Economics for Disaster Prevention and Preparedness Understanding the Needs of Civil Protection Agencies and Opportunities for Scaling up Disaster Risk Management Investments SUMMARY REPORT © 2021 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW, Washington DC 20433 Telephone: 202-473-1000; Internet: www.worldbank.org Some rights reserved 1 2 3 4 15 14 13 12 This work is the product of the staff of the World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. 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The report was completed in April 2021.  2 ACKNOWLEDGEMENT This report forms part of deliverables under the technical assistance Economics for Disaster Prevention and Preparedness.1 This activity is funded by the European Commission’s Directorate-General for European Civil Protection and Humanitarian Aid Operations (DG ECHO) through the Annual Work Programme 2020 of the UCPM. This report corresponds to the output “A report on the feasibility of a technical assistance facility for leveraging investments in DRM for Participating States”. This report was prepared under the guidance of Christoph Pusch (Practice Manager, Urban, Disaster Risk Management, Resilience and Land, Europe and Central Asia) and Gallina Vincelette (Country Director for the European Union Countries). The report was prepared under leadership of Alanna Simpson (Lead Disaster Risk Management Specialist), Samantha Cook (Senior Financial Sector Specialist) and Zuzana Stanton-Geddes (Disaster Risk Management Specialist) with inputs from Ioana-Alexandra Irimia (Disaster Risk Management Consultant) and Solene Dengler (Disaster Risk Management Analyst). The report benefitted from comments received from Rossella Della Monica (Disaster Risk Management Specialist) and Hugo Thomas Wesley (Disaster Risk Management Analyst). The team would like to express its gratitude for the cooperation and guidance of the representatives of the European Commission and all the stakeholders consulted during the report’s preparation. STATEMENT ON COVID-19 PANDEMIC The COVID-19 pandemic has led to substantial restrictions for travelling, the organization of workshops and face-to face meetings. Despite these limitations, the World Bank team, in collaboration with the European Commission and stakeholders, has managed to effectively undertake extensive consultations online to collect data and information as a basis for this work. 1 World Bank Advisory Services and Analytics for Economic Analysis of Prevention and Preparedness in European Union Member States and Countries under Union Civil Protection Mechanism (P173033).  3 Contents Glossary of terms����������������������������������������������������������������������������������������������������������������������������������������������� 5 About this Report ��������������������������������������������������������������������������������������������������������������������������������������������� 7 Executive Summary ����������������������������������������������������������������������������������������������������������������������������������������� 8 Key Challenges9 Key Opportunities 11 Looking Ahead13 ACRONYMS AND ABBREVIATIONS CP Civil Protection DG ECHO European Commission’s Directorate-General for European Civil Protection and Humanitarian Aid Operations DRM Disaster Risk Management DRR Disaster Risk Reduction EC European Commission EU European Union MS Member States OP Operational Program PS Participating States (of the Union Civil Protection Mechanism) UCPM Union Civil Protection Mechanism UNDRR United Nations Office for Disaster Risk Reduction  4 GLOSSARY OF TERMS Institutions and countries use a range of terminologies competencies. This was also observed by the World related to disaster risk management (DRM). The Bank team during consultations with civil protection terminology used by the United Nations Office for (CP) agencies. Disaster Risk Reduction (UNDRR) is applied globally. In addition, the Directorate-General for European Civil In this context, the consultations and this report Protection and Humanitarian Aid Operations (DG distinguish between ex-ante (prevention, mitigation/ ECHO) and the World Bank use several terms in line reduction, and preparedness) and ex-post with the DRM areas they focus on as part of their work interventions (response and recovery) while being and institutional portfolios (Table 1). Moreover, inclusive of the different interpretations among the countries follow respective legislative, strategic, and interventions within these two groups. The study institutional frameworks with their own definitions and presented here focuses on understanding the CP understanding of DRM activities and phases, fitting agencies’ needs related to ex-ante interventions— their country context. Within individual countries, disaster prevention, mitigation, and preparedness— some ministries also have specific focus/interpretation which was the primary focus of the consultations and of ‘disaster’ or ‘emergencies’ and understand DRM desk review conducted. only as relevant to their specific institutional roles or Table 1. Terminology Considered UNDRR TERMINOLOGY2 Resilience: The ability of a system, community, or society exposed to hazards to resist, absorb, accommodate, adapt to, transform, and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions through risk management. DRM is the application of DRR policies and strategies to prevent new disaster risks, reduce existing disaster risks, and manage residual risks, contributing to the strengthening of resilience and reduction of disaster losses. DRM plans set out the goals and specific objectives for reducing disaster risks together with related actions to accomplish these objectives. They should be guided by the Sendai Framework for Disaster Risk Reduction 2015– 2030 and considered and coordinated within relevant development plans, resource allocations, and program activities. National-level plans need to be specific to each level of administrative responsibility and adapted to the different social and geographical circumstances that are present. The time frame and responsibilities for implementation and the sources of funding should be specified in the plan. Links to sustainable development and climate change adaptation plans should be made where possible. DRR is aimed at preventing new and reducing existing disaster risks and managing residual risks, all of which contribute to strengthening of resilience and therefore to the achievement of sustainable development. DRR is the policy objective of DRM, and its goals and objectives are defined in DRR strategies and plans. DRR strategies and policies define goals and objectives across different timescales and with concrete targets, indicators, and time frames. In line with the Sendai Framework for Disaster Risk Reduction 2015–2030, these should be aimed at preventing the creation of disaster risk; the reduction of existing risk; and the strengthening of economic, social, health, and environmental resilience. Preparedness: The knowledge and capacities developed by governments, response and recovery organizations, communities, and individuals to effectively anticipate, respond to, and recover from the impacts of likely, imminent, or current disasters. 2 https://www.undrr.org/terminology.  5 Prevention: Activities and measures to avoid existing and new disaster risks. Prevention aims at reducing vulnerability and exposure in such contexts where, as a result, the risk of disaster is removed. Mitigation: The lessening or minimizing of the adverse impacts of a hazardous event. Mitigation measures include engineering techniques and hazard-resistant construction as well as improved environmental and social policies and public awareness. DG ECHO3 Disaster preparedness consists of a set of measures undertaken by governments, organizations, communities, or individuals to better respond and cope with the immediate aftermath of a disaster, whether it is man-made or caused by natural hazards. The objective is to reduce the loss of life and livelihoods. Simple initiatives can go a long way, for instance, training for search and rescue, establishing early warning systems, developing contingency plans, or stockpiling equipment and supplies. Disaster risk reduction (DRR) and preparedness play an important role in building the resilience of communities. Preparedness: Organizational activities which ensure that the systems, procedures, and resources required to confront a natural disaster are available to provide timely assistance to those affected, using existing mechanisms wherever possible (for example, training, awareness raising, establishment of disaster plans, evacuation plans, pre-positioning of stocks, early warning mechanisms, and strengthening of indigenous knowledge). Mitigation: Measures taken before disasters which intend to reduce or eliminate their impact on society and the environment. These measures reduce the physical vulnerability of existing infrastructures or of vulnerable sites which directly endanger the populations (for example, retrofitting of buildings and reinforce ‘lifeline’ infrastructure). Prevention: Activities conceived to ensure permanent protection against disasters. These include engineering, physical protection measures, legislative measures for the control of land use, and codes of construction. These activities reduce the physical vulnerability and/or exposure to risks through infrastructures (for example, dams, flood barriers, and building of refuges) and through improvement of existing infrastructures (for example, restoring original flood patterns of rivers to avoid excessive floods downstream) and sustainable development practices (for example, no deforestation in upstream areas and active reforestation). WORLD BANK4 The World Bank conceptualizes DRM into different ‘pillars’ including (a) understanding of risk, (b) risk reduction (structural and non-structural), (c) early warning and emergency preparedness, (d) financial resilience, and (e) resilience, recovery, and reconstruction. These are broadly aligned with the Sendai DRR priority areas. 3 https://ec.europa.eu/echo/what/humanitarian-aid/disaster_preparedness_en; DG ECHO. (2006). Disaster Preparedness and Prevention (DPP): State of Play and Strategic Orientations for EC Policy. Link. 4 World Bank, 2013. Building Resilience: Integrating Climate and Disaster Risk Into Development. Lessons from World Bank Group experience. The World Bank, Washington DC.  6 ABOUT THIS REPORT This report was prepared as part of a World Bank collecting a wide range of views from a mix of selected technical assistance project ‘Economics for Disaster countries. The results provide a synthetic view of key Prevention and Preparedness’5 overseen by the challenges and opportunities from the perspective of European Commission’s Directorate General for fourteen countries with diverse disaster risk European Civil Protection and Humanitarian Aid management (DRM) systems, financial mechanisms, Operations (DG ECHO) and funded through the Annual institutional capacity, and exposure to disasters. The Work Programme of the Union Civil Protection consultation process was complemented by desk Mechanism (UCPM). research of relevant national strategic DRM documents, results of previous similar surveys, The objective of this report is to summarize insights information on the use of European Union (EU) funds and provide recommendations related to the for DRM, and relevant literature. The report’s findings challenges and opportunities for civil protection (CP) can inform DG ECHO’s discussions and decisions agencies to leverage investments for disaster related to funding provided to CP agencies. This prevention and preparedness.6 This report draws on summary report is accompanied by a technical the findings of stakeholder consultations and desk background report. review. The consultation process, by design, aimed at Figure 1. The 14 countries consulted (in blue colour) Source: Developed by authors. 5 World Bank Advisory Services and Analytics for Economic Analysis of Prevention and Preparedness in European Union Member States and Countries under Union Civil Protection Mechanism (P173033). 6 As noted in the section on terminology, this report focuses primarily on capacity related to on ex-ante DRM - disaster prevention, mitigation, and preparedness.  7 Executive Summary  8 Key Challenges A set of overarching challenges for scaling up expenditure at the national level and assessments of investments in prevention, mitigation, and the efficiency/costs-benefits of DRM investments preparedness activities have been identified. These before disaster events, it is challenging to provide were raised by the CP agencies on a recurring basis necessary evidence to convince decision-makers during the consultations and confirmed in the desk (such as Ministries of Finance/Economy/EU Funds) to review process. Often interconnected, these invest in DRM, especially beyond ‘traditional’ CP- or challenges fall under the following three broad security-related needs such as emergency response categories: (a) the enabling environment related to equipment. As such, CP agencies noted the challenges financial, institutional framework/coordination, and in convincing key decision-makers to allocate budget awareness, (b) institutional constraints related to the for investments that lead to less tangible or visible human and technical capacity of CP agencies for results, particularly if they do not yield benefits during disaster prevention, mitigation and preparedness, and current political/institutional mandates. The absence (c) specific constraints related to the access and use of specific financial budget allocations in most of the of EU financing sources for DRM activities, including strategic national documents further contributes to a DG ECHO funds. disconnect between the priorities of the CP agencies and/or in some cases also the line ministries and the ENABLING ENVIRONMENT - FINANCIAL, actual financial planning. INSTITUTIONAL FRAMEWORK/COORDINATION, AND AWARENESS Linked to their mandate, CP agencies perceived that they have a limited opportunity to ‘influence’ the Funding for DRM is limited, with a high focus and investment planning of line ministries or the different share of DRM funds being oriented towards disaster levels of administration. DRM is a cross-sectoral response. In general, it was noted that financial agenda where institutions both horizontally and allocations to DRM are still limited, although there is a vertically have specific responsibilities. Institutional lack of data that would allow CP agencies to document coordination related to DRM is generally established expenditure trends on DRM in a comprehensive both horizontally (for example also through national manner. Based on CP agencies’ experience, within disaster risk reduction platforms) and vertically. While existing allocations, it was highlighted that the majority the mandate of CP agencies does not allow them to of resources focus on response planning/readiness directly influence investment planning of line ministries (such as conducting trainings and purchasing or local governments to prioritize financing for DRM equipment for disaster response), with significantly actions, their role as advocates for DRM is challenging lower focus on other types of prevention and if they do not have the information and evidence to preparedness, such as conducting assessments of present to the stakeholders about the benefits of various types of risks, understanding/conducting cost- investing in prevention. Moreover, CP agencies do not benefit analyses for DRM investments, and planning have specific sectoral technical knowledge to share for prevention and mitigation investments such as the examples or advice on preparation or implementation reduction of physical risk for vulnerable infrastructure. of appropriate investments in prevention, mitigation, DRM is often only recognized after an event occurs and preparedness activities. which poses challenges for strategic planning. INSTITUTIONAL CONSTRAINTS – HUMAN AND While there is a growing awareness and interest in TECHNICAL CAPACITY OF CP AGENCIES disaster risk prevention and preparedness, CP agencies noted a low political buy-in for investments There are insufficient human resources within CP in prevention, mitigation, and preparedness, which is agencies dedicated to ex-ante DRM interventions. exacerbated by the lack of evidence of their benefits. The pressing needs of disaster response and recovery, CP agencies noted that due to a lack of data on DRM as well as limited financial resources mean that only a Key Challenges 9 limited number of CP staff (or only part of their work preparedness. time) focus on prevention, mitigation, and preparedness. In many countries, CP agencies move CONSTRAINTS RELATED TO THE USE OF EU from disaster-response for one event, into the disaster- FUNDS, INCLUDING DG ECHO TRACK 1 response of another event, perpetuating the focus and allocation of resources on response. This was noted as Common challenges in accessing and using EU funds a particular challenge for CP staff in the context of for ex-ante DRM investments that were highlighted in increasing numbers of disaster events, and most the consultations include: (a) difficulties faced by CP recently in the context of the COVID-19 pandemic agencies to understand and easily access relevant response, which is in most countries supported information on funding opportunities provided through through the CP mechanisms as well. different EU mechanisms; (b) institutional and technical limitations, as noted above, that prevent CP Many CP agencies face difficulties in collecting and agencies from preparing proposals/developing ex-ante analysing data and information which limits their DRM projects; (c) limitations to ‘influence’ line ability to advocate necessary resources for DRM and ministries or local governments to prioritize financing developing a strategic approach to DRM. An efficient for DRM actions; and (d) institutional and technical data collection system and an overview of DRM needs challenges around the promotion of integrated and activities at the national level are seen as critical for solutions and the ‘mainstreaming’ of DRM into sectoral preparing risk assessments and encouraging DRM investments (such as combining energy efficiency investments based on evidence-based prioritization. It retrofitting with multi-hazard structural strengthening was noted that many national risk assessments and and risk-informed rehabilitation of public/private DRM strategic planning documents are more qualitative infrastructure). than quantitative, often because of data and information gaps. It was noted that the lack of risk assessments and Overall, DG ECHO Track 1 is considered a highly impact scenarios (or in general ‘evidence’) inhibits the valuable and successful example of providing “seed- ability to plan and mobilize funds for prevention and funding” to CP agencies that can leverage further preparedness. A key challenge highlighted by the actions. During consultations, a number of potential consulted CP agencies is the limited technical and areas for improvement were highlighted, which could financial capacity to produce more evidence-based be addressed to further enhance this mechanism, risk assessments and the limited capacity to develop including the following: (a) time constraints to apply assessments and investment plans that can inform for as well as to implement grants, especially in the decision-making and budgetary allocations. context of lengthy national approval/procurement procedures; (b) the 5 percent co-financing rule which, CP agencies noted technical capacity gaps to prepare while in itself not prohibiting, can trigger extra and time ‘overarching’ strategies, and, importantly, investment intensive internal approval processes; and (c) eligible plans for prevention, mitigation, and preparedness. expenditures versus needs for financing equipment/ While it is acknowledged that DRM is inherently a software or operating/staff costs. Several beneficiary cross-sectoral agenda carried out by different CP agencies highlighted the usefulness of Track 1 as a stakeholders, CP agencies highlighted their difficulties source of dedicated funding for CP agencies for to collect and draw on comprehensive data on disasters technical studies or for activities to improve institutional (geo-graphically and across sectors) as well as access coordination/stakeholder consultations, for which it information about various DRM investments led by line may be difficult to secure national funds. Some CP ministries and/or different administrative levels, due to agencies opt for larger sources of financing, such as the lack of mechanisms, arrangements, or systems. the EU Cohesion Funds, which allow them to access This limits their ability to understand the scope of funds for both technical assistance and equipment/ disaster risk, assess cost-effectiveness of structural implementation of larger projects, even though these and non-structural measures carried out and develop/ funds are accessed through programs led/overseen by monitor overarching strategies/plans. In the context of other line ministries. These preferences very much lacking or limited ‘evidence’ and the assessment of depend on the country’s institutional framework and risks and needs across the different stakeholders, it is procedures as well as the way that EU-funded challenging for CP agencies to make a convincing case programs are implemented. for investing in prevention, mitigation, and Key Challenges 10 Key Opportunities The following opportunities were identified by CP (that is, community-based risk reduction). Cross- agencies in response to some of the challenges listed border cooperation was also mentioned as critical to above. building resilience at the regional level with many countries engaging in joint activities with neighbouring IMPROVE THE ENABLING ENVIRONMENT - countries, mostly funded by the EU. FINANCIAL, INSTITUTIONAL FRAMEWORK/ COORDINATION, AND AWARENESS ADDRESS INSTITUTIONAL CONSTRAINTS – HUMAN AND TECHNICAL CAPACITY To allow the CP agencies to make a case for investing in ex-ante DRM, specific areas to be further Related to the technical capacity of CP agencies, it considered by national policy-makers but also more was noted that technical knowledge and assistance broadly by DG ECHO include the following: (a) is much needed. In order to facilitate the scale-up of improved data collection/systems on past disasters to investments in prevention, mitigation, and allow CP agencies better understand trends and model preparedness training for CP agencies could cover possible future impacts; (b) development/regular technical areas such as: (a) development of robust improvement of risk assessments and scenarios for evidence and information to substantiate the need for various types of hazards to be able to inform prevention, investing in prevention and preparedness (to inform mitigation, and preparedness activities; and (c) project proposals and/or budget proposals); (b) undertake cost/benefit or economic studies focusing accessing and using risk information for the on prevention and preparedness in DRM to extend the development of investment plans with information on body of evidence on investing in DRM. Multiple CP prioritization/cost effectiveness of priority DRM agencies noted the benefits of national DRR platforms, measures (such as for critical emergency responders which can help in achieving political buy-in for ex-ante infrastructure, transport, education, and health); and DRM investments. Multiple CP agencies also noted the (c) project design and implementation of different importance of engaging academia and researchers, types of prevention, mitigation, and preparedness especially in the development and application of risk measures, including those relevant for specific sectors information. or levels of administrations. In the long-term, CP authorities saw an opportunity Forms of knowledge/assistance proposed by CP to continue to raise institutional and public awareness agencies included: pools of experts available to CP of the importance and benefits of investing in risk agencies with specific expertise in prevention, reduction at different levels. Linked to this, CP mitigation, and preparedness, who could be integrated agencies highlighted the importance of: (a) increased into national CP structures for certain periods of time; efforts to raise awareness about DRM as a vehicle also peer-to-peer knowledge exchange and peer-review; to engage other line ministries, including finance/ sharing of good practice examples; research and economy/EU funds ministries; while also (b) continuing analytics; information sessions; and access to more to carry out public awareness campaigns and training structured training/capacity-building. It was re- on both prevention and preparedness for the general commended that information and training should be public or target groups (for example, vulnerable open to a range of stakeholders to foster cross- groups). It was noted that in many countries, volunteers institutional collaboration and unlock investment play a pivotal role in disaster preparedness and opportunities led by not just the CP agencies but also response, though to a much lesser extent related to other relevant stakeholders. prevention (such as data collection) and mitigation Key Opportunities 11 REDUCE THE CONSTRAINTS RELATED TO THE instruments and provides guidance on the application USE OF EU FUNDS INCLUDING DG ECHO TRACK I. process; (b) provide training about the different funding sources relevant for DRM sessions; (c) provide There are several opportunities related to resources examples of best practice for preparing funding within the 2021-2027 Multiannual Financial applications for various types of EU funds and their Framework and other EU instruments. It is expected implementation; and (d) share examples of successful that substantial resources would be available to invest DRM projects/or services provided during such in prevention and preparedness in the coming years projects (such as peer-to-peer learning). through multiple instruments under the EU programming period for 2021–2027. These include, Specifically related to DG ECHO Track I funds, for example, the European Green Deal Investment opportunities include: (a) review/revise wording of Plan to mobilise €1 trillion in sustainable investments the application procedures, and include answers to over the next decade and the Just Transition frequently posed questions, to ensure clarity related Mechanism to mobilise €100 billion in investments to co-financing and eligibility rules; (b) conduct pro- over the period 2021-2027.7 Another example is the active/targeted outreach to CP agencies, sharing Recovery and Resilience Facility8 (RRF) to provide relevant good practice examples; and (c) consider €672.5 billion in loans and grants to support reforms feasibility of providing “hand-on” support to CP and investments undertaken by Member States (MS) agencies which could guide them through the funds and help them better prepare for a sustainable application process (administrative and project recovery in the context of the COVID-19 pandemic. management support) as well as the technical and implementation aspects. The identified main To ensure that such opportunities are not missed to strengths and weaknesses, opportunities, and risks expand investment in DRM, DG ECHO could consider related to DG ECHO’s Track I, based on stakeholder the following: (a) share information through a ‘one- consultations are summarized in Table 2. stop-shop’ online platform that lists all available Table 2. Summary of DG ECHO Track I Feedback STRENGTHS • Valuable source of funding for activities that may not be easily funded by national budget • Specifically dedicated to CP agencies with little competition with other stakeholders • Easy to implement if scope of activities is clear • Offers the possibility to hire experts for specific tasks WEAKNESSES • Tight timeline to apply and implement projects vis-à-vis internal government procedures (which can take up substantial part of implementation) • Lack of clarity over some aspects (e.g. procurement, beneficiaries, co-financing, and eligible activities9 such as purchase of equipment, conducting, or cross-sector activities10) • Reporting/audits that may not be proportionate to the size of the grant 7 European Commission. The European Green Deal Investment Plan and Just Transition Mechanism explained. Link. 8 European Commission. Recovery and Resilience Facility. Link. 9 Note that under DG ECHO, allowed are direct eligible costs including technical personnel, administrative personnel; travel and subsistence; sub-contracting (i.e. consultancies); and other costs. This may not have been clear to all consultations’ participants. 10 Track I grants provided by the UCPM offer the possibility for implementing cross-sector activities, also operational costs are covered. See overview of projects under Track I and II. Link. This may not have been clear to all consultations’ participants. Key Opportunities 12 OPPORTUNITIES • Clarify specific aspects and/or prepare detailed guidance/frequently asked questions with examples for Track I applicants • Clarify/expand the range of eligible activities to be funded in line with purpose of mechanism (i.e. small equipment/ software) • Enhance support to applicants during the application process, including sharing of good practice examples and options for grant activities • Provide dedicated support for beneficiaries during project implementation, including different forms of capacity building, such as peer review, information/technical sessions • Broaden the topics for technical capacity-building activities in line with the duties of CP agencies • Allow staff across various ministries to attend information/training programs, in addition to CP staff • Decrease intensity of reporting/auditing and increase time to produce audit • Include condition on innovative elements (e.g., partnerships with academia) THREATS / RISKS • While different in nature, other funds available with larger resources and perceived flexibility for eligible activities • In some countries, certain DRM activities (e.g. fire or flood prevention) are tackled by other line ministries simply depending on institutional set up Source: Developed by authors Key Opportunities 13 Looking Ahead Considering the presented challenges and • Technical assistance: Support scaling-up of DRM opportunities, DG ECHO could support the scaling- investments by establishing complementary forms up of investments in disaster prevention and of technical assistance that could provide “hands- preparedness in the following way: on” and just-in-time technical assistance to CP agencies meeting their specific needs and priorities Short-term actions: without needing to undertake lengthy application and/or procurement activities. The design of such • Track 1 instrument: Build on the lessons learnt and technical assistance facility could respond to progress made under the Track 1 instrument and challenges and needs of the CP agencies identified continue to provide support through this valuable above, UCPM objectives, DG ECHO’s priorities and and successful instrument. budget allocations within the Multi Financial Framework 2021-2027, and consider activities • Knowledge and awareness: Continue to invest in planned under the Union Civil Protection Knowledge gathering evidence and good practice to fill Network. knowledge gaps on disaster prevention and preparedness. Disseminate and communicate In summary, financial, and technical support as well evidence and knowledge through various forms as with evidence-based advocacy are necessary to among CPs and also more broadly among Ministries promote ex-ante DRM investments. Awareness- of Finance/Economy/EU Funds, line ministries and raising needs to engage a wider group of stakeholders. bodies that represent local governments/regions, to While this is be carried out by relevant authorities in raise awareness on the importance of investing in each country, DG ECHO should continue to strengthen disaster prevention and preparedness. these efforts, especially by formulating evidence- based arguments to support CP agencies, and reach Medium-term actions: also stakeholders/ authorities involved in the management of specific hazards/sectors, management • Knowledge and awareness: Ensure that prevention, of operational programs, and public finances. This mitigation, and preparedness activities form would help develop an enabling environment for the substantial part of the Union Civil Protection CP agencies and facilitate inter-institutional dialogue Knowledge Network’s activities, covering a range of to scale up efforts beyond ‘traditional’ focus on disaster topics including technical and project management, preparedness and response to taking a more proactive such as using risk information to inform investment and strategic role related to prevention, mitigation, planning, understanding economic justification/ and preparedness, in line with country-specific DRM analysis of costs and benefits of investments, context and institutional mandates. opportunities for mainstreaming DRM within different subsectors, planning/implementing DRM projects at different levels (central/local level), and so forth. Looking Ahead 14 © 2021 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW, Washington DC 20433