Vulnerability And Capacity Assessment Key Elements Of A Success

vulnerability and capacity assessment key elements of a success process at the community level the following material was developed wi

Vulnerability and Capacity Assessment
Key elements of a success
process at the community level
The following material was developed with the aim to support the work
VCA practitioners develop in the field and also to ensure minimum
criteria’s to take into consideration when working with people that in
the day-to-day basis it is not able to have the sufficient time that
VCA demands when active participation in required to accomplish the
development of the whole process.
By accepting that communities might have reduced period of time to
offer and also, that at the beginning of any given process,
communities are not fully engaged, there was a significant need to
create a flexible model in such a conditions.
Additionally, the following steps have being developed also with the
purpose of develop non traditional educational activities that could
lead people to learn by doing it. As in other similar process this is
possible to do only if well trained VCA practitioners understand the
methodology and the use of the tools that we are presenting in this
document.
Day zero:
Day zero has to do with all the preparation activities involved in VCA
“learning by doing” which include the identification of the community.
The preparatory visit to the community and the green light from
community leaders.
The conformation of the team, the logistics in place to start the VCA
at the community plus additional other relevant matters around the
preparation. Under the “Make the Change” book you will find more
detail information.
Plan the focus group sessions that you are expected to implement, as
well the two full days for the transformation process (day four and
five). Once you are clear on these two activities, make sure to
coordinate with the community leaders in order to have their support
to facilitate the development of these activities.
The following activities will be developed by the VCA
practitioner’s team. In some cases the work will include the
full involvement of the community. In other cases, the
involvement of some key people within a community, in other
cases, the work will be developed exclusively by the VCA team.
Day one:
a. Direct observation (both: alone and later on with key informant).
b. Mapping
c. Meeting with local authorities
d. First sensitization meeting with community members
e. First analysis of the information and systematization
1. Direct Observation:
*
Take into consideration that the results of this activity will be
verify later on by the own community your careful record of the
information and later on systematization will contribute
significantly for a proper verification of the information with
the communities.
Systematically observe objects, people, events, relationships,
participation and recording these observations. This gives us a better
picture of the disaster/hazard situation, especially of things that
are difficult to verbalize. It is a way of cross checking verbal
information.
There are two techniques:
1.
Direct observation; informal observation
2.
Participant Observation
Direct Observation guidelines that could help you all for the
fieldwork:
Infrastructure:
1.
Drainage – availability, type, functional
2.
Building – Architectural design, proximity, material type, shelter
3.
Sewerage system – availability, septic, soak away, sewer lines
4.
Utilities – Electricity, water, telephone
5.
Essential services – health clinics, police station, solid waste
management
Practices and vulnerabilities
1.
Clubs (night) – (Fire , violence) – nor fire detector,
extinguisher
2.
Playground – (stampede) – no safety rails, only 1 exit
3.
Gas station – (fire explosion), gas leakage, no fire hydrant
4.
Ponds – (drowning, diseases) stagnant water
5.
Church – Weak structure, old wood building
Socio economic
1.
House structure – well or poorly structured homes, utilities
2.
Environment – neighborhood, is it clean, hazard free, street care
3.
Family structure – if nuclear family is present or elderly,
children taking care of children
4.
Number of houses in a yard – congested yard, recreational
5.
living conditions – a. the way the children appeared to be – well
nourished , mal nourished, too crowded in the home,; b. are school
age children in school or at home; c. are adult present with kids
at home
Lifestyle:
1.
Daily routine
2.
diet
3.
Family structures
4.
Community interaction
5.
Capacities
6.
Skills
7.
Application to family maintenance
8.
Closely bonded community
9.
Buildings as shelters/meetings
10.
Teams, organized leaders
Results of the field work:
Direct observation report:
Please reflect the field work here
2. Community Maps:
One of the greatest value of mapping has to do with the collection of
data. Offers an opportunity to be more detail on identify
vulnerabilities and capacities as well living conditions, behavior and
environmental factors.
Nowadays Geographical Information Systems provide a great level of
detailed information regarding main risk areas and vulnerabilities
related to specific hazards. That kind of information is relevant for
institutions that work on disaster risk reduction activities. While
community mapping contributes for own community members understanding
and awareness of their own reality, reflected on less technological
information. Additionally contributes to collect information that
technology can hardly get it because it has to do with community
behavior, attitude, living conditions, identity, etc. As for example,
a community map could reflect on drainage conditions, possible
collapse of the system because of garbage accumulation.
The team will have to work on the following maps:
Map 1: Spatial Map: an overview of the areas main features
Map 2: Hazard/risk map: Identify a hazard/risks in the map. Each
hazard should have a separate map.
Map 3: Capacity/resource map: Draw a map showing local resources and
capacities as well as the gender
differences or land use zones.
*
Take into consideration that the results of this activity will be
verify later on by the own community your careful record of the
information and later on systematization will contribute
significantly for a proper verification of the information with
the communities.
Once all the maps are developed, the team will have to analyze the
maps and identify the most vulnerable people and once selected will
have to produce the transect map.
Mapping: Group analysis:
Negative:
*
Because of a negative out look on life and lack of opportunities,
crime is rampant throughout the area
*
Poorly constructed and clustered houses are at high risk for flood
*
People are migrating due to high rate and neglect of the area
*
Poor drainage resulting in skin disease, flu like symptoms etc.
*
Lack of garbage disposal results- in rodents and pest infestation
*
Clustered houses = potential for block fires
*
Entire are is at sea level which will result in flooding ( prone
to –flooding)
Positive:
*
3 levels of education are found in one area
*
willingness to pass on knowledge and skills
(fishing-farming-mechanic)
*
Health Center services providing needed health care
*
New management for sanitation now addressing health concern issues
*
Security presence is attempting to reduce crime rate
*
Willingness to discuss issues affecting the community
Map 4: Transect map
When doing the transect map remember to take into consideration the
following points:
*
The analysis of the information of the (Spatial map,
Hazard/risk/vulnerability map, Capacity/Resource map).
*
As part of the analysis it was identified the most critical areas
where the level of risk is higher and requires better
understanding of the vulnerability.
*
The risk analysis was developed taken into consideration different
potential hazards threaten the community.
When doing the transect map the following minimum elements to evaluate
from the vertical perspective are:
Type of ground/land conditions
Livelihood of the particular area of analysis
Level of local organization
Main hazards and risk
Conditions that increase vulnerability
Beliefs and values
Capacities
Results of the field work:
Mapping:
Please reflect the field work each of the maps
3. Meeting With local authorities and other actors
The normal procedures and protocols of a meeting with local
authorities should be considered. At this meeting you should expect to
get at least the following answers:
a.
Who are most affected a disaster event?
b.
What’s the impact?
c.
What is the root cause of the disaster?
d.
What impact do the threats have on the community?
e.
What could be done to overcome the impact of the threat?
Report of the meeting:
Please reflect the it here
4. First sensitization meeting with community members
Agree with the team the objectives and the outcomes of the meeting. DO
NOT RAISE EXPECTATIONS.
The aim of this meeting is to engage community members in the VCA
process. Ensure community members understanding of the process and the
needs to ensure relevant outcomes for the own community.
Agree with the community the work plan, in order to ensure that they
are fully aware of what the team will be doing and how it will be
done. Ensure the involvement of the community members to support the
activities during the period of time that will take the process and
most specifically for:
a.
validation of the information
b.
transformation process
Share the maps with the community as a good example of what is
expected from the communities during this whole process and validate
the mapping developed during the morning/afternoon by the team. Ask
community members to look at the maps and provide inputs to ensure the
maps reflects the community.
Finally, request the community members to share with the VCA team
their opinion of which might be the main hazards that the community is
normally facing it.
5. Analysis of the information and systematization
Once you will get back to the work station (within the National
Society building, hotel, tent, house) the team should develop the
hazard matrix analysis, which you (VCA practitioner trained) are very
much familiar with.
Hazard
Potential risk
Vulnerabilities
Capacities
Immediate needs
Mitigation actions
Flood
1.
2.
3.
4.
1.1
1.2
1.3
1.4
2.1
2.2
3.1
etc
1.
2.
3.
1.
2.
1.
2.
3.
4.
5.
6.
7.
The main challenge here is the know-how to. If it is properly done the
results of the work will be of significant value to complete the
process. The results of this work will be utilized once again in
another session. Follow the steps according to these steps:
1.
Identify the hazards at the community.
2.
Determine all the potential impact in case the potential hazard
may become real (this will lead us to understand what the risk
will be if the hazard actually happen. The identifying the impact
make sure to include structural, no structural, social, economic,
etc.) What the risks are?
3.
Determine what would the vulnerabilities be within the community,
for those risk to actually happen. What makes people vulnerable?
4.
Identify all the existing capacities in the community capable to
minimized the identified risk, as well those capacities that are
require to face up to the hazard. What are the capacities?
5.
Identify the immediate needs in the event of a disaster occurring.
6.
Identify the possible mitigation actions in the face of the
threat.
*
Take into consideration that the results of this activity will be
verify later on by the own community your careful record of the
information and later on systematization will contribute
significantly for a proper verification of the information with
the communities.
Results of the work:
Hazard
Potential risk
Vulnerabilities
Capacities
Immediate needs
Mitigation actions
Remember that for each hazard you will have to develop the whole
columns, based on your own experience, based on what you have seen.
Day two:
a. Dialogue regarding initial findings of direct observation discuss
with key informants
b. Verify the mapping with key informants
c. First meeting with community members: Historical chart and profile,
Seasonal calendar, Social network analysis.
d. Collect data, analyze data
1. Dialogue with key informants regarding initial findings of direct
observation
By this stage your team has already analyzed the findings of the
direct observation the day before and have copied in a document paper
(electronic or flipchart paper).
Show the document to the key informants in order to get their initial
inputs. Make sure that key informants understand that the final draft
version with the new inputs from them will be presented during the
community meeting, which will take later on in the day.
2. Verify the mapping with key informants:
As happened before, your team has already worked in the elaboration of
the first draft maps. The general idea is to have key informants
inputs into the maps and ask them to provide relevant information to
increase the quality of the information reflected in the maps.
Make sure that key informants understand that the final draft version
with the new inputs from them will be presented during the community
meeting, which will take place later on in the day.
3. First meeting with community members
The meeting with the community will have to main objectives:
a.
Gather information using the tools that are reflected bellow
and,
b.
Validate the information of the direct observation made by the
groups with inputs from key informants
Remember, it is of extreme importance to ensure a participatory
process. It is not training. Make use of the tools and the methodology
(questions-and-answer, group work, brain storming and so on), you will
have to fill in the following charts in front of the participants:
*
Historical chart (see explanation bellow)
*
Historical profile (see explanation bellow)
*
Seasonal Calendar (see explanation bellow)
*
Institutional & Social Analysis (see explanation bellow)
At this stage you do not need to do make the complete analysis of the
information gathered from the charts. That activity will be done by
your group of VCA practitioners on your way back to head quarters,
ranch, meeting point or where area your team is meeting at. The
results of the full analysis will be shared later on to the community.
Once you finish the charts, share with the community participants the
results of the direct observation findings, in order to get community
reaction, feedback and inputs.
Historic Calendar:
Remember: Out of this activity the team will have to come out with two
charts:
Chart ONE: Historical visualization – graphic information
Chart TWO: Historical Profile – written information
The team will have to gather information about what happened in the
past and producing a community profile and historical visualization.
The areas to be part of the analysis should be as wider as possible:
Diseases, access to food, work, main disasters, violence, crime,
trees, life style, etc…. is gives us an insight into past hazards,
changes in their nature, intensity and behavior. It helps us
understand the present situation in the community (casual link between
hazards and vulnerabilities) and makes us aware of changes over time.
It shows historical visualization and a historical profile.
EXAMPLE: Historical visualization
People
Houses
Trees
Livestock
Health
Utilities
1970






TB/yellow fever/cancer
/malaria

1980








TB/ cancer/HIV Aids/ Diabetes

1990







TB/ cancer/HIV Aids/ Diabetes

2010



???????????


Once developed the chart the group should reflect on the chart. The
questions we should always ask are: What this chart is telling me?
What happened?
Why happened?
The chart analysis should be made vertically (each column vs the
decade). Horizontally (developments and events within the decade).
Finally, a diagonal analysis (how some events happened in certain
period of time and have transformed)
Results of the work:
It should include the chart and the analysis
Historical profile
Key points to take into consideration and to remind:
c.
The information we are looking for is the one that it is
relevant to communities, not only to us. Information that allow
the end with and identity document related the know-how of the
community development. Gathering information that will make
community proud of their developments, but also aware of how the
community has faced different situations.
d.
Be sure that communities will not be forced to reflect their
historical profile by decades. It should be reflected by
meaningful events in any period of time that has contribute for
the development of the community, or has significantly affect it
or has special meaning to their daily live.
During the gathering information make sure to address all the possible
elements that are around a community development: starting from how
they had access to the land, the building of the first houses, type of
crops, livestock, utilities when they started and how, school
development, economy development, main disasters… etc…
EXAMPLE:
Year
Description
1970
Smith – Brown families settle
1972
Huge migration population - 5,000 people arrived -
1973
First Built – school – Health center
1974
Strike – access to water – Hospital end with 2 death and several in
jail
1980
Hurricane Jondo hits the island
1981
Red Cross is recognized by the government
1983
1st Church built
Results of the work:
Year
Description
It should include the analysis
A Seasonal calendar:
Can be used to show different events (hurricane, floods), experiences
(recession, long periods of droughts), activities (carnival, harvest),
and conditions (social and economic) throughout the annual cycle. It
identifies periods of stress, hazards, disease, hunger, debt,
vulnerability etc.. It identifies what people do during these periods,
how they diversify sources of livelihood, when do they have savings,
when do they have time for community activities and what are there
coping strategies. The calendar identifies gender specific division of
work both in times of disasters and during normal times.
Example:
J
F
M
A
M
J
J
A
S
O
N
D
Low income
x
x
x
x
High income
X
X
X
X
X
X
Immigration & Migration
X
X
X
X
X
X
X
X
X
X
Burglaries
X
X
Assault
X
X
X
X
X
X
X
X
X
X
X
X
Drug traffiking
X
X
X
X
X
X
Vehicle accidents
X
X
X
Domestic violence
x
x
x
X
X
X
X
X
X
x
x
x
J
F
M
A
M
J
J
A
S
O
N
D
Flu, coughs, colds
X
X
X
Stomach disease (vomiting, diarrhea
X
X
X
X
Conjuctivitis
X
X
X
Waterborne disease (fungi, sores
X
X
X
X
Head lice
X
X
X
X
X
X
X
X
X
X
X
X
J
F
M
A
M
J
J
A
S
O
N
D
Hurricane
X
X
X
X
X
X
Forest fire
X
X
X
X
X
Agriculture Fire
X
X
X
Floods
X
X
X
Fire
X
Results of the work:
J
F
M
A
M
J
J
A
S
O
N
D
It should include the analysis
Institutional and Social Analysis:
Draw a diagram that shows key-organizations, groups and individuals in
a community, the nature of relationships and their level of
importance. This is done to identify organizations (local and outside)
their role/importance and perceptions that people have about them.
Identify individuals, groups, organizations that play a role in
disaster response and can support the community. This is done by the
following steps:
1.
in plenary, participants identified key organizations (6-8) on
specific community
2.
explain these organizations on their importance to that area on a
scale of 1-5, 5 being the highest and 1 the lowest.
3.
The organizations were then ranked on their closeness to the
community, 5 being the closest and 1 being the furthest away.
This exercise shows that there are organizations that could be highly
relevant to the community but are too far away from the community
needs and that there are other organizations that are very close
working with the community but have not been recognized by the
community as relevant. The general idea is to reflect how some
organizations can continue as relevant as they are but get closer to
the community needs, while those organizations that are close to the
community come become more relevant to the community needs. By using
people in the area rather than assumptions there should be less
mis-representation.
Participants were asked to go into four groups and perform an
institutional and social analysis of a specific district considering
no more than 10 institutions.
REMEMBER: WHEN DOING THE RANKING, EACH MEMBER OF THE COMMUNITY WILL DO
HIS/HER OWN RANKING FIRST in a piece of paper, verbally or
graphically. Later on, the combination of the answers, will lead us to
have a percentage that represents to all the NS.
EXAMPLE
Institution
Relevant
Aver.
Important
Aver.
4 – H Club
(1-1-2-4-2)
3
(1-1-2-1-1)
1.2
Social Investment Fund
(4-5-2-3-4-5)
3.7
(4-5-2-3-5-4)
3.7
Red Cross
(4—4-5-5-2)
4
(2-3-4-5-5)
3.8
Police Force
(5-5-5-4-5)
4.8
(2-5-5-4-5)
4.1
GET (Small Grants Program)
(5-3-2-2-2)
2.6
(5-2-1-4-3)
2.5
Scotia Bank
(2-4-4-5-4)
3.8
(1-5-4-5-5)
4
AIDS Foundation
(1-4-5-4-1)
3
(1-5-5-4-2)
3.4
Ministry of Health
(3-5-5-3-5)
4.2
(5-5-4-5-5)
4.8
Remember to make this graphic which will help to visualize and later
on present to the community for their inputs.

Results of the work:
Reflect in one chart /relevant and important RANKING
Reflect in a separate chart the graphic
Hazard: For the particular hazard and identified vulnerabilities and
needs, ensure a proper analysis of the type of support the
stakeholders could potentially offer to the community, to solve the
problem, for example, the construction of Sealed Container for Seed
Storage
In that case, the following example might help to understand what we
are expecting from the analysis:
What kind of support or how the specific agency, organization could
support the community needs:
4-H Club – Relevant to project but not very important. They could
supply skills and volunteer for labor.
Social Investment Fund – They could provide grant so important and
relevant
Red Cross – Even though viewed as important and relevant to community
not helpful for this project
GEF – Small grant program – provide grant to purchase seeds
Scotia Bank – Could provide major loan
AIDS Foundation, Ministry of Health and Police Force – very important
and relevant to the community but for this project NOT very relevant /
important
Results of the work:
Reflect the analysis on how this organizations may support
4. First analysis of the information and systematization
Once you will get back to the NS or the headquarters, or meeting point
that you will work at, the group should work on the analysis of the
information gathered and the development of the final version of the
direct observation document.
Day three:
a. Focus group: Children, youth, adults (analysis will concentrate on:
Hazards, Vulnerabilities, and critical pathway). Analysis of the
information
b. Meeting with the community to share the results of the analysis of
the historical calendar & profile, seasonal calendar and institutional
network analysis, developed in day two with members of the community
for their additional inputs.
c. Systematization of the information and preparation of the next day
"transformation process".
1. Focus group
The group should prepare before hand the appointments for the
development of focus group sessions. It is particular relevant to
promote a focus group activity with children, elderly, apart from
other economic or social considerations.
List the focal group sessions that you have planned and based on it
use the most relevant methodology, questions and mechanism. The
following are general ideas that might help you plan your sessions.
Semi-Structured Interview:
these are discussions set out in an informal and conversational way
and are the principal tool for the success of an appraisal. Instead of
a formal questionnaire, it is more a checklist of questions being used
as a flexible guide. There are different types of semi-structured
interviews:
*
Group interview
*
Focus group discussion
*
Individual interview
*
Key-informant interview
Semi-structure interview guideline that could help you all for the
fieldwork:
1.
What diseases have affect this community?
2.
In the event of a fire, how would the community respond?
3.
What do you do with your garbage?
4.
(How do you go about) what are the guidelines for construction or
extending a building?
5.
Where do you get you’re a) drinking water from, b) for washing, c)
for bathing?
6.
What is your daily routine?
7.
Who are the persons living here in the home? A) age, b) sex, c)
relationship
8.
How do you feel about living here in this area?
9.
Describe your family structure and how you provide for them?
10.
How was your life style before hurricane Ivan and after?
11.
What are the main changes on your daily life after hurricane Ivan
Interview Questions:
The following questions could help you as a guide to take into
consideration for your focus group.
1.
What do you think of your community?
2.
What is your greatest concern?
3.
Were you all living in the community and how long have you lived
there?
4.
What is the name of your community?
5.
What would you suggest can be done to fix the problems you are
experiencing?
6.
What infrastructure do you have in your community?
7.
What were your concerns?
Results of the work:
Reflect the results of the focus group
2. Meeting with the community to share the results of the analysis of
the point "3" (Historical chart… etc) of day two and also the Hazard .
Vulnerability = Risk chart developed on day one with members of the
community for their additional inputs.
Share with the community all the charts developed so far, in order to
end with a more comprehensive information for the community, relevant
to them. Make all the necessary changes of the charts with the
community.
A practical way of doing it, is to share to the community members in
the meeting the results of all the charts. Later on to split the
community group into sub-groups. Each sub group will receive one
chart, different to the other and will have about 15 minutes to look
at it and provide inputs. Later on it will be rotated to other groups.
Once the group will get a new chart will look at the initial
information gathered, plus the inputs made by the previous group, and
will add new things if any. This method should continue until the
revision of the charts.
3. Systematization of the information and preparations for next day
"transformation process".
Once all the information gathered was agreed and discuss with the
community it will be good time to systematize the information in
electronic version and, if conditions within the community do not
allow to use electricity, it will also need to be prepared in
flipchart paper. This might take some time, but it is os extreme
importance to continue with the process.
Day four:
a. Analysis of local organization's capacities
b. Meeting with community members to identify actions for
transformation into capacities.
c. Systematization of the information and analysis and connections
1. Assessment of organization capacities
What is the objective of this activity?
To determine the type of organizational support and the need for a
structure for the communities so that they can manage their problems
and risks and gradually improve their management capacities.
It is important to make sure that the objective of evaluating the
various organizations is understood to mean understanding what
networks could be developed, on the basis of the existing analysis.
Steps to carry out this activity:
1. Divide the group of participants into sub-groups in order to visit
the different organisations that exist in the community and to follow
the questionnaire which will be described later on.
2.The group of participants will then consolidate the results and
carry out an analysis of the possible points of connection between the
needs (of the community) identified by the group and the role/actions
of each organisation, in order to search for common solutions.
Evaluation of organizational capacities
Questionnaire:
*
What is the history of the organization?
*
When was it created?
*
Why was it created?
*
How many members does it have? Active, passive?
*
Is this number increasing or decreasing?
*
What is their involvement during meetings?
*
How are decisions taken?
*
Does the group have a community development plan?
*
Are the group’s committees functioning?
*
What has the group contributed to the community in the past?
2. First meeting with community members to identify actions for
transformation into capacities.
Remember: This activity will take you two days. Plan accordingly.
Having identified specific vulnerabilities within specific situations,
it is necessary to break them down into more concrete actions. For
example, if a group has identified that one vulnerability in a
possible earthquake is the poor quality of construction, various
practical activities could be undertaken, such as undertaking analysis
of the construction techniques used by the community; accessing
information regarding areas with a high risk of damage; structural
analysis; identifying both safe and dangerous areas within homes;
actions to be taken during and immediately after an earthquake; etc.
In order to analyse vulnerability conditions, the following analysis
can be used, where one moves from the identification of obvious
vulnerabilities via the causes of these vulnerabilities to considering
the various actions that could be carried out to transform these
limitations into capacities.
Transform. Vulnerabilities into capacities: chart ONE:
Remember this chart MUST be develop with the communities. Once hazards
have been identified and also vulnerabilities, the process for actions
for transformation need to be develop with the community members. By
doing it, communities continue increasing their level of ownership and
will also be empower for actions of transformation that made by their
own communities.
HAZARD - scenario
Vulnerabilities identified
Actions to transform vulnerabilities into capacities
HAZARD 1
Vulnerability 1
a) Temporary relocation of residents
b) Develop community using acceptable standards
c) build sea wall
Vulnerability 2
a) identify leaders
b) education on cleaning of drains
c) per disposal of garbage
d) group representation on subject to City Council
e) Community meetings and for community team
f) development plan for proper drainage
Vulnerability 3
a)
b)
etc
Vulnerability 4
a)
b)
etc
Vulnerability 5
a)
b)
etc
HAZARD 2
Vulnerability 1
a)
b)
etc
Vulnerability 2
a)
b)
etc
Vulnerability 3
a)
b)
etc
Vulnerability 4
a)
b)
etc
HAZARD 3
Vulnerability 1
a)
b)
etc
Vulnerability 2
a)
b)
etc
Vulnerability 3
a)
b)
etc
Vulnerability 4
a)
b)
etc
HAZARD 4
Vulnerability 1
a)
b)
etc
Vulnerability 2
a)
b)
etc
Vulnerability 3
a)
b)
etc
Vulnerability 4
a)
b)
etc
Transform. Vulnerabilities into capacities: chart TWO:
Actions to transform vulnerabilities into capacities
Prevent-ion
CIA
Preparation
CIA
Mitigat-ion
CIA
Hazard 1 – Vulnerability 1:
a) temporary relocation of residents
b) develop community using acceptable standards
c) build sea wall
X
X
X
I
C
C
I
X
X
X
I
I
C
Hazard 1 – Vulnerability 2:
a) identify leaders
b) education on cleaning of drains
c) per disposal of garbage
d) group representation on subject to City Council
e) Community meetings and for community team
f) development plan for proper drainage
X
X
C
I
X
I
X
X
C
I
Etc….
The “how” of transformation into concrete actions
Explain to the participants that now they are going to analyse the
mechanisms for ensuring that they can bring about the suggested
actions. In order to do so, they need to bear in mind the following
points:
1.
That the transformational actions should be those that have been
identified with either a “C” or with an “I”.
2.
For each suggested transformational action, we need to ask the
following questions:
A: Can this be sorted out immediately?
B: Does it require resources?
C: Can we find the necessary resources ourselves? If yes, how?
D: Does it require technical support?
The solutions need to be part of the existing skills and/or resources
of the community. If the solution requires money, finding this
financing needs to be part of the solution (with creative ideas such
as raffles, parties, collections etc). If it requires certain skills,
these need to be found within the community itself, including friends,
relations etc. The last resort should be to have to turn to people who
are outside the affected community.
EXAMPLE
Actions
Short – Medium -Long
Can be solved immediately?
S – M - L
Requires financing?
Can we find the resources ourselves? How?
Technical support?
1. Change the direction of the doors so that they open outwards
2. Increase the frame and the width of the doors
3. Repair the door
1 . NO M
2. NO S
3. YES S
1. YES
2. YES
3. YES
1. Ask for help from companies & shops from whom the school normally
purchases supplies.
2. Organise a raffle and ask neighbours to give their support. Get
prizes donated.
3.
1. NO
2. NO
3. NO
Results of the working groups:
Actions
Short – Medium -Long
Can be solved immediately?
S – M – L
Requires financing?
Can we find the resources ourselves? How?
Technical support?
The above actions for transformation need to be taken into
consideration for the next step which hopes to develop realistic
activities within the community: the community Stake holder analysis
previously done (Social and Institutional network analysis) will be an
important starting point information tool.
The main idea at this stage will be to evaluate how the organizations
named by their own communities as relevant and important, may help to
start involved those named organizations into the transformation
process.
Day five
a. Second meeting to identify actions for transformation into
capacities and complete the process, with specific actions for
prevention, mitigation, preparedness.
b. Stakeholders networking
c. Systematization of the information
1. Continuation of the transformation process
Based on the developments of the day before, continue the analysis
until finalize it.
2. Stakeholders networking
For this session you will have to use the results of day two (stake
holders analysis). The general idea will be to work with the community
on how to implement a networking analysis, based on the results of the
transformation process and the worked done in day two.
In order to continue the process, you will need to agree with the
community at least three actions for transformation that the community
considers doable and also important to start with.
Show to the community members the stake holders graphic and analysis
made in day two. Remind the community members those actors that the
community found as relevant and as important. Ask the community
members to reflect which of the selected actions for transformation
could be linked to any of the organizations or agencies reflected in
the institutional network anal
3. Group analysis of Institutional and Social net work analysis:
The following analysis is based on an specific “Action for
transformation” where all the named organizations and agencies will
play a significant role into community plan potential transformation
measures with the support of any of the key players. For example:
1. Salvation Army: Considered to be able to offer a good level of
human resource capacity
2. Clinic: Somewhat relevant but very important since they use it for
health care. For the specific action for transformation, this actor
will not be consider.
3. Police: Very important and relevant to assist in fighting the high
crime rate. The general idea will be to involve police department in
the action plan and ask their support during the community work.
Additionally, to request the police chief to facilitate a community
meeting with him and also the municipality authorities.
4. NHI: For the stage of the activity, consider not relevant.
Nevertheless, it was recognized that the account of this organization,
who have a family members within the community could help to revised
the action plan and also the budget.
5. Supermarket: Very important and relevant for providing food stuff
during the community work days.
6. Ministry of work: Very important and relevant for infrastructure
(roads, drains, floods)
7. Women’s groups: Relevant even though assisted to few people within
the community. The head of the women’s club has good relationship with
the owner of the supermarket and major of the town. She could
influence to the owner of the supermarket to support the community
work, by offering 40% discount on the food that will be bought for the
community work. While the major could help with some technical
transportation needs.
8. Pre-school: Relevant to help the community for the weekly meetings,
plans and also to establish a training plan.
9. Government - Relevant but somewhat important, since they are not
always provide, services needed.
Once the analysis for networking is done, it is expected that the
community will have achieved:
Analyzed their main vulnerabilities and risk
Recognized their existing capacities
Understand better their risk
Develop actions for transformation of vulnerabilities into capacities
Prioritized those actions for transformation
Identify potential actors to support the implementations of those
actions
Implement a doable plan of action with clear roles and
responsibilities.
5. Systematization of the information and analysis and connections
Time for your final systematization process. Once done all team
leaders will have to present the final results on electronic version
to the NS General Director, Federation Team Leader