EC-Support for Horn of Africa Resilience

FAO Strengthening InstitutionalizedSub-national Coordination Structures and

Harmonization Mechanisms Project

Project Ref: Nr. EDF/2014/354-294

GCP/ETH/089/EC

A PRACTICAL COORDINATIONBOOKLET FOR RESILIENCE

BUILDING

Food and Agriculture Organization of the United Nations

Addis Ababa, 2019

Prepared byStrengthening Institutionalized Subnational Coordination Structures and Harmonization Mechanisms Project

Technical support of theFood and Agriculture Organization of the United Nations

Required citation:FAO. 2019. A practical coordination booklet for resilience building – EC-Support for Horn of Africa Resilience. Addis Ababa, Publisher (if different to author). 56 pp. Licence: CC BY-NC-SA 3.0 IGO.

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Contents

FOREWORD.................................................................................................................................... vACRONYMS ...................................................................................................................................viINTRODUCTION AND BACKGROUND .......................................................................................... 1OBJECTIVES OF THE REGIONAL COORDINATION CAPACITY BUILDING WORKSHOP ................... 2MOTIVATION OF THE ANNUAL REVIEW OF COORDINATION PRACTICES ..................................... 2

PART I THEMATIC: COORDINATION, DRM AND RESILIENCE ............................. 5

MODULE I: INTRODUCTION TO COORDINATION ................................................ 5

1.1 ORGANIZATION OF THE FIRST TRAINING MODULE .......................................................... 51.2 THE WHAT AND WHY OF COORDINATION ...................................................................... 51.2.1 WHAT IS COORDINATION? ................................................................................................ 51.2.2 WHY COORDINATION? .................................................................................................... 51.2.3 DIFFERENT KINDS OF COORDINATION IN PRACTICE ......................................................... 81.3 FREQUENT BARRIERS AND DRIVERS FOR COORDINATION ............................................... 111.3.1 BARRIERS FOR COORDINATION .................................................................................. 111.3.2 DRIVERS FOR COORDINATION ........................................................................................ 111.4 COORDINATION IS GENDERED ........................................................................................ 121.4.1 GENDER MAINSTREAMING .......................................................................................... 121.4.2 GENDER MAINSTREAMING IN COORDINATION ....................................................... 13

MODULE 2: RESILIENCE AND DRM FRAMEWORK ................................................. 14

2.1 ORGANIZATION OF THE SECOND TRAINING MODULE DRM AND RESILIENCE.......... 142.2 WHAT IS DISASTER? ...................................................................................................... 142.3 WHAT IS RESILIENCE? .................................................................................................... 162.4 WHAT IS A LIVELIHOOD? ................................................................................................ 172.5 DISASTER RISK MANAGEMENT CYCLE ........................................................................... 172.5.1 PHASES OF A SUDDEN ONSET DISASTER ........................................................................ 182.5.2 PHASES OF A SLOW ONSET DISASTER ............................................................................ 192.6 WHAT MAKES A HOUSEHOLD RESILIENT? .................................................................. 202.7 RESILIENCE IS GENDERED ................................................................................................ 21

MODULE 3: COORDINATION FOR RESILIENCE ..................................................... 23

3.1 ORGANIZATION OF THE THIRD MODULE ON COORDINATION FOR RESILIENCE .............. 233.2 DEFINITIONS ON COORDINATION FOR RESILIENCE ..................................................... 233.3 WHY COORDINATION FOR RESILIENCE? ............................................................................ 243.4 SHIFTING TO PROGRAMMATIC APPROACH:

HUMANITARIAN PROGRAMME CYCLE (HPC) .................................................................. 253.5 COORDINATION TOOLS AND INDICATORS ......................................................................... 263.5.1 EXAMPLES OF COORDINATION TOOLS ...................................................................... 263.5.2 EXAMPLES OF COORDINATION INDICATORS ......................................................... 263.6 COORDINATION MECHANISMS IN ETHIOPIA .............................................................. 283.6.1 ROLES IN COORDINATION FOR RESILIENCE ............................................................. 283.6.2 BRIEFS ON THE COORDINATION ARCHITECTURE IN ETHIOPIA .................................... 30

PART II: COORDINATION CYCLE MANAGEMENT ............................................. 33

MODULE 4: INTRODUCING THE ANNUAL REVIEW OF PRACTICE ........................ 33

4.1 ORGANIZATION OF THE FOURTH MODULE ON THE ANNUAL REVIEW OF PRACTICE ........ 334.2 WHY AN ANNUAL REVIEW OF PRACTICE? ..................................................................... 334.3 STEPS OF THE ANNUAL REVIEW OF PRACTICE ...................................................................... 33

MODULE 5: ANNUAL REVIEW OF COORDINATION PRACTICE ............................ 36

5.1 ANNUAL REVIEW OF COORDINATION PRACTICES ............................................................. 365.2 CORRECTIVE ACTIONS ...................................................................................................... 36

MODULE 6: ANNUAL REVIEW OF PRACTICE: PLANNING FOR THE YEAR AHEAD ........ 39

PART III: FACILITATION SKILLS ............................................................................ 41

MODULE 7 FACILITATING AND MANAGING EFFICIENT MEETINGS .................. 41

7.1 FACILITATING COORDINATION TRAININGS ...................................................................... 417.1.2 THE FACILITATOR ROLE ................................................................................................. 417.1.3 THE FACILITATOR POSTURE ........................................................................................... 417.2 MANAGING EFFECTIVE COORDINATION MEETINGS ....................................................... 417.2.1 PRE-PLANNING A MEETING ......................................................................................... 427.2.2 THE MEETING IN PROGRESS ........................................................................................ 427.2.3 SOME OTHER GUIDELINES DURING A COORDINATION MEETING ............................. 437.2.3.1 VERBAL AND NON-VERBAL COMMUNICATION .......................................................... 437.2.3.2 BRIEFING, DEBRIEFING AND FEEDBACK ........................................................................... 447.2.3.3 MAKING PRESENTATIONS ............................................................................................... 447.2.3.4 USING FLIP CHARTS AND POWERPOINT TIPS AND TRICKS ....................................... 45

FIGURES

1: How coordination works ............................................................................................................ 72: Changing our minds: Not meetings but collaboration and learning ............................ 83: Coordination extent ................................................................................................................. 94: Six social change processes that enhance ................................................................... 155: Disaster Risk Management Cycle .................................................................................... 186: Phases of a sudden onset disaster (Source: LEGS) ....................................................... 187: Phases of a slow onset disaster (Source: LEGS) ........................................................... 198: Humanitarian Coordination Architecture in Ethiopia .................................................... 299: RED FS SWG Technical Committees and Taskforces ...................................................... 2910: EU RESET Consortium lead agencies and clusters .............................................................. 3111: Annual review of practice: a process in three steps ............................................................ 3412: Pathways to corrective actions ............................................................................................. 3613: Flow of plenary discussion ................................................................................................... 3814: Planning for the year ahead ................................................................................................. 39

TABLES

1: Drivers of coordination for resilience .................................................................................... 26 2: Coordination indicators ............................................................................................................ 27

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Foreword Good coordination mechanisms contribute to successful implementation of policies enacted to lessen human suffering as a result of human-induced or natural disasters and support resilient households.

Consistent leadership and mutual accountability are key drivers to address existing fragmentation in the resilience coordination framework. The purpose of this booklet is therefore to support resilience coordination leadership through the provision of training materials and tools that strengthen awareness, common understanding, ownership and mutual accountability for resilience coordination.

As such, this booklet details factors that facilitate and impede the coordination of disaster risk management (DRM) and resilience processes. At the same time, the booklet suggests ways to better manage and enable the resilience coordination planning process.

In addition, this booklet underscores the need for change in the paradigm that surrounds resilience coordination. The implications of resilience coordination need to be further unpacked as its costs and barriers are normally underestimated. The booklet also stresses the importance of moving beyond training resilience coordination capacity development. For this reason, the booklet strongly suggests that such trainings should be complemented by related technical assistance, advocacy and action planning, and emphasize the importance of gender mainstreaming in coordination mechanisms.

The uptake of this booklet will lend itself to coordination practitioners and champions as a means to guide and implement their activities in a more relevant and efficient way.

Finally, I would like to take this opportunity to thank the European Union Delegation to Ethiopia for its generous contribution to the Food and Agriculture Organization of the United Nations (FAO) for the implementation of the project, “Strengthening institutionalized subnational coordination structures and harmonization mechanisms coordination for resilience”, in addition to all key stakeholders of concern that have already implemented resilience coordination trainings and provided valuable inputs during the various stages of drafting this booklet. Together, they contributed to making this booklet more substantial and relevant to support current DRM and resilience coordination work in Ethiopia.

Fatouma Seid,FAO Representative to Ethiopia

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ACRONYMS

AGP II Agricultural Growth Program IIATF Agricultural Task ForceDAG Development Assistance GroupDRM Disaster Risk ManagementDRM FSCB Disaster Risk Management and Food Security Coordination BureausDRM TWG Disaster Risk Management Technical Working GroupsDRSLP Drought Resilience and Sustainable Livelihoods ProgramEHCT Ethiopia Humanitarian Country TeamEU European UnionFAW Fall ArmywormHPC Humanitarian Programme Cycle IASC Inter Agency Standing CommitteeISDR International Strategy for Disaster ReductionLEGS Livestock Emergency GuidelinesLRRD Linking Relief, Rehabilitation and DevelopmentM&E Monitoring and evaluationMEAL Monitoring, Evaluation, Accountability and LearningNDRMC National Disaster Risk Management CommissionNGO Non-governmental organizationNRM Natural resource managementOCHA UN Office for Coordination of Humanitarian AffairsPCM Programme (or Project) Cycle ManagementPMU Project Management Unit PSNPIV Productive Safety Net Programme IVRED FS Rural Economic Development and Food Security SecretariatRESET EU Resilience building program in EthiopiaRUJCC Rural Job Creation and CoordinationSAG Strategic Advisory GroupSHARE Supporting the Horn of Africa’s Resilience SLMP Sustainable Land Management ProgrammeSMART Specific, measurable, actionable, relevant, and timelySWG Sector Working GroupTC Technical committeeTF TaskforceToT Training of TrainersUNDP United Nations Development ProgrammeWASH Water, sanitation and hygieneWFP World Food ProgrammeWHO World Health Organization

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INTRODUCTION AND BACKGROUNDResilience is thought to be achieved when activities for resilience building are guided by a common understanding on coordination and when activities related to relief and development are linked and integrated.

The EU SHARE FAO coordination project GCP/ETH/089/EC has exerted itself to support knowledge-based coordination mechanisms across the regions in the country where the project is active (Ethiopia). Sixteen workshops have been systematically organized between 2017 and 2018. After a Training of Trainers (ToT) was conducted at the federal level, resilience coordination workshops were conducted in six regions namely, Afar, Amhara, Somali, Oromia, Tigray and SNNP. The eight zonal cluster member organizations of Resilience in Ethiopia (RESET) participated in the training workshop in order to apply their learnings to improve coordination while working towards their objective of resilience building in their respective zones. Their involvement makes support on future regional coordination trainings possible.

To conduct the regional coordination for resilience building, two international consultants were commissioned to produce standardized training materials and a manual, ensuring the materials were relevant to the country context.

A test workshop was organized in November 2016 and the manual was refined using the feedback captured from the test workshop participants. To cascade the training to the necessary level, Training of Trainers (ToT) was conducted from 29 to 31 March 2017 for 31 participants from Regional DRM-ATFs, including chairs and co-chairs, RESET member organizations and FAO field office coordinators.

The regional training was conducted with an agreed Terms of Reference across the regions, with customization of the training manual to allow for regional specifics.

This booklet, which is restructured from the training manual, describes the content of the training materials from the workshops in to three parts:

• Part one describes the input for the resilience coordination workshops, includingobjectives of the regional coordination capacity building workshop, and the motivationof the annual review of coordination practices. It also includes basic definitionsof coordination and resilience to bring all participants of the training to the sameunderstanding level before the detailed presentations of the coordination capacitybuilding training

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• Part two details the presentation of training for the seven modules for coordinationcapacity building.

• Part three is Module 7 and provides advice on meeting facilitation techniques.

Modules 1 to 3 and module 7 address two key initial steps: (1) common understanding (changing our minds) and (2) resilience coordination capacity development. Modules 4 to 6 address how to create a coordination planning framework.

OBJECTIVES OF THE REGIONAL COORDINATION CAPACITY BUILDING WORKSHOP

The regional coordination capacity building workshops were conducted through 15 (1 federal, 6 regional and 8 zonal) Coordination Capacity Development Trainings for resilience building, which ultimately served as the background and context for this booklet. The objectives of the workshops were to:

(1) Create a common understanding of:a. Existing coordination spaces in relief and development in Ethiopia, with a

focus on the regional and zonal coordination spaces.b. Coordination, DRM and resilience concepts;c. Objectives and motivations for coordination, in relation to DRM and resilience.

(2) Share coordination experiences and tools for coordination mechanisms.(3) Provide a common framework for an annual review of coordination practices. Thisincludes tools such as (the Regional/Zonal Coordination Needs Assessment, AnnualReport on Regional/Zonal Coordination practices and the Resilience Coordination Plan.

MOTIVATION OF THE ANNUAL REVIEW OF COORDINATION PRACTICES

The test workshop conducted in November 2016 involved the regional representatives of ATF and EU RESET clusters for validation of:

• the content of the workshop materials;• the need to organize regional workshops around an “annual review of coordination

practices“;• the approach to coordination, resilience and DRM.

The test workshop revealed the importance of facilitating the regional workshops in local languages (or a mix of languages as appropriate to each region). An annual review of coordination practices is required to learn more from implementing the coordination workshops.

As a follow up of these coordination trainings, Annual Review of Coordination Practices were implemented in 2018 and 2019 in Regional DRM ATF and EU RESET clusters.

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TRAINING OF TRAINERS FOR THE REGIONAL COORDINATION CAPAPCITY BUILDING WORKSHOPS

The Regional Coordination Capacity Building (RCCB) ToT workshop was conducted after the manual for the trainings was drafted by two international consultants. It was then tested and contextualized through a workshop at federal level conducted in Bishoftu, Ethiopia.

The training manual was then contextualized to regional social and cultural specifics to fit into regional contexts so that it could be used locally.

The manual has seven modules. Out of these seven modules, the first six detail the essence and application of coordination for resilience building and the seventh module is dedicated to meeting facilitation and management capacity building.

These modules aim to demonstrate to the trainees how resilience building interventions can most usefully contribute to sustainably transform the livelihood of vulnerable communities.

The training of trainers which was conducted from 29 to 31 March 2017 in Bishoftu, was delivered to 31 participants from the REDFS secretariat, Regional DRM-ATF chairs and co-chairs and RESET partner organizations.

The training was organized using the checklist and tools produced ahead of the workshop.

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PART I THEMATIC: COORDINATION, DRM AND RESILIENCEMODULE I: INTRODUCTION TO COORDINATION

1.1. ORGANIZATION OF THE FIRST TRAINING MODULE

The first module is an introduction designed to make trainers aware of the foundations of coordination capacity building to enable them to facilitate discussions with a full understanding of the subject matter. Further, this module supports participants to build a shared understanding of motivations and reasons for coordination. It also introduces the extent and types of coordination. Finally, it will help them to identify options and challenges they can face when coordinating workshops and meetings and to understand Linking Relief, Rehabilitation and Development (LRRD).

1.2. THE WHAT AND WHY OF COORDINATION

A common understanding on issues and terminologies is necessary to speak about and explain an issue with the same understanding level across all partner organizations working on coordination and resilience building. Understanding means a shared interpretation, which is communicated to the meeting participants by the trainer and relied upon by the trainees to extend their trainings at federal, regional or local level.

1.2.1 What is coordination?

Coordination is the harmonization of a range of interventions tailored to the needs of the most vulnerable groups contributing to increase the relevance, effectiveness, efficiency, sustainability and impact of these interventions.

1.2.2 Why coordination?

Why do we worry about coordination when it is a day to day practice to organize meetings and discussions? Coordination is done traditionally and can be well organized when elements of well thought out and knowledge-based applications are included.

We coordinate events for synergy among partners, as no single organization can solve all problems and resilience requires a multifaceted approach. Most importantly, we have to work in coordination if we want to succeed.

Coordination is done to:

(1) Fill gaps, and target those who are most in need, while enhancing theircoping capacities in drought prone and food insecure areas.

(2) Prevent duplication, helping to increase overall response capacity and developmentinterventions by using resources efficiently and effectively.

In practice, coordination:

(3) Initiates consideration of working with other bureaus and stakeholders to removecommon problems.

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(4) Brings together various organizations (humanitarian and development) for concertedefforts to align with government policies and strategies, to share information withlike organizations, and to standardize services.

(5) Creates a space to pool knowledge and capacity for refined technical guidance toescape the cycle of drought and relief aid.

(6) Paves the way to build commitment to common goals, while creating a space fornegotiation of realistic expectations.

(7) Allows fostering of shared understanding, building respect and trust among actors –which is essential to ensure the link between relief, rehabilitation and development.

(8) Is pertinent for complementarity and labour division.

Experience shows that unwise utilization of resources is widespread. However with a well thought out coordination mechanism and leadership as the backbone of an organization, we can avoid duplication and benefit from efficient utilization of scarce resources for effective response capacity and development intervention.

Coordination leadership and strong organization is not acquired by simple involvement of actors in a given area of intervention. Rather, it is developed through addressing challenges, strengthening understanding, ownership, commitment, and through concerted coordination mechanisms. These factors create a space for negotiation of realistic expectations to build respect and trust among actors.

Examples of coordination mechanisms

For coordination to be successful, it should include exchange of information and experiences, joint planning, review, monitoring, learning, harmonization of approaches and integrated interventions for better impacts. Coordination is a means to support the ultimate goals of saving lives and livelihoods, alleviating suffering, and providing space to advocate for the rights of those affected for sustainable solutions.

The cluster approach is one example of coordination mechanisms: A cluster is a group of development and humanitarian affiliated organizations working within the same sector (such as health, shelter, nutrition, or education), to coordinate and harmonize in order to avoid gaps or duplication of respective interventions.

Clusters are led by a cluster lead agency (for example UNICEF, UNDP, WFP, or a relevant government department) and can have one or two co-lead agencies. The cluster mechanism was created in 2005 as part of the Humanitarian Reform. The cluster approach targets clear and effective leadership, predictability and accountability.

Some countries choose not to formally activate clusters, but put in place similar approaches that allow the coordination of organizations working in a sector. This is the case in Ethiopia, where, for example, the Disaster Risk Management Agriculture Task Force (DRM ATF) brings together organizations working in agriculture. The Resilience Building in Ethiopia (RESET) project of the European Union brings together partner organizations working in different sectors for integrated implementation of their projects. Coordination of their efforts allows synergy between projects in given zones without jeopardising the development efforts of the Government and other partner organizations working in the area.

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How? Changing our perceptions, Attitudes & Behaviour Around Coordination Practies

1. Changing our minds (attitudes): Collaboration and coordination does not equal“more meetings”. It is about joint, effcient practices (joint learning, sharing,planning, implementing and monitoring): COORDINATION CHAMPIONS &BACKBONE ORGANISATIONS

2. Changing our attitude through coordination and facilitation skills capacitydevelopment: COMMON AGENDA

3. Changing our practices through common frameworks for coordination and MEAL(mutual accountability): INCENTIVES (communication, measurement, reinforcingactivitees)

Figure 1: How coordination works

Group Work I1

Here we want participants to lay out how coordination is understood in their places of work. We must begin from this understanding and then show how coordination (new ways of coordination use) transcends previously understood notions of the role of coordination in the workplace.

We are working to change perceptions, attitudes and behaviours (1) about coordination and (2) about the role of coordination in an organization. We have to change people’s mindsabout (1) what coordination is and (2) what it can do for them.

Non-governmental organizations working for development and humanitarian interventions are increasingly collaborating through inter-organizational structures such as Technical Committees (TC), Taskforces (TF), coalitions, alliances, partnerships, and coordination bodies.

NGO coordination bodies are groups of NGOs aimed at improving the efficiency of their involvement in development and humanitarian assistance through greater coordination. Despite their popularity, little is known about these coordination bodies - specifically the extent to which they address inter-organizational coordination problems as each of the coordination bodies follows its own coordination mechanisms.

There are common perceptions and understanding already instilled in the minds of people working on coordination. Assumptions or the common perceptions of coordination include: (1) Meetings, meetings, and more (useless) meetings, (2) Top-down and rigid approaches,(3) More paperwork (so much), (4) A centralised responsibility of the coordination chairs orofficers with the rest as passive members.

1 These kinds of boxes are meant to have instructions for what some group work is. E.g. Group work 2 provides questions the groups are meant to answer, brainstorm and present back in plenary 7

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This is depicted in Figure 2, below:

Common perceptions New ways of understanding

What is NOT coordination?Passive meeting attendees/lovers

• Meetings, meetings and more (useless or boring) meetings!

• Top down, imposition• Rigid• More paperwork (SO MUCH!!)• Coordination chair, co-chair or officer only (passive members)• Visibility only• Making others happy by responding to

their meeting requests

What is coordination?Coordination champions for collective impact

• We can align our objectives• Together we are stronger• Learning from what we do• Information use (decision making)• Sharing, assessing, planning and monitoring

together• Flexible, working smarter, not just harder• Coordination (information use) is for everyone• Efficiency and effectiveness• Complementary of both collective and bilateral

interactions• Championing for collective impact

Challenging?Need for common understanding of drivers and barriers for coordinationWe can change perceptions about coordination or the role or value of coordination. It is also about changing institutions and people’s minds about what coordination is and what it can do for the stakeholders.

Figure 2: Changing our minds: Not meetings but collaboration and learning

The new ways of working and understanding of coordination could be linked with: (1) How better coordination can be achieved through learning from what we do. (2) How to cooperate to pool resources, creating relationships that can help do better than with the traditional approach. (3) The most important tool for decision making is use of up to date information for planning and monitoring of implementation schedules. (4) Finally, concerted coordination (information use) is for everyone for joint assessment, strategic flexibility of activities and working smarter not just harder.

1.2.3 Different kinds of coordination in practice

In practice, coordination means to transform common problems into strategic goals and concrete results. There are different platforms that take the responsibility of coordination for sectoral development and humanitarian interventions.

For example, DRM-ATF is used as a strong platform where donors, government representatives, and a number of implementing partner organizations convene for face to face discussion and decision making on agricultural interventions.

It has been also used as a platform for emergency response, such as during the spread of the Fall Armyworm (FAW), where the Government of Ethiopia intensified efforts to protect major maize growing areas from the ravage of the insect.

RESET is another platform that convenes partners working in a given geographical area to

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Most difficult, but with best

results

Co-ordinatedimplementation

Co-ordinated planning

Information sharing

Least difficult. Important, but limited results

strengthen economic opportunities and resilience of the most vulnerable communities to human-induced and natural disaster crises, through measures that increase livelihoods and employment, and enable better access to basic services.

Figure 3: Coordination extent

Levels of Coordination:

Coordination can take place at various levels. We can find various degrees of coordination in general.

(1) Lower degree of coordination = information sharing. Information sharing is the basis (a minimum requirement) of coordination. (2) Mid-degree of coordination = coordinated planning, such as for joint assessments, common standards, joint training, integrated assistance. (3) Higher degree of coordination = coordinated implementation, which includes monitoring, evaluation and learning.

The coordination mechanisms can be seen from different dimensions: from internal or external, vertical or horizontal, strategic or operational, and technical or administrative points of view. 1) Internal and external coordination

Internal coordination refers to coordination within each organization: between staff, units, sections, and members of the same department within the same organization.

External coordination refers to coordination with other existing coordination platforms led by the government and other stakeholders that are not part of the organization (for example

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REDFS, Federal DRM ATF, other Regional ATF, NGOs, RESET, and clusters).

2) Vertical and horizontal coordination

Vertical coordination can be amongst federal and regional members of the Regional ATF, or between Federal ATF and Regional ATF Offices.

Horizontal coordination is coordination that takes place amongst agriculture sector and other sectors or clusters, or within Regional ATF (among members of the Regional ATF, units, sections, departments, functions, sectors, or clusters at Regional level).

3) Strategic and operational coordination

Strategic coordination is about setting strategic goals and monitoring, while operational coordination aims to avoid gaps and duplications, improve efficiency, and provision of common services.

4) Technical and administrative coordination

Technical coordination ensures harmonized and consistent programming, to facilitate information sharing (including joint planning and assessment of results, research and studies, lessons learned, and sharing of good practices), to have a better idea of who is doing what and where (response mapping), to strengthen early warning systems and contingency planning.

Conversely, administrative coordination, is for example, joint structures serving the entire organization or all of the organizations, pooling of common resources (human and materials), jointly financing review and monitoring forums or workshops, external assessment, research, and other logistics.

The above-mentioned multi-dimensional coordination approach serves to jointly assess the gaps and challenges, and leads to strengthening existing coordination mechanisms for food security resilience building programs in Ethiopia through: a) enhancing subnational or regional coordination structures and harmonization mechanisms, b) improving actions on resilience building and strengthening the link between relief, rehabilitation and development, and c) strengthening of lessons and knowledge management and the mainstreaming of gender in coordination mechanisms.

Group Work II

• Identify the two most common challenges of ATF and EU RESET coordination.• Brainstorm the solutions to those challenges and a possible way forward.• Present to the group. Split the group into 3; each group identifies the 2 most common

challenges of some of their coordination mechanisms. • Each group brainstorms solutions to these challenges (being as specific and concrete

as possible). • Results are presented in plenary session. • Discuss similarities and differences among groups.

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1.3. FREQUENT BARRIERS AND DRIVERS FOR COORDINATION

1.3.1 Barriers for coordination

The prevalence of coordination problems between development and humanitarian NGOs is still acknowledged. Despite positive attitudes toward coordination by partner organizations, barriers to coordination still exist among members of these coordination bodies. Some of the main coordination barriers are:

Lack of leadership required for an effective catalyst for achieving organizational progress. The organization should have a stake in the impact of the coordination both at strategic and operational levels.

Too many actors - The numerous actors for coordination may focus on achieving their projects’ internal objective without due emphasis on synergy, alignment and harmonization. Different expectations - Effective meetings only happen when the expectations of all who attend are clear.

Inadequate resources - Some organizations, which may want to participate in a coordinated effort, have few resources to contribute.

Fear of losing freedom - Organizations fear that coordination will reduce their freedom to decide over their own programs.

Lack of trust - Participating agencies or individuals may have a history of poor relations with each other or they may never have worked with each other before. This may cause suspicion and lead to seeing each other as threats, competitors, or untrustworthy.

Lack of coordination skills, knowledge and experience - Organizations which do not understand the pre-conditions and dynamic nature of coordination, or field representatives without the proper training and skills who either frustrate or are frustrated by efforts to coordinate.

Staff turnover - Frequent turnover of staff threatens policy continuity, coordination agreements and institutional memory. Trust often depends on increasing levels of familiarity and contact among parties, which usually suffers with high turnover rates.

1.3.2 Drivers for coordination

In an attempt to mitigate the challenges, humanitarian NGOs are forming structures such as taskforces and technical committees where the lead government agency has the authority to pursue coordination through appropriate measures and possesses leadership abilities.

Development partners, due to the nature of their individual governance structures, reinforce the norm of reciprocity; making possible the pooling of resources tied to coordination for mutual interests and objectives related to a common agenda and common framework.

Moreover, there are actions that should be given importance to facilitate coordination. Some include:

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(1) Recognition or awareness of the interdependent nature of coordination. (2) Limiting coordination structures to a strategic number of participating organizations. (3) Building personal relationships and trust.(4) Inviting dynamic, creative people to join the coordination body and promote effective

leadership and improve coordination skills.(5) Monitoring, evaluation and planning

Coordination:

• Facilitates humanitarian and development work, to the benefit of local populations.• Takes place at different levels and covers all aspects of the humanitarian and

development work.• Is easier to achieve at some levels than others. When putting in place coordination

mechanisms, it is important to be aware of the level we are at and the level we want to be.

• Creates a space to understand the most common barriers to coordination, in order to overcome them.

• Requires effective leadership and informed decision making.

1.4. COORDINATION IS GENDERED

Gender-sensitive programs and activities are key to building resilient communities. Therefore, it is necessary to mainstream gender in coordination activities. Mainstreaming gender is not about only including women in coordination activities, but about paying equal attention to men’s and women’s needs. Women and men are vulnerable in different ways and have different capacities to respond to shocks, stresses and uncertainty. Moreover, they have different roles in society dictated by traditions, customs, practices and the very institutions we build around us. Their behaviours and approaches to sustainable livelihoods are differently structured and hence, so are their experiences and expectations.

To appreciate and understand the problems women encounter in life, we have to honestly acknowledge the disadvantages they are forced into and take into account the distinctive roles they play and the obstacles they face in a society and within a family. A sustainable livelihood serves to recognize each gender’s sources of strength and builds upon these to find appropriate solutions to reduce vulnerability of the woman and the family.

Understanding these differences, and planning and implementing work so that women and men can realize their rights, is a necessary part of our approach to resilience.

1.4.1 Gender mainstreaming

Gender mainstreaming in coordination means bringing the experience, knowledge, and interests of women and men to bear on the agenda. The needs and capacities of both men and women should be considered, so that they can equally benefit from development and humanitarian interventions.

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Mainstreaming is not about adding a “woman’s component” or a “gender equality component” into an existing coordinated activity. It goes beyond increasing women’s participation. It means bringing the experience, knowledge, and interests of women and men to bear on the agenda.

Mainstreaming does not replace the need for targeted, women-specific policies, programs, and legislation. It requires gender-sensitive and committed institutions and organizations.

The process of assessing the implications of gender mainstreaming for women and men of any planned action, including legislation, policies or programs, in any area and at all levels. It is a strategy for making women’s, as well as men’s, concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of policies and programs in all political, economic, and societal spheres so that women and men benefit equally and inequality is not perpetuated.

1.4.2 Gender mainstreaming in coordination

It is a strategy for making women’s and men’s concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of all kind of projects, so that women and men can benefit equally from development interventions and inequalities are not perpetuated.1 Mainstreaming is the process of integration of gender in all coordination spaces, mechanisms and actions: through assessing and addressing the different interests and needs of women and men, boys and girls, in all areas and levels (from policy to projects) so that women and men benefit equally from development and humanitarian interventions, and inequality is not perpetuated.

2 Economic and Social Council, Agreed Conclusions 1997/2

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MODULE 2: RESILIENCE AND DRM FRAMEWORK

2.1. ORGANIZATION OF THE SECOND TRAINING MODULE DRM AND RESILIENCE

This module is designed to enable the participants to:

(1) Identify the components of a disaster and the disaster risk management cycle including hazards, vulnerability, capacity and disaster.

(2) Share a common understanding of resilience. (3) Reflect on how to support resilience through coordination activities. (4) Have awareness of gender issues in coordination activities.

In the introduction we delivered a brief definition on resilience. Resilience initiatives promote the value of resilience in Disaster Risk Management (DRM) and provide a framework for understanding, addressing and monitoring the linkages to understand the combination between hazards and vulnerability in relation to a disaster.

Therefore, this module illustrates how resilience is linked with DRM and identifies the components of a disaster and the disaster risk management cycle. Moreover, it is designed to share a common understanding of resilience including hazards, vulnerability, capacity and disaster, and to reflect on how to support resilience through coordination activities. It urges for the awareness of gender issues in all processes and coordination activities.

2.2 WHAT IS DISASTER?

Disaster is the realisation of exposure to hazard, vulnerability and exceeded capacity of households or community to respond to an event.

The magnitude of a disaster is usually described in terms of the adverse effects of a flood, drought, landslides, conflicts or war on lives, property, infrastructure, environmental damage and the cost attached to immediate, post disaster recovery and rehabilitation.

The description attempts to give reasons as to why a community or area was easily affected. This becomes necessary because risk is relative to particular situation for particular group of people.

Coordination helps achieve disaster risk management, through better anticipation (risk mitigation and prevention, preparedness and contingency planning), faster response, and support to early recovery (by supporting local capacities).

We can define hazard, risk, vulnerability and capacity as follows:

Hazard is a physical or human-made event that can potentially trigger a disaster. Earthquake, flood, landslide, drought, volcanic eruption, tsunami, economic collapse, and war can be taken as some examples of hazards that cause a disaster. Broadly speaking, a hazard is any substance, phenomenon or situation, which has the potential to cause disruption or damage to people, their property, their services and their environment.

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Vulnerability is the lack of capacity to anticipate, cope with, resist, and recover from the impact of a hazard. For livestock keepers, vulnerability may be directly linked to livestock assets. Protecting or rebuilding assets has an impact on reducing vulnerability to current or future shocks.

Risk: The probability of harmful consequences, or expected losses (deaths, injuries, property, livelihoods, economic activity disrupted or environment damaged) resulting from interactions between natural or human-induced hazards and vulnerable conditions.

Capacity: In order to cope up with disasters, the need to build capacity is crucial. Capacity can be briefly defined as the resources of individuals, households and communities to cope with a threat or resist the impact of a hazard. Resilience capacity is strengthened by enhancing collaborative ways of working across levels, sectors and actors, by deliberately engaging in, and developing six social change processes illustrated in the diagram below: (1) accountable governing, (2) gender justice and empowerment, (3) securing & enhancing (4) livelihood, (5) learning and innovation, (5) forward, flexible planning and (6) informing

Figure 4: Six social change processes that enhance resilience capacities3.

Disaster risk management can be defined as the organization and management of resources and responsibilities for dealing with all aspects of emergencies, in particular mitigation, preparedness, response and recovery in order to lessen the impact of disasters. The four disaster management phases illustrated below do not always occur in isolation or in this precise order. Often phases of the cycle overlap and the length of each phase greatly depends on the severity of the disaster.

Definition of key terms

Mitigation - Minimizing the effects of disaster. Examples: standards, land use regulation Preparedness - Planning how to respond. Examples include preparedness plans, warning systems. Response - Efforts to minimize the hazards created by a disaster. Examples: emergency relief.Recovery - Returning the community to normal. Examples include temporary housing, grants, medical care.

3 Jeans Helen et al (2017) The Future is a Choice Absorb, Adapt, and Transform Resilience Capacities. Oxfam

Accountablegoverning

Informing

Forward, flexible planning

Learning & Innovation

Gender justice & empowerment

Securing& enhancing

Livelihood

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Coordination helps achieve disaster risk management, through better anticipation (risk mitigation and prevention, preparedness and contingency planning), faster response, and support for early recovery (by supporting local capacity).

The first people to respond to a disaster are those living in the local community. They are the first to start rescue and relief operations. Developmental considerations play a key role in contributing to the mitigation and preparation of a community to effectively confront a disaster. As a disaster occurs, disaster management actors, in particular humanitarian organizations, become involved in the immediate response and long-term recovery phases.

Coordinating the work of humanitarian and development actors is key to building resilience in terms of their I) absorptive, II) adaptive and III) transformative capacities.

In general, we can view capacity from the following points of view:

(1) Capacity to absorb shocks (stability). Absorptive capacity is the capacity to take intentional protective action and to cope with known shocks and stress. It includes supporting coping strategies in periods of shock (e.g. early harvest or sale or slaughter of livestock);

(2) Capacity to adapt to a changing environment (flexibility). Adaptive capacity is the capacity to make intentional incremental adjustments in anticipation of or in response to change, in ways that create more flexibility in the future. It includes the ability to make proactive and informed choices about alternative livelihood strategies based on an understanding of changing conditions (e.g. income diversification)

(3) The ability to create a fundamentally new system (transformation). Transformation is about fundamental changes in the deep structures that cause or increase vulnerability and risk as well as how risk is shared within societies and the global community. It includes governance mechanisms, policies, regulations, infrastructure, community networks, and the formal and informal social protection mechanisms that constitute the enabling environment for systemic change (e.g. land tenure law reform, social protection systems).

These three capacities are essential for resilience. They are interconnected, mutually reinforcing and exist at multiple levels, including individual, household, community, district, national, and within social-ecological systems. As they overlap, it is very unlikely that a program will enhance one capacity in isolation. For example, humanitarian programming using cash transfers is likely to enhance the absorptive and adaptive capacities of individuals and market systems.

2.3. WHAT IS RESILIENCE?

Resilience is a concept that has emerged in the domain of the general theory of systems. It has been used in several fields such as engineering, ecology, psychology and epidemiology. In the last decade or so, it has also been proposed as a potential fruitful concept for the analysis of socio-ecological systems.

The definition of resilience is a bit controversial as resilience itself is crosscutting issue and assumes slightly different definitions in line with the sectoral action required for resilience building. FAO has developed the following definition of resilience, which implicitly considers both (ex-ante) actions that reduce the risk of households becoming food insecure, and (ex-

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post) actions that help households cope after a crisis occurs.

FAO’s definition of resilience: The ability to prevent disasters and crises as well as to anticipate, absorb, accommodate or recover and adapt from them in a timely, efficient and sustainable manner. Resilience capacity is strengthened by enhancing collaborative ways of working across coordination levels, sectors and actors and by deliberately engaging in and developing six social change processes that are shown in Figure 4 above.

2.4. WHAT IS A LIVELIHOOD?

A livelihood (1) comprises the capabilities, assets and activities required to make a living, (2) is sustainable when it can cope with and recover from stresses and shocks while not undermining the natural resource base, and (3) varies according to agro-ecology and capacity.

2.5. DISASTER RISK MANAGEMENT CYCLE

Disasters: Key greater horn of Africa region facts and figures According to the OCHA’s Humanitarian Snapshot (Mar - Apr 2018), in April and early May 2018, large-scale floods affected more than 1 million people across the greater horn of Africa, impacting more than 700 000 people in Somalia, over 311 000 in Kenya, and at least 165 000 people in Ethiopia. Across the region, fl oods destroyed and damaged houses, schools, health facilities and water and sanitation (WASH) infrastructure, disrupted livelihoods and displaced hundreds of thousands of people. There were concerns that the floods could exacerbate the spread of water-borne diseases, including cholera. In addition to new fl ood-related displacement in Ethiopia, Kenya and Somalia, confl ict between ethnic Oromos from West Gujji and Gedeos from the Southern Nations Nationalities and Peoples’ (SNNP) Region in Ethiopia resulted in large scale displacement from both sides in April.

It was reported in the Government–partners’ joint document (October – December 2018) that the total food and non-food requirement for the estimated beneficiaries reached USD 265 666 710 to respond to the immediate needs of the communities affected by the continued drought situation due to the failure of the belg/gu rains.

Coordination is crucial to allow governmental and non-governmental organizations to play their roles in preventing and managing disasters.

The disaster risk management cycle is a concept applying an integrated approach towards a disaster event in which the management cycle is carried out through a sequence of activities or phases. Each phase is designed to address a specific type of intervention (i.e. planning, preparedness, prevention and mitigation, warning, disaster impact, rescue and relief, rehabilitation and reconstruction, and recovery phases).

Disaster management is aimed towards the integration of pre- and post-disaster response mechanisms to develop closer links between emergency and development programming through the adoption of an integrated approach to disaster management. This covers a broad range of distinct yet interrelated activities across all aspects and stages of the disaster cycle.

Disaster management interventions should be used wherever there is a high probability of a disaster occurrence. As described earlier, the primary strategy of vulnerability reduction is to increase the capacity of local communities and organizations to prevent, prepare for and

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respond to the impact of disasters. It combines changes at community level with changes to national and international policies and practices.

Disasters and consequent emergencies may occur suddenly or develop over a period of time. Speed of onset has important consequences for the action that can be taken. Prevention, preparedness and early warning measures are much less developed for sudden onset disasters. It is necessary to adjust the timing of response to reflect the differences between slow and fast-onset disasters, in order to protect lives and livelihoods.

Figure 5: Disaster Risk Management Cycle 2.5.1 Phases of a sudden onset disaster

Fast-onset disasters are usually the result of sudden natural events such as wind storms, floods, wild fires, landslides, avalanches, earthquakes and volcanic eruptions.

Fast or sudden onset disasters: give little or no warning before they occur. Modern technology has to a large extent improved the timeliness of early warning. However, if the level of preparedness planning for warning response is not given proper attention, the opportunity is lost and the impact of disaster could be severe. Examples are tsunamis, floods and fires.

Figure 6: Phases of a sudden onset disaster (Source: LEGS)

Mitigation

Recovery

PreparednessRisk identification

Response

Disaster

Reconstruction

Disaster Risk Management Cycle

ImmediateAftermath

EarlyRecovery

Recovery

Normal

Time

Impact

Phases of a sudden onset disaster

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2.5.2. Phases of a slow onset disaster

The following diagram illustrates the phases of slow on-set of disasters, usually drought, which is the most common disaster in Ethiopia’s history.

Figure 7: Phases of a slow onset disaster (Source: LEGS)

Slow on-set disasters: Slow onset disasters are disasters that take a relatively longer period of time to take effect on a community or country. Disasters are also described relative to the time available for a community or country to predict the probability of change and plan for the disaster. The effects or impact however can be severe. Examples of such disasters are drought, slowly increasing pollution of rivers, deforestation and slow-moving landslides. Indicators for impending disaster are easily recognized and early warning systems can be established.

Aside from the natural hazard of drought, there are other ‘slow-onset’ hazards (including environmental degradation), the consequences of which can be equally disastrous. Major ‘sudden-onset’ natural hazards such as floods, pest infestations and livestock diseases, as well as earthquakes and severe storms cyclones also threaten the country.

Resilience

As described in paragraph 2.3 of this section, FAO’s definition for resilience is the ability to prevent disasters and crises as well as to anticipate, absorb, accommodate or recover and adapt from them in a timely, efficient and sustainable manner.

Resilience, in a food security context, is defined as the ability of a household to maintain a certain level of well-being (i.e. being food secure) by withstanding shocks and stresses.

Resilience is the community’s or the family’s ability to withstand the damage caused by harmful event and disasters. It is a function of the various factors that allow a community to respond to and recover from disasters. The resilience of different families in the same community could be different and the damage sustained would also be different depending on having better-built homes or having made better preparations (Source: IGAD DRM Training Manual).

Time

Emergency

Normal

Alert

AlarmImpact

Recovery

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2.6. WHAT MAKES A HOUSEHOLD RESILIENT?

It is relevant to understand what enables people to withstand shocks or to adapt to trends, if we wish to boost the resilience capacity of a household.

Some resilience enabling aspects for a household are: (1) income and access to food; (2) assets such as land and livestock; (3) access to basic services such as water, health care, and electricity; (4) the households’ adaptive capacity, which is linked to education & diversity of income

sources; and (5) the stability of all these factors over time.

Example: Jala’s and Ana’s households

In Jala’s village, several pastoralists lost most of their animals in a drought and the animals that did survive were selling for about half the normal market rate. The government called for international aid to provide food for the village. It also provided assistance to the village in the form of water for both people and animals, and seeds to farmers in preparation for the next crop season.

Jala’s household

My name is Jala. My husband is a pastoralist. We have three children who go to school. Three years ago I got a certification from the government and now I work as a teacher at the village school. During the last drought we lost 11 of our 12 cows. After the drought, we relied on my salary and government assistance to get food for our family.Ana’s households

I’m Ana. I live in the same village as Jala, we are good friends. My husband and I are pastoralists. We used to have 30 cows, 23 of them died due to the drought. We survived the drought thanks to government assistance and by selling the remaining cows. We withdrew my daughter from school to help us at the market.

Which family is more resilient? Which factors made it more resilient?

Resilience does not only refer to the ability to withstand shocks, but possibly to reorganize, adapting to the new (i.e. after shock) conditions (Source: FAO online training).

Group Work III

When you are using this booklet for group work, use the previous box to explain what makes a household resilient. The example depicts how two families in the same village reacted to the same shock. Neither household became food insecure. Finally you can pose the following questions to participants:

→ Which family was more resilient? (Answer: Jala’s)→ Which factors made Jala’s family more resilient than Ana’s?

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Answer: The household’s adaptive capacity is the key factor that made Jala’s household more resilient to the drought. This factor is linked to education and diversity of income sources. Having assets, such as lands and livestock, constitute a resilience factor. However, this is not the key factor that made Jala’s family more resilient than Ana’s family. In fact, Ana’s family owned even more cows than Jala’s.

Resilience does not only refer to the system’s ability to withstand shocks, but possibly to reorganize, adapting to the new (i.e. after shock) conditions. This means that resilience is a dynamic concept. The narratives were taken from a village as an example to show how two households from the same village reacted to the same shock. Neither of them became food insecure.

2.7. RESILIENCE IS GENDERED

The analysis of resilience stakeholders in relation to gender approaches reveals different levels of ambition, from recognizing gender-based differences to targeting gendered interests and ultimately transforming gendered power relations. Several challenges are identified within the gender elements of the resilience interventions related to their design, operational feasibility and the practicality of monitoring.

For the implementation of resilience-building projects with a gender equality lens, we need to analyze the connections between the ‘mini-theories of change’ concerned with the ambitious goal of transforming gender relations and the overall theory of change for the resilience interventions as a whole. In doing so, implementing agencies can improve the coherence, gender impact and effectiveness of monitoring approaches. This exercise will require a thorough examination of the two-way causal relationships between women’s empowerment and community or household-level resilience.

Group work IV

This exercise requires the reflection of four cases from four groups, meaning one case per group.

Brief the group members on how coordination activities or measures can be put in place to ensure that the communities are more resilient in a year’s time.

The case studies provided are examples from an experience sharing forum, to be shared among the four groups. Alternatively, you can have real cases from your area and provide them to the groups for discussion.

Instructions: 1. Split participants into four groups. 2. Give one case per group.3. Participants should imagine coordination activities that are relevant to their case, and that could make communities more resilient within a year’s time.

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Share in plenary, keeping in mind that this is a brainstorming activity and it is about having ideas and listing them, not about choosing one option rather than another. If you have time, organize a discussion on proposed options and observe which one do participants prefer? What are the pros and cons? This exercise aims at translating concepts into daily issues.

Case 1: Coordination activities linking relief, rehabilitation, development and improving community resilience for vulnerable communities in a pastoral region, whose livelihoods depend on livestock or crop production threatened by the increasing frequency and severity of droughts.

Case 2: Coordination activities that could economically empower women and vulnerable groups and resource poor and landless communities, whose household economy is vulnerable to the changing phenomena of agricultural production with crop and livestock production in an arid region.

Case 3: Coordination activities addressing the lack of access to water for humans and animals in a drought affected area, in the short and long term, addressing infrastructure, income generation and nutrition.

Case 4: Coordination activities ensuring community resilience through improved conservation of the natural and ecological environment, and sustainable development of the region’s agricultural sector and its economy at large.

Do not forget to consider gender in the proposed options.

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MODULE 3: COORDINATION FOR RESILIENCE

3.1 ORGANIZATION OF THE THIRD MODULE ON COORDINATION FOR RESILIENCE

For effective resilience building there has to be fully trained actors and community organizations or members responsible for appropriate implementation of development interventions linked to emergency preparedness and response. These trained actors should cascade the training to other community members who perform development activities, prevention, mitigation, preparedness, response and recovery, and effectively coordinate with external agencies. This module describes the definitions, motivation, tools, indicators and framework of coordination for resilience.

3.2 DEFINITIONS ON COORDINATION FOR RESILIENCE

The requirements of building resilience of a vulnerable community may be high, depending on the magnitude on their vulnerability. The problems associated with resilience building cannot be resolved by a single actor or sector alone to strengthen the long-term resilience of vulnerable households and communities.

This is because vulnerability is not tailored to one sector only, but stretches across various sectors. This ultimately requires appropriate coordination mechanisms for concerted efforts. On the same vein, integrated approaches are needed, whereby different partners - working in close coordination - implement a multi-sectoral resilience program together with the local authorities in a defined geographic area.

Coordination for resilience implies:

(1) working with multiple actors on multiple issues; (2) dealing with causes and not only consequences; (3) working programmatically (compared to project cycle management); and(4) developing ownership from government, local authorities and local communities.

Some of the requirements to coordination for resilience in Ethiopia are4 :

(1) leadership and commitment; (2) joint work and capacity for joint action; (3) common framework (guidelines and standards); (4) trust and continuous communication; (5) knowledge management; and (6) gender mainstreaming in coordination spaces.

A series of tools and indicators relevant to the resilience framework and to the project cycle management have been developed by the EC SHARE–FAO project ‘Strengthening institutionalized sub-national coordination structures and harmonization Mechanisms’.

4 As identified and shared in the meetings on National Experience Sharing on coordination for resilience NESF which was conducted 7 to 9 December 2016 in Addis and organised by the EC SHARE FAO Coordination Project 23

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3.3. WHY COORDINATION FOR RESILIENCE?

The coordination mechanism for resilience building permits the correct transition from the relief coordination mechanism or framework to the development coordination mechanism or framework. This is not evident as the challenges that relief and development mechanisms confront are different. Appropriate coordination can facilitate the transition from relief to resilience which implies: (1) a shift from project to programmatic approach; (2) multi-hazard and multi-sectoral coordination; (3) dealing with chronic vulnerabilities and root causes versus consequences only; and(4) ownership from government, local authorities and local communities.

Moreover, coordination aiming for resilience building should:

(1) target relevant members of the vulnerable populations; and (2) bring together humanitarian and development actors - both governmental and non-

governmental for synergy and alignment.

The following are some of the gaps and challenges to consider in future endeavours towards resilience building coordination;

Resilience building might not be a simple task. The challenging aspect of resilience building is exacerbated when government coordination mechanisms act in parallel, are fragmented and overlapping, and when DRM policies are weakly mainstreamed in government coordination mechanisms.

Moreover, competing systems and duplication of efforts, coupled with a lack of clear roles and responsibilities across actors, complicates resilience building efforts. While linking of relief and development is expected to occur, it is difficult in practice. Low trust, poor communication mechanisms and perception of transparency also add to the complex nature of resilience building.

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Considering the existing efforts in resilience building, there are some good lessons which highlight a better resilience building approach. However, there is not a well-established platform dedicated to promoting lessons captured from resilience building efforts. As with other interventions, the low level of gender mainstreaming in coordination spaces also is a challenge for resilience building.

Main challenges in resilience coordination in Ethiopia

• Parallel, fragmented and overlapping of coordination mechanisms. This is more evident in relation to resilience building initiatives and in relation to vertical coordination (from woreda, zonal, regional to federal level).

• DRM policies are weakly mainstreamed in government institutions – for example the federal and other ministries’: (1) Delay in the strategic placement of DRM-ATF for future coordination. (2) Lack of a directorate fully devoted to resilience in one of the state ministries of the Ministry of Agriculture.

• Poor linkages and duplication of efforts (development partners and Government, relief and development actors, between zonal, regional and federal levels and between coordination mechanisms).

• There are sometimes competing systems (e.g. cash for food vs. food aid) with clear roles and responsibilities across actors and agencies involved, but some gaps and overlaps in practice.

• Low trust, communication and perception of transparency (bottom up and top down).

• Insufficient mainstreaming or promotion of lessons learned.• Gender mainstreaming and transformation have a long way to go in resilience

building programs and even more so in coordination spaces, where too few women and youths represent different, or complementary viewpoints to improving coordination.

3.4. SHIFTING TO PROGRAMMATIC APPROACH: Humanitarian Programme Cycle (HPC)

The Humanitarian Programme Cycle is the organization of programming in a large-scale response. It was developed by the Inter-Agency Standing Committee (IASC) and seeks to make humanitarian response more strategic. Many of the elements of the HPC reflect what organizations have been doing for years regarding setting up a project or program.

Coordination for resilience includes having a coordinated approach throughout the five main steps of the Humanitarian Programme Cycle, which are:

(1) needs assessments (2) strategic planning (3) resource mobilization (4) implementation and monitoring (5) evaluation.

Global coordination mechanisms have created coordination tools relevant to each of the five steps. Humanitarian actors use these tools at all stages of the response, adapting them to their own organization needs or mandates.

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3.5. COORDINATION TOOLS AND INDICATORS

3.5.1 Examples of coordination tools

In order to coordinate resilience building in a given area, first we have to conduct coordination needs assessment, to know in terms of needs and gaps, what to coordinate and who should be coordinated. The tools can help to capture the progress of different meetings and to follow-up action-points.

In relation to planning, some important supporting templates are prepared by the EU-FAO project, like road maps (for DRM-ATF and other platforms and interventions), emergency response plan, contingency plan and monitoring and tools aiming to support smooth information flows.

Table 1: Drivers of coordination for resilienceDrivers coordination for resilienceCauses of strengths and weakness

Example of indicators of strengths and weaknesses(from the Coordination Tool Box and Needs Assessment tool)

1. Leadership and commitment (ownership)

Participation follow up tool (Key actors’ involvement)Action points tracking and alignment with key institutions (R&D) (ToR, roles and responsibilities - backbone organization 5)

2. Joint work and capacity for joint action

Coordination as ONLY sharing informationCoordination as ONLY joint planning for avoiding duplication of efforts (% or number of the members planning together)Coordination as joint implementation for avoiding duplication of efforts (% of the members implementing together)

3. Common framework Agree basic coordination protocols and standards (accountability)Use of coordination indicators AND use of common planning and monitoring tools (3Ws or 4Ws mapping)

4. Trust and continuous communication

Existing incentives for attending meetings (information, funds)Existing use of reporting and communication protocols and tools

5. Knowledge management Information, learning and good practices shared and used to take decisions (vertical or horizontal) (meteorology, situation reports)

6. Gender mainstreaming in coordination spaces

Gender balance in coordination spacesIndicators for planning and monitoring include gender

3.5.2. Examples of coordination indicators

The following indicators for coordination are meant to provide guidance and can be used in

5 Backbone organization is the structure with a team dedicated to orchestrating the work of the broader organization

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the coordination framework. However, that does not mean other relevant indicators should be excluded. Partners should be able to use indicators (1) as a means, not as an end, of the coordination process and (2) those indicators should be appropriate to their specific context. These coordination indicators reflect the agency’s implementation schedule, taking account of the capacity and strategies of other agencies, civil society organizations and relevant authorities. Action points and commitments made at coordination meetings should be acted upon and reported in a timely manner. Tools such as the 4W matrices (detailing who is working where? What are they providing and when?), joint assessment, situation analysis reports and information about programme plans and progress are regularly submitted to the relevant coordinating groups – regional or federal ATF and regional or federal DRM TWG.

These indicators, therefore, help to avoid duplication of activities that are undertaken by agencies in the same geographical or sectoral areas. Indicators are also used to ensure efficient use of shared resources through integration of interventions. Indicators to facilitate coordination include having Terms of Reference (ToRs) with objectives and defined roles and responsibilities, follow-up of actions, regular coordination meetings, conducted at country, regional, or zonal level and support for partners to establish joint planning and monitoring. Each indicator should include a baseline, target and progress - all with dates.

Table 2: Coordination indicatorsS/№ Indicators Source and tools of verification1 Coordination structure is set up and functioning,

existing ToR with objectives and distribution of roles and responsibilities. Roles and responsibilities in place.

ToR roles and responsibilities in place

2 Regular coordination meetings are held at country, regional or zonal level, dates, number-regularity of attendees, same attendants for same organization

Calendar of meetings

3 Action points, commitments made at coordination meetings are acted upon and reported in a timely manner

Action plan tracking matrix

4 Existing sub working groups or informal spaces are meeting and providing the necessary technical support to the cluster

Technical support documents

5 The agency’s implementation schedule takes account of the capacity and strategies of other agencies, civil society organizations and relevant authorities

Stakeholders analysis and mapping

6 Humanitarian Program Cycle (HPC) – planning or DRM cycle planning is in practice: -Needs assessment and analysis, strategic planning, resource mobilization, implementation, monitoring, operational review and evaluation-Road map, work plan, operational plan, operational response and/or sequencing of activities are undertaken where relevant

Road mapFollow-up of the road mapOperational plan/response

7 4W matrices, joint assessment, as well as situation analysis reports and information about programme plans and progress are regularly submitted to the relevant coordinating groups – regional or federal ATF and regional or federal, DRM TWG

4W matrices, joint assessment as well as situation analysis reports

8 Joint targeting is exercised for synergy and complementarity

Prioritization reports

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S/№ Indicators Source and tools of verification9 Activities of other agencies in the same geographical or

sectoral areas are not duplicatedGap and response mapping

10 Efficient use of shared resources ensured through integration of interventions

Needs, gap, response information and mapping by household

11 Quality and distribution rates are standardized in the cluster for householders or community members

Quality guidelines and trainings

12 Partners are actively engaging in Government-led forums in the field and are playing a pivotal rolePartners are actively engaging in Government-led forums at federal level and use the opportunity to create influence

Fora reports

13 Crosscutting issues are integrated in the Humanitarian Program Cycle planning or DRM cycle planning – gender, human rights and protection

Reports

14 Partners establish joint planning, monitoring, offices, or visits in the field in order to facilitate coordination

Joint planning docs, visit reports

15 Monitoring and evaluation (M&E), lessons learnt, and knowledge management (KM) systems in place

M&E, lessons learnt, KM reports, forums, events

3.6. COORDINATION MECHANISMS IN ETHIOPIA

3.6.1 Roles in coordination for resilience

As the country has been affected by recurrent droughts for the last 30 to 40 years and different development approaches have been exercised, various types of coordination mechanisms exist. In most cases, currently, the Government coordinates development efforts and emergency through coordination structures such as the Rural Economy and Food Security Secretariat (RED FS) and ATF.

According to the DRM-Policy and strategy, enacted in 2014, the National Disaster Risk Management Commission (NDRMC) is designated as the lead Government institution for every hazard and related disasters. The strategy guides the emergency response or development actors to collaborate on specific geographic or thematic areas to achieve a common goal. The aim of coordination for resilience should be facilitating and harmonizing the initiatives of partners working on and around resilience building to enhance the coping capacities of the most vulnerable population residing in areas which are known to be drought prone and food insecure.

To strategically achieve this objective, it follows an integrated approach by creating a space to bring partner organizations, government research institutions and civil society together; for a concerted effort to work and align the government policies and strategies and achieve the goals of flagship programs. It is important to recognize that coordination for resilience building also requires an effective institutional base and coordination structure mechanisms.

Government-led coordination structures like DRM-TWG and ATF have the mandate of coordinating emergency and development efforts of the regional government and its partners in different sectors. This brings together government organizations, UN agencies, non-governmental organizations, academic institutions, and research institutions involved in pastoral and agricultural related activities to enhance coordination, collaboration and joint efforts for sustainable pastoral and agro-pastoral livelihood developments.

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National Disaster Prevention andPreparedness Committee(NDPPC)

Regi

onal

(Ope

ratio

nal)

Fede

ral

(Str

ateg

ic)

Polit

ical

Disaster Risk Management TechnicalWorking Group (DRMTWG)- Methodology Sub working group- Logistics Sub working Group- HRD Editorial Committee- Disaster Risk Reduction

Regional Authorities (DPPB, RHB, LCRDB) Regional Coordination Teams

Humanitarian Coordination Architecture in Ethiopia

Emergency Taskforces (Government Led Multi Agency Coordination)Drought FloodGambella

(GoE Lead) Sectoral Taskforces Cluster LeadMoA Agricultural (&Livestock) Taskforce FAODRMFSS Food Management Taskforce WFPMOH Health & Nutrition Taskforce WHODRMFSS/ENCU Multi-Agency Nutrition Taskforce UNICEFMoWE Wash Taskforce UNICEFMoE Education Cluster UNICEF/Save (Clusters/ Working Groups) Protection UNHCR/OCHADRMFSS CCCM, Emergency Shelter &NFIs IOM/UNICEF/UNHCRDRMFSS Early Recovery (inactive) UNDPDRMFSS Emergency Telecoms WFP

LegendYellow boxes= Government coordination MechanismsBlue Boxes = International coordination mechanismsYellow/blue boxes= Government-led international coordination mechanisms Green Boxes= Donor Coordination mechanismsPurple Boxes = NGO Coordination MechanismsRed Boxes= Red Cross/ Red Crescent Movement coordination Formal relationship (and Flow of Info) Informal relationship (Broken Line) Area in which Coordination is not optimal

Humanitarian Policy DialoguePeriodic discussions between high-level government(Deputy Prime Minister, DRMFSS State Minister) and representativesof the EHCT (HC, UN agencies, NGOs, donors)

Humanitarian Coordinator (HC)

Humanitarian Country team (HCT) United Nations Agencies

Development AssistantGroup (DAG)

Red Cross Movement

Non-GovernmentalOrganizations

HumanitarianInternational NGO(HINGO Group)

HRF Donor Group

Humanitarian Response Fund (HRF)Note: HRF reports to HC

Humanitarian Community Coordination (HCC)

Inter-Cluster Coordination Forum (Cluster Leads)

State Minster (DRMFSS)

DRMFSS

Multi Agency Coordination

AVAILABLE HUMANITARIAN COORDINATION ARCHITECTURE IN ETHIOPIA

The coordination architecture in Ethiopia demonstrates the complexity of coordination, to face complex issues at various levels at both political and operational level and from federal and regional coordination scenarios. In Figure 8, below, the government structure is highlighted in yellow, blue indicates international mechanisms, donors are shown in green, NGOs in purple, and the Red Cross in red.

Figure 8: Humanitarian Coordination Architecture in Ethiopia

RED FS and SWG Technical Committees (TC) and Taskforces (TF)Livestock and Fisheries TC

Agriculture Growth TC

Sustainable Land Management TC

RUJCC and Food Security TC

Mixed Crop and Livestock TF

Extension and Capacity Building TF

Capacity Building TF Food Security Coordination TF

Pastoral and Agro-pastoral TF

Private Sector Development TF

Best Practice TF Rural Job Opportunity Creation TF

Fisheries and Aquaculture TF

Research and Technology TF

Agricultural Water Management TF

Veterinary Services, Drug and Feed Quality Control TF

Agricultural Input/ Output and Market TF

Land Administration and Use TF

Climate Change TFFigure 9: RED FS SWG Technical Committees and Taskforces

Within Ethiopia’s coordination structure, relief is handled at a regional level by the Regional

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Disaster Risk Management and Food Security Coordination Bureaus (DRM FSCB). The coordination of relief at the federal level is led by the National Disaster Risk Management Commission (NDRMC), formerly known as the Disaster Risk Management and Food Security Sector (DRMFSS).

From the working group perspective, Disaster Risk Management Technical Working Group (DRM TWG) is the apex working group that coordinates relief interventions. The DRM TWG convenes all taskforces including DRM-ATF, and the taskforces for WASH, health, nutrition and education.

3.6.2 Briefs on the coordination architecture in Ethiopia

1. NDRMC

The NDRMC is the apex organization that coordinates early warning and relief intervention. Development actors include sectoral ministries and the Rural Economic Development and Food Security Secretariat (RED FS). RED FS coordinates donors and works to align donor interventions with flagship development programs. The government generally uses DRM-TWG and DRM-ATF for coordination in areas of agriculture in times of emergency and for early warning information communication. The Ethiopian Humanitarian Coordination Team is also guided by government representatives to provide a leadership role in strategic guidance of the steering committee meetings.

2. Rural Economic Development and Food Security Secretariat

RED FS coordinates donor interventions on behalf of the government. It is working to align the donor interventions with flagship government programs such as the Drought Resilience and Sustainable Livelihoods Program (DRSLP), Agricultural Growth Program II (AGP II), Productive Safety Net Program IV (PSNPIV), Sustainable Land Management Programme (SLMP) and others.

3. EU RESET (Resilience building in Ethiopia)

EU RESET is a European Union resilience programme for NGOs working in eight clustered zones which are thought to be more vulnerable to recurrent drought and other disasters.

The EU RESET clusters are:

• Cluster 1 Wag Himra Zone Amhara National Regional State (NRS)• Cluster 2 Afar - zone 1, 4 and 5 • Cluster 3 Siti zone - Somali NRS • Cluster 4 Liben zone Somali NRS • Cluster 5 Bale Zone - Oromia NRS • Cluster 6 Borena zone - Oromia NRS • Cluster 7 Woliata Zone - SNNP NRS • Cluster 8 South Omo zone - SNNP NRS.

These are coordinated by assigned zonal coordinators and the zonal government

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representatives, working with DRM-ATF and other appropriate taskforces to align their interventions with government recognized platforms.

Figure 10: EU RESET Consortium lead agencies and clusters

Group Work V (Who does what in regions?)

Instructions:Review the chart with the existing resilience-related coordination mechanisms in your region. Stick a coloured dot or pin on the coordination space(s) which you attend.

Have a discussion on the repetition of spaces and participants, and share preliminary observations on attendance (Crowded or empty spaces? Diversity or homogeneity of actors? Missing spaces?) Discuss the most relevant or important coordination mechanisms.

How do the mechanisms work? How often do you meet? Who takes part in them? Which type of activities and decisions are made there?

Are the resilience interventions of the different coordination spaces coordinated? Who is coordinating these resilience interventions? How are these interventions being coordinated?

EU RESET CLUSTERS(EU Resilience Project for NGOs)

Coordination and interaction of di�erent stakeholders within the cluster

A geographic cluster is a group of Woredas which present similar agro-economic and climatic characteristics with an EU funded consortium of NGO partners working in close cooperation with woreda and zonal authorities also

Kebele, region and Federal as well with other NGO partners, UN agencies and �agship programmes.

ZONERegionand Federal

CLA = Consortium Lead Agency W1, W2, W3, W4,…are intervention woredas in the cluster

CLUSTER

CLA

Consortium ofNGO partners

Otherconsortia

UN Agencies

Clients

W2

W1

W3 W4Other NGOs

Flagship programmeseg PSNP

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PART II: COORDINATION CYCLE MANAGEMENTMODULE 4: INTRODUCING THE ANNUAL REVIEW OF PRACTICE

4.1. ORGANIZATION OF THE FOURTH MODULE ON THE ANNUAL REVIEW OF PRACTICE

The shift from a relief orientation to a development orientation of DRM policy requires more structured planning and coordination at the time of emergency to discuss priorities and to review results of the reports and evaluation of the previous annual cycle of aid interventions.

4.2 WHY AN ANNUAL REVIEW OF PRACTICE?

The annual review of practice is:(1) Key for creating an accountability framework that will make possible change in the practice (behavior) of our coordination mechanism. It is the third step after having changed our understanding and our attitudes with regard to coordination. This annual review of practice will permit the determination of areas for improvement in our coordination performance.

(2) An opportunity to reflect on and learn from experience. The review serves as an opportunity for project coordinators and partner organizations to determine whether responsibilities in relation to government development programs and humanitarian interventions are in line with the principles of program cycle management (i.e. analyze needs, plan, mobilize resources, review, evaluate, reassess needs).

4.3 STEPS OF THE ANNUAL REVIEW OF PRACTICE

STEP 1: Successes and challenges of coordination in support of resilience The annual review of practice establishes procedures for the annual performance review of coordination standards at all levels with full participation and approval of the regional stakeholders.

Successes and challenges should be considered, bearing in mind the steps of the project cycle management and the key points of the Resilience Framework - how did we perform with regard to those steps and key points?

Reviewing successes and challenges is not about being judgmental about people or organizations. It is about analyzing causes for success and causes for challenges by looking concretely and factually at what has worked well and not so well.

There might be internal and external causes for successes and challenges. Isolate only internal causes (i.e. causes over which you have control) for successes and challenges, in order to define your strengths and weaknesses.

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Figure 11: Annual review of practice: a process in three steps

The essence of this module is therefore to identify the 3 steps of the annual review of practice and to connect the annual review of practice with the project management cycle and with the Resilience Framework.

The annual review of practice is an opportunity to experience joint analysis and joint planning, through the following 3-step process:

(1) Reflect on successes and challenges over the past year. (2) Take corrective actions to consolidate strengths and to mitigate weaknesses. (3) Define a joint coordination objective for the year ahead.

The process is as important as the result: the annual review of practice is about working together on our practices, and about improving them through learning from experience. It is in itself a coordination experience.

The annual review of practice serves as an opportunity to make adjustments that emanate from improper planning or implementation. It is also used to prompt discussion on the approaches used at regional level, the successes to develop on, failures to avoid, and maintenance of skills or interests. It is also an opportunity to present accomplishments from the year prior.

Reminder on coordination and programme cycle management

Integrating disaster risk management with programme cycle management is a systematic disaster risk management approach that can help in identifying, assessing and reducing risks of all kinds associated with hazards that might affect both project performance and beneficiary groups.

Successes and challenges of coordination

During the annual review of practice, we need to apply tools which should not miss important stages of our coordination planning or components and challenges of coordination in support of resilience initiative implementation.

.

Annual review of practice: a process in three stepsModule 4 of this Workshop

• Coordination Needs Assessment• Report on Coordination Practices

• Resilience Coordination Plan

Successes andChallenges

CorrectiveActions

Plan for theyear ahead

Identify strengths and weaknesses

Consolidate strengthsMitigate weaknesses

Repeat each year !

SMARTobjective

Module 5 of this Workshop Module 6 of this Workshop

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After identifying the challenges that emanate from practical experience, one must make decisions about how much research is required to identify relevant issues or answer questions.

Group Work VI Review successes and challenges

In order to evaluate activities during annual review of practice, the following instruction points should be shared for participants:

1. Each participant draws his or her chart illustrating when coordination was successful (successes) and when it was not (challenges). 2. Compare charts and lines.3. Discuss why, and how this could have been better, keeping in mind the different phases of project cycle management (needs assessment, planning, implementation, monitoring and evaluation).

You may, in particular, consider the following questions….

Are we using joint capacities and a joint framework in relation to resilience interventions?What synergies are we creating between resilience interventions? What gaps could we address?Are we achieving resilience? Why yes? Why not?Is there an example of good practice? Why is it good practice?

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MODULE 5: ANNUAL REVIEW OF COORDINATION PRACTICE

5.1 ANNUAL REVIEW OF COORDINATION PRACTICES

STEP 2: Strengths and weaknesses of coordination Through reviewing the annual coordination practice, one can be aware of the group’s strengths and weaknesses. The aim of the annual review of coordination practice is to support change and improvement in perceptions and practices. In order to foster this, we need to be aware of our strengths and weaknesses.

In order to identify strengths and weaknesses, look at successes and challenges. Successes (what you achieve) say something about your strengths (what you have). Conversely, challenges say something about your weaknesses. Look at challenges, failures and weaknesses as opportunities to learn.

This session should remain non-judgemental. Strengths and weaknesses are not about people, they are about systems, and how to improve the system. It is important to be aware of your strengths so you can consolidate them: reflect on how to achieve consolidation. Likewise, being aware of your weaknesses allows you to mitigate them: reflect on how to achieve mitigation.

Figure 12: Pathways to corrective actions

5.2. CORRECTIVE ACTIONS

Define corrective actionsCorrective action is defined as identification and elimination of the causes of a problem, thus preventing their recurrence. In order to solve problems and tackle challenges the needed corrective actions should be discussed with the responsible partner organization immediately. A follow-up inspection should then be made within a short period of time to ensure that corrective action was taken. If significant problems continue, a change should be made in approach on that aspect of program operation. The following is a practice to identify and analyze strength and weaknesses.

Pathway to corrective actions

Successes

Strengths

how to we consolidateour strengths

Challenges

Weaknesses

How do we mitigateour weaknesses

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Group Work VII Form 2 groups.Base yourself on the coordination framework criteria to analyse strengths and weaknesses.Each group will work alternatively on strengths and weaknesses.

There are three steps for the exercise: 1) Identify strengths and weaknesses 2) Identify corrective action 3) Discuss.

Pathway to corrective actionsIn order to move to corrective actions we have to know the pathway from successes and challenges to corrective actions. Successes and challenges are based on facts that took place (or were missing last year).

Our successes (what we produced) say something about our strengths. Our challenges (what we did not produce so well, or what we should have produced and did not) say something about our weaknesses. Corrective actions are about consolidating our strengths and mitigating our weaknesses.

Identify strengths and weaknesses

Instructions for Group 1

Thinking on causes for successes in coordination work, Group 1 identifies which ones could be found in their coordination mechanism, and recognizes that these are their strengths. There might be other reasons for successes (e.g. more funding from a donor), but these should not represent a specific strength of the coordination mechanism. Group 1 lists strengths on a flipchart.

Simply review causes for successes: select only causes that are directly linked to your coordination mechanisms, NOT to external factors. Based on this, list what you see as strengths of your coordination mechanism.

Instructions for Group 2

Thinking on causes for challenges in coordination work, Group 2 identifies which ones could be found in their coordination mechanism, and recognizes that these are their weaknesses. There might be other reasons for challenges (e.g. change in government rules), but these do not represent a specific weakness of the coordination mechanism. Group 2 lists weaknesses on a flipchart.

Simply review causes for challenges: select only causes that are directly linked to your coordination mechanisms, NOT to external factors. Based on this, list what you see as weaknesses of your coordination mechanism.

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Identify corrective actions

Groups switch flipcharts.

Group 1 will reflect on weaknesses:Read points listed as weaknesses by Group 2 and reflect on what could have been done differently. Using handout 6 on coordination tools, identify which coordination tools could help the change: improve practice, mitigate weakness, and learn from mistakes.

Read points listed as strengths by Group 1Reflect on what could be done to consolidate strengths and identify which coordination tools could help maintain and cultivate strengths using handout 6 on coordination tools.

Conduct plenary discussion on the presentation from Group 1 strengths and Group 2 presents suggestions to capitalize on strengths. Group 2 presents weaknesses and Group 1 presents suggestions to mitigate weaknesses.

Group discussion on results: are there points on which everyone agrees? What are the areas of disagreement? (Please see the picture below for the flow of the discussion).

Figure 13: Flow of plenary discussion

Group 1 PresentsStrenghts

Group 2 PresentsWeaknesses

Are there points on which everyone agrees ?

Are there areas of sisagreement ?

Group 1 PresentsSuggestions to mitigate

weaknesses

Group 2 PresentsSuggestions to

consolidate strenghts

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MODULE 6: ANNUAL REVIEW OF PRACTICE: PLANNING FOR THE YEAR AHEAD

IntroductionModule 6 provides participants an opportunity to train on joint coordination planning (coordination planning for the year ahead). When putting coordination mechanisms in place, and coordinating around existing common problems, our approach should be focused on results (solving these common problems). Defining the objective (the expected outcome of our coordination mechanism) is the first step of a planning process.

The full planning process links activities with outputs (what concrete results our coordination activities produce), and outcomes (the changes our coordination activities and outputs have created). Outcomes should focus on changes for communities in the field. Have coordination participants provide concrete examples of coordination activities, outputs and outcomes, based on their existing experience. Help them differentiate.

STEP 3: Coordination planning for the year ahead1

For overall strategic coordination mechanisms, in terms of coordination cycle management, we can consider two steps: (1) coordination context analysis, and (2) coordination strategic planning.

Define a joint coordination objective on coordination for resilience in the forthcoming year. Be sure that the objective is SMART (specific, measurable, achievable, realistic and time bound). Outline a coordination plan around this SMART objective and keep in mind the big picture: ultimately, coordination is about (1) saving lives through quick response when a disaster occurs, and helping communities and systems to become more resilient; (2) building resilience.

Context analysis: In order to achieve this, we have to be aware of the context (needs, vulnerabilities, risks, stakeholders) and we need to plan. It is important to remain results-oriented: we develop coordination actions, which lead to delivering a series of coordination outputs, in order to reach an expected coordination outcome (objective). The coordination outcome is the change that we want to bring to the situation. The situation needs analysis should always include at least an analysis of needs, vulnerabilities, risks, capacities and stakeholders.

Planning for the year aheadWhen we are talking about keeping in mind the big picture as illustrated in Figure 14 below, it is about “coordination purpose” which is saving lives through disaster prevention or disaster response. Rephrasing this seemingly obvious statement is a strong driver for participants’ motivation.

Keep in mind the big picture

Coordination is about saving lives

Contextanalysis

.Includes analyzing:Needs / vulnerabilities

Risks / CapacitiesStakeholders

StrategicPlanning

Includes defining:Objectives / Outcomes

OutputsActivites

Figure 14: Planning for the year ahead

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Strategic planning is the second step of the coordination cycle management, where we define the objective. This is the first step of a coordination planning process that leads to the expected coordination outcome of our coordination actions. The full coordination planning process links activities with outputs (what concrete results our activities produce), and outcomes (the changes our coordination activities and outputs have created). Coordination outcomes should be focused on changes for communities in the field. During the discussions the participants are expected to provide concrete examples of coordination activities, outputs and outcomes, based on their existing experience with a support from the facilitator to differentiate coordination outputs from outcomes.

Define your objectiveWhen you are trying to define your coordination objectives, you have to clearly understand the outcome of your coordination mechanism.

Coordination outcome Significant and measurable changes in communities’ practices, capacities or well-being produced by the coordination mechanism. Your coordination objective describes the expected outcome and impact (the expected coordination change) and should be SMART.

Ideally speaking, each coordination objective should be SMART:

Specific – target a specific area for improvement.Measurable – quantify an indicator of progress.Achievable– specify who will do it. Relevant and realistic – state what results can realistically be achieved, given available resources.Time-bound – specify when the result(s) can be achieved.

Notice that these criteria do not say that all objectives must be quantified on all levels of management. In certain situations it is not realistic to attempt quantification, particularly in middle-management positions. Practicing managers and corporations can lose the benefit of a more abstract objective in order to gain quantification. It is the combination of the objective and its action plan that is really important.

Examples of SMART objectives in planning agricultural related activities: Provide agricultural conservation education opportunities to educate 200 area farmers and other citizens in 8 districts for the next 5 years.Improve leadership and organizational development skills of at least 300 local organization and agency members in 8 districts by 2020.

Example of a SMART coordination objective in coordination for resilience:By the end of 2017, all relevant actors in development or humanitarian work have shared a full understanding of needs, capacities and risks for women agro-pastoralists in 6 specific woredas.

Not so SMART objective: Assess capacities of agro-pastoralist women in the region.

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PART III: FACILITATION SKILLSMODULE 7 FACILITATING AND MANAGING EFFICIENT MEETINGS

7.1 FACILITATING COORDINATION TRAININGS

7.1.1 The facilitator

A facilitator is an individual whose job is to help to manage a process of information exchange or one who helps participants learn from an activity. The literal meaning of facilitator is “one who makes things easy”.

While an instructor’s role is to offer advice, particularly about the content of a discussion, the facilitator’s role is to help with HOW the discussion is proceeding.

Both the characteristics of the facilitator and the characteristics of the learner will influence the learning process. Facilitators may have instructor, coach and learner characteristics and they may follow their independent approach.

7.1.2 The facilitator role

The facilitator has 3 roles: As instructor, coach and learner. As an instructor: Provides instructions and advice, presents facts and theory and evaluates knowledge.

As a coach: Guides participants with questions and discussions, prepares activities, manages group processes and gives positive feedback.

As a learner: The facilitator can encourage dialogue and experience sharing, using participants’ previous experience, and learning from experience present in the room.

7.1.3 The facilitator posture

The posture of the facilitator plays a key role in conveying message and should reflect expected behaviors (principles, values):

• You should be aware of language (complexity, language level). Realize that you have to act as a role model, but not all-knowing! A facilitator can make mistakes, and should acknowledge them.

• Recognize that people are adults. Sometimes, the group can have a solution to issues: ask for ideas and support from the group.

• Use the group! Attribute roles to ease tensions and increase motivation.• Pay attention to the balance in the group. Welcome the unexpected. Be inclusive of

all participants. But also remain focused on the objective.

7.2 MANAGING EFFECTIVE COORDINATION MEETINGS

Meetings can either be opportunities to share ideas, discuss challenges and define action plans, or, they can end up as unproductive time-wasters. Unfortunately, meeting facilitators are often the major contributors to meeting process dysfunction.

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7.2.1 Pre-planning a meeting

Proper coordination meeting facilitation involves getting everyone involved in identifying and solving problems. Teams will almost always develop better, more creative solutions than any one manager could and will be more likely to support the implementation of the solutions.

There are number of reasons to meet or not to meet. The main reason why meetings do not work is an absence of a clear purpose for the meeting. So, to make meetings productive, there has to be a purpose which should be recorded and shared with the meeting participants beforehand.

Generally speaking, we have to pre-plan the meeting as ‘failing to plan is planning to fail’. So we should make sure that the following points deserve consideration:

• logistics for the meeting • clear purpose • agenda with objectives • sending invitations well in advance • preparing documents • sending reminders ahead of time.

After exhaustively working on the above pre-planning elements we have to think about the actual meeting.

7.2.2 The meeting in progress

Opening meetings Always start on time. This respects those who showed up on time and reminds late-comers that the scheduling is serious. Welcome attendees and thank them for their time. Review the agenda at the beginning of each meeting, giving participants a chance to understand all proposed major topics, change them and accept them.

Note that a meeting recorder, if used, will take minutes and provide them back to each participant shortly after the meeting. Model the kind of energy and participation needed by meeting participants. Do not forget to clarify your role(s) in the meeting.Establishing ground rules for meetings You do not need to develop new ground rules each time you have a meeting. However, it pays to have a few basic ground rules that can be used for most of your meetings. These ground rules cultivate the basic ingredients needed for a successful meeting.

There could be number of ground rules but the four powerful ground rules are: participate, get focused, maintain momentum and reach closure. You may also want a ground rule about confidentiality.

With these in mind, you can list your primary ground rules on the agenda. If you have new attendees who are not used to your meetings, you might review each ground rule. After you receive consent from the meeting attendees, keep the ground rules posted at all times.

Time management One of the most difficult facilitation tasks is time management – time seems to run out before

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tasks are completed. Therefore, the biggest challenge is keeping momentum to keep the process moving. You might ask attendees to help you keep track of the time. If the planned time on the agenda is getting out of hand, present it to the group and ask for their input as to a resolution.

Evaluation of meeting process It is amazing how often people will complain about a meeting being a complete waste of time, but they only say so after the meeting. Get feedback during the meeting - when you can improve the meeting process right away. Evaluating a meeting at the end is usually too late to do anything about participants’ feedback.

Every couple of hours, conduct 5-10 minute “satisfaction checks”. In a round-table approach, quickly have each participant indicate how they think the meeting is going.

Evaluating the overall meeting It should be traditional to evaluate the meeting or workshop that took place. Leave 5-10 minutes at the end of the meeting to evaluate the meeting; do not skip this portion of the meeting. Have each member rank the meeting from 1-5, with 5 as the highest, and have each member explain their ranking.

Closing meetings Please be sure to end meetings on time and attempt to end on a positive note. At the end of a meeting, review actions and assignments, and set the time for the next meeting if required and ask each person if they can make it or not (to get their commitment). Clarify that meeting minutes and/or actions will be reported back to members in at most a week (this helps to keep momentum going). Say thank you.

Post meeting The activities after the end of the meeting are left for the organizer to document, to prepare minutes or report and follow-up.

Speaking in public Public speaking is the process or act of performing a speech to a live audience. If you are nervous, all you have to do is admit that you are a bit nervous speaking to your audience. When you do this, the audience will be more forgiving if your nervousness shows up later on. More importantly, you will feel more relaxed now that they are not expecting a world-class presentation. Imagine their surprise when you gave them the best presentation ever despite your nervousness. This type of speech is deliberately structured with three general purposes: to inform, to persuade and to entertain.

7.2.3 Some other guidelines during a coordination meeting

7.2.3.1 Verbal and non-verbal communicationCommunication involves the imparting or interchanging thoughts, opinions, or information among people by words/speech, writing, or signs. People communicate in different ways.

Verbal communication Verbal communication is the sharing of information between individuals by using speech. It is the spoken word, either face-to-face or through phone, voice chat, video conferencing or any other medium.

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Verbal communication makes the process of conveying thoughts easier and faster, and it remains the most successful form of communication. Yet, this makes up only seven percent of all human communication!

Nonverbal communication Nonverbal communication entails communicating by sending and receiving messages without speaking, such as through body language. These messages usually reinforce verbal communication, but they can also convey thoughts and feelings on their own.

Body language This includes facial expressions, eye contact, body posture, gestures such as a wave or pointed finger, overall body movements, tone of voice, touch, and others. Facial expressions are the most common among all nonverbal communication. For instance, a smile or a frown conveys distinct emotions that are hard to express through verbal communication.

During communication through body language In communicating with a body language you have to be consistent: your behavior IS your communication. Moreover, be aware of how you are using your hands and moving around the presentation space. Also try to make eye contact around the room not just to one part of the room and demonstrate self-confidence in addition to the enthusiasm you have to show for the topic.

7.2.3.2 Briefing, debriefing and feedback

Tips on briefing activitiesAs a trainer when we want to brief on issues related to learning we have to provide our brief in a concise way and clear instructions with time limits. It is better to complement with written instructions. The brief explains the role explanation and defines the reading and preparation time - which should be recorded for reporting.

Tips on debriefing activitiesAfter action there should be a debriefing which should be planned in a well-organized way, with sufficient time. Remember that there could be a number of debriefings for different stakeholders or for those who are interested to know what has happened. This might require preparation of the debriefing using various methods for fitting into the interests of different stakeholders.Constructive feedbackPositive feedback from the coordination meeting or workshop has the power to strengthen self-esteem and to propose options encouraging personal development and hence building a source of competence.

Tips for positive feedbackWhen you are forwarding feedback you have to be prepared to be clear about key points. Your feedback should not be hard criticisms. Rather it should be organized as a ”sandwich” - one criticism between two points of praise. Moreover, try to make your comments to specific, factual, and prioritize, suggest solutions and own your feedback.

7.2.3.3. Making presentations

Do not lose sight of your objective and key message. Where you stand, and whether you move around, has a huge effect on the audience and its reaction to you. It is important to

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arrange seating so that everyone can see and hear you and there are no obstacles to the visual aids you are using.

Use fewer words, fewer slides! Don’t try to say and write everythingTailoring your talk to the audience is important. It is important to remember that people find it difficult to maintain concentration for long periods of time. This is a good reason for making a presentation succinct, well-structured and interesting.

Your voice goes with your eyesMaintaining interest throughout the workshop or meeting depends not only on the content, but how the talk is delivered vocally. Your voice should be coordinated with your eyes. You should not stare fixedly at one person in the room or pretend the audience is not there and talk to the ceiling or the floor.

Preparing to presentFind out as much as you can about your audience and the environment in which you are going to be presenting before you present. Ask yourself the following questions:

• How large is the room that I am going to be presenting in? Will people be able to see my slides from the back?

• Do any of my audience have any special requirements (visually or hearing impaired, dyslexic)? Is there anything that I can do to ensure that they can access the presentation?

• Have I rehearsed my presentation to check that all of my slides work in the way they are supposed to?

• Does my presentation fit into the time that I have been allotted? Choosing Rehearse Timings from the slide show menu can help you to judge how much time you are spending on each aspect of your presentation (but choose ‘No’ when asked ‘Do you want to keep the new slide timings to use when you view the slide show?’).

• Have I checked that the necessary equipment (laptop, data projector, speakers for sound) have been booked for my presentation?

• Do I have an alternative plan in case the technology fails? This may be a second copy of the slides, a set of handouts or a second disk format (such as USB drive).

7.2.3.4 Using flip charts and PowerPoint tips and tricks

Flip charts don’ts Do not use flip charts for lengthy sentences. Focus on single words or short phrases. This will keep the tempo quick and active — just what the flip chart should be.

Do not use small letters (but not all capitals) - so that your audience can read your writing. Each character should be at least three inches tall.

Avoid using the colors yellow, pink, or orange. These are extremely difficult for the audience to see. Don’t make your audience have to strain their eyes to see your points.Flip Charts dosWhen you are preparing flip charts, use a mix of color, but don’t overdo it. Leave space between bullets so you can add comments. Your hand writing should be well visible and should be written clearly and legibly. As explained above, you should avoid overloading flip charts too.

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Using Power pointsWhen deciding what font size to use in your presentation, make sure it is big enough so that the audience can read it. A font size less than 24 point is often too small to be reasonably read in most presentation situations.

Focus on your audience, not on yourselfRemember that your audience is there to obtain and learn the information you are providing. They are vested in your success and excited about what you have to say or they would not be there. By focusing on them, and what you plan to share, your focus becomes the content, not how you look or sound.

Reading word for word from PowerPoint slides might not be liked by the meeting participants. Please acknowledge that compelling speakers don’t stare at a script, reciting word for word. One way to avoid doing this is to use a bulleted outline that will prompt your memory and keep you on track. If you miss a bullet or get off topic, don’t fret, no one will know but you. Be familiar enough with your speech that you can speak from memory with a minimal amount of assistance from your notes.

Do not overload your slides: Do not let your PowerPoint slides be the main focus. If you use slides, make sure they complement your words. An overloaded screen full of graphs, charts and text is not only distracting, but B-O-R-I-N-G.

From over-loaded presentations it is difficult to get the full message. One slide should not cover the next slide presented in one field. The words on the slide should give the speaker the message to elaborate, not the whole message.

Even if you email your slides in advance, play it safe by bringing a backup jump drive.

By using pictures, you can tell a story just as well as, if not better than, a lot of written words. It refers to the notion that a complex idea can be conveyed with just a single still image or that an image of a subject conveys its meaning or essence more effectively than a description does.

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Annu

al R

evie

w o

f Coo

rdin

ation

Pra

ctice

s. D

RM A

TF/

RESE

T CL

UST

ERS

A. W

HAT:

Coo

rdin

ation

nee

ds, g

aps a

nd su

cces

ses?

Wha

t is t

he g

ap b

etw

een

our c

urre

nt v

ersu

s des

ired

coor

dina

tion

mec

hani

sms?

B. W

HY?

Root

cau

ses (

driv

ers a

nd b

arrie

rs (*

*) o

f coo

rdin

ation

nee

ds, g

aps a

nd su

cces

ses?

C. L

EARN

ING

: Les

sons

lear

ned

/ G

ood

& B

ad p

racti

ces,

acti

ons a

nd st

rate

gies

to e

nsur

e/im

prov

e co

ordi

natio

n?

D. P

RIO

RITI

ES: C

oord

inati

on p

rioriti

es a

nd m

ost i

mpo

rtan

t coo

rdin

ation

nee

ds to

add

ress

?

A. D

egre

e (W

HAT)

(*)

A.

1 W

HAT

+A.

2 W

HAT

-B.

Roo

t Cau

ses

(WHY

)C.

Lea

rnin

gD.

Prio

rities

Mar

k w

ith ¨X

¨ HO

W is

you

r DR

M A

TF /R

ESET

clu

ster

su

ccee

ding

/cha

lleng

ing

in c

oord

inati

on in

rela

tion

to th

e fo

llow

ing

aspe

cts:

1.Very poor

2. Poor

3.Medium

4. High

5.Very High

Exam

ples

of

Stre

ngth

s in

Coor

dina

tion

/ Wha

t wen

t w

ell?

Exam

ples

of

Wea

knes

ses i

n Co

ordi

natio

n /

Wha

t did

not

go

wel

l?

Driv

ers &

Bar

riers

fo

r coo

rdin

ation

an

d ex

ampl

es (*

*)W

hy d

id g

o w

ell?

Why

did

not

go

wel

l?

Exam

ple

of G

ood

Emer

ging

Pr

actic

es

Coor

dina

tion

Prio

rities

in y

our

clus

ter

1.In

tern

al C

oord

inati

on b

etw

een

DRM

-ATF

/ RES

ET c

lust

er

mem

ber N

GOs:

(a

)Fed

eral

/reg

iona

l/zon

al

(b) S

trat

egic

& o

pera

tiona

l, (c

) Tec

hnic

al &

Adm

inist

rativ

e

Barr

iers

Driv

ers

2. C

oord

inati

on w

ith F

eder

al/ R

egio

nal/Z

onal

/ Wor

eda

Gove

rnm

ent.

Barr

iers

Driv

ers

3. E

xter

nal C

oord

inati

on

( (a) W

ith R

egio

nal/

Fede

ral

Clu

ster

s (DR

M-A

TF, W

ASH,

Ed

ucati

on, F

ood

Secu

rity,

hea

lth, N

utriti

on…

… )

(b) w

ith R

egio

nal/

Fede

ral D

RM- T

WG

-(c

) with

oth

er D

RM-A

TF a

nd R

ESET

clu

ster

s in

simila

r or

othe

r reg

ions

Barr

iers

Driv

ers

4. G

ende

r Mai

nstr

eam

ing

in y

our

DRM

-ATF

/ RE

SET

clus

ter

coor

dina

tion

mec

hani

sm(s

)

Barr

iers

Driv

ers

47

50

A. Degree of Coordination or Degree of implementation (*):

(1) Very Poor (no information sharing),

(2) Poor (Coordination based only on some information sharing),

(3) Medium (Coordination based on some information sharing and some joint planning),

(4) High (Coordination based on high level information sharing and some level of joint planning, implementation and learning),

(5) Very high (based on high information sharing and high level of joint planning, implementation and learning

B. Drivers & Barriers for coordination (**):

1. Common Understanding, Ownership, Commitment & Leadership for coordination

2. (Joint) Capacities for coordination3. Coordination Common Agenda / Coordination Joint Plan & Road Map in practice4. Incentives framework: budget, continuous communication and trust for coordination5. MEAL/Knowledge management in coordination mechanisms (accountability frameworks for coordination)

6. Gender mainstreaming in coordination mechanisms

48

51

Notes

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52

Notes

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53

54

Food and Agriculture Organization of the United Nations - Representation in EthiopiaGurd Shola, CMC Road, Addis Ababa

Email: FAO-ET@fao.orgTel. +251-116-478-888Fax. +251 -116-478-800

Website: www.fao.org/Ethiopia/en/

EUROPEAN UNION CA4345EN/1/05.19

ISBN 978-92-5-131422-7

9 7 8 9 2 5 1 3 1 4 2 2 7