Level five. accompany implementation and learning
While the key output of the EVCA is a report that summarises the findings of the assessment and risk reduction action plan, the resilience process does not end there. It is important that the National Society keep supporting the community to implement the action plan. Remember, the EVCA covers only part of the process in the Roadmap to Community Resilience. Here, the EVCA process connects with Stage 3 of the Roadmap to Community Resilience (Taking Action for Resilience).
Step 13. Accompany implementation
13.1 Support the creation of a committee
The risk reduction and resilience-building effort needs to be owned and led by the community. For this to be possible, there has to be a community organisation in charge of leading the implementation process. Ideally, an existing community-based organisation can play this role - and you may have identified one during the capacity assessment. This local community organisation can, if needed, be capacitated and asked to include the most at-risk community members in its activities. However, if there is no relevant community organisation, the local EVCA team should facilitate the creation of one through a participatory and democratic process.
The EVCA process often identifies a variety of issues to be addressed related to many different sectors. While the technical departments of your National Society should be mobilised to help communities meet their resilience ambitions, there will be instances where they do not have adequate capacity to support all activities identified in the action plan. Certain projects may require support from outside the RCRC and the community. The role of your National Society will therefore be to help connect the communities to the most relevant stakeholders and partners.
Different types of resources are required for the implementation of the risk reduction action plan. These resources can be human, technical, financial and material. The community may not have adequate resources for some of the activities in the action plan, in which case the National Society needs to support it to mobilise resources. Resources can be mobilised internally within the community or externally.
Step 14. Support monitoring, evaluation and learning
Explain to the community the reasons and importance of proper monitoring. Clarify that the purpose is not only to track progress in the implementation of the risk reduction action plan but also how it is being implemented. Guide the community to use its monitoring results to consider how their action plan should change, if at all. Change might include continuing, scaling up, adapting, innovating or stopping certain activities depending on how their plan is evolving and what is being achieved.
Explain to the community that checking that the risk reduction action plan is on track is key to success. The focus here is not only to track progress in the implementation of the action plan but also how it is being implemented. It is the community that should decide on the methodology to monitor the action plan.
In addition, you can now re-apply a resilience measurement tool to measure the impact of your resilience-building / risk reduction actions.
14.3 Draw and apply lessons from success and failure
Guide the community to use its monitoring results to consider how their risk reduction action plan should change, if at all. Change might involve continuing, scaling up, adapting, innovating or stopping certain activities depending on how the plan is evolving and what is being achieved. Don't forget that the best job you can do as a National Society/branch is to use the EVCA process to transform and empower the community to independently and inclusively strengthen their resilience and reduce risks.