28 RESILIENCE PROGRAMMING AMONG NONGOVERNMENTAL ORGANIZATIONS
understanding of how to operationalize resilience and how to measure it. 12
Te consortium seeks to ensure
rigor and quality of research while also taking into account the resource limitations (for example, financial, time, human) common to NGOs.
• Launched by CRS, the regional CM-DRR Learning Alli- ance focuses on improving the skills of staff members and partners through shared learning and experience in order to assist communities in identifying their DRR needs and in developing their disaster risk management plans (CRS 2013). Te alliance provides in-country trainings and has produced a facilitator’s guide to CM-DRR.
NGO interest in these learning consortia results in part from the fact that organizations still compete with
each other for limited programming opportunities. By sharing experiences and information with each other, each can theoretically improve the effectiveness of its own programming initiatives and enhance its own ability to secure funding. Ironically, entrenched competition between NGOs appears to work in opposition to the fundamental concept of resilience: cross-sectoral initia- tives with multiple stakeholders who have different and complementary comparative advantages relative to each other. Tus, donors need to be aware of—and look for opportunities to address—their support of processes that may be counter not only to resilience thinking but to the intended purpose of the learning and knowledge manage- ment consortia, from which everyone—especially the chronically vulnerable—could benefit.
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