Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Capacity Development for DRR, Beatrice PROGIDA

460 Aufrufe

Veröffentlicht am

6th International Disaster and Risk Conference IDRC 2016 Integrative Risk Management - Towards Resilient Cities. 28 August - 01 September 2016 in Davos, Switzerland

  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

Capacity Development for DRR, Beatrice PROGIDA

  1. 1. Capacity Development for DRR Impact at national and local level Beatrice Progida, Special Advisor, Knowledge Management for DRR and Climate Services beatrice.progida@unitar.org
  2. 2. Objectives 1. Explore strengths and weaknesses of current DRR capacity development endeavors and reflect on key principles 2. Present UNITAR’s contribution to national and local capacity development
  3. 3. Part 1. Capacity Development for DRR- Dos, don'ts and principles Based on: “Strategic Research into National and Local Capacity Building for DRM”, IFRC 2015 AND substantiated by own experience
  4. 4. 1. Capacity Development for DRR- Outcomes and Impact Should generate sustained capacity to plan for and implement DRR (outcome) so that the risks from disasters to lives and livelihoods are reduced (impact)
  5. 5. 2. What we measure: Outcome vs Impact Outcomes: Local DRR structures Integration of DRR into development plans Cross-sectoral partnerships Impact: missing research and evaluation investments
  6. 6. 3. Strengths of DRR Capacity development investments • Ownership is taken seriously • Good adaptation to the local context • Sustainable and innovative approaches to training
  7. 7. 4. Shortfalls of DRR capdev investments • Prevention, mitigation and recovery are overlooked • Limited funding (max 1m USD), scattered and not strategic. Limited timespan (2 years average) • The ‘missing middle’ of sub-national investments • Focus on non-conflict areas • Limited sync between functional and technical investments • Limited focus on vulnerable populations
  8. 8. 5. (continued) Shortfalls of DRR capdev investments • DRR for present rather than long-term risks • No sustained investments in mainstreaming DRR • No formal sustainability strategies (exit) • Weak M&E • Weak gender mainstreaming • None to incomplete capacity needs assessments
  9. 9. 6. Recommendations for DRR capdev • Create platforms (system-wide, multi-scale), for networking and South- South • Strengthen capacity needs assessment • Ownership & partnership • Foster ownership and plan your exit strategy • Longer-term investments • Attention to governance • Balance between present and longer-term risks • Integrate gender • Mainstream conflict-sensitivity • Improve the impact of training
  10. 10. Part 2. New initiative to strengthen DRR capacity development at national and sub-national levels UNITAR K4Resilience hub
  11. 11. 1. Why a new initiative Demand: CADRI requested UNITAR to develop a knowledge hub on DRR Opportunity: UNITAR is already engaged in DRR through its UN:CC Learn hub, prep training for Sendai, Preparedness Training for municipalities, Hiroshima Women’s Leadership in Tsunami-based Disaster Risk Reduction Training Programme, UNOSAT’s capacity building for the use of GIS in Early Warning Mandate: As part of the UN Family, UNITAR is committed to strengthen its work in support of the COP 21 commitment, the Sendai Framework and the Agenda 2030. Training and learning are key elements of all these inter- governmental commitments
  12. 12. 2. Rationale Capacity development for national and local DRR Transfer of knowledge Transfer of technology and infrastructure Advocacy for positive change Uncoordinated training initiatives (77) Space for economies of scale Lack of expertise in adult learning Limited facilitation of peer-to-peer learning Limited mainstreaming of knowledge & learning strategies
  13. 13. 3. Scope
  14. 14. 4. Strategies
  15. 15. 5. National support strategy Strengthens and connects knowledge using critical planning entry points

×