Regional Conference: Regional Conference: Hazards of Nature, Risks Hazards of Nature, Risks

and Opportunities for and Opportunities for Development Dec 19 – 20, Development Dec 19 – 20,

New Delhi, IndiaNew Delhi, India

Alex K. JorgensenAlex K. Jorgensen

Principal Urban SpecialistPrincipal Urban Specialist

India Resident MissionIndia Resident Mission

Asian Development BankAsian Development Bank

Tel +91 11 24194368 / +91 11 24107200

www.adb.org/INRM

Key Elements of ADB’s Key Elements of ADB’s Disaster Risk Mitigation Disaster Risk Mitigation StrategyStrategy

The main principles are:The main principles are:

i.i. A systematic approach to disaster A systematic approach to disaster managementmanagement

ii.ii. Mainstreaming disaster managementMainstreaming disaster management

iii.iii. Strengthening partnershipsStrengthening partnerships

iv.iv. More efficient and effective use of More efficient and effective use of resourcesresources

v.v. Improved organizational arrangements Improved organizational arrangements within ADBwithin ADB

The policy emphasizes anticipation and planning for The policy emphasizes anticipation and planning for disasters and emergencies and to establishdisasters and emergencies and to establish permanent permanent monitoring and trained people to maintain vigilance monitoring and trained people to maintain vigilance against disasters.against disasters.

Key Elements (continued)Key Elements (continued)

ADB has the following instruments for assistance:ADB has the following instruments for assistance:

i.i. Portfolio restructuring and loan savingsPortfolio restructuring and loan savings without without interfering with priority activities by using interfering with priority activities by using “excess” project funds“excess” project funds

ii.ii. Emergency Assistance Loan-Emergency Assistance Loan- Small (2 years), Small (2 years), short - term loans to mitigate immediate lossesshort - term loans to mitigate immediate losses

iii.iii.Normal development loansNormal development loans including redesign of including redesign of projects under preparation projects under preparation

iv.iv.Technical assistanceTechnical assistance covering capacity building, covering capacity building, project preparation. Emergency assistance project preparation. Emergency assistance program/ project preparation, implementation and program/ project preparation, implementation and capacity building.capacity building.

Lessons learnt and challenges Lessons learnt and challenges for mainstreaming disaster for mainstreaming disaster

risk mitigationrisk mitigation

Recommendations from PakistanRecommendations from Pakistan1.1.Establish a Establish a Steering CommitteeSteering Committee, with the , with the federal Government as the main player, federal Government as the main player, (meeting initially twice a week, then weekly, (meeting initially twice a week, then weekly, then bi-weekly) where key donors can interact then bi-weekly) where key donors can interact with Government on pressing policy and with Government on pressing policy and implementation issues.implementation issues.

2.2.Don't establish ad-hoc agencies (TAFREN in Sri Don't establish ad-hoc agencies (TAFREN in Sri Lanka, BRR in Indonesia) but give the lead Lanka, BRR in Indonesia) but give the lead function/the chairmanship of the Steering function/the chairmanship of the Steering Committee to a strong Ministry (and minister).Committee to a strong Ministry (and minister).

Recommendations from Recommendations from Pakistan (continued)Pakistan (continued)

3.3. Keep all coordination groups at a manageable Keep all coordination groups at a manageable size, limit of ten persons on Government and size, limit of ten persons on Government and development partner side. Each can then development partner side. Each can then report to a broader constituency (for example, report to a broader constituency (for example, bilateral representative reports to a forum of bilateral representative reports to a forum of bilateral donors).bilateral donors).

4.4. Some cash grant or cash for work programs will Some cash grant or cash for work programs will need to be started soon (pay people to help need to be started soon (pay people to help clear rubble), to keep the local economy afloat. clear rubble), to keep the local economy afloat. This again requires cash on a grant basis This again requires cash on a grant basis available quickly. available quickly.

Recommendations from Recommendations from Pakistan (continued)Pakistan (continued)

5. 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.

6. Initiate a joint needs and damage assessment, under the leadership of the Government, together with major development partners, e.g. ADB and WB.

Recommendations from Recommendations from Pakistan (continued)Pakistan (continued)

7. 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.

8. 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.

Recommendations from Recommendations from Pakistan (continued)Pakistan (continued)

9.9. Outsource procurement, financial management, Outsource procurement, financial management, and internal auditingand internal auditing to a high caliber consultant to a high caliber consultant team/firm (e.g. KPMG) that will need to be capable of team/firm (e.g. KPMG) that will need to be capable of dealing with the minimum administrative dealing with the minimum administrative requirements of involved development partners and requirements of involved development partners and of Government while at the same time cutting through of Government while at the same time cutting through the red tape on all sides.the red tape on all sides.

10.10. From the outset, eFrom the outset, establish a stablish a strong, independent strong, independent (third party) Monitoring & Evaluation function(third party) Monitoring & Evaluation function that reports on implementation, management, and that reports on implementation, management, and good practice directly to the Steering Committee. good practice directly to the Steering Committee. Ideally, this task would be outsourced to a specialized Ideally, this task would be outsourced to a specialized agency with long experience in the field (like the agency with long experience in the field (like the British Council) and could be financed by grant funds.British Council) and could be financed by grant funds.

Pakistan Earthquake Pakistan Earthquake ReconstructionReconstruction

1.1. Lessons of previous disasters taken on board Lessons of previous disasters taken on board with reference to above recommendations: with reference to above recommendations: Nos. 1, 3, 4, 5, 6, 8Nos. 1, 3, 4, 5, 6, 8

2.2. Different from the identified lessons, an ad-Different from the identified lessons, an ad-hoc agency was established (ERRA) and the hoc agency was established (ERRA) and the lead partner concept was not appliedlead partner concept was not applied

AchievementAchievement

Out of a total of $465 million committed funds from Out of a total of $465 million committed funds from ADB, $100 million quick disbursing aid, $ 8.25 ADB, $100 million quick disbursing aid, $ 8.25 million projectized aid, and $2.3 million for million projectized aid, and $2.3 million for technical assistance have been disbursed technical assistance have been disbursed (disbursement of projectized aid after less than 6 (disbursement of projectized aid after less than 6 months of implementation is at about 4%) months of implementation is at about 4%)

Tsunami Emergency Tsunami Emergency Assistance in IndiaAssistance in India

• Joint assessment with state and local governments Joint assessment with state and local governments and other major partners worksand other major partners works

• Separation of sectors based on respective strengths Separation of sectors based on respective strengths worksworks

• Implementation through existing line agencies does Implementation through existing line agencies does work but tends to take more time to “gear up”. work but tends to take more time to “gear up”. Delays in implementation made up for by stronger Delays in implementation made up for by stronger ownership by line agencies and districtsownership by line agencies and districts

• Requires strong leadership and commitment, Requires strong leadership and commitment, transfer of staff transfer of staff

• Implementation assistance to ensure adequate Implementation assistance to ensure adequate fundsfunds

• Consultations with beneficiariesConsultations with beneficiaries

• To synchronize as much as possible with local To synchronize as much as possible with local procedures procedures

• Extended mission by ADB to provide hands on Extended mission by ADB to provide hands on assistance, incorporation of procedures and assistance, incorporation of procedures and guidelinesguidelines

Tsunami Emergency Tsunami Emergency Assistance in India Assistance in India

(continued)(continued)

Tsunami Assistance in Tsunami Assistance in IndonesiaIndonesia

• Central agency was set up as the EA and line Central agency was set up as the EA and line agencies as IAs agencies as IAs

• Some issues of control and in 2007 the central Some issues of control and in 2007 the central EA will be responsible for all aspectsEA will be responsible for all aspects

• Loss of official records and local references a Loss of official records and local references a key problemkey problem

• Human capacity in remote areas an issueHuman capacity in remote areas an issue• Local government, consulting and construction Local government, consulting and construction

sector overwhelmedsector overwhelmed• Housing needs to be owner driven Housing needs to be owner driven

Gujarat Earthquake Gujarat Earthquake RehabilitationRehabilitation

• Central agency established (GSDMA), with 19 Central agency established (GSDMA), with 19 line agencies for implementationline agencies for implementation

• Senior level project director with confidence Senior level project director with confidence and support of Chief Minister brought all line and support of Chief Minister brought all line agencies into same direction agencies into same direction

• Area development plans for towns and related Area development plans for towns and related procedures and land acquisition took timeprocedures and land acquisition took time

• Materials supply centers to ensure availability Materials supply centers to ensure availability and control pricesand control prices

• GSDMA mandated to be a permanent entity, GSDMA mandated to be a permanent entity, with outreach in all districts, budget and staff with outreach in all districts, budget and staff as the keeper of the State’s updated policyas the keeper of the State’s updated policy

Gujarat Earthquake Gujarat Earthquake RehabilitationRehabilitation

• Massive capacity building/training of thousands Massive capacity building/training of thousands of engineers, planners, architectsof engineers, planners, architects

• Update of building by laws, approval system, Update of building by laws, approval system, inspections, and as built drawings to be filedinspections, and as built drawings to be filed

• Beneficiary grievance/redress system Beneficiary grievance/redress system

Priorities for future risk Priorities for future risk mitigation investmentsmitigation investments

i.i. Permanent disaster management department/ Permanent disaster management department/ committee/ agency at central, district and local levels and committee/ agency at central, district and local levels and maintaining close liaison with other government maintaining close liaison with other government departmentsdepartments

ii.ii. Budgetary provision for disaster and risk mitigation Budgetary provision for disaster and risk mitigation measures. Permanent staff, infrastructure, training measures. Permanent staff, infrastructure, training updates, district “safe” centers, updates, district “safe” centers,

iii.iii. Maintenance of assets, GIS mapping of all existing Maintenance of assets, GIS mapping of all existing structures and buildings, legal surveysstructures and buildings, legal surveys

iv.iv. Modification (if required) in existing by laws and planning Modification (if required) in existing by laws and planning regulations, eg. Retrofit of existing houses, buildings and regulations, eg. Retrofit of existing houses, buildings and structures structures

v.v. Compliance of structures with planning regulations and Compliance of structures with planning regulations and building by laws, inspection and reporting system to be building by laws, inspection and reporting system to be put in placeput in place

vi.vi. Ensuring regular drills and training at grass root level,Ensuring regular drills and training at grass root level,

vii.vii. Insurance of assetsInsurance of assets

For More InformationFor More Information

1.1. Alex Jorgensen, India (Alex Jorgensen, India (ajorgensen@adb.orgajorgensen@adb.org))

2.2. Peter Fedon, PakistanPeter Fedon, Pakistan

((pfedon@adb.orgpfedon@adb.org))

3. Pieter Smidt, Indonesia3. Pieter Smidt, Indonesia

((psmidt@adb.orgpsmidt@adb.org))

4. Neil Britton, Manila4. Neil Britton, Manila

((nbritton@adb.orgnbritton@adb.org))

Web site: www.adb.orgWeb site: www.adb.org