Executive Summary
The limited ability of government to respond to disasters in a timely manner means that there is a higher dependence on local communities and civil society organisations to provide initial assistance. It is acknowledged that government has the lead responsibility in disaster management; Samoa Red Cross Society (SRCS) too, has a particular role to play given the strong links to local communities, even more so where in Samoa there are only a small number of civil society organisations with the capacity to respond. As such SRCS, supported by its RC partners, has a niche role to play in building strong community-based disaster management programmes.
It is clear that there has been notable development of disaster management capacity within SRCS over the years and specific evidence of this is the disaster response plan developed by SRCS.
However, the review has also highlighted the importance of having strong organisational structures in place to guide the implementation of programmes in a cohesive and professional way. Specifically, it was found that the limiting factor in implementing effective disaster preparedness and response programme is the lack of a well-developed and understood organisational framework that builds a common vision, shared ownership and collective direction. Such a framework needs to encompass plans, procedures, policies, good practice guidelines, commitment to guiding principles, codes and standards and a process for accountable implementation of programmes.
The key findings are:
The performance of SRCS during the tsunami operation was highly rated, especially during the emergency period. There was good impact and coverage in meeting the needs of most affected and vulnerable people.
The achievements during the recovery period were satisfactory though there were some challenges associated with project design and capacity of the SRCS to sustain on-going community service programmes in the affected areas
SRCS would benefit if it strengthens its relationships with key coordination mechanisms and develops strategic partnerships with other organisations.
The trained volunteers give SRCS an important comparative advantage as an organisation. Policies and procedures to optimise the quality of recruitment, training and deployment, plus the setting up of a volunteer data base, would enhance further this valuable resource.
If SRCS is to develop effective disaster management and response capacities, it needs to strengthen institutionalisation of policies and procedures.
Training and development are needed to enhance an integrated planning approach, delivery of services and the promotion of good practice.
SRCS needs to optimise the training opportunities and support available locally in the development of SRCS staff and volunteers. All training undertaken by staff needs to be linked to performance appraisals.
The SRCS has lacked a dedicated human resource management support service. This is needed to strengthen further the capacity of SRCS staff and volunteers.
Renewed efforts need to be made by IFRC to develop a protocol for consulting with significant potential RC partners in the preparation of Emergency Appeals for major disasters in order to get the best synergy for supporting relief, recovery and development programming.
The recommendations are:
Disaster risk management, as a component of SRCS programme, needs to be explicitly stated in the vision, mission, guiding principles and values of SRCS and reflected in the challenges that face the country.
To develop a SRCS strategic plan that includes all components of disaster risk management and development. The strategic plan to include specific strategies on developing and maintaining partnerships and monitoring and evaluation.
A comprehensive and standardised SRCS policies and procedures system which supports emergency response operations. The policies and procedures system needs to be established for developing, implementing and managing SRCS policies and procedures.
There is a need for a comprehensive disaster response plan for SRCS and to provide leadership and support to communities in the development of community-level plans.
SRCS to develop a human resource policy that identifies and enables the professional development, career progression and retention of key SRCS staff.
SRCS programme staff (and volunteer trainers) to undertake Certificate in Adult Teaching (CAT) to strengthen skills in programme design, development, delivery and evaluation.
IFRC to establish a mechanism for consulting and involving key RC partners in the region when drafting appeals for emergency and recovery assistance programmes following major disasters and when sizeable funds become available.
Before end of June 2011, SRCS produce a plan for the implementation of the accepted recommendations (1 – 7 above) and there be a review arranged by IFRC and involving other RC partners to assess progress towards implementation before end of November 2011.
