FW: [se-drm] URGENT-Reply by 15 December 2009. Strengthening Sphere' Inter Agency Coordination and Unified Response Strategy- Advice, Experience
Vik
Dear all,
This is an extremely important subject and Sphere- India is to be congratulated
on catching the bull by its horns. I sincerely hope this commitment translates
into practical action plans.
Based on my experience in NGO Coordination and Resource Centre (NCRC), a post-
tsunami response platform at Nagapattinam, Tamil Nadu (different from TNTRC
which was a State-level body), I feel quite strongly about the following:
1. Ownership of the IAG
The stakeholders of the IAG drive the initiatives. These Stakeholders have to
be carefully chosen. Long term players with presence and on-going stakes in the
affected areas make the best partners as they have knowledge about the specific
socio- political milieu of the area, have an intuitive knowledge about the
differential impacts of both the disaster as well as the response packages on
the various communities that make up the social fabric of the place.
All responses will also be placed within the context of the long term
requirements of the area to ensure that short term knee-jerk responses do not
in any way harm the long term developmental interests of the specific place.
2. Agenda
The owners will also then be extremely cautious about whose agenda is being
promoted as "disaster response". Frequently, the responses are
governed by perspectives that are framed in contexts far removed from the local
requirements. Also, the post- disaster scenario just begs for innovative
approaches, turning into a lab for testing out theories of social re-engineering,
experimenting with pet hobby horses etc.
Development agendas of various players get mixed with the immediate recovery
responses actually required and generally work at cross- purposes. While the
donors may be satisfied with a handfull of success stories, the colossal loss
of investment which could have been used for better purposes is usually not
even studied or acknowledged.
3. Neutrality
The IAG should be seen as a "neutral" group with no stakes of their
own (like targets to meet, funding to compete for, etc.). While all of us are
"humanitarian agencies", we are also quite competitive and sometimes
play games of "one- upmanship" Unless the IAG is neutral and visibly
seen as an enabler rather than a competitor, the coordination mechanism will not
work.
4. Governance
This is also related to the ownership. There needs to be a good governance
mechanism which defines the broad framework within which all activities should
take place. There needs to be a effective monitoring mechanism to ensure that
the larger objectives are being met.This should not degenerate into a target
chasing mechanism which is generally observed at the end of the financial year
when there are a flurry of activities just to ensure that the targets are being
met.
5. Expertise
The platform will work only if there is value addition provided to the
process. This essentially means that each sector needs to be anchored by people
well experienced in that sector.
6.Flexibility
The platform requires a great deal of flexibility and funds. Dip- stick
studies, large- scale data collection etc are inevitable activities that need
to be done and the platform should have the flexibility and operational freedom
to do so in a timely manner.
7. Early Recovery Team
The UNDP is rolling out the concept of "early recovery" which is,
conceptually, an excellent model that would take care of most of the queries
posed here. There is a planned continuum from early response to recovery and
from theron to development. The players remain the same, thereby ensuring the
aligning of the larger framework to the post- disaster phase- based activities.
There are, I think, 9 schematic task forces put into place immediately after a
disaster and is generally led by the most experienced player (like water and
sanitation would be led by UNICEF). Apart from this, there is an "Early
Recovery Team", which has one person from each of these specialised task
forces along with any other experts as seen relevant. Govt. would also be an
integral part of this Early Recovery Team.
The Early recovery team then sets the larger agenda which is in keeping with
the laws and needs of the land. This is then carried forward by the various
task forces.
I am not sure if this is what you were looking for but, I hope it is useful.
With warm regards,
annie
--
Annie George
BEDROC, No. 5 Mettu Bungalow,
New Beach Road, Kadambadi,
Nagapattinam 611001
Mob: +91 94421 00074
Vik
From: Dr Rouf Mohiuddin Malik
[mailto:drrou...@gmail.com]
Sent: 16 December 2009 00:52
To: v...@sphereindia.org.in
Subject: Re: [se-drm] URGENT-Reply by 15 December 2009. Strengthening
Sphere' Inter Agency Coordination and Unified Response Strategy- Advice,
Experience
Dear Vikrant..
greetings..
i have gone through the other suggestions and i feel most of our aspired things stand covered, however with specific situation of Kashmir i have a few suggestions:
A) Whenever we talk of the disasters and the toll they take, the MAN made disaster in Kashmir super cedes anything and almost every thing.Some emphasis needs to be laid on this subject, in more clear terms, we need to accommodate this version of Disaster and also develop strategies for its response as well.
B) Networking is currently recommended as particularly suitable for NGOs and GO's to improve performance and enhance impact while responding to disasters, Since many NGOs are small and dispersed, networking is commonly seen as a coat-effective means to share information and spread knowledge about grassroots' needs, solutions and best practices. Also, networking is believed to strengthen NGO's ability to speak with one voice and to significantly increase their impact as policy negotiators and advocating agencies. However, while NGO-networking definitely has a potential to improve the undertakings of NGOs and grassroots' organizations , much of this potential is not realized.. NGOs have been found not to share information voluntarily as they are often fierce competitors for funds, market-shares and clients and - particularly - for the right to represent other, smaller NGOs. The so called 'NGO-community' is heterogenous and there is reason to doubt that it should have only one voice. Too much networking is done to boost the dominance of a few large and well-connected NGOs while too little networking is devoted to practical and grassroot-relevant efforts on the ground.One seriously needs to do something for this particularly with respect to Kashmir, where as you are aware, interpersonal skills are also a concern.
C)Difficulties faced towards having an IAG set-up in J&K is directly related to the Conflict situation of past two decades, previous Bad experiences of networking, less belief among each other, too much of govt influence on certain NGO's, & social unrest are the key factors. More trainings, in terms of capacity building would be required.
regards
Dr Rouf M MALIK
Amrit Goldsmith
Dear Vikrant,
Sorry for the long silence.
Thank you for the copies of the mails by members. The opinions and the suggestions are very valuable for the sustainence of the IAG process. The IAG process in NEI had shown good results so far, only the structuring and activating the programmes on regular basis becomes an issue.
The vision of IAG should not be lost- that it is a serving structure to the most distressed people – in abnormal life situations.
I wish we all come up with solutions to the qustion of acting together for common good and rise above petty organisational considerations.
I have retired from CASA after serving it for 31 years. I have joined Asian Rural Life Development Foundation (ARLDF) as Director of Projects. ARLDF is also in the net and will be happy to support AIG process in NEI.
Thank you for keeping me posted.
With kind regards,
A.K.Goldsmith
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Amrit Kr. Goldsmith
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