Comprehensive Disaster Management Policy …uwiseismic.com/Downloads/Comp Disaster Mgt Policy...Comprehensive Disaster Management is the term that reflects the global trend in the

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Col. George Robinson (Ret’d.) ,

Chief Executive Officer, ODPM

Comprehensive Disaster Management Policy

Framework

for Trinidad and Tobago

including

Critical Facilities Protection Policy Framework

Agenda

Draft Comprehensive Disaster Management (CDM) Policy

Framework

Definitions

Context

CDM imperatives

Institutional Framework

Legal & Regulatory Framework

Draft Critical Facilities Protection (CFP) Policy Framework

Way Forward

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Key Definitions

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Comprehensive Disaster Management is the term that

reflects the global trend in the discipline for increased focus on risk

management and the intense desire among disaster management

Stakeholders in the Caribbean to accelerate initiatives in promoting

disaster loss reduction. It includes:

• attention to all phases of the Disaster Management Cycle –

prevention, mitigation, preparedness and response, recovery

and rehabilitation

• emphasis on reducing risk.

(CDERA CDM Strategy and Programme Framework, 2007-2012)

WHAT we are doing

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Context for CDM Policy Framework:

Changing Challenges

Global concern over impacts of large-scale natural and man-made disasters and emerging hazards Hurricane Katrina, Indian Ocean Tsunami, Earthquake in Haiti

9/11

International terrorism

Global pandemics

Climate change

Trinidad and Tobago’s challenges Geological and hydro-meteorological hazards

Expanding Petrochemical & industrial base (Cyber threats, pollution)

Status in world market re LNG (potential terrorist target)

Regional obligations (CDEMA: Sub-regional focal point)

Government and business continuity

Inadequate standards and codes

Rapid pace of infrastructural development

WHY we are doing it

Trinidad & Tobago Transformation:

CDM Imperatives

1. Embed a national culture of safety and resilience

2. Mainstream Disaster Risk Management in

government operations, business and the society

3. Continuously enhance the capacity for Disaster

Impact Reduction

4. Continuously enhance the capacity for Disaster Risk

Reduction

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WHAT

6

6

1994

YOKOHAMA STRATEGY

1998

HURRICANE

MITCH

2005HYOGO

FRAMEWORK

1990 1995 2000 20102005

ODPM

1989

NEMA

2000

ISDR

1990Attempted COUP

1996HURRICANE

FRAN

2001WTC

ATTACKS

2004TSUNAMI,I. OCEAN

HURRICANE IVAN

2005HURRICANE

KATRINA

2010EARTHQUAKE,

HAITI

1990

UNIDNDR

2001

CDEMA

CDM

2010

CDMP

IMPACT MANAGEMENT

RISK TREATMENT

RISK ASSESSMENT

CDM

Context: Changing Approaches2009

H1N1 FLU PANDEMIC

WHY

Disaster Risk Reduction – An Agenda in Progress

•1989: IDNDR 1990-1999

•1994: Yokohama Strategy and Plan of Action

•2000: International Strategy for Disaster Reduction

(ISDR)

•2005: Hyogo Framework

•2010: Comprehensive Disaster Management Policy

Framework

National Disaster Management Authority (ODPM)

Mitigate

Transfer

(NEOC)

Prepare

Respond

Recover

Monitor & Review / Communicate & Consult

Context IdentifyRisks

AssessRisks

TreatRisks

Avoid

Manage Consequences

GOVT

Comprehensive Disaster Management

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Accept

Diagram adapted in part from Australian Standard: AS/NZS 4360:2004

HOW we are doing it

The CDM Agenda in Progress

Identifying key trends, progress and good practices in Trinidad and Tobago with respect to seismic risk reduction (HFA #3)

Providing a succinct national overview on HFA implementation that is based on available national data (country reports) and mapping risk reduction initiatives by national and regional organisations (HFA #2)

Identifying main gaps and challenges facing the Country to accomplish progress in HFA implementation (HFA #3)

Proposing recommendations for future actions and prioritisation of seismic risk reduction on the national agenda. (HFA #5)

A CDM Agenda in Progress

Capacities of government institutions and communities established in high risk areas enhanced to adapt and implement earthquake preparedness planning and safe construction practice using appropriate earthquake resistant construction guidelines (HFA #5)

Capacities of the government strengthened in disaster recovery preparedness to support enhanced recovery operations in post-disaster situations (HFA #4)

Capacities of the government developed to implement national disaster management framework by supporting locally appropriate solutions for earthquake risk reduction (HFA #4)

CDM Implementation Programme

Establish Multistakeholder National Platforms

Revise policies and legislation to address DRR

Integrate risk reduction into Sustainable

Development

Develop comprehensive National Plans for DRR

Start risk reduction dialogues and engage

communities and businesses in public-private

partnerships to reduce shared risks.

Context IdentifyRisks

Treat Risks

Respond

Comprehensive Disaster ManagementDisaster Risk Reduction (DRR) Workstreams

- Aligned with Hyogo Priorities

Assess Risks

Recover

2: Identify, assess & monitor risks and enhance early warning

3: Build a culture of safety & resilience at all levels

4: Reduce the underlying risk factors in key sectors (using an all hazards approach;

protect critical facilities)

H 4.7Recovery planning process

Plan/Prepare

Hyogo 1: Ensure DRR is a national priority with a strong institutional basis

5: Strengthen disaster preparedness for effective

response at all levels12

HOW

Words into Actions: Priorities to Key Activities

(Workstream to Task Groups) - Hyogo Priority #4

HP# 4

Reduce the

underlying risk

factors

4.1 Environment: Incorporate disaster risk reduction

in environmental and natural resources

management

4.5 Stimulate Disaster Risk Reduction Activities : in

Production and Service Sectors

4.2 Social Needs: Establish mechanisms for

increasing the resilience of the poor and most

vulnerable

4.7 Disaster Recovery: Develop a recovery planning

process that incorporates disaster risk reduction

4.6 Financial/ Economic Instruments: Create

opportunities for private-sector involvement in

disaster risk reduction

4.3 Physical Planning: Establish measures to

incorporate disaster risk reduction in urban and

land-use planning

4.4 Structures: Strengthen mechanisms for improved

building safety and protection of critical facilities

WORKSTREAM

TASK GROUPS13

HOW

Words into Actions: Priorities to Key Activities

(Workstream to Task Groups) - Hyogo Priority #5

HP# 5

Strengthening

preparedness

for response

5.1 Develop a common understanding and

activities in support of disaster

preparedness

5.2 Assess disaster preparedness capacities

and mechanisms

5.3 Strengthen planning and programming for

disaster preparedness

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WORKSTREAM

TASK GROUPS

HOW

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CDM Institutional Framework HOW

Existing National Legal and Regulatory

Framework

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Current Legal /

Regulatory

Framework

Assessment Treatment Preparedness Response Recovery

Legislation

Standards

Regulations

Inspections

Codes

Licenses

HOW

Requirements of Legal and Regulatory

Framework

Empower National Coordinating Authority (ODPM) to deliver on its

new, expanded mandate

Align subsidiary and associated legal instruments with the imperatives

of the evolving CDM Programme

Impose mandatory business and government continuity standards

Empower all stakeholders by:

Clarifying roles and responsibilities

Stipulating capacity requirements (inspectors, licensed operators,

etc.) to support delivery of all aspects of CDMP

Enabling quality assurance re compliance and reporting

Providing access to funding, via budgetary process (cf. PSIP)

Establish emergency protocols Including inter-governmental arrangements

Establish information sharing and confidentiality protocols

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HOW

Building Safety Work Group

Review building code …

Evaluate the …

Develop a training …

Institute a consultation …

Foster training …

Develop a programme …

Design incentive …

Develop a strategy …

Undertake an education …

Critical Facilities Work Group:

Develop an inventory…

Analyse the risks…

Undertake a study…

Develop priorities…

Develop sector-specific…

Partner with utility

Use the results

Strengthen mechanisms

for securing the safety of

housing and other

buildings, and for

protecting critical

facilities and

infrastructure; thus

reducing loss of life and

livelihoods, as well as the

costs of recovery

HP# 4

Reduce the

underlying risk

factors #4.4 Strengthen

mechanisms

Task Group

Words into Actions:

Task Groups to Work Groups- Hyogo Priority #4Strengthen mechanisms for improved building safety and

protection of critical facilities

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HOW

Key Definitions

Critical Facilities

The primary physical structures, technical facilities and systems

which are socially, economically or operationally essential to the

functioning of a society or community, both in routine circumstances

and in the extreme circumstances of an emergency.

(UNISDR)

Critical Facilities Protection

The use of risk management strategies, plans and procedures to

reduce the risk of and enhance resilience to the impact of natural

and man-made hazards on Critical Facilities.(ODPM)

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Vision

VISION for Critical Facilities Protection Programme for Trinidad

and Tobago

A resilient critical facilities network whose continuous

protection from existing and emerging threats is integrated into

routine public and private sector business practice.

The CFP Programme proposes to reduce risk and maximise resilience on a

national scale by:

Making disaster management a national priority

Developing a culture of disaster risk management

Engendering collaboration among the private and public sectors and civil

society.

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WHAT

Critical Facilities as a Priority Focus in

CDM

Building Safety Work Group

Review building code …

Evaluate the …

Develop a training …

Institute a consultation …

Foster training …

Develop a programme …

Design incentive …

Develop a strategy …

Undertake an education …

Critical Facilities Work Group:

Develop an inventory…

Analyse the risks…

Undertake a study…

Develop priorities…

Develop sector-specific…

Partner with utility

Use the results

Strengthen mechanisms

for securing the safety of

housing and other

buildings, and for

protecting critical

facilities and

infrastructure; thus

reducing loss of life and

livelihoods, as well as the

costs of recovery

HP# 4

Reduce the

underlying risk

factors #4.4 Strengthen

mechanisms

Task Group

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HOW

Roles of CF Stakeholders

Roles

Asset Owners/

Operators

Bear primary responsibility for the protection of their assets.

Sector Task

Forces

Develop Sector Strategic Plans

CF Forum Principal inter-sectoral interface; participate in DMA Council

ITAC Monitor deliberate man made threats

Coordinate all intelligence agencies.

Develop threat assessment

Disseminate to relevant stakeholders

DMAC, NSC

& ODPM

Roles as previously defined.

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HOW

Implementing the CDMP and CFPP:

The Way Forward

Phase I: CDM Policy Framework (completed)

Phase II (1 year)

Develop Strategic Plan for National Coordinating

Authority (ODPM)

Engage stakeholders

Empanel Workstreams, Task Groups, Disaster

Management Advisory Council (interim) Convene CFP Sector Task Forces

Develop CFP sectoral work plans

Building Safety Policy Framework (?)

Draft legislative brief (omnibus) for CDMP23

HOW

Implementing the CDMP and CFPP:

The Way Forward

Phase III (2 years)

Develop plans and procedures emanating from Workstreams, e.g. Communications Plan

Community Outreach Plan

Training Plan

Implement plans & procedures, e.g. Continuous Improvement Process for both internal and external

stakeholders

Standard Operating Procedures (SOP) Review

CFP Sectoral Plans

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HOW

THE END

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Five priorities for action :

1. Governance: ensure that disaster risk reduction is a national and local priority with strong institutional basis for implementation

2. Risk identification: identify, assess and monitor disaster risks and enhance early warning

3. Knowledge: use knowledge , innovation and education to build a culture of safety and resilience at all levels

4. Reducing the underlying risk factors

5. Strengthen disaster preparedness for effective response

Hyogo Framework for Action

2005-2015