Exploring the concept of strategy as practice in national disaster risk reduction: The case of Botswana

Abstract

The study investigates how strategy implementation is done for national Disaster Risk Reduction (DRR) in Botswana and what improvements can be made using the Strategy as Practice (SAP) lens. The extant literature rarely explores how DRR is done from firsthand experiences of those on the ground. This contrasts with conventional strategic management strategy in practice, that takes into consideration the process in which individual interactions and interpretations of organisational strategy influence the enactment of strategy on the ground. A qualitative case study approach was adopted, gathering data from staff implementing the DRR strategy at all three levels of the Botswana DRM institutional framework. Data was collected using semi structured interviews, focus groups and the nominal group technique.

Findings show that there is no formal DRM legislation in the country, meaning there are no legally required risk management systems in place. Due to this, DRR has historically been conducted without effective communication and coordination of DRR strategies and systems at national, district and village levels, as well as adequate technical, human and financial resources. The study recommends that a DRM legislation, sufficient training for DRR implementors, effective resource allocation as well as coordination and communication strategies and systems should be put in place to effectively mitigate disasters that the country may face in the future.