[SOUND] Welcome back, so far you have learned what are characteristics of a low-intensity conflict scenario. You can imagine how complex it can be in such a setting to make sure your intervention is affecting and does no harm. In the next video, we will further explore the low-intensity conflict scenario from different perspectives. What do practitioners with much experience in these settings or donors recognizes the most common problems and issues in LIC settings? >> It is important to get the trust of the people, to gain the trust of the people in the start. For that, you have to show the a lot of passions. For example, you have to work with the people and then you have to create a good examples. When you create the good examples, then it is very easy to convince the people. The same is the case with our community-based DRR project in the chair value of districts or where we mobilize the community, initially the people who are not very willing because it is always difficult to convince the people to work on the DRR. Especially those people who are poor who have other priorities then because DRR comes at the end in their priority list, but still when we did successfully like when we had protection walls, we had bioengineering majors. We have a plugging to control the runoff of the water on the mountainous area. So they're there really saw the benefit of for example in the following floods, then those people were convinced. So, at the end of the project, we are happy to see that are the people who are doing all those measures by their own without any external support. >> Engaging and preparedness are essential aspects to consider for vulnerable communities always. Most critically in preparedness is for communities to have knowledge of hazards that affected them. Without knowledge, it becomes difficult to respond when a disaster event occurs. The most recent disaster event Cyclone Idai. The main challenge is at the onset of the disaster we access. The event was more devastating with the mudslides, misty weather and continuous rain for making it more difficult for rescue operations and mandated workers to assist the affected populations. Also, access to information of the affected population was a challenge for information is vital to define the type of assistance required and the capacity of all the actors. Considering that Zimbabwe has never experienced such a catastrophic cyclone. It was also extremely difficult for people with disabilities to access the assistance they required. Cyclone Idai is showing the importance of imparting knowledge through engaging all stakeholders about hazards that may turn into disasters in communities they reside. The process of engagement allows conversation, social interaction, experiential learning and the context specific risks and action. Thus it is recommended that all government departments and development agencies working on development programs should be centered on all-inclusive disaster preparedness plans which establish access to early warning systems and the capacity building of communities to cope. Effective preparedness plans will save more lives and minimize the impact. Cyclone Idai created a window of opportunity to engage. >> Hello, I'm Valerie and Hussein is with me, Hussein is the head of emergency section specializing in DRR. And our work is in the Afar Pastoralist Development Association in the pastoralist society where Afar people have difficulty by having just one single asset, their herd. And so, they are quite willing and happy with DRR training and see it as good to be part of the solution of their problems. But when they put in to the plan that they're planning to sell off a certain part of the herd to do some plan, some activity, if the drought hits them, they can't get the price for the herd that the goats they sell. They've got to sell too many goats for the value of what they want to do. It becomes a huge challenge and there really isn't another solution for them. So this is the biggest challenge we face in DRR, but Afar are very willing to go to the planning stage and even to review their plan. >> I think the first thing you really have to consider is the safety and security of your staff as well as of the participants or the beneficiaries. So for example in an area where there are non government controlled areas, where there may be rebels, you really have to take into consideration whether it's accessible for your staff. And also whether your staff are safe when they travel to that area and they're not put at risk either because the military will stop them or even the rebels themselves might detain them or something like that. In Indian War for example, so in Kachin, there are areas it's controlled by the non government forces as well as by the government. And if we have to go to an area that's controlled non-government actors or the rebels, then you're not really sure whether you can directly access that from a government controlled area. So in one case, our staff had to travel through China just to get to that area and to deliver assistance or to be able to assess what the needs are by those here, people who had been displaced to that village for example. >> People in those areas are very poor. They have limited labor options. There is only agriculture, small agricultural, land holdings, which is even insufficient to feed them. So therefore, only introducing the DRR measures alone is not worthwhile. So, what we did, the Swiss government introduced the integrated approach. We also introduced labor options for the people initially after the disaster. We introduced cash for work programs to inject cash in the communities. And on the other hand, we also convinced the local people to also labor for the protection of their livelihoods. So, for example through DRR measures, they were doing the gully plugging. They were doing the bioengineering majors to protect their agriculture, their property, their lives from the disaster. So, one more thing that we introduced this bioengineering with the plantation activities, which initially we went for the forest plants, which was not convincing workers. So, then we introduced the fruit plants, which is also a additional labor option for them. So the success rate of those plants were above 95%, so it was excellent. >> Quite a few different problems were mentioned by the people interviewed for this course. They discussed amongst others poverty, gaining trust in a culture of fear and suppression and the need for an integrated approach. Now that we understand a bit more about common issues in low conflict scenarios, we're ready for this week's first open question for you to reflect on. [SOUND]
