Mapping The Professional Practices for Business Continuity Management from DRI International to The Sendai Framework for Disaster Risk Reduction

Transcription

1 Mapping The Professional Practices for Business Continuity Management from DRI International to The Sendai Framework for Disaster Risk Reduction A tool for integrating your organization s approaches to business continuity management and disaster risk reduction By Lyndon Bird with Mel Cabodil 1

2 Foreword Resilient infrastructure systems underpin resilient business and resilient business underpins prosperous cities and countries. United Nations Disaster Risk Reduction Global Assessment Report 2013 Implementing the Sendai Framework for Disaster Risk Reduction will require steady, cross-sectoral cooperation on a global scale. The public and private sectors will need to engage in order to prevent and prepare for disasters of all kinds from natural hazards to manmade cyber incidents. We at Disaster Recovery Institute (DRI) International are committed to aiding that process by continuing to build bridges between the disaster risk reduction and business continuity management communities. The 2017 Global Platform for Disaster Risk Reduction was an important step in leading the global community from commitment to action in the implementation of the Sendai Framework. We were pleased to chair the private sector engagement working session as a part of the proceedings and to share our expertise in education for disaster risk reduction and business continuity management on the IGNITE stage. Building on our participation in the negotiation of the Sendai Framework as part of the International Chamber of Commerce delegation and through our work on UNISDR s ARISE Initiative Education Theme, we are working on a number of exciting new initiatives to provide training and spread the usage of best practices on a global level including this mapping exercise. The DRI standard, The Professional Practices for Business Continuity Management, is used by 93% of Fortune 100 companies as well as thousands of private and public organizations globally. By providing them with this mapping document, we are giving these organizations a roadmap for implementing the Sendai framework into their existing resilience program. Policymakers will also benefit from this mapping as it will provide a basis for their discussion about the value of the Sendai framework to the organizations in their communities in a language and methodology that is already in wide use globally. It is our hope that this tool will inspire cross-sectoral conversation by providing a common language across the disciplines and that it will encourage action toward implementing the Sendai Framework with the Professional Practices as a practical guideline. Chloe Demrovsky Executive Director DRI International View the working session: globalplatform/en/programme/working-sessions/ view/589 View the IGNITE Stage presentation: globalplatform/en/programme/ignite-stage/view/759 2

3 Introduction DRI International has been active in supporting the United Nations Disaster Risk Reduction program (UNISDR) through its strong participation in the private sector ARISE Initiative (ARISE). A key output from the work of UNISDR was the agreement in 2015 of the Sendai Framework for Disaster Risk Reduction, which forms a significant deliverable in meeting the United Nations (UN) Sustainability Goals for In some regions of the world and in countries where climate change and other environmental risks are most prevalent, such as the Philippines, the implementation of Sendai has been most actively pursued. DRI International believes that adoption of The Professional Practices for Business Continuity Management can make a major contribution to the effective delivery of the Sendai goals. DRI Philippines has undertaken a mapping exercise to determine which of the Sendai requirements are covered or enhanced by adoption of the DRI standard. This paper adds value to that analysis by reversing the process, looking at each Professional Practice and identifying which clauses within Sendai are supported by that specific practice. In order to do this, the Sendai framework clauses have been coded in line with the text in the Sendai documentation. Lyndon Bird Chief Knowledge Officer DRI International 3

4 About the Referenced Documents Before reading this report, it is strongly recommended that you first review the background documents. The Sendai Framework for Disaster Risk Reduction The Sendai Framework is a 15-year, voluntary, non-binding agreement which recognizes that the State has the primary role to reduce disaster risk but that responsibility should be shared with other stakeholders including local government and the private sector. It aims for the following outcome: The substantial reduction of disaster risk and losses in lives, livelihoods and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries. The Sendai Framework is the successor instrument to the Hyogo Framework for Action (HFA) : Building the Resilience of Nations and Communities to Disasters. It is the outcome of stakeholder consultations initiated in March 2012 and intergovernmental negotiations held from July 2014 to March 2015, which were supported by the UNISDR upon the request of the UN General Assembly. UNISDR has been tasked to support the implementation, follow-up and review of the Sendai Framework. 1 You can download the full document here: sendai-framework The Professional Practices for Business Continuity Management Created and maintained by DRI International, The Professional Practices for Business Continuity Management is a body of knowledge designed to assist in the development, implementation, and maintenance of business continuity programs. It also is intended to serve as a tool for conducting assessments of existing programs. Use of the Professional Practices framework to develop, implement, maintain a business continuity program can reduce the likelihood of significant gaps in a program and increase cohesiveness. Using the Professional Practices to assess a program can identify gaps or deficiencies so they may be corrected. Business continuity management (BCM), as defined in this document, is a management process that identifies risk, threats, and vulnerabilities that could impact continued operations. Business continuity provides a framework for building organizational resilience and the capability for an effective response. All other terms are defined in The International Glossary for Resiliency published and maintained by DRI International. 2 You can create a free MyDRI account and download the full document here: php?lang=en 1 Source: 2 Source: 4

5 Analysis Analysing the Sendai Framework Sendai defines the four main priorities which are needed to achieve the UNISDR Disaster Risk Reduction goals within the overall UN sustainability program. These priorities are: Priority 1 Understanding Disaster Risk For purpose of analysis each of these are coded for ease of future reference. Analysing the Professional Practices DRI International define the ten areas of professional expertise required by a business continuity professional. These are: Priority 2 Priority 2 Priority 4 Strengthening disaster risk governance to manage disaster risk. Investing in disaster risk reduction for resilience. Enhancing disaster preparedness for effective response and to Build Back Better in recovery, rehabilitation and reconstruction. Practice Number Practice Name 1 Program Initiation and Management 2 Risk Assessment 3 Business Impact Analysis 4 Business Continuity Strategies 5 Incident Response Within each of these priorities, the required actions are sub-divided into two sub-categories (national/ local and global/regional). Finally, within each subcategory a list of requirements appears sequentially. The length of each list varies but all are substantial in their scope and implications. The total number of requirements listed is 91. A summary of how this number is broken down follows: Priority Sub-category Number of requirements 1 National and Local 15 1 Global and Regional 9 2 National and Local 11 2 Global and Regional 6 3 National and Local 17 3 Global and Regional 9 4 National and Local 16 4 Global and Regional 8 6 Plan Development and Implementation 7 Awareness and Training Programs 8 Plan Exercise, Assessment and Maintenance 9 Crisis Communications 10 Coordinating with External Stakeholders Of the 91 Sendai requirements, all are covered to some extent by one or more of the Professional Practices. However, there are relatively few that can be mapped on a 1:1 basis. The distribution of the one to many relationships that we see is: 19 Sendai Requirements match a single Professional Practice (1:1) 47 Sendai Requirements match across 2 Professional Practices (1:2) 16 Sendai Requirements match across 3 Professional Practices (1:3) 4 Sendai Requirements match against 4 Professional Practices (1:4) 4 Sendai Requirements match against 5 Professional Practices (1:5) 5

6 No Sendai Requirements match to more than 5 Professional Practices. Although interesting in that it demonstrates the strong degree to which Professional Practices are embedded into the Sendai thought process, it is probably too complex to cross reference and use for training purposes without considerable further refinement. Mapping the Professional Practices to the Sendai Requirements An easier model is to look at the relationship based upon which Sendai practices are influenced by specific Professional Practices. On this basis, the following results are obtained. Practice Name Program Initiation and Management Number of Sendai Requirements Covered 32 Risk Assessment 16 From this analysis, it is easy to cross link the Sendai requirements to the Professional Practices and pin-point Sendai requirements within each training element. Some conclusions emerge from these figures. The top 3 areas where the Professional Practices cover the widest range of Sendai requirements are in the detailed planning Practices 1, 4 and 6. The worst performing Professional Practice against Sendai is Professional Practice 9 (Crisis Communications). This does demonstrate the preventative nature of Sendai because response issues are more commonly associated with Professional Practice 9. Similarly, other response based practices such as 5 and 10 also do not score particularly heavily. Risk Assessment and Business Impact Analysis are the two Professional Practices that most commonly are combined within Sendai requirements although neither score as highly as might have been expected. Business Impact Analysis 15 Business Continuity Strategies 34 Incident Response 18 Plan Development and Implementation 31 Awareness and Training Programs 24 Plan Exercise, Assessment and Maintenance Crisis Communications 2 10 Coordinating with External Stakeholders 21 6

7 Further Study Detailed Matrices For those interested in detailed monitoring of these figures, a spreadsheet with various workgroups is available. This shows: Worksheet 1: Text Coding. A list of the Sendai text with the codes used for this analysis. Worksheet 2: Overall Mapping. A list of all the coded Sendai requirements with each Professional Practice that has relevance. Worksheet 3 to 12. Matrix 2 sorted by P1, P2 etc. Using these matrices, it is simple to list which of the 91 Sendai clauses related to each of the Professional Practices. This is likely to provide a useful training aid for those who wish to provide training on Sendai implementation -based upon the DRI standard. This is likely to be particularly useful for countries in which business continuity management is a relatively new concept but who know the priorities established by Sendai are very relevant to their situation. This analysis demonstrates that adopting a professional certification programme will give a proven way of both complying with Sendai and significantly improving the resilience of local communities and businesses. About the Contributors Lyndon Bird, DRI Chief Knowledge Officer Lyndon is Chief Knowledge Officer for DRI and chairs the DRI Future Vision Committee. He has worked exclusively in business continuity since 1986 as a consultant, presenter, educator, author, and business manager. He has spoken at and chaired conferences throughout the world and has contributed features, articles and interviews to most leading business and specialist publications. He has been interviewed by a wide range of broadcasters, including the BBC, Sky News, Bloomberg TV and CNBC on continuity and resilience topics. He was a founding member of the Business Continuity Institute in 1994, working with the DRI to promote and develop the standards needed for the then emerging BC professional field of activity. He was educated to Masters level at the University of Manchester with degrees in both Natural Sciences and Management. He was voted BCM Consultant of the Year in 2002 and given the BCM Lifetime Award in 2004 by Continuity, Insurance & Risk Magazine. He is currently Editor of the Journal of Business Continuity and Emergency Planning published in the UK and the US, an advisory board member for the US publication Disaster Resource Guide, and his book Operational Resilience in the Financial Sector was published by Incisive Media in Mel Cabodil, DRI Philippines Mel Cabodil is the Consulting Practice Leader of IBM-Global Technology Services in ASEAN. He is responsible for the development of Infrastructure Consulting Business in the region, leading a group of Associate Partners for Systems Services, Resiliency, Mobility and Network Services. He manages solution development, design and delivery of the consulting business of IBM GTS. He has years of experience working with reputable and dynamic multi-national information technology companies. He has been a technical professional on his early years in the IT industry, working on hardware, software, systems 7

8 development, maintenance and management. He has grown particular passion and interest in various areas of consulting practices on systems and operations management, disaster recovery and security. His experience and competency led him to various management roles in consulting, sales, pre-sales, project delivery and general business management. He has multinational exposure having been part of various ASEAN roles. Mel also had the opportunity of starting his own Consulting Company on Disaster Recovery and Security Management with Veritas, Symantec technologies and recently on Microsoft technologies. His passion for Business Continuity and Disaster Recovery and the need for the Philippines to have a more resilient business infrastructure prompted him to organize an NGO for Business Continuity Management Practitioners. He is the founder and the current President of the Business Continuity Managers Association of the Philippines (BCMAP). He also just recently established DRI Philippines, a local affiliate of DRI International in the country. He was appointed as its Executive Director to support its operations to provide training and certification for Business Continuity Professionals. Chloe Demrovsky, DRI International Chloe Demrovsky is the President of DRI International. She has appeared on Bloomberg TV, MSNBC and Fox and has served as an expert source for The Wall Street Journal, USA Today, The New York Times, and many more. She previously served for three years as Executive Director and before that as the Head of International where she designed DRI s international market development strategy and managed its global network that conducts courses in over 50 countries on 6 continents. She is responsible for DRI s global education growth, which resulted in DRI teaching more people outside the United States than inside every year since 2009 and in 2011 resulted in a certification increase of 72%. She has presented at dozens of industry conferences and events on four continents and conducts on-site briefings for government bodies and international organizations as well as for visiting delegations, including the European Commission. She manages the relationship with the United Nations Office for Disaster Risk Reduction, is a Board Director for the DRI Foundation, and a Certified Business Continuity Vendor(CBCV). She served as an editor for the 2017 version of The Professional Practices for Business Continuity Management, the coordinator for DRI s International Glossary for Resiliency and the International Editor for Thrive International Blog and Thrive Iberoamerica, DRI s Spanish-language publication. She is on the adjunct faculty at New York University, teaching at the graduate level. She holds a Master s of Science in International Business from New York University, a Bachelor of Arts from Bard College at Simon s Rock and speaks four languages. Passionate about economic development and social enterprise, she has traveled to India and Kenya to work on private sector solutions for poverty alleviation and social inclusion. Follow 8

9 DRI International Disaster Recovery Institute International (DRI) is the leading nonprofit that helps organizations around the world prepare for and recover from disasters by providing education, accreditation, and thought leadership in business continuity and related fields. Founded in 1988, DRI International has more than 15,000 certified individuals in over 100 countries, and 93 percent of all Fortune 100 companies employ DRI certified professionals. In fact, more individuals are certified by DRI International than by all other organizations in our profession combined. In addition to certifying individuals, DRI assesses organizations to determine resilience and offers organizational accreditation. DRI also serves continuity professionals through conferencing, outreach, and volunteerism. The annual DRI Conference brings resilience professionals together to network with experts and collaborate with their peers. Through its Collegiate Conferences series, DRI partners with universities to introduce students and faculty to this rapidly-growing profession. To further its outreach efforts, DRI introduced the 501(c)(3) non-profit Disaster Recovery International (DRI) Foundation. The Foundation s mission is to promote disaster risk reduction through partnership and education, as well as aid recovery efforts through fundraising and volunteerism. The Foundation is also committed to supporting veterans through the Veterans Outreach Program. As a recognized expert resource, DRI acts in an advisory capacity to organizations and government institutions worldwide, helping to develop professional standards and promote greater resilience. DRI is a member of the United Nations Office for Disaster Risk Reduction s (UNISDR) Private Sector Working Group ARISE Initiative and was on the business and industry delegation to the negotiations of the Sendai Framework for Disaster Risk Reduction. DRI is also an ANSI-accredited Standards Development Organization, a CQI and IRCA Approved Training Partner, and an International Organization Liaison Observer to ISO/TC 292 for standardization in the field of security to enhance the safety and resilience of society. 9

10 Chart of the Sendai Framework for Disaster Risk Reduction Scope and purpose The present framework will apply to the risk of small-scale and large-scale, frequent and infrequent, sudden and slow-onset disasters, caused by natural or manmade hazards as well as related environmental, technological and biological hazards and risks. It aims to guide the multi-hazard management of disaster risk in development at all levels as well as within and across all sectors Expected outcome The substantial reduction of disaster risk and losses in lives, livelihoods and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries Goal Prevent new and reduce existing disaster risk through the implementation of integrated and inclusive economic, structural, legal, social, health, cultural, educational, environmental, technological, political and institutional measures that prevent and reduce hazard exposure and vulnerability to disaster, increase preparedness for response and recovery, and thus strengthen resilience Targets Substantially reduce global disaster mortality by 2030, aiming to lower average per 100,000 global mortality between compared to Substantially reduce the number of affected people globally by 2030, aiming to lower the average global figure per 100,000 between compared to Reduce direct disaster economic loss in relation to global gross domestic product (GDP) by 2030 Substantially reduce disaster damage to critical infrastructure and disruption of basic services, among them health and educational facilities, including through developing their resilience by 2030 Substantially increase the number of countries with national and local disaster risk reduction strategies by 2020 Substantially enhance international cooperation to developing countries through adequate and sustainable support to complement their national actions for implementation of this framework by 2030 Substantially increase the availability of and access to multi-hazard early warning systems and disaster risk information and assessments to people by 2030 Priorities for Action There is a need for focused action within and across sectors by States at local, national, regional and global levels in the following four priority areas. Priority 1 Understanding disaster risk Priority 2 Strengthening disaster risk governance to manage disaster risk Priority 3 Investing in disaster risk reduction for resilience Priority 4 Enhancing disaster preparedness for effective response, and to «Build Back Better» in recovery, rehabilitation and reconstruction Disaster risk management needs to be based on an understanding of disaster risk in all its dimensions of vulnerability, capacity, exposure of persons and assets, hazard characteristics and the environment Disaster risk governance at the national, regional and global levels is vital to the management of disaster risk reduction in all sectors and ensuring the coherence of national and local frameworks of laws, regulations and public policies that, by defining roles and responsibilities, guide, encourage and incentivize the public and private sectors to take action and address disaster risk Public and private investment in disaster risk prevention and reduction through structural and non-structural measures are essential to enhance the economic, social, health and cultural resilience of persons, communities, countries and their assets, as well as the environment. These can be drivers of innovation, growth and job creation. Such measures are cost-effective and instrumental to save lives, prevent and reduce losses and ensure effective recovery and rehabilitation Experience indicates that disaster preparedness needs to be strengthened for more effective response and ensure capacities are in place for effective recovery. Disasters have also demonstrated that the recovery, rehabilitation and reconstruction phase, which needs to be prepared ahead of the disaster, is an opportunity to «Build Back Better» through integrating disaster risk reduction measures. Women and persons with disabilities should publicly lead and promote gender-equitable and universally accessible approaches during the response and reconstruction phases Guiding Principles Primary responsibility of States to prevent and reduce disaster risk, including through cooperation Shared responsibility between central Government and national authorities, sectors and stakeholders as appropriate to national circumstances Protection of persons and their assets while promoting and protecting all human rights including the right to development Engagement from all of society Full engagement of all State institutions of an executive and legislative nature at national and local levels Empowerment of local authorities and communities through resources, incentives and decisionmaking responsibilities as appropriate Decision-making to be inclusive and risk-informed while using a multi-hazard approach Coherence of disaster risk reduction and sustainable development policies, plans, practices and mechanisms, across different sectors Accounting of local and specific characteristics of disaster risks when determining measures to reduce risk Addressing underlying risk factors cost-effectively through investment versus relying primarly on postdisaster response and recovery «Build Back Better» for preventing the creation of, and reducing existing, disaster risk The quality of global partnership and international cooperation to be effective, meaningful and strong Support from developed countries and partners to developing countries to be tailored according to needs and priorities as identified by them isdr@un.org

11 The Professional Practices for Business Continuity Management Objectives Program Initiation and Management Establish the need for a business continuity program. Obtain support and funding for the business continuity program. Build the organizational framework to support the business continuity program. Introduce key concepts, such as program management, risk awareness, identification of critical functions/processes, recovery strategies, training and awareness, and exercising/testing. Risk Assessment Identify risks that can adversely affect an entity s resources or image. Assess risks to determine the potential impacts to the entity, enabling the entity to determine the most effective use of resources to reduce these potential impacts. Identify and prioritize the entity s functions and processes in order to ascertain which ones will have the greatest impact should they not be available. Develop and assist with the implementation of an incident management system that defines organizational roles, lines of authority and succession of authority. Business Impact Analysis Assess the resources required to support the business impact analysis process. Incident Response Define requirements to develop and implement the entity s incident response plan. Awareness and Training Programs Analyze the findings to ascertain any gaps between the entity s requirements and its ability to deliver those requirements. Ensure that incident response is coordinated with outside organizations in a timely and effective manner when appropriate. Document plans to be used during an incident that will enable the entity to continue to function. Business Continuity Plan Exercise, Assessment, and Maintenance Establish an exercise, assessment and maintenance program to maintain a state of readiness. Crisis Communications Provide a framework for developing a crisis communications plan. Ensure that the crisis communications plan will provide for timely, effective communication with internal and external parties. Coordination with External Agencies Establish policies and procedures to coordinate incident response activities with public entities

12 Sendai Framework Priorities Priority 1: Priority 2: Priority 3: Priority 4: Understanding disaster risk. Strengthening disaster risk governance to manage disaster risk. Investing in disaster risk reduction for resilience. Enhancing disaster preparedness for effective response and to Build Back Better in recovery, rehabilitation and reconstruction. DRI professional practices Practice 1: Practice 2: Practice 3: Practice 4: Practice 5: Practice 6: Practice 7: Practice 8: Practice 9: Practice 10: Program Initiation and Management Risk Assessment Business Impact Analysis Business Continuity Strategies Incident Response Plan Development and Implementation Awareness and Training Programs BCP Plan Exercise, Assessment and Maintenance Crisis Communications Coordinating with External Stakeholders Overall mapping Priority 1: Understanding disaster risk - National and Local. 1 n&l a (a) To promote the collection, analysis, management and use of relevant data and practical information and ensure its dissemination, taking into account the needs of different categories of users, as appropriate; 1 n&l b (b) To encourage the use of and strengthening of baselines and periodically assess disaster risks, vulnerability, capacity, exposure, hazard characteristics and their possible sequential effects at the relevant social and spatial scale on ecosystems, in line with national circumstances; 1 n&l c (c) To develop, periodically update and disseminate, as appropriate, location-based disaster risk information, including risk maps, to decision makers, the general public and communities at risk of exposure to disaster in an appropriate format by using, as applicable, geospatial information technology; 1 n&l d (d) To systematically evaluate, record, share and publicly account for disaster losses and understand the economic, social, health, education, environmental and cultural heritage impacts, as appropriate, in the context of event-specific hazard-exposure and vulnerability information; 1 n&l e (e) To make non-sensitive hazard-exposure, vulnerability, risk, disaster and loss-disaggregated information freely available and accessible, as appropriate; 1 n&l f (f) To promote real time access to reliable data, make use of space and in situ information, including geographic information systems (GIS), and use information and communications technology innovations to enhance measurement tools and the collection, analysis and dissemination of data; 1 n&l g (g) To build the knowledge of government officials at all levels, civil society, communities and volunteers, as well as the private sector, through sharing experiences, lessons learned, good practices and training and education on disaster risk reduction, including the use of existing training and education mechanisms and peer learning; 12

13 Priority 1: Understanding disaster risk - National and Local. 1 n&l h (h) To promote and improve dialogue and cooperation among scientific and technological communities, other relevant stakeholders and policymakers in order to facilitate a science-policy interface for effective decisionmaking in disaster risk management; 1 n&l i (i) To ensure the use of traditional, indigenous and local knowledge and practices, as appropriate, to complement scientific knowledge in disaster risk assessment and the development and implementation of policies, strategies, plans and programmes of specific sectors, with a cross-sectoral approach, which should be tailored to localities and to the context; 1 n&l j (j) To strengthen technical and scientific capacity to capitalize on and consolidate existing knowledge and to develop and apply methodologies and models to assess disaster risks, vulnerabilities and exposure to all hazards; 1 n&l k (k) To promote investments in innovation and technology development in long-term, multi-hazard and solutiondriven research in disaster risk management to address gaps, obstacles, interdependencies and social, economic, educational and environmental challenges and disaster risks; 1 n&l l (l) To promote the incorporation of disaster risk knowledge, including disaster prevention, mitigation, preparedness, response, recovery and rehabilitation, in formal and non-formal education, as well as in civic education at all levels, as well as in professional education and training; 1 n&l m (m) To promote national strategies to strengthen public education and awareness in disaster risk reduction, including disaster risk information and knowledge, through campaigns, social media and community mobilization, taking into account specific audiences and their needs; 1 n&l n (n) To apply risk information in all its dimensions of vulnerability, capacity and exposure of persons, communities, countries and assets, as well as hazard characteristics, to develop and implement disaster risk reduction policies; 1 n&l o (o) To enhance collaboration among people at the local level to disseminate disaster risk information through the involvement of community-based organizations and non-governmental organizations. 1 g&r a (a) To enhance the development and dissemination of science-based methodologies and tools to record and share disaster losses and relevant disaggregated data and statistics, as well as to strengthen disaster risk modelling, assessment, mapping, monitoring and multi-hazard early warning systems; 1 g&r b (b) To promote the conduct of comprehensive surveys on multi-hazard disaster risks and the development of regional disaster risk assessments and maps, including climate change scenarios; 1 g&r c (c) To promote and enhance, through international cooperation, including technology transfer, access to and the sharing and use of non-sensitive data and information, as appropriate, communications and geospatial and space-based technologies and related services; maintain and strengthen in situ and remotely-sensed earth and climate observations; and strengthen the utilization of media, including social media, traditional media, big data and mobile phone networks, to support national measures for successful disaster risk communication, as appropriate and in accordance with national laws; 1 g&r d (d) To promote common efforts in partnership with the scientific and technological community, academia and the private sector to establish, disseminate and share good practices internationally; 1 g&r e (e) To support the development of local, national, regional and global user-friendly systems and services for the exchange of information on good practices, cost-effective and easy-to-use disaster risk reduction technologies and lessons learned on policies, plans and measures for disaster risk reduction; 13

14 Priority 1: Understanding disaster risk - National and Local. 1 g&r f (f) To develop effective global and regional campaigns as instruments for public awareness and education, building on the existing ones (for example, the One million safe schools and hospitals initiative; the Making Cities Resilient: My city is getting ready campaign; the United Nations Sasakawa Award for Disaster Risk Reduction; and the annual United Nations International Day for Disaster Reduction), to promote a culture of disaster prevention, resilience and responsible citizenship, generate understanding of disaster risk, support mutual learning and share experiences; and encourage public and private stakeholders to actively engage in such initiatives and to develop new ones at the local, national, regional and global levels; 1 g&r g (g) To enhance the scientific and technical work on disaster risk reduction and its mobilization through the coordination of existing networks and scientific research institutions at all levels and in all regions, with the support of the United Nations Office for Disaster Risk Reduction Scientific and Technical Advisory Group, in order to strengthen the evidence-base in support of the implementation of the present Framework; promote scientific research on disaster risk patterns, causes and effects; disseminate risk information with the best use of geospatial information technology; provide guidance on methodologies and standards for risk assessments, disaster risk modelling and the use of data; identify research and technology gaps and set recommendations for research priority areas in disaster risk reduction; promote and support the availability and application of science and technology to decision-making; contribute to the update of the publication entitled 2009 UNISDR Terminology on Disaster Risk Reduction ; use post-disaster reviews as opportunities to enhance learning and public policy; and disseminate studies; 1 g&r h (h) To encourage the availability of copyrighted and patented materials, including through negotiated concessions, as appropriate; 1 g&r i (i) To enhance access to and support for innovation and technology, as well as in long-term, multi-hazard and solution-driven research and development in the field of disaster risk management. Priority 2: Strengthening disaster risk governance to manage disaster risk - National and Local 2 n&l a (a) To mainstream and integrate disaster risk reduction within and across all sectors and review and promote the coherence and further development, as appropriate, of national and local frameworks of laws, regulations and public policies, which, by defining roles and responsibilities, guide the public and private sectors in: (i) addressing disaster risk in publically owned, managed or regulated services and infrastructures; (ii) promoting and providing incentives, as relevant, for actions by persons, households, communities and businesses; (iii) enhancing relevant mechanisms and initiatives for disaster risk transparency, which may include financial incentives, public awareness-raising and training initiatives, reporting requirements and legal and administrative measures; and (iv) putting in place coordination and organizational structures; 2 n&l b (b) To adopt and implement national and local disaster risk reduction strategies and plans, across different timescales, with targets, indicators and time frames, aimed at preventing the creation of risk, the reduction of existing risk and the strengthening of economic, social, health and environmental resilience; 2 n&l c (c) To carry out an assessment of the technical, financial and administrative disaster risk management capacity to deal with the identified risks at the local and national levels; 2 n&l d (d) To encourage the establishment of necessary mechanisms and incentives to ensure high levels of compliance with the existing safety-enhancing provisions of sectoral laws and regulations, including those addressing land use and urban planning, building codes, environmental and resource management and health and safety standards, and update them, where needed, to ensure an adequate focus on disaster risk management; 14

15 Priority 2: Strengthening disaster risk governance to manage disaster risk - National and Local 2 n&l e (e) To develop and strengthen, as appropriate, mechanisms to follow up, periodically assess and publicly report on progress on national and local plans; and promote public scrutiny and encourage institutional debates, including by parliamentarians and other relevant officials, on progress reports of local and national plans for disaster risk reduction; 2 n&l f (f) To assign, as appropriate, clear roles and tasks to community representatives within disaster risk management institutions and processes and decision-making through relevant legal frameworks, and undertake comprehensive public and community consultations during the development of such laws and regulations to support their implementation; 2 n&l g (g) To establish and strengthen government coordination forums composed of relevant stakeholders at the national and local levels, such as national and local platforms for disaster risk reduction, and a designated national focal point for implementing the Sendai Framework for Disaster Risk Reduction It is necessary for such mechanisms to have a strong foundation in national institutional frameworks with clearly assigned responsibilities and authority to, inter alia, identify sectoral and multisectoral disaster risk, build awareness and knowledge of disaster risk through sharing and dissemination of non-sensitive disaster risk information and data, contribute to and coordinate reports on local and national disaster risk, coordinate public awareness campaigns on disaster risk, facilitate and support local multisectoral cooperation (e.g. among local governments) and contribute to the determination of and reporting on national and local disaster risk management plans and all policies relevant for disaster risk management. These responsibilities should be established through laws, regulations, standards and procedures; 2 n&l h (h) To empower local authorities, as appropriate, through regulatory and financial means to work and coordinate with civil society, communities and indigenous peoples and migrants in disaster risk management at the local level; 2 n&l i (i) To encourage parliamentarians to support the implementation of disaster risk reduction by developing new or amending relevant legislation and setting budget allocations; 2 n&l j (j) To promote the development of quality standards, such as certifications and awards for disaster risk management, with the participation of the private sector, civil society, professional associations, scientific organizations and the United Nations; 2 n&l k (k) To formulate public policies, where applicable, aimed at addressing the issues of prevention or relocation, where possible, of human settlements in disaster risk-prone zones, subject to national law and legal systems. Priority 2: Strengthening disaster risk governance to manage disaster risk - Global and Regional 2 g&r a (a) To guide action at the regional level through agreed regional and subregional strategies and mechanisms for cooperation for disaster risk reduction, as appropriate, in the light of the present Framework, in order to foster more efficient planning, create common information systems and exchange good practices and programmes for cooperation and capacity development, in particular to address common and transboundary disaster risks; 2 g&r b (b) To foster collaboration across global and regional mechanisms and institutions for the implementation and coherence of instruments and tools relevant to disaster risk reduction, such as for climate change, biodiversity, sustainable development, poverty eradication, environment, agriculture, health, food and nutrition and others, as appropriate; 2 g&r c (c) To actively engage in the Global Platform for Disaster Risk Reduction, the regional and subregional platforms for disaster risk reduction and the thematic platforms in order to forge partnerships, periodically assess progress on implementation and share practice and knowledge on disaster risk-informed policies, programmes and investments, including on development and climate issues, as appropriate, as well as to promote the integration of disaster risk management in other relevant sectors. Regional intergovernmental organizations should play an important role in the regional platforms for disaster risk reduction; 15

16 Priority 2: Strengthening disaster risk governance to manage disaster risk - National and Local 2 g&r d (d) To promote transboundary cooperation to enable policy and planning for the implementation of ecosystembased approaches with regard to shared resources, such as within river basins and along coastlines, to build resilience and reduce disaster risk, including epidemic and displacement risk; 2 g&r e (e) To promote mutual learning and exchange of good practices and information through, inter alia, voluntary and self-initiated peer reviews among interested States; 2 g&r f (f) To promote the strengthening of, as appropriate, international voluntary mechanisms for monitoring and assessment of disaster risks, including relevant data and information, benefiting from the experience of the Hyogo Framework for Action Monitor. Such mechanisms may promote the exchange of non-sensitive information on disaster risks to the relevant national Government bodies and stakeholders in the interest of sustainable social and economic development. Priority 3: Investing in disaster risk reduction for resilience - National and Local 3 n&l a (a) To allocate the necessary resources, including finance and logistics, as appropriate, at all levels of administration for the development and the implementation of disaster risk reduction strategies, policies, plans, laws and regulations in all relevant sectors; 3 n&l b (b) To promote mechanisms for disaster risk transfer and insurance, risk-sharing and retention and financial protection, as appropriate, for both public and private investment in order to reduce the financial impact of disasters on Governments and societies, in urban and rural areas; 3 n&l c (c) To strengthen, as appropriate, disaster-resilient public and private investments, particularly through structural, non-structural and functional disaster risk prevention and reduction measures in critical facilities, in particular schools and hospitals and physical infrastructures; building better from the start to withstand hazards through proper design and construction, including the use of the principles of universal design and the standardization of building materials; retrofitting and rebuilding; nurturing a culture of maintenance; and taking into account economic, social, structural, technological and environmental impact assessments; 3 n&l d (d) To protect or support the protection of cultural and collecting institutions and other sites of historical, cultural heritage and religious interest; 3 n&l e (e) To promote the disaster risk resilience of workplaces through structural and non-structural measures; 3 n&l f (f) To promote the mainstreaming of disaster risk assessments into land-use policy development and implementation, including urban planning, land degradation assessments and informal and non-permanent housing, and the use of guidelines and follow-up tools informed by anticipated demographic and environmental changes; 3 n&l g (g) To promote the mainstreaming of disaster risk assessment, mapping and management into rural development planning and management of, inter alia, mountains, rivers, coastal flood plain areas, drylands, wetlands and all other areas prone to droughts and flooding, including through the identification of areas that are safe for human settlement, and at the same time preserving ecosystem functions that help to reduce risks; 3 n&l h (h) To encourage the revision of existing or the development of new building codes and standards and rehabilitation and reconstruction practices at the national or local levels, as appropriate, with the aim of making them more applicable within the local context, particularly in informal and marginal human settlements, and reinforce the capacity to implement, survey and enforce such codes through an appropriate approach, with a view to fostering disaster-resistant structures; 3 n&l i (i) To enhance the resilience of national health systems, including by integrating disaster risk management into primary, secondary and tertiary health care, especially at the local level; developing the capacity of health workers in understanding disaster risk and applying and implementing disaster risk reduction approaches in health work; promoting and enhancing the training capacities in the field of disaster medicine; and supporting and training community health groups in disaster risk reduction approaches in health programmes, in collaboration with other sectors, as well as in the implementation of the International Health Regulations (2005) of the World Health Organization; 16

17 Priority 3: Investing in disaster risk reduction for resilience - National and Local 3 n&l j (j) To strengthen the design and implementation of inclusive policies and social safety-net mechanisms, including through community involvement, integrated with livelihood enhancement programmes, and access to basic health-care services, including maternal, newborn and child health, sexual and reproductive health, food security and nutrition, housing and education, towards the eradication of poverty, to find durable solutions in the post-disaster phase and to empower and assist people disproportionately affected by disasters; 3 n&l k (k) People with life-threatening and chronic disease, due to their particular needs, should be included in the design of policies and plans to manage their risks before, during and after disasters, including having access to life-saving services; 3 n&l l (l) To encourage the adoption of policies and programmes addressing disaster-induced human mobility to strengthen the resilience of affected people and that of host communities, in accordance with national laws and circumstances; 3 n&l m (m) To promote, as appropriate, the integration of disaster risk reduction considerations and measures in financial and fiscal instruments; 3 n&l n (n) To strengthen the sustainable use and management of ecosystems and implement integrated environmental and natural resource management approaches that incorporate disaster risk reduction; 3 n&l o (o) To increase business resilience and protection of livelihoods and productive assets throughout the supply chains, ensure continuity of services and integrate disaster risk management into business models and practices; 3 n&l p (p) To strengthen the protection of livelihoods and productive assets, including livestock, working animals, tools and seeds; 3 n&l q (q) To promote and integrate disaster risk management approaches throughout the tourism industry, given the often heavy reliance on tourism as a key economic driver. Priority 3: Investing in disaster risk reduction for resilience - Global and Regional 3 g&r a (a) To promote coherence across systems, sectors and organizations related to sustainable development and to disaster risk reduction in their policies, plans, programmes and processes; 3 g&r b (b) To promote the development and strengthening of disaster risk transfer and sharing mechanisms and instruments in close cooperation with partners in the international community, business, international financial institutions and other relevant stakeholders; 3 g&r c (c) To promote cooperation between academic, scientific and research entities and networks and the private sector to develop new products and services to help to reduce disaster risk, in particular those that would assist developing countries and their specific challenges; 3 g&r d (d) To encourage the coordination between global and regional financial institutions with a view to assessing and anticipating the potential economic and social impacts of disasters; 3 g&r e (e) To enhance cooperation between health authorities and other relevant stakeholders to strengthen country capacity for disaster risk management for health, the implementation of the International Health Regulations (2005) and the building of resilient health systems; 3 g&r f (f) To strengthen and promote collaboration and capacity-building for the protection of productive assets, including livestock, working animals, tools and seeds; 17