The project aimed to enhance community resilience to disasters through training local volunteers, developing preparedness plans, and strengthening coordination between organizations and the government. It had a budget of 3.2 million euros over 18 months to work with communities in 10 districts. The goals were to improve local response capacity, develop preparedness models, and support national disaster risk reduction policy.

1. DIPECHO BANGLADESH
… Making a Difference

3. Source: CRED

4. Source: UNDP

5. Source: CRED

6. Disaster Category People Killed
SIDR - Bangladesh 4 3,500
NARGIS - Myanmar 3 142,000 +
Disaster Category Wind Speed People Killed
1991 Cyclone- Bangladesh 4 220 km/hr 139, 000
Cyclone Andred, 1992, USA 18
What Made the Difference ???
DRR Initiatives !!!

7.  Bangladesh – 12 June 2007, landslide in Chittagong, over 100 dead.
 Volunteers trained under DIPECHO in 2006-2007 were the first on site to
provide assistance in Search and Rescue and First Aid to victims of disaster.

8.  Title of the Project: A Disaster Resilient Future – Mobilizing
Communities and Institutions for Effective Risk Reduction
 Multi Hazard Project
 Working with Communities and Institutions
 Total Budget: Around 3.2 Million Euros
 Duration: 18 months starting the 15th of March 2011
 Working in 10 districts at the grass roots level
 Most of the areas with local implementing partners

9.  Enhance the capacities of disaster vulnerable communities to
respond to and cope with disasters
 Improve grassroots, community based institutions, who are the first
respondents to any disasters
 Develop replicable models of preparedness
 Support national government in development of appropriate policy
models in DRR and Response

11. Enhance the credibility of the project and the
organizations
Sharing of the information about the project
including the budget with key stakeholders
Taking the feedback on various initiatives:
workshops, researches, studies
Promote collaboration with key institutions and
community

12. Identification of key government institutions through a
process
Dialoguing with the institutions & bringing them on board for
strengthening their function & DRR mainstreaming (e.g.
DPHE, Flood Forecasting Centre, WDMC )
Exploring the gap in DRR with the particular institutions
Identifying the area of interface
Signing a formal Memorandum of Understanding and work
plan

13. • Complement and supplement government initiatives
• Objective to ensure various CRA as a common methodology
and tools for DRR interventions in the village
• Review the government recognized tools and processes
• Train a cadre of community based volunteers, government
officials, local leaders to facilitate the process
• To create ownership the project team consciously acts as an
outsider giving inputs when required

14. • Based on the CRA, RRAP is done marking various initiatives to be
carried out along with the resources required and responsibility
• The RRAP is validated at various levels by the Union, UpZilla,
District Authorities and submitted to the Government through
CDMP
• The RRAP used as an advocacy tool by the community to
mobilize resources
• The RRAP used as a planning tool (DRR and Response) by other
agencies

15. • Mass Media Campaign on Disaster Risk Reduction
• Harmonization of the training curriculum and modules
• HFA reporting
• Study on WASH with recommendations to DPHE
• Impact and CBA of various DIPECHO programs in Bangladesh: Tools for
advocacy
• Study on comprehensive earthquake preparedness
• Strengthening EWS by supporting in gap analysis, e.g. GoB led workshop
• Orientation of key Government Stakeholders on earthquake preparedness
through exposure visit

16. Established coordination with DIPECHO
partners in South Asia and S E Asia
Efforts are on to establish an interface
with SDMC
Exploring the possibilities with DSA and
DSEA on joint advocacy plan for AMCDRR

17. • Greater negotiating power
• Larger visibility
• Cost Reduction
• Better coordination within the partners
• Joint advocacy planning and implementation
• Ability to take up larger roles and responsibilities (joint effort in various national level
programs, policy issues)
• Standardized approach (various guidelines, training modules, reference materials)
• Replication of learning and good practices
• Improved communication with donor and other key stakeholders
• Better outcome and impact: six organizations giving the inputs on different issues

18. • Large consortium: not many examples to learn from
• Process oriented and sometimes time consuming
• Working with the government: some of the activities might be
altered
• Civil and political unrest is forecasted to increase
• Partners have different procurement and financial policies and
procedures
• Sometimes difficult to adopt standardize procedures and tools as
some partner’s have different organizational focus (Children, Women
etc.).

38. Many Thanks
DIPECHO Coordination
Group
Please visit us at:
www.narri-bd.org