chapter 4 - DRK

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Strictly under embargo until Wednesday 22 September at 00:01 GMT (02:01 Geneva time)152CHAPTER 7muchthey contribute to reducing everyday risks and to their understanding of howvulnerability factors are embedded in the local development process.In Latin America, over the last 20 years, a network of academics and practitionersfrom different countries and institutions has promoted new approaches to disaster riskmanagement which stressed disaster risk reduction, local action and local governmentresponsibility, and worked with vulnerable groups to understand and address disasterrisk. Much of this work has been promoted directly or indirectly by La Red de EstudiosSociales en Prevención de Desastres en America Latina (Network of social studies in disasterprevention in Latin America).Many nations in Latin America now have well-established institutional structuresto support disaster risk reduction. In addition to the Colombian and Nicaraguansystems mentioned above, other nations have focused on broadening national emergencysystems. For example, Peru’s national system and its civil protection committee,both of which are emergency response structures, focus on capacity building,training and awareness-raising. In El Salvador, many associations of municipalities ormicro-regions exist, for example, the association for land-use planning in the JiboaValley.Associations and networks of local governments have also been created to unite effortsin addressing risk reduction. After Hurricane Mitch in Honduras, the municipalitiesof La Masica, Arizona, Esparta, San Francisco and El Porvenir established an association,MAMUCA (Community of central Atlántida municipalities), to unite effortsand create a platform for dialogue and cooperation in preparing for extreme events andcoordinating local response. This helped shift national disaster management systems tocommunity level. It involved participatory diagnosis and planning, awareness- raising,prioritizing strategic reconstruction activities and participating in local decisionmakingthrough public meetings. MAMUCA also became involved in the nationaland regional disaster risk management systems, which helped improve evacuationsduring storms, through community-based disaster reduction practices, and encouragedthe formation of local emergency committees integrated with municipal, regional andnational emergency committees. The municipal emergency committees are chaired bythe mayors and include representatives of the local council and local institutions, suchas the police, the fire department and the Red Cross.It is still difficult to get national programmes and networks to support local actionand encourage coordination between local governments. Risk reduction needs to bepromoted and supported in most sectors of local government and coordinated betweenthem – no easy task institutionally. Reviews on the actions, programmes and structuresset up after Hurricane Mitch show mixed results in terms of how they managed toembed disaster risk within local development and thus address the structural causes ofvulnerability.
Strictly under embargo until Wednesday 22 September at 00:01 GMT (02:01 Geneva time)ConclusionAs we pointed out at the beginning of this <strong>chapter</strong>, disaster risk can be greatly reducedor removed by ‘good’ local governance and support for better-quality housing andinfrastructure, and service provision. This is especially true for cities that are exposed toextreme weather or earthquakes. Special provision also needs to be made for identifyingand acting on disaster risk reduction. For local governments, it should be easier toget involved in local risk management when the process is embedded within the localdevelopment process and when it is clear that actions that can reduce disaster risk alsowork to reduce everyday risks and contribute to local development. Of course, this alsodepends on higher levels of government allowing local governments the financial andinstitutional capacity to act.For the international agencies that fund risk reduction or development, there is a needto support local-level institutional changes which engage local governments with civilsociety organizations. Local governments are often bypassed as external funding goesto national governments or through international NGOs. Institutional change oftenrequires long-term support. It may also require more staff, presenting problems forinternational agencies that face strong pressures to keep down their staff costs. But mostinternational agencies feel more comfortable funding projects not processes. Despite acommitment to ‘good governance’, local ownership and coordinated approaches, mostagencies still monitor and evaluate their work with traditional frameworks, measuringadvances and results for quantifiable and visible products and short-term objectives.There are also still too many disaster risk reduction programmes designed by outsideexperts with no real ownership or assimilation by local stakeholders from local government,community organizations and the private sector. This has to change.This <strong>chapter</strong> and Box 7.2 was written by Jorgelina Hardoy of the International Instituteof Environment and Development (IIED) – Latin America (Instituto Internacional deMedio Ambiente y Desarrollo – America Latina) with contributions from Debra Roberts,Deputy Head, Environmental Planning and Climate Protection Department, EthekwiniMunicipality, Durban, South Africa, Mark Pelling, Reader in Human Geography, King’sCollege London, and David Satterthwaite, Senior Fellow of IIED’s Human SettlementsProgramme. Debra Roberts wrote Box 7.1. Box 7.3 was contributed by Dino Argianto,Disaster Management Coordinator, and Syarifah Marlina, Deputy Head of Programs,Tsunami Recovery Program, Indonesia, American Red Cross.World Disasters Report 2010 – Focus on urban risk153
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The International Federationof Red
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