PARTICIPATORY STAKEHOLDER MANAGEMENT

The crucial meaning of stakeholder is "any gathering or person who can influence or is
influenced by the accomplishment of the association's goals".

The general thought of the stakeholder idea is a redefinition of the association.

Basically, the idea is about what the association ought to be and how it ought to be
conceptualized.

The association itself ought to be to deal with their advantage, needs, and perspectives.

Stakeholder are those gatherings with high adequate impacts in an association that
would make that association stop to exist without the partner's help.

"A stakeholder is an individual, gathering, or association who may influence, be

affected by, or comprehend itself to be impacted by a choice, action or the result of an
undertaking.

The recognisable proof and administration of such partners, in this way, turn into a
generous capacity for any association in an emergency.

Government and its officials are expected to carry other stakeholders along especially
the people/communities who are usually at the receiving end. The role of the private sect

or also must not be undermined. The government must yield to their professional advice
for the purpose of improving the status quo.

Stakeholder engagement is the systematic identification, analysis, planning and

implementation of actions designed to influence stakeholders.

The role of stakeholders in mitigating disaster prevalence

1. Government at different levels
considering the key stakeholders in disaster management and mitigation, different tiers
of government forms the forefront. This cuts crosswise over Federal, State, and Local
experts.
The model partitions the crisis administration work into four stages:
(a) Mitigation - evaluating the hazard postured by a danger or potential fiasco and
endeavouring to decrease the hazard;
 (b) Preparedness- - building up a reaction design in view of the hazard appraisal,
preparing reaction staff, masterminding fundamental assets, making courses of
action with different locales for sharing of assets, elucidating jurisdictional
obligations, et cetera;
(c) Response - executing the plans, diminishing the potential for auxiliary harm,
and planning for the recuperation stage;
(d) Recovery - restoring life emotionally supportive networks, for example,
repairing electrical power organizes and giving impermanent lodging,
sustenance, and garments. Recuperation is accepted to hold back before
remaking.
the fact that no country is said not to be immune to either natural or man-made disaster
or both, countries around the world have devised a mechanism of setting out Disaster
Management units under different name with aim of providing rapid response and as
much as possible encourage preventive measures.
2. Role of Non-Governmental Organisations (NGOs)
NGOs make up a lively part in any economy, particularly creating countries, which has
been acclaimed overall. In actuality, the approach of NGO exercises in any nation of
the world can't be belittled. Hence, their commitment, especially to the social
administration division and preparation of poor people, is very noticeable, and this has
been acclaimed by the global network. NGOs Disaster Forum are especially engaged
with different exercises in pre-, amid, and post-fiasco exercises. Different parts of
NGOs incorporate support, statefunded instruction crusades, and preparing programs
for workforce engaged with calamity administration starting from the national to the
association or network level. NGOs are additionally dynamic in crisis departure and
protecting of the casualties.
3. Role of donors in disaster management
Givers are a critical partner being developed administration in the creating economy,
especially in the catastrophe administration segment, both at the national and the
neighbourhood levels [33]. Global help is given to influence nations following each
real calamity because of Government's solicitations for alleviation, recovery, and
reproduction. there is a Disaster Response Group, made out of giver delegates and
headed by the UNDP Resident Representative in various parts of the world. Help from
the International Federation of Red Cross/Crescent Societies has supported fiasco in
various nations. Over the years, the role of international and local donors has played a
 tremendous role in disaster prevention as well as mitigation which come mostly from
UNDP, UNESCO and World Bank among others.
4. Media
Media participation has been dynamic in distributing news, especially on post-debacle
effect. There has been a little advance in imparting messages by the media on calamity
hard diminishment. [26] Prescribe for the media to ''feature imperative direction in the
media for individuals to take after''. In such a manner, media delegates need to sharpen
themselves, first through preparing programs on ways and methods for calamity hazard
diminishment.
5. Academia
The cooperation of the scholarly world which has been recognized to be so far
constrained has been believed to be extremely significant in calamity administration.
The connection between the applicable scholastic and research network with national
or neighbourhood establishments managing debacle lessening is emphatically
important.
6. The private sector
The private sector is categorised as dormant stakeholders as they are described to have
next to zero communication with an association; they have the ability to force their will on
an association and their capacity stays unused. The private areas incorporate different
experts in modifying, financing, and advertising. Private part operators—the
manufacturers, business people, framework engineers, protection specialists,
agriculturists, and traveller office proprietors—must be acquired the basic leadership and
execution undertakings through steady associations all the time. In a given arranged
venture on Sustainable Development and Disaster Risk Reduction for the poorest, the
administration intends to advance budgetary and monetary instruments including the
private part in calamity administration
7. Regional Cooperation
As a matter of fact, because of the devastating nature and effect of the disaster,
neighbouring countries used to be affected directly or indirectly. This overtime has called
for regional cooperation among neighbouring country to assist one another in preventing
and mitigating the natural hazard.
8. Community and Citizen
This category of stakeholder is usually at the receiving end of any disaster. Hence, the need
to carry them along in any policy made relating to disaster management. This may cut across
 training and public enlightenment on first-aid treatment, immediate rescue response and the
concept of disaster prevention as much as possible.
9. Immediate environment
It is pertinent to include the immediate environment as one of the stakeholders of disaster
management. This is as a result of the fact that the immediate environment forms the
platform upon which disaster occurs. In most cases, it has been argued that intensity or
wrong use of land resources has ignited some environmental disasters in the past. Prudent
use of the environment must be canvassed in order to reduce if not prevent disaster.

CRISIS COUNSELLING

Crisis Intervention refers to the methods used to offer short term immediate help to
individuals who have experienced an event that produces mental, physical, emotional and
behavioural distress.
The purpose of crisis counselling is to deal with the person’s current status by dealing
with a crisis. Chronic exposure to stress or trauma can lead to mental illness. Therefore, it is
important that counsellors have the skills and knowledge to help with their current stressors
and trauma.
 Crisis counselling is not intended to provide psychotherapy or similar, but offers a short
term intervention to help clients receive assistance, resources, stabilisation and support.
Crisis intervention differs from other counselling interventions in that it focusses on
short term strategies to prevent damage during and immediately after experiencing the trauma.
Crisis counselling is often followed by counselling for long term improvement of the client’s
mental health and personal wellbeing.
Psychiatrists, psychologists, counsellors, fire fighters, emergency medical staff, search
and rescue team, police officers, doctors, nurses, communication personals, community
members and so on provides Crisis Intervention.
The goals of crisis intervention are to
1. Mitigate the impact of an event
2. Facilitate a normal recovery process, where normal people are having normal reactions
to abnormal events
3. Restore adaptive functioning

Crisis counselling is not long term and is usually no more than 1-3 months. The focus is on
single or recurrent problems that are overwhelming or traumatic.

If a trauma or crisis is not resolved in a healthy manner, the experiences can lead to long
lasting psychological, social and medical problems.

Crisis counselling provides education, guidance and support. Crisis counselling is not a
substitute for individuals who need and are not receiving intensive or long-term psychiatric
care. Crisis counselling may involve outreach, work within a community and is not limited to
office appointments.

Some of the universal elements in the process by which a Crisis Counsellor can effectively help
people and move past distressing and traumatic events in their lives are as follows.

1. Education
 There is a natural ability within most people to recover from a crisis provided they have
support, guidance and resources they need.
 The very heart of crisis intervention is to face the impact of a crisis.
 An effective crisis counselling provides information, activities and structure that will
help us to recover and move past the crisis.
  Confrontation through information and discussion may be an important part of crisis
intervention.
2. Observation and Awareness
 A crisis in our life can be result of low self-awareness or not recognizing the impact our
behaviour has on others as well as the impact it has on one-self.
 Increasing your awareness can lead to choices that promote recovery and wellness.
 In some cases, family dynamics and communication problems within families can
prolong a crisis.
3. Discovering and using our potential
 Every crisis represents an opportunity for personal growth and to discover our highest
potential and true self.
 The greatest hero in any crisis is the person who does not believe he or she is a hero, but
is never-the-less prepared for the challenge by the undiscovered qualities and abilities
that are only discovered when we are facing tragedy and the inevitable of life
4. Understanding our problems
 During any crisis, it is important to recognize or discover our true and deepest intention.
 You must keep in your intentions in your mind no matter what you do or how unskilfully
you act.
 Self-understanding as well as understanding how others keep us “stuck” are important
keys to recovery
5. Creating Necessary Structure
 The most important aspect of crisis intervention and counselling is to provide a social
“container” for our experience that will allow us to explore, express, examine and
become active in ways that help insure the crisis is not prolonged.
 Eg: Yoga
6. Challenging irrational beliefs and unrealistic expectations
 Few people, during times of crisis, have the necessary skills to fully examine what they
are thinking, what they assume and what they expect from their self and from others.
7. Breaking Vicious Cycles and Addictive Behaviour
 When a person becomes dependant on others and “escapes” to feel better, a vicious cycle
can develop. Vicious cycles start with the behaviours that are intended to avoid or escape
emotional pain, but ultimately these avoidance and escape behaviours create more
problems or the same problem we are trying to avoid.
  Eg: Alcohol, drugs,etc.
8. Create temporary dependencies
 During crisis, it is often helpful to form brief relationships with others in order to gain
support
 Healthy dependency is usually temporary and will always lead to increasing
independency
 Unhealthy dependencies are long term and create increasing dependency rather that
independency
9. Facing fear and emotional plan
 There is a monster in the world for every person who runs inresponse to their far or
sadness.
 When we face the darksness in our life and we are not destroyed by our fears or sadness,
we eventually discover there are no monsters.
 Facing emotional pain is the most healthy reponse.
 This does not mean we should make ourself self miserable. We should not expend a great
deal of energy and become involved in activities that help us avoid how we feel and what
we thinl.
 It is important to help people in crisis solve their problem in life.
 People in emotional pain need to be empowered and supported
 CAPACITY BUILDING or CAPACITY DEVELOPMENT
Capacity development is a theme in all the thematic areas for action. The Sendai
Priority-2 (Strengthening DRR governance to manage DR) and Priority-3 (Investing in DRR
for resilience) are central to capacity development.

The capacity development includes training programs, curriculum development, large-

scale awareness creation efforts, and carrying out regular mock drills and disaster response
exercises.

The capability to implement, enforce, and monitor various disaster mitigation measures
has to be improved at all levels from the local to the higher levels of governance. It is also
strengthening the DRR governance at all levels to better manage risk and to make the
governance systems more responsive.

Structural Measures:

Any physical construction to reduce or avoid possible impacts of hazards or application

of engineering techniques to achieve hazard-resistance and resilience in structures or systems.

Undertaking necessary structural measures is one of the major thematic areas for action for
disaster risk reduction and enhancing resilience. These consist of various physical
infrastructure and facilities required to help communities cope with disasters. The
implementation of these measures is essential to enhance disaster preparedness, a component
of Priority-4 of the Sendai Framework. It is also an important component of investing in
disaster risk reduction for resilience, which is Priority-3 of Sendai Framework.

Non-Structural Measures:

Any measure not involving physical construction that uses knowledge, practise or
agreement to reduce risks and impacts, in particular through policies and laws, public
awareness raising, training and education.

Sets of appropriate laws, mechanisms, and techno-legal regimes are crucial components
in strengthening the disaster risk governance to manage disaster risk, which is Priority-2 of the
Sendai Framework. These non-structural measures comprising of laws, norms, rules,
guidelines, and techno-legal regime (e.g., building codes) framework and empowers the
authorities to mainstream disaster risk reduction and disaster resilience into development
activities. The central and state governments will have to set up necessary institutional support
for enforcement, monitoring, and compliance.

CAPACITY ASSESSMENT
A Capacity Assessment is an analysis of desired capacities against existing capacities;
this generates an understanding of capacity assets and needs, which informs the formulation of
a capacity development response

Assessing institutions and capacity is a central element of preparing and implementing

any kind of support. It is also prerequisite for deciding if and how donor support to CD is
feasible.

The traditional instruments used by development partners (equipment, technical

assistance, training and knowledge transfer) have had a very mixed record of success.
Sometimes the instruments are the problem (they may simply be the wrong answer, based on
a poor diagnosis of needs and options). Sometimes the problem is the way in which the
instruments are used (supply driven by development partners rather than driven by sufficient
domestic demand. Finally, it is sometimes the broader circumstances that are not conducive for
CD) the instruments at donors’ disposal are simply not relevant to the situation at hand.

It is both complex and delicate to assist others in developing capacity.

 Why assessing capacity is important?

Assessing capacity serves as input in different processes and may support interlinked
decisions on:

 Strategic and operational choices about overall levels focus areas, operational
modalities and timing of aid. Weak capacity may imply that fewer funds can be
effectively used, and that more focus on capacity development is required.
 Selection of key capacity issues to be included in the ongoing policy dialogue, in
monitoring, or as indicators.
 Decision about if and how development partners can support capacity development
(CD) processes of partners.
 How to assess capacity?

There are many different ways to assess organisational or system capacity, and there are
numerous tools and instruments that can be used to diagnose different aspects of organisational
or system capacity. There is, however, no single approach which can claim superiority or much
less objectivity.

Nevertheless, there is a set of issues that should be kept in mind when considering capacity
assessments:

 Self-assessments are the best point of departure. Partner-lead assessments engaging

staff can foster buy-in to subsequent CD processes, while external assessments often are
perceived to be judgmental, disenfranchising those being assessed.
 Avoid approaches which focus only on identifying “capacity gaps” according to a
predefined normative model for “good capacity” or “best practice”. Such models tend to
overlook the existing capacity assets which are likely to be a good starting point for future
capacity development. Gap assessments tend to have a one-sided focus on weaknesses,
and they tend to lead to predictable solutions: sending in TA to “fix” capacity problems
and “close” or “bridge” capacity gaps. Such approaches rarely work.
 Look beyond single organisations. Particularly in sector wide approaches, it is
important not to stay inside the “tower” of e.g. a central ministry, and see capacity issues
from that view only. Front-line service providers, central level cross cutting ministries,
oversight institutions and non-state actors are likely to shape and condition the dynamics
of CD.
 STRENGTHENING CAPACITY FOR REDUCING RISK

Strengthening Capacities for Disaster Risk Reduction has been developed against the
backdrop of the United Nations Development Programme's (UNDP's) longstanding
commitment to supporting developing and high-risk countries through its programmes and
services for capacity development and disaster risk reduction.

The objective of this component is to enhance the capabilities of the implementing

entities in managing disaster risks, enhancing preparedness, and achieving resilient recovery.

1. Capacity building for disaster management: To finance strengthening of the disaster

management systems in the region by augmenting the capacity of stakeholders and institutions.

The activities will include:

 a. Capacity building of the state disaster management authority by strengthening its
institutional and organizational structure, staffing, and resources and funding of training
programs and regular drills for the emergency operations centre staff and Disaster
Management Officers at various levels
b. Strengthening the Disaster Response Force
c. Setting up a Decision Support System (DSS) and Emergency Operation Centers to
integrate and analyze information from multiple sources in an integrated geo-spatial
system.

2. Technical support for risk reduction and response preparedness :

To finance activities such as:

a. Preparation of a Hydro-meteorological Resilience Action Plan focusing on extreme

weather events to develop resilience solutions/recommendations and a robust, fail-safe
EWS in the region including optimum use of strengthened networks and facilities
b. River Morphology Study for some key rivers impacted by the disaster and to analyze
and identify critical protective infrastructure works needed for river bank strengthening
c. Urban vulnerability assessment study with specific focus on seismic risk mitigation to
undertake detailed urban vulnerability analysis and model various risks for effective
mitigation planning and disaster response preparedness
d. Upgrading design guidelines and material specification for construction in seismic
zones in order to carry out an update of current construction design standards and
material specifications to align them with national and international best practices
e. Disaster Risk Financing and Insurance (DRFI) to work out options to increase the
resilience of the PIE’s financial response capacity to secure cost-effective access to
adequate funding for emergency response, reconstruction, and recover