1. Drawing up a good Capacity-building programme for Disaster Management.
Presentation-7

2. Some thoughts on importance of training and capacity-building
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow -Friedrich Nietzsche.
You are your greatest asset. Put your time, effort and money into training, grooming, and encouraging your greatest asset.
Training is a good dog, a constant companion and an utterly loyal and devoted friend, and everyone should have one.
Champions do not become champions when they win the event, but in the hours, weeks, months and years they spend preparing for it.
The best training program in the world is absolutely worthless without the will to execute it properly, consistently, and with intensity.

3. Capacity-building for Disaster Management
Core Competencies:
Understanding of different kinds of disasters;
Broad understanding of what constitutes those disasters;
Understanding of the stake department has in respect of those disasters;
Knowledge of Laws and rules in regard to Disaster Management;
Understanding of the consequences of both commissions and omissions;
Understanding of the multi-sectoral nature of the Disaster Management and importance of coordination and convergence;
Understanding of the crucial role of the community and households;
Appreciation of the need of regular knowledge-upgradation and sharing.

4. Capacity-building for Disaster Management
Position-based Competencies
Position-based competencies will vary in accordance with the kind of authority invested in a post.
Those dealing with Policy-formulation and Planning issues will need different kind of competencies and those at the cutting edge level of the department will require an entirely different set of competencies.
It can be said, therefore that every department will need to identify the sets of competencies required for the state, zone, district, sub-district and grass-root level functionaries.

5. Capacity-building for Disaster Management
It should be kept in mind, however, that personnel at the same hierarchical level may need some specialised competencies owing to the nature of their responsibilities.
Absence of competency-mapping for various categories of employees is, therefore, the biggest obstacle in the way of drawing up of an effective capacity-building programme.
And even bigger obstacle is the lack of desire and will to learn and improve.

6. How to prepare a good capacity-building programme
Structured long-term or short-term training programmes is necessary to build capacity.
State Training Policy says that every employee for each state government shall receive Induction level Training and In-service Training at a gap of every five years.
To implement the State Training Policy one will require:
Institutions that can design and conduct training programmes;
Resource Persons who are competent enough and have the training skills;
Financial Back-up;
A robust Training Needs Assessment set up;
Nodal persons in every department at state and district levels for Capacity-building activity.
Policy to reward employees who excel in acquiring training skills.

7. How to prepare a good capacity-building programme
Structured training programmes are just one way of undertaking capacity-building.
Short of funds and institutional capacity, one has to look for other cost-effective, easy-to-do and inclusive ways. They include:
Organising Review meetings with dedicated time for discussion on important issues.
Creating On-site Support Teams at the State and District levels that visit the subordinate offices and share knowledge on important themes.
Developing Knowledge management Portal for the deprtment

8. How to prepare goodcapacity-building programme
Creating On-line knowledge-sharing platforms like blog sites, solution exchange groups etc.
Introducing the concept of Self-learning Day or Self-learning hour in the offices. Employees should use these days/hours for reading and writing rather than handling files and office work.
Using Video-conferences on selected themes on fixed days of the month.
Creating Fora for peer learning by deputing persons from office to another office to see their work, exposure visits to well-performing offices, building a system of experience-sharing by well-performing employees etc.

9. How to prepare a good capacity-building programme
Apart from these measures, development of Case Studies and Documentaries on good practices also helps in creating an environment conducive to learning and knowledge-sharing.
Important thing is to do things at whatever level we are, as all of us can make a difference in our limited capacity.
Equally important is to know that capacity-building is basically about channging the work culture of our organisations.

10. Changing Work Culture Why people resist change:
When they don’t understand the need for change.
Lack of competence.
Fear of the unknown.
Connected to the old way or Functional Fixedness.
Low trust.
Temporary fad.
Not being consulted.
Poor communication.
Change in the status quo.

11. Changing Work Culture
Five types of people are found in every organisation:
Innovators
Early adopters
Early Majority
Late Majority
Laggards
We should identify the first two categories of workers and go ahead instead of getting bogged down by others.

12. Changing Work Culture – What to Do?
Articulate the vision clearly.
Ensure vertical and horizontal communication.
Focus on problems, not on persons.
Appreciate initiatives and good conduct.
Institutionalise and standardise the processes.
Practice time management.
Encourage trust and cooperation among employees on your team.
Delegate problem-solving tasks to the team.

13. Let’s do Capacity-building because…..
We can't solve problems by using the same kind of thinking we used when we created them – Albert Einstein.
The fundamental cause of the trouble is that in the modern world the stupid are cocksure while the intelligent are full of doubt – Bertrand Russell.
There is nothing in a caterpillar that tells you it's going to be a butterfly.
Lesson is: We all can grow provided we want to grow.

14. The Competency above Everything Else
We all should strive to grow into an Authentic Leader.
Attributes of an Authentic Leader:
Self-awareness – constant reflection and re-examination of one’s strengths and weaknesses.
Relational transparency – open sharing of one’s thoughts and beliefs, balanced by a minimisation of inappropriate emotions.
Balanced processing – Inviting contrarian viewpoints and fair-minded consideration of those viewpoints.

15. Attributes of an Authentic leader
Internalised moral perspective – Adherence to a moral, ethical foundation.
Positive psychological capital – Self-efficacy, optimism, hope and resilience
Self-monitoring.
A leader is one who knows the way, goes the way, and shows the way.