Emergency Capacity Building (ECB) Project

A collaborative effort of the Interagency Working Group on

Emergency Capacity (IWG)

Interagency Working Group (IWG)

- 7 Member Organizations

CARE InternationalCatholic Relief Services (CRS)International Rescue Committee (IRC)Mercy Corps (MC)Oxfam–GB (OGB)Save the Children–USWorld Vision International (WVI)

- Emergency/Humanitarian Directors & CEOs

The Emergency Capacity Building Project

An activity of the Interagency Working Group on Emergency Capacity (IWG)

Funded by:The Bill and Melinda Gates Foundation ($5.12 m) and Microsoft Corporation ($1 m)

Two-year time frame: ending 31-Mar-07

Four initiatives: 1) Staff capacity, 2) Accountability and Impact Measurement, 3) Risk Reduction, 4) Information and Technology Requirements

Overarching Principles of the ECB Project

Benefits intended for the entire humanitarian community.

Committed to transparency and sharing of research with as wide an audience as possible.

Efforts not duplicative – will work through or with existing bodies or networks to build synergy and reinforce those efforts.

Initiative 3: Risk Reduction

“the key to putting

us all out of business”

Initiative 3: Risk Reduction

- Context

“only 4% of the estimated $10 billion in annual humanitarian assistance is devoted to

prevention”

and yet

“every dollar spent on risk reduction saves between $5 and $10 in economic losses from

disasters”

- Eric Schwartz, The Boston Globe, 23rd March 2006

Initiative 3: Risk Reduction

- Goal

ECB Overall Project Goal:To improve the speed, quality, and ultimate effectiveness of the humanitarian community in saving lives, improving the welfare, and protecting the rights of people in the emergencies

ECB3 Initiative Goal:To improve capacity for risk reduction among IWG agency staff, affected communities, and local and national authorities

Initiative 3: Risk Reduction

- Outcomes & Results

Outcomes IWG agencies will have implemented a variety of promising community-based

DRR projects in at least 3 pilot countries, and disseminated the results widely

Targeted local communities in the 3 pilot countries are better prepared to respond effectively to disasters

Local and/or national authorities in the 3 pilot countries, and/or at least 1 academic institution are more aware of DRR principles

Results Models and promising practices for disaster risk reduction designed and tested

in three pilot countries

Hands-on training package for program staff and community members in disaster risk reduction

Advocacy initiatives piloted in three countries to promote the acceptance of and commitment to disaster risk reduction principles by local and/or national authorities and other key stakeholders

Initiative 3: Risk Reduction

- Strategic Approach

“Don’t reinvent the wheel”

A listening and learning approach that embraces innovation

Focusing on collaborative and value-added work

Building effective local-level partnerships, and engaging extant risk reduction initiatives, networks, and resources

Make a better case for investment in preparedness to donors

Initiative 3: Risk Reduction

- Action Areas

Research/Review

Training

Pilot Projects

Advocacy

Initiative 3: Risk Reduction

- Field Focus ….. 3 pilot countries

Ethiopia (led by SC-US) - 20+ years of emergency program experience

Guatemala (led by Mercy Corps) - Post-Hurricane Mitch & CAMI work

Indonesia (led by CRS) - Post-tsunami recovery

N.B. All 3 pilot countries have been subject to emergencies during 2005/6.

Initiative 3: Risk Reduction

- 9 field pilot projects ($630,000 total)

Ethiopia (led by SC-US) 1) CRS: Flood risk mitigation (Dire Dawa Admin. Council & Shinile Zone, Somali Region) 2) Mercy Corps: DRR strategies in CARE's, CRS' and MC's operational areas (W & E

Harrarghe) 3) SC-US: "Writeshop" project for a Handbook on Disaster Risk Reduction (with IIRR) 4) SC-Canada: Sensitization workshopGuatemala (led by Mercy Corps) 1) CARE & Mercy Corps: Strengthening preparedness and risk reduction capacities

(Senahú, Alta Verapaz and surrounding communities) 2) CRS: Community & municipal strengthening of risk management & disaster preparedness 3) Mercy Corps & SC-US: Integrated Risk Management as a Tool for Reduction and

Mitigation of Disasters (Santa Catarina Ixtahuacán, Nahualá, San Lucas Tolimán y Santiago Atitlán)

4) Oxfam-GB: Strengthening emergency preparedness capacities (Nuevo Amanecer, zona 21, Guatemala City)

Indonesia (led by CRS) 1) Mercy Corps: Community-based disaster risk reduction capacity building, with KOGAMI

(Padang, W. Sumatra)

Initiative 3: Risk Reduction

- Learning

Greatest Benefits of Collaboration: Advocacy - focus on raising the bar Support - communities of practice Innovation

Most Significant Learning: Build on existing knowledge & experience Integrated community-based approach Advocacy for increased DRR resource investment Connect 1) HQ with field; and 2) intra-agency

coordination and learning

What Have We Learnt?

TIME: Time spent in setting up collaborative processes should not be underestimated.

TRUST: Trust is essential – nothing moves forward without it.

FIELD UP: Buy in from the field is key for sustainability.

LARGE INVESTMENT: Organizational learning requires a large investment of staff time.

INTRA-AGENCY BUY-IN: Engagement by senior management and across departments is critical.

What Next?

ECB Phase II!

For further details, please check out http://www.ecbproject.org

Thank you!