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Early Warning Message Dissemination [بنغلاديش]

বন্যা পূর্ব-সতর্কবার্তা প্রচার (Bonna Purbo-Satarkabarta Prochar)

approaches_649 - بنغلاديش

عرض الأقسام

توسيع الكل
الإكتمال: 100%

1. معلومات عامة

1.2 تفاصيل الاتصال بالأشخاص الرئيسيين لمصدر المعلومات والمؤسسات المعنية بتقييم وتوثيق النهج

الشخص (الأشخاص) الرئيسي لمصدر المعلومات

Project staff:

Mustafa Golam

+880 1718770373 / +880 1730799762

pmdrrwash16@gmail.com

Bangladesh Red Crescent Society

Project Manager, DRRWASH Project O⌀ਈce, Shukhsantir Bazar, Dhanghora, Gaibandha, Bangladesh

بنغلاديش

Project staff:

Razzak Abdur

+880 1730 799763 / +880 1730 799763

razzak.pe@gmail.com

Bangladesh Red Crescent Society

Project Engineer, DRRWASH Project O⌀ਈce, Shukhsantir Bazar, Dhanghora, Gaibandha, Bangladesh

بنغلاديش

Project staff:

Islam Saiful

+880 1730 799746 / +880 1730 799746

saiful644@gmail.com

Bangladesh Red Crescent Society

Field Officer DRR and Training, DRRWASH Project O⌀ਈce, Shukhsantir Bazar, Dhanghora, Gaibandha, Bangladesh

بنغلاديش

اسم المشروع الذي سهّل توثيق/تقييم النهج (إذا كان ذلك على صلة)
Book project: where people and their land are safer - A Compendium of Good Practices in Disaster Risk Reduction (DRR) (where people and their land are safer)
اسم المؤسسة (المؤسسات) التي سهلت توثيق/تقييم النهج (إذا كان ذلك على صلة)
Swiss Red Cross (Swiss Red Cross) - سويسرا

1.3 الشروط المتعلقة باستخدام البيانات الموثقة من خلال WOCAT

متى تم تجميع البيانات (ميدانيا)؟:

04/10/2016

يوافق جامع المعلومات والشخص (لاشخاص) الرئيسي لمصدر المعلومات على الشروط المتعلقة باستخدام البيانات الموثقة من خلال WOCAT:

نعم

1.4 المراجع الخاصة باستبيان(استبيانات) تقنيات الإدارة المستدامة للأراضي

2. وصف نهج الإدارة المستدامة للأراضي

2.1 وصف موجز للنهج

An effective system for dissemination of early warning messages was established among the vulnerable communities in Chars (riverine sandy islands) of Gaibandha district, Bangladesh, in order to strengthen their coping mechanisms and reduce loss and damage caused by floods.

2.2 وصف تفصيلي للنهج

وصف تفصيلي للنهج:

Early warning systems are an essential element in building resilience through effective disaster preparedness and risk mitigation: the key characteristics of the approach entail linking the intervention units at community level with national and sub-national early warning systems. It also consists of developing the capacity of the local government institutions and organised communities to not only disseminate early warning but to effectively respond to floods. Merely installing an early warning system is not sufficient to equip communities to cope with recurrent floods; it needs to be linked to broader aspects of disaster preparedness and increased response capacity of communities and local government.
The vulnerability and capacity assessment (VCA) is the basis of all measures oriented at reducing disaster risks. The VCA was carried out with the involvement of local stakeholders, especially the target communities, to understand the vulnerabilities and risks associated with floods as well as to gain insight on existing capacities and capacity gaps that needed to be addressed. The process resulted in a risk reduction action plan which was to be jointly implemented by the target community and local government.
The risk reduction plan pointed to the need of having in place a mix of structural, management and contingency measures. This involved linking local, sub-national and national early warning systems, developing contingency and evacuation plans supported by establishment of safe places where people could move during floods. The risk reduction plan also highlighted the need to support household level protection measures - structurally this meant raising household plinth levels above flood levels. In addition, local early warning system was established through installation of flood markers/pillars, and warning flags at key sites. Capacities were built to internalise, monitor and consequently respond to evolving local flood situation.
Building communication channels that link the local institutions to higher level flood forecasting system resulted in streamlining information from source to destination. The weather forecast communication flow is both vertical and lateral – vertically it is a mix of web-based flood information and mobile telephony which begins at the Flood Forecast Warning Centre (FFWC) - the apex body that monitors flood situation in Bangladesh. FFWC transmits information to the sub-national local governments that have digital centres with trained personnel to access information from FFWC website. Trained entrepreneurs at these digital centres are responsible for monitoring flood forecasts and updating the Union Parishad (the lowest level of local body) and communities on evolving flood situation. By analysing and interpreting relevant information they play a key role in catalysing the early warning system. The local bodies , Union Parishads, use a mix of communication modes - such as miking (public address system), radio and cellular phone - to transfer early warning information to the communities. On the other hand, flood markers are installed locally that are adjusted according to increase in water levels. Designated trained persons – Youth Response Team - take the responsibility to do this. This is monitored by community and the Union Parishad.
In normal times, drills and simulations are conducted by trained team of village volunteers/first responders. They take the lead in organising evacuation and movement to safe places. The government (and project) brings in the logistic support, especially transportation, to facilitate evacuation and movement to safe places.

2.3 صور عن النهج

معرض الوسائط

ملاحظات عامة بخصوص الصور:

Approach of Early Warning System in DRRWASH project area in Gaibandha district.

2.4 فيديوهات عن النهج

تعليقات، وصف موجز:

Video on Flood 2015 in the DRRWASH project area in Gaibandha including early warning intervention, in Bangla, link:
https://www.youtube.com/watch?v=Os4ZgSMMVyg

التاريخ:

25/10/2015

الموقع:

Gaibandha

اسم مصور الفيديو:

Tuhin Samaddar and Vabotosh Karmakar

2.5 البلد/المنطقة/المواقع التي تم تطبيق النهج فيها

البلد:

بنغلاديش

المنطقة/الولاية/المحافظة:

North-Bengal

مزيد من التفاصيل حول الموقع:

Kamarjani and Mollar Char union in Sadar Upazila and Haldia union in Shaghata Upazila of Gaibandha District

التعليقات:

The entire intervention area is divided into 261 clusters. In each cluster, one local volunteer (YRT) has been nominated for preparedness and response operation. 30 Village Disaster Management Committee (VDMC) are actively monitoring the process under the guidance of three Union Disaster Management Committee (UDMC).

معاينة الخريطة

2.6 تواريخ بدء وإنهاء تنفيذ النهج

أشر إلى سنة البدء:

2013

في حالة عدم معرفة السنة بالتحديد، يرجى الإشارة إلى التاريخ التقريبي لبدء النهج:

منذ أقل من 10 سنوات (مؤخرًا)

2.7 نوع النهج

  • قائم على مشروع/برنامج

2.8 الغايات/الأهداف الرئيسية للنهج

To promote resilient communities through improved flood preparedness that reduces loss and damage of vulnerable people's lives and protects their livelihoods in the chars of Gaibandha district.

2.9 الظروف التي تمكن أو تعيق تنفيذ التقنية/التقنيات المطبقة بموجب النهج

المعايير والقيم الاجتماعية /الثقافية/ الدينية
  • تمكين/تمكيني

The intervention built upon traditional coping mechanisms and indigenous systems of disaster risk management. The blending of the traditional and indigenous practices with contemporary knowledge and preparedness practices acted as drivers in terms of choice and adoption of technologies.

  • معيق

In earlier phases of the intervention, the cultural norm of not abandoning one's household even in extreme crisis hindered timely access to emergency infrastructure.

توفر/الوصول إلى الموارد والخدمات المالية
  • تمكين/تمكيني

The DRR intervention facilitated leveraging of institutional financial resources (Local government budget) and secured cost contribution from target communities.

  • معيق

Lack of adequate capacities and resources with local government.

الإطار المؤسساتي
  • تمكين/تمكيني

The Disaster Management Act and Standing Orders on Disaster of the Govt. of Bangladesh provides for a decentralised disaster management institutional setting from the central level to the local level.

  • معيق

In principle a decentralised disaster management structure is in place but due to operational and financial constraints they are unable to perform their mandated function.

التعاون/التنسيق بين الجهات الفاعلة
  • تمكين/تمكيني

The initiative built a good coordination with state actors at various levels. From time to time it was also able to secure collaboration from non-state actors around specific thematic areas such as obtaining livelihood support in non-farm sector, synergising disaster risk management work, ensuring access of vulnerable communities to social protection measures.

  • معيق

Harmonisation of disaster centred initiatives is a time consuming process and very often does not lead to collaborations that harness existing synergies.

الإطار القانوني (حيازة الأراضي، وحقوق استخدام الأراضي والمياه)
  • تمكين/تمكيني

Disaster Management Act, 2012 provides the legal framework for disaster risk management in Bangladesh.

السياسات
  • تمكين/تمكيني

A set of policies supports the Disaster Management Act. Government's standing orders on disaster clearly defines the roles and responsibilities of various ministries, line agencies, local govt., mandated committees and other non-state actors in disaster risk management.

  • معيق

Policy enforcement across sectors remains weak in Bangladesh.

حوكمة الأراضي (صنع القرار والتنفيذ والإنفاذ)
  • تمكين/تمكيني

Traditional rights to land are still accepted in Chars of Bangladesh .

  • معيق

Land ownership is complex in Chars given its unstable nature due to high vulnerability to river erosion. Char lands are controlled by the local elites, often residing in the mainland, who use their political influence to secure govt. collusion/indifference (though char lands officially belong to them) in exercising land ownership and land transactions. Eventually it is the elites who lease and/or rent out land to the char population.

المعرفة حول الإدارة المستدامة للأراضي، والوصول إلى الدعم الفني
  • تمكين/تمكيني

Timely weather forecast allows communities to accordingly time their agricultural operation, especially the sowing operations

  • معيق

River erosion threats strongly disincentivise investment in SLM.

الأسواق (لشراء المدخلات وبيع المنتجات) والأسعار
  • معيق

Market forces are yet to develop properly in Chars which are by nature isolated geographical units, accessed only through time consuming and expensive transportation means.

عبء العمل، توفر القوى العاملة
  • تمكين/تمكيني

Higher productivity of land in Chars allow for lower labour engagement in agriculture.

  • معيق

Disaster and higher profitability in mainland drives migration leading to labour shortages.

3. المشاركة وأدوار الأطراف المعنية

3.1 أصحاب المصلحة المعنيون بالنهج وأدوارهم

  • المنظمات المجتمعية

Village Disaster Management Committee (VDMC)

The VDMC is the key actor to perform disaster risk reduction activities in the communities. The covers supporting the conduct of VCA, conducted by external facilitators, by extending logistic support and securing representative participation of larger community (non-VDMC members) in the VCA process. The VCA helps VDMCs develop their action plans. The operationalisation of the plans is anchored in the VDMC and so is leveraging cooperation and collaboration from local government. The VDMC also acts as first responder and as custodian responsible for operation and maintenance of built emergency and health infrastructure. Assessing community needs, beneficiary selection, contribution collection and financial management of hardware are their other key responsibilities.
Contribution collection means mediating and collecting the contribution of users/ beneficiaries and local governments to the costs of the built facilities (plinth raising, WASH, flood shelters, etc.) in pre-agreed proportion.
Financial management of hardware refers to VDMCs engaging in all aspects of the construction process of small scale communal and household mitigation options (flood shelters, roads, bridges, household plinth raising, etc. ) and shouldering financial management responsibilities related to their construction and subsequent operation and maintenance. This involves managing finances (contribution from users/LGI/project); giving work contract and settlement of payment following work completion.

  • المعلمون / أطفال المدارس / الطلاب

Youth Response Team (YRT) members

YRT has been developed to promote volunteerism. Their main role is to support response and recovery operations during and after disaster. They are especially trained in Search & Rescue. As they are located in the community, YRTs actively engage in early warning dissemination. They act as focal person for monitoring and adjusting the flood markers. They support the Union Parishad in transmitting early warning to communities (as mentioned above) and supporting the evacuation of communities to safe places.

  • القطاع الخاص

Enterpreneur of Union Digital Center

The lowest level of local government, the Union Parishad (UP), has a Digital Center to render ICT services to communities. These are run by local entrepreneurs. The entrepreneurs are responsible for monitoring flood forecasts on the internet and updating the Union Parishad (UP) and community-based organisations (CBOs) on evolving flood situation. By analysing and interpreting relevant information they play a key role in catalysing the early warning system.

  • الحكومة المحلية

Union Disaster Management Committee (UDMC)

The UDMC disseminates forecasts, warnings, and advisories locally. It also performs a lead role in response and recovery operations.

إذا كان هناك العديد من الأطراف المعنية، قم بالإشارة إلى الوكالة الرائدة:

UDMC

3.2 انخراط مستخدمي الأراضي المحليين/المجتمعات المحلية في المراحل المختلفة للنهج
انخراط مستخدمي الأراضي المحليين/المجتمعات المحلية حدد من شارك وصف الأنشطة
المبادرة/التحفيز تفاعلي Key Actors: VDMC/CBOs and Local Government Institutions (UDMC) Activities : formation of CBOs, reformation of UDMC, VCA and volunteer selection
التخطيط تفاعلي Key Actors: VDMC/CBOs and Local Government Activities: preparation of risk reduction action plan, preparation of evacuation plan along with map of evacuation routes (route to be taken for the evacuation in moving to safe places), contingency plan development, planning of emergency and health infrastructure, Early Warning Systems (EWS) planning
التنفيذ تفاعلي Key Actors: VDMC/CBOs and Local Government Activities: Establish Early Warning System, emergency infrastructure, access infrastructure (wooden bridge, roads, etc.), household infrastructure
الرصد/التقييم التعبئة الذاتية Key Actors: VDMC/CBOs, Local and Sub-national Government Activities: Developing Quality Assurance System, Community Review Meeting, Site visits/physical verification, quality and financial audit, survey and spot checks,
Initiation التعبئة الذاتية Ket Actors: VDMC/CBOs, Local Government and Private Sector: Activities: O&M of built infrastructure and Sanitation Marketing which involves supporting local entrepreneurs to establish local supply chains of toilet building materials through their own investment and build toilets for users that bear the costs. The project does not build latrines directly but rather mediates the linkages of users with the sanitation entrepreneurs

3.3 مخطط التدفق (إذا كان متاحًا)

الوصف:

The flow chart explains application of the EWS and clarifies local linkages with national flood forecasting and warning centre (FFWC)

المؤلف:

Tuhin Samaddar

3.4 اتخاذ القرار بشأن اختيار تقنية/تقنيات الإدارة المستدامة للأراضي

حدد من الذي قرر اختيار التقنية/التقنيات التي سيتم تنفيذها:
  • جميع الجهات الفاعلة ذات الصلة، كجزء من نهج تشاركي
اشرح:

Since participatory approach has been adopted to examine vulnerabilities and capacities, the approach and technology choice to address risk and vulnerabilities was collectively decided.

حدد على أي أساس تم اتخاذ القرارات:
  • نتائج البحوث
  • خبرة وآراء شخصية(غير موثقة)
  • Government policies and mandates

4. الدعم الفني وبناء القدرات وإدارة المعرفة

4.1 بناء القدرات/التدريب

هل تم تقديم التدريب لمستخدمي الأراضي / الأطراف المعنيين الآخرين؟:

نعم

حدد من تم تدريبه:
  • مستخدمو الأراضي
  • موظفون ميدانيون/ مستشارون
  • Anser-VDP (Village Defence Party) member
شكل التدريب:
  • مناطق العرض
  • اجتماعات عامة
  • دورات
المواضيع المغطاة:

Several training courses and workshops were organised on disaster preparedness and response:
1. Early Warning System (for UDMC/VDMC/ Anser-VDP/YRT/VCRP/Staff): Disaster context in Bangladesh, techniques to identify water levels against standardised danger levels, determining flood intensity by observing pillars and flags, dissemination strategies for early warning messages among the community, and role of stakeholders to warning message dissemination.
2. Evacuation Plan (for VDMC/YRT/VCRP): Response operation, preparing checklist for response, preparing risk and resource map, information collection and analysis, preparing evacuation route maps, and roles and responsibilities of respective stakeholders in effectuating evacuation plan
3. Response Plan (for UDMC): Importance of response plan, key constituents of preparedness and response, interpretation of Early Warning information from FFWC, creating contingency fund, search and rescue, emergency relief and first aid, identifying safe exit route and transportation, damage assessment, launching control room, involving existing manpower and resources in the community and other organisation, and prepositioning of rescue equipments.

التعليقات:

609 VDMC/UDMC members were trained on various DRR topics. 255 local youth volunteers (YRT/VCRP) were also trained on early warning message dissemination, flood forecast interpretation, preparing evacuation plan and route map.
4 mock drill demonstration events were conducted by local government in which 276 community members participated. Refresher training was also organised for newly elected union parishad members on their broad mandate with specific reference to their roles and responsibilities in disaster risk management.

4.2 خدمة استشارية

هل يملك مستخدمو الأراضي وصولا إلى خدمة استشارية؟:

كلا

4.3 تعزيز المؤسسات (التطوير التنظيمي)

هل تم إنشاء أو تعزيز مؤسسات من خلال هذا النهج؟:
  • نعم، إلى حد كبير
حدد المستوى (المستويات) التي تم فيها تعزيز أو إنشاء المؤسسات:
  • محلي
  • إقليمي
صف المؤسسة والأدوار والمسؤوليات والأعضاء وما إلى ذلك.

CBOs/Village Disaster Management Committee (VDMC)- on an average each CBO/VDMC has 17 members. Their roles and responsibilities entail assessments, beneficiary selection, developing and implementing Risk Reduction Action Plans (RRAPs) with special focus on disaster preparedness and response. A key function entails their engagement in Early Warning Systems (EWS) and planning and implementation of emergency and health infrastructure, shelter protection, and creating access infrastructure. Operation and Management of all built assets and infrastructure is their responsibility.

Local Government/UDMC: on average it has a 36 members. Standing orders on disaster of the government defines their roles and responsibilities which covers the entire gamut of functions associated with disaster risk management at the local level. Strengthening preparedness and leading effective response is critical to their mandate.

حدد نوع الدعم:
  • بناء القدرات/التدريب
  • معدات
اعط مزيدا من التفاصيل:

Megaphone, stretcher, Lifejacket, Lifebuoy, Torchlight, Raincoat, Gumboot, Rope and First aid box are some of the equipments that have been given to target communities. Further, the YRTs have received whistle, umbrella and apron for early response operation

4.4 الرصد والتقييم

هل يشكل الرصد والتقييم جزءا من النهج؟:

نعم

التعليقات:

A joint monitoring team has been formed comprising representative of CBOs, local government and project staff.

إذا كانت الإجابة بنعم، فهل من المقصود استخدام هذه الوثائق للمراقبة والتقييم؟:

كلا

4.5 البحوث

هل كانت البحوث جزءًا من النهج؟:

كلا

5. التمويل والدعم المادي الخارجي

5.1 الميزانية السنوية لمكون الإدارة المستدامة للأراضي في النهج المذكور

أشر إلى ميزانية النهج السنوية لمكون الإدارة المستدامة للأراضي بالدولار الأمريكي:

10384,00

إذا لم تكن الميزانية السنوية الدقيقة معروفة، قم بالإشارة إلى نطاقها:
  • 100,000-10,000
التعليقات (على سبيل المثال المصادر الرئيسية للتمويل/الجهات المانحة الرئيسية):

Swiss Red Cross

Above mentioned amount is for the Early Warning System Implementation approach only

5.2 الدعم المالي/المادي المقدم لمستخدمي الأراضي

هل حصل مستخدمو الأراضي على دعم مالي/ مادي لتنفيذ التقنية/ التقنيات؟:

كلا

5.3 إعانات لمدخلات محددة (بما في ذلك العمالة)

  • غير موجود
 
إذا كان العمل من قبل مستخدمي الأراضي مدخلاً جوهريًا، فهل كان:
  • تطوعي
التعليقات:

All actions related to dissemination of early warning were performed on a voluntary basis.

5.4 الائتمان

هل تم توفير ائتمان في إطار نهج أنشطة الإدارة المستدامة للأراضي؟:

كلا

5.5 حوافز أو وسائل أخرى

هل تم استخدام حوافز أو أدوات أخرى لتشجيع تنفيذ تقنيات الإدارة المستدامة للأراضي؟:

كلا

6. تحليل الأثر والتصريحات الختامية

6.1 آثار النهج

هل ساهم النهج في تمكين مستخدمي الأراضي المحليين وتحسين مشاركة الأطراف المعنية؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

The participation of all local stakeholders, especially women, has improved considerably.

هل مكّن النهج من اتخاذ القرارات المبنية على الأدلة؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

The decision making especially with regard to effectiveness and quality of approach and technologies has been determined by the evidence on the ground.

هل ساعد النهج مستخدمي الأراضي على تنفيذ وصيانة تقنيات الإدارة المستدامة للأراضي؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

Since the implementation of technologies and maintenance of built infrastructure has been largely user led, it has improved their capacity to do the same.

هل نجح النهج في تعبئة/تحسين الوصول إلى الموارد المالية لتنفيذ الإدارة المستدامة للأراضي؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

User contribution and govt. contribution was a mandatory component of the project which led to mobilisation of resources that supplemented project resources.

هل أدى النهج إلى تحسين معرفة وقدرات الأطراف المعنية الأخرى؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

Implementation of well designed capacity building plan cognizant of the needs of diverse stakeholders has improved the knowledge and capacities of relevant stakeholders.

هل ساهم النهج في بناء/تعزيز المؤسسات والتعاون بين الأطراف المعنية؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

the central element of the approach has been to ensure sustainability of benefits which cannot be attained without strong institutions collaborating around disaster risk management work. Thus, the approach led to improved collaboration between stakeholders and strengthened institutions.

هل ساهم النهج في التخفيف من حدة الصراعات؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

The approach is based on conflict sensitive programme management. This allowed for pro-active identification of conflicts and tensions followed by measures aimed at their mitigation.

هل ساهم النهج في تمكين الفئات المحرومة اجتماعيا واقتصاديا؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

The extreme poor and socially disadvantaged were especially targeted by the disaster preparedness approach

هل أدى النهج إلى تحسين المساواة بين الجنسين وتمكين النساء والفتيات؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

Though significant improvements are there as women and girls are much more aware about disaster preparedness in general and flood response in particular, there remains room for further improvement.

هل أدى النهج إلى تحسين الوصول إلى المياه والصرف الصحي؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

As part of strengthening preparedness to health hazards, water and sanitation infrastructure set up by the project has greatly improved access to water and sanitation

هل أدى النهج إلى تحسين قدرة مستخدمي الأراضي على التكيف مع التغيرات المناخية/الظواهر المناخية المتطرفة والتخفيف من الكوارث المرتبطة بالمناخ؟:
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير

Strengthened DRM capacities include improved climate adaptation and capacities to mitigate climate induced disasters.

6.2 المحفز الرئيسي لقيام مستخدمي الأراضي بتنفيذ الإدارة المستدامة للأراضي

  • الحد من مخاطر الكوارث

Early warning system helps people prepare and act before the water level crosses danger level (which denotes the settlement is at risk of inundation)

6.3 استدامة أنشطة النهج

هل يمكن لمستخدمي الأراضي المحافظة على استدامة ما تم تنفيذه من خلال النهج (بدون دعم خارجي)؟:
  • نعم
إذا كانت الإجابة بنعم، صف كيف:

Union Digital Center is an information hub that exists in the union where people have easy access. The technology is simple and the approach is easy to understand and has already benefited the targeted community. The anchoring of preparedness in general and Early Warning Systems (EWS) in particular in local government and its rolling out in collaboration with communities imparts high probability of sustainability to disaster preparedness measures. During the project cycle, two flood events of significant magnitude have tested the approach and technology and resulted in tangible benefits for the community. At the same time since sustainability considerations are inbuilt in project design and have guided the implementation of the approach and technology, the likelihood of their sustainability is very strong.

6.4 نقاط قوة/مزايا النهج

نقاط القوة/ المزايا/ الفرص من وجهة نظر مستخدمي الأراضي
A trained group of volunteer is available in the community
Response equipments are in place and ready to use if and when needed
Early Warning System facilitates people's timely access and movement to appropriate emergency infrastructure and protected shelters
Rapid evacuation, especially for physically challenged, children and elderly people, and cattle
Crops are saved due to timely action related to sowing and harvesting
Means of preparedness, such as boat, banana raft, portable cooker, firewood, oral rehydration solution, dry food can be collected beforehand
Balanced representation of community in governmentt mandated disaster committees
Coordination/ communication with development actors and local government/union parishad is more forthcoming
نقاط القوة/ المزايا/ الفرص من وجهة نظر جامع المعلومات أو غيره من الاشخاص الرئيسيين لمصدر المعلومات
Sustainability dimensions have been well considered and applied in adopted approach and technologies
Strengthened community institutions are in place to address disaster risk Management issues, especially those related preparedness and response mechanisms
Community and local government interface has been strengthened to devise appropriate disaster Management solutions
Decisions on preparedness approach and attendant technologies are taken collectively by stakeholders
A replicable model of early warning systems, emergency and access infrastructure has been established

6.5 نقاط الضعف/ العيوب في المنهج وطرق التغلب عليها

نقاط الضعف/ المساوىء/ المخاطر من وجهة نظر مستخدم الأراضي كيف يمكن التغلب عليها؟
Long term maintenance of response equipments UDMC should play custodian's role; local people should contribute towards recurrent cost
نقاط الضعف/ المساوىء/ المخاطر من وجهة نظر جامع المعلومات أو غيره من الاشخاص الرئيسيين لمصدر المعلومات كيف يمكن التغلب عليها؟
Replicability of the model might be difficult due to lack of funds and functionaries available with local government Support local government in negotiating more resources from higher levels of governance and Administration; build capacity of local government to utilise resources efficiently and effectively

7. المراجع والروابط

7.1 طرق جمع/مصادر المعلومات

  • مقابلات مع مستخدمي الأراضي

15 Key Informant Interview (KII)
2 Focus Group Discussion (FGD)

  • مقابلات مع المتخصصين/الخبراء في الإدارة المستدامة للأراضي

4

  • التجميع من التقارير والوثائق الأخرى الموجودة

6

7.2 المراجع للمنشورات المتاحة

العنوان، المؤلف، السنة، النظام القياسي الدولي لترقيم الكتب ISBN:

Three VCA Reports published by UDMC with support of DRRWASH project

متاح من أين؟كم التكلفة؟:

Bangladesh Red Crescent Society

7.3 روابط للمعلومات ذات الصلة المتوفرة على الإنترنت

العنوان/الوصف:

Flood Forecasting & Warning Centre (FFWC), Bangladesh Water Development Board (BWDB), SOD

عنوان الرابط URL:

http://www.ffwc.gov.bd/#, http://ddm.portal.gov.bd/sites/default/files/files/ddm.portal.gov.bd/page/a3f4cc27_7f7d_4c2b_a1b0_166fe6bef73b/udmc.pdf

الروابط والوحدات المواضيعية

توسيع الكل طي الكل

الوحدات المواضيعية