Governance in Comprehensive
Disaster Management (CDM)
Jeremy Collymore, Coordinator
Caribbean Disaster Emergency Response Agency (CDERA)
Caribbean Conference on Comprehensive Disaster Management and Reducing
Disasters Knowledge Fair
The Hilton Barbados, Barbados
December 12 – 14, 2006
GOVERNANCE

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
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
Exercise of society in managing
its socio-economic political affairs
Comprises the values, policies,
institutions
and
mechanisms
through which society
Articulates interest
Mediates differences
Exercises
legal
rights
and
obligations
ELEMENTS OF GOVERNANCE



Economic – decision making processes
that inform internal and external economic
activities and relationships
Political – decision making to formulate
policies
Administrative - system of policy
implementation
INTRINSIC PROCESSES

Participation

Consultation

Shared Responsibility
DESIRED OUTCOMES

Equity

Reduced Poverty

Improved Quality of Life
CDM DEFINED
Comprehensive Disaster Management
(CDM) involves all actions required to
ensure that a country/jurisdiction has a
capability to deal with all types of hazards,
all phases of the Disaster Management
Cycle by coordinating the wide-ranging
actions and utilising all necessary
resources.
CDM INTER-RELATED COMPONENTS
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Multi-Hazard
Multi-faceted
Multi-Disciplinary
Multi-sectoral
Integrated
Comprehensive
Management
+

6
NGO

•IFRCS
(Red
Cross), ADRA,

CARIPEDA,
CCA

1
Member
countries &
NDO
Organizations
2
Donors
IDB,
USAID/OFDA,
CDB, World Bank
European Union,
CIDA, DFID/C,
Japan, OAS
2
Donors
UWI (Geography &
Geology, Seismic,
CARDIN, Disaster
Management Unit,
Faculty of
Engineering), CIMH,
IMA,
ACCC/UWICED
4
Response Partners
RSS, SOUTHCOM,
CDRU, Rentech –
Oil Spills, Airlines
3
Regional Sector
Partners
PAHO/WHO, FAO,
CTO, CHA,
ITU/CTU,
CARILEC, CMO,
OECS/NRMU
ISSUES IN REALIZING CDM

Recognising linkages between
management,
environment
development
disaster
and

Broadens the range of actors

A revised mandate for the national and
regional organisations, incorporating the
CDM Policy
ISSUES IN REALIZING CDM (Cont’d)

Introduces
new
decision making
approaches
to

Requires an inventory of mandates

Clear allocation of responsibilities,
possibly within a legislative framework
CDM IMPLEMENTATION ESSENTIALS

More effective use of all resources,
including those of the private sector and
other relevant organisations

The identification and definition of a
coordination mechanism involving all
new stakeholders
CRITICAL IMPLEMENTATION STEPS

Consensus on a regional strategic
framework informed by the collective
priorised needs of stakeholders

Inclusion in the Public and Private Sector
Reform agenda
GOVERNANCE ISSUES IN CDM: What are they?

Who are the actors?

What are the decision-making
roles of the actors?

What are the instruments used
to engage discourse?

How is the contribution of the
stakeholders fashioned into
policy and programme?

What voice is given to the
partners and when?
CDM GOVERNANCE REQUIREMENTS
How

Internal Dialogue

Policy and Programme
Mainstreaming

Performance Culture
CDM Governance Requirements

Results Based Management (RBM)

Monitoring and Evaluation (M&E)

Reporting

Joint Missions

Cooperative Programming

Aid Flows Aligned to Agreed
Priorities`
CDM Governance Requirements

Results Based Management Tools

Monitoring and Evaluation
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Programme Design

Proposal Writing
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System Wide Assessments
GOVERNANCE PROCESS
Consultation/Participation

Document Sharing or
Development

Townhall Meetings (How
Structured)

Iterative

Limited to Implementation
or Design and Evaluation
LEGAL/INSTITUTIONAL FRAMEWORK
(A)

Are the empowered
adequate for managing
the change?

Do they represent
potential impositions?

How are equity issues
decided?
LEGAL/INSTITUTIONAL FRAMEWORK
(B)
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Know coping capacity

Utilize existing policy or
support policy development
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Harmonise tools for
assessment

Embrace transparency at all
points of support
STRUCTURING CDM AID DELIVERY

Assistance Linked to Outcomes

Not time driven

Making a difference rather than expending
funds

Know legal/institutional framework

Grievance procedures mechanism

Evaluation of support in anchored
outcomes rather than solely outputs
to
SCALING ISSUES

Sub-regions
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Regional
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Association of Caribbean States
Pan-American

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Organisation of Eastern Caribbean States
IACN
International

United Nations
HUMANITARIAN GOVERNANCE

Who sets response times?

Why is response not linked to recovery?

What is the conflict between clean-up
and DANA?

Is food for labour real participation?

What is the institutional dislocation
potential of the cluster approach?
Perceptions of Donors: A Challenge

Host Government organisations
are too weak and personnel
insufficiently trained
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Governments are corrupt

Bureaucracy is an obstacle to
free exercise of development
and humanitarian assistance

Donor and aid organisations do
not have to be accountable to
Government
Key Areas of Mainstreaming

Policy

Strategy

Spatial Planning

Project Cycle Management

External Relations

Institutional Capacity
Key Influences on Mainstreaming
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Staff Ownership
Cross-Organisational Buy-in
Workload
Organisation Champion
Leadership by Line-managers
Integration vs. Bullying
Staff Skills Development
Time
Governance in Comprehensive
Disaster Management (CDM)
Caribbean Disaster Emergency Response Agency
Building #1, Manor Lodge
Lodge Hill, Saint Michael, Barbados
Tel No: (246) 425-0386 Email: cdera@caribsurf.com
www.cdera.org