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EMI's Urban Mitigation Program

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Developing and implementing a city-wide disaster risk reduction agenda Session 3 World Bank Institute Fouad Bendimerad, Ph.D., P.E * – PowerPoint PPT presentation

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Title: EMI's Urban Mitigation Program


1
Developing and implementing a city-wide disaster
risk reduction agenda
Session 3World Bank Institute Fouad
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
Preparedness and Awareness Action Plan
Mitigation and Prevention Action Plan
Institutional Building Action Plan
Response and Recovery Action Plan
Pilot Studies
7
Disaster risk assessment (DRA)
  • 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

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
Use of information technology
  • 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.

13
Use of information technology
  • 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.

14
Key benefits of a master plan
  • 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.

15
Challenges for implementation
  • 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.

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
Resilience and sustainability
No program will succeed without mechanisms
forsustainability. It requires
  • 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

18
Making the commitment
  • 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
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