Comprehensive Disaster Management Policy Framework for Trinidad and Tobago

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1 Comprehensive Disaster Management Policy Framework for Trinidad and Tobago including Critical Facilities Protection Policy Framework Col. George Robinson (Ret d.), Chief Executive Officer, ODPM 1

2 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

3 WHAT we are doing Key Definitions 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, ) 3

4 Context for CDM Policy Framework: Changing Challenges WHY we are doing it 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 4

5 Trinidad & Tobago Transformation: CDM Imperatives WHAT 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 5

6 1990 Attempted COUP Context: Changing Approaches 1998 HURRICANE MITCH 1996 HURRICANE FRAN 2001 WTC ATTACKS 2005 HURRICANE KATRINA 2004 TSUNAMI, I. OCEAN HURRICANE IVAN 2009 H1N1 FLU PANDEMIC 2010 EARTHQUAKE, HAITI WHY ODPM 1989 NEMA 1990 UNIDNDR 1994 YOKOHAMA STRATEGY 2000 ISDR 2001 CDEMA CDM 2005 HYOGO FRAMEWORK 2010 CDMP CDM RISK ASSESSMENT IMPACT MANAGEMENT RISK TREATMENT 6 6

7 Disaster Risk Reduction An Agenda in Progress 1989: IDNDR : Yokohama Strategy and Plan of Action 2000: International Strategy for Disaster Reduction (ISDR) 2005: Hyogo Framework 2010: Comprehensive Disaster Management Policy Framework

8 Comprehensive Disaster Management HOW we are doing it Monitor & Review / Communicate & Consult Context Identify Risks Assess Risks Treat Risks Manage Consequences Avoid Mitigate Transfer Accept Prepare Respond Recover National Disaster Management Authority (ODPM) (NEOC) GOVT Diagram adapted in part from Australian Standard: AS/NZS 4360:2004 8

9 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)

10 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)

11 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.

12 Comprehensive Disaster Management Disaster Risk Reduction (DRR) Workstreams - Aligned with Hyogo Priorities HOW Context Identify Risks Assess Risks Treat Risks Plan/Prepare Respond Recover Hyogo 1: Ensure DRR is a national priority with a strong institutional basis 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) 5: Strengthen disaster preparedness for effective response at all levels H 4.7 Recovery planning process 12

13 Words into Actions: Priorities to Key Activities (Workstream to Task Groups) - Hyogo Priority #4 HP# 4 Reduce the underlying risk factors WORKSTREAM 4.1 Environment: Incorporate disaster risk reduction in environmental and natural resources management 4.2 Social Needs: Establish mechanisms for increasing the resilience of the poor and most vulnerable 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 4.5 Stimulate Disaster Risk Reduction Activities : in Production and Service Sectors 4.6 Financial/ Economic Instruments: Create opportunities for private-sector involvement in disaster risk reduction HOW 4.7 Disaster Recovery: Develop a recovery planning process that incorporates disaster risk reduction TASK GROUPS 13

14 Words into Actions: Priorities to Key Activities (Workstream to Task Groups) - Hyogo Priority #5 HOW 5.1 Develop a common understanding and activities in support of disaster preparedness HP# 5 Strengthening preparedness for response 5.2 Assess disaster preparedness capacities and mechanisms WORKSTREAM 5.3 Strengthen planning and programming for disaster preparedness TASK GROUPS 14

15 CDM Institutional Framework HOW 15

16 HOW Existing National Legal and Regulatory Framework Current Legal / Regulatory Framework Assessment Treatment Preparedness Response Recovery Legislation Standards Regulations Inspections Codes Licenses 16

17 Requirements of Legal and Regulatory Framework HOW 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 17

18 Words into Actions: Task Groups to Work Groups- Hyogo Priority #4 Strengthen mechanisms for improved building safety and protection of critical facilities HOW HP# 4 Reduce the underlying risk factors #4.4 Strengthen mechanisms Task Group 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 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 18

19 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) 19

20 WHAT 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. 20

21 Critical Facilities as a Priority Focus in CDM HOW HP# 4 Reduce the underlying risk factors #4.4 Strengthen mechanisms Task Group 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 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 21

22 HOW Roles of CF Stakeholders Asset Owners/ Operators Sector Task Forces CF Forum ITAC DMAC, NSC & ODPM Roles Bear primary responsibility for the protection of their assets. Develop Sector Strategic Plans Principal inter-sectoral interface; participate in DMA Council Monitor deliberate man made threats Coordinate all intelligence agencies. Develop threat assessment Disseminate to relevant stakeholders Roles as previously defined. 22

23 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 CDMP HOW 23

24 Implementing the CDMP and CFPP: The Way Forward HOW 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 24

25 THE END 25

26 Hyogo Framework for Action Five priorities for action : 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

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