Tsunami engulfs Sri Lankan governance

Bibliographic Data

ID9963541
AuthorsRamanie Samaratunge (0000-0002-6203-0382, Monash University, corresponding author), Ken Coghill (0000-0002-6823-5223, Monash University), H M A Herath (Department of Public Administration, University of Sri Jayawardenapura, Sri Lanka)
Year2008
Volume74
Issue4
Pages677-702
Publication date2008-12-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueInternational Review of Administrative Sciences (JOURNAL)
Journal identifiersISSN: 0020-8523 • E-ISSN: 1461-7226
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/0020852308098474
OpenAlexW2015027833
LanguageEN
Citations received1
References cited30

The features of governance during the provision of relief immediately following the 2004 tsunami, the restoration of key services and facilities, and the longer term rebuilding of damaged/destroyed infrastructure, in the Galle District of Sri Lanka, are investigated in this case study. Interview data revealed that recovery attempts were significantly weakened by the lack of collaboration among key players at the central and the district level. In particular, at the district level, interactions among key stakeholders have lacked focus and were ad hoc. We argue that despite the growing recognition of the advantages of the integration of the actions of various state and non-state actors in such governance, government appears to be reluctant to move away from the existing `command and control mode' of governance. As a result, transaction costs of governance were excessive, and the resources allocated for reconstruction were either misused or left underutilized. Points for practitioners Following a major disaster there is enormous goodwill, with willingness to overlook previous divisions and partisan interests. However, this is fragile and easily dissipated. It must be deliberately preserved and built on. Practitioners should seize the opportunity to build collaborative relationships and to reform administrative processes to facilitate the delivery of supplies and services, giving priority according to need. Advice to the political executive must emphasize the urgency and public interest in drawing on all available human, financial and physical resources through collaborative arrangements involving all sources, including the public service at each level of government, business and non-government organizations

Business · Corporate governance · Government (linguistics · Political science · Politics · Public relations · Public sector · Service (business · Service delivery framework · Disaster Management and Resilience · Disaster Response and Management · Finance · Infrastructure Resilience and Vulnerability Analysis · Law · Marketing · Public Administration

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