Where programming context is concerned, management systems and sectoral guidance should be ‘risk smart’; a theory of change to establish how resilience will be built and for whom; and sector programmes should be combined to address root causes of vulnerability and the participation of children and young people should be maximised. Findings around organisational context show we should adapt management systems to support resilience outcomes and processes; develop a financial tracking system to measure resilience expenditure; strengthen staff capacity through peer-to-peer learning, institutionalise an early/warning action system at multiple levels of management and capitalise on risk awareness in the aftermath of a disaster. When it comes to policy and market context the paper suggests partnership working for effective advocacy on risk reduction; mobilising resources through project based consortia; strengthening learning through multi agency partnerships and improving quality standards through innovative partnerships.
