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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.