How can you build resilient philanthropic partnerships that survive natural disasters and emergencies?

Natural disasters and emergencies can disrupt or destroy the work of philanthropic organizations and their partners. How can you build resilient philanthropic partnerships that survive these challenges and continue to deliver impact? In this article, you will learn some practical tips and strategies to strengthen your collaboration, communication, and adaptation skills in times of crisis.

1 Assess your risks

Before you enter into a partnership, you should assess the potential risks and vulnerabilities that could affect your goals, activities, and resources. This includes identifying the types of disasters and emergencies that are likely to occur in your context, the impact they could have on your beneficiaries, staff, and infrastructure, and the contingency plans you have in place to cope with them. You should also evaluate the capacity and readiness of your partner to deal with these scenarios, and how you can support each other in case of an emergency.

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Stephen Blakeway

working for a 'One Welfare' world
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My work, which has focussed on a One Welfare approach to animal health and welfare, has tended to be in places perceived as more vulnerable, more at risk, and less well resourced, than the mainstream. However, because communites on the edge of the mainstream are aften already highly adaptable and feel less entitled, I question this assumption. My observation is that to be effective in the face of disasters / emergencies, organisations need to be less rigid in their objectives and strategies, to stop seeing the world as a series of movable three-year projects, to be prepared to flex their KPIs to fit with local and less powerful partners, and to see whole communities rather than ecomonic assets. In other words be more creative and adaptable.

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2 Communicate effectively

Communication is key to any successful partnership, but especially in times of crisis. You should establish clear and regular channels of communication with your partner, and agree on the roles and responsibilities of each party in case of an emergency. You should also communicate openly and honestly about your expectations, challenges, and needs, and listen to your partner's feedback and concerns. Communication is not only about sharing information, but also about building trust, understanding, and empathy.

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Stephen Blakeway

working for a 'One Welfare' world
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Effective communication is indeed important. I wrote the post above because LinkedIn led me here. I do not understand where these articles sit so thought I'd test the feature by writing something. I'm surprised but happy that some LinkedIn friends have seen it. I agree with the Communication points in this section, but want to highlight that the people in and affected by the disaster take priority. In my experience, wealthy donor charities / agencies can behave as if they feel entitled to set the rules of engagement, sticking rigidly to sets of KPIs, which may not mesh with other donors. Those affected by the disasters and emergencies should be able to communicate and structure information in the way that works and makes most sense to them.

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3 Adapt to changing needs

Natural disasters and emergencies can create new or urgent needs for your beneficiaries and communities, and require you to adjust your strategies and activities accordingly. You should be flexible and responsive to these changes, and work with your partner to find creative and effective solutions. You should also monitor and evaluate your progress and impact, and learn from your successes and failures. Adaptation is not only about reacting to external factors, but also about innovating and improving your partnership.

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Stephen Blakeway

working for a 'One Welfare' world
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As I am just learning about this feature of LinkedIn I will forgive myself for saying above what LinkedIn thinks and says in this section about the need to be adaptable to changing needs. A lesson in reading ahead. One point to raise is the rigidity of many monitoring and evaluation frameworks which can end up becoming means of control. Many use complex language and flow diagrams which fit the worldview and make sense to the person who wrote them but can be extremely challenging to others. If the framework cannot, in some form, be used and owned by recipient communities it is probably over-complicated.

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4 Leverage your strengths

Each partner brings unique strengths and assets to the partnership, such as skills, knowledge, networks, resources, or influence. You should recognize and appreciate these strengths, and leverage them to enhance your collective impact. You should also seek to complement each other's weaknesses, and fill in the gaps where needed. Leveraging your strengths is not only about maximizing your potential, but also about creating synergies and value.

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5 Support your partner

Natural disasters and emergencies can take a toll on the well-being and morale of your partner and their staff, as well as your own. You should support your partner in coping with the stress and trauma that may arise from these situations, and provide them with the emotional and practical support they need. You should also celebrate your achievements and milestones, and acknowledge the efforts and contributions of your partner and their staff. Supporting your partner is not only about helping them survive, but also about helping them thrive.

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6 Review your partnership

After a disaster or emergency, you should review your partnership and reflect on what worked well and what did not, and how you can improve your collaboration in the future. You should also solicit feedback from your partner and other stakeholders, and incorporate their insights and suggestions into your action plan. You should also renew your commitment and vision for your partnership, and reaffirm your shared values and goals. Reviewing your partnership is not only about learning from your experience, but also about strengthening your relationship.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you build resilient philanthropic partnerships that survive natural disasters and emergencies?

1

2

3

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1 Assess your risks

2 Communicate effectively

3 Adapt to changing needs

4 Leverage your strengths

5 Support your partner

6 Review your partnership

7 Here’s what else to consider

Philanthropy

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How can you build resilient philanthropic partnerships that survive natural disasters and emergencies?

1

2

3

4

5

6

7

1 Assess your risks

2 Communicate effectively

3 Adapt to changing needs

4 Leverage your strengths

5 Support your partner

6 Review your partnership

7 Here’s what else to consider

Philanthropy

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