Basics of Capacity Development for Disaster Reduction

8/3/2019 Basics of Capacity Development for Disaster Reduction

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Baic f Capacit

Devepet fr DiaterRik Reducti


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ACRonyms

AAA AccraAgendaforAction

BCPR BureauforCrisisPreventionandRecovery

CADRI CapacityforDisasterReductionInitiative

CDG UNDPsCapacityDevelopmentGroup

CIDA CanadianInternationalDevelopment

Agency

DAC DevelopmentAssistanceCommittee

DMTP DisasterManagementTraining

Programme

DRR DisasterRiskReduction

ECDPM EuropeanCentreforDevelopmentPolicy

Management

GTZ Deutsche Gesellschaft fur Technische

Zusammenarbeit

HFA HyogoFrameworkforAction

INGO InternationalNon-Governmental

Organization

ISDR InternationalStrategyforDisaster

Reduction

MDG MillenniumDevelopmentGoal

OECD OrganizationforEconomicCooperation

&Development

OCHA UNOfcefortheCoordinationof

HumanitarianAffairs

UN UnitedNations

UNDP UnitedNationsDevelopmentProgramme

WBI WorldBankInstitute

Photo Credit: OCHA / Irin Design: Comstone.ch


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1. Introduction 6

1.1 LinkingtheHyogoFrameworkforActionto CapacityDevelopment6

1.2 ContextandScope 8

1.3 ResourcesandReferencesforThisPaper8

1.4 StructureofThisPaper8

2. Some Fundamentals of Capacity and Capacity

Development 9

2.1 WorkingDenitionsandTerminology9

2.2 TheThreeLevelsofCapacity9

2.3 TypesofCapacity112.4 TheCapacityDevelopmentProcess11

2.5 CoreCapacityDevelopmentActions13

2.6 CapacityDevelopmentvs.CapacityBuilding14

3. Considerations for Practice in Developing

DRR Capacity 16

3.1 TheProcessNeedstobeLocallyDriven16

3.2 DevelopingCapacitiesforDRRisaSocietyWide

Endeavour18

3.3 ThereareManyDimensionsofCapacitythat

NeedtobeDeveloped20

3.4 Theenablingenvironmentisessentialfor

translatingcapacityintoperformance23

3.5 CapacityDevelopmentGoesBeyondTraining

andtheClassroom24

3.6 SummingUp27

4. Ways ahead... 28

5. Annotated References 29

Contents


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Foreword While each State has primary responsibility for its owneconomicandsocialdevelopment,anenablinginternationalenvironmentisvitaltostimulateandcontributetodeveloping

the knowledge, capacities and motivation needed to build

disasterresilientnationsandcommunities.

States and regional and international organizations should

also support the capacities of regional mechanisms and

organizations to develop regional plans, policies and common

practices, as appropriate, in support of networking, advocacy,

coordination, exchange of information and experience, scientic

monitoring of hazards and vulnerability and institutional

capacity development and to deal with disaster risks.

-Paras.22and23,HyogoFrameworkforAction

The International Strategy for Disaster Reduction (ISDR)

system, guided by the effortsof its secretariat andworking

through its many ofcial and civil society partners and

collaborating organizations promotes the implementation

of the Hyogo Framework. It is hoped that this paper will

stimulatereectionanddiscussioninthedisaster reduction

community on the broader, more systemic implications of

capacity development.

Acknowledgements

Manyindividualsandresourceshavemadeacontributionto

this document.Thanks aredue toall thoseindividuals that

attendedtheDMTPglobalFutureSearchmeeting,RethinkingCapacity Development for Disaster Risk Reduction: Action

2005-2015inFebruary2006,theresultsofwhichprovided

theimpetusforthispaper.

Others who made signicant contributions to this paper

throughdrafting,re-draftingand commentingare Geraldine

Becchi,Joanne Burke, Piero Calvi-Parisetti, Jennifer Colville,

TerryJeggle,TonyLand,ClaudiaLiebler,andKennethWestgate.


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ChAllngs osD By DsAsRs

Thereisnowinternationalacknowledgementthatefforts

toreducedisasterrisksmustbesystematicallyintegra-

tedintopolicies,plansandprogrammesforsustainable

development and poverty reduction, and supported

through bilateral, regional and international coopera-

tion,includingpartnerships.Sustainabledevelopment,

povertyreduction,goodgovernanceanddisasterriskre-

ductionaremutuallysupportiveobjectives,andinorder

tomeetthechallengesahead,acceleratedeffortsmustbe

madetobuildthenecessarycapacitiesatthecommunity

andnationallevelstomanageandreducerisk.Suchan

approachistoberecognizedasanimportantelementfor

theachievementofinternationallyagreeddevelopment

goals,includingthosecontainedintheMillenniumDe-

claration.

Para.4HyogoFrameworkforAction

Introduction

1.1 liki te h Fraewrkfr Acti t CapacitDevepet

UNISDRinits2009terminologydenesDisasterRisk

Reductionas:

The concept and practice of reducing disaster risks through

systematic efforts to analyse and manage the causal factors

of disasters, including through reduced exposure to

hazards, lessened vulnerability of people and property, wise

management of land and the environment, and improved

preparedness for adverse events.1

In 2005, 168 countries drafted and approved the Hyogo

Framework for Action (HFA) at the World Conference

for Disaster Reduction, Kobe, Japan. The HFA provides

guidanceforachievingasetofoutcomesandresultsoverthe

nextten years (2005-2015) towards reducing disaster risk,

andunderscorestherelationshipbetweenreducingdisaster

riskandachievingbroaderdevelopmentchallengessuchas

the Millennium Development Goals (MDGs).It mobilises

stakeholders2atlocal,nationalandinternationalleveltopay

increasingattentiontoDisasterRiskReduction(DRR)aspart

oftheirwiderdevelopmentagendasandcrucially,recognises

the centrality of capacity development to that task.

TheHFAlaysoutadetailedten-yearstrategytointegraterisk

reductionasanessentialcomponentofnationaldevelopment

policiesandprogrammes.Thestrategyidentiesvepriorityareasofaction:

1. Ensurethatdisasterriskreductionisanationaland

localpriority.

2. Identify,assessandmonitordisasterrisksandenhanceearlywarning.

3. Useknowledge,innovationandeducationtobuilda

cultureofsafetyandresilienceatalllevels.

4. Reducetheunderlyingriskfactors,by

mainstreamingactivitiesintomanydevelopment

sectorsandprogrammeareas.

5. Strengthendisasterpreparednessforeffective

responseatalllevels.

TheHFApresentsa challengeto allstakeholders:focuson

developingcapacityforDRR.Indeed,noneofthevepriorities

foractioncanbeachievedunlesscapacitydevelopmentissues

andmeasuresaremadeanintegralpartoftheactionagenda.

Thedevelopmentofcapacitiesinfactfeaturesprominently

intheHFA,assuchreferencesarereferredtoatleast40times

inthe19-pagetext,andinquitevariedcontexts.

Theimperativesofcapacitydevelopmenttoreducingdisaster

riskhavebeenunderlinedbytheexperiencesofrecentmajor

disasters. Since the Indian Ocean tsunami in December

2004,therehavebeentheotherseriousconsequencesofthe

unprecedenteddestructioncausedbyhurricanesKatrina,Rita

andNargis, along with recent tragic earthquakesin China,India,PakistanandHaiti.

1 . UNISDR,Terminology on Disaster Risk Reduction,2009,page42. StakeholdersforDRRincludegovernments,non-governmentalorganisations,theprivatesector,localgovernments,communitygroups,aswellasregionalandinternational

developmentorganisationsandspecialisedagencies.


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3.DevelopmentagenciesinvesthugeamountsinCapacityDevelopment(CD).Evenso,itseemstohavebecomeacatch-allconceptincorporatingalmostanyformoftechnicalassistance,andisoftenpresentedasaratherneutral,value-freeformofengagement.InstituteofDevelopmentStudies,Capacity for a Change,January2008

4. Forsomepointersforgoodpractice,see,forexample,theOECE/DACpaperThe Challenge of Capacity Development: Working Towards Good Practice,20065. AcknowledgedindiscussionsattheFutureSearchglobalmeetingon Rethinking Capacity Development for Disaster Risk Reduction: Action 2005-2015,February2006

Repeatedlysucheventsdrivehometworealities:

thatdisasterscanreversehard-wondevelopmentgains,illustratingtherelationshipsbetweenpovertyreduction,

environmentaldegradationandvulnerabilitytodisasters

that capacity or the lack thereof lies at the heart of

reducingtheriskofdisaster.

The emphasis now given to capacity development for

DRR reects broader recognition of its link to sustainable

development.Acapableandaccountablestatesupportedbyan

effectivecivilsocietyandengagedprivatesectorisrecognised

to be indispensable for achieving national development

objectives.Withoutcapableandviablelocalinstitutions,there

islittlethatexternalresourcescandoalonetotacklepoverty,

reducedisasterriskortoreducecountrydependencyonaid.

WithintheHFA,threecoreprinciplesareexpressedthatare

particularlyrelevanttocapacitydevelopmentandtothispaper:

1. Countrieshavetheleadingroleforrealizingnational

disasterriskreduction.

2. Regionalandinternationalactorsneedtoprovide

supporttocountriesownefforts.

3. Capacitydevelopmentisacross-cuttingelementfor

disasterriskreduction.

Challenges Related to Capacity Development

Reviews of aid effectiveness increasingly note that the

developmentofcapacityisinvariablyrecognisedasoneofthe

mostcriticalissuesforbothdonorsandpartnercountries.The

2005 Paris Declaration onAidEffectiveness and the 2008

follow-upmeetinginAccrahighlighttheneedforsignicantly

enhancedsupportforcountryeffortstostrengthengovernance

andimprovedevelopmentperformanceandcalledforcapacity

developmenttobeanexplicitobjectiveofnationaldevelopment

andpovertyreductionstrategies.MeanwhiletheUNGeneral

AssemblyHigh-LevelPlenaryMeetingontheFive-YearReview

oftheMillenniumDeclarationthattookplaceinSeptember

2005pointedtothefactthatpublicsectorcapacityislagging

behindallotherMDGindicators,underscoringthefactthat

capacitydevelopmentisoneofthekeychallengesfacinglow

incomecountriesandtheirexternalpartnersalike. 3

Whiletheimportanceofcapacityiswidelyrecognised,howit

emerges,howtodevelopandevaluateit and how tosustain

itisformanylessclear.Thereareanumberofexperiences,

toolsandresourcesthatarenowavailableintheeldofdisaster

risk reduction and relate to capacity development. Lessons

Capacity development

is a central strategy forreducing disaster risk

(Words into Action, ISDR, 2007)


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ofpastexperience,forexample,pointtomanyinappropriate

approacheswithshort-livedimpactsonthepartofdevelopment

cooperationpartners.4Thereishowevertheneedformanyto

betterfamiliarisewiththelinkbetweencapacity,itsdevelopment

and disaster risk reduction. The evidence and knowledge

availablewithinthedisasterriskreductioncommunityonhow

tosupportthedevelopmentofcapacityinpracticeisstillnot

widelysystematisedandshared,althoughexamplesdoexist.5

1.2 Ctext ad scpe

This paper seeks to promote a common understanding of

whatcapacitydevelopmentmeansfordisasterriskreduction,

includingconsiderationsorhowitdevelopsinbothconceptual

andpracticalterms.Itisintendedasareferenceforthebroader

global community who work at the international, regional,

nationalandsub-nationallevelsindisasterriskreduction.

Thispaperreectsonandseekstoofferinsightsontwobroad

questions:Whatiscapacityandcapacitydevelopmentmeanfor

disasterriskreduction,inthecontextoftheHyogoFramework

for Action? What can external partners do to best support

countriesowneffortsandprocessestodeveloptheircapacity?

Readersareencouragedtodrawuponelementsofthepaper

thatmay beusefulto theirrespectivecontextsandwork.By

designthepaperdoesnotfocusonanyspecicthematicarea

fordisaster riskreductioncapacitydevelopment,nordoes it

focusonanyspecictargetgrouportypesofcapacities.

1.3 Reurce ad Referece fri aper

Thepaperdrawsonmanysourcesandhasmanyreference

points not least of which are the results of the Future

Search meeting of 86 international disaster risk reduction

stakeholdersfrom35countriesorganisedbyUNDP/BCPRand

DMTPandheldinFebruary2006.Thethemeofthismeeting

was Rethinking Capacity Development for Disaster Risk

Reduction: Action2005-2015. Inthe meeting participants

notedtheneedforthedisasterriskreductioncommunityto

haveamorecommonconceptualframeworkforcapacityand

capacitydevelopmenttoguidetheireffortsandwork.

Otherselectedresourcesandreferencepointsthatinformthis

paperincludetheconclusionsoftheministeriallevelHighLevel

ForumonAidEffectivenessknownastheParisDeclarationon

AidEffectiveness ofMarch2005 andthefollow-upmeetingresultingintheAccraAgendaforAction(AAA)inSeptember

2008.UNDPsowncontinuingworkoncapacitydevelopment

throughitsCapacityDevelopmentGroup(CDG)isalsoamajor

referencepointforthispaper.Thepaperalsodrawsuponthe

workofOECD/DAC,theCapacityCollectiveattheInstituteof

Development Studies,UniversityofSussex, theWorldBank

Institute(WBI)andndingsoftherecentstudyonCapacity

andPerformance by the European Centre for Development

PolicyManagement(ECDPM).

1.4 structure f i aper

Following on from this introductory chapter, chapter two

outlines some fundamentals of capacity development

includingthekeydenitionsused.Chapterthreepresentsve

considerationsconcerningcapacityandcapacitydevelopment

and offers some pointers for practice on how national

stakeholders and their international development partners

can support a country driven process for DRR capacity

development.Chapterfoursuggestsanumberofactionsfor

goingforward.


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This section seeks to provide a conceptual framework for

capacity and capacity development that underpin its general

application to disaster risk reduction. It includes a short list

of denitions and basic terminology that is followed by a short

discussion of the three levels where capacity resides in the

individual, in the organization and in the overall working

environment within which individuals and organizations

operate (the enabling environment). To complete the

conceptual framework two types of capacities (functional and

technical) are elaborated briey followed by a description of

a ve-step capacity process and a short overview on types of

capacity development actions.

2.1 Wrki Deiti

ad eri

The different terminology sharessomecommon messages.One is the concept of capacity which is a countrys overall

capabilitytomanageitsowndevelopmentprocess.Asecond

is that developing capacity isanongoingprocess ofchange

that needsto takeplaceovertime.Thirdisthatthecapacity

issuesandprioritieswillverymuchdependonacountrysown

levelandpathofdevelopmenttherearenosetformulasor

blueprints.Fourthisthatcapacityissuesaremulti-dimensional

andcomplexinnatureandrelateasmuchtobroadersocietal

challenges and systemic issues as they doto training, skills

development and technology transfer. In addition, it is

importanttobearinmindthatoutsideactorshaveanimportantroletoplaytohelpcountriesachievetheirowndevelopment

goalsandobjectives but the process needsto benationally

ownedandled.

CAACy

UNISDRoffersthefollowingdenitionofcapacity:

Thecombinationofallthestrengths,attributesand

resources available within a community, society or

organizationthatcanbeusedtoachieveagreedgoals.

CAACy Dlomn

UNDPsdenitionofcapacitydevelopmentisasfollows:

Theprocessthroughwhichindividuals, organizations

and societies obtain, strengthen and maintain the

capabilitiestosetandachievetheirowndevelopment

objectives over time.

Otherdenitionsareusefulforclarication:

OECD/DAC:Processwherebypeople,

organizationsandsocietyasawholeunleash,

strengthen,create,adaptandmaintaincapacity

overtime.

GTZ:Processofstrengtheningtheabilitiesof

individuals,organizationsandsocietiestomake

effectiveuseoftheresources,inordertoachieve

theirowngoalsonasustainablebasis.

CIDA:Activities,approaches,strategiesand

methodologieswhichhelporganizations,groups

andindividualstoimprovetheirperformance,

generatedevelopmentbenetsandachievetheir

objectives.

UNISDR:Theprocessbywhichpeople,organizationsandsocietysystematicallystimulate

theircapacitiesovertimetoachievesocialand

economicgoals,includingthroughimprovement

ofknowledge,skills,systemsandinstitutions.

2.2 e ree leve f Capacit

Although the language on capacity development varies,

increasingly there is an emerging consensus that capacity

resides at three interrelated levels and thatcapacity issues

needtobelookedatfromthisperspective:

The Enabling Environment pertainstothebroadersystem

within which individuals and organizations function

that can either facilitate or hamper their existence and

performance. This levelof capacity isnoteasy tograsp

tangiblybutitiscentraltotheunderstandingofcapacity

issues.Thisleveldeterminestherulesofthegamefor

howasocietyoperates,includingtheinteractionbetween

andamongorganizationsandgovernmentunits,andwith

theprivatesectorandcivilsociety.Capacitiesatthelevelof

theenablingenvironmentrelatetosuchthingsaspolicies,legislation, institutional arrangements, leadership, political

SomeFundamentals

of Capacityand CapacityDevelopment


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Country

capacityis the key

toDevelopmentPerformance

Importance of Capacity Development

Country

Ownershipis the cornerstone

of aid &developmenteffectiveness

Two

connected observations

processes and power relations and social norms (values,

incentives, motivation, trust, legitimacy, transparency) allof

whichgovernthemandates,priorities,modesofoperation

andcivilengagementacrossdifferentpartsofsociety.6

The signicance aswellas the complexity ofthe enabling

environment cannot be over-emphasised. It is here that

the conditions are created that will allow for the effective

developmentof individual andorganizationalcapacities. It

setsthecontextforcapacitydevelopmentanddeterminesthechangesthatmaybenecessarytoensureresultswhichmay

requireashiftinvaluesandapproaches,inpowerdynamics

andpossiblyeveninpowerrelations.

The UNDP denition of capacity development refers to

societies and this is preferred by others to describe the

enablingenvironment.ThereportfromtheCapacityCollective

WorkshoporganisedbytheInstituteofDevelopmentStudies

inSeptember2007identiesthe enablingenvironment as

societalimplyingawider,systemiclevel. 7

The Organizational Level of capacity pertains to the

internalpolicies,systemsandstrategies,arrangements,

proceduresandframeworksthatallowanorganizationto

operateanddeliveronitsmandateandthatenablethe

comingtogetherofindividualcapacitiestoworktogether

andachievegoals.Iftheseexist,arewell-resourcedand

well-aligned,thecapabilityofanorganizationtoperform

willbegreaterthanthatofthesumofitsparts.Capacities

at the levelof the organization includesuch things as

leadership,theorganizationsabilitytoengage,toproduce

results and to manage change, as well as to provide

relevantrewardsandincentives,toadaptandself-renew.

The Individual Levelpertainstotheskillsandknowledge

thatarevestedinpeople(individuals,communities,groups,

teams).Eachpersonisendowedwithamixofcapabilities

thatallows themto perform,whetherat home,at work,

orinsocietyatlarge.Capacitiesatthislevelareacquired

through formal education,throughtraining,learningby

doingandexperience,andincreasinglythroughcoaching

andmentoring, networks, communities of practice and

platformmechanisms.

Thediagrammeillustratesthatthethreelevelsofcapacityare

notstandalonenoraretheymutuallyexclusive.Theyhavean

interrelationship. Consequently, with capacity development

therearenorecipesorblueprintsthecontextwillbecase-or

countryspecicandthusitwilldiffer.Allthreelevelsneedto

betakenintoaccountwhendeterminingwhoneedswhat

capacitiesforwhatpurpose.Analysisofthethreelevelsof

capacity development helps to develop an understanding

ofthiscontext. Thereare enablingconditions that increase

the potential for success, such as peace and economic

developmentandthewaysinwhichpoliticsandsocietyhelpto

institutionaliseimprovedgovernance.Whatmayatrstseem

anindividuallevelissuemayturnintoanorganizationallevel

concernwhenlookedatfromtheperspectiveoftheinstitutional

arrangements within which the individual stakeholders

operate.Organizationalarrangementsmayormaynotsupport

effective performance or an individuals ability to effectively

applynewlyacquiredskills,knowledgeorexperience.Atthe

organizational and societal levels, capacitydevelopment can

leadtochangesinrolesandresponsibilitiesandachangein

power dynamics which in turn can affect existing vested

interests, powerstructures,norms and values. Theseare all

importantfactorstokeepinmind.

6.ThethreelevelsofcapacityasunderstoodbyUNDParedescribedinCapacity Development Practice Note,October2008,pages5and67.InstituteofDevelopmentStudies,Capacity for a Change,2008,page19


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2.3 pe f Capacit

Closely linked to the idea that capacity resides at three

interrelatedlevelsistherecognitionoftwotypesofcapacitythat

areinterrelatedyetdistinct.

Functional capacities are cross-cuttingin nature and are notassociatedwithanyoneparticularsectorortheme.Theyare

themanagementcapacities neededtoformulate,implement

and review policies, strategies, programmes and projects.8

UNDP hasidentied ve categories of functional capacities

whichallfocusongettingthingsdoneandinclude:

Capacitytoengagestakeholderswhichrelatestheability

to motivate andmobilizestakeholders, buildconsensus,

createpartnershipsandnetworks,planandmanagelarge

groupprocesses,maximizeandmanagediversity,etc.

Capacity to assess a situation and dene a vision and

mandatewhichincludestheabilitytoaccess,analyseand

synthesizedifferentsetsofdataandinformation,translate

informationintoavisionand/ormandate;

Capacity to formulate policies and strategies that

setobjectivesforhowavisionand/ormandatewillbe

executed- creates relevant organizational execution

strategies,setsobjectives,formulatessectoralandcross-

sectoralpolicies,etc.

Capacity to budget, manage and implement including

managing human and nancial resources and

procurement, managingchange,settingbenchmarksfor

monitoringprogress,etc.

Capacitytoevaluateincludingcodifyinglessonslearnt,

promoting, learning, collecting feedback and adjusting

policiesandstrategies,etc.

Technical capacitiesarethoseassociatedwithparticularareas

ofneedandwithparticularsectorrequirementsorthemes.In

thecontextofdisasterriskreductionthesecapacitiescorrelate

withtheHyogoFrameworkforAction.Section3furtherdetails

thesetechnicalcapacitiesfordisasterriskreduction.

Consequently, theprocess for deciding who needswhat

capacitiesfor whatpurposeneedsto bebasedon a good

understanding of both the functional as well as technical

capacitydimensions,particularlyattheleveloftheindividual

andtheorganization.Italsoopensupthepotentialthatcapacity

development support may require a mix of interventions

-technicaland cross-cuttingin nature.Anydecisionmaking

oncapacitydevelopmentassistanceorsupportneedstotake

into account what people ororganizations arealready goodatbasedonarecognitionandunderstandingofthecapacity

that already exists towards ensuring that any new capacity

developmentmeasureswillfurtherstrengthenorbuildupon

thatcapacity.

Technical Capacities

Functional Capacities

2.4 e Capacit Devepetrce

Just ascapacity developmentneedsto becontext andcase-

specic,soalsoitneedstobeviewedasaniterativeprocessof

assessment-design-application-learning-adjustment.Theve

stepspresentedframeUNDPsownworkandcoincidewith

thestepsoftheprogrammingcycle.

Caremustbe takenintheinterpretationof thesevesteps

sincetheyarenotalwayscarriedoutinasequentialorlinear

manner.Thelengthoftimeittakestocompleteeachstepwill

alsovaryfromcasetocase.Agreatmanyfactorsareinvolved

thatimpingeupontheeffectivecompletionofthisprocess.

8 . U ND P, Capacity Development Practice Note,2008,page12

individual

organisational enablingenvironment

The Three Levels of Capacity


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already exists and will help ascertain local partners

commitmentandconstraintstheymayfacetodrivethe

change process needed to improve capacity. Guidance

andtoolson undertakingcapacity assessments is also

available from UNDP9 and through other resources.

3. Formulate a capacity development response.Inresponse

totheassessmentofcapacityassetsandneeds,aresponse

needsto beformulatedwiththeactiveparticipationof

thosewhowereengagedintheassessmentexercise.The

responsecanbeatthegroup,community,organizational,

regional or national level. It will likely include a mix

of actions, probably starting with some short-term

interventionstogeneratesomequickwinsorthatwill

enhanceknowncapacityassetsbeforeaddressingmore

complex or long-term capacity issues or needs. The

response will identify evidence and indicators against

whichprogresscanbemeasured,outcomes signifying

thedesiredchangesincapacity.Thecapacitydevelopment

responsealsoneedstobecostedtoestablishtherealistic

fundingneededforimplementation.Anexitstrategyalsoneedstobedeveloped.

1. Engage stakeholders in capacity development.Forastart,

thereneedstocommitmenttoandsponsorshipofthe

process among all key stakeholders local ownership

and participation is critical. This requires a good

understanding of the relevantactorsatdifferentlevels

andanalysisofthecriticaltypesofstakeholdersthatneed

tobeinvolvedoneswithneed,resources,information,

expertise,who caninuence. Various triedand tested

tools and methodologies for stakeholder analysis,

mappingandengagementareavailabletosupportthis.

2. Assess capacity assets and needs. The avoidance of a

blueprint approach has already been mentioned. In

each case, a thorough assessment of what capacities

are needed,whytheyareneededandwhotheyarefor

needstobemadebeforeanycapacitydevelopmentaction

plancanbeset.Agoodstartingpointissomeformof

a capacity assessment exercise, preferably undertaken

withtheactiveengagementbytherelevantstakeholders,

at all stages of the capacity assessment exercise.

The assessment will help determine what capacity

Step 1:

Engagestakeholderson capacitydevelopment

Step 5:Evaluatecapacity

development

Step 2:Access

capacityassets and

needs

Step 3:Formulatea capacity

developmentresponse

Step 4:Implementa capacity

developmentresponse

CapacityDevelopment

Process

UnD Capacit Devepet rce


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4. Implement a capacity development response.

Implementation will be part of that required for an

overall programme or project. Experience shows that

capacitydevelopmentneedstobeembeddedinstrategy

formulation and programme planning and not added

in as an afterthought or as a stand-alone measure.

To ensure sustainability, the delivery of any capacity

development assistance is best managed through

already-established national systems and processes

rather than through the creation of new or parallel

implementation units. Implementation can be a mix

ofshort-term measuresin theform ofperformance or

skills enhancement and more complex and long-term

measurestoaddressmorechallengingorganizationalor

institutional issues. Developing a monitoring planand

respectingitallowstoassesstheimplementationofthe

capacity development response against xed targets. It

alsoprovidestheopportunitytomonitorwhereadvances

are slower than expectedor faster, analyse thereasonsand implement corrective measures where needed.

5. Evaluate capacity development. To ensure that inputs

are being transformed into capacity development

outputsandtosupporteffectivelearningfromdoing,

implementationneedstobeexibleanditneedstobe

monitored. This includes allowing processes to evolve

and paying attention to unplanned consequences that

maynot have been anticipated and meanshaving the

necessary exibility to adapt to those changes. To

ensure that outputs are translating into outcomes(capacity development) and impact (development

goals)anevaluationframeworkshouldbeestablished

tomeasureresults.

2.5 Cre CapacitDevepet Acti

WhenansweringthequestionCapacityforWhatactions

generally fall into four domains. The four core approaches

are complementary and mutually reinforcing. Capacity

developmentsupportmaytaketheformofmultiplecapacity

developmentactions beingtaken at one time or, as already

noted, adopting a more incremental approach that includes

mixoftechnicalandcross-cuttingmeasuresthatmaybeboth

shortandlong-terminnature.Thesefourdomainsinclude:

1. Institutional Strengthening and Development

Institutional arrangements refer to thepolicies, systems

andprocessesthatcountrieshaveinplacetoorganizeand

managetheirnationaldevelopmentpoliciesandobjectives,includingreducingdisasterrisk.Experiencenotesthelink

betweentheeffectiveperformanceofthepublicsectorasa

meanstopromotegoodgovernance.Capacitydevelopment

measuresmayinclude reform strategies,policydialogue

forums, creation ofofces orstrategies for disaster risk

reduction,developmentorrevisionoflegislation,support

fordecentralizationinitiatives,developmentofanational

capacitydevelopmentstrategyorfacility,theintroduction

oforganizationaleffectivenessmeasures,etc.Partnership

approaches such as twinning arrangements between

SoutherninstitutesandbetweenSouthernandNorthern

institutes are increasingly being used to help support

institutional and organizational development objectives.

Motivationisimportanttosustaininstitutionalreformsas

isanoverallsupportiveenvironmentofferingpublicsafety,

basicservicesandtheruleof law.Addressingcorruption

isastrongmotivatorforinstitutionalreformwhilesalary

reformwillhelptoattractandretaingoodemployees.10

2. Leadership

Inthiscontext,leadershipisnotnecessarilysynonymous

withhavingapositionofauthority,nordoesitonlyapply

toindividuals.Leadershipcanbeformalorinformal,and

candemonstrateitselfinmanywaysatmultiplelevels

centered around the elements of vision, competence

andintegrity.Capacitydevelopmentstrategies canseek

to target individuals, groups, communities and even

organizationstoenhancetheirleadershipcapacity.This

canbeprovidedthroughtargetedleadershipdevelopment

programmes, brokering partnerships, supportingindividualswhocanchampionandprovideleadership

for advancing key themes and messages, or building

broadbasedmulti-stakeholdercoalitionsthatcanactas

changeagentsinsupportingreform,advancinganissue.

9.UNDP,Capacity Assessment Practice Note,200810.UNDP,Supporting Capacity Development: the UNDP Approach,

January2009,page3


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3. Knowledge

Knowledge refers to capacity development measures

for knowledge creation and enhancement purposes,

througheducation,classroombasedtraining,informalor

on-the job learning, coachingandmentoring. Capacitydevelopmentactionsareoften at theindividual level but

canalsostimulatedattheleveloftheorganizationtomake

betteruse ofknowledgeandinformation,e.g.knowledge

management system. Actions may also be stimulated

betweenorganizationsthroughnetworks,communitiesof

practice,multi-agencyinformationandlearningplatforms

thatbringtogethercivilsocietyorganizations,donorsand

governmentagencies.Intraining,itisimportantforittobe

targetedtotheneedsoftheorganizationandtoensurethat

thereisadequatesupportorresourcesforindividualsand

groupstoapplywhattheylearnedinthecontextoftheirownjobororganization.

11.Ibidpage5

4. Accountability

Accountability refers totheways inwhich rights holders

anddutybearersdeliverontheirobligations.Itisimportant

becauseitallowsorganizationsandindividualstomonitor,

learnandself-regulateandadjusttheiractionsaccordingly

with those towhom theyare accountable.Accountability

between the state and communities promotes mutual

engagementandshouldbemadeapriority.Accountability

isalsoneededbetweendonorsandcountriesinrespectof

developmentnanceandwillbeenhancedbythesustained

participationofcivilsociety.11Capacitydevelopmentactions

tostrengthen accountabilitycanrange fromthe creation

orstrengtheningofpublicsectoroversightandarbitration

bodies(audit,nance,andparliament)tocreatingcoalitions

andnetworks,publicinformationcampaignsandtownhall

meetingstoaddressspecicissues.

2.6 Capacit Devepetv. Capacit Buidi

Therearefundamentalconceptualdifferencesbetweencapacity

building and capacity development and UNDP and others

prefer to use the latter as capacity development is generally

considered to be more comprehensive and is about change

andtransformationfromtheinside.Capacitybuildingismore

associated with mechanical processes and with technical

cooperation,suggestingthatcapacitydonotexistinitiallyandsohastobebuilt:

CAACy BUlDng CAACy Dlomn

Narrowerscopecapacitydevelopmentasameansto

anend

Focuses more on the initial stages of building or

creatingcapacities

Oftenconcerned with what outsiders will dotohelp

buildcapacityandthecontributiontheycanmake Linked more to technical cooperationand toskills

development,training,technologytransfer

Oneofforshorterterminterventions

Broader scope capacity is both the means and the

intendedoutcomeinitself

Includesbothcreatingandbuilding(orenhancement)

aswellasthe(subsequent)use,management,retention

andsustainabilityofcapabilities

Seeks tocapitalizeonexistingnationalcapacitiesasastartingpoint

Understands that capacity development is nationally

ownedandled,withoutsideactorsprovidingsupportto

countryledprocesses

Includesamixofapproachesandmeasures,technical

andlesstangible,formalandinformal

Longer-termperspective

Capacity development

is about changeand transformation

from the inside.


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15


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6

Considerationsfor Practice

in DevelopingDRR Capacity

As noted in section 2, lessons from past experiences have

demonstratedthat thedevelopment ofcapacity isa farmore

complexprocessthanpreviously thought. Theimportanceof

local ownershipandpolitical leadershiphasbeenunderscored.

It has also been recognised that capacity development goes

beyondtrainingorthetransferoftechnology,whichhavebeen

thetraditionalrealmsofsupport,primarilybasedonthetransfer

of know-how from North to South. It is now increasingly

recognizedthatcapacitydevelopmentmayrequireengagement

insometimescomplexchangeprocesseswithinorganizationsandsocietymoregenerally.

Development cooperation partners increasingly acknowledge

thattheirprincipalroleistoaccompanyandhelpstimulateand

supportlocallydrivenprocesses,allthetimetakingcarenotto

underminelocalinitiativeortoleadparallelprocesses.In2005,

delegatesattheParisHigh-LevelForumonAidEffectiveness

further challenged low-income countries to create effective

and accountable institutions to drive national development

efforts, and called on donors to harmonise and align their

supportaroundcountry-drivenagendas,withintheframework

of partnership. Support for country-drivenagendas was also

reinforcedatthe3rdHighLevelForumonAidEffectiveness

held in Accra, Ghana, in September 2008. The Accra

Agenda for Action stressedthe importance of strengthening

country ownership of development, building more inclusive

partnershipsfordevelopment anddelivering andaccounting

fordevelopmentresults.

What implications do these wider trends have for the

development of capacity for disaster risk reduction? What

are the implications for external partners seeking to support

countries to enhance their capacity to reduce disaster risk?

Drawingbothonemerginggoodpracticesfromdevelopment

cooperation as well as specic experiences from the realm

of disaster risk reduction, this section presents ve key

considerations forpractice intheimplementationofcapacity

development for disaster risk reduction, providing practical

illustrationsandpointersforpracticedrawnfromthedisaster

riskreduction community. This section alsoprovidessome

examples on ways that outside partners support capacity

development in thecontext of countryprocessesfor disaster

riskreduction.Intheinterestofbrevitythedocumentprovides

alimitednumberofgoodpracticeexamples.

Theveconsiderationsforpracticeare:

Theprocessneedstobelocallydriven

Developing capacities for disaster risk reduction is a

society-wide endeavour that requires multi-stakeholder

engagementandparticipation

There are many levels and dimensions of capacity that

needtobedeveloped The enabling environment is essential for translating

capacityintoperformance

Capacity development goes beyond training and the

classroom

3.1 e rce need t be lca

Drive

TheHFAoffersabroaderframeworkagainstwhichcountriescanjudgeprogressmadeintheimplementationofnational

strategies against internationally agreed targets. The ve

prioritiesoftheHFAofferamedium-termplanninghorizon

andassuchareintendedtoguidecountriesinthepreparation

of national strategies for disaster risk reduction. The HFA

encouragescountriestodevelop national disaster risk reduction

strategies as a way to establish a national framework, set

prioritiesandtomobilisepoliticalsupport,aswellasnancial

andtechnicalresourcesamonglocal,nationalandinternational

stakeholders. A national strategy provides important and

consistentguidanceforthemanypartiesinvolved.Itiscrucial

thatanoverallvisionbeexpressedclearlyattheoutset,butwith

acommonunderstandingthatresultingplansalsoneedtobe

exible,benetingfromadjustmentsborneoflaterexperience.

Nationalstrategiesoffera point ofreferencefordeveloping

sub-national, sub-sector and eventually community action

plansthattranslatebroadobjectivesintoactionableactivities

ontheground.

National strategies can serve as the basis for identifying

capacity assets and for developing capacity enhancement

objectives that support the achievement of national

strategies. Such frameworks can also assist a country indeterminingthespecictypesofsupportthatitneedsfrom


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17

itsoutsidepartners andto help address issues related to

harmonisation andalignmentof externalsupport around

countrydrivenagendas.

Someformofnational coordination mechanism isdesirable

to oversee the strategy formulation, implementationand monitoring process. Signatories to the HFA have

committed themselves to designate an appropriate

coordination mechanism for implementation and follow-

up on the ve priority actions. This becomes important

as the number of stakeholders increases and the eld

becomesmorecomplex.Aneedalsodevelopsforgreater

coherenceandrequirementsthatcanprovideopportunities

for more exchange amongst the various agencies and

interestsinvolved.Thedesignationofnationalfocalpoints

for reducing disaster risks is an important commitment

toimplementationandisarststeptowardsasystematic

mobilisation and enhancement of national disaster

risk reduction capacities. Countries and regions have

understandably adopted a wide range of institutional

mechanisms, arrangements, strategies and policies to

manage and reduce disasterrisk, based on their existing

capacityandtheirownperceivednationalpriorities.

Experiencehas demonstratedthe verycloselinkbetween

ownership, commitment and sustainable capacity

development. The success of any national disaster risk

reduction strategy will necessarily depend on political

support from the highest levels of ofce. Leadership isrequiredtogalvaniseinterestandmobilisethesupportand

engagementofconcernedgroups.Nationalownershipand

leadership for disaster risk reduction is contingent on a

numberoffactors.Thesecapacityelementswillvaryand

cannotthereforebeassumedortakenforgranted.Thereis

aparticularneedto mobilise supportacrossdevelopment

sectors and various professional disciplines, and to ndwaysof overcoming resistance to change. It is crucial to

buildpartnershipsandcreatenetworks,exploringnewways

ofworkingtogether.

External partners can play an important role in giving

legitimacy to nationally led initiatives and processes, by

engaging in or supporting strategy development and

planning processes, providing support for establishing

andstrengtheningnationalcoordinationmechanisms,and

contributingtotheidenticationofneedsandprioritiesor

inparticularcircumstancesmediatingdifferences.

Externalpartnerscanalsoseektolinkorbasetheirdisasterrisk

reduction assistance(funding, technicalor process expertise,

advocacy, information/knowledge, advisory services) with

national strategies. In countries where the commitment to

disasterriskreductionappearstobeweakorthereisaperceived

lackofacoherentstrategyinsupportoftheHFA,outsidepartners

needtoassesscarefullyhowbesttoengageproductivelyinthe

process.Insuchasituationamoreselectiveapproachmaybe

warranted,characterised by smaller or more complementary

effortsthatbuildonandfurtherleadtoemergingopportunities

andthatcan help tomobilize political support andgeneratewiderinterest.

The Government of Sri Lanka has taken signicant

steptowards strengthening legislative and institutional

arrangements for disaster risk management. This has

includedthe:

Creation of the Ministry of Disaster Management

(MoDM)andtheDisastermanagementCentre(DMC)to

actastheleadagency fordisasterriskmanagementin

thecountry.

Additionally,acomprehensivedisasterriskmanagement

framework for Sri Lanka was developed through a

consultative, multi-stakeholder dialogue process, that

wassupportedbyUNDP.Theframeworkidentiesand

coordinates multi-stakeholder efforts in the next ten

yearsthroughaholisticstrategyorroadmaptowards

buildingasaferSriLank.Theroadmapfocusesonseventhematiccomponentsthatinclude:Policy,Institutional

Mandates and Institutional Development; Hazards,

Vulnerability and Risk Assessment; Multi-hazard

Early Warning System; Preparedness and Response

Plans;MitigationandtheIntegrationofDisasterRisk

Reduction into Development Planning; Community-

basedDisaster RiskManagement; Public Awareness,

EducationandTraining.Thisprocessofwaspreceded

byaveryintensivegroundworkwhichadoptedavery

consultativeapproach.

EstablishmentofaParliamentarySelectCommitteeon

NaturalDisasters.

The adoption of Sri Lanka Disaster Management

ActNo.13of2005,whichprovidesthelegalbasisfor

institutingaDisasterRiskManagement(DRM)system

inthecountry.

Creation of the National Council for Disaster

Management(NCDM),ahighlevelbodychairedbytheH.E.thePresidentthatprovidesdirectiontoDRMin

thecountry.

RoAD mA Dlomn RCs sR lAnA


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8

The Government of Indonesia has taken some

extremelyimportantstepstoputinplacethenecessary

policy, regulatory and institutional environmentthat is beginning to form the foundation required

for communities to begin to invest government

development budgets in their own safety by making

disaster risk reduction a part of their development

planningprocess.Thisstartedwiththepassingofanew,

forward-lookingNationalDisasterManagementLawand

the initiation of an intergovernmental, public/private

dialogue at national, provincial and local levels from

whichthecurrentIndonesianNationalActionPlanfor

DisasterRiskReduction(NAP-DRR)wasprepared.Itis

organizedbasedontheframeworkoftheGovernmentofIndonesiaadoptedUNHyogoFrameworkforActionon

DRR.Recently,thenewlyestablishedNationalDisaster

Management Agency (BNPB) initiated the process

toestablisha NationalPlatformon DRRconsisting of

government, public and private stakeholders that will

usetheIndonesianNAP-DRRas atoolforidentifying

DRRneedsandgaps.

Correspondingly, a number of Indonesias local

governmentssuchas disasterproneAceh,CentralJava,

andYogyakartahavebeguntoprepare theirown Local

(Provincial) Action Plans for Disaster Risk Reduction

(LAP-DRR) and have started to set up Provincial

PlatformsonDRRthatsimilarlywillusetheirLAP-DRR

asatoolforidentifyingprovincialDRRgapsandneeds.

In recent years, Annual National Government Work

Planspreparedby theNationalDevelopmentPlanning

Agency(BAPPENAS)haveincludedsubstantialbudgets

for pre-disaster risk reduction programmes based on

theNAP-DRR. TheProvincialDevelopment Planning

Agency(BAPPEDA)in Aceh has beguntofollow this

trendanditishopedthatthiswillberepeatedinother

provincesaswell.

3.2 Devepi Capacitie fr DRRi a sciet Wide deavur

Linked to the consideration that countries need to lead the

processforadvancingdisasterriskreductionistheincreasing

recognition that the development of disaster risk reduction

capacity is the concern of an entire societyratherthanofany

single agency, area of professional discipline or stakeholder

group. It requires the active participation and engagement

of ofcial institutions, political institutions and multiple

stakeholdersfromcivilsocietytoacademiaandtheprivateor

commercial sector all contributing their respective part to

achieve a commonendstate. Experiencedemonstratesthat

this requires countries and external partners to go beyond

their traditional relationships with emergency and disaster

management actors, e.g. meteorology, civil defence, police,

re and rescue to forge new forms of collaboration and

partnerships. A wide range of perspectives and skills areneededtogainasenseofthewhole,todeterminethevarious

requirements and related capacities and to meet identied

needs.Thisincludesrepresentativesofaffectedorvulnerable

communities, governmental entities as well as specialised

development, disaster and civil society entities that offer

relevantexpertiseinparticularelds.

nStakeholder mapping and analysisisausefulprocessto

helptoidentifythemanydifferentgroupsandorganizations

thatare,oroughttobe,involvedinanydisasterriskreduction

capacity development process. Such mapping can help todetermine appropriate roles and responsibilities and the

potentialforcooperationandnewrelationships.Itcanalsobe

usedtoascertainwherecapacitystrengthsandweaknesseslie,

andto identifyareas wherethereis potentialfragmentation

andduplicationofefforts.Itisespeciallyusefulinidentifying

existingcapacitiesand forexploringpossibilities tomobilise

or strengthen these capacities to tackle common problems

through dynamic and expanding relationships. Frequently

participants become surprised at the extent of information,

knowledge,skillsorabilitiesthattheytogetheralreadypossess,

oncetheyarelinkedtoacommonunderstandingorpurpose.

n Multi-stakeholder fora and participatory planning

processesoffervaluableopportunitiesforgalvanisingdiverse

interests and mobilising capacities around disaster risk

reduction.Theyareparticularlysuitedtoaddressingcomplex

problemsandissues thatrequire innovativesolutionsand

broadengagementandparticipation.Participatorydialogue

processes convene different stakeholders to share their

respective perspectives and to build consensus on: what

needs to be done, who needs to be involved and how to

goforward. Such processes specically allow for different

positionsandviewpointstobesharedonthebasisthatdiverseperspectivesholdthepotentialforinnovativesolutions.This

An ngRAD AnD ARCAoRy ARoACh

o DRR ACon lAnnng AnD BUDgng:

nDonsA

A wide range of

perspectives and skillsare needed to gain

a sense of the whole.


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19

Under the framework of UNDP project Strengthening

of National Disaster Preparedness and Risk Reduction

Capacities, the Local Level Risk Management (LLRM)

module was piloted in the Ararat region of Armenia.

The project addressed risk, vulnerability and capacity

assessments,trainedandaroseawarenessofcommunities

and local authorities on disaster preparedness and risk

reduction, and promoted small scale mitigation projects.

The activities targeted communities that often face the

consequences of regional and global trendsthat have animpactontheirenvironmentandincreasetheirvulnerability

todisasters.Theimportanceoftheactiveparticipationofthe

local population was widely recognized and efforts were

donetosystematicallystrengthenlocalcapacitiesfordisaster

preparednessandresponse.

Duringtherstyearofimplementation(2008)theLLRM

moduleincludedaddressingrisk,vulnerabilityandcapacity

assessmentswhichservedasastartingpointforreducing

disaster risk. Five main activities were carried out in

2008/9:a.ConductariskassessmentintheAraratregion;

b.ConductaVulnerability&CapacityAssessment(VCA)

intheAraratregionusingtheInternationalFederationof

theRedCross/RedCrescentmethodologyforVulnerability

&CapacityAssessment(VCA);c.Producepublicawareness

materials;d.Conducttrainings/workshopsforcommunity

members and local authorities aimed at increasing

awareness on disaster risk reduction and preparedness

and elaborating disaster response plans; e. Organise a

trainingoftrainers(TOT)indisasterpreparednessand

riskreductionin20communities(2009);f.Identifyand

supportsmall-scaledisastermitigationprojectsbasedonthe

VCArecommendationsandincloseconsultationwiththeregionalGovernorsofceandlocalcommunities.

Twoassessmentswereusedtoidentifythemostvulnerable

communitiestodisastersandtoidentifysmall-scaledisaster

mitigation projects with the extensive participation of

communities andlocalauthorities.Inparallel,a series of

trainingswereorganizedin15mostvulnerablecommunities

ondisaster preparedness andrisk reduction. This raised

thelevelofawarenessandhelpedcommunitiestodevelop

disaster preparedness plans that were tested during the

second roundof workshops inNovember 2008. Small-

scaledisastermitigationworks (clearingdrainagesystem)witha potentialforsubstantiallyreduce impendingrisks,

resultedintangibleoutcomes,andcommunitiesfeltmore

ownership over such initiatives. These in turn increased

understanding of the importance of focused disaster-

preventionactivities.

Additionally,apilotmethodologicalmanualwasdeveloped

bytheCrisesManagementStateAcademyspecialistsand

publishedfortheTOTcourse.Themanualsweredistributed

toall the TOT participants. The manualwereconsidered

extremelyusefulandtheArmenianRescueServicedecided

todistributetwocopiesofthemanualtoeachRescueService

andEducationDepartmentinallregionsofthecountry.

Among thelessons,the project showed howthe interest,

ownership and commitment of local population grows

over disaster risk reduction initiatives which make

their livelihoods safer. In the beginning community

representatives seemed somewhat hesitant to cooperate

but gradually this barrier was avoided and a very fruitful

cooperationestablished.

12.AstheparticipantsintheglobalFutureSearchmeetingnoted,thereisaprevalenttendencytothinkaboutthesubjectfromamuchnarrowerstandpointandinspecictechnicalterms.Oftenitisconsideredinonlyabasicsenseofwhoneedswhatabilitiestoaccomplishtheirspecictasksorresponsibility.

mAng h DRR lAnDsCA, h CAs oF nAl

TheUNISDRsecretariatfacilitatedamappingoftheDRR

landscapeinNepalbetweenSeptember2008andJanuary

2009.The mapping looked at thebroad DRRenabling

environment, including the DRR policy environment,

theexistinginstitutionalmechanismsandconductinga

stakeholders assessment. The mapping was conducted

through a desk review, eld practitioners surveys, and

face-to-face interviews. Government ofcials as well as

internationalorganisationsmembersandrepresentatives

ofthecivilsocietyandtheprivatesectorwerepartofthis

exercise.

The report included the analysis of the current status

of DRR in Nepal, the progress achieved against the 5

priorities of actionof the HFA and the challenges and

gapsinfurtheringtheDRRagendainthecountry.The

report was shared with the Government, international

organisationsandcivilsociety.

The aim of the mapping exercise was that, through

the DRR landscape mapping, all relevant national and

internationalDRRstakeholders(theGovernment,World

Bank,AsianDevelopmentBank,UNagencies,etc.)would

dialogue and initiate the foundations for developing a

jointworkprogramming.

loCAl ll Rs mAnAgmn n h ARARA Rgon oF ARmnA


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0

WhA h hFA sAys ABoU CAACy

TheoverallguidanceprovidedbytheHyogoFramework

givesanindicationofthetypesofcapacitiesrequiredto

addressthevariousoutcomesandresultsthatrelateto

the ve prioritiesagenda. Whilethese offer aninsight

intothekindsofcapacitiesrequiredforDRR,theyshould

onlybeconsideredindicative,aseverycountrysituation

isdifferent.Thefollowingbroadcategoriesareidentied:

Developing policy and related implementation

frameworks, legislation, national strategies and

platforms, etc. (especially related to improving

resilienceofdevelopingcountries).

The availability and use of data being crucial to

hazard, vulnerability and comprehensive risk

assessments, with particular emphasis given to

boththetechnicalandhumanaspectsofmonitoringdisasterriskfactorsandearlywarningactivities.

Development of human resources through

knowledge,education,trainingandthetransferof

experience by means of information, networking

andadvocacy.

Specic technical applications such as those

identiedwiththedevelopmentanduseofbuilding

codes,protectionofhealthfacilities,theparticular

requirements of small island developing states,

disasterrecoveryinitiatives,andotherexamplesof

specic technical abilities or development subjectinterests.

Improved disaster response, including specic

areasoftechnicalexpertise such asurbansearch

and rescue, the incorporation of risk-reduction

approaches into response management and

recoveryplanning,locallevelpartnerships,etc.

allhelpstocontributetocreatingtheopportunityfornational

dialoguethatinvitestheinvolvementofpublicparticipation

in addition to expert opinion provided from government,

professionaland commercialsourcesandexternalpartners

thatcanserveasastrongmotivationtobuildownershipand

commitmenttoapply,strengthenordevelopcapacitiesfor

reducing disaster risk,withina community or throughout

asociety.Theextenttowhichsuchaprocesscanbecome

closely associated with the directionof a national strategy

forimplementingtheprioritiesandtargetsfordisasterrisk

reduction will contribute to a more dynamic and organic

process that will allow new capacities to emerge. Such

dialogue processes need to identify incentives that can

assist andthose that mayconstrain progress, drawing on

and mobilising existing expertise, sharing knowledge and

experiences andcreating new networks andnew working

relationshipsandpartnerships.

Varioustoolsandforconveninglargegroupsandformulti-stakeholder dialogue and consensus building are widely

available.Theycanbeappliedcontextuallyandatmultiple

levels.Thesearebestorganizedwithamulti-agencyplanning

group,meetingfacilitationsupportandwithaclearsponsor

tocoordinatefollow-up.Externalpartnerscanencourageand

support countriesto utilize participatory, multi-stakeholder

dialogue processes for disaster risk reduction strategy

formulation and action planning purposes, as well as for

monitoringprogress.Externalpartnerscanalsosupportthe

implementationoftheactionsandsolutionsthatemergefor

disasterriskreductionasaresultofthesedialogueprocesses.

3.3 ere are ma Dieif Capacit tat needt be Deveped

Thinking beyond technical capacities: When thinking

about disaster risk reduction, it canbe tempting to focus

on developing the technical capacities associated with

professionaldisciplinesorfunctionssuchasenvironmental

management, landuse management, planningandpublic

investment, engineering and public health, among others.

Some of these are quite specialised, such as climate

modelling and forecasting, conducting risk assessments

oroperatingearlywarningsystems.12 Yetthe development

of such technical capacities needs to be combined with

othertypesofcapacitydevelopmentactionsthatincludethe

promotion of leadership and other managerial capacities

andperformanceenhancingmeasures.Theseareimportant

in both organizations and communities. It is important,

therefore,tolookbeyondthetechnicalcapacities,important

thoughtheyare,tothevecross-cuttingfunctionalcapacitiesthatarerelevantnotjusttooneparticularsectorortheme.

There are numerous examples of how such capacities, at

the individual, organizational and enabling environment

levels,havebeeninstrumentalinmobilisingcommunitiesto

worktogetherinextraordinaryeffortsduringtimesofcrisis

orimpendingdisasters.Itisespeciallyatnationallevelsof

responsibility where efforts to galvanise political will are

criticaltomobilizehumanandmaterialresourcesarounda

sharedandcomprehensivedisasterriskreductionstrategy.

Withinthedisasterriskreductioncontext,itisthetechnical

capacitiesthat fornow appear to be thebest understood

andforwhichthereisgreaterconsensusontheircomposition.

There is less evidence of practice across the disaster risk

reductioncommunityonhowtomaintaincapacitiesorhowtoincorporateleadershipandlesstangiblefunctionalcapacities


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21

nDAs nAonAl hUmAn RsoURC Dlomn lAn FoR DRR

The Human Resource (HR) Development Plan is the

outcomeofafeltneedatthenationalleveltoundertake

planned human resource development to meet the

challenges of disaster management. The Plan aims to

enhance the capacity and quality of human resources

available within key government departments in India,

mainlyatStatelevel,formoreefcientandeffectivedisaster

management.Theseidentiedsectorsincludethepolice,

revenue, health, agriculture, rural development, animal

husbandry, publicworks,publichealthand engineering,

power,waterandfoodandcivilsupplies.

All thesesectorshavecriticalrolestoplayin theeventof

a natural or human-made disaster in varying ways and

degrees.Functionariesworkinginthesedepartmentsneed

tobeawareoftheirrespectiverolesandresponsibilitiesinthefaceofdisastersofdifferentkindsandintensityonthe

onehandandrequirehavingnecessaryknowledge,skills

andattitudetoperformtheirroleswithdesiredefciency

andeffectivenessontheother.TheHRstrategyincludes:

Creatingacriticalmassoftrainersatthevillage,

block,districtandstatelevels

Impartingstrategicinputstoawiderangeof

governmentandnon-governmentfunctionaries

Reachingtheun-reachedgovernmentandnon-

governmentfunctionariesatthecuttingedge

Buildingawarenessandenhancingthecoping

capacityofcommunitiesatrisk

Developingcapacityatthepolicyplanninglevel

Creatingreliablenetworksofcommunicationwith

thehelpofgrassrootsorganisationssuchasPRIs,

NGOsandCBOs

intothematic and technically oriented capacitydevelopment

strategies.Constraintsattheleveloftheenablingenvironment

tendtobeoverlookedorifrecognised,areconsideredbeyond

the scope of intervention. Nevertheless, because of these

shortcomings,agreaterfocusonfunctionalcapacitiesneeds

tobe promotedin anyprogrammeofcapacity development

supporttodisasterriskreduction.

A capacity assessment is a useful entry point that can help

distinguish between the different dimensions of the three

capacitylevelsandthetwotypesofcapacity,aswellastoshow

howeachcontributesto thedevelopment ofnationaldisaster

risk reduction capacity. It can be used to determine those

dimensionsthatdeservepriorityattentionaswellas howbest

tosequenceactivities. For example,in a situation where the

regulatory framework is sound, and where organizational

mandatesarewelldened,itmaybesufcienttofocusonthe

development of technical skills or management training. In

otherrespects,acapacityassessmentmayrevealthatthemain

constraintmaynot actuallybealackof capacitybutrathera

lackofpoliticalvisionorpoormobilisationofexistingcapacities

aroundacommongoal.

Capacityassessmentscanalsoservetoengagestakeholders-

whetherinacommunityorintheworkplaceinadiscussion

about theirexistingrespective capacitiesand gaps.Thiscan

contribute to better understanding about the factors that

inuencewhattheycanandcannotdoandtopromotelocal

engagementforbringingaboutchangeincapacity.Italsohelps

toraisethediscussionabovesweepingstatementsaboutlack

ofcapacityorgeneralcommitmentstobuildingcapacity.

External partners can promote the regular use of capacity

assessments within the context of their own programming

andaspartoftheirassistancetocountriesandorganizations

foradvancingdisasterriskreduction.Thereisawiderangeof

triedandtestedtoolsandprocessesavailableforthesepurposes

that can be adapted or applied to disaster risk reduction

themes and contexts. UNDPs Practice Note on Capacity

Assessment(2008)providesacomprehensivediscussiononcapacity assessment, including the presentation of UNDPs

capacity development methodology and a rangeof different

examples. Asnoted insection 2,capacity assessments can

support countries and external partners to jointly identify

prioritycapacityenhancementinterventionsthatwillbemost

benecialandforwhichexternalpartnerscanprovidesupport.


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2

CAACy Assssmn RCs, h Aml oF DomnCAn RUBlC

ThePrograma Prevencion y Preparacion a Desastres(Disaster

Prevention andPreparednessProgramme - PPPD) inthe

DominicanRepublicisadisasterriskreductionprogramme

involvingatleast5separateorganizations,bothgovernmental

andNGO.PPPDrequestedthattheUNDPCountryOfce

and the Regional Capacity Development Cluster perform

a capacity assessment on work plan updates, strategicplans,andsustainablemaintenanceofachievements.After

comprehensive preparationandprogrammereview, based

on client requirements, the Capacity Development team

and the programme teams together developed a capacity

assessmentquestionnaire.Responseshighlightedaneedfor

capacitydevelopmentinplanningandevaluation;therefore

eachteamformulatedprioritizedworkplans.TheRegional

CapacityDevelopmentClusterranacapacityassessmentto

identifywherethedifcultieswere, andcombinedit with

trainingonresultsbasedmanagementandaworkshopthat

utilizedtheassessmentndingstocreateprioritizedplansofaction for each organization inthe larger programme.

Theresultsincludedexpandedcapacitiesinworkplanning,

prioritization, monitoring & evaluation, as well as, an

improvedunderstandingofresultsbasedmanagement.

CAACy Assssmn RCs, h Aml oF lAos

InDecember2007,acapacityassessmentoftheNationalDisaster Management Ofce (NDMO) of Lao PDR took

placewiththesupportoftheCapacityDevelopmentteam

oftheUNDPRegionalCentreinBangkok.Theobjectiveof

thecapacityassessmentexercisewastoassesstheNDMOs

strengths and areas for improvement, as related to its

mandateinDRRanddisastermanagement.Italsoaimedat

recommendingcapacitydevelopmentstrategiestoaddress

capacityneedsandimproveitseffectiveness.TheNDMO

decidedtoadopttheUNDPcapacityassessmenttooland

tailorandadaptitforthisexercise.

Thecapacityassessmentteamidentiedthreekeyfunctions

assessedagainstsix coreissuesto beassessedduringthe

capacityassessmentexercise:

Preparedness,PublicAwareness,EmergencyResponse

Leadership, Human Resources, Physical Resources,

Financial Resources, Multi-stakeholder Engagement,

KnowledgeManagement

Theassessmenttookplacethroughfoursteps:

1. Apre-missiondeskresearchwhichincludedidentifying

allstakeholdersandbecomingfamiliarwiththerelevant

documentsandliterature.

2. Keyinformantinterviews.Thistookplacethroughbilateraland small group meetings with stakeholders(including

representatives from several government ministries,

INGOs,UNagencies,Inter-AgencyStandingCommittee

members, etc.) andaimed at triangulating information.

3. The NDMO assessment with primary stakeholders.

Two discussion groups were organized in a workshop

style modality. Primary stakeholders included

ministerial representatives, NDMO staff members,

INGOs, and members of the Inter-Agency Standing

Committee. The exercise focused on one hand on

assessing tangible relational capacities and also

softer issues of perception of the NDMO, including

credibility and inuence as they affect the NDMOs

ability to effectively carry out mandated activities

4. The NDMO internal assessment. The methodology

chosen to carry out the internal assessment was as

wellthoughaworkshopmodalityanditfocusedonthe

NDMOs internal capacities. The one-on-one with key

NDMOstaffencouragedfrankfeedbackonstrengthsand

areasforimprovement.

Seek active engagement by

the relevant stakeholdersat all stages of the capacity

assessment exercise.


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strengtheningcapacitiesperse.Indeed,acapacityassessment

mightwellrevealthatcapacityisadequate.Bycontrast,what

may emerge isthat the pre-conditions formobilisingand

using capacities are needed. It is essential, therefore, to

relatethedevelopmentofcapacitiestotheinterplayofthe

social, economic,politicalandcultural contexts thatshape

boththepublicandofcialperceptionsofdisasterrisks.It

mightbeconcludedthatattentionbere-focussedonissues

of governance, or on creating more effective systems of

accountability. This may particularly apply in post-conict

countriesorso-calledfragilestateswherecoreinstitutions

maybeineffectiveorwheretheremaybesignicantlapses

intheruleoflaw.A good understanding of contextis therefore

fundamental,andvarioustoolssuchasDrivers of Changeor

power analysis13 canbeusedtobetterunderstandthevarious

positiveincentivesornegativeconstraintstotheengagement

ofpeopleandperformanceoforganizations.

Insuchcircumstances,thecontributionsthatexternalpartnerorganizations can play may be very different from those

associatedwiththemoreconventionaltoolboxofhuman

resource development activities or even organizational

strengtheningwork.Afocusoncreatingtheconditionsfor

disaster risk reduction capacity development may warrant

explicitsupportinpolicydialogueandadvocacy,determining

operational priorities,building interdisciplinary consensus

and cross-sector partnerships that create more favourable

conditions for capacity to translate into performance that

achieves specic disaster risk reduction results. It may

equally require temporary practical support to ensure thatessentialfunctionsofgovernmentcontinuetooperateuntil

suchtimeaslocalcapacitycanberestored.Suchgap-lling

rolescanbejustiedprovidedthereisaclearstrategyinplace

totransferresponsibilitytolocalinstitutionsattheearliest

possibletime.14

Itisdesirabletohaveplanningandprogrammingframeworks

thatassureconsistentsupportto capacitydevelopmentover

themediumandlong-termandthatincludeamixofdifferent

typesof capacitydevelopment actions. Strategiesneedto be

sufcientlyexibletoallowforadaptationtochangingneeds

andpriorities andthat take into account the variationsand

unplanned factors that may directly impact the translation

of capacity inputs into improved performance and results.

In instances where countries have a well-dened national

strategy or plan, outsidepartners want toensurethat their

support aligns with stated priorities and there is a shared

consensusontheresultstobeachieved.Incountrieswhere

governance structures are weaker and where commitment

toadisasterriskreductionstrategymaybelesswelldened,

externalpartnerscanstayengagedbypromotingdialoguewith

national stakeholders,supporting promising local initiatives

thathavethepotentialtobescaledup,andmaintainingafocusonachievingcapacitydevelopmentoutcomes.

13.Theseareexamplesofpolitical-economystudies.In2005,theDAC/Govnetpreparedadocument(roomdocumentno.5)entitled:LessonslearnedontheuseofPowerandDriversofChangeAnalysisinDevelopmentCooperationwhichwasdiscussedatthe7thmeetingoftheGovnet.

14.SeeInstituteofDevelopmentStudies,CapacityforaChange,2008,page9

3.4 e eabi eviret ieetia fr traati capacitit perfrace

A supportive enabling environment creates the incentives to

translate capacities into better performance. Countries are

morelikelytodevelopandmakeuseofavailablecapacities

whenthereis strong politicalownership andcommitment

at the highest levels of authority, extensive participation,

transparencyand clearpublicaccountability.Organizations

whichcancountonasupportingpolicyandlegalframework,

and whose clients or users demand accountability are

more likely to deliver to the standards expected of them.

Communitiesthatenjoythesupportoftheirlocalauthorities

arebetterabletoorganise,takeactionandbecomeself-reliant.

Staffthatreceivesadequatepayandworkinanenvironment

whereachievementisacknowledgedandrewarded-whether

nanciallyorotherwise-ismorelikelytoperformtoahighstandard.

There is a strong relationship between capacity and the

performance of country systems for disaster risk reduction.

However, lessons learnt from capacity development

effectiveness thathave examined the relationship between

capacity, results and performance, highlight that the

relationship is not always straightforward. One does

necessarilyleadtotheother,suggestingthatmorecapacity

mayor maynotdirectlyleadto improvedperformance or

betterresultsintermsofthedeliveryofgoodsandservices.Thetaskofdevelopingandsustainingcapacityfordisaster

risk reduction must be viewed as an iterative and long-

termventure.Growthand change alwaysoccur overtime,

so organizations and systems alsodevelop their capacities

incrementallythroughrepeatedcyclesofexposure,learning,

experimentationandrespondingtonewchallenges.Periods

ofrapidgainsmaybefollowedbyperiodsofconsolidationor

eveninertia,resultinginthelossoforthediminishmentof

capacityandconsequentlyreducedperformance.Signicant

improvements may follow from unforeseen events or

unanticipated consequences, rather than from carefully

plannedandsequencedinterventions.

Someaspectsofcapacitycanbeimprovedrelativelyquickly,

particular those that involve technological inputs such

as enhanced communications, resulting from access to

mobile phones or the Internet. Other areas that depend

on behavioural change, including shifting of mindsets or

attitudes or that related to policy or institutional reform

processesmaytakemuchmoretime.

Enabling change over time and the role of external partners

in supporting an enabling environment for DRR. Thus,thechallengeofcapacitydevelopmentdoesnotsolelyliein


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4

ADDRssng h nABlng nRonmn FoR CD n ngRA

AnumberofprogrammereviewsundertakenbyDFIDin

Nigeriabetween2000and2003suggestedthattheimpact

of technical, transfer-basedCD was less substantial than

anticipated. DFID set out todiscover what factors were

dilutingtheimpactofthisassistance.ADriversofChange

analysisrevealedthatapparentlysignicantchangesinthe

formalinstitutionalenvironment suchas thetransition

from military tocivilianrule had had less impactthan

expectedonkeyproblemsblockingNigeriasdevelopment:

themismanagementofrevenuefromoil,theweaknessof

formalaccountabilitymechanismsandtheslownessofnon-

oileconomicgrowth.Aswellashighlightingthelackofwill

for pro-poorpolitical reform, the analysis led toa greater

appreciation of the role of quasi-structural constraints

onthebehaviourof individualagents within andoutside

government. Informal institutional arrangements forbothprivate (including business) and public transactions

were more powerful and pervasive than their formal

counterparts. These factors have combined to act as a

signicantbarriertoreform.

DFID concluded that in Nigeria, as in many developing

countries,pro-poorchangerequireselementsofthestatus

quo, and the apparatus ofgovernment that defends it, to

be changed. Therefore, engagement of the government

in isolation from the broader political context would not

be productive. Change tends to happen when broad

alliances across civil society, often supported by media

attention and the private sector, and linked into reform

elementswithingovernment, coalescearound anissue of

politicalimportanceandexertpressureforeffectivechange.

Recognisingthisreality,DFIDisnowtakinganissues-based

approachinNigeria,aimingtocontributetotheinstitutional

changesneededtomakesuccessfulCD apossibilityinthe

longerterm. Theapproach focusesonissuesratherthan

organisations. Itis non-prescriptiveaboutboth theissues

andtheorganisationsitengageswith.

OEDC/DAC, The Challenge of Capacity Development:

Working Towards Good Practice, 2006, page 21, citing

DFID(2004)

3.5 Capacit Devepetge Bed raiiad te Car

Training is one tool for capacity development, probably best

for targeting the individual level. Trainingwillcontinuetobe

anintegralstrategyforcapacitydevelopmentfordisasterrisk

reduction,onitsownor,preferably,asanintegralcomponent

ofa broadercapacity development strategy fordisaster risk

reduction.Training isrecognized tobeparticularlyrelevant

forenhancingthecapacityofindividualsandgroupsforskills

acquisition andknowledge enhancementpurposes, relevant

tobothfunctionalandtechnicaltypesofcapacity.Experience

demonstrates that a training needs assessment, asa stand-

aloneactivityorlinkedtoabroadercapacityassessmentisa

usefulmeans toidentifyperformance gaps andtoascertain

if,infact,trainingistherelevantsolution.Needsassessments

canalsoservetoidentifyotheractionsthatmayberequiredin

orderforthetrainingtobeeffectivelyutilizedand/orapplied

andcanhelptoensurethatthemostappropriateparticipants

willbetargetedfortraining.

Inconsideringtrainingatthe organizationallevel, itis best

ifinitiativesgrowoutofconsciouseffortsandorganizational

commitments to enquire what is actually involved inimproving performance and changing systems, with an

understandingandappreciationoftheimportanceofnancial

and non-nancial incentives. Any initiative designed to

improve individual or group skills or an organizationsoverallabilitiesneedstobeframedwithinanunderstanding

of the organizational or institutional contexts in which

the competencies are valued, if they are to be transferred

effectively.Thisnecessitatesanunderstandingoftheformal

and informal organizational structures, and the rules and

normsthatinuencetheorganizationandthebroaderexternal

environment.

Capacity development methodologies go well beyond

classroom training. While theterm training continues to

be used widely, expanded concepts of learning are gaining

widercurrencyinmanyprofessionsandthroughoutsocieties.

Increasingly, learning reects any number of ongoing

activities,not necessarilyconned toclassroomsor specic

jobtasks.Learningalsoreectsanexpandedrangeandsource

of information, less likely conveyed from a knowledgeable

teacherorexperttoalessaccomplishedstudent,incontrast

tothemoreformalisedapproachestotraining.

Learning is ongoing and makes use of new and established

methods and technology. Informationand communications

technology affords considerably more opportunities to

acquire,disseminateandshareknowledgebutitalsorequiresthatpeoplehavetheskillsandhardwaretousethetechnology.


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25

h mAC oF RAnng - DnC FRom h

WoRlD BAn

One of the most common tools used for capacity

development is that of training. But for training to

contributetothecapacityofdevelopingworldinstitutions

it is not enough that training results in participant

learning.Learningmustberelevanttotheneedsand

goals of target organisations and trainees must have

the resources and incentives toapply what they have

learnedonthejob.ArecentWorldBankIndependent

EvaluationGroup(2008)studyoftrainingefcacyfound

that while in most cases former training participants

had demonstrably learned, this resulted in workplace

behaviour change and, subsequently, organisational

impact,onlyabouthalfthetime.Wheretrainingdidnot

contributetosustainableorganisationalcapacity,thetwo

primary causeswere insufcienttargetingof trainingto organisational needs and insufcient resources or

managerialsupportfortraineestoapplywhattheyhad

learnedonthejob.Thisndingreinforcesagrowing

body of evidence that in order to enhance training

efcacy,considerablymoreattentionandresourcesmust

be devoted to focusing training programmes on the

specicneedsoftargetorganisationsthroughthorough

needsassessmentandtosupportingimplementationof

learningintheworkplace.

FromInstituteofDevelopmentStudies,Capacity for aChange,2008,page19,quotingAlizaInbal,Capacity

Collective Independent Evaluation Group,2008;World

Bank,Using Training to Build Capacity for Development,

WashingtonDC,2008;Brinkerhoff,R.O.andApking,

A. M., High Impact Learning, Perseus Publishing,

Cambridge,MA,2007.

Those designing training programmes need to take into

account the different purposes, locations and contexts

inwhich thisform of learning can bestwork the various

applicationspossible,anditsrelativecost-effectiveness.The

ease of exchanging information globally has also elevated

networking,inbothelectronicandinstitutionalterms,to

newlevelsoflearningendeavour.

Learning can take place through informal mechanisms as

well as more formal means. Networks and communities

of practice provide alternatives to the more traditional

knowledgetransferandworkshoporclassroomapproach

to learning. In these forms of exchange, learning occurs

through mutual and peer learning, often in a virtual,globalized dimension, through south-south exchanges.

Otherformsof informal learningare increasinglyvaluedas

relevantmeansofknowledgeandperformanceenhancement

includingonthejobtraining,actionlearning,coaching,and

mentoring,exercisesandsimulationswhichcanallserveto

build technical skills, expand critical thinking and sharpen

problemsolvingcapacitiesbyputtinglearnersinthedrivers

seatforwhattheyneedtoenhanceorchange.Allofthese

opportunitiesbuildindividualself-condenceastheyopenup

additionalpersonalopportunitiesatthesametimethatthey

collectivelycontributetoincreasedorganizationalcapabilities.

As such, they equally offer considerable and promising

potentialsfordevelopingcapacitiesfordisasterriskreduction.

Researchshowsthatmostorganizationsusingcommunities

ofpracticehavenotcultivatedthemtotheirfullpotentialand

hencereapedtheirbenetswhicharenumerous.

Learningalsotakes placeinformallythroughtheday today

interactionsandexperiencesofcommunitymembers,many

of whom may never have the opportunity to participate informallearningactivities.Forruralcommunitiesinparticular,

talkingand sharing with neighbours onsubstantialissues/

currentevents,listeningtocommentariesonradio,havingthe

opportunitytoreadnewspapers,orparticipateincommunity

meetingsandsocialgatheringscontributetothedevelopment

ofcapacity.Communitybaseddisasterriskreductionactivities

thataregroundedinparticipatoryprocessesandspecically

seektodrawuponlocalknowledgeandresourceshelpensure

that learning draws upon the collective experience of the

communityandaddresstheirneeds,astheyperceivethem.

Externalpartnersareanimportantsourceoftrainingsupport

fordisasterriskreduction.Theycanexertapositiveinuence

on how training is conceived and delivered and ensuring

that knowledge exchange enhancement approaches result

inenhancedcapacity.Externalpartnersneedtopromotethe

inclusionoftrainingandlearningelementsaspartofbroader

capacity development strategies and capacity assessment

exercises and avoid stand-alone or one-off exercises and

activities. Additionally, external partners can systematically

promotetheuseofknown,soundtrainingpracticessuchasthe

following:trainingneedsassessmentthatincludeananalysis

oforganizational factorsthat willsupportor underminethe

transfer of learning and training;the inclusion of follow-up

measures to support trainees to help participants andtheir

organizations to apply new insights and skills; partnering

with national capacity development practitioners and with

national and regional training organizations; monitoring

andevaluationoftheimpactofknowledgeenhancementand

exchangeinitiatives;documentationoflessonslearntandgood

practices;ensuringthatthereisagoodtbetweensupply

anddemandfactors;moreemphasisontheuseofapproaches

thatpromotepeerlearningandsouth-southexchange.


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Dlong moWRng RAnng ACAgs

TheCapacityforDisasterReductionInitiative(CADRI)has

developed two training packages with the perspective of

empoweringtheusersinleadingtheworkshop.

Theaimoftherstoneistoprovideabasicorientationonwhatdisasterriskisandhowitcanbemanagedinthe

contextofsustainabledevelopment.Thetargetaudienceis

relevantdifferentgovernmentministriesandinstitutions,

internationalorganizations,civilsocietyincludingNGOs,

scientic and academic communities, the media, Red

CrossandRedCrescentsocieties,andtheprivatesector.

Whenexisting,ittargetsthemembersofacoordination

mechanism, e.g. National Platforms, National Disaster

Management Committees or Focal Points, including

members of civil society, academia, media, or NGO

disaster network, etc. The originality of this workshoppackageisthatitappliesaveryparticipatorymethodology.

Presentationsbythefacilitatorsarefewandveryshortand

theknowledgepresentintheroomisusedtostrengthen

thegroupsunderstandingofDRRinthenationalcontext.

To facilitate its use, the workshop package contains a

facilitatorsguidancewhichhelpsorganiserstounderstand

which arethe requirements toset upthe workshop, the

needed tailoringof theworkshoppackage tothenational

contextandprovidesadditionalinformationontheexercisesandtemplatestobeused.

CADRI also supported the Disaster Preparedness and

PreventionInitiativeofSouthEasternEurope(DPPISEE),

which brings together 12 National Disaster Management

Agencies, through a two years capacity development

project forDRR,designed forDPPIin collaborationwith

Romania, Croatia, Macedonia and MSB (Swedish Civil

ContingenciesAgency).Theprojectaimsat strengthening

theunderstandingofDRRamongmembersofthenational

disaster management agencies, line ministries and theirpartners. The project includes training courses and a

Basics of Capacity Development for Disaster Reduction

Documents