Developing and implementing a city-wide disaster risk reduction agenda

1. Developing and implementing a city-wide disaster risk reduction agenda Session 3World Bank InstituteFouad Bendimerad, Ph.D., P.E

2. Objectives • To set up a systematic mechanism for managing and reducing disaster risk at local level; • To put in place a systemic process for understandingrisk parameters and options for reducing their impact; • To mainstream disaster risk reduction within institutions; • To engage stakeholders and communities in the disaster risk reduction process; • To encourage and enable communities to achieve acceptable levels of risk.

3. The four cornertones of mitigation The implementation of Disaster Risk Reduction (“DRR”) requires actions along four parallel tracks: Coherent Public Policy Actions Institutional Commitment Disaster Risk Reduction A Culture of Prevention Implementation of Mitigation Disaster risk reduction is a long-term endeavor that is anchored on the knowledge of risk and vulnerabilities.

4. DRR – local government intervention Disaster Risk Reduction Coherent Public Policy Actions: Based on rational risk parameters and broad consultation with stakeholders; consistent with central government policies Institutional Commitment: Commitment from governmental and non- governmental institutions to support policy implementation; cross-functional integration and understanding of distribution of responsibilities & resources. Commitment to Mitigation: Implementation of a process for competent construction and safe urban planning. Developing a Culture of Prevention: Involving the stakeholders; communicating and raising awareness; improving governance and enhancing capacity.

5. The disaster risk management master plan model • The Disaster Risk Management Master Plan (“DRMMP”) isprovided as a concept for integrated disaster risk management. • It is particularly suitable for complex urban regions (i.e., megacities, metropolitan agglomerations, and other large cities). • Like any master plan, the DRMMP enables a comprehensive and integrated approach to dealing with disasters; it also requires institutional engagement and approval for its implementation. • DRMMP deals both with the decisions on action and the establishment of processes and mechanisms for implementation.

6. “DRMMP” Model The DRMMP concept is used by the Istanbul Metropolitan Municipality for the management of its earthquake risk(see case study No. 1). Disaster Risk Assessment Risk Parameters Disaster Risk Management Master Plan “DRMMP” Mitigation and Prevention Action Plan Institutional Building Action Plan Preparedness and Awareness Action Plan Response and Recovery Action Plan Pilot Studies

7. Risk Assessment should be very detailed and should encompass all risk components: Buildings, including essential facilities and those of key services Health care facilities and educational facilities; Transportation systems and other infrastructure (e.g., dams); Utilities (power, gas, water, waste water, and communication); Social losses (casualties, displaced people); Economic losses (direct and indirect); Determination of high risk areas; Determination of evacuation roads and potential for fires, explosions and hazardous material release; Disaster risk assessment (DRA)

8. Disaster response planning • Action Plan Items • Real-time Damage Estimation • Disaster Resource Allocation • Resources Deployment • Emergency Communication • Disaster Monitoring • Communication Protocols • Health Care Delivery • Urban Search & Rescue

9. Disaster recovery planning • Action Plan Items • Housing & Reconstruction • Infrastructure Repair • Funding & Capital Allocation • Organizational Recovery • Health Care Delivery • Victim Needs

10. Disaster preparedness • Action Plan Items • Scenario Analysis • Mobilization/Contingency Plans • Early Warning Systems • Training • Community Preparedness • Organizational Analysis • Disaster Legislation • Risk Prioritization • Locations for Shelters • Identify Hazardous Sites • Identify Critical Networks

11. Disaster mitigation • Mitigation • Building Code Regulations • Building Code Enforcement • Land-Use Planning • Urban Renovation • Mitigation Incentives • Risk Transfer and Insurance • Capacity Enhancement

12. Information and communication technology (ICT) is changing the way cities are managed and the way organizations communicate and share information. The ability to collect, query and display information makes ICT a powerful tool for disaster risk management of urban agglomerations. ICT allows risk parameters in maps and reports to be shared across organizations, and used for policy setting It communicates risk to stakeholders in such a way that they can relate to it and understand it. ICT enables integration of different parameters (land-use planning, urban infrastructure, population data, and essential facilities) in a single spatial analysis of risk. Use of information technology

13. The relationship between ICT and Disastermanagement resides in three areas: Disaster risk assessment – ICT is used in the development of the data and the display of the outcome from the risk analysis; Disaster risk communication – ICT is used to discuss risk parameters with the different stakeholders and to understand trade-offs anddisaster risk reduction options; Capacity building – ICT is a powerful tool for training and institutional strengthening. Local governments should integrate ICT with disaster risk management. Use of information technology

14. Provides a comprehensive and rational process for systemic integration of risk management inlocal government structures; Consistent with other city planning processes (in particular urban planning); Provides metric to measure progress and perform corrections; Excellent tool for improving knowledge and for communication between stakeholders; Mechanism for coordinating government actions and policies; Mainstreams disaster risk management within institutions. Key benefits of a master plan

15. Mitigation is a uniquely difficult process that has few immediate visible benefits. It requires: integration of knowledge from multiple disciplines; cross-organizational and cross-sectorial integration; significant resources; difficult choices; interventions at many levels of government and civil society. However, mitigation is good policy. It preserves assets and improves human capital. Challenges for implementation

16. Building a framework for implementation It requires: • Building internal capability to understand risk and communicate it to stakeholders, developing parametersfor public policy • Developing coalitions involving academia, business, media • Consulting with stakeholders and allowing for input from community • Starting small – pilot studies are a good way to check process and improve • Providing mechanisms for sustainability.

17. Long term planning and coordination. Resources and enhanced capacity. Community resources through partnership Academia (most valuable resource); Business and professional organizations; Media; Community organizations; Turning “Demand” into “Supply” or “Liability “ into “Assets” through communication and outreach Resilience and sustainability No program will succeed without mechanisms forsustainability. It requires:

18. The development of a safer environment implies accepting the common responsibility to build the moral imperative, to mobilize the political will, and to involve communities in their development and resource allocation processes. Without such commitment, disasters will keep colliding with human development in ways that cause pain, suffering and tremendous losses. “More effective prevention strategies would save not only tens of billions of dollars, but save tens of thousands of lives. Funds currently spent on intervention and relief could be devoted to enhancing equitable and sustainable development instead, which would further reduce the risk for war and disasters. Building culture of prevention is not easy. While the costs of prevention have to be paid in the present, its benefits lie in a distant future. Moreover, the benefits are not tangible; they are the disasters that did not happen.” Koffi Annan, General Secretary of the United Nations Making the commitment