Urban Contingency - 2020 - Ila

Flood Contingency Planning For Ila Group 6 Alvira Shrestha Einar Olav Jensen Sanaz Akbari Koli Nick A. Kiahtipes Vibeke Fardal

Introduction

Location

The purpose of this assignment is to prepare a contingency plan for a possible flood event in Trondheim due to heavy rainfall. Trondheim is a very high-density city prone to floods due to heavy rainfall. The municipality does not have a disaster management authority and limited financial resources. This gives more responsibility to local organizations and important stakeholders in the chosen area. To prevent human injuries and material damages on housings and infrastructure due to flooding, it is important to give the community the resources they need to be prepared when a flood occurs.

The area of Ila is located in the western part of the city centre of Trondheim. It is surrounded by the Trondheimsfjord in the North and is divided by the river Ilelva running through the area. In the North-West part of the site area, an area called Ilviksøra is located. Ilviksøra is known for their residential treehouse buildings which were built in the 18th century. In the South, the river of Nidelva is surrounding the area of Øya. By following the Trondheimsfjord in the direction of the city centre, the area of Solsiden is located in the East. From Ila there are direct sightlines to Munkholmen, an Island located 2 km North of the city centre in Trondheim.

Figure A: Conditions

Figure B: Site Location

Scenarios Ila is a dense, largely residential area that accommodates schools, daycares, and corner markets. The municipal government does an adequate job maintaining the current infrastructure. However, the area is experiencing increasingly intense rainfall. The residents are used to minor flood waters coming off the southern mountains. The community even has a canal to direct the water through the neighborhood and into the ocean. However, the previous few springs nearly overflowed the canal and all other grey infrastructure.

Norway’s scientists predict that with worsening climate change there will be increased precipitation.

During the winter this means greater snowpack on the hills and mountains. As for the spring, this means more intense rainfall. The hazard develops when those first spring rainstorms melt the snowpack. When this happens, months of stored precipitation comes running off the hill.

Figure C: Scenarios

Trondheim’s Planning and Public Works departments know about the potential hazard.

Yet their overstretched employees are not able to allocate extra time to one neighborhood’s potential issue. With virtually zero action from the public agencies, the residents have lobbied the municipal government of Trondheim to address the issue.

The local politicians promise a solution but projects around the city are being denied funding due to the municipality’s dwindling budget. The community of Ila knows they need a disaster management authority to address their situation but they also know with economic prosperity of Trondheim, this is not a route for them.

In the midst of this uncertainty, an NTNU professor that lives in the area warns of a worst-case scenario. Much of the development from a few decades back was built on what is locally known as slip clay. The professor explains that if this clay becomes too saturated, it becomes viscous and unstable. Therefore, any weight bearing property of the soil is reduced and the atop buildings no longer have a solid foundation.

The residents of Ila are desperate to keep the springtime storms from bringing floodwaters through their streets and homes, and in the worstcase scenario, keep the soil below their feet solid.

Methodology and Analysis Introduction While residents do not have a disaster management authority to handle the situation for them, they know they must face the disaster in whatever why they can. To do so, they need to further understand the disaster. By looking at prominent disaster risk reduction literature, reviewing the history of the site, conducting a site analysis, and analyzing

recent case studies, this document will develop a contingency plan which the residents are able to push forward.

The United Nations Office for Disaster Risk Reduction (UNDRR) states that disasters are the “result of the impact of a natural hazard on a socioeconomic system with a given level of vulnerability, which prevents the affected society from coping adequately with this impact” (Countering Disasters, 2001). This definition reveals that there is more to disaster than simply the floodwaters that Ila faces.

It is about vulnerability and ability to cope. To extrapolate this concept further, the International Federation of Red Cross and Crescent Society (IFRC) created the equation in Figure D. (What is a disaster?, 2020)

Figure D: IFRC Disaster Equation

The IFRC states that natural environmental hazards are “naturally occurring physical phenomena caused either by rapid or slow onset events which can be geophysical, hydrological, climatological, meteorological, or biological” (Types of Disasters, 2020). The UNDRR defines vulnerability as the “conditions determined by physical, social, economic and environmental factors or processes which increase the susceptibility of an individual, a community, assets or systems to the impacts of hazards” (Countering Disasters, 2001, p. 1). As for capacity, Wisner et al. state that capacities “refer to the resources and assets that people possess to resist, cope with and recover from disaster shocks they experience” (2012, p. 28) Moving forward, each three if these areas will be addressed to ensure the residents of Ila properly understand the potential disaster and that a contingency plan may be implemented to change the disaster equation to favor a better outcome for Ila.

Figure X: Flood History

Culture and History

History of Flood and Water

Historically, the residents of Ilsvikøra have been craftsmen, fishermen and industrial workers. And in spite of being some distance from the rest of Trondheim city center, in 1874 400 people lived here in 30 houses. The oldest (and largest) house that still stands here is from the 1780s, but most of the buildings date from around 1860-1875.

These are all wooden houses, and their placement according to each other together with the contrast to the modern buildings around make it look like a small village. And it is precisely this cohesion, not only the buildings themselves, but also among the residents, which has led Ilsvikøra to become the special place it is today. Local patriotism has always been great, and it helped to determine the fate of this place during the heated preservation debates in the 1960s and 1970s (Håpnes, 2007). Today Ilsvikøra is considered to be a tourist destination in Trondheim.

In Ilabekken there has been floods almost annually due to rain and snow melt. Partly because of this, three dams have been constructed along the course of the stream. Several of the floods haves caused damage to buildings and infrastructure, but the flood of 1791 was something else (Bratberg, 2008). 1791 was the year of the biggest and most damaging flood Trondheim had ever experienced.

This was also Norway’s largest dam accident (Strømø, 2020). Five days of heavy snowmelt and continuous rainfall caused the dams at both the Kobberdammen and Theisendammen to burst.

This led to a big flood that took with it mills, 6 houses and 22 deaths as a result (Bratberg, 2008).

Figure E: Cultural History Figure F: Flood Timeline

Since the early 1900s the lower part of the stream was put in pipes, but in 2008 it was dug up and turned into a park (Bratberg, 2008). This park work like a kind of flood park, and after it was constructed the number of floods has dropped significantly. This park is dimensioned for a 1000year flood, but it has only experienced a 100-year flood, so just how well it will work remains an uncertainty (Dalen, 2016).

However, this protection is limited because it only protects the area from water flowing in the stream. It is unknown what will happen if a blockage occurs somewhere along the stream or if frozen ground causes problems with water absorption.

Future flood zones Figure G maps out the Information from NVE (The Norwegian Water Resources and Energy Directorate) regarding estimated flood zones.

It indicates, after Nidelva river with the highest water level rise during flood (Max 8 m), Ileva river comes the second with maximum of 4-5 meters.

The highlighted boundary shows the situation of Ilsvikøra ( the study location) in future flood danger zones.

Figure G: Flood Zones Figure H: Water and Vegetation Timeline

Water and Vegetation Figure H illustrates changes in the freshwater resources and the vegetation patterns connected to Ilsvikøra and its neighborhood. Ileva river as the main water body of this area has been branched off from Teisendammen dam since the available historical maps show. Today this water body ends up at Iladalen water park which is canalled to the fjord. The map from 1937 shows the presence of a smaller water reservoir called Reservedammen.

This dam was located in between Teisendammen and Ileva river but it has been dropped since 1953.

The aerial view from 1957 shows the vegetation growth taking over the area of the dried water pond. The timeline shows a significant increase in the vegetation growth along the water body all the way down to Ilsvikøra. These riparian plants have an important role in reducing the downstream flood. The Iladalen wetland and water body has the potential of following the riparian vegetation patterns to stabilize the land for the future floods.

Stakeholder Mapping Human resources are extremely vital elements of any kind of planning. Without them, none of the other resources can be mobilized. Hence in this section, we take on the task of stakeholder mapping, to assess the various actors in our case, covering 4 hierarchies- National, Regional, Local and Communal. We do so using the Power vs Interest Matrix which maps out the “stakeholders in relation to the power that they hold and how likely they are to show interest” (UKEssays, 2018) in the overall goal of flood management.

Figure I: Stakeholder Overview

After this basic overview of the stakeholders, let us shift our focus to the color-coded matrix (Figure J) Evidently, local and communal actors have prominent interest in bettering the site and can play vital roles in the overall disaster resilience. But their options are bound to be limited, due to the lack of resources. Despite this, they can still excel in communal resilience. On the other hand, we see the National and Regional actors have the highest power over important matters, yet their interest in Ila specifically is not as encouraging. In an ideal situation, a Disaster Management authority should have been present in the list, fulfilling high ranks in both interest and power. But the sheer lack of it in our case, creates a void. This needs to be filled through integration of the various existing stakeholders which shall be further explored in our contingency plan.

Figure J: Interest and Power

Case Studies International: Thailand The stakeholder mapping conducted in the earlier section highlighted the position of the community, as a vital actor in disaster management. Hence seeing them as possible front runners, we now investigate the International case example of Thailand showcasing community driven approaches Flooding in Thailand is an annual event, unfortunately re-occurring every monsoon. One of the worst floods to hit Thailand was in 2011, affecting some 97000 buildings and 13 million citizens, and submerging settlements for months (Carbonari,2014). While there are many bigbudgeted physical recommendations that can be made to break the vicious cycle of the disaster, many local communities cannot adhere to those financial demands. This gap was realized by organizations like World Meteorological Organization (WMO), Global Water Partnership, Asian Disaster Preparedness Centre (ADPC) and USAID. Hence from 2013 to 2016, they executed a joint project – “Community-Based Approaches To Flood Management” to “develop self-help capabilities in flood-prone communities” (Tripathi,2018). It was aimed at 4 pilot communities to basically foster resilience through the sense of ownership. Some of the best features of the programs were: 1. Emphasis on use of participatory methods to generate awareness of local risks factors.

Once community members were given such platforms, they engaged in many personal reflections, and were able to indulge into potential solutions. These methods were applauded more due to its inclusive nature.

All strata of the community were involved- the elderly, women, children, and differently abled people likewise.

2. Local leaders were identified to form the Disaster Management Committee. This new establishment empowered the community to voice their opinions more often. Furthermore, the committee could be trained and allotted specialized tasks for “early warning, search and rescue, evacuation, security, health and relief” (Tripathi,2018).

3. Typically, people look for physical designs to provide solutions. But this project gave light to the value of non-physical interventions. In the case of a hazard, these physical solutions may also fail, whereas knowledge will assist them in various other ways. Useful information regarding risks, vulnerability, solutions, evacuations, and relief processes, can prepare them mentally, such that they act sensibly in the hour of need. This was seen effective in pilot simulations drills done in 2015 of the project.

At the end, they were able to achieve some quality communal resilience. For example, •

They made use of existing local organizations, and connected them with community leaders, to create an efficient communication network.

Hence a system was created so that important information reached everyone.

•

Secondly, they created early warning systems.

For this they put local market operators in charge of dissipating quick warning to masses.

•

Thirdly, they set out to identify the most vulnerable buildings, zones, and marked them with red ribbons. This way in the case of a flood, the response team would know what to prioritize.

These were all very simple yet effective steps that did not demand much financially. Instead they fully utilized their existing communal assets.

Now looking back to our own case, we do not have access to adequate resources, and disaster response authority either. Hence, we can learn from the above case, and adopt a bottom-up response to the flooding scenario in Ila as well.

Local: Norway Compared to other countries flooding has not been a major problem in Norway, due to the country’s topography. But in the later years, temperature rise, heavy rainfall and the ice melting have made the danger of larger and more frequent floods to increase. In some areas in Norway the rain intensity is 100-200 mm/per day during a flood event, and snow melting usually gives 10-25 mm/per day.

There have been several large floods in Norway since the beginning of the 18th century, but with many years in between. The last big flood event occurred in June 1995 on the eastern part of Norway and was named “Vesleofsen”. Large amount of rainfall over a short period of time combined with snow melting caused a 200-300-year flood with a water flow on 4000 m3 per second (SNL, 2020). Several farms and agricultural land were completely damaged and one human life was lost.

The flood resulted in damages for about NOK 1,8 billion (YR, 2008).

In the later years, extreme weather has led to floods all over the country and made the municipalities strengthen their preparedness before a flood.

In 2015 the extreme weather named “Synne” resulted in large floods due to about 200 mm/per day in the southern part of Norway (YR, 2017). The

different municipalities were quick to initiate their contingency plan with evacuation and flood warning plans. The community was helpful in initiating responses such as building flood embankments and placing sandbags along the coastline to keep the water away. The floods caused major material damages on both infrastructure and housings, but no human lives were injured.

In Norway the Norwegian Water Resources and Energy Directorate (later referred to as NVE) ensure public flood warnings. NVE also is responsible for preventing flood damages and are providing guidance regarding mapping of flood zones, spatial planning and other important preparedness actions before and during the flood.

Before the flood “Vesleofsen” occurred in 1995, NVE made sure to give public warnings for a possible flood, due to delayed snow melting weeks before the event. Together with the Directorate for Civil Protection and Emergency Planning, NVE is an important organization that provides safety for both the community and municipality during a flood event (NVE, 2015). The Directorate for Civil Protection and Emergency require each Norwegian municipality to write a contingency plan. The plan should contain an overview over the municipality’s crisis management and evacuation plans and identify human resources that are needed in a crisis (Directorate for Civil Protection and Emergency, 2018).

Contingency Plan

Implementation Plan

1) Social Networking

When adverse events occur, it is tough to keep account of everyone and everything. Hence as a step ahead, a system shall be devised to make sure the whole of the community can be reached at all times. This shall be translated through the “phone tree” initiative - a system for contacting a sizable number of people quickly in which each person calls the next designated group of people (Holden, 2020). The top of the “tree” shall have community leaders with access to reliable information sources.

This scheme gives power to individuals to contribute and be responsible for their fellow community members. With phone trees in effect, important information regarding alertness, rescue, relief, or even general mental support can be relayed timely.

This way any missing link (individual/family) can also be identified swiftly and checked upon.

In the wake of a calamity, who acts as the first respondent? While there may be various formal agencies that dispense out aid, your neighbors are usually your first hope in those crucial early moments. Especially in our case we can expect huge reliance on nearer community members.

Hence this highlights “the need to identify and support the skills and capacities of local people and organizations in disaster response and recovery (for reasons of proximity, speed, efficiency, accountability)” (Twigg and Mosel, 2017).

Response Strategy Social networking can be generally understood as expanding one’s social contacts. Our first response strategy is to enable social networking of the entire neighborhood of Ila. The main idea is to build effective trust and communication among all societal members , so that they can rely on each other in times of need. This relation can be further utilized in all stages of disaster management.

Figure K: Networking Process

Preparedness Plan Awareness is the first and foremost step to achieving solutions. Thus few local stakeholders shall be integrated into organizing campaigns, workshops to showcase possible risks, vulnerabilities and hazards to the community. Once they grasp proper

understanding of the context, these events shall be stepped up to include the conversation of communal resilience. As seen in the case study of Thailand, such events give way to empowering people, and pave way towards finding plausible solutions.

for our site, Ila. Hence it only makes sense to try and incorporate natural vegetation in our tactic to prevent/control/mitigate flooding events.

Response Strategy

2) Natural Vegetation

Ila has a levelled terrain, meaning the hills to the south are not the only slopes to be considered.

These slopes, big or small, add to the intensity of water flow. Moreover, another hazard - quick clay landslides can amplify the damages, if not given thought. Our short term approach will be to strategically plant vegetations on such slopes and on the Iladalen wetland, in an effort to strengthen the ground, as well as control the speed of water in case of flooding. Another natural medium to be embraced would be rain gardens. Widely known to manage runoff, they can be constructed at both individual and communal levels.

In a natural environment, heavy rainfall is simply a natural phenomenon. The rainwater quietly finds its way seeping into the ground recharge or flowing into nearby water sources. What transforms rainfall into a hazard is the present day unnatural impervious built environment, forcing water to accumulate on the surface itself. The same goes

Figure M on the next spread shows the selected area for the long term plan which could be implemented on other vulnerable areas of Ilsvikøra. In this proposal the street between the new and old residentials will be transformed to a pedestrian sidewalk with green and blue elements.

This happens by suggested alternatives for the

Next in procedure would be the logistics to implement the phone tree- forming a dependable database containing vital contact details, and blood group of each household/establishment. This can be done conveniently through voluntary sharing and mapping on social media. With all data in place, community and household leaders shall be identified and incorporated into hierarchical phone trees and put in touch with authentic sources to get information from.

Figure L: Natural Vegetation Process

car access, shown with arrows. This project aims to integrate individual garden’s of each house to the central green area and wetland in order to create a stable network. It is designed to collect the surface water during heavy rainfall as well as improving the aesthetic aspects of Ilsvikøra both for tourists and locals. Figures N-Q on the next spread illustrate some frames of this project from the existing situation to the future perspective.

Implementation Plan Since these are physical interventions, they shall require some amount of financial, human, and physical capital. These need not be lofty investments, instead small contributions will be collected from all stakeholders, that can add up to go a long way. The plan shall be administered in phases, to avoid strain on limited resources.

Volunteers and experts of all stakeholder strata shall be divided into teams to carry out plantation/ construction activities. Having an inclusive range of participants (youths, kids, elderly/ residents,

students, employees, etc.) shall enable them to enhance their communal link while sharing the ownership of the project. Hence it shall motivate actors to willingly maintain and continue the efforts.

Preparedness Plan Norway, as a country is already exemplary in terms of eco-friendly, sustainable living. Hence the concept of disaster resilience through natural solutions, should not be extremely hard to get across in Ila. What might still be lacking though,

is substantial collaboration of the community into the actual implementation. Hence information campaigns are still significant steps towards attracting participation to materialize the plan.

Various logistics are to be figured and laid out for everyone to access such as- Identification of plantation/construction sites, measurements and layers in rain garden designs, regulations to be followed, resources needed (physical, human, financial) , to name a few.

Figure M: Intervention Locations

Figure N

Figure O

Figure P

Current Situation

Post Implementation With Rain

Current Situation With Flood

Post Implementation With Sun

Figure Q

3) Evacuation To prevent human injuries and material damages there needs to be an evacuation plan put in place before the flood occurs. The plan should include specific evacuation procedures with transport routes and exits. There will need to be cooperation with emergency functions, volunteers, and important stakeholders to make sure the evacuated get the help they need in a crisis. It is also necessary to make sure the inhabitants are aware of the plan and that they know what to do if the flood should occur and affect their home.

Response Strategy When a flood occurs and the water level keeps rising rapidly, the evacuation process needs to happen quickly. Volunteers and emergency functions will need to go door to door to make sure everyone is being evacuated. To make this evacuation process more efficient, awareness and knowledge about the existing evacuation plan is important. This way, the inhabitants are aware of the evacuation routes and where to meet their assigned rescue and relief teams. To make this easier there could be signages leading evacuation routes and efficient use of evacuation gears.

Implementation Plan To create an efficient evacuation plan there needs to be created voluntary rescue teams consisting of people with different backgrounds. Ila voluntary center could be a useful resource, as well as Ilsvika medical care center and the schools in the area.

To involve all stakeholders, simulations and rescue drills could help to create awareness among the stakeholders of all levels and ages. To access more financial and human resources, the community should try to attract bigger humanitarian organizations such as the red cross. This way, it is possible to prepare for a worst-case scenario where there could be need of bigger evacuation gears such as helicopters, ambulances, and fire trucks. This could also be arranged by collecting funds from the community or other stakeholders.

Figure R: Evacuation Plan

Preparedness Plan To be able to create an efficient evacuation process there needs to be identified which areas should be evacuated if a flood occurs. By mapping and spatial planning of the area, the most vulnerable areas need to be marked. This could include houses right in front of slopes, older buildings or residentials along the coast. The safest escape paths need to be identified, as well as evacuation centres and shelters. This will need to be planned for both a best and worst-case scenario. If the infrastructure such as tunnels and bridges should be blocked or damaged the evacuation would be more complicated and time-consuming. If this happens there should be a plan for this worstcase scenario such as using the higher buildings as a temporary safe ground. Besides planning for evacuation paths, the required capacities for relief and rescue teams needs to be identified. There could also be given evacuation courses for both important stakeholders as well as the inhabitants living in the high-risk area.

4) Local Markets Relief centers are not a common phenomenon in Norway, but it can prove to be useful if the worst-case scenario should occur. In this way, the evacuated inhabitants have a safe place to go and get the help they need. If their house is completely damaged, a relief center could be a safe haven to stay until they get a new place to stay.

Response strategy If a flood should occur, the community should be aware of the location of the relief center and the possible transport paths. At the center they should be provided with relief packages or other things in need. The relief center could be a place to collect elements that could be useful to keep water away from their own basement/houses, such as concrete blocks or sandbags. Information and guidelines will be provided by emergency functions and volunteers at the relief center to create awareness over the situation and what is ahead.

Implementation plan To create an efficient relief center it is necessary to create voluntary relief teams consisting of people with different backgrounds and ages. The community could also try to collect funds from human resources or important stakeholders. This way, the community would be able to access more human and financial resources so that the relief teams can provide people with relief packages and other important gears.

Preparedness plan The first step is to identify possible areas to have a relief centre. The area needs to be large enough and be placed somewhere without any risk of flooding or other hazards. A local market could work as a relief centre, as long as it’s not placed in a high-risk area. To make sure the relief centre is providing the help people need, important resources, stakeholders and a relief team needs to be identified. Especially stakeholders or volunteers with health backgrounds, such as nurses or medical students will come of good use. Evacuation paths

need to be identified in line with the evacuation plan to create a safe transport to the relief centre.

5) Promoting Ila as a Cultural and Tourist Hotspot “Cultural heritage is the common property of all human beings and can never be recovered after destruction; thus, cultural heritage requires designated preventive conservation.”

(Jiuh Wang, 2014, p3) Cultural heritage values and the natural elements including the fjord, the pocket beaches and the hiking trails into the forest are the touristic hotspots of Ila. The long term goal is to establish future policies to protect these areas against natural hazards. In order to achieve this goal in this case study with limited resources, it is required to gain the interest of regional, national level stakeholders as well and generate more fundsphysical interventions to protect important areas and buildings.

Response strategy The most essential response to save cultural heritage is disaster prevention. This can include actions such as building flood embankments, dams or use other elements to keep water away from housings and important cultural heritage. In case of flood, it is important to investigate the damage to cultural heritage in a timely manner soon after the flood. To prevent damages to cultural heritage after the flood, recovery and reconstruction is important.

Implementation plan To prevent major damages to cultural heritage it is important to analyze the effect of flood on building’s materials. Maintenance or renovation of existing buildings should be done if needed. Flood zone maps can help to investigate the effect of flood on cultural heritage sites. By reviewing present and past situations, it is easier to understand future threats to historical areas. Physical and structural interventions can strengthen the older buildings and assist the flood as well as avoid it reaching

the vulnerable areas, the road, and other critical infrastructures. This includes interventions such as transforming surfaces by creating vegetative wetlands or porous surfaces.

Preparedness plan The first step to protect culture heritage values in the area is to identify them. There are several Norwegian organizations, such as Norwegian Culture Heritage, who would be helpful in this process. The Cultural Heritage Fond is another Norwegian organization where you, as a private, can apply for the means to protect cultural heritage values. Once a flood occurs, cultural heritage sites cannot be protected without preparations to protect the site and reduce damages. To be able to protect the cultural heritage with limited financial resources, it is important to raise public awareness before a flood occurs. This can be done by education and promotion. Emergency teams who are dealing with flood on preservation sites should include cultural heritage specialists to their team.

Operational Support Plan and Budget Due to not having a disaster management authority and a lack of available funds at a local level, the prior mentioned five focus area plans steered away from a central office implementing projects that would cost millions of kroners. Instead, the plans focused on individual aspects that are tangible. However, the residents of Ila are not alone. The following are several public and private stakeholders, institutions, and organizations which play a role in operationalizing the plans. A note for the residents, the following list is not exhaustive, as these are only the main players. The community should push past this list to find more organizations who are able to provide additional resources in terms of knowledge, capacity, and financial.

Main Actors • • • • •

The Directorate for Civil Protection and Emergency Norwegian Directorate for Cultural Heritage The Norwegian Public Roads Administration Corner markets Ila Voluntary Center

While the residents do not have a disaster management authority, they do have resources at the national level. With the goal to protect Norway and its citizens from accidents, disasters, and other incidents, the Directorate for Civil Protection and Emergency will be a key player in addressing all the focus areas, especially number three. The Directorate specializes in crisis management, studies and analysis, and civil/military cooperation.

While the Directorate may not manage every aspect of the disasters facing Ila, it is able to help with the preparation of an evacuation plan, likely with military assistance.

The Norwegian Directorate for Cultural Heritage is the nation’s lead organization which is responsible for the management of cultural heritage in Norway. As Ila is promoted as a cultural and tourist hotspot, the Directorate is able to bring important knowledge around how other communities have protected historical building from natural hazards.

Through them, Ila may start networking with other communities who have faced similar challenges and learn of applicable regulations and grant money.

The Norwegian Public Roads Administration and the

subordinate road agencies at lower government levels will play a role when it comes to manipulating the community’s streets to support additional vegetation or evacuation plans. Since roads serve many purposes and are often contested spaces within the public realm, the Administration must serve as a guiding force as to what alterations are possible.

The last two listed entities, markets and Ila Voluntary Center, serve at the community level. As social networking gets started, when the evacuation plan is implemented, and when street improvements are drafted markets serve as a hub to get information out to the community. Additionally, the Center may serve as a community information outlet at the onset of the efforts. Both these institutions have the capacity to play an active role once plans are formulated and implements. For example, markets become gathering places and the Center’s volunteers build capacity for execution.

Due to the decentralized approaches, many of the costs typically incurred when one agency must plan and execute are minimized and dispersed throughout different agencies. Here is a list of the action areas and associated projects.

Action Area 1 Depending on the form of networking, this project will incur little to no cost. The initial footwork may be conducted through volunteering by the Ila Voluntary Center or concerned residents.

Depending on what form the phone tree takes shape, there may be costs in developing and maintaining it. Subscription services cost around 70-15 NOK per month. However, a manual phone tree of community and household leaders would be virtually no additional cost to residents.

Action Area 2 As more natural vegetation is placed throughout the community, there are possible high, up-front costs. However, since this action is taking place at a local level, often labor costs are supplemented by volunteering and material costs are offset by donations. If done correctly and along a timeline, these projects should not cost the municipal departments more money. If costs are incurred for project implementation, residents may pursue grant money from The Norwegian Climate and Forest Funding to Civil Society and similar organizations.

Action Area 3 and 4 These plans have the potential to occur the highest costs. The initial evacuation plan will be developed through the Directorate for Civil Protection and Emergency allocated budget, therefore, no foreseen cost will be incurred by the public. However, in the case of evacuation, there will be costs to provide nourishment to displaced people. Additionally, it is unknown if a municipality must compensate the central government for services rendered, such as military support. In these scenarios, the locals will be dependent on national and international aid if the disasters were to be catastrophic. While it is outside the scope of this article to develop a detailed cost analysis of internal displacement,

it is recommended that residents personally save money within financial institutions that can be accessed elsewhere and buy relevant insurance for property, vehicle, life, etc.

Action Area 5 This is the plan with the widest range of potential costs. Ideally, the costs incurred to protect cultural sites and buildings will be supplemented by national and institutional grants. Alternatively, the additional monies generated through sales tax, hotel tax, etc from increased tourism may justify a new, moderate tax to provide funding for these projects.

Discussion and Reflection As mentioned earlier, the community is used to minor floods in the site area, due to heavy rainfall.

The canal that carries the water through the area and into the ocean has worked well with previous floods, but in a worst-case-scenario the canal will not be able to keep all water away. It is clear that the area needs some new design interventions to prevent further damages to the housings, cultural heritage and infrastructure. As a worst-casescenario, the soil consisting of slip clay can be a major problem due to large amounts of flood water in the streets. This is not likely to happen today, but it is still important to plan for all future outcomes, if the soil should become viscous and unstable due to large amounts of floodwater in the area.

This report comes up with short and long term ideas generated based on the site analysis including the history of Ilviksøra. The historical analysis of the site focused on the flood related elements such as water, terrain variation and vegetation. This information helped to build informative knowledge about the site characteristics in order to cope with future floods. The short term plan is to highlight evacuation related information in the form of an infographic map which could raise awareness for the locals. Whereas the long term plan is to use physical interventions to control future floods which should be done in different phases due to limited resources in this case study. The long term interventions use the knowledge, gained through historical analysis to create wetlands and increase riparian vegetations in order to stabilize

the vulnerable areas. The proposal aims to not only solve one issue while adding benefits to other parts such as awareness, aesthetic aspects of the green and blue elements and the natural aspects related to biodiversity.

With limited financial resources, no disaster management authority and a dense settlement, the proposed contingency plan meets some challenges.

The contingency plan is depending on a high degree of collaboration between different stakeholders in the area, but also human resources as the red cross. Without any financial resources and no disaster management plan, the community needs to rely on the stakeholders and other resources in the area to be able to get the supply and the training they need. This will give the residents a bigger responsibility when it comes to protecting and preparing themselves for flooding in the future.

Due to the covid-19 situation, our methodology was limited. The original idea was a storytelling approach, but this became difficult to go through with when residents were recommended to stay at home. The alternative was an online questionnaire with questions regarding experience with previous floods in the area. This was feasible but when our original approach changed, the questionnaire lost its original meaning, and we chose a different approach. The Covid-19 situation has turned the group assignments into a digital collaboration with group members sitting across not only cities, but across continents. This has led to some challenges, but the group have managed to overcome this and create a positive experience of this unusual situation.

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