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close this bookGuide to Developing Training Strategies (Department of Humanitarian Affairs/United Nations Disaster Relief Office - Disaster Management Training Programme - United Nations Development Programme , 55 p.)
close this folder1. Introduction
View the document(introduction...)
View the document1.1 Learning objectives
View the document1.2 Why is training in disaster management necessary?
View the document1.3 What can be achieved by training?
View the document1.4 Who is to be trained?

1.3 What can be achieved by training?

The long-term support for training very much depends on setting realistic and achievable objectives. Many training programmes fail to begin or continue due to overambitious objectives that can not be achieved. A bad start is the primary way to kill a programme. Objectives such as creating experts on specific subjects and the acquisition of expert knowledge are not very easily achieved over short periods of training. They require long-term, intensive courses and practical opportunities to put the technical/theoretical knowledge into practice.

A well designed series of training activities may help to achieve the following:-

· provide information on current national/international knowledge and where this knowledge is located

· help to restructure existing knowledge, identify gaps, strengths and future organisational and individual needs

· teach a few practical tasks in disaster management that can be implemented rapidly and will benefit the participants’ organisations

· share knowledge and experience as well as stimulate critical and creative thinking. It should be noted, however, that putting these into practice requires organisational/institutional commitment to collaboration with related bodies and an openness to change.

· stimulate cooperation among neighbouring countries. However, the continuity of this cooperation may require national and international support for implementation of knowledge and skills acquired though training and a regional focal point to act as the co-ordinator of such cooperation

· encourage interagency and government-agency communication. However, cooperation in actions is also critical in improving performance.