Sluggish Development Works

While going through news stories in different media outlets, one of the frequent news you can find in Nepal is about non-implementation or slow implementation of development projects. Lately, I came to read such a story about the construction of a fast track that links the capital city with the Tarai belt.  Ironically, the project is named fast track but its construction is inordinately slow! 

Stretched in less than 72 km, the road requires seven tunnel ways as part of the construction. Im-portantly, the point to break in the southern outskirts of the Kathmandu Valley is yet to be finalised. De-spite categorising it as a national pride project, it has met hardly 40 per cent progress so far. The dead-line for its completion is set for 2027. It is indeed one of the glaring examples of sluggish enforcement of the development projects. 

However, it is not only the big project that is running at a snail's pace. It took decades to complete the Melamchi Drinking Water Project. The tardy enforcement of the project is one of the factors having chilling effects on Nepal's development works. Who is to blame for slow or non-enforcement of the projects? A huge amount of money required for development comes from abroad in grants and loans. The non-enforcement and slow enforcement of development works, therefore, not only exposes ineffi-ciency of the concerned bodies but also draws criticism from the donors. It indicates that public ac-countability is sorely missing. 

Then, why does the implementation of development work fail to record the expected progress? This question often pesters the project planners, implementing agencies and funders alike. However, the ben-eficiaries are bearing the brunt for tardy projects, and the concerned officials seem almost nonchalant. Although implementation is an integral part of the project, its preparatory work cannot be ignored at all. So, while mulling sluggish implementation, only the contractor is not responsible, but those dealing with project identification, adequate budget, timely payment, judicious planning, and frequent monitoring and evaluation are imperative. The accountable behaviour in all stages of the project undoubtedly gives im-petus to the enforcement.

There has been the tendency to devise smart plans and policies, but the planners and political leaders fail to implement them with similar spirit. Whether it is a development project or the constitutional provi-sions, their implementations are not up to the mark.  The time has come for us to think seriously: What is hindering implementation: personal interest, party interest, or sectoral interest? Are projects not com-pleted merely because of the individual interest, party interest, or contractors' interest?

Normally, mega projects take time and may face various challenges ranging from workforce to geologi-cal and technical. Sometimes, even the unavoidable circumstances created by a horrible situation like that of COVID-19 and an earthquake pose challenges. Similarly, the frequent changes in political alli-ance resulting in government changes and their influence in mega-projects cannot be brushed aside at all.

Irrespective of various avoidable and unavoidable factors, the leadership, especially the governing ones or the political parties and bureaucracy, must come together in executing the mega projects in Nepal. The development policy must come with a univocal stand of major decision makers, including political parties, which requires strict adherence in the field. Otherwise, implementation of the projects is always slow and protracted, dashing the citizens' hope and aspiration of development.