Planning and Policy

58 government needs to create quality standards such as certifications and awards for tsunami risk reduction so that the community will be motivated to be involved and participated in tsunami risk reduction.

k. Formulate public policies, where applicable, aimed at addressing the issues of prevention or relocation, where possible, of human settlements in disaster risk zones, subject to national law and legal systems. Relocation and resettlement are an effort that could be considered as an effort to prevent society from disaster or tsunami risk.

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 Managing innovation and creativity. A leader should encourage innovation and creativity in the process of disaster risk governance.

 Planning and organizing personnel. A leader should be able to plan and organize competent human resources to create an effective organization.

 Motivating. A good leader must motivate their subordinate to achieve common goals that have been set in DRR planning and policy.

 Managing teams and team building. To be effective and efficient organization leaders should conduct team building to create a harmonious situation for working.

 Scanning the environment. Leaders should sensitive to the conditions and situation of society and enabling environment that can support DRR process.

 Strategic planning. A leader should be able to develop comprehensive strategic planning in DRR process.

 Networking and partnering. Building network that could be useful for all parties in managing disaster risk.

 Decision making. A leader must be able to act quickly and appropriately in decision-making, especially during emergency situations.

On several occasions, the Banyuwangi’s Mayor has demonstrated his attention to tsunami risk reduction. After the Great East Japan Earthquake (GEJE) on 11 March 2011, the Mayor gave particular attention to a tsunami and created a tsunami risk reduction as a priority in his administration.

The Mayor alerts Pancer Hamlet community to increase their tsunami awareness. At that time the mayor decided to make the school as a venue for the dissemination of tsunami evacuation. Tsunami socialization will also be conducted in local government meetings and

60 citizen regular meetings (Kompas, 2011). However, currently DRR is no longer a major concern of local government. In Pancer Hamlet community in particular, the local government is focusing its activities on the development of tourism sector for the economic development of community.

4.3.2. Planning, Policy and Budgeting

One of main constraints in DRR is the question how to financing DRR. Limited funding makes it difficult to create a government program for DRR. UNISDR has actually made a guide on how to finance DRR by adopting some schemes (UNISDR, 2012, p.65):

 Make full use of local resources and capacities. The first place to seek financing for disaster risk reduction is within the local government. Most city administrations collect revenue through service charges, taxes, fees, incentives, fines and municipal bonds, which form part of the annual budget. The city can choose to spend its money to grow and increase in vitality while taking steps to minimize disaster risk and increase disaster resilience.

 Financing disaster risk reduction is a shared responsibility. This responsibility must be shared among all who have a stake—from local, national and provincial governments to the private sector, industry, NGOs and citizens. Foundations or cooperation agencies may also provide funding. A mutual understanding among these institutions and sectors will lead to a city that is better prepared to address disaster risk. Innovative alliances and cooperation between the public and private sector and community groups can be explored for specific projects.

 Resources other than financial. High-value technical assistance, information, education and training opportunities can be provided by academia, built environment professionals, civil society organisations, regional or technical organisations—or through an exchange with other cities, at little or no cost to the city.

 Without a strategy and clear plan, no resources. To access resources, a city must have strategies, policies, plans and implementation mechanisms in place. A strategic plan will ensure that projects contribute to defined objectives and can also be used to allocate budgets for specific risk reduction projects.

 Post-disaster funding opportunities. In disaster situations, cities may have access to national or international relief funds, including from NGOs, national governments or international organisations. Some countries have special budget allocations to support reconstruction efforts, in addition to the city’s own resources. Not all local governments are aware of these options and therefore should explore what options, resources and relationships are available before a disaster strikes and set up arrangements in advance.

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 Climate change. International and national climate change adaptation funds are now available. Some urban projects that combine risk reduction with climate change adaptation aspirations have been accepted.

Figure 4.1: Projection of Disaster Management Agency Budget Comparing to Others Sector in 2016¹²

One of the biggest problems faced by the local government is the availability of budget for building tsunami-resilient communities. The portion of the budget in the disaster sector is still very small compared to other sectors (see figure 4.1). The local government of Banyuwangi also acknowledged that planning, disaster management policies and systems that currently exist are not yet optimal. Mentioned in RPJMD (Local Mid-Term Development Plan) of Banyuwangi District:

Banyuwangi is one of the tsunami disaster prone areas based on RPJMN. But in fact, Banyuwangi also has eruption, tornado and fire disaster-prone areas. Nonetheless,

12 Mid-Term Development Planning of Banyuwangi District (2015)

180.7

116.5

11.1 7.9 5.8 3 0

50 100 150 200

Budget

Budget

62 Banyuwangi still does not have a service management system of natural disasters and social disasters. ¹³