According to the UNDRR, Disaster Risk Reduction (DRR) is aimed at preventing new and reducing existing disaster risk and managing residual risk, all of which contribute to strengthening resilience and therefore to the achievement of sustainable development. At MOAS, our approach to DRR is rooted in empowering local actors, fostering durable solutions, and ensuring that preparedness is a shared responsibility. This blog explores our work’s core principles and real-world impact drawing on insights from a recent interview with Justin Schembri, a DRR expert who contributed to our latest publication, “From Field To Framework”. The project was generously funded by the Voluntary Organisation Projects Scheme (VOPS), an initiative managed and administered by the Malta Council for the Voluntary Sector (MCVS) under the auspices of the Ministry for Inclusion and the Voluntary Sector.
The Human Side of Risk Reduction
Justin’s background blends architecture, engineering, and risk science, providing him with a unique perspective on disaster preparedness. He notes that his journey from project management, where risk mitigation is central, to advanced studies in disaster science has shaped his understanding of how technical solutions and human decision-making intersect. “Project management is one big act of risk mitigation,” he explains, “and that’s where I became familiar with the idea that many bad things could be avoided with sensible planning.” This philosophy underpins MOAS’s DRR initiatives: thoughtful preparation can prevent or lessen the impact of disaster.
Defining DRR and the Challenges for Vulnerable Communities
For Justin, DRR is a multi-step process: first, understanding the community’s hazards and risks, and then identifying actionable steps to reduce vulnerability and exposure. He emphasises that DRR is not just about predicting probabilities, but about “looking at your options as an individual, society, or government on what aspects of that risk you can tackle and how.” The classic equation of risk as a function of hazard, vulnerability, and exposure guides this approach.
Yet, implementing DRR strategies is especially challenging for vulnerable communities. “The first thing is money,” Justin says. “Vulnerable communities tend to have fewer means available to take certain actions.” He contrasts the resource-rich context of Europe, where governments can “throw money at the problem,” with communities that lack both resources and, sometimes, political motivation for long-term planning. Short-term thinking and limited capacity often mean disaster response is reactive rather than proactive.
MOAS’s Approach: Empowerment, Not Dependence
What sets MOAS apart, according to Justin, is not technological innovation but a commitment to rediscovering and reinforcing what works by listening to those most affected. “MOAS shied away from top-down thinking,” he observes. Instead, the organization prioritized a “middle-down, down-up” approach, involving local people in planning and implementation. This strategy avoids creating dependence on humanitarian actors, which is a critical consideration as funding and priorities shift. “We’re not here forever,” Justin notes. “These people need to be empowered… to really affect their own fate to some extent.”
The Power of Local Partnerships
A recurring theme in Justin’s reflections is the importance of bridging gaps between administration and field staff, between organisations and communities, and even in the language used (“maybe even stop using the word ‘beneficiaries’ and see them more as partners”). Local partners are essential for ensuring that training programs are relevant, robust, and sustainable. The faster organisations can bridge these divides, the more durable and practical their solutions will be.
Lessons Learned and Real-World Impact
The most critical lesson from MOAS’s DRR projects is the value of durability and robustness. Solutions must outlast the presence of external actors and adapt to changing realities. Justin highlights the importance of archiving knowledge and documenting lessons learned, not just for MOAS, but for any organisation seeking to implement similar strategies in the future. “Even if 5% of what’s written proves to be useful, it might be something that clicks,” he says, offering guidance for the next generation of practitioners.
One particularly impactful case involved a fire outbreak in Cox’s Bazar, Bangladesh, after MOAS had provided firefighting plans, equipment, and training. When disaster struck, the community implemented the plans successfully, significantly reducing its impact. “It’s good to see disasters occur, but you plan, and you might be in a position where you can actually implement some of those plans, and then you’ll be pretty happy that you’ve planned.”
The Reward and Challenge of Chronicling DRR
Documenting the lived experiences, challenges, and successes of DRR initiatives is both rewarding and demanding. Justin describes the challenge of translating the complexity and emotion of fieldwork into written reports. Still, he also finds deep satisfaction in “chronicling a lot of hard work” and honouring the sacrifices made by those on the ground.
Final Thoughts
At MOAS, we believe that preparedness is the antidote to fear. By prioritizing local partnerships, empowering communities, and committing to learning and adaptation, we strive to make disaster risk reduction a living, evolving practice. Our latest DRR publication stands as a testament to this commitment, offering practical insights, real-world stories, and a roadmap for building resilience that lasts. Prepared, not scared: that’s the MOAS way.
This project has been funded through the Voluntary Organisations Project Scheme managed by the Malta Council for the Voluntary Sector supported by the Ministry for Inclusion and the Voluntary Sector (MIV)
This project/publication reflects the views only of the author, and the MCVS cannot be held responsible for the
content or any use which may be made of the information contained therein
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