1

Resilience and Humanitarian Response

Our strategy and approach

May 2017

Signed off by Trustees on 24 April 2017

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1. BACKGROUND

RESILIENCE AND CRISES – MEDIA AND COMMUNICATION

People across the world are facing increasing risks, such as precarious socio-economic

conditions, food- and energy-price volatility, water scarcity, unplanned urbanization,

environmental degradation, inadequate infrastructure and diseases.1,2,3 Poor people are

disproportionally vulnerable – especially those surviving at the margins of society.4

Many people are unable to adequately manage risk, and there are increasing crises as a result.

The number of people needing humanitarian aid has almost doubled while the cost of

international humanitarian aid has more than trebled in the past 10 years5. Armed conflicts last

longer6 and climate-related disasters are on the rise, becoming more frequent, more severe and

more unpredictable.7,8 Confronted with these rising needs, the humanitarian sector

acknowledges that even with improved efforts, the system cannot keep up with growing demand

and instead should focus on reducing humanitarian needs, risk, and vulnerability.9,10

Supporting poor people to obtain a more prosperous and secure way of life not only helps to

avert disaster, but also helps to alleviate the burden of poverty and increases people’s ability to

cope with setbacks, large and small, and ultimately to enable people to thrive in life.

Recent international agreements cite “resilience” as a salient theme: The UN Sustainable

Development Agenda11,a, the UNISDR Sendai Framework for Disaster Risk Reductionb12, and the

UNFCCC Paris agreement on climate change.13 It was a prominent point at the UN World

Humanitarian Summit14 and was the focus of the latest World Disasters Report.15

There is increasing recognition that media and communication can build resilience by

making technical information more accessible, addressing social norms and perceptions,

supporting people to evaluate their choices, facilitating dialogue, prompting positive decisions and

influencing power.

When humanitarian emergencies occur, media and communication can provide life-saving

information about how to access humanitarian relief as well as ‘self-help’ advice when services

are unavailable.16 It can also provide vital psychosocial support which can underpin people’s

ability to care for themselves and others. In doing so, media and communication can help

people to survive, cope and recover more quickly.

Media environments are changing rapidly, connecting more people than ever before. Yet within

the fields of resilience and humanitarian response, too often communication initiatives have

been simplistic, focusing on providing information and failing to acknowledge socio-cultural and

psychological factors in decision-making, and the need for knowledge exchange networks.17

There is ample opportunity for BBC Media Action to establish itself as a leader in using

media and communication to strengthen resilience and improve humanitarian response based on

its growing track record of applying evidenced-based approaches resulting in impressive impacts.

a Target 1.5 aims to “…build the resilience of the poor and those in vulnerable situations, and reduce their exposure and vulnerability

to climate-related extreme events and other economic, social and environmental shocks and disasters.” Other targets also support

resilience, namely Target 2 (zero hunger), Target 8 (decent work and economic growth), Target 9.1 (resilient infrastructure),

Target 11.5 (economic security and disasters), Target 11.b (urban resilience and DRR) and Target 13 (climate action). b The stated Goal of the Sendai Framework is ultimately to “strengthen resilience”. Priority 3 is to “Invest in disaster risk reduction

for resilience”

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2. STRATEGY

Our goal and how we will reach it

Goal

The long-term goal of BBC Media Action’s work under this theme is to strengthen the resilience

of vulnerable groups, enabling them to thrive in the face of change. When humanitarian

emergencies occur, our aim is to help people survive and cope with the crisis and to recover

quickly.

‘Resilience’ has become a widely adopted term within the development field despite a lack of

agreement on how it is precisely defined or measured. Nevertheless, it remains a useful concept

to address complex development problems with a more integrated approach.18

We will reach this goal by working on select focus areas, taking a joined-up approach with other

themes at Media Action, and targeting key audiences.

A. Focus areas - BBC Media Action’s projects

support resilience by focusing on one of four

‘entry points’, while considering how the other

areas influence it:

Resilience

Food and water security

Economic security

Disaster risk reduction

Humanitarian response

Survival and coping (Lifeline programmes)

An integrated approach to building resilience

across these focus areas can help improve people’s

ability to weather a range of ‘shocks’ and long-

term stresses. Each of these focus areas are described in detail in Annex 1, which outlines

our objectives and the key topics we may address in each area.

BBC Media Action couples resilience and humanitarian response under one theme with the

aim of building resilience over the long-term, thereby reducing humanitarian need (e.g. in the

event of an earthquake or flood) – while also enabling more effective humanitarian responses

that ultimately contribute to greater resilience.

Climate change is a cross-cutting issue that affects our audiences across all of these areas.

Our research shows that the science and politics of climate change are secondary in

importance to the most vulnerable groups whose primary concern is their daily struggle to

cope with the impact it has on their everyday lives.19 Our work helps audiences adapt to

climate change in practical ways on critical issues that matter to them: food and water

security, economic security, and disaster risk reduction.

At BBC Media Action, we understand resilience to be the ability to thrive by managing risk

and responding positively to change in the face of sudden events and long-term stresses.

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B. Cross-thematic issues - Governance plays a direct role in the resilience of individuals

and communities.20 For example, policy decisions around critical infrastructure (e.g. roads,

flood barriers), adequate settlement planning and land tenure can have an impact on people’s

access to food and water, economic opportunities and exposure to risk. Our resilience

programming will seek to address these issues with innovative and practical approaches,

uniting government officials and the communities they represent to solve shared problems

jointly and hold those in power to account (where appropriate). During humanitarian

emergencies, people affected by crisis often prioritise accountability around the delivery of

aid and our work will reflect this accordingly. Our approach to conflict and fragility is set out

in the Governance approaches paper and we seek to ensure that our humanitarian responses

during violent conflict do no harm and mirror the approaches described under the

Governance theme.

Health can affect people’s resilience by determining whether they are mentally and physically

well enough to secure food, water and earn a living. Poor health can increase an individual’s

vulnerability and, in turn, that of their family. Meanwhile, improving people’s resilience can

have positive outcomes on their health and wellbeing. We will consider health, resilience,

and humanitarian response jointly, where appropriate. For example, considering nutrition

outcomes when planning agricultural practices can improve food security and nutrition as

well as economic opportunities. In emergencies, we address people’s health and wellbeing

needs, from preventing disease outbreak to psychosocial trauma, to help people cope with

crises and recover more quickly.

C. Key audiences - Different audiences will have different needs from resilience programming

based on their wealth, gender, age, location, attitudes, beliefs and other factors. In the next

three years, our projects will consistently conduct detailed audience analyses to

understand the nuances beyond demographics that inform peoples’ decisions and will enable

us to segment audiences more effectively.c The key groups we aim to understand and

serve better are:

Women and girls - We are committed to supporting the empowerment of women and

girls at scale to improve their resilience and ability to cope in crises.

Young people - In the countries where we work, young people make up large

proportions of the population and we will increasingly seek to address their needs.

Most vulnerable - People who are among the most vulnerable to threats involving food

security, economic security and natural hazards will be prioritised, especially those

affected by climate change. This includes vulnerable groups in urban and rural areas.

D. Aims – BBC Media Action’s portfolio of resilience projects is small but strong. Recent

projects have generated solid theories of change, creative approaches and impressive

evidence. In 2017-2019 BBC Media Action will seek to build on this foundation and establish

itself as a leader on communication for resilience. Meanwhile, we will continue to uphold our

reputation as a leader on communication for humanitarian response. In particular, we will:

1. Use theories of change consistently in projects, learning and adapting regularly.

2. Deliver resilience projects that mutually reinforce governance and health goals.

3. Mainstream gender, demonstrating impact in the empowerment of women and girls

for resilience and humanitarian response.

4. Consistently deliver resilience projects that achieve high impact.

5. Contribute to the evidence bases on (a) Resilience and (b) Humanitarian response.

c The Climate Asia research is a model for how we can apply audience segmentation more rigorously and more creatively in our work.

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3. OUR APPROACH

How we work

BBC Media Action believes in the power of media and communication to build resilience and

respond to emergencies by supporting individuals, connecting people and influencing power

holders. Our projects help people from every part of society to make sense of information and

events, engage in dialogue and take action to improve their lives. We use multi-media

approaches and direct outreach to engage large populations, empowering our audiences and

shifting social norms. We bring communities together to build resilience and connect local and

national discussions.

A. Areas of influence

We recognise that the way that people think and act is influenced by many factors.21 People’s

opinions and actions are shaped by their social networks (families, partners, friends and

colleagues), wider communities, as well as by social structures and systems.22,23 In turn, social

systems and structures are shaped by the actions of groups and individuals within a society.

With this in mind, our work engages with four different ‘areas of influence’:

Populations: Individuals, households

and communities;

Practitioners: The people who,

through their work, profession or

status, interact and influence the

lives of the people we aim to help.

Organisations: The entities that

influence the lives of our audiences.

These include media, civil society

organisations, governmental

agencies and academic institutions.

Our work with populations, practitioners and organisations is designed to bring about

lasting change in systems – the formal and informal structures that influence people’s lives.

B. Partnerships

We work in close partnership with stakeholders to mutually increase reach, impact and

sustainability. Partners may include media organisations, civil society organisations,

government, local, national and international development and humanitarian agencies

(including the UN and the cluster system) and the private sector.

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C. Our activities

We work on complex issues in quickly shifting media environments. We take a learning-by-

doing approach – adapting our projects as we implement. Our work is most effective where

it is based on a robust theory of change that reflects a comprehensive understanding of the

geographic, cultural, social, political and economic dynamics that inform audiences’ lives.

Research – Analysis is at the core of our work. We use research to understand the

needs of audiences, the environments around them, why they do what they do, and their

media and communication habits to ensure that media organisations are better able to

provide more trusted, practical and inspiring programming.

Climate Asia involved the world’s largest study of people’s everyday experience of climate change

across seven Asian countries at risk of increasing scarcity of resources and extreme weather events.

The project surveyed more than 33,000 people regarding their perceptions of climate change, how

these changes affect their lives, how they respond and why. We built on findings and research

methods used in Climate Asia for resilience work in Bangladesh, Myanmar and Tanzania.

Capacity strengthening – We strengthen the capacity of local and national media

organisations to ensure that media professionals are better able to provide more trusted,

practical and inspiring programming. We also strengthen the capacity of local, national

and international organisations to communicate better with the people they are serving to

increase the impact of their work. We strengthen relationships between media outlets

and other organisations that can contribute to resilience and humanitarian programming.

- In Tanzania, the Radio for Resilience project embedded full-time mentors in three local radio

stations to provide on-the-job training on editorial standards, programme making and management.

With this support, the stations made their own local radio programmes addressing agriculture,

livestock, livelihoods, risk reduction and governance – which ultimately influenced audience actions.

- In the humanitarian sector, our Preparation for Lifeline work strengthens the capacity of media

professionals and humanitarian responders to communicate with people affected by crises. It does

this by delivering training, developing tools and resources, and building relationships among

stakeholders which has enabled more effective communication in emergencies.

Media content – We use radio, television, online and mobile platforms to engage mass

audiences across societies. Our programmes, co-productions and partner productions

use a wide variety of formats based on the change we want to make.

- In Bangladesh, our resilience work has included a television reality programme, titled Amrai Pari

(Together We Can Do It), with accompanying public service announcements, radio broadcasts, an

active Facebook page, and a series of short videos made for social media.

- During the Ebola crisis in West Africa, we broadcast short radio dramas, factual magazine

programmes, public service announcements and ran a WhatsApp group for discussion.

Face-to-face and networked communication (outreach) – Encouraging sustained

discussion is key to our impact. We use online, mobile and face-to-face communication

(such as discussion groups, road shows or community events) to extend our audience

reach, stimulate information-sharing and problem-solving and enhance our impact.

In Tanzania, the Radio for Resilience project organised “discussion groups” around the radio

broadcasts that explored topics covered in the programme. One listener reported that she formed a

group as a result of the programme and with advice they registered their group, opened a bank

account, and were making arrangements to plant new crops.

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D. How media and communication drives change

There is growing evidence of the importance of media and communication as a driver of

economic, political and social change.24 Trusted, practical and inspiring programming drives

change by supporting individuals, connecting people, and influencing power. These three

aims are interconnected. Different projects emphasise different elements of the three

aims, tailoring activities to address the challenges most appropriate to the context.

1) Supporting individuals

BBC Media Action’s projects reach large populations and influence knowledge, attitudes and

behaviour at scale. We support broadcasting that is engaging, informative and trustworthy

and represents multiple experiences and viewpoints. We help people reflect on different

options in order to make their own informed decisions about key issues in their lives. Our

work empowers people by influencing:

a. Knowledge and understanding: People need to understand the issues that affect their

lives and livelihoods and know about practical actions they can take to improve their

situations. This may include what risks and opportunities people face and what options

they have for change.

b. Attitudes, beliefs, norms: Attitudes (the way people think or feel about something),

beliefs (what people think to be true) and social norms (what an individual believes

others think about behaviours and do, and the pressure they feel to ‘go along with’ the

opinions of others) can be shaped and challenged by mass media. Some of the most

critical attitudes, beliefs and norms that are relevant to resilience and humanitarian

response involve perceptions of risk, self-efficacy, willingness to change, and

expectations for what will happen as a result of new actions.

c. Skills: Media and communication can support the development of life skills such as

analytical decision-making and problem-solving skills, which can help audiences make

sense of the increasing information available and reach informed decisions. Media and

communication can also support the development of technical skills, such as business

practices or farming techniques by providing instructions or encouraging people to

seek local services to acquire new capacities.

Supporting individuals through our projects:

In Bangladesh, over three-quarters (78%) of people who watched the TV show Amrai Pari

(Together We Can Do It) reported they had improved understanding of how to cope with a

‘shock’ such as a cyclone and with ‘stresses’ such as limited availability of food, water, fuel and

housing. Nearly half (47%) of respondents in our research reported that the programme

prompted them or their families to take action to deal with stresses and shocks.

In Tanzania, local radio station partners produced a programme exploring topics such as “climate-

smart” farming and livestock practices, ideas for income diversification and reducing risks from

extreme weather. Some 70% of listeners reported increased knowledge of how to address

climate-related resilience issues as a result. And 31% reported having adopted a new practice

as a result of the programme.

In Sierra Leone, we improved the knowledge and skills of cocoa farmers through radio

programming, information bulletins and support for farmer training. Many audiences reported

that the show raised awareness of market prices in cocoa farming communities, had increased

their capacity to negotiate a fair price, increased awareness of the benefits of working in

cooperative groups and contributed to broader knowledge areas such as land inheritance rights.

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2) Connecting people

Social, economic and cultural networks can influence people’s ability to develop knowledge

and skills and shift attitudes, beliefs and norms. BBC Media Action projects foster

discussions and information-sharing among individuals and groups. Projects influence media

and communication environments to support a public sphere where all sections of society

are able to share ideas, innovate and participate in fair and balanced discussion on the issues

that matter to them. Our work connects people by influencing:

a. Discussion: The extent to which people discuss with their friends, family, community

members and professionals is a key influence on beliefs, attitudes and behaviour.

People who are vulnerable to shocks and stresses or coping with a crisis need

opportunities to discuss existing problems, share ideas and seek solutions.

Community-based discussion groups can facilitate this process. Media can provide

platforms that also generate discussion and amplify these conversations making them

accessible to wider populations, especially marginalised communities.

b. Collective problem solving and innovation: Media and communication can connect

people; help them consider problems together in a new light and spark fresh ideas for

solutions. It can share innovative ideas at scale across audiences of millions at a time –

from farming techniques to methods for protecting assets during severe weather. This

is especially important for addressing challenges such as climate change.

c. Voice for marginalised groups: Challenges such as land rights, urban development and

the ability of public infrastructure to facilitate economic opportunities and withstand

hazards require participation and discussion. Media can help make sure the

marginalised are heard, bridging social and geographical divides to facilitate more

rounded and representative dialogue.

Connecting people through our projects:

In Bangladesh, the Amrai Pari TV show encourages viewers to work together. The

programme features communities in areas most susceptible to environmental hazards and

challenges them to work collectively to make their infrastructure more weather resistant

and learn new resilience-enhancing techniques.

In Sierra Leone, a distance learning programme for cocoa farmers was taken to over 5,000

farmers through facilitated sessions in Farmer Field Schools. Participants from that course

said they now worked more closely with other farmers on labour-intensive activities,

leading to savings on labour costs and improved yields.

In Tanzania, 86% of listeners agreed that the radio show for resilience had inspired them

by showing them how others were coping in similar situations. Of those who reported

taking action, 54% said that they had either established or joined a community group

as a result of listening to the programme. Some 93% of those who reported taking action

said that it has had a positive impact or result in their lives.

Research across humanitarian response projects in Nepal (earthquake), Gaza (conflict),

West Africa (Ebola), and Lebanon and Jordan (Syrian refugees), showed that audiences

valued feeling connected with others in similar situations and feeling they were not

alone. Connecting survivors with people who were “different to them” was also

important as it helped to break down barriers, such as those suffering from stigma in

the Ebola epidemic.

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3) Influencing power

Governance and power underpin people’s resilience. Issues such as land tenure, urban

development, infrastructure and public services all have an impact on people’s ability to

secure food, water and income, to protect these assets from harm, and ultimately to thrive

in all areas of life.

Programming that seeks to influence power to support resilience provides the opportunity

to unite people and the authorities that represent them so they can jointly explore

innovative ways of addressing emerging and persistent problems.

Our work influences power by:

a. Influencing the agenda: The media can raise awareness of key social issues by

highlighting the concerns and needs of the public. For example, in areas where

flooding is perceived as ‘inevitable’, media can highlight the risk and raise discussion

about the suitability of existing infrastructure and options for investment.

b. Supporting people to question power-holders: Media provides a platform for people

from all sections of society to ask direct questions to those in power – increasing

answerability and responsiveness. This affects attitudes, norms and behaviour on who

can question who on what.

This mirrors our governance approach and governance programming, which goes further to

influence power by demanding answers and delivery from power-holders.

Influencing power through our projects:

In Tanzania, the “Radio for Resilience” project connected listeners with leaders and

experts in their communities, providing a platform for increased accountability. Local

governance issues around resilience raised in the programmes were subsequently

addressed in BBC Media Action’s national governance radio programme Haba na Haba.

In Bangladesh, the Amrai Pari programme on TV shifted some viewers’ perceptions of a

government scheme to make land accessible to people who are poor and vulnerable to

disasters. Before watching the show, the viewers perceived the distribution of this

“khashland” as a complex process; but after watching the show, they felt it was more

straightforward. Therefore, they felt motivated to share this information with their

relatives as they thought it would help them.25

In multiple humanitarian emergencies, research has consistently shown26 that audiences

expect media outlets to hold decision-makers to account over the delivery of aid. In

Nepal, following the earthquake, the Lifeline programme Milijuli Nepali identified numerous

issues related to the delivery of aid. These were addressed in Media Action’s long-running

governance programme on television, Sajha Sawal.

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4. WHAT WE DON’T DO

BBC Media Action is not an advocacy organisation. We do not campaign on individual issues.

We support independent media and communication, conducting activities to support all sections

of society – especially the most vulnerable - to learn from each other, share ideas and

innovations and participate in public debate on the issues that matter to them.

With the exception of basic, indisputable advice (e.g. boil unsafe water), BBC Media Action’s

work does not persuade populations to take specific actions, such as whether to use

chemical fertilizers versus growing crops organically or whether to relocate. Instead, we seek to

furnish audiences with factual information and a range of experiences, opinions and expert

guidance to enable people to reach their own informed decisions to take actions that will affect

their lives. Informed decision-making skills are especially important for audiences facing

uncertainty presented by changing climates, disaster risk and economic volatility.

We do not seek to mitigate climate change. The audiences that BBC Media Action serves

are among the poorest people in the world and contribute proportionately little to greenhouse

gas emissions. We do support audiences to adapt to climate change and deal with the effects.

BBC Media Action does not deliver short-term fly-in fly-out training which ignores the

context in which our partners work. We address complex issues where short-term

interventions tend to have limited impact. We support strategic interventions in partnerships

that are relatively complex, respond to the context and needs, and seek to achieve long-term

impacts at scale.

We do not build the communication skills of practitioners to engage with each other.

For example, we do not build the capacity of scientists or other experts to communicate

technical information to government authorities or other high-level decision-makers for policy-

making purposes. We do build relationships among media and non-media stakeholders and

strengthen their capacity to communicate with the general public – jointly and separately.

BBC Media Action seeks to ensure that we do not undermine the development of media

markets; for instance we do not block-buy airtime or crowd out local sources of revenue. We

work with a wide range of partners to support the long-term development of trusted, practical,

and inspiring broadcasting.

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Annex I. Focus areas in detail Objectives Key topics

Food and

water security

People regularly have sufficient

access to food that is safe,

nutritious, and culturally

appropriate. People have

sufficient access to water for

household consumption and

agricultural needs.

Agriculture (merging into economic security),

agri-nutrition (cross-cutting with health), and

water management (cross-cutting

governance and health).

Economic

security

People earn secure incomes

from diverse sources with

minimal risk to health, safety,

wellbeing and the environment.

People have access to financial

services that enable them to

manage their assets with ease.

Employment (especially among youth,

women, and potential / current economic

migrants); self-employment (including

agriculture-based businesses), natural

resource management (cross-cutting with

governance); financial literacy, access to

financial services, and life skills that support

economic security.

Disaster risk

reduction

People understand the risks

they face from a multi-hazard

perspective and take steps to

reduce the likelihood of

disasters affecting their lives,

livelihoods and property.

Reducing the risks of natural hazards at the

household, community and systems levels,

especially around building a ‘culture’ of

preparedness; capacity strengthening for

stakeholders to communicate about risk

with the general public; and early warning

systems.

Humanitarian

response

In the midst of an emergency,

people affected by crises receive

the information and support

they need in order to survive

and cope with the emergency.

Relief efforts are more effective

at delivering aid based on input

from people at scale who are

directly affected by the

emergency. Responses are

conducted in a way that enables

people to recover quickly and

with resilience in mind. (E.g. in

Nepal, Lifeline programming

quickly transitioned into a

‘Rebuilding’ programme focusing

on shelter).

We support across a range of humanitarian

needs in rapid onset emergencies and violent

conflict (e.g. water and sanitation, nutrition,

health, protection, shelter, psychosocial

support).

Epidemics (e.g. Ebola virus, Zika virus) will be

addressed within our health portfolio, with

input from humanitarian advisors. Preventing

conflict and increasing social cohesion is

addressed through our governance approach.

Key contexts: rapid onset emergencies (e.g.

earthquakes, tsunamis, severe weather events);

violent conflict including upsurges in violence

and ongoing conflict; slow-onset emergencies,

such as drought leading to food insecurity will

initially be addressed through a resilience

approach.

Pre-disaster focus: “Preparation for

Lifeline”. Outside of emergencies, we focus on

strengthening the capacity of media

professionals and humanitarian aid workers to

communicate effectively with people affected by

crisis. We expect this to strengthen overall

responses and work towards our goal of helping

people survive and cope.

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More trusted,

practical, and

inspiring

media content and

opportunities for

discussion

Our work is one of many local, national and international influences on the environments in which we operate.

The diagram above is a simplified, linear depiction of how our projects have impact on a complex system with multiple feedback loops.

BBC Media Action

activities:

Research

Capacity

strengthening

Media content

Face-to-face and

networked

communication

Influence:

- populations

- practitioners

- organisations

- systems

Contribute

to

Resilience &

Humanitarian

Response impact:

Improved food and

water security: Food is

available, accessible,

well utilised, and stable

over time; Water is

reliably available in

acceptable quantity

and quality.

Improved economic

security: Income is

adequate, assured and

expected in the future.

Reduced disaster risk:

Exposure and

vulnerability to

hazards is reduced or

prevented.

Improved ability to

survive, cope and

recover in crises: Basic

needs are efficiently

met in emergencies.

Supports individuals

Influences power

Connects people

Annex II:

BBC Media Action’s approach to Resilience & Humanitarian Response

By influencing:

Knowledge and understanding

Attitudes, beliefs, norms

Skills

Discussion

Which contributes to:

Innovation

Voice to marginalised groups

Influencing the agenda

Question power-holders

Social

and

behaviour

change

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Endnotes 1 OCHA (2014) Saving Lives Today and Tomorrow: Managing the Risk of Humanitarian Crises. OCHA Policy and Studies Series [online]. Available from:

https://docs.unocha.org/sites/dms/Documents/OCHA%20SLTT%20Web%20Final%20Single.PDF [Accessed 9 January 2017]. 2 International Federation of Red Cross and Red Crescent Societies (2012) Disaster risk reduction: A global advocacy guide [online]. Available from: http://www.ifrc.org/Global/Publications/disasters/reducing_risks/DRR-

advocacy-guide.pdf [Accessed 9 January 2017]. 3 Overseas Development Institute (ODI) (April 2016) Time to let go: Remaking humanitarian action for the modern era [online]. Available from: https://www.odi.org/sites/odi.org.uk/files/resource-documents/10422.pdf

[Accessed 9 January 2017]. 4 World Meteorological Organization (2014) Atlas of mortality and economic losses from weather, climate and water extremes (1970-2012) [online]. Available from:

https://drive.google.com/file/d/0BwdvoC9AeWjUd1RwQW5Ld2hqTDQ/view [Accessed 9 January 2017]. 5 OCHA, 2014. Ibid. 6 ODI, April 2016. Ibid. 7 World Meteorological Organization, 2014. Ibid. 8 International Federation of Red Cross and Red Crescent Societies 2012. Ibid. 9 “Despite strengthened efforts, we cannot keep up with growing demand. And indeed our aim should not be just to keep up with demand - we must aim for something better than meeting the needs of people year after year. We

should aim to significantly reduce needs, risk, and vulnerability over time.” – Stephen O’Brien. OCHA, New York, 27 June 2016. Under Secretary General and Emergency Relief Coordinator Stephen O’Brien opening

remarks to the Humanitarian Affairs Segment of the 2016 Economic and Social Council.

https://docs.unocha.org/sites/dms/Documents/USG%20Remarks%20at%20ECOSOC%20HAS%20Opening%2027%20June%202016%20-%20AsDelivered.pdf [Accessed 10 January 2017]. 10 OCHA, 2014. Ibid. 11 United Nations (n.d) The Sustainable Development Agenda. Sustainable Development Goals: 17 Goals to Transform our World. [online] Available from: http://www.un.org/sustainabledevelopment/development-agenda/

[Accessed 9 January 2017] 12 UNISDR (n.d) Sendai Framework for Disaster Risk Reduction [online]. Available from: http://www.unisdr.org/we/coordinate/sendai-framework [Accessed 9 January 2017]. 13 United Nations Framework Convention of Climate Change (n.d) The Paris Agreement [online]. Available from: http://unfccc.int/paris_agreement/items/9485.php [Accessed 9 January 2017]. 14 United Nations General Assembly. 23 August 2016. Outcome of the World Humanitarian Summit: Report of the Secretary General. https://www.worldhumanitariansummit.org/sites/default/files/media/A-71-

353%20-%20SG%20Report%20on%20the%20Outcome%20of%20the%20WHS.pdf [Accessed 10 January 2017]. 15 International Federation of the Red Cross and Red Crescent Societies (2016) World Disasters Report: Resilience: saving lives today, investing for tomorrow [online]. Available from:

http://www.ifrc.org/Global/Documents/Secretariat/201610/WDR%202016-FINAL_web.pdf [Accessed 9 January 2017]. 16 Hannides, T. (2015). Humanitarian Broadcasting in Emergencies: A synthesis of evaluation findings. BBC Media Action. http://www.bbc.co.uk/mediaaction/publications-and-resources/research/reports/Humanitarian-

broadcasting-in-emergencies-synthesis-report-2015 [Accessed 10 January 2017]. 17 Data-Pop Alliance (September 2015) Big Data for Climate Change and Disaster Resilience: Realising the Benefits for Developing Countries. Data-Pop Alliance Synthesis Report [online]. Available from:

http://datapopalliance.org/wp-content/uploads/2015/11/Big-Data-for-Resilience-2015-Report.pdf [Accessed 9 January 2017]. 18 Federation of Red Cross and Red Crescent Societies, 2016. Ibid. 19 Faris, S., Lipscombe, S., Whitehead, S. and Wilson, D. (June 2014) From the ground up: Changing the conversation about climate change. BBC Media Action Policy Briefing #11 [online]. Available from:

http://downloads.bbc.co.uk/mediaaction/policybriefing/bbc_media_action_from_the_ground_up_climate_change.pdf [Accessed 9 January 2017]. 20 Moser, C., Norton, A., Stein, A. and Georgieva, S. (2010). Pro-Poor Adaptation to Climate Change in Urban Centers: Case Studies of Vulnerability and Resilience in Kenya and Nicaragua. The World Bank Social

Development Report No. 54947-GLB. http://siteresources.worldbank.org/EXTSOCIALDEVELOPMENT/Resources/244362-1232059926563/5747581-

1239131985528/ESW_propoorurbanadaptationReport4947GLBweb2.pdf [Accessed 10 January 2017]. 21 McLeroy, K., Bibeau, D., Stickler, A. and Glanz, K. (1988) An Ecological Perspective on Health Promotion Programmes. Health Education Quarterly, 15(4): 351-377. 22 The Social Experience Model argues that, as well as being influenced by socio-demographic factors, an individual’s perceptions and actions are directly influenced by the opinions and behaviours of one’s family,

friends and social network. Bloomberg, L., Meyers, J., Braverman, M (1994) The importance of social interaction: A new perspective on social epidemiology, social risk factors and health, Health Education Quarterly, Vol 21 (4): 447-

463 23 Similarly, Social Impact Theory specifies that individual behaviour is embedded in a network of social relationships. A person’s perception and behaviour are influenced by the perceptions and behaviour of members

of groups to which they belong and by members of their networks. People rely on the opinions of others, especially when a situation is uncertain or ambiguous. Latane, B (1981) The psychology of social impact,

American Psychologist 36 (4): 343-356

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24 Recent references include The World Bank (2015) The World Development Report 2015: Mind, Society, and Behaviour [online]. Available from: http://www.worldbank.org/en/publication/wdr2015 [Accessed 9 January

2017]; and internal evidence from BBC Media Action Resilience, yet to be published. 25 BBC Media Action Regional Research Report, September 2016. “Encouraging local level preparedness for disasters in Bangladesh: How can a national TV programme and capacity strengthening of local radio stations play a role? Findings from the qualitative evaluation of Amrai Pari Series 3 (Together we can do it) and capacity strengthening activities. Pg. 25. 26 Hannides, T. (2015). Ibid.