Plan International EU Office’s Post

💡  Investing in prevention pays off For every $1 spent on conflict prevention, $16 is saved. The EU must act by scaling up ODA to at least €200 billion over the next #MFF, focusing on preparedness and resilience to tackle future crises before they happen. Jozef Sikela Kaja Kallas Wopke Hoekstra Ursula von der Leyen Focusing on preparedness and resilience isn’t just about cutting future costs—it’s about saving lives and creating a more stable, secure world. 🌍💪 40+ orgs support a joint case for a looking-forward budget:https://lnkd.in/gKtrSz-x Emily Wigens Kasia Lemańska Valentina Barbagallo Catherine Giboin Coordination SUD

I've been reflecting on my interview with Dr Jacoba Matapo and I'm concerned about the impact of government funding cuts on Pacific institutions. With frequent government changes, it's crucial to find sustainable solutions for Pacific organizations that rely heavily on government funding to support their vital work in strengthening and uplifting Pacific communities. To mitigate these risks, I believe we should explore diversifying funding sources and fostering unity among Pacific organizations to share resources and expertise. This would enable them to continue delivering essential outcomes even in uncertain financial times. It's disheartening to see projects discontinued due to funding shortages… what steps do you think we could take to develop better strategies for better risk management and ensure the long-term viability of our Pacific institutions? Full link to episode below: https://lnkd.in/gArGMhfH

🚨 NEW PUBLICATION | The Crisis and Force Majeure Regulation: Towards future-proof crisis management and responses? “Instead of addressing the root causes of a crisis, derogations [from the acquis] may only treat the symptoms, if not coupled with further concerted actions, such as diplomatic and policy initiatives which go beyond the means foreseen by the Crisis and Force Majeure Regulation.” Read EPC’s Alberto-Horst Neidhardt Policy Study on the Crisis and Force Majeure Regulation, developed in collaboration with FEPS and FES here 👇

Are we at a point where internal to EM, we need to reallocate existing funding to adequately address one area despite the needs of others? At the cabinet table the ministries are in a struggle against education, healthcare, military, social services, pensions, infrastructure and others for additional budgetary allocations. With the latest OECD numbers showing alarming levels of debt to GDP ratios, as well as the growing potential for global conflict, there is little hope that emergency management will see a notable additional investment. If all areas are short in investments and are struggling to meet the expectations of residents and practitioners, should we re-allocate resources to do one exceptionally well and others poorly, vice trying to do everything at a current levels? This is not a challenge to the practitioners within the field, they are producing at levels far exceeding expectations. What is happening is jurisdictions are jockeying their policy, re-writing and re-scoping responsibilities across the different levels of governance in an effort to portray a more resilient and robust system. As a field, emergency management should reflect on whether the way forward, without additional resources, should continue to mirror the status quo? #emergencymanagement #disastermanagement #emergencypreparedness #disasterpreparedness #disaster #resilience #community #mitigation #preparedness #response #recovery #priority #budget #resources #insurance #infrastructure #innovation https://lnkd.in/eshBpYHK

Check out the September Bulletin! Start with "Recovery With a Focus on the Future." This article was written by Luke Meyers, CEM, Branch Chief - Recovery and Resiliency, Office of the Governor, State of Hawaii, beginning on page 11. Read now: https://loom.ly/I9AkFjE

The Unwavering Defence of the Empire... It's truly astonishing how representatives of government machinery often respond with immediate defence rather than taking the time to listen and understand the concerns tabled. This knee-jerk reaction to protect the status quo can be frustrating and disheartening for those seeking genuine dialogue and change. Instead of acknowledging the validity of the issues raised, there's a tendency to indicate that they know better, dismissing the voices of the very people they are meant to serve and those Ngos 💸 they fund to support them. This approach not only undermines trust but also stifles the potential for meaningful progress. It's high time for a shift in perspective. Listening 👂, questioning 🤔, and understanding 💡 should precede any response or defence. Only then can we hope to build a more inclusive and responsive governance system that truly reflects and responds to the needs and aspirations of communities.

The RRAF places a large value on funding projects that focus on human capacity building. The answer to this question will help you understand what we mean when we say "human capacity building," and why we believe it is important.

In the face of limited resources and increasing demands across various sectors, it's crucial for emergency management to contemplate strategic resource allocation to maximize impact—the complexity of balancing priorities within a constrained budget. With the growing risk due to climate change, we need to ensure that we are optimising the resources, reducing losses and building resilience. #resilience #mitigation #response

In our new article, just published in Rivista Italiana di Politiche Pubbliche (RIPP), ANDREA LIPPI and I explore the Italian National Recovery and Resilience Plan (NRRP) as a socio-technical governance instrument. We argue that the NRRP is not just a neutral tool for decision-makers but an institution in itself, carrying its own meanings, logics of action, and, above all, authority. We demonstrate how the combination of social components (relationships between individuals, organizations, and new structures) and technical components (measurement and evaluation systems, procedures for performance monitoring) creates a unique legitimacy mix. We analyze four legitimation dynamics: 1) demonstrative (evidence-based); 2) functional (backed by prestigious authorities); 3) representative (aligned with stakeholders' values); and 4) allusive (symbolic/emotional). Our findings reveal that the NRRP blends demonstrative, functional, and allusive legitimacy, while representative legitimacy plays a marginal role. Overall, we argue that the NRRP has served as a catalyst, revitalizing policy agendas and legitimizing political authorities by enabling the formulation and implementation of measures that were otherwise constrained. However, in terms of policy content, the NRRP did not necessarily foster innovative programs. Its focus has been more on restoring credibility and status to political authorities and enabling the exercise of power, rather than promoting new ideas and solutions. https://lnkd.in/dJHAdVXq

GAD has proposed a new approach to provide a simple comparison of the financial attractiveness of pre-arranged financing instruments. The Centre for Disaster Protection commissioned research which examines different ways governments can arrange money in advance to help during crises.  https://lnkd.in/ew82q-6m