Inter-agency collaboration and disaster management: A case study of the 2005 earthquake disaster in Pakistan

Abstract

In post disastrous situations, coordinated and integrated interventions aimed at relief and rehabilitation not only help facilitate reaching out to the affected communities in a timely fashion but also pave the way to channel scarce and valued resources towards end users in an efficient and effective manner. This article attempts to trace the origins and gradual development of ‘inter-agency collaboration’ and the implications thereof for disaster management strategies in Pakistan through an analysis of relief and rehabilitation interventions undertaken by the Government of Pakistan in collaboration with local and international Non-governmental Organisations (NGOs) and relief agencies in the ex post of the 2005 earthquake. Data for this study were collected through structured and semi-structured interviews from government officials, representatives of NGOs and relief agencies and ordinary women and men in the earthquake stricken localities of Balakot and Mansehra districts of Pakistan. On the heels of the 2005 earthquake, both local NGOs and faith-based organisations in concert with international NGOs and relief agencies from around the world rushed to assist Pakistan in it’s rescue and relief operations at a time when the country was faced with the twin dilemma of both the non-existence of peculiar institutional arrangements for disaster management and a lack of the necessary technical and financial resources. The aftermath of the 2005 earthquake offered opportunity to the Government of Pakistan and the NGOs and relief agencies alike to transform their individual interventions into a robust and organised ‘inter-agency collaboration’, which was later on realised in the form of establishment of a national disaster management organisation called the ‘Earthquake Reconstruction and Rehabilitation Authority (ERRA)’. The establishment of ERRA not only paved the way for avoiding duplication and wastage of resources but also ensued in reaching out to the affected communities in a timely fashion. The Pakistani case offers implications in terms of highlighting the salience of establishing ‘inter-agency collaboration’ in other settings.

The impact of public leadership on collaborative administration and public health delivery

“…This conclusion is backed by studies that analyzed how leadership styles affected collaboration in environment management [ 134 ]. Earlier empirical research on collaborative administration and managerial leadership is reported not only from Pakistan but also from other countries [ 135 , 136 ]. In addition, prior empirical research has demonstrated that PL effects civil servants commitment, workplace engagement, performance, citizenship behaviour and change orientations [ 30 ].…”

The impact of public leadership on collaborative administration and public health delivery

“…This conclusion is backed by studies that analyzed how leadership styles affected collaborative administration [138]. Earlier empirical research on collaborative administration and managerial leadership is reported not only from Pakistan but also from other countries [139,140]. In addition, prior empirical research has demonstrated that PL enhances the attitudes and behaviours of civil servants, including their commitment, engagement, health performance, citizenship behaviour, and change orientations [29].…”

The Effect of the Performance of the TNI-AU SAR Team Personnel During the Kab. Cianjur

“…Adequate equipment allows them to search, evacuate, and provide medical assistance more effectively and efficiently [10]. (3) The TNI-AU SAR team personnel cooperate with other related parties, such as the Regional Disaster Management Agency (BPBD), the police, and local government agencies. Good coordination between the Indonesian Air Force SAR team and related parties allows them to support each other, share information, and utilize resources effectively.…”

“…Through a comprehensive approach, this research will identify factors that influence collaboration, such as coordination, exchange of information, and effective division of tasks. The results of this study can provide insight into the importance of good collaboration and provide recommendations for increasing inter-agency cooperation in earthquake emergency response [3]. This research will examine how the personnel of the Indonesian Air Force SAR team monitor the latest information that is relevant to the earthquake emergency response situation.…”