TY - JOUR
T1 - Learning from a post-typhoon Haiyan/yolanda recovery institution (Oparr)
T2 - A new research agenda for recovery governance
AU - Iuchi, Kanako
AU - Jibiki, Yasuhito
AU - Tamayose, Beth
N1 - Funding Information:
iii. Coordination: OPARR provided unique support to affected local governments to develop rebuilding plans needed for funding approval. Actors external to the Philippines’ government – e.g., international agencies, NGOs, and private sector organizations – were also capable of supporting local governments via coordination with OPARR. Having different ac-tors share a vision of building back the affected areas was possible due to OPARR’s existence, as its gov-ernance was structured to incorporate local visions in a bottom-up process. However, actually implement-ing this approach to developing plans was challeng-ing due to the variations in the actual planning capac-ity of local governments.
Funding Information:
This work was funded by the Japan Society for the Promotion of Science, KAKENHI 20H02320, and builds on a prior study funded by KAKENHI 16H05752. The authors extend their gratitude to the formal and informal interviewees involved in Haiyan/Yolanda recovery. The authors also thank the anonymous reviewers for their time and helpful comments. The authors take full responsibility for any inaccuracies, omissions, and/or errors.
Publisher Copyright:
© 2020, Fuji Technology Press. All rights reserved.
PY - 2020
Y1 - 2020
N2 - In the phase after disasters, particularly those of an unprecedented magnitude, governance structures of-ten emerge specifically oriented toward rebuilding, with a post-disaster institution at its center to head the reconstruction process. However, little is under-stood about such institutions’ actual operation, impact on recovery, and role in recovery governance. As post-disaster institutions are trending in recovery, it is important to better understand their nature. As a first step to comprehending the role of these insti-tutions, this study explores a framework for evaluating their success and unpacking the implications of managing recovery in a compressed timeframe. Methods included literature and ethnographic analysis using first-hand knowledge accumulated through longitudinal in-person interviews. The case institution is the Office of the Presidential Assistance on Reconstruction and Recovery (OPARR), established after the 2013 typhoon Haiyan (local name Yolanda) in the national government of the Philippines. Two major findings are reported: First, seven themes – “establish-ment,” “funding,” “coordination,” “politics,” “leader-ship,” “achievement,” and “post-disestablishment” – are identified as useful to assess post-disaster insti-tutions. Second, concepts of permanency versus im-permanency of institutions after disasters and bottom-up participatory versus top-down structured processes are identified as key implications of operating recovery under time compression, and as areas for further research. The proposed framework provides a basis to better understand and ultimately improve these in-stitutions’ operation and will ideally further efforts to research cross-comparisons in various locations. The study results also suggest a first step in increasing knowledge toward more effective institutions and re-fining methodological approaches to better examine institutional operation and recovery governance.
AB - In the phase after disasters, particularly those of an unprecedented magnitude, governance structures of-ten emerge specifically oriented toward rebuilding, with a post-disaster institution at its center to head the reconstruction process. However, little is under-stood about such institutions’ actual operation, impact on recovery, and role in recovery governance. As post-disaster institutions are trending in recovery, it is important to better understand their nature. As a first step to comprehending the role of these insti-tutions, this study explores a framework for evaluating their success and unpacking the implications of managing recovery in a compressed timeframe. Methods included literature and ethnographic analysis using first-hand knowledge accumulated through longitudinal in-person interviews. The case institution is the Office of the Presidential Assistance on Reconstruction and Recovery (OPARR), established after the 2013 typhoon Haiyan (local name Yolanda) in the national government of the Philippines. Two major findings are reported: First, seven themes – “establish-ment,” “funding,” “coordination,” “politics,” “leader-ship,” “achievement,” and “post-disestablishment” – are identified as useful to assess post-disaster insti-tutions. Second, concepts of permanency versus im-permanency of institutions after disasters and bottom-up participatory versus top-down structured processes are identified as key implications of operating recovery under time compression, and as areas for further research. The proposed framework provides a basis to better understand and ultimately improve these in-stitutions’ operation and will ideally further efforts to research cross-comparisons in various locations. The study results also suggest a first step in increasing knowledge toward more effective institutions and re-fining methodological approaches to better examine institutional operation and recovery governance.
KW - Literature and ethnographic analysis
KW - OPARR (Office of the Presidential Assistance on Reconstruction and Recovery)
KW - Recovery governance
KW - Recovery institutions
KW - Typhoon Haiyan/Yolanda
UR - http://www.scopus.com/inward/record.url?scp=85097484731&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85097484731&partnerID=8YFLogxK
U2 - 10.20965/jdr.2020.p0845
DO - 10.20965/jdr.2020.p0845
M3 - Article
AN - SCOPUS:85097484731
SN - 1881-2473
VL - 15
SP - 845
EP - 854
JO - Journal of Disaster Research
JF - Journal of Disaster Research
IS - 7
ER -
