TONGA EMERGENCY PREPAREDNESS OPERATIONAL LOGISTICS CONTINGENCY PLAN PART 3 SCENARIOS IDENTIFICATION LOGISTICS RESPONSE PLANS

Transcription

1 TONGA EMERGENCY PREPAREDNESS OPERATIONAL LOGISTICS CONTINGENCY PLAN PART 3 SCENARIOS IDENTIFICATION & LOGISTICS RESPONSE PLANS GLOBAL LOGISTICS CLUSTER WFP MAY JUNE 2012 PROGRAM FUNDED BY: 1 P a g e

2 A. Summary A. SUMMARY 2 B. EMERGENCY SCENARIOS IDENTIFICATION 5 OVERVIEW 5 RISK UNDERSTANDING 6 C. TONGA EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS 6 WARNING, ACTIVATION AND ALERTING SYSTEMS 6 NATIONAL ACTIVATION SYSTEM 7 ACTIVATION OF THE TROPICAL CYCLONE EMERGENCY RESPONSE PLAN (TCERP) 8 AIRPORT CLEARANCE 8 CUSTOMS AND QUARANTINE 8 THE VILLAGE EMERGENCY COMMITTEE 8 MINISTRY OF HEALTH DISASTER MANAGEMENT PLAN 8 FU AMOTU INTERNATIONAL AIRPORT EMERGENCY PLAN 9 UNITED NATIONS DISASTER ASSESSMENT AND COORDINATION (UNDAC) 9 D. LOGISTICS EMERGENCY COORDINATION 10 A. THE LOGISTICS COORDINATION GROUP (LCG) 10 B. PROPOSITION FOR A NEW MANAGEMENT OF LOGISTICS OPERATIONS DURING EMERGENCIES 11 NEOC LOGISTICS UNIT 11 Responsibilities 11 Specific operational cells 11 Customs Clearance Facilitation Cell (CCFC) Terms of Reference 12 Dispatching and Cargo Tracking Cell (DCTC) Terms of Reference 13 Transport Cell (TC) Terms of Reference 14 Logistics Information Management Cell (LIMC) Terms of Reference 15 E. SCENARIOS DETAILS & OPERATIONAL RESPONSE PLANS 16 A. LOGISTICS CONTINGENCY PLAN 1 MEDIUM IMPACT SCENARIO INTRODUCTION EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS 16 Operational Command and Coordination 16 Operational Roles of Key Agencies SCENARIO DETAILS: 17 Summary 17 2 P a g e

3 Scenario Overview: 17 Key implications OPERATIONAL SUMMARY CONCEPT OF OPERATIONS 20 The objectives and activities of the Logistics Unit in Tonga are the following: 20 Logistics Planning Assumptions & Identified Gaps 20 Concept of Operations Medium level scenario SUGGESTED SOPS 21 Activation: 21 Operations: 21 Activities: 21 Stand Down: 22 Essential Equipment: 22 Information Access/Management 22 Required: 22 Responsible to produce: 22 Resources/ Support to the Logistics Unit LOGISTICS RESPONSE WORK PLAN 23 Logistics Response Checklist 23 Logistics Response Work Plan PREPAREDNESS (MINIMUM PREPAREDNESS MEASURES) 27 B. LOGISTICS CONTINGENCY PLAN 2 WORST CASE SCENARIO BACKGROUND INFORMATION 28 Forecast: 28 Impact: EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS 29 Operational Command and Coordination 29 Operational Roles of Key Agencies SCENARIO DETAILS: 29 Summary 29 Scenario Overview: 30 Key implications OPERATIONAL SUMMARY CONCEPT OF OPERATIONS 36 The objectives and activities of the Logistics Unit in Tonga are the following: 36 Logistics Planning Assumptions & Identified Gaps 36 Assumptions and constraints: SUGGESTED SOPS 38 Activation: 38 Operations: 38 Activities: 38 Stand Down: 39 Essential Equipment: 39 Information Access/Management 39 Resources/ Support to the Logistics Coordination Group LOGISTICS RESPONSE WORK PLAN 41 3 P a g e

4 Logistics Response Checklist 41 Logistics Response Work Plan PREPAREDNESS (MINIMUM PREPAREDNESS MEASURES) 45 4 P a g e

5 B. Emergency Scenarios Identification Overview The range of possible disasters that may impact Tonga is large, too large to set up specific response mechanisms and operational logistics procedures for each one. As the size of the potential impact, the locations and the type of response may be quite similar between certain types of hazards, we have tried to group several hazard into one global scenario. 5 P a g e

6 Risk Understanding Impact Moderate Likelihood Almost Certain Likely Possible Floods Volcanic Eruption Major Catastrophic Cyclones Cyclones Earthquakes / Tsunamis C. Tonga Emergency Procedures and Response Arrangements Warning, Activation and Alerting Systems The key to achieving effective response from participating organizations and the community is to have reliable and equally effective warning and alerting systems in place. Advice of a developing or impact disaster situation will come from two main sources: Official source (meteo/police) Unofficial source or member of the public It will be the responsibility of the NEMO and Lead Authority (responsible organization)to verify the accuracy of unofficial reports. It is the responsibility of all departments and organizations to ensure that representatives are contactable at all times and particularly so during the cyclone season and after normal working hours. It is the responsibility of the CCG to ensure that timely and appropriate messages are broadcast to the public advising of the degree of threat, and action that should be taken. Departments and organizations must assist in this process by ensuring that relevant information is forwarded to the CCG. Details of the national activation system can be found here under (National Activation System) whilst details on the warning system used by the Meteorological Service are contained within the cyclone support plan (see here under Activation of the Tropical Cyclone Emergency Response Plan (TCERP)). Care should be taken not to confuse the terminology being used in this section. The warning system does not refer specifically to Meteorological messages it relates to the system in place that is used to warn the disaster officials and the community that a potential hazard exists. The activation system refers to the mechanism for informing and activating the departments and organisations, whilst the community alerting system guides the community by informing of the degree of threat and action to be taken. It is used specifically by the disaster officials and should compliment the warning system in place. 6 P a g e

7 National Activation System The implementation of this plan will depend on the effective reaction by participating organizations. The following stages of activation are designed to achieve this goal through a graduated and controlled mechanism which when utilized correctly will ensure that the level of preparedness and response will equal the level of threat being posed. The outline of action within these stages is listed below: Stage One Readiness Comes into effect when some form of information is received which indicates that the provisions of this plan, and/or associated plans, may be invoked. The Chairman of the NDMC will declare this stage in force and alert appropriate organizations of such action. Stage Two Standby Comes into effect when it is established that a threat exists to all or part of the island chain. It requires that all relevant organizations and personnel are placed on standby to begin operations or actions under this plan immediately they are called upon. The NDMC in consultation with the NEMO and disaster controller will determine when this stage becomes operative. In some circumstances there may be no warning or insufficient warning of an impending threat and therefore it may not be possible to progress through stages one and two in a normal fashion. Stage Three Activation Comes into effect when the treat is imminent; or in an impact situation where a disaster or emergency has already occurred. The disaster controller will activate this stage and call upon participating organizations to take action in accordance with planned procedures and/or as directed by the Controller. Stage Four Stand Down The order for organizations to stand down will be given by the Minister in consultation with the disaster controller once a full assessment has been made, the threat has abated, and/or disaster relief operations are well advanced. This will be a gradual process with organizations which have limited involvement in the operations being stood down in the first instance. This maximum protection minimum disruption process will avoid over response, and serve as an effective means of regulating community action through ongoing communication. The stages will also serve as a guide for departments and organizations in the development of internal emergency procedures and response. 7 P a g e

8 Activation of the Tropical Cyclone Emergency Response Plan (TCERP) 1 Whenever there is threat of a tropical cyclone affecting any part of Tonga within 48hours or a tropical depression or tropical cyclone is located within the area bounded by 10S 175E, 25S 175E, 25S 165W, 10S 165W, the Tongan Meteorological Service (TMS) will activate its TCERP. On the event of a tropical cyclone, TMS will provide Special Weather Bulletins (SWB). A SWB will contain either a TROPICAL CYCLONE ALERT OR TROPICAL CYCLONE WARNING. On the event of a tropical depression, warnings will be issued in the normal routine weather bulletins. Airport Clearance The CCG is to liaise with the Secretary Civil Aviation, to ensure that security clearance is provided for team assigned to assist with the unloading and transport of relief supplies. Where possible, the names of personnel involved with these activities shall be sent prior to the teams arrival at the airport. Customs and Quarantine Once an official request for international assistance has been submitted, the Director of Customs and Quarantine are to make the necessary arrangements for the ongoing clearance of all donor assistance which is provided for disaster relief purposes. This may include duty exemption for goods which are purchase locally with disaster relief funding. The CCG is responsible for providing information on donor assistance to Customs and Quarantine to facilitate this process. This includes details on type, quantity, source, means of transportation, arrival point and estimated time of arrival. As for normal Customs and Quarantine situations, disaster relief operations should not in themselves cause a breakdown in established security and/or immigration regulations. The Village Emergency Committee The Village Emergency Committee (VEC) chaired by the Town Officer is responsible for the development and implementation of the emergency management plan in the village. The VEC undertakes community awareness on emergency management including identification of local resources for emergency operations. It plays an important role in ensuring that information about an event or emergency is communicated immediately to the DEMC. The VEC is also involved with the community in the response and recovery phase (Government of Tonga, 2008b). Ministry of Health Disaster Management Plan 1 TONGA METEOROLOGICAL SERVICE - TROPICAL CYCLONE PROCEDURES - AUGUST P a g e

9 The Ministry of Health (MoH) is responsible for initiating hazard and vulnerability assessment of health facilities/personnel, logistics, in preparation for various disaster scenarios, to ensure that the MOH, at all times, has the highest achievable state of preparedness to enable it to mobilize the resources required, to safely and expeditiously provide emergency medical and public health care to victims of disaster. Fu amotu International Airport Emergency Plan Under the Civil Aviation Act 1990 of Tonga and the Civil Aviation Regulations (Amendment) 1996 and the New Zealand Civil Aviation Rules, the Fu amotu International Airport conducts an annual exercise to test the Airport Emergency Plan. This exercise involves other sectors including the police, fire services, health, ambulance services, army and the Red Cross. United Nations Disaster Assessment and Coordination (UNDAC) The United Nations has established a regional UNDAC team which can be deployed in support of national responses to hazard impacts and major emergencies. Team members are drawn from other Pacific Island Countries, and are placed on standby for rapid deployment at the request of governments. The Chairman of the NDMC is to advise Government on this decision. Key support activities which can be undertaken by UNDAC Teams include: contributing to the collection and sharing of information among active donors in the region: facilitating co-ordination with and mobilisation of appropriate resources from donors who might not be operational in the region but are interested to assist; providing additional know-how and expertise to strengthen the national capacity and to increase the accountability and credibility of assessments and appeals presented to the donor community; strengthening national capacity by providing sectoral assessment expertise that might be required. Assisting in the on-site management of the relief operation during the emergency response phase; and Advising on the planning for medium term relief, transition to rehabilitation and future mitigation strategies. The teams are activated by the UNDP Resident Representative, through UNDHA Office in Suva. 9 P a g e

10 D. Logistics Emergency Coordination There are no specific logistics related units in Tonga s Disaster management framework. During emergency operations, the country mainly relies upon Tonga Defense Services capacities and assets and upon New-Zealand and Australia operational support (within FRANZ Alliance regarding NZDF and ADF operations) Furthermore, up until now, no Logistics preparedness activities have been implemented in Tonga. As Logistics may be one of the major concerns during emergency operations, a Logistics Coordination Group (LCG) has been established in This LCG will support the activities of the NEMO s regarding Logistics preparedness. a. The Logistics Coordination Group (LCG) The LCG is a newly established 2 coordination working group, aiming to support the NEMO and to ensure that Logistics Preparedness activities (stand-by agreements, compiling of logistics related databases, logistics contingency plans, training, simulations) are in place in Tonga. The LCG is composed of: - One representative from the NEMO - One representative from the Civil Society Forum the NGOs Umbrella Organization - One representative from the Tonga Red Cross Society - One representative from the Ministry of Works 3 - One representative from the Tonga Defense Services - One representative from the Tonga Police - One representative from the UN from WHO - As observer, one representative from the Donors? Among its areas of competencies, let s mention: Implementation of the Logistics Preparedness plan o Standardization of Logistics Documents o 3Ws o Civ-Mil coordination o Roles & Responsibilities of actors involved in Logistics o Update of the LCA o Capacity building and training plan for the key logistics actors o Facilitations measures aiming at improving the logistics preparedness, emergency customs clearance, stand-by agreements 2 Inception in June Ministry of Infrastructure, as of July P a g e

11 b. Proposition for a new management of Logistics operations during emergencies There is no specific logistics unit in the NEOC when activated. Logistics operations and dealt together with all other relief and emergency operations by NEOC management which will allocate specific logistics activities upon request to the most appropriate and available agency. Most of the time, the logistics operations will be allocated to the TDS 4 Regarding the coordination of logistics activities during emergency operations, it is recommended that the LCG switches to an operational unit during emergencies and operates, within the NEOC, all the logistics related activities. A proposition of revised organisation of logistics operations during emergencies is detailed here under. Draft ToRs of the NEOC Logistics Unit and specific sub-cells and also provided. NEOC Logistics Unit This unit is made up of the Logistics Manager (NEMO Logistics and Operations Officer) and members of the Logistics Coordination Group (LCG). Depending on the size and specificities of the disaster, some operational cells (sub-cells from the Logistics Unit) may be set up to operate specific duties. Responsibilities The Logistics Unit s objectives are: Provision of resources to response agencies (clearance, storage, dispatching and transport) Supplies sourcing The responsibilities are: Supplies sourcing at national and international level Liaison with national and international organisations on availability of prepositioned humanitarian stocks + operational arrangements for access, transport (upstream pipeline) Storage, availability and operations, at entry points, intermediate dispatching points and at field level Transport, including land, sea and air (downstream pipeline) Specific operational cells Depending on the size and the specificities of the disaster, the Supplies Unit may vary significantly in number and in objectives. If needed, some specific cells may be set up, with precise ToRs, to operate the most challenging parts of the emergency logistics operations. Here under are examples of ToRs for those thematic cells. 4 Nevertheless, it has been recommended by WFP Emergency Logistics Preparedness Mission to set up a permanent Logistics Unit in the NEMO and a logistics unit in the NEOC when activated. This NEOC Logistics Unit should mainly be composed by the members of the Logistics Coordination Group 11 P a g e

12 Customs Clearance Facilitation Cell (CCFC) Terms of Reference Introduction: During emergencies, if the size of the events requires international assistance, a Customs Clearance coordination cell, composed by representatives from the Ministry of Finances and the Customs, may be set up. In addition, a volunteer support from one of the major Freight Forwarding / Shipping / CC brokers companies should be a significant added value. Responsibilities: Assessment Meet with the Central Customs authorities to review existing customs regulations Information Management Ensure INGOs and UN agencies good understanding of local Customs policies and their application. Document the application of customs procedures. Keep the humanitarian agencies informed on standard customs procedures Operations If required, negotiate facilitation measures with national and local authorities, including registration process for NGOs / International agencies. Advise the response teams on main customs issues affecting operations. Facilitate / support / ensure Customs Clearance procedures for registered humanitarian agencies Maintain a paper trail for future reference 12 P a g e

13 Dispatching and Cargo Tracking Cell (DCTC) Terms of Reference Introduction: During Emergency Response operations, Tongan authorities will set up dispatching centers; all the commodities transiting through the dispatching centers before being sent to distribution areas. During emergencies, the dispatching centers should be operated by / with the support of private companies bringing their professional experience for dispatching operations and commodities tracking. This recommendation will require that prior stand-by agreement even basic is signed between NEMO and the pre-identified private companies. As all operations in remote areas will require repackaging and transshipment operations, this need to be considered when designing the initial Concept of Operations (an additional hangar, linked to the dispatching centre, need to be specifically designated to this purpose). During emergencies, the Customs Clearance coordination cell, composed by representatives from the MoF and Customs should be operating from the dispatching center Reporting line: The Dispatching & Cargo Tracking Cell reports to the Logistics Manager Responsibilities: Develop mechanisms for capturing data for commodity tracking purpose. Distribute reporting formats as required. Compile Agencies' relief commodities information and summarize in pre-determined formats for publication in Sitreps. Conduct commodity tracking data filtering in accordance with agreed parameters for pending, in-stock, and, distributed (Delivered). Enforce the tracking of a) filtering, b) entering, c) cross-checking process (third party check) (signatures at each stage). Work with the Data entry clerk (If deployed) to resolve discrepant data prior to inputting to the system. Coordinate reporting procedures and distribute reporting formats as required Register all data for statistical evidence, including details of all commodities handled and transported under the Logistics co-ordination by establishing a commodity tracking system. Commodities should be classified by type of food and by type of non-food item. Transport mode should be classified by type (air, road, sea) and by name of operator. 13 P a g e

14 Transport Cell (TC) Terms of Reference Reporting line: The Transport Cell reports to the Logistics Manager & the NEOC Responsibilities: The Transport & Shipping Cell is responsible for the downstream pipeline. It includes the following duties: Land Transport Define specific transport strategies and procedures and ensure effective integration of transport in Logistics operations. Manage transport operations including all transport assets in order to ensure timely and cost-effective delivery of cargoes. Identify, mobilize resources, implement and report on special transport operations. Ensure that accurate and complete accounting, reporting and internal control systems are functioning and that all relevant records are maintained. Ensure effective commodity management and quality control. Coordinate transport operations with the Dispatching and Cargo Tracking Cell. Supervise staff as required. Shipping & Air transport Liaise with appropriate resources in order to determine the most efficient mode of calling forward commodities, taking into consideration type of commodity, quantity, port / airport conditions, weather conditions, freight market condition, etc. Negotiate and conclude sea / air transportation arrangements with shipping / air operators, including the chartering of vessels, on either a short or long-term basis or conclude ad-hoc individual rate agreements. Appoint, instruct and supervise a network of Freight Forwarding Agents and provide advice to the appointed agents as required. Liaise closely with agents and suppliers to ensure that cargo readiness matches vessels arrival. Prepare and maintain statistical reports on shipping and chartering information. 14 P a g e

15 Logistics Information Management Cell (LIMC) Terms of Reference Introduction: During Emergencies, Information Management is of the upmost importance for Emergency Logistics Operations. Logistics Information Management will need to provide updated information about Logistics Operations to the National Disaster Controller and to the NEOC on a daily basis. Reporting line: The Logistics Information Management Cell reports to the Logistics Manager, the National Disaster Controller and to the NEOC Responsibilities: The LIMC will act as the focal point for collecting, analyzing and disseminating logistics information. The LIMC will work closely with the Logistics Manager. Gather information on the overall logistics situation, including comprehensive data on logistics procedures and bottlenecks from the various Logistics participants and national authorities. Produce Logistics reports in specific formats as required within the operations. Key products include: Sitreps, snapshots, flash news, briefings, road matrix, and area overview. Liaise with Logistics participants, and national counterparts to gather information for the production of daily Sitreps and weekly bulletins, ensuring that challenges and concerns relating to the logistics operations are represented. Consolidate and share key logistics information and procedures, such as Concept of Operations and Standard Operating Procedures (SOPs) ensuring they are regularly revised/updated if required. Inform relevant stakeholders on commodity tracking reporting procedures. Prepare talking points and agenda for LCG meetings, compile minutes / action points and ensure timely sharing of meetings minutes with all participants. Prepare operational overview, briefings and snapshots on the logistics operation for donors, UN Country Team, Office of the Humanitarian Coordinator and other stakeholders as requested. Establish, moderate and maintain Logistics mailing list. Standardize and execute quality control of logistics assessments and activity reports. Distribute reporting formats as required, and compile logistics plans/forecasts of other organisations. 15 P a g e

16 E. Scenarios Details & Operational Response Plans a. Logistics Contingency Plan 1 Medium Impact Scenario 1. Introduction This scenario is tailored to answer medium impact disasters. Namely, those ones may be flooding, category 1 or 2 cyclones, moderate volcanic eruption, moderate tsunamis, fire, etc. It is assumed that the Tongan government is able to answer at least on an operational point of view - to this kind of event without asking for international assistance. 2. EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS Regarding Emergency Procedures, roles and responsibilities, activation process, etc. please refer to Chapter C. Tonga Emergency procedures and Response Arrangements above. Emergency/disaster management involves the implementation of actions immediately prior to, during, and immediately after an emergency/disaster in order to ensure that the effects are minimized and that those affected are promptly attended. The responsibility for all emergency management arrangements at national level lies with the Disaster Management Council. In relation to a specific hazard, one Lead Agency is responsible for emergency response to the extent that it can manage the emergency/ disaster (see table on Chapter C). Operational Command and Coordination When disaster operations are initiated, the National Disaster Controller (CEO, Ministry of Works / Infrastructure 5 ) will be in overall command. He will exercise this command in close cooperation with the Council and the Committee, as stated in the National Disaster management Plan. The Council will be fully informed by the National Disaster Controller and will provide policy guidance to the disaster operation. The committee will be the operational and decision making body. Operational Roles of Key Agencies There are different response activities in relation to the issuance of early warnings. The typical responses are: Dissemination of warnings Evacuation of affected people Security for people and property As soon as a warning is issued, the responsible agencies should coordinate relevant response activities in relation to evacuation and providing security for people and property. 5 In specific occasions, the Minister himself may decide to take the responsibilities of National Disaster Controller 16 P a g e

17 Every agency/organization shall include response arrangements and procedures in accordance with their agency/organization emergency plan. These arrangements and procedures are to be based on this plan. All major facilities/utilities located within the disaster zone should begin to implement their emergency response plans. 3. Scenario details: Summary Casualties: Infrastructure Damage Evacuations/Displaced Persons: Economic Impact Potential for Multiple Events Recovery Timeline Fatalities and injuries very low, except for flash floods; Hundred buildings and infrastructure damaged up to people HH Significant at local level Main crop harvest could be damaged; Roads, bridges, and other infrastructure in the disaster areas may be partially damaged; Emergency humanitarian assistance for shelter, water, food, healthcare and sanitation will be required; Yes, seasonal Months Scenario Overview: General Description Cyclone Cyclones may affect the whole country. Destructive winds will affect most of the coastal areas. Subsistence crops destroyed, property damage and unprotected coastal infrastructure destroyed. Significant injuries. Power and telecommunications disrupted. Volcanic Eruption Damage will be greatest on adjacent flora and fauna, infrastructure, tourism, subsistence agriculture and fisheries, and general property damage. The airports may be closed for prolonged periods (due to ash). No loss of life anticipated. Some villages may have to be permanently relocated. Tsunami Damage to unprotected coastal areas will occur. Subsistence crop loss and damage to coastal infrastructure are expected. Fishing industry affected. Significant property damage. Loss of life would be expected for both tsunami generated some distance away (e.g. Chile-Peru region) despite warning of approximately 13 hours, and more significantly for tsunami generated in the region (e.g. Tonga - Kermadec trench) as warning periods will be much shorter. Urban Fires The buildings are all attached/close together with no fire protection, or water supply. Fast moving fire would destroy properties quickly and would be difficult to get under control. Many potential fire sources are present in this area (cooking oils etc). Major economic impact with many injuries and potentially also loss of lives. 17 P a g e

18 Flood Prolonged heavy rainfall may affect roads, block drains, and flash flooding in locations with the potential to cause a small number of deaths, crops affected. Most effects short lived. Key implications Triggers Dissemination of relevant flood alerts issued by Meteorology Division NEMO issues warnings, alert and updates Local authorities determine that the disaster is beyond their capacity and that it requires a higher level of response. Resources for Response To summarize, in case of medium level scenario, local authorities may need support in: Shelter Emergency health Potable water Regeneration of livelihoods Pre-Raining Season Preparedness & Coordination Ideally: NEMO to organize pre-raining season meetings to review preparations for disaster with reference to shortfalls Coordination meeting with first responders agencies Coordination to envisage pre-positioned stock Updating of local preparedness and response plans Preposition of key response equipment to response agencies, boats, etc. Visit by Director NEMO and other key stakeholders to vulnerable sites Preparedness Measures during Raining Season Need based meetings Monitor dissemination of early warning to vulnerable areas. 4. Operational Summary Description Vulnerable areas / periodicity Mostly coastal areas. The whole country concerned Most frequent rains are reported between November and April. Early Warning and Triggers Dissemination of relevant alert issued by GoS services o MET/NEMO issue warnings, alert and updates o NEMO may also determine that disaster requires national intervention. Consequences Medium impact scenarios will not critically affect the logistics operations for long periods: most affected areas will continue to be accessible. A very large percentage of the total populations live close to the coast and/or on sea level. Except regarding flash floods, medium level scenarios usually lead a low level of injuries / fatalities. 18 P a g e

19 Outbreak of communicable diseases: Water-borne diseases: o Diarrheal diseases, o Etc. Air-borne diseases: o Respiratory infections Damages will be noticed in: Houses Sanitation facilities Infrastructures, means of communication, transportation Global strategy of intervention Lack of access to: Shelter Safe water Sanitation facilities (latrines) Support the governmental services in their response and support coordination of activities with other stakeholders/actors Facilitate access to: Shelter Safe water Sanitation facilities Food Non food items (soap, blankets, jelly cans, plastic sheeting, pots/ dishes, fire wood, etc) Health facilities, targeted services and appropriate supply Prevent outbreak of communicable diseases: Leptospirosis, typhoid Water-borne diseases: Diarrheal diseases Air-borne diseases: Respiratory infections Other concerned National Governmental agencies: Actors United Nations Local NGOs, CBOs, FBOs Donors Private Sector Scope Prepare for an initial intervention of 2 weeks (< people = HH). Preparedness HR Prepare for an initial intervention of 2 weeks (< people = HH). Stocks Technical stocks Equipment stock Local procurement sources HH kits Hygiene kits Cooking kits Sanitation facilities Medical supplies Power kits Communication kits Priority to local procurement in small quantities to the national or local agencies. Coordination DAC Coordination meetings. Report on situation, plans, monitoring and surveillance. 19 P a g e

20 5. Concept of Operations The Concept of Operations detailed here under is managed by the Logistics Unit in place in Tonga. The objectives and activities of the Logistics Unit in Tonga are the following: The foremost objective is to support the NEOC in coordinating and operating logistics efforts, and by association the delivery of various humanitarian assistance programmes. Logistics Planning Assumptions & Identified Gaps Given the potential extent of the damages inflicted by medium impact scenarios, and given the lessons learnt from the previous emergency responses, there is a requirement to ensure coordination between the various levels in intervention (governmental authorities, private sector, humanitarian actors) assisting the affected communities in order to maximize the sharing of scarce logistics resources. In case of medium impact scenarios, the Tongan government and national organisations should have sufficient capacity to handle the logistics part of their response programmes. Access to all affected areas will be the main challenge for logistics operations. The overall management of the logistics information such as NFIs availability, prices, storage & transport availability and capacities, pipeline information and capacities will play a key role in ensuring efficiency and effectiveness of the overall humanitarian response operations. Worth noting that locally based organisations will require operational support for logistics operations. Private companies assets may be required for temporary (and paid) use. Concept of Operations Medium level scenario Coordination - The initial Concept of Operations is designed for a first 2 weeks response (with prolongation up to 3 months). - Based on the request of the NEMO / National Controller, the Logistics Unit will be activated at the NEOC. The Logistics Unit could also appoint one dedicated Logistician at local level to focus specifically on the facilitation of logistics operations, coordination and information management (IM). - During the first days, daily meetings will be conducted (at national level) to offer a forum for information sharing and decision-making related to logistics operations. Periodicity will then be reviewed based on the situation. Information Management - Based on the situation reports, organisations inputs and field assessments, the Logistics Unit will solicit data from local and districts levels (assets availability, prices, bottlenecks, storage, transport capacities, etc.), compile it and offer updated information along with the relevant recommendations and technical advices. - Consolidated IM products - including maps - will be disseminated on a regular basis to ensure that all involved organisations have access and knowledge of the wider situation affecting the logistics, to aid planning and decision-making in their respective organisations and clusters. Liaison - The Logistics Unit will also act as a liaison with the relevant Governmental line ministries/departments, and UN agencies to facilitate importation of the humanitarian goods, if needed. 20 P a g e

21 Activation: 6. Suggested SOPs During emergency phases, the NEMO s Logistics Officer switches to an operational officer (the Logistics Manager), coordinating emergency logistics operations as an active component of the NEOC and, upon identified need, at the local level. The activation of the emergency phase is decided by the Council. On a daily basis, members of the Logistics Unit manage / coordinate the Emergency Logistics Operations and are seconded to the NEOC operations. Operations: Meeting Place: NEOC and Local Offices Meeting Frequency: During emergencies daily, to be adjusted according to situation Support provides and receives support from the NEOC. Support can also be requested from the humanitarian community to assist in the running of the Logistics Unit. Activities: Liaison - Participate actively in the NEOC - Participate to the clusters meetings organized by OCHA/UN, if appropriate - Develop and maintain relevant contacts/networks in the humanitarian, private and governmental structures; - Intervene, as necessary and as required, on behalf of the humanitarian community to expedite processes and resolve problems related to Logistics with the Government and among the humanitarian actors; Information Management - Consolidated IM products - including maps - will be disseminated on a regular basis to ensure that all involved organisations have access and knowledge of the wider situation affecting the logistics, to aid planning and decisionmaking in their respective organisations and clusters. - During emergencies, the Logistics Unit organizes logistics coordination meetings, acting as an interlocutor between participating organizations and the management of the NEOC to monitor and resolve gaps in the delivery of assistance. Customs Clearance facilitation - If import of relief items is needed, the Logistics Unit could establish a Customs Clearance Facilitation Cell (CCFC). This Cell should provide a link between organizations importing relief items into Tonga and the governmental authorities for customs clearance support facility. Dispatching and Cargo Tracking - During emergencies, the dispatching centers will be operated by the Logistics Unit with the potential support of private companies bringing their professional experience for dispatching operations and commodities tracking. Access to Ad-Hoc storage services: - The Logistics Unit coordinates logistics support regarding storage. - The commodities should - as much as possible be directly routed to the final delivery points. - Upon identified needs, for larger scale scenarios: 21 P a g e Agreements with existing storage capacities (TDS, private companies), for the temporary use of part of their storage capacities during emergency operations. Repackaging and transshipment need to be considered when designing the storage / dispatching centers.

22 - Storage and dispatching at intermediate hubs: Each district to identify temporary storage facilities (governmental buildings, schools, churches ) or to select floods safe - areas for the setting up of tents. Access to Ad-Hoc transport services: - Regarding the transport, the pipeline will be coordinated by the Logistics Unit a. The Logistics Unit will be using the transport capacities deployed by the Tongan Government (TDS, Police, private transport assets) and/or by the NGOs and Red Cross. Stand Down: Declared: During meeting of Logistics Unit Non-declared: On advice of National Disaster Controller. Upon specific request, support may continue through the recovery phase of a disaster. Essential Equipment: HF / VHF radios Vehicles Mobile phones Sat Phones Information Access/Management Required: Maps of all of the Tonga Islands including current logistical infrastructure. Templates for information management- situation reports, minutes of meetings, etc. Templates and systems for cargo tracking Current contact details of all Logistics & Support Unit members Responsible to produce: Sitreps for logistical information Meeting minutes Other relevant information for dissemination to humanitarian community. Resources/ Support to the Logistics Unit Customs Ministry of Finance Establish procedures for the clearance of personnel, vessels, aircraft and goods during emergency relief operations Develop and enforce procedures to expedite clearance of emergency relief supplies and for reconstruction and rehabilitation purposes NEMO/NEOC Maintenance and operation of a National Emergency Co-ordination Centre, including the training of sufficient personnel to operate the Centre Provision of a 24/7 point of contact for emergency management matters Co-ordination of support to response agencies Co-ordination of reconnaissance and post-impact assessment 22 P a g e

23 Issuing of public information prior to, during and following emergency event impacts Telecommunications Maintenance of a national telecommunication capacity, including land-line, mobile telephone, satellite telephone and internet services Advice Government on capacity status during emergencies Tonga Airports Division Maintenance of all airports within the Kingdom Provision of operational airports for use as required in emergency response and recovery operations Provision of air traffic co-ordination services to facilitate extra traffic which may be expected during emergency response and recovery operations Tonga Marine & Ports Division Assist in search and rescue operation Maintenance of port areas to ensure minimal disruption to operations resulting from any emergency event Contribute to post-impact assessment processes Police Provide assets and manpower for assessment and delivery of relief items Contribute to post-impact assessment processes Civil Society Forum, NGO s Assist in the maintenance of the logistics capacity assessment Feed logistical information for dissemination to other clusters or agencies Identify bottlenecks in the logistics operations and ensure this information is shared. Where possible make transport assets available for use by all relief providers Private Sector - Provide operational support to dispatching and cargo tracking activities Help facilitate the procurement of relief items, transport assets and other items needed for the relief effort in an affordable and efficient manner. Donors Ensure systems are in place for logistics operations to access funds in a timely manner Be available to assist in filling logistics gaps through the provision of funds or coordination mechanisms. UN agencies To provide assistance, if requested by the National Disaster Controller. 7. Logistics Response Work Plan Logistics Response Checklist Logistics Questions to be considered by the Logistics & Support Unit to set up the Emergency Response: Will there be a need for the deployment of logistics support equipment, such as mobile storage units? 23 P a g e

24 Will the disaster response require import operations? How will the disaster impact on local partners, contractors and suppliers? What are the local storage locations and their capacities? Are they located in a secure area protected from the effects of the anticipated disaster (e.g. floods)? What are the delivery routes from entry points to the affected areas and how easily accessible are they? Is there enough in-country transport capacity to serve the needs? If not, how could it be increased? What could be the alternative transport modes to reach the affected populations? What would be the schedule for opening new routes? What actions would be required from the government, UN and others? How much food items and NFIs are currently available in stocks? How much emergency relief items are en route and how long will it take to arrive? 24 P a g e

25 Done Deadline set To be done Logistics Response Work Plan LOGISTICS PREPAREDNESS PLAN Status No. Response activities Due date/ Timeframe Lead Resources needed Comments First 24 hours 1 Inform the Logistics & Support Unit members of the activation of NEOC Determine type and quantity of assets available in the affected area and around (for assessment purposes) and share Collect and centralize information from the field and from partners: accesses, damages to infrastructures, field activities & capacities, availability of transport assets and storage facilities If needed, deploy a logistics assessment team to the affected area together with Programme Call for a logistics coordination meeting to: Review the logistics requirements Assess the need to extend logistics support services to partner agencies Ensure that logistics efforts are coordinated + circulate the minutes 6 25 P a g e Provide a first Sitrep to Logistics Coordination members and to other clusters 7 Create / update an operational contacts list 8 First 72 hours As soon as possible, design and share a Logistics Concept of Operations, including services available (entry points, logistics hubs, dispatching, storage, transport) and how to access them

26 9 10 Receive plans from other clusters and from governmental authorities (procurement, distributions) Organize a main logistics hub (dispatching center) linked to the NEOC reception of relief items, dispatching, transport to intermediate hubs or to districts for distribution 11 Organize / ensure the setting up of a cargo tracking system 12 Identify / secure temporary storage location Discuss government plans for Customs Clearance process. If needed, provide facilitation to the relief agencies. Discuss government plans for transport operations and procedures to access these services. All along Emergency Operations Provide regular Sitreps to Logistics Coordination members and to other clusters Update and share logistics operational reports: pipeline, storage, transport Ensure that clearance, storage, dispatching and transport services are accessible to all partners. If needed, coordinate allocation of ad-hoc transport assets for specific needs Ensure that operations at the main ports of entry are running smoothly and that no congestion is faced or planned Ensure that temporary storage operations at the main ports of entry are running smoothly and that no delays are faced or planned Provide liaison between agencies: governmental, UN, NGOs, private companies, to ensure a coordinated logistics response 21 Ensure logistical support to other clusters, if needed 22 Attend other clusters meetings (at least the operational ones) 23 Identify / anticipate gaps and bottlenecks in logistics operations and provide alternative solutions to address them 26 P a g e

27 8. Preparedness (Minimum Preparedness Measures) The emergency logistics preparedness measures are detailed separately (Cf. Emergency Logistics Preparedness Plan. Nevertheless, as disasters are recurrent in Tonga, a Logistics preparedness meeting should be held at National level, each year, and prior to the wet/cyclones season. As disasters may occur in any Tongan areas, it is recommended to compile, district / district, all the necessary logistics related information: infrastructures (roads and bridges data, ports ), services (transport capacities available locally, heavy equipment, communications equipment ), etc. 27 P a g e

28 b. Logistics Contingency Plan 2 Worst Case Scenario 1. Background information This scenario is tailored to answer large to extreme impact disasters. Namely, those ones may be category 3 to 5 cyclones directly impacting Tonga, massive explosive volcanic eruption, large narrow tsunamis. It is assumed that the Tongan government will not be able to answer alone to this kind of event and will be asking for international assistance. Table: Highest risk hazards for Tonga Hazard Cyclone 6 Volcanic Eruption Tsunami Level of Risk Extreme Extreme Extreme Forecast: May). Cyclones season usually runs from November to April (even if some cyclones have been referenced in There are no other major impact scenario that can be anticipated Impact: Non-Medical o Destruction of: Houses and shelter Property and livestock Water sanitation facilities Infrastructures, communication o Lack of access to: Portable safe water Food Shelter o Destroyed or overwhelmed health facilities. Medical o Injuries and deaths o Displacement, overcrowded living conditions and insufficient water sanitation facilities lead to outbreak of communicable diseases. o Other health conditions depending on the scenario: Mental health trauma Injuries Humanitarian 6 Includes storm surge causing coastal inundation and high winds 28 P a g e

29 o Displacement 2. EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS Regarding Emergency Procedures, roles and responsibilities, activation process, etc. please refer to Chapter C. Tonga Emergency procedures and Response Arrangements above. Emergency/disaster management involves the implementation of actions immediately prior to, during, and immediately after an emergency/disaster in order to ensure that the effects are minimized and that those affected are promptly attended. The responsibility for all emergency management arrangements at national level lies with the Disaster Management Council. In relation to a specific hazard, one Lead Agency is responsible for emergency response to the extent that it can manage the emergency/ disaster (see table on Chapter C). Operational Command and Coordination When disaster operations are initiated, the National Disaster Controller (CEO, Ministry of Works / Infrastructure 7 ) will be in overall command. He will exercise this command in close cooperation with the Council and the Committee, as stated in the National Disaster management Plan. The Council will be fully informed by the National Disaster Controller and will provide policy guidance to the disaster operation. The committee will be the operational and decision making body. Operational Roles of Key Agencies There are different response activities in relation to the issuance of early warnings. The typical responses are: Dissemination of warnings Evacuation of affected people Security for people and property As soon as a warning is issued, the responsible agencies should coordinate relevant response activities in relation to evacuation and providing security for people and property. Every agency/organization shall include response arrangements and procedures in accordance with their agency/organization emergency plan. These arrangements and procedures are to be based on this plan. All major facilities/utilities anywhere in the country should begin to implement their emergency response plans. 3. Scenario details: Summary Casualties: Due to an efficient Early Warning system and Evacuation procedures in place, fatalities and injuries caused by cyclones are usually very low, < 30 deaths; injured people <1,000 7 In specific occasions, the Minister himself may decide to take the responsibilities of National Disaster Controller 29 P a g e

30 Infrastructure Damage Affected/Displaced Persons: Economic Impact Potential for Multiple Events Recovery Timeline The unpredictable character of earthquakes / tsunamis and to certain extends of major volcanic explosions lead to a significantly higher number in fatalities and major injuries. Buildings destroyed, large debris < people - < HH; thousands of homes seriously damaged; tens of thousands in Evacuation Centers Up to 15% of Tonga s GDP Yes, seasonal for cyclones Months / Years Scenario Overview: General Description Cyclones The South Pacific location south of the equator results in the frequent occurrence of tropical cyclones with damaging winds, rains and storm surge; tropical storms pass within 100 km of Tonga s capital Nuku alofa on average once every four years. Figure above shows the path of the eye, or centre, of major tropical cyclones having affected Tonga since These storms can be very wide, with damaging winds and rain extending throughout Tonga. The colour of the path reflects the intensity of the storm, as measured using the Saffir-Simpson tropical cyclone scale. 30 P a g e

31 Category 5 Tropical Cyclone with winds gusting to more than 100mph - Destructive storm surge and high surf increasing to 24 feet affects the coastal areas of the whole country. Very destructive storm surges of 15 to 20 feet will affects most of the coastal areas of the whole country. Subsistence crops destroyed, severe property damage and unprotected coastal infrastructure destroyed. Many injuries and some loss of life - Power and telecommunications disrupted for several days possibly weeks - Potential for further deaths due to disease - Estimated damage over US$100 million. Volcanic Eruption Tonga has a history of volcanic activity, recorded from There is an active volcano on the island of Niuafo ou. The last major eruption was in 1946, when the island was completely evacuated. Tonga is highly vulnerable to off-shore volcanic hazards because of its geographical location and geological constitution. The island group is situated at the subduction zone of the Australian and the Pacific tectonic plates and within the Ring of Fire where intense seismic activities occur. It is about 200km to the west of the Tonga Trench which is a potential source of tsunami. Most of its atoll islands including the main island are very flat with average altitude of 2 5 meters hence highly vulnerable to tsunami inundation. Volcanic hazards are often triggered by earthquake events. An undersea eruption occurred in the west of the islands of Hunga Tonga and Hunga Ha apai in Tonga in The eruption was visible from Nuku alofa, the capital of Tonga. Steam and ash were emitted more than 1 km high. Steam and ash column first appeared after series of sharp earthquakes were felt in the capital, Nuku alofa. This resulted in the cancellation of both domestic and international aircraft flights, as well had detrimental impacts on the marine ecosystem around the area of eruption. Tsunami Tsunami is a serious threat for Tonga s socio-economic, natural and built environment given that 80% of Tonga s population and infrastructure are located on low lying coastal areas including the capital of Nukualofa, the center of commerce and economic activity. Tsunami risk in Tonga is rated as extreme. This is because Tonga lies about 200km west of the Tonga Trench fault zone, where the Pacific Plate subducts beneath the Australian Plate. Tonga Trench and Volcanic arc are potential sources for a fault or undersea landslide caused by an earthquake or volcanic eruption, which could generate a tsunami. By and large, the main areas at risk of a tsunami are all low-lying coastal areas of the inhabited islands of Tonga. Historical accounts show that some 20 tsunamis have affected many islands in Tonga. An earthquake in 1919, located close to Tonga, apparently caused tsunami waves of 2.5 m in the Ha apai Group. Three tsunami waves caused by the 1977 earthquake were recorded. More recently, the earthquake near Niua Toputapu caused a major tsunami with waves reaching 6 meters as they hit the island, resulting in 9 deaths, 60 percent of houses destroyed and extensive damage to infrastructure. The Niuatoputapu (NTT) tsunami reached maximum height of 16.9m on the southeast coast. Flow heights were between 4 7m above mean sea level along the western coastline where the villages of Hihifo, Vaipoa and Falehau are located. The greatest damage was evident in the unpopulated, forested areas of the eastern and northern coastline. In these areas swathes of matured forest were completely destroyed, debris piles of trees and vegetation were built up on land and in the lagoon, the shoreline was significantly scoured and the land surface was stripped of soil cover. Earthquake 31 P a g e

32 Tonga lies very close to the convergence of the Australian Tectonic Plate and the Pacific Tectonic Plate, one of the most seismically active areas in the Pacific. The last two major earthquakes recorded (with a severe effect on the community) was on 23 June 1977 and 4 May, The tremor registered at 7.2 and 7.8 respectively on the Richter scale and impacted Tongatapu and Eua and Haapai. The first one caused damages to many buildings, Angaha Hospital, electricity and water supplies, cracks occurred in Queen Salote Wharf, Vuna Wharf and the yellow pier. There were only two injuries reported. The 2006 quake had its epicentre very close to Pangai, Haapai and caused a lot of structural damages to the Haapai hospital, the wharf and many private and church buildings. Picture above shows the epicenters of historically recorded earthquakes since A blue color represents a magnitude lower than 5.0 while the orange show a magnitude between 7.5 and 7.9. Stronger events or events occurring closer to the most populated areas tend to cause more damage. The table under shows the mean return period of earthquakes of different earthquake magnitudes occurring within 200km from Nuku alofa. Key implications Triggers Dissemination of relevant flood alerts issued by GoS services (Meteorology Division) NEMO issues warnings, alert and updates Local authorities determine that the disaster is beyond their capacity and that it requires a higher level of response. Resources for Response To summarize, in case of medium level scenario, local authorities may need support in: Shelter Emergency health 32 P a g e

33 Potable water Regeneration of livelihoods Pre-Raining Season Preparedness & Coordination Ideally: NEMO to organize pre-raining season meetings to review preparations for disaster with reference to shortfalls Coordination meeting with first responders agencies Coordination to envisage pre-positioned stock for floods Updating of local preparedness and response plans Preposition of key response equipment to response agencies, boats, etc. Visit by Director NEMO and other key stakeholders to vulnerable sites Preparedness Measures during Raining Season Need based meetings Monitor dissemination of early warning to vulnerable areas. 4. Operational Summary Description Vulnerable areas / periodicity Early Warning and Triggers The whole country is concerned Cyclones season usually runs from November to April, even if cyclonic events have already been met in May. Low-lying areas of the islands are affected by rising sea levels, with extensive tidal flooding affecting coastal villages, particularly on Nuku alofa. Impacts of sea level rise will be significant for ground water supplies and agricultural production. Dissemination of relevant alert issued by GoS services o MET/NEMO issue warnings, alert and updates o GoT may determine that disaster requires international intervention. 33 P a g e