Real Risk

[

] 120

At the national level all planning activities are orchestrated by the

State Planning Organization (SPO) through five-year plans. The

elements of the last seven plans relating to natural disasters were

analysed. The SPO established a special commission on natural

disasters after the 1999 earthquakes for the preparation of the eighth

five-year development plan, and made concrete recommendations

regarding legislative issues, staff and financial infrastructure, train-

ing and technical infrastructure and long-term actions.

A well-prepared system is not only based on good planning. It

is also expected to be effectively informed by early warning systems

and well-rehearsed national and local contingency and evacuation

plans, as well as communication and coordination systems and

adequate logistical infrastructures and emergency funds.

Achievements so far

This new structure has brought to Turkey more flexibility. It has

been tested and proved in many recent humanitarian response

operations and some major international exercises. It has brought

together professionals and experts from different sectors. Its

composition is based on services, professionals and related orga-

nizations in the disaster management cycle.

Professional teams for SAR, health care, communication and others

are working closely together under TEMAD coordination. The Iran

BAM earthquake response operation was the first success of this new

multi-level approach, and the list of examples continues to grow:

• 1,550 tons of food rations were delivered to Georgia while it

suffered instability

• Approximately 2,860 tons of food rations were delivered to

Telafer and Fallujah

• 1,352 tons of food rations and three fully-equipped

ambulances were delivered after a request from Palestine

• Two military airplanes were dispatched to Darfur, Sudan with

USD500,000 of medical equipment and nutrition for children

• After the Iran BAM earthquake, TEMAD responded with medical

services plus SAR teams and NGOs totalling 161 personnel.

TEMAD’s duties are not limited to the region or its neighbours. One

of its policies is to enhance public awareness by responding to global

tion of projects such as the new TEMAD centre and the devel-

opment of national emergency information and communication

systems.

There have also been changes to Turkey’s search and rescue

(SAR) structure. SAR activities are performed by the General

Directorate of Civil Defence under the Turkish Ministry of Interior.

This institution was set up in 1928 and reformed in 1932, attain-

ing its characteristic shape and duties in 1959 for the purpose of

civil defence. But emerging needs and global trends towards

protection rather than defence prompted reorganization.

Turkey’s SAR teams were located in 11 centres, each staffed

with highly trained, fully equipped teams according to the needs

of the area. The Turkish SAR structure is still working to establish

its identity, and will eventually define its position in relation to

Turkey’s role in the region.

Many of Turkey’s disaster-prone cities, such as Istanbul, Izmir

and Sakarya are now renewing or beginning to build their disas-

ter contingency management master plans.

Emergency communication systems have also changed. A consis-

tent and reliable communication system is a vital tool for any

emergency management situation, and the new structural approach

to communication is based on the latest technologies such as satel-

lite or wireless voice and data communications. The system has

many back-ups including non-governmental organizations (NGOs)

such as the Turkish radio amateurs. Two other major projects are

ongoing to create a reliable nationwide crisis management data and

information network.

Many international efforts are coordinated by TEMAD. Several

international organizations, including JICA, the Federal

Emergency Management Agency, the Swiss Development Agency

and the World Bank, initiated various projects in different sectors

following the Marmara earthquake. All of these efforts are inte-

grated via the new coordinating structure, thus yielding more

fruitful results and reaching their targets over a wider area.

New disaster training programmes were introduced at local and

national levels, across almost all government agencies, universi-

ties, institutes, schools and private sector organizations. Mass

media has been used as an effective means of promoting public

awareness.

The Turkish Armed Forces also reorganized, forming special

units and also restructuring all brigade-level units with the capac-

ity to perform disaster relief operations. Natural Disaster

Assistance Troops (DAFYAR) have been formed at battalion level,

and are kept ready to intervene in natural disasters. These have

achieved excellent results in many recent response operations.

The introduction of new building codes and inspection systems

was also introduced by the Ministry of Settlement and Public

Works, and a new insurance system, DASK, has been set up to

provide cover against natural disasters.

Since the 1999 earthquakes the number of NGOs operating in

different disaster services has increased enormously. Society has

filled the gap where government resources were weak. NGOs

work mostly in SAR and communication activities. TEMAD is

preparing programmes for encouraging and promoting more effec-

tive NGOs, media and academic society.

Today, NGOs are a key element of democratic and developed

societies. Turkey has made great legal steps to enable NGOs to

operate in disaster or crisis operations, in Turkey and outside it.

Several Turkish NGOs have performed rescue and relief opera-

tions in many countries around the world. Between 2005 and

early 2006, 1,071 waivers were issued to free NGOs from custom

charges in support of humanitarian aid activities by TEMAD.

Costs of the 17 August 1999 Turkish earthquake

Costs (USD billion)

SPO

World Bank TUSIAD

Direct cost

10.0

6.6 to 10.6 3.1 to 6.5

Housing

4.0

3.5 to 5

1.1 to 3

Enterprises

4.5

2.5 to 4.5 1.1 to 2.6

Infrastructure

1.5

0.5 to 1

0.9

Indirect cost

2.8

2 to 2.5

1.8 to 2.6

Value-added loss

2.0

2 to 2.5

1.2 to 2

Emergency relief expenses

0.8

…

0.6

Total damage cost

13.0

9 to 13

5 to 9

Secondary effects

Current account loss

2.0

…

Fiscal costs

5.9

3.6 to 4.6

Job losses in the region

…

20% to 50%

State Planning

Organization

Turkish

Industrial

Business

Association

Source: Turkey post-earthquake report, OECD