Solomon Islands is at high risk to natural hazards. Located in the Pacific Ring of Fire and within the cyclone belt, it is one of the 20 countries in the world most vulnerable to economic risk exposure caused by geological, hydrological and climatic hazards.
... 更多显示 This includes tropical cyclones, volcanic eruptions, earthquakes, tsunamis, landslides, floods and droughts. There have been seven major disasters triggered by natural hazards in the past 30 years, causing loss of life and having a severe and adverse impact on the economy each time. Modelling predicts natural hazards and climate change will lead to an average direct loss of US$20.5 million - or 3 percent of the gross domestic product (GDP) - annually for the next 50 years. In April 2014, 23 people, predominantly women and children, lost their lives after a low depression caused flooding that swept through Honiara and the Guadalcanal Plains. Total damage and losses from the floods is estimated at US$108 million or 9.2 percent of GDP.
更少显示
The development objective of the Urban Resilience Project for Bangladesh is to strengthen the capacity of Government of Bangladesh (GoB) agencies to efficiently and effectively respond to emergency events in Dhaka and Sylhet; and to improve the safety of new building construction in Dhaka.
... 更多显示 Some of the negative impacts and mitigation measures include: (1) selecting land cautiously for acquisition; (2) checking if land available with the concerned agencies or other Government of Bangladesh (GOB) agencies can be utilized for the construction; and (3) carrying out field appraisal and consultation with likely affected and groups facilitated by competent partner non-government organization (NGO).
更少显示
This flagship World Bank annual report covers the period from July 1, 2013, to June 30, 2014. The depth and breadth of the World Bank Groupapos;s sectoral knowledge, along with its range of financial and technical assistance instruments, helps countries address these challenges.
... 更多显示 This year the World Bank Group underwent an historic institutional change. The new Global Practices and Cross-Cutting Solution Areas, for example, will improve the sharing of knowledge and complement the Bank Groupapos;s country-based engagement model and the existing strengths of its regional units and country offices. The implementation of these changes creates a more nimble global structure and improves the World Bank Groupapos;s ability to help countries make progress toward the twin goals of ending extreme poverty and boosting shared prosperity, the new World Bank Group Strategy. The contents of this annual report include: 1) World Bank Group 2014 Summary Results; 2) Message from the President of the World Bank Group and Chairman of the Board of Executive Directors; 3) Message from the Board of Executive Directors; 4) Building a Solutions World Bank Group; 5) The World Bank Promoting Opportunity, Growth, and Prosperity; 6) The Regions; 7) The Roles of IBRD and IDA; 8) Operational Summary, FY 2010-14; 9) World Bank Lending by Theme and Sector, FY 2010-14; and 10) Committed to Results. The section on the regions highlights the major goals achieved, projects undertaken, strategies revised, and publications produced in FY 2014. Selected project stories are also presented, along with a snapshot of facts and figures about each region. Full audited Financial Statements and Managementapos;s Discussion and Analysis and also comprehensive lending and organizational data for IBRD and IDA are included as separate volumes to this annual report.
更少显示
This flagship World Bank annual report covers the period from July 1, 2013, to June 30, 2014. The depth and breadth of the World Bank Groupapos;s sectoral knowledge, along with its range of financial and technical assistance instruments, helps countries address these challenges.
... 更多显示 This year the World Bank Group underwent an historic institutional change. The new Global Practices and Cross-Cutting Solution Areas, for example, will improve the sharing of knowledge and complement the Bank Groupapos;s country-based engagement model and the existing strengths of its regional units and country offices. The implementation of these changes creates a more nimble global structure and improves the World Bank Groupapos;s ability to help countries make progress toward the twin goals of ending extreme poverty and boosting shared prosperity, the new World Bank Group Strategy. The contents of this annual report include: 1) World Bank Group 2014 Summary Results; 2) Message from the President of the World Bank Group and Chairman of the Board of Executive Directors; 3) Message from the Board of Executive Directors; 4) Building a Solutions World Bank Group; 5) The World Bank Promoting Opportunity, Growth, and Prosperity; 6) The Regions; 7) The Roles of IBRD and IDA; 8) Operational Summary, FY 2010-14; 9) World Bank Lending by Theme and Sector, FY 2010-14; and 10) Committed to Results. The section on the regions highlights the major goals achieved, projects undertaken, strategies revised, and publications produced in FY 2014. Selected project stories are also presented, along with a snapshot of facts and figures about each region. Full audited Financial Statements and Managementapos;s Discussion and Analysis and also comprehensive lending and organizational data for IBRD and IDA are included as separate volumes to this annual report.
更少显示
This flagship World Bank annual report covers the period from July 1, 2013, to June 30, 2014. The depth and breadth of the World Bank Groupapos;s sectoral knowledge, along with its range of financial and technical assistance instruments, helps countries address these challenges.
... 更多显示 This year the World Bank Group underwent an historic institutional change. The new Global Practices and Cross-Cutting Solution Areas, for example, will improve the sharing of knowledge and complement the Bank Groupapos;s country-based engagement model and the existing strengths of its regional units and country offices. The implementation of these changes creates a more nimble global structure and improves the World Bank Groupapos;s ability to help countries make progress toward the twin goals of ending extreme poverty and boosting shared prosperity, the new World Bank Group Strategy. The contents of this annual report include: 1) World Bank Group 2014 Summary Results; 2) Message from the President of the World Bank Group and Chairman of the Board of Executive Directors; 3) Message from the Board of Executive Directors; 4) Building a Solutions World Bank Group; 5) The World Bank Promoting Opportunity, Growth, and Prosperity; 6) The Regions; 7) The Roles of IBRD and IDA; 8) Operational Summary, FY 2010-14; 9) World Bank Lending by Theme and Sector, FY 2010-14; and 10) Committed to Results. The section on the regions highlights the major goals achieved, projects undertaken, strategies revised, and publications produced in FY 2014. Selected project stories are also presented, along with a snapshot of facts and figures about each region. Full audited Financial Statements and Managementapos;s Discussion and Analysis and also comprehensive lending and organizational data for IBRD and IDA are included as separate volumes to this annual report.
更少显示
This flagship World Bank annual report covers the period from July 1, 2013, to June 30, 2014. The depth and breadth of the World Bank Groupapos;s sectoral knowledge, along with its range of financial and technical assistance instruments, helps countries address these challenges.
... 更多显示 This year the World Bank Group underwent an historic institutional change. The new Global Practices and Cross-Cutting Solution Areas, for example, will improve the sharing of knowledge and complement the Bank Groupapos;s country-based engagement model and the existing strengths of its regional units and country offices. The implementation of these changes creates a more nimble global structure and improves the World Bank Groupapos;s ability to help countries make progress toward the twin goals of ending extreme poverty and boosting shared prosperity, the new World Bank Group Strategy. The contents of this annual report include: 1) World Bank Group 2014 Summary Results; 2) Message from the President of the World Bank Group and Chairman of the Board of Executive Directors; 3) Message from the Board of Executive Directors; 4) Building a Solutions World Bank Group; 5) The World Bank Promoting Opportunity, Growth, and Prosperity; 6) The Regions; 7) The Roles of IBRD and IDA; 8) Operational Summary, FY 2010-14; 9) World Bank Lending by Theme and Sector, FY 2010-14; and 10) Committed to Results. The section on the regions highlights the major goals achieved, projects undertaken, strategies revised, and publications produced in FY 2014. Selected project stories are also presented, along with a snapshot of facts and figures about each region. Full audited Financial Statements and Managementapos;s Discussion and Analysis and also comprehensive lending and organizational data for IBRD and IDA are included as separate volumes to this annual report.
更少显示
This flagship World Bank annual report covers the period from July 1, 2013, to June 30, 2014. The depth and breadth of the World Bank Groupapos;s sectoral knowledge, along with its range of financial and technical assistance instruments, helps countries address these challenges.
... 更多显示 This year the World Bank Group underwent an historic institutional change. The new Global Practices and Cross-Cutting Solution Areas, for example, will improve the sharing of knowledge and complement the Bank Groupapos;s country-based engagement model and the existing strengths of its regional units and country offices. The implementation of these changes creates a more nimble global structure and improves the World Bank Groupapos;s ability to help countries make progress toward the twin goals of ending extreme poverty and boosting shared prosperity, the new World Bank Group Strategy. The contents of this annual report include: 1) World Bank Group 2014 Summary Results; 2) Message from the President of the World Bank Group and Chairman of the Board of Executive Directors; 3) Message from the Board of Executive Directors; 4) Building a Solutions World Bank Group; 5) The World Bank Promoting Opportunity, Growth, and Prosperity; 6) The Regions; 7) The Roles of IBRD and IDA; 8) Operational Summary, FY 2010-14; 9) World Bank Lending by Theme and Sector, FY 2010-14; and 10) Committed to Results. The section on the regions highlights the major goals achieved, projects undertaken, strategies revised, and publications produced in FY 2014. Selected project stories are also presented, along with a snapshot of facts and figures about each region. Full audited Financial Statements and Managementapos;s Discussion and Analysis and also comprehensive lending and organizational data for IBRD and IDA are included as separate volumes to this annual report.
更少显示
This flagship World Bank annual report covers the period from July 1, 2013, to June 30, 2014. The depth and breadth of the World Bank Groupapos;s sectoral knowledge, along with its range of financial and technical assistance instruments, helps countries address these challenges.
... 更多显示 This year the World Bank Group underwent an historic institutional change. The new Global Practices and Cross-Cutting Solution Areas, for example, will improve the sharing of knowledge and complement the Bank Groupapos;s country-based engagement model and the existing strengths of its regional units and country offices. The implementation of these changes creates a more nimble global structure and improves the World Bank Groupapos;s ability to help countries make progress toward the twin goals of ending extreme poverty and boosting shared prosperity, the new World Bank Group Strategy. The contents of this annual report include: 1) World Bank Group 2014 Summary Results; 2) Message from the President of the World Bank Group and Chairman of the Board of Executive Directors; 3) Message from the Board of Executive Directors; 4) Building a Solutions World Bank Group; 5) The World Bank Promoting Opportunity, Growth, and Prosperity; 6) The Regions; 7) The Roles of IBRD and IDA; 8) Operational Summary, FY 2010-14; 9) World Bank Lending by Theme and Sector, FY 2010-14; and 10) Committed to Results. The section on the regions highlights the major goals achieved, projects undertaken, strategies revised, and publications produced in FY 2014. Selected project stories are also presented, along with a snapshot of facts and figures about each region. Full audited Financial Statements and Managementapos;s Discussion and Analysis and also comprehensive lending and organizational data for IBRD and IDA are included as separate volumes to this annual report.
更少显示
This flagship World Bank annual report covers the period from July 1, 2013, to June 30, 2014. The depth and breadth of the World Bank Groupapos;s sectoral knowledge, along with its range of financial and technical assistance instruments, helps countries address these challenges.
... 更多显示 This year the World Bank Group underwent an historic institutional change. The new Global Practices and Cross-Cutting Solution Areas, for example, will improve the sharing of knowledge and complement the Bank Groupapos;s country-based engagement model and the existing strengths of its regional units and country offices. The implementation of these changes creates a more nimble global structure and improves the World Bank Groupapos;s ability to help countries make progress toward the twin goals of ending extreme poverty and boosting shared prosperity, the new World Bank Group Strategy. The contents of this annual report include: 1) World Bank Group 2014 Summary Results; 2) Message from the President of the World Bank Group and Chairman of the Board of Executive Directors; 3) Message from the Board of Executive Directors; 4) Building a Solutions World Bank Group; 5) The World Bank Promoting Opportunity, Growth, and Prosperity; 6) The Regions; 7) The Roles of IBRD and IDA; 8) Operational Summary, FY 2010-14; 9) World Bank Lending by Theme and Sector, FY 2010-14; and 10) Committed to Results. The section on the regions highlights the major goals achieved, projects undertaken, strategies revised, and publications produced in FY 2014. Selected project stories are also presented, along with a snapshot of facts and figures about each region. Full audited Financial Statements and Managementapos;s Discussion and Analysis and also comprehensive lending and organizational data for IBRD and IDA are included as separate volumes to this annual report.
更少显示
This issue focuses on ways to tackle persistent flooding and economic vulnerabilities in the agricultural sector for Guyana. In January 2005 extreme and prolonged rainfall caused widespread flooding in Guyana with flood levels elevated well above safe operating levels, putting the East Demerara Water Conservancy reservoir and dam at risk of overtopping and catastrophic breaching.
... 更多显示 In an effort to tackle persistent flooding and economic vulnerabilities in the agricultural sector, the Government of Guyanas Ministry of Agriculture, along with the World Bank and other international development agencies, initiated the US$3.8 million Conservancy Adaptation Project (CAP). A top priority identified under the CAP initiative is the strengthening of the Conservancy and coastal drainage systems to protect the country's key economic and most populated regions. The CAP focused on four main areas: 1) pre-investment studies and data collection for engineering design of works; 2) critical drainage infrastructure investments; 3) institutional strengthening and capacity building; and 4) building national awareness of flood risk. CAP has been a flagship project and a launching pad for significant progress in flood risk mitigation measures for Guyana and also the Caribbean region. Key outcomes of the project include a hydraulic engineering foundation for the dam; increased safety of the Conservancy and reduced vulnerability to catastrophic flooding through physical investments; enhanced government knowledge and capacity to manage the Conservancy and coastal drainage systems; comprehensive scenario analyses and dam stability to improve decision-making of Conservancy investments; and a US$123 million package of pre-designed infrastructure and nonstructural investments critical for flood risk management. These investments will generate increased capacity to manage water levels in the Conservancy and lessen the high vulnerability of the people and agricultural areas in the region to moderate and extreme climate events.
更少显示
On March 11, 2011, an earthquake of magnitude 9.0 occurred in the Pacific Ocean off the coast of Japanapos;s Tohoku region. The Great East Japan Earthquake was the first disaster ever recorded that included an earthquake, a tsunami, a nuclear power plant accident, a power supply failure, and a large-scale disruption of supply chains.
... 更多显示 This report consolidates the set of 36 Knowledge Notes, research results of the joint study undertaken by the Government of Japan and the World Bank. It summarizes the lessons learned from the Great East Japan Earthquake and Tsunami and provides guidance to other disaster-prone countries for mainstreaming disaster risk management in their development policies. It is clear that financial resources alone are not sufficient to deal with disasters and to spur development. Technical assistance and capacity building are equally important. In Japanapos;s case, the project learned how communities can play a critical role in preparing for and coping with natural disasters. Communities can help prevent damage from spreading, maintain social order, and provide support to the vulnerable. Only through technical cooperation can such know-how be passed on to other countries and be adapted to their local circumstances. The chapters that make up the main body of this report are built around the disciplines employed in the traditional disaster risk management cycle. Grouped into seven thematic clusters that track that cycle, the chapters treat structural measures (part 1) and nonstructural measures (part 2) as preventive options. Also covered is the emergency responses put in place after March 11 (part 3) and described the planning behind the reconstruction process (part 4). The handling of risk assessment and communication before and after the disaster are the subject of part 5. Part 6 deals with risk financing, insurance, and fiscal and financial management; part 7 with the progress of recovery and relocation.
更少显示
Ratings for the Natural Disaster Risk Management (DRM) Project for Vietnam were as follows: outcomes were moderately satisfactory, risk to development outcome was moderate, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory.
... 更多显示 Some lessons learned included: DRM decisions should be made based on perceived risk reduction benefits and a combination of the physical and non-physical solutions in a context of larger integrated river-basin management scale. Existing institutional settings need to be leveraged to implement community-based (CB) DRM activities. Tailored public information and awareness-raising, including gender mainstreaming, are essential for commune participation, accountability, and investment ownership. Operating and maintenance (O and M) budget should be sufficiently allocated through the government annual budget planning cycle conducted in all levels. Strong institutional reform and leadership of the coordination agency is essential for project success and sustainability. Clear institutional arrangements and responsibilities need to be determined before project start. Achievement of the sustainable goal for post-disaster reconstruction should be monitored closely and properly throughout the implementation of both original credit and additional finance (AF). Comprehensive monitoring and evaluation (M and E) framework should be prepared and put in place before the project start.
更少显示
The adverse impacts of natural disasters and climate change constitute a major risk to the poor and near-poor. Poor men and women face disproportionately higher risks from these events because of their limited ability to cope with shocks.
... 更多显示 Therefore, they require more support from social protection programs in order to protect their livelihoods. The increasing frequency and intensity of natural disasters make it imperative that governments be prepared to respond.
更少显示
Disaster and climate related events exacerbate chronic and transitory poverty because poor and near-poor people have fewer coping and recovery mechanisms.
... 更多显示 In vulnerable countries, the increase in frequency and severity of such events will lead to a growing need for effective social protection policies and programs.
更少显示
Early integration of disaster risk management/climate change adaptation criteria into social protection programs monitoring and evaluation plans, systems, and budgets allows for more effective capture of necessary information, including proxy indicators to measure the reduction of risk exposure.
... 更多显示 Organizations such as the Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP) have documented international experience in developing monitoring and evaluation systems that measure disaster risk management and climate change adaptation. Monitoring and evaluation systems have also been used after disasters to provide rapid real-time feedback on the appropriateness and coverage of the response, so that adjustments can be made.
更少显示
This issue focuses on emergency evacaution strategies for the people of Haiti. The country ranks as one of the countries with the highest exposure to multiple natural hazards in the world, with 96 percent of Haitians currently living at risk.
... 更多显示 Of the 10 million people living in Haiti, two thirds live below the poverty line, and as a result, lack the capacity or resources to cope with the impacts of natural hazards. The challenge is to design evacuation strategies across different scales, with different elements from shelter facilities to open spaces to access systems that assume a flexible and comprehensive approach to the complex nature of risks in Haiti, and consider the environmental, temporal, social, economic and cultural dimensions. To develop this multi-scalar and multi-dimensional strategy to evacuation and emergency sheltering, the Government of Haiti, in partnership with the World Bank's Disaster Risk Management and Urban Development team, collaborated with the Massachusetts Institute of Technology, Leibniz University of Hanover and the Harvard Graduate School of Design to better understand existing practices to cope with risk and inform an innovative, institutional approach to emergency evacuation systems. A three-stage approach was developed to design a series of hypothetical prototypes and conceive alternative evacuation strategies applicable to, and derived from various contexts across Haiti. These stages include: 1) strategic design research and case-study analysis, 2) pilot conceptualization and implementation methodologies, and 3) results and recommendations for scalability. The government of Haiti is transforming the concept of an emergency shelter from a basic, standalone building to a component of a broader evacuation system that entails geographic, temporal, cultural and socioeconomic factors, vital for decision-making in emergency situations. This new, and alternative thinking dramatically expands the vision of evacuation strategies to increase capacities of people to reduce loss of life, injuries, property damage, and productivity loss, and improve connectivity to the transportation network immediately after a natural hazard event.
更少显示
This issue focuses on emergency evacaution strategies for the people of Haiti. The country ranks as one of the countries with the highest exposure to multiple natural hazards in the world, with 96 percent of Haitians currently living at risk.
... 更多显示 Of the 10 million people living in Haiti, two thirds live below the poverty line, and as a result, lack the capacity or resources to cope with the impacts of natural hazards. The challenge is to design evacuation strategies across different scales, with different elements from shelter facilities to open spaces to access systems that assume a flexible and comprehensive approach to the complex nature of risks in Haiti, and consider the environmental, temporal, social, economic and cultural dimensions. To develop this multi-scalar and multi-dimensional strategy to evacuation and emergency sheltering, the Government of Haiti, in partnership with the World Bank's Disaster Risk Management and Urban Development team, collaborated with the Massachusetts Institute of Technology, Leibniz University of Hanover and the Harvard Graduate School of Design to better understand existing practices to cope with risk and inform an innovative, institutional approach to emergency evacuation systems. A three-stage approach was developed to design a series of hypothetical prototypes and conceive alternative evacuation strategies applicable to, and derived from various contexts across Haiti. These stages include: 1) strategic design research and case-study analysis, 2) pilot conceptualization and implementation methodologies, and 3) results and recommendations for scalability. The government of Haiti is transforming the concept of an emergency shelter from a basic, standalone building to a component of a broader evacuation system that entails geographic, temporal, cultural and socioeconomic factors, vital for decision-making in emergency situations. This new, and alternative thinking dramatically expands the vision of evacuation strategies to increase capacities of people to reduce loss of life, injuries, property damage, and productivity loss, and improve connectivity to the transportation network immediately after a natural hazard event.
更少显示