3.  Ethiopia is challenged by different natural and human made
disasters such as drought, flood, pest, animal diseases and
epidemics, earthquake etc. these hazards are linked with the
diverse ecological and socioeconomic conditions that exist in the
country.
 As it is known, disaster hinders development and destroys past
developmental gains, perpetuates poverty, damage infrastructures &
natural environment, divert priorities and resources toward
emergency relief response.
 For the past twenty years the number of people needing food and
non food assistance each year amounts on average more than 6
million people. Although the proportion of the population seeking
emergency assistance is significantly reduced and this is expected to
continue to the extent of having non, we have relief response
needs in some pocket areas of the country.
 The challenging issue to be talked is to shift focus from
emergency/relief responses in to a comprehensive and integrated
disaster risk management system in the context of sustainable
development.

4.  Assess existing operation capacity in term of human, organizational and
necessary equipments such as helicopter, boat, shelter & sanitation facilities
etc, identify needs, gaps and strategies to fill the gap in such a way to be able
to responds to a range of emergency disasters.
 Put inplace mechanisms for prioritization and mobilization of human,
material and technical resources.
 Establish operational arrangement and mechanisms for decentralized
approach for emergency/relief response.
 Design and implement community empowerment schemes in a way the
community take part in response actions.
 Design and implement accountability mechanisms in relief
operations/response.
 Set operational standard for reporting, communicating, monitoring,
evaluating and impact measurement.
 Design and implement emergency disaster relief for search & rescue
operation system.
 Establish mechanisms for effective and efficient interventions, avoid
duplication and wasteful use of resources both with in government bodies
and partner organizations.
 Map the available relief supplies, transportation, communication and other
resources and position them strategically.

5.  A new operational plan guideline and mechanisms
on all aspects of disaster relief/emergency
operations in a range of disaster response areas.
 Comprehensive & effective food and non-food
emergency supplies for victims of disaster
affected population in accordance the emergency
plan and guideline in a coordinated manner.
 Communication and dissemination of information,
reports about the emergency operation and its
impact.
 Capacity building in terms of human resource,
organizational development, equipment and
service providing facilities.

6.  Timely and comprehensive response to
affected population
 Coordinated humanitarian response among
partners taking part in emergency. Relief
operation situation
 Strengthened relief operation capacity at
all levels

8.  The Food Management System which is carried out through Food
Management Improvement Project consists of three pillars. The first
pillar which aims to address gap in food movement data captured
between Disaster Risk Management and Food Security Sector (DRMFSS)
and the World Food Programme (WFP).with this, it was managed to
collect, compile and reconcile food dispatch, delivery and distribution
data for the 2007-2009.The second pillar that deals with the designing
and development of food commodity tracking system is being carried out.
 So far DRMFSS’ Relief Management System (RMS) has been examined by
independent international consultant to decide whether it can serve
track every movement of commodities or to develop a new system. Once
the system is developed, efficient and effective food movement data
management which in turn makes response activities coordinated and
managed easily.
 The process of developing concept note for the third pillar, strengthening
capacities on commodity tracking system, is on-going. Besides, human
capacity assessment has been conducted training manual has been
developed by conducting capacity assessment .As part of this pillar,
digitized food management data is being piloted through satellite
technology by selecting few relief food beneficiary woredas. Poor
reporting capacities, constraints of project budget and lack of food
distribution data are some of the challenges faced in implementing this
programme.

9.  An action plan, consisting of activities, charachterstics and
budget, was developed for data collection, compilation and
reconciliation process, and three years data were collected and
entered into database from Goods Issue Notes, Goods Receiving
Note and food Distribution reports by hiring data entry clerks who
were based at Addis and DRMFSS’ warehouses levels located in
regions.
 Regular coordination and follow up forum drawn from DRMFSS,
donors, UN agencies and NGOs has been established to best
coordinate and supervise the overall activities of the process. For
effective implementation of the project DRMFSS has signed MOU
with WFP which helps each partner to discharge its
responsibilities. Special technical task force, DRMFSS-WFP, is also
in place to regularly work out various tasks of the project in daily
basis.
 To further strengthen it with financial and physical resources, the
programe will be officially launched at full scale to donors,
government bodies and other NGOs by organizing conference.

10.  This programme is implemented by different
partners who require commitments and
dedications in terms of financial and human
resources. Since government ought to play a
leading role, strong coordination efforts
should be exerted from DRMFSS and other
sectors for successful implementation of the
programme.

11.  By implementing this programme DRMFSS and
other implementing partners will be able to
acquire good commodity tracking system and
capacities that in turn have positive impacts
on the effective and trust worthy food
handling and utilization practice in the
country. It will also help to have strong
contingency food and non-food reserves for
timely and efficient responses needed during
the time disasters.

14.  In the presence of the growing occurrence and vulnerability to climate-
induced and manmade hazards, the linkage between humanitarian
interventions and long-term development has inexistent. When disaster
strikes, responses for emergency humanitarian situation are well addressed.
The early recovery needs in the aftermath of a disaster, on the other hand,
remains a challenge. This can be attested from previous trends that early
recovery interventions receive far less timely and predictable financial
assistance support than do humanitarian requirements, thus, affecting the
ability of peoples and communities to at least get back to a level prior to
the occurrence of the disaster. It also affects the ability to “build back,
better” which is one of the tenets under the new Government DRM approach
and of the Hyogo Framework for Action.
 Currently, there are no standing early recovery interventions for different
disaster affected communities that can be said to be adopted. As the
affected population start looking for ways to rebuild their lives at about the
same time of an ongoing emergency relief, the lack of support on early
recovery failed to capitalize on the stabilization of a situation which could
have reduced further setbacks, stemmed further loss of livelihoods and
security that are fundamental to survival, and reduced the support required
for humanitarian activities. What, in essence, early recovery will do is
complete the new DRM approach of the Government of Ethiopia and
contribute significantly in the building resilience and reducing vulnerability
of communities to disasters.

15.  The early recovery strategy is based on a multi-sectoral
process and approach intervention with considerable shift
from individual life saving efforts and the traditional mode
of relief based human support to programmes and policies
that aim to strengthen livelihoods, increase the
capabilities of affected populations, facilitation the
sustainable development and empowerment of
communities, and strengthen the capacities of Woreda,
Zone, Regional and Federal authorities. It underlines the
importance of complementing humanitarian life-saving
actions with the need to strengthen those institutions and
processes including social services and human security and
livelihoods which are the foundations of longer-tern
recovery and development. Interventions follows the
multi-dimensional, spatially, and temporally specific
nature of the early recovery process.

16.  Institutional Capacity-Building. Federal, regional
and woreda government institutions capacity in
post-disaster/crisis governance will be strengthened,
in particular, interventions in the area of early
recovery coordination and delivery of basic services.
Local community structures coping strategies and
systems for dispute resolution will be supported and
reinforced to promote community security and social
cohesion.
 Early Recovery Planning: The development of early
recovery plans which will ensure that needs are
adequately assessed and addressed and basic social
and economic services are delivered to the affected
population in a transparent and effective manner will
be supported. Templates and simple planning
guidelines will be developed and disseminated.

17.  Return, Resettlement, and/or Reintegration Support:
Support towards the return process will be promoted
and supported. Where such is not possible then other
options of resettlement and reintegration will be
explored. To facilitate whatever durable solution is
feasible, early recovery interventions will assist in
the rebuilding of basic community infrastructure, and
restore and/or strengthen access to quality basic
social services. Interventions towards the restoration
and strengthening of livelihoods in order to achieve
food security and build community self-reliance will
be vigorously promoted and supported. This includes
the provision of early recovery employment
opportunities that deliver a quick copping mechanism
and rebuilding of livelihoods and household assets.

18. The main expected outcome under this programme component is
the enhancement of community resilience to shocks leading to
food security and sustainable livelihoods. The following are the
specific deliverables expected under this programme component:
 Early recovery planning guidelines and templates;
 Early recovery plans, where applicable;
 Trainings for federal, regional, and woreda institutions on early
recovery planning and coordination;
 Strengthened community governance structures;
 Return, resettlement, and/or reintegration of affected
population and communities;
 Restores and strengthened basic social service delivery in
affected areas; and
 Rebuilt or established community infrastructure and livelihoods.

21. immediately after the disaster :-
 Influence policy makers to mainstream DRM into
investment guidelines and budgetary processes.
 Opportunity to inform “building back better” the
destroyed or damaged assets.
 DaLA methodology has to be applied for the
estimation of the destruction of assets caused by the
natural disaster

22.  Training to multi-disciplinary Team
 Conducting Assessment
 Producing reports and dissemination on
Damages and losses to relevant stakeholders.

23. Out come
 Accurate determination of the damage and loss
which will inform the recovery and rehabilitation
interventions.
Deliverables
 Highly capable multi disciplinary and multi
sectoral assessment team maintained.
 Damage and loss report will be produced and
disseminated.

25.  Framework Pillar ………….Post Disaster Phase
 Programme component……Wereda Disaster Risk Profiling
Programme
 Objectives ……………To Minimize risk Reduction Programme
To establish a comprehensive budgets
for the programme
 Implementing Partner(s)...PCDP,WFP,EU, Unicef, World
Bank and
Other donors
 Areas Covered …………All weredas in the country
 Budget Requirement …...Indicate the yearly budget and
also the next five year budgets

26.  The woreda disaster risk profiling
programme is the largest programme in the
world the coverage is very wide and
challenges a huge resource or budget to
implement the programme. There fore the
main activities of the recovery programme is
Rehabilitation & Reconstruction

27.  According to the programme the comprehensive
annual budget and the next five year budget are
prepared based on the pillar of post disaster
phase.
 I was mentioned before the recovery programme
is the main activities of Rehabilitation &
Reconstruction.
 There Fore
 Assuming the budget for the rehabilitation programme
25%
 Assuming the budget for the reconstruction is 75% of the
total budget
 Assuming the number of woreds for the year 100 (for
each year)

30. THANK YOU