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2 Introduction Guatemala is vulnerable to climate change disaster scenarios like starvation, advance of dried lands and hurricanes. The country has scattered population in rural areas with lack of formal local organization, communication infraestructure and fast response to face a disaster. The government plan to face this threat is to empower the local community organization. the local leaders will be the first response team at the moment of an event. The government with the financial assistance of the italian cooperation has developed a plan of education and proffessional training for local communities leaders and volunteers. The volunteers and local leaders have to have a continuous follow up to be sure that they will be ready at any moment when an event occurs. The challenge is to get the support of more international aid to train at least the most vulnerable population. One of the approach of this project to develop a transparent methodology that will prove the International Cooperation the value generated with it's money. EVM has been chosen to measured the effectiveness of the project advance and a tool to get the trust necessary to fund this national project. 2/25

3 Guatemala Vulnerabilities The conditions of poverty and violence of a great number of families in the poor metropolitan and rural areas make worse the situation of vulnerability during a disaster event. The high risk areas where poor people has build their home are influenced by deforestation, siltation of rivers, change of soil use, etc. According to Government statistis, 450 communities are living in high risks areas in the metropolitan area of Guatemala city. One million and a half persons live in these areas. 2/25

4 Guatemala Vulnerabilities In 1998, Mitch hurricane left 238 of lost lives. In 2004 the Stan storm left 669 of lost lives. 2/25

5 Emergency Structure to face a Disaster 4/25

6 Requirements to develop the local estructure a) To develop a local organization in a rural area from scratch is very difficult and expensive. b) The model proposed is to make an strategic alliance with a local organization that is working already with the community. c) This local organization will be responsible of give the initial training courses to identify the potential leaders and volunteers. d) The leaders and volunteers will receive the professional training and rescue equipment from the Project. e) The most importan role of the local organization is to keep the volunteers network alive. f) In case of a disaster the Government Emergency Agency headqueartes has to be sure that they count with the local Inmediate Response Team. 5/25

7 Activities to develop a Volunteer Network a) Identification of local organization that wants to develop an Emergency response team in it's area of influence. b) Initial training and identification of volunteers and potential leaders. c) Several professional courses of Emergency Reaction in charge of the Government Agency. At this point, the expenses have started so a good control and advance has to be implemented. Good definition of milestones and goal accomplishment has to be written to justify the money invested. d) Once the training has been finished, the Emergency Equipment is given to the leaders and volunteers. The equipment is the most expensive material of the training. e) Evaluation of response of the volunteers has to be done at this point to justify the deliver of the equipment. The results will be usefule for improvement and for documentation for International Cooperation. f) Follow up plan of network exercises have to be practiced by the Government Agency and the local Organization. g) Every activity has to have milestones to measure it's performance with EV. 6/25

8 Develop of Training Program The methodology of choosing the volunteers and leaders have to be a standarized process to measure the response of the community to face a common threat. Once the volunteers and leaders have been identified, the Project has developed seven areas of training. These areas of training are given in thirteen days, estimating seventy eight hours. Each area has to have it's own evaluation process to measure the attention level and grades of the participants. These grades will feed the percentage of advance of the training justifying the hours invested by the professional instructor. Alse this grades will justify the expenses generated by the logistics needed to move the instructors to a rural area. The overall process will be evaluated by a simulated exercise of an emergency. 7/25

9 Training Program Contents 1) Organization (4 hours) o Emergency response system of Guatemala o Disaster theory 2) Disaster Response Preparation (4.5 hours) o Local risk identification o Response preparation/psychological support for victims. 3) Organization for disaster response (4 hours) o Response organization after an event. 4) First Aid (24 hours) 5) Search and rescue (16 hours) 6) Prevention of Wild Fires (14 hours) 7) Communication (12 hours) 8/25

10 Evaluation of each module to measure advance. -The most important input to measure project advance is the evaluation of each module. -This evaluation will give a result if the audience is getting the enough preparation for a disaster response. -These results will be used to feed the Earned Value measurement of project advance and justify the money that is being expended in the training course. -The higher measure weight should be the result of the simulate event to see the response of the students. -The follow up of the volunteer network should be done doing exercises three, six and twelve months after training. 9/25

11 Cost Drivers of the Project a) Project Coordination Costs -Strategic technicians -Planning b) Training Costs -Trip expenses for 12 instructors. -Trip expenses for three first aid professionals. -Trip expenses for three search and rescue professionals. The fuel costs are variable due different distances and conditions of rural areas. c) Learning Materials 10/25

12 Cost Drivers of the Project The following materials and equipment are given to the community once the training courses have been passed. a) Equipment for reaction room Communication radios excavation and construction tools b) Equipment for volunteers c) First Aid kit. 10/25

13 Cost Drivers and Measurement -The Budget for the Project can be calculated With the Cost Drivers and Activities defined as previously explained. -The measure criteria of the Project Advance also has been defined. The evaluation of every training module will give this input. -The project is composed of several implementations in different communities working under different social organization. -A common information system to measure advance and record expenses is very important to have lessons learned from all these communities training and work. -At this point the cheaper implementation to accomplish that is a person feeding data to Excel. 10/25

14 Budget Definition and Schedule of Payments 10/25

15 Budget Definition and Schedule of Payments The Project Definition and Activities gives the Total Budget. From the Time Line of each Activity, the schedule of payments is programmed. The Schedule of Payments will give the cash flow for the project. So it's key to have a good definition from the beginning. The Budget and Schedule of Payments is the entry for Earned Value Method calculation. Earned Value Method gives the information if the project is earning enough value tha justifies the money it has been invested. Take in account that the Project has different Communities and probably different sponsors. 10/25

16 Communication and Training Record of every expense at Activity/Resource level An open Information System has to be implemented to record each Expense at Activity/Resource level. This will keep track of every dollar expended. Also a real time comparison with Budget/Expended can be accomplished. 11/25

17 Communication and Training Record of every expense at Activity/Resource level Graphic comparison between Budget/Expended at Activity/Resource level. 12/25

18 Communication and Training Budget/Expenses/Earned Value Graphic Comparison US$ Activity01/Sub-Activity01 The Earned Value for Activity01/ Sub-Activity01 is shortly below of the Budget or Planned Value. The expenses or Actual Cost are OK. Are much lower than the Budget. Week 13/25

19 Comparing data between EVM and ABC Comparing the EVM and the ABC graphic it can be noticed that the rise of the Actual Cost is due to the Supervision costs beginning in February. ABC gives in depth information about what is happening inside of the project. 19/25

20 Project Tracking with EVM Putting the graphic altogether we noticed that EV was OK from January to April, according with Planned Value. An important cost increase affected the project from February to June. From June to August the EV and AC was very behind of the Planned Value. Even with a good technical performance from January to April, cost increases affect the project funding. 20/25

21 Conclusions A very strong and continuous training to all parts involved has to be given. Everybody taking part in Project must speak the same technical language. The primary goal is that all the people involved can interpret the situation and raise an alarm of RISK if something is going wrong. The matrix of Activities and Resources is key to define the Budget. The Budget is key for Payment Schedule, Cash flow for the Project and the EV measure. An open Control System has to be implemented to record every expense at Activity/Resource level. An unified criteria of Project and Activity advance is needed to know if the project is earning enough value to justify the money it is investing on it. 24/25