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Chapter 5

Partnerships and stakeholders

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5.1 Rationale for partnerships

This means that risk reduction initiatives must

be multi-disciplinary partnerships involving a

range of stakeholders.

Such partnerships should be

a. vertical (between national and local actors)

and

b. horizontal (between government, the private

sector and civil society).

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5.2 Challenges and opportunities

5.2.1 A stronger disaster community, is oftencharacterised by :

1. fragmentation along disciplinary and institutionalboundaries.

2. a lack of understanding between different disciplines,and often a lack of mutual respect;

3. a lack of dialogue between different

4. a culture of competitiveness and professional jealousy

and5. insufficient humility in the face of the disaster

problem

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5.2.2 Governance

The reason :

1. They have a duty to ensure the safety of theircitizens.

2. have the resources and capacity to undertakelarge-scale multi-disciplinary initiatives,

3. Have a mandate to direct or coordinate the workof others.

4. Can create the policy and legislative frameworkswithin which risk reduction can beaccomplished.

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5.2.3 Decentralisation

On the positive side, decentralisation haschanged the ways in which communities and localNGOs interact with state institutions

Decentralisation can also undermine riskreduction efforts. Central governments withoutfinancial resources may simply abdicate theirresponsibilities, leaving local government and

NGOs to take on the task of managing disasters,even though they often lack the skills andfinances to do so.

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5.2.4 Widening civil society

participation

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5.2.5 Networks

Many development and humanitarian

practitioners have considerable experience of

working with vulnerable people to protect

them against hazards and help them recover

from disasters

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Common problems faced by networks:

lack of clear objectives;

disparity of membership;

domination by particular organisations or interestgroups;

excessive centralisation of network administration andcommunications;

lack of critical debate about achievements;

competitiveness between participants;

lack of resources (and in some cases donorinterference); and

the difficulty of monitoring and evaluating impact.

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5.2.6 Private sector partnerships

Engineers, consultants, software designers,

insurers, transporters and suppliers of goods

and services of many kinds are among those

for whom risk and disasters are business

opportunities

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5.2.8 Regional and international

collaboration

especially in sharing :

1. forecasting and warning data.

2. information sharing and resourcing.3. Systems for sharing scientific information

particularly hydro-meteorological data for

early warning between countries are

wellestablished and effective.

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5.3 Chapter summary Disasters are complex phenomena that can only be addressed by deploying a wide

range of knowledge, skills, methods and resources. This means that risk reduction

initiatives must be multi-disciplinary partnerships involving a wide range ofstakeholders.

The disaster community is very diverse, and at present it is too fragmented.

Disasters should be seen as a governance issue. National governments should be

the main actors in risk reduction, but there are obstacles to this: lack of capacity

and resources, short-sighted planning, inadequate organisation and political

interference.

Government policies are often a major contributor to peoples vulnerability to

hazards.

Decentralisation of government has had both positive and negative consequences

for risk reduction.

Civil society has an important role to play, though it is not always welcomed.

A wider range of civil society actors should be encouraged to take part in

collaborative risk reduction initiatives.

Better networking, especially inter-disciplinary networking, is needed; so too is

regional collaboration, which can be very effective.

The roles and potential of the private sector and the military are still being workedout.