Strengthening Community-Based Disaster Risk Management Committees (CBDRMCs) for a Resilient Future

Firstly, I would like to extend my heartfelt thanks to all the online stakeholders who have generously shared their insights and feedback during the development of the GLOF-II Exit Strategy. Your invaluable contributions have been instrumental in shaping a robust and comprehensive strategy that will guide our efforts toward ensuring the long-term resilience and sustainability of our communities.

In the coming posts, I will share key recommendations for all the key partners, sponsors and implementors of GLOF II Project. These first set of recommendations are directed at our primary stakeholders, the Community-Based Disaster Risk Management Committees (CBDRMCs), who play a crucial role in enhancing the adaptive capacity of our communities. These recommendations are aimed at empowering CBDRMCs to lead their constituencies toward a more resilient and adaptive future. I look forward to sharing more insights and engaging in further discussions on how we can collectively build stronger, more sustainable communities. Your continued support and involvement are key to achieving these goals.

To begin, it is vital for CBDRMCs to focus on building both their institutional and technical capacity to effectively adapt to the challenges posed by climate change. This requires a commitment to broad participation, inclusion, and good governance, ensuring that decision-making processes are transparent and inclusive of all community members. It is equally important to guard against elite capture and strive for genuine representation, where the voices of all stakeholders are heard and valued.

Community Centers can be leveraged as central hubs for various activities such as training, knowledge sharing, and planning. By equipping these centers with the necessary IT resources, we can empower community members, enhance their skills, and facilitate the exchange of vital information related to disaster risk management and climate adaptation. These centers can serve as the heartbeat of the community, fostering a spirit of cooperation and mutual support.

Moreover, CBDRMCs should take full advantage of the support available from GLOF-II and future projects to strengthen their organizational capacity. Engaging young professionals in monitoring, evaluation, management, and communications roles can bring fresh perspectives and innovative approaches to the table. Additionally, involving interns and volunteers can help foster sustainable growth and build a pipeline of skilled individuals dedicated to the community's well-being.

It is also beneficial for CBDRMCs to evolve as hybrid organizations that are deeply rooted in local customs and laws while being informed by modern science and technology. This unique blend allows for the preservation of local resilience, customs, and values, while also integrating new knowledge and methodologies. By operating like a combination of the traditional "Jirga system" and a social enterprise startup, CBDRMCs can remain adaptable and responsive to the needs of their communities.

Advocacy for genuine representation at the governance level is crucial to ensure that CBDRMCs have a meaningful voice in strategic and management decisions. By influencing policies that reduce bureaucratic layers and promote a collaborative governance framework, CBDRMCs can enhance their effectiveness and better serve their constituencies.

In addition, developing strong financial management and planning skills is essential for the sustainability of CBDRMCs. Establishing a clear vision, mission, strategy, and detailed budget will help secure the necessary resources for projects and ensure their long-term viability. Sound financial planning can provide a stable foundation for the continued growth and impact of these vital community organizations.

Lastly, it is important to harness the rich social, political, and cultural capital within the community to attract and build the skills of local youth. Connecting them with the knowledge industry and seeking global funding opportunities can open new avenues for growth and innovation. By adopting a "Think Global, Act Local" mindset, CBDRMCs can navigate the complexities of disaster risk management and climate adaptation in our rapidly changing world.