D i s a s t e r M a n a g e m e n t
Rapid change in how we
manage disaster
When disaster strikes the Red Cross and
Red Crescent moves as fast as it can, to
save life and assist the people affected.
National Societies prepare for future events
as well, reducing human vulnerability to
hazards that can be expected.
But what if the future is radically different
from the past? And in ways that cannot
confidently be predicted? What if 21
st
-
century climate change impacts mean not
just more serious disasters but also
unfamiliar ones?
The whole field of disaster management –
humanitarian action both before and after
an event – may be changing rapidly.
Due to climate change, National Societies
will face greater demands on their
capacities: more and larger operations,
disasters of a different nature. They may
face increased health risks, diminished
food security and water supply, and even
increased migration and displacement.
Climate change will create complex
disasters as well.
But climate change also brings
opportunities. It can and must act as a
catalyst for better disaster management.
Early warning, early action
We can save more lives and reduce
suffering further if we can act before a
disaster.
We have known for decades that it is much
more effective to evacuate people before a
flood than to rescue them during one, or to
provide relief to its victims. Helping farmers
find alternative livelihoods is more effective
than food aid when harvests fail.
The Red Cross and Red Crescent is
investing more in people-centred early-
warning systems so that early action –
preparedness, prevention and mitigation –
rises to the challenge of extreme weather
events. Early action depends on all levels,
from global to local, understanding and
communicating early warning.
Advances in science and technology
provide access to a wide range of early
warnings. We can understand better what
is happening – and what is likely to
happen. We can anticipate the threats
much better.
But an early warning has no effect unless
there is early action. (See the International
Federation handbook ‘Early warning>Early
action’.)
Early action works best when it spans a
range of timescales, not just providing a
more rapid response to a disaster but also
anticipating it days, hours, months, years
and even decades in advance. That
bridging of timescales is the key to early
warning, early action.
Kenya safeguards livelihood
Climatic extremes overlap in Kenya, then
become embroiled in human factors like
deforestation and migration to produce
virtually permanent disaster.
“In months that used to be rainy there may
not be rain,” says Abdishakur Othowai
Abdulla, Kenya Red Cross drought project
manager. “The winters that used to be cold
are no longer cold. When it rains it floods
and that kills people. When it doesn’t rain
there’s a drought and that kills people too.”
Part of the National Society’s response is a
“de-stocking” project. During drought, the
Red Cross buys cattle in poor condition
and slaughters them for meat, enabling
farmers to save the money they earn.
Healthy cattle are then sold back to farmers
once the drought abates.
“The traditional Red Cross role is blood,
ambulances, giving people blankets after
disasters,” Othowai Abdulla says. “But we
also have to move to safeguarding
livelihoods as well as lives.”
How to integrate changing risks
Climate change is not a wholly new or
separate issue but an additional factor on
top of many that determine disaster risk.
We must, therefore, integrate the changing
threats into regular disaster management
operations. Here are four steps.
Step 1: Collecting general background
information
Understand the changing risks that your
country may be facing. This is part of the
national climate risk assessment (see
Getting Started ‘How to’ section, step 3).
Where possible, such information could
also include country risk maps identifying
hazards and vulnerable areas, and
Vulnerability and Capacity Assessments
(VCA) carried out with local communities.
Step 2: Assessing priorities
Most National Societies’ disaster
management strategy will include
prioritization of resources and target areas.
Climate change should be factored in. To
start with, check the following questions
using the information from Step 1.
On a strategic level, are you:
o
Prepared for all the disasters that can
be expected?
o
Prepared for them in all parts of the
country?
o
Focusing on the most vulnerable
groups?
o
Aware of new diseases that may arise
during disasters?
o
Aware of new threats to food security?
o
Aware of new potential conflicts, for
instance due to increasing pressure on
natural resources?
On an operational level, are you:
o
Making use of short-term weather
forecasts, seasonal rainfall forecasts,
and long-term climate change
projections?
o
Including the changing risks in training
activities?
o
Informing communities about the
changing risks and involving them in
preparedness programmes?
These questions should be discussed in
regular planning meetings involving the key
DM staff.
Step 3: Action
o
Enhancing preparedness to respond.
Response capacity may need to be
adjusted to account for new and rising
risks. Activities should be planned using
regular National Society and
International Federation tools such as
the Disaster Management Information
System (DMIS) and your national
climate-risk assessment.
o
Enhancing disaster risk reduction.
Often, risk reduction is rooted at
community level (see Community Risk
Reduction) although larger programmes
have also proven successful. Solutions
similar to those already used will often
be effective for climate change. Keep in
mind that vulnerability is frequently
caused by underlying factors – such as
people living in unsuitable places – and
addressing them can help reduce
impacts.
o
Enhancing food security. Climate
change affects people’s livelihoods and
food security. Food security
programmes should take account of the
way climate change may affect the rural
population. Simple solutions may be
available such as drought-resistant
crops.
o
Enhancing early warning. Use weather
forecasts better, at the National Society
planning level and within communities
at risk, ensuring that people really
understand the information. Be mindful
of the chain of efficient early warning. In
the face of rising uncertainty about the
weather, those activities are of
increasing importance. Make sure you
are aware of forecasts for your country.
o
Enhancing advocacy and partnerships.
Effective DM requires close cooperation
with governments and many other
actors (see Dialogues).
o
Enhancing awareness-raising among
vulnerable groups. Raising awareness
of new risks can be a key role of
National Societies using their networks
and trust at community level. Methods
can include drama, school programmes
and media (see Communications).
o
Capturing local information. Listen to
local perceptions and observations of
changes in the weather (see
Community Risk Reduction). Such
information can be an invaluable
planning tool.
o
Enhanced training. Regular DM training
for staff and volunteers needs to cover
the way risks are changing. See the
Climate Centre’s website for resources.
Step 4: Evaluation
At least once a year, National Societies
should evaluate the risks they face and
possible need to update plans, start new
activities, and recruit more volunteers.
Consider using information on climate
trends in contingency planning. National
Societies should also document success
stories to share with others.