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Capacity Development for DRR, Beatrice PROGIDA


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Capacity Development for DRR, Beatrice PROGIDA

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

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


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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

Hinweis der Redaktion

  • An effective
    capacity building initiative is therefore one that produces outputs that contribute
    to this change. The focus in this research was on investigating process,
    outputs and the prospects for successful outcomes.
  • Ownership does not emerge without effort and deliberate design. The research
    revealed firstly that DRM practitioners are aware of the importance of ownership
    for DRM capacity-building effectiveness, and secondly that programmes
    include steps to ensure those targeted for capacity building are centrally involved
    in its design and implementation. STILL ROOM FOR IMPROVEMENT

    Several practical steps can be taken to assist implementing
    agencies in tailoring their programmes to the local situation. In particular, developing
    an understanding of context is best achieved through building up longterm
    engagement and relationships in an area. At a community scale, those
    involved in DRM capacity-building programmes have found that linking with
    target communities’ everyday lives and livelihoods improves effectiveness.
    Several programmes revealed that people were much more engaged when livelihoods
    were used creatively as access points for discussing DRM.

    Training. For example,
    ‘training of trainers’ approaches appear to be widely used and can be very
    effective if coupled with careful selection procedures and rigorous mentoring
    of new trainers. On-the-job training and the use of secondments can be
    effective forms of capacity building for DRM also, if there is an environment
    of co-working and mutual trust. All training should be interactive, contextualized
    and based on an attitude of mutual learning. Carefully designed and wellimplemented
    training programmes can therefore contribute to the creation of
    sustainable functional capacity, particularly from the perspective of the DRM
    system as a whole.
  • prevention and mitigation (eight per cent) or recovery (only two
    per cent).

    On limited funding:
    the overall system for building global DRM capacity is
    not strategic - instead, it is made up of lots of smaller, uncoordinated projects
    and programmes scattered across countries. There is therefore potential for
    donors and international agencies to work more closely together on coordinated
    programmes of system-wide, multi-scale capacity strengthening within and
    across countries.

    On missing middle: DRM capacity-building programmes
    should therefore give attention to how new capacities at one level
    can dovetail with capacities and processes at both lower and higher levels, e.g.,
    how district plans might link with provincial budgeting processes. Programmes
    should also be designed to ensure that their activities maximize inter-scalar

    Non-conflict:In several countries, the research found that when active conflict breaks out in
    an area, DRM capacity-building programmes are typically postponed or alternative
    locations are identified. This means that people living in areas affected
    by conflict are often left out of capacity building for DRM initiatives despite
    their increased vulnerability to disasters. It is important to note that fragile
    states do not necessarily have weak DRM capacity; but where there is very weak
    DRM capacity and infrastructure, the researchers found evidence that small
    steps in improving technical capacity can be regarded as highly significant.

  • M&E. independent evaluations of DRM
    capacity-building programmes are rare, with none of the 15 programmes
    selected for in-depth study being subject to an external evaluation. However,
    there is an opportunity to improve M&E because the fieldwork uncovered evidence
    that donor requirements act as a strong incentive for M&E best practice.
  • Flexibility
    and adaptability
    The need to approach capacity-building interventions flexibly, so that the design of
    the programme is appropriate to context and responsive to needs (rather than applied
    as an externally-imposed ‘blueprint’). It includes undertaking careful assessment of
    capacity needs, and working with and reinforcing existing skills, strategies, systems
    and capacities. It also includes understanding and accounting for the political and
    power dimensions that can undermine or strengthen capacity building.
    The need to carefully design interventions so that they can meet their objectives and
    are likely to be sustainable. It includes appropriate scheduling of interventions so that
    pressure to show visible results does not undermine capacity building. Also critical
    is planning for the long-term sustainability of capacity gains after the withdrawal of
    interventions. Comprehensive planning includes a robust system for monitoring and
    and partnership
    The need to ensure that those targeted for capacity building have a clear and
    significant role in the design and implementation of initiatives (which will again help to
    ensure they are appropriate, effective and sustainable). Ownership is likely to rest on
    active participation, clear statements of responsibilities, engagement of leaders, and
    alignment with existing DRM and DRR strategies.
    to functional
    The need to focus on ‘functional’ capacity building. This means doing more
    than improving technical skills and resources. It means developing the ability of
    stakeholders and organizations to take effective decisions and actions on DRM. It
    includes aspects such as improving coordination, and developing policies and plans.
    It also includes creating an enabling environment for effective decisions and actions,
    such as developing incentives for good staff performance, and building support
    among stakeholders to see DRM as a priority issue.
    of actors
    and scales
    The need to build capacity to coordinate across scales and to work with other
    stakeholders. Capacity building can act to bridge capacity and communication gaps
    that commonly exist between national and local levels. Initiatives can focus on building
    capacity of networks of stakeholders, and on building local people’s capacity to
    interact with other stakeholders.
    to disaster risk
    The need for a more holistic DRR-influenced approach to DRM capacity. This
    includes attention to: understanding and planning for long-term changes in risk;
    moving beyond a focus on short-term emergency management to capacity in disaster
    prevention, mitigation and long-term recovery; prioritizing the reduction of vulnerability;
    targeting the needs of vulnerable groups; and addressing gender inequalities in both
    vulnerability and capacity.