A NGO is an organization independent of the government whose primary mission is not commercial, but focuses on social, cultural, environmental, educational, and other types of issues.” Role IFRC Benefits Types

2. Introduction
• A NGO is an organization
independent of the
government whose primary
mission is not commercial,
but focuses on social,
cultural, environmental,
educational, and other types
of issues.”
• Role
• IFRC
• Benefits
• Types

3. Introduction
Defining Characteristics: NGOs in
the disaster management have two
defining characteristics.
1. Their members have a common
background
2. They have a defined mission
that guide their action
Nonprofit, civilian-based,
staffed organization that
depend on outside sources of
funding and
materials(including from
governmental) to carry out a
humanitarian-based mission
and associated goals in a target
population.”
The most well-known NGOs
for disaster management are
Red Cross and Catholic Relief
Services.

4. Classification of NGOS
Nongovernmental organization (NGO) e.g. Oxfam, IFRC
Private voluntary organization (PVO)
International organization (IO) e.g. UN, ICRC
Donor agencies e.g. USAID, ECHO, World Bank
Coordinating organization e.g. ICVA
Several classification of humanitarian-based NGOs are described in
the following list.

5. NGOs that focus on disaster management provide a great many required resources
and services.
NGOs are well regarded for their information-gathering abilities, which are used to
create and verify damage and need assessment.
They focus their efforts upon individual skill sets or technical services.
NGOs allow for greater capability to reach a larger population in less time.
NGOs’ fundraising efforts greatly increases the amount of financial support and as a
result the amount of humanitarian work increases.
Objectives:
1. Reduce the crude mortality rate among disaster victims
2. Minimize the incidence of disease and disability
3. Assist in reconstruction and repair of infrastructure that has been damage
4.Protect displaced population, and provide for their safe return.
What Do They Do?

6. 1. They value their independence and neutrality.
2.Their organizational structure tend to be decentralized.
3. They are committed.
4. They are highly practiced oriented.
Characteristics of NGOs

7. Example of areas in which NGOs
focus their efforts include:
• Agriculture
• Animal rescue and care
• Community Development
• Disaster mitigation,
preparedness and education
• Emergency response
• Housing repair and
reconstruction
• Immediate shelter and mass
care camp administration
• Short-term and long-term
medical assistance
• Victim security and safety
• Psychological counselling
Area of focus

8. NGO disaster management work
fall under the four function of the
emergency management spectrum.
• Preparedness
• Mitigation
• Response
• Recovery
• Short-term Need Response
• Long-term Need Response
• External Response Agency
NGO Disaster Management Work

9. NGO Operations
NGO’s must either conduct fund raising
campaigns or apply for competitive grants to
sustain their mission and activities
Each organization is unique in its financial
requirements
These organizations operate on very low
administrative budget
Development organizations in the presence
of disaster constantly seek grants and solicit
funds
Funding:

10. • Established NGO’s raises funds
quickly for response and
recovery activities
• Expansion of media coverage
helps in funds raising but NGO’s
still campaign to raise awareness
about the needs of population
• Sources of funding exists for
humanitarian and development
NGO’s, notably USAID, OFDA
provides significant amount of
funding
CONT…

11. CONT....

12. Forms of funding NGO’s have
International organization grants
Government grants
Religious
organizations
Civic organizations
International
organization
contracts
Government
contracts

13. CONT….
• NGO’s competes to secure grants, contract or other
funding for disaster management work
• Funded NGO’s perform all the work themselves or sub
contract out specific task to other small NGO’s

14. Coordination
• Disaster response and relief organizations and agencies
working to provide a greater sum benefit then working on their
own
• NGO community resist widespread coordination because of:

15. CONT…
1. Fear of control
2. Territorial nature concerning their mission objectives and goals
3. Desire to avoid the bureaucracy that accompanies formal
coordination mechanism
NGO’s are under no obligation to work with each other and with local,
national or international government response and recovery organizations

16. CONT…
• Humanitarian assistance coordination center (HACC) created by
military organization assist with interagency coordination and
planning
• Humanitarian operation Centre (HOC) coordinate the overall relief
strategy among all participant
• NGO’s may coordinate under several different location, mechanism
and situation like disaster size, onset speed and scope, range of
agencies involved in response, includes:

17. CONTD….
1. local/national government emergency operation
center
2. NGO fields coordination meetings (formal or
informal)
3. Conference calls and teleconferences
4. Designated coordination websites
5. Civil military operations center
6. Humanitarian information center

18. Humanitarian information center (HIC)
• HIC:
It supports coordination of
humanitarian assistance
through the provision of
information products and
services

19. Role of HIC
• A space where humanitarian community can share
and access information resource
• A provider of information product and services
• A focal point for data collection, analysis and
dissemination
• A facilitator for initiative and activities related to
information management in the field

20. Characteristics of HIC
• Common resource of
humanitarian community
• Integral part of coordination
structure
• Must work in partnership
with specialized agencies
• Must be demand driven and
serve operational and
strategic needs and seek
feedbacks

21. CONT…
• Should encourage participation by local,
national and international actors
Must be service oriented
• Develop phase out and transition
strategy along with its partner

22. Activities of HIC
• Provide orientation
material in written,
graphic or verbal form
• Provide a range of
information service as
maps, meetings etc
• Develop and promote
standards to facilitate
data
• Collect, maintain and
make available range of
data set

23. CONT….
Create a framework and strategy for
information management in the field
advise other organization on information
management issues
Provide physical space for community
Engage with local actors to support and
develop existing information infrastructure.

24. NGO/Military Cooperation

25. CONT..
• ‘Traditionally NGOs have resisted direct cooperation with
military organizations.
• Compromise the core values and threat to neutrality and
independence.
• They believe it is vital the host population view there actions
entirely independent of any government and or military
interference.
• Long standing fear that military organizations will attempt to
take over the humanitarian operation, preventing them from
serving target population
• NGOs biasness (ideological, political differences, negative past
experiences)

26. CONT…

27. CONT..
In 2004 Asian earthquake and tsunami events in Aceh province Indonesia
2005 Asian earthquake in Kashmir-importance of military assistance
• NGOs have unique
access, local
assessments, face to
face interaction
• specific training to
address needs, mental
health issues
• prevent secondary
public health disaster
• Refuge camp----
Good example of
synergy

28. Role of Beta in Your Portfolio
Unlike government
and multilateral
organizations, NGOs
are accountable only to
themselves and their
donors
Have no obligation
to coordinate with
other NGOs or
official
government
responders
They are
subject to the
laws of what
they can and
cannot do
Such independence
have positive and
negative influence

29. Cont..
In early years of international disaster
management, creation and participation
by new NGOs
• Competition
• Little coordination
• Poor resources
• Duplicated services and resources
• Need remain unmet
In 1980 and 1990- expanded role of
NGOs in IDM and amount of funding
• Corruption and Misuse of funds
• Lack of coordination and effective
management

30. Cont..
Need for self-discipline and
organization several NGOs set
out to create codes of conduct
and standards of service
In 1994 eight of the largest
NGOs involved in humanitarian
response Developed “The
code of conduct”
Formalized the actions of
growing number of NGOs
General guideline for all
organizations
No matter its size, background,
affiliation, scope

31. The code of Conduct- 10 points of principle )
1. The humanitarian imperative comes first.
2. Aid is given regardless of the race, creed, or
nationality of the recipients and without adverse
distinction of any kind. Aid priorities are calculated
on the basis of need alone.
3. Aid will not be used to further a particular political
or religious standpoint.
4. We shall endeavor not to act as instruments of
government foreign policy.
5. We shall respect culture and custom.

32. Cont..
6. We shall attempt to build disaster response on local capacities.
7. Ways shall be found to involve program beneficiaries in the
management of relief aid.
8. Relief aid must strive to reduce future vulnerabilities to
disaster as well as meet basic needs.
9. We hold ourselves accountable to both those we seek to assist
and those from whom we accept resources.
10. In our information, publicity, and advertising activities, we
shall recognize disaster victims as dignified humans, not
hopeless objects.

33. Handbook
 To address the need for an improvement in the both effectiveness and
accountability of NGOs operating in disaster response, a group of
NGOS came together in 1977 and developed the handbook
 This guide which has since been revised expanded with
 Input from thousands of representatives from over 400 NGOS
 UN agencies, academic institutions
 Sphere project website www.sphereproject.org
 The handbook address the standard by which humanitarian
Organization can conduct operation in eight sectors
Water supply and sanitation, Nutrition, food aid, shelter, Health services,
food sucrity, process standard, participation, crosscutting issues

34. The Role of the Private
Sector
 Businesses have a major role to
play in overall disaster
management.
 Businesses have begun to subscribe
to the self-preservation practice of
business continuity planning.
 All businesses, regardless of
whether they control critical
infrastructure or are corner markets,
play an important role in their
community.
 Whole communities have been
uprooted when employers were
unable to reopen.

35. CONTD…
 During the World Economic Forum (WEF) annual
meeting in Davos, Switzerland (2007), over 800
private sector representatives discussed their
involvement in emergency relief and considered
adoption of draft "Guiding Principles" developed by
the WEF and humanitarian agencies.
 The principles, which draw on codes of conduct
developed by the UNIASC, insist that
 1. Coordinate with mainstream humanitarian
actors
 2. Distinguish commercial from philanthropic
operations
 3. Be accurate and truthful in public relations
activities
 The Humanitarian Relief Initiative (HRI) of the
WEF was launched in 2006. emphasis is on better
preparedness and clear terms

36. CONTD…
• Businesses also play an active role in
disaster management activities by
providing in-kind donations of their
products.
• Examples of private sector
organizations that often partake in
disaster
• One particular program noted for its
success in involving businesses in
comprehensive disaster management
was a U.S. government initiative.
• The Union Carbide accident in
Bhopal, India, was the direct cause of
at least 3000 deaths.

37. The Role of Academia

38. • The vast NGO community has revolutionized management of international
disasters.
• The humanitarian NGOs have elevated their disaster management role from
supplemental to central.
• The capacity and influence that the International Federation of the Red Cross and
Red Crescent Societies has assumed, including their inclusion in many nations’
internal disaster management structures and their leadership in international
disaster response and recovery operations, are indicative of the direction the entire
NGO sector will be taking in the future.
Conclusion