The National Alliance for Risk Reduction and Response Initiatives (NARRI) Consortium was formed in 2010 by 6 INGOs to work together on disaster resilience in Bangladesh. NARRI has implemented programs focused on cyclones, floods, and earthquakes, providing emergency response and supporting shelters. As a consortium, NARRI has greater negotiation power with stakeholders, a reliable relationship with donors, and optimizes resources through shared materials and learning. Major achievements include mobilizing over 1 million euros in resources and involvement in key government processes. Going forward, NARRI aims to establish its brand and develop operational guidelines as it works to contribute to a disaster resilient Bangladesh.
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NARRI Consortium Emerges as Leader in Disaster Risk Reduction
1. An Emerging Consortium for Disaster
Risk Reduction and Response
Shakeb Nabi
Manager: NARRI Consortium
2. NARRI Consortium: How It Evolved
6 INGOs came together to form National Alliance for Risk
Reduction and Response Initiatives (NARRI) Consortium
in September 2010.
5 years Vision: ‘Disaster Resilience Bangladesh’
Mission: ‘Work together in an inclusive and sustainable
manner to become a recognized consortium in
contributing toward disaster resilient communities in
Bangladesh’
First initiative: Applying the South Asia DIPECHO VI
Cycle.
NARRI also implementing two other programmes –FRESH
and Waterlogging response
3. NARRI and Current Programme
NARRI has been implementing DIPECHO VI
programme in 10 most disaster prone districts of
Bangladesh
Cyclone, Flood and Earthquake are the focused
hazards for DIPECHO VI Programme
FRESH programme is to support shelters and WASH
for the AILA affected people
Waterlogging programme is to support waterlogging
affected people for their food security
4. Key Processes
Doing a SWOT analysis of potential partners. The
expertise that they bring, their modus operandi,
willing to be a part of the consortium, ability to work
in a consortium
Institutionalization process: Signing an agreement,
coming out with the strategic plan for the next five
years
Operational guidelines
Identification of key stakeholders and
institutionalization of the working interface
6. Strength of the Consortium
Greater Negotiation Power:
Institutionalization of the relationship with key
stakeholders: Signed agreements with DMB, DMRD, FSCD,
DGHS, DNC, CDMP, Pathshala, BRAC university and BUET
Government order to ensure that NARRI
complements/supplements Government programs
Networking and Working Relationship with
Government Agencies and Departments:
Developing Mass Media Campaign materials for the Govt.;
Supporting HFA Progress Monitoring Report for the Govt.;
Harmonization of Training Curriculum for DMB;
Mainstreaming DRR into WASH Policy.
7. Strength of the Consortium
Donors’ Reliability:
DFID and ECHO assisted 2 projects for emergency response and
early recovery for the AILA and Waterlogging affected people in
the southwest coastal region through NARRI Consortium
Optimization of Resources:
Reduced cost and time in developing and printing IEC materials,
conducting field level studies, procuring common materials, and
organising various events.
Learning Opportunities: Not reinventing the wheel
Baseline survey;
MiD-term Peer Review;
Sharing learning in joint meeting;
Web-based sharing and learning (NARRI website, NARRI
Facebook)
Sharing reports
8. Major achievements
Government order, NARRI complimenting and
supplementing Government programs
Involved in some of the key processes with the
government
DM policy
Tsumani Early warning systems
Harmonization of the capacity building initiatives
Study on integration of DRR into WASH programs
HFA reporting
9. Major Achievements contd….
Resource Mobilization from various key stakeholders
(government, community): 1 million euro
NARRI is a part of various government led advocacy
processes: AMCDRR
Strategic partner to the largest government program
on DRR
10. Vision for future
Establishing NARRI as a credible brand name on DRR
and Response globally
Laying down the operational guidelines; each
organization has different processes for finance,
admin, procurement, HR
Organizational development strategy for NARRI for
the next five years
Communication, visibility, resource mobilization,
advocacy
Working modalities with other consortium: ECB,
Deshari