1.2 Contact details of resource persons and institutions involved in the assessment and documentation of the Approach

{'additional_translations': {}, 'value': 6, 'label': 'Name of project which facilitated the documentation/ evaluation of the Approach (if relevant)', 'text': 'Scaling-up SLM practices by smallholder farmers (IFAD)', 'template': 'raw'} {'additional_translations': {}, 'value': 6128, 'label': 'Name of the institution(s) which facilitated the documentation/ evaluation of the Approach (if relevant)', 'text': "National Agriculture and Forestry Research Institute (NAFRI) - Lao People's Democratic Republic", 'template': 'raw'}

1.3 Conditions regarding the use of data documented through WOCAT

When were the data compiled (in the field)?

25/08/2017

The compiler and key resource person(s) accept the conditions regarding the use of data documented through WOCAT:

Yes

2.1 Short description of the Approach

The project is aimed at capacity building in disaster emergency response at district and village levels. It has applied a participation approach in planning and implementation. This included the identification of problems, SWOT analyses, implementation, and monitoring.

2.2 Detailed description of the Approach

Detailed description of the Approach:

Since 2012, after the Ketsana typhoon hit the southern provinces of Lao PDR, CARE International in Xekong Province has initiatives that address disaster reduction which are funded through various sources. The project is aimed at capacity building in disaster emergency response at district and village levels. DarkCheung district, one of the poorest districts of Xekong province, has established a Disaster Management Unit in five villages. The project was supported by Luxembourg’s Ministry of Foreign Affairs, Debeco, through the European Union. Most of the projects were relatively small and short duration, with approximately 2-3 years of project implementation. In 2017, Care International has also followed up existing activities with support from Debeco which are implemented in the three districts of Kaleum, DarkCheung, and Lamam, covering 16 villages. The aspects of the work that are relevant to the district office of agriculture include Disaster Vulnerability Assessment and Village Capacity Building. The main objectives of the project are to increase capacity in disaster management within local communities; increase food security, gender equality promotion in cooperation with local authorities, and increase awareness about disaster prevention. In principle, the project applied a participatory approach in planning and implementation. This included the identification of problems, SWOT analyses, implementation, and monitoring. The village and district authorities, as well as farmers, have been actively involved in project activities. It should be noted that the district authorities played an active role in community development. However, challenges remain, as Care International in Xekong province developed only short term projects, and this may affect outcomes and continuity of objectives in the future.

2.3 Photos of the Approach

2.5 Country/ region/ locations where the Approach has been applied

2.6 Dates of initiation and termination of the Approach

2.7 Type of Approach

• project/ programme based

2.8 Main aims/ objectives of the Approach

1. Strengthen capacity on disaster management at local levels;
2. Increase food security;
3. Promote gender equality amongst the local authorities; and
4. Increase awareness on disaster prevention.

2.9 Conditions enabling or hindering implementation of the Technology/ Technologies applied under the Approach

3.1 Stakeholders involved in the Approach and their roles

3.2 Involvement of local land users/ local communities in the different phases of the Approach

	Involvement of local land users/ local communities	Specify who was involved and describe activities
initiation/ motivation	interactive	The village, district, provincial authorities, and project staff to identify and assess disaster vulnerability and ranking in communities.
planning	interactive	The village, district, provincial authorities, and project staff involved in problem analysis and identified solutions, conducted site visits in the project location with participating households. Develop action plan, organize meeting to discuss and approve project activities.
implementation	interactive	The village, district and provincial authorities in collaboration with project staff provided training and implemented project activities together with farmers in target villages. In case of significant activity such as infrastructure development, the project staff will assist in the implementation.
monitoring/ evaluation	interactive	All concerned stakeholders were involved in project monitoring in each phase.
	interactive	Allow each stakeholders summarize project implementation outcomes, and discuss issues and identify solutions for future actions.

3.3 Flow chart (if available)

3.4 Decision-making on the selection of SLM Technology/ Technologies

Specify who decided on the selection of the Technology/ Technologies to be implemented:

• all relevant actors, as part of a participatory approach

Specify on what basis decisions were made:

• evaluation of well-documented SLM knowledge (evidence-based decision-making)
• personal experience and opinions (undocumented)

4.1 Capacity building/ training

Was training provided to land users/ other stakeholders?

Yes

Specify who was trained:

• land users
• field staff/ advisers

Form of training:

• on-the-job
• farmer-to-farmer
• public meetings
• courses

Subjects covered:

General knowledge on disaster prevention, disaster preparedness and emergency response, forest and environmental protection

4.2 Advisory service

Do land users have access to an advisory service?

Yes

Specify whether advisory service is provided:

• on land users' fields

Describe/ comments:

In addition, there were monitoring missions from village, district and provincial authorities. In case of an emergency situation, coordination was through mobile phones.

4.3 Institution strengthening (organizational development)

Have institutions been established or strengthened through the Approach?

• yes, moderately

Specify the level(s) at which institutions have been strengthened or established:

• local

Describe institution, roles and responsibilities, members, etc.

There were monitoring teams representing the village and district, and a village notice board.

Specify type of support:

• financial
• capacity building/ training
• equipment

4.4 Monitoring and evaluation

Is monitoring and evaluation part of the Approach?

Yes

Comments:

The CARE -Xekong M&E team collaborated with the through use of village notice boards in the village and district.

If yes, is this documentation intended to be used for monitoring and evaluation?

No

4.5 Research

Was research part of the Approach?

No

5.1 Annual budget for the SLM component of the Approach

If precise annual budget is not known, indicate range:

• 100,000-1,000,000

Comments (e.g. main sources of funding/ major donors):

Multiple funding sources including Debego for humanitarian aid, European Union (EU), Ministry of Foreign Affairs of Luxembourg

5.2 Financial/ material support provided to land users

Did land users receive financial/ material support for implementing the Technology/ Technologies?

No

5.3 Subsidies for specific inputs (including labour)

• labour

If labour by land users was a substantial input, was it:

• voluntary

Comments:

Project provided lunch and villagers shared labour

5.4 Credit

Was credit provided under the Approach for SLM activities?

No

5.5 Other incentives or instruments

Were other incentives or instruments used to promote implementation of SLM Technologies?

No

6.1 Impacts of the Approach

6.2 Main motivation of land users to implement SLM

6.3 Sustainability of Approach activities

Can the land users sustain what has been implemented through the Approach (without external support)?

• yes

If yes, describe how:

The district and village authorities have some basic understanding about disaster responses.

6.4 Strengths/ advantages of the Approach

Strengths/ advantages/ opportunities in the land user’s view
Strengthening capacity of village, district and provincial authorities (Committees for Disaster Prevention and Control) particularly after Ketsana typhoon.
Communities gain knowledge and are able to identify problem and develop action plans on disaster management.
The project has implemented activities that provided benefits to the public such as: disaster warning, rainwater storage, precipitation station.
Supported high frequency radio system instead of mobile phones.

Strengths/ advantages/ opportunities in the compiler’s or other key resource person’s view
Disaster management is an important aspect that needs to be implemented in all regions.
Local communities and other stakeholders were actively participated in the project.
The project helped to identify key problems and strengthen capacity to ensure regular and continuous monitoring of activities although it had only one-year lifespan. The project adopted M&E framework from similar projects in order to effectively monitoring this project.

6.5 Weaknesses/ disadvantages of the Approach and ways of overcoming them

Weaknesses/ disadvantages/ risks in the land user’s view	How can they be overcome?
The disaster management projects had short term lifespan but there were considerable needs and expectations from communities, and the lack of sufficient funding.
The MOU signing process for disaster related projects took long time between the government and NGOs which caused delayed in project implementation.	The need to have better coordination on the review and approve the MOU document between the two parties.

Weaknesses/ disadvantages/ risks in the compiler’s or other key resource person’s view	How can they be overcome?
The GOL has yet identified vulnerable areas to certain disasters and there are still a lack of funding allocation to meeting the needs.	The need to identify appropriate vulnerable areas including high vulnerability, warning areas and among others.
Most projects were managed by non-profit organizations and typically have short-term lifespan and limited staff.	The need to develop long-term planning with multi-funding organizations.

7.1 Methods/ sources of information