1.1. CAM and CBDRM

So, before we talk about these CAM and CBDRM, I think I will try to explain you what are the complexities within the system and the hierarchies on these different networks; the institutional networks and what are the kind of constraints on coordination and planning of a disaster recovery.

This chunk introduces the concepts of Community Asset Management (CAM) and Community-Based Disaster Risk Management (CBDRM). It indicates that before discussing these concepts, it's essential to understand the complexities and hierarchical structures of various institutional networks involved in disaster recovery. This sets the foundation for why CAM and CBDRM are important, as they operate within these frameworks.

Think of this like a large family trying to organize a reunion. Before talking about who will cook what dish (CAM and CBDRM), it's important to first understand who in the family has different abilities, which family members live where, and how they can work together to make the reunion successful.

Max lock centre, where I worked earlier as part of my research and they have published a document on mind gap; post-disaster reconstruction and the transition from humanitarian relief.

In this segment, Prof. Pasupuleti references his prior work with the Max Lock Centre, which has contributed to understanding post-disaster reconstruction processes. The mention of a published document on the gap between disaster relief and recovery highlights the importance of bridging these two phases for effective disaster management. It emphasizes that different agencies play roles at various stages of disaster response.

Imagine a relay race. The first runner (humanitarian relief) must hand off the baton to the next runner (reconstruction). If the handoff is poorly timed or executed, the relay team may struggle to win, illustrating the importance of coordinating these different phases in disaster management.

So, let’s see how it has been done. ... and how they are governing bodies work within each other.

This chunk explains the hierarchical structure of the United Nations (UN) and its various agencies involved in disaster response. It outlines the role of the UN General Assembly and its subdivision into various task forces focused on disaster risk reduction, illustrating the complexity of international disaster response efforts.

Think of the UN as a big orchestra. The conductor is the General Assembly, and each section of the orchestra (the different agencies) has its own role to play in creating a beautiful symphony of disaster recovery efforts. If one section is out of sync, the entire performance could be affected.

So, one is UNDP; United Nations Development Program ... and UNICEF which is more to do with the health education equality and protection of children in disasters.

In this chunk, various UN agencies and their roles in disaster management are detailed. Each agency has specific responsibilities, such as the UNDP focusing on development programs, while others like UNICEF concentrate on the education and protection of children affected by disasters. This highlights the multifaceted approach necessary for addressing the varied impacts of disasters.

Consider a community dealing with a flood. It's like a well-coordinated team, where one person focuses on providing shelter (UNDP), another ensures health care is available (WHO), and someone else ensures that children are still able to get an education and are safe (UNICEF). Each person plays a crucial role in helping the community recover.

So, that is where Paul Oliver and Aysan Yasemin... both the perceptions are very different.

This part emphasizes the differing perceptions between disaster recovery administrators (e.g., UN agencies) and the disaster-affected communities. While agencies focus on efficiency and logistics, recipients of aid often prioritize returning to normalcy and preserving their cultural practices. Understanding these perceptions is crucial for developing effective recovery programs.

Imagine a student who just had a bad grade. The teacher wants to improve the student’s performance by focusing on tests and grades, while the student just wants time to catch up with friends and return to enjoying school. Both have different priorities, which affects how they approach the situation.

One is CAM, which is a community asset management and we also refers CAM, it is the management of physical assets in collective use by urban or rural populations.

CAM involves managing shared physical resources, such as buildings, infrastructure, and community facilities, utilized by both urban and rural populations. This management is essential to ensure that communities can effectively recover from disasters and improve their resilience by leveraging these assets.

Think of a community park shared by all neighbors. It needs upkeep, planning for new additions, and community involvement to make sure everyone can enjoy it. CAM is like organizing and managing that park so that it benefits everyone, especially when times are tough.

And it actually envisages; CAM envisages improved capacity of low income communities...

This section highlights that CAM aims to boost the capabilities of low-income communities by enabling them to manage their assets effectively. It stresses the importance of a lifecycle approach to asset management that goes beyond immediate recovery, incorporating continuous maintenance and sustainable development.

Imagine an old community center that needs repairs after a storm. Instead of just fixing it once, CAM would encourage the community to develop a plan to keep it in good condition for the future, ensuring the center remains a vital resource for years to come.

The capacity building can be taken in few steps; one is the identification of assets and their condition.

To effectively implement CAM, communities should follow key steps which include identifying the assets available to them and assessing their condition. This step ensures that the community is aware of what resources they have and what needs attention to facilitate recovery. Engaging the community during this process is vital to garner support and ensure that repair efforts are relevant to their needs.

Think of it as a family assessing what tools they have in their garage after a storm. They look for what’s broken, what can be fixed, and what might still be useful. This allows them to plan what to repair or replace effectively, just as a community must do.

Orientation of the stakeholders; so presenting the task of repair and recovery to different target audiences...

This chunk emphasizes engaging various stakeholders, such as policymakers and community members, to present the identified issues regarding repairs and recovery efforts. By involving a range of stakeholders, it ensures that everyone is on board and working collaboratively towards the recovery objectives.

Imagine organizing a community event where everyone pitches in. If you invite local chefs (policymakers), residents, and builders to the planning meeting, you'll get diverse ideas and cooperation, ensuring a smoother and more successful event, similar to the cooperation needed for effective recovery.

Capacity building for technical group; in fact, this is very important because day to day, the technology is changing...

This section addresses the necessity of building technical skills within the community. As construction methods and technologies evolve, ongoing training for local builders and managers ensures that their skills remain relevant and improve the quality and efficiency of recovery efforts.

Just like how cooks need to learn new recipes and techniques to serve delicious food, local builders must keep learning to use the latest materials and methods to construct safe and efficient buildings after a disaster.

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