Green Paper on Disaster Management South Africa Text

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Whereas the green paper was essentially a discussion document, the white paper on disaster management consolidated and refined the contents of the green paper and the comments made during the public consultation process. The white paper was promulgated in 19 and set out the government’s disaster risk management policy for south africa. Key principles for a disaster management policy the following principles need to be considered when shaping a vision and guiding strategy to deal with disasters: it must focus on key issues as sustainable development is one of the main goals in south africa, reduction of vulnerability of communities must be the primary focus and not disaster relief. Disaster management offers a collective safety net that has the potential to protect development processes against those setbacks that wound development in many countries, frequently through natural and man made disasters. taking care of the most vulnerable first the first priority of disaster management is the protection of the people who are most at risk. The second priority is the protection of the critical resources and systems on which communities depend.

foster a culture of prevention government will encourage both citizens and government structures to protect themselves and their property to the best of their ability at all times. It will not provide assistance to citizens who have failed to take proper precautions. Disaster prevention and preparedness should be an integral part of every development policy. Disaster assistance must be provided in an equitable, consistent and predictable manner without regard to economic circumstances, industry or geographic location. it must ensure community involvement communities must know what disaster management and risk reduction stand for, what their own responsibilities are, how they can help prevent disasters, how they must react during a disaster and why and what they can do to support themselves and relief workers, when necessary. it must be driven in all spheres of government disasters know no boundaries.

Unless disaster management and risk reduction are effectively driven at central, provincial and local government level and are made compulsory, disasters that impact on a region or country will be extremely difficult and costly to address. it must be transparent and inclusive disaster management and risk reduction require transparency in the way decisions are made and information is exchanged. They must also be inclusive, ensuring that all parties responsible for implementing the ongoing programme or any of its phases, are consulted this includes private enterprise, unions, non governmental organisations and community based organisations. it must accommodate local conditions any efforts could be ineffective if proposals/guidelines are accepted or implemented without ensuring that they are adapted to address local conditions, which differ widely from community to community.

it must have legitimacy the structures tasked with implementing a disaster management programme must be recognised by all present and future key roleplayers in the various government structures, as well as among the various community structures with whom liaison is necessary. it must be flexible and adaptable flexibility and adaptability must be allowed for, to take into account the rapid changes brought about by modern development, as well as external factors that might pose a threat or have an impact on the functioning of the programme. Rapid changes in community structures and the general development of an area i.e. New industries and residential areas and environmental changes require adaptation to planning and allocation of priorities, without which applied principles will become outdated and cause frustration. it must be efficient and effective unless disaster management is results driven, in all spheres of government, it is in danger of becoming sidelined, which could in turn become costly should a disaster occur. it must be affordable and sustainable the allocation of funds is an important issue. Hopefully, funds allocated to the ongoing proactive facets of the disaster management cycle will mean that funds will be required less often to coordinate disaster relief.

it must be needs orientated and prioritised many existing essential and emergency services find it difficult to accept the necessity for disaster management. If the concept is understood, and is seen to address real present and future needs, it will gain acceptance and receive the correct priority it deserves. it must be based on a multi disciplinary and integrated approach disasters are social phenomena, as much as physical or economic events. Disaster reduction is thus a multi disciplinary process, that includes environment, human settlement, human behaviour, health and public administration considerations. The forum is a body in which national, provincial and local government and other disaster management role players consult one another and co ordinate their actions on matters relating to disaster management. The forum must make recommendations concerning the national disaster management framework to the intergovernmental committee on disaster management icdm – political forum , and may advise any organ of state, statutory functionary, non governmental organization or community or the private sector on any matter relating to disaster management.

The ndmaf meets on a quarterly basis and is chaired by the head of the national disaster management centre. The ndmaf is comprised of representatives of the following institutions: ndmc in the dplg head of the centre is the chairperson department of agriculture department of communications department of defence department of foreign affairs department of science and technology this document discusses the national policy on disaster risk management in south africa and the problems with current mechanisms for its implementation. It analyses country rsquo s arrangements for funding disaster management and presents national institutional and legal framework for disaster risk reduction. The document outlines the rationale and principles for the establishment of the national disaster management centre, and describes its structure and functions.

Over the years, we in dmisa have been fortunate to share our time on earth with some wonderful, inspiring people. We feel honour bound to recognise their contributions, their passion and their lives, and to celebrate their achievements. Henk van elst: 15.07.1946 � 9.05.2013 henk passed away on 9 may 2013 after a short illness.

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He was employed by the johannesburg municipality and opted for pension in 1997, after thirty two years� service. During the last twenty four years he was in charge of what is now referred to as disaster management. During his lengthy experience in this field, he initiated the paradigm shift from civil protection to disaster management in south africa in 1991, after a meeting with the united nations in geneva. This culminated in a bosberaad� in 1993, where all actual and potential role players were invited to attend, which then resulted in the green and white papers on disaster management being released.

Up to the end of 19, he served on many national committees and task teams to help formulate strategies and plans for disaster management. He was also a key role player in the green paper/white paper/legislative process and completed the initial drafting of volunteer regulations in terms of the disaster management act. He was also a member of the team that investigated and launched what is now known as the disaster management institute of southern africa dmisa , in 1985.since 1985 until the end of 1997, he was a national councillor of the institute.

He served as president of the institute 1987/1988 member of the executive committee 1985 � 1997 and chairperson of the executive committee 1992 � 1997. Henk facilitated the process to have the present modular training courses in disaster management established at technikon sa now unisa during the early 1990�s. Henk provided advice and guidelines for the establishment of the masters degree in disaster management at the free state university 2001/2 and initially lectured 1st year students during 2002/3. Through his consultancy he assisted many municipalities with various aspects of disaster management planning and facilitated several workshops on the basic aspects for safety and security at sports and recreational events. Henk will be remembered for his passion for disaster management and the profession. The institute offers its sincere condolences to his wife, daphn and sons deon and andr. Tributes and messages on the passing of henk van elst i received the sad news with shock,disbelief and a sense of personal loss.

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I've known him since the early 1980's and have a lasting memory of an absolute gentleman and a consummate disaster management professional. In the opening months of my disaster management career in cape town and as a junior in the then civil defence function, i traveled to somecd facilities around the country. My first trip was a visit to jo'burg and had the pleasure of spending time with henk as the then boss man and his team.

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That was a defining moment which influenced my thoughts and opinions on many civil defence /civil protection/disaster management issues in the years to come. I have had great respect for henk's knowledge and abilities and think it fair to reason that his standing and enviable reputation around south africa speaks volumes of the high regard that others had for him. Henk was a pioneer and his death is a significant loss to the south african disaster management fraternity. I salute you and will miss you old son! goals of disaster management: 1 reduce, or avoid, losses from hazards 2 assure prompt assistance to victims 3 achieve rapid and effective recovery. Disaster management aims to reduce, or avoid, the potential losses from hazards, assure prompt and appropriate assistance to victims of disaster, and achieve rapid and effective recovery. The disaster management cycle illustrates the ongoing process by which governments, businesses, and civil society plan for and reduce the impact of disasters, react during and immediately following a disaster, and take steps to recover after a disaster has occurred.

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Appropriate actions at all points in the cycle lead to greater preparedness, better warnings, reduced vulnerability or the prevention of disasters during the next iteration of the cycle. The complete disaster management cycle includes the shaping of public policies and plans that either modify the causes of disasters or mitigate their effects on people, property, and infrastructure. The mitigation and preparedness phases occur as disaster management improvements are made in anticipation of a disaster event. Developmental considerations play a key role in contributing to the mitigation and preparation of a community to effectively confront a disaster. As a disaster occurs, disaster management actors, in particular humanitarian organizations, become involved in the immediate response and long term recovery phases. The four disaster management phases illustrated here do not always, or even generally, occur in isolation or in this precise order.

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