The Hyogo Framework for Action: an instrument to reduce the impact of disasters

Transcription

1 1 22 February 2007 The Hyogo Framework for Action: an instrument to reduce the impact of disasters Dialogue on Private-Public Partnerships in Disaster Risk Reduction Global Facility for Disaster Reduction and Recovery World Bank ISDR partnership Sálvano Briceño Director, International Strategy for Disaster Reduction (UN/ISDR) I Global data and trends on natural disasters 2 Global Trends - Disasters are NOT natural Natural and human-induced hazards Climate change and variables (global warming and global dimming ) Socio-economic: poverty, unplanned urban growth, lack of awareness and institutional capacities... Physical: insufficient land use planning, housing, infrastructures located in hazard prone areas... HAZARDS + EXTREME EVENTS VULNERABILITY Environmental degradation ecosystem degradation; coastal, watershed, marshlands ), etc. 3 Natural hazard X Vulnerability = DisasterRisk 1

2 Climate Change and Extremes Costs of extreme weather alone could reach 0.5-1% of world GDP per annum by the middle of the century, and will keep rising if the world continues to warm. Climate change is happening and measures to help people adapt to it are essential. And the less mitigation we do now, the greater the difficulty of continuing to adapt in future. STERN REVIEW: The Economics of Climate Change, 2006 Peter Webster et al. 4 In 2006 Natural catastrophes resulted in over 20,000 deaths, US$ 45b economic loss Much of the losseswere private sector (CRED & Munich Re) 5 Disaster Risk Reduction An Agenda in Progress : IDNDR promotion of disaster reduction, technical and scientific buy-in 1994: Yokohama Strategy and Plan of Action first blueprint for disaster reduction policy guidance (social & community orientation) 2000: International Strategy for Disaster Reduction (ISDR)- increased public commitment and linkage to sustainable development, enlarged networking and partnerships. Mechanisms: IATF/DR, ISDR secretariat, UN Trust Fund 2002: Johannesburg Plan of Implementation-WSSD Includes a new section on An integrated, multi-hazard, inclusive approach to address vulnerability, risk assessment and disaster management 2005: WCDR - Hyogo Framework for Action Building the Resilience of Nations and Communities to Disasters, calls for involvement of Governments 6 and Private Sector 2

3 II Implementation of the Hyogo Framework for Action 7 The Hyogo Framework for Action to build the resilience of nations and communities to disasters by 2015 Agreed by 168 Governments at the second World Conference on Disaster Reduction, Kobe, Hyogo, Japan, January 2005 Strategic Goals Disaster reduction is essential for sustainable development Strengthen institutions (especially in communities) that build resilience Build risk reduction into emergency management and recovery 8 Why should businesses care about reducing disaster risk andcontribute to the Hyogo Framework? The cost-benefit ratio for disaster mitigation is of 4/5 : 1 (Study by the MultihazardMitigation Council of the USA National Institute of Building Sciences for FEMA, December2005, available at: 9 3

4 Contribution of private sector to Hyogo Framework: 1. Governance:ensure that disaster risk reduction is a national and local priority with strong institutional basis for implementation(private sector to participate in national platforms and strategy development, developing professional certification bodies to set standards for DRR ) 2. Risk identification: identify, assess and monitor disaster risks and enhance early warning (joint risk assessments with local and national authorities for infrastructure investment and public utilities, disseminating EW to last mile (telecommunications, SMS ) 3. Knowledge: use knowledge, innovation and education to build a culture of safety and resilience at all levels (supply chains and advertisement campaigns passing DRR messages ) 4. Reducing the underlying risk factorsin various sectors (health, environment, tourism, construction, etc.) (private sector business continuity plans and risk mitigation actions ) 5. Strengthen disaster preparedness for effective response (participating in community contingency planning, drills ) Overview and challenges Two years after the World Conference of Disaster Reduction and launch of the HFA. Vulnerability increases more rapidly than expected, disasters also Countries are taking concrete action, possibly not enough Challenges of rising disaster vulnerability and climate change is so great that Governments, UN nor the Bank can handle these alone Need for broad partnership with private sector to stimulate additional investment and technical capacities to address growing risks III The International Strategy for Disaster Reduction 12 4

5 International Strategyfor Disaster Reduction Launched in 2000 by UN General Assembly Resolution A/54/219 as successor of the International Decade on Natural Disaster Reduction IDNDR, : The ISDR aims at building disaster resilient communities by promoting increased awareness of the importance of disaster reduction as an integral component of sustainable development, with the goal of reducing human, social, economic and environmental losses due to natural hazards and related technological and environmental disasters. 13 Build a disaster risk reduction movement broadening the ISDR system Our objective: To reducedisaster risk, worldwide, focussing on nations and communities The instrument: Hyogo Framework for Action The vehicle: ISDR system - movement Privatecorporate : members of ISDR system (Munich Re, World Economic Forum ) 14 Role of the private sector in the ISDR System Nations and communities National Platforms, Government agencies, local authorities, NGOs, CBOs, technical organisations, private sector, media Associations of Businesses: members of DRR National Platforms Contribute to national strategies and baselines studies 15 Global coordination Global Platform for DRR and subsidiary bodies (PAC ) USG Humanitarian Affairs Management Oversight Board ISDR secretariat Participate in the Global Platform for DRR (Geneva, 5-7 June 2007) to enhance PPPs Governance UN General Assembly, ECOSOC Supporting mechanisms ISDR regional and thematic platforms International and regional org. UN Country Teams, Red Cross/ Red Crescent societies WB Country offices World Economic Forum: facilitate country public private dialogues 5

6 This dialogue could focus Identify rationale for public-private partnerships (PPPS) in risk reduction in terms of business continuity in face of hazard impact as well as corporate social responsibility Identify key ingredients for successful PPPs, which is indicated by additional private investment in making critical infrastructure, public utilities, disaster resilient Contribute to developing predictable policies, over long time frame which provide incentives for PPPs, in form of taxes, fiscal incentives, political and media coverage Identify practical measures and process for involving national and local businesses and their associations in win-win DRR opportunities 16 " More effective prevention strategies would save not only tens of billions of dollars, but save tens of thousands of lives. Funds currently spent on intervention and relief could be devoted to enhancing equitable and sustainable development instead, which would further reduce the risk for war and disaster. Building a culture of prevention is not easy. While the costs of prevention have to be paid in the present, its benefits lie in a distant future. Moreover, the benefits are not tangible; they are the disasters that did NOT happen. " KofiAnnan, Facing the Humanitarian Challenge: Towards a Culture of Prevention, UNGA, A/54/1 17 6