26 Continued from previous page that the need for speed does not remove the need for quality work to be produced and for service standards to be maintained. In the words of Peter Drucker, “There is nothing so useless as doing efficiently that which should not be done at all.” Value for money must still permeate our consciousness. A hurricane should not become an excuse for lack of accountability. Performance and Results, not Process One of the long-standing challenges to a Results Based approach to work in the public sector is the long history of the pre-eminence of processes and procedures ahead of timely performance and results. In post-hurricane situations public sector managers need to place great emphasis on achieving the desired results. It is imperative that the focus is kept on performance that produces desired results and not the process intended to produce the results. Did a meeting achieve the desired result or was it simply another well-chaired or poorly attended meeting? Focus and Locus The history of the public sector in the Region is such that locations for Ministries can be fixed for decades. In post-hurricane situations it is often not possible to maintain the same location as before the impact of the hurricane. It might mean a temporary location that is entirely new or a sharing of the Ministry’s office space with another public-sector unit. This development can present a wide range of challenges from security concerns to interpersonal conflicts over personal space. Managers will be required to use their best judgment to ensure that the focus remains on priorities, results and accomplishments and not on the locale or physical location issues. Focus on continued risk assessment; partnerships; procurement; restoration of livelihoods; innovation and creative approaches, risk reduction advocacy. Managers should promote and model a culture of professional discipline in the face of likely hardships in relation to office accommodation. However, great care should be taken to ensure that staff are not required to work under physical conditions that are patently unsafe. SUGGESTIONS A Recovery Policy should be written and approved by Cabinet quickly Relevant laws should be enforced Enforcement tactics — curfew, evacuations, requisitions — should be clear Emergency budgetary allocations should be approved and include emergency arrangements for procurement and expenditure The lead coordinating agency should have a very clear statement of purpose and clear operational guidelines Revised emergency staffing structure should be agreed Relationships with Prevention, Mitigation, Preparedness, Response and Recovery agencies Non-Government Organisations (NGOs) should be encouraged to play a prominent role along with the private sector but in a cohesive, coordinated environment with a fit-for-purpose structure and institutional architecture The main Recovery Strategy should be quickly completed and approved with a well developed operational plan. An Action/ Operational plan must be regarded as part of the Strategy, not an optional addendum There should be subject matter and sectoral plans, Health, Agriculture, Tourism, Infrastructure, Utilities, Water and Sanitation, Education, Psychosocial support, Social support Mitigation measures should be underway Checklists should be up-to-date Exercises should be regular Planning should be based on data and local knowledge Continues on next page
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