| dc.description.abstract | Kenya has been exposed to a variety of disasters such as droughts, fires, floods, HIV / AIDS, industrial accidents and terrorist attacks among others (Draft National Disaster Management Policy 2006:1). These disasters have over the years caused loss of lives, disrupted people's livelihoods, destroyed infrastructure, diverted planned use of resources and interrupted economic activities thereby causing a retardation of the economy (G.O.K, 2002). In this regard the government has recognized the need to partner and work with other organizations like KRCS in order to develop the required capacity to respond to disasters as envisaged in the Draft National Disaster Management Policy of 2006. KRCS responds to disasters within the country through its network of 59 branches spread throughout the country.
In Kisumu, KRCS operates through its Kisumu Branch. The KRCS disaster response ability and recent involvement in disaster situations in Kenya has created a lot of pressure and incentive to find solutions and mechanisms for maximizing disaster response outcomes from the limited resources available. These pressures have seen the KRCS introduce the disaster response systems reform with decentralization as the core element. This is premised on the understanding that decentralization is expected to improve the efficiency, effectiveness and sustainability of KRCS disaster response service delivery particularly in its 59 branches, by promoting grassroots participation in disaster response activities. It is envisaged that this would create a more effective and efficient administration of local branch and community disaster response programmes and lead to expanded programme administration outside its headquarters in Nairobi.
This study therefore sought to investigate the effects of decentralization of the KRCS disaster response programme on service delivery in its Kisumu Branch. The study had five key objectives, viz. to assess the KRCS Kisumu Branch response to disasters, to assess the level of decentralization of the KRCS, to assess the capacity of the KRCS Kisumu Branch in disaster response, to examine the current KRCS organizational structure and its relation to disaster response in Kisumu and to examine stakeholders involvement in disaster response in KRCS Kisumu Branch.
The study established that KRCS Kisumu Branch is majorly involved in disaster response which is the core business of the organization. Decentralization has contributed to better service delivery with regard to adequate disaster response materials provided and timely response to disasters within its area of jurisdiction. Its main strength lies in its grassroots' volunteer network and the ability to preposition relevant capacities at local level. With regard to the capacity of the branch, the study found out that the branch capacity had been significantly strengthened with the advent of decentralization. Specifically, the branch is comparatively having a strong material base necessary for effective disaster response. With the introduction of the decentralization, KRCS has constructed one warehouse and erected two additional rub halls which were adequately stocked with relevant disaster response materials at the time of this study.
Relevant working tools and equipments were also assessed; the study established that decentralization has led to the installation of a better internet and network system and procurement of more computers amongst others. The availability of relevant technical personnel at branch and regional level who were either recruited or transferred from the headquarters during the rollout of the decentralization programme has boosted the technical capacity at local level and improved the image of the Branch with regard to enhanced accountability.
The financial capacity of the Branch was found to be very weak. Budgetary allocations from the headquarters remained the major source of funds for branch activities. The Branch had other sources of income that included membership subscription fees, training fees, donations, rent of the branch canteen and hire of tents and chairs. However, both sources of income were not adequate for branch needs and thus the Branch could not raise over 50% of its financial requirements.
The Branch did not also have adequate strategies in place to collect revenue at local level. High poverty levels in the district, coupled with the global economic crisis limited the amounts that individuals and business firms are willing to contribute to charities. The existing partnerships between the Branch and local stakeholders have not been exploited to full to help the Branch increase its revenue base. The Branch also needed to explore possibilities of investing in more sustainable income generating projects/activities. With regard to the level of decentralization, the study established that KRCS is still in its first phase of decentralization after having rolled out the same in 2006. There hasn't been any meaningful evaluation carried out yet to establish whether the decentralization is actually achieving what it set out to do.
In addition, KRCS did not have effective strategies for monitoring the progress of the decentralization programme so as to make necessary corrections, in order to maximize on the decentralization outputs. Key strategies put in place to enhance decentralization outcomes included; the establishment of the Regional offices, deployment of relevant technical personnel, review of organizational policies, prepositioning of relief stock to the lower structures amongst others.
The study also observed that KRCS has established a decentralized structure which is currently characterized by three main management levels at the Headquarters, Regional and Branch levels. Stakeholder involvement in the Branch activities was found have substantially improved leading to more participation by stakeholders and more opportunities for networking. The study therefore proposes continued efforts in strengthening partnerships with stakeholders to increase the resource base of the branch, introduction of more sustainable income generating projects, more capacity building efforts targeting training of the branch personnel, regular check and replenishment of relief stock including provision of the missing items and equipment.
There was also need for the headquarters to put more elaborate and systematic monitoring and evaluation systems in place to establish whether the decentralization programme is achieving what it was set -out to do. The need to build the capacity of the branch in logistics particularly with both a medium sized vehicle and a truck could not be overemphasized if the branch has to further improve on its efficiency during disaster response. | en_US |
