Chapter 5 Partnerships and stakeholders

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).

5.2 Challenges and opportunities

5.2.1 A stronger disaster community, is often characterised by : 1. fragmentation along disciplinary and institutional boundaries. 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 and 5. insufficient humility in the face of the disaster problem

5.2.2 Governance
The reason : 1. They have a duty to ensure the safety of their citizens. 2. have the resources and capacity to undertake large-scale multi-disciplinary initiatives, 3. Have a mandate to direct or coordinate the work of others. 4. Can create the policy and legislative frameworks within which risk reduction can be accomplished.

5.2.3 Decentralisation
On the positive side, decentralisation has changed the ways in which communities and local NGOs interact with state institutions Decentralisation can also undermine risk reduction efforts. Central governments without financial resources may simply abdicate their responsibilities, leaving local government and NGOs to take on the task of managing disasters, even though they often lack the skills and finances to do so.

5.2.4 Widening civil society participation

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

Common problems faced by networks:

lack of clear objectives; disparity of membership; domination by particular organisations or interest groups; excessive centralisation of network administration and communications; lack of critical debate about achievements; competitiveness between participants; lack of resources (and in some cases donor interference); and the difficulty of monitoring and evaluating impact.

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

5.2.7 Military involvement in disaster reduction

support for humanitarian work in complex emergencies. In most countries, armed forces personnel, equipment and facilities are called upon to support emergency services during major disasters

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.

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 of stakeholders. 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 worked out.