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DISASTER RISK MANAGEMENT

Practical Guide

BASED ON A SYSTEMATIBASED ON A SYSTEMATIBASED ON A SYSTEMATIBASED ON A SYSTEMATIZATION OF ZATION OF ZATION OF ZATION OF THE THE THE THE EXPERIENCE FROM THE EXPERIENCE FROM THE EXPERIENCE FROM THE EXPERIENCE FROM THE PROGRAMMEPROGRAMMEPROGRAMMEPROGRAMME

"STRENGTHENING CAPAC"STRENGTHENING CAPAC"STRENGTHENING CAPAC"STRENGTHENING CAPACITIES FOR DISASTER PITIES FOR DISASTER PITIES FOR DISASTER PITIES FOR DISASTER PREPAREDNESS"REPAREDNESS"REPAREDNESS"REPAREDNESS" NICARAGUANICARAGUANICARAGUANICARAGUA

2001 2001 2001 2001 –––– 2012201220122012

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Editor:Editor:Editor:Editor:

Deutsche Welthungerhilfe e. V.,

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53173 Bonn

Email: [email protected]

Responsible:Responsible:Responsible:Responsible:

Ute Braun, Regional Desk Latin America and the Caribbean

Internal Advisor:Internal Advisor:Internal Advisor:Internal Advisor:

Robert Grassmann, knowledgeXchange Unit

Author:Author:Author:Author: Eileen Gehrke

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Welthungerhilfe

June 201June 201June 201June 2012222

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TABLE OF CONTENTS

List of AbbreviationsList of AbbreviationsList of AbbreviationsList of Abbreviations .................................................................................... 4

A Introduction ........................................................................................ 5

A1 Manual Purpose and Structure ............................................................................... 5

A2 Conceptual framework and key definitions ............................................................... 6

A3 Disaster Preparedness Programme in Estelí, Nicaragua ............................................. 8

A4 Sustainable Risk Management - Lessons Learned ................................................. 10

B The Nicaraguan Experience ................................................................ 12

Topic 1: Knowing the EnvironmentTopic 1: Knowing the EnvironmentTopic 1: Knowing the EnvironmentTopic 1: Knowing the Environment ........................................................................................................................................................................................................................................................................ 12121212

1.0 Introduction .......................................................................................................... 12

1.1 Analysing the Context............................................................................................. 12

1.2 Analysing the Stakeholders ..................................................................................... 13

Topic 2: Risk ManagementTopic 2: Risk ManagementTopic 2: Risk ManagementTopic 2: Risk Management ................................................................................................................................................................................................................................................................................................................ 15151515

Module 1: Analysing the Risk ...................................................................................... 15

1.0 Introduction .......................................................................................................... 15

1.1 Analysing the Hazards ............................................................................................ 16

1.2 Analysing the Vulnerability ..................................................................................... 18

1.3 Risk Analysis in Practice ........................................................................................ 20

Module 2: Building Local Capacities ............................................................................ 21

2.0 Introduction .......................................................................................................... 21

2.1 Developing Procedure Protocols .............................................................................. 21

2.2 Updating Contingency Plans ................................................................................... 22

2.3 Creating / Strengthening Relevant Institutions in the Area of Intervention .................... 23

2.4 Training and Equipping Volunteer Groups ................................................................ 24

2.5 Carrying out Simulation Exercises ............................................................................ 26

Module 3: Setting Preparedness and Response Mechanisms ......................................... 28

3.0 Introduction .......................................................................................................... 28

3.1 Establishing Early Warning Systems ........................................................................ 30

3.2 Establishing Radio Networks .................................................................................. 31

3.3 Establishing an Updated Database .......................................................................... 32

C Selected Bibliography and Annexes .................................................. 35

Annex 1Annex 1Annex 1Annex 1 TerminologyTerminologyTerminologyTerminology ................................................................................................................................................................................................................................................................................................................................................................................................ 37373737

Annex 2Annex 2Annex 2Annex 2 Guidelines for a Community Disaster Preparedness PlanGuidelines for a Community Disaster Preparedness PlanGuidelines for a Community Disaster Preparedness PlanGuidelines for a Community Disaster Preparedness Plan ............................................................................................................................................ 39393939

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LIST OF ABBREVIATIONS

COCOPREDCOCOPREDCOCOPREDCOCOPRED Community Committee for Prevention, Mitigation and Attention to Disasters

COMUPREDCOMUPREDCOMUPREDCOMUPRED Municipal Committee for Prevention, Mitigation and Attention to Disasters

DIPECHODIPECHODIPECHODIPECHO Disaster Preparedness ECHO

ECHOECHOECHOECHO European Commission Directorate General for Humanitarian Aid and Civil Protection

ESESESES----SINAPREDSINAPREDSINAPREDSINAPRED

Executive Secretary of SINAPRED

EEEEWSWSWSWS Early Warning System

GTZGTZGTZGTZ Gesellschaft für Technische Zusammenarbeit (since 2011: Gesellschaft für Interna-tionale Zusammenarbeit - GIZ)

HFAHFAHFAHFA Hyogo Framework for Action

IFRCIFRCIFRCIFRC International Federation of Red Cross and Red Crescent Societies

INETERINETERINETERINETER Instituto Nicaragüense de Estudios Territoriales (Nicaraguan Institute of Territorial Studies)

INPRHUINPRHUINPRHUINPRHU Instituto de Promoción Humana

HFAHFAHFAHFA Hyogo Framework for Action

MMMMoEoEoEoE Ministry of Education

NAPANAPANAPANAPA National Adaptation Programme of Action

NICTNICTNICTNICT New Information and Communication Technologies

PRSPPRSPPRSPPRSP Poverty Reduction Strategy Papers

SIGERSIGERSIGERSIGER Sistema de Información para la Gestión del Riesgo (Information System for Risk Management)

SINAPREDSINAPREDSINAPREDSINAPRED Sistema Nacional para la Prevención, Mitigación y Atención de Desastres (National System for Prevention, Mitigation and Attention to Disasters)

SLESLESLESLE Seminar für Ländliche Entwicklung (Centre for Rural Development)

UNISDRUNISDRUNISDRUNISDR United Nations Office for Disaster Risk Reduction

WHHWHHWHHWHH Welthungerhilfe

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A INTRODUCTION

A1 Manual Purpose and Structure

In 2001, Welthungerhilfe began working in disaster risk management. With the participation of residents of communities exposed to hazards, measures were taken to analyse natural dis-

aster risks, install early warning systems and train rescue brigades, among others.

As the number of disasters has increased worldwide, disaster risk management is becoming more important in the context of sustainable rural development. Using these initial experienc-

es, Welthungerhilfe is gradually integrating this subject into its development projects.

This manual synthesizes the Nicaraguan experience in disaster risk management in an effort to make it applicable to other projects, and therefore strengthens the integration of risk man-agement into Welthungerhilfe and its local partners’ projects. It presents a selection of measures, ready for delivery to projects dealing with natural phenomena or effects of climate change. These measures have been tested for over ten years in north-western Nicaragua, in a

region highly vulnerable and frequently threatened by natural hazards.

The manual is divided into three parts: Introduction (A), the Systematization of Nicaraguans

Experiences (B) and Annexes (C).

Part A gives an overview of the conceptual framework of disaster risk management, key defini-tions and terminology related to the topic. The context of the initial situation in Estelí is out-lined. This section also reflects on sustainability in risk management.

Part B, the systematization of the WHH experiences in Nicaragua, provides an overview of measures and activities undertaken in the framework of the programme: "Strengthening Ca-pacities for Disaster Preparedness" in Estelí, Nicaragua, from the year 2001 to 2012. This part is divided into two themes and their respective modules, supplemented by existing refer-

ences. Good practices are an integral part of the modules.

Finally, part C contains the literature and a selection of additional materials, as well as a

summary of terminology and checklists.

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A2 Conceptual framework and key definitions

Disaster risk management has become a challenge for development: disasters not only disrupt on-going development processes, but also impede progress already made in reducing poverty and reaching development goals. Globally, there has been an increase in disasters caused by natural hazards such as hurricanes, earthquakes and floods. This trend has two causes: first, natural hazards have increased because of, among other things, climate change; second, the vulnerability of exposed populations has also notably increased. Successful disaster risk man-agement is essential for sustainable development, in terms of food security and poverty reduc-

tion.

A HazardHazardHazardHazard is a dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other health impacts property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.

Resilienceesilienceesilienceesilience is the ability of a system, community or society exposed to hazards to resist, ab-sorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions.

VulnerabilityVulnerabilityVulnerabilityVulnerability is a set of characteristics and circumstances of a community, system or asset that make it susceptible to the damaging effects of a hazard.

Until 2005, Disaster Management was understood as, first, disaster risk management, and second, disaster relief. Disaster risk management included three areas: prevention, mitigation and preparedness, and disaster relief was subdivided into response and recovery (SLE

2006:23). Today, the artificial distinction between these two plays a minor role.

More recently, disaster management concepts focus on a link between disaster risk reduction and climate change adaptation. The Hyogo Framework for Action (HFA), ratified on the 2nd World Conference on Disaster Reduction in 2005, provides the strategic framework for in-creasing the resilience of nations and communities to disasters.

The HFA, signed by 168 participating countries, offers a number of strategic objectives, prior-ities for action and key activities for a substantial reduction of disaster losses, both in terms of

A DisasterDisasterDisasterDisaster is a serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts which exceeds the ability of the affected community or society to cope using its own resources.

DisasterDisasterDisasterDisaster Risk ManagementRisk ManagementRisk ManagementRisk Management is the systematic process of using administrative directives, or-ganizations, and operational skills and capacities to implement strategies, policies, and improved coping capacities in order to lessen the adverse impacts of hazards and the possi-bility of disasters.

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human lives and the social, economic and environmental assets of communities and coun-

tries1.

The Hyogo Framework for Action prioritizes five areas of action:

�� Ensure that disaster risk reduction is a priority

�� Identify, assess and monitor the disaster risk and enhance early warning

�� Use knowledge, innovation and education to build a culture of safety and resilience

�� Reduce the underlying risk factors

�� Strengthen disaster preparedness for effective response

1 Hyogo Framework for Action 2005-2015, www.unisdr.org

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A3 Disaster Preparedness Programme in Estelí,

Nicaragua

Welthungerhilfe began working in north-western Nicaragua after Hurricane Mitch (1998), which left the region devastated. In this area, aside from hurricanes, the natural hazards with the greatest potential impact are floods, droughts and heavy rainfall weather events such as storms and tropical depressions – the latest in September 2010 and October 2011. The in-stallation of the early warning systems established by Welthungerhilfe (see 3.1) helped to substantially reduce the losses that would have been caused by the latter two events.

Together with the local NGO INRPHU-Estelí, after the hurricane Welthungerhilfe launched an Emergency and Rehabilitation Project, which was followed by Disaster Preparedness Projects conducted in cooperation with the Programme for Disaster Preparedness of the European

Commission (DIPECHO).

DIPECHO’s Country Document includes the Coco River Basin within the priority areas for in-tervention, given that municipalities in this area lack appropriate and current maps and data-bases of hazards and vulnerabilities on the municipal level. Additional weaknesses include the poor functioning of the Sectoral Commission of Disaster Prevention Committees and the lack of participation of non-governmental organizations, particularly first response institutions. Similarly, health and education programmes still have very limited involvement.

The environmental vulnerability of this area is related to the mismanagement of the natural resources of the Coco River Basin. The factors affecting this vulnerability include deforesta-tion, pollution from solid and liquid waste, inappropriate agricultural practices, alteration of natural ecosystems and the extinction of indigenous species of flora and fauna. The physical

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vulnerability of municipalities is demonstrated by the location of human settlements being in critical areas as a result of poor land use planning, under which urban and rural growth regu-

lation mechanisms aren’t applied. (ECCO 2012: 172).

Welthungerhilfe and its local partner INPRHU implemented a programme with four main components: the first aimed at building the capacity of both the at-risk population and the national, municipal and local institutions related to risk management; a second aimed at strengthening surveillance and reporting the conditions of hydro-meteorological events that could cause a disaster; a third which developed the Information System for Risk Management (SIGER) and made it available for management of information in emergency situations; and

the fourth, which focused on strengthening first-response institutions (ECCO 2012: 16).

Timeline of the programme "Strengthening Capacities for Disaster Preparedness," Estelí, Nica-ragua, 2001-2012

(Participatory) Disaster Risk Management experience achieved during the course of the pro-

gramme has been conceptualized and reported in numerous publications, including:

� WELTHUNGERHILFE (2003): One Disaster follows the Other - Disaster Risk Management in Nicaragua; Bonn

� SLE (2006): Katastrophenrisikoreduzierung als Prinzip der Ländlichen Entwicklung, Ein Konzept für die Deutsche Welthungerhilfe (Disaster risk reduction as a principle of rural development: a concept for Welthungerhilfe); Berlin

� WELTHUNGERHILFE (2006): A Stitch in Time Saves Nine – After Hurricane Mitch Welthungerhilfe-installed Early Warning Systems in Nicaragua; Bonn

2 ECCO : Climate and Organizational Culture Survey in Spanish, translator’s note

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A4 Sustainable Risk Management -

Lessons Learned

In all of its projects, Welthungerhilfe centres its work on a principle of sustainability. Accord-ing to the organization, all project activities must be designed so that the project’s successes continue after the end of the project, and the target population will be flexible and able to

react appropriately in the face of changing conditions.

These principles also apply to disaster risk management projects. Through the programme "Capacity Building for Emergency Preparedness", conducted by Welthungerhilfe and its local

counterpart INPRHU, the following lessons were learned regarding sustainability.

Multi-purpose Solutions

All elements of risk management should be multi-purpose, in order to increase acceptance by

and involvement of the population, and therefore increase the sustainability of the project.

In Nicaragua radio stations were widely accepted, which allowed for the reporting of potential hazards and dangerous situations, and also created the opportunity for more general social use.

The population of isolated communities could communicate messages of general interest through the radio network. Institutions working in the communities also used the radios; for ex-

ample, health services could now request help in cases of complicated childbirth or serious ac-cidents. However, multi-purpose solutions must have limitations: for example, you cannot use

the radios to transmit religious or political content.

Synergy Effects

In order to build sustainable disaster risk management measures, one should seek out synergy

and establish links with other sectors.

Under the programme implemented in Nicaragua, emergency school brigades were trained in close cooperation with the Ministry of Education (MOE). The MOE is working hard to implement

school safety plans in all schools throughout the country. Working with the MOE not only helped implement school safety plans, but also helped to achieve greater sustainability through

the involvement of a state representative in the programme.

Assume Responsibility

The at-risk population itself has to assume responsibility for risk management activities in order to ensure their sustainability.

The formal structure of Risk Management in Nicaragua includes Disaster Preparedness Com-mittees at various administrative levels. Under the programme, Municipal Commissions (CO-

MUPRED) and Communal Committees (COCOPRED) have been trained and strengthened. To-day, they independently assume their responsibilities and are involved in decision-making at the municipal level.

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Mainstreaming Risk Management

Disaster risk management activities and experiences should be systematically introduced into territorial jurisdictions and strategic development plans. Involving the exposed population in

decision-making is an important factor.

To analyse risk, the project team conducted workshops with the community in order to develop

hazard and vulnerability maps. Community leaders, as well as men, women and youth of the general public participated in these community workshops.

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B THE NICARAGUAN EXPERIENCE

Topic 1: Knowing the Environment

Knowing the EnvironmentKnowing the EnvironmentKnowing the EnvironmentKnowing the Environment 1.0 Introduction

Disasters are always closely related to the development of a region. They are both the cause

and the effect of a low level of development.

To develop an appropriate Risk Management Strategy for sustainable development of threat-ened regions, the judicial, institutional, and social framework must be known. This is

achieved through context analysis, a standard tool for project planning.

Both context and stakeholder analyses belong to the standard repertoire of project planning. The stakeholder analysis is a useful tool for learning about the stakeholders and their relation-ships. To achieve successful and sustainable risk management, cooperation, collaboration and regular and effective communication between different stakeholders are essential, as are clear

definitions of the roles and responsibilities of each stakeholder.

Knowing the EnvironmentKnowing the EnvironmentKnowing the EnvironmentKnowing the Environment 1.1 Analysing the Context

ObjectiveObjectiveObjectiveObjective

The baseline is analysed and known. The interdependence of internal and external factors is understood. Any possible interference is perceived.

ProductsProductsProductsProducts

The framework of geographic, economic, legal and historical conditions is documented.

Time/DurationTime/DurationTime/DurationTime/Duration

Pre-project and/or in the early stage of a project. Duration of analysis depending on data availability.

Materials/ResourcesMaterials/ResourcesMaterials/ResourcesMaterials/Resources

Secondary data from the region, national statistics and documents from other organizations in the region.

StakeholdersStakeholdersStakeholdersStakeholders

Planning Staff. Exposed population; interviews with regional experts, local authorities and other organizations.

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CommentsCommentsCommentsComments

The context analysis is a mandatory step in project design. This tool can be easily adapted to the requirements of risk management projects.

ProcedureProcedureProcedureProcedure

In the pre-project phase, planning staff clarify the following questions, using secondary literature and interviews with people and/or experts: What are the strategies (traditional/formal/informal) or general concepts regarding risk management / integrated development? What happened before the project (e.g., hurricane)? What are the geographic conditions of the region? What are the socio-economic conditions in the region?

PossibilitiesPossibilitiesPossibilitiesPossibilities

Better project acceptance is achieved through the involvement of the exposed population in context analysis and project strategy planning.

ChallengesChallengesChallengesChallenges

Pre-project activities are often not reflected in the project budget, alt-hough they must be considered in project budgeting.

Knowing the Knowing the Knowing the Knowing the EnvironmentEnvironmentEnvironmentEnvironment 1.2 Analysing the Stakeholders


Risk management stakeholders and the relationship between them are known.


A map of stakeholders that identifies them and demonstrates the relationships between different interest groups is created. A matrix of stakeholders is created.


Pre-project and/or in the initial stage of a project. Duration depends on the meth-od; half a day is needed to create a map.

MaterMaterMaterMateri-i-i-i-als/Resourcesals/Resourcesals/Resourcesals/Resources

Map of stakeholders requires few resources: materials, payment of promot-ers/trainers and food and travel expenses of participants, if applicable.


The stakeholder analysis can be developed in a participatory manner (self- map-ping) or individually. Facilitation of mapping may be necessary. Community leaders, population exposed to hazards, project team.


Generally, the stakeholder analysis already specifies the possible areas of conflict that must be taken into consideration when planning the project.

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List all civic groups, governmental and non-governmental institutions and other organisations in the project region. Classify the stakeholders according to the following: Primary stakehold-ers

Who participates directly in risk management pro-grammes/initiatives?

Secondary stake-holders

Who participates indirectly or temporarily in risk management?

Key stakeholders Who is essential to the project? Who can significantly influence the project with their skills, knowledge or authority?

Veto Stakeholders Who can block/impede risk management pro-grammes/initiatives?

Show results on a map of stakeholders: e.g., Venn diagram. Analyse each actor individually and complete the Matrix of Stakeholders. What is his/her interest in risk management? What are the possible effects of harmony/discord/indifference among interests? How to engage this stakeholder in the project/in risk management? Name of Name of Name of Name of StakeholStakeholStakeholStakehold-d-d-d-erererer

Legal StLegal StLegal StLegal Sta-a-a-a-tustustustus

AnticipaAnticipaAnticipaAnticipat-t-t-t-ed Role in ed Role in ed Role in ed Role in Risk MaRisk MaRisk MaRisk Man-n-n-n-agementagementagementagement

Interest in Interest in Interest in Interest in the Topicthe Topicthe Topicthe Topic

Possible Possible Possible Possible Effects of Effects of Effects of Effects of Harmony/Harmony/Harmony/Harmony/ Discord/Discord/Discord/Discord/ IndiffeIndiffeIndiffeIndiffer-r-r-r-enceenceenceence

How to How to How to How to Gain SuGain SuGain SuGain Sup-p-p-p-port or port or port or port or Reduce Reduce Reduce Reduce Obstacles?Obstacles?Obstacles?Obstacles?


There are large variations in municipal structures and stakeholders across coun-tries and/or regions, and even if these structures are similar, terminology may vary. Apart from the structures set up by national governments, other key actors in risk management include United Nations agencies, European Union agencies, and national and international civil society organizations.


Pre-project activities are often not reflected in the project budget, although they must be considered in project budgeting.

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Topic 2: Risk Management

This chapter presents key tools, proven in practice, for disaster risk management within the framework of the programme "Strengthening Capacities for Disaster Preparedness”. Module 1 explains how to analyse risk, or rather, the two decisive factors of risk: hazard and vulnerability. In Module 2, measures to strengthen local capacities in risk management are presented. In-volvement of local institutions and civil society actors is achieved through participation in the development of contingency plans and training of volunteer groups. Mechanisms for preparedness and response are developed in order to strengthen disaster pre-paredness and ensure an effective response at all levels. Module 3 provides an overview of proven measures on the subject.

Module 1: Analysing the Risk

Risk ManagementRisk ManagementRisk ManagementRisk Management 1.0 Introduction Disaster risk is a function of hazard and vulnerability. Despite all efforts to reduce risk, it is often hidden and inactive. Therefore, risk management tries, on the one hand, to reduce haz-

ards and vulnerabilities, and on the other, prepares people to deal with latent risk.

Risk Assessment is based on the corresponding analysis of analysis of analysis of analysis of hazardshazardshazardshazards andandandand vulnerabilitvulnerabilitvulnerabilitvulnerabilitiesiesiesies. In other words, the risk assessment focuses on the potential consequences if a natural phenom-

enon occurs.

While a hazard is the same for all inhabitants of a given area, the impact on each individual might be different, depending on his or her vulnerability. This was clearly the case with Haiti and the neighbouring island Cuba: although Hurricane Ivan (2004) caused numerous fatali-

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ties in Haiti, Cuba suffered no fatalities, due to its lower vulnerability and more advanced risk

management (Wisner: 33).

Understanding risk is the first step towards appropriate risk management. An individual or a community can achieve a better understanding of risk when they have at their disposal up-to-date information on major hazards and vulnerabilities. Risk analysis findings should help de-termine land use, local development plans (PRSP, Poverty Reduction Strategy Papers), Na-

tional Adaptation Programmes of Action (NAPA) and agricultural consultancy.

RiskRiskRiskRisk ManagementManagementManagementManagement 1.1 Analysing the Hazards


The causes that influence the occurrence of hazards are identified. Information on the frequency, timing, geographic area and intensity of a haz-ard are disseminated. The historical events and the underlying causes of hazards are understood. When hazards related to weather systems are seasonal or cyclical, it enables predictions of hazard trends. The destructive potential of a hazard is determined.


Community hazard maps are produced. Scientific hazard maps are produced.


Gather basic data at the beginning of the project and update it frequently throughout the course of the project. Community self-mapping: during periods of low agricultural activity.

MaterMaterMaterMateri-i-i-i-als/Resourcesals/Resourcesals/Resourcesals/Resources

The production of community hazard maps requires few resources: materials, payment of promoters/trainers and food and travel expenses of participants, if applicable. The production of scientific hazard maps is relatively high cost. Data are gath-ered by NICT (computers, GPS, Internet, etc.).


The hazard analysis can be developed in a participatory manner (self-mapping), but also individually. Facilitation may be necessary. Community leaders, population exposed to hazards, representatives of all pop-ulation groups (women, youth, elderly). The involvement of the most vulnera-ble people is essential. For scientific mapping, it is necessary to work with relevant national institu-tions: Civil Defence, Scientific Institutes, National Systems for Risk Manage-ment and other relevant institutions.

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Historical events can provide insight into the destructive potential of a hazard. On the other hand, a more exact prediction can be based on scientific infor-mation and modern technology.


Participants clarify the details of a hazard, using the following key questions: Rating:

What is the nature of the hazard?

Causes: What are the underlying causes?

Intensity:

Dimension, duration and strength of the event?

Timing: What season is the hazard most likely to appear?

Frequency/Probability How often? Average time between events?

Location What geographic area is exposed?

History and Trends List related historical events. What can be antici-pated in relation to this hazard?

Ability to Control Is it possible for the community to partially or fully control this hazard?


Shared ideas about hazards allow for the development of appropriate strategies for risk management at the community level. Therefore, participatory analysis of hazards is the first step towards community-based risk management.


Participant diversity is the beauty of the self-mapping method, but also its difficulty. A prerequisite for the success of these workshops is a facilitator experienced in participatory methods.

Good PracticeGood PracticeGood PracticeGood Practice

Participatory methods give people an idea of the destructive potential of a hazard. However, an accurate determination can also be based on scientific evidence and modern technology. In Nicaragua, the National System for Pre-vention, Mitigation and Attention to Disasters (SINAPRED) has developed hazard maps for different types of hazards and has made them accessible to all stakeholders on its website, www.sinapred.gob.ni/

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Risk ManagementRisk ManagementRisk ManagementRisk Management 1.2 Analysing the Vulnerability


People’s ability to protect themselves from the negative effects of an ex-treme phenomenon and quickly recovery from its consequences is deter-mined.


A vulnerability assessment is realized. The exposed populations together with their vulnerability ratings are identi-fied.


Throughout the course of the project: gather basic data and update it fre-quently.


Depends on access to information, and if data are accessible at reasonable costs. Expenditure for baseline study and participatory workshops.


Community leaders, population exposed to hazards, representatives of all population groups (women, youth, elderly). The involvement of the most vulnerable people is essential. Facilitation may be necessary. For secondary data: Civil Defence, Scientific Institutes, National Systems for Risk Management, National Statistical Offices and other relevant institu-tions.


The theoretical basis for vulnerability analysis is the concept of Sustainable Livelihoods Framework (SLF), according to which there are five types of capital: human, physical, socio-political, economic and natural.

ProceduresProceduresProceduresProcedures

To analyse vulnerability, key questions are used to analyse each of the five categories based on its quantitative and qualitative aspects: Human � What is the general state of health (mental, physical,

nutritional, HIV/AIDS)? � Does the community have adequate skills and

knowledge to understand the hazard, its causes and how to reduce adverse impacts (level of literacy, agri-cultural practices)?

Physical � What is the condition of local infrastructure (e.g., housing conditions)?

� Population density? � Degree of isolation? � Location of community in relation to the topography? � What public facilities exist and what is their status

(community houses, roads, health clinics, hospitals and schools)?

� What is the quality of the drinking water in the com-munity? Where does it come from, and how it is dis-tributed?

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� What kinds of waste water facilities are there? � Is there electricity? Is there a radio communication

network? � Are there stores/markets?

Socio-political

� How is the family/community group organized, and what is its role?

� Are there working social institutions? � Is there a culture of peace and security? � Governance? � Are there traditional values of social organization? � Are there excluded population groups, and if yes,

why? � Number of households led by women? � Situation for children, teenagers, elderly?

� Who has access to power and/or influence in deci-sion-making?

� Is there an established legal system? Is it in force? � Is there corruption, nepotism, and/or favouritism? � Are institutions and administration efficient?

Financial � Is there access to credit?

� Is there access to financial institutions? � What opportunities exist to generate income? � What are the chances of accumulating savings? � Is there access to insurance?

Natural � Is there access to arable land?

� What is the soil quality? � Is there water for irrigation?

Good practiceGood practiceGood practiceGood practice

Under the programme, a method was developed to determine vulnerability at the community level: the total capital value at the community level is calculated. Total capital is the sum of the five categories of vulnerability, where each category is determined by a set of indicators. For more infor-mation, see: Welthungerhilfe (2003), page 14.

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SELF-MAPPING OF THE AGUA FRIA COMMUNITY

Risk ManagementRisk ManagementRisk ManagementRisk Management 1.3 Risk Analysis in Practice

The programme team con-ducted workshops with the community in order to devel-op community risk maps. Community leaders, and oth-er men, women and youth attended these community workshops. To gather infor-mation we used self-mapping methods. This method allows participants to collectively develop an understanding of their circumstances - in terms of risk (hazard and vulnerability) - which raises awareness regarding the ex-tent of the community’s ex-posure to disaster risks. Community members, whatever their level of edu-cation, are able to accurately analyse their locality and collectively develop a community map, based on knowledge of their own locality and experience of historical events.

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Risk ManagementRisk ManagementRisk ManagementRisk Management

Module 2: Building Local Capacities

Risk ManagementRisk ManagementRisk ManagementRisk Management 2.0 Introduction

Strengthening local capacities is a key element of disaster risk management. The main objec-tive is to develop the skills necessary to effectively manage all types of emergencies and achieve methodical and orderly transitions from preparation for response to sustained recov-

ery.

Communities, local authorities and civil society have multiple resources and capabilities for risk management. Sustained involvement of community initiatives and institutions ensures

adequate preparation and effective response in case of disaster at the municipal level.

This module presents a selection of measures meant to ensure the participation of local insti-

tutions and civil society in risk management.

Development ofDevelopment ofDevelopment ofDevelopment of procedure procedure procedure procedure protocolprotocolprotocolprotocolssss is essential for coordination between first response insti-

tutions; e.g. Civil Defence, Fire Brigades, and the Red Cross.

ContingencyContingencyContingencyContingency plansplansplansplans are guidance tools for all risk management activities in the region. They must contain the actions and activities meant to reduce risk for the exposed population, as well as how to act when an emergency occurs and how to respond after such an event. These plans are issued at national, regional, municipal and community levels.

Training and developmentTraining and developmentTraining and developmentTraining and development of the exposed population and the institutions involved in risk

management is important when creating a culture of safety and resilience to hazards.

After a disaster, volunteer groupsvolunteer groupsvolunteer groupsvolunteer groups are instrumental in providing a first response, including, for instance, rescue groups. They link the community to the National Disaster Management Sys-tem and are an essential part of the professional relief structure. Community volunteers,

thanks to their physical proximity to the community, provide a rapid response to disasters.

DisasterDisasterDisasterDisaster simulationssimulationssimulationssimulations are hypothetical exercises in a certain area that can be performed at mul-tiple levels: families can perform simulations at home to prepare for a possible disaster, and communities and local governments can also organize this kind of training exercises. In the latter case, not only is better coordination among stakeholders achieved, but also awareness

and sensitization of the people involved, as well as the general public.

Risk ManagementRisk ManagementRisk ManagementRisk Management 2.1 Developing Procedure Protocols


The activities of first response institutions, according to the provi-sions of the manual for the emergency or situation, are standardized.

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Each of the first response institutions has its own protocol and oper-ation manual. Procedure protocols at the municipal level are developed and inte-grated on the institutional level.


During the course of the project, preferably at the beginning.


The project team should process facilitation and technical assis-tance. Logistics for the work sessions.


All municipal/local institutions related to risk management, such as municipal governments, representatives of governmental institutions, civil defence, fire brigades, schools, army, police, the Red Cross.


Municipal risk management institutions must organize joint work sessions and establish agreements between institutions. They also approve and implement the operations manual.


As a first step, upon completion of the stakeholder analysis, and in order to coordinate efficiently, the legal standing and the protocols of each institution should be reviewed: What are the legal standing and protocols of each municipal risk management institution? To achieve a more consistent performance: What actions are needed for each emergency or situation? What institution assumes each responsibility?


Negotiating different cultures and institutional calendars is very costly in terms of time.

Risk ManagementRisk ManagementRisk ManagementRisk Management 2.2 Updating Contingency Plans


The risks related to a certain area are taken into consideration by each of the responsible organizations and the necessary means are currently available.


Contingency/first response plans are produced or updated.


During the course of the project, preferably at the beginning.

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The project team should supervise facilitation and technical assis-tance. Logistics for working sessions.


All stakeholders related to the area’s risk management.


If there are policy documents, the development of the contingency plan has to be based on these. If not, refer to the Guidelines for a Community Disaster Preparedness (see Annex 2).


Update the existing plan or develop a plan based on information provided by stakeholders Review and confirm the plan with local stakeholders Approve and distribute plan. Apply and verify plan with simulation exercises.


The plan should be evaluated periodically; this is achieved through simulations and/or drills.


Men, women and children of Nicaraguan communities where the programme was implemented not only have had significant involve-ment in the participatory analysis of hazards and vulnerabilities, but also in the planning process of the measures contained in the con-tingency plans. These plans have been drawn from a series of brain-storming sessions and workshops on disasters using a format devel-oped by SINAPRED.

Risk ManagementRisk ManagementRisk ManagementRisk Management 2.3 Creating / Strengthening Relevant Institutions

in the Area of Intervention


The participation of local institutions in risk management is strengthened.


Representatives of the relevant local institutions are trained.


During the course of the project, preferably before or at the begin-ning of the project, together with development of a capacity-building needs assessment.


Human: capacity-building team (trainers). Financial: cost for food, transportation, and educational materials.


Representatives of local government institutions and/or civil society.

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Put into practice what was acquired during the simulation exercises.


Assess training needs Preparation of the training team Develop training and methodology Establish a training schedule Prepare, implement and evaluate training


Stakeholder analysis determines relevant institutions and strategic involvement in risk management. From there it is possible to identify the training needs of each stakeholder.


For a proper training curriculum, inviting a capacity-building special-ist is required for the project team.


Under this programme, school emergency crews were trained in close cooperation with the Ministry of Education (MoE). The MoE is working hard to implement school safety plans in every school in the country.

Risk ManagementRisk ManagementRisk ManagementRisk Management 2.4 Training and Equipping Volunteer Groups


Creating support groups is important for community structures that assist the affected population, especially if there are no fire depart-ments or Red Cross groups.


Comprehensive First Aid Squads (CFAS), Search and Rescue Squads, Bushfire Units (where applicable).


During the course of the project.


Human: Capacity building team (Trainers). Time: 10 days divided into two or three sessions Financial: Cost of food, transportation, manuals or booklets and replenishment material for the CFAS. Equipment for the squads.


Community volunteers, Civil Defence, Fire Departments, Red Cross


We must take into consideration the legal and policy documents, existing manuals, etc.


Assess training needs Prepare training team Develop training plan and methodology Establish training schedule Prepare, implement and evaluate training

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The involvement of first response institutions (Fire Departments, Red Cross, Civil Defence) not only results in a better connection between first response institutions and voluntary groups, but also raises young volunteers’ interest in serving in the institutions.


Squad sustainability beyond project duration. Migration/substitution of squad personnel looking for job opportuni-ties.

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Risk ManagementRisk ManagementRisk ManagementRisk Management 2.5 Carrying out Simulation Exercises


A routine with both the exposed population and the risk management institutions is established.


Put into practice the knowledge acquired during preparation/training.


At the end of the preparation/training of all institutions.


Human: high; requires participation of all stakeholders. Time: at least 5 hours for a simulation exercise on the municipal level, with extra time for preparation, evaluation and sharing findings Financial: overall logistics costs


Municipal authorities Delegates from state institutions Community leaders Institutions involved in risk management Other local stakeholders working in the territory


To establish a routine in the exposed population and institutions, this kind of exercises must be run frequently (e.g., annually).


Develop implementation plan Explain implementation plan to local stakeholders Preparation of tests and scenarios Implementation and evaluation of the simulation exercises


The simulations facilitate the testing and evaluation of the established risk management system, and thus contribute to improving performance.


Municipal-level simulations require a lot of preparation and coordination. One must take into account the different calendars of the institutions and participants and coordinate them well in advance.


Using simulations, not only is better coordination among stakeholders achieved, but also awareness and sensitization of the people involved and the general public.

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NEWSPAPER CLIPPING, Managua, Monday, March 8, 2011

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Risk ManagementRisk ManagementRisk ManagementRisk Management

Module 3: Setting Preparedness and Response Mechanisms

Risk ManagementRisk ManagementRisk ManagementRisk Management 3.0 Introduction

While the total number of disasters worldwide has tripled since 1975, the incidence of disas-ter-related deaths has decreased by half, even though more people have been affected by dis-

asters.

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Preparedness and response mechanisms have played a major role in these figures, e.g., Early Warning Systems (EWS) for all types of hazards: earthquakes, tsunamis, floods, volcanic erup-

tions, hurricanes, etc.

An Early WarningEarly WarningEarly WarningEarly Warning SystemSystemSystemSystem is an established structure that generates and disseminates appro-priate and significant warning information in order to encourage at-risk individuals, communi-ties and organizations to be prepared to act appropriately in advance to reduce the possibility

of potential losses or damages. (UNISDR: 2009)

CommunicationCommunicationCommunicationCommunication radio networksradio networksradio networksradio networks are a subsystem of a EWS, and have a broader purpose: the network facilitates communication among isolated com-munities and with the authorities, and, therefore, is of great importance to risk management measures carried

out by exposed communities themselves.

Information is an essential element of disaster risk man-agement. Each aspect of risk management—from the development of prevention strategies to the immediate emergency response and later recovery—requires deci-sions based on information. The information baseinformation baseinformation baseinformation base gath-ers knowledge about the characteristics and current or likely state of hazards and vulnerabilities, as well as the available human and economic resources and infrastruc-

ture.

EARLY WARNING SYSTEM WATER LEVEL MEASUREMENT STATION, ESTELÍ, NICARAGUA

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Risk ManagementRisk ManagementRisk ManagementRisk Management 3.1 Establishing Early Warning

Systems


The early adoption of protective and control measures is facilitated.


Data collection and processing information related to a predictable event. Give notice (warning) to the exposed population.

Time / DurationTime / DurationTime / DurationTime / Duration

Design, development and testing (simulations) during the project cycle.

Materials / ResourcesMaterials / ResourcesMaterials / ResourcesMaterials / Resources

Depends on the type of hazard.


Exposed population. Governmental Risk Management Institutions (Civil Defence, Institute of Territorial Studies, etc.)


A EWS consists of two basic subsystems: a monitoring subsystem and a communication subsystem (e.g., radio communication sys-tems). Each EWS is characterized by three key elements: Vigilance The ability to predict when an event appears

imminent, as well as its scale and intensity.

Communication The prediction is communicated between at-risk communities.

Response Respond sensitively to the stakeholders and risk management institutions, which need to be an integral part of the community’s first response plan.


Develop, in conjunction with relevant organizations, a general draft of the EWS design in the project planning period. Set presentation meetings with all stakeholders, identify the activi-ties, and draft agreements. Develop and approve cooperative agreements with responsible organ-izations. Install EWS Train the persons in charge Maintain the premises and databases


The information provided by the EWS is an integral part of the data-base update (see 3.3).


Maintenance of the facilities during and after the project requires the integration of individuals and institutions from the outset.

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As a supplement to the EWS telemetry installed in collaboration with INETER (Nicaraguan Institute of Territorial Studies), the Estelí pro-ject team designed, with input from the community, a EWS that uses handmade instruments with audio and visual alarms. The strength of this unsophisticated system is that it can be immediately activated by the community when the river reaches a threatening level.

ReferencesReferencesReferencesReferences

Welthungerhilfe - INPRHU – ECHO / Eurídice Vicuña (2006): Manu-

al Rain Gauge. Estelí

Risk ManagementRisk ManagementRisk ManagementRisk Management 3.2 Establishing Radio Networks


The local authorities are informed about the damage; even from remote communities they are able to ask for help. .


A radio communication network is established. Operators are trained.

Time / DurationTime / DurationTime / DurationTime / Duration

During the project’s life cycle

Materials / ResourcesMaterials / ResourcesMaterials / ResourcesMaterials / Resources

Human: One technician with knowledge in electronics. Time: One station installed per day. Financial: Cost of equipment needed to install the station.


Municipal authorities Civil Defence Volunteers selected from the exposed population Amateur Radio Operators


It is important to determine the frequency (Civil Defence and/or amateur radio frequency) and related expenditures.


Realize a feasibility study Select a volunteer who will take over the management and operation of the radio Install and test the station Perform theoretical and practical training, simulations Implement monitoring, tracking and maintenance systems for the radio stations


Populations in isolated communities can communicate messages of interest through the network. Institutions and organizations working in the communities can also make use of the radios. For example,

32

health clinics can get help in case of complicated childbirth or acci-dents. For communities, it is a tremendous improvement in living conditions, so the radios are well-accepted and maintained. Howev-er, the network has its limitations: the radios cannot be used to transmit religious or political content.


Maintaining radio communication networks after external grants run out. One possible strategy is for radio stations to provide battery recharge service for a fee. This way, funding for maintenance of the network is secure and permanent. When volunteers leave their positions, their knowledge and experi-ence leave with them. Thus, careful selection of volunteers plays a key role in the success and sustainability of the radio communica-tion network.


The multi-purpose nature of solutions is an important factor in the success of the programme in Nicaragua: a high level of acceptance was achieved through social use of the radio (see above). In order to guarantee access on weekends and holidays, private homes were chosen as locations for radio stations.


Welthungerhilfe - INPRHU – ECHO (2010): Handbook on Radio Communication System, Estelí

Risk ManagementRisk ManagementRisk ManagementRisk Management 3.3 Establishing an Updated

Database


The use of and access to the information required by different stake-holders is facilitated.


Public information system is established. Database (maps, statistics, etc.).


Throughout the course of the project.


The human resource cost varies by area of intervention. Cost of licenses for software development (combine open source software with commercial software to reduce costs).


Governmental Risk Management Institutions (Civil Defence, Institute of Territorial Studies, Ministry of Health, Ministry of Education). Project team, municipal authority staff.

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Key questions for developing an appropriate database: What kind of data do we really need? Who uses this data? What is the applicable legal framework? Is there a willingness to cooperate on behalf of governmental and non-governmental risk management institutions? Do we have the human resources and the skills and knowledge nec-essary to develop adequate systems? Steps to complete:

o Design a concept based on need and legal framework. o Present a prototype system and diagrams for approval by dif-

ferent stakeholders. o Design data collection instruments for each subject area to

systematize (brigades, squads, committees, etc.) o Develop the municipal system. o Develop the website.


Through this system, risk management information that was previous-ly scattered is updated and systematized.


It is important to balance the use of the different types of indicators: many indicators provide accurate information, but to obtain and maintain these data is difficult; few indicators do not provide accu-rate information, but it is easier to collect, interpret and understand these data.


The Information System for Risk Management (SIGER) is an im-portant tool for managing risk management information and timely handling of emergency situations. It has been prepared by this pro-gramme and made available to the Nicaraguan Civil Defence, SIN-APRED, municipal authorities and non-governmental organizations. SIGER became the official website for the management of national information on risk management. Visit the following homepage: http://siger.sinapred.gob.ni/.

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Welthungerhilfe/SINAPRED (2011): SIGER - Information System for Risk Management, User Manual. Estelí

35

C SELECTED BIBLIOGRAPHY AND

ANNEXES

General

CENTRE FOR RESEARCH ON EPIDEMIOLOGY OF DISASTERS (CRED), EM-DAT – The International Disaster Database, www.emdat.de CONCERN EMERGENCY UNIT (2005): Approaches to Disaster Risk Reduction GTZ (2002): Gestión de Riesgo, Concepto de Trabajo (Risk Management, a Working Concept) IFRC (2000): Introduction to Disaster Preparedness UNISDR (2005): Summary of the Hyogo Framework for Action 2005-2015, www.unisdr.org UNISDR (2009): Terminology on Disaster Risk Reduction

Welthungerhilfe

SLE (2006): Katastrophenrisikoreduzierung als Prinzip der Ländlichen Entwicklung, Ein Kon-zept für die Deutsche Welthungerhilfe (Disaster risk reduction as a principle of rural develop-ment: a Welthungerhilfe concept). Berlin WELTHUNGERHILFE (2003): One Disaster Follows the Other – Disaster Risk Management in Nicaragua. Bonn WELTHUNGERHILFE (2006): A Stitch in Time Saves nine – After Hurricane Mitch, Welthun-gerhilfe installed an Early Warning System in Nicaragua. Bonn WELTHUNGERHILFE (2008/9): Outcome and Impact Orientation, Part I. Bonn WELTHUNGERHILFE (2011): .Climate Proofing. Bonn

Nicaragua

EUROPEAN COMMISSION (2007): Nicaragua Country Strategy Paper, 2007 – 2013 SE-SINAPRED (2010): Ley Creadora del SINAPRED (Law Creating the SINAPRED), Nicaragua Programme “Strengthening Capacities for Disaster Risk Management” Estelí, Nicaragua

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WELTHUNGERHILFE - INPRHU - ECHO / EURÍDICE VICUÑA (2006): Manual Pluviómetro (Rain

Gauge Manual). Estelí

WELTHUNGERHILFE - INPRHU – ECHO (2010): Manual sobre el Sistema de Radiocomunicación

(Radio Communication Systems Manual). Estelí

WELTHUNGERHILFE / SINAPRED (2011): SIGER - Sistema de Información para la gestión de

riesgo, Manual de Usuario (Information System for Risk Management, User Manual). Estelí

ECCO ENVIRONMENTAL CONSULTING COMPANY (2012): Evaluación externa del proyecto “Fortale-cimiento de capacidades de respuesta ante emergencias en la Cuenca alta de Rio Coco” (Ex-ternal evaluation of the project "Capacity-Building for Emergency Response” in the Upper Basin of Rio Coco). Estelí

37

Annex 1 Terminology

CapacityCapacityCapacityCapacity The combination of all the strengths, attributes and resources available

within a community, society or organization that can be used to achieve agreed goals.

Coping CapacityCoping CapacityCoping CapacityCoping Capacity The ability of people, organizations and systems using available skills and resources to face and manage adverse conditions, emergencies or disasters.

DisasterDisasterDisasterDisaster A serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts which exceeds the ability of the affected community or society to cope using its own resources.

Disaster RiskDisaster RiskDisaster RiskDisaster Risk The potential disaster losses, in lives, health status, livelihoods, assets and services which could occur to particular community or a society over some specified future time period.

Disaster Risk ManagDisaster Risk ManagDisaster Risk ManagDisaster Risk Manage-e-e-e-mentmentmentment

The systematic process of using administrative directives, organizations, operational skills and capacities to implement strategies, policies, and cop-ing capacities in order to lessen the adverse impacts of hazards and the possibility of disaster.

Disaster Risk ReductionDisaster Risk ReductionDisaster Risk ReductionDisaster Risk Reduction The concept and practice of reducing disaster risks through systematic ef-forts to analyse and manage the causal factors of disasters, including through reduced exposure to hazards, lessened vulnerability of people and property, wise management of land and the environment, and improved preparedness for adverse events.

Disaster Risk Reduction Disaster Risk Reduction Disaster Risk Reduction Disaster Risk Reduction PlanPlanPlanPlan

A document prepared by an authority, sector, organization or enterprise that sets out goals and specific objectives for reducing disaster risk together with actions to accomplish these objectives.

Early Warning SystemEarly Warning SystemEarly Warning SystemEarly Warning System The set of capacities needed to generate and disseminate timely and mean-ingful warning information to enable individuals, communities and organiza-tions threatened by a hazard to prepare and to act appropriately and in suf-ficient time to reduce the possibility of harm or loss.

HazardHazardHazardHazard A dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.

MitigationMitigationMitigationMitigation The lessening or limitation of the adverse impacts of hazards and related disasters.

PreparednessPreparednessPreparednessPreparedness The knowledge and capacities developed by governments, professional re-sponse and recovery organizations, communities and individuals to effective-ly anticipate, respond to, and recover from the impacts of likely, imminent or current hazard events or conditions.

PreventionPreventionPreventionPrevention The outright avoidance of adverse impacts of hazards and related disasters.

Public AwarenessPublic AwarenessPublic AwarenessPublic Awareness The extent of common knowledge about disaster risks, the factors that lead to disasters and the actions that can be taken individually and collectively to reduce exposure and vulnerability to hazards.

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ResilienceResilienceResilienceResilience The ability of a system, community or society exposed to hazards to resist, absorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions.

ResponseResponseResponseResponse The provision of emergency services and public assistance during or imme-diately after a disaster in order to save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people affected.

Risk AssessmentRisk AssessmentRisk AssessmentRisk Assessment A methodology to determine the nature and extent of risk by analysing po-tential hazards and evaluating existing conditions of vulnerability that to-gether could potentially harm exposed people, property, services, livelihoods and the environment on which they depend.

VulnerabilityVulnerabilityVulnerabilityVulnerability The characteristics and circumstances of a community, system or asset that make it susceptible to the damaging effects of a hazard.

UNISDR (2009) Terminology on Disaster Risk Reduction

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Annex 2: Guidelines for a Community Disaster

Preparedness Plan

SubjectSubjectSubjectSubject Key QuestionsKey QuestionsKey QuestionsKey Questions

Community Assessment • What are the weaknesses and strengths? • What are the community resources and vulnerabilities?

National Framework • Relationship with the National System of Disaster Re-lief?

Warning Systems • What kind are used and how do they operate • Who does what when warnings are received?

Evacuation Procedures • Who authorizes evacuation and when? • What routes are to be followed? • Who will look after those people in the community who

need special assistance (those identified as "most vul-nerable" e.g. disabled, sick)?

Emergency Shelters • Where will they be—what buildings have been chosen for this purpose?

• What equipment is available and who is responsible? • Who will manage the shelters and how?

Search and Rescue • Who is responsible? • What equipment is available and where is it?

Damage/Needs Assessment • Who is responsible? • How will it be done? (Prepare a report format)

Road Cleaning/Debris Clear-ing

• Who is responsible? • What equipment is available and where is it?

Communication • How will your community be in contact with the out-side world after a disaster?

• What other means are available?

Law and Order/Security • Who is responsible?

Transport • Who is responsible for arranging transport in an emer-gency?

• What vehicles are available and where are they?

Repair of Community Ser-vices (Water, Electricity, Phones)

• Who is responsible?

Health • Who will coordinate First Aid assistance? • What clinics, equipment and supplies are available?

Who are the trained First Aiders in the community?

Personal Support for those Affected by Disasters

• Who has experience or training? • Who will coordinate this assistance?

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Welfare • What will be done to provide shelter, food and cloth-ing for those in need?

Relief Supplies • Who will identify the most needy and how will it be done?

• How can emergency supplies be obtained after a dis-aster?

• Who will be responsible for obtaining and distributing them?

Outside Assistance • What is available? • How are requests made? Who is responsible for mak-

ing requests?

Testing the Community Plan • How will this be done?

Revision and Updating of the Community Plan

• How often will this be done? • How will it be done and who will be involved?

Making the Community Aware of the Plan

• How will this be done? • How will community members give their input to the

plan? • Who is responsible?

Risk Reduction (Mitigation) Activities

• How will these be identified? • Who will carry out these activities? How will any such

programme be funded?

Annexes • Maps, lists, forms

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