Ministry of Agriculture and Rural Development Disaster Risk Management and Food Security Sector

Transcription

1 Ministry of Agriculture and Rural Development Disaster Risk Management and Food Security Sector Workshop on drought risk reduction in the HoA lessons learnt from community based operations in Ethiopia, Kenya and Uganda. The Sarova Stanley, Nairobi 11 May 12 May 2010 The Redirected Ethiopian Disaster Management System Presented by Beyene Sebeko Prepared by Mathewos Hunde Early Warning and Response Directorate Ethiopia

2 Outline of this presentation Overview of previous disaster management practices Why redirection was needed? Major j features of the redirected DMS At what stage are we now? In terms of implementing the new DRM approach? Major achievementsandchallengesand challenges Way forward 2/19

3 History of disaster: Ethiopia is highly hl vulnerable to a wide range of disasters -Recorded history of disaster goes back to 250 B.CRecorded history of disaster goes back to 250 B.C -Major causes are drought, flood, human and livestock diseases, crop pests, war, conflict etc. the most profound disasters in the last four decades d are those famines and food shortages that occurred in 1973/74, 1983/84, 1993/94, 1999/2000 and 2002/03. The 1973/74 and the 1983/84 famines in particular, caused extensive losses of life and damage to livelihoods due to inadequate disaster preparedness. Drought remains the country s leading major hazard while Flood is the second major hazard next to drought Recent experience shows an apparent marked increase in area coverage and frequency of such disasters 3/19

4 Susceptibility to Drought IGAD/reform Regional Synthesis Workshop / Nairobi 4 / May 2009

5 And Flood IGAD/reform Regional Synthesis Workshop / Nairobi 5 / May 2009

6 History of disaster management:e The system had been practically relief oriented and therefore was quite effective in saving lives, but its contribution to reduce vulnerability to disaster risks as well as poverty reduction efforts has been negligible. In recent years the value of emergency food and non-food aid has reached over US$ 350 million on average per year. 6/19 Until 1973, there was no organized disaster management institution and therefore response to crisis up until then was ad hoc The first formal Govt. disaster management institution was established in 1973 with the establishment of the RRC with a mandate of providing relief assistance to drought affected people in Wollo and Tigray Since then the Govt. re-organized and adjusted its disaster management structure according to needs The first organization, RRC, was reorganized and merged with settlement and Awash Valley Development tauthorities in 1978 with a mandate of relief and rehabilitation including settlement programs In 1993, the policy on NPDPM issued. Following the ratification of the policy RRC once again re-organized and changed into DPPC with a major change in its mandate (Relief supplies and Disaster Prevention through linking relief to development)

7 Why the redirection of the previous DMS was needed? Existing realities signal the need for reform of the way the country manages its disaster risks and related vulnerabilities BPR was the basis for the redirection Needs and expectations desired outcomes Customizing and incorporating best practices and experiences stretch objectives New design Country & global situations (risks, hazards, vulnerabilities, capacities, CC etc) and needs & expectations of customers and stakeholders new way of doing things Transformed DMS (single and standardized national system used by all levels) reduce vulnerabilities & DR through targeted DRR interventions as well as effective DRM avoid and minimize adverse effects of hazards A shift to the DRM approach is a paradigm shift 7/17

8 Where is the paradigm shift? Before Crisis management oriented and drought/food focused DMS (Reactive ex-post emergency response and relief work) Duplication of efforts and uncoordinated approach Now/to be Disaster risk management approach All-hazard and multi sect oral approach (with lead agency for management of each hazard) Risk/vulnerability profile-based system Pro-active ex-ante preparedness and disaster risk reduction Full cycle (prevention, mitigation, preparedness, emergency response, recovery, and rehabilitation) Single standardized national approach/system No harmonized approaches/system and standardized methodologies Not people-centered No clear delineation of duties and responsibilities (various actors at all levels) Decentralized preparedness and decision making authority for response Community centered Clear delineation and demarcation of duties and responsibilities at all levels 8/17

9 Where is the paradigm shift? Before Little or no linkage between EW/monitoring data/assessment findings and responses No alignment with mission and vision No pre-arranged MoU or agreements (legal framework) Functional-based structure, improper placement and hence poor decision making mechanisms Poor information communication 9/19 Now/to be Early warning, monitoring or assessment data serve as a basis for preparedness and response Aligned activities (b/n all administrative levels and with vision and mission) Rigorous mechanism for accountability (legal framework, including pre-arranged MoU and agreement) Improved decision making mechanism (process-based structure, proper placement, and decentralized decision making authority) ICT and other technologies supported system

10 At what stage are we now? In terms of implementing the new DRM approach? Since September 2008 we ve interned into the first phase (testing) of the implementation stage and now we re about to move to the next phase (operationalization) 10/17 Redesigned process (works organized around outcomes/customers, Staff allocation, orientation Strategic and annual plan Result oriented performance management and measurement tool (BSC) Flat structure, Team charter Established/strengthened coordination mechanisms A clear plan / DRM framework/ to prioritize investments in implementing the new DRM approach

11 What are the objectives of the plan? The plan has five objectives linked to the globally agreed Hyogo framework for action (HFA)Final version Matrix.doc.doc Strengthen th national disaster risk management strategies and institutions Ensure risk and vulnerability assessments, early warning and contingency planning and financing- in both rural and urban areas Increase and sustain awareness creation, education and capacity building Reduce underlying risk and vulnerability (and integrate DRR into sector planning and practices for example in water, health, environment) Improve emergency preparedness and response through capacity strengthening 11/17

12 Organizational structure of DRMFSS NDPPC MoARD DRMFSS EFSRA EWRD DRMEWR Case Team Emergency Logistics management Logistics management Case Team Case Team Finance Emergency & Procurement Finance & Procurement Case Team Case Team EWRIM Case Worker Aid agencies Coordination Case Worker FSCD Resettlement coordination Case Team Safety net and household asset building case team

13 Major Achievements: Improved efficiency in service delivery Continuous improvement on the newly designed business process (based on test results and feedbacks from customers/stakeholders) t 13/19

14 Major Achievements: Commitment t e t and demonstrated leadership role oe on the part of the Government Existence of DRM implementation framework (priority areas/actions) Active involvement of partners in the identification of priority areas/actions for the implementation of the new DRM approach and reaffirmed commitment to provide all possible supports for the implementation 14/19

15 Major Achievements: Improved decision making arrangements with decentralized decision making authority (e.g. strengthening preparedness) Aligned activities at all levels with proper interface with other processes within the ministry and other line ministries i i at the federal levell Improved working relationship with regions and line ministries by aligning processes and activities as well as by building trust, transparency, and confidence (legal framework-mou) 15/19

16 Major Achievements: Improved collaboration and coordination with partners (more transparent and coordinated approach) Revitalization and reactivation of coordination mechanisms (EWWG, and sect oral TF etc) Encouraging progresses towards DRMS decentralization at (preparedness ) ed ess The launching of Woreda disaster risk profiling (pilot phase) A foundation for enhancing horizontal and vertical information flow is being laid (through woreda connectivity) 16/19

17 Major Achievements: The draft DRM policy is now ready for submission i to concerned government body for approval More focus on capacity building Introduction of different tools for the implementation of the new approach Improved collaborations at o with regional and international organizations (e.g. IGAD, GMFS, USA Forest Fire Service) Developing matrix of priorities of interventions for 17/19 effective DRM approach

18 Challenges: Inadequate funding/resources to adequately address immediate emergency needs Insufficient funding for the implementation of the new DRM approach Predominantly external resource dependent system/practice (affecting decentralization of the system) Capacity limitations (understaffing, limited knowledge and skills in DRM, limited access and application of modern technologies, scarce resources etc) at all levels of government 18/19

19 Challenges: Slow progress in automation of the system (using the Woreda Net infrastructure) Visible inclination towards project approach rather than institutionalized approach Information exchange and report sharing as well as communication still need further improvement 19/19

20 Vulnerability/Risk Profile-based DRM Designing and implementing disaster risk reduction interventions/progr ammes to minimize vulnerabilities and disaster risks Strengthening hazard monitoring, forecasting, early warning, and response system for effective DRM 20/19

21 Way forward: A more transparent, coordinated and collaborated efforts for the implementation ti of the new DRM approach and effective EWR.

22 Through our collaborative and coordinated efforts we can successfully implement the DRM new approach and hence make hunger and vulnerability history in Ethiopia. I THANK YOU 22/19