EMERGENCY RISK REDUCTION

Most relief responses by international agencies take place in settings where the groups already have a presence, primarily implementing development programs. However, the approach to relief and the approach to development are different by their very natures, which has the potential to cause tension between the programs. These tensions can and must be mitigated before they escalate into an inefficient program in the least and even a irreconcilable rift within the agency. Differences in programmatic objectives can be overcome through open communication, shared values, and personal mediation between individual staff members and teams.

 Introduction

The severity and frequency of quick onset disasters seems to have increased in the past decade. However, this may not necessarily be the case. The appearance that disasters are more prevalent may stem from the rapid means of today’s communication, both audio and video. This instant reporting of worldwide events serves the public interest and awareness of a world outside of one’s own community and country, which also shouts out a need for a response. This response can be twofold: A) individual contributions, where the public identifies with the disaster, especially in natural events that affect families (i.e., earthquake, tsunami, hurricane); or b) international government funding, either bi-lateral (i.e., country to country) or multi-lateral (through a body such as the United Nations).

The goal of the funding is, of course, to reach those affected by the disaster. However, the practicality of achieving a link to those affected and implementing projects directly related to the donor is low.  The favored recipients of the funding are local agencies, associations, or groups. Sometimes this is not possible. Established diplomatic protocol mandates that some international bodies work through counterpart agencies within the host country. (i.e., UN, World Bank, etc.) In some countries, local agencies able to implement relief activities are few or lacking capacity. One solution is provision of funds through international non-government agencies, or INGOs, such as World Vision, CARE, Oxfam, Save the Children, Doctors without Borders. The INGOs in turn often implement their programs through local NGOs, with the assumption of strong linkages within affected communities and therefore effective relief programs.

The challenge is finding NGOs that have a link within affected areas and the capacity to gear up and implement relief programs. This is a considerable task, especially when numerous INGOs, having been provided funds through donors with the mandate to spend their budgets effectively, are often vying for the same small pool of implementing partners. Suddenly local NGOs who have struggled with lack of funds for years now have multiple INGOs knocking on their doors waving cash. Understandingly, it is difficult for them to refuse the funds. Soon the local NGO realizes its lack of “capacity” to implement the program agreed to with the INGO. However in a quick onset disaster, there may not be the time or ability for the INGO to “capacity build” the local agency.

Several challenges result:

•  The INGO may be required eventually to step in and “manage” the local NGO, This may result in lack of “ownership” by the local partner, affecting staff and program effectiveness.
•  The cultural nuances of carrying out activities within a host country setting, and especially within a village, are numerous and potentially devastating for the outsider, affecting the area long after the relief effort has terminated.
•  The amount of money at stake can tempt leadership within a local agency who have worked for so long under marginal conditions, and misuse of funds and corruption may result.
•  A local NGO that may not be operational within the disaster area may suddenly establish programs there, with the hope of securing outside funds. This decision may have altruistic motives but still result in poor programming.
•  Opportunistic nationals within the host country may quickly “create” an NGO in order to receive funds from an unsuspecting INGO, with know knowledge of implementing a program, especially a relief program.

These challenges can be overcome and result can be sufficient project implementation and effective relief assistance to those affected by a quick-onset disaster.  In the next blog, I will address the strengths and challenges of developmental assistance.

Thanks for reading.

Monty