no es prioritaria y buscar la integración de laempresa privada y la sociedad civil en el proceso.

•Existe la necesidad de recursos financieros y humanos; disponibles de forma exclusiva y adecuada paraejecutar las acciones diseñadas para la reducción del riesgo de desastres, en todos los nivelesadministrativos.

•Crear un mejor sistema de integración, comunicación y divulgación de las políticas existentes, de loslogros y limitantes; y evaluar periódicamente de que manera se pueden fortalecer de forma tal que no sepierda de vista velar por la reducción de riesgos, pero manteniéndonos a la vanguardia.

•Es importante mantener el respaldo y la voluntad política en todo este proceso, obteniendo con ella laparticipación no solo del personal técnico y planificador sino también del nivel de toma las decisiones;con esto las acciones resultantes han de ser, mucho más productivas y duraderas.

•Hay que obtener una percepción real del compromiso que conlleva la reducción de riesgos, desde todoslos niveles; que sea una acción que se dé como parte del desarrollo de lo cotidiano de las institucionesmás no como obligaciones percibidas como externas; que requieren de un gran esfuerzo por convencer alos propios miembros, lo cual disminuye el tiempo para la ejecución y la optimización de los recursos.

•Evaluar los programas existentes y hacerlos cumplir. Es necesaria la aplicación de normativas y leyespor parte de los Gobiernos Locales.

•Orientación institucional para fortalecer a los gobiernos locales en cuanto al tema (los conceptos,necesidad e impacto) y su importancia cuando existe el no cumplimiento de las políticas y normativasexistentes (dirigidos a los mandos medios de aplicación de la ley).

•Mayor conciencia de prácticas que no cumplen con la normativa y que deterioran el medio ambiente eincrementan los riesgos; esto podría hacerse a través de programas de sensibilización al nivel político.

•Crear mecanismos e infraestructuras que permitan aplicar acciones puntuales que faciliten elcumplimiento de las normas existentes (ejemplo: para el desecho de materiales peligrosos de manerasegura que no afecten el medio ambiente y se cumpla con las disposiciones nacionales).

•Se requiere la consulta investigativa en el resto de las instituciones gubernamentales, para determinarsus avances en el tema.

•En el caso de CCS. existe una limitante presupuestaria seria, para el fortalecimiento de las unidadesejecutoras; los hospitales ya han pasado su etapa de vida útil; solo se esta invirtiendo en la capacitacióncontinua del personal.

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Description:Existen avances en el tema, hay recursos disponibles para la ejecución pero el recurso es institucional yno siempre esta claramente definido o asignado exclusivamente para la implementación; para la ejecuciónde programas, planes y proyectos que permitan el avance en el tema a nivel nacional; por lo cual la mayorparte de nuestras instituciones requieren del respaldo económico

En casos como la ACP si hay recursos disponibles dedicados para implementar planes y actividades parala reducción del riesgo de desastres por lo menos en el área correspondiente a su comunidad en riesgo yen el tema de seguridad.

La CSS por lo pronto ha dado los primeros pasos en materia presupuestaria y ya se están canalizandorecursos para la RRD en las unidades Ejecutoras. Pero no son lo suficiente para decir que la institucióntiene un alcance autónomo.

Las instituciones muchas veces se organizan realizando autogestión, con lo cual obtienen recurso a travésde donaciones, programas, proyectos y asistencias internacionales.

Context & Constraints:En la actualidad el recurso existente, es el establecido institucionalmente a través de presupuestosinstitucionales; al igual que el recurso humano y el equipo institucional. Por ende muchas actividades notienen el respaldo completo, ya que en algunos casos las funciones son paralelas a las regulares y conequipo que en ocasiones esta limitado a las acciones.

Existe instituciones cuya naturaleza de actividades tienen algo de presupuesto “asignado” para al tema,pero aun a nivel de nación se requiere un presupuesto institucional diseñado para este fin.

Ejemplo algunas limitaciones:

•En la actualidad existe la necesidad de contratación de más recursos humano que este especializado enla materia.•Falta concienciar a nivel político (directores ejecutivos, ministros, alcaldes, presidente, diputados) enGestión del Riesgo, para que se logre asignar recursos para el desarrollo de la gestión de reducción deriesgos de desastres.•Se requiere realizar mayor gestión de financiamiento con organismos nacionales e internacionales. •Crear y/o fortalecer en nuestras instituciones, los departamentos con funciones dentro del tema, para eldesarrollo de programas y proyectos.•Es importante que las instituciones proyecten sus necesidades en este tema mediante la solicitud clarade los mismos para ese fin; pero la principal limitantes es que al colocar esos recursos como “exclusivos”si no se desarrollan esos recursos se pierden, o no pueden ser reasignados.•En el caso de los recursos obtenidos mediante donaciones es importante organizarse con el Ministeriode Economía y Finanzas de forma que esos ingresos al presupuesto operacional de la institución, sigantodas las normativas existentes para evitar caer en errores administrativos.•La realidad es que presupuestar para la RRD es algo difícil e intangible y que no ofrece representatividadinmediata, en los aspectos políticos institucionales o locales, esto es una de las mayores limitaciones.

Core indicator 3

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Community Participation and decentralisation is ensured through the delegation of authority and resourcesto local levels


Description:Las instituciones que conforman la Plataforma Nacional están integradas e involucradas en el proceso dereducción del riesgo; como parte de sus prioridades, buscan la participación comunitaria y la organizaciónde proyectos que permitan la reducción de las vulnerabilidades y el fortalecimiento del tema a todos losniveles; Ejemplos:1). Programa de Organización Comunitaria con la capacitación de 46 instructores y 14 asistentes (con susmanuales correspondientes). 2) Manuales conformados por 10 módulos así como el establecimiento deComisiones de trabajo.3)Capacitación Comunitaria: Se capacitaron en materia de Gestión Local deRiesgos; Primeros Auxilios y Seguridad Acuática a 200 de Bocas del Toro; 60 de Coclé; 75 de Colón; 106de Chiriquí; 60 de Herrera y 101 de Los Santos.

Comunidades Vulnerables organizadas en materia de Gestión Local de Riesgos, con sus planes deEmergencia Comunitarios, Mapas de Riesgos. Ejemplos: 1.Corregimientos de Chilibre, Las Cumbres y Juan Díaz; (Panamá); 2. Comunidad de Cutevilla (Coclé); 3.La playita (Herrera); 4.Comunidad de Caña y Flores (Los Santos); 5.Comunidad de Baco y Almendro (Chiriquí);6.Finca 02, 03, 52, Torres, San San, Guabito, BarriadaParedes, Sinostres, Sigbube, Las delicias, Isla Colón, Sieyick, Nonyck, Valle Risco, Changuinola (Bocasdel Toro); 7.Miguel de la Borda y Río Indio (Colón); 8.Cascajilloso (Veraguas).

La Caja de Seguro Social mantiene su Manual de procedimientos del DENADE del año 2000, lo que le dala atribución de funciones y responsabilidades.

El Municipio de Panamá a través de la Gerencia Social creo hace dos años la Unidad de Prevención deDesastres y Gestión Local de Riesgo (UPREDE), la cual se ha encargado de coordinación con empresase instituciones para la organización comunitaria de Comités de Gestión Local de Riesgos.

Ejemplo: Se han capacitado y organizado 10 corregimientos en comités locales de los 21, los cuales sonla meta inicial para constituir. Estos Comités, son involucrados en todo el proceso de preparación,orientación y ejecución de actividades que fortalezca el nivel comunitario.

Instituciones como Protección Civil, Cruz Roja, Cuerpo de Bomberos, mantienen personal voluntario, quecomo miembros de la comunidad en los momentos necesarios, participan en la formación de las mismas yen la organización de procesos de prevención, respuesta y promoción. Cabe señalar que en su mayoríael voluntariado es el respaldo principal de las instituciones de preparación y respuesta, por lo cual en sumayoría son su principal fuerza ejecutoria.

Context & Constraints:Nuestras instituciones mantienen estas acciones pero si hay que incentivar la promoción y la divulgaciónde la participación comunitaria en la reducción del riesgo de desastres a través de la adopción de políticasrelevantes para el ámbito local, la promoción de las redes de conocimiento.

Se requiere tomar en cuenta la necesidad de organizar de forma estratégica el fortalecimiento de lagestión de los recursos voluntarios (sean económicos o de personal), de forma que los mismos permitanavances y oportunidades para todos los ámbitos de la gestión del riesgo.

Ejemplo de algunas Limitantes:•Se requiere mayor personal para colaborar en las labores de organización comunitaria. Por lo cual

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debemos establecer programas y proyectos que sean auto sostenible a futuro y que a su vez, tomen encuenta que en la realidad nuestras instituciones no pueden hacer frente a todas las comunidades porquese carece del recurso económico y del personal suficiente.•Faltan Comunidades con Programas de Organización Comunitaria.•No existe un programa de divulgación o promoción de los avances y retos que mantiene el país en eltema de RRD. •Se requiriere difundir planes familiares y comunales de gestión de riesgo y atención de desastres.•Es importante que de forma institucional se fortalezca la promoción de la gestión de reducción riesgos dedesastres en todos los niveles. Es decir que todas las instituciones sepan los avances de las otras. •Las instituciones mantienen voluntariado (personal no remunerado) al que se le suplen algunasnecesidades durante su actividad; pero se requiere que los mismos se han incentivados y motivados acontinuar participando en esta labor, tal vez con la promoción: de becas; de futuros empleos; asistenciamedica; entre otras. Esto se podría realizar mediante la organización interinstitucional.•En algunas instituciones el trabajo comunitario no es una política establecida.



Description:Existe y es uno de los grandes avances ya que ha sido fundamental la prioridad de la integración activa dela PLATAFORMA NACIONAL multisectorial (15 miembros) para la reducción de riesgos de desastres, lacual a su vez conforma la Comisión Nacional de CEPREDENAC. (Decreto Ejecutivo 402)

La Plataforma Nacional / Comisión Nacional de CEPREDENAC-PANAMA, se fortaleció con laincorporación de nuevos socios MINISTERIO DE DESARROLLO SOCIAL y AUTORIDAD DEL CANAL DEPANAMA.

Esta acción busca el desarrollo de acciones, planes, programas y proyectos a través del fortalecimientoinstitucional; seguimiento a las acciones de gestión de riesgos y a la implementación de acciones en elámbito regional integrando el desarrollo sostenible de nuestra comunidad.

Context & Constraints:Las instituciones que conforman la Plataforma Nacional, tienen la voluntad de trabajo y la participaciónactiva de su personal, por lo cual es imperativo que la misma promueva la generación de accionestangibles que permitan que todas sus instituciones integrantes, participen del proceso y se vea reflejadaen la comunidad el buen uso de su tiempo institucional dejando que así que la misma tome un papel másactivo en las acciones de RRD.

Algunas Limitantes:•Se requiere instaurar un sistema donde sea reconocida la labor desarrollada por las instituciones queconforman la plataforma nacional y que a su vez contemplen las iniciativas de los organismos, empresas einstituciones externas a la misma, pero que son parte de la sociedad panameña.•Se necesita mantener un proceso de comunicación continua y constante para el avance del tema en elpaís.•Debemos lograr mayor vinculación con las empresas privadas (aseguradoras e industrias), ONG.•Falta la creación de funciones establecidas para cada miembro de la Plataforma Nacional. De forma quelas acciones se han objetivas.•Se requiere fortalecer la participación y la cohesión efectiva de las instituciones que conforman, laPlataforma Nacional, sin realizar actividades que perjudiquen las labores cotidianas de cada representante

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de la misma.oProcesos de capacitación conjunta con el fin de generar proyectos conjuntos, para fortalecer lascomunidades y reducir vulnerabilidades.oBuscar mecanismos paralelos a las reuniones para identificar acciones que contribuyan a la RRD.oImplementar mesas de trabajo que generen acciones a todo nivel.oInstaurar un sistema de seguimiento y verificación de cumplimiento de compromisos previamenteestablecidos.•Es importante mantener estos miembros que conforman la plataforma en un proceso constante deactualización y formación en el tema.•Debemos preparar la planificación de acciones que busquen la integración de la comunidad y del nivelpolítico en el tema de la reducción de desastres.

Peru (in Spanish)



Description:Nivel de Progreso 3:

Existe a nivel nacional y regional, compromisos y capacidades para lograr la RRD, no obstante haylimitaciones en su ejecución a nivel local, debido a carencias de personal calificado y de recursoseconómicos, además de motivaciones político-sociales. Como avances se identifican:

>Ley del Sistema Nacional de Defensa Civil, vigente y en proceso de actualización.>Plan Nacional para la Prevención y Atención de desastres aprobado, vigente y en proceso deactualización – modernización (ejercicio de Agenda Estratégica Nacional) aprobado con Decreto SupremoNª 001-A-2004/SGMD>Plan Nacional de Operaciones de Emergencias, aprobado con Decreto Supremo N° 098-2007-PCM>Ley del Sistema de Seguridad y Defensa Nacional.>Ley de Movilización. >Ley de Gobiernos Regionales a nivel de las 25 regiones, donde se dispone el desarrollo, de losSistemas Regionales de Defensa Civil y Planes Regionales de Prevención y Atención de Desastres>Comisión Multisectorial de Prevención y Atención de Desastres, constituida por Decreto Supremo Nº081-2002-PCM>En vía de formalización la Plataforma Nacional de Reducción del Riesgo de Desastres.

Context & Constraints:Limitantes:

Se mantiene las propuestas sectoriales elaboradas sobre la base del Plan Nacional de Prevención yAtención de Desastres.

Si bien el proceso de regionalización no ha concluido, el de transferencia de funciones se concluyó endiciembre de 2008, sin embargo, aún se requiere fortalecer las capacidades de los gobiernos regionales ylocales, especialmente capacitar a los funcionarios y. responsables de la toma de decisiones y dotar deprofesionales especializados en la temática de RRD. Falta disponer de una propuesta de implementación del PN-PAD concertada entre los diferentes niveles

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de gobierno: nacional, regional y local; a partir del impulso y el fomento de competencias respecto a lagestión del riesgo

Alta rotación limita los resultados de la capacitación del personal que en los gobiernos locales esresponsable de la implementación de políticas y programas.



Description:Hay cierto progreso, pero sin políticas sistemáticas y/o un compromiso institucional, el mismo que setraduce en la falta de asignación de recursos para implementar los planes de RRD. Se reconocenaspectos como:• No hay propuesta concertada, solo propuestas sectoriales.• Algunos sectores están desarrollando la política de atención y prevención de desastres, por sus mismasfunciones.

Context & Constraints:>Desde el año 2007 en el Clasificador Funcional Programático, se incluye el >Programa 024:Prevención y Atención de Desastres.>Subprograma :0066 Defensa Civil.>Actividad:1.029433 Prevención y Mitigación de Desastres. > 1.029434 Atención de Desastres y Apoyo a la Rehabilitacióny la Reconstrucción.>Desde el 2007 Incorporación del Análisis del Riesgo en los Proyectos de Inversión Publica>Desde el 2008, el instructivo del Presupuesto Participativo a nivel nacional reconoce la importancia dela reducción del riesgo de desastres e identifica como agentes participantes a los componentes delSINADECI

>Partidas que están en proceso de implementación, especialmente a nivel de los Gobiernos Regional. >Propiamente la RRD no esta definida como política de estado sin embargo esta incluida en la Política deLucha contra la Pobreza en el Acuerdo Nacional.



Description:Se ha adquirido un compromiso institucional, pero los logros no son amplios ni considerables. A través dela formulación de los presupuestos participativos se involucra a la sociedad en los ámbitos regionales ylocales; por otro lado, el órgano rector de GRD ha la fecha a concluido el proceso de descentralización enla mayoría de Regiones del país, las mismas que se encuentran en proceso de implementación de susnuevas competencias. Programa Piloto Fortalecimiento de la Capacidad Comunal en la Prevención y Atención de emergencias anivel local, que permite incorporar la gestión del riesgo en el Presupuesto Participativo. Implementados 6programas en zonas más vulnerables.Convenio INDECI y “Construyendo Perú” financia proyectos de prevención de desastres, entre ellos los

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proyectos de Ciudades Sostenibles, en los presupuestos participativos.

Context & Constraints:Falta de compromiso, sensibilidad y conocimiento para la ejecución de responsabilidades frente a la RDDen los niveles local, provincial, regional y nacional.

Se requiere fortalecer las redes existentes a todo nivel para la reducción de riesgo de desastres para loque es necesario fortalecer las capacidades locales y el nivel organizativo de las comunidades.

Las experiencias de participación comunitaria en la Reducción de Riesgo de Desastres, son poco visiblesy muy dispersas, aún no son parte de las propuestas de desarrollo local.

Si bien los gobiernos regionales y locales han asumido las competencias de RRD, sus capacidades sonlimitadas.



Description:Nivel de Progreso 4:

Se ha constituido la Plataforma Nacional de Reducción de Riesgos de Desastres en el Perú, siguiendo loslineamientos del EIRD/UN, con la finalidad, apoyar al Sistema Nacional de Defensa Civil a través delINDECI, en su condición de organismo rector para facilitar la coordinación y articulación de políticas yestrategias y analizar aspectos estratégicos. La Plataforma Nacional de Reducción de Riesgos deDesastres está constituida, entre otros, por representantes del más alto nivel de las entidades del gobiernonacional, regional y local, el sector privado, organizaciones de cooperación internacional, organizacionescientífico – tecnológicas, Asamblea Nacional de Rectores, Grupo de Apoyo Empresarial para laPrevención de Emergencias, Mesa de Concertación de Lucha Contra la Pobreza, la Red HumanitariaNacional, medios de comunicación, organizaciones sociales de base, Acuerdo Nacional.

Existe también la Comisión Multisectorial de Prevención y Atención de Desastres, cuyo objetivo escoordinar, evaluar, priorizar y supervisar las medidas de prevención de daños, atención y rehabilitación enlas zonas del país que se encuentren en peligros inminentes o afectados por desastres de gran magnitud.

En los Gobiernos Regionales y Locales existen Comités Regionales, Provinciales y Distritales que seconstituyen en Plataformas de Reducción del Riesgo de Desastres

Context & Constraints:Una de las principales limitaciones del SINADECI, es la escasa disponibilidad de recursos presupuestalespara contratar personal altamente calificado así como adquirir bienes y servicios.Debilidad en la capacidad para generar recursos presupuestales propios.Falta de compromiso de las autoridades con la RRD Los Comités Regionales de Defensa Civil funcionan regularmente no así los Comités Provinciales yDistritales que mayormente se reúnen para la emergencia

Saint Lucia (in English)

Core indicator 1

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National policy and legal framework for disaster risk reduction exists with decentralised responsibilities andcapacities at all levels.


Description:Saint Lucia has enacted a number of laws, is signatory to a number of regional and internationalConventions and has developed and approved a number of policies, plans and standard operatingprocedures relevant to disaster risk reduction. These include:The Saint Lucia Constitution Order 1978The Emergency Powers (Disasters) Act #5/1995)The Disaster Preparedness and Response Act # 13/2000 is enacted and efforts are ongoing to upgrade itwith the Disaster Management Act # 30/2006 which is soon to be accented to. The Hazard NationalEmergency Response PlanMitigation Policy & Plan has been approved,Integrated Natural Hazard Risk Management Policy 2004 (draft)Emergency Shelter Management Policy for Saint Lucia. Saint Lucia Policy and Strategy for Planning for and Adapting to Climate Change Sustainable Energy Plan, National Climate Change Policy and Adaptation PlanSignatory to St. George’s Declaration of Principles for Environmental Sustainability (Principle 9)Plan Of Action - UN Global Conference on the Sustainable Development of SIDS (Section 20.A)Signatory to Protocol on Combating Oil SpillsOil in Navigable Waters ActMerchant Shipping (Oil Pollution) Act Solid Waste Management ActNational Environment Policy (NEP)National Environmental Management Strategy (NEMS).

Given these expressed commitments Saint Lucia’s intentions regarding DRR are clearly articulated.

Context & Constraints:Notwithstanding the expressed commitment to DRR, ‘buy-in’ by the Policy makers still appear to be achallenge, as the required level of resources (human, financial & equipment) needed for effectiveactualization of the DRR policies is grossly inadequate. This may be due to more acute needs takingprecedence over DRR concerns in the order of priorities. The issue of poverty and its crippling effects isalso impacting the rate at which DRR policies can be made effective at the community level.



Description:Direct annual budget for DRR actives is approximately EC$500,000 which is the recurrent budget for theNational Emergency Management Organization’s administration, Support Agencies such as the Ministry ofPhysical Development and the Ministry of Communications & Works would have budgetary allocationswhich would indirectly address some DRR concerns.Being signatory to the Caribbean Disaster Emergency Relief Agency (CDERA) Agreement which calls forcontributions to an Emergency Assistance Fund, Saint Lucia has stated financial and other obligations to

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make to impacted Participating States of CDERA.

Context & Constraints:In the National Budget negotiations various departments are vying for very limited available resources andthus many programs and activities do not attract funding support. Further, staffing constraints limit theability of NEMO to develop funding proposals for seeking funding support from external sources.



Description:The NEMO operational structure is comprised of 11 National Committees and 18 District DisasterPreparedness Committees, organized as a network from the Chairman at the head to residents at thecommunity level. All the members of all the Committees are volunteers. The Committees have theautonomy to manage their affairs with the NEMO Secretariat supporting them primarily by providingrelevant training, materials, equipment and supplies. Each of 17 of the District Committees manages aCommunity Satellite Warehouse in which a stock of equipment and supplies is pre-positioned in theCommunity for used in disaster response. In response to disasters the Committees also have the authorityto procure goods and services from community businesses and contractors based on pre-signedMemoranda-of-Understanding (MOU); the Government (through NEMO) will meet the bills subsequent tothe response. Additionally, supplies for use in emergency shelters have been per-positioned in ‘strongboxes’ in 50 of the Schools used as Emergency Shelters. This was funded with World Bank loan fundsunder the Disaster Management Project-Phase 2.

Context & Constraints:The challenge for this mechanism is the level of attrition of trained individuals relative to the rate at whichthey get trained; thus there is the need for enhanced training for the volunteers. There is also a need toimprove the stock of emergency materials, equipment and supplies pre-positioned at the community level.These can be enhanced by greater collaboration with the public and private sector. Many agenciesespouse the view the DRR is the business of NEMO; to realize behavioral and attitudinal changes in therealm of Disaster Management, the understanding and appreciation of these agencies are of paramountimportance.



Description:Although NEMO leads the Disaster Management charge with the support of most Agencies and theparticipation of all sectors, a DRR approach on a national multi-sectoral platform is not apparent. Whatcurrently exists is not as systematic as it could be. However, NEMO provides DRR elucidation to theactivities, programs and projects of a number of public and private sector agencies including the ClimateChange Unit, the Sustainable Development Unit, the Ministries of Physical Development, Agriculture,Fisheries, etc.

Context & Constraints:The potential for the advancement of DRR principles by the public sector is great; thus the involvement,

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understanding and appreciation of the public sector in the promotion of DRR can be significantly enhanced,particularly with regards to preparedness, mitigation and risk transfer.

United States of America (in English)



Description:The United States has in place a national policy and legal framework for disaster risk reduction.Responsibilities and capabilities are shared across all levels of government. Challenges remain inachieving a fully disaster-resilient society. The SDR’s recently released Grand Challenges for DisasterReduction Implementation Plans were published in February 2008 to prioritize Federal science andtechnology actions to help increase the Nation’s disaster resilience by guiding future investments. Seehttp://www.sdr.gov for hazard-specific implementation plans.

Context & Constraints:See above.



Description:The United States has made significant investments in disaster risk reduction from warning systems topre-disaster mitigation grants for communities to disaster-resilient design of critical infrastructure. Theexperience of Hurricane Katrina, however, underscores that significant challenges remain to building a fullydisaster-resilient society.




Description:A significant degree of the responsibility for disaster risk reduction in the United States rests at the stateand local level. For example, a key component of disaster risk reduction is building codes, which areadopted and implemented at the state and local level. These building codes, which address a number ofdifferent hazards, are based on model building codes that are developed through a consensus process by

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non-governmental organizations such as the American Society of Civil Engineers and International CodeCouncil. These model building codes incorporate current scientific and engineering understanding acrossmultiple hazards, including seismic shaking intensity, wind loads, and fire characteristics, among others.




Description:The U.S. National Science and Technology Council’s Subcommittee on Disaster Reduction serves as thenational platform for the International Strategy for Disaster Reduction. The subcommittee represents theexpertise of more than twenty Federal agencies with disaster reduction missions and facilitates the Nation’sstrategies for effective use of science and technology to reduce disasters. The SDR provides coordinationfor science and technology activities in support of disaster risk reduction and provides advice to the WhiteHouse Office of Science and Technology Policy. The SDR coordinates with non-governmental entities suchas the National Research Council’s Disasters Roundtable and interacts with many other organizations atnational, State and local levels.


Venezuela, Bolivarian Rep of (in Spanish)



Description:La República Bolivariana de Venezuela cuenta con un basamento jurídico amplio, donde se involucra laReducción de Riesgo de Desastres (RRD), partiendo de la Constitución de la República Bolivariana deVenezuela (CRBV), que establece en el artículo 55 que: “Toda persona tiene derecho a la protección porparte del Estado, a través de los órganos de seguridad ciudadana regulados por ley, frente a situacionesque constituyan amenaza, vulnerabilidad o riesgo para la integridad física de las personas, suspropiedades, el disfrute de sus derechos y el cumplimiento de sus deberes.”, el artículo 156: “Es de lacompetencia del Poder Público Nacional, Num.9: El régimen de la administración de riesgos yemergencias.”, y el artículo 332, que señala la creación de la Organización Nacional de Protección Civil yAdministración de Desastres. Asímismo, esta política de protección se aborda en otros instrumentosjurídicos como: la Ley Orgánica sobre Estado de Excepción, la Ley Orgánica de Seguridad de la Nación, laLey Orgánica de la Fuerza Armada Nacional Bolivariana, la Ley Orgánica para la ordenación delTerritorio,el Decreto con Fuerza de Ley de la Organización Nacional de Protección Civil y Administraciónde Desastres, la Ley Orgánica del Ambiente, la Ley Orgánica del Turismo, la Ley de Bosques y GestiónForestal entre otras leyes orientadas a la RRD. Asímismo, Venezuela cuenta con la Norma COVENIN1756-2001, Norma Sismorresistente, la cual regula la construcción de edificaciones.

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Hasta el año 2009 se contaba con la Comisión Nacional de Gestión de Riesgo que tenia como objetivoimpulsar la formulación de políticas, estrategias y planes nacionales, sectoriales y territoriales en el campode la Gestión Integral de Riesgos. Dicha Comisión fue derogada por la Ley de Gestión Integral deRiesgos Socionaturales y Tecnológicos, aprobada en la Gaceta Oficial No 39.095, con este instrumento selogrará incluir la gestión integral de los riesgos socionaturales y tecnológicos en todas las instancias delPoder Público y a los particulares, con el fin de reducir los riesgos en todo el territorio nacional y generarcapacidades para afrontar las emergencias y los desastres.

La Dirección Nacional de Protección Civil y Administración de Desastres (DNPCAD), como ente rector ycontralor en materia del riesgo de desastres y articulador y coordinador del Sistema Nacional deProtección Civil y Administración de Desastres, se encuentra estableciendo los lineamientos para todoslos actores que conforman este sistema, tanto en el ámbito público, privado, como a las comunidades, quepermitan determinar, valorar, estratificar y analizar los riesgos, en función de implementar todas lasmedidas para la RRD.

Context & Constraints:Comprometer a los actores públicos, privados y ONGs involucrados en la materia, principalmente los dealto nivel político en el ámbito Nacional, Estadal y Municipal, para el cumplimiento de lo establecido en lasleyes y en las políticas dirigidas a la RRD.

Promulgar instrumentos jurídicos, tales como leyes, decretos, reglamentos, entre otros, para darcumplimiento a los lineamientos establecidos en la CRBV y leyes orgánicas referente a la RRD.

Divulgar y difundir estos marcos nacionales, para fortalecer la implementación de accionesinterinstitucionalmente que conduzcan al fortalecimiento del país en la materia de Reducción del Riesgode Desastres.

Sancionar el incumplimiento de la normativa legal referente a la RRD.

Adecuar la legislación para abordar el tema de los cambios climáticos.



Description:La mayoría de las instituciones cuentan con presupuestos ordinarios para el desarrollo de actividadespropias de su sector, más no están destinados exclusivamente a la RRD y no son adecuados paraimplementar planes y actividades, relacionados con la materia. Sin embargo, algunas de las institucionescontemplan implícitamente la variable riesgo, ya que se rigen bajo normativas nacionales e internacionalespara el cumplimiento de sus funciones.

El Estado ha designado recursos económicos para la RRD en localidades donde se llevan a cabo trabajosde reconstrucción, a través de un fideicomiso asignado a los proyectos propuestos por los representantesestadales y aprobados por las autoridades Nacionales, en el marco de la antigua Comisión Nacional deGestión de Riesgos.

La Dirección Nacional de Protección Civil y Administración de Desastres cuenta con recursos orientados aestablecer estrategias dirigidas a la RRD, al preparar a las comunidades para enfrentar emergencias y

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desastres en sus diferentes fases y etapas

Organizaciones No Gubernamentales, como Caritas y Cruz Roja de Venezuela a través del V Plan deAcción de DIPECHO (Preparación de Desastres de la Oficina para Ayuda Humanitaria de la ComisiónEuropea) así como CESAP, han destinado recursos para la ejecución de acciones orientadas a la RRD, anivel de las comunidades.

Context & Constraints:Incluir la variable riesgo en la formulación de planes, programas y proyectos de desarrollo, en los distintosniveles administrativos de las instituciones públicas, privadas y ONGs en el ámbito nacional, estadal ymunicipal.

Disponer de recursos financieros exclusivos y adecuados en los presupuestos ordinarios para implementarplanes nacionales, estadales y municipales orientado a la RRD.

Sensibilizar a la alta gerencia de las instituciones públicas y privadas sobre la importancia y necesidad deasignación de recursos para la RRD.

Establecer a través de un marco jurídico la contribución económica de las empresas públicas y privadas aun fondo para impulsar la RRD.



Description:El artículo 70 de la Constitución de la República Bolivariana de Venezuela establece los medios departicipación y protagonismo del pueblo en ejercicio de su soberanía, como los consejos comunales,enmarcados en la Ley de los Consejos Comunales, la cual promueve la participación de la sociedad através de la organización comunitaria.

En relación a la autoridad local, la institución que ejerce la rectoria en RRD es la Dirección Municipal deProtección Civil y Administración de Desastres, la cual sigue los lineamientos del Alcalde y cuenta con unaasignación presupuestaria para el desarrollo de sus actividades.

Las Direcciones de Protección Civil y Administración de Desastres, a nivel estadal y municipal, haninvolucrado a las comunidades, en la RRD, a través del proyecto "Capacitación a las comunidades enautoprotección, prevención, mitigación y atención de eventos adversos (CAPCOMEA)" y han promovido laconformación de comité comunales de Protección Civil.

Caritas, Cruz Roja de Venezuela y CORPOVARGAS en sus programas han incorporado activamente a lascomunidades organizadas, con la conformación de brigadas comunitarias para la RRD.

A través de la LOPCYMAT, se han conformado los comités de seguridad y salud laboral, donde lostrabajadores participan en la Reducción de Riesgo laboral.

Context & Constraints:Promover la participación de las comunidades en la identificación de amenazas, vulnerabilidades o riesgosdel entorno en que interactúan, con el fin de implementar medidas que reduzcan las condiciones de riesgode desastres.

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Promover y fomentar la participación activa del Estado en la Reducción de Riesgo Laboral, a nivel público,en el ámbito nacional, estadal y municipal, a través de la conformación de los comités de seguridad ysalud laboral.

Fomentar, a través del trabajo articulado entre distintos actores, la formación de multiplicadores, a nivelnacional, en materia de RRD, con el fin de mejorar la conformación de los comités comunales deProtección Civil en el país, que sean capaces de identificar zonas de riesgo y ejecutar soluciones.



Description:La CRBV establece en el artículo 332 la creación de la Organización Nacional de Protección Civil yAdministración de Desastres, cuyo esquema integra a todos los actores claves en la reducción de riesgosde desastres; asimismo el Decreto con Fuerza de Ley de la Organización Nacional de Protección Civil yAdministración de Desastres, en el artículo 6, establece que dicha Organización "Promoverá la articulaciónde estructuras, relaciones funcionales, métodos y procedimientos, que garanticen la integración ycoordinación de acciones entre los órganos de los poderes públicos nacional, estadal y municipal, laparticipación continua de las organizaciones que conforman los sectores económicos, sociales y técnicos,así como de las organizaciones no gubernamentales.”

Los objetivos de la ONPCAD están se encuentran en consonancia con la lineamientos establecidos por laEIRD, para la implantación de las Plataformas Nacionales. En el año 2005, una vez adoptado el Marco deAcción de Hyogo, el Estado venezolano fortalece su ordenamiento jurídico en materia de RRD, y a partirde noviembre del 2007, con el apoyo de la Estrategia Internacional de Reducción de Desastres, laDirección Nacional de Protección Civil y Administración de Desastres efectuó la primera reunión de laPlataforma Nacional e inició la consolidación de este mecanismo, con la participación de muchos actoresque hasta ese momento no se involucraban con la RRD.

Context & Constraints:Consolidar la Organización Nacional de Protección Civil y Administración de Desastres, a fin de lograr laarticulación sistemática de los actores sociales en la reducción de riesgos de desastresl.

Definir una agenda de actividades para la Organización Nacional con el fin de establecer los lineamientosa seguir para la reducción de riesgo de desastres en el marco de la Plataforma nacional.

Definir un Plan de Trabajo para la Plataforma Nacional, estableciendo las prioridades del país, en materiade RRD.

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Asia

Bahrain (in English)



Description:••Institutional Commitment and Policy in Principle, is in place through:oPrime Ministerial Degree No.28 of May 2006, establishing the National Committee for DisasterManagement (NCDM).oThe third track of the publicised Strategy of the Ministry of the Interior (responsible for coordination ofRisk, Crisis and Consequence Management) which reads: “Develop and Coordinate a Strategy of NationalResilience to Detect, Prepare for, Prevent, and if necessary respond to and Recover from all Risks andchallenges that might effect the welfare and wellbeing of the Nation and its people, thus ensuring PublicProtection.”•The NCDM acts as the focal point for this coordination under the MOI, Chief of Public Security.•A two year framework “Action Plan” is in place.•A revised system of top management oversight is under active consideration.

Context & Constraints:•The major challenges to be faced are:oA new Law encompassing both Prevention and Mitigation of Risks and Contingency Management is notyet in place, but is being drafted under the direction of the NCDM.oThere is no National Integrated Policy in place encompassing all sectors, nor are explicit responsibilitiesdefined for all levels of Government. As a result cooperation and coordination is not as close as it shouldbe.oIndividual Ministries and Agencies carry out functions - but not in a coordinated National way.



Description:•Resources (Funding) are made available but on an “ad hoc” basis.•However, good physical resources are in place such as a modern National Emergency Control Centre;Emergency Services Response Vehicles and equipment are also state-of-the-art.•Funding will be made available in the event of major emergencies. (See Core Indicator 3 of HFA Priority5)•NCDM will coordinate funding issues with all involved and give support to justified requirements (Singleand Multi - Agency) for funding for all areas.

Context & Constraints:•Systematic (budgeted) Funding for DRR is required rather than “ad-hoc” arrangements.•A central formal Emergency Fund should be emplaced

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Description:•Bahrain is a small Country (both Geographically and by Population). There is a very close link betweenMinistries, Municipalities and Communities which eliminates considerable bureaucracy experienced bylarger Nations.•There are regular community participated events relating to safety awareness and provision of safetyequipment to localities organised by the Civil Defence, supported by the relevant Governorate. Theseevents include:oVisits by students to their local Fire Stations.oProgrammed visits to universities schools and community centres to spread fire prevention and safetyawareness.oVolunteers training on fire prevention and safety is conducted by NGOs.oProgrammed lectures to communities on hazard associated with social and religious activity.

Context & Constraints:•Whilst much is being done on the Fire Safety side, this does not migrate to all risk areas.•Inadequate resources to meet the rapidly rising population and industrial development/growth.•Improvements can be made through Governorates encouraging local industries/business community tosupport community based programs.•Much will be overcome, once the National Platform is identified and functional.



Description:•Focal Point Established under Prime Ministerial Decree - NCDM Committee. (See Core Indicator 1)•Expertise of UK Emergency Planning College utilised to identify risks in different sectors. •All involved Agencies to make up a National Platform being identified.•Risk Managers of all involved agencies being nominated. All will participate in centralised trainingcoordinated under the NCDM.•Two Year Plan in place. This will ensure the Platform is fully functional.

Context & Constraints:•Being a new Framework and awaiting comprehensive revised legislation (under process), it is anticipatedthat challenges will be faced in coordination and integration due to the large number of participants.•With sufficient dedication and resources, in time these will be overcome under the coordination of theNCDM.•It is essential that the National Platform be driven by top leadership to ensure cooperation at all levels.This will involve:oReactivation of the Civil Defence Council (CDC).oA review of the management mechanism and structure above the CDC.

Bangladesh (in English)

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Description:The Mandate of the Ministry of Food and Disaster Management and its agencies is widened with therevision of its Allocation of Business considering the current national, regional and global disastermanagement priorities that has already been approved by the Secretarial Committee for AdministrativeManagement. During the reporting period, existing national legal framework and polices were revised in thecontext of current trend and nature of disaster and in the light of national priorities (goal 1-3), throughmulti-stakeholder consultation at local and national levels. A final draft of the National DisasterManagement Act is already submitted for approval process. Similarly, a National Disaster Managementplan awaits approval from the cabinet. Standing Order on Disaster Management, which is the keyadministrative tool for roles and responsibility of various government functionaries at local to national level,also being updated incorporating DRR elements focusing multi-hazard context. As a first step, a number ofsectoral plans (agriculture, water, livestock, fisheries and handloom etc) have been revised incorporatingDRR elements.

Context & Constraints:Introducing DRR culture and practices takes time to replace age-old relief culture, though much has beenachieved. Therefore, revision of existing legal framework requires acceleration of common understandingand shifting mindset.



Description:There is an increasing trend of revenue allocation and expenditure in the area of disaster management,which continued throughout the reporting period. Natural Disaster Risk Reduction Fund established in 2004from government revenue budget continued in the same period, which reached to an average annualallocation of USD 12 million. GoB also established specific programme to reduce seasonal unemploymentin specific 12 food insecure districts. In mid 2008 GoB has launched a new national-scale 100 daysemployment generation programme with a total portfolio of around USD 300 million. For disaster riskreduction and climate change adaptation GoB has declared a billion climate change fund with a totalannual allocation of round USD 45 million. Under the CDMP initiative of the MoFDM USD 3.2 million werespent to implement small scale community level risk reduction projects involving NGOs and local leveldisaster management committees. A good number of DRR projects were implemented in this reportingperiod by the NGOs with external support.

There has been an increasing commitment for resources from various development partners i.e. DFID,DANIDA, EC, SIDA, the World Bank and UN agencies to support national DRR initiatives. At the sametime, more number of donors are increasing their engagement on DRR.

Context & Constraints:However, allocated resources are far from adequate in the highly populous country with multiple hazards.The potential to utilise various resources allocated under different various ministries and departments

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needs to be explored. Often, limited coordination in funding allocation (by different government andnon-government sources) limits optimisation of available resources.



Description:Country has made good progress in mobilising capacity of the vulnerable people including women andpersons with disabilities in DRR through their active participation. Around 200 CRAs, 4000 LDRRFcompleted and 30000 DMC members, journalists and civil society members have received training onDRM. This resulted in various actions planned by the GoB and NGOs at community level. However, keychallenge remains decentralised decision making and resource allocation. The revised SOD may mostlikely to unlock that potential. There are initiatives to strengthen local government system with support fromdevelopment partners. GoB established a commission for strengthening local government, which hasproposed a plan to incorporate DRR.

Context & Constraints:Overall effort to strengthening decentralised planning oppose to a historical centralised planning anddecision making required further acceleration. The capacity of the local government bodies to plan DRRremains a challenge



Description:The country has a long tradition to work in multi-sectoral and multi stakeholder environment and culture,which has been reflected in the SOD. National Advisory Committee is the national multisectoral platform forDRR which needs be activated, as embodied in the draft Act.

Context & Constraints:The roles and functions of the said committee in relation to DRR are not well-defined.

Cambodia (in English)



Description:Since NCDM established in 1995, NCDM has tried its best in collaborating with local, international andregional partner agencies to implement the disaster risk reduction measures at all levels, especially, atcommunity levels. Since 2001, NCDM developed a draft National Emergency Management Policy (NEMC)and currently, NCDM is developing a National Disaster Management Bill (NDMB) with actively participatefrom its line ministry members.

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The formalization of National Emergency Management Policy and National Disaster Management Bill arethe fundamental steps towards strengthening the disaster management process throughout the country.The documents provide a comprehensive approach to disaster management that considers the entirerange of possible disasters that could occur, as well as outlining the national disaster managementframework required before, during and after emergency situation. As the Committees for DisasterManagement become operational at all levels of Cambodian society. In this respect, the documents willserve as a foundation from which to build an efficient and effective process for disaster management.

Context & Constraints:The government of Cambodia, with technical and financial supports from NGO’s and other agencies, hasbeen actively supporting the initiatives to reduce people’s vulnerability to hazards at both provincial anddistrict levels. However, there are other gaps that highlight general weaknesses in national capacitybuilding as well as organizational coordination and planning for better prevention, preparedness andmitigation for hazards in the country. Some identified gaps are as follows:

>With financially and technically support from partner agencies, NCDM drafted a National EmergencyManagement Policy (NEMP). Due to the insufficient support, the draft has not been finalized.>NGOs are playing active roles in implementing disaster risk reduction at all levels in Cambodia,especially at provincial, district and community levels. The government agencies are providing coordinationand facilitation to those partners. So it is still not become a strong institutional and systematic mechanismin disaster risk reduction which government agencies play lead roles and national policy and legalframework and the national government is not efficiency in comprehensive overview strategy on disastermanagement. >The NCDM is still partly integrated into the government’s national administrative and budgetary structure:There is no regular budget allocation for the implementation of training and preparedness activities.

Recommendations to Overcome:

>National policy and legal framework on disaster management will help to ensure substantial andcomprehensive achievements of the disaster risk reduction in the country. So, the drafts of NationalEmergency Management Policy and Disaster Management Bill shall be reviewed and finalized. While thepolicy developed, there will be needed to widely disseminate and mainstream into the institutional policiesand programmes. >Overall capacity of NCDM to develop and implement disaster management bill has been seen as onearea that need to be strengthened.



Description:There are some available resources for disaster risk reduction plans in the county, but the resources aremainly borne by partner agencies, who are working on disaster risk reduction in the country. They are:ADPC, MRC, LWF, CWF, Concern Worldwide, Care International, World Vision, ZOA, Action Aid, CRC,Oxfam GB, Oxfam America, Oxfam Australia, DCA, Save the Earth and other local NGOs etc. The partneragencies are funded by funding agencies, including ECHO, GTZ, World Bank, ADB, AusAID, USAID,OFDA and others.

The government also allocated some fund, but it could only be utilized for emergency relief and response

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operation when the disaster occurred.

Context & Constraints:>The level of progress on disaster management in the country is limited due to many factors contribute to,including:oDisaster management is not become a systematic and institutional mechanism due to DisasterManagement Offices at all levels are not become the institutions which enable them to have their ownbudget for ensuring their programmes implementation and functionsoDM is not institutionalized.oCapacity of institutions at all levels are limited in terms of human resources, administrations, and financialresources for ensuring their functions

Recommendations to Overcome

•Strengthening institutions at all levels enable them to institutionalize disaster management into sectorsand mobilize resources to ensure their functions and mechanism on disaster risk management.•Strengthening capacities of institutions at all levels enable them to manage and implement the policies,and legal framework on disaster risk management and disaster management.



Description:There is much encouragement and empowerment of participation and decentralization of community,including identifying and analyzing problems, needs, decision in planning and implementing disaster riskreduction, development planning and other areas. There are also encouragement of participation fromdifferent groups, such as vulnerable groups, woman and children groups, the rich and poor, religions,development sectors and social sectors.

Context & Constraints:>There many projects/ programme aiming of encouragement of participation and empowerment ofcommunity and authorities, but delegation and resources are limited. The authorities are considered asonly providing the facilitation roles to the projects/programmes implementation but not the keyimplementers at local levels. So, while the project phased out there are some concerns of sustainabilityand ownership to keep momentum of projects/programmes for longer term.

>Even though, many projects or programmes are operating and implementing at community level, but thecapacity of communities and authorities on disaster risk reduction are still limited at all levels, caused byinadequate initiative of establishment of sustainable mechanisms, for example, building up the core groupsor group of trainer to ensure the long run of training. Besides, it is insufficient decentralizations anddelegations to community and authorities to undertake the longer term projects or programmes>The disaster management works are more active and proactive only in the coverage areas of partneragencies, but there are no move in other disaster prone area where do not have presence of disastermanagement partner agencies.


- To ensure the subsistence and comprehensive achievement of disaster management for all levels, theinstitutional strengthening of disaster management offices are needed.

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- Capacity strengthening of institutions at all levels is required. National Disaster Management Secretariatshave to play the lead roles in enhancing the capacity of sub-national levels and provide technical guidanceand support in implementing the policy and legal framework on disaster management in the country.- NCDM needs to coordinate and lead in incorporation of DRR into national development plans andstrategies (i.e., CMDG, NSDP, NPRSP, rectangular strategy) as a cross-cutting development issues. - To encourage community ownership and continuation of programmes, the partner agencies need topresent clear and transparent exit strategies.



Description:To ensure the effectiveness and efficiency of emergency relief and response operation, NCDM hasestablished multi-sectoral working group. The working group composed of government ministries, NGOs,humanitarian agencies, UN agencies represent by WFP in the country and international agencies.

To address the implementation of the HFA in Cambodia, recently the National Committee for DisasterManagement (NCDM) and Ministry of Planning (MOP) established an inter-institutional task force tospearheaded the formulation of a “Strategic National Action Plan for Disaster Risk Reduction 2008 – 2015”(SNAP) for the Royal Government of Cambodia (RGC). Technical assistance was provided by the AsianDisaster Preparedness Center (ADPC) with funding support from the United Nations International Strategyfor Disaster Reduction (UNISDR) and the Disaster Preparedness Programmes of the EuropeanCommission Humanitarian Aid Department (DIPECHO). The compositions of national inter-institutional taskforce is attached.

Context & Constraints:It is a great initiative of establishment of the multi-sectoral working groups. It is also a good opportunity tomobilize the joint efforts from different actors. However, there are some critical challenges of the workinggroups are not well functioning, due to lack of management mechanism and appropriate planning andresources.


•The multi-sectoral working groups are the factors and catalysts. They will be functioned unless theappropriate management mechanism and planning are in place.• The roles and responsibilities of the working group are needed to define clearly

India (in English)



Description:India has developed its National Disaster Management Framework long back in 2004 .Following it acomprehensive Disaster Management Act was enacted in 2005 and the draft national policy is also on

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anvil.The DM Act promotes adoption of a holistic and coordinated approach towards disaster risk reduction.It provides the legal framework for disaster management and explicitly states the roles and responsibilitiesof the designated authorities and departments at national, state and district level towards disasterpreparedness, response and mitigation. Disaster Management Institutions have been established atnational, state and district level with highest political leadership at the national and state level and activeinvolvement of the local self government at the district level. Efforts are also being made for creation ofdedicated fund for disaster response and mitigation at different levels.The requisite mechanism formainstreaming disaster risk reduction has been laid down and every ministry of the central and stategovernment has been assigned responsibilities to address the agenda. There are other legislations existingin the country which also play a significant role in reducing disaster risks. Example may be given ofManufacture, Storage and Import of Hazardous Chemicals Rules 1989 (MSIHC) and the ChemicalAccidents (Emergency, Planning, Preparedness and Response) Rules, EPPR) 1996 (under theEnvironmental Protection Act, 1986.These legislations make it mandatory for industrial units handlinghazardous and chemical materials to prepare Onsite and Offsite Plans for effectively tackling of anyemergency arising out of industrial and chemical disasters. The Coastal Zone Regulations under theEnvironmental Protection Act, 1986 also plays an important role in reducing the environmental and disasterrisks in the coastal areas by providing blanket restriction on all activities in the environmentally fragileareas. Such activities like industries, disposal of hazardous substances, fish processing, effluent discharge,land filling, land reclamation, mining, harvesting ground water, construction and landscape alteration arebanned within any coastal regulated zone with a few exclusive exceptions.

Context & Constraints:Although the legislative back up for disaster risk reduction exists in the country, there is a need tostrengthen the implementation mechanisms for risk reduction initiatives at all levels through appropriatecapacity building, putting in place efficient delivery mechanisms, quality control measures, audit andassessment systems. There are variances in capacity at state and level below to implement disaster riskreduction initiatives which poses a challenge. The existing mechanism for integration of disaster riskreduction considerations into the ongoing development plans /schemes need to be strengthened and it isexpected with increasing understanding of risk management dimensions, improved tools andmethodologies for risk reduction will evolve.



Description:There is an increasing trend of revenue allocation and expenditure in the area of disaster risk reduction inrecent period. For post disaster immediate relief and response Calamity Relief Fund (CRF) and NationalCalamity Contingency Fund (NCCF) are available. There are several individual schemes and programmesof different ministries which have inbuilt disaster risk reduction elements and the investments made underthese programmes contribute significantly towards reducing disaster risks. The 13th Finance Commissionof Government of India has convened a study on disaster funding mechanisms in India to providerecommendations on constitution of dedicated funds for disaster response and mitigation. There has beenalso increasing commitment for resources from various development partners like World Bank,AsianDevlopment Bank and United Nation’s Development Programme to support national DRR initiatives.Several Civil Society Organizations are also implementing small scale disaster risk reduction projects.

Some of the key programmes being implemented by Government of India which contribute towardsDisaster Risk Reduction are as follows:

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The National Disaster Management Programme. Capacity Building Programmes on earthquake risk management for architects and engineers (2004-2010). National Scheme on Revamping of Civil Defense. Special Scheme on upgradation of National Civil Defence College .Disaster Risk Management Programme with financial assistance from United Nation DevelopmentProgramme. Upgradation of fire services in states and union territories across the country. Disaster Management Support Programme .India Meteorological Department Modernization Programme. Jawaharlal Nehru Urban Renewal Mission.National Rural Employment Guarantee Scheme.National Watershed Development Projects for rainfed areas. Special Central Assistance to the State plan Scheme on Watershed Development Project in shiftingcultivation areas in north east states.

Context & Constraints:Competing priorities of the national and state governments create challenges to mobilise dedicatedresources for disaster risk reduction or mitigation. Also Mitigation projects which essentially aim at reducingrisks have longer gestation periods and often associated with operational and implementation hurdles.TheDisaster Management Act emphasizes on integration of disaster risk reduction elements into the relevantongoing development programmes.The National Executive Committee and the State Executive Committeewhich are statutory bodies constituted at the national level and state level under the DM act monitor,coordinate and give directions to the respective ministries and departments in this regard.



Description:The 73rd and 74th amendment of the Constitution is a milestone in the process of democraticdecentralization in India. The Act specifies that the responsibility for taking decisions on variousdevelopment activities at the grassroot level which affect people’s lives directly would rest upon the electedpeople themselves. The Panchayati Raj Institutions /Municipal bodies have been given permanency asentities of local self governments with financial power and specific role in planning for economicdevelopment and social justice for the local area. The Panchayati Raj Institutions (PRIs) in India havedeveloped certain critical strengths and they have been established at all three levels ie district, block andcluster of villages. In many states PRIs have been actively involved in disaster preparedness and responseactivities. In addition the Disaster Management Act of India specifies the functions of these local authoritiesand the elected representative of the district level panchayati Institution (Zilla Parishad) has been assignedthe role of Co-chairperson of the District Disaster Management Authority (DDMA). It is envisaged that withmore active involvement of the Panchayati Raj Institutions in disaster management there will be increasedopportunity to include people’s interest and ensure their participation in decision making and risk reductionplanning. The act also emphasizes to involve the nongovernmental as well as community based socialwelfare organizations to carry out various disaster preparedness and risk reduction activities at thegrassroot levels.The newly established DDMAs will prepare the District Disaster Management Plans inconsultation with the above mentioned decentralized entities which derive authority from the community.

Context & Constraints:At present the 11th schedule of the constitution which enlists 29 subjects for which panchayats will beresponsible for planning at the local level does not include disaster management specifically. Howeverthere is tremendous scope existing at the local level to integrate disaster risk concerns into development

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planning through panchayats. The challenge lies in ensuring greater involvement and commitment of thestate governments in delegation of power and resources to the panchayats for disaster risk reduction as itis a state subject. There is also a need to enhance the capacity of the panchayat functionaries tounderstand the linkages that exist between sustainable development and disaster risk reduction.



Description:The National Disaster Management Authority constituted under the Disaster Management Act to a largeextent hosts a national platform for disaster risk reduction. The National Executive Committee which is anational multi sectoral platform assists NDMA in performing its functions. It is a statutory body and hasrepresentatives from key sectoral ministries. The National Authority is responsible for laying down policiesand develop guidelines to be followed by different ministries at the national and state level for integratingDRR into development plans. Although other stakeholders like civil society organisations and academia arenot formally a part of the National Executive Committee,NDMA interacts and consults with civil societyorganisations for framing policies on DRR.NDMA has also constituted hazard specific advisory committeesto develop guidelines for disaster mitigation planning.

Context & Constraints:the key challenge in India is to ensure that there is a continued commitment from all stakeholders towardsdisaster risk management and its integration into the development policymaking and planning at all levels.It is important to adopt a holistic approach towards disaster risk reduction planning and address it throughintensive consultations with various stakeholders, advisory committees and thereby take appropriate policydecisions. Since India is a large country and disaster management is primarily dealt by state governments ,state level multi sectoral platforms for DRR also need to be established.

Indonesia (in English)



Description:Indonesia has enacted Law No. 24 Year 2007 on Disaster Management. The law was formulated throughthe initiative right of the National Legislature (DPR) and supported by the civil society through the Coalitionfor the Draft Disaster Management Law initiated by the MPBI (Indonesian Society for DisasterManagement). The law was passed in Jakarta on 26 April 2007 and registered in the State Bulletin of theRepublic Indonesia Year 2007 Number 66.

Law No. 24/2007 brings about a shift of paradigm in disaster management in Indonesia. The first is thechange of view from disaster management with a focus on emergency response to risk management. Second, disaster management is realization of the people’s basic right to protection. Third, disastermanagement is the responsibility of all parties, not only the government. Thus, disaster management thatused to be solely in the government’s domain is presently moved into the domain of the multi-stakeholders.All spectrums of disaster management from the policy, institution, coordination and mechanism have to

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involve the roles of the civil society and the private sector.

Law No. 24/2007 has been followed by several regulations: 1.Government Regulation of the Republic of Indonesia Number 21 Year 2008 on the Conduct of DisasterManagement2.Government Regulation of the Republic of Indonesia Number 22 Year 2008 on the Funding andAdministration of Disaster Aid 3.Government Regulation of the Republic of Indonesia Number 23 Year 2008 on the Participation ofInternational Agencies and Non-government International Agencies in Disaster Management 4.Presidential Regulation No. 8 Year 2008 on the establishment of the National Agency for DisasterManagement (Badan Nasional Penanggulangan Bencana/BNPB) and Local Disaster ManagementAgencies5.Minister of Home Affairs Regulation No. 46/20086.Head of BNPB Regulation No. 3/20087.Minister of Home Affairs Circular Letter on the Acceleration of the establishment of Government WorkUnit (SKPD)8.At local levels, many provinces and districts have passed Local Regulations on DM, detailing the clearresponsibilities of each different government level.

National Action Plan for DRR 2006 – 2009 has also been developed and has become reference fornational and local government, as well as other stakeholders, in undertaking the implementation of DRR. National Action Plan has alos become as the compliments for National Medium Term DevelopmentPlanning (RPJMN) 2004 – 2009.

Context & Constraints:There are four key challenges faced by the Government of Indonesia. The first is to ensure thesynchronization among the existing regulations and institutions, so that coordination mechanism and effortto integrate the implementation of disaster risk reduction activities could be realized. The second challengeis to ensure coordination of the interaction and communication among the relevant multi-stakeholders inpromoting common understanding, togetherness, consensus and commitment in the planning andimplementation of DRR activities. The third is to ensure the availability of sufficient capacity in terms ofinstitutional capacity, human resources and funding sources, that could be utilized in the implementation ofdisaster risk reduction initiatives. The fourth challenge is related to the effort to ensure a consultativeprocess, the involvement or participation of the community in DRR activities. It is also expected thatconsultation process will be built between the central and local governments. Many kinds of communicationand information media need to be developed to raise awareness and understanding of the communities onthe importance of disaster risk reduction, through many different forums to gain aspirations and views onpre-, during and post disaster situations.

To solve the above-mentioned challenges, several efforts can be done, among others, by optimizing thefunctions of the National Agency for Disaster Management in line with its mandate as stipulated by Law No.24/2007 on Disaster Management, and by enacting regulations and relevant guidelines that are formulatedjointly with the relevant stakeholders in a participatory and consultative manner. To ensure synchronization,coordination and proper consultative processes, efforts will need to be done to socialize Law No. 24/2007on Disaster Management, its ancillary regulations and relevant guidelines. In addition to that, commitmentand seriousness will need to be increased among implementing agencies members of the forum orplatform committed to implement disaster risk reduction by mainstreaming disaster risk reduction aspectsinto development planning. For that purpose, training will need to be devised to build capacity inmainstreaming disaster risk reduction, both for institutions at the central level and local level.

In addition, since DM and DRR concept within the context of national and local development and theestablishment of DM national and local agencies are relatively new, division of authority and function ofrelevant stakeholders still require to be further clarified.

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Description:There has been some progress in the implementation of disaster risk reduction programs, but theavailability of financial resources to carry out DRR plans and activities at the different government levelswill still need to be increased. Disaster risk reduction needs further advocacy in order that it can becomedevelopment priority and enter the national and local budgets with clear budget item.

Budgets for disaster management in most departments and local governments generally are allocated forresponse/emergency activities. Many disaster risk reduction activities implemented by the differentstakeholders have not been built on the same framework, so that the implementation is more or lesssectoral in nature, not structured and not integrated. This has made it difficult to allocate special resources,i.e. human resources, financial resources or physical resources that are sufficient at all levels ofgovernment, in line with the situations and conditions of every region.

Resources for disaster management in the civil society usually come from international assistance, donoragencies, the government or the people’s own resources that are collected through the help of mediacampaign or humanitarian agencies. Actually there are still many untapped resources due to the minimalsocialization to the community on how to mobilize resources for disaster risk reduction programs andactivities. Moreover, many parties from the private sector have started to be involved in disastermanagement, particularly through their Corporate Social Responsibility (CSR) programs, but the majoritystill too much preoccupied with emergency response and they are meant more not to alleviate the people’ssufferings but to promote their visibility. If these CSR programs also hold “risk management” paradigm,they can contribute significantly in increasing the availability of special resources needed for disaster riskreduction activities.

BNPB is on the way of developing a disaster data and information system (called the DIBI) that can beused in planning DRR activities. In order that the regions can benefit from the system, sufficient financialand human resources will be needed.

Context & Constraints:Indonesia still faces some challenges in earmarking disaster risk reduction budgets in the national andregional budget (APBN/APBD) allocations. There are many disaster risk reduction plans and activities thatare not integrated, systematic and coordinated, and confusing for parties interested in contributingresources. Besides, the absence of mechanism or technical implementation guidelines for resourcemobilization and the use and distribution of assistance from donor agencies has also obstructed efforts toensure the availability of resources for disaster risk reduction activities.

To ensure the coordinated, systematic and integrated conduct of disaster risk reduction plans andprograms, efforts will need to be done to increase the capacity to formulate Disaster Management Plans. Awareness of the importance of mainstreaming disaster risk reduction into development plans has to beraised in all levels and sectors. It is expected that by way of this systematic mainstreaming of disaster riskreduction, special resources required for the planning and implementation of disaster risk reductionactivities could be made available and allocated sufficiently.

Furthermore, since the coordination among DRR stakeholders at national and local level still needs to bestrengthened, the planning, implementation, monitoring and evaluation system for the implementation ofDM and DRR policy must be enhanced so that the implementation of DRR can bring more positive

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impacts. One of the required systems is one that has the accountability principle to ensure the utilization ofnon-government funding can be accountable.



Description:Regulation wise, decentralization that promises to transfer “duties and functions” from the centralgovernment to local governments has been regulated through Law No. 32 Year 2004. However, this hasnot been balanced with decentralization or delegation of authorities and resources, which actually is verymuch needed by the local authorities in order that they can perform their functions well.

Decentralization of resources to the local level has not been done in a proper way. Much of the existingresources is still pooled at the national government, so that at the local level there is only very limitedcapacity for risk reduction, particularly the capacity to assess the root causes of the local people’svulnerability.

The civil society in Indonesia has participated substantially in discussions related to various differentaspects of disaster risk reduction, through many community-based forums. Also, many preparednesstraining programs have also been conducted, involving all relevant stakeholders from the grassroots levelall throughout Indonesia. However, these activities tend to be not coordinated, not integrated andunsystematic.

In Indonesia areas that often implement disaster risk reduction efforts are mostly those that haveexperienced major disasters or areas that are prone to disasters that may bring huge impacts. Awarenessof the importance of disaster risk reduction usually grows in such areas and among the stakeholders livingin those areas. At the local level several DRR stakeholders, together with national-level actors, launchcampaigns for awareness raising on Disaster Risk Reduction day. At the national level, many differentstakeholders also engaged in a collaborative venture to commemorate this Disaster Risk Reduction daythrough a series of relevant activities.

Context & Constraints:One of the challenges is the difficulty in obtaining data and information required by the stakeholders fromthe civil society and the private sector to plan and develop disaster risk reduction activities. There is nocomprehensive data and information available; they are not up-to-date and there are often several versionsof data coming from different sources.

The absence or lack of delegation of authority at the local level also confuses many disaster risk reductionactors in integrating their activities into local government’s disaster risk reduction plans and programs. Thecivil society and the private sector have not understood clearly what they could contribute in the field ofDRR. Meanwhile, to date the involvement of the media in disseminating information about DRR initiativesis still negligible.

To address the above challenges, effort will need to be done to coordinate the collection and processing ofdisaster-related data and information, so that the final result will not be confusing for the users and can beupdated regularly of relevant parties. In addition to that, since data and information constitute one of thefundamental components in the planning and implementation of disaster risk reduction activities, datastandardization, availability and accessibility should always be maintained. It needs to be ensured that thedata and information available is user-friendly and can be used easily by the community.

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As part of the effort to disseminate information on disaster risk reduction, collaboration will need to beestablished with the media to promote better understanding of DRR issues and encourage them to comeout with creative ideas to socialize DRR issues.

Furthermore, thre is a need to balance the administrative and financial decentralization (money followfunction) that is supported by clear disbursement mechanism as part of the accountability measures by theLocal Government. On this note, it is necessary to have a national strategy that will strengthen theparticipation and awareness of the public in enhancing its development in other areas, in alighment with theefforts to increase the capacity of Local Government for the provision of disaster related data andinvormation that can be used as consideration for policy making.



Description:Indonesia has wished to establish National Platform for Disaster Risk Reduction since it started toformulate the National Action Plan for Disaster Risk Reduction 2006-2009 in 2005. Since this issue couldnot become priority issue at that time, it was abandoned. In 2007 the issue was brought to the forth againin line with the socialization of HFA, that also touched the HFA progress review and the set-up of theNational Platform for DRR (Planas PRB). The socialization process reaches out to many differentstakeholder groups, including the government, the civil society, the university/academics, the internationalcommunity, the media and the private sector.

In November 2008, with participation from the multi-stakeholders, the consensus to set-up the NationalPlatform for DRR was declared officially. The concept and form of the national platform were built in aparticipatory manner and involving all interest groups. Planas PRB, which becomes a forum forstakeholders in disaster risk reduction field at the national level, can support the government and the otherpartners in advocacy, coordination, consultation and analysis in DRR, and other relevant policy issues atthe national and international levels, in line with the Law No. 24 Year 2007 on Disaster Management.

Many disaster risk reduction forums or platforms have also been established all throughout Indonesia, forinstance the Disaster Mitigation Forum (Forum Mitigasi Bencana), University Forum (Forum PerguruanTinggi) for Disaster Management/Disaster Risk Reduction, Merapi Forum, Bengawan Solo Forum, andConsortium for Disaster Education and many other DRR forums/platforms at the provincial and district/citylevels.

Context & Constraints:The most crucial challenge for Planas PRB is to ensure that it can perform its functions as expected andmaintain an active and participatory membership in promoting disaster risk reduction issues in Indonesia. Also, since Planas PRB is new, efforts are still needed to build a coordination mechanism with existingforums, both vertically and horizontally. In view of the many issues still to be addressed in the field ofdisaster risk reduction, Planas PRB needs to prioritize its work programs, including effort to mainstreamdisaster risk reduction into the national development plan. Funds need to be allocated to support theactivities of Planas PRB.

As an initial recommendation, Planas PRB needs to immediately activate its secretariat. Also, themembership base need to be expanded and made more inclusive and participatory. Planas PRB needs toquickly establish itself as a forum for disaster-related stakeholders. Coordination mechanism that issystematic and functional needs to be built soon and source of funding considered.

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To enhance the function of Planas PRB, it is necessary to have clarity on the role and responsibility of eachstakeholder groups involved by using multisectoral approach. By doing so, each stakeholder groups will beaware of their role and responsibility in mainstreaming DRR into development, and also in integrating DRRinto other relevant policies/regulations, such as community empowerment, climate change and spatialplanning.

Iran, Islamic Rep of (in English)



Description:The Islamic Republic of Iran, in line with implementation of the Hyogo framework for action, has undertaken a wide range of activities in order to reduce the effects of disasters and implementation of disasterrisk reduction programs and projects at national, provincial and local levels. The main topics of theseactivities include legislation introduced and enacted in relation with disaster risk reduction such as: Theoverall policies of the system on” Prevention and Reduction of the Impact of Natural Disasters” endorsedby the supreme leader and the Act on the formation of disaster management organization of Iran anddevelopment of 50 related executive bylaws for this Act to be approved by the cabinet. The nationalstructure of the above mentioned law is mirrored at provincial and local level the aim of these organizationis to pave the way for implementing disaster the risk reduction activities in a more coordinated andcompressive manner and involves the most key players of disaster risk reduction in the country. It has ahigh level council chaired by the president of the Islamic republic of Iran. The organization is headed bydeputy interior minister for this purpose. The organization has its own annual budget line to be approved bythe Islamic Consultative assemble of Iran. A large number of guidelines, bylaws, standards, instructions,criteria's, regulations, have been developed regarding disaster DRR. We estimate the level of progress inregard withimplementation of Hyogo framework for action to be number 4 in ranking

Context & Constraints:One of the most important requirements for achieving the DRR is "good governance" this has manyFacets including greater transparency and accountability related to functions in disaster risk reductionand the risk management activities. The establishment of rule of law and the thoughtful, pragmatic andCareful selection and monitoring of policy choices is very important. There also needs to be specialAttention to the participatory role of women, private sector , NGOs , and the poor , to ensure thatimportant disaster risk reduction opportunities are not missed , and that the benefits of DRR andsustainable development are shared. Without doubt, the performance of disaster risk reductionmanagers and the satisfaction of citizens and their participation in activities of DRR will be higher if aCulture of teamwork, cooperation and participation is encouraged at all levels .the lack of teamworkBetween different stakeholders gives rise to delays, misunderstanding and inefficiencies in implementingNational plans. Adequate and sufficient consideration to these concerns by the decision makers can goa long way towards meeting the challenges of accountable public participation.



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5 - Comprehensive achievement with sustained commitment and capacities at all levels

Description:The National Disaster Management organization of Iran has started its activities at present ,theorganization has a dedicated budget line for disaster risk reduction and management .According to theannual budget Act, each year , Disaster Risk Reduction and Disaster Risk Management have a budgetline that must be approved by the Islamic consultative assembly of Iran .The forecast and estimation ofannual budget is made by the organization based on the plans and project that are proposed by nationaland provincial authorities .Distribution of funds is also made by NDMO. Being approved by the Parliamentof Iran, NDMO distributes budget among the entire provinces of the country for implementation of plansand projects proposed by various sectors and also for compensation of damages resulted from disasters.for the current Iranian year started from 21 March 2008 a total of 600.000.000 us $ has been allocated fordisaster reduction plans out of which about %2 is dedicated for research and studies on disaster riskreduction .In addition , due to an extreme drought that occurred this year in the country , the Parliament ofIran approved a budget of 2500.000.000 us$ for compensation of damages incurred by this unprecedentedphenomena .The government of the Islamic Republic of Iran allocates %1public budget of the country todisaster reduction and disaster management activities each year.

Context & Constraints:Iran is especially prone to major natural disasters. Earthquakes, floods, droughts and the like .Somedisasters, floods and droughts for example, have become more frequent and destructive partly becauseof global climate change, partly because of local environmental damage. And others , particularlyearthquakes, pose great threats owing to the high population concentration in major cities, three quartersof which are in potential major earthquakes zones .each more powerful than 7 on the Richter scale haveoccurred in Iran in the last century .while the probability of earthquakes is always high, the probability offloods has increased during recent decades and has affected more people than earthquakes .While Iranhas no control over increasingly intense rains caused , perhaps global warming , it can and must giveattention to flood management and measures of flood avoidance ,most importantly those which stop thedeterioration of the water retention properties of the land and vegetation through deforestation and thedegrading of rangeland Draught represents another global warming danger and has affected large partsof the country this year. The draught has caused direct damage alone estimated at over 1200 billionUs $.The challenges of improving disaster preparedness and reduction has many elements :- Minimizing overlap of responsibilities between different administrative bodies.- enforcing more efficiently the urban building codes designed to make building moreearthquake-resistant and extending controls to the smaller towns and the countryside.- campaigning through schools, the media and local authorities for great public awareness of the dangerof disaster and of how ordinary citizen can participate in prevention and relief.- developing a national drought mitigation strategy.- developing the great amount of work which has already been don on earthquake micro-zoning andExtending this to the mapping of flood risk.



Description:Disaster risk reduction activities through the country in the 4 disaster management cycles are over allresponsibility of National Disaster Management Organization of Iran. If a disaster is classified as being ofnational significance, the NDMO takes control. If necessary, It can call upon other Government authoritiesto

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provide with any required support for disaster risk management. The national structure of the NDMO isPage 5 mirrored at provincial level. The Governor General and his heads of department comprise theprovincialNDMO, which coordinate s disaster response from within the province. The main activities of the post–disaster reconstruction programs as well as the funding for them are also controlled at this level .If themagnitude if a disaster is sufficiently large, there is formal arrangement for neighboring provinces torespond to assist an affected area. As soon as a disaster is notified, the neighboring areas are obliged torespond .Each city in Iran is headed by a governor, who reports to the Governor General of the provinceand has a number of district – governors. The district level NDMO have a key role in managing theimmediate search and rescue operation and the relief phase which follows. The governors play a keymotivating role, mobilizing resources both within and from outside respective districts, as required.

Context & Constraints:The disaster management mechanism has been judged by neutral observers, including a number ofinternational NGOs who participated in the relief operation of Bam earthquake of 26 December 2003 to befairly effective in providing immediate relief to the victims of disasters. Credit for this satisfactoryperformance should go to the government's elaborate assistance system enriched by many of years ofpractical experience as well as to the cultural and Islamic norms that encourage assistant to the others as a religious duty.People participation in disaster management can usually not be considered as "organized" .People providegenerous donations to the immediate relief phase and are keen to provide logistic support to the operation .Nevertheless they lack the required trining and their presence at the disaster field at times adds to thedifficulties facing the professionals. The need to provide disaster response training to a larger number ofpeople to assist others is obvious.

A related need is to train people to assist themselves when faced with a sudden disaster. .



Description:The Islamic Republic of Iran was among the first countries to establish an executive secretariat to followthe implementation of the HFA at a national level .Iran has also been one of the first countries to create itsnational platform (DRNP) on disaster risk reduction. IR/DRNP was established in Feb 2005, shortly afterthe WCDR II in order to implement the HFA at the national, provincial and local levels.This mechanism works under the supervision of the National Disaster management organization (NDMO)of the Ministry of Interior. It is considered a multi - sectoral National Platform, with designatedresponsibilities at the national and local level to facilitate coordination between different stakeholders. TheNP meets at 2 levels: 1- High- level meetings which are convened every 3 months by the Ministry ofInterior.2- Expert level meetings which are held by the Secretariat in case needed. The NP has developedits first biennial working plan for 2008 and 2009.These plans have been approved in the high level meetingof national platform on 2 September 2008-

Context & Constraints:1. To make the decision on establishment of National Platform in a higherappropriate level in order to ensure stronger participation of all actors,Establishment of national platforms should be based on available experiences,Expertise, resources and priorities at national level, and to avoid duplications._ 3. National platforms should follow a multi-hazard, multi-stakeholder, multiculturaland people-centered approach and represent strongly the national

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Decision making bodies._ 4. National platform should contribute to codification of research and trainingas well as operational procedures within the national systems._ 5. Based on the experience we have gained, We suggest that in order toencourage the members of National Platforms to work on DRR and to be morefamiliar with the DRR concept and activities, ISDR secretariat and otherinternational experts attend the meetings of National Platforms in the countrieson occasional basis.

Japan (in English)



Description:The cornerstone of legislation on disaster risk reduction is the Basic Act on Disaster Control Measures,enacted in 1961, which set out the basis for measures to reduce disaster risk in Japan. The Basic Actclearly defines the responsibilities in disaster risk reduction of national government, local governments,public bodies as well as legal bodies carrying on public business designated by the Prime Minister, andresidents. Under the Act, even in the private sector, persons with responsibilities regarding disaster riskreduction must fulfill their responsibilities faithfully, and local residents, besides taking measures to preparefor disasters, must also make efforts to contribute to disaster risk reduction by, for example, participating involuntary disaster risk reduction activities.Under the Act, the Basic Disaster Prevention Plan has been drafted at each level, setting outcomprehensive and long-term plans for disaster risk reduction in Japan: based on this Plan, acomprehensive disaster-management planning system has been established.Further, the lessons learned from the Great Hanshin-Awaji Earthquake of 1995 prompted enhancements toJapan’s disaster risk reduction legislation and government policy. The Basic Act was amended to ensuremore effective and prompt measures taken at each level of actors. Especially, the Basic Act explicitlystates that national and local public bodies must endeavor to foster voluntary organization for disasterprevention, and provide an environment conducive to the performance of voluntary disaster risk reductionactivities.The Basic Disaster Prevention Plan has been reviewed annually and amended as needed. In a recentreview in February 2008, the Basic Plan was revised based on the lessons learned in the recent disastersand the deliberation in the Central Council including the view points of necessity to take follow-upmeasures of priority issues and to facilitate nationwide movement for disaster reduction.The relevant laws have been also regularly updated and improved. For example, the Act on Support forLivelihood Recovery of Disaster Victims was amended in 2007 to deregulate the limitation of the use of thesupport fund.

Context & Constraints:N.A.



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Description:The Basic Act on Disaster Control Measures clearly specifies responsibilities of organizations involved indisaster risk reduction. The Basic Act stipulates the basic principles of taking budgetary steps by theorganizations responsible for the implementation of disaster preparedness and response measures definedin the Act.In the fiscal year 2008, the national budget for disaster management was approximately 2.1 trillion yen.The budget was allocated to the fields of i) scientific technology research (9 billion yen); ii) disasterprevention and preparedness (0.7 trillion yen); iii) national land conservation (1.2 trillion yen); and iv)disaster recovery and rehabilitation (0.2 trillion yen).At the Prefectural level, for example, Hyogo Prefectural government allocated 1.3 billion yen in the fiscalyear 2008 for i) formulation of the regional disaster management plan, ii) improvement of safety measuresfor social infrastructure and buildings, iii) promotion of protection by mutual aid system for housingreconstruction, iv) dissemination of lessons learnt from the Great Hanshin-Awaji Earthquake, and v)improvement of disaster management system.Similarly, at the City level, for example, Kobe Municipal government earmarked the budget for disastermanagement activities including i) establishment of emergency response center, ii) promotion of renovationfor earthquake-resistant structures of buildings, iii) improvement of public infrastructure, and iv) flood andstorm surge countermeasures.

Context & Constraints:Due to financial crisis, many local governments have faced to difficulty to allocate enough amount ofbudget for taking sufficient measures, and have no other choices to maintain minimum requirement.



Description:The Basic Act on Disaster Control Measures stipulates the responsibility of municipal authorities toorganize fire service organization including volunteer fire corps and to promote formation of voluntarydisaster management organization. The volunteer fire corps members are public employees in specialservice, and paid remunerations for their work and efforts in case of disasters based on the ordinance ineach municipality although the participation in the corps is basically based on volunteer spirit. Meanwhile,the voluntary disaster management organization is established voluntarily guided by a sense of solidarity ina community. In order to promote the activity of the organizations, some municipalities provide subsidy forthe activities, conduct training for disaster risk management, and publish guidelines for communityactivities.The national government has designated January 17th of each year as Disaster Reduction and VolunteerDay and January 15th to 21st of each year as Disaster Reduction and Volunteer Week. The designation ofthe day and week generates more opportunities to share information among volunteer groups and relevantentities and provide useful information to improve the environment for disaster reduction volunteeractivities.To promote a nationwide movement where individuals, families, communities, corporations and othervarious groups and entities participate in continuous activities and investments for mitigating disasterdamage, the Central Disaster Management Council published the “Basic Framework for Promoting aNationwide Movement for Disaster Reduction - Actions with Added Value to Security and Safety” in 2006.The framework places a particular emphasis on i) involvement of various local groups, ii) development ofmore attractive educational tool to understand proper knowledge on disaster reduction, iii) promotion of

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investment for safety in corporate sectors and households, iv) facilitating networking of variousstakeholders, and v) sustainable disaster reduction activities by each individual and each sector of society.The Cabinet Office and the relevant organizations have regularly organized the events to encourage thecommunity participation in disaster reduction activities, such as Disaster Reduction and Volunteer Meeting,Review Meeting for Volunteer Activities for Disaster Reduction, Disaster Reduction Fair, and “CommunityDevelopment Forum. More than 10 such events have been conducted since 2007.

Context & Constraints:Change in social structure, living environment and lifestyles on a nationwide scale in recent years have ledto increase of numbers of elderly people who are living alone as well as sparsely-settled areas mainlyconsist of aging population, which make difficult mutual support among residents including setting upcommunity organizations. Based on the “Guidelines for Evacuation Support of People RequiringAssistance During a Disaster” in 2005 (revised in 2006), measures to provide necessary assistance tothose such as the elderly and physically impaired at the time of a disaster need to be reinforced.



Description:Under the Basic Act on Disaster Control Measures, the Central Disaster Management Council was formed,its brief being to ensure the comprehensiveness of disaster risk management and to discuss matters ofimportance with regard to disaster management. The Council consists of the Prime Minister, who is thechairperson, Minister of State for Disaster Management, all ministers, heads of major public institutions andacademic experts such as heads of local governments. The Council was designated as one of fourCouncils on key policy fields of the Cabinet Office in the Central Government Reform of Japan in 2001. Theduties of the Council are: i) formulation and promotion of implementation of the Basic Disaster PreventionPlan and Earthquake Countermeasures Plans; ii) Formulation and promotion of implementation of theurgent measures plan for major disasters; iii) Deliberating important issues on disaster reduction accordingto requests from the Prime Minister or Minister of State for Disaster Management (basic disastermanagement policies, overall coordination of disaster countermeasures and declaration of state of disasteremergency), and iv) Offering opinions regarding important issues on disaster reduction to the PrimeMinister and Minister of State for Disaster Management.After the Central Government Reform of Japan in 2001, 23 councils (three times in a year on average)were held with the participation of the Prime Minister by the end of December 2008. The council meetingswere organized 6 times after 2007, and discussed the agenda such as countermeasures for the TokyoInland Earthquake, and Business Continuity Plan (BCP) of Central Government Ministries and Agencies.

Context & Constraints:N.A.

Kazakhstan (in English)



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Description:National System for Prevention and Liquidation of ES (NSES) acts on the basis of Constitution of theRepublic of Kazakhstan, Laws of Kazakhstan - “On natural and Man-made Emergency Situations” (1996),“On Civil Defense” (1997), “On Search-and-Rescue Services and Rescuer Status” (1997), “On Fire Safety”(1996), "on Industrial Safety at Dangerous Industrial Facilities” (2002), “On National Material Reserve”(2000), “On Emergency State” (2003), “On Compulsory Insurance of Civil Responsibility for Facility OwnersWhose Activity is Connected with Risk of Harm to Third Parties” (2004). NSES has been approved by theGovernment Decree N 1298 of 28 August 1997. Inter-Departmental Commission for ES Prevention andLiquidation has been established after Governmental Decree (1996). 7 Governmental Decrees, 14 Technical Regulations and 80 Standard Acts in a field of ES prevention andliquidation have been developed and approved. 150 Standard Acts are planned to develop from 2009 to2011.

Context & Constraints:n/a



Description:For measures of prevention and liquidation of ES the national and local (Akimats) budget are annuallyspecified. If necessary these budgets may be corrected. In case of ES there is a Governmental Reserve ofunplanned expenditures which provide immediate financing in a current fiscal year. This Reserve includinglocal budgets can not be used for other purposes and is annually formed considering a number of all ES.The Budget Code includes a financing of fire ES by regional and municipal Akimats and communitieswithout a national fire service.




Description:Activity of a local government in ES prevention and liquidation is defined by citizens themselves at a levelof legal framework.Exclusive function of executive local governments of regions and cities is organization of water-rescueservices.Population of disaster area has to act according to commands of civil defence, rules and regulations for thecase of ES. Measures for large scale ES are realized in accordance with developed and approved localgovernment plans. These plans are developed after agreements between the National Red CrescentSociety of Kazakhstan and communities from the one side and a corresponding local executive body fromthe other side.


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Despite the existence of national legal documents for reaction to ES at a local level there is not enoughfinancial support to realize all plans at present.



Description:Following the special Governmental Decree the Interagency State Commission (Commission) for ESprevention and liquidation has been established. The Commission realizes its authorities in coordinationwith ministries, other central and local executive bodies, enterprises, institutions and organizations of allpatterns of ownership. At the local governments (Akimats) of regions, Astana and Almaty the regional and municipal commissionsfor ES are also established. Heads of these commissions are Akim Deputies, and logistical support isprovided by territorial departments of the Ministry for Emergency Situations. A Chairperson of thisInteragency State Commission is a Minister for ES.Commission after a governmental order makes proposals on coordination between ministries, other centraland local executive bodies, enterprises, institutions and organizations in the field of ES


Korea, Rep of (in English)



Description:Institutional and operational systems have been established including enforcement of the Disaster andSafety Management Basic Act, the Natural Disaster Countermeasures Act, etc., and set up of disastermanagement organization in central and local governments from 2004 to 2006.

The First National Safety Management Basic Plan covering 2005~2009 has been set up to provideframework for mid- and long-term safety management system.

Field functions have been strengthened with new policies including emergency support system for localdisasters, advanced emergency response team, disaster mitigation and countermeasures task force.

Local disaster volunteers and local disaster assistance office play important roles in strengthened fieldfunctions and promoting culture of safety.

Context & Constraints:It is necessary to establish autonomous disaster management and assessment systems reflecting localdisaster characteristics, to encourage investment in disaster risk reduction projects, and to propel qualitycontrol of national disaster management policy.

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More adequate and proper resources are needed for DRR activities and planning in every administrationlevel.



Description:Total of 63 laws and regulations related to disaster management have been amended and newlyestablished.

For instance, the Water and Wind related Disaster Insurance Act provides legal background for disasterinsurance program and amended Natural Disaster Countermeasures Act provides legal base for theDisaster Mitigation Pre-Consideration Regulation.

Also, earthquake disaster prevention comprehensive countermeasures was proposed with other programssuch as disaster management system assessment program, safety incident forecast program for citizens,pan-governmental disaster management network, integrated radio communication system, and etc.

Context & Constraints:US$ 2.8 billion, which is about 67% of annual recovery costs, is from national budget annually. There is anargument that burden of the national budget is too much and the budget efficiency is not proved.

Budgets for mitigation activities and programs need to be increased. Also, improved recovery programsinstead of simple recovery need to be promoted.



Description:The Korean government focuses on securing the budget for disaster mitigation activities, searching for newbudget sources such as disaster fund, and inviting private capital.

Using media disaster education and campaign are broadcasted during typhoon and rainy season. Also,May 26 is designated as Disaster Prevention Day to promote community participation.

Context & Constraints:There are many disaster-prone areas in local government. Since the budget allocation for the improvementin the local governments is not always top priority, the mitigation activities are somewhat limited.

The Comprehensive Disaster and Safety System Task Force has been formulated in the Ministry of PublicAdministration and Security to find ways to secure more budget sources through inter-governmentaldiscussions and amendment of related laws and regulations.

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Description:In 2006, the Disaster Mitigation and Countermeasures Task Force has been established inviting privateexperts to survey and analyze disaster causes and to feedback what went wrong in disaster sites.

The task force organize annual forum inviting local governments' officials and experts in private sector tofind better ways to minimize disaster risks in Korea

Context & Constraints:Since the Disaster Mitigation and Countermeasures Task Force is composed of officials and privateexperts, citizens in disaster sites are not participating to the task force and their opinions are not usuallyreflected.

Kyrgyzstan (in English)



Description:Adopted the Laws of the Kyrgyz Republic “On civil defense” dated January 27, 2000, the Decree of theGovernment of the Kyrgyz Republic No702 dated November 29, 2000 “Classification of emergencies andtheir assessment criteria”, the Provision “On the integral state system of emergencies prevention andmitigation” approved by the Decree of the Government of the Kyrgyz Republic No746 dated October 23,2006 “On population and territory protection against natural and man-made emergecy situations”, “On thesearch and rescue services”.A new and more effective Law “On civil defense” is developed and submitted to the Government forconsideration.The Inter-agency Commission on prevention and mitigation of emergency situations, the Commission onevacuation and sustainable development of the national economy branches and objects in case ofemergencies during the peaceful and war time are established by the special Decree of the Government ofthe Kyrgyz Republic No156 dated March 13, 2006; the Provisions of these commissions are approved aswell.Similar Commissions of Emergency Situations are established at the levels of provinces, cities anddistricts, in the ministries and authorities, and at large business entities as well, etc.Services on the civil defense were established on the basis of the ministries and authorities by the Decreeof the Government of the Kyrgyz Republic. The Provisions of the civil defense services of the KyrgyzRepublic are approved by the Decree of the government of the Kyrgyz Republic.Unarmed units of the civil defense are established and their Provisions are approved by the Decree of theGovernment of the Kyrgyz Republic.Established: the Coordination Group on emergencies response (REACT) comprising international andnon-governmental organizations, ministries and authorities, Government of the Kyrgyz Republic (donors,NGOs, bilateral and multilateral organizations, etc.). This mechanism is aimed at the coordination of the

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operative response to emergency situations, provision of the humanitarian assistance, and rehabilitationactivities.

Context & Constraints:1. Need in the solution of the issue on disaster management was admitted by the Government and variousinternational agencies. Funding of these initiatives is increased but insufficiently. 2. There is still no national strategy on disaster risk management and preparedness and response plansthat could be strategic indicators both for the national and international stakeholders. 3. There is no regulatory basis determining the roles of the local self-governing authorities in the issuesrelated to disaster risk management.



Description:Funds for mitigation of disaster consequences are allocated in the republican budget and in the budget ofadministrative-territorial division (provinces, cities, districts, etc.) every year.These funds are distributed by the Inter-agency Commission on prevention and mitigation of emergencysituations upon submission of the supporting documents prepared by emergency commissions in the fields.

The documents are submitted to the Ministry of Emergency Situations (MoES) of the Kyrgyz Republic viaits structural subdivisions, further to the Government of the Kyrgyz Republic to be considered by theInter-agency Commission on prevention and mitigation of emergency situations.Moreover, funds are allocated for training of the heads of ministries and authorities, local executiveauthorities, economy objects, pupils, students, local community and other strata of the society on thenatural and man-made disaster preparedness.

Context & Constraints:Funds allocated by the Government for prevention and mitigation of emergency situations are insufficientand make max. 10% of the damage caused by disasters to the population and the country economy. Littlefunds are allocated for implementation of bank-strengthening and preventive activities in the mostdangerous areas; this makes only a small part of the planned activities.



Description:The power of executive authority at the level of communities, rural and urban bodies that work directly withthe population on disaster prevention, response and mitigation are not fully determined, and are not clearlyreflected in the relevant documents determining the goals and objectives of these bodies. The structural subdivisions of the MoES of the Kyrgyz Republic are of great importance in the activity withlocal population. A number of international and non-governmental organizations and donors together with the MoES of theKyrgyz Republic work with communities on increasing the level of public awareness on the risks, andcontributing to the capacity building of the population on disaster preparedness and participation in disasterrisk reduction activities.

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A successful example of development can be the fact that the national non-governmental organizations,from the National Red Crescent Society of Kyrgyzstan and its nationwide network to small NGOs involvedin rendering of specific services including their institutional role in disaster preparedness and response,actively participate in disaster risk management.

Context & Constraints:Because of insufficient budget funds the structural subdivisions of the MoES of the Kyrgyz Republicoperate only at the level of districts, and the activities of international and non-governmental organizationsare implemented only during the project period and are of temporary character.



Description:No information submitted by the government

Context & Constraints:1. Disaster prevention is one of the key objectives of the MoES of the Kyrgyz Republic and othercommissions at all levels. However this objective is not implemented by the national, regional and localauthorities appropriately. Local authorities often face the shortage of knowledge, resources and capacity toparticipate in disaster risk management activities. 2. Mechanisms promoting the timely and appropriate assistance to vulnerable communities in case of alarge-scale disaster require relevant agreement between the Government and international community.3. The role and responsibilities of the state bodies and other participants at different administrative levelsstill have to be clarified with regard to the issues on disaster preparedness, prevention and risk reduction.

Lao People's Democratic Republic (in English)



Description:A landmark decree No. 158/PM signed by Prime Minister in August 1999 provides the legal basis fordisaster management activities and structures of the Government of Lao PDR. The decree calls for theestablishment of an inter-ministerial National Disaster Management Committee (NDMC) which has theresponsibilities for the development of disaster management policies, mobilization and coordination ofnational and international assistance, information management and public awareness, disasterpreparedness, response and recovery and promotion of local disaster management committees down tothe district and village levels.

The NDMC is supported by the National Disaster Management Office (NDMO), as its secretariat, located inthe Ministry of Labour and Social Welfare (MLSW). Roles and responsibilities of the NDMO and eachmember of NDMC are defined in the internal MLSW decree No. 097/MLSW dated 30 June 2000.

Under this decree, disaster management committees are established at the local level such as ProvincialDisaster Management Committee (PDMC), District Disaster Management Committee (DDMC) and Village

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Disaster Protection Unit (VDPU). Some provinces including Khamouane, Savanakhet and Saravan havedeveloped their provincial plan on disaster management.

Other disaster related committees established by the Government include National committee oncommunicable diseases and control, National flood and drought committee, National committee forcoordination of water resources,and National road safety council.

Context & Constraints:The organization of disaster management committees are in place from the national down to the locallevels, but they are facing many difficulties and challenges mainly due to inadequate financial resources,lack of knowledge and capacities of disaster management committee members, lack of necessary facilities,equipment, and operational systems. The PDMCs have been better developed in the lowland provinceswithin the Mekong River plain, but less so in mountainous provinces particularly close to the borders ofVietnam and China. The national strategic plan on disaster management is not actively implemented by allstakeholders, mainly because it was issued as an internal NSLW decree. The NDMO has very limitedbudget for disaster preparedness and limited authority to engage other Ministries and inadequate numberof staff relative to the requirements of the Strategic Plan.



Description:During emergencies, the Government allocates following resources;

1. MLWS can propose to use the KR1 budget and about 456 tons of rice stocks2. The Ministry of Agriculture and Forestry (MAF) makes 100 to 200 tons of seeds available for immediatedistribution while it allocates a budget of around USD 1.87 million to repair irrigation systems andrehabilitate production areas3. The Ministry of Public Work and Transportation allocate a budget of around USD6.68 million to repaireroads and bridges affected by disasters 4. The Ministry of Defence mobilizes army forces, mobile houses, equipments, transportations, etc

Other resources available during the disaster situation are as follows;

1. Lao Red Cross has stocked relief items in warehouses at central, northern and southern parts2. MLSW has also stocked the emergency assistance materials at the national as well as at the provincelevel in the whole country. However, the assistance materials are not sufficient and they often do not reachto the requirement when a disaster occurs.

Context & Constraints:Although a recent order by the Office of Prime Minister is likely to increase available budget, thegovernment has so far allocated very small budget to support disaster preparedness and risk reduction,particularly for training activities to strengthen PDMCs, DDMCs. Most of the disaster risk reduction,mitigation and community based disaster risk management have been supported by donor agencies, forinstances, by ECHO through UNDP/ADPC and Mekong River Commission (MRC) and by AusAID throughCare International, Oxfam Australia, World Vision, Save the Children Australia. Many of theseorganizations work in flood prone districts and fewer projects are implemented in other provinces where themost vulnerable (according to food security indicators) reside.

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Description:Limited resources available for disaster risk reduction is a major challenge. Thus the NDMC encouragesthe use of more basic, traditional and local disaster preparedness and response mechanisms especially formonitoring, early warning and actions before and during disasters in order to reduce disaster related loss oflives and livelihoods.

Local disaster management committee (PDMC, DDMC) are the main organizations responsible for disasterresponse, preparedness, mitigation and recovery. In times of emergencies, the local Disaster Managementcommittee is the first actor to respond to the disaster situation with their own resources and theircapabilities. However, if disasters exceed their capacity to cope, they will request assistance from thecentral government (NDMC). The current structure does not allow the NDMC to make rapid decisions andit relies on the NDMO to operationalize actions. Operational budgets have not been allocated to assist thePDMC and DDMC with pre-disaster pre-positioning of relief items or purchase and maintenance of rescueequipment.

The disaster risk reduction and mitigation activities are undertaken through various project cooperation andsupport by donors. Many of this cooperation involve the PDMC and DDMC as the main implementatingpartners of project activities. The communities at the project areas actively participante in assessing theirconditions and needs and in data collection and analysis as a basis for project planning andimplementation.

Context & Constraints:Increasing cooperation with NGOs demand that the NDMO should also strengthen its capacities to identifyneeds in disaster risk reduction so that they can provide guidance to NGOs. Selection of target provinces,districts and communities should be more needs based and demand driven as NGOs have tendency tofocus on the Mekong Area provinces. Further, the NDMO must also enchance its capacities for monitoringand coordination.

There are only few provinces that have received assistance to build their capacities for disastermanagement. There are still more provinces and districts that have yet to receive project assistance. Inthese areas, awareness and capacities for disaster management is very limited. Due to limited resources,awareness raising campaigns on disaster reduction have mainly been done at the national level and rarelyat the local level.



Description:A proposal is under consideration for expanding the membership of the NDMC to include other importantsectors. The proposal when approved will be elaborated on the roles and responsibilities of each sectorand the location and authority of the NDMO. Good working relationships between stakeholders do exist,although most are on bilateral basis through MOUs between MLSW/NDMO and NGOs. The Inter AgencyStanding Committee in country team for natural disaster response preparedness is more actively involvingdifferent stakeholders in disaster management with UN agencies currently leading the group. This forum is

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seen as a potential foundation for a national multi sectoral platform that the NDMC/NDMO may assumeleadership in the near future.

Context & Constraints:There is no agreed plan or road map for the formation of a national multi sectoral platform. Overlapping ofmandates and duplication of efforts are key challenges. NDMO's authority to initiate intersectoral actions isinadequate and the current strategic plan on disaster management is too broad to provide appropriatedirection for intersectoral actions in disaster risk reduction.

Maldives (in English)



Description:Maldives has off late (2004) faced their first National Disaster and has only been dealing with incidents offlash floods and beach erosions in parts of the country. Taking account of the fragile environment thecountry faces the government had intervened enacting environment laws in the past decade. In the latestdevelopment plan (7th National Development Plan) preparedness and mitigation policies are addressed.An anticipated adverse effect of climate change is dealt upon in the National Adaptation Programme ofAction.

Disaster Risk Reduction Policies for the national body has been drafted and discussed with variousstakeholders. It has to be yet tabled in the Parliament and upon enacting it establishment of a legalframework would be realized in the country. The proposed bill clearly defines decentralized responsibilitiesin relation to the above context. Capacities at all levels exist in a fragmented form due to the adhoc projectspecific trainings taken place.

Context & Constraints:• The Disaster Risk Reduction policy has not been enacted which will lead to other policies falling intoplace hence Fast Track enactment of the proposed Bill All Government departments and agencies need to formulate specific mandates Emphasis on Disaster Risk Reduction must be outlined with high priority by the government.Severe constraint in human resource capacity; more emphasis on knowledge transfer needed to enablecontinuity of projects by international partners else only project documents by consultants remain the onlyoutput.



Description:Resources are a constraint in the country to implement risk reduction activities. At the national level fewhuman resources are available but not adequate enough to develop and implement sustainable plans andactivities. Financial resources are not available to all departments to incorporate these plans. Emphasis ondedicated resources to all concerned agencies have been raised and the government is working on this

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regardAt local levels resources are a severe constraint and the present H1N1 influenza preparedness hasexposed the vulnerabilities. In the process of decentralizing the administrative activities the governmenthas emphasized the local administration to make the best use of the available resources

Context & Constraints:The key challenge faced in the country is that it is in a transitional stage of decentralization. Till a fewmonths back all the so called available resources were available only at the national level. Thegovernment’s new policy has allocated considerable resources to the local levels but this is time dependentand disaster risk reduction activities will take its time to be realized on ground.Learning from other Small Island Nation strategies in Disaster Risk Reduction will help the administrationmake considerable progress in resource utilization. Visibility and adaptation of similar activities from aroundthe world with similar conditions will play a key factor in allocation and utilization of resources at all level



Description:Delegation of Authority incorporated in the DM Bill and upon enacting this authority could be more utilized.There still needs to be a practice and change in mindset that Disaster Management is everyone’s priority.Community Participation is a fancy word used very often but has been manipulated due to less delegationof authority and adhoc availability of resources.Historically Maldives did adopt a participatory approach in management of natural resources. Under thissystem of self-governance known as ‘vaaru’ the individual atoll’s natural resources are shared between thelocal inhabitants of the atoll and the government. Through this system of resource management no naturalresources within a natural atoll remained un-prescribed. Property rights and access rules were wellestablished. Although this system has disintegrated, some communities still follow self-initiatedmanagement practices

Context & Constraints:Lack of transparency of the available resources and weak policies with regard to delegation of authorityhas been the constraint. This could be achieved through local capacity building and community ownershipinitiatives.Policies attaching responsibilities of the community to local resources by international and nationalagencies would bear fruit.Stringent measures need to be taken in case of non adherence.



Description:National Disaster Management Centre was established to facilitate the response and coordination and hasshifted to a holistic model, wherein the processes of hazard identification and mitigation, communitypreparedness, integrated response efforts, and recovery are planned for and undertaken contiguouslywithin a risk management context to address issues of vulnerability in collaboration with relevant agenciesof the country.Establishment of DM Units in key sectors underway. The H1N1 preparedness initiative has seen the

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formation of a multi-sectoral platform and the government is progressing towards building on thisarrangement to help in the functioning of disaster risk reduction

Context & Constraints:Inadequate policies and lack of specific mandates for agencies followed by a severe constraint inresources both human capacities as well as finances have hindered the progress towards establishing amulti sectoral platform for disaster risk reduction.Strong advocacy in this regard and sharing of experiences by other nations can be an immediate strategyin this context.

Nepal (in English)



Description:Government of Nepal enacted the Natural Disaster Relief Act in 1982, which was revised twice. Despite ofthe revisions, it focuses on post disaster related activities. Soil and Water Conservation Act, 1982, BuildingAct and other concerned Acts have provisions of some component of DRR. But these legal frameworks arenot comprehensive. Still, the role and responsibilities are not substantially operationalzed among agenciesand has not fully mainstreamed the pre-disaster activities and DRR in the Acts.

However, Ministry of Home Affairs has recently finalized the National Strategy for DRR in Nepal with helpof stakeholders consultations and new DRR Act has been drafted and in pipeline for the approval, whichcovers all aspects of sustainable DRR, linking disaster with development and climate risk management.

Context & Constraints:Nepal went through a painful social/ political transformation process over the last 13 years. Therefore,despite of annual losses of life and property due to varieties of disasters, the disaster management did notreceive adequate attention. Other challenges are: •Difficult in mainstreaming and coordination among key stakeholders due to inadequate and untrainedhuman resources,•To some extent of duplication of roles and responsibilities at all levels,•Lack of designated institutional mechanism to address the DRR from national to local levels.

To overcome:•Political stability and commitment is inevitable,•Formulation and enactment of new comprehensive Act related to DRR,•National DRR strategy to be approved at the earliest possible, •Redefining the institutional role and responsibilities and developing a strong mechanism to coordinateand monitor,•Establishing new disaster management responsible authority at all levels with adequate resources,•Capacity strengthening at systemic, individual, organizational levels.•Decentralized budget system.


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Description:Resources for DRR are not allocated on priority basis. For the last several decades, Government of Nepalhas been allocating small amount of resources annually primarily for relief and rescue activities. There isno any predictable amount of budget allocated for DRR in the country but mobilized according to thecontingency need and necessary basis. However, several Government Departments such as, WaterInduced Disaster Prevention, Soil Conservation and Watershed Management, etc. have beenimplementing activities related to disaster management. Despite of some activities being implemented bothby Government and non-government agencies, a dedicated and predictable budget allocation is not aregular practice in Nepal.

Context & Constraints:Key Contextual Challenges:

Key challenges that jeopardized sustainable and predictable resources mobilizations for DRR activities inthe country includes; no empirical studies on socio-economic impact of disaster in development andpoverty; unable to convince the policy makers and planners on the pre-disaster investment is much moreeconomical than the post disaster recovery activities; lack of awareness at different levels on the negativeimpact of disaster in overall development, etc. Likewise, local planning authorities are not adequatelyconsidering DRR activities; etc.

Some Recommendations:

Design and implement awareness raising activities on DRR at all levels; cross visits for policy makers andappropriate government officials to neighboring countries and traiings; large scale publicity of the negativeimpact of disaster on economy, environment, and social aspects; regular interactions and update withpolicy makers, donors and potential partners; empirical researches on different dimensions of disaster ondifferent aspects; capacity building at all level on DRR; Local bodies should allocate budget for DRRrelated activities and implement through government agencies at local levels; Mandatory provision ofallocation of certain percentage of annual government budget for DRR activities.



Description:The Local Self-Governance Act (1999) has given the authority and responsibility to the local governmentauthorities (District Development Committees, Municipalities and Village Development Committees) todesign and implement DRR activities at local level. However, there is no any systematic and assuredmechanism of resource allocation and distribution to the local authorities from the central government.


Policy/ decision makers still lack updated and practical information on the importance of DRR; I/NGOs anddonors still focused their DRM activities only on relief, rescue and response rather reducing impending riskof any disasters and linking disaster with development; Inadequate awareness at all levels; Limited senseof ownership and responsibilities by government institutions; Low level of technical capacity to link disasterwith over all development.

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•Awareness raisings at decision/ policy making level; empirical researches on the impacts of disasters indaily life; environment and to sustain development gains; etc.; •Developing and mainstreaming of DRR policy into local level planning;•Technical knowledge and network development by imparting skills and resource, providing on-the jobtraining at local development activities; and•Establishment of Local Disaster Management Fund at District Development Committee level.



Description:The Ministry of Home Affairs has already initiated process to establish a multi-sectoral national platformwith representative from concerned government agencies, UN agencies, donors, INGOs, NGOs, media,academic institutions, private sector, and CBOs.


Bringing together to all above mentioned agencies in one platform is not an easy task. However, foreffectives and efficient disaster management and risk reduction in the country such cooperation andcollaboration of all actors are imperative. Despite of the usefulness of working together in the field ofsustainable disaster management/ risk reduction, it seem no concrete initiatives from different sector toform such national level platform comprising members from all walks of life to support government tosuccessfully implement the HFA.


MoHA in close collaboration with the National Planning Commission will take leadership role to establishsuch national platform at the earliest possible and also initiate process to convince the political bodies andindividuals.

Pakistan (in English)



Description:Achievements made with regard to Core Indicator 1 can be categorized at level three (3). The NationalDisaster Risk Management Framework (NDRMF), envisaging National Policies and Strategies, has beenframed and put into operation as a national document. The Framework also provides guidelines andidentifies the devolved responsibilities of the stakeholders. It emphasizes the institutional capacity buildingat federal, provincial and district levels. Accordingly, the National Disaster Management Commission(NDMC) as the apex policy making body at the federal level and NDMA as its executive arm, have been

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established. Likewise, Provincial/Regional Disaster Management Commissions (PDMCs), Authorities(PDMAs) and District Disaster Management Authorities (DDMAs) have been established at theProvincial/Regional and District levels.

While the NDMA is responsible to coordinate disaster management activities at the national level,responsibility to deal with disaster management activities at the provincial level and district level have beendevolved to the Provincial/Regional Disaster Management Commissions and Authorities and DistrictDisaster Management Authorities. The PDMCs and PDMAs will formulate and implement policies andplans as per needs of their respective provinces. However, the policies are required to be framed insynchronization with National Policies and Strategies. Under the National Framework, the District DisasterManagement Authorities (DDMAs) will act as the linchpin of the whole system. The DDMAs, as firstresponders to any disaster, are empowered to deal whole spectrum of disaster management activities atthe local level in coordination with local communities. The NDMA and PDMAs will provide technical andfinancial support to the DDMAs for the implementation of District Disaster Management Plans.

As the lead agency at the national level, the NDMA is required to monitor and implement National Policiesand Strategies at respective levels. For this purpose, the NDMA is currently working on establishment ofan information system on systematic data-gathering and analysis with regards to ensuring implementationof the policy and framework by Federal Ministries/Departments, and Provincial and District governments. Ina year from now NDMA will be able to have the full fledge data gathering and analysis system in place.

Context & Constraints:Emergency response has remained a predominant approach in Pakistan to deal with disasters untilrecently. The Calamity Act of 1958, the national policy for disaster management prior to the passing ofNational Disaster Management Ordinance 2006/2007, was mainly concerned with emergency response.As a result, the Country has developed institutional practices and capacities that are predominantly basedon Emergency Response Paradigm. Consequently, the establishing of appropriate policy, institutional andlegal arrangements to deal with issues of risk and vulnerability was not given priority at higher levels.Therefore, Pakistan lacked such mechanisms and institutions.

Through a paradigm shift by promulgating the National Disaster Management Ordinance 2006, andformulation of National Disaster Risk Management Framework, emphasis has been laid on disaster riskreduction, rather than emergency response. However, the institutional mindset based upon theconventional emergency approach remains the main stumbling block in this paradigm shift to meet itslogical end.

The second major challenge is the dependency syndrome of the local institutions and communities indealing with local disasters. By tradition, the local institutions and communities always look up towards theProvincial and Federal Governments for disaster management interventions. As a result, the concept ofdecentralization of responsibilities for disaster management down to local and community levels under thenew disaster management system is being taken as a hard to chew concept.

The third major challenge is lack of awareness amongst the institutions and communities to take disasterrisk reduction as an integral part of sustainable development. That means DRR will not be treated as aprioritized item by State institutions and communities. Availability of resources for implementation of DRRPolicies and Strategies is crucial. However, lack of resources and rampant poverty makes it difficult for theGovernment to earmark substantial funds for DRR activities.


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Description:The progress in this area could be categorized as close to level four at the Federal level. Legalarrangements have been made under the National Disaster Management Ordinance 2006/2007, for theprovision of dedicated resources for disaster management through establishment of National DisasterManagement Fund (NDMF). Accordingly, the Federal Government has notified the establishment of NDMF.Besides, the Federal Government has provided substantial funds for the operationalisation of NationalDisaster Management Authority (NDMA). As envisaged under the National Framework, the NDMA alsomade arrangements for obtaining commitments for mobilization of resources worth 64 million USD frominternational donor agencies for implementation of National Policies and Strategies through developmentprogrammes in nine priority areas over the next five years.

However, at the Provincial levels the progress level could be marked as at level two, varying from provinceto province. Generally, there is lack of commitment and political will at the provincial level to take DRR asone of the prioritized items on the agenda of the Provincial Governments. Though under the Ordinance, theProvincial Governments are under legal obligation to establish dedicated Provincial Funds for DRRactivities at the provincial level, but lack of resources, awareness and commitment hampers theperformance of this legal obligation by the respective Provincial Governments.

Context & Constraints:Regional instability has adverse spill over effects on Country’s Politico-Economic landscape. Politicalstability and economic viability in the country are some of the challenges that development practitionersface in implementing programmes and projects at national, provincial and district levels.

Over the past couple of years, Pakistan went through political upheavals, coupled with some other crisise.g. flour crises, electricity shortage etc. These issues remain high on the agenda of the government andresultantly DRR has received lesser attention than it should have. As a result, scarce resources are beingdiverted to tackle the emergent issues coming out of the existing politico-economic milieu which leaves theGovernment with the challenge of lack of resources for implementing National Policies on DisasterManagement within the desired timelines.



Description:The progress level regarding this Core Indicator may be taken as four. Legal and institutional arrangementshave been made to ensure community participation and decentralization through the delegation of authorityand resources to local levels. As required under the National Disaster Management Ordinance 2006/2007,and National Disaster Risk Management Framework, the District Disaster Management Authorities(DDMAs), have been established in all districts and have been empowered to deal with whole spectrum ofdisaster management activities at the local levels. The DDMAs are required to frame policies and plans ondisaster management relevant to local needs. However, these policies and plans are required to be framedin conformity with the National and Provincial Policies and Plans.

One of the primary functions of the DDMAs is to mobilize communities at the local levels for their activeparticipation in the disaster management activities. Under the NDRMF, community and local level

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programme implementation is the center piece of the Disaster Risk Reduction Strategies. Not only theimpact of disaster risks is essentially local, but response to such risks is to be generated locally in firstplace.

The local communities, local infrastructures and local economies are directly affected by disasters. At thesame time local communities and authorities are first responders to any disaster situation. Whileappreciating the fore stated facts, Risk Reduction Programme are being implemented at local levels forcapacity development of local officials, communities, civil society organizations and other stakeholders.

Utilization of resources and energies at this level generally have lasting impacts. NDMA has launchedprograms in 8 districts, where in collaboration with district governments, local institutions, volunteernetworks and capacities are being developed. Additionally, NDMA is working with national and internationalNGOs to promote community level institutions and volunteerism.

Context & Constraints:The Government has already taken steps for devolution/decentralization of powers and resources fordisaster management at the local levels through legal and institutional arrangements. The powers androles of the provincial and local authorities have been well defined in the Ordinance and the Framework.Yet implementation of National Policies and Strategies at the local and community levels suffer from avariety of challenges.

The foremost challenge being the resource crunch emanating from prevailing politico-economic conditionsin the whole Region. The District Governments have limited capacities to generate local resources tofinance development schemes, including that of disaster management. They are solely dependent onbudgetary allocation/grants from the Provincial Governments. On the other hand, the ProvincialGovernments are themselves faced with the challenge of huge budgetary deficits and finding it hard tospare enough resources for the District Governments for implementation of development schemes in thefield of disaster management.

The second major challenge is deficiency of institutional capacities and expertise at the local level toimplement the Policies and Plans in letter and spirit. The local departments personnel lack requisiteprofessional know how, skills, equipment or resources to plan or respond to the impending challenges of disaster risks with a scientific approach.

Lack of awareness among local communities and local departments about the prerequisites of newlyintroduced disaster management system is another challenge. By tradition, they have been dealing withdisasters by using reactionary approaches with least concern about mitigation and prevention aspects ofdisaster management.



Description:The progress level on this account may be taken at level four. The National Disaster ManagementCommission (NDMC) functioning under the leadership of the Prime Minister is a multi-sectoral platformrepresented by all relevant stakeholders in the public as well as the private sector and civil society. It is thesupreme policy making body of the Government and is responsible to frame and implement Policies andStrategies in the field of disaster management.

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Disaster Risk Management is a multi-sectoral, multi-disciplinary and time sensitive activity. NationalDisaster Management Authority (NDMA) being the executive arm of the NDMC, acts as the focal point andcoordinating body to facilitate implementation of disaster risk management strategies. This necessitatesNDMA to directly interact/ communicate with all stakeholders, including Ministries/Divisions, andDepartments in relaxation of normal communication channel. All Government agencies required toparticipate in disaster risk management, ought to procure relevant items, stockpile them if necessary andsupply them as directed by the NDMA for meeting any calamity or disaster.

Being an intricate and time sensitive activity, disaster risk management requires to be conducted as a onewindow operation through the NDMA. For this purpose and to institutionalize the operations , allstake-holders including government departments / agencies and armed forces will work through and formpart of NDMA in all stages of Disaster Risk Management

Context & Constraints:The continuity of policies at the national level vis-à-vis the current legal and institutional arrangements isthe key to achieving national targets set by the NDMC to evolve a comprehensive disaster managementsystem on scientific lines. The nascent system requires continued political support on account of provisionof required resources and administrative backing on sustainable basis.

National Policies and Strategies require ownership by all the stake holders for their successfulimplementation. That is why the composition of the NDMC has been carefully designed to accommodate allthe relevant segments of the society, including the Federal, Provincial and Regional Governments and theCivil Society. But the major challenge is to ensure that all the stakeholders remain on the same grid whenit comes to implementation of policies and programmes. The Provincial and Regional Governments have toshow political will and commitment in terms of allocation of resources for implementation of Policies andPlans at the respective levels.

Philippines (in English)



Description:There is institutional commitment from various stakeholders towards recharging the legal basis for DRR.This is shown by active advocacy undertaken by NDCC and NGOs and the consensus is building asopportunities to dialogue increase. However, without major thrust by high government officials including thePresident, subsequent efforts are bound to be stymied.

Since 1997, several bills have been proposed to the Philippine Senate to amend the current legislation ondisaster management. Early this year, the Philippine Senate has filed a bill known as the "PhilippineDisaster Risk Management Act" which is now on its period of interpellation. At the House of Congress, acommittee report has been drafted consolidating the various DRM-related bills.

The Medium Term Philippine Development Plan (MTPDP) 2004-2010 incorporates DRR issues andinvestment projects dealing with environment and natural resources, responding to the needs of the poor,peace and order, and defense against threat to national security. However, the plan has no policystatement about DRR and its role in sustainable development and attainment of the MillenniumDevelopment Goals.

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DRR is also incorporated into the National Physical Framework Plan (NPFP). The national planning body,National Economic Development Authority (NEDA) is developing the "Guidelines on Mainstreaming DRR inSub-national Development and Land-use/Physical Planning" for regions and provinces. Said Guidelinesprovides the details on how to mainstream DRR in investment programming, financing, and projectdevelopment, monitoring and evaluation.

A Strategic National Action Plan on DRR has been developed by the NDCC after consultations fromvarious stakeholders. The document contains inputs from participatory national multi-stakeholder dialoguesand meetings. To improve the DRM at the national and local levels, a national DRM framework is alsobeing prepared. The related study, which assesses the state of DRM in the Philippines, is based on theresults of a series of community and sub-national consultation workshops.

Context & Constraints:P.D. 1566, enacted in 1978, does not reflect a comprehensive approach in managing disasters. It isessential that the legal basis contains specific articles that harmonize with relevant existing laws andpractice, as DRM covers cross-cutting issues related to land use planning, gender, conflict, multi-hazardapproach, indigenous practices, regional differences and poverty reduction. Since the HFA, variousstakeholders have been actively pursuing DRR activities and yet they have not been given the proper legalmandate.

It is essential that not only does the MTPDP acknowledges the potential damages of natural resources todisasters but that vulnerability jeopardizes development gains due to socio-economic, environmental, andinformation losses. As a national planning document, the future MTPDP should explicitly and formallyadopt DRM, with a section dedicated to it.

The SNAP and National Framework for DRM help promote a national platform for DRR. Themulti-stakeholder dialogues have successfully brought together potential DRR partners with skillsappropriate for the different phases of DRM. It is highly useful for such dialogues to continue at nationaland regional or even local levels in order to exchange information and sound practices.

The decentralization of disaster management to LGUs is based on the Local Government Code of 1991.The disaster coordinating council structure at the local levels essentially decentralizes relevant activitieswith guidelines and assistance from NDCC. However, many LGUs have weak organizational andinstitutional capacities while others are not even aware of their DRR function. The DCC structure from theregion to barangay needs to be revitalized and coordination mechanisms more clearly articulated.



Description:The NDCC does not have an annual budget allocation; it operates through member agencies, regional andlocal DCCs. The current operating expenditures of the National Calamity Fund (NCF) is Two Billion Pesos(PhP 2 Billion) or about US$ 42.5 Million. The NCF is tied for aid, relief, rehabilitation, and reconstructionprograms.

Since 1996, LGUs are mandated by R.A. 8185 to allocate five percent (5%) of its Internal RevenueAllotment (IRA) as Local Calamity Fund (LCF) and can only be used upon declaration of a “state ofcalamity” by the local legislative body. In 2003, a Joint Memorandum Circular issued by the Department of

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Budget and Management (DBM) and the Department of Interior and Local Government (DILG) permits theuse of the LCF for disaster preparedness and other pre-disaster activities. However, many local officialsare still not aware that the LCF can be used for pre-disaster activities.

The same World Bank - NDCC study reports that an estimated fifty percent (50%) of LCF goes unusedeach year. The current system, however, puts LGUs in poorer and island provinces (usually hazard-prone)at a disadvantage as they have lower revenues and thus less available for LCF allocation. LGUs faced withdisaster impacts will depend on external sources for additional funds. Rehabilitation funds promised by thenational government cannot be met occasionally as planned setting back coordination agreements reachedby stakeholders in the affected LGUs.

Donor-assisted projects for DRR are placed under the responsibility of OCD Divisions apart from theirregular functions. The OCD has limited capacity in program/project development and management. Oneeffect is the existence of supply-driven projects (offered projects, not sought).

Context & Constraints:The use of the LCF for pre-disaster activities is rather misunderstood by many local officials. A massiveeffort must be done to inform them how to strategically use the fund for DRR activities. Also, a system formeasuring efficiency and accountability such as performance indicators in the utilization of governmentresources for disaster response should be established among LGUs and the national government agencies(NGAs).

A projectized approach to DRR should be minimized with time, particularly as mainstreaming must bepracticed and capacity built in the long term. Capacity for project management can be developed in anofficially designated office for the donor-assisted and initiated DRR projects. The PDCCs and RDCCs,assisted by their partners and NDCC must include in their contingency plans specific provisions on how todeal with a scenario of unmet rehabilitation funds from the national government through safety nets in thecoordination process in order for rehabilitation to proceed.

Human resources trained to handle DRM activities are few, particularly at the local level. Experience andknowledge of qualified practitioners and managers ought to be assembled together and put to good usemore effectively through training courses, workshops, and education / learning opportunities forgovernment staff at national and local levels, as well as the RDCCs and the LDCCs. In addition, facilitiesand technical equipment for hazard monitoring and forecasting, need constant maintenance andupgrading. Monitoring stations of warning agencies can be manned by trained residents and the youth aspart of the community complement in DRR. In anticipation of low participation in this activity, forms ofincentives may be devised.



Description:The DCCs all over the country are “uneven” in quality. Some regions and LGUs do not have a functional orviable DCC. This is partly due to the low level of recognition of the hazards and risks by the inhabitants andthe politicians that govern them. Although disaster management is a devolved function to LGUs, manyLGUs do not have a dedicated office to handle it. However, cities such as Olongapo and Makati as well asprovinces such as Bulacan and Sarangani have opted to establish local disaster management offices.

Experience has shown that local bodies can emerge to address a need in a high risk and vulnerable area.

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Albay Province has shown that a local government unit can move forward in DRR. The Albay Public Safetyand Emergency Office (APSEMO) evolved from the Provincial Disaster Operations Center, aresponse-oriented set-up funded by the Italian Cooperation for Development to cope with eruptions ofMount Mayon and annual destructive typhoons in the province. The office under the provincial governmenthas permanent staff to undertake pre-disaster activities. The APSEMO serves as a contact point forpartners like NGOs and international NGOs (INGOs) for project development and implementation support.

The NDCC has adopted Community-Based Disaster Risk Management (CBDRM) as a model to engagecommunities in DRR undertaking. The evidence for this is the crafting of the Strategic Plan for CBDRM aspart of the PDRSEA Phase 4 Project supported by the Asian Disaster Preparedness Center (ADPC) andthe European Commission. In said plan, the OCD envisions to be the main driver in the promotion andresource mobilization of CBDRM in the country as well as in the integration of CBDRM into developmentplanning.

Context & Constraints:While preparedness measures are undertaken by some groups in communities, there is weaknessregarding linking these with the larger municipal, provincial and regional response and other post-eventmechanisms. Ways and means to systematically involve volunteers and community members incontingency planning exercises and development processes should be done by the LDCCs led by theLocal Chief Executives (LCEs). Roles and responsibilities must therefore be assigned to all stakeholders.

Decentralizing to the local level brings out issues which are often affected by local politics. It would beuseful that options are made known to LGUs. A DRM office in LGUs entails costs and may therefore bedifficult to establish in poor municipalities. Putting the right person(s) in the job creates another difficulty.Changes in the local officials (as what happens during elections when incumbents do not get re-elected)bring in new persons who are not trained or even properly oriented on disaster management, thus negatingearlier training. Professional practice in the field of disaster and emergency management is yet to beestablished.

Projects after HFA adoption have championed community participation as part of good practice. Whilemany NGOs possess the skills and resources to mobilize people, many LGUs do not have such capacity.Moreover, although the NDCC, recognizes the significance of CBDRM, most national agencies do not havethe mandate, dedicated resources or local offices to advance CBDRM priorities.



Description:PD 1566 limits the membership of non-government entities to only the Philippine National Red Cross(PNRC). However, this has not prevented the private sector, civil society, and academe from participatingin NDCC's activities such as consultation workshops and seminars. Prior to 2007, there was minimalexchange of information and experiences on DRR outside post-event activities. New fora for governmentand civil society to openly discuss DRR issues and find solutions together have been initiated. The“National Multi-stakeholder Dialogue on DRR”, held in July 2007, April and May 2008, provided a venue forlocal, regional, national and international players in DRR in which to take stock of progress and moveforward. These are however not yet institutionalized. The DILG in cooperation with the German Technical Cooperation (GTZ), DIPECHO, the League ofProvinces of the Philippines, the UP Department of Geography and Philippine Geographical Society,convened the “First National Conference on Mainstreaming Disaster Risk Reduction (NCDRR) in Local

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Governance” in March 2007. At the end of the conference, a Declaration of Commitment “to reduce theimpacts of disasters…as part of good governance” was signed by one senator, DILG and DND DepartmentSecretaries, NDCC representatives, governors and mayors.

Involving organized networks and federations facilitates the communication and dialogue process. Amongthese organizations are the PSNDM (Private Sector Network for Disaster Management) and the CDRN(Corporate Disaster Response Network); both are networks of private companies. Most recently, the DRRNetPhils (Disaster Risk Reduction Network Philippines) was formed by civil society organizations involvedin CBDRM, advocacy for the passage of the DRM Bill, and awareness raising and meaningful actiontowards the SNAP formulation and implementation at national and local levels.

Context & Constraints:The NDCC’s Technical Management Group offers a regular forum but is only limited to NDCC members. Inthe absence of a strengthened DRM focal organization, NDCC members should be called upon tocollaborate in multi-stakeholder dialogues with a broader group of stakeholders.

The National Multi-stakeholder Dialogues ought to be continued in the spirit of inclusiveness and mutuallearning; which has been the mark of the previous dialogues. Funding for such fora has partly beenprovided by international/bilateral donors. Government budget must be secured for organizing at least onenational forum yearly. Similar sub-national and regional dialogues should be promoted to permit the flow ofinformation to different parts of the country.

The Council continues to draw from the strengths and capacities of the sectoral departments, NGAs,INGOs, NGOs, the academe, professional organizations, and private businesses. Though not officialmembers of the NDCC, the different Leagues of LGUs (Cities, Municipalities Provinces) are regularly beinginvited to attend the Council’s meetings. The participation of the networks and leagues can give amulti-sectoral flavor to the NDCC. The official and permanent representation of other stakeholders in thecurrent NDCC structure is not sufficient, and thus pending any legal changes, a more inclusive mechanismcould be put in place.

Singapore (in English)



Description:Singapore Civil Defence Force (SCDF) has been entrusted by the Singapore Government to be theIncident Manager(IM) for civil emergencies that is defined as sudden incidents involving the loss of lives ordamage to properties on a large scale. As the pre-designated Incident Manager (IM) for civil emergencies,SCDF is the overall in-charge of the multi-agency response under the Operations Civil Emergency Plan, or“Ops CE” . The Ops CE Plan is a national-level contingency plan for managing large scale civil disasters. This plan spells out explicitly the roles and functions of each agency whose distinct expertise is required tosupport the operations.

Context & Constraints:A civil emergency would also pose grave implications on the national, diplomatic or political fronts andmanaging the consequences would require multi-agency response. However, multi agencies co-ordinationand co-operation is strong in Singapore.

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Description:When OPS CE is activated, the SCDF is vested with the authority to direct all response forces under aunified command structure, thus enabling all required resources to be pooled.

Context & Constraints:Nil



Description:Exercises are regularly conducted to test the effectiveness of the multi-agency response and typicallyinvolve several hundred participants. Such exercises allow SCDF to foster closer inter-agency cooperationand co-ordination with related government agencies.

Context & Constraints:Strong support and co-operation are often displayed by the residents' committees.



Description:The Singapore Civil Defence Force and the Police Force are actively engaged by different responsibleagencies in their respective disaster risk reduction effort.

Context & Constraints:At the moment, each agency is responsible for their own areas of disaster risk reduction effort and warning.

Sri Lanka (in English)



Description:National disaster management policy was developed and awaiting approval from the National Council forDisaster Management.

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The National Policy has addressed the Disaster management holistically. However priority is given to DRRnormal time and search & rescue and relief operations during disasters.

School awareness programmes, mock drills ,Gender based programmes and public mental healthapproaches have been accepted as guideline principles in the formulation of DM policy which covers sometargets of MDG.

Consideration of Disaster Impact in the existing Environment Impact Assessment process has beenincluded in the policy which covers environment aspect of MDG targets.Ministry of Environment has agreed to appoint a representative to Scoping Committee where ToR for EIAand for new projects are considered. Urban Developemnt Authority has initiated a pilot project to prepare a development Plan for AmbalanthotaPradeshiya Saba taking in to considertaion floods, Droughts and Thunami. Disaster management policy is implemented through some programmes. DM policy has to be comparedwith other sector policies and amendments needed have to be incorporated.

National DRM plan is developed with the participation of all public and private sector stakeholder agenciesbut not made legally binding as yet.

Disaster Management Center is the focal point that coordinates and oversees the DRM system.

At present there are a few Ministries and Govt. agencies involved in various stages of DM cycle. DM& HRministry has been empowered to coordinate activities of all concerned ministries and agencies to avoidduplication and overlap of functions.

Only the government officers at management level aware of their decision making responsibilities in termsof DRM.

The organizational structure of government agencies who are involved in DRR is existing and known tothem. More consultations are required to made them understand the necessity to shift from relief to DRRto ensure sustainable development.

Context & Constraints:The national policy formulated and the approval has not been obtained as yet. Therefore disaster reductionpolicy cannot be included in other policies in the sector.

The strategies are being developed and awaiting the acceptance of the National Policy.

Only the officers at the management level are aware of the content of the NDRM plan. Hence thecompliance is not up to the expected level. There is a requirement to make the officer at lower level bemade aware of the plan for successful implementation.

Absence of policy approval is affecting the implementation of the DRM policy and DRR programmes.However some activities are been implemented in consultation with some stakeholders.

Regulations for enforcement the requirement of the act are not available .Hence the level of compliancefor DM act varies and depends on the personalities.

Act doesn’t make authorities legally responsible for compliance.

Responsibilities of agencies regarding DRR in their area of work must be defined in respective acts

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Amendments of disaster management act is urgently needed as;

• Powers vested for Disaster Management center is insufficient to implement DRR policies.• Powers are not given to formulate regulations.• Decentralization of powers needs to be affected through an amendment to the act. Deficincies of the DM Act was identified in consultation with all stakeholder agencies. Approval of tehCabinet of Ministers obtained to ament teh Act. Consultants appointed to review the Act has submited the1st draft.

The building codes used at present do not consider DRR requirements for construction. Legalresponsibility of applying standards, codes and guidelines for designing & construction in disaster proneareas are not very clear.

It is not clear how the available acts make the officers responsible and accountable for implementation ofDRR programmes.



Description:World Bank cover 65% of the investment for the Dam Safety and Water Management project proposed inthe Road map for DRR in Sri Lanka. Investment for establishing Emergency Communication and Early Warning system covered by a soft loanprovided by an International Bank.UNESCAP provided funds to improve the Emegenecy Communication capacity in two districs. JICA has provided a grant to undertake comprehensive flood management study in 4 river basins andestablishing a flood warning system in one of the river basins

Investments on DRR activities identified in the EIA reports have been integrated in to the estimates ofnew projects.

The DM Act has a provision to establish a fund, managed by the NCDM to be used in all activitiesincluding mitigation, emergency relief and response. NCDM approve criteria developed by the Ministry tooperate the fund. Approval of the Treasury awaited to comence the opeartion of teh fund. Initial Capital isprovided by teh Treasury.

The approximate national budget allocated for DRR activities is Rs 1375 mn in 2006, Rs 1547 mn in 2007,Rs 1070 mn in 2008 and Rs.1336 in 2009.

Flood insurance and crop and property insurance packages are available, but the high insurancepremiums keep the people away from these programmes. Implementing a micro insurence schemeinvolving Community grougps is proposed with WB funds in 2009as a pilot project

Available human resources on Disaster Management at all levels and across all sectors of government areinsufficient. Universities have initiated few diplomas and Master progarmme to produce qualifiedprofessionals in the DM field.

The presently available human resources for DRMt need more training to improve their expertise.

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Physical resources such as Communication, transportation, emergency response equipment, etc andinfrastructure are insufficient to meet challenges of disaster risk reduction programmes

Context & Constraints:The financial allocation is not sufficient to address the disaster risk management issues at present.

Disaster Management is not yet recognize as a separate sector. At present it is a component of SocialProtection sector therefore no percentage of annual budget allocated to disaster risk reduction. Furthersince the DM is not a devolved function of the Government, Provincial Councils do not allocate funding forDM in their budget. Disaster Management is not mainstreamed and therefore govt. agencies do not providefunds in their budget for DRM activities.

The methodology to assess the disaster risk is needed urgently to convince the authorities to allocatemore funds for disaster risk reduction activities.

Although there is national emergency fund established, operational mechanism for the management offund is not finalized. Aproval o0f the Treasury is awaitedto commence operations.

Delays in realization of international funds through the government need to be streamlined.

Insurance packages available at present for properties and life are not attractive. Need strategies topromote.

Human resources development in all levels of government and across all sectors is urgently required forimplementation of disaster risk reduction effectively.

Available physical resources and buffer stocks are inadequate. This need to be developed andmaintained at regional and also at village level to response to disasters. More storage facilities at districtlevel are required.



Description:Provincial councils are responsible for implementation of development activities and Local Authorities areempowered to implement programme for the welfare and safeguarding the health of people, enforcingthe regulations against those creating nuisances with in the LA limits. Powers and responsibilities betweencentral and local authorities are well defined.

Local authority has some powers to carry out relief and response activities but it laks resources to meetthedisaster risk reduction requirements.

The private sector, fulfilling their social responsibility, provides relief to disaster victims when there areappeals by the government for assistance.

Participation of civil societies and private sector agencies in the formulation and implementation of policiesand plans are inadequate. The other stakeholders (government, INGOs & NGOs) play an active role in this

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exercise.

Up to some extent the affected /vulnerable populations are involved in defining need and find solutions tomitigate disaster risks. However it was noted that there more female participatiion in these activities.

Community training and community based preparedness activities for hazards such as tsunami, landslidesand floods implemented in covering most of the disaster prone areas.

The government declared 26th December as the “National Safety Day“ and arranged following publicawareness activities on DRR to remind the population about the need to contribute to the disaster riskreduction to ensure disaster free Sri Lanka.

• School level essay and art competitions.• National and district level awareness meetings.• National competition organized to develop a logo for Disaster management Center.Logo for DisasterManagemenr Centre was developed and acceptwd by the Govt.

International safety day was celebrated in several selected districts with awareness and trainingprogrammes. Media prefer to cover disaster events when there is news value appealing to the public. Loss of humanlives,property damages and relief provided are covered to large extent.

Context & Constraints:The community leaders, community based organizations and NGOs working at village level mainly focusedondisaster relief and emphasis on disaster risk reduction activities as whole is inadequate. Implementation ofDRRactivities needs to be improved

Conduct programmes to make civil societies more dynamic organizations and strengthen their capacity tonegotiate with public sector agencies to implement DRR programmes.

DRR programme should be formulated and implemented in such a manner which encourages the maleparticipation in the process. Frequent dialog need to be conducted with local political leaders to emphasis on DRR rather than relief. Commercial inspired initiatives to mitigate disaster risk, strengthening preparedness for emergencies arenotbeing considered at present by the private sector. More media coverage is required for disasters and Pre-disaster activities (Preparedness, mitigation andprevention measures) in order to educate and prepare general public in advance for disasters. Conductingregular press briefing will facilitate this process.

In Ambalanthota DS division in Southern Sri Lanka Comunuity group was formed to cut open the sandbarrier of Walawe River mouth to drain off storm wate. Local NGO provided the seed capital and pay,entfor hire of machnery is made from the interest. Committee Chaired by the Divisional Secretary andconsisting of village leaders manage the funds. Some lgal coverage should be provided to ensure tehsustainability of such funds.

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Description:National Platform for DRR established in October 2007, named as National disaster ManagementCoordinating Committee (NDMCC) and functioning regularly to coordinate the activities of all stakeholders.

A program is developed with UNOCHA to monitor who is working where and on what activities.

NDMCC is a multi-sectoral organization composed of senior executives from public and private sectororganizations, media, academics, I/NGOs and Research Institutes.

Followings are the accomplished activities since it’s inception

Primary activity1 Establishing baseline information for DRR, including disaster and risk profiles, national policies,strategies, capacities, resources and programmes.Sub activitiesa) Preparation of a format with a guideline to collect information about disaster management programmesconduct by stake holders

b) Distribution of the format and guideline among the stakeholders. Format and the guidelines are preparedaccording to the thematic areas in the road map.

Primary activity2 ) Identified targets, gaps, concerns and challenges and setting forth accepted priority areas in DRR.Sub activitiesa) Decentralization of risk reduction activities concerning prioritized areas(responding to climatic change,establishing a mechanism to control Chronic Kidney Disease (CKD) and to promote human elephantcoexistence)

The percentage of women participation in NDMCC is approximately 30%.

Active participation of NDMCC members and providing resources to organize a Regional workshop on thetheme“Disaster Free Asia” has been encouraging. Representatives from Govt and I/NGOs involved in DisasterManagement activities from SAARC countries participated. Declaration was issued to strengthen RegionalCorporationfor DFA. National and regional initiatives to action the critical issues highlighted are required.

Publication of quaterly news letter DRR on behalf of NDMCC published in Aril 2009. Experience ofstakeholder agencies in DRM feild will be published. It is hoped that news letter will improve thecoordination among NDMCC members.

Context & Constraints:Participation of government agencies is not adequate. It was observed that interest of agencies in takingpart at meeting faded away as the subject matter discused has no relevance.Therefore in 2008 NDMCCrestructured and three core groups established.Core gr. 1. - Training and Awareness

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Core Gr. II - Disaster Risk Reduction Core gr. III - Responce Core groups meets monthly and repoprt to NDMCC one in three months. This change has created moreinterest of members.

Sharing of DRR work plan among all agencies has not happened as expected. Developemnt of disastercalender based on the disaster inventory for Sri Lanka has created an environment to share resourcesmore readily. Special atention was paid to improve the coordination at sub natioanl level. Request was made at themonthy conference of Government Agents to improve coordination of stakeholder agencies in disastermanagemnt field working in the district.

National platform represent only selected number of organizations and annual review of activities by allinvolved in DRR activities need to be conducted.

Syrian Arab Republic (in English)



Description:There are different legislative decrees and laws which organize the structures responsible on disasters anddefine their responsibilities. In addition to all the amendments in part of the laws to suit disaster risks inpreparing and mitigating, such as: civil defense law, procedures against marine pollution, necessity oflightning rods in buildings, seismic building codes.

Context & Constraints:-----------



Description:There are some administrations that dedicate funds for disaster risks reduction in their day to day business,but there are still some institutions that have not yet started to allocate special funds for disaster riskreduction to be used in day-to-day business.

Context & Constraints:The context and constraints for implementing disaster risk reduction plans at all administrative levels, arethe unavailability of sufficient resources to be used in disaster risks reduction activities on all institutions.


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Description:The adoption of decentralization at administrative levels is enhanced through the delegation of authorityand resources to local levels including disaster risk reduction. The participation of the local community isalso promoted through encouraging NGOs in activating its role in development, raising awareness, andvolunteer resources.As an example the Syrian Red Crescent is playing a vital role through community capacity building, andemploy its resources in disaster risk reduction, and enhance the role of volunteerism.

Context & Constraints:The adoption of decentralization is still at its first stage and will take time to be improved, this constraint willlead to the inability in dealing with disaster in each region separately.

This is also the case for the NGOs adopting volunteerism in dealing with disaster.



Description:There is a national multisectoral platform for disaster risk reduction, on top of this platform is the HigherCouncil for Civil Defense part of its mission is to define the goals and objectives of the Ministries,Administrations, & Establishments that implement the civil defense plan. Under the council comes both theNational Higher Committee for Disaster Management and the Central Command for Civil Defense, theirresponsibilities are to coordinate and facilitate the interaction between all key parties involved in disasterrisk reduction.

These two committees are encouraging and supporting all procedures and initiative to develop disaster riskreduction including cooperation with NGOs to benefit from the provided experiences.

Context & Constraints:----------------

Tajikistan (in English)



Description:4 - Substantial achievement attained but with recognized limitations in capacities and resources

The following Laws of the Republic of Tajikistan were adopted: “On fire safety” - 1994; “On civil defense” -1995; “On radiation safety” - 2003; “On protection of population and territories in emergency situations ofnatural and technological character”- 2004; “On emergency rescue services and the status of rescuers” -2006.

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The Special Resolutions of the Government of the Republic of Tajikistan established the State Commissionof the Government of RT for Emergency Situations (2002), state commissions for evacuation andsustainable development of sectors and objects of economy of the country under emergency situations inpeaceful and war time (2000) and approved their Provisions.Similar commissions were formed at the levels of regions, cities, districts, at Jamoats, ministries,organizations, at major enterprises, etc.Resolutions of the Government of RT No250 of June 10, 1996 and No192 of April 30, 2002 established,on the basis of major ministries and organizations, 15 services of Civil Defense, and determined theirprincipal tasks. The Regulations on the Civil Defense services of the Republic of Tajikistan were enforcedby Resolution of the Government of RT No229 of June 3, 2006.By Resolution of the Government of RT the non-military formations of CD were created, and theirRegulations were enforced (2007).The REACT team, consisting of international and national organizations and institutions (donor agencies,non-governmental, multilateral and bilateral organizations, various ministries) is a Partnership formanagement of natural disaster risk in Tajikistan. This mechanism focuses on coordination of riskmanagement and response to natural disasters and rehabilitation.

Context & Constraints:1. The Government and international organizations recognize the need in resolving the issue ofmanagement of risk of natural disasters. Financing of these initiatives is increasing, but not to sufficientdegree yet. 2. There is no national, i.e. multi-organization strategy for risk management, or the plans of preparednessand response to natural disasters that would serve as the strategic guidance for the concerned nationaland international parties, especially in part of clarification of their roles and responsibilities.



Description:- 3 - Institutional commitment was achieved, but the accomplishments are not comprehensive andsignificant.

The annual Republican budget and the budgets of administrative-territorial units (regions, cities, districts,Jamoats, towns, etc.) allocate funds for elimination of outcomes of emergency situations.These funds are distributed by the State Commission for Emergency Situations of RT, in accordance withjustification documents prepared by the local Commissions for Emergency Situations. The documents are submitted to the Committee for Emergency Situations and Civil Defense through itsregional units and further to the Government of the Republic of Tajikistan for consideration by the StateCommission for Emergency Situations of the Government of RT.Besides, funds are allocated for training of heads of ministries and organizations, local organs of executivepower, objects of economy, school and university students, local population, and other groups ofpopulation, preparing them for emergency situations of natural and technological character.

Context & Constraints:Difficulties:1. The funds allocated by the Government for elimination of the damage from emergency situations areinsufficient and make at most 10% of the loss inflicted by natural disasters to the population and economyof the country. The works on prevention and mitigation are under-funded; financing of reconstruction andrestoration of hydro-technical protection facilities in most dangerous locations through Ministry ofMelioration and Water Resources, Center for Coordination of Projects in Mitigation of Disasters of the

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Committee for Emergencies and Civil Defense makes a small portion of the required support.2. In accordance with the Law of the Republic of Tajikistan “On the Fund for elimination of outcome ofemergency situations” of December 27, 1993 a non-budget fund was created in the country, supported withtransfers of 10% of amortization amounts of the subjects of economy in the territory of Tajikistan, forspending on financing of reconstruction works in emergency situations.



Description:- 2 - Some progress, but without systematic policy and/or institutional commitment

The authority of the organs of executive power at the level of Jamoats, of town and city councils that workdirectly with population in the area of prevention and response to natural disasters and recovery aredefined rather clearly, which is reflected is the relevant documents determining objectives and tasks ofthese organs. In the work with the population the great role belongs to the units of the Committee for Emergencies andCivil Defense, the civil defense services and the local non-military formations.A number of local and international governmental and non-governmental organizations and donor agenciescollaborate with the Committee for Emergencies on the level of communities, improving the level ofawareness of population of the risks, thus making significant contribution in increasing the potential ofcommunities in preparation for natural disasters and participation in activities in reduction of risk.One of positive examples is the increasing participation of national non-governmental organizations indisaster risk management, from the Red Crescent Society of Tajikistan, including its institutional role in thearea of preparedness and response to disasters, through small NGOs that provide specific services.

Context & Constraints:Difficulties:

1. Although the authority of ministries, organizations and local organs of executive power in the area orprevention and response to natural disasters and recovery is defined quite clearly and supported byrelevant documents, at present there are no sufficient resources for the execution of such authority. 2. Some ministries and institutions, in pursuit of their institutional interests, are not willing to share withpartners the available information required for protection of population and territories in emergencysituations of natural and technological character.3. The Committee for Emergency Situations and Civil Defense, as the leading state organization incoordination of activities in assessment of natural and technological hazards, concluded agreements with anumber of key ministries and organizations in the sphere of exchange of information; still, some ministriesand organizations do not demonstrate willingness in this issue. CoES intends to resolve the issue at thelevel of the central government.



Description:Special resolutions of the Government of the Republic of Tajikistan created the State Commission of theGovernment of RT for Emergency Situations in 2002, the state commissions for evacuation, sustainable

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development of sectors and objects of the national economy under emergency situations in conditions ofpeace and military conflict (2000), and approved their regulations.Similar commissions were created at the levels of regions, cities, and districts, in Jamoats, at ministries andorganizations, at large enterprises, etc.Resolutions of the Government of the Republic of Tajikistan No250 of June 10, 1996 and No192 of April30, 2002 ordered formation of 15 Civil Defense service units on the basis of key ministries andorganizations, and determined their basic functions. Regulation on the Civil Defense units was approved byResolution of the Government of RT No229 of June 3, 2006.The Government of RT by its Resolution created non-military formations for Civil Defense and approvedtheir Regulation (2007)The Rapid Emergency Assessment and Coordination Team (PEACT), consisting of international and localorganizations and agencies (donor and non-governmental organizations, bilateral and multilateralorganizations, various ministries) is a Partnership for management of risk of natural disasters in Tajikistan.This mechanism aims at coordination in risk management, in response to natural disasters and in recovery.

Context & Constraints:Difficulties:

1. Prevention of loss from natural disasters is one of the objectives of the Commission for EmergencySituations and other commissions at all levels. However, implementation of this objective by national,regional and local authorities is not at appropriate level. The local organs of power often do not have theknowledge and resources to participate in the work in management of risk of natural disasters. 2. The mechanisms facilitating timely and targeted assistance to vulnerable communities in case of majordisasters require appropriate coordination between the Government and the international community.3. The roles and responsibilities of state organs and other participants at different administrative levels inissues of preparedness, prevention and reduction of risk still require clarification. The legislative base hasgaps (especially at the level of administrative acts and orders).

The UNDAC in 2006 recommended the Government of RT to revise the system of management of naturaldisasters, strengthen coordination and introduce preparedness for natural disasters at the national,regional and local levels.

Uzbekistan (in English)



Description:Protection of population and territories against disasters of natural, man-made and environmental characteris one of the priority areas of the national security policy in the Republic of Uzbekistan. It is essentiallyaimed at ensuring safety and protection of population against various disasters and emergencies. In thecontext of vigorous scientific and technological progress, man-made changes of the natural environmentand changes in the geo-political structure of the world, the problems of regulating interaction between theman and the biosphere, harmonization of interrelation between the social advancement and preservation offavorable natural environment, and achievement of equilibrium in the relationship "man-society-nature" arebecoming increasingly important. A fundamental document addressing this problem is the law of theRepublic of Uzbekistan "On protection of population and territories against emergency situations of naturaland man-made character" (adopted on August 20, 1999 in Tashkent).The law of the Republic of

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Uzbekistan "On civil defense" (adopted on 26 May 2000, Tashkent) sets out public policy priorities inprotection of population and territories, material and cultural values against the possible hazards. The keyoperational procedures prescribed by the law make it possible to prepare people at large to protectthemselves against hazards.

Context & Constraints:It should be noted that alongside with the unique geographic position of Central Asia the region is highlyprone to natural disasters (earthquakes, landslides, mudflows, floods, droughts, etc). The complicatedenvironmental setting existing in the region and other countries of the world is primarily associated withnatural and anthropogenic factors. Therefore it is imperative that new ways to address the problem aredeveloped including effective interaction with the world community.



Description:The Ministry of Emergency Situations (MoES) is the key national body for multisectoral coordination andcooperation in the area of disaster risk reduction in the Republic. The Ministry of Emergency Situations ofthe Republic of Uzbekistan was established by the Decree of the President of the Republic of Uzbekistan#УП-1378 dated March 4, 1996. There are regional (territorial) departments of emergencysituations operating in all of the 14 regions of the republic with district emergency units established inindividual districts.There is the State System for prevention of and response to emergency situations (SSPR) established inthe Republic of Uzbekistan the structure and operating procedures whereof were defined in the resolutionof the Cabinet of Ministers of the Republic of Uzbekistan #558 dated December 23, 1997.The SSPR is composed of the management bodies, emergency epidemiological, epizootic and epiphytoticsituations (special danger infections, epidemics, group diseases of unknown aetiology, poisoning with toxicagents, mass food poisoning, etc).Financing of activities in prevention and recovery from emergencysituations in the sphere of protection of population and territories is provided by organizations, stateexecutive authorities, and other sources. In case of absence or insufficiency of funds available for recoveryand reconstruction, the means of the reserve fund of the Cabinet of Ministers of the Republic of Uzbekistancan be used. The procedure of forming the capital assets for addressing the issues in protection ofpopulation and territories are defined by the legislation.The state provides annual funding for replenishmentof the funds and the emergency stock of food, medicines and other resources necessary for providing thesupport for population in case of relocation to the safe area in case of emergency situations.

Context & Constraints:The Government of Uzbekistan is consistently working on increasing the human, material and financialresources for implementing DRR plans and activities, at the central, regional and local (district andmahalla) levels. Integration of modern technologies, constant training, rehearsal, and application ofstructural safety measures require increased input of all types of resources, and is time and resourceconsuming.



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Description:MoES accepted a number of international projects for implementation:The first phase of a joint MoES / UNICEF project “Risk reduction among vulnerable groups of populationparticularly children and women in six oblasts of Uzbekistan mostly exposed to natural disasters” has beenfinalized (for the period from 01 April 2007 to 30 June 2008). The primary goals of the project are:To train populations on action planning skills before natural disasters, as well as to response during andafter natural disasters in order to reduce the damages from their consequencesTo strengthen the capacity of the Population and Administrative Bodies Training Centres (MBTC) under theregional Departments of Emergency Situations (DoES) to coordinate and carry out measures for naturaldisaster preparedness of mahallas (communities), schools, nursery schools and medical facilities.Project partners:Ministry of Emergency Situations of the Republic of Uzbekistan (MoES) jointly with the Representative ofthe UN Children’s Fund in Uzbekistan (UNICEF), with participation of ministries of Public Education(MoPE), Health, and “Mahalla” Fund implemented the project aimed at reducing the damages from naturaldisasters among the vulnerable groups of population, particularly women and children.The project was carried out in 6 oblasts (Bukhara, Kashkadarya, Samarkand, Syrdarya, Fergana andTashkent).Presently, MoES signed a Memorandum of Understanding with the Representative of UN Children’s Fundin Uzbekistan (UNICEF) on implementation of the second phase of the project where 9 more oblasts of therepublic will be included.

Context & Constraints:Context and constraints are not indicated



Description:There are sector oriented concepts and target programmes on natural disaster risk reduction which arespecified depending on the area of activity and nature of disasters. The SSPR functional and territorialsubsystems’ action plans have been developed, approved and are systematically adjusted based on theDecrees of the President of the Republic of Uzbekistan, the Laws of the Republic of Uzbekistan andresolutions of the Cabinet of Ministers of the Republic of Uzbekistan which govern the functioning of theSSES and those of the following bodies:Ministry of Emergency Situations, Ministry of Interior, Ministry of Higher and secondary special education,Ministry of Public Education, Ministry of Health, Ministry of Defence, Ministry of Agriculture and WaterManagement, Ministry of Finance, Ministry of Economy, State Committee of Nature conservation, StateCommittee of Geology and Mineral Resources, State Committee of Architecture and Construction,Academy of Sciences, Centre of Hydro-meteorological Service under the Cabinet of Ministers of theRepublic of Uzbekistan (Uzhydromet), State Stock Company “Uzavtoyul”, State Stock Company“Uzkimyosanoat”, National Holding Company “Uzbekneftegaz”, National Television and Radio broadcastingCompany “Uzbekistan”, National Air Company “Uzbekistan Airways”, State Stock Railway Company“Uzbekistan railways”, State Stock Company “Uzbekenergo”, State Insurance Companies“Uzagrosughurta” and “Kafolot”, Uzbek Agency “Uzcommunkhizmat”, Uzbek Agency of Communicationsand Informatization, Uzbek Agency of Automobile and River Transportation, State Inspection“Sanoatkontekhnazorat”, National Council of the Red Crescent Society of the Republic of Uzbekistan andothers.

Context & Constraints:Context and constraints are not indicated

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Viet Nam (in English)



Description:Vietnam has developed and promulgated relevant legal documents for natural disaster prevention,response and mitigation, such as Law on Dyke, Water Resources Law, Law on Forest Protection andDevelopment, Law on Environment Protection, Land Law, Law on Natural Resources and Minerals, Law onFisheries, etc., Ordinance on Flood and Storm Control, Ordinance on Exploitation and Protection of WaterResources Structures, Ordinance on Exploitation and Protection of Hydro-meteorological Structures,Regulations on early warning and prevention of earthquake and tsunami, etc. Decrees to guide theimplementation of laws and ordinances have also promulgated. Those mentioned documents are the legalcorridor for natural disaster management in Viet Nam with decentralized responsibilities and capacities atall levels, particularly the CBDRM. Those legal documents also outline the rights, roles and responsibility ofthe citizens and the government authorities in implementing democratic values in the community and allowthe community and citizens to fully participate in any planning activity including disaster prevention. TheVietnamese government has also decentralized responsibilities and allowed local authorities to activelymanage natural disasters in three stages: before, during and after the disasters.Policies and legal frameworks with decentralized responsibilities and capacities at all levels: Vietnamesegovernment has paid attention to the development and decentralization of responsibilities in disaster riskreduction activities. People’s committee of provinces and municipalities: Develop disaster prevention, and response of theirlocalities, actively rearrange residential areas, mobilize resource available at their areas to implement thedisaster risk reduction as well as search and rescue when disasters occur in their areas.Central committee for flood and storm control (CCFSC): Improve the institutional mechanisms, delegatethe role and responsibility to each member, effectively assist government and Prime Minister to commandand implement the disaster management measures, coordinate with Central committee for Search andRescue to monitor, encourage ministries, sectors, and local government to carry out the DRR and searchand rescue annually. Central committee for search and rescue (CCFSR): Direct relevant ministries and local government toreview and check the available equipments, means, and materials for search and rescue at regionalcenters, provinces, and municipalities, have a plan to timely supplement in terms of quantity, kinds ofequipments necessary for search and rescue (e.g. rescue ships and boats, temporary shelters, life buoy,etc.), particularly put priorities for the disaster risk areas. Direct ministries, sectors to carry out its assigned roles and responsibilities related to disaster prevention,response and search and rescue as well as recover and rehabilitate from the impacts of natural disasters.Particularly, on 16th November 2007 the Prime Minister approved the National Strategy for NaturalDisaster Prevention, Response and Mitigation to 2020 (hereafter the National Strategy) along with theguidelines for developing an annual Action Plan for the implementation of the National Strategy by sectorsand provinces. Further to the legal documents mentioned above, key documents of relevance to bothdisaster management and climate change include the National Target Program to Respond to ClimateChange and the Ministry of Agriculture and Rural Development (MARD) Action Plan Framework forAdaptation to Climate Change have been approved in December 2008 and September 2008 respectively.These are the important legal documents to promote the disaster management and climate changeresponse in Viet Nam. Since 2008, MARD has prepared some initial steps to develop a law on DRR. For example, studies on

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DRR have been conducted and achieved some preliminary results. Further more, other related ministriesalso developed and promulgated relevant DRR regulations, such as the regulations on prevention,response and recovery from floods for all kinds of transportation, regulations on communicating, andreporting mechanisms in responding to natural disasters.

Context & Constraints:DRR is a comprehensive field. It is required not only to specifically invest in prevention, response, andmitigation activities, but also integrate into social-economic development process. The legal frameworks onDRR need to be regularly reviewed, and updated in the face of climate change context. Furthermore, theawareness of disaster and climate change in Viet Nam is still limited. The regulations for promulgating legal documents indicate that relevant stakeholders and citizens need tobe consulted during the legal development process, particularly the legal documents related to disasterprevention, response and mitigation. However, the consultation with local communities is a big challengesince it is required to enhance the awareness of communities on the legal development process and this isnot an overnight process.Proposed solutionsCurrent legal framework for DRR should be reviewed, updated, and readjusted. The new legal frameworkshould clearly determine the roles and responsibilities of key agencies at national levels, decentralize theroles and responsibilities to local authorities, and have a clearer operational mechanism for relevantgovernment authorities and agencies from local to national levels. It should also be a legal corridor for allDRR activities in which community participation in disaster management is strongly encouraged.



Description:In the first year of National Strategy implementation, almost all ministries and provincial governments havedeveloped the DRR action plans for their sectors and provinces respectively. Thus, in recent years theallocation resources for disaster prevention, response, and mitigation have been prioritized and graduallyincreased, particularly the national budget for disaster management. Local governments have alsomobilized all available resources from local communities, civil societies, and international organizations forDRR. Annually, the loss and damage caused by natural disaster is approximately one percent of GDP of VietNam. Current capacity of Viet Nam including resources from local to national government partially meetsthe need for current DRR. Most of the resources have been used for emergency response, recovery andrelocation after the disaster. The contribution from civil societies, NGOs, and international organizations issignificant. However, with the increasing of severity and frequency of natural disasters it partly contributesto the need for DRR at the high risk or frequently affected areas.

Context & Constraints:In the past five years, financial and resource allocations to local governments have been used effectively.However, the capacities of staffs working in DRR sector need to be enhanced.The biggest challenge is how to balance the limited budget for both the sustainable socio-economicdevelopment and disaster risk reduction in the context of increasing the impacts of natural disasters. Thelimitations of planning and implementation of DRR in Viet Nam have been gradually reduced.Proposed solutions:The State should promptly develop and promulgate DRR law and regulations in which the self-reliancefund for DRR at village and commune levels should be promoted and developed as stated in the NationalStrategy.

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The capacities of relevant authorities and agencies for DRR should be enhanced through education, andtraining. Furthermore, a regular evaluation and monitoring of DRR should be implemented, and advancedsciences and technologies for DRR should be regularly applied and updated.



Description:In the past years, In Viet Nam the participation and contribution of communities in DRR is huge. Viet Namhas been recognized as one of the countries that have greatest contribution of people in DRR. Theactivities from the central government, ministries, and local authorities to prepare and respond to naturaldisaster have been widely implemented by people living in high-risk areas. The “four-at-site motto”(command at site, forces at site, materials and equipment at site and logistics at site), the core principle indisaster response in Viet Nam, has been promoted and practiced annually. Local authorities andcommunities have actively participated in the disaster prevention, response and mitigation in theircommunities and localities.Local governments have been gradually allowed to increase their autonomy to manage their local budgetdirectly. Civil societies, NGOs, and international organizations have actively implemented CBDRM projectsand programs. Through these programs the rights, responsibilities, and participations of communities in theprocess of projects/programs development and implementation have been strengthened. However, theseprojects/programs lack the systematic coordination as most of them are the pilot projects/programs andfollow some certain criteria to meet the requirements of the implemented organizations and donors.Recently, MARD collaborates with other ministries and local authorities to develop a proposal for CBDRMprogram to 2020, which will be implemented national wide. The proposal has been submitted to PrimeMinister for approval. This proposed program emphases the community participation, and the devolution ofauthority and management.

Context & Constraints:As mentioned above, due to the limited capacity of local authorities and communities, and the differencesin capacities among local governments, regions as well as urban and rural areas, mountainous and flatlandareas, the level of participation and effectiveness of community participation in DRR have limited results.Therefore, the genuine and effective community participation in DRR requires longer time for planning,implementing, monitoring, and evaluating the projects/programs with the real participations of all relevantstakeholders. Moreover, mobilizing the participation of vulnerable groups faces many challenges as theirsocio-economic conditions and capacities are limited. CBDRM is an approach widely accepted by many stakeholders. However, it is required radical change inthe perception of people and government from local to central levels as the central planning approach hasbeen practiced long time in Viet Nam. Local governments need to share, and collaborate with localcommunities and vice versa local communities need to actively participate in the process of planning andimplementation. It is required strong efforts to bridge the gap between policies and implementation.Another challenge is the integration of gender, children, and vulnerable and disabled people into the DRRaction plan as this is a new issue to local communities. It is a common perception that “DRR is theresponsibilities of men and government”.

Proposed solutions:Human resources development and socialization should be recognized as a gradual process and prioritywill be given to the building of safe community and the enhancing disaster preparedness capacity ofindividuals through mass media and propaganda. Suitable mechanism to build a voluntary task force at

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villages and communes vulnerable to natural disasters and to mobilize the contribution of human resourcesand financial support from residents and corporations should be identified. It is also vital to providespecialized training in order to strengthen human resources to meet requirements of natural disasterprevention, response and mitigation, especially human resources in advisory and administration agenciesrelated to disaster management, especially at central, provincial and district and commune levels.



Description:Annually, Vietnamese government organizes regular national meetings at central levels to review, andevaluate the DRR activities. Other workshops and forums for sharing experiences in DRR are alsoorganized. These meetings and forums have been paid widely attentions and attended by many relevantministries and government from local to central levels. Particularly, the DRR information has beenintegrated and disseminated to local communities prone to natural disasters through cultural activities,anniversaries at villages and communes. These are the important platform to enhance the capacities andraise the awareness of people in DRR.Besides the activities carried out by the government resources, the activities for information sharing anddialogue have also implemented widely by foreign organizations. NDMP’s Inter-Agency Working Group(IAWG) and Disaster Management Working Group (DMWG) have been established and regularlyorganized workshops and forums to discuss the concerned issuesThese may be considered to partly fulfill the requirements of a “national multisectoral platform” for DRR asdefined by UNISDR. However, at current stage Viet Nam has no fully functioning “national platform” forDRR with clear mechanisms and policies.

Context & Constraints:Some ministries and local governments have not paid enough attention to DRR issues. Therefore, manymeetings and forums have not fully participated. In order to increase the effectiveness of the Platform forDRR, it is needed to develop in which the roles, and responsibilities of relevant stakeholders are clearlyidentified. In addition, the experience and information sharing activities, and policy dialogues at village andcommune levels need to be strongly encouraged. The involvement of ministries and local communities andrelevant stakeholders, particularly private sectors should also be encouraged. Proposed solutions:A national multisectoral platform for disaster risk reduction with all functions as recommended in HFA iscrucial. Therefore, it is important to have a plan to develop a Natioanl Platform led by goverment with thesupports from donors.

Yemen (in English)



Description:In the last decades ; the Government of Yemen as one of LCD countries, was focusing only in theinfrastructure and other development activities . The MWE established the General Directorate of

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Environmental Emergencies (DGEE) as the 1st governmental institution specified to act on risk reductionaspects such as natural and man-made risks identification , mapping early warning system and so on(please sea the legal documents on www.mweye..org).

2004, MWE started to introduce the concepts of risk reduction through multi-stakeholders approachestablish the NTEDR as the 1st national platform act on DRR aspects. Now the development of DRR national strategy and legal framework has been recognized by thegovernment as one of the national priority. The Government with support from GFDRR has started the primary steps of some key activities to developa national strategy and enhance the legal framework of DRR in Yemen at the National level. In the samedirection other MoU has been signed between GDEE /MWE and Yemeni Red Crescent Society (YRCS) to launch a DRR capacity building program at the community level that will be supported by GFDRRmechanism.

Context & Constraints:The limited resources, the lacking of public and official awareness, lacking of expertise & knowledge, ,lacking of the risk information , weakness of the coordination mechanism and the limited capacity ofGDEE are the main impediment face the government . Additional the mentioned obstacles , someinternational organizations create such disturbing problems between the local agencies throughencouraging and feeding the clashes between local governmental agencies. Most of the clashes comeneither because of .conceptual misunderstanding , mixing between the wide concepts of DRR and disasterresponse and/or the absence of the clear institutional framework.

To enhance the existing efforts of the MWE ,It is strongly recommended to; 1. enhance the exitingprograms on DRR by providing more resources 2. Strengthen the information and knowledge sharing, 3.Gave a clear identification and differentiations mandates between the concept of Disaster Reduction andDisaster Response, 4. And to develop clear coordination mechanisms , guidelines and rules in terms ofDRR between the UN organizations neither the international or their local branches where they sometimesplaying oboist rules to DRR efforts by duplicating the same programs and creating a conflicts between thelocal governmental agencies.



Description:Through support from the GFDRR up 1 million US$ project allocated to enhance mainstreaming Disasterand climate change risk reduction at the national level ( National platform, national strategy and legalframework , that being implementing by GDEE/ MWE under GFDRR/WB supervision . Also up to 1.5million US$ now in the pipe ( may be allocated next year) to mainstreaming community basedmanagement for disaster risk reduction which will be implemented by GDEE/MWE and Yemeni RedCrescent Society with coordination and support from GFDRR/ WB and IFRC.So, the Government of Yemen has recognized the this support and started the several step that presentthe government commitment such establishment of Disaster and Climate Change Risk ReductionUnit(DCRU) within MWE and planning to allocate local fund up to 500000 US$ for DCRU in the ministry offinance as local contribution to cover running cost of DCRU and other DRR activities for the next 3 years.Hopefully after 3 years, National Strategy and legal framework will be issued and declared.

Context & Constraints:Several challenges and barriers emerges since the establishment of the general directorate ofenvironmental emergencies within the MWE in 2003. This was th1st governmental body mandated for

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national and manmade risks reduction and prevention. This GD started to introduce the DRR concept andit is related aspects, and establish the National Platform . the main challenges GDEE faces can besummarized as the following : 1. Lacking to the DRR knowledge and/with misunderstanding of the newconcept. 2. Absent of the clear legislations in disaster response and disaster reduction. 3. Lacking forexpertise 4. Unconscious interventions that may be done by some international organization and/ or thereoffices in the country. These interventions sometimes create a coordination conflicts between the nationalagencies and affect on the coordination progress. 5. Lacking to the financial resources . this factor is themajor key challenges. Because 6. the DRR concept is new concept in general and there is a huge gap inawareness at the official and the public levels.



Description:As mentioned previously , MWE with YRCS are planning to start some action in this regards with supportand coordination from GFDRR and IFRC. This initiative aimed to build the capacity of the localadministration and enhance the mainstreaming of D CCRR community based management systems,enhance the knowledge and DRR awareness.

Context & Constraints:DRR awareness is almost missing among the public , policy makers even higher level all over the country.Lacking of the financial resources, appropriate educational materials and capacity are the main constrainsface the existing efforts to develop Disaster and Climate Change Risk Reduction vision at the local level.The local administrations are willing to work closely with the central government to address the DRRagenda in their authorities but there is no available resources to handle this issues.



Description:There are two forms of National platform deal with disaster aspects as follows:1.In 1998, Supreme Civil Defines Council was declared by presidential decree as multi-stakeholderscommittee address the disaster response coordination and commitments. Despite its weakness it canimproved in terms of institutional arrangements and capacity building.2.In 2005 , Notional Team for Environmental Emergencies and Disaster Risk Reduction (NTEDR) wasestablished under supervision of the Minister of Water & Environment with guidance from UNISDR andJoint UNEP/OCHA Environmental Unit.

Context & Constraints:The main constraints can be summarized as the following :. 1.Lacking for the financial resources for the organizational purposes. 2.Absent of such the legal framework in Disaster Reduction that identify the tasks of the deferent agencies..3.Lacking of the DCCRR awareness among the officials rather than the public.4.The mixing in the concept of disaster reduction and response .5.Other cultural aspects.

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Europe

Armenia (in English)



Description:Armenia constitution readopted in 2005, the Laws adopted by the National Assembly, Governmentprogram and decisions are covering the framework of legal system in DRR and ensure the relevantinstitutional arrangements for measures and actions in the frame of DRR. The Ministry on Emergency Situations is established in 2008 for elaborating the policy and coordinatingthe activities aiming at natural and man-made disaster risk reduction.

Context & Constraints:National policy and legal framework are in place to enhance the efforts for disaster risk reduction.However, still efforts to be made to ensure the decentralized capacities and capabilities to sustain disasterat local level.



Description:The Government has the reserve fund from which the dedicated resources for elimination disasterconsequences are allocated. Some institutions dealing with the DRR matters including the ArmenianNSSP and Armenian Rescue Service are funded from the State budget. Progress would be expected forefficient resource spending due to the establishment of the new Ministry for Emergency Situations.

Context & Constraints:Allocate resources for the implementation of disaster risk management programmes, laws and projects inall the relevant sectors of national and marz administrative budgets.Set definite criteria for measuring the use and effectiveness of the dedicated resources, improveunderstanding of the costs and benefits of risk reduction measures and their assessment.Ensure hazard risk is taken into account while preparing national and marz assistance programmes andpoverty reduction strategy.Develop alternative and creative financial approaches for managing risk reduction.Reset the intention towards the short-term expenditure for emergency relief support following the disaster,in favor of medium and long term investment in development measures to reduce the human and property vulnerability to disaster. Ensure funding to support the steady approach to disaster reduction capacity building.


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to local levels


Description:The Armenian National Survey for Seismic Protection has its territorial divisions dealing with seismichazard and risk problems at regional level. The Armenian Rescue Service has its marz branches forimmediate emergency response in case of possible natural and man-made disaster.Municipal services has the contingency and action plans aimed to minimize the negative consequences ofdisaster.

Context & Constraints:Ensure the decentralized local governance DRR systems at marz level would be integrated into nationalinitiatives and adequately resourced , and the responsibilities would be clearly identified and shared.Empower community-level organizations, volunteer groups and other active community members toparticipate in disaster reduction decision-making, planning and implementation. Recognize the role and contribution of voluntary action to capacity building at marz and community leveland provide the appropriate environment.



Description:A multisectoral platform for disaster risk reduction as the efficient and capable mechanism for interaction ofthe key players is now developing due to establishment of the Ministry of Emergency Situations of theRepublic of ArmeniaThe ministry incorporated the key actors of disaster risk reduction in Armenia namely Armenian NationalSurvey for Seismic Protection, Armenian Rescue Service and Armenian Hydrometerological Bureau. Eachinstitution has its programs and regulations and now it is possible to facilitate the interaction of theiractivities into the synergy efforts and advocate policy for disaster risk reduction.

Context & Constraints:Encourage the dialogue among the relevant sectors to focus their efforts on planning and co-ordination atnational and marz levels. Strengthen partnership and alliance building across sectors and disciplines at all levels.Stimulate multi-sectoral and inter sectoral partnership and networks for information exchange.Establish multi-sectoral and adequately resourced national platform for disaster reduction.Improve access to information on disaster risk assessment and reduction measures.Encourage the private sector to practice and contribute to risk reduction and strengthen public-privatesector partnership.Ensure all sides of partnership are based on local interests and participation.Incorporate vulnerability and risk assessment methods fully into formal development planning.

Bulgaria (in English)



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4 - Substantial achievement attained but with recognized limitations in key aspects, such as financialresources and/ or operational capacities

Description:The Ministry of emergency situations together with other responsible authorities, develops the NationalProgram for protection in disasters and the Annual plan for protection in disasters and Annual plan forurgent and safety emergency restoration activities. It is grounded in the Disaster Protection Law. TheNational Program consists of activities for disaster’s reduction and resources for their implementation.

Context & Constraints:- Improvement in the (under-)regulative basis in disaster’s protection area for the state.



Description:The emergency plans on a community and municipality level are developed. Preventive measures in caseof distinct disasters and accidents are included in the Plans. The Plans consist of activities for disaster’srisk reduction and resources for their implementation.

Context & Constraints:-Disposition with necessary properly trained/ educated staff and resources;-Increasing of a public awareness in case of disaster, voluntary help



Description:Community emergency plans with respective preventive measures and resource allocation are developedin case of disaster or accident in municipality area.

Voluntary units formed and trained by the supervision of the municipality authority could participate in theprocess of averting, rescuing and mitigation of the emergency (as it is pointed in the Disaster Protectionlaw).

Context & Constraints:-Disposition with necessary properly trained/ educated staff and resources;-Increasing of a public awareness in case of disaster, voluntary help



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Description:The preventive content of a National Program serves as a nationally owned mechanism for adopting ofdisaster risk reduction measures at all levels.

Context & Constraints:improving of a co-operation and co-ordination at all special authority levels;

Croatia (in English)



Description:At national level, there is a system in place, as well as a number of involved actors; the process isunderway to adopt a national platform for disaster risk reduction aimed at linking all the actors in order toreach a common goal to reduce disaster risks.

Context & Constraints:There are overlaps between various institutions in the existing legislation, and now efforts are made toeliminate them.



Description:It has been estimated that not enough has been achieved in disaster management at local level resulting inchanges made to the legislation and mechanisms necessary for its implementation. Insufficient funds havebeen allocated for disaster risk reduction at local level.

Context & Constraints:Local self-government is not capable of allocating sufficient funds; efforts have been made in this respectto change this situation, and although the state will try to provide assistance in this matter, the primary tasklies with the local level.



Description:National Protection and Rescue Directorate has taken care of protection and rescue system through itslocal offices and has been stressing the need for active involvement of local self-government bodies in this

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matter. In the transitional period, the state will continue to financially assist local capacities for disasterresponse.

Context & Constraints:Limited budget has been obstructing desired development and the necessary preparedness levels. Also,continuous disaster response training should be conducted.



Description:The procedure for adoption of the National platform for disaster risk reduction has been started and itsadoption envisaged for the end of 2009. The process involves all relevant actors, from state administrationbodies, through NGOs, public and private companies to scientific institutions and others who may activelycontribute to the National Platform.

Context & Constraints:To promote the importance of the National Platform’s adoption and to include a number of actors in itsmaking. The process of its adoption will not be fast but will eventually yield good results.

Czech Republic (in English)



Description:Early warning system incorporated into the state emergency system exists on state, regional andcommunity level defined by the crisis law package from the year 2000.

Context & Constraints:Financial resources are the main constraints.



Description:Disaster reduction plans exist at all levels especially for the case of floods (the most frequent kind ofdisaster).

Context & Constraints:financial constraints

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Description:Delegation of authority and resources has been defined by law.

Context & Constraints:However, financial resources are not adwequate in some cases.



Description:Multisectoral approach has been defined in the amergency law package. At the same time, multisectoralapproach has been promoted also by the cCzech National Committee for Disaster Reduction (Czechnatiopnal DRR plarform).

Context & Constraints:Sometimes coordination and capacities problems might occur.

France (in French)



Description:La plupart des actions de la France la situe au niveau 4 du tableau ci dessus :- un dispositif législatif et réglementaire : la loi de 2003 relative à la prévention des risques technologiqueset naturels et à la réparation des dommages et la loi de 2004 portant sur la modernisation de la sécuritécivile - qui succèdent aux lois de 1982,1987, 1995 - constituent les avancées les plus récentes de cedispositif. Leurs décrets d’application sont pour la plupart d’ores et déjà mis en oeuvre. Ces lois quis’appliquent à l’ensemble des risques ont notamment pour objectif de clarifier les rôles des différentsacteurs dont celui des collectivités territoriales et de promouvoir la responsabilité individuelle, l’informationet la conscience du risque.- des structures d’animation, d’impulsion et de coordination : au Commissariat aux Risques Majeurs puis àla Délégation Interministérielle aux Risques Majeurs créés initialement, ont succédé depuis le début de ladécennie, au plan national, le Comité Interministériel du Développement Durable (CIDD), le Conseild’Orientation pour la Prévention des Risques Naturels Majeurs (COPRNM), le Conseil National de laSécurité Civile (CNSC)….Ces structures sont relayées sur le terrain par des commissions départementalescréées par les lois ad hoc évoquées.

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- des outils de gestion d’ordre technique tels que les Programmes Prioritaires d’Action de Préventioncontre les Inondations (PAPI), les Plans de Prévention des Risques Naturels (PPRN) et Technologiques(PPRT), les plans de secours et d’ordre financier tel le Fonds de Prévention des Risques Naturels Majeurset le régime « catastrophe naturelle ».

Context & Constraints:...



Description:- Budget national dédié- Budget des collectivités territoriales, de plus en plus présentes.




Description:- La gestion des risques fait l’objet d’une appropriation croissante des collectivités territoriales qui, en toutétat de cause, demeurent le premier niveau d’intervention en cas de sinistre. Le dispositif nouvellementcréé renforce la place que doivent y tenir les collectivités locales dans un contexte de décentralisationsatisfait le besoin ressenti de disposer d’un levier de proximité nécessaire au rayonnement de la politiquenationale et à l’adhésion de la société civile. - L’obligation pour le maire de procéder à une information préventive sur les risques par des réunionspubliques et le Document d’Information Communal sur les Risques Majeurs (DICRIM), de tenir à jour lacartographie des cavités souterraines, d’élaborer, dans certaines conditions, un Plan Communal deSauvegarde (PCS), de constituer des réserves communales de sécurité civile, vient renforcer la panoplienécessaire à la promotion de la conscience du risque.- A l’international, des projets de coopération décentralisée sont menés par différentes collectivités dansdes secteurs divers, notamment en matière de protection civile : programme Art Gold Caraïbes (entreGuadeloupe / Aquitaine / Bretagne / PNUD), coopération Vendée / Antananarivo, lutte contre lesinondations (coopération Paris / Prague).- Depuis 2007, l’Agence française de Développement (AfD) contribue au dispositif d'assurance contre lescatastrophes naturelles dans les Caraïbes (CCRIF : Caribbean Catastrophe Risk Insurance Facility)permettant aux Etats souscripteurs de mutualiser leurs risques de catastrophes naturelles

Context & Constraints:coordination des actions

Core indicator 4

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A national multi sectoral platform for disaster risk reduction is functioning.


Description:La France se situe sur ce point au niveau 4 : une plateforme multisectorielle et pluri acteurs est en place,interactive, se réunissant régulièrement, notamment dans le cadre de la préparation de la stratégiefrançaise.


Germany (in English)



Description:The German federal system divides the competence for disaster reduction between the FederalGovernment and the Federal States (Laender), whereas the major tasks lie in the hands of the states (seean overview in the annex below). Additionally, DRR is a cross-sectoral topic and therefore no sole lawexists for its regulation. Rather, the elements of DRR are integrated in both the “non-military” civilprotection law of the Federal States (Laender) and the German Security Policy at the national level.

On the national level, the capacities of the Federal State, in particular the “Federal Agency for TechnicalRelief” (THW) and the “Federal Armed Forces” (Bundeswehr: see links), support the forces of the Laender,such as the emergency organisations and fire brigades. According to article 35 of the German constitutionthe different authorities of the Federal Government and the Federal States (Laender) have to assist eachother in the case of a natural disaster. Therefore, the Laender have the right to demand help from FederalForces such as the THW. The THW has associations at the county and municipality/community levels andis integrated in the local emergency response. Since 2000 the “Civil Military Cooperation” (CIMIC) or“Zivil-Militaerische Zusammenarbeit” (ZMZ: see links) of the Bundeswehr has a new structure: each federalstate has its federal command and there are more than 400 regional commands for counties, whichcoordinate and train mainly reservists in disaster preparedness.

Certainly DRR also accounts for an important part of the environmental law/policy and spatial and land useplanning. Among other things the national parliament has adopted a new version of the “Regional PlanningAct” (“Raumordnungsgesetz”) in July 2008 in which civil protection and critical infrastructure play a moreimportant role. After the Elbe Flood in 2002 the “Standing Conference of Interior Ministers” (IMK: see link)agreed on a “New Strategy for the protection of the German population” in which a series of regulationswere laid out and research was conducted. A large part of these, such as the “German Joint Informationand Situation Centre of the Federal government and Laender” (GMLZ) or the “German EmergencyPlanning Information System” (deNIS: see links) will be explained in Priority 2. The Law concerning the“German Meteorological Service” (DWD: see link) defines the duties of the DWD, namely the provision ofmeteorological services, the meteorological safeguarding of aviation and shipping, the issuing of officialwarnings in the case of dangerous weather phenomena, short and long-term recording, monitoring, andevaluation of meteorological processes in the atmosphere as well as its structure and composition, the

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recording of interactions between the atmosphere and other environmental spheres, the forecasting ofmeteorological processes, the monitoring of the atmosphere for traces of radioactive elements and theforecasting of their dissemination, the operation of the necessary measuring and observation systems andthe provision, storage, and documentation of meteorological data and products. The German parliamenthas adopted a new protective law for floods and high water in May 2005, which obligates the FederalStates to define flood plains/areas for all endangered river areas by 2012. Adaptation to climate change isconsidered a common strategy of all public authorities and as an integrated approach in all areas.

According to the law for civil protection (Zivilschutzgesetz: see annex) in its most recent version (from2004), the tasks of DRR have been shared between the Federal Government and the Federal States(Laender), whereby the responsibilities on the county and community level are regulated by the Laender.The Laender are authorised to determine by executive order the jurisdiction of either several municipalities,municipal unions or associations of municipalities in the area of civil protection and management.Integrated in this system are the local authorities and (voluntary) fire brigades (run by the municipalities)with their 1.2 million volunteers as one of the main pillars. But this counts only for disaster response; in thecase of wildfires, the forest law at the Laender level holds the owners and forest management servicesresponsible for DRR. The strong NGO-system of the German Red Cross (Deutsches Rotes Kreuz: DRK),the Workers` Samaritan Federation Germany (Arbeiter-Samariter-Bund: ASB), the Malteser Germany, theOrder of St. John and the “German Lifeguard Association” (Deutsche Lebens-Rettungs-Gesellschaft:DLRG) (see links) supports these within the framework for civil protection. The flood management centresat the communal level are responsible for local forecasting and warning, while the Federal States arelegally responsible for construction in their respective land areas and the communities/municipalities for thepreservation, operation and planning.

The “Federal Foreign Office” (AA: see annex and link below) pursues an interdisciplinary approach toencourage the implementation of Early Warning and DRR in national policies of partner countries. Therebyit aims to strengthen its partner countries’ sustainable development policies in DRR.

Context & Constraints:The challenge for German policy is the coordination/adaptation of the different levels in the federal system,which has to be addressed by further efforts.

The cross cutting efforts, initiated for example in the “Competence Center on Global Warming andAdaptation” (KomPass) of the “Federal Environment Agency” (UBA: see links), need further attention. Thesuggestive established standard environmental impact assessment (UVP: see link) could serve as a modelinstrument for an official risk impact assessment, an idea for which there is already continuing discussion.

The general consensus of the German research landscape maintains that there is a need for a legallybinding system to accumulate and access data addressing disasters, as there is currently no publicmandatory system to collect, process, disseminate, and apply disaster occurrence data. In addition, atransnational (in particular European) policy needs to be established in order to ensure freedom of dataaccess.

In the case of German development cooperation with disaster-prone communities, cooperation on the locallevel and the acceptance of a participatory approach are generally positive. But the implementation ofDRR-concepts and programs for Disaster Mitigation and Disaster Preparedness is a matter of resources.The challenge is to convince the administration on both regional and national levels that DRR should takepriority. In its international work, for example, the DRK works on the local and regional level.


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Description:Resources for disaster preparedness exist at all levels and timeframes (e.g., long-term measures);communities are responsible for the infrastructure of the communal roads and emergency services on alocal level, the Federal States (Laender) for state law and the German State for nationwide disasters.

Civil protection is ensured through the German Constitution and the “law for reorganization of civil defense”(Zivilschutzneuordnungsgesetz: see link) as the responsibility of the Federal States (Laender) and therebydesigned differently. In an extreme hazard situation the 16 different institutions of the Federal States(Laender) can receive assistance by demand through the “Federal Ministry of the Interior” (BMI) and the“Federal Agency for Technical Relief” (THW: see links), respectively. Together with the different institutionsat the level of the Federal States (Laender) and Communities, the “Federal Office for Civil Protection andDisaster Response” (BBK) (subordinated by the BMI) works continuously to update and adapt the differentsystems. It works on nationwide disaster reduction plans and provides recommendations for the public onits website (see link).

Because local level actors are responsible for DRR in the first place, the plans and activities are carried outmainly by the fire brigades (or, in terms of risk reduction, by the forest management services and otherorganizations in cooperation with the landowners), emergency medical services or flood forecasting andmanagement centres (see links). In harbours and airports the fire brigades are responsible (as well asrescue trains for the rail), while the THW is in charge for large disasters. The regional authorities andcouncils share the responsibility to prepare for large disasters. Altogether the capacities are strong enoughto implement the existing rules and supervise their conversion.

The “Federal Foreign Office” (AA: see link) has increased its budget for disaster reduction continuously andcurrently spends up to 10% of its resources for humanitarian assistance with a special focus on disasterreduction with partners such as UN/ISDR, the “German Committee for Disaster Reduction” (DKKV: seelink) or the German Red Cross (DRK). Organizations such as the DRK also receive their own funding fordisaster reduction (mainly through the German government and the EU) and carry out substantialprograms on the local level in partner countries.

Context & Constraints:Even though the resources for disaster reduction are manifold in Germany, there are challenges indelineating lines of responsibility and especially in promoting cooperation between the Federal States(Laender) and the Federal Government and even between research programs, state organs and otheractors in disaster reduction. Therefore, the IMK (see the Core Indicator above) has initiated a “NewStrategy” to merge the potentials of the Federal Government (particularly the THW) and the Federal States(Laender) (fire brigades and emergency organizations) in 2002.

The Federal Ministries currently compile the official “German strategy of adaptation to climate change”(Deutsche Anpassungsstrategie: DAS) under the leadership of the “Federal Ministry for the Environment,Nature Conversation and Nuclear Safety” (BMU) and in narrow cooperation with the Federal States(Laender). Additionally, the “Federal Environment Agency” (UBA) and its “Competence Centre on GlobalWarming and Adaptation” (KomPass: see links), which was founded in the end of 2006, provide supportfunctions. Links between natural, societal and economic research with actors and institutions in DRR arealso essential. Currently, climate change is the main focus of its activities while other areas must be furtherdeveloped and integrated in all sectors.

In the case of German development cooperation with disaster-prone communities, cooperation on the locallevel and the acceptance of a participatory approach are generally positive. But the implementation of

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DRR-concepts and programs for Disaster Mitigation and Disaster Preparedness is a matter of resources.The German development cooperation still finances DRR mainly through emergency aid, which is notenough for a comprehensive integration of DRR in all development projects. Therefore an independentDRR fund within the technical cooperation would be a major achievement.



Description:The local level is participating in DRR on a large scale through the German understanding of subsidiarity.Susidiarity gives priority to communal independence over governmental action. This means that the localauthorities and chapters of emergency response forces can receive assistance from above by demand,though only in the case of urgent need. This has to be considered not only in the case of disasters but alsowith decisions and responsibilities about construction areas, land use etc. on the local/communal level. Inthe case of disaster response and management, the main actors in Germany include the local fire brigadesand police, “Federal Agency for Technical Relief” (THW), as well as private relief/emergency services suchas the Red Cross (DRK), Malteser Germany, the Order of St. John or the Workers` Samaritan FederationGermany (ASB).

In the case of a major hazard across federal boundaries or nationwide, the superordinated authorities andorganizations such as the “Federal Agency of Technical Relief” (THW: see links) support the various actorson the communal level. Constitutionally, however, DRR and preparedness/prevention are largely a localduty of communities and town districts. Their local fire brigades and emergency medical services (as wellas the communal flood protection) provide the foundation of DRR in the population because of their abilityto raise awareness and especially through their voluntary engagement. More than 1.2 million people workin the voluntary fire brigades, another 400,000 in the five volunteer organizations - the DRK, the ASB, theMalteser Germany, the Order of St. John and the “German Lifeguard Association” (DeutscheLebens-Rettungs-Gesellschaft: DLRG) (see links) - and an additional 76,000 volunteers in the THW.Through the civilian service and the voluntary social year, an additional 90,000 young citizens work in aDRR-related field. Through the tradition of voluntary work in disaster relief/assistance, a culture ofresilience is developed at a community-based micro level, while the different actors (including the THW)are primarily coordinated by the communal operation administration in the case of an emergency, as thefire brigades are communal and the emergency services are controlled by the district. Therefore, due to theprinciple of subsidiarity, the regional authorities assume responsibly in the case of larger disasters.

Due to the “European Consensus on Humanitarian Aid” (see annex) from December 2007, the AA and theGerman development cooperation pursue a coherent and complementary approach on all levels. Thisincludes the creation of basic conditions and the capacity building necessary for the respective levels tomeet their appropriate responsibilities in DRR, as participation is a central principle of the Germandevelopment cooperation. The German development cooperation has supported decentralization in allareas for a long time, similar to DRR.

Context & Constraints:The decentralised German system requires structures of responsibility and knowledge about mechanisms,possibilities and regulations at the local level, which faces the challenge of an potentially inefficient anddifficult to manage delegation of tasks and participation of the different actors in disaster and emergencymanagement at the community level. The German federal system has been reformed for years and one ofits challenges is the continued efficient use of DRR-resources after dismantling bureaucracy and changing

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the administrative structures.

The Federal Government, the Federal States (Laender) and the communities are attempting to develop afuture organization of DRR that contains all the benefits of such a decentralized organization withoutsimultaneously sacrificing comprehensive approaches. Due to the plurality of actors in this area, this isemphasized as the main challenge. Additionally, voluntary services have faced the unforeseen challenge ofa decreasing number of new recruits in recent years due to the change in demography and mobility of thepopulation.

The German development cooperation recognizes DRR as a mainstream issue with limitations incapacities and resources at the local level. Therefore it aims to reduce them through capacity building at acommunal level.



Description:At the end of the International Decade for Natural Disaster Reduction (IDNDR), the UN appealed tomember states to establish organizations/platforms for disaster risk reduction or to support those thatalready exist. As a logical consequence of the clear consensus among all stakeholders in Germany, the“German Committee for Disaster Reduction” (DKKV: see link) continued the work of the German IDNDRCommittee.

The “Federal Foreign Office” (AA: see link) ensured its continuing support as the main donor to the work ofthe German National Platform. Therefore, the Committee was able to continue its activities withoutinterruption and its structure remained the same. The DKKV functions as a competence centre for allquestions of national and international disaster reduction, prevention and management and spreads theknowledge of disaster reduction across all levels of the education sector. DKKV also acts as a mediator forinternational organizations and institutions in the area of disaster reduction and aims to enhanceinterdisciplinary and transnational cooperation. It works for the implementation of available knowledge andprocedures/techniques about disaster reduction in politics, administration and economics and for strategiesto strengthen disaster resilience.

The DKKV is a registered association under private law and, therefore, it is not a government authority. Itcurrently has 49 voluntary committee members and about 20 long-term guest members from the areas ofpolicy, administration, science, the media and aid organisations. It is directed by an executive board (thechairperson is Dr. Irmgard Schwaetzer, former Federal Minister for Regional Planning, Building and UrbanDevelopment) that is supported by a scientific and an operating advisory board. An office with a staff of 3persons (with up to 4 part-time workers and interns) manages ongoing administrative and subjectarea-related tasks. The Member Assembly is the main body of the association and meets at least once ayear. The assembly elects the Board of the Committee and is the decision-making body for long-termstrategic decision-making and legally binding agreements. The diversity of backgrounds represented withinthe Committee, as expressed by the variety of DKKV members with their different mandates and expertise,provides an excellent basis for interdisciplinary approaches that span a wide spectrum of interests. Thisbroad basis of expertise enables the Committee to work on interdisciplinary, multi-sector topics thatinterlink different scientific disciplines and practitioners.

Core funding for DKKV and its activities is provided by a membership fee. As a key contributor to ISDRprocesses, the biggest share of project funding is provided by the “Federal Foreign Office” (AA). DKKV also

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receives various types of financing tied to specific projects and limited in duration and scope. The DKKV isalso entitled to accept tax-deductible donations, as it is a certified non-profit organization.

Context & Constraints:The main challenges for DKKV can be seen in the following areas:

- Supporting and initiating inter-disciplinary research- Interlinking science and practice- Connecting national and international aspects and initiatives- Bringing together public sector and private sector structures

DKKV as a non-governmental association is not directly involved in decision-making processes at thegovernmental level. Therefore, an additional challenge is to convince decision-makers and politicians toreach risk-sensitive decisions by providing sound expertise.

Italy (in English)



Description:In Italy Disaster Risk Reduction is a task performed at different levels by a multiplicity of actors.Development policies as well as other sectoral strategies currently foresee DRR requirements to befulfilled. A new approach to DRR has been introduced at the beginning of 2008 according to the objectivesand guidelines set by the Hyogo Framework for Action. The Prime Minister’s Decree n. 66 of January 18th,2008 has provided Disaster Risk Reduction with a new approach based on an improved multi-agencycooperation. This measure has established the National Platform for DRR under the coordination andresponsibility of the National Civil Protection Department. As provided by Law n. 225 of February 24th,1992 , the National Civil Protection Department is the coordination body of the National Civil ProtectionService, responsible for forecasting, prevention, management and overcoming of both natural andman-made disasters. In particular, the Department is in charge of providing coordination of all activitiescarried out at the Regional, Provincial and Municipal levels by the relevant authorities together with thenational “operative structures”, including i.e. the National Firefighting Corps, the National Forest Service,volunteer organizations, all police and military forces and other subjects.

Context & Constraints:The full accomplishment of the objectives set by the Hyogo Framework for Action will be tied to theimprovement of coordination among all actors involved in Disaster Risk Reduction. The National Platformhas recently been officially introduced. Its composition, structure and working rules is in course of definitionin order to issue a comprehensive and unitary national DRR strategy.



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Description:An adequate amount of resources is currently devoted to Disaster Risk Reduction in Italy. These resourcesare managed by a number of different institutions and actors that, each one in its area of responsibility,provide for structural and non-structural activities aimed at reducing the risk of both natural and man-madedisasters. A need for better coordination and resource rationalization is perceived and will be satisfiedthrough the activities carried out in the framework of the Platform.

Context & Constraints:The introduction of the National Platform has provided a focal point to the community of actors carrying outDRR in Italy. The core members of the Platform have been identified and are currently running the Platformas components of the “Coordination Group”. The amount of available resources and capacities will grow aslong as other relevant partners will be identified and involved into the operations carried out in theframework of the Platform.



Description:The Italian Civil Protection Service is based on the two pillars of decentralization and subsidiarity. Underthe framework provided by the Law n. 225 of February 24th, 1992 by the Legislative Decree n. 112 ofMarch 31st, 1998 and by the Constitutional Law n. 3 of October 18th, 2001, forecasting, preventive,emergency and recovery measures for the protection of people, goods and of the environment from theeffects of disasters are a primary responsibility of the Mayor. Other authorities participate in the previsionand prevention of disasters and can be involved in emergency and recovery operations. These authoritiesare the Mayor responsible for coordinating the Mountain Community (if relevant), the President of theProvince (assisting the Prefect for the coordination of operative activities) and finally the Governor of theRegion. The central authorities are involved in all activities through the provision of guidelines andframework policies as well as of data and services. National-level emergency management and recoveryoperations are coordinated by the National Civil Protection Department and carried out only in case ofmajor events that have or may have national consequences or that require the use of extraordinary meansand resources.

Context & Constraints:The main challenge in this field is represented by the lack, in some areas of the Country, of effectiveprocedures for responsibility sharing and handover, causing slowdowns and delays in preventive activities.In some cases, this has also caused a rapid upscaling of the emergency when a disaster has occurred.



Description:The National Platform for DRR has been created by means of the Prime Minister’s Decree n. 66 of January18th, 2008. This measure has given the National Civil Protection Department the responsibility to establishand coordinate the Platform, and has identified the main institutional players whose participation in the“Coordination Group” of the Platform is required. Since then, two meetings of the Coordination Group havebeen hosted in the premises of the National Civil Protection Department to discuss the composition,

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organization and role of the Platform.

Context & Constraints:The main issue the Coordination Group will have to face in the immediate future is represented by the needto identify the configuration to be given to the National Platform in order to ensure an adequaterepresentation of all subjects involved and to preserve the balance of responsibility among the leadingactors.

Macedonia, The former Yugoslav Rep of (in English)



Description:The legal framework is defined by the Constitution and the laws regulating different aspects of the crisismanagement system and DRR. The institutional basis of the system is ensured through: the SteeringCommittee, the highest multi sectoral body; the Assessment Group, representing the multi-risk approach;the Crisis Management Center (CMC), holding the strategic position in the crisis management system(hereafter: CMS); the Rescue and Protection Directorate (hereafter RPD), conducting the operativemeasures.

The responsibilities and obligations of stakeholders such as the municipalities, the City of Skopje (thecapital) and other stakeholders in the domain of risk assessment and planning of resources are defined bya national policy and legal framework.

On the local level the Regional CMCs have the responsibility assess the disaster risk level within the localcommunity. The Law on local self-government regulates the adequate preparedness and implementation ofactions necessary for rescue and protection of people and goods. Professional units are set up toimplement preventive and operational measures and to coordinate the support for the local task forces.

CMC is establishing a cooperation network with all eighty four municipalities and the City of Skopje, thuscreating the framework for developing CMS and DRR locally. Furthermore, CMC has established acoordination body with the local authorities and the regional centers of the state institutions.

Public institutions are obligated to incorporate and implement the national DRR framework in theirdevelopment plans, thus, are compelled to dedicate adequate resources.

A legal framework obligates the municipalities and local departments to identify the risk spots and to createadequate DRR strategies and priorities depending to the available resources. National, regional and localstructures meet on regular basis. On regional and local levels, each decentralized stakeholder is expectedto develop own DRR action plan.

Context & Constraints:The legal framework obliges stakeholders of the crisis management system on all levels to develop actionplans and perform risk assessments. However, the somewhat inadequate implementation of theresponsibilities indicates a particular risk assessments approach, depending on the urgency of the hazards.Therefore, more effort is needed to equip the local communities with the methods and tools necessary for aproper, multi-hazard assessment approach.

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In this respect, CMC and the municipalities and the City of Skopje established a cooperation network in thefield of: (1) assistance by the local authorities for prevention and early response to risks and hazards; (2)creation of common Standard Operational Procedures (hereafter: SOPs) for information, communicationand measures; (3) risk assessment; (4) establishment of risk assessment methodologies; (5) defining thecapacity needs of the local level; (6) planning the necessities for material and technical equipment; (7)financial resources.

CMC plans on improving the mechanisms and capacities at all levels through a network of relevant CMSstakeholders.

The Ministry of Local Self Government proposed a Programme for Implementation of the DecentralizationProcess 2008-2010, (hereafter PIDP). PIDP was adopted by the Government. PIDP prescribes measuresand activities necessary for successful protection and rescue of people and goods in cases of naturalhazards and other accidents.

Considerable progress has been made in terms of the policy, legislative and institutional frames. By June30 2008, 30 territorial firefighting unites (hereafter TFFU) have been transferred on the local lever.

Practical measures: if the distance between the administrative municipal center and the center of the localTFFU is more than 20 km, then the municipality is obligated to establish its own TFFU.



Description:There is some institutional commitment and capacities regarding the implementation of the legal frameworkby financing CMS and DRR system from the state budget. The executive branch is actively involved in theprocess of distribution and use of the DRR designated resources. In that respect, there is mutualcooperation and involvement of the private sector and the Government for crisis management.Furthermore, the Parliament finances the system by amending the state budget for emergencymanagement. Finally, on national level, financial resources can be acquired from other sources as well.

As part of their budgets, the municipalities and the local public institutions have emergency assignedresources. However, the DRR budget, especially regarding prevention, alleviation, capacity developmentand preparedness is largely dispersed and insufficient.

Insurance companies cover a number of hazards, such as floods and fires, but earthquakes are notinsured. In case of local, small-scale disasters, the municipalities compensate the losses. However, in thecase of large-scale disasters, the central government is responsible for compensations. In that respect, theNational Commission for Evaluation of Losses and the local commissions as well as the Judicial ExpertiseBureau are equipped with the methodology and tools for estimation of the hazard related damages:“General methodology for estimation of losses caused by hazards” and the “General methodology forestimation of the market values of real estate.”

Furthermore, tax relief is also used as an additional financial instrument for mitigation.

Finally, CMC is working on providing more resources by organizing coordination committees, one of whichwill cover the financial affairs of CMS and DRR system.

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Context & Constraints:Further reform of the legal framework is needed. The National Commission for Evaluation of Losses, thelocal commissions and the Judicial Expertise Bureau face certain challenges, such as the lack ofsystematically codified control and certification of experts engaged in the evaluation of disaster’sconsequences. In this respect, CMC is organizing an intersectoral working group that will developmethodology for: (1) reconstruction of hazards; (2) determining the causes and damages of hazards anddisasters; (3) complex estimations on the direct, indirect and postponed disaster consequences. This willhelp determine the cost-benefit analysis and estimations of the: preparedness and prevention on one handand the damages caused by hazards and disasters on the other; effects in the aftermath of the event;postponed disaster effects; indirect costs and effects. This will ensure a precise and realistic estimation ofthe financial implications as well as accurately locate the personal and institutional responsibility andsound-based compensation of the losses.

Besides the institutional challenges, the country is facing limited resources.

Finally, insurance companies cover a number of hazards, such as floods and fires, but earthquakes areexcluded. Moreover, due to the high costs of insurance, many potential beneficiaries are reluctant to usethe insurance services. However, the Republic of Macedonia is cooperating with the World Bank in order toestablish mechanisms and a fund that would provide insurance on more favorable terms.



Description:The national policy and the legal framework define the responsibilities and competences of themunicipalities and the City of Skopje, as well as of the other departments and subjects, foremost in the riskassessment, needs assignment and resources planning. The Regional CMCs assist the local disaster riskassessment. The Law on local self-government prescribes the adequate level of preparedness andmeasures for protection and rescue of people and goods, thus delegating the responsibility to themunicipalities.

CMC and RPD have established thirty-five regional centers each. The law also sets up professional unitsthat implement the preventive and operational measures and coordinate the support for the local taskforces. In that respect, the firefighting department operates on local level.

The municipalities and local public institutions are supposed to have emergency assigned resources aspart of their budgets. However, the DRR budget, especially in terms of prevention, alleviation, developmentand preparedness is largely dispersed and insufficient.

If the local resources prove to be insufficient for adequate response to hazards, they are added upon bythe national plans, because the response to hazards needs to take into account the nature and intensity ofthe crisis as well as the character of the crisis.

CMC and the municipalities and the City of Skopje established a cooperation network in the field of: (1)assistance by local authorities for prevention and early response to risks and hazards; (2) creation ofcommon SOPs for information exchange, communication, and measures; (3) risk assessment; (4)establishment of risk assessment methodologies; (5) defining the capacity needs of the local level; (6)planning the material and technical equipment necessities; (7) financial resources.

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Context & Constraints:The legal framework entrusts the community participation and decentralization have through delegation.However, the capacity of the local communities is a challenge for the system. Namely, the level of trainingneeds to be improved. The equipment used by the task forces is often outdated and has to be renewed.Finally, the operational capacities have to be further developed.

CMC coordinates its actions on all administrative levels. To further this end, a municipal network is started,aimed at developing and strengthening cooperation towards effective prevention, early warning, crisismanagement, protection and rescue of people and goods, and mitigation on the local level. For this end, itwill be necessary to bring all activities as close as possible to the people and their immediate surrounding.

In that respect, CMC examines the possibility for institutional coordination with the neighbourhoods andtheir councils in order to improve the hazard data dissimination and organize the first response andself-help of the citizens.



Description:The multi-sectoral crisis management and DRR platform consists of:

The Steering Committee, constituting the highest multi-sectoral body, is composed of ministers, otherpublic officials and experts. It reviews the proposals for declaring emergencies, forwards them to theGovernment, and, proposes that the appropriate crisis management mechanisms be set into motion;

The Assessment Group, representing the multi-risk approach, gathers together the security public officials.It sends its analysis, recommendations and conclusions to the Steering Committee, the Presidents of theGovernment, the Republic and Parliament.

The Crisis Management Center (CMC) holds the strategic position in the system, and is responsible for:(1)ensuring the continuity of the inter-sectoral and international cooperation, consultation and coordinationin the crisis management; (2)drafting and updating the General assessment of risks and dangers for thesecurity; (3)proposes crisis management measures and activities. Within CMC, the General Headquartersis in charge of the crisis management activities. Regional CMCs have been set up on local level, and haveRegional Headquarters.

The Rescue and Protection Directorate (RPD) has the operative position in the system. It’s responsible for:(1)organizing and preparing the rescue and protection system; (2)proposing measures for equipping anddeveloping as well as implementation of the rescue and protection system; (3)implements the strategic andmid-term aims for rescue and protection; (4)provides the resources; (5)secures the timely employment andefficient use of the national forces for rescue and protection.

CMC is currently working on a reform of the national crisis management SOPs thus improving themulti-sectoral cooperation by fixing the overlapping competences issue.

A crisis management cooperation network is being established between CMC and all relevant national andlocal, governmental and non-governmental CMS stakeholders.


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There is certain overlapping of competences of the crisis management institutions, especially betweenCMC on one hand and the Ministry of Interior Affairs and RPD on the other.

Although a national multi-sectoral platform has been established, the capacity is a challenge for thesystem. Namely, the level of training needs to be improved. The equipment used by the task forces is oftenoutdated and has to be renewed. Finally, the operational capacities have to be further developed.

The reforms initiated by CMC, including the merging of RPD and CMC, will provide greater efficiency withinthe national multi-sectoral platform for crisis management and disaster risk reduction.

To further this end, CMC is establishing a coordinating committee for the implementation of the ISO/PAS22399 that will improve the organization of the crisis management institutions and introduce good practicesand benchmarks in the field of crisis management.

Also, CMC supports the acquiring of a Decision Support System (hereafter: DSS) to improve and assist thecrisis management decision making process.

Montenegro (in English)



Description:At the State level, the National Strategy for Emergency Situations defines the risks and mechanisms whichdeal with them. The Sector for Emergency Management is established in order to implement mechanismsfor risk reduction. The Law on Rescue and Protection enables overall adequate functioning and givesmunicipalities competences to act in case of disasters. The State will provide support to municipalitieswhenever it is necessary. The National Coordination Team is formed as well. The Head of that team is thePrimeminister and ministers, from other respective ministries, are the remaining members.

Context & Constraints:The main challenge was the lack of understanding concerning the fact that the State should have this kindof system. In Montenegro in the past, the civil protection system was support to the system of defence.From 2006 the civil protection system represents the mass support to civil response to disasters, inaccordance with European standards. Another challenge also referred to modernizing the system.



Description:The Governement of Montenegro realized the importance of programs presented by the Sector forEmergency Management, which aimed to continuously improve an integrated response to disasters. TheGovernment financed equipping of the Operational-Communication Center 112; the purchase of 65specialized firefighting vehicles for the needs of municipal services; and it also approved monthly

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allowance for civil protection members (2000 members).With the support from DEMA (Danish EmergencyManagement Agency) we trained and equipped rescue service members.

Context & Constraints:The financial support from the Government was received only after the Service was technically equipped,which was supported by our main donor (DEMA), and when the achieved results were visible.



Description:After the Law on Local Governance and Law on Rescue and Protection were adopted, decentralization ofauthority ensued, which enabled the establishment of rescue and protection services at the local level. Incase of major disasters and emergency situations , the State provides the mass support to these servicesand financially supports local governances, especially those which are not financially strong, by purchasingspecial equppment and training members of these services.

Context & Constraints:The main challenge related to the inadequacy of personnel in municipal services, which respresented theobstacle to full implementation of European standards.



Description:16 institutions were involved in preparing the National Strategy for Emergency Situations. This teamconsisted of University representatives, representatives from specialized institutions which deal withhazards etc. The National Coordination Team consists of of the Primeminister (the Head of the team), Minister ofInterior and Public Administration, who is the competent authority for emergency situations, and other lineministers. We think that this type of multi-disciplinary approach contributes significantly to the improvementof efficiency and rationalization of an integrated system for disaster response.

Context & Constraints:The main challenge to overcome was already established opinion that fire is the dominant hazard inMontenegro. Only after the National Strategy for Emergency Situations was adopted, did we resolve thatmissaprehension.

Norway (in English)



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Description:The former Civil Defence Act from 1953 is being replaced by a new act on local emergency planning, civilprotection and civil defence is under development. The Plan and Building Act is also being updated.

The report to the Storting no. 22 (2007-08) on societal security also provides a good foundation for thework on disaster risk reduction.

Report No. 9 (2007-2008) to the Storting Norwegian policy on the prevention of humanitarian crisesexamines the global challenges we are facing and discusses how Norway can make the most differencethrough its bilateral development cooperation. Local risk reduction efforts, local capacity building and activelocal participation will be the Government’s main priorities in the ongoing efforts in this area.

Context & Constraints:-



Description:All administrative levels and all sectors have resources in the form of funds and capacities but withrecognized limitations.




Description:The 431 municipalities in Norway are the local fundament of the national disaster risk reduction. Themunicipalities are responsible for the functioning of key public services and the coordination of these duringemergencies (e.g. local infrastructure, health services, care for the elderly and other vulnerablepopulations, and information to the public). In accordance with the principles of responsibility and ofproximity, the main responsibility for preventive planning and disaster management within their territorialborders lies with the municipalities. Risk- and vulnerability analysis, physical planning, emergency plansand exercises are the cornerstones of disaster risk reduction at the local level. All muncipalities arerequired to have an operational fire- and rescue service. The municipalities are futhermore required by lawto undertake civil emergency preperation within the health sector but there is today no trans-sectoraljudicial obligations regulating a cross-sectoral preparedness and disaster risk reduction at the local level.

A survey carried out by the Secretariat for climate change adaptation in 2007 among Norwegianmunicipalities shows that there is strong concern, but lack of knowledge about climate change and climate

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change adaptation, and the municipalities request information about how climate change may affectdisaster risks locally.




Description:Norway is in the process of establishing a National Platform. The Directorate for civil protection andemergency planning is tasked to lead the process and the Platform will probably be operational beforeSecond Global Platform in Geneva June 2009.

There are already many forums on different aspects on disaster risk reduction in Norway. It is a challengeto make sure that a new national platform adds value to the already existing networks.


Serbia (in English)



Description:There are laws that regulate certain fields of disaster management. The Law on Fire Protection, the Law on Explosives and the Law on Transport of Hazardous Materialsregulate the field of fire protection and rescue.

However, there is no joint approach to this issue. The activities of collecting and analyzing the data onsome risks is ongoing, but it has been done separately in different Ministries and on different levels whichleads to the fact that there are different plans for updating data bases depending on the Ministry.

Context & Constraints:It is necessary to adopt the Law on Emergency Situations which is currently a proposal and it has beenamended by other Ministries than Ministry of Interior, NGOs and International Organizations in order to bein accordance with modern European laws.



Description:

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There are laws that regulate certain fields of disaster management. The Law on Fire Protection, the Law on Explosives and the Law on Transport of Hazardous Materialsregulate the field of fire protection and rescue.

However, there is no joint approach to this issue. The activities of collecting and analyzing the data onsome risks is ongoing, but it has been done separately in different Ministries and on different levels whichleads to the fact that there are different plans for updating data bases depending on the Ministry.

Context & Constraints:It is necessary to adopt the Law on Emergency Situations which is currently a proposal and it has beenamended by other Ministries than Ministry of Interior, NGOs and International Organizations in order to bein accordance with modern European laws.



Description:The Law on Local Self Government was adopted, and it defined the obligations related to disastermanagement and emergency situations.

Context & Constraints:The response of the local self government and the local population is not on a satisfying level. There is a need of more efficient implementation of the Legal Acts which are adopted. It is also necessaryto build capacities in the human resource and material sectors, and to update the plans for disastermanagement.



Description:There is no coordinating body which would coordinate different actors in disaster management.

Context & Constraints:To form a governmental body which would coordinate and join all the activities in disaster risk reductionand response in case of disaster - Sector for Emergency Management within Ministry of Interior as it isannounced and decided by the Government.

Slovenia (in English)



Description:

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Based on legislation, the Slovenian system of protection against natural and other disasters is organised asan integrated interdisciplinary activity, and it merges professional and voluntary rescue services, the CivilProtection, humanitarian organisations, research institutions and other organisations into one system.

Based on past experience, the two most important acts in the field of protection and rescue, namely the Acton protection against natural and other disasters and the Act on fire protection, were renewed and adoptedby the National Assembly in 2007. Based on the new legislation, 10 laws were also adopted. TheResolution on the National Programme of Protection against Natural and Other Disasters is in the processof adoption for a five-year period. The programme is adopted every five years and includes threatassessments; it provides guidance and main priorities for the next five years on the system of protectionagainst natural and other disasters, with main emphasis on prevention activities.

The Meteorological Activities Act was adopted in 2006, which defines the scope of the NationalMeteorological Service (NMS) in accordance with the UN WMO guidelines as the "single official voice" forissuing meteorological forecasts and warnings to the state institutions and public

Context & Constraints:Prepare remaining laws that derive from newly adopted legislation. Based on experiences and newknowledge, renew other legislation in the area of protection against natural and other disasters (long-termtask).



Description:Each year approximately 0.4% of the national government budget is allocated for protection, rescue andrelief activities. Additionally, municipalities should earmark on average 3% of their annual municipalbudgets. The Administration for Civil Protection and Disaster Relief dedicated more than EUR 5 million toco-finance fire brigades in the broader area, volunteer organisations, and NGOs that are part of theprotection and rescue system. Additionally, fire prevention and protection activities (purchase of equipmentand development and research activities) are partly financed from the fire fund, which is generated from thetax on fire insurance.

Context & Constraints:Ensuring financial means for finishing major projects, such as two sub-training centres; modernising sirensand including them into the common monitoring, notification and warning system; regularly updatinginformation technology, etc.



Description:The system of protection against natural and other disasters is based on the obligations of:-municipalities (mayors), and-the state (Slovenian Government - Administration for Civil Protection and Disaster Relief with regional

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branches).Additionally, enterprises, institutions and other organisations are responsible for protection and rescuewithin their competence. Roles and responsibilities of the two levels are defined in the Act on protection against natural and otherdisasters. In the period 2006-2008, both levels have carried out their tasks according to the annualprogrammes.

Three practical examples of the involvement of the different levels:1. On the basis of risk and threat assessments, regions, local communities and enterprises must adoptemergency response plans, which have to be in compliance with national emergency response plans. Inthe period 2006-2008, local communities and enterprises have prepared or updated most mandatoryemergency response plans.

2. Both levels are also linked though development and research work that is done on the national level, butinvolves the national and local levels as well (e.g. research projects in 2007: major emphasis was put oninformation support for fire prevention and fire extinguishing in the Karst and mountainous areas).

3. Local enterprises and other organisations (NGOs, institutions, etc.) are also included in the nationaleducation and training activities. One example of this cooperation is the involvement of all theaforementioned in an annual national exercise. Each year an exercise is organised in a different region,and the scenario involves regional and local threats (in 2007 an exercise on fires in the natural environmentwas organised in the Karst area; in 2008 the scenario of the exercise includes a nuclear accident and willbe carried out in the region where the nuclear power plant is).

Context & Constraints:Establish a fully operational and independent regional level (some tasks from the national and local levelswill be transferred to the regional one when the regions are established as political entities). Ensure enough personnel in local administration for protection and rescue activities.



Description:In preparedness, but mostly in the response phase, operational leadership is managed mostly by CivilProtection commanders and the Civil Protection headquarters. The task of the Civil Protectionheadquarters is to provide support to the Civil Protection commander in managing the emergencyresponse. Members of the Civil Protection headquarters are experts from different fields or heads ofvarious protection and rescue units, and as such represent some (semi)-form of multi-sectoral platform.

We have started with activities to establish a national platform for disaster risk reduction, which would bemore oriented towards preventive and preparedness activities. In this regard a representative of theUN/ISDR secretariat visited Slovenia in September 2007.

Context & Constraints:Establish an operational national platform for disaster risk reduction and assure all areas related to thedisaster management cycle will be properly represented in the work of the platform.

Sweden (in English)

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Description:Swedish authorities have been involved in disaster risk reduction work for several decades. One majormilestone was a large landslide in 1977 that caused the loss of several lives and destroyed 65 houses. Inthe aftermath of the landslide the Swedish Geotechnical Institute (SGI) was given the task to performstability mappings. Since 1986 the Swedish Rescue Services Agency (SRSA) has the responsibility tocarry out general stability mapping in areas with existing buildings. The maps show areas that aresusceptible to landslides and areas that are in need of a detailed geotechnical survey to elucidate groundstability. Since 1998 the SRSA has been commissioned to compile and maintain general flood inundationmaps. These are created as basic data for disaster prevention work. The local municipalities in turn havethe responsibility to create detailed maps for their risk areas. Climate change has again put natural hazards on the agenda. The Government Commission on Climateand Vulnerability presented their report, Sweden facing climate change - threats and opportunities, inOctober 2007. The report contains a number of proposals including commissions to authorities andchanges in legislation.

Context & Constraints:Most of the proposals in the report from the Government Commission on Climate and Vulnerability are stillproposals. The government bill on Climate and energy, to be released late 2008, is expected tocommission different authorities to handle most of the proposals from the report.

Disaster risk reduction is a cross cutting issue that requires interagency and interdisciplinary efforts. This issometimes a challenge in a country with well established and independent authorities. However presentefforts show the benefits of cooperation and coordination among authorities.

The authorities, organisations and the public are aware of, and have knowledge about, climate change.However, regarding natural hazards the knowledge and awareness is much lower, especially among thepublic.

One of the greatest challenges is the contradictory interests between different groups and organizations.On example is the development of water front areas. Residents wish to live close to rivers, lakes and oceanshorelines despite the risk for flooding of these areas.

Legislation and tools are in place for land use planning of new areas, but existing developed areas aremore difficult to handle, especially under the threat of climate change.



Description:The National Board of Housing, Building and Planning (Boverket) is the central government authority for

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planning, land management, water resources, urban development and building. Boverket monitors thefunction of the legislative system under the Planning and Building Act and related legislation and proposesregulatory changes if necessary. To ensure effective implementation Boverket also provides information tothose engaged in planning, housing, construction and building inspection activities.

At the regional level the county administrative boards advise on the planning level and supervise theprocess. The county administrative boards also exercise control and enforcement based on the Planningand Building Act.

The actual land use planning is the responsibility of the 290 municipalities in Sweden. General land useplanning covers the entire municipality while detailed plans cover specific areas. The municipalities alsogrant building permits for new houses and other constructions but also for renovations. There are a numberof different networks at regional and national level for coordination and cooperation. One example is theestablishment of river groups. These groups are a forum for collaboration between and coordination ofconcerned stakeholders located within the drainage basin of a river. Collaboration increases knowledgeabout the responsibilities, function and capacity of the stakeholders concerned. The county administrativeboard for the geographical area convenes and chairs the river groups.

At the national level there are six co-ordination areas, under the responsibility of the Swedish EmergencyManagement Agency (SEMA), forming the basis of the national emergency management system. Eachco-ordination area contains a number of central governmental authorities and agencies that shareresponsibility for planning and co-ordinating security and emergency measures within their specific sector.These authorities also involve other parties in the preparedness work, e.g. county administrative boards,municipalities, county councils, organisations and companies. The six co-ordination areas are: •Technical infrastructure •Transport •Spreading of toxic substances •Economic security •Co-ordination, interaction and information by area •Protection, rescue and care

Some or all of these areas can be involved in matters related to natural hazards, especially if developedinto a serious emergency.

The Swedish Rescue Services Agency (SRSA) has an appropriation to assist municipalities with preventivemeasures against disasters. The appropriation applies to existing building development. Applications forgrants from the municipalities are assessed by the SRSA with support from the Swedish Meteorologicaland Hydrological Institute and the Swedish Geotechnical Institute. Approved projects are funded for up to80 per cent of the cost. Applications that do not fulfil the criteria’s for grant are rejected. As applicationsexceed the sum available, this can also lead to rejection or reduction of the amount applied for.

Context & Constraints:Resources are often limited at local and regional level. That includes both funding and employeesdedicated for the issues.The burden on the appropriation for preventive measures is proposed to be reduced by taking outlarge-scale projects. A specific appropriation is proposed to be established for large-scale projects. Thecriteria for the appropriation and the application process are also proposed to be improved.



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Description:Authority is based on the principle of proximity which means that major emergencies should be managedlocally where they occur. Authorised public personnel at the lowest possible decision making level handlesthe emergency and is only supported at the regional or national levels when the event exceeds thegeographical responsibility of the local authority.

Another key element is the principal of maintained responsibility. Whoever is responsible for an activity innormal conditions should assume the same responsibility during major emergencies.

At the local level the municipalities are fully responsible for land use planning.During major emergencies the state can, through the Swedish Rescue Services Agency (SRSA), supportmunicipalities with specific extra resources (e. g. sandbags, temporary flood barriers and water pumps,generators, specialists). The incident commander can request for resources via the SRSA’s duty officer.

Context & Constraints:For most municipalities issues regarding natural hazards and disaster risk reduction have low priority.Matters such as schools, child care, care of old people, building development, employment and beingattractive as a place to live, are considered much more urgent.Resources at local level are often limited.



Description:Under the supervision of representatives from the Ministry of Foreign Affairs and the Ministry of Defence,the Swedish national platform was formally established in September the 13th 2007. The platform iscoordinated by the Swedish Rescue Services Agency. The structure of the platform consists of:•Steering committee •Network of representatives •Working groups The National platform is constituted of an open network of authorities and organisations. Current membersare: •Swedish Rail Administration•The National Board of Housing, Building and Planning•Swedish Emergency Management Agency•National Land Survey of Sweden•National Food Administration•Swedish Energy Agency•Swedish Environmental Protection Agency•Swedish County Administrative Boards •Swedish Rescue Services Agency•Swedish International Development Cooperation Agency•Swedish Forest Agency•Swedish Meteorological and Hydrological Institute•Swedish Geotechnical Institute•Swedish National grid•Geological Survey of Sweden •Swedish Association of Local Authorities and Regions

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•National Road Administration

Context & Constraints:The Swedish national platform is a forum for cooperation and coordination between authorities. During thefirst year in operation the main task for the platform has been to establish ways of working and the role ofthe platform.The main challenge for the platform is now to move into action and make visible contribution to the workwith disaster risk reduction.

Switzerland (in English)



Description:Not only the protection of the population is anchored in the Swiss constitution, but also the promotion of thecommon welfare. A comprehensive legal framework is in place in the fields of civil protection, the protectionof the natural environment, the sustainable use and management of natural resources (e.g. the FederalLaw on River Training, 21. June 1991; the Federal Law on Forests, 4. October 1991), and land useplanning (Federal Law on Land Use Planning, 22. June 1979). A national strategy for safety with respect tonatural hazards is being implemented (http://www.planat.ch/ressources/planat_product_en_501.pdf).

Context & Constraints:A specific constitutional reference for dealing with natural hazards could provide additional guidance. Legalframeworks at the cantonal level that correspond to the latest federal laws (e.g. with respect to the FederalLaw on River Training, 21. June 1991, revised 1. January 2008) are still in the process of beingimplemented.



Description:Agencies with dedicated resources are in principle operational at the national and regional (cantonal)levels. However, there are still shortfalls, especially at the local (municipal) level.

Context & Constraints:The Swiss political organization, based on federalism, with strong decentralization of responsibilities,makes differences in the level of commitment unavoidable. This is particularly true for the education sector.



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Description:By law, operational responsibility for dealing with risks and for civil protection lies first and foremost with thecantons and municipalities. The Confederation overlooks the coordination of services and definesfundamental aspects. For risks and events with a national impact, the Confederation coordinates theintervention of the relevant partners and takes over responsibility for managing the situation.

Context & Constraints:There is no need or significant potential for improvement to be identified.



Description:The Swiss National Platform for Natural Hazards (PLANAT) was created by the Federal Council in 1997,during the International Decade for Natural Disaster Reduction (IDNDR), with the aims of performing tasksat the strategic level, creating awareness and coordinating efforts for disaster reduction. It involvesrepresentatives of cantons, insurers, research and the private sector. It is fully operational and can beconsidered an example for the implementation of national platforms (see link to "How to create and run aplatform?").

Context & Constraints:Since the mid-1980s, a couple of severe catastrophes (flood, windstorm) had occurred, which revealed theneed to cooperate. It became more obvious that a platform was needed to address emerging threats andstrategic questions, to look for synergies in the disaster risk reduction process and to bridge gaps betweenall governmental levels. The good results and more recent disasters have made the need for continuationof the process self-evident.

Turkey (in English)



Description:DRR system of Turkey is mainly centralized. Depending on the magnitude and intensity of the event,responsibilities move from provincial level to national level.

At the moment there are three main governmental organizations dealing with disaster related issues.General Directorate of Disaster Affairs under Ministry of Public Works and Settlement, G.D. of CivilDefense under Ministry of Interior and Turkish Emergency Management G.D. under Prime Ministry are themain actors in this field. Their roles and responsibilities are clearly defined by laws and legislations andeach unit has their own budget allocated from national annual budget.

Disaster Law N.7269, Civil Defense Law (No:7126) and Decree N:600 are the main legislative documentswhere all disaster related activities and responsibilities are referred at country level. In addition to thoselaws and regulations some ministries like Ministry of Environment and Ministry of Health, etc. are involved

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in disaster risk reduction and post disaster response and rehabilitation issues.

Crisis Management Center in the Prime Ministry and provincial crises center operate in case of anemergency at national and local level. According to the extent and severity of disaster, the administrativelevel of those commissions becomes higher. The system may be termed both central and decentralized butcoordinated from central bodies.

Disaster risk reduction policies are included in Turkey’s 8th and 9th National Development Plans. Inmedium term programme covering the years between 2008-2010, there are also references to disaster riskreduction activities. State Planning Organization, preparing sectoral development and strategy plans formunicipalities in Turkey has included risk reduction activities for those reports. Within the reports preparedfor three major cities of Turkey (Ankara, Istanbul and Izmir) there are references for local level riskreduction and response activities.

In National Millennium Development Goals Report of Turkey, under Goal 7 (Ensure EnvironmentalSustainability) atmospheric pollution, deforestation, protection of biodiversity issues are addressed anduncontrolled increase in building stocks is defined as an hampering factor to take preventive measuresagainst natural disasters.

Context & Constraints:Since the responsibilities and roles of each unit are clearly defined, the abundance of too many units isbelieved to cause sometimes hierarchy problems when responding. The necessary coordination andcooperation amongst the institutions responsible from DRR may sometimes be poorly conducted. Agencies responsible for DRR activities need strong financial resources and when distributed betweenseveral units they become inadequate. From this belief and the necessity, there is a re-organizational draftstudy on the de-fragmentation of disaster management system by gathering those three main units underone unit called “Turkish Disaster and Emergency Management Presidency” under Prime Ministry. Thisprocess is still on progress and being discussed in the parliament at the time when this report wasprepared.



Description:Turkey allocates annually a specific amount of money for disaster risk reduction and response activities.The three main units acting in disaster management activities of Turkey have their own budget to performday to day businesses and also perform projects. Special fund allocated for General Directorate of DisasterAffairs’ annual budget is used for rapid rehabilitation activities after disaster events and mainly sent toprovincial administrations following a disaster to let them maintain their rapid and short time rehabilitation.GDDA has nearly 250 M. USD budget allocated for DRR activities. In addition to this Prime Ministry alsohave special funds for disaster management activities.

The amount allocated by government for disaster risk reduction activities is controlled by State PlanningOrganization and distributed to unit on project basis. After 1999 catastrophic earthquakes and as stated in8th Development Plan, projects aiming disaster risk reduction activities are primarily evaluated and funded.

International donations from World Bank, European Union, European Development Bank, EuropeanInvestment Bank and some international cooperation agencies like Japan International Co-Operation

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Agency (JICA&JBIC) are the other principal funds that contribute to disaster related budget in the country.After 1998 floods and 1999 earthquakes World Bank loaned a considerable amount of money in order toincrease the current disaster management and risk reduction activities and capabilities of the country.

After 2004, The Scientific and Technological Research Council of Turkey (TUBITAK) started a newprogramme called “Public Research Grant Committee” and begun to fund projects proposed bygovernmental units in joint collaboration with universities, research institutes, private sector and NGOs. Theprojects are proposed by governmental units and participatory projects including academic units, privatesector, etc. are highly promoted and considered when funding. Projects aiming disaster risk reduction isbeing promoted and supported. For example, GDDA has three on going projects on several areas of riskreduction with a budget of approximately 24 Million USD.

Context & Constraints:Establishing several agencies for DRR is not sufficient to bring desired results. These agencies must besupported with more financial resources. The migration from rural areas to urban areas is too rapid and theconcentration of the population in dangerous areas increases the vulnerability of society. The sources ofmunicipalities (finance, human) sometimes become insufficient.



Description:The organizational structure of DRR at provincial level is under the authorization of the governor. Eachgovernorship has own “Provincial Rescue and Aid Committee” and under this committee there are nineservice groups those are responsible for response and recovery activities. Provincial Private Administrationhas its own resources for DRR activities.

In every province and district Turkish Red Crescent has its own branches for community participation andin most of the big cities there are special NGOs for search and rescue activities and they also conducteducational activities for public awareness.

After 1999 earthquakes lessons learned, government decided to give more responsibilities to localadministrations. Some important changes made in “Provincial Special Administration Law (No: 5302) and“Metropolitan Municipality Law (No: 5216) and Municipality Law ( No: 5393). After those changesmunicipalities and governorates are given increased tasks and responsibilities for DRR and most of themitigation, preparedness, planning and recovery works have been transferred to them.

Context & Constraints:There are still some conflicts between these three laws and Disaster Law (No:7269) and the idea on whattype of planning processes are necessary for DRR is not clarified. In some aspects, some of these tasksgiven to provincial administrations (under governorship) show similarities with the tasks of municipalities.Local administrations (both provincial and municipalities) should be supported in terms of organizationalstructure and financial resources.



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Description:One of the deficiencies that could be defined in this Core Indicator might be the lack of a multi-sectoralnational platform in Turkey. Turkey with its National Focal Point started studies to establish a NP after 2007Global Platform meeting. The draft scheme of this platform including members, short term programmes aresketched out by NFP. However, with the current agenda on re-organizational issue, this process delayeduntil the establishment of new disaster management organization.

As being one of the core disaster related organization, GD of Disaster Affairs acts like an office of NationalPlatform. The preparatory works are carried out by this GD and a small group of experts come togetherregularly and implementing educational activities on NP. This group serves as a coordination mechanismbetween government agencies and universities and encourages adaptation and ownership of HFA atnational level.

Context & Constraints:Turkey is determined to establish a national platform within a short time interval under new organizationalstructure or under ongoing structures. For this purpose several country examples where national platformswere established and have been functioning well were investigated and analyzed. Amongst them the onesthat might fit well with the current disaster management system were considered in detail.

According to the experiences gathered from current NPs, it is obviously seen that effective and functionalplatforms might be represented by multi-stakeholder participants from different sector like government,academic units, private sector and finally NGOs. The draft of Turkish National Platform is scheduled in linewith these inputs and will be implemented as soon as the new structure is established.

United Kingdom (in English)



Description:Integrated emergency management (IEM) comprises six related activities: anticipation, assessment,prevention, preparation, response and recovery. The Civil Contingencies Act, and accompanyingnon-legislative measures, will deliver a single framework for civil protection in the United Kingdom capableof meeting the challenges of the twenty-first century. The Act is separated into two substantive parts: localarrangements for civil protection (Part 1) and emergency powers (Part 2).

Part 1 Part 1 of the Act and supporting Regulations and statutory guidance Emergency Preparedness establish aclear set of roles and responsibilities for those involved in emergency preparation and response at the locallevel. The Act divides local responders into two categories, imposing a different set of duties on each.

Those in Category 1, are those organisations at the core of the response to most emergencies (e.g.emergency services, local authorities, NHS bodies). Category 1 responders are subject to the full set ofcivil protection duties. They will be required to:

Assess the risk of emergencies occurring and use this to inform contingency planning; Put in place emergency plans; Put in place Business Continuity Management arrangements; Put in place arrangements to make information available to the public about civil protection matters and

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maintain arrangements to warn, inform and advise the public in the event of an emergency; Share information with other local responders to enhance co-ordination; Co-operate with other local responders to enhance co-ordination and efficiency; and Provide advice and assistance to businesses and voluntary organisations about business continuitymanagement (Local Authorities only).

Category 2 organisations (e.g. Health and Safety Executive, transport and utility companies). These"co-operating bodies" are less likely to be involved in the heart of planning work but will be heavily involvedin incidents that affect their sector. Category 2 responders have a lesser set of duties - co-operating andsharing relevant information with other Category 1 and 2 responders.

Category 1 and 2 organisations will come together to form Local Resilience Forums (based on policeareas) which will help co-ordination and co-operation between responders at the local level.

The bulk of Part 1 of the Act was brought into force in November 2005 (the duty on local authorities toprovide advice and assistance to business and voluntary organisations about business continuitymanagement commences in May 2006).

Part 2 Part 2 of The Act updates the 1920 Emergency Powers Act to reflect the developments in the intervening years and the current and future risk profile. It allows for the making of temporary special legislation(emergency regulations) to help deal with the most serious of emergencies. The use of emergency powersis a last resort option and planning arrangements at the local level should not assume that emergencypowers will be made available. Their use is subject to a robust set of safeguards - they can only bedeployed in exceptional circumstances. More information is set out in the Emergency Powers section ofthis site.

Context & Constraints:The Civil Contingencies Act is currently under review after 4 years in operation. This is in some ways anatural progression, but is also influenced by the lessons learned over this time and as a result of severalenquiries such as the Pitt Review, The Buncefield Enquiry etc. It is intended to enhance the existingprovisions, raise the standards even further and to introduce new issues which have been highlighted overthis period.The Review of the Economics of Climate Change by Sir Nick Stern has also involved the costbenefit analysis of preparedness and response. The lessons learned from the UK exercise programmehave shown that Lead Government Departments still have some development work to do to achieve thelevel of proficiency required. Events over recent years have raised awareness of information and datasharing amongst a variety of stakeholders, and have prompted further thought and queries on wider issuesoutside the immediate emergency planning, response and recovery phases. The issues touch on a varietyof types of sharing: personal data; emergency plans; commercial or sensitive data, and all for a variety ofplanning, response and recovery purposes.



Description:Resources may be defined in a variety of ways and as such response to this question is somewhatsubjective. To implement disaster risk reduction a variety of resources are engaged. The National RiskRegister is designed to increase awareness of the kinds of risks the UK faces, and encourage individuals

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and organisations to think about their own preparedness. The register also includes details of what theGovernment and emergency services are doing to prepare for emergencies. Effective identification and assessment of the risks which could potentially seriously obstruct anorganisation in the performance of its functions should underpin all other emergency planning and businesscontinuity management processes.

The Government advocates a six-step risk assessment process, which is widely recognised as being goodpractice. The steps can be split into 3 phases:

Contextualisation involves defining the nature and scope of the risk and agreeing how the riskmanagement process will be undertaken. Risk evaluation covers the identification of those threats and hazards that present significant risks, analysisof their likelihood and impacts, and the combination of these values to produce overall risk scores. Risk treatment involves deciding which risks are unacceptably high, developing plans and strategies tomitigate these risks, and then testing the plans and any associated capabilities. Risk assessment should drive a standard emergency planning process, informing emergency plans (andBusiness Continuity plans) which are then tested through audit and validation exercises. Regular updatingof the risk assessment in turn leads to revision of plans and further testing. The risk assessment shouldalso respond quickly to changes in the risk environment. This means that the process should be iterativeand contain risk monitoring and updating mechanisms.

Risk assessment at the local level

The Civil Contingencies Act places a risk assessment duty on all Category 1 responders. Category 1responders assess risk as often as is necessary to ensure that they are in a reasonable position tomaintain and update their emergency plans and to perform the civil protection duties under the Act,including the duty to maintain business continuity plans. As part of the Local Resilience Forum (LRF) process Category 1 responders must co-operate with eachother in maintaining the Community Risk Register (CRR). The CRR provides an agreed position on therisks affecting a local area and on the planning and resourcing priorities required to prepare for those risks. Risk assessment at the regional level

The regional tier is a crucial part of England's civil protection framework, ensuring co-ordination betweenrepresentatives of Category 1 and 2 responders and central government bodies. Regional Resilience Forums (RRFs) have a key role in developing regional risk assessments which providea judgement of the likelihood and impact of emergencies that could occur in the region. The regional riskassessments build on the local risk assessments produced by LRFs, and equally ensure consistency andco-ordination with the central guidance provided by the Government on the risks facing the UK as a whole.Risk likelihoods are assessed for a five year period so that the risk assessment will support strategicplanning for the medium term, informing decisions about capability development. Risk assessment at the UK government level

The UK Government has a national risk assessment capability which identified risks to the UK as a wholeover a five year period, and assesses their likelihood and impact. This forms the basis for decisions aboutemergency preparedness and about capability planning. The section on UK Government provides moredetail on national risk assessment processes.

This national risk assessment process feeds into the Devolved Administrations, regional and local levels toensure fully integrated risk assessment processes at all levels which underpin coherent emergencyplanning throughout the UK. The Government provides guidance to LRFs and RRFs on the likelihoods of

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emergencies based on national assessments, which can then be flexibly tailored to meet local and regionaljudgements of the risks facing their areas.

Context & Constraints:CCS has played a crucial role in securing the right level of resourcing for civil protection work. The level offunding for national security and emergency preparedness will double between 2001 and 2008. CCS wasparticularly closely involved in building a new financial deal for local authority civil protection work,overseeing a 120 per cent increase in funding. However it is also necessary to bear in mind the burdenimposed on local resources through all requests put out by National Government and to acknowledge thatthey may be unable to meet those requests in a timely fashion.



Description:Regional government structures provide the platform for a regional role in emergency response where onewould add value by improving co-ordination between local and central response. The actual delivery of aresponse to a disruptive event will remain for the most part with local responders. The Government Offices (GOs) in the English regions provide a useful link between local and centralgovernment during a non-terrorist emergency. Government departments may use GOs to cascadeinformation and guidance to local responders. The GOs also have substantial knowledge and experienceof the working of central government and so provide a valuable first port of call for advice and guidance. A Regional Resilience Team (RRT) has been established in each of the GOs to co-ordinate the responseof the whole GO to emergencies. RRTs will often be the first place that government departments turn to fora situation report on non-terrorist emergencies that could generate ministerial interest or national/regionalpress coverage, and RRTs in turn will look to local responders for this information.

In order to ensure an effective two-way flow of information between local responders and centralgovernment in an emergency, GOs may place a Government Liaison Officer (GLO) within the StrategicCo-ordinating Group (SCG).

The mechanisms for alerting, mobilising and information sharing between local responders and the GO willbe set out in Regional Response Plans, agreed for each region. The plans will outline procedures for:activating the emergency management facilities in the GO; activating the Regional Civil ContingenciesCommittee (RCCC); and communicating with the local level, other regions and central government.

GOs can provide particular support in relation to consequence management - where the scale and natureof an incident is such that the effects are likely to be felt outside the immediate locality or to overwhelm thelocal response - and in areas such as arranging Ministerial or VIP visits. They work closely with theGovernment News Network (GNN) in the regions and, with their links to government departments, can helplocal responders to ensure that a co-ordinated and coherent message is given to the public. Where aspokesperson for the region as a whole is appropriate, one option is the Regional Director of the GO.

GOs may play an important role in cross-regional co-ordination, liaising with other GOs and the DevolvedAdministrations (DAs) to support the response effort during cross-border emergencies.

Context & Constraints:In involving the community and local responders 3 areas have given rise to issues over and above theresponse expected from them.Vulnerable people may be less able to help themselves in an emergency than self-reliant people. Those

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who are vulnerable will vary depending on the nature of the emergency, those with mobility difficulties (e.g.those with physical disabilities or pregnant women); those with mental health difficulties; and others whoare dependent, such as children. Victims of an emergency - which includes not only those directly affected but also those who, as family andfriends, suffer bereavement or the anxiety of not knowing what has happened. Responder personnel should also be considered. Plans sometimes place unrealistic expectations onmanagement and personnel. Organisations should ensure their plans give due consideration to the welfareof their own personnel. For instance, the emergency services have health and safety procedures whichdetermine shift patterns and check for levels of stress.



Description:The Civil Contingencies Secretariat in the Cabinet Office acts as the UK National Platform is The CivilContingencies Secretariat (CCS) sits within the Cabinet Office at the heart of central government. Theywork in partnership with government departments, the devolved administrations and key stakeholders toenhance the UK's ability to prepare for, respond to and recover from emergencies. They aim to tell those involved in delivering and building resilience across the UK what they are trying todo, where theyare trying to get to, how they will get there and how they will know that they have succeeded- in short, to build consistency and coherence across the UK. Some key means are already in place,especially via the Capabilities Programme and its outputs and the Civil Contingencies Act. CCS will befocusing on the development of a 'National Resilience Strategy' and reviewing their national exerciseprogramme. CCS works with a wide range of organisations in order to build a coherent UK civil protectionframework. These organisations are engaged in the policy making process, and represent a range ofinterests at all levels.

They work closely with a range of other government departments. Departments take lead responsibility forplanning in relation to their own functions and responsibilities, with the Cabinet Office providingco-ordination. Each of those departments has additional information on its website about its civil protectionactivities.

Linked closely to government departments, CCS also work with key government agencies and thedevolved administrations. They have links with organisations which represent practitioners. They work with representatives from thepublic, private and voluntary sectors.CCS have strong links with the Department for International Develpoment, who only have a remit forinternational affairs, and also sponsor and support many NGOs working in other countries.

Context & Constraints:It is clear that the remit of the National Platform is not well known throughout the UK. DevolvedAdministrations, Scotland, Wales,and N. Ireland, although represented and consulted, probably have theleast input into the NP. NGOs in the UK, whilst acknowledging that they have no remit in the UK, are onlyrepresented through their contact with DFID. They feel they have much more to ofer the UKNP, but haveyet to qualify what that is or how best to utilise it. The UK also include terrorist related emergencies withintheir risk management and this also limits both the contact and content which can be included in NPdiscussions.

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Oceania

Australia (in English)



Description:Australia’s federal system of government sees all three levels of government (federal, state and localgovernment) involved in differing activities on disaster risk reduction. All levels of government withinAustralia recognise the role of business entities and the broader community in reducing risk, and engagewith them as part of taking a holistic approach to disaster risk reduction.

In December 2003, the Council of Australian Governments (COAG) approved the recommendations of thereview “Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements”. The reviewrepresents a holistic approach to disaster management in Australia across state and federal governments,and is applicable to disasters of all types: natural, technological and human-caused. By taking an “allhazards approach”, the arrangements developed for natural disasters will be consistent with futuredirections taken for other emergencies or events.

The Ministerial Council for Police and Emergency Management (MCPEM) oversees national disastermanagement, seeking to develop effective collaboration and coordination of federal, state, territory andlocal government action.

The MCPEM is advised by the Australian Emergency Management Committee (AEMC), Australia’s peakconsultative emergency management forum. This committee comprises chairpersons and executiveofficers of State and Territory emergency management committees, the Director General of EmergencyManagement Australia, representatives of the Australian Local Government Association and the NewZealand Director of Civil Defence and Emergency Management.

Some disaster risk reduction MCPEM achievements include:•continuing to work closely with the COAG Climate Change and Water Working Group in emergencymanagement related areas. •working with the Local Government and Planning Ministers’ Council on land use, building anddevelopment planning issues as they impact emergency management; and•working towards implementing the National Emergency Management Strategy for Remote IndigenousCommunities (Keeping Our Mob Safe). This Strategy is critical to prepare vulnerable and isolatedIndigenous communities from serious disaster.

Context & Constraints:A continuing challenge for the future will be bringing together sometimes competing aspirations foremergency management between the three layers of government in Australia, and more fully engaging theprivate sector and non-government agencies.

Core indicator 2Dedicated and adequate resources are available to implement disaster risk reduction plans and activities at

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all administrative levels


Description:Natural Disaster Mitigation Program (NDMP)The NDMP was established in 2003 04 and aims to create safer, sustainable communities better able towithstand the effects of floods, storms, bushfires and other rapid onset natural disasters. Projects thatqualify for funding include natural disaster risk management studies, construction of flood levees and earlywarning systems.

Working Together to Manage EmergenciesThe Australian Government’s ‘Working Together to Manage Emergencies’ initiative was implemented inorder to build Australia’s national preparedness for emergencies. The initiative committed:•$30 million over four years to establishing a Local Grants Scheme (LGS) to assist local government todevelop and implement emergency risk management initiatives, identify vulnerabilities with a view toenhancing protective measures for critical infrastructure and provide emergency management and securityawareness training for local government staff; and •$16 million over four years to establish a National Emergency Volunteer Support Fund (NEVSF) to boostthe recruitment, retention and training of volunteer organisations at the frontline of emergencymanagement.

Bushfire Mitigation ProgramThe BMP was introduced in 2004 05 with $15 million committed over three years for the construction,maintenance and signage of effective fire trail networks. In April 2007, the BMP was extended to 30 June2011 with additional funding of $20 million ($5 million per year).

All three spheres of government provide funding under the NDMP and BMP. Generally, the AustralianGovernment contributes up to one third of approved project costs and the relevant state or territorygovernment is required to match this funding, but may contribute more, with local agencies making up thebalance.

Context & Constraints:A major challenge for these programs is the expected impact of climate change on the frequency, severityand distribution of natural disasters in future. A review of the BMP is due to be undertaken in 2010.



Description:The key elements of future emergency management at the national level are the mitigation of disasterimpact, the promotion of community safety, and an investment in community resilience. These areundertaken through a whole-of-government, multi-agency, and “all hazards" approach.

Emergencies and disasters rarely conform to jurisdictional boundaries. Local governments will always havea key role in the response to and recovery from an emergency or disaster event, usually in a broader state,territory or even national context.

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Community engagement roles undertaken by local governments are seen as very important andcommunity attitudes appear to be very supportive.Australia has a long and proud tradition of volunteerism and one of the most important elements of thevolunteer movement is the emergency management and response sector which has more than 500 000volunteers. They provide frontline response capabilities against our major natural hazards of floods,storms, cyclones and bushfires. Volunteers are particularly active at local level with schools and communitygroups, and their extensive involvement in mitigation preparedness programs has enhanced theireffectiveness and the overall value to the Australian Community.The Australian Emergency Management Volunteer Forum, supported by Emergency ManagementAustralia was formed 2001, as part of the International Year of Volunteers. The purpose of the Forum is toprovide a national forum representative of the volunteer emergency management sector, to facilitate bettercommunication between the organisations within it, and to provide advocacy for the sector.The objectives of the Forum are to foster communication, to share information, provide advocacy,particularly on behalf of the non-government organisations and to focus on the issues States andTerritories, as well as providing day to day support in lesser incidents.

Context & Constraints:A significant issue for emergency management in Australia is its ability to maintain a strong, active andwilling volunteer community into the future. Busy lives and intergenerational changes mean that people areless likely to volunteer, or if they do, then it is less likely to be on the life-long, continuous basis of the past.The emergency services volunteer cohort is ageing. At the same time, community expectation of supportby, for example, the State Emergency Services (SES - largely made up of volunteers), is increasing.



Description:In December 2003, the Council of Australian Governments (COAG) approved the recommendations of thereview “Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements”. The reviewrepresents a holistic approach to disaster management in Australia across state and federal governments,and is applicable to disasters of all types: natural, technological and human-caused. By taking an “allhazards approach”, the arrangements developed for natural disasters will be consistent with futuredirections taken for other emergencies or events.

In January 2005, the COAG released its response to the National Inquiry on Bushfire Mitigation andManagement, 2004 report (the Bushfire report) and tasked the Ministerial Council for Police andEmergency Management - Emergency Management to oversee the implementation of the response to thereport.

The report made recommendations on: community education and preparedness; research; information andanalysis; risk modification; readiness; response; and recovery. A number of the recommendations wereconsistent with the recommendations of the Natural Disasters report, on which work was alreadyunderway.

Through the implementation of the two COAG reports, significant reform and change to emergencymanagement arrangements have been effected, beyond the standard continuous improvement model. Thestates and territories have primary responsibility for the protection of life and property and each haslegislation for emergency management. One of the major changes resulting from the two reports has beengreatly improved national cooperation through which the Australian, state, territory and local governments

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have contributed time, effort and resources towards a consistent approach nationally to how Australiamanages disasters, including a focus on mitigation, relief and recovery.

Context & Constraints:A continuing challenge for the future will be bringing together sometimes competing aspirations foremergency management between the three layers of government in Australia, and more fully engaging theprivate sector and non-government agencies.

Marshall Islands (in English)



Description:The DRM NAP provided an opportunity for RMI to re-examine existing policy and develop a coordinatedprogramme of action focusing on key vulnerabilities and risk issues and priority gaps. The NAP has directand indirect linkages with the SDP and will help reduce the impact of disasters on the achievement of thedevelopment vision, RMI Vision 2018.

Context & Constraints:Commitment by all stakeholders to implement the NAP using available resources as well as support fromdevelopment partners.



Description:Provisional Indicative Implementation Program of the RMI DRM NAP was developed by the NAP TaskForce appointed for this purpose by the RMI Government. The Implementation Program has beenconstituted through the following steps:1.The identification of specific Sub Actions (linked to the overall Actions, Objectives and Goals asidentified in the NAP.2.The identification of resources required to facilitate the implementation of each of the Sub Action.3.The identification of specific costs or funds required to facilitate resource needs.4.The development of a suitable structure and support system to help coordinate and facilitate theimplementation of the NAP.

Context & Constraints:1. 20% of PIP funded by the RMI Government with the remaining 80% to be secured.2. need for an appropriate arrangement or coordination body to provide oversight of implementation onbehalf of the RMI Government. 3. need to continue with the momentum for improved disaster risk management that has been generatedthrough the NAP development process4. The success of NAP implementation will rely heavily on the ownership and support it receives not onlyfrom within the RMI Government but certainly also from all sectors of the economy and levels of thecommunity. This ownership and support will be made possible through a mechanism that provides

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on-going and focused awareness and understanding not only of the NAP Actions etc, but indeed and moreimportantly of the critical importance of disaster risk management to the longer term sustainabledevelopment of RMI.



Description:An objective in the NAP is to strengthen the capacity of key community groups and NGOs in RMI andassist communities in the outer islands to develop their own mechanisms to supplement the national andlocal government plan for emergency preparedness and response

Context & Constraints:1. Communities need to be committed to building their own resilience2. Limited budgetary allocation for community based DRM



Description:DRM NAP outlines areas for multisectoral engagement. It was developed in collaboration with experts fromdifferent sectors

Context & Constraints:The success of NAP implementation will rely heavily on the ownership and support it receives not only fromwithin the RMI Government but certainly also from all sectors of the economy and levels of the community.This ownership and support will be made possible through a mechanism that provides on-going andfocused awareness and understanding not only of the NAP Actions etc, but indeed and more importantly ofthe critical importance of disaster risk management to the longer term sustainable development of RMI.

New Zealand (in English)



Description:New Zealand maintains a strong national legislative framework for addressing hazard risk management.Three core acts promoting risk reduction are the Resource Management Act (1991), the Civil DefenceEmergency Management Act (2002) , and the Building Act (2004). There is no hierarchy between theseActs..Other legislation addresses specific aspects of hazard and risk management, such as the the SoilConservation and Rivers Control Act 1941, Earthquake Commission Act 1993, Local Government Act

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2002, the Health and Safety in Employment Act 1992, Maritime Transport Act 1994, Health Act 1956,Epidemic Preparedness Act 2006, Fire Service Act 1975, Forest and Rural Fires Act 1977, InternationalTerrorism Act 1987, Hazardous Substances and New Organisms Act 1996, and the Biosecurity Act 1993. This legislation underpins a framework of strategies, plans, policies, codes, and practices supporting riskreduction outcomes.New Zealand’s legislation is publicly accessible - http://www.legislation.govt.nz/Key principles underlying the legislative framework are:•Responsibility for managing risks resides as close to the community/individual at risk as practicable•Integration between national and local level management•Coordination of planning and activites across agencies and functional responsibilities

Context & Constraints:The principle statutes together advance risk management, from reduction (or mitigation), through readiness(or preparedness) for the response to emergencies, and the subsequent recovery. The period of recovery(measured in years) is a key time for improving risk reduction. Risk reduction is the main challenge.Further advances in risk reduction are encouraged and are being implemented. They range from publiceducation programmes at national and local levels (under the auspices of the Earthquake Commission Actand the Civil Defence Emergency Management Act) through to the assessment of Earthquake ProneBuildings (under the requirements of the Building Act). With increasing understanding of risk management dimensions, improved reduction tools are to beexpected from reviews over the next five years, for example of regional and national Civil DefenceEmergency Management plans, the Building Code, and the New Zealand Coastal Policy Statement (whichincludes policies for, among other things, avoiding and mitigating the effects of natural hazards in thecoastal environment). ). The Climate Change Plan of Action is also a significant programme that includeshelping the land-based sector adapt to climate change and build resilience to the icnreased likelihood ofmore adverse events.



Description:Following from defined functions and responsibilities in legislation, each agency is to manage its resourcerequirements. Local government has independent powers to fund its activities (see Indicator 3 below). Central government agencies roles’ are included in their annual baseline funding with additional budgetbids for specific projects. Lifeline (critical infrastructure) owners are encouraged to adopt sound hazard riskmanagement practices to underpin both new investment and existing asset management planning.

Context & Constraints:Open government processes and competing priorities can create challenges in how to demonstrate to thepublic and stakeholders the return on investment from risk reduction. This situation is made worse bymany communities having no recent experience of emergencies. One strategy is to take advantage of heightened awareness of local risks following like events overseas, forexample tsunami risk management in New Zealand has greatly increased since 2006.



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Description:Local Authorities are enabled to manage local risks through local policy, regulatory planning, codecompliance certification and monitoring, and community asset planning. Local authorities are able to setgeneral and targeted rates on property (on a capital, annual or land value basis), raise loans, make uniformcharges and, in some circumstances, set fees for services to cover their costs of developing policy, andproviding community and individual services. Core local government legislation, and hazard management legislation, require open governmentprocesses covering consultation, requests for information and review of decisions. Local body elections areevery three years, and all adults over 18 years may vote. The Civil Defence Emergency Management Act 2002 requires local authorities (regional, city and districtcouncils) to establish Civil Defence Emergency Management Groups across 16 regions of the country. Each Group has a senior political repesentative from the consituent local authorities, and is supported by aCoordinating Executive Group of their senior managers and local emergency services. The Group issupported by a secretariat with links to other stakeholders, such as their local lifeline infrastructureorganisations and Rural Support Trusts in rural areas.

Context & Constraints:Recent changes to local government legislation require local councils to have Long Term CouncilCommunity Plans (ten year) based on the social, economic, environmental, and cultural well-beingoutcomes sought by their communities. These plans enable consistent strategic goals and priorities to beestablished for policy and funding arrangements across the council’s regulatory and service deliveryprogrammes. These plans are updated on a three yearly cycle. This planning process, as well as land-useand environmental planning under the Resource Management Act and hazard and emergency planningunder the Civil Defence Emergency Management Act, are highly participatory processes with the localcommunity.

New Zealand authorities are now also reviewing their first generation of plans under the Civil DefenceEmergency Management Act 2002. Additionally national frameworks and processes are being set in placeto enable monitoring and evaluation, and establishing benchmarks and best practice. Continuingimprovements are expected as a result of these activities.



Description:No national committee or forum for disaster risk reduction exists in New Zealand. However, committees orfora exist for managing particular hazards and risks. For example, biosecurity, civil defence emergencymanagement, pandemic, transport security. A formal structure exists nationally for emergency preparedness, response and recovery management. Thecentral decision-making body of executive government that addresses emergency management is theCabinet Committee for Domestic & External Security Coordination (DES). The DES committee is chairedby the Prime Minister, and includes those Ministers responsible for departments that play essential roles insuch situations. To support that process, an Officials’ Committee for Domestic and External SecurityCoordination (ODESC), consisting of the departmental chief executives, provides strategic policy advice tothe DES ministers. The ODESC is supported by the National Crisis Management Centre that coordinatesoperations nationally and is led by the agency that has primary responsibility for managing the emergency,depending on its kind.

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Context & Constraints:Continuing risk management and integrated policy and planning processes are intended to ensure thatnational priorities for risk reduction are established, and gaps/issues in institutional frameworks areidentified and addressed, without a singular forum or committee for hazard risk reduction.

Vanuatu (in English)



Description:Vanuatu has successfully developed a supplementary Priority Area for Action (PAA) to address DRR & DMunder the component of ‘safety, security and resilience’. The supplementary PAA outlines how tomainstream DRR and DM across the different sectors in Vanuatu. Developed in tandem with thesupplementary PAA was the National Action Plan for DRR and DM, 2006 - 2016 (NAP). The PAA is theoverarching document that prioritises the strategic areas to be addressed in development and planning forVanuatu. In 2005, the Vanuatu Government recognized that their PAA, first developed in 2003 and revisedfor the 2005 - 2007 period, failed to address disaster risk reduction and disaster management or any of itscomponent. Despite the development of NAP’s being endorsed by Pacific Leaders, the Vanuatu NAP hadto be developed through the processes and policies that govern Vanuatu. Thus, the development of asupplementary PAA to facilitate the national implementation of the Regional Framework for Action throughthe Vanuatu National Action Plan 2006 - 2016. To date the NAP is in its third year of implementation. Thesupplementary PAA is poised for another review where the recommendations by the team tasked with itsdevelopment would be integrated into the PAA. The supplementary PAA outlines how DRM is to bemainstreamed across the sectors in Vanuatu. The NAP overall goal is to promote and ensure a safe,secure and resilient Vanuatu through the reduction of social, economic, and environmental impacts ofdisasters on the people of Vanuatu and its economy, thereby facilitating the achievement of their nationaldevelopment goals. The NAP also outlines strategies and specific activities for the implementation of DRRand DM in Vanuatu. Sectors are also designated responsibilities for implementation.

Context & Constraints:The NAP clearly tasks the Ministry of Finance and Economic Management with allocating ministerialbudgets for DRR and DM to different ministries and departments that reflect prioritized strategies for DRRand DM. The onus is on the other sectors to reflect the strategies of DRR and DM outlined in theSupplementary PAA and NAP through their sector plans, corporate plans and annual work programmes.

In addition to operationalising the NAP, the legal framework for disaster risk reduction and disastermanagement is under review to reflect the effective way of managing disaster risks and reducingvulnerability as outlined in the Draft National Disaster Risk Reduction and Disaster ManagementArrangements 2008. The legislative review and amendment was scheduled for September 2008.



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Description:In the budgeting period from 2006 to 2008, the Vanuatu Government approved a total of VT24.7 milliontowards the mainstreaming of DRR and DM. The allocation was towards:a)the organisational restructure (personnel and operations) of the National Disaster Management Office[VT6 million and VT4 million respectively]b)supplementary post assessment cost expenditure c)Relief supplies to the provinces of Tafea and Torba for Tropical Cyclones [VT 20 Million for eachprovince]

Under the organisational restructure, the NDMO becomes an office of its own with sufficient personnel forthe operational function of the office.

The budget allocation is also to empower the NDMO in the panning out of the Vanuatu NAP across thesectors. At present, the NDMO is lobbying the Education sector in Vanuatu to integrate DRR and DM intotheir education policy and plan (Vanuatu Education Sector Strategy 2007 - 2016).

In addition to the financial commitment by the Vanuatu Government, the Pacific Disaster Risk ManagementPartnership Network (PDRMPN) is on hand to ensure long term and coordinated technical and financialsupport is available for the implementation of the NAP.

Context & Constraints:The NAP is in its 3rd year of implementation. While its intention is to integrate DRR and DM across thesectors as well as provincially and down to the community level, most of the sectors are addressingdisaster risk reduction through other plans and with the PDRMPN. One such example is the IntegratedWater Resource Management Demonstration Project poised to be implemented in the Sarataka Watershedand executed through the Department of Geology, Mines and Water Resources. The plan has specificobjectives and outputs to address underlying risks. However, these cross cutting linkages needs to bedocumented as to show that it fulfills risk reduction activities as committed to by the Vanuatu Governmentat national level and regionally.



Description:The overarching policy for this activity as this indicator suggests is the Vanuatu DRR and DM NAP 2006 -2016, where under thematic area VI and strategy 8, the NDMO is tasked with the collaboration of thesevarious agencies in ensuring that communities do take action to reduce risks and prepare for disasters.

There are a number of non-governmental organisations that are already involved in support ofgovernments disaster response and relief programmes. These are namely:a. World Visionb. US Peace Corpsd. ADRA (Seventh Day Adventist)e. Vanuatu Red Crossf. Caritas Vanuatug. Jean Vancent De' Paul

Of the six listed, the ADRA together with the NDMO is actively training its Youth to venture into thecommunities and conduct disaster assessment and relief work. Other partners include volunteer

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organisations/agencies that work with civil society organisations and/or rural communities in the area ofdisaster relief, preparedness and mitigation. These partners, namely JICA and the Peace Corps areinvolved on a voluntary basis in this area as their secondary activity with their primary focus being onservice delivery and technical assistance type of work right across all the provinces of the 27 islands inVanuatu. As much as their presence is right across the provinces and within the community, the emphasisis still largely towards disaster management alone.

Context & Constraints:However the above situation is to be enhanced with the recent expansion of the Foundations of thePeoples of the South Pacific International (FSPI), into Vanuatu. FSPI is a network of non-governmentalorganisations in the South Pacific who will start engaging communities in participatory methods of problemidentification, risk analysis and action planning in Vanuatu. The initiative is for the development of peoplecentred early warning system and community based DRR and DRM plans or for safer village plans. Thesewill be documented through participatory research and wide dissemination of the traditional and modernvulnerability reduction methods, social conditions and skills that contributes to community resilience inPICs, including Vanuatu. The objective for such is so that communities are empowered to organisethemselves for and manage disasters and to build risk reduction measures into their daily developmentactivities. Further, the projects are intended for improved linkages with key stakeholders at both nationaland regional levels to promote sustainability of community activities and to spread advocacy for communitybased vulnerability reduction.



Description:Vanuatu has a National Task Force on Disaster Risk Reduction and Disaster Management (NTF on DRR &DM) who was initially responsible for securing cooperation from government Ministries to progress thedevelopment of the National Action Plan and the strengthening of the PAA through disaster risk reductionand disaster management. The NTF members are senior officers from ministries and departments fromthe national and provincial governments of Vanuatu. In collaboration with the Pacific Disaster RiskManagement Partnership Network (PDRMPN) and the National Disaster Management Office, the VanuatuNAP was crafted with an implementation strategy.

To date there are Working Groups under the National Task Force which is than responsible for the differentsectors who facilitate discussions. The working groups are:a. Training Advisory Working Groupb. Preparedness and Awareness Working Groupc. Risk Reduction and Hazard Mitigation Working Groupd. Meteo and Awareness Working Group

Context & Constraints:Since the formation of the National Task Force and subsequent working groups, the implementation of theNational Action Plan for DRR & DM is progressing. At this stage, it could be deduced that their nationalmulti sectoral platform for disaster risk reduction is functioning. If sectors include disaster risk reduction anddisaster management into their budget planning and processes, the working groups should be able to beself-sufficient.

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