Managing External Relations - Disaster Management Center ...

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Managing External Relations
In addition to the tools described above, important reference materials related to developing
external relations strategies are included at the end of each of the following sections . These
materials should be accessible to all staff for use in building group and personal strategies and should
be ‘on hand’ in all offices. Copies should be provided or staff should be informed of the location of
the materials, for example, in a library or on the Internet.
Strengthening Relationships with Partners
In an emergency, the typical scenario might involve stress and chaos in the face of overwhelming
needs, exacerbated by difficulties in communication and inadequate response capacities. In complex
emergencies, the response may involve a wide range of actors, including military forces, and
extensive resources, all requiring co-ordination to meet the needs of the affected population.
To speed the process at the onset of an emergency, the mechanisms and relationships needed for
co-ordination should be visualised and cultivated if possible prior to the emergency. The process can
be enhanced through development of a strategy for external relations, as suggested below.
(1) Establish goals and objectives for external relations — Specific goals should be developed
relevant to your situation based on or incorporating the following general goals:
♦ Promote constructive relations with institutions with related concerns.
♦ Resolve problems and keep in mind long-term objectives when achieving short-term goals.
♦ Provide sufficient advice and information to all government authorities, implementing
partners and other UN agencies.
♦ Understand concerns and information needs of other groups and institutions.
♦ Encourage government responsibility for refugee issues.
Goals and objectives should also be based on removing or addressing barriers to co-operation,
co-ordination and collaboration. Objectives and activities should be changed as barriers or obstacles
are identified throughout the emergency operation. Cultivate and improve inter-agency relationships
through the use of networking, facilitation, negotiation, presentation skills and observation of agreed
codes of conduct, standards, and principles such as the PARinAC principles (with NGOs). Other
guidelines of this type are the Code of Conduct, and the current work of the Sphere standards
sponsored by the IFRC and others. Some barriers to inter-agency relationships, such as inefficient
bureaucracies or frequent staff turnover, may also require capacity building efforts.
During an emergency, how can you establish practical goals to address
capacity building needs?
Capacity building needs can be identified prior to and during the emergency and discussed with all
relevant partners, including government, other UN agencies and NGOs. If such needs cannot be
addressed quickly during the emergency, they should become part of a longer-term strategy for
rehabilitation and recovery.