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5/11/2016
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GO-NGO Collaboration for Disaster
Risk Reduction in India : A SWOT
Analysis
Pr
Presented by
Jayashree Parida
PhD Scholar
Department of Humanities and Social Sciences
National Institute of Technology, Rourkela
India
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Outline of the Presentation
Introduction
GO-NGO Collaboration
Disaster Management Approach in India
Objectives of the Study
Areas of the Study
Data Collection and Analysis
Findings of the Study
Conclusion
References
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Introduction
The effects of climatic variability manifested in disaster occurrences afflict many regions of the world, particularly the developing countries like India.
People belonging to the developing countries, are more exposed to the most severe climate-related hazards.
Threats to economic growth, wider poverty reduction, and the achievement of the Millennium Development Goals.
Disaster risk can be reduced by strengthening resilience: the ability of communities to resist, cope with and recover from shocks.
Effective and meaningful collaboration between the two stakeholders: Government and Non-Governmental Organizations (NGOs) is imperative to attain the goals of disaster resilience of a community.
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The Worldwide Data on Disasters from 1900-2015
4 Source: The EM-DAT, CRED International Database 5
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Details of Natural Disasters Reported in India from
1900-2015
5 Source: compiled from the EM-DAT, CRED International Database 6
GO-NGO Collaboration
Collaboration - the process by which several agencies
organizations and individuals make a formal, long term
commitment to work together towards a desired outcome
(The National Assembly, 1997).
Literature documents GO-NGO partnership is a
harmonious and constructive approach with mutual
respect and recognition based on four aspects such as co-
operation, co-option, complimentary and confrontation
(UNESCO, 1989; the World Bank,1990; Nazam, 1999).
Though lots of studies have been carried out on GO-NGO
collaboration, but on the aspect of disaster management is
not explored much.
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Contd…
GO-NGO collaboration can improve the ability of a community to mitigate, prepare, respond to, and recover from natural or human-caused disasters.
Building relationships and collaborations among stakeholders will increase networking and allow them to deal with multiple problems related to emergency management.
Raju and Becker (2013) highlight five key factors which affect the coordination among the stakeholders i) the need to coordinate; ii) the role of the Government; iii) knowledge networking; iv) mandates and goals; v) coordination at the donor level.
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Disaster Management Approach in India
In the Hyogo Framework for Action (2005), one of the priorities for action was to encourage for stakeholders partnership in disaster management.
In India, it was first initiated in 2009 with National Policy on Disaster Management.
DM = CBDM+ Coordination of Stakeholders
Source: NPDM, 2009, GOI.
Source: NPDM, 2009, GOI.
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Objectives of the Study
To identify the organizational relationship between the
Government and Non-governmental organizations in
disaster risk reduction programmes particularly at district
and panchayat level.
To explore the key factors affecting the GO-NGO
collaboration at local level.
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Data Collection and Analysis
The study is based on qualitative research methods.
The primary data were obtained through semi-structured
interviews conducted in these two districts.
The stakeholders were purposively identified who were
directly or indirectly engaged in disaster management to
provide information about the coordination of these
stakeholders in their respective districts.
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Stakeholders Balasore Kendrapara Total
Govt. officials 07 08 15
NGOs 08 04 12
Total 15 12 27
Contd…
The analysis of the data was based on the grounded
theory methodology.
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The Grounded Theory Methodology
Concepts Formulation
Relationship between Concepts
Broad Categories
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Contd…
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A SWOT analysis was also used to focus on the strengths,
weaknesses, opportunities and threats of collaboration in
relation to the efficiency, capacity building, quality and
accountability of the stakeholders.
Organizational Relationship between
the Stakeholders
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Findings of the Study
• The study reveals that there was a lack of consistent high level coordination among the key stakeholders in disaster management. (Lack of Coordination)
• The information sharing and effective communication was found absent among the stakeholders. (Lack of Information Sharing)
• Majority of stakeholders commented that the shortage of staffs in right numbers, lack of working skills and knowledge among the staffs as the major impediment for successful collaboration among stakeholders. (Human Resource Constraints)
• Power differentials afflict the stakeholders collaboration. NGOs stated that government officials undermine NGOs autonomy and independence and they dominate coordination. (Power Differences)
• NGOs and government officials highlighted that there was no specific guidelines for the collaboration process and it was totally dependent on the leadership at the state and district level. (Policy Gaps)
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Discussion and Conclusion
The study indicates particularly a low level of collaborative participation between the government and non-governmental stakeholders.
Communities are mostly satisfied with the service of NGOs rather than Government.
Lack of communication is a major challenge for stakeholders collaboration.
Most of the stakeholders consider coordination to be simply information sharing not having common approaches.
The study recommends :
Integrative and goal-oriented approach
Power decentralization
Policy formulation
Regular assessment of collaborative activities
Regular stakeholders meetings
Training programmes for stakeholders
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References ADB et al., Poverty and climate change: reducing the vulnerability of the poor through adaptation. VARG
Multi Development Agency Paper. United Nations Development Project (UNDP) United Nations, New
York. 2003. Retrieved from www.undp.org/energy/povcc.h
Chan, N. G., & Parker, D. J. (1996). Response to dynamic flood hazard factors in Peninsular Malaysia. The
Geographic Journal, 162 (3), 313-325.
Hauge, T. (1994). Community-based collaborations-wellness multiplied. Bend, OR: Oregon Centre for
Community Leadership.
Raju, E., & Becker, P. (2013). Multi-organisational coordination for disaster recovery: The story of post-
tsunami Tamil Nadu, India. International Journal of Disaster Risk Reduction, 4, 82–91.
Stern, N. et al., (2006). Stern review on the economics of climate change. HM Treasury, London:
Cambridge University Press,.
Tan, N. T. (2013). Policy and collaboration of social recovery after disaster. Journal of Social Work in
Disability and Rehabilitation, 12 (1-2), 145-157.
United Nations International Strategy for Disaster Reduction. (2009). Global assessment report on
disaster risk reduction: Risk and poverty in a changing climate. Switzerland, Geneva: Author. Retrieved from
http://www.preventionweb.net/files/9414_GARsummary.pdf
Waugh jr, W. L. (2006). Collaboration and leadership for effective emergency management. Public
Administration Review, 66, 131-140.
Wisner, B., Blaikie, P., Cannon, T., & Davis, I. (2004). At risk: Natural hazards, people’s vulnerability and
disasters (2nd ed.). New York, NY: Routledge.
Wheater, H. S. (2006). Flood hazard and management: A UK perspective. Philosophical Transactions:
Mathematical, Physical and Engineering Sciences, 364(1845), 2135-2145.
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