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

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 understanding risk 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
Implementation of
Mitigation
A Culture of
Prevention
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”) is provided 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”
Response and Recovery Action Plan
Preparedness and Awareness Action Plan
Mitigation and Prevention Action Plan
Institutional Building 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 Disaster management 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 and disaster 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 in local 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 parameters for 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 for sustainability. 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