Professional Documents
Culture Documents
9.
12.
Having congenial relationship between the Upazila and the Union DMC
helps better implementation of DRR/CCA projects with transparency and
quality interventions through accountability and close monitoring.
Working directly with the local DMCs is empowering them to perform their
functions, but is also circumscribed by their limited capability, and they are
more interested in undertaking only limited intervention options such as
earthwork projects.
An integrated disaster risk management is now needed to promote the
coherence between risk reduction, preparedness and response. In this
regard, a coordination framework is needed to improve the cooperation
between the function of the AFD and Prime Ministers Office in disaster
response with that of the DDM and FSCD.
Some disaster management actors show enthusiasm in the Incident
Command System as a panacea to redress the lack of coordination at the
onset of disaster events. In reality, however, it is challenging to come up
with coordination mechanisms that are legally binding unless there is
sufficient buy-in at the ministerial level.
The joint review and programme planning with partner departments builds
confidence of the project focal points to advance the integration of DRR &
CCA into their departments portfolio. However, the process for budget
revision and realignment tends to be prolonged and heightening the risk of
wearing out the enthusiasm of some departments in expanding their DRR
& CCA portfolio.
Mobilizing the upazila level administration and the local government people
for preparing and facilitating non-farm projects requires immense efforts
and huge time. Inviting local/active NGOs in the implementation of the nonfarm projects may be considered effective way for providing regular
technical supports and monitoring/development.
Community-based interventions alone cannot ensure adaptive livelihoods.
Efforts must be made to mobilise various government social safety nets
and development projects to support adaptive livelihoods. As per
experiences and opportunities, integration of the LDRRF/other
interventions with non-farm initiatives may be a feasible option for better
support and visible impact.
Output 1
Output 2
Output 3
Output 4
Output 5
Total 2013
Budget/
Delivery
Budget (USD)
Expenditure
% Delivery
Comments on
status at year
end
DM rules approved
DM Training and Research Institute operationalized
National DRR fund established
National DM volunteer institution
Disaster Contingency Plan for relevant departments
Operational DRR-CCA mainstreaming guidelines
Horizontal expansion of innovative early warning for floods
Output 5
Total 2014
Budget
Budget (USD)
Comments
2014 Target