Disaster risk management is a crucial issue for recent time. This study represents the local level involvement of disaster risk management and risk reduction

1. Chapter Seven
Bringing Disaster Risk Management
to the Local Level
Course Title: Disaster, Vulnerability, and
Sustainable Development
Course No.: DS 511
Course Teacher,
Shuchita Sharmin
Professor,
Dept. of Development Studies
University of Dhaka
Date: 06/08/19

2. Presented By,
Group 04
Sadia Islam (03)
Sadia Jahan Iqbal (13)
Priyanka Mondol (19)
Mohibul Hasan (34)
Farah Shamima Sultana (38)

3. INTRODUCTION

4. Introduction
Local level disaster risk management
Stakeholder involvement
Utilizing local resources and technique
Initiatives from experience and expertise
Integration of top down and bottom up approach

5. Concepts of Local Level

6. Concepts of Local Level
Culture of Safety
Individual perception of risk needs
to be discussed and explore
Experience
Acceptability of
Risk
AwarenessEducation
Frequency
of disaster
Community
participation
Participation

7. Importance of participation
Promotes commitment to decisions made
Ensure most appropriate and cost-effective solution by
reviewing all alternatives
Ensures activities are coordinated with community goals
and activities
Prevents conflicts and reduces the costs of implementation
Educates on available resources and capacities
Builds support and ownership of risk reduction projects
Promotes sustainability of the projects
Establishes responsibilities and ownership
Vulnerable
Support
Participation
Resilient

8. Localizing risk management
Communicate
stakeholders
Better
understanding of
needs
Easier
identification of
risk
Potential effect
Strategies for
preparedness
and mitigation
Local resource
management
Indigenous
practices
Decentralization
Good
governance
Effective disaster
risk management

9. Localizing risk management
Access to
resources
Local government
Power
FinancialTechnical

10. Localizing risk management
Preparedness and
mitigation
Local government
Incentive to Act
Authority to Lead
Mechanisms of Accountability to sustain
Policies and Plans to Guide
Culture of Safety
Financial Resources for Capacity Building And
Implementing Initiatives

11. Disaster risk management training
• Information and introduction to risk, hazard specific
information, nature of disasters, impact on livelihoods, risk
assessment, planning and action
• Build the technical capacity of local government
stakeholders
• A strategy employed to build awareness and sustainability in
local disaster risk management planning.

12. Disaster risk management training
Collaboration and
coalition
Building partnership
Networks and links
Minimize resource
use
Achieve common
goal
Avoid unnecessary
effort
reduce redundancy
and conserve limited
resources

13. Key StakeholderLocal
government/Municipalities
Works/Engineering
Town planning
Health and
sanitation
Community
development
Environment and
natural resources
Agriculture
Fisheries
Education
Privatesector
Builders
Contractors
Engineers
Hospitals, clinics
Schools
Financial
institutions
Private land owners
Business owners
Shop keepers
Publicsectordepartments
inthelocality
Public works
Town planning
Education
Health and
sanitation
Community
development
Environment and
natural resources
Agriculture and
fisheries
Coastal protection
Other
NGOs
CBOs
Religious leaders
(imams, priests,
monks, nuns,
bishops)
Community
representatives
(community
leaders, village
chiefs, district
officials,
academics,
women’s groups,
girl guides and boy
scouts)

14. Disaster Risk Management Process
• NGOs and CBOs can catalyze and facilitate participation, helping local communities become
partners instead of only being recipients or beneficiaries of outside assistance.
• Key stakeholders can form committees to provide a crucial link to the larger community
• Organizing community meetings and training workshops can provide a good platform for
people to share their ideas and stimulate action.
• There needs to be a common mandate, aim or objective to establish a common goal.
• Building networks and partnerships fostering participatory approaches fosters diverse
opinions and expands the number of options available. Multiple points of view provides a
way to understand the cross cutting issues contributing to increasing vulnerability.
• Disaster management training can become a platform for key stakeholders to meet and
discuss the issues affecting them. This environment can facilitate the formation of linkages,
networks and partnerships.

15. Securing Resources
Capacity to manage risks is largely dependent on available
resources.
More resources less acceptability of risk
Less resources more acceptability of risk

16. Local resources
• Individuals - skills, time, materials, labor or cash contributions
• Organizations - community groups, existing or planned arrangements or activities
• Informal Social Networks and Communications – Information sources and their uses a
resource in the implementation of the preparedness and mitigation activities
• Local Institutions - NGOs, businesses, schools, health centers, etc.
• Institution’s assets and service to community for risk management plans and activities
• Local government - government legislations, policies and programs which cover or
compliment the objectives and activities of a community risk management plan
• Physical Characteristics/Resources - land and natural resources, open spaces,
transportation, infrastructure, roads etc. What resources are available in terms of renewable or
underutilized resources with characteristics suitable to be
• Hidden resources - Foreign aid, donation, local government budget expenditure

17. Process of
Localizing
Disaster Risk
Management

18. The process, methodology, tools and techniques will evolve as
experience grows. Each community is unique so CBDRM is
constantly challenged and enriched each time it is used. It is
important to note that CBDRM will bring out the dominant
perceptions of risk in the community. CBDRM is not an
alternative, nor the preferred process for managing risk. It is a
to be used in conjunction with risk assessment, preparedness
and mitigation processes and measures
CBDRM directly involves the community at every step.
Members of the community are active participants. Their
experiences, knowledge and understanding becomes
vital to preparing a disaster risk management plan. The
community is both the key resource and main
beneficiary. CBDRM is a dynamic process that is
shaped by long-term practice and experience.
Stakeholders &
Actors
Individuals, households,
businesses, community
organizations, local NGOs.
international and regional
NGOs, sector organizations,
and private sector
consultants used to enhance
the capacity of the
community
Process of Localizing Disaster Risk Management

19. Process
Selecting
the
Community
Building
Trust &
Understandi
ng
Participatory
Disaster
Risk
Assessment
Participatory
Planning
Building
community
Organization
Implementati
on
Monitoring &
Evaluation
Prioritize the poorest and most marginal communities
It is important to acknowledge, respect and work
with local traditions, norms and practices;
understand the community
way of life
Involves the collection of information and data related to
disaster risks.
Members of the community as groups, households,
businesses or individuals can be invited to submit their
own plans or partial plans specific to their needs.
Delegating the role of disaster management to an
appointed community organization is an important measure.
To build a community organization, there first needs to be a
vision/ principle(s) to work
The role of the delegated community organization will be
to implement, manage and generally oversee the
operation and maintenance of the plan.
Monitoring is ongoing and routinely conducted throughout
the entire process.
Step of DRM Process

20. Case Studies

21. Case Studies Bangladesh
Case: Supporting indigenous practices with external funds
Disaster Type: Flood
Figure: AUDMP at Tongi and
Gaibandha
Program: The Asian Urban Disaster Mitigation Program (AUDMP) at Tongi and Gaibandha
Associate Organization: CARE Bangladesh, Local organization, Municipal Disaster Management Committee.
Purpose
• Developing a DRM plan
Activities
• Mitigation and preparedness activities
• Public awareness campaign
• Determining vulnerability using PRA technique
• Infrastructural development i.e. drainage, road
• Plantation around homestead
Outcome
• Flood resistant homestead
Participants: Key Stakeholders, community leaders, members of the community
Present scenario
• Replicated in additional 4 municipalities around northern BD.
• Support of other organizations for the use of indigenous
technique

22. Case Studies Sri Lanka
Case: Indigenous techniques revisited
Disaster Type: Drought
Reason: Indigenous tradition of rainwater harvesting and irrigation systems was overlooked by decision-makers
Associate Organization: Government and some non-government, Intermediate Technology Development Group South Asia
Knowledge gap to use and
maintain
Figure: Water-collection tanks

23. Case Studies Philippines
Case: An active local government - Dumangas
Disaster Type: Typhoon (November 1998, Typhoon ‘Zoling’)
Fund raising authority: Dumangas Municipality, Government,
Non-government, Private organization i.e. Philippines Red Cross
Disaster management
systems
approach initiation
Establishment of
a disaster
response
system
Initiation of
disaster
management
training
Local NGO
radio group for
communications
and hazard
monitoring
Development of
early warning
system
Final Action after the Typhoon

24. Case Studies Thailand
Case: Community based approaches and establishing CBO’s.
Disaster Type: Flood (November 2001)
Initial Program: Large- scale structural mitigation measures in the city of Had Yai, Songkhla Province
Final Program: The Asian Urban Disaster Mitigation Program (AUDMP)
Associate Organization: National Thai Government
Activities:
• Allocation of multi-million baht special budget
• Construction of a by-pass channel
• Construction of retarding ponds
Associate Organization: ADPC
Activities
Target: To develop a disaster management plan
Disaster management training
A public awareness campaign
Approach
Issues
Participants
A multi-hazard approach to
combat more potential risks
Search & rescue, first aid and
fire fighting
Government officials, community
leaders, CBO’s, NGO’s
Art and essay competition
Disaster day rally
Figure: Public awareness
campaign
Present scenario: Regular meeting to update the DMP

25. Case Studies India
Case: The Panchayati Raj Institutions (PRIs), an opportunity lost
History: 73rd and 74th constitutional amendments in 1993
Guidelines: Structure Composition Power Function Finance
Election
importance
Seat
reservation
Outcome: Potentiality to reduce disaster risks effectively
Active Role
Rescue and relief
operations
Cremation of the
dead
Attend the injured
Bringing
collaboration with
different organization
Gujarat earthquake,
January 2001
Opportunity Lost
• The panchayat was sidelined
• Parallel organizations
• Different groups for
different programs in each village

26. Case Studies Cambodia
Case: Empowering communities to mitigate flood risk
Disaster Type: Flood
Program: Community-Based Disaster Preparedness Program (CBDP)
Associate Organization: Cambodian Red Cross (CRC), Federation, ADPC and Pact Cambodia
Target: To strengthen communities’ capacity to protect themselves from future floods
Trained CRC staff Red Cross Volunteers (RCVs) Communities
Worked with
Assessing risks
Building capacity
Mobilizing resources
Identifying and implementing risk reduction measures
A pilot project in 23 villages by CBDP
After6years
Impacted countless villages

27. Checklist: the role of NGOs
• Include an element of public awareness in every activity
Raise Awareness
• Transfer ownership to the community as soon as possible
Act as facilitator and catalyst
Withdraw physical presence as soon as possible
Facilitate community-based organization and government
Set the scene for positive change but do not impose change.
Provide technical assistance and support in community organizing
and fund raising.
Involve all current and potential stakeholders in organized activities.
Take every opportunity to invite local authorities and respected
individuals in the community
Involve the media
Work with existing social structures in the community

28. Lessons Learned
 Communities consist of diverse groups representing various class, caste, gender, religion, economic
activity
 Capacities are required to deal with conflicting interests
 Poor timing of project implementation may result in a lack of commitment
 When communities are contributing to the project then provide remuneration for the time away from
their work and employment
 Active participants
 Forging partnerships with NGOs, businesses and communities can be beneficial.
 Sustainability is enhanced through the presence of organizational Mechanisms
 Useful to provide technical assistance in CBDRM tools and techniques so that they can begin with
participatory practices

29. Lessons Learned
 Indigenous community coping mechanisms need to be harnessed and respected.
 By involving the communities in the entire disaster risk management process from risk assessment to
planning to Implementation
 Local government bodies are often better placed to manage and implement than state and central
governments.
 Recognizing and building on existing social structures like the PRIs may be more effective than
establishing new ones.
 Legislation for decentralization needs to be matched by the operational transfer of power, resources and
skills.
 Local institutions alone cannot effectively reduce risk.
 Local institutions including local government agencies, NGOs, CBOs.

30. Some Challenges
The gradual shift from a top-down relief and response approach to a more inter-
sectoral risk management approach
Many high-level policymakers from the government sector and international
agencies are recognizing the importance of the participation
The British Government’s Department for International Development (DFID)
developed a livelihood framework
The Disaster Preparedness - European Community Humanitarian Office
(DIPECHO) developed an Action Plan for South East Asia in 1999

31. Some Challenges
Despite policy initiative to decentralize and incorporate disaster risk reduction in
development
Moreover, during a disaster, local governments are immediately confronted with
the responsibility of providing relief
Local governments also have difficulty in accessing mitigation funds

32. Some Challenges
“…weakness of decentralization is that it puts responsibility for implementation on those who can
only address local level causes of vulnerability. Local government does not have the jurisdiction or
political power to address the deeper political, social and economic forces that put people at risk.
Under local government direction, disaster reduction can easily become fragmented into a series
of small-scale initiatives, focusing on individual hazard events and artificially separated from the
surrounding vulnerability context.” (Twigg, 2004: 69).

33. Key Challenges
How can the successful
local-level initiatives be
sustained after the
project ends?
How can successful
local-level initiatives be
scaled-up from a
community-based
initiative to a system
large enough to protect
all those living in areas of
risk?
How can successful
local-level initiatives be
replicated so that their
benefits are spread to
other vulnerable groups?

34. Book Reference
Disaster Risk Management in Asia by USAID

35. Thank You