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Terms for Participatory activities
in Disaster Relief
Community-based disaster preparedness/risk management
(CBDRM) model
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Community-based Disaster Preparedness (CBDP)
Community-based Mitigation and Preparedness (CBMP)
Community-Driven Reconstruction (CDR)
Owner Driven Reconstruction (ODR) model
Community-based disaster management
Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM.
United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office.
Community-Based Disaster Management
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“Discovered” in 1970s
Used by United Nations Centre for Regional Development
and International Red Cross and Red Crescent societies
Studied in depth with the “Sustainability in
Community-Based Disaster Management” project
Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM.
United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office.
Shaw, R & Okazaki, K. (2004). Sustainability in grass-roots Initiatives: Focus on Community Based Disaster
Management. United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office.
Principles of CBDM:
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Recognition of the exigency of community involvement
Belief in community’s capability and indigenous knowledge
Recognition of different vulnerabilities of various groups in
a community
A concern for improvement in the overall wellbeing of the
people
An emphasis upon organizational and technical capacity
building of the community
A philosophy of risk reduction
Enhancing community awareness about risks
Precautionary measure and mitigation actions
Mobilization of local resources
Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM.
United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office..
How CBDM works at each stage
MITIGATION
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PREPARED
-NESS
• Communities can Lessen their Exposure to Specific Hazards and
Prevent Disasters from Occurring
• Disaster preparedness which builds on local knowledge can
dramatically reduce suffering and loss of life & infrastructure. Many
actions can be taken by communities to reduce impacts of Disasters.
RESPONSE
• When disasters happen local Community can save the most lives in
the first 12 -24 hours…and this is often before external support has
arrived.
RECOVERY
• Effective & sustainable disaster recovery is only possible when you
have community ownership of processes & they are aware that
development can lead to Disasters
Ricos, M. (2008). Community Based Disaster Management. Indonesian Development of Education
and Permaculture (IDEP) Foundation.
Community Based Disaster Preparedness
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Examine community’s susceptibility to hazards
(vulnerability analysis)
Indentify the human material resources available
to cope with these threats
(capability assessment)
Define the organizational structures by which
a coordinated response is to be launched
(plan development)
**Community Vulnerability and Capacity in Post-Disaster Recovery
Yasui, E. (2007). Community vulnerability and capacity in post-disaster recovery: The cases of Mano and
Mikura neighbourhoods in the wake of the 1995 Kobe earthquake. Vancouver, Canada: University of British
Columbia
Community Based Disaster Preparedness
Analyzing
community
structure
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Building
community
capacity
Requires
government, NGO,
& community
interaction
Allen, K. (2006). Community-based disaster preparedness and climate adaptation: local capacity
Building in the Philippines. Disasters, 30(1), 81-101. doi:10.1111/j.1467 9523.2006.00308.x.
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Examples of PRA in Disaster Management
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Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM..
p31 United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office..
Examples of PRA in Disaster Management
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Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM..
p29. United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office..
Examples of PRA in Disaster Management
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Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM..
p32. United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office..
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Preparedness
Timeline of a Community Preparing For,
Experiencing, and Recovering From Disaster
Time
Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM..
p131. United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office..
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Responsibility
The Change-Over of Responsbility
Time
Okazaki, K. & Narita, E. (Eds.) (2004). UNCRD Tapestry: Defining the Past and Building the Future of CBDM..
p126. United Nations Centre for Regional Development & Disaster Management Planning Hyogo Office..
Vulnerability Pressure
and Release Model
The Progression of Vulnerability
1. Root Causes
3. Unsafe Conditions
2. Dynamic Pressures
Lack of
Limited
access to
•Power
•Structures
•Resources
•Local institutions
•Training
•Appropriate skills
•Local investments
•Local markets
•Press freedom
•Ethical standards in
public life
Macro-forces
Ideologies
•Political
Systems
•Economic
systems
•Rapid population
growth
•Rapid urbanization
•Arms expenditure
•Debt repayment
schedules
•Deforestation
•Decline in soil
productivity
Hazards
Fragile physical
environment
•Earthquake
•Dangerous locations
•Unprotected
buildings and
infrastructure
Fragile local
economy
•Livelihoods at risk
•Low income levels
Risk =
Hazardⅹ
Vulnerability
Vulnerable society
•Special groups at risk
•Lack of local
institutions
R = HⅹV
•High winds
(cyclone,
hurricane,
typhoon)
•Flooding
•Volcanic
eruption
•Landslide
Public actions
•Drought
•Lack of disaster
preparedness
•Prevalence of
endemic disease
•Virus
and pests
Yasui, E. (2007). Community vulnerability and capacity in post-disaster recovery: The cases of Mano and Mikura neighbourhoods in the wake of
the 1995 Kobe earthquake. Vancouver, p36. Canada: University of British Columbia
Community Development
Community Function – Planned Efforts – Community Organizing
– Types of Community, CBOs and approaches
State/
Political
Levels of
Vulnerability
Local/
Community
Levels of
Vulnerability
Physical/
Technical
Levels of
Vulnerability
•Top-down
decision making
processes
•Lack of or
inactive CBOs
•Aging population
•Low birth rate
•Local economy
in decline
•Power
imbalance with
local government
and within
people, etc.
•Number of
fragile buildings
•Density
•Narrow streets
•Fewer public
parks and open
spaces
•Poor disaster
management,
etc.
•Narrow
development
focus
•Inflexible policy
and practices,
etc.
Building
Community
Capacity
•Enhanced response
capability
•Human capital to
influence policy
•Disaster planning
•Utilization of existing
resources
•Involvement of local
government and
business
•Improvement of
natural environment
and housing
•Insurance, etc.
Community Vulnerability
and Capacity Model
Future
Potential
Hazards
•Earthquake
•High winds
(cyclone,
hurricane,
typhoon)
•Flooding
•Volcanic
eruption
•Landslide
Yasui, E. (2007). Community vulnerability and capacity in post-disaster recovery: The cases of Mano and Mikura neighbourhoods in the wake of
the 1995 Kobe earthquake. Vancouver, p134. Canada: University of British Columbia
Haiti Country Delegation – plan for 2007
Programme Name: Disaster Management
Expected Results
Goal
An efficient, responsive, and
focused programme that
contributes to reducing
vulnerability is implemented
by the Haitian National Red
Cross Society
Programme Objective
The HNRCS has a wellfunctioning disaster
management department
which is ensuring effective
services to vulnerable target
populations
Indicators
Sources of Verification
Risks/Assumptions
The political and economic
situation remains sufficiently
stable
Adequate donor commitment
and support is forthcoming
CRH is committed to
restructuring of its DM setup,
procedures, and systems
International Federation of Red Cross and Red Crescent Societies. (2007). P18-21. Federation Secretariat’s support to the Haitian National Red
Cross Society: Operational plan 2006-2007.
Expected Results
Expected Result 1:
The HNRCS has a dynamic
disaster management
department that is able to
react swiftly and effectively,
coordinating the various
technical services in the
headquarters and the
branches
Indicators
Response time to sudden
onset disasters
Proportion of planned
coordination meetings held.
Regularity of communications
between the disaster
management department at
headquarters and branch level
disaster managers
Sources of Verification
Coordination meeting reports
Communications reports
between the disaster
management department at
headquarters and branch level
disaster managers
Disaster evaluations and
annual review
Risks/Assumptions
Activities for
Expected Result 1:
Evaluation of HRC response
system
Facilitate the training of
Heads of Service who are
involved in the Crisis
Committee.
Facilitate simulation exercise
at national level for the heads
of services involved in the
Crisis Committee
Facilitate a training workshop
for regional disaster managers
Expected Result 2:
Disaster response plans and
Disaster response and
Activities for
The activities of the HNRCS in specific contingency plans are contingency plans documents Expected Result 2:
relation to disaster
in place at regional level and
Provide technical and
management before, during are put into practice
financial support for the
and after disasters are guided
training of regional disaster
by a disaster management
managers in the preparation
strategy with plans and
and use of contingency plans
protocols
with the branches at the
highest risk from hurricanes
Provide technical and
financial support in the
preparation of contingency
plans for major events at
regional levels with the
support of those branches
that are most exposed to the
risk of hurricanes
Expected Results
Expected Result 3:
The technical capacities of
the staff and volunteers at
regional and local levels to
provide timely quality
services in Disaster
Management are
strengthened
Expected Result 4:
A functional and well
maintained telecommunication network
guarantees nationwide
communication coverage and
improves the HNRCS disaster
management capacity
Indicators
By the end of 2007, sufficient
numbers of disaster
managers are trained in each
targeted HNRCS branch.
Number of branch level
disaster managers trained as
trainers
Sources of Verification
Training reports and
documents/ List of
participants in training
workshops
Radio coverage in all regional Tests carried out in the field
branches is consistent
Interviews of teleImprovements in
communications users
communications between
regional branches and
headquarters.
Number of radio contacts
between headquarters and
relevant branches in a
disaster situation.
Risks/Assumptions
Activities for
Expected Result 3:
Facilitate training of trainers
Provide facilitation expertise
and financial support for the
holding of NITs training
sessions
Activities for
Expected Result 4:
Ensure on-going training of
telecommunications users
and technicians
Ensure low level of
maintenance of the VHF
network
Ensure regular checks of the
functionality between the
branches and the
headquarters.
International Federation of Red Cross and Red Crescent Societies. (2007). P18-21. Federation Secretariat’s support to the Haitian National Red
Cross Society: Operational plan 2006-2007.
Expected Results
Expected Result 5:
The capacity of communities
to manage risk and to
respond independently to
disaster is increased
Indicators
Number of HNRCS volunteers
trained in CBDM
methodologies, including VCA
and BPI.
Number of integrated
community risk management
activities conducted by
targeted communities
Sources of Verification
Baseline study report
Training reports/List of
participants in training
sessions in VCA
Community risk maps
Progress reports from
targeted communities
Annual report
Risks/Assumptions
Activities for
Expected Result 5:
Select, adapt, and translate
relevant CBDM materials and
approaches.
Provide technical support for
training of HNRCS volunteers
in Vulnerability and Capacity
Assessment
Provide technical support of
HNRCS in the preparation of
risk maps
Provide technical support to
HNRCS to carry out disaster
preparedness, dissemination
and capacity building
activities
Provide technical assistance
to the HNRCS in the
development of small scale
risk management and
mitigation projects
International Federation of Red Cross and Red Crescent Societies. (2007). P18-21. Federation Secretariat’s support to the Haitian National Red
Cross Society: Operational plan 2006-2007.
Expected Results
Expected result 6:
An efficient and cost effectiv
e logistics system is in place
to support the various progr
ammes and operations of th
e HNRCS
Indicators
By the 1st quarter of 2006, an
operational logistics unit is in
place
By the 2nd quarter of 2006, pro
cedures regulating purchases
and clarifying levels of authori
ty are in place.
Level of adherence to procure
ment procedures.
By the end of 2006, essential d
isaster management and othe
r equipment is available and st
ored in professionally manage
d warehouse space.
By the end of 2006, relief supp
lies for populations affect by d
isasters are in place
By the end of 2006, an operati
onal HNRCS fleet is in place
Sources of Verification
List of staff and equipment fo
r the logistics unit
Procedures regulating procur
ement
Documentation relating to pu
rchases carried out.
Inventory of lists of equipme
nt and stocks.
Inventory lists of relief suppli
es.
Procedures regulating the pr
ovision of relief supplies in th
e event of emergencies are in
place.
Fleet management guidelines
Logistic provision documents
Interviews with HNRCS and F
ederation staff
Risks/Assumptions
Activities for Expected Result 6:
Train a national Logistics Officer
Conduct a logistics analysis and
mapping with the support of
PADRU’s RLU
Review procedures regulating
and clarifying levels of authority
Train staff at headquarters and
regional level in procurement
procedures
Train HNRCS national and
regional volunteers in warehouse
stock management
Develop maintenance and
restocking systems
Provide technical support for
the establishment of
pre-agreements with suppliers
for guaranteed supplies.
Provide technical support in the
development and maintenance
of a yearly inventory of disaster
response supplies and
equipment
Review the existing Fleet
Management System
Provide technical support in the
estabilishment of a Fleet
Management System for
HNRCS vehicles
Expected Results
Expected result 7:
The second phase of the
Kouri di Vwazin ‘W project is
developed and implemented,
reaching more hazard-prone
communities
Indicators
Kouri di Vwazin ‘W reaches
additional isolated,
vulnerable populations with
key messages by the end of
2007
Increased number of trained
“relais communautaires”
available
Sources of Verification
Plan of Action for Phase 2 of
the Kouri di Wnazin ‘W
project
Branch reports
Programme Updates
Risks/Assumptions
Activities for
Expected Result 7:
Compile lessons learned
form Kouri di Vwazin’ W
phase 1 and disseminate
these.
Facilitate the implementation of phase 2 of the
Kouri di Vwazin ‘W project
Provide support for the
training of increased numbers
of “relais communautaires.”
Provide support for the
publication and (re)printing
of awareness-raising
Support the generation of
media interest and partnerships for the improved
delivery of the project
Provide support for
assessment of phase 2 of
the project
International Federation of Red Cross and Red Crescent Societies. (2007). P18-21. Federation Secretariat’s support to the Haitian National Red
Cross Society: Operational plan 2006-2007.