About Us

Strengthening the Governing Council and Platform

• Governing Body (GB) and Governing Council (GC) Meetings: Regular meetings were held to strengthen the governing structures.
• Member Identification and Onboarding: Efforts were made to identify and onboard new members to the platform.
• Member Engagement: Activities were organized to engage members actively.
• Local and District Level Events: Attended to build and strengthen relationships with other stakeholders.

Improvement of Knowledge and Skills

• Effective Planning, Designing, and Management of Training Sessions: Focused on improving the competency of stakeholders through well-planned and managed training sessions.
• Roundtables and Other Activities: Organized to facilitate discussions and knowledge sharing among stakeholders.

Stakeholder Engagement

• Resource Management: Efficient use of resources to support DRR activities.
• Social Media and Community Tech Platform: Utilized to engage with the community and disseminate information.
• Website: Used as a platform for information sharing and stakeholder engagement.

Maha PECOnet 3.0 (2022)

MahaPECOnet is a unified response platform for disaster and peace time preparedness. MahaPECOnet 3.0 is a thematic led initiative that identifies risk informed development for vulnerability reduction, disaster preparedness and mitigation for community resilience and social sector recovery for early restoration and Build Back Better. The Thematic Areas are Housing and Basic Services; Social Protection, Rights & Entitlements; Skill Development, Employment and Entrepreneurship in rural and urban context; Climate Change Adaptation and Community Resilience. There are two Governing Council (GC) members assigned for each of these Thematic Areas. Each thematic area will be led by thematic anchors, co-lead and a core group. MahaPECOnet has its presence in every district of Maharashtra. Members are from multiple development background including civil society actors, CSRs, social enterprises, government bodies, professionals, academicians and volunteers working towards disaster and vulnerability reduction by Relief, Response, Preparedness and Recovery.

COVID-19 has exposed several fault lines and has also taught us many lessons considering multiple hazard and vulnerability profiles. Moving forward, here are some takeaways that should inform our participation as stakeholders towards a strengthened community and eventually, a resilient nation:

Although WASH (Water, Sanitation and Hygiene) has for long been a focus for the development sector, it had not gained much traction amongst poorer communities. The pandemic has catapulted this domain to such importance that it is likely to see an increased acceptance of WASH-related behaviour. Capitalizing on this is necessary through robust and sustained IEC (Information, Education and Communication), and behavioural change communications can lead to better uptake of sanitation initiatives, such as micro-loans for water purifiers, toilet usage, demand for potable water etc. in the long run.

The Maha PECONet collaboration facilitated greater symbiosis between organizations that have a stronger fund base and organizations with an intensive volunteer network. Replication and scaling up of initiatives, not just during disasters or emergencies, but in more ‘normal’ times would help increase the impact of various innovations. Long-term rehabilitation essential for vulnerable communities after any emergency is impossible without sustained cooperation and collaboration.

The success of online trainings and social mobilization during the Covid-19 pandemic must be built upon to enable frontline workers to adopt the latest digital technology. The degree and urgency with which frontline workers have been exposed to digital medium of communication will transform the landscape of communication at the grassroots level without compromising the digital divide. Capacity building processes may increasingly be designed to suit digital outreach. Despite limitations like network, electricity and equipment issues, pros of digital interactions, such as reduction in travel time and logistical costs, improved accountability, etc., will be instrumental in a faster switch to the digital mode.

Tried and tested tools like RapidPro must be scaled up. Such technology reduces monotonous work like data collection and frees resources for other impactful work and helps to reduce digital divide because of its IVR-based platform.

As seen in the recent crisis, women have an intimate understanding of the dynamics of their communities. They can rise up to challenges and work out innovations in places that are often overlooked and facilitate the community resilience. The success of Sakhi Task Forces has confirmed that continuous and progressive investment in creating women leaders in villages reaps dividends over time. The identification and capacity building of women leaders must be scaled up across the country.

As the lockdown eases and life settles into a post-pandemic phase, these learnings must fold into a regular practice and continue to enrich our work for long after we have collectively defeated the ungodly virus.