Opening Remarks of the CDERA Coordinator,
Jeremy Collymore, at the Opening of the CDM Forum
March 20 – 21, 2006
We are indeed pleased that this forum for stakeholder dialoguing on interventions to advance the Regional Strategy for Comprehensive Disaster Management is being realized.
Such a forum has always been envisioned as a key instrument in exploring and exploiting the synergies of the many partners working towards a shared strategic objective of Comprehensive Disaster Management - integration into the development processes of CDERA member states.
Indeed the unearthing of the 2004-2005 disaster events of the vulnerability of our small island states has generated a consciousness on the need for the urgent action to reshape the vulnerability profiles of our economies. This recognition of the need for action and the desire for tangible and visible results has been accompanied by the unleashing of numerous programmes and activities that may not be anchored in the core values and principles of the CDM framework. These are consultation, cooperation and collaboration designed to mitigate duplication and advance efficient resource use.
We recognize that a critical tool in mapping these opportunities for programmatic coordination and collaboration, the digital CDM Matrix, has been somewhat pedestrian in its coming. Now that it is here we must look forward to more vigorous interfacing of our various risk reduction initiatives.
Nonetheless it is instructive to note that the CDM Strategy has provided a platform for building political awareness and support for disaster loss reduction, articulating regional priorities in global action plans for the next decade and informing regional donor programming.
The CARICOM 2005-2015 Disaster Programme Framework for Risk Reduction is our blueprint for capacity interventions in a global agenda for building resilient communities. It has been endorsed at the highest political level of the Caribbean Community. The institutional arrangements and legislative infrastructure in several Participating States are being overhauled to better allow for the alignment with the needs of a comprehensive approach to disaster management.
As we look to move this agenda forward, I wish to suggest that the issue of governance will be a key determinant of our success.
Governance, a process which embraces responsibility, accountability, ownership and sustainability, is not only a matter of necessity for the beneficiaries of technical assistance and grant aid but it must be embraced by all of the CDM stakeholders.
We must be concerned enough to ensure that whatever support is provided to any beneficiary that it is not driven primarily by a desire to complete activities or programmes. To achieve the Intermediate Results of the CDM Strategy, it is imperative that the focus of our interventions be on sustainable capacity building
In this regard, the following perceptions about the stricken or beneficiary communities must be avidly avoided:
1. Host government organizations are too weak and personnel insufficiently trained and therefore outside field staff are always essential
2. Governments are corrupt
3. Bureaucracy is an obstacle to the free exercise of development and humanitarian assistance
4. Donor and aid organizations do not have to be accountable to government
To generate more appropriate and effective assistance for CDM from our partners, I wish to advance these five (5) governance driven principles which may be the platform for a code of practice.
1. Determine Political Commitment
Is there a policy stated or derived, that presents a vision or a philosophy for disaster management.
Where such can be determined it provides an entry point for reconciling cultural tensions, methodological differences and points of departure.
If not discernable, it is an opportunity for support.
The amount of money allocated in the budget may not be the best test of commitment. Research has clearly shown that the lack of resources is the biggest constraint to the operationalization of commitment.
2. Know the Legal and Regulatory Frameworks
Many donors and aid organizations often develop assistance interventions with limited or no reference to instruments that shape the enabling environment, locally, regionally and internationally.
Their agenda is driven by the desire to execute a project in an already established time-frame. This is centred more by an expenditure commitment than development.
3. Do not abuse Institutional Frameworks and Structures
Limited appreciation of the legal framework fosters interventions of convenience and familiarity. Very often this is done to gain territorial advantage. This generates a competition among aid agencies.
Support the building of strong coordination mechanisms.
4. Examine Participation and Decision-making
Need to avoid looking for partners to implement your project. Rather look at mechanisms for generating broad-based participation in the project design. Up front investment in time is outweighed by the value of ownership.
As much decision as possible should be given to the owners subject to accountability requirements.
5. Assessing and Developing Capacity
Examine the extent to which cultural biases obscure the assessment process.
Ø consider the conflicts of assessing capacity development with short-term projects; the challenges created for project impact.
Ø constraints to knowledge acquisition and application.
What I sense we are yearning for is a robust mechanism that clearly identifies capacity gaps, determine priorities and agreed roles and contributions.
The dialogue and information sharing in which we will engage over the next two (2) days will lay the foundation for moving in on this.
I therefore look forward to an engaging encounter that explores and targets opportunities for more collaboration of our diverse programmes directed at reducing disaster losses in this region.
Jeremy Collymore, Coordinator
Caribbean Disaster Emergency Response Agency
Building #1, Manor Lodge, Lodge Hill
Saint Michael, Barbados
Tel No: 246 425-0386 Email:
Website: www.cdera.org
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