British Virgin Islands

Transcription

1 British Virgin Islands National progress report on the implementation of the Hyogo Framework for Action ( ) - interim Name of focal point : Ms. Sharleen Dabreo, Director Organization : Department of Disaster Management (DDM) Title/Position : Director, Disaster Management address : bviddm@surfbvi.com Telephone : Fax : Reporting period : Last updated on : 27 September 2010 Print date : 27 Sep 2010 Reporting language : English An HFA Monitor update published by PreventionWeb Page 1

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3 Outcomes for Area 1 The more effective integration of disaster risk considerations into sustainable development policies, planning and programming at all levels, with a special emphasis on disaster prevention, mitigation, preparedness and vulnerability reduction. Outcomes: The VI Disaster Management Policy is guided by a cabinet - level approval, Comprehensive Disaster Management Policy which is linked to the Government's National Integrated Development Strategy (NIDs), Government's Manifesto/policy for the period in office, the HFA and the enhanced regional CDM strategy. The VI CDM programme provides for the integration of disaster risk reduction measures into ecologically sustainable development policies, planning and programming with a special emphasis on disaster prevention, mitigation, preparedness and vulnerability reduction. This is done through interventions such as the Mitigation and Development Planning Framework, Disaster Management Act 2003, Disaster Management Policy, Comprehensive Disaster Management Strategy and Results Framework and the National Disaster Management Plan under the direction of the National Disaster Management Council. These various instruments are monitored and their output evaluated through a monitoring, evaluating and reporting mechanism designed by the DDM. The VI CDM Policy is implemented through a Strategic Planning Framework which covers the period 2009 to Area 2 The development and strengthening of institutions, mechanisms and capacities at all levels, in particular at the community level, that can systematically contribute to building resilience to hazards. Outcomes: The CDM Strategy aims to among other aspects, have disaster management plans fully integrated in the development and management cycle of projects, fully institutionalized in the government structure, grounded in community support and to make the VI a regional model and centre of excellence for CDM. The Strategy is indeed focused on the institutionalization of disaster management in national development through areas such institutionalizing DRM Liaison Officers (focal points) in all sectors and government ministries, departments and agencies and the private sector; and, working to ensure that planning and development are enhanced through disaster mitigation and improved integration of hazard/vulnerability data. In 2010, the DDM is receiving support from CDEMA under the ACP-EU project to develop community profiles which will combine new and existing data available locally to support implementation of disaster risk reduction at the community level. Area 3 The systematic incorporation of risk reduction approaches into the design and implementation of emergency preparedness, response and recovery programmes in the reconstruction of affected communities. Page 3

4 Outcomes: The VI CDM strategy is implemented through the following programme areas: -Public Information, Awareness and Education - CDM Mainstreaming and Recovery Planning o Sub-area: Capacity Building -Hazard Mitigation,Planning and Development Emergency Operations o Sub-area: Shelters, Disaster Relief and Community Preparedness o Sub-area: Emergency Response Systems -DDM, CDM and Program Management -Administration and Finance Management Hurricane Earl impacted the VI in August and a damage assessment has been completed and submitted to the Development Planning Unit highlighting costs and economic damage by key areas. The majority of the damage was limited to northern coastlines and coastal infrastructure like docks, beach and coastal erosion and impacts due to inundation by the storm surge. Severe damage occurred to the low-lying island of Anegada. The recovery strategy is focused on reconstruction of the impacted areas. Recovery and Mitigation is headed by the Premier's Office with support from the DDM. A recovery strategy was developed following Earl and one of the measures is a review of coastal setback requirements which is being undertaking in collaboration with the Town and Country Planning Department. Strategic goals Area 1 The more effective integration of disaster risk considerations into sustainable development policies, planning and programming at all levels, with a special emphasis on disaster prevention, mitigation, preparedness and vulnerability reduction. Strategic Goal Statement: The strategic goal for the Virgin Islands CDM Strategy is Disaster management plans fully integrated in the development and management cycle of projects, fully institutionalized within an efficient Government structure, grounded in community support and sustained by Government support to make VI a regional model and centre of excellence for CDM. Area 2 The development and strengthening of institutions, mechanisms and capacities at all levels, in particular at the community level, that can systematically contribute to building resilience to hazards. Strategic Goal Statement: The strategic goal for the Virgin Islands CDM Strategy is Disaster management plans fully integrated in the development and management cycle of projects, fully institutionalized within an efficient Government structure, grounded in community support and sustained by Government support to make VI a regional model and centre of excellence for CDM. Area 3 The systematic incorporation of risk reduction approaches into the design and implementation of Page 4

5 emergency preparedness, response and recovery programmes in the reconstruction of affected communities. Strategic Goal Statement: The strategic goal for the Virgin Islands CDM Strategy is Disaster management plans fully integrated in the development and management cycle of projects, fully institutionalized within an efficient Government structure, grounded in community support and sustained by Government support to make VI a regional model and centre of excellence for CDM. Priority for action 1 Ensure that disaster risk reduction is a national and a local priority with a strong institutional basis for implementation. Core indicator 1 National policy and legal framework for disaster risk reduction exists with decentralised responsibilities and capacities at all levels. 5: Comprehensive achievement with sustained commitment and capacities at all levels Is DRR included in development plans and strategies? * : National development plan > The British Virgin Islands National Integrated Development Strategy [PDF KB] * : Sector strategies and plans * : Climate change policy and strategy > The Virgin Islands Climate Change Green Paper (2010) [PDF 5.20 MB] * No: Poverty reduction strategy papers * : Common Country Assessments (CCA)/ UN Development Assistance Framework (UNDAF) A CDM Strategy and Planning Framework and CDM Policy have been completed and approved by Cabinet and these provided for decentralization of responsibilities and capacities at all levels. The policy and strategy are linked to national developments plans as well as the HFA and regional strategies. These instruments are monitored through the use of a Monitoring Evaluating and Reporting (MER) system. The MER is able to generate reports, highlight progress of implementation of various instruments such as the HFA, as well as provide national level reports as follows: -Annual program reports, -financial reports, -report on the critical infrastructure mechanism which is a report required by the National Security Page 5

6 Council as per the VI constitution, -Report on the state of preparedness of the territory which is required by the National Disaster Management Council. All reports are prepared annually and submitted to Cabinet for review and approval. The content of the last two reports comes from annual audits and sector reports compiled by the DDM. The MER mechanism is in its final stages of development and it is expected that it will be fully utilized to generate various reports to assess policy and legal framework implementation. Priority has been given to the review of the building ordinance and building regulations; the development of regulations for the Physical Development Act; the revision and development of regulations for the Disaster Management Act of These revisions are necessary to allow for better integration of Disaster Risk Reduction (DRR) measures and to support effective enforcement. Core indicator 2 Dedicated and adequate resources are available to implement disaster risk reduction plans and activities at all administrative levels 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Is there a specific allocation of budget for DRR in the national budget? * 7 % allocated from national budget * 205, USD allocated from overseas development assistance fund * 0 USD allocated to hazard proofing sectoral development investments (e.g transport, agriculture, infrastructure) * 0 USD allocated to stand alone DRR investments (e.g. DRR institutions, risk assessments, early warning systems) * 0 USD allocated to disaster proofing post disaster reconstruction A dedicated budget is available to the DDM for implementation of the Territory's disaster management plan. A total of US$860,800 was allocated to the DDM for financial year In addition, each sector has allocated funds towards implementation of DRR initiatives. A disaster fund is available and government makes annual contributions through its recurrent expenditure in the amount of $500,000 to 1 million per year. In addition to local funds, a number of regional projects provide support for the implementation of DRR plans and activities. Many of these resources come through CDEMA while others are supported through the OECS, UNDP, PAHO, DFID and through agreements with US agencies. Page 6

7 Additional financial support, research and technology is required to facilitate further implementation of plan and activities. Core indicator 3 Community Participation and decentralisation is ensured through the delegation of authority and resources to local levels 3: Institutional commitment attained, but achievements are neither comprehensive nor substantial Do local governments have legal responsibility and budget allocations for DRR? No * No: Legislation * No: Budget allocations for DRR to local government In addition to the community preparedness programme, there are other programmes taking place within other sectors that support the implementation of DRR at the community level. These include but are not limited to, community plan being developed by the Town and Country Planning (TCP) Department and plans being implemented by NGO's such as the Red Cross. There is a need for a more structured program for implementation of DRR within the private sector as their preparedness is largely hurricane focused. There is also a need for a more structured approach to address community specific issues and to allow for better use of resources available within the sectors. Core indicator 4 A national multi sectoral platform for disaster risk reduction is functioning. 5: Comprehensive achievement with sustained commitment and capacities at all levels Are civil society organisations, national planning institutions, key economic and development sector organisations represented in the national platform? * 15 civil society members (specify absolute number) * 5 sectoral organisations (specify absolute number) * 0 women s organisations participating in national platform (specify absolute number) The following components comprise the platform for DRR: -CDM policy (Responsibility are defined as per ministry and by sector and the responsibility for Page 7

8 implementation of the policy is shared with the Governor and Premier), -CDM Strategy which defines activities to be implemented over a 5 year period to achieve the goals of the policy, -Disaster Management Act 2003 which provides the legal framework, -MER System which allows for monitoring, evaluating and reporting the various instruments and programs, -Sector specific strategies and policies such as Health Disaster Management Policy and strategy and the Mitigation Planning Framework -Specific authorities and committees with responsibilities for implementing disaster risk reduction standards on which the DDM is represented (Planning Authority, Building Authority, Environmental Committee, Recovery Task Force) -National Disaster Management Council that has oversight for the Territory's Disaster Programme. The council is divided into several sub-committees that focus on developing plans and procedures for implementing DRR within their areas of responsibility. In addition to the national level platforms, there are regional and international platforms that require support and input from the national level and at times this poses significant burdens as the platforms are not similar. There is a need to consolidate the various platforms which would allow for more effective monitoring and evaluating. Priority for action 2 Identify, assess and monitor disaster risks and enhance early warning Core indicator 1 National and local risk assessments based on hazard data and vulnerability information are available and include risk assessments for key sectors. 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Is there a national multi-hazard risk assessment available to inform planning and development decisions? * : Multi-hazard risk assessment * 100 % of schools and hospitals assessed * 0 schools not safe from disasters (specify absolute number) * No: Gender disaggregated vulnerability and capacity assessments * No: Agreed national standards for multi hazard risk assessments Page 8

9 Disaster and Environmental Risk Management Policies are being integrated into development plans at the national level through the incorporation of the hazard mitigation requirements within the National Planning Act No Regulations. Regulations are currently being drafted to support the requirements of the Planning Act. The Act requires that certain developments undergo Environmental Impact Assessment (EIA). The methods to undertake a Hazard Vulnerability and Risk Assessment have been incorporated into the requirements for the EIA. Development within designated hazardous areas are required to complete a Hazard Assessment. The HVA was updated earlier in 2010 to include erosion and drainage concerns. Further efforts will be made to integrate HVAs into the EIA process. A Multi-Hazard Atlas is being developed in conjunction with the Town and Country Planning Department that will be compatible with the National Physical Development Plan. Data is being added to the National GIS database. Local capacity to conduct hazard assessments are lacking in the private and public sectors. There is a need for the revision of the Building Ordinance and Regulations. Core indicator 2 Systems are in place to monitor, archive and disseminate data on key hazards and vulnerabilities 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Are disaster losses systematically reported, monitored and analysed? * : Disaster loss database * : Reports generated and used in planning The Comprehensive Disaster Management (CDM) Policy and CDM Strategy and Programming Framework was approved by Cabinet and is being implemented by DDM. An Information Management System (IMS) was developed to monitor, evaluate and report on the CDM Strategy and Policy. The Monitoring, Evaluation and Reporting System provides an innovative approach to improving the delivery of information, products and services related to the areas of disaster preparedness, mitigation, response and recovery. The IMS also allows for the preparation of reports for submission to Cabinet, to CDEMA and other local, regional and international entities. This database is a one of a kind application which is expected to be replicated in the region. The DDM disseminates information though its website, monthly radio and television programs and an early warning system. Furthermore, continual monitoring of weather conditions and seismic activity is provided through acquired weather monitoring devises and through standing agreements with the Puerto Rico Seismic Network and the Strong Motion Sensor Programme at the University of Puerto Rico, Mayaguez. There is a need to complete the Hazard Atlas and it is expected that this will be achieved through the Page 9

10 current R3i Project. Once completed, there will be further need to find mechanisms for incorporating the data and ensuring that it is widely used within the various sectors. The Atlas is expected to provide a mechanism for archived data that will be presented in a format that can be disseminated and monitored over time. Core indicator 3 Early warning systems are in place for all major hazards, with outreach to communities. 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Do risk prone communities receive timely and understandable warnings of impending hazard events? * : Early warnings acted on effectively * : Local level preparedness * : Communication systems and protocols * : Active involvement of media in early warning dissemination An early warning system is in place to warn the public of impending dangers as required by the Disaster Management Act. The system consists of state of the art technology managed by technically trained personnel and supported by the media through MOUs. The DDM maintains and operates an Emergency Telecommunications Network consisting of 70 stations located throughout the Territory. The NEOC is equipped with commercial and amateur emergency communication systems. Satellite phones are located on each island in the event of network failure. Agreements are in place with the USVI in this regard. As there is no local Meteorological Office, the DDM contracts weather monitoring services and has established data collection capacity with the purchase and installation of automated weather stations. Seismic monitoring is provided through a formal relationship with the Puerto Rico Seismic Network and the Strong Motion Sensor Programme at the University of Puerto Rico, Mayaguez. A network of seismic stations and strong motion sensors are located throughout the Territory. Seven sirens are located throughout the territory. The early warning system was recently upgraded at critical facilities like schools and police and fire stations. People who are unable to hear the sirens at these facilities will have access to an indoor unit that gives a warning tone and instructions issued by the DDM. Installation and training is ongoing. There are plans to encourage the private sector to purchase these units. Four radio stations and four television stations are equipped to transmit emergency broadcasts from the DDM. Recently, a new Amateur VHF Repeater was installed. This repeater system has enhanced the ability of local HAMs to communicate with each other and surrounding Caribbean islands on the VHF Net. Installation of the VHF Community repeater provides basic communications for Government agencies and NGOs who require communications. Page 10

11 There is a need for procedures/legislation to mandate radio and television stations to provide early warning and public notification. This matter is currently being addressed by the TRC and will also include cellular telephone service providers who have capabilities to provide public notification through the use of SMS and cell broadcasting. There is a need for continuous training and upgrading of equipment and such activities require funding on a continuous basis. Funding provided to the DDM have to be shared across programme areas and as such, funding upgrades and technical training have to be sought externally on many occasions because of the extent of the funding requirements. Core indicator 4 National and local risk assessments take account of regional / trans boundary risks, with a view to regional cooperation on risk reduction. 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Does your country participate in regional or sub-regional DRR programmes or projects? * : Programmes and projects addressing trans-boundary issues * : Regional and sub-regional strategies and frameworks * : Regional or sub-regional monitoring and reporting mechanisms * : Action plans addressing trans-boundary issues The Regional CDM Strategy and Results Framework has now been in existence since After 5 years, (during the later half of 2006 to the first quarter of 2007), CDEMA elaborated a revised and enhanced CDM Strategy and Framework for the Caribbean. The VI CDM Strategy was developed to be aligned with the CDM Framework. There is growing consensus among development partners and financial institutions on the need to harmonize and coordinate CDM programming in the Caribbean, and stakeholders have agreed to use the CDM framework as a key tool in this harmonization and coordination process. The CDM Framework effectively acts as the harmonization tool for a regional "Programme Based Approach (PBA) for CDM programming in the region. Aligning the VI CDM Strategy to the Regional CDM Strategy has the dual benefit of being well coordinated with regional programming thrusts and being programmatically linked to critical aspects of the main window through which significant funding for CDM will emerge in the upcoming period. In this context, the VI CDM Programming Framework was developed to be a PBA for CDM in VI. The VI is an active member of the Caribbean Community and will continue to operate under the umbrella of the regional CDM framework headed by the Caribbean Disaster Emergency Management Agency (CDEMA). Regional collaboration and the integration of key Disaster Management issues result in value added through synergies and collaborative coordination and a more efficient and effective national capability. Page 11

12 As a result of the close proximity of the US and British Virgin Islands, both governments have established MOUs and cooperative agreements in many areas including disaster management. Additionally, a plan exists that details the disaster management areas of cooperation. Annual meetings of the VI Council is held and the topic of disaster management has always been given priority. No constraints have been identified. Priority for action 3 Use knowledge, innovation and education to build a culture of safety and resilience at all levels Core indicator 1 Relevant information on disasters is available and accessible at all levels, to all stakeholders (through networks, development of information sharing systems etc) 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Is there a national disaster information system publicly available? * : Web page of national disaster information system > * No: Established mechanisms for accessing DRR information The Public Information, Education and Awareness programme seeks to reduce disaster vulnerability by increasing the public's awareness, understanding and ability to cope with the extreme conditions that hazards can pose. The DDM's website provides up-to-date information and maps regarding potential threats such as hurricanes and tropical storms. Public education materials and safety information as well as studies, plans and pertinent documents are available. An early warning system in in place to warn the public of any impending dangers. Seven sirens are located throughout the Territory and are tested monthly. The early warning system was recently upgraded at critical facilities like schools, police and fire stations, clinics and parks. People who are unable to hear the sirens at these facilities will have access to an indoor unit that gives an warning tone and instructions issued by the DDM. Installation and training is ongoing. Four radio stations and four television stations are equipped to transmit emergency broadcasts received directly from the DDM. The DDM also has HF and VHF radios and satellite phones available for when other forms of communication fail. Recently, a new Amateur VHF Repeater was installed. This VHF repeater system has enhanced the ability of local HAMs to communicate with other HAMs in the Virgin Islands and surrounding Caribbean Page 12

13 islands on the VHF Net. The installation of a VHF Community repeater provides basic communications for Government agencies and NGOs who require communications but were unable to do so due to budgetary constraints. The emergency broadcast television 'Ticker' will not be operational during 2010 while BVI Cable upgrades their system. Core indicator 2 School curricula, education material and relevant trainings include disaster risk reduction and recovery concepts and practices. 5: Comprehensive achievement with sustained commitment and capacities at all levels Is DRR included in the national educational curriculum? * : Primary school curriculum * : Secondary school curriculum * : University curriculum * No: Professional DRR education programmes In May 2004, 27 schools were given School Preparedness Status Questionnaires. At that time, it was theorised that 74% of our educational institutions were unprepared to face any hazard. To address this deficiency, in 2008 the DDM with assistance from the Department of Education launched a Disaster Plan Development Project for all Government Schools in the Territory. This project is an expansion of the Fire Safety Project which sought to ensure that all schools were equipped with the requisite number of fire extinguishers and First Aid Kits and that school administrators were properly trained in Fire Suppression, Basic First Aid and CPR. The Disaster Plan Development Project, like the Fire Safety Project, targeted Primary Schools and Day Care Centres (private and public). This year, the services of a consultant is being utilised to provide guidance to twelve schools in the development, testing and implementation of their individual Disaster Plans. These Plans will include procedures for all hazards as well as other emergency situations. The intent of School Disaster/Emergency Contingency Plans is to give the staff, students, and parents a guide to use in the event of an actual disaster/emergency. The plans seek to be the main tool to be used by school administrators to manage emergency response activities. It is the intention of the DDM to further expand this project to develop a School Disaster Management Policy in conjunction with the Ministry and Department of Education and to create criteria for School Safety and Preparedness. In 2008, a Summer programme exposed students to aspects of disaster management. Additionally, activity and handbooks have been developed by the DDM for use in schools. The Associate degree program at the community college continues to expand and now incorporates elements of safer building design. Page 13

14 No constraints were identified. Core indicator 3 Research methods and tools for multi-risk assessments and cost benefit analysis are developed and strenghtened. 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Is DRR included in the national scientific applied-research agenda/budget? * : Research outputs, products or studies * : Research programmes and projects * No: Studies on the economic costs and benefits of DRR Multi-risk assessment and cost benefit analysis provisions are not currently in place but plans are included in CDM Strategy and Programming Framework as items to be achieved. Advances are being made in the area of multi-risk assessment through the EU's Regional Risk Reduction (R3i) project being implemented by the UNDP. There is a need for more technical expertise to undertake the work, funding and training in cost benefit analysis as it relates to DRR. Core indicator 4 Countrywide public awareness strategy exists to stimulate a culture of disaster resilience, with outreach to urban and rural communities. 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Do public education campaigns on DRR reach risk-prone communities? * : Public education campaigns. * No: Training of local government * : Availability of information on DRR practices at the community level Page 14

15 The DDM produces monthly radio and television programmes that focus on disaster management. The programmes are broadcasted on all local radio and television stations. Additionally, the DDM website was updated to reach a broader target audience and to educate the population on disaster management issues. Documents, brochures, plans and other documents are available on the website. Efforts are being made to inform the public about improved design and building techniques to reduce risk and improve resiliency. In 2009, training for building professionals was held. These training sessions covered topics such as: a. Seismic Hazards & Design. b. Environmental Impact Assessment (EIA) and Hazard Vulnerability Assessments (HVA). c. Safe Design & Construction Methods for the Virgin Islands. Additionally, brochures and other educational material produced by the DDM are available on the departments website and DVD's can be purchased from their offices. There is a need to increase the level of awareness and preparedness among private sector organizations. Incorporating disaster risk management into the economic/financial sectors with consideration given to incentives to support such efforts was not achieved. There is minimal support for this initiative as there are no laws in the Virgin Islands mandating private companies to develop plans. Priority for action 4 Reduce the underlying risk factors Core indicator 1 Disaster risk reduction is an integral objective of environment related policies and plans, including for land use natural resource management and adaptation to climate change. 3: Institutional commitment attained, but achievements are neither comprehensive nor substantial Is there a mechanism in place to protect and restore regulatory ecosystem services? (associated with wet lands, mangroves, forests etc) * : Protected areas legislation * No: Payment for ecosystem services (PES) * No: Integrated planning (for example coastal zone management) * : Environmental impacts assessments (EIAs) * : Climate change adaptation projects and programmes Different methods have been undertaken to improve the interaction of disaster management, physical Page 15

16 planning and environmental management to ensure that vulnerability to hazards and mitigation are incorporated in decision making in development planning. The CDM Strategy includes various programmatic efforts that contribute to focusing on risk reduction in the future from natural and man-made disasters and improving the coordination of disaster management, physical planning and environmental management to ensure that these considerations are incorporated in decision making in an integrated fashion. Activities include having the DDM Director sit on the Planning Authority and Environmental Management committees, non-structural mitigation, training planners, engineers and developers for hazard mitigation integration into building/development and ongoing coordination/ collaboration between the Town and Country Planning Department, the Public Works Department and the DDM. Since 2008, the building review/application process has made provisions for Hazard Assessments for development within "high risk areas which gives the public/private sectors the ability to develop appropriate hazard mitigation strategies and measures to prevent or reduce the occurrence of disasters. Further integration of disaster risk reduction concepts throughout various sectors and continued capacity building continues through incorporation of methods for Hazard Risk Assessments into the Impact Assessment Process and integration of hazard data into the National GIS database. Efforts are being made to encourage the use of cost benefit analyses for hazard mitigation measures for large development projects in the VI. The VI CDM Strategy and Programming Framework takes into account of the need and aims to contribute to reducing vulnerability to the adverse effects of climate change. The current vulnerability and capacity assessments are being spearheaded by the Conservation and Fisheries Department with the DDM lending support. Current efforts include identifying risks and undertaking monitoring, mapping and modelling to better prepare for the future. Though a substantial amount of technical data is available for the Territory, additional data is required for comprehensive vulnerability assessments. At times, this can pose challenges to providing information towards the building and development process, a condition not unique to the Virgin Islands. Efforts are being made to address existing gaps. There is a need for the strengthening and enforcement of regulations related to the Building Authority, Environmental Health Unit, Conservation & Fisheries Department and the Town and Country Planning Department. Core indicator 2 Social development policies and plans are being implemented to reduce the vulnerability of populations most at risk. 3: Institutional commitment attained, but achievements are neither comprehensive nor substantial Do social safety nets exist to increase the resilience of risk prone households and communities? No * : Crop and property insurance Page 16

17 * No: Employment guarantee schemes * No: Conditional cash transfers * No: DRR aligned poverty reduction, welfare policy and programmes * No: Microfinance * No: Micro insurance An objective of the VI CDM Policy is to ensure that appropriate guidelines for disaster assistance and financial compensation following major emergencies or disasters are developed and properly executed. A Welfare Policy has been developed, as well as a policy on disaster assistance.the CDM Strategy recognizes the need to enhance welfare and relief distribution, in particular for the Sister Islands. The CDM policy also aims to regularly update the National Welfare and Relief Distribution Plan and the Standard Operating Procedures and Guidelines for Disaster to guide the process by which the provision of relief is executed. Recently, the DDM worked with a senior care facilities, schools at all levels and day care centres to develop, implement and test a disaster plan. It is expected that by 2011 we would have assisted approximately 52% of the schools/daycares facilities located in the Territory. Plans are also in place for the creation of community profiles which will include documenting vulnerable groups, community resources, defining community risks and developing community risk maps. These activities will be followed by community specific awareness programmes and training. There is a need for technical support to complete the community profiles and to find a mechanism for incorporating the results into the social sector. Core indicator 3 Economic and productive sectorial policies and plans have been implemented to reduce the vulnerability of economic activities 3: Institutional commitment attained, but achievements are neither comprehensive nor substantial Are the costs and benefits of DRR incorporated into the planning of public investment? No * No: National and sectoral public investment systems incorporating DRR. * No: Investments in retrofitting infrastructures including schools and hospitals The BVI is highly dependent on a thriving Financial Services Sector that is heavily Information and Communication Technology (ICT) driven, therefore, risk management must be well thought out and considerations for the unavailability of basic utilities addressed. The VI s CDM Strategy and Page 17

18 Programming Framework is to reduce economic losses, among other things, due to man-made and natural hazards and to protect the major economic sectors and supporting infrastructure systems from the effects of hazards. The VI s CDM strategy notes the need for integration of CDM planning in the private sector, in particular the tourism, financial, banking and insurance sectors and supports the Government s belief that vulnerability to natural and man-made hazards stifles economic opportunities and entrepreneurship, making investment costlier. Other key contributions of the Strategy to the objectives, vision and programmes of the Government s Manifesto include contributions to Financial Services through the development of a Financial Sector Disaster Recovery Policy Framework and a Risk Reduction Scheme for Banking/Insurance sector. The Financial Services Commission (FSC) was contacted and discussions were held regarding the development of a financial sector disaster recovery policy and framework. It was determined by FSC, that there are no governing laws which require the development of such a framework and as result, they do not have the authority to mandate the development of disaster preparedness and continuity plans for registered businesses. A new strategy to address this matter at the Policy Level will be undertaken in A Crisis Communication Plan for the Financial Services Commission exists, however, this needs to be updated and improved based on the lessons learned from previous hazard impacts. A finalization of the National Recovery Plan and recovery planning in the private sector and financial sector, among other areas of activities, are envisioned. The level of preparedness of the private sector is currently low. There is a need for greater integration of disaster management within private development projects and operations. Incorporating disaster risk management into the economic/financial sectors with consideration given to incentives to support such efforts was not achieved. There is minimal support for this initiative as there are no laws in the Virgin Islands mandating private companies to develop plans. Common challenges which exist within the Finance and Economy Critical Infrastructure group are the lack of standard regulations to address industry players to ensure continuity of operations. There are no specific DRR standards by which hotels or financial companies must meet or aspire to in order to operate in the Territory. Additionally, the industry leaders, FSC and BVI Tourist Board (BVITB) do not have comprehensive contingency/continuity plans for their respective industries in the event of disasters or service interruptions. Core indicator 4 Planning and management of human settlements incorporate disaster risk reduction elements, including enforcement of building codes. 3: Institutional commitment attained, but achievements are neither comprehensive nor substantial Is there investment to reduce the risk of vulnerable urban settlements? * : Investment in drainage infrastructure in flood prone areas Page 18

19 * No: Slope stabilisation in landslide prone areas * : Training of masons on safe construction technology * No: Provision of safe land for low income households and communities The VI s CDM policy aims to develop a framework to integrate hazard risk reduction in development planning at all levels. To that end, the DDM serves as a member of the Planning Authority. This membership calls for monitoring and inspection of development applications and the revision of EIA reports. In addition, the DDM supports capacity building and implementation of enhanced tools for building code adherence and building authority enforcement. Currently, a proposal is being drafted for Cabinet s approval to proceed with a collaborative effort between the Public Works Department, the Town and Country Planning Department and the Department of Disaster Management to conduct a thorough review of Building Regulations, to improve code requirements in general, but specifically in regards to the seismic and fire code. Regulations to support Physical Planning Act and the Disaster Management Act are envisioned. There is evidence of non-compliance with Building Regulations in the past, but efforts are now being made to rectify the situation with improved enforcement. Capacity is lacking in the area of building code enforcement. Core indicator 5 Disaster risk reduction measures are integrated into post disaster recovery and rehabilitation processes 3: Institutional commitment attained, but achievements are neither comprehensive nor substantial Do post-disaster recovery programmes explicitly incorporate and budget for DRR? No * 0 % of recovery and reconstruction funds assigned to DRR * No: Measures taken to address gender based issues in recovery Disaster Mitigation and Disaster Recovery is the responsibility of the Development Planning Unit and the Town and Country Planning Department. The National Disaster Recovery framework focuses on change and improvement rather than repair and replacement and aims to balance urgent needs against the requirements of sustainable development and capacity building in the future within the framework of the National Integrated Development Strategy (NIDS). When the implementation of NIDS is interrupted by a major national emergency, the National Recovery Plan and Mitigation Strategy leads the recovery efforts and ensures that as far as possible previous vulnerabilities are not reintroduced. The specifics of the recovery will by necessity trigger a review or modification to NIDS, which in turn takes into account necessary natural hazard mitigation measures. VI CDM strategy includes developing training and learning programmes in disaster risk reduction Page 19

20 targeted at specific sectors (development planners, emergency managers, local government officials, etc.). This training would allow for the use and employment of techniques during the rebuilding process. Also, the DDM seeks to implement integrated environmental and natural resource management approaches that incorporate disaster risk reduction, including structural and non-structural measures. Furthermore, the DDM participates in determining long term risk reduction measures that can be incorporated in the development planning process. The Government s institutionalized mechanism for recovery has changed in terms of structures and resources. The formalization of the needed linkages between Recovery and Mitigation activities to national development planning places the Development Planning Unit (DPU) and Town and Country Planning Department (TCPD) at the core of the new structure. Notwithstanding the strong support provided by DDM, the DPU and TCPD requires the resources to meet its new challenges. Core indicator 6 Procedures are in place to assess the disaster risk impacts of major development projects, especially infrastructure. 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Are the impacts of major development projects on disaster risk assessed? * : Assessments of impact of projects such as dams, irrigation schemes, highways, mining, tourist developments etc on disaster risk * : Impacts of disaster risk taken account in Environment Impact Assessment (EIA) As part of the environmental review process, the DDM reviews and comments on proposed projects where an environmental impact statement is required including major capital projects. Hazard and vulnerability assessments are incorporated into the EIA process. Additionally, the Director of the DDM also sits on the Planning Authority and the Environmental Management committees.. There is a need for specific EIA regulations to support the Planning Act Priority for action 5 Strengthen disaster preparedness for effective response at all levels Core indicator 1 Strong policy, technical and institutional capacities and mechanisms for disaster risk management, with a disaster risk reduction perspective are in place. Page 20

21 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Are there national programmes or policies to make schools and health facilities safe in emergencies? * : Policies and programmes for school and hospital safety * : Training and mock drills in school and hospitals for emergency preparedness The VI s CDM policy is linked to the Pan American Health Organization s Health Disaster Management Programme. The following measures and initiatives have been developed and undertaken with regard to improving disaster preparedness in and the resiliency of the health sector: National Health Sector Emergency Management Plan revised and tested, Mass Fatality Plan completed, Mass Gathering Plan revised, Enhancing the capacity of Health sector personnel to respond to mass casualties, Mitigation Measures integrated into planning and construction of new hospitals and integrated into health facilities. Additionally, plans for disease outbreaks like influenza, have been developed and tested. The Health sector has a Health Disaster Management (HDM) Programme that is supported by a HDM Policy and Strategy linked to National Plans. The education sector has several systems in place but they have not been formalized, in addition a proposal has been put forth for the development of a School Safety Criteria that will be used to evaluate the level of readiness of schools public and private. DDM, in partnership with the Ministry of Education assisted in the development of contingency plans for all schools and day care facilities, and it is expected by 2013 that schools will have developed and practiced their respective contingency plans. This project is an expansion of previous efforts to ensure that schools are equipped with basic first aid and fire suppression devices. A consultant was contracted to provide guidance to twelve schools in the development, testing and implementation of their individual Disaster Plans. These Plans will include procedures for all hazards as well as other emergency situations and will serve as a guide for administrators in the event of an actual disaster/emergency. The DDM intends to expand this project to develop School Disaster Management Policy in conjunction with the Ministry and Department of Education. No constraints identified. Core indicator 2 Disaster preparedness plans and contingency plans are in place at all administrative levels, and regular training drills and rehearsals are held to test and develop disaster response programmes. 4: Substantial achievement attained but with recognized limitations in key aspects, such as financial resources and/ or operational capacities Are the contingency plans, procedures and resources in place to deal with a major disaster? Page 21

22 * No: Contingency plans with gender sensitivities * : Operations and communications centre * : Search and rescue teams * : Stockpiles of relief supplies * : Shelters * No: Secure medical facilities * No: Dedicated provision for women in relief, shelter and emergency medical facilities As of May 2010, 61% of Government agencies have disaster contingency plans developed or in draft. Additionally, a series of national plans were revised/updated or developed to manage national response; these include the National Oil Spill Plan, National Public Information Plan, National Emergency Communications Plan, National Marine Search and Rescue Plan, National Recovery Plan and the National Continuity of Government Plan. A total of 32 emergency shelters have been identified for These shelters were inspected before the beginning of the hurricane season. A total of 40% of these shelters are equipped with emergency generators and the equipment is available for the other sites. A contract is in place to clean the structures and maintain the generators. A list of all shelters was issued to the public. The BVI also has 11 marine shelters that have been identified for the 2010 Atlantic Hurricane Season. The Virgin Islands National Disaster Management Plan (NDMP) is a multi-hazard Plan that speaks to the specific hazards to which the Territory is prone. A complete revision and operationalization of the document was undertaken in All emergency systems were tested in March 2010 during the Tsunami/earthquake national simulation exercise and communication systems were tested in June during a communication exercise. The government maintains a National Warehouse stocked with US$100,000 worth of insured emergency supplies. Supplies are inventoried quarterly. A National Welfare Relief Distribution Plan and Policy is in place to help with equitable distribution of emergency supplies. Funds in the amount of $10,000 to $30,000 are provided annually to replenish warehouse stocks. Agencies utilized their disaster plan but there is still room for improvement in the area of knowledge and awareness of the plan contents. The DDM intends to use the results of the exercise to formulate plans for improved understanding and awareness and to improve the early warning system Core indicator 3 Financial reserves and contingency mechanisms are in place to support effective response and recovery when required. Page 22