Alex K. Jorgensen Principal Urban Specialist India Resident Mission Asian Development Bank

1. Regional Conference: Hazards of Nature, Risks and Opportunities for Development Dec 19 – 20, New Delhi, India Alex K. Jorgensen Principal Urban Specialist India Resident Mission Asian Development Bank Tel +91 11 24194368 / +91 11 24107200 www.adb.org/INRM

2. Key Elements of ADB’s Disaster Risk Mitigation Strategy • The main principles are: • A systematic approach to disaster management • Mainstreaming disaster management • Strengthening partnerships • More efficient and effective use of resources • Improved organizational arrangements within ADB • The policy emphasizes anticipation and planning for disasters and emergencies and to establish permanent monitoring and trained people to maintain vigilance against disasters.

3. Key Elements (continued) • ADB has the following instruments for assistance: • Portfolio restructuring and loan savings without interfering with priority activities by using “excess” project funds • Emergency Assistance Loan- Small (2 years), short - term loans to mitigate immediate losses • Normal development loans including redesign of projects under preparation • Technical assistance covering capacity building, project preparation. Emergency assistance program/ project preparation, implementation and capacity building.

4. Lessons learnt and challenges for mainstreaming disaster risk mitigation • Recommendations from Pakistan • Establish a Steering Committee, with the federal Government as the main player, (meeting initially twice a week, then weekly, then bi-weekly) where key donors can interact with Government on pressing policy and implementation issues. • Don't establish ad-hoc agencies (TAFREN in Sri Lanka, BRR in Indonesia) but give the lead function/the chairmanship of the Steering Committee to a strong Ministry (and minister).

5. Recommendations from Pakistan (continued) • Keep all coordination groups at a manageable size, limit of ten persons on Government and development partner side. Each can then report to a broader constituency (for example, bilateral representative reports to a forum of bilateral donors). • Some cash grant or cash for work programs will need to be started soon (pay people to help clear rubble), to keep the local economy afloat. This again requires cash on a grant basis available quickly.

6. Recommendations from Pakistan (continued) • Owner-driven reconstruction of houses will always be faster than Government-provided. A grant program in installments is the best option, but it may be necessary to provide support for compliance with minimum standards/ construction techniques and for materials. NGOs, if strong, can help assist the families to rebuild using grant funds. • Initiate a joint needs and damage assessment, under the leadership of the Government, together with major development partners, e.g. ADB and WB.

7. Recommendations from Pakistan (continued) • Assigning lead development partners that are accountable for the implementation in specific, geographically defined areas is a good approach. Leaders should be able to take on board a limited number of development partners (max. 5) without diluting their responsibility for the delivery of the overall program in their area. • Complementing the area development approach, minimum technical standards would need to be agreed for each sector to guarantee quality and even treatment of affected areas. The development of such technical standards (e.g. for housing or roads & bridges) would be coordinated by the respective ministry/department, supported by a selected development partner.

8. Recommendations from Pakistan (continued) • 9.Outsource procurement, financial management, and internal auditing to a high caliber consultant team/firm (e.g. KPMG) that will need to be capable of dealing with the minimum administrative requirements of involved development partners and of Government while at the same time cutting through the red tape on all sides. • 10. From the outset, establish a strong, independent (third party) Monitoring & Evaluation function that reports on implementation, management, and good practice directly to the Steering Committee. Ideally, this task would be outsourced to a specialized agency with long experience in the field (like the British Council) and could be financed by grant funds.

9. Pakistan Earthquake Reconstruction • Lessons of previous disasters taken on board with reference to above recommendations: Nos. 1, 3, 4, 5, 6, 8 • Different from the identified lessons, an ad-hoc agency was established (ERRA) and the lead partner concept was not applied • Achievement • Out of a total of $465 million committed funds from ADB, $100 million quick disbursing aid, $ 8.25 million projectized aid, and $2.3 million for technical assistance have been disbursed (disbursement of projectized aid after less than 6 months of implementation is at about 4%)

10. Tsunami Emergency Assistance in India • Joint assessment with state and local governments and other major partners works • Separation of sectors based on respective strengths works • Implementation through existing line agencies does work but tends to take more time to “gear up”. Delays in implementation made up for by stronger ownership by line agencies and districts • Requires strong leadership and commitment, transfer of staff • Implementation assistance to ensure adequate funds

11. Tsunami Emergency Assistance in India (continued) • Consultations with beneficiaries • To synchronize as much as possible with local procedures • Extended mission by ADB to provide hands on assistance, incorporation of procedures and guidelines

12. Tsunami Assistance in Indonesia • Central agency was set up as the EA and line agencies as IAs • Some issues of control and in 2007 the central EA will be responsible for all aspects • Loss of official records and local references a key problem • Human capacity in remote areas an issue • Local government, consulting and construction sector overwhelmed • Housing needs to be owner driven

13. Gujarat Earthquake Rehabilitation • Central agency established (GSDMA), with 19 line agencies for implementation • Senior level project director with confidence and support of Chief Minister brought all line agencies into same direction • Area development plans for towns and related procedures and land acquisition took time • Materials supply centers to ensure availability and control prices • GSDMA mandated to be a permanent entity, with outreach in all districts, budget and staff as the keeper of the State’s updated policy

14. Gujarat Earthquake Rehabilitation • Massive capacity building/training of thousands of engineers, planners, architects • Update of building by laws, approval system, inspections, and as built drawings to be filed • Beneficiary grievance/redress system

15. Priorities for future risk mitigation investments • Permanent disaster management department/ committee/ agency at central, district and local levels and maintaining close liaison with other government departments • Budgetary provision for disaster and risk mitigation measures. Permanent staff, infrastructure, training updates, district “safe” centers, • Maintenance of assets, GIS mapping of all existing structures and buildings, legal surveys • Modification (if required) in existing by laws and planning regulations, eg. Retrofit of existing houses, buildings and structures • Compliance of structures with planning regulations and building by laws, inspection and reporting system to be put in place • vi. Ensuring regular drills and training at grass root level, • vii. Insurance of assets

16. For More Information Alex Jorgensen, India (ajorgensen@adb.org) Peter Fedon, Pakistan (pfedon@adb.org) 3. Pieter Smidt, Indonesia (psmidt@adb.org) 4. Neil Britton, Manila (nbritton@adb.org) Web site: www.adb.org