Local Municipalities Struggle to Adopt a Proactive Approach to Disaster Risk Management

#RiskManagementStrategy #DRR #DisasterRiskManagement #SouthAfrica #DevelopmentalPlanning #Development??

The impact of both natural and man-made hazards, exacerbated by climate change and population growth, continues to undermine sustainable development throughout the world, including in South Africa. This necessitates that sustainable development be enhanced through the integration and mainstreaming of disaster risk management.?

Disaster risk is defined as “the potential loss of life, injury, or destroyed or damaged assets, which could occur to a system, society or a community in a specific period of time, determined probabilistically as a function of hazard, exposure, vulnerability and capacity” by the UNDRR (2017). Disaster risk management, also referred to internationally as disaster risk reduction, includes all aspects of planning for disaster risks and responding to disasters, including both pre- and post-disaster activities (prevention, mitigation, preparedness, response and recovery).??

Given disaster risk management’s intrinsic relationship with development, it must be considered within a broader development framework, ensuring development and service delivery work towards addressing disaster risk, the principle of mitigation is applied to development projects and that the concept of ‘building back better’ is applied following the impact of major incidents and disasters.???

Despite this, however, research and our own experience within the South African context have shown that the ‘mainstreaming’ of disaster risk management into all organs of state, across all sectors, and within national, provincial, and municipal spheres of government has not progressed as it should - or as much as the Disaster Management Act (No. 57 of 2002) and National Disaster Management Framework calls for.??

In 2021, DMS NPC compiled a report for the South African Local Government Association (SALGA) assessing the performance of municipalities in disaster risk management. According to findings, many municipalities were considered not to have delivered on their constitutional developmental mandate due to inadequate financial management, poor service delivery and widespread corruption. Local government also seems to be challenged with larger areas of jurisdiction, service backlogs, the devolution of several new powers and functions to local government, new and often difficult relationships between councillors and officials and a lack of capacity.??

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Considering the link between disaster risk management and municipal service provision, municipalities need to be equipped to plan for and maintain ongoing disaster risk reduction plans. This is because when public services and infrastructure deteriorate, the risk of a major incident or disaster occurring increases. For example, when storm water drains are not properly planned for, implemented and maintained, the risk of flooding increases.?

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The findings from the SALGA report were further verified during engagement with three local municipalities in the Limpopo Province as part of the Anglo American MCPP (Municipal Capability and Partnership Programme) Disaster Management Support Project. DMS NPC was appointed by CSIR (implementing partner for the MCPP) to establish disaster risk management capabilities within these areas and develop Municipal Disaster Risk Management Capability Development Plans in response. Findings indicate limited or constrained disaster risk management resources within all three local municipalities, as well as the perception of disaster risk management being a response function. This renders the approach to disaster risk management as primarily reactive, with major implications for the sustainability of development planning within these areas.??

For disaster risk management to be effective on a national and grassroots level, three key ingredients are required.??

, stakeholders from all sectors need to understand and acknowledge that disaster risk management is a? critical requirement to inform sustainable development, which? has been overlooked for far too long. In essence, decision makers must take responsibility for the role they play in enhancing resilience in the communities they operate and serve.??

Municipalities must find ways to adopt a proactive approach as opposed to a responsive approach to disaster risk management.

Next, local communities and stakeholders that are exposed to disaster risks need to be included in disaster risk management planning and implementation. Involvement would include everything from identifying priority needs and disaster risks, influencing and participating in disaster risk reduction plans and projects and empowering communities to be prepared in the face of potential disasters. This will create buy-in at a local level and spur citizens on to become actively involved in disaster risk management-related matters.??

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Finally, an integrated approach is key for the success of disaster risk management, including the active involvement of the private sector. Through a collaborative and integrated approach, public and private sector partnerships will provide access to necessary capital and skills to ensure that the long-term effect of disasters on development and service delivery is vastly improved, which in turn increases the municipality’s ability to regulate any potential risks.??

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Disaster risk management, service delivery, partnerships and community involvement need to be viewed as interrelated components - starting with those at the top to ensure an enabling environment in which disaster risk management can be successful.??

When the national government advocates for this approach, local government will receive the resources and encouragement they need to improve.

While many local municipalities in South Africa are limited to operational planning and general reactivity, their ability to invest in developmental planning and general long-term resilience must be prioritised.??

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Municipalities need not find themselves trapped in a reactive loop - letting their reactive approach? limit their ability to consider investment in more sustainable, proactive measures. The first step is asking for help - whether it be internal capacity development (considering the enabling environment, organisational structure and individual capabilities) or through public-private partnerships.??

We’ve helped many municipalities and provincial governments address the gap. Need help? Get in touch.?

?? +27 (0)87 265 9421?

?? [email protected]?

References:?

UNDRR. 2017. Disaster Risk Management. Retrieved from Prevention Web: https://www.preventionweb.net/terminology/view/476??