242
A. M. A. Saja et al.
a cohesive strategy which clearly, simply and systematically links all the activities
together.
• Learning Needs Analysis (LNA),
• National training course on CRF,
• District training courses on CRF [Level 1 and Level 2],
• Training on facilitation skills,
• Self-directed learning activities such as discussion forums,
• District support activities, such as information management and Monitoring &
Evaluation, and
• Resources such as CDs, Training Kits and online resources.
These need to reinforce that training courses are not an end in themselves—and
need to form part of a cohesive strategy that encourages and supports shared learning
and a positive learning culture, and maintains quality of learning. This could be
developed through a staff workshop initially at the divisional level by the Divisional
Secretary (DS) under the guidance of District Secretary (Government Agent), and
supported with appropriate systems, resources and ongoing communication by the
Assistant Director of District Disaster Management Centre (DDMC).
The key strategy for the implementation of Community Resilience Framework
training program, therefore, is to build on and develop these initiatives which are
already in place, but within a cohesive strategy which clearly, simply and systematically links all the activities together: Consistently the feedback from the past workshops conducted on CRF under DIPECHO project at district and divisional level,
highlights that the practical, experiential approach to training is received extremely
positively, despite the ‘paradigm of formal training courses with didactic presentations by content experts to passive learners’. Hence, approach to training of this
kind—using activities, case studies, experiential learning—is influencing the culture
of learning and were well received by the development practitioners who have already
a degree level formal qualification.
Another key element of the training on CRF is in Training of Trainers Program for
the district and divisional level state officials involved in planning such as Assistant
Directors of Planning (ADP), Divisional Secretaries (DS). The assessment process
for trainers is seen to be very positive and successful. The piloted strategy ensured the
effectiveness and impact of this on the programme through the assessment process,
since they were trained in cascade training within their own district and divisions
effectively, and to be a resource person for the future CRF training programs.
13.5.2 Community Resilience Framework Training Process
In order to enhance the knowledge and skills on Community Resilience Framework
(CRF), a number of state officials were selected for training as CRF trainers. This
selection could be done at the district level. However, in order to ensure that all
divisions were given equal opportunity, the selection of state officials was done at the
A. M. A. Saja et al.
a cohesive strategy which clearly, simply and systematically links all the activities
together.
• Learning Needs Analysis (LNA),
• National training course on CRF,
• District training courses on CRF [Level 1 and Level 2],
• Training on facilitation skills,
• Self-directed learning activities such as discussion forums,
• District support activities, such as information management and Monitoring &
Evaluation, and
• Resources such as CDs, Training Kits and online resources.
These need to reinforce that training courses are not an end in themselves—and
need to form part of a cohesive strategy that encourages and supports shared learning
and a positive learning culture, and maintains quality of learning. This could be
developed through a staff workshop initially at the divisional level by the Divisional
Secretary (DS) under the guidance of District Secretary (Government Agent), and
supported with appropriate systems, resources and ongoing communication by the
Assistant Director of District Disaster Management Centre (DDMC).
The key strategy for the implementation of Community Resilience Framework
training program, therefore, is to build on and develop these initiatives which are
already in place, but within a cohesive strategy which clearly, simply and systematically links all the activities together: Consistently the feedback from the past workshops conducted on CRF under DIPECHO project at district and divisional level,
highlights that the practical, experiential approach to training is received extremely
positively, despite the ‘paradigm of formal training courses with didactic presentations by content experts to passive learners’. Hence, approach to training of this
kind—using activities, case studies, experiential learning—is influencing the culture
of learning and were well received by the development practitioners who have already
a degree level formal qualification.
Another key element of the training on CRF is in Training of Trainers Program for
the district and divisional level state officials involved in planning such as Assistant
Directors of Planning (ADP), Divisional Secretaries (DS). The assessment process
for trainers is seen to be very positive and successful. The piloted strategy ensured the
effectiveness and impact of this on the programme through the assessment process,
since they were trained in cascade training within their own district and divisions
effectively, and to be a resource person for the future CRF training programs.
13.5.2 Community Resilience Framework Training Process
In order to enhance the knowledge and skills on Community Resilience Framework
(CRF), a number of state officials were selected for training as CRF trainers. This
selection could be done at the district level. However, in order to ensure that all
divisions were given equal opportunity, the selection of state officials was done at the