THE STATE OF AFFAIRS OF
OPERATIONALIZING THE NEW DRM
APPROACH IN ETHIOPIA
1
E ARLY W ARNING AND R ESPONSE D IRECTORATE
DISASTER RISK MANAGEMENT AND FOOD SECURITY SECTOR
MINISTRY OF AGRICULTURE
FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA
DECEMBER 2011
Outline
2
 Disaster risks in the context of Ethiopia
 Historical Background to Disaster Management





System
Current State of Affairs of DRM implementation
Overview of the Ethiopia’s Early Warning and
Response System
Ongoing and planned activities towards full
operationalization of DRM approach
Strengths and challenges
Role of MPs in operationalizing the DRM approach
Disaster risks: Context of Ethiopia
3
• Ethiopia has achieved a double digit economic growth
•
•
•
•
over the last eight years and plans to increase it further
(to the level of 14 percent) by the end of the GTP period.
Despite such a tremendous achievement Ethiopia is still
highly vulnerable to a wide range of CC induced natural as
well as man-made disasters
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
Climate Change and associated risks are and will continue
to affect the economy in general and agriculture and FS in
particular
Susceptibility to Drought…
4
And Flood…
5
6
Capacity Building
Comprehensive
plan/framework
Institutional
arrangement
Legal Framework
Policy
New DRM
Approach
History of DMS and Current State of Affairs of
DRM Implementation
…Background to Disaster Management System
7
Pre BPR period: crisis management focused
 Pre-1973: no organized DM system, ad-hoc response to crises
 1973: Relief & Rehabilitation Commission (RRC)
 1995: Disaster Prevention and Preparedness Commission (DPPC)
 2004: Disaster Prevention and Preparedness Agency (DPPA)
PSNP opened a new chapter in the history of DM in
Ethiopia by shifting the focus from crisis management
to risk management
 2006-07: Business Process Reengineering (BPR)
Post BPR period: Risk management focused
 2008: Disaster Risk Management and Food Security Sector
(DRMFSS)

…Policy
8
 National Policy on Disaster Prevention & Management
(NPDPM) – 1993


Focus on response largely to droughts
Actions not backed by risk assessments
 National Policy and Strategy on Disaster Risk Management –
pending approval (by 3rd quarter of EFY04)






Full DRM cycle – prevention, mitigation, preparedness, response, recovery and
rehabilitation
Focus on proactive risk management
Aligned with the Hyogo Framework for Action
Multi-hazard and multi-sector approach
Informed decision making based on strong risk assessments and early warning
system
Legal backing with proper institutional structure
…Current state of Affairs: Early Warning and Response
System
9
Coordination
mechanisms
Risk
profiles/
baseline
info
Assessment
Disaster
risk
monitoring
Ground &
remotely
sensed data
Early
Warning
NDPPC
Response
Preparedness
The system is multi-hazard and multi-sectoral
… Current state of Affairs
10
• Risk reduction measures
• DM:
• High level Committees
• At each level of Government (at the Federal level led by the DPM)
• Government led coordination mechanisms:
– Disaster Risk Management Technical Working Group (which brings together all
actors involved in EWR)
– Sectoral Task Forces (led by respective ministries)
– Multi-Agency Coordination Group ( at the technical and strategic levels)
– Command post (on the scene)
– RED&FS platform (DRMFS Task Force)
 Preparedness
 Food and non-food stockpiles (government and partners)
 Disaster Response Fund (government and partners)
•
Response
– Response triggered based an early warning info and assessment findings and beneficiaries
identified through transparent and participatory geographic and community targeting
… Current state of Affairs
11
Partnerships:
– With US government to strengthen our response capability
– With Global Food Monitoring System and ITC to improve access to remotely sensed data
and enhance application capability
– With IGAD for capacity development
– South-South Cooperation
 Operational zed baselines, risk management tools, and innovative approaches
 Livelihood baselines
 EW baselines
 LEAP (EW, contingent financing, contingency plan, capacity)
 LEAP-LIAS
 Market analysis tools
 Risk financing mechanism (EW, contingent financing, contingency plan,
capacity)
 Insurance schemes
 Professionalization of the DRM workforce and initiating applied researches and
studies
 Annual events: for documenting and sharing lessons learnt, best practices and
experiences
•
…State of Affairs: Organizational structure of
the DRMFSS
NDPPC
MoA
EFSRA
DRMFSS
NDPPFO
FSCD
EWRD
DRMEWR
Case Team
Emergency
Logistics
managemen
Logistics
management
t Case Team
Case Team
Emergency
Finance
&
Finance
&
Procurement
Procurement
Case Team
Case Team
Resettlement
coordination
Case Team
EWRIM
Case Worker
Safety net and
household
asset building
case team
Aid agencies
Coordination
Case Worker
12
Ongoing and planned undertakings
13
Moving away from seasonal assessment based upon
response to a continuous monitoring system
 EW info and post event rapid assessment findings will lead
to the response
Automation of information flow and report sharing:
 WoredaNET-based data and report sharing (vertical and
horizontal)
 Infrastructure and application development
 Trainings
Enhancing the response capacity:
 Integration of relevant components of US-NIMS (MAC,
EOS, and ICS)
Ongoing and planned undertakings: Strategic
Programme & Investment Framework
14
 Translating the new DRM approach into action
 Designed to achieve the goals and targets of the Growth &
Transformation Plan
 Will help harmonize DRM initiatives and create synergies for a
more effective implementation and maximize the available resource
efficiency of utilization
 Main features
–
Aligned with the new BP, revised DRM Policy, HFA, PIF, GTP, CAADP,
African Regional Strategy for DRR
–
Presents all DRM programme components along the different
phases of DRM and their interrelationships
Substantively defines and costs (in detail) the various DRM
components/programmes
Provides a mechanism for assessing progress and evaluating
results on DRM
–
–
Ongoing and planned undertakings: Disaster
Risk Profiling
15
 An information system being developed (building upon existing
livelihoods baselines) to implement the new DRM approach
 Disaster Risk Profile for every wereda in country based on information
collected from communities, households and DRM actors
 It provides comprehensive information on: hazards and associated
risks, vulnerabilities, underlying and associated causes of disaster risks
and vulnerabilities, copying capacities, and current and proposed
mitigation measures
 Aims at informing:
 DRR plans in weredas,
 Comprehensive contingency plans
 The kind of location-specific early warning and response system that
need to be in place
 Appropriate context-specific risk transfer mechanisms and tools
Ongoing and planned undertakings:
Productive Safety Net Programme
16
 Aims at providing transfers to the food insecure households in
chronically food insecure weredas in a way that prevents asset
depletion at the household level and creates asset at the community
level



providing appropriate, timely and predictable transfers to
chronically food insecure households – basis of effective risk transfer
establishing new community assets and maintaining the existing ones with
operational management mechanisms – enhancing community resilience
addressing transitory needs effectively in PSNP weredas up to the limit of
risk financing resources – preventing impending disasters
 Mitigates the risk of disaster occurrence by saving livelihoods of
vulnerable people
 Coverage:

8 regions, 318 weredas, 7.6 million people
Ongoing and planned undertakings:
Risk Transfers: Going from Micro to Macro
17
 Bottoms-up approach adopted for overall risk
management framework
 All programmes based on ground information
(community-based risk profiles)
 Best practices and lessons learned:


Horn of Africa Risk Transfer for Adaptation (HARITA)
Multiple Crop Insurance (MPCI) & Weather Index Crop
Insurance (WICI), supported by Nyala Insurance
 Complements macro-level risk transfer efforts
 All efforts directed towards strengthening the
resilience of vulnerable populations
Ongoing and planned undertakings:
Early Warning: The Basis for RT
18
 Major issue observed in existing micro-level risk transfer
experiments – reliability of “triggers”
 The new EWS focuses on a system based upon
continuous monitoring as the basis for triggering the
response
 Regular multi-hazard monitoring and early warning (utilizing
ground and remotely sensed information)
 Analysis tool like: LEAP and LIAS



LEAP is an important risk management tool that analyses satellite
and ground data and generates EW to facilitate timely and
appropriate responses
It also provides triggers to activate the Risk Financing mechanism
LIAS is being used for analysing livelihood dynamics
Ongoing and planned undertakings: RT PracticeRisk Financing Mechanism
19
 Initiated in 2006 and evolved to the level now being seen





as an integral part of PSNP
It is a mechanism to address additional caseloads in
PSNP weredas in the event of disasters
Preventing non-PSNP beneficiaries from adopting
destructive coping strategies and falling into chronic food
insecurity
Early response to disasters through scaling up of the
PSNP prevents them from becoming emergency.
A total of US$ 160 million has been pooled in the
Contingent Financing
In 2011 US $134 has been triggered to mitigating impacts
of drought in PSNP areas
…Risk Financing Mechanism - Pillars
20
Early
Warning
Adequate capacity to
allow the preprepared plans to be
effectively
implemented
Institutions
& Capacity
RISK
FINANCING
Contingent
Financing
Early warning to
trigger early
response
Contingency
Plan
Ready resources to
execute contingency
plans and avoid
delays in appeals
Plans in place so
that early response
to impeding
droughts can be
made
Ongoing and planned undertakings:
Integrating DRR, CCA & SP
21
 DRM, CCA and SP: basically all these addressing poverty,





vulnerability, and disaster risk related issues and are interrelated
and inseparable
CC
increased disaster risks increased poverty and vulnerability
Mainstreaming is crucial, but may not bring about lasting solution
unless there is a strong linkage between these three initiatives
The October 2007 Stockholm Plan of Action for Integrating DRR
and CCA calls for common strategies (DRR, CCA, poverty
reduction).
There is always a natural overlap between DRM, CCA, and SP – the
integration facilitates effective risk transfer
Adaptive Social Protection: has a greater role to build the
resilience of the poorest and most vulnerable people to climate
change
Strengths and Challenges
22
 Strengths:
 Government ownership and leadership;
 Proper institutional arrangement at all levels of government;
 Alignment of DRM programmes to the HFA, revised policy, PIF,
GTP etc;
 Revising of the DRM policy doc;
 The EWRS helped prevent the 2011 drought induced crisis from
changing into famine (as life saving and livelihood protection
measures were initiated in a timely manner);
 Preparedness (in kind food and non-food stockpiles and disaster
response fund) allowed timely response and also bridged
resource gaps;
 Integration of MAC and ICS into the DM system increased
effectiveness of response
Strengths and Challenges
23







Disaster risk reduction measures like PSNP improved resilience;
The Risk Financing Mechanism, component of PSNP, has been playing a
crucial role in avoiding asset depletion and protecting the hard-won
gains achieved by beneficiaries by providing timely response in the event
of shocks;
Partnership programmes with International and regional organizations
helped improve capacity and increase access to information;
Risk Transfer Mechanisms contributed to reduce disaster risks and
vulnerability to shocks and mitigate potential impacts;
DRM workforce professionalization and South-South Cooperation
helped improve capacity;
Organizing an international DRM event annually contributed towards
increased harmonization and synergy: Working jointly to achieving
common goals.
Disaster risk profiling
Strengths and Challenges
24
 Challenges:
 The Draft DRM policy is not yet approved;
 Reliance on external resources for DM;
 DMS is not yet fully decentralized;
 Limited Capacities for full operationalization of the new DRM
approach;
 Limited attitudinal change on the part of donors to allocate
resources for DRM;
 Lack of full integration and alignment of local level
projects/programmes with DRM policy, strategy, and plans;
 Limited or no focus on capacity building of government
institutions as part of exit strategy of programmes run by
international organizations
25
THANK YOU FOR
YOUR ATTENTION