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close this bookGuide to Developing Training Strategies (DHA/UNDRO - DMTP - UNDP, 55 p.)
View the document(introduction...)
View the documentAcknowledgements
Open this folder and view contents1. Introduction
Open this folder and view contents2. Objectives of training programmes
Open this folder and view contents3. Formulating training programmes
Open this folder and view contents4. Identifying needs
View the document5. Formulating Objectives
Open this folder and view contents6. Preparing training strategies
Open this folder and view contents7. Sustainability of training programmes
View the document8. Resistance to training in disaster management
Open this folder and view contents9. Do’s and don’ts in establishing a disaster management strategy
View the document10. Conclusions
View the document11. Bibliography
View the documentAppendix 1. Structures of national disaster management administration
View the documentAppendix 2. Case Study

5. Formulating Objectives

The general objectives of training programmes in disaster management are discussed in Section 2. Many objectives can be set without a thorough needs assessment In fact, a team or an individual with long experience of disaster management in the country can easily make a list of gaps, deficiencies and needs in the system and formulate some objectives. The possible problems of an intuitive approach are:

· credibility of the assessment and objectives

· regeneration of myths about problems and failures

· political bias

· institutional bias

· professional bias and failure to involve the focused groups in the idea of training development at an early stage

· failure to relate objectives to the realities of the target groups for training

A needs assessment involving all interested parties followed by objectives that stem from this assessment is likely to create a better sense of belonging to the training programme that will follow.

In the section on objectives (Section 2) we suggest that training can act as a catalyst to initiate awareness and change. It may be useful to make a distinction between training objectives and the ultimate outcome of an intervention, For example, a senior management workshop might be called with the objective of raising awareness in disaster management A secondary objective might be to facilitate communication and co-ordination among various ministries and departments. A tertiary objective might be to develop constructive attitudes. For example, a manager may not be in entire agreement with a certain action in disaster management but will nevertheless make a commitment to co-ordinate effectively with other ministries.

Ultimately, the concept of continuing training development implies that the objectives belong to all involving parties. For example, participants should be able to take increasing responsibility for their own learning, and therefore must be capable of drawing up their-own objectives. Normally these personal objectives will grow out of the overall aims of the programme.

In summary:

· The objectives should be clear and shared and not just reflect the views of training staff, assessors of needs or one group (e.g., top management or funders)

· Objectives should be limited in scope and number and not mutually conflicting