comprehensive disaster management policy framework for
TRANSCRIPT
1
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
2
Key Definitions
3
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
8
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