Preventive Resettlement of Populations at Risk of Disaster - GFDRR

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To that end, the Santiago Atitlán Reconstruction Commission was advised of the need to negotiate a reconstruction/resettlement model, respecting and strengthening the municipality’s traditional communitybased organizational structure, which is built around a stakeholder network and institutions with ancestral elements integrated into the Western governmenttype system. At the heart of the institutions in Santiago Atitlán is the Tz´utujil people’s cosmic worldview, its history and notion of spiritual life. Participation in the planning and implementation of the reconstruction and resettlement programs was organized by the Municipal Development Council (Consejo Municipal de Desarrollo, COMUDE), the body that authorized the Municipal Reconstruction Commission. Although the process started by addressing the plight and resettlement of families that lost their houses as a result of the storm, the Government later widened its eligibility criteria to include families living in at-risk areas as a way of preventing future disasters. In this way, the post-disaster resettlement also became a preventive resettlement of at-risk populations. 9. Articulation of the Reconstruction Plan with the Land Planning Strategy The Reconstruction Commission based the plan on Sololá’s Sustainable Development Plan, which had been designed with a land planning focus, according to guidelines issued by the Secretariat for Planning and Programs of the Office of the President (SEGEPLAN). This approach aims to promote economic and social development with equity, based on each region’s potential and capacity, incorporating both gender and ethnic perspectives. The Reconstruction Plan was drafted by a planning team composed of Sololá’s Governor, the manager of the Development Council, SEGEPLAN, the United Nations Development Programme (UNDP), the Authority for Sustainable Management of the Lake Atitlán Basin and Surrounding Areas (Autoridad y Manejo Sostenible de la Cuenca del Lago de Atitlán y su Entorno, AMSCLAE), and the NGO “Vivamos Mejor.” Given the area’s particular characteristics in terms of its natural and cultural resources and high poverty indices, the plan included four components that included: ■■ Rebuilding houses, schools, health centers, water supply and sanitation systems, roads, community ceremonial centers and archeological sites, and a guarantee that they will be built in low-risk areas; ■■ Reducing economic, social, cultural and environmental vulnerability at the local, municipal and departmental levels. Risk management was built into the Strategic Land Use Plan (PET); an early warning system was created; COCODE’s Risk Management Commission was established; and a search and rescue team was formed to respond to emergencies; ■■ ■■ Creating an economic and productive focus through support to agricultural and livestock, agro-forestry, tourism, and handcraft microenterprises; Strengthening the social fabric to increase opportunities for community participation through the development councils, while fostering transparency through social audits, civic education, and conflict resolution. 96 Preventive Resettlement of Populations at Risk of Disaster: Experiences from Latin America
Thus, the resettlement process became part of the Reconstruction Plan, which in turn was in line with Sololá’s Sustainable Development Plan—within the PET. The Plan was prepared in consultation with the departmental and municipal development councils, with the support of the Departmental Technical Unit (Unidad Técnica Departamental, UTD) and the Municipal Planning Offices (Oficinas municipales de planificación, OMP). It was approved and signed in an official ceremony in the National Palace of Culture, in the presence of the President and Vice President, the Reconstruction Manager, government ministers and representatives of the traditional, municipal and Tz’utujil community. 10. Institutional Organization The reconstruction process began, combining the efforts of the Municipal Development Council (COMUDE) of Santiago Atitlán and a Reconstruction, Housing and Basic Services Commission, which together obtained the active participation of leaders, municipal authorities, Mayan authorities from the affected communities and NGOs. Given the integrated model, close institutional coordination was required among all the entities involved in the resettlement planning and implementation process. Table 6.2 lists the different entities involved in the coordination, implementation, financing, and technical assistance associated with the plan. Table 6.2. Institutions Involved in the Plan Component Coordination Execution – Financing Technical Assistance Identifying and Secretariat of Agrarian Affairs of CONRED acquiring land the Office of the President Designing houses and urban development Constructing houses Providing water and sanitation Secretariat of Agrarian Affairs of the Office of the President (Secretaría de Asuntos Agrarios de la Presidencia, SAA) Real Estate Cadastre and Assessment Directorate (Dirección de Avalúos y Catastro de Bienes Inmuebles, DICABI) Executive Coordination Secretariat of the Office of the President (Secretaría de Coordinación Ejecutiva de la Presidencia, SCEP) Guatemalan Housing Fund (Fondo Nacional de la Vivienda, FOGUAVI) Municipal Development Institute (Instituto Nacional de Fomento Municipal, INFOM) UN Human Settlements Programme Executive Coordination Secretariat of the Office of the President (SCEP) Inter-Institutional Coordination Office for Assisting Precarious Settlements (Coordinadora Interinstitucional para la Atención de Asentamientos Precarios, CIAAP) FOGUAVI UN Human Settlements Programme INFOM SCEP National Fund for Peace (FONAPAZ) UN Human Settlements Programme Chapter 6 The First Tz´utujil City of the Twenty-First Century | Guatemala | Secretariat for Planning and Programs of the Office of the President (SEGEPLAN) UN Human Settlements Programme CIAAP UN Human Setttlements Programme CIAAP Technical Institute for Training and Productivity (Instituto Técnico de Capacitación, INTECAP) INFOM UN Human Settlements Programme Providing energy SCEP Electrical Power Company of EEGSA Guatemala (Empresa Eléctrica de Guatemala S.A., EEGSA) Electricity Generation and Distribution Company in Guatemala. Unión FENOSA DEOCSA -DEORDA Providing education Ministry of Education Ministry of Education CONRED Executive Secretariat (SECONRED) United Nations Human Settlements Programme Continues 97
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Preventive Resettlement of Populati
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Preventive Resettlement of Populati
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Contents Abbreviations ............
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9. Lessons Learned During the Reloc
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10. The Transition from the Informa
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Table 6.2. Institutions Involved in
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Chapter 3 CIA COAH-INA CONAE EM-DAT
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NEPO NUDEC PPDC PROCAV SEHAB SINDEC
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CIAAP COCODE COE COMUDE CONRED DICA
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Foreword Latin America and the Cari
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options to resettle the population,
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Figure 1.1. Occurrence of Geologica
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Figure 1.4. Percentage of Deaths by
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words, 72.2 percent of the deaths w
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(Figure 1.8). In that same period,
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Ecuador and Peru) are estimated to
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the solid waste discharged into the
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Figure 1.13. The Hyogo Framework fo
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grinding poverty and weak governanc
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———. 2009a. Global Assessment
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■■ for the population affected
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Mechanisms for consulting and negot
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Photo: Willie Heinz/IDB
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Figure 3.1. Percentage of the Urban
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the unit again, to the National Dir
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ity to floods within the participat
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ecame active subjects in transformi
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These agreements could have been te
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unable to do the actual constructio
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4.10 Use Made of Reclaimed Flood-ri
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The self-effort and mutual assistan
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References Arnold, Margaret. 2004.
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The most significant natural disast
Page 68 and 69: ■■ Organize and coordinate SIND
Page 70 and 71: canalizing streams, and carrying ou
Page 72 and 73: 4. Profile of the Population The fa
Page 74 and 75: In this option, families were tempo
Page 76 and 77: lished when PROCAV II was launched
Page 78 and 79: housing, they more readily accepted
Page 81 and 82: Chapter 5: Colombia Nueva Esperanza
Page 83 and 84: Table 5.1 Effects of the Five Sever
Page 85 and 86: B. Capital District of Bogotá Bogo
Page 87 and 88: SDPAE includes 25 institutions in t
Page 89 and 90: Initially, the amount assessed due
Page 91 and 92: Table 5.3. Participation of Capital
Page 93 and 94: Figure 5.4 Types of Houses BUILT WI
Page 95 and 96: Table 5.6 Continuation Activities E
Page 97 and 98: 7.2 Support for Moving to the New H
Page 99 and 100: in municipalities in the Andean, Ca
Page 101 and 102: were maintained. The teams of profe
Page 103 and 104: 12. Lessons Learned Because the res
Page 105: Bibliography Alcaldía Mayor de Bog
Page 108 and 109: worst threat, followed by tropical
Page 110 and 111: In its prevention activities, CONRE
Page 112 and 113: 4.3 Disaster Risk Management Model
Page 114 and 115: This integrated and culturally sens
Page 116 and 117: 4. Consequences of Tropical Storm S
Page 120 and 121: Table 6.2. Continuation Component C
Page 122 and 123: tion Commission consisting of the l
Page 124 and 125: ■■ ■■ ■■ ■■ Cultura
Page 126 and 127: ■■ ■■ ■■ ■■ ■■
Page 128 and 129: Bibliography INSIVUMEH (Instituto N
Page 130 and 131: emarkable growth is not accompanied
Page 132 and 133: synergies created to overcome one o
Page 134 and 135: and status: They went from being in
Page 136 and 137: eligious beliefs - converged to cre
Page 138 and 139: Glossary * Acceptable risk The leve
Page 140 and 141: Hazard A dangerous phenomenon, subs
Page 142 and 143: About the Authors and Contributors
Page 144: Preventive Resettlement of Populati
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