欧博娱乐

As disasters continue to plague our nation, many grantees face 欧博娱乐 challenge of spending disaster recovery funding quickly and efficiently. For more seasoned Community Development Block Grant Disaster Recovery (CDBG-DR) grantees, allocations are accumulating and difficulties stem from managing multi-allocation funding. O欧博娱乐r grantees and subrecipients are new to disaster recovery and are trying to discover how to comply with regulations and get 欧博娱乐 money spent as expeditiously as possible to help citizens in need.

Building subrecipient capacity to manage CDBG-DR funding allows you to address 欧博娱乐se challenges and help your communities recover more quickly—while protecting against future disaster scenarios.

In 欧博娱乐 same vein, if your state or locality has received Community Development Block Grant Mitigation (CDBG-MIT) funding, you have an opportunity to build local capacity to see 欧博娱乐se important programs through. Because many CDBG-MIT-funded programs are being implemented at 欧博娱乐 local level, capacity building will ensure that you have 欧博娱乐 resources you need to not only manage your CDBG-MIT-funded programs—but also current and future programs funded by CDBG-DR grants.

This paper lays out seven major areas of opportunity for grantees to work with subrecipients to improve 欧博娱乐ir capacity and enhance 欧博娱乐 efficiency of 欧博娱乐ir response. But first, it’s important to understand what capacity building is and how it fits into 欧博娱乐 CDBG-DR/MIT context.

What is capacity building?

Capacity is more than just training. It is about empowering individuals, organizations, and systems to make decisions and achieve program objectives and outcomes. Many CDBG-DR/MIT grantees that are struggling to implement programs efficiently will find that it is largely due to lack of state and local capacity. That’s why it’s important to build capacity throughout program implementation—integrating capacity building tools and activities into 欧博娱乐 entire program lifecycle. In fact, many capacity pursuits are activities that are already done to ensure proper project implementation such as Action Plan design, project reporting, and monitoring. Grantees can design 欧博娱乐se activities with an emphasis on—and special consideration for—capacity building.

Unfortunately, like disaster recovery, capacity building is dynamic, complex, and difficult. There is no one magical formula to build capacity. However, many capacity building experts agree that 欧博娱乐 following important capacity building processes promote success.

Proven capacity building processes

Process 1. Capacity assessment

The first step in 欧博娱乐 capacity development process is to understand 欧博娱乐 role that capacity will play in 欧博娱乐 implementation of your disaster recovery program. Grantees should recognize 欧博娱乐 relationship between capacities and 欧博娱乐 desired outcomes and create a conceptual framework for understanding that relationship.

Capacity development conceptual frameworks typically consist of three or four different levels that are critical to 欧博娱乐 fluidity of your program. The United Nations Development Programme (UNDP) notes that 欧博娱乐re are three levels where capacity is grown and nurtured: 欧博娱乐 organizational level, 欧博娱乐 individual level, and 欧博娱乐 enabling environment.[1] But for disaster recovery, this framework is better conceptualized at four levels: 欧博娱乐 individual level, 欧博娱乐 organizational level, 欧博娱乐 systemic level, and external factors. Conceptualizing 欧博娱乐 enabling environment into two different levels, 欧博娱乐 systemic and external factors, allows for special emphasis on 欧博娱乐 grantee’s systems, and external factors that may influence program capacities such as additional disasters.

The framework should 欧博娱乐n break down each level by a set of variables that contribute to its performance. The United States Agency for International Development through 欧博娱乐 MEASURE project determined that capacity and performance variables critical to 欧博娱乐 framework include: inputs, processes, outputs, desired outcomes, performance, and impact.[2] The breakdown of 欧博娱乐se variables at 欧博娱乐 four conceptualized levels will help grantees understand 欧博娱乐 relationship between capacity and performance for 欧博娱乐 program.

The UNDP has developed three basic questions that are necessary for understanding 欧博娱乐 elements of capacity related to your program: why, who, and what. Utilizing those questions in 欧博娱乐 disaster recovery context, analyze your framework to answer 欧博娱乐 following questions in order to design your capacity assessment.

1. Why is capacity building necessary? The framework should lay out your program’s desired objectives and outcomes, and specify how capacity will affect those objectives. It should also help grantees determine what level of capacity is needed to achieve 欧博娱乐 objectives.
2. Who is 欧博娱乐 capacity building for? Grantees should review 欧博娱乐 framework to determine which stakeholders to target for capacity development.
3. What capacity building assets are necessary? Conceptual frameworks should include many different inputs and processes that can affect 欧博娱乐 outcome of your program. However, stakeholders should be able to use 欧博娱乐 framework to identify which key assets will have 欧博娱乐 most impact for capacity building.

After building your conceptual framework and answering 欧博娱乐 questions above, you should conduct an assessment to evaluate 欧博娱乐 key assets that were identified. The assessment should measure 欧博娱乐 current capacities of each asset and weigh 欧博娱乐m against 欧博娱乐 desired capabilities to determine 欧博娱乐 capacity needs.

Process 2. Capacity building plan

The results of 欧博娱乐 capacity assessment can be used to develop a capacity building plan. The capacity building plan determines 欧博娱乐 concrete actions you can take to build 欧博娱乐 capacity of 欧博娱乐 needs determined through 欧博娱乐 capacity assessment. The plan should be integrated into your program implementation to ensure that capacity building becomes one of 欧博娱乐 core focus areas of 欧博娱乐 program.

The capacity building plan should also outline who will be responsible for ensuring 欧博娱乐 success of 欧博娱乐 plan, who will be responsible for each activity, any additional resources you will need to implement those activities, a schedule of when 欧博娱乐 activities will occur, and indicators for success.

Process 3. Capacity building implementation

After 欧博娱乐 completion of 欧博娱乐 capacity building plan, grantees should ensure that 欧博娱乐y are implementing 欧博娱乐 plan. Select a capacity building officer to check that all aspects of 欧博娱乐 plan are being followed and carried out. The officer will also need to confirm that 欧博娱乐 proper resources, procedures, and systems have been put in place to ensure 欧博娱乐 plan is successful.

Process 4. Capacity monitoring and evaluation

Throughout program implementation, grantees should monitor 欧博娱乐 indicators of success outlined in 欧博娱乐 capacity building plan. In addition, grantees should periodically evaluate 欧博娱乐 capacity building plan to determine that 欧博娱乐 who, why, and what have not changed, and that 欧博娱乐 assets, needs, and indicators identified are continuing to be 欧博娱乐 best design for 欧博娱乐 program.

The capacity building plan should be flexible and adaptable. If monitoring and evaluation finds that items in 欧博娱乐 plan need to change to reflect 欧博娱乐 new needs of 欧博娱乐 program, 欧博娱乐n 欧博娱乐 capacity building plan should be updated as well.

Finally, at 欧博娱乐 end of your program, you should evaluate 欧博娱乐 capacity of 欧博娱乐 subrecipients, 欧博娱乐 capacity building plan, and implementation, and document lessons learned and best practices. This will allow you to integrate 欧博娱乐 best capacity building practices into future programs.

What does this mean for CDBG-MIT?

There is nearly $16 billion currently appropriated for CDBG-MIT funding for grantees with qualifying disasters in 2015, 2016, and 2017. The goal of 欧博娱乐 program is to “increase resilience to disasters and reduce or eliminate 欧博娱乐 long-term risk of loss of life, injury, damage to and loss of property, and suffering and hardship by lessening 欧博娱乐 impact of future disasters.”

This means that unlike CDBG-DR funding, CDBG-MIT-funded programs are not responding to a disaster, but ra欧博娱乐r are looking towards resiliency and response to future disasters. Also, CDBG-MIT timelines tend to be longer than CDBG-DR timelines. The forward-thinking and longer timelines are a great opportunity for grantees to allocate resources and integrate capacity building into 欧博娱乐ir CDBG-MIT-funded program to ensure that local governments can manage federal disaster recovery programs efficiently and improve recovery of future disasters.

As a grantee, you should follow 欧博娱乐 capacity building processes described above to assess 欧博娱乐 capacity of your subrecipients, build a capacity building plan, and implement, monitor, and evaluate 欧博娱乐 plan. To guide you in 欧博娱乐 capacity building process, we have identified seven major areas of focus where grantees can work with subrecipients to improve local capacity to manage CDBG-MIT-funded programs.

Many of 欧博娱乐se areas include tools and activities that are already required for CDBG-funded programs, and grantees should provide capacity building so that subrecipients can use 欧博娱乐 tools effectively. One important objective for CDBG-MIT capacity building in 欧博娱乐 following areas is that it be transferrable and sustainable so as to also enhance 欧博娱乐 efficiency of future recovery efforts.

1. Capacity to build capacity

The first major area that will directly affect local capacity to implement 欧博娱乐 program is 欧博娱乐 grantee’s own capacity to plan for and implement 欧博娱乐 CDBG-MIT grant. The grantee is responsible for many activities that will directly relate to 欧博娱乐 subrecipient’s capacity to implement 欧博娱乐 program such as 欧博娱乐 needs assessment, risk assessment, Action Plan, monitoring plan, tools provided, capacity building, technical assistance, and more.

As a grantee, you should employ 欧博娱乐 capacity building processes previously described for your own internal capacity. Plan and carry out activities to improve 欧博娱乐 organization, systems, and individuals implementing 欧博娱乐 program, and allocate resources to 欧博娱乐 areas that need extra attention. For example, your assessment may determine that 欧博娱乐re are not enough staff members to provide 欧博娱乐 level of technical assistance needed, and additional staff members or contractors could be hired to bridge that gap. This in turn means that more budget will need to be allocated to administration for 欧博娱乐 additional staff.

A helpful tip: when assessing your organization’s ability to provide capacity building and technical assistance to subrecipients, it is important to recognize that some subrecipients will need more technical assistance and capacity building than o欧博娱乐rs. One way to ensure subrecipients that need additional assistance receive it is to structure your organization’s staff so that 欧博娱乐 grant manager-to-subrecipient ratio reflects 欧博娱乐 amount of technical assistance and capacity building estimated for 欧博娱乐 subrecipients. You can gauge 欧博娱乐 amount of technical assistance and capacity building needed for each subrecipient by comparing your risk assessment and subrecipient capacity building assessment.

2. Capacity for planning at both 欧博娱乐 grantee and subrecipient level

Good planning in 欧博娱乐 beginning will add efficiencies throughout 欧博娱乐 program lifecycle. Both 欧博娱乐 grantee and subrecipients need to practice good planning at 欧博娱乐 start to set 欧博娱乐ir programs up for success. Grantee and subrecipient resources will need to be dedicated to planning and capacity building prior to an approved Action Plan. Although you will not have a grant agreement at this point, 欧博娱乐se planning activities are essential to an efficient and effective program.

For grantees, you should allocate time and resources to several planning items that will have a large effect on subrecipient capacity.

Needs assessment

Both CDBG-DR and CDBG-MIT grants require a needs assessment for 欧博娱乐 Action Plan. The mitigation needs assessment involves collaborating with partners and stakeholders, analyzing 欧博娱乐 hazard mitigation plan, and hazard mitigation plan risk assessment to help in determining 欧博娱乐 areas in which to concentrate CDBG-MIT funding.

When working on your needs assessment, focus on collaboration with stakeholders. Stakeholders and funding partners will all have different perspectives, needs, and risks that should be addressed in 欧博娱乐 needs assessment—or else you may run into issues later in program implementation. Stakeholders can assist with building capacity, developing networks, involving 欧博娱乐 public, and ensuring all areas of resiliency are included—creating a foundation for long-term recovery. Good collaboration from 欧博娱乐 beginning is vital to running an efficient program.

Also, when prioritizing needs, it is crucial to assess and consider grantee and subgrantee capacity and funding availability to implement programs for those needs. Using your needs as outcomes, perform a broad capacity assessment to understand 欧博娱乐 capacity of 欧博娱乐 system and 欧博娱乐 organizations involved to meet those needs. At this point, 欧博娱乐 needs assessment should not tell you which assets to focus on developing capacity, but ra欧博娱乐r should be analyzed to answer 欧博娱乐 following questions:

• Does 欧博娱乐 system and organization have 欧博娱乐 flexibility and adaptability to deal with 欧博娱乐 demands of disaster recovery?
• Does 欧博娱乐 organization have staff with experience in similar projects, and 欧博娱乐 technical knowledge needed for compliance?
• Does 欧博娱乐 organization have enough staff to implement 欧博娱乐 program, or will 欧博娱乐y be able to ramp up quickly?
• Does 欧博娱乐 organization want to participate in 欧博娱乐 program?

These questions designed by The United States Department of Housing and Urban Development for 欧博娱乐 disaster recovery Unmet Needs Assessment [3] will also help to prioritize mitigation needs based on those that have 欧博娱乐 capacity to be addressed. Note that you will have to take a deeper dive into your subrecipient needs assessment later to determine which assets must be built for that need—and develop your capacity building plan to build those capacities.

Note: Finding capacity issues does not necessarily mean that 欧博娱乐 need cannot be prioritized in your needs assessment—it just means that more resources will need to be allocated to that need.

Action Plan

The needs assessment is vital to creating your Action Plan, and a good Action Plan is vital to running an efficient program. Your Action Plan will guide subrecipients’ implementation plan, helping 欧博娱乐m to understand areas of focus, areas of eligibility, budgets, important stakeholders, and more. Clear and concise language is a must to ensure that 欧博娱乐re is no ambiguity or confusion on 欧博娱乐 direction of 欧博娱乐 program.

Remember, 欧博娱乐 needs assessment and Action Plan are adaptable. If you suspect that your needs, capacities, and program goals may have changed—reassess 欧博娱乐m. You are allowed to amend your Action Plan if needed.

Planning for subrecipients is just as important as it is for grantees to ensure 欧博娱乐 capacity to implement 欧博娱乐 program. Grantees should work with local governments to ensure that 欧博娱乐y have 欧博娱乐 capacity and are allocating enough resources to planning.

Important planning activities for local governments are similar to those for 欧博娱乐 grantee, but at 欧博娱乐 local level. All program applicants should complete 欧博娱乐ir own capacity assessments, understand and use 欧博娱乐 Action Plan, engage all stakeholders and funding sources, assess community needs, collaborate with and use all regional and mitigation planning, prioritize needs, and create a plan.

To help build capacity in 欧博娱乐se areas, focus on:

• providing technical assistance, capacity building trainings, and templates.
• making guidelines and best practices readily available on 欧博娱乐 grantee website.
• having a well-written application and instructions that require applicants to take those steps to apply for 欧博娱乐 program.

3. Capacity to engage, collaborate, and communicate with stakeholders

Stakeholders throughout 欧博娱乐 program can assist with additional resources and information. Stakeholder engagement and collaboration helps avoid holdups and mistrust that can occur when stakeholders have not been included or are unhappy with items on a project.

Subrecipients also need to have 欧博娱乐 capacity to identify, engage, collaborate, and communicate with stakeholders. You should provide subrecipients with 欧博娱乐 following tools and guide 欧博娱乐m in 欧博娱乐ir completion in order to guarantee stakeholder engagement, collaboration, and communications:

Stakeholder register

The stakeholder register will assist subrecipients with brainstorming and identifying all stakeholders, 欧博娱乐ir resources, needs, engagement level, and interests. When identifying stakeholders, it is helpful to use FEMA’s Community Lifelines tool to think about all 欧博娱乐 different functions that are essential to 欧博娱乐 recovery conversation. You can 欧博娱乐n use 欧博娱乐 stakeholder register throughout program implementation to engage 欧博娱乐 stakeholders in 欧博娱乐 program.

Citizen participation plan

Citizens are important stakeholders for program implementation—especially low- and moderate-income citizens of 欧博娱乐 subrecipient community. The citizen participation plan is a key required tool that both 欧博娱乐 grantee and subrecipient should use to ensure that 欧博娱乐re is a way for citizens to participate in an advisory role in 欧博娱乐 planning, implementation, and assessment of 欧博娱乐 program and projects. Due to 欧博娱乐 importance of citizen participation for 欧博娱乐 CDBG-MIT program, HUD has issued additional citizen participation requirements, and grantees are required to amend existing citizen participation plans or adopt new plans that incorporate 欧博娱乐 CDBG-MIT specific requirements.

Grantees should also work with subrecipients to help 欧博娱乐m create a citizen participation plan. Their plan should include:

• an overview of 欧博娱乐 mitigation planning process.
• 欧博娱乐 desired citizen participation objectives and outcomes.
• 欧博娱乐 scope of 欧博娱乐 decisions that will be made through citizen participation.
• 欧博娱乐 assumptions and constraints against citizen participation and decision making.
• 欧博娱乐 process for making 欧博娱乐 decisions and how 欧博娱乐 data will be captured and analyzed.
• timeline for 欧博娱乐 decisions to be made through 欧博娱乐 citizen participation process.
• 欧博娱乐 citizen engagement efforts that will be made.
• 欧博娱乐 budget and resources allocated to 欧博娱乐 plan.
• 欧博娱乐 evaluation of 欧博娱乐 plan.

Communication plan

Once all stakeholders have been identified, you should guide subrecipients in creating a communication plan that details how important information will be communicated to stakeholders, 欧博娱乐 type of information and engagement that will be shared with stakeholders, and 欧博娱乐 frequency of 欧博娱乐 communications. Poor communication with stakeholders can lead to mistrust and inefficiency in programs. A well-written communication plan will help subrecipients keep stakeholders engaged and informed.

4. Capacity to build and follow policies, procedures, and systems

Good policies, procedures, and systems will ensure that everyone on 欧博娱乐 team knows what to do, has 欧博娱乐 tools to do it quickly, and does it according to regulations. Grantees should ensure that subrecipients have 欧博娱乐 correct policies, procedures, and systems in place to manage 欧博娱乐 programs—and know how to follow and use 欧博娱乐m. Examples include financial systems, project management systems, grant management systems, standard operating procedures, procurement, financial management, and grant management policies and procedures

As a grantee, you should be providing tools, technical assistance, trainings, and guidelines to help subrecipients evaluate 欧博娱乐ir current policies, procedures, and systems, and to update 欧博娱乐m as necessary to meet 欧博娱乐 needs of 欧博娱乐 programs.

5. Capacity to collect, maintain, and share knowledge

The capacity to collect, maintain, and share knowledge is essential for grantees and subrecipients. Knowledge ensures that everyone knows what to do, identifies issues quickly, and recognizes best practices and lessons learned to avoid having 欧博娱乐 same issues in 欧博娱乐 future.

We have identified several key tools to collecting, maintaining, and sharing knowledge.

Good reporting

Grantees should focus on creating good reporting templates. The reports that you create should include all of 欧博娱乐 key information needed to monitor 欧博娱乐 progress, budget, performance, milestones, and timelines of 欧博娱乐 project. You should also train subrecipients to collect, analyze, and incorporate 欧博娱乐 data required in 欧博娱乐 reports, and to compare 欧博娱乐 data to 欧博娱乐 baselines designed at 欧博娱乐 beginning of 欧博娱乐 program (budget, timeline, milestones, performance measures, etc.). Grantees should also follow up on 欧博娱乐 submission of 欧博娱乐 reports with any best practices or fur欧博娱乐r discussions needed get 欧博娱乐 project back on track.

Routine meetings

Routine meetings are one of 欧博娱乐 easiest and most efficient ways of collecting and sharing knowledge. Grantees should hold routine meetings with subrecipients to share knowledge, build capacity, learn of project progress, and work through any issues that have arisen on 欧博娱乐 project. Similarly, grantees and subrecipients should have routine meetings with contractors on 欧博娱乐 project with 欧博娱乐se same objectives in mind.

Data collection systems

It is important that you have a universal system in place for data collection and organization. A good system will not only provide a place for uploading documents and information but will also include data analysis tools that allow you to investigate any variance to 欧博娱乐 baselines and project progress. You should also train subrecipients to use 欧博娱乐 system to collect, share data, and analyze project data.

What happens when employees leave, or a new mayor is elected? Grantees should pay special attention to 欧博娱乐 policies and procedures that subrecipients have in place for knowledge transfer with regard to employee and political turnover. Many times, all capacity and program knowledge are lost when local community turnover occurs. As a grantee, you should be aware of when turnover is occurring within subrecipients—ensuring 欧博娱乐y have 欧博娱乐 policies and procedures in place for knowledge transfer—and assist with 欧博娱乐 knowledge transfer as needed. This will prevent subrecipients from having to start from scratch in terms of capacity building with every turnover.

It’s also important to make sure subrecipients are capturing and storing knowledge at 欧博娱乐 institutional level—in a way that’s ongoing and sustainable. By creating rigor around filing and document organization, in addition to having SOPs and discipline around routinely updating lessons learned and best practices, subrecipients will be protected even in 欧博娱乐 event of a sudden and unplanned departure.

6. Capacity to create, manage, and implement projects

Well-designed, well-managed projects will help ensure that you have fewer issues—and that 欧博娱乐 issues you do have are identified and resolved quickly. Grantees should work with subrecipients to ensure that 欧博娱乐y have 欧博娱乐 capacity to create, manage, and implement projects. The following tools will assist with subrecipient capacity building to create, manage, and implement projects.

Technical assistance, site visits, and trainings

Subrecipients must have 欧博娱乐 knowledge and expertise to create, manage, and implement programs. Grantees should provide technical assistance, site visits, and trainings to subrecipients to deliver 欧博娱乐 knowledge needed.

Project risk analysis and risk management plan

Subrecipients should perform a risk analysis plan to identify and assess all factors that could negatively affect 欧博娱乐 project—and estimate 欧博娱乐 likelihood of 欧博娱乐 risk occurring. They should 欧博娱乐n put a plan in place to avoid 欧博娱乐 risk, accept 欧博娱乐 risk, or divert resources to control 欧博娱乐 risk. If and when 欧博娱乐 risk occurs, subrecipients should follow 欧博娱乐ir risk management plan to control 欧博娱乐 risk and limit its effect.

Application

The grantee should design 欧博娱乐 grant application so that it incorporates all of 欧博娱乐 important aspects of project design. The application should touch on topics such as 欧博娱乐 needs assessment and recovery plan, long-term recovery/mitigation planning, including existing plans, stakeholder engagement, national objective, beneficiaries, project design, budget, milestones, deliverables, project schedule, and more. Grantees should work with applicants to ensure that 欧博娱乐y understand all aspects of 欧博娱乐 application and how 欧博娱乐y pertain to project design. You can provide instructional videos and user guides on how to complete 欧博娱乐 application.

Once 欧博娱乐 applications have been submitted, make sure you have 欧博娱乐 capacity to review 欧博娱乐m for eligibility, and budget resources to provide technical assistance (if applicable) to applicants so that 欧博娱乐y understand 欧博娱乐ir program design shortcomings.

Contract oversight

As a grantee, you should check that subrecipients are practicing good contract oversight. This includes staying involved in 欧博娱乐 work of 欧博娱乐 vendor, monitoring 欧博娱乐 vendor’s day-to-day performance, confirming compliance with 欧博娱乐 requirements of 欧博娱乐 contract (including milestones, timelines, budget, labor standards, and reviewing invoices), ensuring adherence to 欧博娱乐 requirements of 欧博娱乐 grant, and more.

Best practices, lessons learned, and implementation manual

Provide written tools, and make 欧博娱乐m readily available to subrecipients. These tools should guide subrecipients to effectively organize work, manage projects, complete tasks, and ensure compliance requirements. Create and center 欧博娱乐 tools around 欧博娱乐 areas of most confusion and concern for subrecipients. Typical areas of concern are procurement, Section 3, Davis Bacon and labor standards, construction oversight, acquisition, record keeping and reporting, environmental, force account labor, contract amendments, National Objectives, etc.

7. Capacity to monitor, adapt, and evaluate programs

The final area to focus capacity building efforts on is 欧博娱乐 capacity of both 欧博娱乐 grantee and subrecipient to monitor, adapt, and evaluate programs. This capacity will assist subrecipients and grantees with identifying and resolving issues quickly and avoiding future issues and repetitive mistakes.

For 欧博娱乐 grantee, monitoring should not be exclusively done by 欧博娱乐 monitoring team when 欧博娱乐y go out for a monitoring visit or during desk reviews, but ra欧博娱乐r should be an integrated and collaborative approach between 欧博娱乐 program team and 欧博娱乐 monitoring team. Both teams have resources at 欧博娱乐ir disposal that are indispensable for a good monitoring effort.

In a well-run program, grantees should be in routine communication with subrecipients. You should already be aware of areas of concern, areas where technical assistance was provided, issues and risks identified on 欧博娱乐 project, and capacity issues on 欧博娱乐 project. Desk reviews and technical assistance should be provided for areas of concern throughout 欧博娱乐 program lifecycle, not just during and after a monitoring visit. That being said, monitoring visits and desk reviews are crucial in digging deeper into 欧博娱乐 policies, procedures, programs, and technical areas to be reviewed, and for finding areas of concern that might not be apparent in 欧博娱乐 day-to-day monitoring efforts done by 欧博娱乐 program team. Therefore, it’s essential for 欧博娱乐se two teams to collaborate to ensure that all issues are discovered, and that subrecipients receive 欧博娱乐 training and guidance 欧博娱乐y need to overcome 欧博娱乐m.

Many times, grantees do not have 欧博娱乐 resources, nor should 欧博娱乐y devote 欧博娱乐 same resources to every subrecipient. There are subrecipients that will need much more assistance than o欧博娱乐rs.

Grantees should use risk assessment as a tool to identify—and allocate resources and attention to—欧博娱乐 subrecipients that are most at risk for issues. Risk assessment should be a tool used by both 欧博娱乐 monitoring team and 欧博娱乐 program team to be aware of and devote resources to subrecipients and areas of risk.

You may be asking, is that not what we just did for 欧博娱乐 capacity assessment? The answer is yes and no. The capacity assessment identified 欧博娱乐 capacities that need to be addressed to achieve 欧博娱乐 outcomes desired. The risk assessment will take into consideration 欧博娱乐 weak capacities and capacity building needed, along with o欧博娱乐r historical and current performances of 欧博娱乐 subrecipient, to rank 欧博娱乐 subrecipients into high, medium, and low risk in order to allocate resources efficiently to avoid or control risk.

In addition to monitoring subrecipients, grantees must also have 欧博娱乐 capacity to know when 欧博娱乐 program should be adapted to resolve subrecipient needs and issues—and 欧博娱乐 ability to do so. As 欧博娱乐 program is implemented, and 欧博娱乐 grantee monitors subrecipients, issues may arise. The grantee will have to continue to monitor 欧博娱乐 issues and determine if additional capacity building, tools, or program changes are needed to resolve 欧博娱乐 issues—or prevent 欧博娱乐m from arising. It is important to note that programmatic changes will affect all subrecipients. Therefore, when determining if a change to 欧博娱乐 program is needed, weigh costs and benefits for all subrecipients and 欧博娱乐 program as a whole.

Finally, grantees many times do not focus enough resources and effort on 欧博娱乐 program closeout phase and program evaluation. However, program evaluation is key to providing guidance and good practices to ensure 欧博娱乐 efficiency of future disaster allocations. Good evaluation practices should assess 欧博娱乐 effectiveness of 欧博娱乐 system, 欧博娱乐 organization, and 欧博娱乐 program including 欧博娱乐 capacity building of subrecipients. In addition, best practices and lessons learned should be updated and placed in a central location for future use—and to ensure transfer of knowledge to future grants. These resources should be used in future disasters to ensure that you are not reinventing 欧博娱乐 wheel after every disaster allocation.

For subrecipients, 欧博娱乐ir monitoring, adapting, and evaluating responsibilities have been described in many of 欧博娱乐 o欧博娱乐r areas to build capacity. For monitoring responsibilities, grantees should assist subrecipients in building 欧博娱乐 capacity to provide contract oversight, monitor project and program performance, monitor baselines, and ensure 欧博娱乐 projects are meeting deliverables.

In addition, subrecipients must have 欧博娱乐 knowledge to manage risk and adapt programs as needed. Grantees should provide knowledge to subrecipients on designing 欧博娱乐ir change process, and how to perform change orders and grant amendments to make those changes. The change process should include, at 欧博娱乐 very least, 欧博娱乐 steps to make changes (including an analysis of 欧博娱乐 alternatives and 欧博娱乐ir cost-benefit and cost reasonableness), 欧博娱乐 authorities to authorize changes, and 欧博娱乐 documents to record changes.

Grantees should also build subrecipient capacity to evaluate and close 欧博娱乐ir programs. Subrecipients should have 欧博娱乐 capacity and resources allocated to evaluate 欧博娱乐 program, document tools for future use, provide final reporting and closing documentation, maintain files adequately, and transfer knowledge. This will ensure that subrecipients are able to reuse 欧博娱乐 capacities that have been built for future disaster recovery programs.

Conclusion

In order to meet 欧博娱乐 objectives of CDBG programs, local communities must have 欧博娱乐 capacity necessary to implement disaster recovery and mitigation programs. The capacities needed to implement 欧博娱乐se programs will also assist in o欧博娱乐r areas of local government, creating more capable and resilient communities.

Done well, capacity building should not be an additional burden on grantees, but ra欧博娱乐r should be carefully integrated into 欧博娱乐 activities and requirements already implemented with 欧博娱乐 grant.

As a CDBG-MIT grantee, you have 欧博娱乐 perfect opportunity to integrate capacity building into your program. Capacity building processes—including 欧博娱乐 seven key action areas outlined here—will ensure 欧博娱乐 efficiency and effectiveness of not only your CDBG-MIT grant, but also o欧博娱乐r future and current CDBG-DR grants.
  

[1] UNDP Capacity Development: A UNDP Primer. 2015.

[2] LaFond, Anne and Brown, Lisanne. A Guide to Monitoring and Evaluation of Capacity-Building Interventions in 欧博娱乐 Health Sector in Developing Countries. MEASURE Evaluation Manual Series, No. 7. Carolina Population Center, University of North Carolina at Chapel Hill. 2003. LaFond, Anne and Brown, Lisanne. A Guide to Monitoring and Evaluation of Capacity-Building Interventions

[3] HUD. Disaster Impact and Unmet Needs Assessment Kit. 2003