CAPACITY DEVELOPMENT

Prof. Santosh Kumar,

Niational Institute of Disaster management
 WHY CAPACITY
DEVELOPMENT ?
VULNERABILITY
RISK = HAZARD X
CAPACITY

DISASTER
 Hazard Risk & Vulnerability Reduction
Cycle/Spiral- SK
Development
Rehabilitation Planning +
R Rehabilitation Planning Environment Sustainability
e Mit
Mit Prevention
C igat Mitigation
O ionigat Hazard Risk and
ion Vulnerability
Hazard Risk and
v Vulnerability
EReconstruction Reduction Mitigation
Reconstruction Prevention
R
y
Response
Response & Preparedness
Relief Preparedness
Disaster
Disaster

disaster scenario
non-disaster scenario
 Conventional Approach

Disaster = Hazard

Focus: emergency management

 Alternative Approach

Hazard people’s vulnerability

Focus : technical view point + socio-economic and

political considerations
 Dominant Approach

 Isolated events
 Responding to emergencies
 Technical solutions
 Holistic Approach

 Combination of vulnerabilities and

capacities
 Relief and development paradigm
 Dominant Alternative
Isolated Events Unresolved problems of development

Less emphasis on social linkages Emphasis on social linkage

Technical solutions Interacting solutions

Centralized Democratic

Implementing agencies less Implementing agencies more

accountable accountable
Return to earlier status Opportunity for development
 DISASTER MANAGEMENT IS A
PUBLIC GOOD
 HAVE PUBLIC POLICY ON CAPACITY
DEVELOPMENT
 HENCE PUBLIC INSTITUTIONS AT ALL
LEVELS- LOCAL, STATE AND
NATIONAL LEVELS IDENTIFIED AND
STETHEN
 WHAT IS CAPACITY ?

Capacity is simply the ways and means

needed to do what has to be done. It is much
broader than simply knowledge and skills.
 What are the COMPONENTS
OF CAPACITY ?
 Skills, knowledge, activities
 Motivation and willingness
 Ability to do proactive initiatives
 Reasons to carry out the tasks given
– Human
– Financial
– Infrastructure (building, equipment, access, policy)
– Policy / regulatory permission
 What is CAPACITY
DEVELOPMENT ?
Capacity Development refers to the
approaches, strategies and methodologies
used to improve performance at the
individual, organizational, network at
system level.
 WHAT FOR CAPACITY DEVRLOPMENT
IMPROVED
PERFORMANCE AND
ENABLING REDUCED RISKS
OBJECTIVES

PRESENT
PERFORMANCE
 CAPACITY DEVELOPMENT
WELL-BEING INDEX

DISASTER

DISASTER

POVERTY LINE

HOUSEHOLD
/INDIVIDUAL/INSTITUTIONS 29
 VICIOUS CYCLE OF
CAPACITY DEVELOPMENT
LOW CAPACITY
LINE
h CAPACITY

LOW LOW
INVESTMENT PERFORMANCE/

loss
 Need for sustainable capacity
development
 Continuity of program for capacity development
 Develop ownership to the sector / progress and
emerging abilities to carry out initiatives
 Support from the highest authority
 Continuation cycle of planning, implements,
assess and new skills / updating of the module and
training system
 Continuous adoptive approaches for changing
circumstances.
 Relation between capacity
building and HRD.
Both these terms had overlapping definitions. The
various ways to build capacity of the
community. Some of these are:
 Training
 Knowledge management.
 Institutional Development
 Awareness generation
 Research
 Creating an enabling environment
This is Hazard
What is CD FRAMEWORK ?

Multi-stakeholder SOCIO-
CULURAL
AND
GEOGRPHICAL
Multi – Level BACKGROUD
Multi-Hazard
 ORGANISATIONAL DEVELOPMENT
HARD WARE & SOFTWARE

LOCAL LEVEL
FACULTY & STAFF DEVELOPMET

STATE LEVEL

RESOURCE DEVELOPMET

NATIONAL
NETWORKING/ KNOWLEDGE MGT LVEL

LEADERSHIP
 What is the STRATEGIC
FRAMEWORK
This would broadly be divided in two
parts:
(a) Education to cover school, college,
university, technical, professional and
informal education.
(b) Training to cover all relevant sectors
and levels including training of
communities.
CAPACITY BUILDING OF
WHOM ? WHICH INDIVIDUAL
? WHICH INSTITUTION ?
 Ministries /Authorities and state
governments (A/K)
 Government officers ( execution and
operations)-all sectors K/S/A
 Corporate officials ( as support
providers) K/S/A
 NGOs representatives ( operational level
K/S)
 Voluntary workers ( operational level/K/S)
 Community ( Operational level K/S)
 Individuals (operational level K/S)
 Strategy

 Create critical mass of professionals in all

the sectors at the village, block, district and
state levels which involves designing and
and conducting of programmes.
 Impart inputs of varying duration to a wide
range of govt. functionaries by add on
modules
Total target for the capacity
development ??
 No. of trainees to be identified
 TNA has to be conducted
 No. of partner institutions to be
networked
 No. of trainers to be created
 No. of areas to be identified
 No. of modules to be developed
 Sustainability of initiatives to be
ensured
 METHODLOGY

 Reach the un-reached functionaries at the

cutting edge level- Patwari, village heath
worker, constables by incorporating
modules in the monthly meetings at the
local level.
 Build awareness and enhance the coping
capacity of the communities at risk through
appropriate training and technical
information.
 Re-training

Updating knowledge and skills of

persons already trained
DISASTER MANAGEMENT HRD
& CAPACITY BUILDING :SOME
ISSUES
 Organizational level

 Inadequate instititutional arrangements

for DM
 Lack of coordinated and guided approach
supported by suitable policies and plans
for HRD
 Limited linkages with the other
stakeholders
 Limited coordination between
community-based organizations,
 DM HRD & Capacity Building:
Some sectoral Issues
 Personal level
Inadequate education in disaster management
Inadequate attitudinal orientation towards disaster risk
management
Inadequate high quality professional trainers for
building mitigation
 Infrastructural level
Inadequate focus for skill development
Inadequate infrastructure for DM training in the country
(including existing institutions)
In the institutions, limited infrastructure available for
skill development
 CAPACITY DEVELOPMENT IS THE
LOWEST PRIORY
 INVISIBLE
 DIFFICULT TO QUANTIFY AND
ANALYSE IN THE FORMAT OF COST
BENEFIT ANALYSIS
 DM HRD & Capacity
Building: Some Issues
 Research & Education systems
Disaster Mitigation is yet to penetrate into education
system in India. A beginning in schooling and
university/technical education is made.
Very few research work have been taken in this sector.
Research is largely confined to the technical institutions
only.
Research & documentation gets activated only after
disaster strikes.
 DM HRD & Capacity
Building: Some challanges
 Public awareness
Disaster events have become mechanisms for a
short-lived public-awareness in India
Least spending by the stakeholders (different
sectors) to educate public on risk mitigation
HRD and Capacity building has been always a
low priority
CHALLENGE

PRECEDENCE VIS
A VIS
INNOVATION