As climate-related emergencies intensify, local networks of non-governmental organizations (NGOs) and businesses are emerging as key players in disaster risk management. By catalysing early action and anticipatory measures, these networks play an essential and complementary role to governments in fostering more resilient communities. Examples from El Salvador, Madagascar, Peru, and the Philippines showcase that stronger partnerships between local networks and governments have the potential to transform disaster preparedness and response and warrant greater integration into disaster management frameworks.
Local Networks: Drivers of Effective Humanitarian Action
In March 2023, Peru faced its first cyclone in 40 years, leading to catastrophic floods and landslides. Over half the country declared a state of emergency. Local networks quickly mobilized: the Start Fund released £300,000 for international NGOs and local partners to provide life-saving humanitarian assistance, including cash transfers as well as food and hygiene kits, while private sector networks like Hombro a Hombro provided warehouse space, conducted damage assessments, and distributed essentials such as food and water. These local responses provide just one example of how locally led humanitarian assistance can drive more efficient, effective and equitable humanitarian action for communities affected by crises.
Local networks bring critical cultural understanding and access to communities, allowing for more targeted and timely responses. Although “The difficulty lies in decision clarity and managing the different interests of all actors,” as Tsiaroniaina Raberehareha from PSHP Madagascar points out, the involvement of local businesses also supports the economic recovery of affected areas, fostering long-term resilience.
The Shift from Reactive to Anticipatory Action
With climate change increasing the frequency of extreme weather events like floods, droughts, and heatwaves, we can no longer wait for crises to unfold. It is essential to leverage tools like early warning systems as well as mapping and pre-positioning resources. This proactive approach, which has been at times adopted by local networks but is still far from the norm, also allows for different partners to build relationships and align priorities ahead of crises.
Start Network’s project in El Salvador is a prime example. Local NGO PRO-VIDA, anticipating a peak in food insecurity in 2023, raised an alert through the Start Fund, resulting in £289,000 being distributed to vulnerable households before the crisis fully unfolded.
The Role of Private Businesses in Anticipatory and Early Action
Private sector involvement in disaster risk management has grown significantly in recent years, and the importance of public-private partnerships in humanitarian action was the focus of a United Nations Security Council debate in 2023. This goes beyond funding, with businesses contributing valuable knowledge, skills, and resources, including logistical support, technical expertise, and innovative solutions.
The Philippine Disaster Resilience Foundation (PDRF) launched a Business-led Emergency Operations Centre (BEOC) in 2018. This centre enables PDRF to monitor, track, and respond to disasters in real time. By coordinating private sector resources with Government and humanitarian efforts, the BEOC allows for a faster, more organized response to crises and helps anticipate needs, streamline communication between sectors, and ensure aid is delivered where it’s most needed.
PDRF develops agreements with the private sector – such as logistics providers like UPS and accommodation platforms like AirBnB – to ensure that resources are available as soon as a crisis is on the horizon. They are also part of the Humanitarian Country Team. As Rene Meily explains, “It’s too late to exchange business cards during an emergency. By planning ahead, PDRF ensures that aid can be delivered swiftly, preventing unnecessary delays.”
Similarly, in Madagascar, the OCHA/UNDP Connecting Business initiative (CBi) has been working with the PSHP to map and begin the pre-positioning of goods for rapid deployment during crises.
Overcoming Challenges to Collaboration
Despite the clear benefits of public-private partnerships, challenges remain. As Meily points out, “Many companies are willing to go out of their way and prioritize helping out in difficult times, but overcoming mistrust between the public and private sectors takes time and effort.” Additionally, the differences in operational processes, procurement methods, and communication can slow down joint efforts.
Eduardo González from PRO-VIDA emphasizes that “decision-making processes can be slow, and consensus difficult to achieve when trying to mobilize resources – but addressing these challenges in times of peace is essential for ensuring that local networks can act efficiently and effectively during emergencies.”
It’s also important to think about how these local actors can be informally and officially integrated into disaster management processes and systems – which builds on trust.
Next Steps: Strengthening Local Networks for Anticipatory Action
Looking ahead, the humanitarian sector’s challenge is to further harness the potential of local networks by continuing to strengthen partnerships and capacity-building efforts, and leverage pre-agreements for more effective activation when a crisis hits.
Miamy Rabearintsoa from PSHP Madagascar stresses that, “We need to have a better understanding of how NGOs and small businesses can work together to make resilience a priority. What we need is a ‘whole-of-society’’ approach, where all actors work together to build stronger, more resilient communities.”
Conclusion: A Call for Proactive Leadership
The power of collaboration between private sector networks, NGOs, and governments should not be ignored. Local networks can act early, reduce the impacts of disasters, and foster long-term resilience. Working with and integrating them into existing disaster management frameworks, can lead to more resilient, prepared communities. Taking anticipatory and early action will not only save lives but also build a more sustainable future.
We would like to thank Miamy Rabearintsoa, Disaster Risk Management Officer, and Tsiaroniaina Raberehareha, PSHP monitoring and evaluation officer, from the Madagascar Private Sector Humanitarian Platform, Rene Meily, President of The Philippine Disaster Resilience Foundation, and Eduardo González, Manager of Integrated Risk Management and Resilience to Climate Change at PRO-VIDA for their time and expertise which has provided critical insights for this article. Start Network and the OCHA/UNDP Connecting Business initiative continue to engage and explore the potential for enhanced locally led networks which act early and anticipation to protect lives ahead of crises.
