DIsAsTER RIsk MANAgEMENT FOR COMMUNITIEs

More documents

Recommendations

Info

Although ACF is not the sole provider of information, it should be aware of, and coordinate with, other information providers to enable sustainable access of information to communities. ACF can also play a vital role in linking communities with external groups that support livelihoods and risk, especially in insecure contexts or where institutions lack capacity. Building capacity to adapt is a long-term process which requires time, resources and confidence to alter behaviour: ACF can begin this process in more stable environments in partnership with other organisations and should plan long-term DRM strategies as early as possible in order to define the exit strategy and sow the seeds for long-term programming and sustainability Programme and project management ACF DRM action on the ground is structured according to programme and project cycle management, and is supported by a larger institutional structure, as outlined in Figure 4: ± ± Operations are supported by a Disaster Risk Management Platform which supplies technical and strategic guidance, supports research and advocacy initiatives, and ensures resources and capacity building for operations. This is aligned with the 2010-2015 ACF strategic framework ± ± Overall DRM action is structured using Programme Management, which helps to define the basis of DRM in the country strategy and ensures coherence between the different DRM objectives in operations. ± ± Each of the programme components, or projects, is managed using Project Cycle Management, the main operational management tool of ACF. Where programme management aims to choose and integrate the right projects, project cycle management aims to effectively manage and monitor a project 55 . INSTITUTIONAL PLAT<strong>FOR</strong>M Mandate + 2015 strategy 1 INSTITUTIONAL CAPACITY Resources 1. Institutional DRM Platform: DRM Policy and Institutional Strategy 2. Programme definition linking Institutional Tools to the Country Strategy 3. Programme management and structuring of project portfolio 4. Management of multiple project cycles within a programme framework DISASTER RISK MANAGEMENT PLAT<strong>FOR</strong>M Policy + institutional strategy DRM PROGRAMMING 2 Country strategy Portfolio management tools Transversal principles Program identification Program management 3 Program Management Tools Programming Program closure 4 Program control PCM tools Program planning Project definition Country action plan Evaluation Project Cycle Management Identification needs 3 PCM 3 PCM 2 Technical tools PCM 1 4 Follow-up monitoring Program delivery Implementation Formulation Financing Figure 4: The structure of ACF DRM action, articulating the Institutional Strategy, programmes and projects. 18 Disaster Risk Management for Communities
5. BUILDING SUSTAINABLE PRACTICE – THE DRM INSTITUTIONAL STRATEGY The DRM Institutional Strategy aims for the sustainable integration of DRM into ACF operations whilst aiming to support DRM action on the ground. The institutional strategy is comprised of four global objectives: Objective 1: All ACF missions strive for integrated DRM action, which works towards community resilience against disaster, conflict and undernutrition and is adapted to the context. Objective 2: ACF becomes a reference humanitarian organisation for DRM relating to undernutrition, insecure contexts and urban households. Objective 3: ACF actively contributes to national and international advocacy on the impact of undernutrition and disaster risk (particularly regarding climate change), and the application of DRM in zones of insecurity and conflict. Objective 4: ACF promotes shared DRM action and resources across its network, striving for operational partnerships between ACF headquarters, regions and countries where ACF intervenes. These institutional objectives are detailed as follows: Objective 1: All ACF missions strive for integrated DRM action, which works towards community resilience against disaster, conflict and undernutrition and is adapted to the context. i. Key geographical areas for DRM action are targeted based on significant vulnerability to, and impact of, natural hazards, undernutrition, conflict and climate change. The strategy uses entry points in countries where ACF operates to prepare for the integration of the more challenging aspects of DRM later. It centres on: ± ± prioritising operations that are in high-risk multi-hazard zones with risk of undernutrition. ± ± reinforcing existing ACF strengths, including disaster preparedness for rural communities, undernutrition prevention to reduce vulnerability, action in relief and early recovery contexts and climate change/undernutrition advocacy. ± ± prioritising ‘no-regrets’ decisions in programming: this means, even if no disaster takes place in the future, there are still benefits to the community from the DRM action e.g. our actions to reduce vulnerability will lead to the reduction of undernutrition whether a disaster happens or not. Box 6: What is a minimum DRM package for missions THE TOP TEN 1. Basic country risk analysis, feeding into a country strategy that outlines the main axes of DRM. This means having a general vision of how trends will impact on undernutrition and disaster in the future. It also means ensuring the dissemination and discussion of key ACF DRM guidance material. 2. Coordination with key national DRM or climate change platforms to enhance information collection, partnerships and common action for the most vulnerable, particularly those suffering from undernutrition. 3. Analysing the risks – more specifically shocks and seasonality – in ACF’s areas of operations, and the local coping and adaptation strategies, with basic questions included as part of all assessments. 4. Development of, or coordination with, local or regional early warning systems (EWS for natural hazards, livelihoods, food and nutrition security and insecurity). Surveillance systems are connected with EWS. 5. Contingency plans in place, following the ACF Contingency Planning Guidelines, including better proactive management of caseloads of wasted children. 6. Contributions to reduce the seasonal peak of wasting. 7. Hazard-proofing key assets for food security, care and health. 8. Ensuring that new operations consider the potential impacts of hazards in the area of operation, and adapting its new operations accordingly to. 9. Ensuring that livelihood strategies are more resilient to potential hazards and diversifying livelihood options. In particular, promoting climate-resilient livelihood options. 10. Raise the awareness and capacities of current and future partners in all the initiatives listed above. Disaster Risk Management for Communities 19
Page 1 and 2: ACF INTERNATIONAL POLICY DOCUMENT D
Page 3 and 4: Table of Contents EXECUTIVE SUMMARY
Page 5 and 6: © ACF - Bangladesh © Samuel Hauen
Page 7 and 8: As outlined in Box 1, strategies co
Page 9 and 10: causing a downward spiral of povert
Page 11 and 12: 4. Economic marginalisation: Poor a
Page 13 and 14: CIVIL SOCIETY 1. Systematic ACF Con
Page 15 and 16: Programming should both learn from
Page 17: 4.3 ...in the right way. Community
Page 21 and 22: urban centres, ACF is investing inc
Page 23 and 24: ANNEX 01 Glossary Adaptive capacity
Page 25 and 26: ANNEX 03 Hazard Classification HAZA
Page 27 and 28: ANNEX 05 The impacts of climate cha
Page 29 and 30: ANNEX 07 International codes and in
Page 31 and 32: ANNEX 09 Integrating DRM within pro
Page 33 and 34: ANNEX 11 Characteristics of communi
Page 35 and 36: 31 UNHCR, 2009. 2009 Global Trends

DIsAsTER RIsk MANAgEMENT FOR COMMUNITIEs

Create successful ePaper yourself

Delete template?

Save as template?