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Governance of Infrastructure for Resilience

The white paper on “Governance of Infrastructure for Resilience” emphasizes the urgent need for robust governance to ensure infrastructure systems are resilient to climate change and natural hazards.  

It identifies seven key themes: whole systems perspective, adaptive capacity, prioritization of infrastructure needs, financing, regulation and standards, capacity and resourcing, and data and technology. The paper highlights fragmented governance, outdated policies, and lack of coordination as major barriers.  

It advocates for cross-sector collaboration, adaptive governance, evidence-based planning, inclusive stakeholder engagement, and improved data systems. Integrating nature-based solutions and ensuring equitable, sustainable infrastructure are central to achieving long-term resilience and socio-economic benefits. 

Key points

  • Infrastructure resilience requires governance across lifecycle, sectors, and stakeholders collaboratively.
  • Fragmented policies hinder resilience; integrated, adaptive governance frameworks are essential.
  • Prioritizing infrastructure needs demands transparent, evidence-based, long-term planning processes.
  • Financing resilience needs early-stage support, not just construction funding alone.
  • Capacity gaps and brain drain weaken infrastructure resilience implementation efforts.
  • Reliable data and digital tools are vital for resilient decisions.
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Alpana Saha 2

Director, Partnerships, Governance, and Resource Mobilisation 

Alpana heads institutional partnerships, governance, and resource mobilization at CDRI, advancing cross-sector collaborations that drive resilient infrastructure programming across Member Countries and organizations. With over 25 years of experience spanning international development, global health, and the non-profit sector, she brings deep expertise in fundraising strategy, donor engagement, and delivering strategic change. 

At CDRI, Alpana has been pivotal in forging strategic alliances with governments, international organizations, and philanthropies. She also plays a key role in fortifying institutional systems and board governance mechanisms as the Coalition transitions into an international organization. 

Before joining CDRI, Alpana held senior leadership roles at The George Institute for Global Health, Plan India, WaterAid India, and SOS Children’s Villages, leading institutional fundraising and cultivating strategic partnerships for social impact. 

She holds a Master’s in Finance & Control from Aligarh Muslim University and completed Executive Education at Harvard Business School (CSR India). Her work is driven by a commitment to building enduring, values-based partnerships that accelerate sustainable development outcomes. 

Alpana Saha 

Director, Partnerships, Governance, and Resource Mobilisation 

Alpana heads institutional partnerships, governance, and resource mobilization at CDRI, advancing cross-sector collaborations that drive resilient infrastructure programming across Member Countries and organizations. With over 25 years of experience spanning international development, global health, and the non-profit sector, she brings deep expertise in fundraising strategy, donor engagement, and delivering strategic change. 

At CDRI, Alpana has been pivotal in forging strategic alliances with governments, international organizations, and philanthropies. She also plays a key role in fortifying institutional systems and board governance mechanisms as the Coalition transitions into an international organization. 

Before joining CDRI, Alpana held senior leadership roles at The George Institute for Global Health, Plan India, WaterAid India, and SOS Children’s Villages, leading institutional fundraising and cultivating strategic partnerships for social impact. 

She holds a Master’s in Finance & Control from Aligarh Muslim University and completed Executive Education at Harvard Business School (CSR India). Her work is driven by a commitment to building enduring, values-based partnerships that accelerate sustainable development outcomes.