Internet based Human Resource Development Management Platform

1. Human Resource Development Programme in Natural Disaster Risk Management Internet based Human Resource Development Management Platform … automating training management processes and improving team performance

2. Bill Gates, Jakarta 9th May 2008 “In terms of applying these technologies, there has to be infrastructure … and enough educated people with the skill set, and there has to be a national plan.”

3. What are the challenges for the management of Capacity Building programmes? • A comprehensive plan for Capacity Building is in its first steps • Many institutions (20) are involved and offer (will offer) Capacity Building measures • The institutions are decentralised but work on a joint problem (Disaster Risk Management) • A need of coordination to make the efforts in Capacity Development effective and efficient, in terms of: • development of courses, seminars and workshops • offer/announcement of training, workshop and conferences • documentation of training materials, results, and contacts of key participants, trainers and service providers • avoidance of replication of modules • assurance of quality of capacity offers and their standardisation • use of synergies in knowledge and organisation

4. What exists to approach these challenges? • The involved institutions joined in a Capacity Building Unit (CBU) to coordinate and to cooperate • The team building process started with study tour and various workshops • The main tasks of the CBU have been so far defined: • Training Needs Assessments • Support of ongoing GITEWS training activities • Development of a INA-TEWS Capacity Building Programme • Development of didactical concepts for training programmes and their evaluation • Conducting and coordinating workshops and seminars • Information management

5. Some deficits • There is no common platform for coordination, communication and development for CBU that is focused on Capacity Building • There is no common platform to announce and organise Capacity Building Measures • There is no standardisation of approaches in Capacity Building (quality control, didactic measures) • There is no documentation system for training material, results and recourse material for training

6. The necessary Tool – HRD-Management Platform A specialised internet based management platform is a tool to support the tasks and responsibilities of the CBU. • It helps in networking and communication between the CBU members and the targeted groups in DRM • It allows direct, transparent and effective management processes of all the institutions involved • It is a system that allows different AUTHORS from the involved institutions to publish, announce, document and plan independently and in a standardised way under a coordination team

7. Some features of the HRD-Management platform: • Streamlined and standardised offer of Capacity Building Measures • Booking system for the offers (especially relevant if courses will be offered commercially) • Specialised address and contact documentation linked to the participants and training providers • Feedback system for requests, comments and evaluation • Provision of all important materials for downloads, training preparation, instructions, standards and background material • E-learning facilities • Based on open source software – successfully implemented in India for large Capacity Building Programmes

8. What is the advantage for RISTEK? • Have a method and a tool to meet its mandate • Define and provide standards for Capacity Building in terms of quality, performance, effectiveness and outreach • Provide a coordinated approach for Capacity Building for all kind of disasters and for all kind of target groups

9. What is the advantage for CBU member institutions? • Have an organised platform for the management of their Capacity Building offer • Have (and participate in the development) of standards for Capacity Building measures • Have a documentation system for training material, contacts, resource material • Announce Capacity Building methods efficiently

10. The HRD-Management Platform will be the surface of a “Content Management System”. The platform is optimised as a Management & Information System for the organisation of capacity building programmes in Disaster Risk Management … with public and internal user / authors sections. Ifanos c&p - SNTL Publishing - InWEnt http://minsk.elseware.de:7080/sites/hrdp-pirba.org/myzms/content/

11. Steps of the Introduction of a HRD Management Platform Decision to enhance Capacity Building management Decision to develop a platform Responsibilities / different performance and access rights are an integral part of the work flows Clearly define the all the work flows of services and capacity building related processes Translate work flows into the platform architecture (ContentsManagement Architecture) Decide for the system to be used Implement the architecture Train users as authors, editors and administrators Adjustor redefine responsibilities A “Content Management System” is strengthening of the ownership of experts through self-publishing

12. What resources and structures are required? • a chief editor (information / knowledge officer) • clear workflows shared among all the authoring teams and involved institutions • clear responsibilities for all feedback activated systems • an information policy and a style guide for publishing • a 10 days hands-on training for those who publish information (the authors) • a provider able to run and maintain the open source CMS system with an affordable server hardware in place

13. What conditions are required in the first phase? • A small team of the CBU members (that offer already courses in Disaster Risk Management) • Design guidelines (consider the character of a management tool, not a presentation site) • Definition of basic work processes/flows (standard working procedures) for • Announcement and booking • Reporting and Documentation • A set of (preliminary) standards

14. Within the DRM project we offer… • a ready-to-use Training Management Platform • training management tools and instruments compatible with the information management process • hands-on training for those who publish information • an efficient publishing workflow for user teams a practical proven information policy and style guide • a design template for displaying web-based information • expertise in managing the project and change process and… • the link to the existing web-sites

15. Example of a workflow • Preparation • The TMU provides each project coordinator (and others that design/compile project operation plans) with HRDP-Standard Announcement Forms and guides them to fill them with their HRDP needs • The ASEM thrust areas and the list of projects are updated • Input from project coordinators (and others) about HRD needs in their projects • Text part of HRD-Operation Plan • First section is about the HRD organisation (meetings, coordination, reports.. ) and the internal TMU capacity building • Allcollected announcements are sequenced according to their thrust areas and projects • Chart part of HRD -Operation Plan • All codes are into a Gantt Chart (same sequence than in the text part of the OP) • Potential training provider • Non thrust area related HRD Events • Through interaction with the project coordinators and training providers more ideas emerge for proposals • Input from MoEF and forwarded requests from others are amended • Input from other sources: • MoEF • Requested outside proposals • Finalization: • Draft HRD Operation Plan documents should be checked by the project coordinators • The yearly “Evaluation and Planning • See: Workflow for the preparation of the yearly “Evaluation and Planning Workshop”

16. Thank you for your attention