Inception Report - CDEMA

Inception Report
for
Development of the Model Community-Based Climate
Change and Disaster Risk Reduction Programme
Submitted to CDEMA
9 August 2010

Contents
1. Project background and description ......................................................................................................... 1
1.1. Project background ........................................................................................................................................................... 1
1.2. Description of sub‐project under this consultancy ............................................................................................................. 1
2. Objectives of the sub-project under this consultancy ............................................................................. 2
2.1 Overall sub‐project objective............................................................................................................................................. 2
2.2 Specific objectives ............................................................................................................................................................. 2
3. Methodology ................................................................................................................................................ 3
3.1 Overall approach: participatory and consultative ..................................................................................................................... 3
3.2 Drawing on good practices ....................................................................................................................................................... 3
3.3 Drawing on Regional Knowledge, Attitude and Practices studies ....................................................................................... 7
3.4 Specific approach to and activities under the sub‐project .................................................................................................. 7
3.4.1 Scope of work ............................................................................................................................................................................... 7
3.4.2 Preparation of an inception report ............................................................................................................................................... 7
3.4.3 Development of the Model Community‐based Climate Change and Disaster Risk Reduction Programme ................................ 8
3.4.4. Development of the Climate Change Adaptation Module .......................................................................................................... 9
3.3.5. Development of Trainer’s and Participant’s Handbooks .......................................................................................................... 12
3.3.6. Piloting of MCCCDRR and Tools (Handbooks and Module) ....................................................................................................... 13
3.3.7. Facilitate Regional Training of Trainer’s workshop in the use of the Community‐based Climate Change and Disaster Risk
Reduction Programme and Tools (Handbooks and Module) .............................................................................................................. 14
3.3.8 Prepare regional workshop report ............................................................................................................................................. 15
3.3.9. Assisting trainers in the implementation of the Programme and finalisation of the Model Community‐based Climate Change
and Disaster Risk Reduction Programme and Tools (Module and Handbooks) .................................................................................. 16
3.3.10. Develop Community‐based Climate Change and Disaster Risk Reduction Plan ...................................................................... 16
3.3.11. Final report on the consultancy ............................................................................................................................................... 17
4. The role of CANARI ................................................................................................................................... 17
4.1 Overview of CANARI and its relevant experience ............................................................................................................. 17
4.2 Implementation of the sub‐project .................................................................................................................................. 18
4.3 Areas in which CANARI could contribute to the long‐term implementation of the MCCCDRR Plan .................................... 19
5. Expected results ........................................................................................................................................ 19
5.1 Outputs ............................................................................................................................................................................ 19
5.2 Outcomes ......................................................................................................................................................................... 20
6. Work plan ................................................................................................................................................... 20
7. Risks ........................................................................................................................................................... 21
Appendix 1: Community Disaster Management and Climate Change Initiatives in the English-speaking
Caribbean ........................................................................................................................................................... 22
Appendix 2: Review of Selected Community-Based Disaster Management and Climate Change Material ....... 27
Appendix 3: Work plan ........................................................................................................................................ 40
Appendix 4: Annotated Outline of the Model Community-Based Climate Change and Disaster Risk Reduction
(MCCCDRR) Programme ................................................................................................................................... 48

1. Project background and description
1.1. Project background
Global Climate Change is the most serious threat to sustainable development facing CDEMA Participating
States. The limited adaptive capacity of Caribbean small-island and low-lying states, in addition to rising sea
levels, an escalation in the frequency and intensity of tropical storms and hurricanes, and disruptions in rainfall
and fresh-water supply, requires urgent action for the preservation of their very existence.
In an effort to strengthen regional, national and community level capacity to mitigate and respond to the effects
of climate change, the Austrian Development Agency (ADA) is providing support to the Caribbean Disaster
Emergency Management Agency (CDEMA) for the execution of the “Mainstreaming Climate Change into
Disaster Risk Management for the Caribbean Region (CCDM) Project”.
Specifically, this two year project supports Comprehensive Disaster Management (CDM) Outcome 4 :
Enhanced Community Resilience in CDEMA Participating States to Mitigate, Respond to and Recover from the
Adverse Effects of Climate Variability and Change and Disasters and Key Result Area (KRA) 3 of the CDEMA
Work Programme: Capacity of Participating States Enhanced. Specifically KRA 3.3: Communities are more
aware and knowledgeable on disaster management and related procedures including safer building techniques
and KRA 3.3.1 Prevention, preparedness and response/ mitigation in communities is enhanced.
The project seeks to achieve three outcomes:
1) Improved coordination and collaboration between community disaster organisations and other
research/data partners, including climate change entities, for undertaking comprehensive disaster risk
management;
2) Enhanced community awareness and knowledge on disaster management and climate change
procedures; and
3) Enhanced preparedness and response capacity (technical and managerial) for sub-regional and local
level management and response.
1.2. Description of sub-project under this consultancy
For the achievement of Outcome 2 of the project, it is intended that community awareness and knowledge on
climate change and its linkages to disaster risk reduction be enhanced through the development of a Model
Community-based Climate Change Disaster Risk Reduction (MCCCDRR) Programme and a Regional
Mechanism for the coordination of community-based disaster management initiatives.
The MCCCDRR Programme forms the focus of this consultancy and will outline, in a document referred to
here as the MCCCDRR Programme framework, a comprehensive approach to mainstreaming climate change
into community-based disaster risk reduction initiatives. The specific deliverables under this sub-project
consultancy are:
a) Inception report
b) the MCCCDRR Programme framework;
c) a Model Community-based Climate Change and Disaster Risk Reduction Plan;
d) a Module on Climate Change Adaptation (CCA) for communities, for inclusion in the revised version of
CDEMA’s Community Disaster Preparedness Training Manual;
e) Trainer’s 1 and Participant’s Handbooks to accompany the CCA Module for communities;
1 CANARI recommends that this be re‐named ‘Facilitator’s Handbook’ to more clearly reflect the role that those using the Manual
will be expected to play
1

f) two workshops, designed to pilot the Programme, the Module and Participant’s Handbook, held in two
selected vulnerable communities;
g) regional Training of Trainers workshop to pilot the Programme, the Module, Participant’s and Trainer’s
Handbook;
h) Report on regional Training of Trainers workshop;
i) Final report on the project.
In addition to the outputs identified under 1.2 b-f) above, the MCCCDRR Programme framework will also
identify a number of other activities that are either prerequisites to the facilitation of the Module (for example,
vulnerability and capacity assessments; community vulnerability mapping; identifying - or creating and building
the capacity of - appropriate community-based co-ordinating organisations); or desirable adjuncts to the
components outlined under points 1.2 b) to f) above (for example, additional units to extend the Module beyond
two days; audio-visual materials to accompany the Participant’s and Trainer’s Handbooks; ongoing
documentation of good practice case studies). Lists of relevant resources will be provided in the MCCCDRR
Programme framework and in deliverables 1.2 b)-d) above
Accompanying audio-visual resource materials will be produced under a separate consultancy, based in part
on recommendations from this consultancy.
The design of the MCCCDRR Programme, and the design and piloting of materials under this sub-project
consultancy, will build on and draw from good practices as outlined in Section 3.2 below.
2. Objectives of the sub-project under this consultancy
2.1 Overall sub-project objective
To improve the resilience of communities to climate change by strengthening their capacity to respond
(mitigate and adapt) to the actual and anticipated effects of climate change and associated disasters.
2.2 Specific objectives
To enhance the awareness of community members of the risks associated with climate change and natural
hazards in vulnerable communities, through the development of a MCCCDRR Programme, including delivery
of the following:
a) the MCCCDRR Programme framework to include both the other components of this sub-project and
other elements necessary for a holistic and comprehensive approach to community based climate
change and disaster management;
b) a Model Community-based Climate Change and Disaster Risk Reduction Plan;
c) a Module on Climate Change Adaptation (CCA) for communities, for inclusion in the Community
Disaster Preparedness Training Manual;
d) Trainer’s and Participant’s Handbooks relating to the CCA Module for communities;
e) piloting of the Programme and Module through facilitation of training in two identified vulnerable
communities; and
f) establishment of a Cadre of Trainers for the region, through facilitation of a Training of Trainers
Workshop.
2

3. Methodology
3.1 Overall approach: participatory and consultative
In line with the mission 2 and philosophy of the Caribbean Natural Resources Institute (CANARI) and to ensure
the buy-in of the main target audiences for whom the MCCCDRR Programme is intended, the design and
development of all materials under this consultancy will be based on a participatory and consultative approach,
to the extent that this is feasible within the short (24-week) timeframe available for sub-project implementation.
Key stakeholders will be consulted during the planning, design and implementation phases of the sub-project,
notably through:
a) regular consultation with and feedback from CDEMA, its Project Steering Committee (PSC) and Civil
Society Sector Sub-Committee (CSSSC);
b) regular consultation with the International Federation of the Red Cross (IFRC) to ensure coherence with
its approach to vulnerability assessment and disaster risk reduction in communities, and particularly the
communities selected for the pilot training workshops;
c) consultation with UNIFEM on mainstreaming gender into all aspects of the MCCCDRR Programme;
d) review and discussion by CDEMA, PSC and CSSSC of the draft MCCCDRR Programme framework;
e) review and evaluation by participants at the two pilot community workshops of the Module and
Participant’s handbook, including discussion of the MCCCDRR Plan (if approved by the CSSSC at that
stage)
f) review and evaluation by participants in the Training of Trainers workshop of the Module, Participant’s
and Trainer’s handbooks;
g) review and discussion by CSSSC of the draft MCCCDRR Plan at the CANARI-facilitated workshop for
this purpose;
h) opportunistic consultation with other CANARI partners and stakeholders, notably those with whom it
has partnered on other climate change public education and outreach initiatives; and
i) collaboration with the consultants selected to implement the audiovisual component of the MCCCDRR
Programme, to the extent that this is feasible within the sub-project timeframe.
3.2 Drawing on good practices
CANARI has conducted a review of community disaster management and climate change initiatives in the
English-speaking Caribbean (see Appendix 1) and existing community-based disaster management and
climate change materials (see Appendix 2). From this review, it has extracted the following good practices on
which it will draw and build for the design of the MCCCDRR Programme and the specific deliverables under
this consultancy,
3.2.1 Good practice in community-based DRR and CCA
There are few tried and tested examples of community-based climate change and disaster risk reduction in the
Caribbean. Such efforts have only recently been implemented and not on a wide scale. Additionally, the
lessons learnt from these initiatives are poorly documented. Based on the review of selected community-based
climate change and disaster management programmes listed in Appendix 1, and from other regions, as well as
CANARI’s own experience, the following good-practices have been identified and will be used to inform the
design of the MCCCDRR Programme.
2 To promote equitable participation and effective collaboration in managing the natural resources critical to
development
3

a) Making CCDRR gender sensitive
While acute gender-specific disadvantages for women (or men) are not prevalent in the region, gender issues
still require some consideration. Oxfam 3 believes that women’s disadvantage – their unequal access to
resources, legal protection, decision making and power, their reproductive burden, and their vulnerability to
violence – consistently render them more vulnerable than men to the impacts of climate change and disasters.
Women also bring certain advantages. For example, the skills and experience of women in building and
maintaining local social networks can be critical for local disaster risk reduction. Understanding how gender
relations shape women’s and men’s lives is therefore critical to effective climate change adaptation and
disaster risk reduction and must be taken into account in all aspects of the design and delivery of the
Programme.
b) Approaches that take the underlying causes of vulnerability into account
Many approaches to community-based disaster risk reduction fail to include a comprehensive assessment and
subsequent consideration of the underlying causes of vulnerability. Without this information, it is likely that
interventions will have little success in the long term. The IFRC, under its Preparedness for Climate Change
(PfCC) initiative, is working with communities to conduct vulnerability and capacity assessments in vulnerable
communities. This process identifies who is vulnerable and why. A crucial component of the project has been
the recognition that livelihoods are a key aspect of building people’s resilience to various types of risk. Through
its experience of working with communities, the IFRC has developed a wealth of tools and good practice
methodologies aimed at helping to raise awareness, mitigate risks and develop community skills to respond to
disasters.
The CARIBSAVE Partnership has developed a methodology to assess the adaptive capacity and vulnerability
of communities to climate change, and uses a livelihood approach to do this. Households within vulnerable
communities are interviewed to determine their access to the five livelihood assets (financial, physical, natural,
social and human). Livelihood strategies (combinations of assets) are evaluated to determine the adaptive
capacity of households and consequently communities.
c) Approaches that place a strong emphasis on preventative action (building resilience)
Within the Caribbean region, the paradigm shift towards community resilience as part of a comprehensive
disaster management approach predates the Hyogo Framework for Action 2005 – 2015. In its 2001 Strategy
and Results Framework for Comprehensive Disaster Management in the Caribbean, the Caribbean Disaster
and Emergency Response Agency (CDERA), now CDEMA, acknowledged the community approach as an
“effective way of selling integration of disaster mitigation to the population” because it can be applied on a
scale and in terms that resonate at the local level. This shift to disaster risk reduction has also been a key
feature in the IFRC’s work with communities in the Caribbean to reduce their vulnerability through raising
awareness, consideration of existing community coping mechanisms, capacity building and participatory
approaches to increasing their resilience.
d) Strategies developed with communities
Community involvement in the design of response strategies is critical and should be initiated from the outset.
The IFRC, through its Regional Disaster Management Framework, and particularly the community disaster
preparedness training to conduct vulnerability and capacity assessments, involves community members in the
development of the tools which they will subsequently use to reduce the community’s vulnerability to disasters.
The approach includes community identification of the perceived risks and capacities to generate a
vulnerability maps and early warning systems.
The Building Disaster Resilient Communities (BDRC) Project being implemented in 28 communities in Jamaica
has engaged, and continues to engage, stakeholders in defining their own problems and solutions to inform
3 Oxfam GB, 2010. Gender, Disaster Risk Reduction, and Climate Change Adaptation: A Learning Companion Oxfam Disaster Risk
Reduction and Climate Change Adaptation Resources.
4

project design and implementation. For example, community training programmes are developed based on
capacity needs that community members have identified.
e) Establishing or working with existing local governance mechanisms in communities
The success of community-based programmes depends, in part, on good governance systems. The BDRC
project in Jamaica is working with and through local government and parish structures to target 28
communities. Jamaica’s local authorities and their Parish Disaster Coordinators are an important element of
the project’s implementation arrangements, with key activities and some local level decision-making being
done in association with and through them. Indeed, working with the guidance, buy-in and at the pace of
personnel at this level has proven to be a critical factor in the smooth and uninterrupted roll-out in communities.
The Red Cross National Societies are another important institutional mechanism for the roll out of DRR and
CC programmes at community level. They have recently been placing greater emphasis on community level
disaster preparedness, testing and applying different methods to support and implement local level
interventions. As a consequence they add to the effectiveness of regional and national disaster management
systems, whilst ensuring they are informed by, and are more responsive to, community needs and situations of
vulnerability.
The governance mechanism at the level of the community itself is also critical. In CANARI’s experience, it is
almost always preferable to work with an existing community-based organisation than to try and establish a
new one as the results tend to be evident earlier and prove more sustainable. However, whether the
organisation is an established or a new one, there is likely to be a need for initial and ongoing identification and
management of internal community conflicts (generally requiring an external, independent facilitator) and
capacity building in aspects of organisational and project management. This has implications for the timeframe
of any successful initiative and, in practice, there is often a mis-match between short donor project funding
cycles and the desired long-term outcomes, resulting in disappointment and frustration for all parties.
CANARI has found the use of mentors to be a particularly successful strategy in supporting the development of
community-based organisations, particularly in the early stages when they may be developing proposals and
implementing projects for the first time. It is also important to consider all the options available for structuring
the organisation, rather than relying on the traditional, hierarchical structures with highly formal meetings that
have been prevalent in the region and that tend to deter the participation of key stakeholders such as young
people (and particularly young men) and those with low literacy levels or low self-esteem or confidence. If the
initiative intends to have an entrepreneurial component, a for-profit or cooperative organisation may also be
considered as an alternative or adjunct to a non-profit structure.
f) Participatory monitoring and evaluation of community-based DRR and CC programmes
Participatory monitoring and evaluation (PME) involves the local community, development agencies, local
authorities and other stakeholders in measuring the progress made and the effectiveness of the processes
employed, and in identifying the necessary follow-up actions to ensure that community vulnerability is
consistently reduced. None of the current programmes in the region fully include this component. The Asian
Disaster Preparedness Center (APDC) developed a Participant’s Workbook 4 on ‘Community-based Disaster
Risk Management for Local Authorities’ which has a short module on ‘Monitoring and Evaluation’ (M&E), which
provides an overview of what M&E is and some processes that can be used.
M&E can be a costly exercise, contributing to the widespread failure to evaluate the long-term outcomes of
programmes, projects, tools and methods (i.e. beyond the project timeframe) even though it is these long-term,
sustained changes in knowledge, attitudes and behaviour that will be necessary for effective community
4 Asian Disaster Preparedness Center, 2006. Participant’s Workbook: Community-based Disaster Risk Management for Local
Authorities.
5

disaster risk reduction and reduction or reversal of damage to and loss of natural resources. CANARI is
increasingly adopting and training others in outcome mapping, which tracks the impact of project interventions
on people’s behaviour and actions, and will therefore introduce this concept briefly in the M&E Section of the
Module alongside the more traditional monitoring and evaluation of whether project outputs have been
achieved.
3.2.2 Good practice in DRR Climate Change Training and Capacity Building
Based on the review of selected community-based disaster management and climate change materials (tool
kits, training manuals and videos) listed in Appendix 2, as well as CANARI’s own experience in delivering
training and capacity-building workshops, the following elements of good practice in training and pedagogy
have been identified as methods and practices that will be used to inform the development of the CDEMA
climate change module.
a) Use of a range of teaching/training methodologies
Each person learns in a different way, and using a range of training methods in a workshop setting
accommodates this. Additionally, the use of a various methodologies breaks up the monotony of a training
course and engages participants in different ways (see, for example, Concern Universal 5 ; and Coburn et al./UN
Disaster Management Training Programme). Each methodology used has its particular strength and utility in a
workshop setting.
Icebreakers and energisers encourage rapid relationship building and stimulate participants at points in
the workshop where their energy has dropped.
Lectures, presentations and background reading are useful for conveying knowledge.
Whole group discussions allow for the development of a common understanding of certain topics and
identify areas where there may be conflict within the group or community.
Small group discussions stimulate greater participation from people who are not confident contributing
to large group discussions;
Questioning techniques promote participant engagement and help to identify participants’ relevant prior
knowledge and experience.
Brainstorming allows participants to generate several ideas about an issue in a short space of time
without others criticising them.
Small group work and practical exercises involve participants as actors and allow them to apply
information and knowledge gained to their own situation for problem solving.
b) Use of Participatory Learning Action (PLA) Tools
Participatory learning and action (PLA) tools are particularly useful for community level engagement because
they allow not only for information and idea generation but also create space within a training setting for
analysis and learning by local people. PLA tools build participation and support communication and conflict
resolution, all of which have usefulness outside the workshop setting.
Several disaster preparedness manuals incorporate the use of PLA tools (see material by International
Federation of Red Cross and Red Crescent Societies; WWF; Daze et al./CARE International; Abarquez, et
al./Asian Disaster Preparedness Center; Bread for All;
for example).
c) Inclusion of illustrations of tools:
The use of illustrations (diagrams and photos) of tools described in training material provides an additional
visual support for facilitators. This is particularly useful for facilitators who may not have used a particular tool
before.
5 All materials referenced here are listed in more detail in Appendix 2.
6

d) Use of case studies
Descriptive, narrative case studies allow for real-life illustration of issues or concepts (see material from IUCN et
al. and the International Federation of Red Cross and Red Crescent Societies, for example).
e) Sequential “how to guides”
Step by step guides help facilitators and participants work through processes sequentially and when
accompanied by illustrations, help users to “see” how a process might unfold (see, for example, material from
Bread for All and the International Federation of Red Cross and Red Crescent Societies).
f) Engaging participants’ creativity
Many of CANARI’s workshops have successfully built on the exceptional creativity that many Caribbean people
possess by encouraging them to use painting or drawing, craft, singing, poetry, dramatisation, mapping and
other forms of expression to present their ideas and findings (see, for example, the workshop report on the
workshop Enhancing the role of civil society in raising awareness and building capacity for adaptation to
climate change, at http://www.canari.org/ccddr2.asp.
This approach works particularly well for strategic visioning (i.e. what would a resilient community look like);
designing communications to influence other community members; institutional mapping; and strategic
monitoring and evaluation (e.g. ‘body mapping’ of success).
3.3 Drawing on Regional Knowledge, Attitude and Practices studies
The design of the Programme and its sub-components will draw on existing baseline studies of the knowledge,
attitudes and practices (KAP) at community level in Caricom countries and other CDEMA participating states,
such as the KAP studies undertaken under the Mainstreaming Adaptation to Climate Change (MACC) project;
and the KAP study under the 2005 Jamaica Climate Change Enabling Activity project implemented by the local
Meteorological Service.
CANARI will also draw on its observations of people’s KAP at the workshops it has facilitated for similar target
audiences, for example:
facilitation of a regional workshop for Commonwealth Foundation entitled Enhancing the role of civil
society in raising awareness and building capacity for adaptation to climate change, which brought together
civil society organisations, media professionals and performance artists, and subsequently catalysed a
whole range of spin-off activities at the national level in the participating countries (see
http://www.canari.org/ccddr2.asp).
facilitation of workshops in Jamaica, Haiti and Dominican Republic based on the toolkit produced for
Christian Aid.
3.4 Specific approach to and activities under the sub-project
3.4.1 Scope of work
CANARI has participated in a series of negotiations and a virtual inception meeting on 5 July 2010 with
CDEMA and IFRC to review the Terms of Reference and to confirm the scope of work and timeframe for
implementation. A second meeting was held on 30 July to further clarify CDEMA’s expectations, based on
which the timeframe attached at Appendix 3 was produced, though at the time of writing this has not been
agreed by CDEMA
3.4.2 Preparation of an inception report
CANARI had agreed with CDEMA on a phased approach to the inception report, with an initial overview of the
project and the consultants’ approach being submitted to the Project Steering Committee (PSC) meeting of 13
July 2010. The intention was that the full inception report would then be produced within one week of receipt
of comments from the PSC for submission to the CSSSC. However, CDEMA submitted the overview to the
CSSSC, with comments from both the PSC and the CSSSC being sent to CANARI on 27 July 2010. This
7

version of the inception report seeks to address those comments as well as fleshing out the sections on best
practices which were not included in the overview.
3.4.3 Development of the Model Community-based Climate Change and Disaster Risk Reduction
Programme
As noted in the terms of reference, and confirmed by subsequent discussions with CDEMA, it is envisaged that
the full MCCCDRR Programme will be broader than just the components being developed under this
consultancy and will therefore take the form of a framework outlining all the key elements necessary for a
comprehensive and holistic community-based programme, including referencing of other materials besides
those being produced under this sub-project.
The target audience for the MCCCDRR Programme is all agencies in the region involved in disaster risk
management, but with a special focus on those who are supporting and implementing community-based
approaches.
3.4.3.1 Development of the MCCCDRR Programme
The development of the Programme will also be participatory and incremental, including the following steps:
a) development by 9 August 2010 of an annotated outline of the Programme framework (see Appendix 4)
for review by CDEMA and CSSSC;
b) finalisation of the Programme framework within two weeks of receipt of final comments from CDEMA
and the CSSSC;
c) suggestions for further amendments to the Programme in the final report, based on the piloting of the
Module and Handbooks.
3.4.3.2 Components of the MCCCDRR Programme
The Programme is described in detail in the annotated outline in Appendix 4, with the list below providing a
brief summary of the main components.
a) Conduct of a vulnerability and capacity assessment
b) Capacity building of community members in disaster risk reduction and preparedness
c) Capacity building of community members in disaster response and recovery
d) Capacity building of community members in public education and awareness and lobbying and
advocacy,
e) Development of community-based public education and awareness campaigns
f) Capacity building of lead community-based organisations in core aspects of good governance and
effective organisational management
g) Capacity building of CDEMA’s sub-regional units (addressed in the consultancy “Capacity Building of
the CDEMA Sub-Regional Disaster Emergency Response Operational Units”).
h) Development of a cadre of community climate change adaptation and disaster risk reduction facilitators
i) A Model Community–based Climate Change and Disaster Risk Reduction Plan
j) Networking of Caribbean communities involved in implementing the MCCCDRR Programme
k) A mechanism for providing communities with the latest scientific information
l) A mechanism for evaluating the results of the implementation of the MCCCDRR Programme over the
long-term
m) Establishing monitoring systems and early warning systems for extreme events
8

Although the Programme is being described as ‘model’ it should be noted, and will be emphasised in all the
materials, that the approach that is taken to implementing the Programme in a community must be tailored to
the governance systems and specific circumstances of that community and to the capacity of the persons
taking part at any given stage. Similarly, although CDEMA has requested that the Programme “should allow
for any person doing community-based climate change disaster management in the Caribbean to follow it”, it
should be noted that effective implementation of the Programme will require certain skills and expertise (e.g.
community animation, community mobilisation, facilitation of workshops and participatory processes), so the
materials such as the Trainer’s Handbook and Training of Trainers workshop assume some prior experience
of this kind. Moreover, since only a few of the elements of the Programme are being specifically designed
under this sub-project, CANARI cannot guarantee the user-friendliness of all the other reference materials to
which the Programme will point. For example, as noted in Appendix 2, the majority of materials contain both
good practices and some disadvantages in terms of their appropriateness for delivery in a community.
3.4.4. Development of the Climate Change Adaptation Module
3.4.4.1 Overview and building on best practices
The Climate Change Adaptation Module is intended to form part of CDEMA’s revised version of its Community
Disaster Preparedness Training Manual and also to complement the IFRC’s series of handbooks on
conducting community vulnerability and capacity assessments. It will also draw on other relevant best
practices, as identified in Section 3.2. Since no guidelines currently exist for the structure of the revised version
of CDEMA’s manual, the Module will be designed and presented in the format that CANARI deems most
appropriate for community audiences and useful for the trainers who will be expected to facilitate it. The
Module will be designed to be delivered as a two-day workshop, with suggestions for additional activities that
could be included in a longer workshop. (These additional activities will therefore also form part of the
MCCCDRR Programme.)
In addition to building on the best practices identified in Section 3.2.2 above, the Module will draw on
CANARI’s recent experience of developing toolkits designed to build the capacity of communities to respond to
climate change (Addressing Climate Change in the Caribbean; A toolkit for Communities and Communicating
Climate Change; A Toolbox for Local Organisations in the Caribbean), including the experience of facilitating
workshops with community representatives in Dominican Republic, Haiti and Jamaica. These products have
been well received by community-based organisations and those who support them, with particular praise for
the simplicity of language in explaining complex subjects and the wide use of regional examples.
The CDEMA CCA Module and accompanying Handbooks will include many of the same features, including:
a) use of scientifically sound fundamental concepts, derived from scientific/research institutions, including
University of the West Indies and the Caribbean Community Climate Change Centre.
b) use of a wide range of interactive tools and methods, to appeal to different learning styles;
c) building on participants’ existing skills and knowledge;
d) simple language;
e) use of clear, easily reproducible illustrations;
f) use of relevant examples, both of impacts and responses, drawn as far as possible from the region;
g) inclusion of the opportunities presented by climate change as well as the challenges;
h) provision of templates and checklists, where appropriate; and
i) lists of other relevant resources that participants can access.
3.4.4.2 Target audience
The Module is designed primarily for use by community facilitators and animators who are working with
community groups to develop and implement disaster risk reduction plans. It can also be used as a
complement to a community development planning process to ensure that the plans are climate proofed. The
9

Module is intended for use by persons with some experience in facilitation and workshop design and delivery
at the community level.
When targeting community members to attend a workshop based on the Module, it is recommended that the
selection be gender-balanced and representative of the different interests in the community including, where
possible, the most vulnerable groups. Community-based organisations should have at least two
representatives to ensure continuity should one of them leave the organisation. However, although the
language and approaches used will be appropriate to a community level and to different styles of learning,
basic functional literacy will be necessary for participants to gain full benefit from the workshop and to apply the
tools and methods in the Participant’s Handbook subsequently.
3.4.4.3 Training Methodologies
Training workshops of this nature can be quite intensive and since each person learns in a different way, a
range of training methodologies will be used in the Module, including:
icebreakers and energisers
audio-visual presentations and lectures by the facilitator
large group discussions (in plenary)
small group work and discussions
questioning techniques
brainstorming
individual reflection
practical exercises using participatory learning and action (PLA) tools
case studies
guiding questions for self-study
engaging participants’ creativity
additional reading
Each methodology used has its particular strength and utility in a workshop setting:
Icebreakers and energisers encourage rapid relationship building and stimulate participants at points
in the workshop where their energy has dropped.
Lectures, presentations and background reading are useful for conveying knowledge.
Whole group (plenary) discussions allow for the development of a common understanding of certain
topics and identify areas where there may be conflict within the group or community.
Small group discussions stimulate greater participation from people who are not confident
contributing to large group discussions.
Questioning techniques promote participant engagement and help to identify participants’ relevant
prior knowledge and experience.
Brainstorming allows participants to generate several ideas about an issue in a short space of time in
a non-judgmental atmosphere.
Small group work and practical exercises involve participants as actors and allow them to apply
information and knowledge gained to their own situation for problem solving.
Prompts and exercises that encourage individual reflection give participants an opportunity for selfdirected
learning and consolidation of material discussed, at their own pace.
Engaging participants’ creativity stimulates creative thinking and inputs from participants who may
feel less confident expressing themselves in words, especially in front of a large group. It can also
10

produce outputs, such as pictures, maps, 3-D models, or songs, that are more easily shared with other
member of the community.
3.4.4.4 Workshop results
At the end of a workshop based on the Module, it is anticipated that some or all of the following results will be
achieved, depending on the time available for delivery and the entering knowledge and experience of the
participants:
a) increased understanding of what is happening globally and regionally in terms of climate change;
b) increased knowledge of climate change adaptation and awareness of the linkages between climate
change adaptation and disaster risk reduction;
c) increased ability to discuss the climate change and disaster issues likely to affect their communities
overall, as well as specific groupings within it and particularly the most vulnerable (e.g. how they may
affect men and women differently and the impacts on young and old, the poorest etc.);
d) increased awareness of the tools and resource materials available to assess a community’s
vulnerability and capacity to respond;
e) increased capacity to assist their communities in preparing for and responding effectively to climaterelated
impacts and disasters, including increasing the resilience of communities (and specific
groupings within it) and knowing how to integrate response actions into existing coping mechanisms
and programmes (including early warning systems);
f) improved access to, and capacity to apply, a range of tools and techniques for effectively
communicating climate change risks and responses to those most likely to be affected, as well as for
lobbying stakeholders who play key roles in the development of climate change and disaster
management policy;
g) increased capacity to monitor and evaluate the changes in resilience through adaptation projects; and
h) improved access to further resources designed to enhance community resilience to climate change and
reduce the impact of related disasters, including details of useful contacts at international, regional and
national level.
3.4.4.5 Module timeframe and topics
The core Module is designed to be delivered as a two-day training workshop, with material to be covered
during 12 hours of contact time. The material may be used over a consecutive two-day period or it may be
presented in units over an extended period totalling 12 hours of contact time. If the module is used over a twoday
period, the facilitator/trainer must add time for lunch (1 hour) and morning and afternoon tea breaks (15 to
30 minutes).
In addition to the core training, the Module also includes supplemental activities and material for up to an
additional day or 6 hours of contact time.
The core Module will contain six Units covering the following topics:
Unit 1: Introduction to Climate Change;
Unit 2: Understanding Community Vulnerability and Capacity to Respond to Climate Change;
Unit 3: Developing a Community Climate Change Response and Climate Proofing the Community
Disaster Plan
Unit 4: Using Communications to Support your Climate Change Plan
Unit 5: Monitoring and Evaluating your Community Climate Change Plan
Unit 6: Workshop evaluation and closing
11

Each unit is divided into shorter sessions to retain the interest of participants and each session uses one or
more teaching methodology.
The Module will also incorporate a welcome and introduction session and a basic initial assessment of the
entering knowledge and attitudes of participants.
3.4.4.6 Process for developing the Module
The development of the Module will be done in a participatory manner and will again be implemented using a
phased approach, to include:
a) Submission on 9 August 2010 of a Module outline for review and approval in principle by CDEMA;
b) first draft submitted for review by CDEMA and the CSSSC, to incorporate any feedback from the 13
July PSC meeting and in accordance with the timeline at Section 6 and Appendix 3);
c) revised Module, based on comments received from CDEMA and the CSSSC, within two weeks of
receipt of comments;
d) testing of Module at two community workshops and the Training of Trainers workshop;
e) final revision of Module, based on feedback at the workshops, including that of CDEMA, PSC or
CSSSC members who attend the workshops, within two weeks of receipt of comments.
3.3.5. Development of Trainer’s and Participant’s Handbooks
3.3.5.1 Overview
The Module will accompanied by two Handbooks:
a) the Trainer’s Handbook, designed for use by facilitators and to include an overview of learning
objectives and anticipated results, session plans, materials (including PowerPoint presentations, case
studies and other resource materials); and evaluation instruments;
b) the Participant’s Handbook, designed for use primarily by participants at facilitated workshops but also
containing additional materials and resource lists that they can use after the workshop to extend their
understanding of the issues and possible responses in building community resilience and adapting to
climate change.
As with the Module, the language used in the Handbooks will be simple and not assume prior scientific
knowledge.
3.3.5.2 Target audience
As noted above, the Trainer’s Handbook is primarily for use by community facilitators and animators who are
working with community groups to develop disaster risk reduction plans. It can also be used as a complement
to a community development planning process to ensure that the plans are climate proofed. The Module is
intended for use by persons with some experience in facilitation and workshop design and delivery at the
community level.
The Participant’s Handbook is intended to be used by participants attending workshops based on the Module,
both during the workshop and a resource afterwards. Although the language and approaches used will be
appropriate to a community level and to different styles of learning, basic functional literacy will be necessary
for participants to gain full benefit from the tools, methods and resources in the Participant’s Handbook.
3.3.5.3 Process of development of the Handbooks
To ensure consistency of the pedagogical approach, and in view of the restricted timeframe for the
consultancy, the Handbooks will be developed in tandem with the Module, rather than sequentially. They will
be developed in a participatory manner and will again be implemented using a phased approach, to include:
12

a) first drafts submitted for review by CDEMA and the CSSSC, to incorporate any feedback from the 13
July PSC meeting or comments on the inception report, and in accordance with the timeline at Section
6 and Appendix 3);
b) revised versions, based on comments received from CDEMA and the CSSSC, within two weeks of
receipt of comments;
c) testing and validation of the Handbooks at two community workshops and the Training of Trainers
workshop;
d) final revisions to the Handbooks, based on feedback at the workshops, including that of CDEMA, PSC
or CSSSC members who attend the workshops, within two weeks of completion of the workshops.
3.3.6. Piloting of MCCCDRR and Tools (Handbooks and Module)
CANARI will facilitate a two-day workshop in two selected communities, at which the Module and Handbooks
will be tested and evaluated. The communities will be selected by CDEMA in consultation with IFRC. The
selected communities will already have been working with the national Red Cross Society on disaster
preparedness under guidance from the IFRC. The workshops are provisionally scheduled for delivery during
the week of 18-22 October.
Given the restricted timeframe for each workshop (two days) and limited financial resources available for
consultant time and travel, CANARI has recommended and CDEMA has agreed that one community be
selected in Jamaica and one in Trinidad and Tobago. This corresponds with the location of the proposed
facilitators (respectively, Nicole Brown and Sarah McIntosh) and also enables close coordination between the
facilitators and the national Red Cross Society. Additionally, both countries provide interesting examples of
partnerships between a variety of stakeholders designed to increase climate change awareness and resilience.
Based on the recommendation of the PSC, both communities will be vulnerable coastal communities.
The mobilisation for the workshops will be coordinated by CDEMA, in conjunction with IFRC and the national
Red Cross Societies. CDEMA will be responsible for all logistical arrangements including participant travel,
accommodation, meals, selection of venue, securing of the necessary equipment etc.
CDEMA will also provide CANARI with background and any baseline data (e.g. the VCA and community
disaster plan) that are available for the selected communities.
As noted in the design of the Module, CANARI will draw on its extensive 30-year history of facilitating
community processes and capacity building, to facilitate the workshops in a highly interactive manner, drawing
and building on participants’ existing knowledge and skills and applying the learning to the real-life situation of
the community. A range of facilitation techniques will be used to ensure that the training appeals to different
learning styles.
CANARI recommends that:
a) a maximum of 30 persons be selected in each community to ensure that the workshop can be truly
interactive and provide opportunities for everyone to participate fully;
b) the selection of individuals and organisations include, where possible, representatives of all the most
vulnerable groupings in the community, and that there be a good mix of men and women, young and old;
c) at least two persons be selected from any participating organisation to facilitate application of learning
within the organisation after the workshop is over (one person alone may have difficulty facilitating change
within the organisation and/or may leave without having transferred the skills and knowledge to others);
d) all participants have basic literacy and numeracy skills to ensure that they can make full use of the
Handbook (and that it can be effectively evaluated) and take part in any exercises that require reading or
writing;
13

e) venues be selected that are not be associated with particular factions or elites so that everyone feels
comfortable in the space;
f) venues are laid out in ways that encourage equitable participation (e.g. U-shaped tables or desks in circles,
rather than head tables and rows of seating) and with space for break-out groups;
g) the selection of the days and timing of the workshop take account of people’s livelihood activities and
religious activities.
CANARI will also advise CDEMA what equipment and materials it requires in order to facilitate the workshops
(and these will also be highlighted in the Module and Handbooks). Where possible, CANARI and CDEMA
should seek to identify someone from the country where the workshop is being held to present the local
context with regard to climate change adaptation.
As well as the evaluation session with participants at the end of the workshop, CANARI will debrief the
workshop with CDEMA and any participating CSSSC members, to develop a consensus on any changes
needed to the Programme, Module or Handbooks. Initial revisions will be made within two weeks of the
conclusion of the two workshops and revised versions will be used for the Training the Trainers Workshop.
3.3.7. Facilitate Regional Training of Trainer’s workshop in the use of the Community-based Climate
Change and Disaster Risk Reduction Programme and Tools (Handbooks and Module)
3.3.7.1. Overview
CANARI will facilitate a three-day workshop to be held in either Jamaica or Trinidad and Tobago (to minimise
facilitator travel time and costs). The workshop will be facilitated by Nicole Brown and Sarah McIntosh and will
pilot the Module, Participant’s and Trainer’s Handbooks.
CDEMA will select one or two persons from each CDEMA Participating State to participate in the workshop, up
to a maximum of 30 persons. The workshop will be conducted in English. CDEMA will be responsible for all
logistical arrangements including participant travel, accommodation, meals, selection of venue, securing of the
necessary equipment etc.
The overall aim of the workshop will be to build the capacity of key persons in each country, such as national
disaster risk reduction coordinators and community facilitators and animators, to facilitate and support effective
responses to climate change and disasters at the community level, and to explain climate change adaptation
and disaster risk reduction and their relationship.
The workshop will also provide a useful opportunity for participants to share relevant experiences and case
studies from their respective countries. It will also begin the process of networking for mutual support,
providing the foundation for creating a network of facilitators, which could subsequently be supported by
CDEMA and its partners through activities such as:
a) dynamic updating of the electronic versions of the Module and Handbooks, to incorporate the latest
scientific research, new case studies and resources;
b) hosting of a moderated online forum on CDEMA’s website for discussion of issues, methodologies,
sharing of experiences between scientists, community stakeholders and facilitators etc.;
c) provision of space on CDEMA’s website to showcase audio-visual materials produced in communities
or about community-level responses;
continuous upgrading of facilitator skills and knowledge through traditional or online courses.
Relevant topics might include those highlighted as essential components of a full MCCCDRR
Programme and other areas of capacity building such as
o stakeholder analysis as a precursor to designing community interventions;
14

o
o
o
o
o
o
use of participatory video as a tool both to increase participation and provide
communities with communication and advocacy materials;
development of mentoring skills;
further development of PLA facilitation skills;
development of conflict management skills;
organisational development of community and grass roots organisations;
further development of participatory monitoring and evaluation skills.
3.3.7.2 Workshop outcomes
It is anticipated that, by the end of the workshop, participants will be able to:
a) explain climate change and its relationship to disaster risk reduction to communities in a way that is
accessible to all key stakeholder groupings;
b) facilitate interactive sessions with communities to discuss how climate change considerations can be
incorporated into existing or proposed disaster risk reduction initiatives;
c) use the Module and Handbooks effectively to conduct training in communities for community adaptation
responses;
d) apply a range of facilitation techniques and state when each might be most appropriate.
The workshop will be highly interactive and will model a wide range of facilitator tools and methods, which will
then be debriefed with participants to highlight and discuss when each may be most appropriate. Participants
will also be given opportunities to apply a selection of the techniques in sessions that they facilitate after small
group exercises. As with the Module, the techniques are likely to include:
Icebreakers and energisers
Audio-visual presentations and lectures
Large group discussions (in plenary)
Small group work and discussions
Questioning techniques
Brainstorming
Individual reflection
Practical exercises using participatory learning and action (PLA) tools
Case studies
Guiding questions for self-study
Additional reading
3.3.7.3. Design and evaluation
The design and evaluation of the workshop will take place as follows:
a) agreement with CDEMA on participant selection criteria and provision of a draft agenda, within one
week of receiving the first round of comments from the CSSSC on the draft Module and Handbooks
b) finalised design of the workshop one week after delivery of the second community workshop;
c) facilitation of a three-day workshop, provisionally during the week of 1-5 November, including oral and
written evaluations on the final day;
d) debriefing with CDEMA and CSSSC members who attend the workshops to inform the final revisions to
the Module and Handbooks.
3.3.8 Prepare regional workshop report
CANARI will draft a report on the workshop, following a debriefing session with CDEMA and CSSSC members
who attend the workshops, within two weeks of completion of the workshops. The report will include:
15

a) a summary of workshop results;
b) a summary of participant and observer evaluations; and
c) recommendations for the enhancement of the Programme and Module and Handbooks.
CANARI will finalise the report within two weeks of the debriefing session.
3.3.9. Assisting trainers in the implementation of the Programme and finalisation of the Model Communitybased
Climate Change and Disaster Risk Reduction Programme and Tools (Module and Handbooks)
CANARI will make the final revisions to the MCCCDRR Programme and specifically the Module and
Handbooks, based on feedback from the regional Training of Trainers Workshop, within two weeks of the
completion of the regional training workshop.
CDEMA will be responsible for any professional graphic design of materials, printing and dissemination of the
final versions to the cadre of trainers and other relevant individuals and organisations. It is recommended that
all materials be uploaded onto CDEMA’s website and that CANARI create a link to them from its Climate
Change and Disaster Risk Reduction Programme webpage.
In the course of the negotiations with CDEMA and the inception meeting, it was agreed that neither the
financial resources nor the time available would enable CANARI to provide trainers with assistance in the
implementation of the MCCCDRR Programme during the implementation of the current project.
Based on its extensive experience of implementing regional programmes focusing on improving community
livelihoods and resilience, CANARI recommends that long-term implementation of the MCCCDRR Programme
by the trainers and others be supported through:
a) follow-up mentoring by CANARI of the trainers as they implement the Programme in selected
communities. This can be done face-to-face and/or via email, skype or telephone communication. The
duration and level of mentoring will be dependent on the trainer’s level of skill and experience and the
duration and extent of the community intervention that the trainer is facilitating.
b) the establishment and continued facilitation by CANARI and CDEMA of a Regional Action Learning
Group (ALG) focusing on the linkages between disaster management and climate change adaptation.
The ALG should be multi-sectoral and include stakeholders from government, the private sector and
civil society who can act as “change agents” to ensure the continuing implementation, evaluation of
results and refinement of the MCCCDRR Programme across the region.
3.3.10. Develop Community-based Climate Change and Disaster Risk Reduction Plan
3.3.10.1 Process for Developing the Plan
The development of the Plan will also be participatory and consultative, including the following steps:
a) development of an outline Plan and agenda for a one-day meeting with CDEMA staff and the CSSSC,
by 18 August 2010;
b) facilitation by CANARI of the one-day workshop, provisionally during the week commencing 20
September, either virtually or face-to-face in Barbados or Trinidad and Tobago, for which CDEMA will
make all the logistical arrangements;
c) collation by CANARI of CDEMA/CSSSC inputs and any relevant inputs from the community and
trainers’ workshops, and submission of the Plan within two weeks of the workshop to discuss the Plan;
d) finalisation of the Plan within two weeks of receipt of final comments from CDEMA and the CSSSC.
CANARI recommends that if the workshop is held in Trinidad and Tobago, consideration also be given to
inviting one or two of the community participants who attended the workshop to pilot the Module.
16

3.3.10.2 Plan components
It is anticipated that the Plan will have four main components:
a) Risk analysis and vulnerability and capacity assessment: this component will provide guidance on
how to: define the hazards and risks that need to be considered; identify who is at risk and what
capacity exists (current coping mechanisms); and identify and address the capacity gaps for
responding to them. It is anticipated that this component will draw heavily on IFRC experience and
methodologies. However, since communities themselves are best placed to identify the risks they face
from climate change and natural disasters, prioritise them and take effective risk-reducing actions, this
component will be refined through information gathered at the community workshops in the pilot
communities, and particularly the assessment of the level of awareness of climate change and related
disasters.
b) Mitigation strategy: this will focus on the long-term planning for disaster reduction and will include
continued efforts to identify hazards and vulnerabilities (the extent of which may change over time) and
building the capacity to respond to them.
c) Response plan: this plan will take into consideration regional and national disaster management
mechanisms. Based on the input of experts, and the capacity and gaps identified, a response plan will
be developed. It will identify areas such as relief, communications, information, transport, health
services and propose how community-based organisations can play a role in the response, including
identifying lead and supporting bodies.
d) Implementation strategy: this will bring together the three elements listed above and cut across all
components of the overall plan. The implementation strategy will be based on a series of activities that
support existing national mechanisms and community requirements. Additionally, a communication
network should be established to facilitate the timely dissemination of practical information between
stakeholders, particularly those at risk, in order to effectively:
o plan for climate-related disasters;
o
o
advise on the best course of action should disaster strike;
publicise progress from disaster to disaster and encourage community members to play a more
proactive role in their own protection, thereby developing a culture of disaster reduction.
It is important that the overall Plan be supported on a long-term basis. Recommendations to achieve this would
include the establishment of a community CCDRR focal point or secretariat within each national governmental
department or agency responsible for disaster management.
3.3.11. Final report on the consultancy
A final report on the consultancy will be prepared as outlined in the workplan attached at Appendix 3. It will
include:
a) Objectives of the consultancy
b) Methodology
c) Activities
d) Results (outputs and outcomes)
e) Recommendations, including more detailed recommendations relating to the follow-up support and
mentoring of the cadre of trainers.
4. The role of CANARI
4.1 Overview of CANARI and its relevant experience
CANARI is an independent regional technical institute with its head office in Trinidad. Its geographic focus is
the islands of the Caribbean. It is a non-profit organisation registered in Saint Lucia, the United States Virgin
17

Islands and Trinidad and Tobago. It has 501(c) (3) status in the United States and charitable status in Trinidad
and Tobago. The legal governing body is a Board of Directors. Elected Board members hold the positions of
Chair, Treasurer and Secretary.
CANARI’s mission is to promote equitable participation and effective collaboration in managing the natural
resources critical to development. CANARI seeks to achieve its mission through:
applied and action research on, and analysis, monitoring and evaluation of, innovative policies,
institutions and approaches to participation and governance in natural resource management;
sharing and dissemination of lessons learned, including capacity building; and
fostering partnerships, particularly those that build on regional assets and talents and contribute to
closer regional cooperation.
CANARI’s currently works through four thematic programmes: Climate Change and Disaster Risk Reduction;
Civil Society and Governance; Forests and Livelihoods; and Coastal and Marine Governance and Livelihoods.
Key cross-cutting areas of work include community-based tourism, sustainable consumption and production,
gender and natural resource management, communication and communication research, and the development
and application of innovative tools for participatory natural resource management.
Under its Climate Change and Disaster Risk Reduction Programme, CANARI has implemented the following
projects:
a) a research project on climate change and biodiversity in Caribbean islands, which sought to establish
what is already known about the impacts of climate change on biodiversity and to identify what are the
gaps, including those related to poor understanding of the issues both by policy makers and the general
public (see http://www.canari.org/ccddr1.asp for more information);
b) facilitation of a regional workshop for Commonwealth Foundation entitled Enhancing the role of civil
society in raising awareness and building capacity for adaptation to climate change, which brought
together civil society organisations, media professionals and performance artists, and subsequently
catalysed a whole range of spin-off activities at the national level in the participating countries (see
http://www.canari.org/ccddr2.asp).
c) development of climate change informational materials for different audiences in the UK Overseas
Territories for the Joint Nature Conservation committee (see http://www.jncc.gov.uk/page-4374)
d) support to Christian Aid on its Caribbean Climate Change Strategy focusing on Jamaica, Haiti and
Dominican Republic (http://www.canari.org/ta_ccdr_pg2.asp).
e) a toolkit for grass roots organisations on Communicating Climate Change, produced with funding from
the Commonwealth Foundation (see http://www.canari.org/documents/
CommunicatingclimatechangeAtoolboxforlocalorgansationspdf.pdf
f) An assessment of the impacts of climate change on community-based sustainable use of forest
resources in the Caribbean under the United Nations Development Programme (UNDP) Caribbean
Regional Unit for Technical Assistance (CARUTA) project.
4.2 Implementation of the sub-project
The consultancy under this sub-project will be implemented by a team of the three CANARI Associates who
have been the most involved in the implementation of the projects listed under 4.1 above and who will perform
the following functions:
Sarah McIntosh: Project Leader; Communication, Training and Awareness Specialist; co-author of
Module and Handbooks; facilitator of Trinidad community workshop and co-facilitator of Training of
Trainers workshop.
18

Jud Clarke, Climate Change and Disaster Management Expert, providing advice on all components and
specifically responsible for the review of CC and DRR programmes; the development of the MCCCDRR
Programme framework and MCCCDRR Plan
Nicole Brown, Team member with communication, training and awareness expertise and experience in
facilitating Climate Change and Disaster Management processes at community level; responsible for the
review of community CC and DRR materials; lead author of Module and Handbooks; facilitator of Jamaica
community workshop and co-facilitator of Training of Trainers workshop.
Their respective roles in relation to individual activities are outlined in more detail in the Work plan attached at
Appendix 3.
4.3 Areas in which CANARI could contribute to the long-term implementation of the MCCCDRR
Plan
The main areas in which CANARI could contribute to the implementation of the MCCCDRR Plan after the
completion of the sub-project are:
a) Design of complementary Units to complete the Module and extend the community-based workshop
beyond two days (e.g. to include a field trip or a comprehensive monitoring and evaluation Unit);
b) Facilitation of the Module at the community level;
c) Facilitation of further Training of Trainers workshops based on the Module;
d) Design and piloting of additional workshops for trainers, notably in the areas of stakeholder
identification and analysis; participatory planning; participatory monitoring and evaluation (with a
particular focus on outcome mapping); and conflict management (with a particular focus on conflicts
over the use of natural resources);
e) Design and piloting of capacity building workshops for community-based organisations, for example in
the areas of strategic visioning and planning; effective governance; financial management; proposal
writing; project management; and monitoring and evaluation.
f) Mentoring of the certified trainers;
g) Facilitation of a regional Action Learning Group focusing on the linkages between disaster management
and climate change adaptation;
h) Written or audiovisual documentation of case studies, including the use of participatory video.
5. Expected results
5.1 Outputs
The following outputs will be delivered under this sub-project:
a) Inception report.
b) Model MCCCDRR Programme framework, including list of certified trainers (i.e. those that have taken
part in the Training of Trainers’ workshop.
c) Three of the key components of a MCCCCDRR Programme, namely
i. a Climate Change Adaptation Module for a two-day workshop for members of communities
vulnerable to climate change-related disasters;
ii. a Participant’s Handbook for those attending such workshops;
iii. a Trainer’s Handbook for the persons facilitating such workshops.
d) Two two-day workshops based on the Module and Handbooks, including documentation of outcomes;
19

e) A three-day Training of Trainers workshop;
f) Report on the Training of Trainers workshop;
g) Community-based Climate Change and Disaster Risk Reduction Plan
h) Final report on the consultancy.
5.2 Outcomes
By the end of the sub-project, it is anticipated that the following outcomes will have been achieved:
a) Consensus built among key regional stakeholders in CCA and DRR on the elements of a MCCCDRR
Programme.
b) Participants in the workshop in the two pilot communities have:
o increased understanding of what is happening globally and regionally in terms of climate change;
o improved ability to explain climate change adaptation and disaster risk reduction and their
relationship.
o increased knowledge about simple adaptation measures that they can take as individuals and
communities to reduce their vulnerabilities and adapt to climate change;
o increased ability to discuss the climate change and disaster issues likely to affect their communities
overall, as well as specific groupings within it (e.g. how they may affect men and women differently
and the impacts on young and old, the poorest etc.);
o increased awareness of the tools and resource materials available to assess a community’s
vulnerability and capacity to respond;
o increased capacity to assist their communities in preparing for and responding effectively to climaterelated
impacts and disasters, including increasing the resilience of communities (and specific
groupings within it) and how to integrate response actions into existing coping mechanisms and
programmes (including early warning systems);
o improved access to and capacity to apply a number of tools and techniques for effectively
communicating climate change risks and responses to those most likely to be affected as well as to
lobby stakeholders who play key roles in the development of climate change and disaster
management policy;
o increased capacity to monitor changes in resilience through adaptation projects; and
o improved access to further resources designed to enhance community resilience to climate change
and reduce the impact of related disasters, including details of useful contacts at international,
regional and national level.
c) Increased capacity of participants in the Training of Trainers Workshop to facilitate and support effective
responses to climate change and disasters at community level in their respective countries.
d) Increased capacity of CANARI to support CCA and DRR programmes throughout the Caribbean region.
e) Networking of key stakeholders at community, national and regional level enhanced.
6. Work plan
The Special Services Contract between CDEMA and CANARI was signed on 2 July and envisages a project
completion date no later than 1 March 2011. However, CDEMA has requested that CANARI seek to complete
the project by 19 December, and it is on this basis that the project has been planned.
A detailed work plan for the consultancy is submitted as a separate Excel document entitled Appendix 3 Work
plan
20

7. Risks
The major risk attached to this consultancy is the extremely tight timeframe for implementation as a result of
the lengthy negotiations, which have resulted in the proposed period for implementation being reduced from
eight months to six. The specific risks related to this include:
a) delayed feedback from the CSSSC on any component could create a knock-on effect, resulting in delayed
implementation of subsequent activities;
b) communities not available during the proposed week for delivery of the pilot community training
programmes;
c) trainers not available during the proposed week for delivery of the pilot Training of Trainers workshop;
d) potential CANARI involvement in capacity building of and support for civil society organisations attending
the UNFCCC Conference of the Parties in Mexico in November 2010, which may involve one of more of
the Associates;
e) disruption of workshops as a result of storms or hurricanes.
The main way in which CANARI is seeking to mitigate these risks is through the composition of its project
team. While each member has been allocated specific areas of the project to implement, there is considerable
overlap in terms of skills and experience as well as a flexible approach, which means that one member of the
team can step in and assist or take over from another should the need arise.
Nevertheless, CANARI is not in a position to fully mitigate all the risks listed above and we therefore
recommend that CDEMA notify the Austrian Development Agency of these risks and negotiate a potential
extension to the project in the event that one or more of these risks becomes a reality.
21

Appendix 1: Community Disaster Management and Climate Change Initiatives in the English-speaking Caribbean
Activity title
Caribbean Disaster
Management Project
(CADM)
Beneficiary
community(ies) and
country
1. Mesopotamia, St.
Vincent and the
Grenadines
2. San Juan, Trinidad
3. Speightstown,
Barbados
Key components and outputs Implemented by Date of
implementation
1. Assessment of the current status
of Community Disaster
Management
2. Preparation of Community Disaster
Management plans incorporating
hazard maps
3. Preparation of a manual for
Community Disaster Management
planning (flood)
Comments on bestpractice(s)
CDEMA 2002 - 2005 Community
involvement in
developing the tool
they would use to
reduce their
vulnerability to
flooding
Disaster Management
and Mitigation Project
St. Kitts and Nevis
1. Enable the Federal Government
and the NIA to more accurately
assess the impact of natural
disasters on the economy, and
therefore the livelihood of its
citizens, in addition to providing
baseline data and useful
information for future events.
2. Regularize planning processes by
providing standards, regulations
and guidelines.
3. Provide training in a number of
areas, including total impact
assessment (natural hazard,
environmental and economic), and
in planning development and
control.
4. Provide information to the general
public on all selected aspects
relating to physical and economic
planning, and disaster
management.
5. Provide equipment for use in
various training programmes, and
for use in disaster management
situations.
Provide a significantly enhanced
22
The OAS
Launched June
2010
No direct community
beneficiaries but a
programme was
developed for
schools

Activity title
Caribbean Disaster
Management
Strategic Framework
PFCC Preparedness
for Climate Change
Caribbean Disaster
Management
Strategic Framework)
Beneficiary
community(ies) and
country
16 National Societies
supported by the
Federation within the
Caribbean region
Red Cross societies in:
Antigua & Barbuda,
Jamaica, Guyana,
Grenada, St. Kitts &
Nevis, Trinidad &
Tobago, Saint Lucia, St.
Vincent & the
Grenadines, Belize,
Suriname, Dominica.
Key components and outputs Implemented by Date of
implementation
Disaster Management plan,
structure, policies, and processes
for the benefit of all stakeholders.
6. Ensure that mitigation planning is
integrated into all essential aspects
of the institutional framework,
resulting in risk reduction
measures.
7. Develop additional mechanisms to
prepare for and recover from
disasters which affect the tourism
infrastructure and product.
8. Develop school-based disaster
programmes accessible to
students, creating greater
awareness and education.
Provides a structured approach for
building the capacity of the Red Cross
societies in the Caribbean 6 to prepare
for, mitigate and respond to disasters,
while at the same time strengthening
links with government and regional
disaster management agencies.
PfCC is intended to be a quick and
“light” introduction that helps Red
Cross Societies understand the risks to
communities and identify priority areas
for attention and communities at risk.
The PfCC informs general planning
and existing programme areas such as
DM, DP/DRR, health and care, etc.
The idea is not to establish a new area
of work but rather to find out where
plans and programmes
s may need to be adjusted or scaled
up in light of changing risks.
The International
Federation of Red
Cross and Red
Crescent Societies
(IFRCS)
The International
Federation of Red
Cross and Red
Crescent Societies
(IFRCS)
2009 - 2014
Comments on bestpractice(s)
2009 - 2010 Strengthening the
capacity of local
level entities
Community
participation
Upscaling of
community
programmes into
national disaster
response
Institutional
strengthening and
capacity building at
6 The framework focuses on the 16 National Societies supported by the Federation within the Caribbean region; however, it is a tool that can also be used by the British and
Dutch Overseas Branches, and French and USA Overseas Territories.
23

Activity title
Community-based
Disaster Management
Reforestation project
Workshop: Climate
Change Adaptation,
Development and
Disaster Reduction:
Strengthening
Community Resilience
in the Caribbean.
Community Disaster
Preparedness
Programmes
Beneficiary
community(ies) and
country
Completed in: Antigua &
Barbuda, Jamaica,
Guyana, Grenada, St.
Kitts & Nevis, Trinidad &
Tobago.
To be completed in:
Saint Lucia, St. Vincent
& the Grenadines,
Belize, Suriname,
Dominica
Grande Riviere,
Trinidad
Port of Spain, Trinidad
La Pastora, Bourg
Mulatresse, La Canoa,
Debe, Penal and
Barrackpore in Trinidad
Key components and outputs Implemented by Date of
implementation
Community-based disaster
preparedness training; guidelines for
vulnerability and capacity assessment
(VCA) to build safer, more resilient
communities
This community is currently
implementing a community
reforestation project.
The project came about because the
residents depend on the forest for their
livelihood and reforestation is a way of
addressing the problem of bush fires
and landslides, which threaten their
existence.
The main aims of the workshop were
to engage concerned partners on
these issues and involve the
communities themselves in addressing
the consequences of climate change,
specifically in the areas of human
development and livelihood and to
identify adaptation strategies to deal
with the impact of climate change in
vulnerable communities.
The objective is to help people in
communities prone to street and flash
flooding, among other vulnerabilities,
to help themselves in the event of a
natural disaster. Communities will
benefit from training in first aid, injury
prevention, community mobilisation
and disease prevention, among others.
24
The International
Federation of Red
Cross and Red
Crescent Societies
(IFRCS)
Trinidad & Tobago
Red Cross
Society, the
Ministry of
Agriculture-
Forestry Division
and the Grande
Riviere Tourism
Development
Organization
ProVention
Consortium, in
collaboration with
the International
Federation’s
Caribbean
Regional
Representation
Office.
The European
Commission
Humanitarian
Office and the
Finnish Red Cross
Comments on bestpractice(s)
community level
Participatory
approach to
vulnerability and
capacity
assessment
Micro-mitigation
projects to reduce
community
vulnerability
current Project
conceptualised and
driven by community
December 2009 –
January 2012
Capacity built in
practical and
necessary areas
(e.g. first aid) within
communities to help
themselves.

Activity title
Disaster
Preparedness and
Mitigation Community
Outreach
Beneficiary
community(ies) and
country
Piggotts, Yorks,
Bathlodge/Cashew Hill
area, and Barbuda ,
Antigua and Barbuda
Key components and outputs Implemented by Date of
implementation
This project assisted the communities
in generating mappings and data
collection information on hazardous
areas within their own communities
Antigua and
Barbuda Red
Cross
Comments on bestpractice(s)
2006 (6 months) Community
involvement in
developing the tool
they would use to
reduce their
vulnerability to
hazards
Belize Red Cross
Strategic Plan 2006-
2010
Belize Community
Risk Assessment and
Action Planning
project
15 communities in
Belize
Ladyville, sub-urban
area of Belize City, and
Caledonia, Belize
Includes gender-sensitive activities
which strive to empower the most
vulnerable individuals and
communities in Belize, and which
focuses on 3 Core areas – values,
disaster management, health and care
in the community. VCA methodology is
being used to improve disaster
management capabilities
Multi-hazard analysis, community
based Vulnerability and Capacity
Assessment
Belize Red Cross Inclusion of gender
considerations in
disaster risk
reduction
VCA methodology
ProVention 2005 Community
involvement in
developing the tool
they would use to
reduce their
vulnerability to
hazards
“Community Based
Disaster Management
(CDM) in the
Caribbean” regional
workshop
CARIBSAVE
Livelihoods, Gender,
Poverty and
Development:
Community
Vulnerability and
Adaptive Capacity
Assessments
farmers
At least one community
in 15 Caribbean
countries
The main objective of the workshop
was to identify a plan of action that
farmers can adopt to minimize the
risks of Natural disasters to their
resources.
The methodology uses a participatory
approach to assess the adaptive
capacity and consequently the
vulnerability of communities. Livelihood
assets and strategies at the level of the
household are examined to determine
the underlying cause of vulnerabilities.
25
Caribbean
Farmers’
Associations
Network (CaFAN)
The CARIBSAVE
Partnership
April 20-23, 2009
2010 - 2010 Using a livelihoods
approach to
determining the
underlying causes of
vulnerability by
examining livelihood
assets and

Activity title
Beneficiary
community(ies) and
country
Key components and outputs Implemented by Date of
implementation
Comments on bestpractice(s)
strategies.
Building Disaster
Resilient Communities
(BDRC) project
Vulnerable communities
in Jamaica (to date, the
Project has been
implemented in 14
communities in 11
parishes).
Overall goal is to ensure that
communities island-wide are resilient
to natural disasters and work well and
closely with local and central
government agencies and actors in a
networked system to take sustainable
long-term hazard prevention
measures. Project interventions
include:
training selected vulnerable
communities in disaster mitigation
and emergency response;
supporting communities to develop
emergency response and
mitigation teams and plans;
stimulating community-level
mitigation by providing support for
community projects identified
through the training and disaster
plan development processes; and
supporting sustainable
partnerships in disaster mitigation
and emergency response at
community, parish and national
levels.
Office of Disaster
Preparedness and
Emergency
Management
November 2008 –
September 2011
Working with and
through local
government and
parish structures
(Parish Disaster
Committees,
standing committees
with disaster
management
responsibility in the
local authorities)
Engagement and
dialogue and
stakeholder
definition of
problems and their
solutions
Working with and
through existing
community
structures to form
the nucleus of a
local disaster risk
reduction and
response capacity.
26

Appendix 2: Review of Selected Community-Based Disaster Management and Climate Change Material
Title
Adaptation to Climate Change in the
Caribbean (ACCC) Programme, Public
Education and Communication Strategy
Brown, N.A. 2009. Addressing climate
change in the Caribbean: A toolkit for
communities. Kingston, Jamaica:
Christian Aid (Caribbean)
Bread for All. 2009. Climate proofing
tool. Strengthening local adaptation
and mitigation capacities in
community-level development
projects. Working Paper, Version 3.
http://www.proventionconsortium.org/the
mes/default/pdfs/CRA/HEKS-
CPT_EnglishV3.pdf
Format
Print
Print
Print
Target
Audience Summary Description
(Primary)
CLIMATE CHANGE
Christian Aid
partners and
community
organisations in
the Dominican
Republic, Haiti,
Jamaica
Developers,
managers and
coordinators of
communitylevel
projects
This toolkit was prepared to help
community organisations develop
responses to climate change. It
aims to give community leaders
and members a general
understanding of climate change
and provide some ideas for action.
The first two modules help
practitioners to gather relevant
information on the project and its
context, as well as on climate
hazards and emissions in the
project area. Module 3 deals with
current coping strategies, i.e. how
people deal with climatic risks
today. Module 4 looks at the most
important resources for the
project’s beneficiaries, with a view
to identifying the livelihood
resources that are most affected
by climate risks, and those that
are most important to the current
coping strategies. Module 5 looks
at how the project activities affect
those livelihood resources, while
module 6 takes practitioners
through some potential emissions
sources and sinks, and analyses
Comments
+Caribbean specific material (DR,
Haiti, Jamaica)
± Focus climate change. Does not
make a strong climate change/DRR
connection
±Focus on community projects,
hence no DRR linkage
+Step by step suggestions on how
to review community projects,
assess climate threats and revise
projects to take them into account.
+Includes tables (tools) for
collecting and recording information
for each module.
27

Title
Buccoo Reef Trust. Islands on the Edge.
Approx 22 minutes.
Buccoo Reef Trust. The Burning
Agenda. Approx 30 minutes
CANARI. 2009. Communicating climate
change: A toolbox for local
organisations in the Caribbean. Port of
Spain, Trinidad and Tobago: Caribbean
Natural Resources Institute
Available for download from
http://www.canari.org
Format
Video
Target
Audience
(Primary)
Caribbean
NGOs and
CBOs
28
Summary Description
how the project activities might
affect them. Finally, module 7
allows practitioners to identify
project adjustments or develop
new activities to improve the
impact of the organisation on both
adaptive capacities and
greenhouse gas emissions.
Documentary film that looks at
what climate change means for
Caribbean communities using
footage from the region and
interviews with expert scientists.
Video General public This film was made for Caribbean
TV to explain the threats of
climate change and the
opportunities for the region to
engage with this problem.
Includes interviews with regional
leaders, scientists and farmers
Print
Caribbean
NGOs and
CBOs
Developed to help local (nongovernmental,
community based,
and grassroots) organisations
become more effective in telling
their climate change stories and
making their voices heard in
lobbying and advocating for the
policies, laws and other actions
necessary to mitigate and adapt to
climate change at the
international, regional, national
and local levels. It sets out a
range of tools and approaches for
effective communication about
issues relating to climate change.
The focus is on tools and
Comments
+Caribbean specific material
+Includes voices of experts and
“ordinary” people
+Caribbean specific material
+Includes voices of experts and
“ordinary” people
±Focuses on communications
+Caribbean specific material

Title
Dazé, A., Ambrose K. and C. Ehrhart.
2009. Climate vulnerability and
capacity analysis handbook. CARE
International.
http://www.careclimatechange.org.
Format
Print
Target
Audience
(Primary)
CARE Project
managers and
field staff.
Local partners
(government
and NGOs)
Local
governmental
and nongovernmental
organizations
Communities
Summary Description
approaches that are low-cost and
easy to put into practice.
The CVCA Handbook is designed
to stimulate analysis and dialogue
about climate change and human
vulnerability. It uses guiding
questions to examine factors at
multiple levels using a variety of
tools to gather information. It is
designed to be flexible so that the
learning process can be adapted
to suit the needs of particular
users.
The Handbook begins with a basic
overview of key concepts and
CARE’s approach to communitybased
adaptation. It then
describes how to plan for and
conduct a CVCA. This is followed
by a detailed outline of the
analytical framework, with
suggestions for tools that can be
used at different levels to answer
the guiding questions. Finally, the
Handbook provides
suggestions for applying the
results, using examples and short
case studies. Detailed guidance
on using participatory tools in a
CVCA analysis is provided in the
Field Guides at the end of the
Handbook. Links to
complementary resources are
provided throughout the
Handbook.
Comments
+Puts CBA in a broader resilience
context
+Includes facilitation tips
+Applies PLA tools to climate
change analysis and shows
examples of the tools used
29

Title
International Federation of Red Cross and
Red Crescent Societies Climate
Centre.2007. Red Cross/Red Crescent
Climate Guide. Geneva, Switzerland:
International Federation of Red Cross and
Red Crescent Societies
Format
Print
Target
Audience
(Primary)
Red Cross and
Red Crescent
National
Societies
Summary Description
The CVCA Handbook is not meant
to guide the entire process of
developing a project or designing
an advocacy campaign. Rather, it
is intended to guide the analysis
which is generally the first step in
either of these undertakings, and
to provide suggestions for how
this analysis can be used to take
action on adaptation to climate
change.
This guide begins with the basics
about climate change: the
scientific consensus, the
humanitarian consequences, and
the general implications for the
Red Cross and Red Crescent.
This is followed by six thematic
modules: Getting started,
Dialogues, Communications,
Disaster management,
Community risk reduction and
Health and Care. Each module
begins with a background section
with real-life Red Cross/Red
Crescent experiences and
perspectives, followed by a “howto”
section with specific step-bystep
guidance.
Comments
+Climate change overview clearly
explains the concept and puts it in
context.
+Makes climate change disaster
management connection.
± Includes Caribbean examples in
text, but climate impacts/projections
taken generic to SIDS.
+Includes “How to Guides” –
Getting started, communications,
and disaster management. Guides
include checklists, opportunities
and pitfalls.
+Uses case studies and true to life
examples from IFRC members for
illustration.
30
+Separate modules can be read
as stand-alone reference materials.

Title
Format
Target
Audience
(Primary)
Summary Description
Comments
+Language - accessible/easy to
read
-Graphs and charts could be
intimidating for persons with lower
literacy levels or simply ignored by
them.
Mainstreaming Adaptation to Climate
Change (MACC) Project. 2005. Climate
change handbook for Caribbean
journalists. Belize: Caribbean
Community Climate Change Centre
Print
Caribbean
journalists/medi
a workers
The handbook was developed to
increase the capacity of media
workers to report on climate
change. The handbook provides
practical direction on matters of
language, central concepts and
possible story angles.
+Attempts to present Caribbean
specific material.
+Includes a climate change
resource section (people and
institutions working on climate
change) by country
-More Caribbean specific
information on impacts and
projections available than
presented here.
31

Title
WWF-South Pacific Programme. nd.
Climate Witness Community Toolkit.
Based on WWF’s work in the Pacific.
http://www.worldwildlife.org/what/wherew
ework/coraltriangle/WWFBinaryitem7771.
pdf
Abarquez, I. And Z. Murshed. 2004.
Community-based disaster risk
management: Field practitioners’
handbook. Pathumthani, Thailand: Asian
Disaster Preparedness Center (ADPC).
http://www.proventionconsortium.org/the
mes/default/pdfs/CRA/CBDRM2004_meth
.pdf
Format
Print
Target
Audience
(Primary)
Community
facilitators
(Pacific Region)
32
Summary Description
Presents participatory actions to
address the impact of climate
change at community level.
Materials have been developed for
use over a two-day period. The
methodologies within the toolkit
are an adaptation
of participatory techniques WWF
South Pacific has used over the
years in community resource
conservation and development
projects’ which should give
facilitators a clear sense of
process
when trying to illicit information
specific to impacts of climate
change and developing an
appropriate community response.
DISASTER PREPAREDNESS/RISK REDUCTION
Print CBDRM
Practitioners
The purpose of the CBDRM Field
Practitioners’ Handbook is to
help equip CBDM or CBDRM
practitioners with theories and
practical tools that can be applied
in community work. The
Handbook is divided into three
parts:
Part 1 Community-Based Disaster
Risk Management: A Framework
for
Reducing Risk. The purpose of
the first part is to clarify the basic
concepts of CBDRM.
Part 2 Resource Packs. The
Comments
+Emphasis on action learning -
presents PLA tools that can be
used with communities
-No general discussion/overview of
climate change. Presents tools
only; assumes trainer will get
background info from elsewhere
+Description of tools and
instructions on how to use them
accompanied by illustrations
(diagrams and photos).
+Emphasis on participatory
methodologies in communitybased
disaster planning
+Use of PLA tools and includes
illustrations

Title
Format
Target
Audience
(Primary)
Summary Description
second part covers essential tools
for implementing various stages of
the CBDRM process. It provides
step by step instructions to
facilitate specific activities. It
includes narrative instructions,
tables and charts. The topics
covered are Participatory Project
Cycle Management, Participatory
Disaster Risk Assessment and
Action,
Formation and Training of
Community Disaster Risk
Management Organizations and
Participatory Monitoring and
Evaluation.
Comments
International Federation of Red Cross and
Red Crescent Societies. 2007. How to do
Print
Red Cross and
Red Crescent
Part 3 Major Considerations in
undertaking CBDRM. The third
part discusses tools on two crosscutting
themes related
to CBDRM - Gender Conscious
Approach to CBDRM and
Disaster Risk Communication
(DRC).
There are three key concepts that
have been introduced in this
handbook. These are:
• Community-Managed
Implementation
• Participatory Disaster Risk
Assessment and Action
• Gender Conscious Approach to
Disaster Risk Reduction
A simple and practical guide for
National Society staff and
+Promotes the use of a range of
33

Title
a VCA. A practical step-by-step guide
for Red Cross Red Crescent staff and
volunteers. Geneva, Switzerland:
International Federation of Red Cross and
Red Crescent Societies
http://www.ifrc.org/Docs/pubs/disasters/re
sources/preparing-disasters/vca/how-todo-vca-en.pdf
International Federation of Red Cross and
Red Crescent Societies Sub-regional
Office Port of Spain. nd. Make that
change: Community Disaster
Preparedness Manual, Facilitators. Port
of Spain, Trinidad: International
Federation of Red Cross and Red
Crescent Societies Sub-regional Office
Port of Spain.
http://www.proventionconsortium.org/the
mes/default/pdfs/CRA/IFRC2003_meth.p
df
Format
Target
Audience
(Primary)
National
Societies and
International
Federation
delegation VCA
team leaders
and facilitators.
34
Summary Description
volunteers who wish to undertake
a local-level VCA, as part of their
community programming strategy.
Print Facilitators This manual for facilitators in
Community Based Disaster
Preparedness (CBDP) is the
result of a decade of work of
various Caribbean Red Cross
Societies and draws on the
experience of hundreds of Red
Cross volunteers and
beneficiaries. It also reflects the
priorities that the Red Cross has
developed world wide with the
inclusion of the Vulnerability
Capacity Assessment (VCA)
methodology, a way of working
that
promotes full participation and
encourages integrated solutions to
the challenges that communities
face in becoming better prepared.
The tools, including “step-by-step”,
are a product of the VCA
methodology that the International
Federation of Red Cross and Red
Crescent Societies has identified
as a crucial element in fulfilling its
commitment to improve the lives
Comments
data gathering and analytical tools,
including PLA tools.
+Use of case studies and text
boxes for illustration
+Takes facilitators though a step
by step process
+Description of tools and
instructions on how to use them
accompanied by illustrations
(diagrams and photos).

Title
No Strings. Tales of Disasters (English)
http://www.nostrings.org.uk/naturaldisastersfilms.php
Provention Consortium. 2007. Community
Risk Assessment Toolkit
http://www.proventionconsortium.org/?pa
geid=39
Format
Target
Audience
(Primary)
35
Summary Description
of vulnerable people. They also
incorporate experiences
developed by other agencies,
such as the work done in the
Philippines by the Asian Disaster
Preparedness Center.
Video Children A series of four short DRR puppet
educational films: Tsunami,
Earthquake, Volcano, Flood /
Landslide. The key messages the
films contain are quickly absorbed by
children, and learning is fun. The
films’ main character, Badu, teaches
through negative example, always a
bit too laid back, lazy or downright
greedy to take disaster preparedness
seriously, and he is contrasted with
the Little Girl character, who gets it
right.
Online
resource
International
NGOs and their
partner
organisations,
local
government
staff, risk
researchers
and community
based
organisations,
In addition to examining natural
disasters, the film entitled Flood /
Landslide, looks at manmade
contributions, such as illegal logging,
and the importance of protecting the
immediate natural environment.
This document details a toolkit
aimed at strengthening community
level risk assessment practice. It
also focuses on ways of
influencing disaster risk
management decisions, policies
and plans at sub-national and
national levels.
Four main features from the toolkit
are discussed:
Comments
+Even though the films were
developed for children, they are
suitable for adults. Short enough to
be shown to an audience without
them feeling as if they are being
spoken “down to.”
+ Films are short 5 – 10 minutes
and can therefore be easily
incorporated into a session for
illustration, or can be used to
stimulate discussion.
+Helpful portal: provides links to
other materials.

Title
Format
Target
Audience
(Primary)
active in
developmental
and/or
humanitarian
work.
Summary Description
• Guidance notes - these give a
brief overview of the case studies
and methodologies and allow
users to identify the most
appropriate assessment
methodologies and applications
Comments
• Search tool - this allows users
to carry out searches in
methodologies and case studies
according to a wide range of
predetermined categories
• Glossary of terms - wide variety
of terms, concepts and acronyms
are used. This glossary provides a
detailed explanation and' where
available, a definition of the main
terms used in the field of
community risk assessment in
general and the CRA Toolkit in
particular.
A number of key websites,
publications, conceptual articles
and information on participatory
action research are also provided.
CDEMA Community Disaster
Preparedness Training Manual
TRAINING MANUALS
Print Trainers
+Caribbean specific
+Includes session plans
Coburn, A.W., R.J.S. Spence and A. Print Self-study This module examines the scope
+Uses a variety of training
36

Title
Pomonis. 1994. Vulnerability and risk
assessment. UN Disaster Management
Training Programme. Cambridge, United
Kingdom: Cambridge Architectural
Research Limited
http://www.proventionconsortium.org/the
mes/default/pdfs/CRA/DMTP1994_meth.p
df
Concern Universal. nd. Training module
on community vulnerability and
capacity assessment for disaster
preparedness (DP) and disaster risk
reduction (DRR). United Kingdom:
Concern Universal- Bangladesh
http://concernuniversal.org.bd/doc/CBDRR/training_mo
dules/Manual_CVCA_DRR_English.pdf
Format
Print
Target
Audience
(Primary)
learner
Participant in a
training
workshop
Experienced
and skilled
facilitators with
clear ideas
about
participatory
training
facilitation.
Summary Description
for measuring the risk of future
losses and for using this
knowledge to assist in the
selection of an appropriate
disaster mitigation strategy. It
considers the nature of risk, and
the difference between actual and
perceived risk; it discusses the
techniques by which natural
hazards and the accompanying
risk of future losses can be
estimated; and it discusses the
ways in which future risk
estimates can be used to assist
the choice of the optimum disaster
mitigation strategy.
This manual was prepared for a
course that was developed to
enhance the capacity of 7 partner
organizations of Concern
Universal for Disaster
Preparedness (DP) and Disaster
Risk Reduction (DRR). The
manual is a self-contained training
guide for a four-day course, which
includes a site visit.
methods
Comments
+Includes self –assessment
exercises
+Can be used as a workbook by
the self study learner
+ Range of training methods used
throughout the course.
+ Clear, detailed session plans
IUCN, UNDP and GGCA. 2009. Training
manual on gender and climate change.
Separate objectives set out for
each session, which has a number
of sub-sections. At the end of
each session, there is scope to
assess participants’ the learning.
PowerPoint slides and handouts
support each session.
Print Trainers Modular manual from which the
trainer can choose topics and
37

Title
Gland, Switzerland: IUCN
http://data.iucn.org/dbtw-wpd/edocs/2009-
012.pdf
Format
Target
Audience
(Primary)
Summary Description
exercises according to the target
group and the length of the
training. Modules include: gender
and gender mainstreaming;
international law instruments as a
framework for mainstreaming
gender in climate change;
overview of gender issues and
climate change; gender
mainstreaming in adaptation,
mitigation actions, gendersensitive
strategies on technology
development and transfer to
support actions on mitigation and
adaptation. Each module contains:
a description and analysis of the
topic; an outline of the learning
objectives of the module and how
to carry out the exercises; an
explanation of the activities,
procedures and timing; handouts
and exercises for distribution.
Comments
+Reference section divided by
type of document (manuals, toolkits
etc) not just by subject.
+Bibliography presented by
chapter
+Manual is modular; modules do
not have to be presented
sequentially
+Liberal use of case studies for
illustration
+Use of small group activities for
learning.
-Does not include session plans.
Best used by an experienced
facilitator, more emphasis on
providing background information
relevant content for each ‘module’
along with suggested activities,
tools and techniques.
OECS Toolkit for Communication
Planning
Print and
electronic
OTHER TRAINING MANUALS
Environmental Toolkit to help those delegated to
officers protect the environment in
communicating clearly and
effectively with the public.
+Each module is colour coded.
+Caribbean specific.
+Includes case studies, examples
and step by step instructions.
38

Title
Format
Target
Audience
(Primary)
Summary Description
The toolkit explains:
. the meaning of certain
terms and ideas in
communication;
. how to evaluate important
environmental issues;
. how to plan a campaign on
the issues;
Comments
-Does not include session plans for
training others
-Not specific to DRR and CC.
39

Appendix 3: Work plan
Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
1. Team meetings/
liaison with CDEMA
Who
# of
days
SM 3.0
JC 1.0
NB 1.0
5‐Jul
2.1 Prepare inception
report
Inception meeting
5/7/10 CDEMA 5‐Jul
Prep and attend SM 1.0
Attend JC 0.25
Attend NB 0.25
12‐
Jul
19‐
Jul
26‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
23‐
Aug
30‐
Aug
6‐
Sep
13‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
11‐
Oct
18‐
Oct
25‐Oct
1‐
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
20‐
Dec
Submit overview of
project and workplan
Draft SM 2.00
Review JC 0.25
Review NB 0.25
11‐
Jul
Review of community
programmes
JC 2.00
SM 0.50
40

Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
Review of existing
DM and CC materials
Who
# of
days
NB 2.00
SM 0.50
5‐Jul
12‐
Jul
19‐
Jul
26‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
23‐
Aug
30‐
Aug
6‐
Sep
13‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
11‐
Oct
18‐
Oct
25‐Oct
1‐
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
20‐
Dec
Finalise and submit
inception report
Comments from
CSSSC CDEMA
Discussion with
CDEMA CDEMA
Finalise and submit SM 2.50
Input and review JC 1.00
Input and review NB 1.00
27‐
Jul
30‐
Jul
9‐
Aug
2.2 Develop the model
community‐based CC
and DRR Programme
Comments from
CSSSC CDEMA
Discussion with
CDEMA CDEMA
First draft of
Programme JC 1.50
Review NB 0.25
Review SM 0.25
Comments from CSSSC
CDEMA
27‐
Jul
30‐
Jul
9‐
Aug
23‐
Aug
41

Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
Who
# of
days
Final draft of
Programme JC 0.50
Review NB 0.25
Review SM 0.25
5‐Jul
12‐
Jul
19‐
Jul
26‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
23‐
Aug
30‐
Aug
6‐
Sep
6‐
Sep
13‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
11‐
Oct
18‐
Oct
25‐Oct
1‐
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
20‐
Dec
2.3 Develop Climate
change adaptation
module
Discussion with
CDEMA CDEMA
Develop/submit
outline NB 1.00
Discussion with
CDEMA on outline CDEMA
SM 0.50
JC 0.50
Develop/submit first
draft of module NB 1.00
SM 1.00
JC 0.50
Comments from
project steering ctee and
CSSSC CDEMA
Finalise module NB 1.00
SM 0.50
JC 0.50
30‐
Jul
9‐
Aug
11‐
Aug
23‐
Aug
6‐
Sep
20‐
Sep
42

Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
Who
2.4 Develop Trainers'
and Participants'
handbooks
Discussion with
CDEMA CDEMA
# of
days
Develop/submit first
drafts of handbooks NB 6.00
Comments from CSSC CDEMA
SM 6.00
JC 1.00
Finalise handbooks NB 1.00
Print handbooks CDEMA
SM 1.00
JC 0.50
5‐Jul
12‐
Jul
19‐
Jul
26‐
Jul
30‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
23‐
Aug
23‐
Aug
30‐
Aug
6‐
Sep
6‐
Sep
13‐
Sep
20‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
11‐
Oct
15‐
Oct
18‐
Oct
25‐Oct
1‐
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
20‐
Dec
2.5 Pilot module and
tools in the community
Finalise selection of
countries and provisional
dates CDEMA
Finalise selection of
communities CDEMA
Provide participant
selection criteria and SM 0.25
agenda
NB 0.25
Finalise design
SM 0.75
NB 0.75
30‐
Jul
16‐
Aug
23‐
Aug
20‐
Sep
43

Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
Who
# of
days
Mobilise
communities/coordinate
logistics CDEMA
Facilitate two 2‐day
workshops
SM 2.00
Debrief with CDEMA,
agree changes needed to
module and handbook
Document outcomes
NB 2.00
5‐Jul
12‐
Jul
19‐
Jul
26‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
23‐
Aug
CDEMA 25‐Oct
NB 0.50
SM 0.50
30‐
Aug
6‐
Sep
13‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
11‐
Oct
18‐
Oct
21‐
22
Oct
18‐
19
Oct
25‐Oct
1‐
Nov
8‐
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
20‐
Dec
2.6 Facilitate 3‐day
training of trainers
workshop
Finalise selection of
country (Jamaica or TT) CDEMA
Provide participant
selection criteria and
draft agenda
Finalise design and
materials
Mobilise participants
and coordinate logistics
SM 0.50
NB 0.50
SM 0.50
NB 0.50
CDEMA
15‐
Aug
13‐
Sep
29‐
Oct
44

Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
Who
# of
days
Facilitate 3‐day
workshop SM 3.00
NB 3.00
5‐Jul
12‐
Jul
19‐
Jul
26‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
23‐
Aug
30‐
Aug
6‐
Sep
13‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
11‐
Oct
18‐
Oct
25‐Oct
1‐
Nov
3‐5
Nov
3‐5
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
20‐
Dec
2.7 Prepare workshop
report
Debrief with CDEMA and
participating CSSC
members, agree on
content of report CDEMa
Prepare draft report
SM 1.00
5‐
Nov
22‐
Nov
CDEMA feedback on
draft report
NB 0.50
Finalise report SM 0.50
2.8 Finalise programme
(module and
handbooks)
Complete revisions NB 1.50
Complete revisions SM 1.50
22‐
Nov
6‐
Dec
13‐
Dec
45

Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
2.9 Develop draft
community‐based CC &
DRR plan
Who
Determine date and
venue for meeting CDEMA
# of
days
Develop outline for
plan and design of 1‐day
meeting with the CSSSC JC 1.50
Mobilise participants
and coordinate logistics CDEMA
NB 1.00
SM 1.00
Facilitate workshop NB 1.00
SM 1.00
Rapporteur/project
manager JC 1.00
Collate input of CSSSC
and re‐draft plan JC 1.00
NB 0.50
5‐Jul
12‐
Jul
19‐
Jul
26‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
18‐
Aug
SM 0.50
18‐
Review by CSSSC
Oct
Finalise plan JC 1.00 I Nov
23‐
Aug
23‐
Aug
30‐
Aug
6‐
Sep
13‐
Sep
20‐
Sep
20‐
Sep
20‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
4‐
Oct
11‐
Oct
18‐
Oct
25‐Oct
1‐
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
20‐
Dec
46

Week number (w/c
date) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity
2.10 Prepare final report
Who
# of
days
Prepare final report SM 1.50
Review by CSSSC
JC 0.25
NB 0.25
Finalise report SM 1.00
5‐Jul
12‐
Jul
19‐
Jul
26‐
Jul
2‐
Aug
9‐
Aug
16‐
Aug
23‐
Aug
30‐
Aug
6‐
Sep
13‐
Sep
20‐
Sep
27‐
Sep
4‐
Oct
11‐
Oct
18‐
Oct
25‐Oct
1‐
Nov
8‐
Nov
15‐
Nov
22‐
Nov
29‐
Nov
29‐
Nov
6‐
Dec
13‐
Dec
13‐
Dec
20‐
Dec
20‐
Dec
Total days 76.0
47

Appendix 4: Annotated Outline of the Model Community-Based Climate Change
and Disaster Risk Reduction (MCCCDRR) Programme
GLOSSARY OF TERMS
To be completed in final version: the definition of these terms will be taken from the
Comprehensive Disaster Management (CDM) Strategy and Programme Framework 2007-
2012; and the Intergovernmental Panel on Climate Change (IPCC) glossary of climate change
terms i .
LIST OF ACRONYMS
To be completed in final version
1. BACKGROUND AND CONTEXT
There is a general consensus that climate change is already happening and that its impacts will
likely get worse before they get better. The nations of CARICOM 7 contribute less than 1% to
global greenhouse gas (GHG) emissions (approx. 0.33% 8 ) (World Resource Institute, 2008),
yet these countries are expected to be among the earliest and most severely impacted by
climate change in the coming decades, and are least able to adapt to climate change impacts
(Nurse et al., 2009).
Climate change and disaster risk reduction are inextricably linked and the region has decades of
experience with climate-related disasters that have resulted in loss of lives and livelihoods. It
follows, therefore, that if preventative measures are taken to avoid disasters, resilience to a
climate-related event is enhanced and a first line of defence against climate change is
established. A practical application of this would be to use knowledge and expertise about
building resilience to existing climate variability as a starting point for developing adaptation
policies, taking into account that climate change will exacerbate existing climate hazards.
It is important to mention that climate hazards do not always cause disasters. It is the
combination of a hazard event with an exposed, vulnerable and ill-prepared system (country,
institution, community, household, or ecosystem) that results in a disaster. This combination is
even more likely to happen since climate change will increase the frequency and/or severity of
weather and climate hazards (IPCC Fourth Assessment Report), and climate change will
simultaneously increase communities’ vulnerability to natural hazards due to the combined
effects of ecosystem degradation, reduced availability of water for ecosystems and agriculture,
and changes in peoples’ livelihoods (UNISDR).
Communities are often vulnerable because they have few livelihood assets that would improve
their adaptive capacity to hazards. And of all the factors that make communities vulnerable,
poverty is the most significant. Participatory approaches to community disaster risk reduction
that empower communities to protect their own livelihoods are therefore now widely used.
7 Members of CARICOM: Antigua and Barbuda, The Bahamas, Barbados, Belize, Dominica, Grenada, Guyana, Haiti,
Jamaica, Montserrat, Saint Lucia, St. Kitts and Nevis, St. Vincent and the Grenadines, Suriname, Trinidad and
Tobago. CDEMA’s participating states include all CARICOM states as well as Anguilla, British Virgin Islands, Turks
and Caicos Islands.
8 The Caribbean Islands contribute about 6% of the total emissions from the Latin America and Caribbean Region
grouping and the Latin America and Caribbean Region is estimated to generate 5.5% of global CO 2 emissions in
2001 (UNEP 2003).
48

The Caribbean Disaster Emergency Management Agency (CDEMA) has fully adopted the
principles and practice of Comprehensive Disaster Management (CDM), which is an integrated
and proactive approach to disaster management. A Regional Programming Framework has
been developed for the period 2005 to 2015 in order to integrate CDM into development
processes in the CDEMA participating states through five thematic areas:
1. Hazard mapping and vulnerability assessment
2. Flood management
3. Community disaster planning
4. Early warning systems
5. Climate change
6. Knowledge enhancement
Building resilience of nations and communities to hazard impacts was determined as the overall
focus for the Caribbean region, and it was proposed that resources would be sought to expand
and replicate several on-going best practices throughout the region.
The MCCCDRR Programme has been developed to enhance community awareness of and
knowledge about climate change under Outcome 2 of the two-year Mainstreaming Climate
Change into Disaster Risk Management for the Caribbean Region (CCDM) Project being
implemented by CDEMA, which seeks to achieve three outcomes:
1. Improved coordination and collaboration between community disaster organisations and
other research/data partners including climate change entities for undertaking
comprehensive disaster risk management;
2. Enhanced community awareness and knowledge on disaster management and climate
change procedures ; and
3. Enhanced preparedness and response capacity (technical and managerial) for subregional
and local level management and response.
2. PROGRAMME GOAL
The goal of MCCCDR Programme is consistent with the focus of the ten-year Comprehensive
Disaster Management (CDM) Framework 2005-2015, which is to build the resilience of nations
and communities to hazard impacts.
3. LEARNING FROM GOOD-PRACTICES
CANARI has conducted a review of community disaster management and climate change
initiatives in the English-speaking Caribbean (see Appendix 1 of inception report) and existing
community-based disaster management and climate change materials (see Appendix 2 of
inception report). From this review, it has extracted the following good practices, which have
informed the design of the MCCCDRR Programme.
3.1 Good practice in community-based DRR and CCA
There are few tried and tested examples of community-based climate change and disaster risk
reduction in the Caribbean. Such efforts have only recently been implemented and not on a
wide scale. Additionally, the lessons learnt from these initiatives are poorly documented. Based
on the review of selected community-based climate change and disaster management
programmes listed in Appendix 1, and from other regions, as well as CANARI’s own experience,
the following good-practices have been identified and will be used to inform the design of the
MCCCDRR.
49

a) Making CCDRR gender sensitive
While acute gender-specific disadvantages for women are not prevalent in the region, these
issues still require some consideration. Oxfam 9 believes that women’s disadvantage – their
unequal access to resources, legal protection, decision making and power, their reproductive
burden, and their vulnerability to violence – consistently render them more vulnerable than men
to the impacts of climate change and disasters. Women also bring certain advantages. For
example, the skills and experience of women in building and maintaining local social networks
can be critical for local disaster risk reduction. Understanding how gender relations shape
women’s and men’s lives is therefore critical to effective climate change adaptation and disaster
risk reduction.
b) Approaches that take underlying cause of vulnerability into account
Many approaches to community-based disaster risk reduction fail to include a comprehensive
assessment and subsequent consideration of the underlying causes of vulnerability. Without this
information, it is likely that interventions would have little success in the long term. The IFRC,
under its Preparedness for Climate Change (PfCC) initiative, is working with communities to
conduct vulnerability and capacity assessments in vulnerable communities. This process
identifies who is vulnerable and why. A crucial component of the project has been the
recognition that livelihoods are a key aspect of building people’s resilience to various types of
risk. Through its experience of working with communities, the IFRC has developed a wealth of
tools and good practice methodologies aimed at helping to raise awareness, mitigate risks and
develop community skills to respond to disasters.
The CARIBSAVE Partnership has developed a methodology to assess the adaptive capacity
and vulnerability of communities to climate change, and uses a livelihood approach to do this.
Households within vulnerable communities are interviewed to determine their access to the five
livelihood assets (financial, physical, natural, social and human). Livelihood strategies
(combinations of assets) are evaluated to conclude the adaptive capacity of households and
consequently communities.
c) Approaches that place a strong emphasis on preventative action (building resilience)
Within the Caribbean region, the paradigm shift towards community resilience as part of a
comprehensive disaster management approach predates the Hyogo Framework for Action 2005
– 2015. In its 2001 Strategy and Results Framework for Comprehensive Disaster Management
in the Caribbean, the Caribbean Disaster and Emergency Response Agency (CDERA), now the
Caribbean Disaster Emergency Management Agency (CDEMA), acknowledged the community
approach as an “effective way of selling integration of disaster mitigation to the population”
because it can be applied on a scale and in terms that resonate at the local level. This shift to
disaster risk reduction has also been a key feature in the work of the International Federation of
Red Cross and Red Crescent Societies (IFRCS) with communities in the Caribbean to reduce
their vulnerability through awareness, consideration of existing community coping mechanisms,
capacity building and participatory approaches to increasing their resilience.
d) Strategies developed with communities
Community involvement in the design of response strategies is critical and should be initiated
from the outset. The IFRC, through its Regional Disaster Management Framework, and
9 Oxfam GB, 2010. Gender, Disaster Risk Reduction, and Climate Change Adaptation: A Learning Companion
Oxfam Disaster Risk Reduction and Climate Change Adaptation Resources.
50

particularly the community disaster preparedness training to conduct vulnerability and capacity
assessments, involves community members in the development of the tools which they will
subsequently use to reduce the community’s vulnerability to disasters. The approach includes
community identification of the perceived risks and capacities to generate a vulnerability maps
and early warning systems.
The Building Disaster Resilient Communities (BDRC) Project being implemented in Jamaica
has engaged, and continues to engage, stakeholders in defining their own problems and
solutions to inform project design and implementation. For example, community training
programmes are developed based on capacity needs that community members have identified.
e) Establishing or working with existing local governance mechanisms in communities
The success of community-based programmes depends, in part, on good governance systems.
The BDRC project in Jamaica is working with and through local government and parish
structures. Jamaica’s 14 local authorities and their Parish Disaster Coordinators are an
important element of the project’s implementation arrangements, with key activities and some
local level decision-making being done in association with and through them. Indeed, working
with the guidance, buy-in and at the pace of personnel at this level has proven to be a critical
factor in the smooth and uninterrupted roll-out in communities.
The Red Cross National Societies are another important institutional mechanism for the roll out
of DRR and CC programmes at community level. They have recently been placing greater
emphasis on community level disaster preparedness, testing and applying different methods to
support and implement local level interventions. As a consequence they add to the
effectiveness of regional and national disaster management systems, whilst ensuring they are
informed by, and are more responsive to, community needs and situations of vulnerability.
The governance mechanism at the level of the community itself is also critical. In CANARI’s
experience, it is almost always preferable to work with an existing community-based
organisation than to try and establish a new one as the results tend to be evident earlier and
prove more sustainable. However, whether the organisation is an established or a new one,
there is likely to be a need for initial and ongoing identification and management of internal
community conflicts (generally requiring an external, independent facilitator) and capacity
building in aspects of organisational and project management. This has implications for the
timeframe of any successful initiative and, in practice, there is often a mis-match between short
donor project funding cycles and the desired long-term outcomes, resulting in disappointment
for all.
CANARI has found the use of mentors to be a particularly successful strategy in supporting the
development of community-based organisations, particularly in the early stages when they may
be developing proposals and implementing projects for the first time. It is also important to
consider all the options available for structuring the organisation, rather than relying on the type
of traditional, hierarchical structures with highly formal meetings that have been prevalent in the
region and that tend to deter the participation of key stakeholders such as young people (and
particularly young men) and those with low literacy levels or low self-esteem or confidence. If
the initiative intends to have an entrepreneurial component, a for-profit or cooperative
organisation should be considered as an alternative or adjunct to a non-profit structure.
f) Participatory monitoring and evaluation of community vulnerability and capacity
Participatory monitoring and evaluation (PME) involves the local community, development
agencies, local authorities and other stakeholders in measuring the progress made, and
identifying necessary follow-up actions to ensure that community vulnerability is consistently
reduced. No programmes in the region fully include this component. The Asian Disaster
51

Preparedness Center (APDC) developed a Participant’s Workbook 10 on ‘Community-based
Disaster Risk Management for Local Authorities’ which has an extensive module on ‘Monitoring
and Evaluation’ (M&E). M&E can be a costly exercise, and has likely been given little attention
after the intended immediate project outcomes have been achieved for this reason. However,
unless community disaster risk reduction efforts are sustainable, damage and loss will continue.
3.2 Good practice in DRR Climate Change Training and Capacity Building
Based on the review of selected community-based disaster management and climate change
materials (tool kits, training manuals and videos) listed in Appendix 2, as well as CANARI’s own
experience in delivering training and capacity-building workshops, the following elements of
good practice in training and pedagogy have been identified as methods and practices that will
be used to inform the development of the CDEMA climate change module.
a) Use of a range of teaching/training methodologies
Each person learns in a different way, and using a range of training methods in a workshop
setting accommodates this. Additionally, the use of a various methodologies breaks up the
monotony of a training course and engages participants in different ways (see, for example,
Concern Universal 11 ; and Coburn et al./UN Disaster Management Training Programme). Each
methodology used has its particular strength and utility in a workshop setting.
Icebreakers and energisers encourage rapid relationship building and stimulate
participants at points in the workshop where their energy has dropped.
Lectures, presentations and background reading are useful for conveying knowledge.
Whole group discussions allow for the development of a common understanding of
certain topics and identify areas where there may be conflict within the group or
community.Small group discussions stimulate greater participation from people who are
not confident contributing to large group discussions;
Questioning techniques promote participant engagement and help to identify participants
relevant prior knowledge and experience.
Brainstorming allows participants to generate several ideas about an issue in a short
space of time without others criticising them.
Small group work and practical exercises involve participants as actors and allow them
to apply information and knowledge gained to their own situation for problem solving.
b) Use of Participatory Learning Action (PLA) Tools
Participatory learning and action (PLA) tools are particularly useful for community level
engagement because they allow not only for information and idea generation but also create
space within a training setting for analysis and learning by local people. PLA tools build
participation and support communication and conflict resolution, all of which have usefulness
outside the workshop setting.
Several disaster preparedness manuals incorporate the use of PLA tools (see material by
International Federation of Red Cross and Red Crescent Societies; WWF; Daze et al./CARE
International; Abarquez, et al./Asian Disaster Preparedness Center; Bread for All;
for example).
10 Asian Disaster Preparedness Center, 2006. Participant’s Workbook: Community-based Disaster Risk Management
for Local Authorities.
11 All materials referenced here are listed in more detail in Appendix 2
52

c) Inclusion of illustrations of tools:
The use of illustrations (diagrams and photos) of tools described in training material provides an
additional visual support for facilitators. This is particularly useful for facilitators who may not
have used a particular tool before.
d) Use of case studies
Descriptive, narrative case studies allow for real-life illustration of issues or concepts (see
material from IUCN et al. and the International Federation of Red Cross and Red Crescent
Societies, for example).
e) Sequential “how to guides”
Step by step guides help facilitators and participants work through processes sequentially and
when accompanied by illustrations, help users to “see” how a process might unfold (see, for
example, material from Bread for All and the International Federation of Red Cross and Red
Crescent Societies).
f) Engaging participants’ creativity
Many of CANARI’s workshops have successfully built on the exceptional creativity that many
Caribbean people possess by encouraging them to use painting or drawing, craft, singing,
poetry, dramatisation, mapping and other forms of expression to present their ideas and
findings. This works particularly well for strategic visioning (i.e. what would a resilient
community look like); designing communications to influence other community members;
institutional mapping; and strategic monitoring and evaluation (e.g. ‘body mapping’ of success).
The final version of the Programme framework will also include seek to address any gaps in
best practices identified during the course of the consultancy.
4. ABOUT THIS DOCUMENT
This document outlines a Programme to enable communities to increase their resilience to
climate change hazards. It provides guidance, tools and resources for National Disaster Offices
(NDOs), community animators and facilitators, community leaders and community-based
organisations to work with community members and other stakeholders to employ an integrated
approach to reducing community risks.
The Programme has been designed for communities in CDEMA’s 18 participating states but
may be applied wherever there are communities vulnerable to climate change.
Outline of this document and scope of hazards considered. These hazards (climate extremes)
include increased frequency of heat waves, increased flood events, increased incidences of
drought, increased hurricane intensity, sea level rise.
5. OVERVIEW OF THE PROGRAMME
Schematic of Programme
6. COMPONENTS OF THE MODEL COMMUNITY-BASED CLIMATE CHANGE AND
DISASTER RISK REDUCTION PROGRAMME
6.1 Programme approaches
The MCCCDRR Programme will incorporate:
53

a) the differences in gender vulnerabilities, capacities and responses;
b) awareness and capacity building of community members, groups and institutions;
c) coordination and collaboration between and amongst other stakeholders and actors,
particularly local governance entities;
d) hazard and risk assessments done with the communities;
e) early warning systems particularly for flooding and drought (See “Early warning, early
Action, IFRCS);
f) implementation arrangements at the level of the community as captured in the
community disaster risk reduction plan;
g) community adaptation projects that propose practical and achievable actions to prevent
or reduce the effect of disasters;
h) monitoring and evaluation of projects that build community adaptive capacity and
reduce vulnerability.
6.2 Programme components
a) Conduct of a vulnerability and capacity assessment, including elements which should be
part of any community intervention (e.g. stakeholder analysis; baseline data collection;
community mobilisation; participatory analysis and prioritisation of problems, participatory
analysis of relevant capacities and assets; livelihood assessment) as well as the specific
analysis of risk factors and vulnerability to disasters and climate change. It is suggested that
this be based on the tried and tested methodologies outlined in the suite of IFRC VCA
assessment materials and/or the Caribsave methodology.
b) Capacity building of community members in disaster risk reduction and
preparedness, including building resilience to climate change, based on the revised
CDEMA Disaster Preparedness Training Manual, which will include the following
components currently under development:
o Module on Climate Change Adaption; and
o accompanying Participant’s and Trainer’s Handbooks;
o accompanying audiovisual materials.
c) Capacity building of community members in disaster response and recovery to
improve community-level first responder capacity and ensure seamless articulation with the
national disaster management mechanism and strategy.
d) Capacity building of community members in public education and awareness and
lobbying and advocacy, based on the techniques outlined in the Module on Climate Change
Adaptation.
e) Development of community-based public education and awareness campaigns that
draw on the creative talent and traditional knowledge of community members.
f) Capacity building of lead community-based organisations in core aspects of good
governance and effective organisational management including:
o strategic visioning and planning;
o developing and maintaining effective CSO governance structures;
o financial planning and management;
54

o proposal development and project management; and
o participatory monitoring and evaluation.
g) Capacity building of CDEMA’s sub-regional units (addressed in the consultancy
“Capacity Building of the CDEMA Sub-Regional Disaster Emergency Response Operational
Units”). This includes:
o use of CDEMA’s Institutional Capacity Assessment Tool to conduct an audit to
evaluate the Sub-Regional Emergency Operations Units;
o development of Standard Operating Procedures for the Sub-Regional Disaster
Emergency Response Operations Units; and
o undertaking the training of personnel in emergency response operations including
simulation exercises on the Standard Operating Procedures for Emergency
Operation Centres (EOC), and warehouse management inter alia.
h) Development of a cadre of community climate change adaptation and disaster risk
reduction facilitators, through:
o Training of Trainers workshops, based on the Training of Trainers workshop outline
and Trainer’s Manuals developed under this consultancy;
o ongoing mentoring during the implementation of the MCCCDRR Programme;
o facilitation of web-based networking and information updates;
o facilitation of training in participatory tools and methods such as stakeholder
analysis, participatory planning, conflict resolution and consensus building,
participatory video.
i) A Model Community–based Climate Change and Disaster Risk Reduction Plan, which
communities can use as the basis to develop a plan adapted to their specific circumstances.
j) Networking of Caribbean communities involved in implementing the MCCCDRR
Programme with other similar communities, both within and outside the region, and with
partners and donors who can provide technical or financial support.
k) A mechanism for providing communities with the latest scientific information
including refined models and projections for their geographic region. This could form part of
the proposed Caribbean Climate Change Centre web database but specifically adapted (in
terms of language, bandwidth needed etc.) to be accessible to community members.
l) A mechanism for evaluating the results of the implementation of the MCCCDRR
Programme over the long-term, i.e. beyond short-term project time frames and to include
the impact of community-based activities on national and regional policy making.
m) Establish monitoring systems and early warning systems for extreme events like
floods and drought in vulnerable communities to monitor trends. According to the Hyogo
Framework for Action, effective early warning systems could include:
o strong political commitment from the government, supported by DRR plans, legislation
and coordination mechanisms;
o coordination among national services for sharing of information, data, and issuance of
warnings that take vulnerabilities and exposure of elements into account;
o communication and dissemination system that ensures warnings are received at
community levels through clear protocols and procedures that are regularly tested,
evaluated and maintained;
55

o
o
emergency preparedness, including education to appropriately use weather-, water- and
climate-related information and early warnings. This is realised through local to national
contingency and/or emergency response plans with clear indication of actions, roles and
responsibilities which are regularly updated and practiced through drills and simulation
exorcises; and
feedback mechanisms between national to local governments, national services and the
community, to facilitate evaluation and improvement of the warning system.
i Sections in italics are those that will be further fleshed out in the final version of the MCCCDRR Programme.
56