TECHNICAL DEEP DIVEON INTEGRATED URBANRISK MANAGEMENTS U MMARY R EPOR TTECHNICAL DEEP DIVE (TDD)ON INTEGRATED URBAN FLOODRISK MANAGEMENTAPRIL 18-21, 2016
Co-organized by the World Bank Disaster Risk Management Hub, Tokyo, and the World Bank Tokyo
Development Learning Center in partnership with the government of Japan (Ministry of Finance andMinistry of Land, Infrastructure, Transport and Tourism), the Urban Floods Community of Practice, andGlobal Facility for Disaster Reduction and Recovery

This report was prepared by World Bank staff. The findings, interpretations, and conclusions expressed here do
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CONTENTS

ACKNOWLEDGEMENTS ............................................................................ 1
ACRONYMS AND ABBREVIATIONS ............................................................2
EXECUTIVE SUMMARY ............................................................................4OPENING & WELCOME REMARKS .............................................................6
TECHNICAL DEEP DIVE: INTRODUCTION AND OBJECTIVES .......................... 7
SESSION SUMMARIES ............................................................................9
An Evolving Approach: The Case of Japan ........................................... 10
Understanding the Current Approach and Planning Efforts ...................12
Integrating Non-Structural Measures ..................................................14
Investing in Key Structural Measures .................................................. 17
SITE VISITS ........................................................................................ 19
Arakawa Office and Museum ............................................................. 20
Shinden Area Super Levee..................................................................21
Miyagase Dam ...................................................................................22
Tsurumi River Catchment Center .........................................................23
Koto Flood Control Office & .............................................................. 24
Kiyosumi Pump Station ..................................................................... 24
OUTCOMES AND CONCLUSIONS ............................................................. 25
Results of Action Planning ................................................................ 26
Outcome Statements / Conclusion ..................................................... 30
Follow-Up: Public Seminar ................................................................31
Ensuring Follow-On Support and Next Steps ........................................32
ANNEXES ............................................................................................ 33
Annex 1. Agenda ............................................................................... 34
Annex 2. Speaker and Collaborator Biographies ................................. 39
Annex 3. List of Participants ............................................................. 47

ACKNOWLEDGEMENTS

This summary report was produced by James (Jay) Newman (Disaster Risk Management Specialist, Global Facility
for Disaster Reduction and Recovery (GFDRR)) and Vibhu Jain (Consultant, GFDRR). The report was edited byAnne Himmelfarb and designed by Robert Eisermann.
The report greatly benefited from the information and support provided by the Ministry of Finance (MoF),
Government of Japan, Ministry of Land, Infrastructure, Transport and Tourism (MLIT), International Centre for
Water Hazard and Risk Management (ICHARM) Japan, and Catchment & Waterways Department, Public Utility
Board (PUB), Singapore.
The team would like to acknowledge the valuable contributions and comments provided by Mr. Tomoyuki Okada,
Director, International Coordination of River Engineering and River Planning Division, MLIT and Mr. Yoichi Iwami,
Chief Researcher, ICHARM.
Our special thanks to Mr. Satoru Mimura and Mr. Mikio Ishiwatari of JICA for their support, valuable discussions,and feedbacks on this subject matter.
The team acknowledges the valuable contributions from internal peer reviewers, including Philip Karp, Jolanta
Kryspin-Watson, Toshihiro Sonoda, and Zuzana Stanton-Geddes. For other contributions and advice, the teamthanks World Bank team members, including Dan Levine, Yuko Okazawa, Haruka Imoto, and Mariko Tanaka.
Lastly, we thank the participating officials and Project Task Teams for their presentations, active involvement,
and knowledge sharing.

Acknowledgements — 1

ACRONYMS AND ABBREVIATIONSCoP ........................... Community of Practice
DRM .......................... disaster risk management
GFDRR ....................... Global Facility for Disaster Reduction and Recovery
ICHARM ..................... International Centre for Water Hazard and Risk Management
IFAS .......................... Integrated Flood Analysis SystemIUFRM ....................... Integrated Urban Flood Risk Management
JICA ........................... Japan International Cooperation Agency
LAC ........................... Latin America and the Caribbean
MLIT .......................... Ministry of Land, Infrastructure, Transport and Tourism (Japan)
MOF .......................... Ministry of Finance (Japan)
O&M .......................... operations and maintenance
ODA ........................... official development assistance
PPP ........................... public-private partnership
PUB ........................... Public Utility Board (Singapore)
PWRI ......................... Public Works Research Institute
TDD ........................... Technical Deep DiveTDLC .......................... World Bank Tokyo Development Learning Center
UFCOP ....................... Urban Floods Community of Practice
UNESCO ..................... United Nations Educational, Scientific and Cultural Organization

2 — Acronyms and Abbreviations

3 — Acronyms and Abbreviations

3

EXECUTIVE SUMMARY

The first Technical Deep Dive (TDD) on Integrated
Urban Flood Risk Management (IUFRM) was heldon April 18–21, 2016. It was co-organized by theWorld Bank Disaster Risk Management Hub, Tokyo,
and the World Bank Tokyo Development Learning
Center in partnership with the government of Japan(Ministry of Finance [MOF] and Ministry of Land,
Infrastructure, Transport and Tourism [MLIT]), theUrban Floods Community of Practice, and the Global
Facility for Disaster Reduction and Recovery.

The participating clients were a diverse mix: 42
percent were from infrastructure or public works
departments, 37 percent from water resource
management or hydrology departments, and 21
percent from disaster risk management agencies. A
little over half of participants (56 percent) worked
for national agencies, and the remainder worked for
subnational governments. The eight participating
countries represented approximately 3.5 million
people exposed to floods every year.

The TDD on IUFRM offered firsthand knowledgeexchange opportunities for clients and WorldBank staff from Argentina, Ghana, Indonesia, theLao People’s Democratic Republic, Madagascar,
Nigeria, the Solomon Islands, and Vietnam. It
included expert presentations from MLIT, the Japan
International Cooperation Agency (JICA), and theInternational Centre for Water Hazard and Risk
Management (ICHARM), as well as from Singapore’s
Public Utility Board. It was also an opportunityfor MOF to highlight identification and mitigationof flood risks as important means of safeguarding
communities.

A short survey of participants, conducted prior
to the TDD, identified some of the key challenges
participants’ countries face in flood management:
lack of or ineffective institutional frameworks, land
use or land management issues, financial issues,and lack of capacity for holistic approaches to floodrisk reduction. . The participants expressed interestin gaining practical knowledge, in benefiting fromJapan’s experience and expertise in managing urban
flood risks, and in sharing experiences with peer
countries.
More specifically, participants were interested inlearning about nonstructural measures, investments,and operations and maintenance of structural
measures. The TDD facilitated knowledge sharing
on a range of relevant issues, including institutionalframeworks and integrated planning processes,
resilient structural investments, best practices for
nonstructural measures, and capacity development
measures designed to meet current and futurechallenges. Participants expected that the TDD
would help them create plans for an integrated flood
management system in their countries.

4 — Executive Summary

In showcasing the experience of countries such as
Japan, the TDD strengthened participants’ knowledgeof the challenges they faced in their own cities andcountries. By the end of the four-day interactive
event, a number of key lessons had emerged:

Institutional and legal frameworks areimportant. Almost all participant countries recognized
the importance of clearly defined institutional andlegal structures, as well as clearly defined stakeholder
roles and responsibilities, in flood risk management.
The historical development of the legal framework forflood risk reduction in Japan—specifically the River
Law and Flood Disaster Management Law—provided
particularly useful insights.
Stakeholders should act in coordination.
In many countries, multiple agencies and departments
are responsible for flood risk reduction, mitigation,
recovery and resilience, and other aspects ofIUFRM. Interagency coordination with synchronized
information/data flow is essential in such cases.

Structural and nonstructural measures should
be integrated. Many countries rely primarily on
structural measures in their attempt to mitigate
flood risks, but nonstructural measures are equallyimportant. Combining the two will ensure robust floodrisk management and help in achieving long-term
results. For example, Japan’s flood risk reduction
efforts include nonstructural measures such as river
basin planning and river improvement planning, as
well as information networking, innovative research,and capacity building.
Land use planning is key. Rapid urbanization,
which stresses existing infrastructure throughoveruse and disproportionate allocation, was the
key concern for most of the client countries. It was
widely agreed that governments should take measures
to address this challenge in their spatial urban
planning, simultaneously incorporating resilience ininfrastructure development.
Technical solutions can mitigate flood risk.
Japan and other countries have developed innovative
solutions for IUFRM. Use of advanced technology,
and optimal use of resources more generally, can help
mitigate flood risks in future.

Executive Summary — 5

OPENING & WELCOME REMARKS

Mr. Noriyoki Mita

Ms. Jolanta Kryspin-Watson

Deputy Vice Minister, Ministry of Finance (MoF),
Government of Japan (at the time of the TDD)

Lead Disaster Risk Management Specialist,
World Bank

Last year, Japan signed both the Sendai Frameworkfor Disaster Risk Reduction 2015–2030, which targets
finance for development and sustainable development
goals, and the Paris Agreement to combat climatechange. These steps highlight the importance ofaddressing risks from natural disasters and climatechange in order to make societies more resilient to risks.
Disaster risk management (DRM) is a priority for Japanbecause it helps to safeguard communities. Thus MOF
seeks to integrate DRM in its fiscal policy and financial
policy for development, primarily through the following:• Post-disaster finance: These arrangements makeit possible to transfer risk and respond to disasters
quickly.
• Resilient infrastructure. Investment in high-quality
infrastructure promotes sustainable, inclusive, andresilient growth and development.

• A comprehensive disaster risk management system.

This type of system addresses both pre- and post-disaster
trends and covers issues such as risk identification, publicawareness, reduction and mitigation measures, regulations
and standards, and conservation as a preventive measure.
This TDD was organized by the World Bank Tokyo
Development Learning Center (TDLC) and the WorldBank DRM Hub, Tokyo, in collaboration with the Japan
International Cooperation Agency (JICA). It is designed
to facilitate fruitful discussions on urban flood risk
management; to further exchange of views, ideas, andexperiences; and to promote change.

6 — Opening & Welcome Remarks

Measured in terms of yearly losses and number ofaffected people, floods are the dominant hazard
confronted by countries and cities. They tend to affectthe poor disproportionately and are a significant
development challenge. The severity of flood impacts
in recent years, influenced by rapid urbanization andclimate change, made a compelling case for organizing
the Integrated Urban Flood Risk Management (IUFRM)
TDD and bringing together people to discuss andexchange knowledge on urban flood risks..
The World Bank launched the Urban Floods
Communities of Practice (UFCOP) last year. Since
then, many opportunities to exchange knowledge
and notes have been provided to client countries andinternal teams. The portfolio of World Bank projects
supporting flood risk reduction is steadily growing.
Over the last 17 years, there have been 220 lending
projects in urban flooding, and many more are in thepipeline. These projects have offered lessons about
flood preparedness and about the failure of protection
measures—lessons that are relevant even for the mostdeveloped nations. There is now a clear need to focus
on adaptable solutions, including flexible and soft
measures, which were not given as much emphasis in
the past as they deserved. By the end of the TDD, it isexpected that participants will have learned from eachother’s experiences as well as from those of Japan.

TECHNICAL DEEP DIVE:
INTRODUCTION AND OBJECTIVESTDDs bring together experts and practitioners
through workshops, site visits, peer-to-peerknowledge sharing, and action planning. Theirobjective is to provide specific support to WorldBank clients and their projects by addressing topics
of high interest to clients and on which Japan has
relevant experience and solutions. TDDs offer
firsthand opportunities for developing countries
to exchange and deepen their knowledge throughintensive study tours and peer learning.
TDDs are demand-driven programs focused on
specific client objectives. They are part of TDLC’s
mission to link demand for knowledge and expertisefrom Bank clients with relevant Japanese expertise.
Client demand is identified through a demand
survey conducted by the World Bank. Demand is
met by offering participants structured learning
before they arrive in Japan, while also providing
ongoing support to connect them with technicalexperts and best practices in close collaboration
with the Bank’s Communities of Practice (CoPs).

The TDD on IUFRM was the first pilot program of aknowledge series designed to share good practiceand experience on key development challenges. It
is a collaboration between TDLC and the DRM Hub,Tokyo, in partnership with the UFCOP, the Global
Facility for Disaster Reduction and Recovery (GFDRR),
Japan’s Ministry of Land, Infrastructure, Transport
and Tourism (MLIT), and the Japan International
Cooperation Agency (JICA). It is part of the DRM
Hub’s Knowledge Program on IUFRM, which focuseson knowledge development and adaptation througha series of targeted knowledge notes highlighting
Japan’s successful approaches to managing the risk ofriver basin flooding and through knowledge exchange
and dissemination (by such means as operational
knowledge exchanges and public seminars).
Held on April 18–21, 2016, in Tokyo, and bringing
together 30 officials from eight developing countries
as well as members of World Bank project teams andkey experts from Japan and Singapore, the TDD on
IUFRM was a highly interactive platform that provided
client countries with useful information about
Japanese and global experiences. Developing country
clients learned how Japan fundamentally rethought
flood risk at the beginning of the 20th century; howit continues to invest, operate, and evolve to manage
and reduce flood risk thoughtfully and systematically;and how these lessons can be applied to their own
investments.

Technical Deep Dive: Introduction and Objectives — 7

The TDD has four core elements:

The learning was structured around four themes:

Challenge objective, which reflected the demanddriven nature of the program and involved problem
solving and technical assistance, including expert
consultation and expert visit to client nations

1. The evolving approach in Japan

Knowledge development for operational
development, which involved knowledge exchange
and just-in-time assistance and potential technicalassistance for clients and World Bank task teams
Structured learning for clients and partners,delivered through e-learning courses and a packageof selected knowledge exchange instruments before,
during, and after the TDD in Japan
Application to knowledge networks, which
involve contribution of relevant inputs to CoPs tosupport development of case studies and best practicelessons and to diffuse knowledge to the broader
community

8 — Technical Deep Dive: Introduction and Objectives

2. Planning to reduce flood risk
3. Integrating nonstructural measures inflood risk management
4. Turning planning into investment in
key structural measures
By bringing together practitioners and experts from
DRM institutions, governments, and academia, thisTDD set the stage for collaboration and sharing ofideas and experiences. The key messages to emerge
from the TDD—relating to the challenges faced by
the client countries, lessons learned, necessary
action plans, and outcomes and conclusions—are
summarized in this report.

SESSION SUMMARIES

9 — Session Summaries

Session Summaries — 9

An Evolving Approach: The Case of JapanThe Flood Disaster Management Act focuses on humanactivities to protect lives and properties from flooding
and to minimize damage when a flood disaster isoccurring or about to occur (flood warning, floodfighting, etc.). Municipalities also bear responsibility
for flood risk management activities and give
directions to the flood fighting corps—the groups
formed by residents living near rivers that become
active when floods occur.

Mr. Takafumi Nakui
MLIT, TokyoJapan: “Evolving Approach to RiverManagement in Japan”
Japan’s notable progress in flood disaster risk
reduction is due to its adoption of different
approaches in response to changing conditions,such as rapid urbanization. The legal frameworkfor flood risk management has also evolved over
the years, with implementation and revision of two
major laws, the River Law (1896 and two majorrevisions) and the Flood Control Act (1949). The
River Law focuses on river management (comprisingflood risk reduction, water resources management,
and environment creation and preservation). The
flood management aspect of the River Law includes
planning and implementation of flood risk reduction
along with a regulatory framework that prevents anincrease in flood risk. The Flood Control Act focuseson two complementary components, flood risk
communication (hazard mapping, flood forecasting,
and warning) and emergency response. There is a
designated river management authority that manages
each of Japan’s rivers and that acts as the first
respondent for early recovery and reconstruction ofriver infrastructure in case of a disaster. In principal,
Class A rivers are managed by MLIT and Class B
rivers by prefectural governments. Water resource
management, including flood management, isconducted by river managers.

10 — Session Summaries (An Evolving Approach: The Case of Japan)

The concentration of population and assets in Japanis limited to the available plain areas. The rivers havesteep gradients and are short, resulting in rapid flow.
Before the 19th century, each community implemented
river management and flood control in its own
region without coordinating with other communities.
However, there is now an imperative need for
coordinating regional interests because of rapid
urbanization and population increases in catchment
areas, increases in water demand due to economic
growth, and increases in dam construction to generate
electric power. Thus after the 20th century, Japan
adopted an integrated river management system,with the roles and responsibilities of each of the rivermanagement authorities clearly defined.

Key Challenges Faced by Client Countries

Argentina• The city of Buenos Aires is built on eight basins. Highvolumes of rainfall and rapid haphazard urbanization
are the key challenges faced. Choking of drains, attimes leading to overflowing and subsequent flooding,adds to the problems.
• Buenos Aires has had a master plan for flood
prevention for the last three to four decades. The planlays out structural measures but does not specify
nonstructural measures.
• The basins of Buenos Aires are within the city limits,so coordination with other cities is minimal; but thecoordination between the central and provincial
governments is very weak.

Indonesia• Jakarta is located on low-lying ground, and currently
40 percent of the city is below mean sea level. It is at
risk of floods and tidal events because of its proximity
to the sea and its exposure to the monsoon rainyseason occurring between December and April.
• Jakarta is one of the fastest sinking cities in the world.
From 1974 to 2010, total subsidence increased from
25 cm to 400 cm; and the subsidence rate increased
from 0.5 cm/year to 17 cm/year.
• Currently, the greatest challenges are relocating
the informal settlers occupying the waterways andretention ponds to low-cost rental apartments,
providing resettlement assistance (free education,
health, transport etc.), and restoring livelihoods.
Madagascar• Rapid unplanned urbanization and environmental
degradation are the key concerns.
• Institutional fragmentation—resulting from lack of
coordination among agencies and unclear definition ofroles and responsibilities—is a major challenge.
• Other issues include inadequate solid waste
and wastewater management systems, failure to
maintain flood protection infrastructure, filling in offloodplains, and lack of drainage systems, as well as
limited access to housing, limited service provision,and increasing congestion.

Nigeria• Ibadan, the third-largest city in Nigeria, ishighly exposed to frequent flooding. The city has
experienced an increasing number of flood events
during the last 50 years (16 major events recorded).
The latest flood event—in 2011—caused deaths andserious damages to key infrastructure.
• Key issues are rapid urbanization, lack of planning,and climate change.
• There are disaster management plans in place,but insufficient finances make implementation,
enforcement, and maintenance of a good system achallenge. In Nigeria, there is no forecasting or early
warning system, so resources are not mobilized in time.
• The formulation of an effective and sustainableurban flood risk management program for Ibadan isa long, complex, and costly process. Promoting an
integrated and effective urban flood risk management
program, combining both structural and nonstructural
measures, requires a good understanding of available
alternatives and must also consider the future growthof the city.

Vietnam• Vietnam’s government has approved a number of legal
documents for general flood management (including
laws, government decrees, decisions, standards, andmethodologies) but has not approved the national
Integrated Framework on Flood Management for urban
areas.
• In Vietnam, the consistent coordination between stateagencies needed for integrated flood management islacking. The lack of coordination between the ministries
and localities causes functions to overlap.
• Vietnam does not have tools or a system for monitoring
flooding; nor has it developed guidelines on safety criteria .
• Vietnam’s urban planning method is obsolete and needs
to be updated with new methodologies; new technology
is not integrated in urban water management.
• Inadequate sources of finance are a major financial issue.
• Communities do not adequately participate in flood
prevention.
• Projects incorporating natural disaster prevention are
not prepared or implemented.

(An Evolving Approach: The Case of Japan) Session Summaries — 11

Understanding the Current Approachand Planning Efforts
local residents, academic institutions, and government
officials is done during the planning stage. This approachfacilitates a continuous budget allocation.

Mr. Takayuki Kubo
Water and Disaster Management Bureau, MLIT, TokyoJapan: “Planning to Reduce Flood
Risks in Japan”
Japan is a flood-prone country whose assets andpopulation are frequently affected by flooding. In
order to address flooding, Japan has developed a flood
management system that focuses on preparedness,prevention, emergency response, and recovery. It has
also developed a basin-based comprehensive floodrisk management plan, which uses a combinationof structural and nonstructural measures. In Japan,
investing in an effective flood management system has
led to more sustained and stable economic growth.
The River Law of 1896 was the birth of the modernriver system, and it has been amended in three stages
to suit the context of Japan’s flood risk management.
In 1964, Japan developed and adopted an organizedapproach to river basins for flood risk reduction
and water resources management. By 1997, this had
developed into a comprehensive river system forflood control, beneficial water use, and environmental
protection.
Japan’s framework for flood management planning,prescribed under the country’s River Law, outlines
both long-term policy for river improvement and a
medium-term (20- to 30-year) concrete improvement
plan (see Figure 1). Both long-term policy andmedium-term planning are based on analysis byscientists and engineers. Consensus building withJapan has comprehensive flood control measures,
including (a) river measures—river channel
improvement avnd construction of dams, retarding
basins, and discharge channels; (b) basin measures—
maintenance of urbanization control areas, conservationof fields, and construction of reservoirs, rainwatertanks, permeable pavements, and seepage pits; and(c) measures to alleviate damage—establishment of
the evacuation warning system, maintenance of suibo
systems (flood fighting/flood damage prevention activities),and promotion of awareness among local residents.
River Improvement Basic Policy

Fundamental Policy,
Return Period of Design Flood,
Unregulated Peak Discharge,
Design Flood Discharge, etc.

Draft of the Policy
Infrastructure Council(for Class A Rivers)
Prefectural IC(for Class B Rivers)

Final Policy
River Improvement Plan

Projects on RiverManagement, Details ofRiver Maintenance

Draft

Persons ofAcademic Standing &Reflection of Local
Opinions throughPublic Hearings

Draft Plan
Head of
Local-Government

Final Policy

Figure 1. Framework for flood management planningunder the River Law

12 — Session Summaries (Understanding the Current Approach and Planning Efforts)

Key Highlights from Client Engagement:

Plan, which is under way and aims to understandflood risks, modify flood and erosion hazards, modify
exposure and vulnerability, and enhance institutional
coordination.

Solomon Islands
Challenges include limited land availability, rapid
population growth, and rural-to-urban migration,
resulting in unmanaged growth of informal
settlements on marginal land in high-hazard
floodplains and steep slopes. Limited land use
planning and development controls with weak
implementation are suspected to worsen flooding.
There is limited capacity to implement legislationand policies related to watershed management,
and inadequate financial allocation for disaster risk
reduction. Generating accurate risk assessment
information is difficult because only minimalhydrological data for calibration of flood models areavailable (a result of infrastructure being vandalized
and data records poorly maintained). Institutional
management of flood risk reduction is characterizedby silos rather than integration. Intense rains (likely
exacerbated by climate change) and fast-rising,debris-laden floods present a challenge for effective
flood warning systems. Highly dynamic river channels
test the standard engineering solutions for flooding
and riverbank erosion.

Lao PDR
The country is highly exposed to flood hazards.
Roads are continuously damaged by landslides andfloods, and growing cities are struggling to keep up
demand for infrastructure such as drainage. Thereis a need for capacity building of line ministries andtechnical agencies involved in flood risk management
at the central and subnational levels. Water-related
vulnerability will increase if, as expected, floods
and droughts become more frequent and intense, aproduct of increasing temperatures, annual rainfall,
and runoff. The result will be increased economic
losses.
The government aims to promote better preparedness
and management of flood risks, throughrehabilitation, strengthening, and flood proofing
of infrastructure such as river embankments,
flood gates, and drainage systems; dredging; andenhancement of early warning systems. The Mekong
Integrated Water Resource Management Project,an active project supported by the World Bank
that includes flood risk management investment inpriority river basins, is part of this effort. The Lao PDRSoutheast Asia Disaster Risk Management Project, a
proposed project supported by the World Bank, would
include select flood risk management investment tostrengthen hydrometeorological and early warning
systems and support the government’s financial
resilience.

The Solomon Islands’ government is carrying out
initiatives to address flood risk concerns, including
a project to improve resilience for vulnerable urban
populations (Rapid Employment project) and a
project focused on community-level investments(Community Resilience to Climate and Disaster Risk
Project). Another important step is the preparationof the Honiara Flood Risk Management Study and(Understanding the Current Approach and Planning Efforts) Session Summaries — 13

Integrating Non-Structural Measures

Mr. Yoichi Iwami
Chief Researcher, International Centre for Water
Hazard and Risk Management (ICHARM) under the
auspices of the United Nations Educational, Scientificand Cultural Organization (UNESCO) and Public Works
Research Institute (PWRI), Japan

Japan: “Nonstructural Measures with
Advanced Technology for Flood Risk
Reduction”
The International Centre for Water Hazard and Risk
Management was established in March 2006 as a
Category 2 center of UNESCO. The mission of ICHARM
is to serve as the global center of excellence forwater hazard and risk management by observing andanalyzing natural and social phenomena, developing
methodologies and tools, building capacities, creatingknowledge networks, and disseminating lessons andinformation in order to help governments and all
stakeholders manage risks of water-related hazards
at global, national, and community levels. ICHARM’smandates lie in efficient information networking,innovative research, and effective capacity building.

14 — Session Summaries (Integrating Non-Structural Measures)

Mr. Iwami’s presentation highlighted thefollowing key points:• Comprehensive flood risk management includes
structural measures, land use management, andnonstructural measures.
• Developing countries face common challenges, butthese challenges also have solutions:a) A lack of observed data (past and real-timedata) makes flood forecasting, risk assessment,
and future planning difficult. One solution is touse global data from satellites with in situ data
inputted to the distributed model.
b) Budget limitations make developing infrastructureand establishing a flood forecasting system
difficult. One solution for establishing a flood
early warning system is to use free software thathas been developed and provided others.
c) The inability to build needed capacity makes
system operations and maintenance (O&M)
difficult. One solution is to facilitate training in
the necessary knowledge and skills for operating
and upgrading the system.
• Early warning system software—Integrated Flood
Analysis System (IFAS)—is available free of charge.
Indus-IFAS is a localized version used in Pakistan, butmany applications are used in other countries as well.
• Nonstructural measures are useful in mitigating floods
and should be implemented before the occurrence ofdisasters. Simulation technology is important for early
warning and long-term planning (see Figure 2).
• ICHARM IFAS/RRI (rainfall-runoff-inundation) models
are strong tools for flood simulation. Developed using
global data, they require training for use.
• Satellite rainfall data need calibration with groundgauged data. Collecting in situ data, using a
step-by-step approach, increases the accuracy of flood
forecasting models. Science and technology should be
integral to flood disaster risk reduction and part of thefoundation for comprehensive policy making.

Figure 2. Flood Hazard Map (example of Non-structural measure);

Summary of Discussion
Ghana developed its flood forecasting early warning
system following the 2001 floods. It used groundbased data and an expansive collaborative system,with support from local and national governments
as well as communities. Now the system provides
real-time warnings and is useful in determining crop
times for different seasons. Plans to expand thesystem to Togo, neighboring Ghana, are under way.
Communities are engaged through schools as well asradio and other media. Historical data were always
present in Ghana’s hydrological records, but now, withtechnological advances, the data are more accurate.
Lao PDR offered examples of how it is integrating
nonstructural measures in flood risk management.
The new Water Resources Law calls for developing
an advanced forecasting system. Presently, the lackof technology makes Lao PDR dependent on Thailand
and other neighboring countries. For small countries
like Lao PDR, it may not be cost-effective to develop
independently the kind of comprehensive technologies
used by other nations.

Nigeria focuses on financial planning and budgetingover nonstructural measures. The need for certain
structural measures makes clear the importance ofearly planning. Nigeria has adopted some interesting
technologies to move toward a well-functioning
system, but capacity building and cost-effective
technological intervention are still required.
The Solomon Islands delegation suggested that ahigh level of engagement by the local populationis required, in part to reduce the risk of vandalism
to infrastructure. Radars and other equipment areunused because the community doesn’t understandtheir value. Solid waste management is understood toaffect flood risks, so communities should be engaged
to make behavioral changes that will improve it. Any
investments in technology should be based on theskills and willingness of people to maintain them. For
this reason, it is important to retain talent and invest
in human capital in addition to other nonstructuralactivities.

(Integrating Non-Structural Measures) Session Summaries — 15

Argentina developed its master plan for floodrisk reduction, which includes both structural andnonstructural measures, 10 years ago. However, atthe time of implementation, structural measures were
given priority, resulting in a shortage of available
funds for nonstructural measures and an unsatisfactory
outcome. Implementation of the plan was later shiftedto MOF, which prioritized nonstructural measuresand gave the hydrological system and related plans
their due importance. MOF realizes that althoughflood hazards may not be eradicated, the risks can be
mitigated. Populations should be involved to reduce
the risk further.
Madagascar faces the classic problem of poor
planning and lack of maintenance of flood protection
infrastructure, land filling in floodplains, etc.
Sometimes its planning fails due to delays in
implementation.
Flooding in Jakarta is a long-standing issue. Somepeople, especially informal settlers on the floodplains,see floods as an opportunity to receive donations andfood. This mentality is challenging because it ignores
the huge economic losses caused by flooding andencourages people to continue building on floodplains
illegally. Jakarta is increasingly adopting advanced
technologies to counter floods, including early
warning systems.

16 — Session Summaries (Integrating Non-Structural Measures)

Vietnam noted that communities should be
consulted and accordingly engaged in a two-way
communication process. It is important to adopt
modern technology, but simple technologies that
communities can understand and operate also havean important role to play. Communities should be
involved in flood management plans and contingency
plans. The government has started integrating thehydrometeorological system and is prioritizing
two-way interventions between the center and thepeople at the grassroots level. The goal is to improveearly warning messages and ensure communities
understand how to act based on these messages.

Investing in Key Structural Measures

Mr. Ismail Ridzuan
Director, Catchment & Waterways Department, Public
Utility Board (PUB), Singapore

Singapore: “Singapore’s Approach to
Storm Water Management”
Singapore is surrounded by sea on all sides, has atidal range of about 3 m, and receives annual rainfallof 2,400 mm. Over 3 percent of the land area isbelow 102 mRL (minimum reporting level). It is a 100
percent urbanized country and continues to face thechallenges of urbanization. Singapore had a historyof floods but through planning as well as structuraland nonstructural measures it has tackled the issue
well. As a result, floods are now localized and usuallysubside within an hour.
Singapore has developed 8,000 km of drains andwaterways over the years. These are categorizedas (a) major canals—large waterways that lead toreservoirs or the sea; (b) outlet drains—tributaries
that discharge to major canals; and (c) roadsidedrains—drains along the sides of roads.
Among the structural measures undertaken to manage
storm water are securing drainage reserves forupcoming developments, building in compliance with
development control codes, building flood barriers
and gates for to address development constraints, andimproving drainage works (Figure 3).

Initiative by Japan Bosai Platform (JBP)The Japan Bosai Platform is an initiative of theJapanese government, under the direction of
MLIT, that brings together academia, the private
sector, government, international organizations,and other stakeholders to provide technologydriven solutions for disaster management toJapan and other countries. The government ofJapan aims to leverage its advanced technology
and experience in disaster reduction to help
partner countries manage their disasters
scientifically through this innovative platform.
For flood risk management, JBP installs a
community-based flood monitoring system near
the river; the system uses geospatial data toobserve and detect signs of floods and facilitate
early warning. The system has been installedin Bangladesh, Myanmar, the Philippines, andBrazil as well as in Japan.

1. Providing adequate drainage
ahead of new developments.

2. Implementing flood protection
measures by stipulating requirements such as minimum platform
levels and crest levels in the Code ofPractice on Surface Water Drainage.

3. Improving drainage inflood prone areas continually by
widening or deepening drains,
and/or by raising low-lying roads.
Figure 3. PUB’s Stormwater Managment(Investing in Key Structural Measures) Session Summaries — 17

Key Highlights from Client Engagement

VietnamGhana

In Ho Chi Minh City, a combination of nonstructuraland structural interventions is needed to address thechallenges of rapid urbanization in low-lying areas,
increasing rainfall, and increases in tidal levels
linked to climate changes. However, lack of available
financing for interventions, land acquisition for
construction sites, and lack of coordination amongcity departments and institutions deter necessary
investments.

Accra has experienced rapid growth in the last 15
years: during this period the urban extent tripled.
Prolonged periods of economic decline, accompaniedby political instability from the late 1960s to the
1980s, have resulted in old and poorly maintained
infrastructure.

The ongoing Ho Chi Minh City Flood Risk Management
Project has two aims: first, to strengthen the government’s
capacity for IUFRM through (a) incorporation of plans forflood risk reduction investment in urban development
plans, (b) preparedness, (c) institutional coordination
mechanisms, (d) flood forecasting, early warning
dissemination, and emergency response, and (e) policy
mechanisms to influence basin–scale planning by cities
and regions; and second, to enhance flood management
infrastructure along with nonstructural measures.

Accra is working to mitigate flood risks throughstructural measures like drainage network
improvement and development (Figure 4), but it
continues to face challenges posed by logisticalinadequacies, staff inadequacies, and delays insecuring project funding.

Figure 4: Flood Prone Basins and Areas of Intervention in Accra Metropolitan Area

18 — Session Summaries (Investing in Key Structural Measures)

SITE VISITS

Photo: Guilhem Vellut

Site Visits — 19

Arakawa Office and Museum
Participants visited the Arakawa Office and Museum
to understand (i) the flood risk and (ii) management
approaches to address it along the Arakawa River, thelarge river flowing through the center of Tokyo.
The river has a long history of flooding, presenting
risk to the surrounding development. Heavy rainfalls
in 1907 and 1910 caused loss of life and substantial
damage to property, overwhelming existing levels ofprotection, which included a system of levees. These
events prompted construction, starting in 1911, on
the Arakawa Flood Diversion Channel, a massive
flood control measure. Completed in 1930, the project
included construction of the Iwabuchi Lock Gate todivide the flow of the main river, as well as excavation
works stretching 22 km and a 500-meter-wide river
channel from the Iwabuchi Lock Gate to the river’s
mouth (which is included in Figure 5).

Flood Damage in 1910

While the risk has been substantially managed
through this massive structural investment, lowprobability risks to residents remain. According togovernment estimates, a breach of the Iwabuchi levee,for example, could endanger the lives of 680,000
people and cause approximately 22 trillion yen indamage.

Arakawa Diversion Channel
Effects of the Flood:• Fatalities: 369• Affected People: 1.5 million• Damaged Houses: 270,000

Levees in Placein 1910

Iwabuchi Sluice Gate

Arakawa River(Diversion Channel)

Arakawa R. before
Channelization(present Sumidagawa R.)

Arakawa R.

Inundation Area

Tokyo Bay

Figure 5: Development of Arakawa Flood Diversion Channel

20 — Site Visits (Arakawa Office and Museum)Shinden Area Super Levee
A super levee is a high-standard river embankment
with a broad width that can withstand an overflowing
river. Typically the width of a levee (about 200 m to
300 m) is about 30 times its height, so that if it isovertopped, the water does not breach the levee but
rather flows slowly across its top surface. A highstandard levee was built in the Shinden district aspart of a comprehensive residential area development
project (figure 6), carried out in association withrelocation of a large-scale production plant.

The project was started in 1997 in the Adachi ward ofTokyo and was completed in 2011. The participants
visited the project site in order to understand thecomplexities of such a large-scale project, including
identification of need, development process, role ofagencies, cost-benefit implications, and outcomes.
The site visit enabled them to learn from the Japaneseexperts associated with the Shinden levee project.

Super embankments have mounding in more extensive urban areas than existing embankments.
The advantages of super embankments are:1) no collapse at floods,
2) no collapse against inundation, and3) earthquake-resistant.
River bank land development is strictly restricted pursuant to the River Law. However, the whole slopes at theback of super embankments are designated as the special areas, for which land development is deregulated.

High-standard Embankments

Scheme of city development along the super embankment

Embankment height

Designated special area: 30h(About 30 times the embankment height)

River bank area

Figure 6: High standard levee project in Shinden district(Shinden Area Super Levee) Site Visits — 21

Miyagase Dam

The Miyagase Dam is one of the largest dams in
the Tokyo Metropolitan Area. Built in 2001 on the
Nakatsugawa River, a branch of the Sagamigawa
River system, the dam is located about 50 km from
central Tokyo and 40 km from the urban districts of
Yokohama and Kawasaki. It is a major water resourcein Kanagawa Prefecture and has one of the largest
storage capacities in the Kanto region. It is also oneof the largest concrete gravity dams in Japan. The
Miyagase Dam is an indispensable source of drinking
water; it also generates electricity while helping
to prevent floods caused by typhoons and heavy
rainfall. Furthermore, the dam incorporates various
environmental measures and other measures utilizing
state-of-the-art technologies.
The multipurpose Miyagase Dam performs four basic
functions: (a) prevention of flooding, (b) preservationof a healthy river environment, (c) storage of drinking
water, and (d) electricity generation. The dam has
an array of different water discharge facilities tocope with various situations, so that water always
is discharged from the dam in the most effective
way. The facility is under operation 24 hours a day
to ensure round-the-clock safety. Comprehensive
management of the dam is undertaken on a daily

22 — Site Visits (Miyagase Dam)basis to ensure safe operation of all dam facilities.
Thorough inspections and other monitoring activities
are also carried out frequently.
Communities in the vicinity of the Miyagase Dam haveformulated the Lake Miyagase Charter, hoping to fully
utilize the facility as a revitalized water resource andmajor tourist attraction in the area. Based on thischarter, local municipalities are working with the
Kanagawa prefectural government to enhance theenvironment of the dam. Three lakefront areas havebeen singled out for improvements as foundations for
locally promoting the lake.
The construction of the dam sought to minimize
negative impacts on the surrounding naturalenvironment and its many ecosystems. This goal
led authorities to focus on developing and utilizing
various new measures to preserve the naturalenvironment after completion of the dam.

Tsurumi River Catchment Center

The Tsurumi River is 42.5 km long and has a basin
area of 235 km2 with a population density of 8,000
people/km2. Some 70 percent of the river basin
land area is hilly terrain with plateau zones, andthe remaining 30 percent is alluvial lowlands. The
Tsurumi River water system is managed by MLIT,
the Tokyo Metropolitan government, the Kanagawa
prefectural government, and Yokohama city. The basin
has undergone massive urbanization in the last 60–70
years, starting at 10 percent in 1958 and increasing to85 percent in 2000. Rapid urbanization has resulted
in a decrease in the basin’s natural water retention
and retarding functions. Simultaneously, it has led to
an increase in the volume and speed of inflow to theriver. In response to a series of typhoons—in 1958,
1966, 1976, and 1982—a comprehensive flood risk
reduction program was established for the Tsurumi
River basin. The program aimed to preserve thebasin’s natural retention and retarding functions andto establish overflow retention facilities in developed
areas. Flood risk reduction procedures were
established for the whole river basin.

These procedures can be divided into river measures,sewer measures, river basin measures, and risk
communication measures:• River measures includeda) Banking and dredging, which doubled the quantityof river flowb) Development of a flood control reservoir, including
development of the Tsurumi River multipurpose
retarding basin, the Kawawa River retarding basin,
the Onmawashi park regulation reservoir, and the
Toriyama River retarding basin• Sewer measures includeda) A pump station installation and storm water
storage pipe installation• Basin measures includeda) Building up of flood control reservoirsb) Flood control reservoirs in the Tsurumi River, inthe form of 4,000 ponds with a total 3 million m3
storage capacityc) Conservation of natural environment andagricultural land, and retention of agribusinessd) Public participation• Risk communication measures includeda) Measures for safe evacuation of residents even if
torrential rain occurs(Tsurumi River Catchment Center) Site Visits — 23

Koto Flood Control Office &Kiyosumi Pump Station
From west to east, Tokyo’s geography consists ofmountains (west), hills and uplands (center), andlowlands (east). With its large rivers and soft ground,the eastern part of the city is prone to flooding andstorm surges. Subsidence caused by pumping ofgroundwater—the result of industrial developmentin the area—makes the city even more vulnerable toflooding, earthquakes, and other natural disasters.
The Koto Delta area, a part of the eastern lowlands
bordered by the Sumida and Arakawa Rivers, has been
especially vulnerable to flood damage. To address thechallenge of flooding in the Koto delta area, a seriesof drainage pump stations were set up, including theKinegawa drainage pump station, the Onagigawa
drainage pump station, and the Kiyosumi drainage
pump station.
Participants visited the following facilities in order tounderstand the operations for preventing floods in theeastern lowlands.

24 — Site Visits (Koto Flood Control Office & )1. The Koto Flood Control Office works to protect
Tokyo’s eastern lowlands by maintaining and improving
earthquake and flood resistance. It also conducts
periodic inspections of flood control facilities toensure their operating condition. The office manages
13 floodgates, two embankment gates, one lock gate,
and five drainage pump stations, for a total of 21
flood control facilities. The day-to-day management offacilities on rivers running wholly within a single ward isentrusted to that ward.
2. The Kiyosumi Drainage Pump Station is located at thecrossing of the Sumida and Sendaiborigawa Rivers andis designed to prevent a possible flooding disaster to the
district. It works by draining interior river water (fromthe Tatekawa, Onagigawa, and Sendaiborigawa Rivers,
among others), which rises as a result of typhoons, hightides, and tsunamis, into the Sumida River. Participants
were enlightened to see how technology and coordinatedefforts by authorities and officials could help to prevent
flood risks.

OUTCOMES AND CONCLUSIONS

Outcomes and Conclusions — 25

Results of Action Planning
Participants discussed the challenges—institutional, legal, structural, and nonstructural—that their countries
face, the lessons learned, and the follow-up required after the TDD to improve flood risk management.

Argentina

Ghana

Challenges
The various stakeholders need to act in coordination,and the various agencies involved in flood risk
management need to be assigned definite roles andresponsibilities. It is also important that existing
instruments function effectively and that there becontinuity across the political cycle.

Challenges

Operations and maintenance needs continual
updating, capacity building, and budgetary allocations
and should be part of the day-to-day landscape.
Lessons learned & follow-up
Risk mitigation measures must be mandatory for new
properties and incentive-based for old ones. Japan’s
experience offers an opportunity to learn aboutdeveloping flood management plans and contingency
plans. There is interest in assistance from the WorldBank in dealing with residual risk and pro-poor risk
management.

The legal system could be improved through 100
percent compliance with existing laws and throughupgrading of laws as necessary. A unified andcoordinated approach to flood risk management by all
stakeholders should be planned.
Taking structural measures requires assessment
and identification of areas that need structuralinterventions, followed by design of adequate
solutions for mitigation. Investment in andimplementation of the identified solutions must take
both short- and long-term needs into consideration,
including maintenance of structures. Similar planningshould be undertaken for nonstructural measures.
Lessons learned & follow-up
Efficient implementation of the legal framework,
collaboration and coordination of institutions in allareas of flood risk management, and involvementof communities are essential. Technical assistancefor capacity building and for training of staff ofrelevant agencies is also key, as are review ofdesigns and plans for structures, extension of early
warning systems to urban areas, and expansion andconsolidation of the hydrometeorological system.

“Legislative and institutional frameworks
and plans are in place—the question is how to
implement them.” – Ghana

26 — Outcomes and Conclusions (Results of Action Planning)Indonesia

Lao PDR

Challenges

Challenges

Indonesia’s legal framework, especially with respect
to river management, must be improved. Lessons
could be drawn from Japan with respect to allocationof responsibilities between national and subnational
governments. Formulation, implementation, andinstitutional coordination of a flood mitigation plancan be complicated and should be simplified.

The legal and institutional framework must be amended
to take into account existing draft laws and revisions, andadequate funds and resources must be devoted to
implementation of the improved framework. In addition,
the policy framework and capacity to integrate flood risk
management must be improved, and a strategy for
reducing the financial impact of disasters must be
developed and adopted. Lao PDR wants to develop asustainable framework with a priority list of structural andnonstructural investments, implementation guidance,
and a comprehensive O&M strategy.
Structural measures to be adopted are flood proofing of
critical infrastructure and site-specific flood and drought
mitigation measures. For example, in Oudomxay Province
this would include improvements of the Nam Ko Bridge,
protection of river banks, and construction of dikes, ariverside park, and other flood- and drought-level control
measures. Nonstructural measures include improvement ofrisk information, collection, analysis, and sharing;
forecasting and early warning systems; institutional
capacity; and financial management for long-term
resilience and for urgent disaster response.

Nonstructural measures are being taken up in Jakarta,
but other Indonesian cities need interventions, too,such as real-time water-level monitoring. Improving
communities’ awareness of flood risks is also critical.
Communities and the private sector must trust thatflood mitigation measures are being carried out ina way that makes a real contribution to flood risk
reduction..
Lessons learned & follow-up
There is keenness to adopt the holistic approach
seen in Singapore and Japan, in which flood risk
management incorporates both structural andnonstructural measures and involves all relevant
stakeholders. There is a lot to learn from Tokyo
that could be applied in Jakarta and other cities inIndonesia, as there seem to be similarities in thechallenges they face—for example, a high urbanization
rate, reliance on pumping stations in low-lying areas,
and land subsidence issues. A separate TDD for
Indonesian clients, targeting their specific problems,
is requested.

Lessons learned & follow-up
The legal mandate of relevant institutions to plan,
implement, and oversee flood risk management needs to
be clear, and resources and training need to be extended tofulfill institutions’ roles. Flood management plans need toconsider structural and nonstructural investments. Technical assistance is sought for the following: development of asustainable integrated action plan; support in implementing the legal and institutional framework; capacity building
for integrating flood risk reduction into planning; support
in making key structural and nonstructural investments;and strengthening of the hydrometeorological observationand monitoring frameworks to create a reliable system.
Medium- to long-term assistance is required for strengthening financial resilience and for improving understanding of
the potential impacts that urbanization and climate change
could have on floods and droughts in Lao PDR.

(Results of Action Planning) Outcomes and Conclusions — 27

Madagascar

Nigeria

Challenges

Challenges

For improved sanitation and flood protection
coverage, the Water, Sanitation and Hygiene Lawneeds to be updated, and all sanitation services andinstitutions need to be harmonized. Stakeholder
involvement needs to be made more effective.

There is a need to review the current legal system
to include immunity from political interference andappropriate penalties for contraventions, and toempower agencies to perform effectively. Institutions
must have clearly defined roles and sources of funds.
Some of the planning measures to be adopted include
establishment of a robust planning process thatoutlines the decision-making process, identificationof flood amplifiers, estimation of social and economic
stakes (including vulnerable persons and properties),
continuous updating of flood-related master plans,
and proper information sharing and dissemination.

The country needs to develop buffer zones, constructpumping stations and wastewater treatment plants,
extend drainage systems and dikes, and develop
evacuation shelters and the trunk infrastructure
required to guide urban development. Necessary
nonstructural measures include improving flood
hazard mapping and risk modeling, rehabilitating
the Antananarivo Flood Forecasting and Monitoring
System, operationalizing contingency plans andevacuation plans, establishing land reserves, andintegrating all the master plans.
Lessons learned & follow-up
Clear vision is needed for integrated flood
management. Flood risks can be better understood
through better data acquisition and modeling. Urban
land should be developed according to a plan andoptimally used. The challenges of leadership stability,
technical skills, and funding of flood risk management
must be overcome. Technical support, new knowledge,
and relevant experiences are sought from the TDD.

28 — Outcomes and Conclusions (Results of Action Planning)

All physical works should comply with best practices,and spaces and resources should offer social
usefulness and economic benefits. Reconstruction,
reinstatement, and rehabilitation of critical structures
should be undertaken from time to time. Important
nonstructural measures include promotion of flood
resilience policies, urban and land use planning,building code enforcement, flood forecasting andearly warning systems, human capacity development,
public awareness, coordination of stakeholders, andpost-flood rehabilitation planning.
Lessons learned & follow-up
Among the key lessons learned are the importanceof interagency cooperation, involvement of
stakeholders, best practices in planning systems,
efficient O&M, deployment of reasonable economic
and human commitment, private sector participation,
public-private partnership (PPP) initiatives, andconsideration and patronage of best technologies.
Follow-up assistance is required for technology
transfer, knowledge sharing, funding assistance,technical assistance in O&M (especially for early
warning systems), and urban planning.

Solomon Islands

Vietnam

Challenges

Challenges

Effective enforcement of the River and Water Act iscurrently lacking, and revision of the act should be
speeded up. There is also a need for flood modelingthat is easy for people to understand. The importanceof water resources management is not recognizedin national policy statements. At the provincial
level, schemes to integrate flood risks into planningshould be improved. The formation of an institutional
steering committee is urgently needed.

Decentralization of river basin management for floodrisk control and establishment of risk reduction
entities for each of the river basins are needed.
Coordination between the hydrometeorologicalmonitoring stations and the flood risk management
entity needs to be strengthened. Consistent andsynchronized legal regulations are required for
managing drainage of both storm water andwastewater.

There is a need to strengthen the flash-flood warning
system and include state-of-the-art hazard maps in
the River and Water Act. Accurate data for flood risk
assessment and identification mechanisms to handle
illegal settlements are also needed. Reducing thedisposal of solid waste in creeks and improving bridge
design and riverbank protection works in Honiara areamong the structural measures to be implemented.

There is a need to integrate flood risk reduction
into spatial urban planning and develop community
awareness. Incorporation of green structures instructural measures is important for environmentallyfriendly and lower-cost works. It is also necessary
to prioritize invested works for flood prevention,
since there are too many plans and not all can be
implemented under the current budget.

Lessons learned & follow-up
Expertise is sought to conduct a flood risk
management study of the islands and to implement
urgent actions. JICA may provide support in floodmodeling, community engagement, and early warning
systems. The World Bank is requested to prepare an
investment project based on the recommendations of
the study.

Lessons learned & follow-up
A functional command center for flood forecasting andearly warning is required. O&M of the infrastructure
for flood prevention is critical. Drainage systems
need to be developed before residential areas aredeveloped. Technical support is required for building
capacity to develop the legal framework for flood risk
management, as well as for flood forecasting, floodmodeling, flood map preparation, flood monitoring,flood impact assessment, and development of an early
warning system.

“Communities should be consulted and accordingly engaged in a two-way communication process.” – Vietnam(Results of Action Planning) Outcomes and Conclusions — 29

Outcome Statements / Conclusion

Argentina:

Madagascar:

Argentina needs to advance an action plan for flood
management that involves all stakeholders, and local
government should oversee the project.

The use of advanced technology and optimal useof resources should be promoted. The government
should focus on better land use planning.
Stakeholders at all territorial levels should be
integrated into the flood management system andshould be assigned clear responsibilities. It is
important to generate community awareness.

Old problems require innovation and creative
thinking. Both structural and nonstructural measures
should be incorporated in the master plan for flood
management.

Nigeria:
Ghana:
Investments in structural and nonstructural
measures for urban floods are crucial to sustainable
development. Effective institutional collaboration,
enforcement of land use planning regulations, andinvolvement of the private sector are also important.

Indonesia:
Learning from others by sharing knowledge andexperiences, and relying on both structural andnonstructural measures, are key for flood risk
mitigation.

Lao PDR:
Well-coordinated institutional arrangements between
stakeholders are important for flood risk management,
as is the sharing of risk information and knowledge
among emergency response and planning institutions.
Adequate planning and resources are needed for O&M
of flood risk reduction projects.

Proven technologies—developed out of disastersituations and through painstaking research—should
be adapted by hazard-prone cities and countries.

Solomon Islands:
Collaboration between the government, private
sector, communities, and other stakeholders is key
for sustainable flood risk management. Functional
regulation and enforcement mechanisms should bein place. There is a need for flood risk reductionengineering activities along rivers. The Solomon
Islands government should learn to provide
coordinated flood response, and different sectors
should work and act together in the event of floods.

Vietnam:
Reducing urban flood risk requires an integrated
urban flood management legal framework,
coordination among national and local agencies,
integration of nonstructural and structural measures(especially early warning systems and flood
forecasting), and integration of the flood prevention
system into spatial urban planning.

30 — Outcomes and Conclusions (Outcome Statements / Conclusion)

Follow-Up: Public Seminar
Organized by the World Bank Disaster Risk
Management Hub, Tokyo, in conjunction with
the World Bank Tokyo Office, the Public Seminaron “Integrated Urban Flood Risk Management:
Obstacles and Opportunities in East Asia–Pacificand Lessons from Japan” brought together experts
and practitioners in East Asia and the Pacific toaddress the serious challenge of urban flooding in theregion. This was a part of the Public Seminar series
undertaken by the Hub. It complemented the TDD very
well and presented the key lessons and solutions fromthe TDD for developing countries in East Asia and thePacific to make use of.
The seminar explored the flooding challenges faced by
two countries in the region—Vietnam and the Solomon
Islands—and the approaches, structural investments,
and nonstructural operational practices they are
putting in place to better manage their flooding risks.
Most importantly, the seminar highlighted the major
takeaways from the TDD among the options andlessons from Japan and around the globe that could
enhance the countries’ efforts at home.

Participants in the IUFRM TDD and the Public Seminar
pointed to the importance of key elements modeledin Japan’s integrated urban flood risk management
approach:• Institutional and legal framework that clearly
defines structures and responsibilities• Interagency coordination and information/data flow,
operational procedures; system approach• Integration of structural and nonstructural measures• Land use planning that uses flood risk management
infrastructure for multiple purposes• Public and private stakeholder engagement• Technical excellence of engineering solutions andtraining• Attention to O&M• Consideration of multiple hazards• Continuous improvement/upgrading based on
current knowledge and predictions(Follow-Up: Public Seminar ) Outcomes and Conclusions — 31

Ensuring Follow-On Support and Next Steps
The World Bank has helped to connect high-value
Japanese experience and expertise in IUFRM to client
countries to enable them to draw key lessons as
they plan and invest in improved urban resilience.
Clients and task teams are engaging the DRM Hub
and TDLC for just-in-time operational support and areconnecting with expertise in Japan to enhance thequality and inform the solutions under their projects.

The DRM Hub is now actively engaged in developing
a series of targeted knowledge notes highlighting
Japan’s successful approaches to river basin flood risk
management based on feedback from the clients andsurvey results of the TDD. For continued knowledge
support, a second TDD on IUFRM is planned for early
2017.

TDD Follow-On Support for Ho Chi Minh City,
Vietnam (June–September 2016)
In June 2016, Ho Chi Minh City, Vietnam—a TDD
client—requested support in enhancing the qualityof the terms of reference for a flood control centeras part of a larger-scale investment in flood risk
management. The DRM Hub and TDLC worked
together to solicit key inputs for the client,
engaging MLIT, JICA, the University of Tokyo,
Toyo University, and GFDRR. The DRM Hub also
engaged Japanese private sector firms to provide
supplemental information on the solutions thesefirms currently offer.
In September 2016, the DRM Hub and TDLC
supported the Vietnam DRM team’s Flood Risk
Consultation Workshop in Ho Chi Minh City.
Together, the teams worked to bring expert
practitioners from the City of Yokohama to theworkshop to advise Ho Chi Minh City officials.
The workshop focused on monitoring and data
capture, institution and capacity building, and theimportance of setting operational competencies
during the implementation phase. It brought
together experts from Japan and the United States
to discuss their countries’ flood operations centers
and the centers’ role in influencing investment
design and implementation.

32 — Outcomes and Conclusions (Ensuring Follow-On Support and Next Steps)

ANNEXES

33 — Annexes (Ensuring Follow-On Support and Next Steps)

Annexes — 33

Annex 1. Agenda
April 18, Monday
AM
8:50
|
9:30

Breakfast provided at World Bank TDLC/DRM Hub, Tokyo

9:00

Registration at TDLC/DRM Hub, Tokyo

9:30

Introduction / Moderation
By Mr. James (Jay) Newman, DRM
Specialist, World Bank DRM Hub, Tokyo

9:35

Welcoming Remarks
By Mr. Noriyuki Mita, Deputy Vice
Minister of Finance, Government of
Japan

9:45

Introduction to the Technical Deep Diveand Engagement Approach
By Mr. Daniel (Dan) Levine, Senior
Officer, TDLC, WB

10:30

Coffee Break

11:05

Client Engagement
Lightening Talks from INDONESIA,VIETNAM and NIGERIA on legal, policy,
and institutional frameworks for floodrisk management and key elements on
how they have evolved in their country(15 min)Exchange of views in liberating
format (Buzz sessions – Small group
discussions) (15 min)Comment: Ms. Jolanta Kryspin-Watson(WB), Mr. Satoru MIMURA (JICA), andWB experts (TTLs) (10 min)

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|
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11:45

9:55

Setting the Stage:
Integrated Urban Flood Risk
Management and the Urban Floods
Community of Practice
By Ms. Jolanta Kryspin-Watson, LeadDRM Specialist and Regional DRM
Coordinator for East Asia and thePacific, lead of Urban Flood Communityof Practice

10:10

Visualization of clients’ learning
objectives
By Mr. Jay Newman and Ms. Haruka
Imoto, Knowledge Management Analyst,
TDLC

10:25

Group photo

34 — Annexes (Annex 1. Agenda)

12:45

Client Engagement
Lightening Talks from LAO PDR and
SOLOMON ISLAND on its approach toplanning and implementing flood risk
management in practice (15 min)Exchange of views in liberating
format (Buzz sessions – Small group
discussions) (15 min)Comment: Mr. Satoru MIMURA, JICA; Mr.
Toshihiro SONODA, Sr. DRM Specialist,
GFDRR, WB and WB task team leaders(10 min)

12:45

Lunch (Bento Box) at TDLC

12:05

|
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|

April 18, Monday
PM
13:30

|
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14:10

Action Planning on Key Question 1 and 2(Small groups of 4-6)
Activity Instruction: Mr. Phil E. KARP,
Lead Knowledge Management Officer,
WB (5 min)Discussion and Action Planning (15 min
per question, transition)

15:50

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|

16:20
14:10

|
|

14:30

Small Group Reporting
A representative from each grouppresents key discussion points to the full
TDD group

15:30

Client Engagement
Lightening Talks from MADAGASCAR and
ARGENTINA on how it integrates nonstructural measures, particularly thoseengaging communities and integrating
technology (15 min)Exchange of views in liberating
format (Buzz sessions – Small group
discussions) (15 min)Comment: Mr. Satoru MIMURA, JICA; Mr.
Toshihiro SONODA, Sr. DRM Specialist,
GFDRR, WB and WB task team leaders(10 min)

15:30

Coffee Break

14:50

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|
|
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16:30

|

16:50
16:50

|
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17:10
17:30

Action Planning on Key Question 3(Small groups of 4-6)
Activity Instruction: Mr. Phil E. KARP,
Lead Knowledge Management Officer,
WB (5 min)Discussion and Action Planning (15 min)
Small Group Reporting - Representativefrom each group presents key points (10min)
Feedback to sum up the learning needsfrom each TTL (20 mins)
Mr. Jay Newman, DRM Hub
Overview of Day 2 and Day 3 andWrap-upMr. Toshihiro SONODA, WB and
Mr. Kenichiro TACHI, Director forInternational
Coordination of River Engineering, River
Planning Division, Water and Disaster
Management Bureau
Reception and Dinner (TDLC/DRM Hub
will take participants to restaurant)(Annex 1. Agenda) Annexes — 35

April 19, Tuesday
AM
8:30

PM
Depart from Hotel (Breakfast box
provided in the bus)

ARAKAWA
9:30

10:25

MIYAGASE DAM
12:50

Arrival at Miyagase Dam

12:50

Lunch at local Restaurant|

Arrival to Arakawa Museum of Aqua*adjacent to the Arakawa Office (MLIT)
Explanation of the outline of the flood
control of Arakawa
Emergency response Center of the
Arakawa Office
Leave from Iwabuchi boat boarding
place

SHINDEN AREA

13:30
13:30

Explanation of the plan, flood
control and multi-purpose operation,
maintenance, environmental measures,
tourism, reservoir area development
plan

15:00

Leave from Miyagase Dam

15:00

Bus

|

16:30
10:40

Arrival at Super Levee Shinden Area
Explanation of the Super Levee Shinden
Area

10:50

Leave from Super Levee Shinden Area

10:50

Bus Ride36 — Annexes (Annex 1. Agenda)

16:30

Arrive at Tsurumi River Catchment
Center*adjacent to the multi-purpose
retarding basin (Yokohama Stadium)

17:30

Leave from Tsurumi River Catchment
Center

18:30

Arrival at HotelApril 20, Wednesday
PM

AM
8:30

|

Breakfast provided at TDLC / DRM Hub

13:00

Depart for Koto Flood Control Office by
bus

14:30

Arrival at Flood Control Facilities
Management Center, Koto Flood Control
Office, Tokyo Metropolitan Government*The center is responsible for theoperation of flood control facilities ofthe low-lying area in the eastern part ofTokyo.
Explanation of the followings:
Outline of the of the flood control of
low-lying area in the eastern part ofTokyo; andDrainage operation (at the operationroom).
Kiyosumi Pump Station

16:00

Leave from Flood Control Facilities
Management Center, Koto Flood Control
Office, Tokyo Metropolitan Government

16:30

Reception and Conversation with theJapan Bosai Platform - Moderator (Mr.
Jay Newman, DRM Hub, World Bank) andOpening Remarks (JBP)

16:40

Three Presentations (7-10 min) by JBP
members on Integrated Urban Flood
Risk Management solutions in practice /case studies

17:10
17:20

Q&A
Joint Reception (Location: DRM Hub/TDLC Lobby)

18:30

Dinner at the Soba Restaurant in
Basement Floor 2 of Fukoku Seimei
Building

9:00
9:00

|

Welcome for Day 3

9:10
9:10

|

Stocktaking from Day 1 and Day 2
Small Group Discussion (50 min)

10:00
10:00

|

Coffee Break

10:15
10:35

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|

11:15

Client Engagement
Lightening Talks from HCMC, VIETNAM
and GHANA on its how it is investing in
key structural measures (15 min)Exchange of views in liberating
format (Buzz sessions – Small group
discussions) (15 min)Comment: Ms. Jolanta Kryspin-Watson,
and World Bank Task Team Leaders and
WB task team leaders (10 min)

11:45

Action Planning on Key Question 4(Small groups of 4-6)
Activity Instruction: Mr. Phil E. KARP,
Lead Knowledge Management Officer,
WB (5 min)Discussion and Action Planning (15min)
Small Group Reporting - Representativefrom each group presents key points(10 min)

12:00

Lunch at TDLC / DRM Hub

11:15

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(Annex 1. Agenda) Annexes — 37

April 21, Thursday
AM
9:30

|

PM
Breakfast at TDLC/DRM Hub

13:15

Stocktaking from Day 3 site visit: Multistakeholder dialogue (30 min)Opening - Mr. Jay Newman, World BankDRM Hub (5 min)Brief Reflection on Day 3 - Ms. Jolanta
Kryspin-Watson (WB) (10 min)Mr. Phil E. Karp, Lead Knowledge
Management Officer, WB (5 min)Clients (10min)

14:35

Task 3: Action Plan Pitch Session to Full
TDD Panel (5 min presentation + 5 Q&A)
Expert Panel Providing Feedback to
Client Teams: Mr. Mikio ISHIWATARI,
Senior Advisor, JICA; Mr. Toshihiro
SONODA, Sr. DRM Specialist, GFDRR,
WB, Ms. Jolanta KRYSPIN-WATSON, WB,
Mr. Phil E. Karp, WB, and additional
experts, as available

14:50

Comment sessions from TTLs

10:00
10:00

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|

10:30

11:15

Task 1: Country-Specific TDD Action Plan
Development (Grouping by Clients and
TTLs)
Experts Available to Client Teams: Mr.
Mikio ISHIWATARI, Senior Advisor,
JICA; Mr. Toshihiro SONODA, Sr. DRM
Specialist, GFDRR, WB, Ms. Jolanta
KRYSPIN-WATSON, WB, and additional
experts, as available

11:15

Coffee

10:30

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11:30

12:10

Task 2: Presenting Action Plans through
Client-to-Client Sharing(2 countries pair up)

12:10

Lunch

11:30

|

38 — Annexes (Annex 1. Agenda)

|
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15:10
15:10

|

Comments from Clients

15:30
15:30

Conclusion

17:30

Dinner at Gonpachi Ginza (TDLC/DRM
Hub will take participants to restaurant)Annex 2. Speaker and Collaborator Biographies
at the time of the TDD

Noriyuki Mita

Takafumi Nakui

Takayuki Kubo

Noriyuki Mita served as Japan’s
Deputy Vice Minister of Finance at thetime of the TDD.

Takafumi Nakui has been Senior
Deputy Director, International
Affairs Office, Water and Disaster
Management Bureau, MLIT, since2015. His experience as a Japanese
government official is in thefield of river management anddisaster management, including
policy making, project planning,project implementation, facility
O&M, emergency response, andrehabilitation and reconstruction after
disasters.
Before assuming his current position,
he worked for the Cabinet Office as
Deputy Director of the Council for
Science, Technology and Innovation.
He was engaged in developing acomprehensive strategy for technicalinnovation in Japan. He also served as
Director of the River Improvement andManagement Division in the branch
office of the Hokkaido Regional
Development Bureau, MLIT, andwas engaged in the planning andimplementation of dam construction
projects in the office.
His current focus is supporting themainstreaming of disaster reduction,
both through assisting with Japan’s
official development assistance (ODA)
projects in the water and disastermanagement sector and throughpromoting the application of Japanese
DRM technologies and experiences todeveloping countries.

Takayuki Kubo is Senior Deputy
Director, River Improvement andManagement Division, Water andDisaster Management Bureau,
MLIT. He is responsible for setting
technological standards for river
basin structure and implementation.
Prior to assuming his current
position, he coordinated river plans,architecture of river construction, andimplementation management for MLIT,
which he joined in 2003.

(Annex 2. Speaker and Collaborator Biographies) Annexes — 39

Yoichi Iwami

Ridzuan Ismail

Yoichi Iwami is Chief Researcher
on Hydrology and Hydraulics,
ICHARM, PWRI. His main areas ofresearch include evaluation of floodand drought through hydrologicalobservation and simulation, riverplanning processes with information
sharing, and environment of rivers
and reservoirs. After graduating from
Osaka University, Department of Civil
Engineering, Faculty of Engineering,he obtained a master’s degree in civilengineering from Osaka University.
Before assuming his position in
ICHARM, he had a long career inthe Ministry of Construction (now
MLIT), and he also worked as the
Director of Research (Environmental
Impact Assessment of Dams) in
Water Resources Environment Center(Public Foundation), and as Headof the River Environment Research
Division, National Institute of Land,
Infrastructure Management.

Ridzuan Ismail is Director of theCatchment and Waterways Department
in Singapore’s Public Utility Bureau(PUB). He has extensive experiencein the planning and design ofdrainage infrastructure and usedwater infrastructure, as well as in
the construction, operation, andmanagement of drainage and water
reclamation facilities. Ridzuan’s
professional experience also
includes stints at the Ministry ofEnvironment and Water Resources,
where he oversaw various water
policy and regulatory issues, among
other responsibilities. Ridzuan has abachelor of civil engineering degreefrom the National University ofSingapore and a master of businessadministration (Nanyang Fellows)from the Nanyang Technological
University, Singapore.

40 — Annexes (Annex 2. Speaker and Collaborator Biographies)Yusuke Amano

Toshio Okazumi

Kenichiro Tachi

Yusuke Amano has been Director,
International Affairs Office, Water
and Disaster Management Bureau,
MLIT, since 2013. His experience as aJapanese government official is in thefield of water resources managementand disaster management,
particularly policy making, projectprogramming, project planning,project implementation, facility
O&M, emergency response, andrehabilitation and reconstruction after
disasters.
Before assuming his current position,
he worked for JICA as Senior Advisor
to the Director General and was
responsible for providing institutional
and technical assistance to various
international cooperation projects
in the water and disaster reduction
sectors. He also served as Deputy
Director General, Department of Civil
Engineering, Kumamoto Prefectural
Government, and in this capacity was
involved in development projects,
including the construction of flood
control facilities and roads, andcountermeasures for sediment-related
disasters. The focus of his current
work is raising political and publicawareness of the importance ofmainstreaming disaster reduction, andsupporting Japanese ODA projects inthe water and disaster sectors.

Toshio Okazumi is Director,
International Cooperation andEngineering for Infrastructure,
Overseas Project Division, Policy
Bureau, MLIT. He holds a PhD inengineering and has expertise inflood risk assessment, river basin
management, hydrology, dam andriver O&M, disaster management,water resources management, andflood forecasting and warning.

Kenichiro Tachi is Director forInternational Coordination of River
Engineering of the Water and Disaster
Management Bureau, MLIT. He is
responsible for international aspectsof water and river management,
including water-related disaster risk
reduction. He is also responsible
for technical assistance to foreigncountries.
Kenichiro Tachi joined the Ministry ofConstruction (former MLIT) in 1998
after earning a master’s degree in civilengineering from the Tokyo Instituteof Technology. Utilizing his knowledge
and experience in the field of civilengineering, he has dedicated himself
to water and river management—andspecifically to researching, planning,
designing, and implementing rivermanagement works—for more than 15
years. During 2011–2013, as the headof MLIT’s river work office,Mr. Kenichiro Tachi was responsiblefor integrated river basin managementof a Class A river, the Hii River inJapan.

(Annex 2. Speaker and Collaborator Biographies) Annexes — 41

Jolanta Kryspin-Watson

Daniel (Dan) Levine

Toshihiro Sonoda

Jolanta Kryspin-Watson is Lead
Disaster Risk Management Specialist
and Regional DRM Coordinator for
East Asia and the Pacific at theWorld Bank. For over 18 years, she
had worked to advance disasterrisk reduction around the world,
including in Turkey, Albania, Croatia,
Romania, the Philippines, China,
Vietnam, Indonesia, and Algeria. She
has led large-scale reconstruction
and disaster mitigation investment
projects as well as analytical workand knowledge-exchange initiatives
in a range of areas, including
seismic retrofitting, emergency
preparedness, climate adaptation,
disaster risk financing and insurance,
community-driven DRM, catastropherisk assessment, flood protection,
weather forecasting and early
warning, and post-disaster recovery
and reconstruction. Jolanta holds
a master of public administration
degree from the State University of
New York–Albany and a master ofbusiness administration degree fromthe University of Warsaw, Poland.

Dan Levine is the Senior Operations
Officer / Team Lead of the TDLC andmanages the Tokyo-based operations
and staff of the program. He has over
12 years of experience at the WorldBank and International FinanceCorporation dealing with financeand private sector development,
knowledge and portfolio management,
jobs and growth, and most recently
infrastructure and urban development.
Within the World Bank Group, Dan
has developed a reputation for theapplication of knowledge in direct
support of lending and analyticaloperations. He has conducted
knowledge exchanges with clients andstaff in China (Beijing), India (Chennai
and Delhi), Sri Lanka (Colombo),
Kenya (Mombasa), Singapore, andAustria (Vienna). In the private sector,
Dan worked in government affairs,
private equity, and management
consulting. As a Wolcott Fellow, Dan
obtained an MBA from the George
Washington University.

Toshihiro Sonoda is a Senior Disaster
Risk Management Specialist at theWorld Bank and a member of GFDRR’s
Hydromet Team. He brings over 20
years of experience on water-related
disaster management, including
formulation of comprehensive flood
and water resources management
policy, implementation of integrated
flood risk management throughstructural and nonstructural
measures, supervision of flood andtsunami reduction infrastructure
projects, and direction of emergency
responses for water-related
disasters. Prior to joining GFDRR,
Mr. Sonoda was a program specialist
with UNESCO, where he led on-site
disaster risk reduction and capacity
development projects, as well as the
production of a series of guidelines
on integrated water resourcesmanagement at the river-basin level,
including flood management, water
resources utilization, and environment
restoration. He also contributed to
JICA’s Toward Mainstreaming Disaster
Risk Reduction project as an external
lead researcher. A Japanese national,
Mr. Sonoda holds a bachelor’s
degree and master’s degree in civilengineering from the University ofTokyo.

42 — Annexes (Annex 2. Speaker and Collaborator Biographies)

James P. Newman

Yuko Okazawa

Haruka ImotoJames Newman is a Disaster Risk
Management Specialist at the WorldBank DRM Hub, Tokyo, where he leads
the Hub’s Knowledge Program andits engagements on urban resilience.
Since joining the World Bank in 2013,
Mr. Newman has worked at GFDRR,
serving as focal point for urban
resilience and regional portfolios in
the South Asia as well as the East Asia
and Pacific regions. He contributed tothe development of the CityStrength
Diagnostic and Medellin Collaboration
on Urban Resilience, and has
supported World Bank projects andtechnical assistance in India, Nepal,
South Africa, and Vietnam. Prior tojoining GFDRR, he worked for the Cityof Baltimore, contributing to the city’s
10-year financial plan and its CitiStat
performance management program,also serving as Acting Deputy
Procurement Agent. As an adjunctprofessor at University of Baltimore’s
master of public administration(MPA) program, he taught courses
on statistics, urban management,
and public policy. A United Statesnational, Mr. Newman holds a master’s
degree in applied economics andpublic policy jointly from Georgetown
University and Universidad Alberto
Hurtado in Santiago, Chile, as well asa bachelor’s degree in economics andSpanish from Washington University
in St. Louis.

Yuko Okazawa is the Operations
Officer of the TDLC. She received amaster’s degree in civil engineeringfrom the University of Tokyo andworked as an Urban Planning
Consultant at ALMEC Corporation
before joining the Bank. Throughout
her years with ALMEC she resided in
Vietnam, but she has also worked inIndonesia, the Philippines, Thailand,
Mongolia, and Japan. Among the
major projects on which she has
worked are urban development masterplan projects, technical assistancein nurturing collaboration on urban
development between cities in Japanand developing countries, formulationof urban planning and management
manuals for training courses
targeted at planning authorities
in client countries, and transport
planning projects. She recently
earned her second master’s degree
in planning, growth and regeneration
at the Department of Land Economy,
University of Cambridge.

Haruka Imoto joined the TDLC as a
Knowledge Management Analyst. After
receiving dual master’s degrees—one
in public policy and administrationfrom the London School of Economics,
the other in political science from
L’Institut d’Etudes Politiques deParis—Haruka has worked with cities
in Europe, Japan, and other parts ofAsia to promote sustainable urban
policy and project implementation.
Haruka worked for CHAdeMO
Association in Paris to implement
infrastructure for electric vehicles
in Europe, and joined the Institutefor Global Environmental Strategies(IGES) as a policy researcher focusedon low-carbon and resilient cities.
At IGES, she worked closely with theCity of Yokohama to foster knowledge
sharing and capacity building forgreener and smarter cities. She wasalso active in communicating local
municipalities’ climate actions in
the international arena, including
at UNFCCC/COP (United Nations
Framework Convention on Climate
Change/Conference of the Parties).

(Annex 2. Speaker and Collaborator Biographies) Annexes — 43

Zuzana Stanton-Geddes

Atsushi Nagahashi

Iain Mitchell

Zuzana is an Operations Analyst for
the DRM team of the Sustainable
Development Department of theEast Asia and Pacific Region of theWorld Bank. She works on projects
focusing on urban resilience, floodrisk management, and integration ofgender concerns into disaster risk
management programs.

Atsushi Nagahashi is the Resource
Management Assistant for TDLC.
Atsushi joined the World Bank TDLC
team in August 2013 as a Resource
Management Assistant. After receiving
master’s degrees in linguistics(Tagalog) and international labor
economics from (respectively) Osaka
University and Waseda University,
he started his career as a local
employee of the U.S. foreign mission
in Japan. After a few years, hemoved to Japan’s Ministry of Foreign
Affairs as a researcher in the Public
Affairs section of the Embassy ofJapan in Washington, DC, where hedisseminated official remarks of theJapanese government to the U.S.
media, including the Washington Post
and CNN. After coming back to Japan,
he worked for the United Nations at
United Nations University and theWorld Food Program.

Iain Mitchell joined the World BankTDLC in August 2004 to support
videoconferencing and technicaloperations for distance learningseminars, SS knowledge exchange
seminars, and roundtable businessmeetings. After managing a wide
variety of events over a 10-year
period, Iain was remapped to ITSCU
as a Senior IT Assistant, Engineering,where he was appointed the task
team leader and system architect for
the facility upgrade project involving
renewal of all videoconference
and multimedia equipment in thecenter. In his current position, Iain is
responsible for technical operations
and engineering support at TDLC,
including videoconference bridging.

44 — Annexes (Annex 2. Speaker and Collaborator Biographies)

Yukiko Daikai

Asako Sato

Tomoko Kobayashi

Yukiko Daikai is the Program Assistantfor the TDLC partnership. She obtained
her bachelor’s degree in international
relations from Syracuse University anda master’s degree in computer sciencefrom Hosei University. She started
her career at J.P. Morgan Japan as abusiness analyst and has worked at
Daiwa Capital Markets Singapore as atrader’s assistant and at Credit Suisse
Japan as a controller. After working in
the financial sector, Yukiko worked at
the Embassy of Canada in Japan as an
executive assistant/program assistantand at the Ministry of Foreign Affairs
Japan as an official. Before joining
TDLC she was working as a businessnavigation and operations manager at
IKEA Japan.

Asako Sato is a Knowledge
Management Associate at the TDLC
partnership. She started her career at
the Asian Productivity Organization,
where she organized training
programs and study missions andworked with Japanese stakeholders
in the industrial and environment
sector to disseminate knowledge andprovide technical assistance services
to member countries in the Asia
Pacific region. She joined the Bankin July 2010 as a Senior Knowledge
Management Assistant of the TDLC
partnership, and was responsible fordelivering TDLC blended learning
programs and GDLN services, as wellas coordinating videoconference/
WebEx events and CoP administration.

Tomoko Kobayashi joined the TDLCin September 2015 as a Video Editor
Associate. She edits videos forseminars, meetings, and presentations
as well as for other video packages
recorded at TDLC’s Tokyo offices. She
also supports studio operations andarchiving video sources. She started
her career in Bloomberg TelevisionTokyo, where she worked for 12 years
editing financial program packages,
executive interviews, and company
promo videos, and she also has
experience as a video librarian. She
is currently learning web design at aJapanese web company.

(Annex 2. Speaker and Collaborator Biographies) Annexes — 45

Mariko Tanaka

Vibhu Jain

Mariko is a Communications Associate
at TDLC. She has more than 10 yearsof communications backgroundin multilateral and bilateralorganizations. For over six years,
she worked for the World Bank as aCommunications Consultant in the
Sustainable Development Network
as well as in the Latin America andthe Caribbean (LAC) Department,
where she conducted communications
analyses to understand outside
perceptions of the World Bank. Mariko
created a strong LAC network in Japanamong international organizations,Japanese ministries, LAC embassies,
the public and private sector,
academia, and the media, and she
ensured that information on WorldBank work on LAC issues was widely
disseminated. Mariko also worked
for Japan’s Ministry of Foreign Affairs
as Chief for World Bank Affairs andfor JICA as a Research Assistant.
Mariko holds a master’s degree ininternational affairs and developmentfrom George Washington University.

Vibhu Jain is an Urban Specialist
Consultant who supports two
teams in Tokyo—one at the Global
Infrastructure Facility and one at
the DRM Hub. She holds a master’s
degree in urban regional planningand public policy. She has worked
with the World Bank since 2012,
first on urban development projects
in the New Delhi Office and now
on DRM and infrastructure PPPs
in the Tokyo office. Before joining
the World Bank, she worked with
PricewaterhouseCoopers Ltd. andDeloitte Touche Tohmatsu. Much ofher work has been on infrastructure
sector projects, including solid waste
management and transport, focusing
on project design, PPP transaction
advisory, and implementation
support. Currently, she works on
integrated flood risk management,
hydrometeorology, geohazard risks,and other related aspects of DRM.
She also works on PPP ininfrastructure and resilient
infrastructure PPPs in Tokyo.

46 — Annexes (Annex 2. Speaker and Collaborator Biographies)Annex 3. List of Participants
RegionCountryCity

Organization

Client Name

Client Position

AFR

Ghana

Accra

Hydrological Services
Department

Mr. Sylvester Darko

Operational Hydrology

AFR

Ghana

Accra

Accra Metropolitan
Assembly

Mr. Victor Tekutey Mensah

Metropolitan Director of Works

AFR

Nigeria

IbadanMinistry of Environment
and Warer Resources

Mr. Gabriel Olusoji
Oguntola

Permant Secretary

AFR

Madagascar Antanana- Ministerè de l’Eau, derivol’Assainissement et del’Hygiène (MEAH)

Ms. Josephine Angele
Rasoanandrasana

Secretary General

AFR

Madagascar Antanana- Urban commune ofrivo
Antananarivo

Mr. Jaona Andrianaivo

Responsible for Risk Management and m Care for Urban
commune of Antananarivo

AFR

Madagascar Antanana- Ministry of State inrivo
charge of Presidential
Projects, Spatial
Planning and Infrastructure

Mr. Hery Haja Andrianaivo
HarijaonaTechnical Advisor to the minister

EAP

Indonesia

Jakarta

Ministry of Public Worksand Housing

Mr. Marojahan Lumban Gaol Director of Rivers and Coast

EAP

Indonesia

Jakarta

Water Resource
Ageny of the Provincial
Government oj Jakarta

Mr. Teguh Hendrawan Didin

Head of Provincial Disaster
Management of Agency of DKI
Jakarta

EAP

Indonesia

Jakarta

Provincial Disaster
Management Agency(BPBD) of DKI Jakarta

Mr. Denny Wahyu Heriyanto

Head of Provincial Disaster
Management of Agency of DKI
Jakarta

EAP

Lao

Vientian

Ministry of Public Works
and Transport

Mr. Hoangla Sengmuang

General Director

EAP

Lao

Oudomxay

Provincial Public Works
and Transport Division

Mr. Bounmay SengchanthalaDirector

EAP

Lao

Vientian

Ministry of Public andTransport

Mr. Lonechanh Yanghoubou- Senior Officer
lom

EAP

VietnamHCMC

PMU of Works Construction

Ms. Dang Thi Minh Nguyet

Head of PPTAF Division

EAP

Vietnam

Hanoi

MARD

Mr. Le Quang Tuan

Head of Science Technology
and International Cooperation
Division

EAP

SolomonIslandHonoria

Ministry of Mines andEnergyMr. Jack Kaobata

Senior Hydrologist

LAC

Argentina

Buenos
Aires

Ministry of Finances

Mr. Pablo Souto

Economic and Risk Management
Coordinator

LAC

Argentina

Buenos
Aires

Water Authority

Mr. Pablo Rodorigue

President of Water Authority

LAC

Argentina

BuenosAires

Ms. Mariela Soledad

Deputy Director(Annex 3. List of Participants) Annexes — 47

Collaborators
Organization

Name

Title

Ministry of Finance(MOF)

Mr. Noriyuki Mita

Deputy Vice Minister of Finance

Ministry of Land,
Infrastructure,
Transport and Tourism(MLIT)Mr. Yusuke Amano

Director

MLIT

Mr. Kenichiro Tachi

Director for International Coordination of River Engineering,
River Planning Division, Water and Disaster Management
BureauMLIT

Dr. Toshio Okazumi

Director

MLIT

Mr. Ryotaro Hayashi

Director for International Cooperation, Overseas Projects
Division, Policy Bureau

MLIT

Mr. Toshiyuki Tanaka

Chief Official

MLIT

Ms. Kazuko Ishigaki

Director for International Negotiations Management

MLIT

Mr. Daisuke Takeshita

Chief Official

MLIT

Ms. Saya Usami

Chief Official

MLIT

Mr. Takafumi Nakui

Senior Deputy Director, International Affairs Office, Water andDisaster Management Bureau

MLIT

Mr. Takayuki Kudo

Senior Deputy Director, River Improvement and Management
Division, Water and Disaster Management Bureau

MLIT

Dr. Hirotada Matsuki

Senior Advisor to Director-General, Water and Disaster
Management Bureau

MLIT

Mr. Kunihiro Moriyasu

Senior Advisor to Director-General, Water and Disaster
Management Bureau

PUB, Singapore

Mr. Ismail Bin Ridzuan

Director, Catchment & Waterways Department

PUB, Singapore

Mr. Chengxi Li

Engineer, Catchment & Waterways Department

JICA

Mr. Satoru Mimura

Deputy Director General, Group Director for Disaster Risk
Reduction, Global Environment Department

JICA

Mr. Mikio Ishiwatari

Senior Advisor

ICHARM

Mr. Yoichi Iwami

Deputy Director General, Group Director for Disaster Risk
Reduction, Global Environment Department

48 — Annexes (Annex 3. List of Participants)

World Bank
Organization

Name

Title

World Bank HQ

Jonas Ingemann Parby

Urban Specialist

World Bank HQ

Salim Rouhana

Urban Specialist

World Bank Mozanbique OfficeMichel Matera

Senior Urban Specialist

World Bank Indonesia Office

Kian Siong

Environmental Specialist

World Bank Vietnam Office

Dzung Huy Nguyen

Disaster Risk Management Specialist

World Bank Australia OfficeDenis Jean-Jacques Jordy

Senior Environmental Specialist

World Bank Argentina Office

Christophe Prevost

Sr Water & Sanitation Specialist

World Bank HQ

Jolanta Kryspin-Watson

Lead Disaster Risk Management Specialist

World Bank HQ

Toshihiro Sonoda

Senior Disaster Risk Management Specialist

World Bank Tokyo DRM Hub

James P. Newman

Disaster Risk Management Specialist

World Bank HQ

Zuzana Stanton-Geddes

Operations Analyst

World Bank HQPhilip E. Karp

Lead Knowledge Management Officer

World Bank Tokyo Development
Learning Center

Daniel Levine

Senior Operations Officer

World Bank HQ

Hywon Cha Kim

Knowledge Management Officer

World Bank Tokyo Development
Learning Center

Yuko Okazawa

Operations Officer

World Bank Tokyo Development
Learning Center

Haruka Imoto

Knowledge Management Analyst

World Bank Tokyo Development
Learning Center

Yukiko Daikai

Program AssistantWorld Bank Tokyo Development
Learning Center

Iain Roland Mitchell

Senior IT Assistant, Engineering

World Bank Tokyo Development
Learning Center

Mariko Tanaka

Consultant

World Bank Tokyo Development
Learning Center

Asako Sato

Consultant

World Bank Madagascar Office

Gael Fetraniaina Raserijaona

Consultant(Annex 3. List of Participants) Annexes — 49

Contact
World Bank Disaster Risk Management Hub, Tokyo
Phone: +81-(0)3-3597-1320
Email: drmhubtokyo@worldbank.org
Website: http://www.worldbank.org/drmhubtokyo

Tokyo Development Learning Center (TDLC)
Phone: +81-(0)3-3597-1333
Email: jointokyo@worldbank.org
Website: http://www.jointokyo.org

The World Bank Disaster Risk Management Hub, Tokyo supports developing countries to mainstream DRM in national
development planning and investment programs. As part of the Global Facility for Disaster Reduction and Recovery and incoordination with the World Bank Tokyo Office, the DRM Hub provides technical assistance grants and connects Japanese andglobal DRM expertise and solutions with World Bank teams and government officials. Over 37 countries have benefited fromthe Hub’s technical assistance, knowledge, and capacity building activities. The DRM Hub was established in 2014 throughthe Japan-World Bank Program for Mainstreaming DRM in Developing Countries – a partnership between Japan’s Ministry of
Finance and the World Bank.