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Disaster Risk Management – National Capacity Building Concept 2009 – 20011 DRM-NCDS

Concept Paper DRAFT

Capacity Building

in Disaster Risk Management

India

August 2008

Concept Paper DRAFT

Capacity Building

in Disaster Risk Management

India

August 2008


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InWEnt gGmbH

Capacity Building International Division: Environment, Energy and Water Lützowufer 6 - 9 10785 Berlin Germany

InWEnt India gGmbH

Capacity Building International 21 Jor Bagh New Delhi 110 003 India

GTZ ASEM

Indo-German Environment Pro-gramme A-33 Gulmohar Park New Delhi 110049 India

The concept was prepared with the support of Mr. Flo Bemmerlein-Lux and Mr. Peter Bank (ifanos concept&planning, Germany) and Mrs. Sandhya Chatterji (ifanos concept&planning, In-dia) on behalf of InWEnt and GTZ-ASEM.

[email protected]; [email protected]

June/July 2008


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Executive Summary

The National Disaster Management Authority, GoI (NDMA) is at the initial stage of initiating a na-

tional large scale coordinated capacity building effort. This concept paper provides the background

for establishing an integrated system of ‘Capacity Building in Environmental Disaster Risk Man-

agement’ in India, that supports a paradigm shift from a largely relief centric approach to one that

is prevention and preparedness centric. A comprehensive capacity building system would assist

stakeholders in mainstreaming Disaster Management concerns into the development planning

process within each State for “promoting a culture of prevention and preparedness by centre-

staging Disaster Management as an overriding priority at all levels and at all times.”

Improved capacities among stakeholders will assist in: (1) Preparation /implementation of Disaster

Management (DM) multi sectoral / technology driven plans to enable prevention, mitigation and

preparedness; (2) Establishing systems and procedures for coordination between administration,

DM organisations, educational system, other stakeholder institutions and civil society for ensuring

efficient response and relief measures.

Considering the natural, economical and social diversity of India, the large population and its dif-

ferentiated structure, establishing a coordinated national capacity building programme for Envi-

ronmental Disaster Risk Management is a huge challenge.

The Disaster Risk Management National Capacity Building Programme (DRM-NCDP) will

establish the structure and systems required for enabling the Central and State administration to

directly target capacity building measures on disaster management among a large number of

stakeholders from varied organisational and administrative structures across the country.

The proposed system will provide information, processes and tools that allow for modular knowl-

edge delivery mechanisms, standardization in technical competence, creation of synergies among

institutional networks, moderation of collective discussion processes, as well as facilitating coordi-

nation between administration and civil society. The programme will support innovative guidance,

management and training approaches that are multi dimensional and flexible enough to appropri-

ately address capacity building needs across different groups of stakeholders, institutions and ad-

dress a range of issues and programmes.

The modular design of training programmes will allow disaster management mitigation and pre-

paredness strategies to be incorporated into existing capacity building initiatives taken by other

sectors such as health, public works, railways, water supply and education as well as help in sys-


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tematising mechanisms for coordination between them. It will finally enable reaching out, creating

awareness and upgrading skills of a large number of target groups at community levels.

The implementation of the DRM NCDP has to be seen within the context of the need for rapid

downscaling of activities from national key institutions to local level dissemination. Passing on the

needed technical and managerial skills and knowledge, increasing awareness and stimulating

change in attitudes in industries, administration, professional organisations and civil society re-

quires a defined structure and mechanisms and a strong management system.

The outputs of the DRM NCDP initiative are:

• A capacity building system: (1) A Steering Committee, a National Coordination Unit and an

inter-ministerial consultative forum under NDMA are installed and operational; (2) A scoping

report and an implementation strategy is prepared; (3) National key training providers and re-

source persons for different subject matters form a consortium, and are operational; (4) Nodal

training providers are selected and operational; (5) Standard capacity building programmes are

developed within network partners; (6) Key modules for E-learning and self learning multi-

media tools are available; (7) Awareness-raising programmes are developed and methods es-

tablished for regular adaptation/amendment; (8) DRM issues are integrated into the formal

education process.

• A monitoring, evaluation and learning system: (1) An accreditation system for training provid-

ers is in place and functional; (2) A certification system for participants of skills training courses

is established and functional; (3) An impact related monitoring and evaluation system is devel-

oped, tested and functional; (5) A training and learning system for the trainers and capacity

building managers is developed and implemented; (6) Train the trainers programme for key

trainers and resource persons at various levels is designed and training programmes offered.

• A documentation and knowledge sharing and dissemination system: (1) Communication, docu-

mentation and knowledge management platforms (internet based DRM-net Management Plat-

form); (2) The E-learning possibilities and mechanisms are designed and functional.

The DRM NCDP will follow an implementation model that is based on a “cascade system” of hu-

man resource development and a “Consortium of Training Providers” approach. The National Co-

ordination Unit (NCU) will forge partnerships with national level training providers such as the ‘Na-

tional Institute for Disaster Management’ Delhi and ‘Disaster Management Institute’ Bhopal, and

through them establish links to regional and international providers for identifying needs, required

interventions and services.


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The key benefit of the consortium approach is an effective capacity building service delivery sys-

tem. Different organisations with comparative advantages come together to offer quality capacity

building services in respective areas of expertise. The consortium ensures the feasibility of the

quality and availability of capacity building services.

The NCU with the DRM management units of each nodal training provider will 1) Coordinate all

activities under a comprehensive long-term capacity building system for DRM within the framework

of an operation plan and training calendar (2) Network with other training providers for the most

efficient and effective use of human and financial resources and create synergies for the use of

accumulated procedural knowledge (3) Develop – for different sector and levels - the necessary

tools and instruments for the quality control of training courses and prepare operation /activity

plans (4) Assure and control the quality of training courses and workshops and the processes of

CD programmes according to their ToRs and the (framework) operation plans (5) Follow up ef-

fects of training events, skills impacts and processes of mock drills in cooperation with the monitor-

ing and evaluation agency/system (6) Organise the feedback in the learning processes and en-

sure the constant improvement of training programmes (7) Document all training and workshop

results such as reports, training materials, best practice examples and case studies in the commu-

nication, documentation and knowledge management platform (7) Administer the list of partici-

pants, trainers and resource personnel and available training material and update the CD man-

agement platform (8) Support projects in the organisation of workshops and conferences (9) Dis-seminate relevant results to those who need them for further learning and improvement (10) Fa-cilitate publication of documents, reports, brochures, PR materials, etc.

The assessment of training needs is a permanent process and has to be integrated into the

planning and design of all the programmes. This includes a first TNA on a general, national scale

for each sector and state and local level assessments that are necessary for optimising training

course to the specific requirements of the target groups and institutions.

Three different types of DRM programmes will be developed and – if possible - integrated into

formal curricula of educational institutions. These are:

(1) Train the Trainers programme;

(2) Awareness-Raising programme including work with the target group of the mass media;

(3) Skills training programmes including basic/foundation level, intermediate level and advanced

level training programme.


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The approach for the design of these tailor-made capacity building programmes is guided by a

modular construction process that allows them to be used in combination depending on the target

group to be addressed. The modules will be developed and maintained in a “Supermarket of Modules” with content, description and information about necessary resources and documented in

the DRM-net Management Platform to be used by all Training Providers and for the development

of E-learning courses.

The monitoring, evaluation, certification and accreditation system to be established will have four

components: The accreditation of training providers, the certification of training participants, the

evaluation of training courses by the participants and the effects of the outcome of the courses by

the sending institutions and organisations and the impact evaluation (impact chains) of the pro-

gramme effects.

The implementation process will proceed in different phases, starting from pilot projects in areas

and with capacity building programmes that have to be chosen in a first phase of the programme.

The recently started ‘Capacity Building Programme of industrial Disaster Risk Management’ (DMI,

InWEnt, and GTZ-ASEM) is to be seen as one pilot project that involves some of the outputs out-

lined on a small scale.

Next steps

The partners start the preparation for the implementation of the capacity building system 2009 -

2012 in terms of:

□ Joint agreement of the basic concept and approach;

□ First brainstorming about deficits of ongoing capacity building programmes and plans and con-

sequences for a comprehensive new programme to be discussed through a SCOPING STUDY;

□ Planning for budget contributions;

□ Discuss concept and approach at a national “Brainstorming Workshop” to help in sharing and

improving the tasks of the SCOPING STUDY and involving key persons and training providers;

□ The workshop could also be utilised to gauge the States willingness and commitment to par-

ticipate in the project and finalising the approach and concept with a “scoping exercise”.


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Contents

Executive Summary .............................................................................................2

1 Introduction.................................................................................................8 1.1 Purpose of the Presented Concept ........................................................................ 8 1.2 Paradigm Shift in DRM........................................................................................... 8 1.3 National Policy ..................................................................................................... 10 1.4 The Role of Capacity Building in Disaster Management...................................... 10 1.5 The Need for a Capacity Building System ........................................................... 11

2 Deficits and Challenges for a Capacity Building System for Disaster Risk Management in India ........................................................12 2.1 Recognised Deficits of Capacity Building in DRM................................................ 12 2.2 Challenges for Capacity Building in DRM ............................................................ 13

3 Objectives and Expected Results of a National Capacity Building System.......................................................................................................15 3.1 Objectives of the National Capacity Building System .......................................... 15 3.2 Expected Results - Outputs ................................................................................. 16

4 The Outputs and Main Activities of the National Capacity Building System for Disaster Risk Management...................................17

5 Required Tools for the Capacity Building Management.......................25

6 Main Stakeholders - Key Institutions......................................................37 6.1 NIDM National Institute of Disaster Management ................................................ 37 6.2 National-level Disaster Management Academy ................................................... 37 6.3 NDRF - National Disaster Response Force ......................................................... 37 6.4 NDMRC - National Disaster Mitigation Resource Centres................................... 38 6.5 State Administrative Training Institutions (ATIs) .................................................. 38 6.6 Ministries .............................................................................................................. 38 6.7 Media ................................................................................................................... 39 6.8 Others related to the DRM Structure.................................................................... 40

7 Next Steps .................................................................................................41

Annexes...............................................................................................................42

1 Acronyms ..................................................................................................42

2 Glossary and Definitions .........................................................................43

3 Scoping Study Draft - Terms of Reference ............................................46


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4 Capacity Building System – additional Information..............................49

5 Supporting Material about Awareness-Raising.....................................51

6 The short Profiles of InWEnt and GTZ-ASEM........................................53 Global climate changes have shifted, causing an increased probability of droughts and floods. According to the CRED, natural disasters have increased 5 fold since 1975.

Source: Centre for Research on the Epidemiology of Disasters (CRED) Université Ca-tholique de Louvain - Ecole de Santé Publique EM-DAT by CRED © 2008 (http://www.emdat.be/Database/Trends/trends.html)


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1 Introduction

The introductory section gives the framework of the programme as part of the paradigm shift from reactive to pro-active activities, the main definitions of capacity building process and the objec-tives/expected results of the presented concept paper.

1.1 Purpose of the Presented Concept The objective of this concept is to provide a conceptual background for a substantial cooperation between NDMA and the Indo-German Cooperation with InWEnt and GTZ-ASEM for establishing an integrated national system of “Capacity Building in Environmental Risk Management in India”.

A comprehensive capacity building system would assist NDMA, GoI in mainstreaming Disaster Management concerns into the development planning process within each State for “promoting a culture of prevention and preparedness – by centre-staging Disaster Management as an overrid-ing priority at all levels and at all times.” It will assist stakeholders in:

• Preparation and implementation of State Disaster Management multi sectoral and tech-nology driven strategies and plans to enable prevention, mitigation and preparedness

• Establishing systems and procedures for coordination between administration, Disaster Management organisations, other stakeholder institutions and civil society for ensuring ef-ficient response and relief measures.

As a result of these training and capacity building activities, an upgrading of overall preparedness and response will be translated to better community protection and ultimately lead to a better en-forcement of existing rules and regulations in the country.

The partners start the preparation for the implementation of the Capacity Building System 2009 - 2012 in terms of:

• Joint agreement of the basic concept and approach

• Start the planning for the budget contributions

• Finalising the approach and concept and agreement to initiate action with a scoping study

1.2 Paradigm Shift in DRM GOI has given great emphasis to encouraging capacity building in all sectors in the 11th Plan. In this context, the National Disaster Management Authority, GoI (NDMA) is in its first phase of initi-ating a national large scale capacity building effort.

Considering the natural, economical and social diversity of India and the large population and its differentiated structure, a national capacity building programme for Disaster Risk Management is a huge challenge.

Disaster Risk Management is seen as a continuum that can be divided in 2 major phases, the proactive, pre-disaster phase (Prevention, Mitigation and Preparedness), and the recovery, post-disaster phase (Response, Rehabilitation and Reconstruction).

The outlined concept deals with the challenge of shifting from a reactive and relief centric ap-proach, to a more holistic and integrated approach that puts emphasis on the proactive phase, with the main goal of conserving developmental gains as well as minimizing losses to lives, liveli-hoods and property. The concept supports the paradigm shift from relief centric to prevention and preparedness centric and concentrates on the establishment of a sustainable long term Ca-pacity Building System.


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Capacity development is the basis for a proactive strategy starting with the creation of awareness about risks and prevention, knowledge about threats potential dangers and their mitigation, and appropriate expertise of key persons in education, health, science, administration, the corporate sector and civil society to respond to and deal with disasters.

The main focus of the capacity building Programme for various types of potential man made and natural disasters is on:

• building awareness among all types and levels of stakeholders especially for community centred risk identification and response measures,

• strengthening networking, cooperation and communication among actors/institutions from the National, to State, District and community levels,

• strengthening institutional mechanisms, capacities and skills to facilitate adopting and mainstreaming an interdisciplinary approach to planning for incorporating disaster man-agement especially mitigation, into development planning,

• identification of appropriate solutions for given problems, using past initiatives, interna-tionally recognised best practices/ technologies/ techniques,

• strengthening state of the art technical knowledge and skills of professionals in the institu-tions dealing with Disaster Risk Management,

• strengthening administrative capabilities in coordination, mediation and facilitation by training in enforcing the institutional techno-legal framework in order to create and pre-serve the integrity of an enabling regulatory environment and compliance regime,

• strengthening the regulatory framework especially for enforcement,

• strengthening teamwork (through exercises like mock drills) for rapid and coordinated re-sponse in practical situations,

• supporting information flows and knowledge management, linking various databases and information resources at national and international levels,

• supporting the formulation of policies and stimulating the development of visions and cor-porate identities for the network of institutions on Disaster Risk Management.

The programme will substantially support national capacity building efforts in Disaster Risk Man-agement with innovative guidance, management and training approaches. The programme has the necessary modular structure to be upscaled across the nation to reach not only key persons in administration, but also regional level key stakeholders from affected areas. The systems de-veloped and the modular design of training programmes will allow disaster mitigation and prepar-edness strategies to be incorporated into capacity building initiatives taken by other sectors - health, public works, railways, infrastructure, water supply, education, etc. It will finally enable reaching out and upgrading skills of a large number of target groups at community levels.


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1.3 National Policy The National Policy framework is based on the national vision ‘to build a safe and disaster-resilient India by developing a holistic, proactive, multi-disaster and technology-driven strategy for Disaster Management. This will be achieved through a culture of prevention, mitigation and pre-paredness to generate a prompt and efficient response at the time of disasters. The entire proc-ess will centre-stage the community and will be provided momentum and sustenance through the collective efforts of all government agencies and Non-Governmental Organizations’.

The translation of this vision into policy and plans requires an integrated approach within the dis-aster management continuum and the involvement of all relevant institutions operating at na-tional, state and local levels. Additionally it is of crucial importance to work in conformity with the International Strategy for Disaster Reduction, the Rio Declaration, the Millennium Development Goals and the Hyogo Framework 2005-2015.

Towards this end, all State Governments are in the process1 of establishing a Department of Dis-aster Management with the responsibility to manage mitigation and preparedness in addition to relief and rehabilitation. Under the coordination of the District Magistrate, the specific tasks as-signed to the department will be implemented by

• Functional Group 1 on Hazard Mitigation

• Functional Group 2 on Preparedness and Capacity Building (Development)

• Functional Group 3 on Relief and Response

• Functional Group 4 on Administration and Finance One of the key themes underpinning the national policy, therefore, is capacity building in all areas related to Disaster Risk Management. The design and development of a capacity building system will enable strengthening the capacities of stakeholders at all levels in a planned and coordinated manner.

District Disaster Management Committees have already been established in over 260 districts and the process in on in remaining districts. The professionals associated with disaster manage-ment and affiliated institutes and district level administrative structures constitute only a few stakeholders among the huge potential clientele base for the proposed Capacity Building System.

The National Institute of Disaster Management (earlier ‘National Centre for Disaster Manage-ment’ NCDC) has been designated by Government of India as the Regional Centre of Excellence in Asia, as the nodal agency to coordinate capacity building on Disaster Management.

1.4 The Role of Capacity Building in Disaster Management The last decade has witnessed increasing global emissions of Greenhouse Gases (GHG) and more extreme weather conditions than ever before with its associated impact on human liveli-hoods. Disasters natural and directly man made, are increasing, as are conflicts on land use, stresses of increasing population pressure and competition for resources. Disaster risk reduction and more robust development planning are crucial in adapting to the increasing risks associated with climate change and dealing with natural hazards, such as earthquakes, cyclones, floods, that have triggered disasters and reversed years of development work. This is particularly important in the face of mounting vulnerability to natural hazards, as reflected for instance, in rising numbers of people affected and escalating levels of economic damage.

Capacity development is an investment for the future, because it is a prerequisite for adaptation to the changing environment and for being prepared to deal with challenges induced by a disrup-tion of the normal way of living. It gives us the knowledge about what to do how and when. It pro- 1 The Department of Disaster Management has been set up in the following states: Andhra Pradesh, Bihar, Himachal Pradesh, Ra-jasthan, Tamil Nadu, Uttrakhand, Nagaland, Andaman&Nicobar, Sikkim and Lakshadweep.


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vides the technical and managerial skills for implementation and organisation. It helps us to plan activities, land use and infrastructure, change behaviour and enforce rules and regulations. It helps us to mitigate and prepare for disasters. It increases awareness about dangers and gives us the opportunities to react appropriately and finally, it creates the awareness needed for a be-havioural change, preparedness and motivation to live and to prevent and cope with natural and man made risks. (See Annex for definitions of “Training”, “Education”, “Capacity Building/Building”, “Capacity Building Pro-gramme”, “Capacity Building System” etc. )

1.5 The Need for a Capacity Building System Finally, a Capacity Building System provides information, processes and tools that allow for modular knowledge delivery mechanisms, standardization in technical competence, creation of synergies among institutional networks and moderation of the collective discussion process as well as the coordination between administration and civil society.

The need to install not only a capacity building programme, but a System of Capacity Building is the consequence of the size and the multi sectoral approach of DRM. A system of capacity building is multi dimensional and designed as a cascading system that is flexible enough to ap-propriately address capacity building needs across stakeholders, institutions and for a wide range of issues and programmes.

To organise the ambitious task, a system approach has to be taken. The approach includes:

Coordination with national and state policies

Organisation and networking of stakeholders from different sectors and their information and coordination

Coordination of a cascade system of capacity building that includes the

o Qualification and accreditation procedures for training providers qualification and development

o Training of trainers programmes

o Certification procedures for key trainers and skills training courses

o E-learning courses

o Influencing curricula of universities, training institutions and education

Derive a multi level multi stakeholder framework operation plan

Integrate national and international initiatives and information

Document background information best practices and lessons learned incl. basic training ma-terial

Organise national and sector specific training needs analysis and derive appropriate aware-ness campaigns, educational initiatives, amendments of curricula and professional and managerial skills training courses

The following sections will give the necessary details and propose content and structures for a Capacity Building System.


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2 Deficits and Challenges for a Capacity Building System for Disaster Risk Man-agement in India

This section lists the existing deficits / challenges that are important for the design of a comprehensive capacity building programme and outlines the major requirements/needs that have to be tackled by a "Ca-pacity Building System".

2.1 Recognised Deficits of Capacity Building in DRM The present situation is characterised with a series of deficits: Area 1 Capacity development strategy and guidelines □ Not fully developed national strategy for capacity building in DRM and low

emphasis on capacity building at the state and district levels □ Lack of inter-departmental and institutional coordination □ Lack of standardised guidelines for mock drills and field tests □ Low capacity to involve private sector in capacity building services □ Contingency and adaptation plans are lacking or insufficient and the existing

ones are often ritualistic with inadequate emphasis on risk assessment, management and mitigation;

Area 2 Training and awareness building offers – contents and structure □ Lack of training programmes with a modular structure

□ Lack of standardised training courses and guidelines for awareness-raising campaigns

□ Lack of integration of DRM issues into formal education Area 3 Training providers □ Lack of accredited training providers in sufficient numbers at State and Dis-

trict levels □ Lack of adequate and qualified human resources at all levels

Area 4 Management of capacity building: infrastructure, networking, tools and instruments □ Low capacity to use planning tools (steering committee, capacity building

management cycle, operation plans, log frames, result chain / training im-pact evaluation, quality assessment, communication platform) in planning and implementation

□ Inadequate and incomplete information and data management for planning and monitoring at all levels

□ Lack of a project tool kit for knowledge management to enable a compre-hensive approach to adaptation to climate change;

These deficiencies have to be considered in the framework of a series of “challenges” to derive a suitable Capacity Building System.


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2.2 Challenges for Capacity Building in DRM

Challenge Derived needs/requirements:

1 Diversity of potential disas-ters: The diversity of the eco-systems and economic activi-ties require the preven-tion/mitigation and prepared-ness for a large variety of potential threats.

Relevant areas: floods, cyclones, tsunamis, erosion and drought, earthquakes, landslides and avalanches, forest fires, chemical pro-duction / industrial safety, mines, nuclear assets, biological area, environmental degradation, cyber-security and air and railway Reach the different sectors according to their priority in the re-

gions through decentralised capacity building activities Provide technical and managerial skills to implement, to plan, to

coordinate, to design rules, to teach etc. Create awareness about threats, dangers, prevention Knowledge about how to prevent and mitigate

2 Large scale problem: In order to be effective/have impacts a very large number of people of different culture and background, institutions and organisations have to be reached.

Cascade system of decentralised training providers with their own state and district networks of affiliated training institutions/ facilities drawn from government departments and the private sector

Enforcement and monitoring of disaster related regulations at national, regional and local level

3 Diversity of target groups and their requirements: Not all targeted groups need the same capacity.

Adequate definition of target organisation and groups Customer tailored types and contents of measures organised in

programmes of different levels (awareness campaigns, basic, intermediate and advanced programmes) specially at school level

The offer of the capacity building measures depends on the vulnerability of the area (which type of adaptation to disasters is necessary)

4 Diversity of areas and sub-ject matter responsibilities .

Disaster Risk Management is a cross sectoral task involving target groups / organisations from: Emergency and preparedness plan-ning, administration and regulatory bodies, Geo-Science, chemistry and physics, engineering, land use planning, architecture, industrial management, medicine and public health, security, education and training, insurances, etc. A common communication and information platform Central and localized coordination workshops and events Coordination rules and paths incl. notified reporting systems

5 Differentiated needs of awareness-raising: Large amount of vulnerable people with low level of awareness and preparedness with a di-verse cultural and economic background.

Adapted awareness programmes to raise consciousness about disasters (Awareness-cum-Tools approach)

Specialised local training providers with adapted information, communication and behavioural change methods

6 Lack of practical testing, learning and coordination processes: Mock drills for practical testing, feedback for improvement and motivation of stakeholder coordination.

Increasing the frequency of mock drills in disaster prone areas for industrial and natural Disaster Risk Management and proper documentation and dissemination to all target groups

Standardisation of mock drills for different risk scenarios Awareness raising among the public and use of mass media

linked with Corporate Social Responsibility to build partnerships with the private sector


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7 Multiple, but weakly coordi-nated activities in subject matter capacity building: Many different existing, but not coordinated approaches and initiative from govern-ment, private sector and civil society in terms of rules, regu-lations, training and prepara-tory activities.

Standardisation of capacity building programmes and streamlin-ing the programmes into a comprehensive offer

Involvement of all training providers (incl. educational institu-tions, management institutions and human resource develop-ment activities of line departments) in one framework system of capacity building

8 Big differences in qualifica-tion of the training provid-ers: The quality and the com-prehensiveness of existing training and educational pro-grammes can be improved and streamlined considerably.

Need of recognized (accredited) specialists/masters on each level

Train the Trainers programme Accreditation system at different levels for training provider

9 Unclear, undefined, under-developed or lacking re-sponsibilities: State and district level structures are in place but unclear undefined roles and responsibilities

Improvement of regulations and requirements of persons re-sponsible for Disaster Risk Management all the different sec-tors/institutions

Focus on enforcement of regulations Certification system within the capacity building programmes

10 Lacking or weak integration in existing curricula of edu-cation and/or training: Train the key persons for all risk sectors and develop concepts of transfer and integration with appropriate resource and demonstration material.

Integration of Disaster Risk Management into curricula of rele-vant subjects (like health, engineering, architecture, land use planning, basic education)

11 Weak networking of training providers: Weak coordina-tion, internal competition for funds and recognition, weak actuality of communication instruments (like web pages).

Strong institutional networking of training providers, regulating authorities, administration, private and public sector institutions

Communication and management platform of the Capacity Building System linked with Internet based subject matter in-formation sites

12 Gaps and deficiencies in DRM infrastructure: Major problems exist at various lev-els in terms of equipment, regulatory frameworks, en-forcement and practical alter-natives of reactions for the affected people.

Feedback system and experiences sharing to streamline and harmonise approaches and to detect infrastructure problems

Integrated ‘Infrastructure Needs Assessments’ in the capacity building process


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3 Objectives and Expected Results of a National Capacity Building System

The section outlines the main and the special objectives and outputs for the Capacity Building System

3.1 Objectives of the National Capacity Building System Capacity development has to take place on three levels to be effective and sustainable:

1. Systems level, like programme and policy formulation, implementation guidelines, resource allocation, etc. that support or hamper the achievement of certain policy or programme objec-tives

2. Organisational level, like the organisational structure, decision making process, manage-ment instruments and processes, standards and quality management, relationship and net-works between organisations

3. Individual level, like skills and qualification, knowledge, motivation, work ethics, etc.

The overall objective of the ‘Disaster Risk Management National Capacity Building Programme’ (DRM-NCDP) is to establish the structure for a ‘National Capacity Building System for Disaster Risk Management’ (DRM-NCDS) for enabling the Central and State administration to directly target capacity building measures on disaster management among a large number of stake-holders and groups from varied organisational and administrative structures across the country.


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3.2 Expected Results - Outputs Protecting and managing the natural resource base of economic and social development requires capacity building at all levels in an integrated approach to address Disaster Risk Management in terms of vulnerability, risk assessment, planning, prevention, mitigation, preparedness, response and recovery considering multi-hazard models.

The outputs of the formation of the Disaster Risk Management National Capacity Building Pro-gramme’ (DRM-NCDP) are:

1. A capacity building system □ A Steering Committee, a National Coordination Unit (DRM-NCU) and an inter-ministerial

consultative forum under NDMA are installed and operational □ A SCOPING REPORT and an implementation strategy is prepared and gives guidance to the

programme □ National Key Training Providers and resource persons for different subject matters form a

consortium and are operational □ Nodal Training Providers are selected and operational □ Standard capacity building programmes are developed and regularly adapted/amended

with key modules prepared for E-learning □ Self learning multi-media tools are available □ Awareness-raising programmes are developed and regularly adapted/amended □ Integration of DRM into curricula of the formal education

2. A Monitoring, Evaluation and Learning system □ An accreditation system for training providers is in place and functional □ A certification system for participants of skills training courses is established and func-

tional □ An impact related monitoring and evaluation system is developed, tested and functional

3. A training and learning system for the trainers and capacity building managers □ Train the trainers programme for key trainers and resource persons at various levels is

designed and the process starts □ Training programme for capacity building managers is developed and implemented

4. A documentation and knowledge sharing and dissemination system □ Communication, documentation and knowledge management platform(s) (internet based

DRM-net Management Platform) is established and used for networking, dissemination and management

□ The E-learning possibilities and mechanisms are designed and functional

The implementation process has to go by different steps, starting from scoping studies, consulta-tive workshops, pilot projects in areas and with capacity building programmes that have to be selected.

The recently started ‘Capacity Building Programme of industrial Disaster Risk Management’ (DMI, InWEnt, GTZ-ASEM) is to be seen as one pilot project that involves some of the outputs outlined below on a small scale.


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4 The Outputs and Main Activities of the National Capacity Building System for Disaster Risk Management

Capacity Building System

Output Activities Remarks

A Steering Committee, a Na-tional Coordination Unit (DRM-NCU) and an inter-ministerial consultative forum under NDMA are installed and operational

Preparation

• Development of ToR for the units and decision on their working structure

• Decision on members and frequency of meetings and installation of the National Coordination Unit

Operation

• Operation as per agreements (framework operation plans, coordination of operation plans and with policy, NDMA, consortium of training providers etc.)

• Establishment of “subject matter working groups” if required for the devel-opment of strategies and solutions (like development of CD programmes and awareness campaigns, curriculum affairs, documentation and dis-semination, accreditation and quality control)

• Development of tools for environmental monitoring - It has to include an indicator systems related to vulnerability, prevention and preparedness – optimised for the translation into a national system of capacity building programmes;

• Preparation of tools for training management, quality control and certifica-tion and guidelines for capacity building

• Establishment and provision of incentives/prices for best practice

• Initiation and institutionalisation of the inter-sectoral exchange of experi-ences, best practices, training material, and technical support to the units

• Keep intensive media contact (eventually with a special programme)

The steering committee takes capacity build-ing policy and strategic decisions, and ap-proves framework plans.

The National Coordination Unit is the opera-tional unit to plan, oversee and organise the consortium of key training providers.

The inter-ministerial consultative forum at the national level should link up the learning and best practices with decision making.

See chapter 5 Required Tools for the Capacity Building Management for details.


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A scoping report and an im-plementation strategy is pre-pared and gives guidance to the programme

Preparation

• Development of ToR and select experts for the SCOPING STUDY

Operation

• Conduction of the SCOPING STUDY (1.5 months) with workshop(s) for strat-egy decision

The scoping has the task to analyse the exist-ing capacity building approaches, make sug-gestions for the national key training providers, the evaluation and accreditation institutions and define the implementation mechanisms and the phases of the programme (including ToR for the involved actors) and specific target groups.

See Annex for draft TOR

Development and establishment of systems for national, state and local level training providers and facilitators Based on a ‘cascade system’: The national key trainers and nodal training institutions will have their own networks of affiliated training institutions/ facilities drawn from other government departments, private sector, industrial training institutions, IITs, management, engineering, architecture and medical colleges, universities, NGOs – selected for their regional/international reputation

National Key Training Provid-ers and resource persons for different subject matters form a consortium and are operational

Preparation

• Identification of the National Key Training Providers according to the crite-ria and for different sectors agreed upon in the SCOPING STUDY

• MoUs for the consortium

Operation

• National training needs assessments (sector wise, cross sectoral)

• Design of sector level operation plans under the national framework opera-tion plan (based on Training Needs Assessments)

• Development of Train the Trainer Programmes

• Provision of key trainers / resource persons for the Train the Trainer courses

• Design of awareness campaigns and training courses in cooperation with the National Coordination Unit

• Select the Nodal Training Providers and supervise their activities

See output: “Standard Capacity Building Pro-grammes” and “Awareness-raising pro-grammes” as well as the output area of “Train-ing and learning system for the trainers and capacity building managers”.

See chapter 6 Main Stakeholders - Key Institu-tions for details.


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• Participate in higher level and national training courses

• Supervise the certification system

• Provide input to the information, documentation and dissemination system

• Development and integration of DRM into curricula of formal educational institutions

Nodal Training Providers are selected and operational

Preparation

• Selection of the Nodal Training Providers (regional or State level) accord-ing to the criteria and for different sectors agreed upon in the SCOPING STUDY

Operation

• Training needs assessments (sector wise, cross sectoral)

• Selection and cooperation with and supervision of “satellite” training pro-viders for implementation of awareness campaigns and skills training courses

• Preparation of action plans and training calendars under the framework operation plans

• Implementation of state level train the trainers courses

• Provision of inputs to the information, documentation and dissemination system

See output: “Standard Capacity Building Pro-grammes” and “Awareness-raising Pro-grammes” as well as the area of “Training and learning system for the trainers and capacity building managers”

NTs” distributed all over the country with mechanisms for commitments of the NTs to spread the capacity building efforts down the line (considering awareness building/ teach-ing/ training methods adapted to absorption capacity of different target groups).

See chapter 6 Main Stakeholders - Key Institu-tions for details.


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Capacity and Awareness –Raising Programmes

Standard Capacity Building Programmes are developed and regularly adapted/amended

Preparation

• Review the existing courses and modules for DRM

• Design of standardised modular skills oriented programmes for the subject matter areas covering risk assessment, preparation and addressed target groups and institutions form regulators, administration, the corporate sec-tor and the civil society organisations

• Establishment of a supermarket of modules and make them available for all training providers

• Definition of the credit system for the different programmes

Operation

• Implementation by Key-, Nodal- and Satellite Training providers

• Documentation with training material in an internet based nDRM-Management platform

See output: “Key and Nodal Training Provid-ers”

Basic/foundation, middle and advanced level modular programmes for professional and managerial skills in the different sectors and different target groups (with a certification system).

Subject matter areas of potential disasters: floods, cyclones, tsunamis, erosion and drought, earthquakes, landslides and ava-lanches, forest fires, chemical production / industrial safety, mining, nuclear assets, bio-logical area, environmental degradation, cy-ber-security and air and railway

The programmes/modules are the basis for the design of “Self learning multi-media tools”

Self learning multi-media tools are available

Preparation

• Review the existing courses and modules for DRM

• Compilation of existing multi-media tools / modules for DRM

Operation

• Preparation of e-learning/blended learning courses based on the devel-oped modules

• Training of e-learning moderators

• Dissemination the self-learning tool for wider use by the states and training institutes

• Intensive work with media and representatives

See output: “E-learning possibilities and mechanisms”


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Awareness-raising Pro-grammes are developed and regularly adapted/amended

Preparation

• Revision of the existing awareness–raising measures and material for DRM

• Design of modular awareness-raising campaigns and programmes for the subject matter areas with the elements of sensitisation, orientation, motiva-tion and mobilisation

Operation

• Implementation by Key-, Nodal- and Satellite Training providers

• Documentation with material and dissemination methods in an internet based nDRM-Management platform

See output: “Key and Nodal Training provid-ers”

Addressing disaster risks and prevention for different groups of stakeholders from civil so-ciety, regulators, administration, corporate sector and different natural/industrial risks

For national, state and local level for media and the civil society

Monitoring, Evaluation and Accreditation System


An accreditation system for training providers is in place and functional

Preparation

• Review of existing accreditation systems for actors in capacity building

• Definition of criteria for accreditation systems and for whom it is necessary

• Selection of an external agency for the accreditation process

Operation

• Process of accreditation of involved training providers

An accreditation system should work with dif-ferent degrees (like “Candidate”, “Novice”, “Fully Accredited”) and have a formal status. Criteria for accreditation must be transparent and clear, supervised by an external agency.

The accreditation system defines mechanism and standards to guarantee recognition, ade-quate qualification and integrated quality as-surance of training providers (and trainers?) with admission/ acceptance and removal crite-ria



Page 22


A certification system for participants of skills training courses is established and functional

Preparation

• Definition of criteria, related to the capacity building programmes for reach-ing certificates for basic, intermediate and advanced skills courses in the different sectors

• Definition of mechanisms (like tests, point system etc.) how to acquire credits for a certificate and who will document the certification process

Operation

• Certification according to performance of training participants

• Documentation of the participants and their certification status

A certification process for key participants of professional or managerial skills training pro-grammes can be based on a credit system. A certificate will be reached with a defined num-ber of credits. The certificate should have a use in the personal CVs.


An impact related monitoring and evaluation system is developed, tested and func-tional

Preparation

• Development of performance monitoring and evaluation tools (impact chains, expected results, indicators, incl. what has to be outsourced, what will be taken over by training providers and the coordination unit)

• Design of an evaluation structure and mechanism integrated in the cas-cade of training offers

• Selection of a Monitoring and Evaluation (M&E) provider

• Preparation and communication of the tools and procedures for monitoring and evaluation (course evaluations, success indicators, data collection)

Operation

• Monitoring and evaluation of performance and impacts

• Communication and documentation with change suggestions

Monitoring and evaluation requirements have to be part of sanction orders for those who implement capacity building measures and based on a system of (training) impact evalua-tion (TIE) and assessment of capacity building efforts;



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Training and Learning System for the Trainers and Capacity Building Managers


Train the Trainers Pro-gramme for key trainers and resource persons at various levels is designed and the process starts

Preparation

• Revision of existing ToT modules for DRM

• Design / revise the ToT module with emphasis on training methodology

• Development of Train the Trainer programmes for the different subject mat-ter areas and specialists

Operation

• Implementation of certified ToT programmes for resource persons, Nodal and Satellite Training Providers

• Integrating DRM in the curricula of the training providers

• Documentation of results (list of trained trainers and profiles) – specified trainers resource list with competence and availability

See output: “National Key Training Providers”

Train the Trainers Programmes are optimised for the capacity building programmes in the different areas and subjects of DRM as well as to the level of expected trainees. For district and state administration, land use planners, civil engineers, public health person-nel, transport and construction engineers, ar-chitects, key staff of Pollution Control Boards, disaster risk managers (industrial and natural);

The ToT courses have a strong part of training methodology (adapted for different stakeholder groups)

Training Programme for Capacity Building Managers is developed and imple-mented

Preparation

• Design module for orientation of CD managers at the national, state and district levels

• Development of necessary tools for management and quality control

Operation

• Dissemination of modules for wider use by the states and training providers

• Organisation of exposure visits to good CD practices / examples

The process of management of CD services requires ability to manage all the stages in the CD project cycle. It also requires an under-standing of the entire CD programme and abil-ity to deal with the service providers from pub-lic and private sector.

Capacity development managers for DRM have the responsibility to plan, supervise and control all the necessary processes of the training and awareness building, assist in tool development, quality control and impact as-sessment.

They should be able to perform as ‘authors’ in the nDRM-management platform


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Documentation and Knowledge Sharing and Dissemination System


Communication, documen-tation and knowledge man-agement platform(s) (inter-net based - DRM-net Man-agement Platform) is estab-lished and used for network-ing, dissemination and man-agement

Preparation

• Review the existing internet based information in DRM

• Define the structure of an internet based management platform

Operation

• Establishment of a sustainable and dynamic web based sharing, dis-semination and learning mechanism for CD in DRM

• Training of authors (Training of CD-managers)

The platform is a “knowledge network” of training providers (institutes, public agencies, private providers) and other stakeholders. Its purpose is the documentation and dissemination of course offers (for the different DRM sectors), best prac-tices and learning, targeting:

1) training providers and agencies involved in the Capacity Building Programme

2) external agencies and individuals concerned and affected with DRM issues


The E-learning possibilities and mechanisms are de-signed and functional

Preparation

• Review the existing e-learning courses and material in different sectors of DRM

• Define mechanisms and structure (incl. possible certification procedures) for a blended learning and self learning offer

• Insert the possibility of self learning into the DRM-net Management Plat-form

Operation

• Training of moderators for E-learning

• Constantly update the system with new modules



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5 Required Tools for the Capacity Building Management

This section gives a first overview about the necessary tools to manage the Capacity Building System like management elements, communication structure, quality and accreditation instru-ments, TNA processes and (framework) operation planning.

The implementation process has to proceed in different phases, starting from pilot projects in areas and with capacity building programmes that have to be chosen in a first phase of the pro-gramme.

The Capacity Building Management Process The implementation of the DRM Capacity Building Programme is seen within the broader context of necessary upscaling of activities form national key institutions to local level dissemination.

Passing on the needed technical and managerial skills and knowledge, increasing awareness and stimulating change in attitudes of people in industries, administration, professional organisa-tions and civil society requires a defined structure and mechanisms and a strong management system.

The system will be based on an implementation model that is based on a “cascade system” of human resource development with the following characterisations:

The organisational set-up for DRM capacity building management has to facilitate and support effective decision making, reporting and documentation, presentation, motivation and monitoring and the effective follow-up activities of training and the organisational development.

Experts for TofT / Resource Persons

National CD-Coordination

Unit

Nodal Training Providers

“Satellite” Training Providers

Nodal Trainers / Resource Persons

Trainers / Resource Per-sons

NDMA

Quality Control, Standardisation, Accreditation of NTs, Certification of trainers, Certification of participants

ToT

Participants Operational

Levels

Communities

Participants Management

Levels

Media

Policy / Admini-stration Levels

Levels / categories of target groups

ToT

Local level target groups/ institutions and organisations

Trainers and Facilitators

National Key Training Provider

ToT = Training of Trainers


Page 26

Steering Committee A Project Steering Committee (PSC) chaired by NDMA is the apex decision making body for the programme. The major functions of the PSC are laying down policy guidelines, approval of pro-ject operational plan, guide and advice the project and review progress of the project.

The PSC is serviced by a National Capacity Building Coordination Unit.

Inter-Ministerial Consultative Forum In order to leverage and transport the project experiences and learning at the national level, it is recommended to constitute and support an inter-ministerial consultative group at the national level.

The general responsibilities of the DRM Coordination and Management Units (Of each key and nodal training provider) include the following tasks:

Coordinate all activities under a comprehensive long-term Capacity Building System for Disaster Risk Management within the framework of an operation plan and training calen-dar Network with other training providers and the results users for the most efficient and ef-fective use of human and financial resources and to create synergies for the use of accu-mulated procedural knowledge

Develop – for their sector and level - the necessary tools and instruments for the quality control of training courses and prepare operation/activity plans

Assure and control the quality of the training courses and workshops and the processes of the CD programmes according to their ToRs and the (framework) operation plans

Follow up effects of training events, skills impacts and processes of mock drills in coop-eration with the monitoring & evaluation agency/system

Organise the feedback in the learning processes and ensure the constant improvement of training programmes

Document all training and workshop results such as reports, training materials, best prac-tice examples and case studies in the DRM-net Management Platform

Administer the list of participants, trainers and resource personnel and available training material and update the DRM-net Management Platform

Support projects in the organisation of workshops and conferences

Disseminate relevant results to those who need them for further learning and improve-ment

Facilitate publication of documents, reports, brochures, public relation materials, etc.


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National Capacity Building Coordination Unit (DRM-NCU) Function Manage and coordinate the DRM Capacity Building System

Overview the quality control system and prepare approvals and accreditations Take lead for consortium of key training providers Manage the DRM-net Management Platform Develop guidelines and tools

Tasks Coordination and reporting Link the capacity building process to national and state policies Prepare the approval of capacity building programmes Coordinate all activities under a comprehensive long-term training system within the

framework of an operation plan and training calendar Organise coordination meetings

Framework operation planning Organise and supervise training needs analysis Prepare framework operation plans and high level training calendars

Networking Facilitate the network the stakeholders for the most efficient and effective use of

human and financial resources and to create synergies for the use of accumulated procedural knowledge

Quality control system Initiate and manage the process of accreditation and quality control Develop the necessary tools and instruments for the quality control and impact

evaluation (result chains, progress reports, incentives and prices for best practice etc.)

Follow up effects of training events, skills impacts and processes of mock drills Supervise the quality of the training courses and workshops Organise the feedback in the learning processes and ensure the constant improve-

ment of training programmes Documentation and dissemination Supervise and manage the DRM-net Management Platform as a knowledge man-

agement system Facilitate publication of documents, reports, brochures, public relation materials, etc. Organisation of workshops and conferences with national and regional outreach Disseminate relevant results to those who need them for further learning and im-

provement Document all training and workshop results such as reports, training materials, best

practice examples and case studies in a knowledge management system Supervision Supervise the consortium of key training providers, national key trainers and the

nodal training providers Supervise the list of key participants, trainers and resource personnel and available

training material


Page 28

Co-ordination NDMA, steering committee, consortium of National Key Training Providers, Nodal Train-ing Providers

Instruments: DRM-net Management Platform, working groups, framework operation plan, planning and evaluation workshops, indicators, monitoring tools, accreditation and certification, national needs assessments

National level: Consortium of Key Training Providers It is proposed to take a “Consortium of Training Providers” approach for implementation. Suggested: NIDM National Institute of Disaster Management, National-level Disaster Man-

agement Academy, NDRF - National Disaster Response Force, DMI

To support the DRM-NCU in identifying interventions and services to address the needs, it is pro-posed that the DRM-NCU forges a partnership with the nodal training providers at the national level and establishes links to regional and international providers. The key benefit of the consortium approach is an effective capacity building service delivery sys-tem. Different organisations with their comparative advantages come together to offer quality ca-pacity building services in their respective areas of expertise. The consortium ensures the feasi-bility of the quality and availability of capacity building services.

The strengths of the “Consortium Approach” are also recognized by the Planning Commission, Government of India when it says that “a consortium of support resource organizations may be formed at national, State and District levels for building the capacity of stakeholders at respective levels”2. Function Oversee the capacity building process and coordinate and Nodal Training Pro-

viders (State wise, subject matter wise) Overview the certification and accreditation process Co-manage the DRM-net Management Platform Train the trainers programme for Nodal Training Providers Upper level conferences and skills training courses

Tasks Coordination and reporting Link the capacity building process to sectors and subject matter processes Coordinate all activities of the Nodal Training Providers Prepare reports

Framework operation planning Conduct training needs analysis Compile, prepare and supervise sector/state level operation plans and high level

training calendars Training and awareness-raising Organise the capacity building process with awareness building, development work-

shops, managerial and professional skills courses

2 Planning Commission, Government of India 2007, Report of the Working Group on Natural Resources Management Eleventh Five Year Plan (2007-2012) Volume I : Synthesis para. 8.6.1.


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Develop tailor-made modules for defined areas within the capacity building pro-grammes, Awareness raising campaigns and Train the Trainers Programme for DRM according to provided framework plans, design and document a “Supermarket of Modules”

Train participants form the target groups (Nodal Training Providers and key persons form state level)

Contribute to the development of standards for different training programmes (modu-larised courses, defined resources, and effective awareness building programmes)

Networking Network the Nodal Training Providers and relevant sector institutions for the most

efficient and effective use of human and financial resources and to create synergies for the use of accumulated procedural knowledge - and share the modules/courses

Quality control system Organise the process of quality control and accreditation Supervise the certification system Organise the feedback in the learning processes and ensure the constant improve-

ment of training programmes Follow up effects of training events, skills impacts and processes of mock drills Assure and control the quality of the training courses and workshops Develop and test quality control mechanisms (training impact evaluation, develop-

ment of indicators, design of follow up tools and mechanisms) Documentation and dissemination Contribute to the DRM-net Management Platform with information about events,

feedback and other contributions and follow up Publication of documents, reports, brochures, public relation materials, etc. Organisation of workshops and conferences with state outreach Disseminate relevant results to those who need them for further learning and im-

provement Document all initiated and organised training and workshop results such as reports,

training materials, best practice examples and case studies in a knowledge man-agement system

Supervision Supervise the national key trainers and Nodal Training Providers Administer the list of key participants, trainers and resource personnel and available

training material

Co-ordination Steering Committee, National Coordination Unit

Instruments: DRM-net Management Platform, operation plans, planning and evaluation workshops, indicators, monitoring tools, sector needs assessments


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State and/or sector level: Nodal Training Providers Function Training of state level target groups and special training according to their spe-

cialisation Coordinate Satellite Training Providers Plan and implement skills training courses and awareness campaigns

Tasks Organise the capacity building process with awareness building, development work-shops, managerial and professional skills courses in the area of influence

Conduct special training needs analyses in coordination with the Key Training Pro-viders

Compile and design tailor-made modules for defined areas within the capacity build-ing programmes, awareness raising campaigns and Train the Trainers Programme for DRM according to provided framework plans

Network with other training institutions and share the modules/courses Train participants form the target groups (state level, key persons form local level) Contribute to the development of standards for different training programmes (modu-

larised courses, defined resources, and effective awareness building programmes) Follow the process of quality control and accreditation Apply quality control mechanisms (training impact evaluation, development of indica-

tors, design of follow up tools and mechanisms) Contribute to the DRM-net Management Platform with information about events,

feedback and other contributions and follow up Co-ordination Steering committee, National Coordination Unit, National Key Training Providers

Instruments: DRM-net Management Platform, operation plans, planning and evaluation workshops, indicators, monitoring tools, sector needs assessments

Local level: Satellite Training Providers General responsibilities: Coordinate Satellite Training Providers, input to the DRM-net Man-

agement Platform

Instruments: DRM-net Management Platform, operation and action plans, planning and evaluation workshops, indicators, monitoring tools, sector needs assessments


Page 31

Monitoring, evaluation, certification and accreditation system The monitoring, evaluation, certification and accreditation system has 4 components: 1. The accreditation of training providers 2. The certification of training participants 3. The evaluation of training courses by the participants and the effects of the outcome of the

courses by the sending institutions and organisations 4. The impact evaluation (impact chains) of the programme effects Suggestions and characterisations: Accreditation of training providers:

The accreditation system defines mechanism and standards to guarantee recogni-tion, adequate qualification and integrated quality assurance of training providers with admission/ acceptance and removal criteria.

An accreditation system should work with different degrees (like “Candidate”, “Nov-ice”, “Fully Accredited”) and have a formal status.

An external, independent agency should be responsible for accreditation according to clear and transparent criteria.

Certification of train-ing participants:

The certification should be available for key participants of skills training and Train-ing of Trainers programmes and have the status of a recognised certificate. The system should work on a credit base and theoretical and practical tests. The completion of “basic”, “intermediate” and “advanced” programmes should lead to certificates. The certificate should have a use in the personal CVs. The National Key Training Providers should be responsible for the credit system and the design of the capacity building programmes have to integrate the credit approach.

Evaluation of train-ing courses:

Each skills training has to be evaluated by the participants and the results used as a first feedback for improvement and trainers/training provider assessment. A value addition is the ex-post evaluation of the improvement of the participant by the send-ing organisation. This evaluation is the responsibility of the direct training provider.

Impact monitoring and evaluation:

The assessment of impacts of the capacity building programme is based on suc-cess- and impact-indicators and performance assessment of institutions and per-sons.

An external, independent agency should be responsible for M&E according to clear and transparent criteria.

Monitoring and evaluation requirements have to be part of sanction orders for those who imple-ment capacity building measures.


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The Capacity Building Cycle Management

All activities require proper centralised and de-centralised professional management, quality con-trol, joint standards and procedures, often a more specific needs assessment, and training impact indicators and evaluation. There are 3 different programme types:

Train the Trainers programmes

Awareness-Raising programme

Skills training programmes

o Basic/foundation training programme

o Intermediate training programme

o Advanced training programme

The management of capacity building programmes is a process, embedded into a project or pro-gramme that requires major human resource development activities for many stakeholders and results users.

The different steps are summarised in the next figure:

Capacity Building Management Process

Quality Assurance

and Control

Planning and development of a Capacity Building Programme

• Needs assessment • Operation planning • Evaluation and planning workshops

Design and Preparation of Measures

• Event characterisation and announcement

• Selection of training providers

• Selection and evaluation of proposals for capacity development measures

Implementation • Full organisation • Trainers handbooks • Participants evaluation and cred-

its • Reporting, training reports • Assessment of training reports

Documentation • Event completion • Master lists • Consolidated evaluation reports • Archives of training material • DRM-Knowledge & skills News-

letter

Follow up • Business Process Auto-

mation • Work history • Training/event impact

evaluation • lessons learned • Preparation of next

capacity development circle

Capacity Building

Management Process


Page 33

Nested Operation Planning In general, the DRM operation plans consist of 2 parts.

• Part one is the explanatory text that gives the justification and a short description of each ac-tivity or group of activities as well as the necessary resources needed.

• Part two is a Gant-chart of the activities (combined with budget estimates, responsibilities and time frame).

Contents of the operation plans:

• Roles and Responsibilities • Organisational work, coordination, visibility, work meetings, reporting • Budget • Guidelines development • Establishment and operation of the Institutional Network (“DRM-net”) • Internal Capacity Building – Train the Training Managers (incl. study tours and institu-

tional partnerships) for partner institutions • The training of trainers (ToT) programme • Standardised capacity building programmes and awareness-raising measures • E-learning courses

Operation plans are prepared for each level

□ National level by Key Training Providers (national framework operation plan)

□ State level by Nodal Training Providers (state level operation plans)

□ Lower levels (lower level action plans)

Ideally the plans will be integrated in form of a nested hierarchy.

Vertical integration of plans in a nested hierarchy

National Level Framework Opera-tional Plan

State Level Operational Plans

Local Level Training Action Plans


Page 34

Training (Capacity Building) Needs Assessments - TNA The assessment of training needs is a permanent process and has to be integrated into the plan-ning and design of all the programmes.

There have to be a first TNA on a general, national scale for each sector. State and local level assessments are necessary for optimising training course to the specific requirements of the tar-get groups and institutions. Training Needs Assessment has to be seen in the context of the chain of needs assessment (TNA) -> training course or programme (T) -> and Training Impact Evaluation (TIE):

A training needs assessment is followed by the implementation of a training course or a pro-gramme. The evaluation of the training is either seen / documented through the direct effect on the project or through observing performance improvement of the partners and stakeholders. Modular Awareness and Training Measures (Supermarket of Modules) Design elements for the capacity building programmes:

The approach for the design of tailor-made capacity building programmes is guided by a modular construction process:

Different training or organisational development modules (like “The Regulatory Back-ground”, “Risk Assessment Methods”, “Evaluation Methods for DRM Plans” etc.) are combined to single courses, workshops or awareness campaigns.

These courses will be, depending on their module combination, specific to a target group and its level. The modules will be developed and maintained in a “Supermarket of Modules” with content, description and information about necessary resources (see fol-lowing figure) and documented in the DRM-net Management Platform to be used by all Training Providers and for the development of E-learning courses.

In the process of human resource development, each target group will be offered a se-quenced set of courses and activities (these are the capacity building programmes).

The programmes are parallel to management development, planning and implementation, mock drills and other organisational development activities.

The programme design is based on the following strategic considerations:

All modular training offers have to be demand oriented and custom tailored, catering for the training needs of the target groups to support them in their professional work; wher-ever possible, applicable training should be conducted on the job and organised around the existing professional tasks of the participants.

TNA TNA TNA

TIE TIE TIE

T T T

Implementation Phases of a Capacity Building


Page 35

It is not advisable to develop the training programme as a fixed and detailed list of meas-ures. It should rather be developed in steps and phases, considering programme devel-opment as a process of continuous reaction to changing demand. This means that train-ing measures should be offered according to priority ranking, for example on the basis of explicitly formulated demands from the institutions and organisations actively involved in Disaster Risk Management. The training programme has to provide enough flexibility to react to new training needs at any time without much delay.

All training measures are geared to strengthening the institutional capacities of the target organisations addressed and institutions directly involved in DRM, with the objective of further improving their competence. The training measures therefore not only have to be designed to train individual participants but also simultaneously to meet institutional ca-pacity building objectives (organisational development).

To integrate the capacity building components into organisational development, individual training courses and workshops have to be combined into programmes. From Resources to Capacity Building Programmes

Resources are - apart from the budget - the necessary material resources, personnel resources, trainers and facilita-tors and legal framework. Modules are the components of training activities that are homogenous in content and methods, and can be used for different courses. Skills courses are composed of different modules that are combined according to the needs of the target group. They have a focus on practical exercises and the participants increase their ability “to better do or perform”. Awareness measures are activities that change attitudes, insights and the will to change performance. Development workshops are a collective and participatory hands-on work period for project planning, brainstorming and coordination. They provide coordinated input into the design process. Capacity development programmes are a combination of the modules with input from development workshops and consist of a target group-specific sequence of courses and, if necessary, awareness building measures. They also include other organisational development measures like networking, setting rules and enforcement, defining and im-plementing responsibilities and planning and maintenance.

Capacity Dev. Programme – 1

Capacity Dev. Programme –2

Skills Course 1 Skills Course 2 Awareness Measure 1

Awareness Measure 2

Skills Course 3 Development Workshop 1

Development Workshop 2

Module 1

Module 6

Module 5

Module 4

Module 3

Module 2

Resource 1 Resource 2 Resource 6 Resource 3 Resource 4 Resource 5

Feedback Feedback


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DRM-net Management Platform The Internet based Management Platform for the capacity building process in the Field of Disas-ter Risk Management is one important tool for the processes of communication, documentation and knowledge management. Using IT based tools for programme planning, data management, and monitoring and evaluation improves the efficiency of planning and monitoring process.

The platform has

• A public section providing the description of capacity building programmes, information on training courses and workshops offered, background material and regulatory frame-works. A strong feedback section helps to organise the communication process and needs-based development (customer care processes).

• An internal section with the entire documentation of materials, reports and a section for planning multiple projects and programmes. This Internet (intranet) section is managed with a differentiated system of rights for users and contributors of content.

• An E-learning section (with restricted access for enrolled trainees).

• A network mail system for approved authors, for fast networking.

Main Provisions functions necessary for the DRM-net Management Platform:

• Announcement for all events and activities

• Application for all measures that have and application procedure (sign up for credit courses etc.)

• Documentation of all produced material (knowledge base)

• Supermarket of Modules - Order of training material for the modules • Operation planning and tools for status track recording of activities

• Course development tools and procedures

• Follow up planning and activities • Information about DRM, standards, guidelines etc.

• Linkage of existing subject matter web sites

• User and sector interfaces

• Platform for of E-Learning modules

• Networking between relevant stakeholders Existing IT based tools could be analysed and adapted for planning, monitoring and evaluation of and made available for use at the national and state levels.


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6 Main Stakeholders - Key Institutions

This section lists and characterises the main stakeholders of the Capacity Building System

6.1 NIDM National Institute of Disaster Management The Delhi based national level institution ‘National Institute of Disaster Management’ (NIDM) functions as policy centre for capacity building in the area of Disaster Mitigation and Response.

The NIDM, in partnership with other research institutions, has capacity building as one of its ma-jor responsibilities, along with training, research, documentation and development of a national-level information base. NIDM doesn't have its own case studies and needs more experience in DRM.

The NIDM will network with other knowledge-based institutions and function closely, within the broad policies and guidelines laid down by the NDMA, and assist in imparting training to trainers, DM officials, etc. It shall also be responsible for synthesizing research activities. The NIDM will be geared towards emerging as a 'centre of excellence' at the national and international level

• Human Resource Development covering multiple aspects of disaster management and to play a lead role in national level policy formulation.

• To coordinate various role players within the field of disaster management: government, non- governmental organisations, public and private sector and international organisa-tions.

• To establish an exhaustive national level information base on disaster policies, prevention mechanisms, mitigation measures, and region wise preparedness and response plans as well as resource spent on mitigation and response for various types of disasters.

• To forge, promote and sustain international and regional partnerships for launching joint, synergistic projects and programmes.

• To assist various states in strengthening their disaster management systems and capaci-ties, and in preparation of their plans and strategies for hazard mitigation and disaster re-sponse.

• To set up linkages with other international institutions in the region for mutual benefits and sharing of experience.

6.2 National-level Disaster Management Academy Planned in Nagpur to provide training for trainers and to meet other national and international commitments

6.3 NDRF - National Disaster Response Force

The Concept The Disaster Management Act has mandated the constitution of a Specialist Response Force to a threatening disaster situation or a disaster. This Force will function under the National Disaster


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Management Authority which has been vested with its control, direction and general superinten-dence. This will be a multi-disciplinary, multi-skilled, high-tech force for all types of disasters ca-pable of insertion by air, sea and land. All the eight battalions are to be equipped and trained for all natural disasters including four battalions in combating nuclear, biological and chemical disas-ters.

Present Organization Presently this Force is constituted of eight battalions, two each from the BSF, CRPF, CISF and ITBP. Each battalion will provide 18 self-contained specialist search and rescue teams of 45 per-sonnel each including engineers, technicians, electricians, dog squads and medical/paramedics. The total strength of each battalion will be approximately 1,158.

Deployment These NDRF battalions are located at nine different locations in the country based on the vulner-ability profile to cut down the response time for their deployment. During the preparedness pe-riod/in a threatening disaster situation, proactive deployment of these forces will be carried out by the NDMA in consultation with state authorities.

Functional Parameters Regular and intensive training, familiarization with the area of responsibility, carrying out mock drills and joint exercises with the various stakeholders will form the key functional parameter of this Force.

Four training centres will be set up in Kolkata, Latur, Bhanu and NISA (Hyderabad) by respective paramilitary forces to train personnel from NDRF battalions of respective forces. The NDRF units will impart basic training to the State Disaster Response Forces (SDRF) in their respective loca-tions.

6.4 NDMRC - National Disaster Mitigation Resource Centres The NDMRCs will be co-located with the NDRF battalions. These will also serve as repositories for NDMR bricks of relief stores for 25,000 affected people, in each of the nine locations. These will cater to the emergent requirements especially for the first 72-96 hours. At Kolkata and Chandigarh, additional bricks of stores for 50,000 people each will be kept for high altitude areas. These stores will supplement the reserves maintained by the respective states/UTs. In addition, these centres will assist in running mock drills and capacity building programmes. During disas-ters, they will act as facilitators to the states/UTs in deployment of central resources and provide much needed additional link to the centre.

6.5 State Administrative Training Institutions (ATIs) ATIs are the training institutions under the administrative control of the respective state govern-ments and provide training in general administration and management. The Ministry of Home Affairs, GOI supports each ATI by providing funds on an annual basis for two faculties to teach and train state officers in the area of disaster management. In general ATIs provide training in the area of natural disasters, placing emphasis on rescue, rehabilitation, and dos and don'ts in case of natural disaster.

6.6 Ministries The main central Ministries involved in the main sectors relevant for DRM:


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Earthquakes and Tsu-nami

MHA/Ministry of Earth Sciences/IMD

Floods MHA/Ministry of Water Resources/CWC

Cyclones MHA/Ministry of Earth Sciences/IMD

Drought Ministry of Agriculture

Biological Disasters Ministry of Health and Family Welfare

Chemical Disasters Ministry of Environment & Forests

Nuclear Disasters Ministry of Atomic Energy

Air Accidents Ministry of Civil Aviation

Railway Accidents Ministry of Railways

6.7 Media The Press relation officers and journalists (radio, TV, newspapers and magazines, film and inter-net) are an important target group and stakeholder in DRM. Press relation officers and journalists play a crucial role in the introduction of sound Disaster Risk Management. They communicate relevant scientific and administrative knowledge to stake-holders as well as to the general public. They reach an important part of the literate and illiterate Population and can contribute to general awareness-raising in respect of disaster prevention measures and early warning systems. In case of an emergency they work hand in hand to trans-mit all necessary information to the affected population.

Accuracy in this task is crucial to avoid rumours and panic. Press relation officers keep journalists well informed, provide them with all necessary data, relevant quotes and access to the field. Journalists have a watchful eye on disaster prevention measures, relief aid and reconstruction, thereby supporting good Disaster Risk Management.

Planned Activities It is important that media representatives/journalists have a basic understanding because wrong information or information at the wrong time can be dangerous.

Core activities include dialogue and training workshops for press relation officers and journalists respectively, the introduction of standards of operational procedures before, during and after a disaster, development of manuals, brochures and information material. Participants of training activities on national level can become trainers in the priority areas.

Training for press relation officers will include workshops on crisis and emergency risk communi-cation as well as creative communication tools. Training for journalists will include workshops on research, writing skills and ethics of disaster reporting (before, during and after a disaster).


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6.8 Others related to the DRM Structure National Crisis Management Committee

National Disaster Mitigation Resource Centres

National Disaster Response Force

National Institute for Disaster Management NIDM

Planning Commission

Armed Forces

Central paramilitary forces

Civil Defence

National Cadet Corps NCC

Nehru Yuva Kendra Sangathan NYKS

Ministries and Departments of State Government

State Disaster Management Authorities - SDMAs

State Disaster Response force

State Ministries and departments

State Police

Fire services

Home guards

Local Authorities

Corporate Sector

Technical institutions

Professional bodies

Scientific organisations

NGOs

Academic Institutions

Media and media associations


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7 Next Steps

This section suggests the next steps for the development of the joint approach

The partners start the preparation for the implementation of the Capacity Building System 2009 - 2012 in terms of:

• Joint agreement of the basic concept and approach

• First brainstorming about deficits of ongoing capacity building programmes and plans and consequences for a comprehensive new programme

• Start the planning for the budget contributions

• The concept and approach should be discussed at a national “Brainstorming Workshop” The workshop would help in sharing and improving the tasks of the scoping and involving Key persons and Training Providers. The workshop could also be utilised to gauge the states will-ingness and commitment to participate in the project.

• Finalising the approach and concept with a SCOPING STUDY (see draft TOR in the Annex)


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Annexes

1 Acronyms

ASEM Advisory Services in Environmental Management

CD Capacity development

DRM-net- Disaster Risk Management-network Platform for communication, documenta-tion and knowledge management

CIF Chief Inspectorates of Factories and Boilers

CPCB Central Pollution Control Board

DMI Disaster Management Institute, Bhopal

DRM Disaster Risk Management

DRM-NCU National Coordination Unit for Capacity Building in Disaster Risk Management

DRM-NCDS National Capacity Building System for Disaster Risk Management

GTZ German Technical Cooperation (the German organisation for technical coop-eration)

HRD Human Resource Development

HRDP Human Resource Development Programme

iDRM Industrial Disaster - Risk Management

nDRM Natural Disaster - Risk Management

InWEnt Capacity Building International (the German organisation for capacity building)

MAH Major Accident Hazards Industries

MoEF Ministry of Environment and Forests

NDMA National Disaster Management Authority

NDMRC National Disaster Mitigation Resource Centres

NDRF National Disaster Response Force

NIDM National Institute of Disaster Management

SPCB State Pollution Control Boards


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2 Glossary and Definitions

Activity An activity is an action or a set of actions performed in order to reach goals and objectives. Behind an activity there are a series of tasks. Activities can be hierarchically structured and divided into sub-activities. The implementation of a Workshop is an activity, the preparation of workshop, the follow up etc. would be sub activities.

Assessment Assessment is the evaluation process used to measure the performance or effectiveness of a system and its elements.

Awareness Building (Raising)

Awareness building is about passing information and emotions about the issues of concern. Measures aim to convey messages (Presence), sell ideas (Sensitisation), make stakeholders understand (Orientation), convince people to participate (Motivation) and start the implementation (Mobilisation).

Capacity Building (De-velopment)

Capacity building is the process of strengthening procedural, organisational and institutional and intra-institutional capabilities of individuals, institutions and organisations in charge of a developmental task. Capacity development includes strong aspects of Human Resource Development as well as Institu-tional Development.

Capacity building always includes elements of building awareness, strength-ening cooperation and integration among actors/institutions, building up knowledge and skills to perform, reinforcing the technical and managerial capabilities of institutions and organisations and enhancing the regulative and integrative frameworks.

Capacity develop-ment/building pro-gramme

A capacity development programme is a series of training courses for a given target group out of a target institution/organisation/network which is linked to other changes and activities of awareness-raising, change management, procedure development and infrastructure improvement.

Disaster Risk Manage-ment

The systematic process of using administrative decisions, organization, op-erational skills and capacities to implement policies, strategies and coping capacities of the society and communities to lessen the impacts of natural hazards and related environmental and technological disasters. This com-prises all forms of activities, including structural and non-structural measures to avoid (prevention) or to limit (mitigation and preparedness) adverse effects of hazards.

Education Education (university, school) allows individuals to broaden their knowledge and personally develop towards the future. Quality and contents define the starting capacities of the human resources available in the system

Goal A broad statement of condition which is aspired to in the long term; a general statement that sets the desired direction of progress. Goals are a reflection of the operating values and are usually abstract and not directly measurable. However, in assessing progress, they provide the starting point from which all else follows. Goals become operational with development of specific objec-tives so that progress can be measured by indicators.

Impacts

Impacts are the long term uses (profits) and the lasting changes reached through activities. Some impacts are direct and some are indirect. If it is use-ful one can differentiate between direct and indirect impact. An impact should be positive, so we speak of “benefit)”.


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Indicator A parameter or variable, which characterizes a qualitative or quantitative as-pect of the issue of interest (like success of an activity). The indicator must not be identical but beyond the issue to be described. The indicator is pointing to or stands for the issue to be measured or described. Some indicators might belong to the characterized factor or sector (example SO2 as indicator for air pollution from combustion processes) others don't (example: plants whose damage rate are indicating air quality in general but are not belonging to an air quality parameter).

Indirect Benefit Indirect benefits are those benefits which are not explicitly intended but are results (or partly results) of the activities. Again, they cannot be assessed completely without spending more time on assessment than in activities.

Objective A desired, specific, achievable condition that will contribute towards a goal. Objectives are measurable or potentially measurable and provide an explicit link between goal and system components. Objectives are achieved with specific actions that are grouped within a strategy.

Outcome:

(Use of Output)

Outcome is the (immediate) profit achieved by single events/activities or of all of the projects activities. Use of output refers to the application products, skills, knowledge or awareness of an activity but beyond this activity. If in a training course the output is that the participants understood something, use of output means that they apply the learned.

Output Outputs are the direct and concrete results of an activity. The output of the activity “planning” is a plan, the output of a training course are trained partici-pants, a course manual ready to be used etc. The output of an activity can be further used (and thus have influence in future activities) or it is not used (which normally would be a sign of no success). For evaluation purposes it is therefore necessary to proceed to the “use of output”.

Plan We refer to a plan as the result of a process of anticipating and organising a set of particular actions and activities with the aim of achieving defined objec-tives in the light of available resources. Planning is organising and structuring in advance everything that guides a future action. Project management and implementation is normally based on an operation plan which gives activities, tasks, responsibilities and the time frame for future implementation.

Quality Assurance (QA) is an integrated system of management activities involving planning, imple-mentation, documentation, assessment, reporting, and quality improvement to ensure that a process, item, or service is of the type and quality needed and expected by the customer.

Quality Control (QC) is the overall system of technical activities that measures the attributes and performance of a process, item, or service against defined standards to verify that they meet the stated requirements established by the customer; opera-tional techniques and activities that are used to fulfil requirements for quality

Quality System is a structured and documented management system describing the policies, objectives, principles, organisational authority, responsibilities, accountability, and implementation plan of an organisation for ensuring quality in its work processes, products (items), and services. The quality system provides the framework for planning, implementing, documenting, and assessing work performed by the organisation and for carrying out required QA and QC.

Responsibility Responsibilities are derived from the mandates and define the areas in which the organisation is working and for which it is accountable, or answerable, as for a trust, debt, or obligation.


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Stakeholders Authorities concerned with District Disaster Plan under DM Act, as policy makers and operational staff from relevant National and state Ministries, their administration and bodies; District Administration; Crisis Groups, Panchayat Raj Institutions, Central, State, District and Local Crisis Groups

Industries: Both Large scale & small scale Management & Employees

Emergency & Rescue Team (Emergency Response Agencies) from District Administration, Police, Fire stations, Medical Services, Civil Defence, Armed Forces, Coast guards, Home guards, Transport Agency

Public including Mutual Aid Response Groups (MARG) type local groups, educational institutions

Target groups The groups of persons (the ‘human resources’) whose work (in the broadest sense) is related to the existing and planned activities in the sectors under consideration. They are seen as representatives of an organisation /institution or civil society. Each TG should be homogeneous with respect to their actual tasks and performance (independent of their educational background).

Target Institu-tions/Organisation

The TO&Is are those who will have to develop capacities to match with the requirements of a change process. They have to develop new capacities in the coming years to match with the requirements of DRM. The organisations include all those with a formal setting (Institutes, NGOs, CBOs etc.). Their institutional capacities will be developed by training their staff or members. The organisations are the major target for capacity building efforts and their necessary change in role, function and performance is the basis of defining the “change needs” in terms of mandate, organisation, management and ser-vice.

Tasks Tasks are concrete everyday jobs to meet the requirements of the responsibil-ity of the organisation/institution. (I.e. a trainer's responsibility is to teach etc. Therefore his tasks are: prepare the training module, present the contents of the module, give exercises, keep discipline, evaluate the results, write a train-ing report, keep up to date about the issues he is teaching etc.)

Training Training is based on practical competence and pre-determined outcomes. Training is one tool in the process of the Development of Human Resources and the Development of Capacities.

Training of Trainers / Train the Trainers (ToT)

Skills based training especially designed for the needs of teachers, trainers and persons who will disseminate. ToT can be purely pedagogical (presenta-tion, motivation skills etc.) or a professional theme with teaching methods integrated.

Training providers All institutions and organisation that organise and conduct skills training courses and awareness-raising measures/campaigns. They can be govern-ment institutions from different sectors, private sector industries or industrial associations, private institutes, universities, NGOs, community level groups.


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3 Scoping Study Draft - Terms of Reference “Capacity Building in Disaster Risk Management in India – DRM-NCDS” - The objective of this programme is to strengthen the capacities and networking of the public and private central, re-gional and state organisations and the civil society for decentralised DRM in India.

The programme is proposed to be implemented all over India and designed to run for three years with grant support from the German Government in the form of Technical Cooperation.

Objective of the Scoping Exercise The objective of is to take stock of the present capacity building system of DRM,

The scoping has the task to analyse the existing capacity building approaches, make suggestions for the national key training providers, the evaluation and accreditation institutions and define the implementation mechanisms and the phases of the programme (including ToR for the involved actors) and specific target groups. The scoping study should analyse new approaches in capacity building (organisations, networks, methods, financing, quality management, etc.) and recommend the scope of intervention and an operational strategy for the programme (needs that can be best addressed by the programme).

Tasks 1. Stock taking of the present capacity building system of DRM

• Analyse the DRM system in India (national to local level) and its delivery system

• Analyse the present system of capacity building for the programmes of the organi-sations, training institutes, networks, etc.)

• Identify the basic capacity building needs of DRM vis-à-vis on going training pro-grammes in earthquakes, flood, etc. disasters

2. Identify and analyse new approaches in capacity building with respect to

• Organisation of capacity building system (public and private service providers)

• Private organisations in capacity building services

• Networking of capacity building service providers

• Innovative tools and methods for capacity building in the field of DRM

• Business models (financing / revenue generation) for capacity building service provider

• Standardisation and quality management system for the service providers

3. Develop criteria to define the scope of the programme

• Criteria for selection of states to be covered under the programme

• Levels of intervention for the programme (regional, state)

• Criteria for selection of capacity building service providers (key public and private institutes and organisations)

4. Apply the criteria to pre-select subject matter areas and the states and partner institutes and define the levels of programme intervention (system boundary for the programme)

5. Develop a strategy and concept for networking of capacity building service (training) providers


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• Define the objectives and roles of the network at national, regional and state levels

• Elaborate a suggestion for the structure and characteristics of the network at na-tional, regional and state levels

• Outline a capacity building strategy and processes for the network and its mem-bers

• Develop performance criteria for the network and its members

6. Standardisation and quality management of the capacity building services

• Outline a process towards standardisation of tools, instruments and procedures for capacity building

• Outline a step process towards accreditation/certification of the network members (Nodal Training Providers etc.) for quality management

7. Outline the operational strategy and activities (draft operational plan) for the programme and a road map for programme implementation

Deliverables 1. A one-day brainstorming workshop with experts (approx 15) in New Delhi at the beginning

to get first inputs in the scoping exercise and to refine the terms for the scoping exercise, if necessary

2. An interim report elaborating clearly the scope of the programme, an operational strategy and programme activities (i.e. a draft operational plan) (due after four weeks)

3. A draft final report incorporating the feedbacks on the interim report (due after eight weeks)

4. A national level workshop of experts and stakeholders to present and discuss the findings of the scoping exercise, the proposed programme strategy and draft operational plan. In-puts will be collected at the workshop for further refinement and finalisation of the pro-gramme strategy and operational plan.

5. Documentation of the national workshop


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The Team

Team Leader International expert in capac-ity building

• Familiarity with DRM

• Expertise in designing capacity building systems

• Expertise and experience in setting up network of capacity building service providers

• Significant experience in advising and supporting training institutes and capacity building service providers (interna-tionally and in India)

•

Team member Indian expert in capacity building

• Expertise and experience in capacity building for DRM

• Expertise in quality management and certification of capacity building service providers

• Good understanding of the capacity building system of the DRM in India

Team member Indian expert in networking

• Expertise in setting up networks

• Experience in advising and supporting networks

• Good understanding of the institutional set up of the Indian public investment programmes (especially in DRM)

Team member Indian expert in DRM

• Expertise and experience in designing training modules and curriculum (content management) for DRM

• Experience in managing large training programmes

Team member Indian expert in planning

• Expertise in national and state planning

• Experience in institutional development, gender and com-munity participation and strategies for awareness generation


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4 Capacity Building System – additional Information

Design Elements for the Capacity Building Programmes To integrate the capacity building components into organisational development, individual training courses and workshops have to be combined into programmes linked with field implementation and practice. The following figure shows an ideal combination of the development of concepts and planning in planning workshops, the cascade of awareness, knowledge and skills training and finally the “test” in practical circumstances.

Ideal Combination of HRD Activities for a Capacity Building Programme

Modular Capacity Building System The general approach will be through a sequenced set of courses and activities, the Capacity Building Programmes. These programmes consist of standardized series of single courses, seminars, conferences, workshops etc.

Each of these courses will be composed of training modules. Training through modular courses fulfil 3 important prerequisites for

a performance based assessment of the participants (potential for a credit system) a standardized structure that allows the development of e-learning modules the flexibility to adapt to new developments by adding or replacing single modules without

changing the whole structure of the CD programmes.

Development of Concepts and Plans (planning Workshop)

Awareness &Sensitisation

SkillsB - level

Skills A - level

KnowledgeOrientation & Motiva-

tion

Field experi-ence

Development

Acceptance

Understanding

Practice

Implementation Org

anis

atio

nal D

evl.


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Capacity development programmes are a combination of the modules with input from development workshops and consist of a target group-specific sequence of courses and, if necessary, awareness building measures. They also include other organisational development measures like networking, setting rules and enforcement, defining and implementing responsibilities and planning and maintenance. There will be programmes in the major areas of DRM. Each programme can be designed as a “basic” programme and through addi-tions of courses and modules as an “intermediate” or “advanced” pro-gramme.

The type of course (like “awareness building, skills training, workshop, con-ference, hands on training, mock drills, etc.) depend on the contents and the target group

The basic unit of all different training courses are the modules. A module can be used in different courses. The aim is to create a “supermarket of mod-ules” that allow the adaptation for new requirements in courses or pro-grammes. There will be obligatory and specialised modules and courses. Their combina-tion determines the course level (basic – intermediate – advanced). The modules can also be easily disseminated among other stakeholder insti-tutions, to enable reaching a wider target group.

For each module “Resources” can be defined in terms of prices, necessary teaching material, specific experts, presentations, hand-outs etc.

In each programme there has to be a course on information and communica-tion, relation to media and the organisation/evaluation of awareness cam-paigns In each programme there has to be a course on soft skills / managerial skills and issues of coordination and management

Training of Trainers courses will additionally have presentation, group work and teaching skills.

Capacity Devel. Programme

Skills Course 1

Information and communication 2

Awareness Measure 1

Module …..

Module ……

Module …..

Module ……. .......

Module …… .....

Managerial skills

Module ……. .....

Teaching skills


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5 Supporting Material about Awareness-Raising The messages have to be convincing and aim considerably at the emotional level to win the audiences for the ideas of the project. The approaches are closely related to “Public Relation” campaigns. Different target groups are open to different approaches to efficiently address and reach them. Awareness Building activi-ties can have different levels of intensity, expressed in “purpose types”. Often, one activity addresses more than one type. They are ordered according to degree of complexity and impact and the subsequent objec-tives/media are likely to contain the previous. The purposes of awareness building and mobilisation activi-ties are to:

• Be present with a message

• Sensitise people about a project and its goals and make decision makers aware of impacts, inter-ests and problems of other target groups.

• Give orientation to target groups about the objectives, benefits, challenges and procedures (incl. Exhibitions, Conferences, Exposure visits)

• Motivate the stakeholders and the individuals to agree on goals and activities and finally

• Mobilise them to become active and participate in implementation, change their behaviour and plans and take up interests and requirements from other target groups.

These “purpose types” are characterised in the following table.


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The table explains some different types in the order of increasing complexity and illustrates the explana-tions with an example.

Awareness purpose types and their characteristics

Purpose types Description Typical example

Presence

It is existing The messages of these activities in the form of statements, labels and signs of existence. Visibility and constancy in ap-pearance are important characteristics. They are reminders of a broader concept or issue. Presence can be important to support, to make unforgettable other awareness building and mobilisation activities. The more curiosity and link to the every day life a presence statement has, the more it is effective. Presence is creating attention through repetition and rein-forcement, but it is not creating real awareness.

Wall writings

Short TV Spots with a slogan

Calendar with some slo-gans and pictures

Posters

Sensitisation

It is recognised The messages go beyond a statement. They are the first step towards awareness of a problem or of positive and negative issues or trends. The activities should make the people aware and accessible for next steps. Sensitisation activities are a step to explain, show consequences, make things interesting and wanted. The activities and their messages should create expectations.

A campaign explaining the importance of the preven-tion of disasters

A drawing competition which makes the partici-pants think about the themes.

Orientation

I can get or avoid it if I do this

These activities go further than creating expectations. They show a way to fulfil these expectations. They provide a direc-tion, a goal and show the way towards it. They also should provide an imagination about the tools necessary to reach a goal.

An orientation Workshop about the new regulations or tools

A brochure explaining what, why and how

Motivation

I want to get or avoid

These activities are about inducing a decision to join in imple-mentation measures. To share a goal and inspire the people so they want to reach it. Often motivation is connected with recognition, inspiration and other incentives. The promise of financial benefit (or of no future loss) is motivation.

An activity with a monetary or status incentive (Award)

An activity which stimu-lates own ideas about an issue.

Mobilisation

I get or avoid through action

These activities lead to the actual doing. A person or a group take the decision to join (or to actively avoid) a plan or an implementation and they are ready to begin with own activities. The decision is normally to put own resources (brain, energy, money, effort) in something. People can also be mobilised by force!

Village gathering which takes a decision

Door to door communica-tion cum explanation and planning to do next steps


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6 The short Profiles of InWEnt and GTZ-ASEM InWEnt – Qualified to Shape the Future InWEnt – Capacity Building International, Germany, is a non-profit organisation with worldwide operations dedicated to human resource development, advanced training, and dia-logue. Our capacity building programmes are directed at ex-perts and executives from politics, administration, the busi-ness community, and civil society.

Our Programmes 60 percent of all our programmes are implemented at the request of the Federal Ministry for Economic Cooperation and Development (BMZ). In addition, we conduct programmes for other German federal ministries and international organisations. We are also working in cooperation with the German business sector in public private partnership projects that can be designed to incorporate economic, social, and environmental goals. The programmes for people from developing, transition and industrialised countries are tailored to meet the specific needs of our partners. We offer practice-oriented advanced education and training, dialogue sessions, and e-Learning courses. After the training programmes, our participants continue their dialogue with each other and with InWEnt via active alumni networks. By offering exchange programmes and arranging scholarship programmes, InWEnt also provides young people from Germany with the opportunity to gain professional experience abroad. Our Offices InWEnt gGmbH is headquartered in Bonn. In addition, InWEnt maintains fifteen Regional Centres throughout the German Länder, providing convenient points of contact for all regions. Our foreign opera-tions in Delhi, Beijing, Cairo, Hanoi, Kiev, Lima, Managua, Manila, Moscow, New Delhi, Pretoria, São Paulo, and Tanzania are usually affiliated with other organisations of German Development Cooperation. InWEnt - Internationale Weiterbildung und Entwicklung gGmbH Capacity Building International, Germany Main office Friedrich-Ebert-Allee 40 53113 Bonn Phone +49 228 4460-0 Fax +49 228 4460-1766 www.inwent.org


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ASEM - Advisory Service in Environmental Management - is a joint pro-gramme of the Indian Ministry of Environment and Forests (MoEF), Govern-ment of India and the German Agency for Technical Cooperation (GTZ) on behalf of the Federal Ministry for Economic Cooperation and Development, Germany, focusing on urban and industrial environmental management in India. With its flexible programme structure ASEM provides advice on environ-mental policy and resource management. Its strategic objective is to support

the transition from a reactive process that tries to avert acute environmental danger and damage to one based on a preventive approach. In this context, it is guided by the concept of ecological structural change and efforts to break the link between growth and resource consumption.

Find more information on our internet sites:

www.asemindia.com The site helps gain insights about projects and activities of ASEM - a joint programme of the German Technical Coop-eration (GTZ and InWEnt) and the Ministry of Environment and Forests (MoEF), Government of India. The initiatives are aimed at environmental improvement and sustainable development.

www.hrdp-net.in The Web platform of the HRD Programme changed its appearance and now has more functions. HRDP as a cross cutting thrust area of the Indo-German Environment Programme (ASEM-Advisory Service in Environmental Manage-ment) compiles and streamlines all training and workshop components of ASEM projects. ASEM-HRDP emerges through cooperation between the Ministry of Environment and Forests - Government of India; the German GTZ and InWEnt - Capacity Building International.

www.e-waste.in This is an on-line guide on management of e-waste, developed under the aegis of the Indo-German-Swiss partnership for e-waste management. The guide is designed to serve as a definitive information resource on issues, problems and opportunities centred on e-waste, with a special emphasis on the scenario prevalent in India. The website gives information on various projects on e-waste in progress for reduction of e-Waste, related policies and workshops.

www.relive.in RELIVE is an acronym for the initiative “Upgrade Environmental Infrastructure by Restoring Livelihoods”; funded by the Asia Pro Eco Post Tsunami Programme of the European Commission. The initiative is in progress in 14 tsunami-affected communities in two South Indian states; viz., Andhra Pradesh and Tamil Nadu. The project website presents more information about the project, including stakeholders, partners and resources in the Tsunami affected areas.

www.ecocities-india.org The EcoCity Project is about a paradigm shift by which urban local bodies partner in environmental improvement. It aims at bringing substantial changes in perceptions about environmental management in urban areas integrating socio, economic and environmental considerations. The website shows what goes into the making of websites. Please take a look at the project cities and their improving appearance.

http://www.hawa-project.org/ The Govt. of Karnataka is implementing a Hazardous Waste Management System to address problems related to the disposal of hazardous waste. The HAWA project as it is called follows the Indian Hazardous Waste (Management and Handling) Rules (1989, latest Amendment May 2003). This is a project of the Indo-German Environment Programme and is based in Bangalore.

http://www.ewa.co.in EWA – The E-Waste Agency – aims at finding a sustainable and eco-friendly solution to the problem of electronic waste. It is an independent organization established by large scale industries, industrial associations, government bodies and NGOs. Please take a look at the website to know more about this Indo-German-Swiss Initiative. The website has sections relating to activities, guidelines, files, newsletter, etc. The website is very useful for stake-holders to updates themselves on the progress of the project.

concept paper draft capacity building - · pdf fileconcept paper draft capacity building in...

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