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Outcomes of the 16 th Regional Disaster Managers Meeting held from 9 th – 11 th August 2010 Presentation to the Pacific Humanitarian Team Monday 6 th December.

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Presentation on theme: "Outcomes of the 16 th Regional Disaster Managers Meeting held from 9 th – 11 th August 2010 Presentation to the Pacific Humanitarian Team Monday 6 th December."— Presentation transcript:

1 Outcomes of the 16 th Regional Disaster Managers Meeting held from 9 th – 11 th August 2010 Presentation to the Pacific Humanitarian Team Monday 6 th December 2010

2 Focus of the 16RDMM Change in focus in 2010 – professional development workshop Objectives: – Increase clarity in relation to the roles and expectations of the Regional Disaster Managers (RDMs) – Articulate the barriers that ‘get in the way’ of delivering against expectations – Increase understanding of the exact nature of the support that National Disaster Management Offices (NDMOs) get in-country from the Government, NGOs, regional organizations, UN et al – Clearly define the expectations RDMs have of international, regional and national support agencies – Identify areas where ‘institutional strengthening’ is required – Identify skill gaps and personal capacity development needs based on proposed draft job descriptions for RDMs – Develop personal training priorities to support capacity building plans for RDMs – Foster team building for RDMs to see themselves as ‘leaders’ in DRM in the Pacific

3 Key Training Outcomes (1/2) Need for continued DRM capacity development in the region with the NDMOs Role & responsibilities of Disaster Managers clarified – need to develop skills that include Leadership, Management, Communication/ Relationship Skills, Program and Contract Management, Strategic/Analytic Thinking and Sound Judgement, Experience/ Knowledge of Development Issues/ Developing Countries, Personal Attributes: of Innovation, Change, and Personal Responsibility, and Information Competence Identified through a skills audit process training needs in Disaster Risk Management and Leadership and Management to meet current competency development and addressing succession planning within their offices Noted the need for leadership development including the skills for management (people, information and resources), policy development, strategic thinking, advisory, communication, information technology, international liaison, financial management and facilitation Recognised the need to strengthen and improve communication and information networks and systems to support coordination and collaboration of DRM stakeholders

4 Key Training Outcomes (2/2) Emphasised that the purpose of their position is to lead in collaboration with all stakeholders the planning, implementation and review of the disaster risk management programme using available resources to strengthen community resilience. Need for a concerted effort to share information (at all times) across all stakeholders Noted that an effective DRM Organisation requires a realistic structure; appropriate policies; processes, systems and infrastructural support, resources (human resources, material resources, training programs, et al) and have the confidence to operate in the presiding political environment. Acknowledged the particular responsibility of Disaster Managers to grow the awareness and appreciation of the importance of DRM across the whole spectrum and across the whole year rather than just at election time or at time of crisis. Recognised the many opportunities for the Disaster Managers to collaborate and exchange amongst themselves and as well as with other DRM partners within the Pacific and other regions

5 Training Needs – Organisational Development Coordination of resources Coordination of programs – recovery support Testing Communications equipment Simulation exercises Monitoring and evaluation Coordinated incident management Media relationships Developing SOPs Liaising with foreign donors and partners Assessments, information management Authorities and Delegations in place

6 Training Needs – Leadership & Management Development Leadership Strategic thinking and alignment Harmonisation & Alignment Management Communication/Relationship skills Program and Contract Management Strategic/Analytical Thinking & Sound Judgement Experience / Knowledge of Development Programs— contextualisation in-country Personal Attributes: of Innovation, Change and Personal Responsibility Information Management

7 Training Needs – Country Specific Monitoring and evaluation frameworks Programs specific needs Response, recovery and relief Visas/work permits/exemptions Capacity building—contextualisation for in- coming technical assistance Local protocols Visas; Exemptions; Processes and Practices

8 Job Description – Key Accountabilities 1.EXECUTIVE MANAGEMENT: Provide effective, accurate and timely management of the National Disaster Management Office and policy advice and support to Government. 2.DISASTER RISK MANAGEMENT: Lead, coordinate and promote the development and implementation of Disaster Risk Management actions consistent with the relevant national strategies and as well regional and global policies. 3.INFORMATION MANAGEMENT: Strengthen and improve communication & information networks and systems to support coordination, collaboration, planning and dissemination of DRM information to relevant stakeholders. 4.RELATIONSHIP ENGAGEMENT: Build a ‘Partnership Program’ which will ensure the improved development and coordination of DRM activities and sustainable working relationships between stakeholders and the NDMO. 5.PEOPLE DEVELOPMENT: Facilitate a suite of capacity building programs to support and grow the understanding of DRM across the NDMO, within Government, amongst stakeholders and within the wider community.

9 Workshop Report SOPAC to feedback to higher level government reps in-country on workshop outcomes TCB WG to: – develop a DRM competency framework – develop a training programme to address required skilling – seek funding for implementation

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