The Tribune

FROM the increased electricity demand in the summer months to the reopening of schools every August/September, we are regularly experiencing the lack of preparation of the Government of The Bahamas, regardless of the administration. The issues are predictable and cyclical. We know what to expect every year, yet the same story plays out as we suffer through the consequences of inaction.

“This happens every year,” and “this comes at the same time every year,” are the common refrains of Bahamians, as we experience another round of the same nonsense. It’s incomprehensible to us that we continue in a cycle of ill-preparedness, discomfort, and budgetary disruption when we have the shared memory of previous years.

Unfortunately, remembering a problem exists is insufficient. Setting a calendar reminder and alarm for 11 months from the onset of the latest cycle does not yield favorable results.

Define the problem. Take it in stages and make it a participatory process. No one person or group of people has the full scope.

(a) Observe the problem. Observation goes beyond simply watching the problem exist. It requires high level attention to detail in the affected environment(s), from multiple angles. What, exactly, is happening? Who is it affecting, and to what degree? How is it affecting other aspects of this environment? How is it affecting other environments?

(b) Engage affected people. In most cases, the problem is first articulated based on the immediate experience of the person trying to define it. The problem, for a consumer of electricity, is that the electricity is off when the bill has been paid and there are no electrical issues in the building. For the service provider, the problem may be defined in a more specific way that references, if not focuses on, the system. The first person to attempt to define the problem may say, “The electricity is always going off during the summer months.” Someone else may challenge that, noting that there were a few summers that were not as bad as many others. Another person may point out that electricity outages affect certain areas more than others. Someone else may add that this seems to happen above a certain temperature and during the peak time for vacation. These notes can help to complicate the problem in a way that is helpful for the process of defining and addressing it. They also make the unknowns more obvious and help us to ask better, more productive questions.

(c) Collect data. There will be unanswered questions. They need not remain unanswered. Conduct desk research (without using generative artificial intelligence), including reports on other strategic planning, problem solving, policy development, and annual reports by other entities that have had similar experiences. Be attentive to their failed and successful interventions. Identify and call on technical experts for their assistance. Send out surveys. Hold key informant interviews. Invest in the learning process with the goal of getting a deep understanding of the problem, why it exists, how it has gone without resolve, and its effect.

(d) Identify the root. It’s not enough to know that the problem exists or see the impact of the problem. Requisite to solving the problem is understanding and addressing the root cause. Ask why, and ask it again and again. This is not necessarily an easy or quick process. It is, however, worth the resources it requires. Invest in the learning process with the goal of getting a deep understanding of the problem, why it exists, how it has gone without resolve, and its effect. The goal is to, at the end of this process, solve the problem by addressing the root cause rather than applying a bandage, guaranteeing recurrence of the same problem.

Explore the options. Before delving into a planning process, set criteria solution selection. Consider the potential solutions. What might be a solution to the electricity outages in the summer months? Sending everyone to the beach is certainly not a viable solution. The team would know this based on the research conducted. They would likely find that, in addition to significant access and safety issues in New Providence, the people affected--including infants, elderly people, and people with illness--may not be able to withstand the travel to and the conditions on the beach.

The current practice of waiting for critical equipment to malfunction with result of disconnecting certain areas is not a viable solution, as it affects consumers’ ability to plan. A load-shedding schedule may be one solution, but would have to be flagged as a temporary measure and an emergency measure, only to be used when absolutely necessary and for a short period of time because it--like the previous options--does not address the root cause.

The only kind of solution that can be accepted is one that accepts the current demand, anticipates an increase in demand in the following year, and includes a complete upgrade to the failing system to allow for an increase in electricity generation.

The solution must address the problem experienced by all affected people, address the root cause of the problem, be cost-effective, and have sustainable results.

Develop a plan. While immediate implementation of solutions would be preferable, a plan is required. What needs to be done? Who will be responsible for each part? What resources are required? How quickly can the resources be secured? What barriers are we most likely to face? How can we eliminate them? What are our intended outcomes? How will we know we are making process toward the outcomes? Who should be involved in the monitoring and evaluation process?

Implement the plan. With resources secured and a team ready to go, build a detailed work plan. Include goals, phases, tasks, descriptions, due dates, responsible parties, progress tracking, and regular productive meetings. Obtain all necessary approvals early. Ensure there are mechanisms in place to monitor.

Monitor and evaluate. Throughout the implementation process, use the metrics set out in the implementation plan to ensure that the outcomes are achieved. If, at any point, the completion of tasks are not producing the intended outcomes, the plan needs to be revised. When implementation is complete, a thorough evaluation must be carried out to determine its success (or failure). There may be gaps that need to be filled and adjustments to be made. Allowances for this kind of shift need to be made in the plan, particularly in the timeline and budget.

Collect feedback. The people who experienced the problem need to be consulted throughout and at the end of the implementation process. The problem is only solved when all stakeholders experience the solution at a high level and on a consistent basis. Feedback from various sources is important, making it possible for those deeply involved in the transformative work to see beyond their portfolios and tasks. The lived experiences cannot be discounted.

Knowing the problem exists is not enough. Knowing it’s coming again is clearly not moving us toward solutions. People in positions of power must commit themselves and their teams to analysing the problem, developing solutions, and acquiring all the necessary resources to make the solutions our reality. We, the people, must demand the dissemination of plans and involvement in the process. We are not in a position to trust any Member of Parliament, Cabinet Minister, government administration, or chair of any board. We need to see the plan, understand the budget, support data collection process, and participate in ongoing monitoring and evaluation.

We must demand that these actions are made visible. It is the only way we can be reasonably certain that they are actually happening.