Participatory Assessment of Disaster Risk (PADR)

A methodology to assess risk and then to reduce it!

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Disaster Crunch Model

The Disaster Crunch Model
Disaster Risk Reduction

Disaster Risk Reduction

Step 5. Underlying Causes

Secular ideologies

Step 4. Dynamic Pressures

Step 3. Unsafe Conditions

Step 2. Disaster Assessment

Step 1. Trigger Events

Structures & Institutions

Econom ic doctrines
Processes& Systems

Vulnerability Factors

Beliefs/Culture

D I S A S T E R

Hazards

Appropriate Disaster Management Interventions:-

Christian Education/ Advocacy

Advocacy/ Development

Development/ Preparedness

Developmental Relief

Hazard Reduction

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PADR a 6 step process

1. 2. 3. 4. 5. 6.

Preparation Hazard Assessment Vulnerability Assessment Capacity Assessment Key Informant Interviews Action Planning
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1. Preparation
Meetings with community leaders

relationship, purpose, access Planning of focus group meetings and informant interviews Practice appropriate PRA tools Arrange logistics food, transport, props, etc

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2. Hazard Assessment
For priority hazards. History Frequency Intensity/severity Speed of onset & warnings Duration Trends

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Categories of Analysis
(for Vulnerability/Capacity Assessment)

From sustainable livelihoods frame-work.

Human Social Natural Physical Economic

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Vulnerabilities are....
sets of prevailing conditions which

adversely affect the communitys ability to prevent, mitigate, prepare for or respond to a hazard event

long term chronic factors & weaknesses,

often due to failures in development processes or ignoring risk

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3. Vulnerability Assessment
Elements at Risk key areas of life

affected by the hazard. Unsafe Conditions why those areas are affected by the hazard. Dynamic Pressures actors creating those conditions, & processes used Underlying causes political, economic, cultural and belief factors
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4. Capacity Assessment
Determines strengths & resources, which enable families to prepare for, cope with, mitigate against or recover from a disaster Realized or latent Past as well as present May be limited but always present!

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PRA Tools used

Community mapping Transect walks Time lines Seasonal calendars Problem trees Ranking Drama/Sketches

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5. Key informant interviews

People with a wider perspective

community leaders, Govt workers, teachers, doctors, religious leaders, etc Questioned on hazards, vulnerabilities, capacities and possible solutions Focuses more on pressures and underlying causes

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6. Action Planning
Community-based plan to reduce

vulnerabilities & build capacities Developed with the community, not imposed on them; ownership. Higher levels of advocacy to address pressures and causes Linkage to Govt plans.

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PADR potential problems

Raises community expectations; should be

part of ongoing process with community. Terminology - local equivalents Time required - streamline process; pregathering of available information Dependent on good facilitation skills Raises sensitive issues - culture, politics! Reluctance to divulge capacities
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Staff training

Takes at least 1-week

Combines class and field practice Include PRA tools & skills of group facilitation Mentoring of trainees preferable to one-offs Clear linkage to action plan

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Resources required
Skilled facilitator Min 2 others in team Time! Flip-charts & markers Props for drama Items for PRA tools Question lists

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Community priorities or ours?

Be up-front about hazard focus rather than problem Willingness to be flexible Inject simple can-do ideas, minimal inputs Network with other providers Emphasis from start on participatory development

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Benefits to organisation
A shared understanding of community

situation amongst staff Gives structure & causal relationships to known facts Enables causes as well as symptoms to be addressed better programmes Process of mobilising community is important Locally owned A/Plan more sustainable
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Resources recommended

Roots Guide 9 Facilitation Skills Workbook Mobilising the Community DRR case studies CBA paper Tearfund tilz-website

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