Global Assessment Report on Disaster Risk Reduction 2015
Making development sustainable: The future of disaster risk management |
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short-term projects or programmes which may not be sustainable.
As currently defined, preparedness also seems challenged to address the increasingly complex multi-hazard and concatenated risks that now characterize large urban areas and regions (IASCWFP, 2014). The reality of risk in many contexts is now one of multi-dimensionality, which cannot be addressed through single-hazard contingency plans.
Finally, as highlighted in Chapter 6, with notable exceptions such as Mexico’s National Disaster Prevention Fund and dedicated budget lines in countries such as the Philippines and Indonesia, most disaster management agencies rely heavily on emergency funding. As such, they are usually under-resourced for preparedness activities.
8.3 Business as usual or building
back better?
Even though recovery and reconstruction after disasters are an integral part of the disaster management cycle and of disaster risk reduction, the HFA does not provide detailed guidance to countries in this area. In comparison to other aspects of the HFA, global progress has been limited.
Improvements can be observed in integrating disaster risk reduction into post-disaster needs assessments and recovery frameworks. But in many situations, the willingness to build back better is quickly replaced by business as usual.
Post-disaster recovery: a continuing challenge
Most of the citizens of Guiuan were still asleep when a heavy storm hit the small city in the Eastern Samar province of the Philippines at 4.40 a.m. on 8 November 2013. Typhoon Haiyan was the strongest tropical cyclone in recorded history to make landfall in the Philippines; and landfall it made, a total of five times across the islands of Samar, Leyte, Cebu and Iloilo (Figure 8.3).10
Box 8.8 Disasters and simulacra: the experience of the Indian Ocean tsunami
That national plans don’t often match local realities is nothing new. However, in disaster response as in broader disaster risk management, the local diversity of conditions and needs are regularly overlooked as national visions can be skewed towards achieving humanitarian targets, including the distribution of assets such as boats (TEC, 2007
TEC (Tsunami Evaluation Coalition). 2007,Joint Evaluation of the international response to the Indian Ocean tsunami: Synthesis Report, Expanded Summary. John Cosgrave, ed. January 2007. London.. . TEC (Tsunami Evaluation Coalition). 2006,Joint Evaluation of the international response to the Indian Ocean tsunami: Synthesis Report, J. Telford, J. Cosgrave and R. Houghton, eds. July 2006. London.. . In contrast, international action was most effective in cases where local actors led response efforts and received appropriate support (TEC, 2007 TEC (Tsunami Evaluation Coalition). 2007,Joint Evaluation of the international response to the Indian Ocean tsunami: Synthesis Report, Expanded Summary. John Cosgrave, ed. January 2007. London.. . TEC (Tsunami Evaluation Coalition). 2006,Joint Evaluation of the international response to the Indian Ocean tsunami: Synthesis Report, J. Telford, J. Cosgrave and R. Houghton, eds. July 2006. London.. . |
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