2.1. Programming

So the word resilience has become an important dimension of the DRR and this is what the DFID defines as the department for international development of UK. It says the ability of countries, communities, and households to manage change, by maintaining or transforming living standards in the face of shocks or stresses such as earthquakes, droughts or violent conflict without compromising their long-term prospects.

Resilience refers to the capacity of societies to withstand and adapt to challenges such as natural disasters (like earthquakes and droughts) or human-induced crises (like conflicts). DFID's definition emphasizes that resilience allows communities to maintain or improve their living standards even in the face of these significant shocks, all while considering their long-term growth and stability.

Imagine a rubber band. When you stretch it, it can return to its original shape, much like a community returning to its normal state after a disaster. If the rubber band is too stretched but eventually returns to a slightly altered flexible shape, it's akin to a community that adjusts and improves its living conditions after facing challenges.

There are few more frameworks which I let us go through; one is the sustainable livelihoods framework. This has been developed again by the DFID in 1999. And you can see that it talks about the capital because they are referred as an asset framework as well and how the individual or a community, how they use, they, I would say like how they construct their livelihoods.

The Sustainable Livelihoods Framework is a method for understanding how communities can improve their livelihoods. It focuses on various forms of capital (e.g., human, natural, social, physical, financial) that individuals or communities use to support their livelihoods. The framework encourages analysis of how these capitals can be effectively combined to create more sustainable and resilient livelihood opportunities.

Consider a community that relies on fishing for their livelihood. The human capital may include skilled fishermen, natural capital would refer to fish stocks, social capital could involve supportive networks among fishermen, physical capital might be the boats and fishing gear they possess, and financial capital would include any savings. By combining these resources effectively, the community can succeed in its fishing endeavors.

So then as we discussed in the vulnerability context, how it also have a give and take aspect of this influencing these abilities because these are the how he manages, I mean the community manages to access these resources. So vulnerability context itself or the poverty context itself acts as an underlying phenomenon on to making these access work and do not work.

The vulnerability context refers to the external factors that affect a community's ability to access and manage resources. This includes socio-economic conditions, political instability, and environmental factors. These dynamics can limit or enhance a community's ability to leverage its resources effectively. Essentially, the context of poverty and vulnerability plays a crucial role in determining whether a community can make optimal use of its assets.

Think of a school in a poor neighborhood where students do not have easy access to the internet or libraries. These vulnerabilities prevent them from fully utilizing educational resources compared to schools in wealthier areas where resources are more readily accessible, affecting their ability to learn and succeed.

And they also list out the government roles in DRR. So it plays a number of roles, one is as a providers of DRR goods and services for instance, maintaining early warning systems, emergency response, evacuation shelters and the healthcare sector.

Governments play a vital role in Disaster Risk Reduction (DRR) by providing essential services and infrastructure to prepare for and respond to disasters. This includes establishing early warning systems for natural disasters, ensuring effective emergency responses, providing evacuation shelters, and coordinating healthcare services. Their role is crucial in minimizing risks and protecting communities before, during, and after disasters.

Think of a fire department in a city. They are not only tasked with fighting fires (responding to disasters), but they also conduct fire drills and education programs (preparedness). This proactive approach is similar to how governments implement DRR strategies to safeguard citizens from potential hazards.

So this is how there is a variety of inputs come into the decision process, and this is very huge management structure.

The decision-making process in DRR is complex, involving many inputs from various stakeholders, including data, community needs, and resources. Factors like governance structures, economic contexts, and cultural influences also shape decisions. Recognizing these diverse inputs is crucial for effective planning and implementation of DRR initiatives.

Think of a community planning a new park. Different stakeholders, including local residents, city officials, and environmental experts, will all bring different perspectives and needs. Just like in DRR where multiple factors must be considered, the park design must reflect the community’s desires while also adhering to safety regulations and environmental sustainability.

And that is where it becomes a guided. And whereas, when you talk about when you increase at control, when you widen that funnel, and that is where it goes from manipulate, inform, consult, collaborate and empower.

Community engagement can take different forms, ranging from guided efforts led by an external agency to a more participatory approach allowing community members to have greater control in decision-making. The shift from manipulation to empowerment illustrates how engagement can evolve as communities gain confidence and capacity to influence project outcomes.

Consider a community garden project. Initially, if experts make all decisions without community input, it may seem like manipulation. However, as community members get involved in planning, planting, and managing the garden (consult, collaborate), they feel more empowered and take ownership of the project, showcasing a more democratic approach to community engagement.

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