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.

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

5. Creating a brand identity

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

11. www.narri-bd.org
Facebook: NARRI
Bangladesh