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World Vis ion Vanuatu
Cyclone Pam Emergency Response 2015
Lessons Learnt Event REPORT
World Vision Vanuatu
September 2015
By Katharina Witkowski
Operations and Programs Manager – TC Pam Response, Vanuatu
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1. Abbreviations
CD Country Director CTS Commodity Tracking System DPP Disaster Preparedness Plan JD Job Description LLE Lesson Learnt Event LMMS Last Mile Mobile Solution Logs Logistics P&C People & Culture RM Response Manager SO Support Office TC Tropical Cyclone ToR Term of References WVV World Vision Vanuatu
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2. Table of contents
1. Abbreviations…………………………………………………………………………………………………………………2 2. Table of contents………………………………………………………………………………………………………..….3 3. Introduction………………………………………………………………………………………………………….…..…..4 4. Lesson Learnt Event (LLE)……………………………………………………………………………………….……..6 5. Key Findings……………………………………………………………………………………………………………….....9 6. Recommendations from WVV Departments………………………………………………………………….10 7. LLE – Ways Forward and Actions………………………………………………………………………………..…15 8. Annexes…………………………………………………………………………………………………………………………23
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Figure 1: Tropical Storm PAM, Vanuatu, March 2015
3. Introduction
On March 13th 2015, the small island nation of Vanuatu was struck by a category 5 cyclone.
Vanuatu’s southern-‐most islands sustained winds of 250 km/h and gusts of up to 320 km/h, with
the cyclone bringing strong wind and rainfall to the whole of Vanuatu (pop. 270,000) according
to the Fiji Meteorological Service Tropical Cyclone Warning Centre. This led to deaths and the
widespread destruction of people’s homes, food
sources and livelihoods across the country, particularly the central and southern provinces.
Reports from NDMO, OCHA and the Health Cluster estimated that 50-‐60% of the total
population had been affected.
World Vision Vanuatu (WVV) responded immediately with NFI distributions on Efate followed by
NDMO-‐ supported food assistance on Tanna and Pentecost. Due to the support from the World
Vision Partnership and various Governments across the world WVV has been able to support
over 30.000 cyclone affected people with food, tarps, tools, hygiene kits, solar lights, blankets,
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Figure 2: WVV providing immediate relief to cyclone affected communities in Vanuatu
jerry cans, and vaccination for children against measles within the first 3 months after the
cyclone.
On 2nd June 2015 WVV
conducted a Lesson Learnt
Event (LLE) in Port Vila with
22 WV staff from Tanna,
Pentecost and Efate. The
intended purpose of the
event was to reflect on the
WVV Cyclone Pam
Emergency Response in
order to capture good practices as well as areas that need improvement and changes. In order to
provide best learning-‐ input for the workshop WVV invited WV staff who had been deployed to
Vanuatu for the emergency response and who had already left the country to submit their
feedback prior to the event. Input from deployed staff as well as WV-‐ Support Offices (SOs) has
been combined with feedback from WVV staff and was presented during the learning event in
June.
The following report presents outcomes from the LLE including a Cyclone Pam Emergency
Response-‐ timeline, reflections on the response from each department & function in WVV,
participant’s suggestions for a Disaster Preparedness Plan (DPP) as well as recommendations
that have been developed by each WVV-‐ department for future emergency responses.
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4. Lesson Learnt Event (LLE)
On June 2nd WVV conducted a lesson learnt event to reflect on the cyclone Pam response and to
develop recommendations to feed into a disaster preparedness plan in order to improve WVV’s
performance in future disasters.
During the one day workshop 22 WVV staff participated (2 from Pentecost, 1 from Tanna, 19
from Efate). All WVV and other WV-‐ deployed staff who participated in the cyclone Pam
response have been divided into the following 8 departments & functions:
Ø Programs (including M&E and Communication)
Ø Operations Pentecost & Efate
Ø Operations Port Vila
Ø Operations Tanna & Erromango
Ø Finance
Ø Procurement & Logistics
Ø P&C
Ø WV-‐ Country Director & Response Manager
These groups do not necessarily represent the regular departments in WVV that are operating as
part of the regular National Office (NO) program. Following the cyclone and WVV’s response to it
the office has internally deployed staff from non-‐ affected areas to affected areas to support the
relief operations and staff has taken on new roles to provide better support to the sudden
changes in WVV’s program. This has led to some shift between departments. Also, the above
listed 8 departments have been formed for the LLE in order to better capture feedback and
reflections from staff who worked closely together during the response, e.g. the group
“Operations Tanna” includes the food distribution staff on Tanna as well as the Area Manager,
Commodity Manager and the WASH Advisor who has been implementing emergency-‐ WASH
activities on Tanna. The group “WV-‐ Other staff” includes staff who has provided overall support
to WVV and the emergency response such as the Country Director and the Response Manager.
All 8 groups consist of national and international WVV staff as well as staff that has been
deployed from other offices to support the Cyclone Pam response.
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Two weeks prior to the LLE a short questionnaire has been sent to the 8 departments that
supported the response as well as to WV-‐ deployed staff and WV-‐ SOs. All participants have been
asked to provide input on “what went well & what were good practices” and “what did not go
well & what needs
improvement” for
their respective
departments and
functions during
the response. Each
of the 8
departments was
requested to
present their
“positives” and
“negatives” during
the LLE. Circulating
questionnaires and preparing presentations on reflections in advance allowed field-‐ based staff,
who was not able to travel to Port Vila for the one day LLE, and deployed staff, who supported
the initial response but had already departed from Vanuatu, to contribute input and it was
ensured that everybody’s voice was heard.
During the LLE each of the 8 departments nominated a speaker who presented the “good
practices & what went well” as well as “what did not go well & needs improvement” for their
respective department. During the second part of the LLE and after all 8 presentations had been
held all LEE-‐ participants were given the opportunity to provide feedback to each of the 8
departments and their presentations. The feedback was provided in form of small notes that
participants stuck on the relevant presentation. The purpose of this exercise was to allow every
department, after they presented their internal reflection, to receive external feedback from
people who are working in different departments and functions. This method was chosen to
complement each department’s idea of “what have we done well, what do we need to
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improve” with “what do other people think we have done well, what do other people think we
need to improve”.
All presentations including the feedback that each department has received can be found in the
annex (please see Annex 1).
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5. Key Findings
The following table provides a summary synthesis of the top 5 of “What Went Well” and “What Needs Improvement” for the overall WV Vanuatu Cyclone Pam response. These statements have been chosen based on an analysis of the most common statements in all 8 presentations and represent World Vision Vanuatu’s overall lesson learnt from the Cyclone Pam Response. Please note that these statements are in no specific order.
1. WVV kept local staff in leadership
positions
2. Staff care was good (staff care fund,
support from P&C, encouragement
from CD, debriefings)
3. Emergency Response provided
opportunity to take on new role, build
staff’s capacity, take responsibility,
and learn new skills
4. WV has improved relationships and
collaboration with Government, other
NGOs, local authorities, and donors
5. International deployments were very
helpful and good learning experience
1. Clearly define roles and
responsibilities for each position so
that staff can have clarity of
expectations and Managers can
ensure tasks are performed properly
2. Improved information flow between
departments
3. Clearly define department business
processes and clear communication of
these processes to users in other
departments
4. Identify suppliers, casual workers, and
transportation companies and have
agreements in place
5. Share information with all staff on
selection of response areas, targeted
communities, proposed interventions
and budget available