Читать книгу Disaster Response and Recovery - David A. McEntire - Страница 115
For Example
ОглавлениеInternational Actors
Disasters are not just domestic issues. They also affect all countries, although developing nations are especially vulnerable. For this reason, governments around the world have endorsed the United Nations International Strategy for Disaster Reduction. A number of individuals, agencies, countries, and international organizations are also involved and assist with mitigation, preparedness and humanitarian response, and recovery operations. Here is a small sample:
AmeriCares
Bill and Melinda Gates Foundation
Canadian International Development Agency
Direct Relief International
Doctors Without Borders
International Federation of Red Cross and Red Crescent Societies
International Relief Teams
Office of Foreign Disaster Assistance (United States Agency for International Development)
OXFAM
Pan American Health Organization
REACT International
Samaritan’s Purse
United Nations Office for the Coordination of Humanitarian Affairs
World Emergency Relief
World Health Organization
World Vision
The Office of Foreign Disaster Assistance, a unit within the Agency for International Development in the State Department, provides relief to nations who have been affected by disasters.
However, it should be noted that the DRC typology has implications beyond theoretical descriptions of values and operational priorities. As an example, established organizations will most likely be aware of each other (e.g., the head of Public Works will know peers in the Environmental Department). This familiarity may facilitate collaboration. Nevertheless, and in contrast, people in expanding organizations and emergent groups may have never interacted before, and this limits the communication that could occur across agencies and volunteers. Furthermore, an established organization most likely needs to follow strict laws and policies when it is performing the functions it has been assigned, and this fact may cause those affiliated with the organization to avoid interaction or have conflicting relations with emergent groups. For instance, an official search and rescue team may not want to have ordinary people involved in this activity due to liability concerns. Alternatively, those working in an existing business may know one another, but they may lack any expertise in disaster issues. This situation could cause others involved in emergency management to view them with suspicion or question their capabilities.
Knowing these sorts of interorganizational dynamics can help you better recognize potential problems in response and recovery operations and take measures to overcome them. With improved understanding of all of the actors involved in disasters, you will be able to harness and harmonize the interaction among them based on their unique skills and abilities. And this collaboration is a major principle in emergency management (Kapucu 2015; Sobelson et. al. 2015; Dee 2014). In fact, FEMA’s “Whole Community” concept acknowledges that a “government‐centric approach to emergency management” is not sufficient to deal with disasters. All of the available resources must be collectively utilized at each level of government and within and across communities to prepare for and react to such an incident. Improved response and recovery operations will likely occur when all individuals and agencies fulfill individual roles and work collaboratively on responsibilities that span distinct organizational domains. Therefore, the important point to remember is that, everyone figuratively and literally deserves a “seat at the table” when you are trying to coordinate post‐disaster operations (Robinson and Gerber, 2007).
