Resuscitating Post-Disaster Response in Nepal
ASIA--PACIFIC, 26 Sep 2016
Kedar Neupane – TRANSCEND Media Service
19 Sep 2016 – Government may have several political agenda but nothing should prevent from focusing full attention to the plight of the survivors of the last years’ earthquakes. People of Nepal and the community of nations expect political parties will rise above political differences and speed up the reconstruction efforts in providing basic needs (food, shelter, health, education and means of livelihood) of the fellow citizens. Humanitarian issue is not a partisan issue. Government must not delay and shy away from bold actions.
Delayed actions of the government and ineffective bureaucratic response to the requirements of survivors’ and communities are of serious concern. Several thousand people are still languishing in tented and dilapidated temporary shelters, for past over one winter and two monsoons, is unimaginable. If continued, more will die in hunger, malnutrition and diseases. Status-quo situation is morally unacceptable. Elected government (of the people by the people for the people) has an unquestionable duty to uphold its responsibility. Now is the time to a Marshal Plan for rehabilitation and reconstruction of devastated areas.
Without robust institutional mechanisms with authority, relevant expertise, skill technical know-how National Reconstruction Authority (NRA) is only as good as another white elephant of government bureaucracy. The current work focus is on creation of process-oriented bureaucratic jumbles and layers. It is unable to respond swiftly. My previous work experience in similar situation, in other parts of the world, emboldens me to suggest that an effective post-disaster-management institution (if organized with built-in capacity of delivery-orientated results-focused processes) is the only way forward.
Poor decisions lead to ineffective response and inefficient post-disaster response and have created an extra-ordinary situation. This has compounded miseries of the survivors. An extraordinary situation requires bold initiatives and exceptional measures. Government of Nepal must mobilize internal and external resources by forging partnerships with relevant actors in multiple fronts. In challenging situation response strategy and mechanism should be guided by time factor, objective being not lose more lives. Basic requirements of survivors must come first in rehabilitation while reconstruction would continue in parallel. This requires results-oriented response mechanism, not bureaucratic-driven response. It would be otherwise a failure. It has not succeeded anywhere. Current situation can be resuscitated if we can first come out of ‘silo-thinking-mind-set’ and, seriously consider;
(1) Reorganize National Reconstruction Authority to energize the organization by appointing new leadership, with a senior person with vision, determination, proven management and coordination skills to instill much needed confidence, energy and wisdom;
(2) Create a small Policy Advisory and Implementation Coordination Group with seven to nine members comprising department (of Housing/Infrastructure, Health, Home Ministry, one disaster management Nepali expert with international work experience, one from Planning Commission, one from bilateral donor community and one from consortium of international organizations. This group should be co-chaired by CEO of NRA and Chief Secretary;
(3) NRA is a technical institution. It does not require a jamboree of politicians. Thus, abolish Advisory Council and Steering Committee which is headed by Prime Minister and with members from political parties and parliamentarians. Reinforce that NRA is a non-partisan authority with limited duration and clear mandate;
(4) NRA should plan programs, hire competent personnel and select implementing partners (including domestic and international). Entrust NRA with decision-making legal powers and responsibility of management and coordination of end-to-end performance without political interference. It should be held accountable for its actions;
(5) Create a separate Post-Disaster Reconstruction Fund, managed by NRA. Donations and funds for this purpose should be deposited into this. This fund should not be linked with national budget cycle and managed “outside-regular budget” with International Public Sector Accounting System for high level of transparency and accountability demonstrating financial credibility. Separate budget planning cycle is required for accelerated implementation and this can only be done with “outside-regular budget” mechanism. Requiring rapid decisions and disbursements will not be feasible if financing is tied up with rigid government budget and finance cycle because government structure is not designed for rapid response and action. Reconstruction needs speed, flexibility and multiple actors. Given the governments’ past record in project implementation and poor response to post-disaster front-loading of funds cannot be expected. Government must establish its credibility and accountability, demonstrate seriousness to do business in openness and transparency (transparency is not about creating web-sites);
(6) Induct consultative services of experts with relevant experience (national and international) to strengthen NRA capability. Co-opt voluntary services of expert Nepalese (retired from UN Agencies, international and multi-lateral organizations) who are available in Nepal. NRA should also establish a credible monitoring, coordination, reporting, evaluation and internal audit system;
(7) Individuals recruited by NRA should have job descriptions, without ambiguity of responsibilities, with defined level of authority and accountability, for each position. Appoint only doers, not for warming up of chairs, for efficient functioning of NRA.
(8) Assign defined operational areas of responsibility to one donor country for program implementation and funding of activities. This is doable. Construction and upgrade of schools and hospitals (including equipment, supplies and materials) could be given to India; construction of roads, bridges and relevant infrastructure to China; means of livelihood and income-generation to Japan and Switzerland; energy, water-supply and sanitation to South Korea and Nordic countries. Likewise, assign a donor with one or more districts or areas for integrated development. This approach to operations management is now warranted for reasons of failures of government and bureaucracy to timely delivery of promised material and cash assistance. This is practical for it assigns full responsibility to one single development partner or in cluster approach;
(9) Government units are set-up only for routing affairs of government. Rehabilitation needs speed while reconstruction requires significant scaling-up of activities. Invite friendly donors and competent International NGOs with matching resources and technical expertise to work in partnerships with NRA;
(10) Declare Post-Disaster Emergency in earthquake affected-areas and co-opt Nepal Army to secure disaster-affected areas to back-up disaster operations. Army should assist and facilitate field works in communities and with authorities, where needed. Army should be entrusted with legal powers to deal with unauthorized political demonstrations, obstructions, vandalism and any other misconduct. Army should establish working relationship with other stakeholders and maintain harmony in communities in operational areas for unhindered implementation of program;
These suggestions, if implemented by government, can go a long way in instilling much desired credibility in the community of nations, people and build on citizens’ trust – which seems to have been rapidly fading away with ambivalent actions of the past.
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Kedar Neupane – President, We for Nepal. Geneva, Switzerland. neupanek1950@gmail.com
This article originally appeared on Transcend Media Service (TMS) on 26 Sep 2016.
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