New Partnerships for Co-delivery of the 2030 Agenda for Sustainable Development

Abstract

Partnerships have become a corner stone of contemporary research that recognizes working across disciplines and co-production with intended users as essential to enabling sustainable resilience-building. Furthermore, research that addresses sustainable development challenges brings an urgent need to reflect on the ways that partnerships are supported, and for the disaster risk management and resilience communities, efforts to support realization of the wider 2030 Agenda for sustainable development bring particular pressures. In November 2019, the UK Disasters Research Group (DRG) brought together a number of key stakeholders focused on disaster risk, resilience, and sustainability research relevant to Official Development Assistance to consider how fit for purpose existing partnership models are for the pace of change required to deliver the priorities of the wider 2030 Agenda. Participants were invited to discuss how research partnerships across three levels (individual and project-based; national and institutional; and international) could be improved based on elements that facilitate robust partnerships and learning from aspects that hinder them. From the discussions, participants emphasized the importance of effective communication mechanisms in building partnerships, co-designing projects, and establishing shared objectives. Enhanced approaches to addressing equitable partnerships and funding more substantive timelines will be key to responding to the challenges of the 2030 Agenda.

Evaluation of Factors Affecting the Competitive Advantage of Organizations in Establishing Sustainable Project Management Post Covid-19

“…Tis is also unique in addressing the current situation of the competitive advantage of organizations [3,4,19]. It needs efective mitigation from the perspective of future theoretical research implications [21,25]. Diferent resources and policies are necessary as they are always required for every project.…”

Risk-Layering for Indirect Effects

“…However, such effects are currently barely considered in most countries' risk management plans even though they can seriously threaten global agendas such as achieving the Sustainable Development Goals by 2030 (Reichstein et al 2021) or targets formulated in the Sendai Framework for Disaster Risk Reduction 2015-2030. While the need for new partnerships is forming (Bucher et al 2020) (for example, codesigning strategies, that is including stakeholders from the very beginning of the research) to effectively deal with disasters (Shaw 2020), the major focus of traditional risk management still lies on combating the direct effects of disasters. This can be explained partly with the fact that direct risk management, by definition, also reduces the chances of indirect risks, as the latter emerges merely in association with the former (Lucas et al 2018).…”

Introduction

“…Consideration of how they work in other contexts can provide useful pointers to those attempting to make progress in warnings. There is a whole literature on building successful business partnerships (Rosen 2007;Morten 2009;Swientozielskyj 2016), which is increasingly being applied more widely (de Bruijn and Tucker 2002, Bang and Frith, 2017, Stibbe and Prescott 2020, Bucher et al 2020, WISER 2020. The lessons learned there are equally relevant to the production of warnings (Golnaraghi 2012).…”