3. Why Early Warning Early Action?
Extreme events have
implications on health,
livelihoods, water, food
security, and more
Climate and weather
information can help
anticipate and prepare
for extreme events and
changing risks.
5. Low-Cost / No-Regrets / Co-Benefits
Actions
These guidelines help to minimize risks and maximize
benefits, especially if a disaster does not occur.
UjalaQadir,2009
7. Humanitarian Action Scenarios
Yes disaster No disaster
Yes forecast-based action; Worthy action Act in vain
No forecast-based action; Fail to act Worthy inaction
8. How do you decide?
Early Warning Early Action is a function of…
Possible actions
Number of
thresholds selected
Cost of action and
acting in vain
Losses averted
due to action
Lead time of
forecast
Funding available
How often you
act in vain
How often you
take worthy action
10. Establishing Forecast Based Financing
System: What is needed?
Historical record of disasters
Historical forecasts/flood models
Potential early actions with cost
Facilitated discussion on “acting in vain”
Enabling environment
10
To the left on the slide you’ll find the formal definition, but to put it simple: making use of climate and weather information before a disaster strikes and act sooner than you would do without this information. This concept will explain itself better in the coming slides.
We will dive deeper into early warnings and early actions in the next slides, but in brief:
* Using relevant warning information at all timescales comes down to establishing good working relationships with partners and stakeholders in your country the RC national society to get a systematic and comprehensable flow of relevant information on upcoming extreme weather events.
* Then it comes down to making the right decisions after a warning is issued, improving response time and quality by acting in advance.
If an alert has been given, different actions can lead to an early action
Have teams brainstorm ideas on post-it notes.
Which would be removed if the chance were not very high?
Emphasize difference between chance and guaranteed.
Other ideas, coordination meeting, contingency plans, alerting the media
Low cost
No Regrets – actions should not be so extreme that if the disaster never occurs the decision will be regretted. For example de-stocking a pastoralist area when a drought is predicted could be a high regret action.
Co-benegits – actions should have positivie consequences.
The basic premise, of taking early action after an early warning is easy.
The challenge is defining when to act.
A forecast is never gaurantted – this is inherent to the way forecasting works. If action taken, resources are re-allocated
This can be done through Standard Operating Procedures and needs to be done in a robust enough way to justify allocating financing
The answer, therefore, is to bring together all of the previous matrices and act when a specific forecasts reaches a specific threshold. The forecast-based action is triggered when forecast >= a selected threshold. This is our guiding framework and it internalizes the cost of acting (or not) as well as the inherent uncertainties associated with forecast information. Allowing us to move beyond these limitations.
So which kinds of actions am I referring to? [Next Slide]
So how do we chose these thresholds, it’s a matter of balancing a number of considerations. I won’t go through all of them but you can see them here. Considerations such as balancing the lead time of the forecast, and the inherent uncertainty in that forecast, with the possible actions that can be taken. Or the consideration to balance the number of times you are willing to act in vain vs, the cost of acting and the losses that can be averted when action is taken.
Platforms at the national and local level
Legal mandate
Transparency and trust
Capacity analysis
Evidence base over opinion
Affected communities at the heart of decision making;
Dialogue between actors with different perspectives and priorities;
Platforms at the national and local level
Legal mandate
Transparency and trust
Capacity analysis
Evidence base over opinion
Affected communities at the heart of decision making;
Dialogue between actors with different perspectives and priorities;
In conclusion, the approach proposed here helps to shift our initial question of When should I act? To a new question of Has our action been triggered?
Thank Deus and UG met for support.