SECTION 2
1.0 INTRODUCTION
The passage of Tropical Storm Debby in 1994 triggered appeals for external assistance, including regional and international. An observation of the appeals and response was the absence of clearly articulated donations management policy here.
The absence of proper donations management policy resulted with us receiving and storage areas being clogged with goods that were unsolicited, unneeded, inappropriate, poorly labeled and packaged. some voluntary and national organizations were jammed or overwhelmed with donations.
The Office of Disaster Preparedness has put in place a new Supplies and Management Sub-Committee and is proposing a comprehensive approach to Relief Supplies Management which will consider donations management. The proposals being presented at this time are designed to fill a short term need.
In our effort to focus discussion on the issue of donations management and facilitate policy development, we are offering the following guidelines for consideration.
1. To provide victims of disasters with as much support as possible by efficient and effective
channeling of offers of public assistance by facilitating cooperation among public sector
agencies, the private sector and non-governmental organizations.
2. To establish facilities for reassuring donors that their offers are appreciated and that their
solicited donations are being handled as expeditiously as possible.
3. To promote cash donations as a preferred medium for facilitating appropriate aid to the
disaster areas.
4. To establish mechanisms that allow for preferred goods and services to reach designated
staging areas, reception centres and warehouses based on reliable needs assessment and
priority setting as directly as possible.
5. To link donations management to effective needs analysis and damage assessment as well
as relief distribution policies.
6. To link the National Supplies Management Sub-Committee with the Local Supplies
Management Committee.
The strategy being proposed is based on the following assumptions:-
1. A recognition of the importance of cooperation among public sector, private sector and
Non-governmental Organizations in the pre and post disaster planning.
2. Agreement that cash donations are referred above all other forms of donations response.
3. That all donations are in support of national activities.
4. That there is a strategy for undesignated donations.
These guidelines are presented to:-
1. Focus discussion on a common framework for donations management.
2. Provide criteria to be considered in our response planning.
The effectiveness of donations management, like many other areas of disaster management
is considerably influenced by actions prior to the disaster situation. A profile of some of the
national actions required in the various phases of the disaster cycle are provided herein.
Each Committee should seek to embrace the intent of the following in their response and
recovery plans.
Preparedness Activities
1. Establish Supply Management Committees including Non Governmental Organizations,
Volunteer Organizations. The Committee should involve representation of as many
volunteer groups as possible and be a medium for regular meeting and consultation of the
Committee. It should also establish allocated tasks for each member or grouping of
members.
2. Establish Standard Operating Procedures for Donations to include the following:-
A. clarifying roles and responsibilities of the Committee.
B. arrangements for donations coordination at local or external staging areas.
C. establishing a medium for receiving calls on all donations.
D. establishing policy regarding issues related to the handling of unsolicited goods and
services.
E. training and use of computerized tracking and inventory systems.
F. public briefing on donations and use.
G. warehousing of donated goods including security.
H. identifying reception centers and making arrangements for their staffing.
I. developing policy and procedures for receipt and handling of relief shipments at ports of
entry.
J. establishing training programs for donations coordination.
Immediate Post Impact Action
i. Determine the initial needs list.
ii. Ascertain strategy areas, distribution points and ports of entry.
iii. Through Emergency Operations Channel information channel, advise the public and
donors of the needs and the channel for indicating response to these.
iv. Hold regular meetings to review status of operations.
v. Prepare daily summarizes of donations and needs for the National Disaster Coordinator.
Chairman
Could be a public official or a member of a Non-Governmental Organization or Voluntary
Organization and should have comprehensive knowledge of national, regional and
international management systems.
Once the Committee is activated, the Chairman will serve as the liaison with the Emergency
Operations Center and the Donor Groups will:-
* represent and speak on donations policy.
* communicate policy to the Donor Group.
* represent the group in Emergency Operations Center coordination meetings.
* communicate needs to the public through the Information Committee.
* chair all meetings of the Group.
Volunteers [Individuals]
1. Establish contact with the donation team.
2. Know liability coverage issues.
3. Be self-sufficient.
4. Be aux fait with the preference for cash donations.
Voluntary Organizations/NGO's
Agencies bringing in or accepting donations are responsibilities for:-
1. Accepting only donations needed.
2. Off-loading, storing, sorting, packaging, distributing and accountability of donations they
accept.
3. Securing warehouses and distribution centers.
4. Informing the Daily Emergency Operations Center of donations received and distribution
and storage problems.
The principles and tools of the Relief Supplies Tracking System [RSTS] and Supplies Management [SUMA] should be engaged to ensure that donations match requests in type and quantity. This is an Emergency Operations Center assigned task.
Or Email us at
eoc@candw.lc
