CITY RESILIENCE ACTION PLANNING (CityRAP) Tool

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1 CITY RESILIENCE ACTION PLANNING (CityRAP) Tool

2 CityRAP: A flagship DiMSUR initiative
DiMSUR mandate: Provide technical assistance and knowledge on Disaster Risk Reduction, Climate Change Adaptation and Urban Resilience in response to the needs of Member States. DIMSUR Launch Event, Maputo, June 2013 Initially concerning Mozambique, Madagascar, Comoros and Malawi Non-Profit Autonomous/non political Regional/international status Headquartered in Maputo with representation in each Member State Open membership to other sub-Saharan African countries Here are some key elements from the DiMSUR Charter … The Technical Centre operates as a non-profit, autonomous, regional organisationwith international in status and non-political in management, staffing and operations. The Headquarters is established in Maputo, with sub-units in each Member State and the membership is open for other southern African countries. DiMSUR is determined to provide; Disaster Risk Reduction, Climate Change Adaptation and Urban Resilience technical assistance, in response to the needs of its member States

3 1. Lack of technical capacity and experiences
KEY CHALLENGES FOR BUILDING RESILIENCE in small and medium cities, or at the neighbourhood level of bigger cities 1. Lack of technical capacity and experiences 2. Lack of data and information 3. Lack of financial resources Existing tools are often too complex, data hungry and not adapted to the reality of these cities

4 THE CITY RESILIENCE ACTION PLANNING TOOL
Four principles: 1 2 Targets small to intermediate cities or municipal districts within bigger cities The municipality is the leader of the process from day one 3 4 Resilience Framework for Action: to guide plans and policies to address resilience Leverages local knowledge through clear concepts and a participatory approach Leads to a Resilience Framework for Action

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6 The 5 Resilience Pillars of the CityRAP Tool

7 CITYRAP Tool Process 200-300 8-9 WEEKS people directly participate
PARTICIPATORY DATA COLLECTION AND ORGANISATION Risk Mapping, Community Consultations Self assessment DATA ANALYSIS AND PRIORITISATION Focus Group Discussions Prioritisation Workshop Local government Public institutions Community representatives CSOs and NGOs Media Private sector Academia 8-9 WEEKS PARTICIPATORY ELABORATION OF THE RESILIENCE FRAMEWORK FOR ACTION Technical Workshops

8 Four Phases PHASE1 Crash Course PHASE 2
WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 PHASE1 Crash Course PHASE 2 Data Collection and Organisation PHASE 3 Data Analysis & Prioritisation PHASE 4 Preparation, Review and Validation of the Resilience Framework of Action (RFA) 4-day workshop for building the understandingof key concepts of risk and resilience and the tool methodology Municipal Self Assess-ment Participa-tory Planning at neigh-bourhood level Data compi- lation and Organi-sation Focus group discussions and Prioritisation of issues needing specific attention to build resilience Drafting and Reviewing the RFA by the municipality involving various stakeholders Finalising and Validating the RFA with city officials and different stake-holders Delivered on-site by team of experts Municipal focal points lead the process Team of experts provide on site support Team of experts provide on site support

9 PREPARATORY PHASE – Phase 0
Preliminary questionnaire to the city Designation of Municipal Focal Points by the Mayor Stakeholders mapping

10 CRASH COURSE: Promoting the understanding Phase 1

11 Use of a language easy to understand, although scientifically rigourous

12 Phase 1 GROUP EXERCISES Games and collective discussions on issues and ideas related to urban resilience and disaster risk

13 RISK MAPPING AT CITY LEVEL Phase 1
Identify the main risks that affect the city Choose neighborhoods for community risk mapping Phase 1 Identify the main risks that affect the city

14 TRAINING THE MUNICIPAL FOCAL POINTS
Provide Municipal Focal Points with knowledge and skills to lead the resilience planning process Phase 1

15 DATA COLLECTION AND ORGANISATION: INSTITUTIONAL SELF ASSESSMENT
Assess the state of the city’s resilience through the knowledge, opinions and perceptions of municipal staff Raise awareness on urban resilience Phase 2

16 MUNICIPAL SELF- ASSESSMENT
Phase 2 5 sections (one per resilience pillar) Governance, Urban Planning and Environment, Resilient Infrastructure and Basic Services, Urban Economy and Society, Urban Risk Management

17 Phase 2 A MATRIX OF RESULTS EASY TO ANALYSE

18 Phase 2 MAPPING USING SATELLITE IMAGES: THE KEY LINK TO ENSURE PARTICIPATION OF THE COMMUNITIES

19 Phase 2 PRIORITY ISSUES AT COMMUNITY LEVEL

20 Phase 3 FOCUS GROUP DISCUSSIONS FOR EACH RESILIENCE PILLAR
Thematic focus groups (representatives from municipality, community, NGOs, CSOs and other relevant stakeholders) for each pillar of resilience analyse the data collected during Phase 2 and discuss the main shortcomings and priorities. Phase 3

21 Phase 3 PRIORITISATION WORKSHOP
Key local stakeholders convene to discuss and decide upon priorities to build urban resilience based on the results of municipal self-assessment, community consultations and focus group discussions.

22 The funnelling process City Resilience Framework for Action (RFA)
to prioritise and plan Urban Gover-nance Urban Planning and Environ-ment Resilient Infra-structure and Basic Services Urban Economy and Society Urban Disaster Risk Manage-ment Phase 3 PRIORITISATION Climate Change Adaptation & Mitigation Sustainable Urban Growth Inclusive and safer cities Phase 4 City Resilience Framework for Action (RFA)

23 Filtering through the Resilience Diagramme

24 From the IDENTIFIED PROBLEMS to the PLANNED ACTIONS
Phase 4

25 Politiques et législation Organisation institutionnelle
EVALUATION DE BASE Politiques et législation Plans Organisation institutionnelle Finance Interventions Gestion des déchets solides 1 2 Eau, assainissement et drainage Economie/ création d’emploi 3 Aménagement urbain/ espaces publics Energie

26 ACTIONS PRIORITAIRES (5)
Politiques et législation Plans Organisation institutionnelle Finance Interventions Gestion des déchets solides 1 2 Eau, assainissement et drainage Economie/ création d’emploi 3 Aménagement urbain/ espaces publics Energie Action prioritaire 1: Mis en oeuvre d’une stratégie au niveau du Grand Moroni (inter-communale) pour gérer le problème des déchets et incluant un système de financement efficace

27 Politiques et législation
Plans Organisation institutionnelle Finance Interventions Gestion des déchets solides 1 2 Eau, assainissement et drainage Economie/ création d’emploi 3 Aménagement urbain/ espaces publics Energie Action prioritaire 2: Elaborer et mette en œuvre un Schéma d’Aménagement du Territoire (SAT) et Plans Locaux d’Urbanisme (PLU) en portant une attention particulière aux questions de l’accès à l’eau, à l’électricité , assainissement et système de drainage ainsi que des pôles économiques de développement

28 Politiques et législation
Plans Organisation institutionnelle Finance Interventions Gestion des déchets solides 1 2 Eau, assainissement et drainage Economie/ création d’emploi 3 Aménagement urbain/ espaces publics Energie Action prioritaire 3: Définir et mettre en œuvre un système de financement durable en matière d’aménagement urbain (eau, assainissement, drainage, route et énergie)

29 Politiques et législation
Plans Organisation institutionnelle Finance Interventions Gestion des déchets solides 1 2 Eau, assainissement et drainage Economie/ création d’emploi 3 Aménagement urbain/ espaces publics Energie Action prioritaire 4: Renforcer le cadre institutionnel pour la gestion de l’aire urbaine du « Grand Moroni »

30 Politiques et législation
Plans Organisation institutionnelle Finance Interventions Gestion des déchets solides 1 2 Eau, assainissement et drainage Economie/ création d’emploi 3 Aménagement urbain/ espaces publics Energie Action prioritaire 5: Promouvoir l’écotourisme et l’économie tertiaire en se focalisant sur l’intégration des jeunes actifs

31 From PLANNED ACTIONS to the preparation for the actual IMPLEMENTATION
Phase 4 The identified priority actions are discussed in specialised focus groups and are broken down into activities with assigned responsibilities Activities are categorised temporally into short- term (0-2 years), medium-term (3-5 years) and long-term (6-10 years) A required budget is estimated for each activity ONE responsible office/entity is assigned to EACH activity (NB: if an activity involves more offices/entities, then a LEAD ENTITY will be assigned for coordination purposes)

32 MAPPING COMPONENT Phase 4

33 Set up a MONITORING and EVALUATION Framework Phase 4
A spider web per RFA Component is prepared, starting with the baseline assessment in terms of scoring for each priority issue The evolution/performance of each RFA Component is monitored every two years and short evaluation report is produced The RFA is updated based on the recommendations derived from the 2-years evaluation report

34 Comment évaluer les progrès des problèmes prioritaires ?
Plans Gestion des déchets solides 1 2 3 Politiques et législation Organisation institutionnelle Interventions Finance

35 Comment évaluer les progrès des composantes?
Gestion des déchets solides Politiques et législation 1 2 3 Eau, assainissement et drainage Economie/ création d’emploi Energie Aménagement urbain/ espaces publics

36 RFA can be powerful tool mobilising and channeling resources
CITY RAP RESPONDING TO CHALLENGES in small and medium cities, or at the neighbourhood level of bigger cities 1. Lack of technical capacity and experience 2. Lack of data and information 3. Lack of financial resources Reinforces capacity, transfer skills and tools to municipal technicians through trainings, on-the-job exercises and group activities Leverage local knowledge and information to kickstart processes; identify key gaps for future action through the RFA RFA can be powerful tool mobilising and channeling resources