COOKBOOK ON - GNDR
COOKBOOK ONINSTITUTIONALISINGSUSTAINABLECBDRMLOCAL CHEFS FROM AROUND THE WORLD SHARETHEIR RECIPES FOR SUCCESSFUL CBDRM DISHES
CONTENTSINTRODUCTIONTHE KEY ES OF SUSTAINABLE ANDINSTITUTIONALISED CBDRMAFRICAASIALATIN AMERICA AND CARIBBEANii134711142226
INTRODUCTIONWhen it comes to community-based disaster riskmanagement (CBDRM), you don’t need to be an awardwinning chef to put together a great recipe. Manyactors at community level have critical knowledge,experience and capacities with regards to buildingresilience, and have developed innovative approachesto reducing the everyday risks they face. However, thesecommunity-based approaches are rarely scaled out norsystematically embedded within national policiesand practice.GNDR and its partners have started a USAID-OFDAsupported programme that looks at sustainability andinstitutionalisation of CBDRM activities: the projectaims at ensuring that CBDRM is sustainable andinstitutionalised by identifying the enabling environment(political, financial and social) required, building thecapacity of actors to work together to put in place thesebuilding blocks, and increasing the political commitmentfor scaling out CBDRM.By institutionalising sustainable CBDRM in countrysystems, the project will help governments achievethe priorities set out in their implementation plansand contribute towards ensuring that the SendaiFramework for Disaster Risk Reduction and Agenda 2030successfully build resilience at the community level.The project is implemented in partnership with 9organisations at regional and national level: frica: Reseau MARP, from Burkina Faso (national);AJeunes Volontaires pour l’Environnement (JVE), fromNiger (national); Environment Development Action inthe Third World (ENDA-TM), from Senegal (regional). sia: SEEDS India (national); Center for DisasterAPreparedness (CDP), from the Philippines (national);Asian Disaster Preparedness Center (ADPC), fromThailand (regional). atin America and Caribbean (LAC): Servicio SocialLde Iglesias Dominicanas (SSID), from the DominicanRepublic (national); Caritas Chile (national); RETInternational, from Panama (regional).The overall objectives of this 3-years project are:1. Increased understanding of common success factorsfor the scale out of sustainable CBDRM.2. Increased capacity of governments, CSOs and otheractors to work together to co-create the enablingenvironment factors for CBDRM.3. Increased political commitments and accountabilityfor the scale out of sustainable CBDRM.1
What’s in this Cookbook?This cookbook supports the activities under Objective1, and showcases the results of research on how toimplement sustainable and institutionalised CBDRMactivities. It presents a set of common ingredients foundin successful examples across the globe, as well asrecipes that highlight that even if you are not a Michelinstarred chef, you can have the perfect recipe for buildingresilience at community level in a sustainable andinstitutionalised manner.TERMINOLOGYCOMMUNITY- BASEDDISASTER RISK MANAGEMENT:process in which “communities at risk are activelyengaged in the identification, analysis, treatment,monitoring and evaluation of disaster risks in order toreduce their vulnerabilities and enhance their capacities’(Khan & Jan, 2015).SUSTAINABILITY:The ability to be maintained at a certain rate or level orperiod of time.Characteristics: Permanence, Effectiveness, Ownership,Adaptiveness, InclusionThis definition was jointly developed by all projectpartners in an inception meeting in order to framethe project.INSTITUTIONALISATION:The action of establishing something as a norm in anorganisation or culture.Characteristics: Policy Environment, Structures &Mechanisms, Capacities, Culture, Funding, AccountabilityThis definition was jointly developed by all projectpartners in an inception meeting in order to framethe project.2
THE KEYINGREDIENTS3
4
How did we come up with these ingredients?To increase our understanding of common successfactors for the institutionalisation of sustainable CBDRM,9 project partners in Asia, Africa and LAC went on amission scouting for cooking talents. Project partnerscollected a total of 264 case studies of sustainableCBDRM across the 3 regions. These were evaluated forsustainability using an evaluation framework developedcollaboratively by the project team. Representatives fromthe organisations that submitted the top scoring 25 casestudies in each region attended regional workshopsto identify the factors that contribute to sustainableand institutionalised CBDRM. The workshops were anoccasion to share experiences and practices, and toidentify the common underlying factors of success:results from 3 regional workshops (in Asia, Africa andLAC) were then brought together and analysed.The following list is the result of a series of discussionswith and inputs from local actors in Africa, LAC and Asia,who have come together to share their experiences andidentify common success factors in CBDRM actions.The chefs featured in this cookbook were part of thisprocess, and their recipes will be presented to showcasesome examples of how these ingredients can be mixedtogether and used in practice.5
SUSTAINABILITYThe following success factors are actionsthat project implementers should take whendesigning, planning and implementing aCBDRM activity. They are to be consideredcross-cutting and overarching approaches toensuring sustainability in CBDRM initiatives:as each context is different, they cannot beprescriptive and should be adapted to fit intothe specific context.These success factors are grouped underfive main categories, reflecting the maincharacteristics of sustainability jointlydetermined by partners at the start ofthe project. Some elements support theachievement of multiple characteristics ofsustainability, but were placed under thecategory to which they are more directly linked.6PermanenceThis characteristic refers to the fact that CBDRM activitiesoccur through the mobilisation of the community andcontinue after significant external support has ended.1. Include a set of actions aimed at strengthening localframeworks for CBDRM (e.g. hold a workshop onanalysis of national and local DRM policies)2. Frame the CBDRM initiative as part of risk-informeddevelopment plans, by, for example, aligning activitiesand targets with other local initiatives includingdevelopment plans3. Strengthen the community’s abilities to mobilise andmanage financial resources4. Instil behaviour change to counteract negativeactions and to promote a community of activeagents of resilienceIngredients listed under this characteristic havebeen used in CBDRM recipes in various forms: fromparticipatory budgeting at community level, tointegration of village risk management plans into localdevelopment policies. Increased understanding of theexisting policies and plans at national and local levelresults in increased ability to liaise with local authoritiesin planning and budgeting for CBDRM activities. CBDRMactivities often produce information that is beneficialfor strengthening local DRM frameworks to the realitieson the ground, thus making these frameworks moreeffective. Community’s engagement results in behaviourchange that promotes greater resilience: giving a role tovulnerable groups (such as children and youth) supportstheir involvement in the social life of the community andpromotes their engagement as actors of change.
EffectivenessOwnershipThis characteristic refers to the need for CBDRMactivities to successfully build local capacities to copewith disasters.This characteristic refers to the importance of ensuringcommunity’s buy-in through coordination processes,government support and use of local knowledge.1. Develop participatory risk maps of the communitythat detail local realities from the perspective of thelocal people1. Ensure continuous and passionate leadership at locallevel in all phases2. Consider cultural factors in analysing risks andthe underlying causes, and be mindful of potentialcultural barriers for the project activities3. Foster collaboration between CSOs, government,communities by creating spaces for open dialogue4. Perform a stakeholder analysis to understand existinggroups, consult all stakeholders from the designstage, especially vulnerable groupsThe use of these ingredients in the CBDRM recipesanalysed demonstrates that effectiveness is basedon a solid understanding of the actors involved andthe risk context in which they operate. Participatorymapping of risks, capacities, territories, resources, etc.is among the most common ingredients in recipesfrom all the 3 regions. Collaboration is another strongingredient for effectiveness: spaces for dialogue wherecivil society, government, private sector and otherscan bring their expertise to the table, have the doubleeffect of increasing understanding of the context andof identifying the most effective actions to address thehighest priority risks.2. Map and utilise local capacities (including resources,materials, knowledge)3. Encourage self-organisation e.g. establishment oflocal governance and thematic committeesCommunities’ involvement as “partners” rather than“beneficiaries” is a widely used ingredient: communitiescan offer local resources and material, in addition toexperiences and skills in dealing with disaster risks thatthey know very well. The case studies show that whencommunities are involved from the start and are givena leading role in prioritising the activities to implement,their commitment to the CBDRM project often lastslonger than the duration of the project itself. The useof local resources and funds becomes essential to thenallow communities to keep the CBDRM activities goingafter external support stops.7
AdaptivenessInclusionThis characteristic refers to the need to ensure thatproject activities are flexible to respond to changes inthe conditions where the project takes place (this couldrefer to hazard patterns, emergence or new importantactors, political or economic changes, etc).This characteristic refers to the importance of engagingwith all societal groups, to ensure that all perspectives(including those of minorities or marginalised groups)are taken into consideration.1. Designate role of monitoring and reporting lessonslearnt from the process and have a structure thatensures feeding of lessons learnt into future planning2. Strengthen communities’ capacities to adapt a projectto changing conditions3. Encourage integration of innovative thinking intotraditional practices, so as to couple local experienceswith new ideasDisaster risks and underlying conditions are not staticand can change within a project time frame. Ensuringthat activities can adapt is essential for the sustainabilityof the CBDRM project. Adaptiveness ingredients havebeen used in various recipes in the form of the creationof dedicated M&E teams that are in charge of improvingthe project over time, monthly or bi-monthly reviewsconducted by the project team and the communityto analyse whether activities are effective, or regularreviews linked to seasonal or political changes.81. Identify marginalised groups before the project startsso they can participate from the onset2. Identify clear roles of all actors and ensurecommunity representatives have a decisionmaking role3. Create safe spaces for social groups to raise theirvoices and concerns4. Lobby local leaders for their plans and budgetsto be inclusiveIngredients of inclusion are among the foundationelements of many of the case studies analysed inthis research. In many cases it translates into carefulconsideration of the enabling factors that allowmarginalised groups to participate in the activities (e.g.holding a separate women’s consultation, engagingdirectly with teachers and pupils at school, considerphysical barriers that would preclude participation ofpeople with certain types of disabilities). Inclusion alsotranslates into adopting a different mind-set, one thatconsiders marginalised groups as resource groups thatprovide knowledge, experiences and human resources tothe CBDRM activities.
INSTITUTIONALISATIONThe following success factors are a list ofactions to be taken by a variety of actors (fromproject implementers, to local authorities,to national government). As some of theseelements cannot be achieved within the timeframe of a project, government’s involvementis essential: actions that can be achieved in ashorter time frame should be included withinCBDRM projects (these are marked with an ).Policy EnvironmentThis characteristic refers to the need for CBDRM tobe included in government policies and plans at bothnational and local level.1. Promote synergies (including joint targets) betweendifferent policies including those for sustainabledevelopment, poverty reduction, CCA, food security,etc.The success factors in this section are grouped 2. Decentralise DRM frameworks by promotingunder six main categories representinglocal DRM strategies that are owned by the localcharacteristics of institutionalisation.government and informed by local actorsAs mentioned for sustainability, certain3. Embed CBDRM projects in local government workingredients could be listed under more thanplans and reportingone category, but they are placed under the onethey are mostly linked to.4. Conduct a sunset review of national DRM policies toevaluate them at the end of the term ( )The recipes analysed referred to the need fordecentralisation in DRM frameworks, to reflect thelocalisation of risks and impacts, but also the need for aholistic approach towards resilience building. Ingredientsthat contributed to establishing a conducive policyenvironment related to the presence of a space for localvoices to influence decision-making and to be taken upto the national and international level: tapping on thestrength of international network for example, adaptingthe Sendai Framework’s target to the local realities, orcreating coordination units at village or neighbourhoodlevel that can become part of a chain of communicationsbetween local and national.9
Structures and mechanismsCapacitiesThis characteristic refers to the importance of havinggovernment-recognised committees and structures inplace down to the local level responsible for CBDRMactivities.This characteristic highlights the importance ofincluding elements of technical support to strengthenCBDRM capacities of different actors.1. Allow for members of CBDRM committees atcommunity level to report up to national platforms ( )2. Recognise informal structures (e.g. community leadergroups) as channels for effective engagement3. Define roles and responsibilities of national andlocal structures in CBDRM and develop TORs forcommunity DRM committees to define their roles inthese structures ( )The creation and recognition of local structures, such ascommittees or task forces, are an essential ingredient forinstitutionalisation. Most of the recipes highlighted howthe use of this ingredient has helped the communitiesin gaining access to decision-makers and being able toinfluence DRM policies. When community mechanismsare formed and linked to existing local or nationalstructures, the flow of information benefits: this allowsfor local priorities and needs to be heard and taken intoconsideration, thus contributing to the development ofstronger local or national DRR systems.101. Encourage sharing of capacities and best practicesbetween communities ( )2. Increase access and use of communication tools bycommunity members ( )3. Use capacities within CSO networks to fill individualorganisation capacity gaps ( )4. Hold trainings for community leaders on the processof managing DRM projects (including capacitiesto access international/external sources of fundingfor CBDRM) ( )Capacity strengthening ingredients are all ingredientsthat can be sourced within the project implementersand that can be achieved in a relatively shorter timeframe. The case studies generally mention strengtheningof technical knowledge by various community groups(e.g. early warning systems, preparedness and responsemeasures), in addition to strengthening of capacities bythe community to take responsibility of the activities andtaking the lead in managing the project itself. Sharingof experiences with neighbouring villages via meetings,WhatsApp groups or other social media was also referredto as a key ingredient in the institutionalisation process.
CultureThis characteristic refers to the recognition of thebenefits of CBDRM by communities and governments,as well as to the creation of a common sense ofresponsibility towards resilience building.1. Sensitize local political leaders to the prioritiesof communities through visits and impactingperception data ( )2. Promote and share evidence of the role ofcommunities in DRM and good practices at nationaland regional events ( )3. Promote a culture of including marginalisedgroups in disaster risk governance by establishingmechanisms where marginalised groups areadequately includedCultural changes, although harder to achieve, havelonger lasting impact: it comes as no surprise thatseveral recipes have used culture ingredients in theirdishes. Increased family cohesion, mutual supportamong marginalised groups and government authorities,changes in the perception of women’s role andcapabilities, are just some of the ways these ingredientshave been used. Communities’ realisation of their roleand the power of their voice when they come togetherhas also been an effective way to influence policiesand actions. Government’s real understanding of whatcommunities have to offer (knowledge of risks andunderlying causes, experiences in tackling with disasterimpacts, understanding of the needs and priorities ofmarginalised groups) often leads to the development ofa culture of inclusion of communities as partners in thedecision-making process: this is particularly effectivewhen community consultation results in the authoritiesrealising that there are risks the community is exposedto that they had never even considered.11
FundingAccountabilityThis characteristic refers to the need for financialsupport to be stable and adequate at organisational andgovernment level for CBDRM initiatives.This characteristic refers to the need to promotemonitoring and evaluation of CBDRM initiatives byvarious actors, including community members.1. Allocate specific budget for CBDRM activities in localand national plans1. Conduct participatory auditing of CBDRM projects2. Use existing community structures for resourcemobilisation so as to increase trust3. Establish multiple funding mechanisms with differenttime frames and actors for CBDRM funds4. Advocate for larger proportion of emergency funds togo to preparedness and risk reduction ( )The danger of CBDRM projects that are supported byexternal actors is that when the project time frame isover, and this support is withdrawn, activities stop, evenif they were beneficial to a community’s resilience. Keyingredients for institutionalisation include workingwith the national government to ensure that CBDRMis adequately supported, whether through governmentchannels or through informal structures (such ascommunity committees or task groups), and defining aclear guidance on how non-DRR funds can be assignedto CBDRM activities: for example, CBDRM projects couldbenefit from funds be allocated for climate changeadaptation programmes or development plans, whenthe DRM activities are clearly linked to the government’spriorities in these other sectors.122. Create transparent systems for allocating budget forCBDRM activities3. Create local bodies (watchdogs) to monitorgovernment policies, planning and budgetingaround CBDRM ( )Joining forces in designing and implementing aproject translates also in collaborative monitoringand evaluation of the activities planned: participatorysyste
This cookbook supports the activities under Objective 1, and showcases the results of research on how to implement sustainable and institutionalised CBDRM activities. It presents a set of common ingredients found in successful examples across the globe, as well as
SAP has developed a new radio frequency (RF) concept. This RF cookbook helps developers to begin working in the RF framework. It answers frequently asked questions and helps to avoid common errors. This RF cookbook also provides some useful tips about the standard layout and screen structure that should be applied in the standard transactions.File Size: 299KBPage Count: 59Explore further[PDF] SAP EWM RF Cookbook - Free Download PDFdlscrib.comEWM RF Cookbook SAP blog of John Kristensenjksap.wordpress.comRF Cookbook - Part I Description - SAP Communityarchive.sap.comRF Cookbook - Part I Descriptiondocshare01.docshare.tipsSAP EWM RF Framework - SlideSharewww.slideshare.netRecommended to you based on what's popular Feedback
Active Filter Cookbook, CMOS Cookbook, TTL Cook book, RTL Cookbook (out of print), TVT Cookbook, Cheap Video Cookbook, Son of Cheap Video, The Hex adecimal Chronicles, The Incredible Secret M
Naked Persian Turkey Burgers The Skinnytaste Cookbook Perfect Poultry 156 6 6 6 Orecchiette with Sausage, Baby Kale, and Bell Pepper The Skinnytaste Cookbook Perfect Poultry 181 11 11 4. RECIPE COOKBOOK CHAPTER PG SP Roasted Poblanos Rellenos with Chicken The Skinnytaste Cookbook Perfect Poultry 173 7 10 5
How To Cook (use this Arduino cookbook) What Is This Cookbook? This Arduino circuits and programming instruction guide is organized into a "cookbook" style layout. The cookbook illustrates how to create and write various arduino based circuits and programs. These instructions are organized into "Recipes" or instruction guides that can be
cookbook. Eternal gratitude is expressed to all who have contributed to this educational cookbook to include urologists, dietitians and staff. A sincere thank you is extended to the seven celebrity chefs who so graciously shared recipes for use in Living Healthy Cookbook with Information about Urologic Cancers. Nutrition and Cancer
Explain: Cookbook vs. Inquiry We gave you a mystery card and the card’s content should have either the characteristics of a cookbook lesson or an inquiry lesson. Our room will be divided in half. The left side of room will be cookbook, and the right side of the room will be inquiry. Your task is to determine which side of
rudimental cookbook method to my madness 3.2 rudimental lynch, mike rudimental cookbook odyssey ii 3.2 rudimental freytag, edward rudimental cookbook pratfalls 3.2 rudimental whitlock, jon rudimental cookbook tuo kaerf 3.2 concert unknown #32 3.05 concert unknown #47 3.05 .
course. The course was advertised as a training for social and philanthropic work. Birmingham was the first UK University to give aspiring social workers full status as students. From its founding in 1900 University staff had been actively involved in social welfare and philanthropic work in the City of Birmingham. Through research into the employment and housing conditions of poor people in .
