Final Evaluation Report of Post Emergency Preparedness Operation Programme 2013 2015

  ABSTRACT This report serves to provide a glimpse of the spectrum of interactions and activities implemented by The Thai Red Cross Society in response to the prolonged and widespread flood in 2011. These scenarios of interaction show how the different stages of the project are structured will go a long way to serve the needs and alleviate

FINAL EVALUATION OF POST

  the pain-points of different stakeholders who are part of the process.

EMERGENCY PREPAREDNESS

  Sharon Low OPERATION PROGRAMME 2013-2015

  Report prepared for the International Red Cross and Red Crescent Societies and Thai Red Cross Society

  Contents

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

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  ACKNOWLEDGEMENT This study has only been possible through the generous support from Mr Sanjeev Kafley, Regional DRR Advisor, Regional Community Safety and Resilience Unit (Disaster Management & Health) and Ms Rommanee Klaeotanong, Regional Disaster Risk Reduction Officer, Community Safety and Resilience Unit of the IFRC Southeast Asia Regional Delegation in Bangkok.

• – We take this opportunity to thank the Project Management Office (PMO) Mr Chamnong Sangmahachai Ms Rongrong Khemarangsi, Ms Natrada Notananada, and Ms Ratjiporn Muangjan of the Thai Red Cross Society for their support, advices and guidance in ensuring the smooth implementation of the evaluation. This report would not have been possible without the support from all staff of TRCS Bureaus who had generous share their time and stories.

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ACRONYMS AND ABBREVIATIONS

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  CBDRR Community Based Disaster Risk Reduction DM Disaster Management DMERT Disaster Medical Emergency Response Team GIS Geographical Information Systems

  IEC Information Education and Communication

  IFRC International Federation of Red Cross and Red Crescent Societies MEA Metropolitan Electricity Authority MOU Memorandum of Understanding NGO Non-governmental organization NS National Societies PMO Project Management Office PNS Participating National Societies PEA Provincial Electricity Authority PR Public Relations RC/RC Red Cross/Red Crescent SAO Sub-district Administrative Organization THB Thailand baht TRCS The Thai Red Cross Society

EXECUTIVE SUMMARY

  In response to the prolonged and widespread flooding in 2011, the Thai Red Cross Society (TRCS) provided emergency relief support to 1.3 million most affected people. No international assistance was requested. With support from IFRC, the TRCS has launched a project to increase preparedness capacities through activities relating to capacity building and community based disaster risk reduction. All activities under this project started from June 2012, and has recently received a one-year extension until end of 2015. The project consists of 59 sub-projects which include capacity building for the TRCS’ staff, improvement of infrastructure, community based disaster risk reduction activity, and development of Information Education Communication (IEC) materials. Refer to Annex 1 for a list of activities and their status. This consultancy was commissioned to facilitate the TRCS in developing lessons learned, and knowledge-base to shape and influence broader and longer-term disaster management governance in Thailand.

EVALUATION PROCESS

  The evaluator conducted an evaluability assessment using the illustrated theory of change to guide the evaluation of the project. The process was followed with a five-day consultative process involving in-depth consultations, and transact walk/field visit (7-11 September 2015) in Phang Nga and Bangkok. A lesson learnt workshop (15-16 October 2015) was also conducted by a Thai-speaking consulting firm. Consultation and integration of information were conducted together with IFRC and the Project Executive Management team for insightful and useful learnings.

  Evaluator’s perceived theory of change Effective emergency preparedness and response Set up technology, Trained staff,

  Developed guidelines Strengthened network infrastructure and volunteers and and IEC and partnership equipment community

  It is important to note that the intent of this exercise is not to generalize findings, but to form a unique interpretation of events from the TRCS’s perspectives. Thus this report should be understood as an exploratory study.

KEY FINDINGS

  The key findings were synthesized from the 50 participants we met over 16 conversations (one-to-one and group) as well as summary from the lessons learnt workshop. They were from different parts of the ecosystem – key decision makers, implementing officers and community members. IFRC also weighed in throughout the engagement to share interpretations of what was learned throughout the process. To make sense of the process, we use the following five themes – relevance, effectiveness, efficiency, impact and sustainability.

  Key achievements Lessons learnt Relevance Engaged partners within existing structure Broadening scope of risk reduction activities

  Procedures and tools were streamlined according to international and national standards

  Effectiveness Increased confidence and capacity Importance of user centered design approach

  Associated with external organizations nationally and regionally Created new and re-connect with old networks through volunteers

  Efficiency Facilitated and enabling process Better coordination e

  Light reporting process without compromising

  ag accountability Flexible funds reallocation within the TRCS level Guided and consistent engagement in project design and implementation High project delivery based on disbursement rate

  Impact Disaster resilient community Impact of strengthening network and partnership is

  Enhanced institutional preparedness and much broader through social capital responsiveness Cross-sectional communications Project impact based on proportion of expenses by activities

  Sustainability Commitment from the leadership to assign a

  management-level staff to lead the project together with a dedicated team of PMO Vision of building Volunteer Bureau’s centralized database (VITRIS) as well as consolidation of organizational information management through lessons learnt workshop and external evaluation was an indication of their commitment to shape and influence broader and longer-term disaster management governance

  The key take-away from Lessons Learnt Workshop were as follows: Outputs What works What needs better support and coordination Set up Develop infrastructure (warehouse, sterile room, GIS GIS project is an allied network of 13 government technology,

  and war room) by learning from best practice. For and semi- governments agencies including the

  infrastructure example, learning through exposure visits, training TRCS. At the TRCS request, the procurement and equipment survey and consult specialist. process was carried out by IFRC. The challenge of

  raising the rest of the funds from the rest of the allied network limited the potential of this network.

  Trained staff,

  Opportunity for large group communications through Insufficient resources (budget and materials), tight

  volunteers & collaborations, recruitment, training and network implementation turnaround, diverse target groups, community

  building. inadequate understanding of community needs.

  Developed

  Comprehensive communication tool - Mr. Radar

  IEC materials need to be contextualized further, and

  guidelines and Cartoon and Animation, easy to read and be delivered through appropriate strategy and more IEC understand; and opportunity for public education on engaging communication tools.

  numerous topics

  Strengthened Red Cross branding and association with the Royal Streamline processes and procedures to improve network and

  Family. Opportunity for cooperation across bureaus. cooperation and coordination.

  partnership CONCLUSIONS AND RECOMMENDATIONS This report serves to provide a glimpse of the spectrum of interactions and activities offered by this project, how different stakeholders interacted with one another, and how the project benefitted the community, volunteers and staff. These scenarios of interaction show how the different stages of the project are structured and can go a long way to serve the needs and alleviate the pain-points of different stakeholders who are part of the process.  Introduction of disaster resilience organization balance scorecard for a more systematic approach to design ways of support and resourcing in a more targeted way that meet the organizational needs.  Setting user centric project tone and seeding collaborations at the onset using neutral platform  Helpful templates and guidelines to set the projects expectation in place. Different assessment criteria for different projects, and fast track approvals for “standard” RC activities like volunteer recruitment or training.  Periodic review for staff to reflect on the project and partnership and creating opportunities to adapt activities for better outcomes  Regular technical and management monitoring to troubleshoot and support activities in the right direction through a spirit of an equal, mutually supportive relationship. e ag

   Clear delineation of roles to ensure cohesive working relationship. Reduce process pain-points. ag e This evaluation only managed to capture a slice of the qualitative understanding of the process which the TRCS and IFRC experienced. There were a lot of insights and lessons learnt. In this way, the evaluator proposed for these stories as a vigilant backlog of the experiential learnings received over the entire project cycle week, and serves to be a resource to be built upon.

• TRCS & IFRC signed amendment to project agreement to extend implementation timeline to 1 years
• Continue with extended activities
• Implemented 14 new activities
• Completed all activities under the project except GIS
• Conducted Lessons Learned, Final Evaluation and prepared to close proj>Discuss and adjust financial & procurement procedure
• Majority of activity implemented and completed activities
• Project agreement ended by year end 2014
• Discuss with IFRC on project exten
• 3-month project extension for PMO to clear and settle all financial matters and submit the report
>Project started its inception phase
• Submitting activity plan to IFRC
• Screen & approve activities
• Implemented a few activities, e.g. Disaster Risk Reduction day, family kit procurement etc.
• Project was on hold for first half of the year until signing of agreement
• TRCS & IFRC signed project agreement on 14 June 203
• Project resumed implementations

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  INTRODUCTION In response to the prolonged and widespread flooding in 2011, the Thai Red Cross Society (TRCS) provided emergency relief support to 1.3 million most affected people. No international assistance was requested by the TRCS. Therefore, no emergency mechanisms were launched. Instead, the

  IFRC Disaster Management Annual Appeal was revised with an additional project component to accommodate the contributions provided by various donors in support to the TRCS Relief and Post Emergency Preparedness operation. With support from IFRC, the TRCS has launched a project to increase preparedness capacities through activities relating to capacity building and community based disaster risk reduction. All activities under this project started from June 2012, and has received a one-year extension till end of 2015. The project consists of 59 sub-projects which include capacity building for the TRCS

  ’ staff, improvement of infrastructure, community based disaster risk reduction activity, and development of Information Education Communication (IEC) materials. Refer Annex 1 for list of activities and their status.

1.1 Project Milestone

  2012 2013 2014 2015 Mar 2016 Inception Phase June 2012 – 13 June 2013 Initial Project Agreement signed on

  ^nd project amendment to extend project agreement for 1 year in 2015 Sign 3 ^rd project amendment to extend the closing timeline to March 2016

14 June 2013 for the duration from June 2012 – 31 December 2014 Sign 2

  This consultancy was commissioned to facilitate the TRCS in developing lessons learned, and to build the knowledge-base in shaping and influencing a broader and longer-term disaster management governance in Thailand.

EVALUATION PROCESS

  This exercise was understood to be both retrospective and forward-looking, in that it will describe how resources have been used and make recommendations to improve the process for the future.

  2.1 Evaluability Assessment The evaluator conducted a cross- stakeholder document synthesis of IFRC’s documents and generated a perceived overarching program rationale, Theory of Change, and causal pathways to guide the evaluability of outcomes and impacts over the duration of the project.

  Figure 1: Evaluator’s perceived theory of change

Effective

emergency

preparedness and

response

  Established Trained staff, Strengthened technology, Developed volunteers and network and infrastructure and guidelines and IEC community partnership equipment

  2.2 Consultative process A five-day consultative process with both field (Phang Nga) and headquarter (Bangkok) staff was planned over 7 to 11 September. Rather than a formal interview, the session was conducted more as a casual conversation. This allows time to open up and for us to explore deeper to glean insights of the situation. They were invited to share their experience and to openly give feedback on what works and what doesn’t. It directed the evaluation to explore deeper into the disaster management process which impacts the community directly, and pointed towards a learning process and experience. This approach also fit into the time and resource constraints of IFRC and the TRCS. The team spent about 30 to 90 minutes to chat face-to-face. A total of 7 group discussions with the communities, and 22 discussions with staff either in group or individually were conducted in total. Insights gathered through several informal discussions and observations were also included. e ag

  2.3 Transact walk/Field visit When we conduct in- depth conversations in the context of the people’s environment, it adds experiential data to the exercise and helps us to ask better questions. A team, formed by the consultant, IFRC Regional Disaster Risk Reduction Officer, 2x TRCS headquarter and 4x TRCS health station staff, visited two communities - Phang Nga and Koh Mai Pai Island - to better understand their situation; and how the TRCS intervention had met their needs.

  Figure 2: Table top exercise at Koh Mai Pai Island

  2.4 Lessons learnt workshop Colleagues from different departments within the TRCS were invited to spent two days, 15 and 16 October 2015, reflecting on design process, the knowledge they have learnt and experiences they

  1 acquired around 3 key themes: People, Project Management and Project Implementation. Getting the team to converge on a common platform helps to encourage learning and insights by borrowing ₁ elements of experience through listening to one another and developing a sense of mutual

  People: Encourage people to see individual’s value and ability, learning from experience of working with others to implement activities. It is the result o f understanding oneself and the interpersonal relationship through “flower in my mind” activity, the review of one’s feeling. Participants reflect on their own feeling through drawing and writing stories. The output from this activity reflects in 4 dimensions: attitude, mind, skill/experience, and relationship. Information received from 52 participants during the activity. Project

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  materials, and network and partnership. The team also adds “support services” to the project implementation perspectives. Project

  ag understanding. This process was contracted to another external consulting agency with highly skilled facilitators who are skilled in Thai language.

  Figure 3: Lessons learnt areas Project Management

  Relationship Technology &

  Skill/Experience Training infrastructure

  Mind Guidelines Network and and IEC partnership

  Attitude Project

  People Implementation

  2.5 Experts’ opinions The consultants work through the information with the IFRC Regional Disaster Risk Reduction Advisor and Officer as well as the TRCS project coordinator. Key comments that were surprising, insightful or useful were discussed and synthesize as rich learnings.

  2.6 Integration of information Data and inputs from the consultative phase and lessons learnt workshop was used to triangulate the external and internal validity of observed trends. This mixed methods approach leans strongly on integrating dynamic and participatory approach with a strong utilization focus. Given the various implementing models and community dynamics contexts across bureaus, the process documentation will be especially key in understanding the project.

  In order to quantify the qualitative findings according to the theory of change (refer section 2.1), a simple scoring matrix was developed to indicate the level of contribution towards each component of the theory of change which is:

  Table 1: Scoring matrix

  NA Not applicable

• Contributed a little
• Contributed quite a bit
• Contributed a lot

  2.8 Limitations The possible biases for this evaluation are as follow: Hawthorn effect (respondents’ bias knowing that they are being observed),

    Interviewer/Translator bias (knowledge of evaluator and translator which influences the way the question was asked and how the responses were interpreted), and  Social desirability bias (when respondents answer in a way to please the interviewer) e ag ag e Additionally, it should also be noted that the evaluator was unable to reach all the project sites to validate the information documented for this project. It is important to note that the intent of this exercise is not to generalize findings, but to form a unique interpretation of events from the TRCS’s perspectives. Thus this report should be understood as an exploratory study.

  Figure 4: Field visit to Phang Nga

KEY FINDINGS

  The findings in this section is synthesized from the 50 participants we met over 16 conversations (one-to-one and group) as well as summary from the lessons learnt workshop. They were from different parts of the ecosystem – key decision makers, implementing officers and community members. IFRC also weigh in throughout the engagement to share interpretations of what was learned throughout the process. To make sense of the process, we structure into five themes – relevance, effectiveness, efficiency, impact and sustainability.

3.1 Relevance

  It is assumed that the primary objective is to reflect on the way which the TRCS and IFRC proposed to achieve its selected goals and objectives. Secondly, relevance refers to the extent to which tasks have actually been achieved, as reported in documents and interviews. Important aspects of this analysis are how plans and actions take the internal and external contexts into consideration.

  Table 1: Relevance score Theory of change/Outputs Existing Standards Scope of structure content

• Set up technology, infrastructure and equipment NA NA
• Trained staff, volunteers and community

  NA +++ ++ Developed guidelines and IEC

• Strengthened network and partnership

  NA

3.1.1 Key achievements

  Engaged partners within existing structure: The TRCS highlighted that all activities were conducted in cooperation through partners within existing structures, be it schools or villages.

  Needless to say, involving local government throughout the process will boost the public confidence in the government’s disaster response and integrate the TRCS into the community eco-system.

  Procedures and tools were streamlined according to international and national standards:

2 During the 2011 emergency, it was reported that existing national policies developed were not

  implemented. It was found that the government applied the Prime Minister’s Policy to manage the event instead of the Disaster Prevention and Mitigation Act. There were gaps in management and coordination among government agencies from national to local levels. Additionally, IFRC impact largely depends on the strength of individual National Societies (NS). As such, it was pertinent to promote the TRCS development based on international and national standards. An extensive list of training and exposure visits were made available to enhance learning for staff and volunteers:

   Development of tools and materials to disseminate information  Exposure visits and learning from IFRC Kuala Lumpur and private firm  Promotion of collaborative training for the TRCS, government, other NGO and PNS staff  Development of policies and minimum standards to guide disaster response o SPHERE standards

• – Water and Sanitation o

  IFRC Financial, Procurement and Logistics guidelines ₂ e Asian Disaster Preparedness Center. (2013). Assessment of Disaster Management Planning, Policies and Responses in Thailand. ag

   Disaster Medical Emergency Response Team (DMERT)

• – participated together with other public and private actors; deployed staff for Nepal Earthquake response.

3.1.2 Lessons learnt to strengthen project relevance

  Broadening scope of risk reduction activities: Community Based Disaster Risk Reduction (CBDRR) activity in Phang Nga benefited five out of the 14 communities which they had previously worked with during the 2004 tsunami. Since the 2004 tsunami, many of their livelihoods have switched from being fishermen to boatmen, canoeing, island visits among other ecotourism activities. Both communities visited during this evaluation highlighted that they were “physically not affected” – no lives lost or serious infrastructure damages in both 2004 and 2011 events - except for loss of income for a period of 3-6 months. It was shared that CBDRR could include early recovery component like alternative livelihood support as part of preparedness to enable them to cope with and recover from disasters quicker. At the same time, staff also reported that there is potential of broadening CBDRR to integrate other relevant Red Cross components like environment consciousness, climate change, garbage management and preservation of mangrove forest.

3.2 Effectiveness

  The main results will be compared with the goals set in the initial proposal. Factors contributing towards “significant changes” will be defined as proxy success criteria.

  Table 2: Effectiveness score Theory of change/Outputs Confidence & Connection User-centered capacity

  Set up technology, infrastructure and equipment

• Trained staff, volunteers and community Developed guidelines and IEC
• Strengthened network and partnership
• NA +++

3.2.1 Key achievements

  Increased confidence and capacity: This is the first time where all the bureaus in the TRCS were engaged and participated directly in a large grant. Despite some of the challenges and frustrations, there was a resounding sense of satisfaction and achievements.

  “There may be politics within the TRCS. But whenever something happens, we come together and work together. In this project, there is shared resources, shared work and shared honour.” “We visited Modern Pharma Co., Ltd - one of our medicine suppliers to learn about their production process, quality control, transportation, warehouse management. Additionally, through the funds of this project, we also got the opportunity to visit the Port Authority of Thailand to learn more about custom clearance process as well as to learn how to manage space for large items. It was also an opportunity to build our relationship with them.

  ” Many expressed a gain in knowledge, skills and networks. There were a number of learning

• – both negative and positive
• – which were shared. Diverse skill sets and capabilities are needed beyond project management. In disaster response, project managers and volunteers often need to take up multiple roles. Having access to domain knowledge, as well as to create connections and foster collaboration are crucial.

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  Associated with external organizations nationally and regionally: Types of linkage ranged from purchasing goods and services from providers

• – engaging them in the needs and requirements of disaster work – to opening up internal training opportunities for government and NGO staff and volunteers as well as engaging them in learning trips.

  “We set up the disaster database and IT system and the main objective is to assess damage level accordingly and to help disaster affected people based on their needs. TRC is working on the information integration cooperation with allied network like MEA, PEA and a few other organizations to hire a university team to develop the GIS. This type of coopera tion is first time in Thailand.” “The TRCS send a team of 13 persons for 3-week training at Emergency Medical Institute of Thailand - 1 week on theory and twice field exercises for 1 week each. It was conducted in English because it is an international training. This team is a certified DMERT team. After the training, they activate our trainees to respond to Nepal earthquake. One doctor and one assistant nurse went for two weeks which costs were all borne by MOH Thailand. We recreated a similar training for five days and trained

  40 TRC staff and volunteers from the medical service division and health station as well as 35 external people. For this in-house training, we organized it in Thai language using the same trainer team as the one organized by Emergency Medical Institute of Thailand”

  Created new and retraced old networks through the volunteer group: Volunteers are the backbone of RC/RC Movement. This project allowed the TRCS to re-connect with old and build new networks within the communities and academic institutions through recruitment and training. Some of these activities were implemented by the Youth Bureau where they created the Youth Volunteer

• – Network. They stepped up more volunteer trainings in Bangkok, as well as in the provinces Chantaburi (100), Nan (150), Surathani (190). Other similar activities were also implemented by the Administration Bureau/Communication where they worked with the TRCS Public Relations and Youth Volunteers, as well as the TRCS Nursing College where they created the Flood Disaster Preparedness Volunteer Network for University and College Level Students.

3.2.2 Lessons learnt to strengthen project effectiveness

3 Importance of user centered design approach: It is never an easy feat to design a course that allows optimal absorption of the material to be similarly achieved by different profiles of participants.

  This is specifically the case when learning was viewed as a process of transferring knowledge.

  “There was no common selection criteria. Each bureau was allowed to send whoever they want. There were different levels of English command and different seniority. I didn’t get much out of the course after 5 weeks… it’s a pity because I was looking forward to it.”

  Without a user centered design approach, mixed effectiveness results are also observed across a number of activities.

  “I don’t think the community are particularly interested in the guideline and IEC materials produced… except Mr. Radar Cartoon and Animation. It is easy to read and understand. We need communications that could capture the attention of different segment of the community. ”

  The following two examples also showed the importance of user centered design approach: Example 1: The rack storage of flat-bottomed boats at Angthong Warehouse was designed to be three layers. Due to budget constraint, the design did not take into consideration the human safety ₃ e

  The chief difference from other product design philosophies is that user-centered design tries to optimize the product around how

  ag aspects such as height of ceiling, standing space, and level of difficulty in pulling or pushing the racks around. Currently, only bottom rack is used to store the boats while the other two layers were used for other storage purpose. The hoist equipment is also not ideal as it sways when pulling up the boats.

  Example 2: While constructing the structure of Angthong Warehouse, the engineer did not take into consideration of the volume of water which will go into the water purification units. Eventually, the Administrative bureau, RCHB had to use their own budget (instead of project fund) to make changes to ensure the structure is able to take the weight of the units.

3.3 Efficiency

  To assess efficiency, we will use the internal organization and management and then discuss if the systems are in place to support efficiency.

  Table 3: Efficiency score Theory of change/Outputs Facilitated Coordination Reporting Funds Governance

  Set up technology, infrastructure and NA NA NA NA NA equipment Trained staff, volunteers and community

• Developed guidelines and IEC NA NA NA NA NA
• Strengthened network and partnership

3.3.1 Key achievements

  Facilitated and enabling process: Despite the initial hiccups, the TRCS staff acknowledged the helpfulness of the facilitated and enabling project implementation process led by the PMO and the Executive management led by Mr Chamnong Sangmahachai, Assistant Secretary General for Human Resource/Project Chairman, and Ms Rongrong Khemarangsi respectively noted this. They felt supported and were able to approach them to negotiate terms to ensure work is completed according to plan and objectives

  “Transparency and accountability should be mutual between the TRCS & IFRC. We rely on IFRC important role as facilitator and negotiator. The competency of individual delegate is crucial to get things done.”

  High project delivery efficiency based on disbursement rate: The high disbursement rate for both the TRCS, that is (96.0%) and IFRC (84.0%) indicated a high project efficiency in terms of delivering the outputs expected. Refer Figure 5.

  Figure 5: IFRC fund disbursement proportion e ag

3.3.2 Lessons learnt to strengthen project efficiency

  Better coordination: It was understood that there are two ways of volunteer recruitment – either through the Volunteer Bureau or directly through the operating bureau. This project created opportunities for all bureau to recruit and train old and new volunteers, ranging from Administration Bureau-Communication, Youth Bureau, Relief and Community Health Bureau, TRC Nursing College, Human Resources Bureau, and Volunteer Bureau. There was neither coordination nor oversight by any bureau including the Volunteer Bureau.

  Light reporting process without compromising accountability: An onerous reporting process focused on accountability may affect the best interests of achieving the strategic outcomes in terms of better and cost-efficient impact.

  “This project is administration intensive. Unlike other activities we had to do monthly instead of quarterly cash request. So basically we lost about a week in a month to do financial reporting for a few days in the first week of each month and cash request for a few days in the last week. ”

  Flexible funds reallocation within the TRCS level:

  IFRC has an agreement with the TRCS that new tranche of funds will only be disbursed if the previous tranche of funds has been 80 percent utilized. IFRC left it to the TRCS to manage the funds internally between bureaus and activities.

  “Normally our unit provide reasonably accurate cash forecast and utilize them within each quarter. However, some other units might have their activities delayed either due to difficult procurement or some other reasons and not able to use their funds according to their projection. This affected our unit as we could not receive any funds for three months. If the activities are urgent, sometimes we use our own funds from the bureau and repl ace them later. And sometimes we delay our activities by one quarter… it is not easy to manage the activities like this specifically if the activities involve the community. ”

  Guided and consistent engagement in project design and implementation: While the staff expressed a strong sense of ownership and achievements towards the end of the project, they had also expressed confusion over the initial objective of the project.

  “In the beginning, we were not clear about the main objective of this funding. First, they told us that the end beneficiaries should be the community… but the project started too late so we have to change project to our own capacity building… It was very confusing…” “For tsunami, money goes through International Relations for disbursement at Relief bureau. ADB’s money went through finance bureau to support recovery activities for all bureaus This time, we have a recovery committee which comprises of a chairman and staff of different bureaus… nobody understood the process in the beginning…”

  It was apparent from several conversations that the project was intended to be a bottom-up approach with minimum interference from the Project Management Office (PMO). The perceived role of PMO role which comprised of a chairman, focal person from each bureau and secretariat team was that of an enabler through the process of screening, approving and coordination.

  The quarterly coordination meetings were platforms for reporting rather than opportunities for feedback, discussion and learning. To some extent, the political environment in the TRCS and IFRC encourages populist approach, which provides space for misunderstandings and miscommunications to take place. Lack of clear established guidelines led to frustrations, duplicative work and tension.

  Many staff members expressed desire for stronger coordination and guidance from the leadership to

ensure that what they proposed is relevant to project intent and complementary between e ag implementing partners. This could also include introducing various control mechanisms to demonstrate transparency, fairness and value-for-money between different activities. It was also mentioned that the Memorandum of Understanding (MOU) between IFRC and the TRCS has no detail information or instruction concerning the objectives, financial and procurement process. They did not have anything to fall back on to guide them. In their perspective, procedures changed according to individual staff preference.

3.4 Impact

  Figure 7: Evaluator’s perceived theory of change Effective emergency preparedness and response Set up technology, Trained staff,

  Developed guidelines Strengthened network infrastructure and volunteers and and IEC and partnership equipment community

3.4.1 Key achievements

  Disaster resilient community: Community members shared that they are children of the sea and they have acquired acuity in weather forecast through observing the wind direction and waves movements. They have also their own acquired system to deal with these stresses. However, CBDRR had brought them together as a community to create a systematic disaster management plan. Specifically, community members from Koh Mai Pai mentioned that they benefit more from CBDRR as they live on an island with limited access to the resources on mainland.

  Enhanced institutional preparedness and responsiveness through network: The basic task of humanitarian logistics comprises acquiring and delivering requested supplies and services, to the places and times when help is needed, whilst ensuring best value for money. In the immediate aftermath of any disaster, these supplies include items that are vital for survival, such as food, water, temporary shelter and medicine, among others.

  “With the new pallet and replacement of conveyor belt, there was improvement in speed and correctness of the storage, preparation and disperse of items for relief operations. We had an effective warehouse management. There was also reduction in reports of injury for ware house staffs during the operation” “All equipment installed post-tsunamic 10 years ago. No maintenance since then. With new budget to improve the communication system – cable signal. Improvement. Prevent lightning strike – prevention in the system. Commun icate between health station and signal go further.” “Also use as war room and where decision is made. Before renovation, it was just one of the meeting rooms. Equipment was not good so difficult to gather information. Technology connection enables them to get information to make decision from internal and external. Video conference with field staff. Communication and vehicles. Command system. Currently, they are also able to pull out information from online metrological and video conference. Mobile communication with vehicle back through system. They are able to run on Android mobile if staff download Vidyo”

  Project impact based on proportion of expenses by activities: Unsurprisingly, close to 50% of the expenses went towards setting up technology, infrastructure and equipment, followed by a quarter of e ag expenses for developing guidelines and IEC materials and a fifth of budget for training staff, volunteers and community.

  The proportion of the budget is relatively small in terms of strengthening network and partnership, however every component of this project contributed towards profiling the TRCS; hence strengthens their networks and partnership at national level.

  Figure 7: Proxy project impact based on proportion of expenses by activities PMO Trained staff, 5% volunteer and communiy 19% Developed Set up technology, guidelines and IEC infrstructure and 26% equipment 46% Strengthened network and partnership 4%

3.4.2 Lessons learnt to strengthen project impact

  Impact of strengthening network and partnership is much broader through social capital:

  4 , Thai Based on an earlier study on “Role of Social Capital in strengthening resilience in Thailand” communities are characterised as a society built on strong ties, albeit ones primarily comprised of family, together with other locally-based ties with friends and neighbours. To an extent, it is clear that in their immediate networks, people care and look out for each other, which include women, the disabled and the elderly. This resonates in line with the TRCS specific education activity which targets the older people to address their health and social protection needs. However, the study had also highlighted that for the minority who lack social capital, life can be extremely difficult. As such, further investments in social capital needs to be broad-based and inclusive, with a focus on integrating marginalised populations, ranging from documented and undocumented migrant communities to political and religious minorities.

  The administrative bureau created a PR Volunteer network comprised of working adults. It was reported that most of them used to be communication with each other and with external media bodies using letter writing and fax. However, through intensive workshop supported by this project, they learned new communication approaches like email, Facebook, phone, use of video and camera. This network helped the headquarter staff to keep in touch with the provincial chapter and work with them to reach a wider audience through the formal media. So far, a total of 20 regional and national articles e ₄ ag has been generated by PR volunteers. The bureau expressed high interest to scale up this activity as well as to educate them about use of RC emblem.

  Cross-sectional communications: It was reported that interactions within the TRCS are mostly ‘vertical’ and confined between a bureau itself. This project was instrumental in seeding lateral connections for more cross-collaborations.

3.5 Sustainability

  We propose to assess the TRCS and IF RC’s commitment to and record of building community’s capacity to sustain and perpetuate achievements.

3.5.1 Key achievements

  Buy-in from leadership: In order to ensure project sustainability specifically in the community, it is important to get the buy in from community leaders and local government. Health station staff highlighted that one of the main strengths of their activities was that they chose to work with communities whom they had established trust and working relationship during 2004 tsunami. It was a continuation to previous efforts that will further strengthen the social capital and community resilience.

  For example, when there was small earthquake recently, the TRCS was able to establish communication and get information from the community quickly even though there was no planned intervention. It was documented that early warning and evacuation was carried out according to what was agreed and practice when the TRCS introduced CBDRR.

  Centralized database: The challenge of volunteer management is not about recruiting or training volunteers. The challenges are about coordination and mobilization. As such, the TRCS invested in a centralized database

• – VTRIS – managed by the Volunteer Bureau. The first phase to create the database is completed and they are working on the second phase which is to integrate the volunteer databases in all bureaus. There was apprehension about the challenges ahead but all agreed that this is the way forward to ensure a sustainable volunteer engagement and management.