NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
REPUBLIC OF PALAU
NATIONAL DISASTER RISK
MANAGEMENT
FRAMEWORK 2010(Amended 2016)
Vision: Safe, Resilient and Prepared Communities in Palau
2
Vision: safe, Resilient and PRePaRed Communities in Palau
3
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
NATIONAL DISASTER RISK
MANAGEMENT
FRAMEWORK 2010(Amended 2016)
Vision: Safe, Resilient and Prepared
Communities in Palau
4
Vision: safe, Resilient and PRePaRed Communities in Palau
5
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
6
Vision: safe, Resilient and PRePaRed Communities in Palau
Glossary of Termsacronyms ParT 1 General
1.1 Background 1.2 NationalHazardProfile 1.3 Vision 1.4 ImplementationoftheFramework 1.5 PlanDevelopmentandMaintenance1.6 AuthoritiesandReferences 1.7 ReviewofthePNDRMF
ParT 2 The framework
2.1 PlanPurposeandLegislativeFramework2.2 Objectives 2.3 DRMInthecontextofDevelopmentPlanningand DecisionMaking 2.4 RelationshipwithotherPlans 2.5 TheDisasterRiskManagementModel 2.5.1 General 2.5.2 TheDRMModel 2.6 KeyGuidingPrinciplesforDisasterRisk Management ParT 3 DisasTer manaGemenT
3.1 General 3.2 NationalEmergencyCommitteeStructure3.3 ResponseRolesandResponsibilities, andMembership3.3.1 DisasterExecutiveCouncil(DEC) 3.3.2 RoleoftheDEC 3.3.3 MembershipoftheDEC 3.4 NationalEmergencyCommittee(NEC)3.4.1 RoleoftheNEC 3.4.2 MembershipoftheNEC 3.4.3 NECMeetings 3.5 ROPNationalEmergencyOperationsCenter (NEOC)3.5.1 FunctionsofROPNEOC 3.6 NationalDisasterCoordinator 3.7 CentralControlGroup 3.8 IncidentCommandPost(s) 3.9 LeadResponseAgency(LRA)andSupport ResponseAgency(SRA)
Table of ConTenTS
7
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
3.10 DisasterPreparedness 3.10.1 LevelofPreparedness 3.10.2 EmergencyCommunications 3.10.3 NationalDisasterManagementTrainingPlan3.10.4 EducationandAwareness 3.10.5 DepartmentandAgencyResponsePlans 3.10.6 WarningandAlertSystems 3.10.7 EvacuationShelters 3.10.8 ExercisesandDrills 3.10.9 EvaluationofDisasterPreparednessPrograms3.11 DisasterResponse 3.11.1 LevelsofResponse 3.12 DeclarationofaStateofEmergency 3.13 DamageAssessments 3.13.1 InitialDamageAssessment(IDA) 3.13.2 ComprehensiveDamageAssessment(CDA) 3.13.3 ROPNationalEmergencyOperationsCenterSOP3.14 ActivationofResponseArrangements 3.15 AgencyResponsePlans/Procedures 3.16 MediaBroadcasts 3.17 PostDisasterResponseReview 3.18 Debriefing 3.19 ReviewofResponseArrangeentsandProcedures3.20 DisasterRelief 3.21 InternationalAssistance 3.21.1 CustomsandQuarantine 3.22 FinancialConsiderations 3.23 ConinuityofReliefEfforts 3.24 DisasterRecovery
ParT 4 DisasTer risk reDucTion
4.1 General 4.2 DisasterRiskReductionApproaches 4.3 MinistryofFinance–BureauofProgramManagement andBudgetOffice(BoPMBO)4.4 DRRRoleoftheNEC 4.5 HazardMitigationSubcommittee 4.5.1 HazardMitigationSubcommittee(HMSC)Membership4.5.2 FunctionsoftheHMSC 4.5.3 SpecialAnnualMeetingoftheHMSC4.6 ApplicationofDisasterRiskReductionToolsand Technologies4.7 DisasterRiskReductionCoordinationRoles
ParT 5 aPPenDices
8
Vision: safe, Resilient and PRePaRed Communities in Palau
GloSSaRY of TeRMS
Climate Change Adaptation: the reduction of vulnerability to the increasing risks of climate change and climate variability through adaptation processes and strengthening human and institutional capacities to assess, plan and respond to the challenges.
Command: the direction of members and resources of an organization in the performance of its agreed roles and tasks. The authority to command is established in legislation or by agreement within an organization.
Control: the direction of emergency management activities in a designated emergency situation. The authority for control is established in legislation or in an emergency (or disaster) plan, and carries with it responsibility for tasking and coordinating other organizations in accordance with the needs of the situation.
Contingency Planning: the process of describing roles/responsibilities and arrangements for the performance of key response functions specific to a designated major threat (e.g. tsunamis, droughts, major fires, hazardous materials incidents, airport/port emergencies, animal/plant disease, marine pollution, etc.).
Coordination: the bringing together of organizations to ensure effective emergency management response and recovery, with primary concern for systematic acquisition and application of resources (people, material, equipment, etc.) in accordance with requirements imposed by the threat or impact of an emergency or disaster.
Disaster: a serious disruption of the functioning of a community or a society, causing widespread human, material, economic or environmental losses which exceed the ability of the affected community or society to cope using its own resources. A disaster is a function of the risk process. It results from the combination of hazards, conditions of vulnerability and insufficient capacity or measures to reduce the potential negative consequences of risk.
Disaster Management (also known as Emergency Management): the organization and management of resources and responsibilities for dealing with all aspects of emergencies/disasters, particularly preparedness, response, relief and recovery.
Disaster Risk Management: the performance of all forms of activities, including structural and non-structural measures, to avoid (prevention) or to limit (mitigation and preparedness) risks and lessen the impacts of natural, man- made, environmental and technological disasters.
Disaster Risk Reduction: the minimizing of vulnerabilities and disaster risks to avoid or reduce the adverse impacts of hazards within the broad context of sustainable development.
Emergency: an event that requires a multi-agency response. The management of an emergency requires a well- coordinated approach but can be managed with the resources that are available.
Global Humanitarian Response Arrangements: Founded by the UN General Assembly in 1991, they are the coordination system that enhances predictability, accountability and partnerships between impacted nations and UN clusters. These clusters comprise UN and non-UN humanitarian organizations which address the main sectors of humanitarian Response Action.
9
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Hazard: a potential or existing condition that may cause harm to people or damage to property or the environment.
Hazard Mitigation: measures designed to reduce vulnerability by preventing or reducing the adverse impacts of hazards. Mitigation is wide ranging and covers community-based risks as well as underlying risks to national development. It operates within the broad context of sustainable development.
Incident: a routine event that is responded to by a single agency or a small number of agencies. A routine event may not need much resources and coordination at the incident scene.
Lead Response Agency: an agency designated as primarily responsible for the management of a specific function or for the control role in a specified type of event.
National Emergency Operations Center (NEOC): a facility from which the control of national emergency or disaster operations and coordination of resources are carried out.
Preparedness: the arrangements and systems to ensure that communities are prepared should an emergency occur and all those resources and systems which are needed to cope with the effects can be efficiently mobilized and deployed.
Prevention: the regulatory and physical measures to ensure that disasters are prevented, or their effects mitigated. While it is not possible to prevent all risks, there are many examples of activities such as health-related and fire prevention education programs that can eliminate risks.
Recovery: the coordinated process of supporting emergency-affected communities in reconstruction of the physical infrastructure and restoration of emotional, social, economic and physical well-being.
Relief: the coordinated process of providing humanitarian relief and basic community support services during and immediately after the impact of a disaster.
Response: the actions taken in anticipation of, during, and immediately after, an emergency or disaster to ensure that its effects are minimized and that people affected are given immediate relief and support.
Risk: the likelihood of harmful consequences arising from the interaction of hazards and vulnerable elements (people, infrastructure or the environment).
Standard Operating Procedures: the prescribed routine action to be followed by staff during emergency operations.
Support Response Agency: An agency designated in a plan as undertaking a support role to the lead agency in relation to a specific function or in a specified type of event
Vulnerability: the extent to which a community’s structure, services or environment is likely to be damaged or disrupted by the impact of a hazard.
10
Vision: safe, Resilient and PRePaRed Communities in Palau
aCRonYMS
ARFF AircraftRescueandFireFightingBoA1 BureauofAgricultureBoA2 BureauofAviationBAD&G BureauofAgeing,DisabilityandGenderBPMBO BureauofProgramManagementandBudgetOfficeBDA BureauofDomesticAffairsBEA BureauofEducationAdministrationBPH BureauofPublicHealthBPS BureauofPublicSafetyBMR BureauofMarineResourcesCCA ClimateChangeAdaptationCCG CentralControlGroupCDA ComprehensiveDamageAssessmentDEC DisasterExecutiveCouncilDM DisasterManagementDRM DisasterRiskManagementDRR DisasterRiskReductionEDP EconomicDevelopmentPlanEIA nvironmentalImpactAssessmentEIS EnvironmentalImpactStatementEQPB EnvironmentalQualityProtectionBoardIC IncidentCommanderICP IncidentCommandPostIDA InitialDamageAssessmentLRA LeadResponseAgencyMNRET MinistryofNaturalResources,EnvironmentandTourismMOE MinistryofEducationMOF MinistryofFinanceMOH MinistryofHealthMOJ MinistryofJusticeMOU MemorandumofUnderstandingMPIIC MinistryofPublicInfrastructure,IndustriesandCommerceNDC NationalDisasterCoordinatorNDMO NationalDisasterManagementOfficeNEC NationalEmergencyCommitteeNEMO NationalEmergencyManagementOffice
part01GENERAL
12
Vision: safe, Resilient and PRePaRed Communities in Palau
1.1 baCkGRound
This revised version of the PNDRMF builds upon the objectives of the 2010 National Disaster RiskManagement Framework, by focusing on ‘the strengthening of national disaster risk managementstructures andmechanisms to support the improved integration of disaster management and climatechangeadaptationtomoreeffectivelyintegratedisasterriskconsiderationsintothenationaldevelopmentplanningandbudgetaryallocationprocess.’
ThereviewincorporatesthePalauexperiencesfrombothSuperTyphoonsBophaandHaiyan,itismindfulofthe2013NationalProgressReportontheimplementationoftheHyogoFrameworkforAction(2005-2015)andtheSendaiFrameworkforDisasterRiskReduction(2015-2030).TheFrameworkispresentedin5Partsanddetailedinthematrixbelow.
Part 1 GeneralThe Framework provides for the strengthening of national disaster risk management structures andmechanismstosupportimproveddisaster/emergencypreparedness,responseandrecoveryaswellasthemoreeffectiveintegrationofdisasterriskconsiderationsintothenationaldevelopmentplanning,includingbudgetaryallocationprocesses.
Part 2 The Framework 2016ThisFrameworkisintendedtoassisttheprocessofeffectivelymanagingbothnaturalandhuman-inducedhazardsandrelatedrisks in theRepublicofPalau.Thedocument issetout insuchawaythat itallowsgovernmentandnon-governmentagenciesandorganizationstorefertorelevantpartsinordertoassistinthedevelopmentofintegratedapproachtoallemergencyresponses,preparedness,hazardmitigation,reliefandrecoveryplansandprograms.
Part 3 Disaster ManagementTheaimofdisastermanagementistostrengthentheresilienceofthewholenationtoimpactofhazards,disastersandemergenciesthroughthedevelopmentofeffectivepreparedness,response,reliefandrecoveryprogramsandactivities.Thisrequiresthedevelopment,reviewandtestingofallemergencyresponseplans.Italsoincludescontingencyplansforbusinesscontinuityduringandfollowingnationaldisasters.Thiswillensureaneffectiveresponsetoagiventhreatandthatmeasuresareinplacefortheprotectionoflives,property,environment,andmajorassets.
Part 4 Disaster Risk ReductionTheaimofdisaster risk reduction is topreventormitigate the impactofhazardson communitiesandtherebyreduceunderlyingriskstonationaldevelopmentbychangingsocial,economic,andenvironmentalconditions.
Part 5 AppendicesAppendix1-TermofReferenceforNEMOCoordinatorAppendix2-ROPNationalEmergencyOperationsCenterStandardOperatingProcedureAppendix3-ROPNationalTsunamiSupportPlanAppendix4-OutlineTemplateforthePreparationofAgencyResponsePlansAppendix5-ExamplesofSupportPlanDevelopmentAppendix6-DisasterRiskManagementArrangementsfortheStateLevelAppendix7-ListofExistingDisasterRiskReductionActivitiesandResponseAgenciesAppendix8-ChecklistforNECtoassessthelevelofmainstreamingdisasterriskreductionindevelopmentplanninganddecisionmakingprocesses.Appendix9-ExecutiveOrderNo.397
13
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
The framework is premised on risk and governance principles. The risk process commences with thenational hazard profile. The subsequent risk assessments provide information to advise the decisionmakingprocessesthroughnationalplanningandpublicinvestmentprocesses.Utilizingexistingcommitteestructures the framework provides guidance as to themanner inwhich committees communicate andreport to the National Emergency Committee on all aspects of disaster riskmanagement and climatechangeadaptation.
1.2 naTional HazaRd PRofile
The Republic of Palau is vulnerable to a number of both human-induced and natural disasters, whichpotentially have a large impact on the economy and population. Over the past forty years, Palau hasexperienced disasters such as typhoons or tropical storms, droughts, and the collapse of the Koror-Babeldaob Bridge. While disasters in the past have been mostly ‘natural’ events, human-induced ortechnologicaldisastersareexpectedtoincreaseinthefuture,ifnationaldevelopmentisnotregulatedormitigatedproperly.
Palau, likemanyotherPacific Islands, isparticularlyvulnerable to theeffectsofdisasters, including theimpactsofclimatechange.Therefore,everyeffortshouldbemadetorecognizethisdangerandtoprotectlivesandresourcesfromtheeffectsofextremeanddisastrousevents.
The following natural and man-made hazards and risks have been identified through stakeholderconsultationasbeingthosemostlikelytoaffecttheRepublicofPalau.Theyhavebeenratedintermsoftheirriskpotentialashigh,mediumorlow.
Natural Hazards Level of RiskStormSurge High
Drought High
Typhoon High
Sealevelrise(seawaterintrusion/soilSaline/coastalinundation&erosion
High
Tsunami Low
Earthquake Low
Human-induced Hazards Level of RiskOilspill High
Watercontaminationincludingsewerage High
Solidwastedisposal High
Wildlifeaffectingaircraftmovement High
Increasedsedimentationofwatershed/coastalwaters
High
Fire(industrialareas) High
Fire(residential) Medium
Invasivespecies Medium
Hazardoussubstancesspill Medium
Emerging/infectiousdisease High
Terrorism/CivilUnrest/UXO Low
Structuralcollapse:Bridges/causewaysWaterdams
Low Low
14
Vision: safe, Resilient and PRePaRed Communities in Palau
Power Low
Communication Low
Landslides Low
Airport/portincidents Low
Civiluprising Low
Politicalinstability Low
This Framework focuses on all types of hazards, human-induced and natural. Historically, disastershave seriously impacted Palau’smajor assets and infrastructures, setting back the national sustainabledevelopmentanddivertingsmallnationalbudgetforrecovery.Itisalsopertinenttonotethattheimpactofnaturalhazardsmaycompoundtheeffectsofhuman-inducedhazards;forexample,atyphoonmayimpactonthesolidwastedisposalsystemsandcausingfurtherproliferationofwaste.
1.3 ViSion
AvisionhasbeenestablishedforthisFrameworkthroughstakeholderconsultation.Itisintendedtoserveasthekeyfocusofundertakingtheprocessofchangeinrelationtodisasterriskmanagement
Thevisionis “Safe, Resilient and Prepared Communities in Palau.”
1.4 iMPleMenTaTion of THe fRaMewoRk
TheeffectiveimplementationoftheprovisionsoftheFrameworkisaprimaryconcern.CriticaltothisisthestrengtheningoftheNationalEmergencyManagementOfficeandotherdepartmentsandagenciesatalllevels.TheNEMOwilldevelopPNDRMFImplementationPlanfor implementationimmediatelyfollowingtheapprovaloftheframework.
1.5 Plan deVeloPMenT and MainTenanCe
It istheresponsibilityoftheNEMOtoensureplansandproceduresrequiredunderthisFrameworkaredevelopedandupdatedasnecessary.
UnderthePNDRMFtherearerequirementsforsupportingplanstobedevelopedatmanylevels.Toensurethese plans are developed consistently and use common terminology, a guide on the development ofsupportingplansisincludedinSection2.4.1TheRoleofNEMOistoprovidetechnicaladviceandguidanceinthedevelopmentoftheseplansandconductanannualcomplianceaudittoensurethatplan‘owners’haveundertakenanannualreviewforaccuracyandcurrencyofallaspectsoftheplanandtoadviseofanyexercisemanagement‘tests’thathavebeenconducted.TheseresultswillbepartofanannualreporttotheNECfromNEMOonFrameworkmaintenanceandmonitoring.The NEC must approve any changes to this Framework.
15
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
1.6 auTHoRiTieS and RefeRenCeS
TherearecertaindocumentsthatserveasauthoritiesandreferencesforthisFramework.Thedocumentsincludethefollowing:
• Constitution,RepublicofPalau,ArticleVIII,Section14• ExecutiveOrder166-99/NationalDisasterPlan• ExecutiveOrderNo.397/2016PalauNationalDisasterRiskManagementFramework• 2020PalauNationalMasterDevelopmentPlan• PalauClimateChangePolicy2015• TheSendaiFramework.Thesuccessorinstrumenttothe: oHyogoFrameworkforAction(HFA)2005-2015:BuildingtheResilienceofNationsandCommunitiestoDisasters. oPacificDisasterRiskReductionandDisasterManagementFrameworkforAction2005–2015(MadangFramework)andanysuccessorstrategy• PacificIslandsFrameworkforActiononClimateChange2006–2015
16
Vision: safe, Resilient and PRePaRed Communities in Palau
1.7 ReView of THe PndRMf
TheenvironmentconstantlychangeswhichinturncancompromisetheaccuracyofthePNDRMF;examplesmayinclude,portfoliochangesingovernmentresultinginchangedDRMrolesandresponsibilities;newandemerginghazardsandrisks;increaseorreductionsinexistingrisks;newtechnologiesorrestructuringthatimproves/changesresponsearrangements.
NEMOhas the responsibilityofmaintaining version control of thePNDRMF. The source versionwill beavailableon-line;anychangesandoramendmentswillrequireendorsementbytheNEC.
Itistheresponsibilityofthosewhomaintainplanswithinstategovernments,departments,agenciesandsectorstoensureanychangesareinitiallyadvisedtoNEMOCoordinatorandsubsequentlyendorsedbytheproperauthorityasindicatedinthegovernanceframeworkbelow.
AnnuallytheNECwillconductareviewofthePNDRMFandreviewthehazardprofile.
part02The Framework
18
Vision: safe, Resilient and PRePaRed Communities in Palau
2.1 Plan PuRPoSe and leGiSlaTiVe RequiReMenT
TheFrameworkoutlinestheinstitutionalarrangementstoenableeffectivecoordinationandcollaborationinpreparingfor,respondingto,andrecoveringfromtheimpactofanyhazardtoPalau.TheFrameworkalsoprovidesfortheeffectivecoordinationandguidancefordecisionmakersinthedevelopmentofemergencyresponseplansandproceduresanddisasterriskreductionstrategiesbygovernmentandnon-governmentagenciesthathavemandatedresponsibilitiesforsuchactivities.
This Framework is given full effect by Executive Order No. 397.
Regionalandinternationalpartneranddonororganizations,inconsiderationofprovidingsupporttoPalauinanyaspectofdisasterriskmanagement,aremandatedtofollowthestructuresandsystemsestablishedunderthisFramework.
2.2 objeCTiVeS
TheobjectivesoftheFrameworkareto:• Establishamechanismforeffectivecontrol,coordination,decisionmaking,accountability,and
organizationalarrangementsforallaspectsofdisastermanagementanddisasterriskreduction.• Describeorganizationalarrangementsthatmaximizetheuseofavailableresourcestostrengthen
mitigation,preparedness,response,reliefandrecoveryplanningbasedonanallhazardsbasisandthroughanintegratedapproach.
• Promoteintegratedplanningandcollaborationfordisastermanagementanddisasterriskreductionacrossandwithinalllevelsofgovernment,departments,sectorsandcommunities.
• Supportthesuccessfulimplementationofexistingandfuturerelevantnational,regionalandinternationalpolicyframeworksfordisasterriskmanagementandforsustainabledevelopmentsuchasthe2020PalauNationalMasterDevelopmentPlan(PNMDP),etal.,(refertoSection1.6).
• Integrateclimatechangeadaptationanddisastermanagementplanningandstrategy
2.3 diSaSTeR RiSk ManaGeMenT in THe ConTexT of
deVeloPMenT PlanninG and deCiSion MakinG
ThenationaldevelopmentprioritiesoftheRepublicofPalauareprovidedforspecificallyinthe2020PalauNationalMasterDevelopmentPlan(PNMDP)andnumerousnational,stateandcommunitydevelopmentplanswhereeconomic,social,culturalandenvironmentalgoalsandtargetsarespecified.
ThisFrameworkhasdirectlinkagestoallofthesedevelopmentplansandensurestheirsustainabilityduringandafterdisasters.Alldevelopmentplansshouldincludereports/statementsondisasterriskassessmentsandplansonmitigation,preparedness,responseandrecovery(refertoPart4).
AcentralmechanismtoensuretheincorporationofDRMindevelopmentplanninganddecision-makingistheHazardMitigationSubcommittee(HMSC)oftheNationalEmergencyCommittee.Thus,theNECprovidesthedriveforintegrationofdisasterriskmanagementconsiderationsforsocio-economicandenvironmentalrisksintodevelopmentplanning,resourceallocationanddecision-making.
ThebroadriskprofileforPalau(Part1,Section1.2)warrantsanin-depthassessmentasriskscangreatlyreducetheabilityoftheRepublicofPalautoachieveitssustainabledevelopmentgoals.Thechallengeofachievingsustainabledevelopmentgoals,includingthereductionofpoverty,increaseineconomicgrowthandprotectionoftheenvironment,willbeunderminedunlessconsiderationofthepotentialhazardrisksisintegratedintothedevelopmentplanningandresourceallocationprocesses.Disasterriskmanagementisasustainabledevelopmentissueandthusisacriticalconsiderationinthedevelopmentplanninganddecisionmakingprocesses.TheNECisthemechanismtoensuretheincorporationofDRMconsiderationsindevelopmentplanningprocesses.
19
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Palau’s2020MasterPlansetsoutnationaldevelopmentgoals,strategiesandtargetsoverspecificperiod.EachagencywithintheGovernmentdevelopsmedium-termandannualprogramsfromtheseoverarchingnationalstrategiesandtargets.Thechallengeistoensuregreatersustainabledevelopmentbyintegratingdisasterriskmanagementconsiderationsintothenationalplanningandbudgetarysystem.Itisthereforeessentialthatalldevelopmentplanningapprovalorpermittingpoliciesshouldbeamendedtoincludeassessmentofdisasterrisks.Torefrainfromthiswouldpotentiallyunderminealltypesofdevelopment.
2.4 RelaTionSHiP wiTH oTHeR PlanS
ThisFrameworkisintendedtoestablishtheplatformfromwhichsectorpolicies,plans,andprogramscanbedeveloped.TheFrameworkisalsointendedtocomplementthevariouseffortsalreadybeingundertakenacrossvarioussectorsinrelationtoDRRandDRMbyprovidingthenationalinstitutionalandgovernanceframework.TheFrameworkintroducesrolesandresponsibilitiesthatarerequiredofvariousagenciesinadditiontootherroles,responsibilitiesandpowerstheymayhaveunderotherplans,mandatesandlegislation.
TheFrameworkshouldalsobesupportedbyresponseagencyplans,communityplans,hazard-specificcontingencyplans,andstandardoperatingprocedures.AnyformalrelationshipthattheGovernmentmaywishtoenterintowithNGOs,privatesectororcommunitygroupsforthepurposeofDRMshouldbeinlinewithandsupporttheprinciplesofthisFramework.
2.5 diSaSTeR RiSk ManaGeMenT Model
2.5.1 General
ThedisasterriskmanagementmodelthatsupportsthisFrameworkprovidesforanall-hazard,integrated,whole-of-governmentandwhole-of-countryapproachthatembracesallaspectsofthedisasterriskreductionanddisastermanagementandrequiresthecommitmentofalllevelsofthecommunitytoengageintheconsciousmanagementofriskasanongoingprocesstostrengthenresilienceandreducevulnerabilitytohazards.
2.5.2 The DRM Model
Theglobalconceptofdisaster risk management (DRM)consistsoftwocomponents,asshowninFigure1.
DisasTer risk manaGemenT
DisasTer risk reDucTion
Prevention, Adaption, Mitigation
DisasTer manaGemenT
Preparedness, Response, Recovery, Rehabilitation, Reconstruction
Figure 1: The Disaster Risk Management Model
20
Vision: safe, Resilient and PRePaRed Communities in Palau
Itisimportanttonotethat,whileDRMhasbeendefinedascomprisingDRRandDM,thereisafinelineseparatingthetwo.TheDRRcomponentofDRMhighlightsafocusonthepre-disasterperiodwhereasDMpresentsaheavierfocusintermsofmanagingthesituationimmediatelybeforeandafteradisaster.Theelementsofthetwo,however,aresomewhatfluidandoftenactivitiesoractionsrelatedtoDMgiverisetotheidentificationofoptionsforDRR.
Disaster Risk Management (DRM) refersto‘allformsofactivities,includingstructuralandnon-structuralmeasures,toavoid(prevention)ortolimit(mitigationandpreparedness)’riskssoasto‘lessentheimpactsofnaturalhazardsandrelatedenvironmentalandtechnologicaldisasters.’
Disaster Risk Reduction (DRR)refersto‘minimizingorlesseningvulnerabilitiesanddisasterriskstheadverseimpactsofhazardswithinthebroadcontextofsustainabledevelopment.’
Examplesare:
• Prevention:relocationofpeoplefromhigh-riskareas.• Mitigation:developmentandenforcementofbuildingcodes/standards.• Adaptation:developmentandimplementationofcoastalzoneprotectionplanstohelpaddress issuesinrelationtocoastaldegradation.
Disaster Management (DM)refersto‘theorganizationandmanagementofresourcesandresponsibilitiesfordealingwithallaspectsofemergencies/disasters,inparticularpreparedness,responseandrecovery.’
21
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Examplesare:
• Preparedness:Pre-positioningofemergencysupplies/stock;training;andexercising.• Response:Savinglives,propertyandenvironment;effectiveconductofdamageassessments.• Recovery/Rehabilitation:Repairdamagedschools,power,andwater.• Reconstruction:Majorcapitalworkstorestoretransportandwaterreticulationsystems.
Successful implementation of the DRM Model requires the following:
• Collaborativeandcoordinateddecisionmakingforallaspectsofdisasterriskreduction(prevention,mitigationandadaptation)anddisastermanagement(preparedness,response,reliefandrecovery)acrossalllevelsandallsectorsofgovernment.
• Integrationofnational,stateandcommunitydisasterriskmanagementarrangements.• Understandingofrolesandresponsibilitiesbyallleadandsupportagencies.• Commitmentandinvolvementofmembersofdesignatedcommitteesandworkinggroups.• Definedandprioritizedhazardmitigationplans.• Applicationofappropriatehazardanalysisandvulnerabilityassessmenttools.• Developmentandtestingofemergencyresponseplansforallhazards.• Command,controlandcoordinationprotocols.• Appropriateagencyresponseplansandstandardoperatingprocedures.• Effectiveearlywarningandcommunicationsystems.• Publiceducation,trainingandpreparednessprograms.• Reliefandrecoveryprograms.• Collaborationandcoordinationbetweennationalgovernment,internationalandregionalpartners.
22
Vision: safe, Resilient and PRePaRed Communities in Palau
2.6 keY GuidinG PRinCiPleS foR diSaSTeR RiSk ManaGeMenT
• Disasterriskmanagementisasustainabledevelopmentissuerequiringacoordinatedandcollaborativeapproachinaddressingsocial,economic,andenvironmentalgoalsbysupportingcommunitiesinunderstandingandmanagingtheirhazardsanddisasters.
• Disasterriskmanagementiseveryone’sbusinessandrequirestheentiregovernmentandtheentirecountrytobecommittedtoaddressissuesacrossallsectorsandlevels.
• Effectivedisasterriskmanagementrequiresastronggovernanceframeworkwithclearpoliciesandlegislation,accountability,institutionalandorganizationalarrangementsandconnectionsacrossandwithinlevelsofgovernment,sectorsandcommunities.
• Disasterriskmanagementaddressesallhazardsandcomprisesdisasterriskreduction,whichincludesprevention,mitigationandadaptation,anddisastermanagement,whichincludessettingarrangementsforself-helpinpreparedness,responseandrecoveryandforreceivingreliefsupportintothecommunitylevel.
• Integratingdisasterriskmanagementandcapacitydevelopmentintonationalplanningandbudgetaryprocesses,stateplansandcommunitydevelopmentplans,isessentialtoenhancesustainablenationaldevelopment.
• Developingrealtimehazardinformationandundertakingriskandvulnerabilityassessments,supportedbytraditionalknowledgeasabasisforunderpinningkeydecisionsbynational,stategovernments,NGOs,communitiesandindividuals.Encouragingtherelevanceandvalueoftraditionalknowledgeanditsintegrationwithscientificinformationinthedesignofriskreductionandriskmanagementstrategiesandactivitiesatalllevels.
• Adoptionofregulatoryandincentive-baseddisasterriskmanagementinstrumentsinDRRandDM.• Promotingandcreatingpublic,privateandcommunitypartnershipsforreducingrisk.• Empoweringcommunitiestoaddresstheirrisksthroughthedevelopmentofcapacityand
knowledge(traditionalandscientific)andthroughtheprovisionofsupportforlocalinvolvementindevelopingandimplementingdisastermanagementstrategies.
• Disasterriskmanagementintegratesclimatechangeadaptationanddisastermanagementplanning.
• Recognizingthatgender/vulnerablegroupsareacorefactorindisasterrisk
part03Disaster Management
24
Vision: safe, Resilient and PRePaRed Communities in Palau
3.1 GeneRal
Theaimofdisastermanagementistostrengthentheresilienceofthewholenationtotheimpactofhazards,disastersandemergencies,throughthedevelopmentofeffectivepreparedness,response,reliefandrecoveryprograms,activitiesandcapacitybuilding.
Thisrequiresthedevelopment,reviewandtestingofallemergencyresponseplans.Italsoincludescontingencyplansforbusinesscontinuityduringandfollowingnationaldisasters.Thiswillensureaneffectiveresponsetoagiventhreatandthatmeasuresareinplacefortheprotectionoflives,property,environmentandmajorassets.
TheNEMOisresponsibleforthecoordinationandimplementationpreparedness,responseandtheimmediatereliefarrangements,workingcloselywithallstakeholders,departments,sectors,agenciesandcommunitiestoensureresourcesandsystemsneededtocopewiththeeffectsofadisasterneedstobemaintainedinastateofreadinessinordertobeefficientlymobilizedanddeployedwhenneeded.
3.2 naTional diSaSTeR and eMeRGenCY ManaGeMenT
STRuCTuRe
ThisFrameworkprovidesforatieredlevelofresponsetoemergenciesanddisastermanagement.ThehighesttieristhatoftheDisasterExecutiveCouncil(DEC),andthesecondisthatoftheNationalEmergencyCommittee(NEC).WithintheNECistheCentralControlGroup(CCG).ThemembershipoftheCCGissituationalandtheNEMOCoordinator,astheNationalDisasterCoordinator,willselectinitialrespondingmembersduringtheresponsephaseofadisaster.Thetier,whichrepresentson-sitemanagementofemergencyordisasterevents,istheIncidentCommandPost(ICP).ThisarrangementorapproachtothemanagementofincidentsfollowstheNationalIncidentManagementSystem.Figure2illustratesthisnationalDisasterManagementstructureandtheflowofcommunicationduringadisasterornationalemergencies.
nem
oco
orD
inaT
ion
aDm
inis
TraT
ion
DecDeclaration State of Disaster or Emergency, Governance, Strategic
Direction, Oversight, Approval of Special Funds/Resources
communiTiesICP ICP ICP
necCoordination and Advice to DEC
ccGImplementation, Operational Management
25
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
3.3 ReSPonSe RoleS and ReSPonSibiliTieS, and
MeMbeRSHiP
3.3.1 Disaster Executive Council (DEC)TheDECistobeconvenedandchairedbythePresident.Inhisorherabsence,thealternatechairistheVicePresident.IntheeventthePresidentandtheVicePresidentareabsent,aministershallbeappointedtochairtheDEC.AllministersaremembersoftheDEC.TheChairpersonoftheDisasterExecutiveCouncil(DEC)shallhavetheauthoritytotakecontroloftheNECifdeemednecessary.
3.3.2 Role of DEC TheroleofDECincludesthefollowing:• Declarenationalstateofemergency.• Declareendofnationalstateofemergency.• Commitnationalandorstateresourcesfordisastermanagementduringtheperiodofstateof
emergencyordisaster.• Provideoveralldirectionandstrategicoversight.• Requestinternationalassistance.
3.3.3 Membership of DEC ThemembersofDECareasfollows:• President(ChairandConvener)• VicePresident(AlternateChair)• MinisterofJustice• MinisterofState• MinisterofPublicInfrastructure,IndustriesandCommerce• MinisterofNaturalResources,Environment&Tourism• MinisterofFinance• MinisterofHealth• MinisterofEducation• MinisterofCommunity&CulturalAffairs• RepresentativeoftheCouncilofChiefs• Chairman,Governor’sAssociation• PresidentoftheSenate,OlbiilEraKelulau• SpeakeroftheHouseofDelegates,OlbiilEraKelulau
TheNEMOprovidessecretariatsupporttotheDEC.
3.4 naTional eMeRGenCY CoMMiTTee
TheNationalEmergencyCommittee(NEC)istobeconvenedbytheVicePresidentoranalternatechair(AMinister)inhis/herabsence.TheNEMOistoprovidesecretariatsupporttotheNEC.
3.4.1 Role of NEC TheroleofNECisasfollows:
• ImplementandmonitorallaspectsoftheNationalDisasterRiskManagementFramework.• Providepolicyoversightfordisastermanagementanddisasterriskreductionactivitiestoimprove
agencycoordinationandsupportofDRM.• Command,controlandcoordinateoperationsforanynationallydeclareddisasteroremergency.• OperatetheROPNationalEmergencyOperationsCenter(NEOC).• Determinenationalactionplansfordisasterresponse.• Issueearlywarningsthroughallavailablecommunicationchannels.• PrioritizeandallocateresourcesupporttotheIncidentCommandPost.• SeeksupportandadvicefromtheDEC,asrequired.
26
Vision: safe, Resilient and PRePaRed Communities in Palau
• Requestandcoordinateuseofexternalassistance.• ProvidesituationreportandstatustoDECregularlyduringastateofemergency.• RecommenddeclarationandendofstateofemergencytoDEC.• InitiateandcompiletheinitialdamageassessmentreportandsubmittoDECwith
recommendations.• OverseerecoveryeffortsaccordingtoprioritiessetbytheDEC.
3.4.2MembershipofNEC
TheNECwillbecomprisedofrepresentativesfromamongthefollowingministries,bureaus,divisionsandagencies:• OfficeoftheVicePresident(VicePresident/Chair)• AMinister,AlternateChair• OfficeofthePresident(PublicInformationOfficer)• NEMOCoordinator• NationalWeatherService(MeteorologistinChargeorDesignee)• BureauofBudgetandPlanning• BureauofTourism• BureauofCommercialDevelopment• AttorneyGeneral’sOffice(AttorneyGeneralorDesignee)• BureauofYouth,AppliedArts&Career(DirectororDesignee)• BureauofPublicHealth(DirectororDesignee)• BureauofPublicWorks(DirectororDesignee)• BureauofPublicSafety(DirectororDesignee)• PalauCommunityCollege(PresidentorDesignee)• BureauofEducationAdministration(DirectororDesignee)• PalauPublicUtilityCorporation(GeneralManagerorDesignee)• PalauNationalCommunicationsCorporation(GeneralManagerorDesignee)• BureauofForeignAffairsandTrade(DirectororDesignee)• BureauofDomesticAffairs(DirectororDesignee)• BureauofAgriculture(DirectororDesignee)• GovernorsAssociation(Designee)• PalauRedCrossSociety(ExecutiveDirectororDesignee)• EnvironmentalQualityProtectionBoard(ExecutiveOfficerorDesignee)• BureauofAviation(DirectororDesignee)• DivisionofProperty&Supply(ChieforDesignee)• PalauChamberofCommerce• PalauVisitor’sAuthority(DirectororDesignee)• BureauofCustoms&BorderProtection(DirectororDesignee)
TheNECwilloperatefromtheROPNationalEmergencyOperationsCenter(NEOC)inaccordancewithestablishedstandardoperatingprocedures(SOP)foreachtypeofdisasteroremergency.TheprimaryNEOCislocatedattheNEMOoffice.SecondaryNEOCwillbedesignatedatalaterdate.
Dependingonthetypeofdisaster,variousagenciesrepresentedontheNECwilltakeonaLeadResponseorSupportResponserole.GuidancefortheLeadResponseAgencyandSupportResponseAgencyassignmentsisinTable1.
3.4.3 NEC Meetings
TheNECwillmeetquarterlyduringtheimplementationofthePNDRMFandreviewprogressregardingimplementationoftheFramework.ItwillalsoreceivereportsfromNEMOontheprogramswithintheFramework.ThesereportswillformthebasisforensuringcompliancewiththePNDRMFandtheoutcomesofthoseactivitiesdirectedtowardsbothriskandvulnerability.
27
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Allmeetingswilltakeplacefourtimesperyear(January,April,JulyandOctober).
TheNECmaymeetatanyothertimeasnecessary:1. Toconsiderresponsetoaslowonsetemergency/disasterinPalau.Thesemeetingswillbe convenedbytheChairoftheNECorViceChair.2. WhendeemednecessarybytheChairoftheNEC,before,duringandafteradisasterevent.
TheNEMOwillactassecretariatfortheNEC.
3.5 RoP naTional eMeRGenCY oPeRaTionS CenTeR (neoC)
AsafeandsecureROPNEOCisamandatoryrequirementforeffectivedisastermanagementinPalau.TheROPNEOCmustbefurnishedwithreliablecommunication,backuppower,waterandothernecessaryequipmentforeffectivedisastermanagement.TheNEMOisresponsibletoensuretheNEOCiskeptinastateofoperationalreadiness.
3.5.1 The functions of the ROP NEOC are to:• Providefortheoverallcommand,controlandcoordinationofresponsetoanationaldisaster.• Gather,collateanddisseminateinformation.• ServeaspointofcontactforthemediathroughthePublicInformationOfficer.• Prepareanddisseminatesituationreports.• Facilitateadamageandneedsassessmentprocess.• Maintaineffectivecommunicationandinformationsystems.• Coordinateallgovernment,non-government,private,regionalanddonorassistance.• Managethelogisticarrangementsoftheimmediateandmediumtermreliefsupplies.
TheNEMOisresponsibleforthesettingupandongoingmaintenanceoftheROPNEOCtoensurethatitcaneffectivelybeutilizedwhenrequired.Therefore,abudgetitemforROPNEOCmaintenanceandexercisesshouldbeincludedintheNEMOannualbudgetalongwithanyotheradministrativerequirements.
TheNEMOistoensureROPNEOCStandardOperatingProceduresarereviewedandexercisedannually.
3.6 naTional diSaSTeR CooRdinaToR (ndC)
TheNEMOCoordinator,asthedesignatedNationalDisasterCoordinator,willassumetheoverallcontrolandcoordinationresponsibilitiesforthedurationofanydeclarednationaldisasterinsupportoftheroleandresponsibilitiesoftheNEC.Theseresponsibilitieswillincludebutnotlimitedtothefollowing:
• Thedirectionandcontrolofallgovernmentagenciesandtheirresources.• Theacquisitionofanygovernmentassetaswellasacquisitionofprivateandotherassetsand
servicesthatmaybeneededtocontrolthedisastersituation.• Theabilitytocallontheassistanceofanypersonorpersonswhomayhaveexpertisethatwill
assistincontrollingthedisaster.
3.7 CenTRal ConTRol GRouP (CCG)
Whenevernecessary,theNationalDisasterCoordinatormayco-optadditionalsupportthroughateamorCentralControlGroupfortheimplementationandmanagementofdisasterresponseoperations.Thisincludesbothpre-impactpreparednessmeasuresandpostimpactrelief.TheCCGwill:
• Activatedepartmentsandorganizationsplansorproceduresinresponsetothegiventhreat.• Liaisewithleadagency,department,stategovernment,NGOsandcommunitygroupsinthe
28
Vision: safe, Resilient and PRePaRed Communities in Palau
executionoftheirdisasterresponserolesandresponsibilities.• Activatedisasterassessmentsystem.• Deploytechnicalteams.• Collatedamageassessmentreportsandprioritizeresourceallocationtoaffectedareasbasedon
resourceavailability,accessandtransportationrequirements.• Coordinatethepreparationanddisseminationofmediareleases.• Identifyandcoordinateinternationalreliefassistance.
TheNECChairpersonordesigneewillappointmembersoftheCCGdependentonthenatureofthedisasterevent.
3.8 inCidenT CoMMand PoST(S)
AnIncidentCommanderwillmanageadisasteroremergencyon-site.Thefirstrespondingagencyrepresentativetoarriveatthescene,regardlessofwhetherthatindividualisthemostqualifiedshallcreateanIncidentCommandPost(ICP).ThisofficialservesastheIncidentCommanderandhasoperationalcontrolofthesiteuntilreplacedbyanofficialfromtherelevantLeadResponseAgencysuitedtoagivenevent.TheIncidentCommandershallimmediatelyestablishcommunicationwiththeNEMOCoordinator/ROPNEOC.TheICPshallbeformedasnearaspracticaltothesiteofthedisaster(Figure2).
3.9 lead ReSPonSe aGenCY (lRa) and SuPPoRT ReSPonSe
aGenCY (SRa)
Thespecificemergencyresponsefunctionsforministries,bureaus,divisionsandNGO’sarefoundinTable1.TheNEMOistoensurethatthisallocationofrolesismadeonthebasisoftheagency/organization’smandateandcapabilitytoeffectivelyexecutetheassociatedutiesineitheraLeadorSupportrole. ALeadResponseAgencyisanagencythatismandatedandhastheprimaryresponsibilityforeithercarryingoutorcoordinatingtheresponseofaparticularmandatedfunction.
ASupportResponseAgencyisanagencythatsupportstheLeadResponseAgencyinitsroleandresponsibility;theSupportResponseAgencymaybetheonethatcarriesoutthetaskfortheLeadResponseAgency;however,theLeadResponseAgencyisstillaccountablethattherolesandresponsibilitiesareexecuted.
Table1:LeadandSupportResponseAgencyRolesandResponsibilities
Emergency Functions Lead Response Agency Support Response AgencyDirection DisasterExecutiveCouncil LeadershipExecutives
Management&Coordination NationalEmergencyCommittee NEMO
CommandandControl NationalDisasterCoordinator(atnationallevel)orIncidentCommander(atincidentlevel)
Allotheragencies
PublicInformation PublicInformationOfficer,President
OtherPIOs,BPS,BDA,PNCC
WarningandAlerting* NEMOorBPSorNWS,dependingonthehazard
BPS,BDA,PNCC
LawEnforcement/Fire BureauofPublicSafety StateGov’tRangers,Customs,CouncilofChiefs
SearchandRescue BureauofPublicSafety,MarineLawEnforcementDivision
StateGov’tRangers,TourAgencies,BTA,NEMO
29
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Medical,HealthandSanitation MinistryofHealth,EnvironmentalQualityProtectionBoard
PrivateClinics,Fire,PRCS
Power,Water,andSewer PalauPublicUtilitiesCorporation,BureauofPublicWorks
StateGov’t,PrivateSector(s)
Communications PalauNationalCommunicationsCorporation
BureauofPublicSafety,BPS,PRCS,privatesector
EngineeringandPublicWorks BureauofPublicWorks,CapitalImprovementProject
PrivateSector
EnvironmentalProtection(HazMat,OilSpill,Chemicalreleases)
EnvironmentalQualityProtectionBoard,BPS
BPS,MNRET,MOH,privatesector
MassCare(Food) MinistryofEducation PRCS,NGOs
ShelterManagement MinistryofEducation PRCS,BPS,MOH,StateGov’t.,PCC
ReliefManagement DivisionofProperty&Supply,MOF
MOE,StateGov’t,donors,PRCS
InitialDamageAssessment Dependingonemergency(whereandwho),HazMat,NEMO
Allagencies
ComprehensiveDamageAssessment
BPW,NEMO Allagencies,PRCS
Transportation(Land&Sea) BureauofCommercialDevelopment,MOE
Allotheragencies,RequireMOUswithNGOs/Privatesector
AirTransport BureauofAviation MOUwithLocalandRegionalAgencies
Terrorism/CivilUnrest/UXO MinistryofJustice, Allotheragencies
ClimateChangeAdaptation MNRET NWS,PCC,BOA1,PICRC,donoragencies,EQPB
* As an agency with 24/7 capabilities, the Bureau of Public Safety (BPS) is given the responsibility for disseminating Warnings and Alerts for the sudden-onset hazards like tsunamis. In this regard, the BPS will need to develop capacity in disseminating warnings and alerts to the community issued by the National Weather Service through NEMO.
3.10 diSaSTeR PRePaRedneSS
Effectivedisasterpreparednessactivitiesaredesignedtoensurethatvulnerablecommunitieshavetheknowledgeandunderstandingofthehazardsandrisks,towhichtheymaybeexposedto,inordertotakeappropriateactionstosavelives,protectpropertiesandtheenvironment.Theresourcesandsystemsneededtocopewiththeeffectsofadisastershouldalsobemaintainedinastateofreadinessinorderforthemtobeefficientlymobilizedanddeployedwhenneeded.
TheNEMOisresponsiblefortheeffectivecoordinationofdisasterpreparednessactivities,workinginpartnershipwithNECworkinggroups,allgovernmentdepartments,sectors,NGOs,churches,theprivatesector,communitygroupsandregionalpartners.
3.10.1 Level of Preparedness
TheNEMOisresponsiblefortheregularassessmentsandreportingtotheNEConthelevelsofpreparednesswithindepartments,sectors,agenciesandcommunitiestoensurethatappropriateprogramsaredevelopedandimplemented.
30
Vision: safe, Resilient and PRePaRed Communities in Palau
3.10.2 Emergency Communications
TheNEMOisresponsibleforcoordinatingtheregularassessmentandreportingonavailableemergencycommunicationsandback-upcommunicationresourcesforuseinnationaldisasters,includingtestingandpreventivemaintenanceoftheseresourcesonaregularbasis.
3.10.3 National Disaster Management Training Plan TheNEMOisresponsibleforensuringthataNationalDisasterManagementTrainingPlanisdevelopedincollaborationwithnational,regionalorinternationaltrainingprovidersandthattrainingmaterialsandprogramsaredevelopedtosupportalldepartments,sectorsandagenciestoimprovetheircapabilitiesrelativetotheirdesignatedfunctions.ItisrecommendedthatatrainingofficershouldbeemployedtostrengthenthecapacityoftheNEMO.
TheNEMO,incollaborationwithidentifiedpartnersortrainingproviders,isresponsibleforcarryingoutthefollowingtasks:
• Identifytrainingneedsandavailableresources.• Developanationaltrainingplanandtrainingmaterials.• Developandmaintainanationaltrainingdatabase.• Identifyandintegrateallrelateddisastermanagementanddisasterriskreductionprogramsinto
thenationaltrainingagenda.• Developpartnershipswithnationalandregionaltrainingproviders.• Ensureaconsistentapproachtotrainingmethodologyandprograms.
3.10.4 Education and Awareness
ItistheresponsibilityoftheNEMOtodevelopDRMeducationandawarenessprogramsforuseintheformaleducationsystem,withtheassistanceoftheMOEandthePCC.Thedevelopmentofsuchmaterialsandprogramsshouldbeconductedinclosecollaborationwiththesupportofitstrainingpartners.
ItshallalsobetheresponsibilityoftheNEMO,inpartnershipwithotheragenciesandorganizationssuchasNationalWeatherServiceOfficeandPalauRedCrossSociety,todevelopanddisseminateinformalDRMcommunityawarenessprograms.Thiswillensurethatindividuals,communitiesandothertargetedgroupsarebetterinformedoftheirexposuretohazardsandrisksandthattheyareabletotakeappropriateevasiveactionsbyapplyingtraditionalcopingmechanisms,heedearlywarningproceduresandotheremergencypreparednessandresponseplanning.StateGovernmentsshouldensurethatithasDRMcoordinatorstocarryoutthenecessaryimplementationofsuchmeasuresworkinginclosecollaborationwiththeNEMOfortechnicaladviceandsupport.
3.10.5 Department and Agency Response Plans
Allresponsibleministries/departmentsandagenciesaretoprepareemergencyresponseplansthatprovidecoordinatedsupportfornationaldisastermanagement.Theseplansaretoensurethatpreparednessmeasures(toprotectassetsandbusinesscontinuity)andresponse(mobilizingresourcesandinformationsharing)areachievedinatimely,safeandcoordinatedmanner,includingdetailsoftheactionstobetakenbeforeandduringthehazardimpact.Theplansshouldalsoindicatedetailsofspecificwarningsystemsandcurrentequipmentandresourcelistsandstatusthatcansupportitsresponsefunction.
TheNEMOistoensurethattheseplansaredevelopedandconsistentwiththisFrameworkandthatithascopiesoftheseplans,onhand,foreaseofcoordinationduringdisasteremergency.AnoutlinetemplatetoassistinthepreparationofresponseplansisattachedinAppendix3.
31
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
3.10.6 Warning and Alert Systems
GeneralInordertominimizetheimpactofdisastersonvulnerableindividualsandcommunitiesandensureaneffectiveemergencyresponse,itiscriticaltohavereliableandeffectivewarningandalertingsysteminplace.Knowingwhentoactandwhattodowillsavelivesandproperties.
oRGanizaTional RoleS nemo• ItistheresponsibilityoftheNEMOtocollaboratewiththerelevantagencies(SeeTable1)to
activateanddisseminatenationalwarnings.ItisalsotheresponsibilityoftheNEMOtoensurethattimelyandappropriatemessagesarebroadcastedtothepublic,advisingofthedegreeofthethreatandactionthatshouldbetakenbefore,duringandaftertheimpact.
All other agencies• Itistheresponsibilityofalldepartments,agenciesandorganizationstoensurethatrepresentatives
arecontactableatalltimes,inparticular,duringdisastersandafternormalworkinghours.Departments,agencies,outlyingstategovernments,communities,NGOsandotherorganizationsshouldassistinthisprocessbyensuringthatrelevantinformationisforwardedtotheNEMOassoonaspossible.
Nationalwarningsystemsmustbepeople-focusedandintegratedtoensureeffectivedisseminationandcommunicationnetworksfromnationaltooutlyingstatesandcommunitylevels.Thewarningsystemsmustbedetailedinalldisasterresponseplans.Wherepossible,forallhazards,earlywarningsystemsusingcommonsystemsandterminologyandabletoreachallvulnerablecommunitiesshouldbedeveloped.Nationalwarningsystemsshouldalsolinktointernationalandregionalearlywarningsystemsandprovidefor24hours/7daysaweekcapability.
3.10.7 Evacuation Shelters
TheNEMO,incollaborationwiththeMinistryofEducationandstategovernments,isresponsibleforcoordinatingtheidentificationofevacuationsheltersandinformingtheaffectedcommunitiesoftheirlocation.ItistheresponsibilityoftheBureauofPublicSafetytoassisttheevacuationprocess,supportedbyappropriategovernmentdepartments,agencies,NGOsandchurches.TheBureauofPublicSafetyshallhavethepowersofarrestanddetentionofthosemembersofthepublicwhodeliberatelyfailtoadheretotheirinstructionstoevacuatehomesandotherbuildingsandtomovetodesignatedevacuationshelters. TheNEMOisresponsibleforthedevelopmentofMOU’swithallnon-governmentfacilitiesfortheuseofthefacilitiesasevacuationshelters.
3.10.8 Exercises and Drills
TheNEMOisresponsibleforprovidingtechnicalsupporttoassistinthedevelopmentandconductofexercisesanddrillstotestdisasterresponseplans.
Theexercisesanddrillsneednotbecomplexbutshouldservetotestsystemsandresourcesandremindallstaffofthewayinwhichtheyshouldoperateduringdisastersituations.TheNEMOwillalsocoordinatethedevelopmentofnationalexercisesandprovidesupporttostategovernmentexercisesasrequired.TheseexercisesshouldbeonaperiodicbasisandshouldfocusonthedisastermanagementstructurewheretheNECisregularlyinvolved.Theexercisesensurethatthecapabilitytorespondtoandrecoverfromarangeofhazardsispracticed.TheexercisesshouldalsoincludetheROPNEOC.
32
Vision: safe, Resilient and PRePaRed Communities in Palau
Theseexercisesmayinclude:• Discussionexercises• Tabletopexercises• Fieldoroperationalexercises• Communicationexercises
3.10.9 Evaluation of Disaster Preparedness Programs
TheNEMOanditspartnersfromLeadResponseAgenciesandtrainingprovidersaretoensurethatalldisasterpreparednessprogramsareevaluatedcontinuouslytoensurerelevanceoftraining,educationandawarenessmaterialsandprograms.
3.11 diSaSTeR ReSPonSe
TheNEMOCoordinatorshallbetheNationalDisasterCoordinator(NDC)forallnaturaldisasters.TheNDCwillbeassistedintheperformanceofhis/herdutiesthroughtheprovisionoftechnicaladviceandsupportfrommembersoftheNEC,CentralControlGroupandLeadResponseAgencies.
IntheabsenceoftheCoordinator,theChairoftheNECwilldesignateaNationalDisasterCoordinator.
Inthecaseofadisasterthatislimitedtoasinglestate,theNationalCoordinatorwillconsultthegovernorofthatstateand,ifnecessarydesignatehim/herasaStateCoordinator.Insuchinstances,theStateCoordinatorwillliaisewiththeROPNEOCandtheNationalCoordinatorfornationallevelsupport.
Incasesofdisasterscausedbyhazardssuchasfire,oilspill,anddiseaseoutbreak,theLeadResponseAgencymandatedforthosedisastersaretocoordinateresponseactivitiesuntilitisdeterminedthatthescaleofthedisasterhasresultedinasituationwheretheimpactisbeyondtheirresourcecapacitytomanage.Insuchanevent,theNationalDisasterCoordinatorwillassumeoverallcoordinationandactivatetheROPNEOC,withtheconsentoftheNECChair,andothernationalmechanismssuchastheCCG,accordingly.TheChairoftheNECshallinformtheDECChairofthedecisionsandactionstakeninthisregard.
3.11.1 Levels of Response
ThissectionoftheFrameworkdescribesthevariouslevelsofresponsetoeventsinvolvingthreatstolife,propertyandtheenvironment.Theaimistoensureacoordinatedandintegratedapproachtodisasterresponsemanagementacrossallrespondingagencies.Thefollowingistoprovideguidanceonthelevelsandthescaleofemergencyevents.
Thethreedifferentlevelsareofscaleandresponse.
• Incidentisaroutineeventthatisrespondedtobyasingleorsmallnumberofagencies.Itislowinresourceneedsandincoordinationrequirementsattheincidentscene.TheNationalDisasterCoordinatorisinformedofthesituation.
• Emergencyisfarlargerandmorecomplexthananincidentandrequiresamulti-agencyresponse.Themanagementofamajoremergencyrequiresamorecoordinatedandintegratedapproachbutcanbemanagedwiththeresourcesthatareavailableatalocallevel.TheNationalDisasterCoordinatorisinformedofthesituation,indicatingthatshouldtheeventworsen,adisastereventmayensueandtheNECshouldbeonstandby.
• Disasterisawidespreadlarge-scaleeventthatisbeyondthecapacityoftheavailablenationalresourcestomanageandwouldthereforeinvokeaDeclarationofaStateofEmergency.
33
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Itisimportanttonotethat,in“no-notice”events,theimpactmaybeofsuchseverityandmagnitudethatimmediatelytheresultisadisaster.Inthiscase,thePresidentmayissueaStateofEmergency,asbasisforrequestinginternationalassistance.
3.12 deClaRaTion of a STaTe of eMeRGenCY
TheNECcanrecommendtothePresident,throughtheDEC,todeclareaStateofEmergencyonall,orpartthereof,oftheaffectedorpotentiallyaffectedareasoftheRepublicofPalau.Thiswillbedonebasedonreliableinformationreceivedfromaverifiablesourcesuchastheweatherserviceorbasedontheresultofaerialreconnaissanceand/orsignificantandverifiableemergencyimpactreports.ThisisinlinewithArticleVIIISection14ofthePalauConstitution.
ThePresidentmay,byorder,inwriting,endorrevokeadeclarationofaStateofEmergencyatanytimebasedontheadviceandrecommendationoftheNEC.
3.13 daMaGe aSSeSSMenTS
Disasteroremergencyeventswillrequirefollowupactions.Thesearetobeguidedinitiallybydamageassessmentreports.Therearetwotypesofassessmentsconducted.ThefirstistheInitialDamageAssessment(IDA)andthesecondisComprehensiveDamageAssessment(CDA).
3.13.1 Initial Damage Assessment (IDA)
TheIDAistoprovidetheNECwithaninitialunderstandingofreliefrequirementsandthedamagetoinfrastructure,property,communications,etc.
TheMinisterofPIICisresponsibleforthedevelopmentandimplementationofasystemunderwhichIDA,usingstandardreports,isconductedbytrainednationalandstaterepresentativesassoonaspracticableafteradisaster.TheIDAreportsmustbepassedontotheNEOCwithin24hoursofpreparationtoassistdecision-makingbytheNEC.
TheInitialDamageAssessmentshouldprovidethefollowinginformation:
• Numberoffatalities• Numberofinjuriesincludingurgentandnon-urgent• Numberofmissingpersons• Numbermadehomeless• Numberofhousesdestroyedanddamagedincategories• Damagetootherbuildingsandinfrastructure• Generalsituationandanymajorproblems/damage• Actiontaken• Damagedroadsorbridges• Transportroutesopenorclosed• Resourcesrequired• Nameandcontactofpersonincharge
TheIDA(andthefollow-upCDA)istobesupportedbythepreparationofaccuratebaselinedataandinformationwhichprofilesthedemographicsofPalau;thisistobecollatedbytheNDMOworkinginassociationwithrelevantmembersoftheNECaspartofon-goingeffortsforpreparedness.
3.13.2 Comprehensive Damage Assessment (CDA)
TheCDAprovidestheNECandCabinetwiththetotalcostsofdamageacrossallsectorsoftheeconomy.Thissurveyandassessmenttypeprovidesinformationtopromptadequaterecovery/rehabilitation
34
Vision: safe, Resilient and PRePaRed Communities in Palau
programsandeventuallythereconstructionthatmayfollow.ACDAissometimesreferredtoasaSectoralDamageAssessment.
TheconductofCDAsbyagenciesmusttakeintoaccountthesocio-economicimpactofdisastersonthelivelihoodsandthegeneralwell-beingofcommunitiestohelpininformingmicrofinanceandothersupportfacilitiesthatwouldaddressthemostvulnerablegroupsfollowingdisasterevents.CDA’sshouldcoverpublicinfrastructuresandindividualpropertiesdamaged.
Thestate/localgovernmentandcommunityrepresentativesaretoassisttheDamageAssessmentTeamsasneededorrequired.Theseassessmentteamswillconducteitheraerialand/orgroundassessmentsbasedonthelevelandthescaleofthedamageandthetimetheyhaveavailabletoperformthetasks.Localrepresentativescanassistwithaccurateinformationandbasicassessmentofinitialreliefandrecoveryneeds.
3.13.3 ROP National Emergency Operations Center (NEOC) Standard Operating Procedures
StandardOperatingProceduresisrequiredfortheoperationsoftheROPNEOCfacilityanddisastermanagementcommunicationssystem.(SeeAnnex1)
3.14 aCTiVaTion of ReSPonSe aRRanGeMenTS
Theresponsearrangementsareactivatedinanumberofstagesthroughagradualandcontrolledmechanismwhich,whenutilizedcorrectly,willensurethatthelevelofpreparednessforaresponsewill,atleast,equalthelevelofthreatbeingposed.
Careshouldbetakennottoconfusetheterminologybeingusedinthissection.Theresponseactivationsystemdoesnotreferspecificallytometeorologicalmessages–itrelatestothesysteminplacethatisusedtowarnthedisasterofficialsandthecommunitythatapotentialhazardexists.Inthecaseoftyphoons,itwouldbetheNationalWeatherServicewarningsand,inthecaseofahealth-relatedepidemic,itwouldbetheMinistryofHealthwarnings,etc.
Thealertingsystemreferstothemechanismforinformingandactivatingthedepartmentsandorganizationsandforalertingthecommunityonthedegreeofathreatandtheactiontotake.Itisusedspecificallybythedisasterofficialsandshouldcomplementotherwarningsystemsalreadyinplace.
Theconditionsofreadinesswithintheactivationprocessareoutlinedbelow:
stage one – readinessReadinesscomesintoeffectwhensomeformofinformationisreceivedwhichindicatesthattheprovisionsofthesearrangementsandorassociatedplansmaybeactivated.TheNECwilldeclarethisstageinforceandtheNEMOwillalertappropriateorganizationsofsuchaction.AtthisstagetheNECwillconvenetoassesstheemergencyathandandtopreparearecommendationtotheDEC.
Stage Two – StandbyThiscomesintoeffectwhenitisestablishedthatathreatexiststoallorpartoftheislandchain.ItrequiresthatmembersoftheNECandallrelevantorganizationsandpersonnelbeplacedonstandbyandtobeginoperationsoractionsunderthesearrangementsimmediatelywhentheyarecalledupon.TheNEMO,inconsultationwiththeNEC,willdeterminewhenthisstagebecomesoperative.Insomecircumstances,theremaybenowarningorinsufficientwarningofanimpendingthreat,andthereforeitmaynotbepossibletoprogressthroughstagesoneandtwoinanormalfashion.Thefactthattherearesuddenonsetdisasters(earthquakesandtsunamis)andslowonsetdisasters(typhoons,droughts)willdeterminedifferentalertconditionlevels.
Stage Three – ActivationThisstagecomesintoeffectwhenthethreatisimminentorinanimpactedsituationwhereadisaster
35
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
hasalreadyoccurred.TheNEMOwillactivatethisstageandcalluponparticipatingorganizationstotakeactioninaccordancewithplannedproceduresandorasdirectedbytheNEC.
Stage Four – Stand DownTheNECwillgivetheorderfororganizationstostanddownonceafullassessmenthasbeenmade,thethreathasabated,andordisasterreliefoperationsarewelladvanced.Thiswillbeagradualprocesswithorganizations,whichhavelimitedinvolvementintheoperationsbeingstooddowninthefirstinstance.
Thesestageswillensureefficientresponsesandservesasaneffectivemeansofsupportingcommunityactiontoachieveself-helpthroughongoingcommunicationwiththeirrespectivestate/localgovernmentDisasterManagementcoordinatorandtheNEMO.Thestagesalsowillserveasaguidefordepartments,sectorsandorganizationsinthedevelopmentofrespectiveemergencyresponseplansandstandardoperatingprocedures.
3.15 aGenCY ReSPonSe PlanS/PRoCeduReS
Specificemergencyresponseproceduresforgivenhazardsorthreatsmustbedocumentedwithintherespectivedepartments,sectorandagencyresponseplans.Itisessentialthatsuchplans/proceduresareconsistentwiththeintentofthestagesofactivationaslistedwithinthisFramework.
3.16 Media bRoadCaSTS
Thenationalradiostationincludingprivatemediaservicesserveasimportantcommunicationlinkswiththecommunityatlarge.OutlyingstatesandremoteareasarewarnedandoralertedthroughdesignatedHFradios.Theselinksarecriticalfortherelayofinformation,andaccordinglysomecontrolmeasuresmustbeintroducedtoensurethatonlyessentialbroadcastsaremadeduringperiodsofhighestthreats.
TheNationalDisasterCoordinatoristoensurethatallmessagesarescreenedandonlyurgentoressentialservicemessagesarebroadcastedthroughoutthestagesoftheactivationprocess.
AllbroadcastrequestsrelatedtotheoperationalsituationshouldbechannelledthroughtheNECforauthorization,andthepreparationofmessagesshallbetheresponsibilityofthePublicInformationOfficer(providedbytheOfficeofthePresident).Thiswillensurethatonlyaccurateandrelevantinformationisbeingbroadcastedandthatthepublicisnotbeingconfusedbyanavalancheofmessages.Italsoensuresthatmessagesrelatingtothoseoutlyingstatesundermostthreatreceivehighestpriority.
TropicalCyclonewarningmessagesissuedbytheNationalWeatherServiceareexcludedfromtheseproceduresandwillcontinuetobebroadcastedasandwhenreceivedthroughappropriateprotocols.
AllmediareleasesduringemergencyoperationsareregardedashighlyimportanttoallsectionsofsocietyconsistentwiththepublicsafetypolicyoftheGovernment;therefore,theywillberegardedascommunityserviceonafreeofchargebasistoNEMOortheGovernment.
ItistheresponsibilityofthemediastafftoliaisewiththeROPNEOCPublicInformationOfficerforupdatedsituationreports.
3.17 Post disaster Response Review
TheNEMOisresponsibleforensuringthatathoroughandaccuratereviewoftheoperationandproceduresusedthroughoutisconductedtoensurethattheexperiencesgainedandlessonslearnedcouldbeappliedtowardsimprovingfuturepreparedness,responseandrecoveryefforts.
36
Vision: safe, Resilient and PRePaRed Communities in Palau
3.18 debRiefinG
TheNEMOwillensurethatoperationaldebriefingsareconductedassoonaspossibleafteranevent.Theseshouldbeconductedintwostages:
• Intra-ROPNEOC(withintheROPNEOC)andIntra-Agency(withineachagency)toreviewoperatingproceduresandtoallowstafftosubmitconstructivecritiquesontheoperation.
• Intra-Agencywithalldepartmentsandorganizationsthatactivelyparticipatedintheoperationcomingtogethertodiscussareaswhereplansandproceduresmightbeimprovedforfutureevents.
Operationaldebriefingsprovideinformationwhichassistsinidentifyingshortcomingsindisastermanagementplanningandhelptovalidateplans.Inparticular,theycanhighlighttheneedforpolicychanges,forareviewofproceduresandresourcedocumentation,andforimprovementsincommunitypreparedness.Theoutcomesofoperationaldebriefingscanleadto:
• Are-assessmentofrisksincludingtheeffectivenessofriskassessmenttechniquesandrisktreatments;
• Improvedlevelsofpreparednessforthenextdisasterandstrengthenedresponseandrecoveryprocesses;
• Improvedprevention/mitigationarrangements;and• Moreefficientortimelyuseofavailableresources(humanresources,equipment,materials,etc.)
3.19 ReView of ReSPonSe aRRanGeMenTS and
PRoCeduReS
Planningisacontinuousprocess.Therefore,theNEMO,inconsultationwiththeNEC,istoreviewthefindingsofthedebriefingsandconsideramendmentsoractionstoimprovethesearrangements.Suchactionsmayinclude:
• Amendmentstothearrangements,emergencyresponseplansorprocedures;• Restructuringofthedisasterriskmanagementorganizationalarrangements;• Identifyingandconductingtrainingactivities;• Arrangingandpromotingpublicawarenessandeducationwithinthecommunities;and• Amendingagencyrolesandresponsibilities.
37
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
3.20 diSaSTeR Relief
BasedonrecommendationsfromNDC,CENTRALCONTROLGROUPandICPfollowingreceiptofdamageandneedassessmentreports,theNECwillmakedecisionsregardingwhichcommunitiesreceivedisasterreliefassistance.Reliefeffortswill,atalltimes,beappliedonafairandequitablebasisandwilladheretothegovernment’s‘self-help’conceptwhereverpossible.
Governmentagencies,businesses,charitableorganizations,NGOs,communityorganizationsandindividualresponsibleleadersaretoensurethattheirreliefassistanceaddressestheneedsasspecifiedbytheneedsassessmentreport.
Undernocircumstancesshouldreliefassistanceinvolvepolitical,religious,orbusinessbias;however,politicalsupportisrequiredtoensurethereliefeffortsaresuccessful.
AllreliefsuppliesaretobecoordinatedthroughtheNEC.ThePalauRedCrossSociety,otherNGOs,andcommunitylevelorganizationsthatmaybeinapositiontoaugmentgovernmenteffortsmustensurethatthiscoordinationismaintained.
3.21 inTeRnaTional aSSiSTanCe
RequestsforinternationalassistancewillonlybemadewhenithasbecomeclearthatthesituationathandisbeyondthenationalcapabilitiesorwhentherearenonationalresourcesavailablefromtheGovernment,NGOorprivateagenciesinPalauandwiththeapprovaloftheDEC.Therequestsshallbemade,onbehalfoftheGovernmentofPalau,bytheappropriatebureauundertheMinistryofState,whichtypicallywillconveneameetingofdiplomaticmissionsbasedinPalauasthefirststepintheappealprocess.However,thePresidentmaymakeanappealtoanyforeigngovernmentdirectly.
TheChairoftheNECrecommendstotheDECtheneedforinternationalassistancebasedonassessmentreportsreceived.ActivationofrequestsforassistanceshallbeliaisedwiththeMinistryofState.
Wheninternationalassistancerequirementsaremadeknown,basedontheinformationprovidedbydamageandneedassessmentreportsrelayedtothembytheChairofNEC,theMinistryofStatewillcontinuedirectconsultationsandcontactwithdonors.
Allgovernmentagencies,NGOs,privateandcommunityorganizationsshouldassistincompilationofdamageandneedassessmentreports.Priorityneedswillbebasedontheimmediatedangertocommunitysurvivalandwelfare.
UndernocircumstanceswilltheGovernmentornon-governmentagenciesmakedirectrequeststoaidagencies/distributionordiplomaticmissionsonbehalfoftheGovernmentofPalauwithouttheconsentoftheDEC.
TheNECandtheCentralControlGroupwillalsobeaccountabletotheaidagencies/donorsforensuringthatallreliefassistanceisdistributedinaccordancewithguidelinesgoverningtheprovisionofsuchassistanceandforthepreparationofareportonexpendituresanddistributionofassistanceprovidedbyeachagency/donor/diplomaticmission.
Basedontheidentifieddisasterreliefrequirements,thePresident,asheadofstate,maymakeanappealtoanyforeigngovernmentdirectly.
38
Vision: safe, Resilient and PRePaRed Communities in Palau
3.21.1 Customs and Quarantine
Onceanofficialrequestforinternationalassistancehasbeensubmitted,theCustomsandQuarantineofficesaretomakethenecessaryarrangementsforon-goingclearanceofalldonorassistanceprovidedfordisasterreliefpurposes.TheCustomsandQuarantineofficesaretoconsiderapprovalofdutyexemptionforgoods,whicharepurchasedlocallyforthepurposeofemergencyandreliefrequirement.TheapprovalofdutyexemptionwillonlybeconsideredfollowingaletterofrequestfromtheNEC.
TheNationalDisasterCoordinatorisresponsibleforprovidinginformationondonorassistancetoCustomsandQuarantineofficestofacilitatetheexemptionprocess.Theinformationincludesdetailsontype,quantity,source,andmeansoftransportation,arrivalpointandestimatedtimeofarrival.
3.22 finanCial ConSideRaTionS
TheDirectorofBureauofNationalTreasuryisresponsibletotheNECforthemanagementofallfundsprovidedfordisasterreliefpurposes,andpriorauthorizationisneededforexpenditureofsuchfunds.
3.23 ConTinuiTY of Relief effoRTS
TheNEMOisresponsibletotheNECformonitoringtherequirementsfordisasterreliefduringtherecoveryperiod.Inmanycases,thisprocessisoverlookedoncetheinitialreliefoperationshavebeencompleted,andthereforethecontinuityofreliefeffortsmustbere-assured.
3.24 diSaSTeR ReCoVeRY
Therecoveryprocessmay,dependingontheseverityofdamage,takemanymonthsoryearstocomplete.ThisaspectofdisastermanagementistobemanagedandcoordinatedbytheNECwiththesupportandadviceoftheHMSC.Theprioritiesidentifiedbythesecommitteesforrecovery(basedondamageassessmentreportsandadvicefromvarioussources)willbechannelledtotheBureauofBudget&Planningforconsiderationandendorsement.
TheBureauofBudget&PlanningwillreviewbudgetproposalsinrespecttorecoveryprioritiesendorsedbytheNECandleadtheprocessofdiscussionsfordonorsupportorsupportthroughthenationalbudget.
TheNECisresponsibleforprovidingafullreportontheimpactofadisaster(includingthesocio-economicandotherfactors)andcriticalandurgentpriorityneedstotheNECwithinthreemonthsofadisaster.
Dependingontheseverityofthedamage,communitiesmayrequirevariouslevelsofsupportforrestoration.Asassistanceisprovided(orrequired),responsiblerepresentativeswillneedtomonitordistributionofsuchassistanceandprogressinrestorationforreportingonthestatusofcommunityrecoverytotheNECandthestategovernors.
part04Disaster Risk Reduction
40
Vision: safe, Resilient and PRePaRed Communities in Palau
4.1 GeneRal
Theaimofdisaster risk reduction is topreventormitigate the impactofhazardson communitiesandthereby reduce underlying risks to national development by changing social, economic, environmentalconditions.
Thisrequiresthatallnationaldevelopmentprogramsandprojectsbesubjecttotheformalriskmanagementprocess of risk identification, risk analysis and risk evaluation and that appropriate risk treatments beappliedtotheevaluatedriskstoensurethatidentifiedrisksareeithereliminated(prevented)orreduced(mitigated)asfarasispracticable.
Atthenationallevel,thisrequiresthatdisasterriskreductionprogramsandactivitiesbeincorporatedintothevarioustypesofcorporateandbusinessplansandbudgets.ThelinkbetweennationaldevelopmentprocessesanddisasterriskmanagementreflectingtheguidingprinciplesisillustratedinFigure3.Theremust alsobea cooperative, coordinatedand collaborativeapproach todisaster risk reductionwith keysectorsworkingcloselywithrelevantinternational,regionalandnationalstakeholders.Italsorequiresthestrengtheningofrelevantlegislativeandregulatoryprocesses.
State-leveldisasterriskreductionprogramsandactivitiesshouldincludeidentifiedpriorityhazardsrequiringattention,andmeasurestodealwiththemaretobe incorporatedintotherespective localgovernmentplansandbudgets.
Atthecommunitylevel,disasterriskreductionprogramsandactivitiesaretobedevelopedandincorporatedintoprogramsthataddresscommunitydevelopmentandcopingmechanismsintimesofdisasters.Relevanttraditionalknowledgeandpracticesaretobeincludedinallnational,stateandcommunitydisasterriskreductionplans.
Figure 3: Link between National Development Planning and Budgetary Process and Disaster Risk Management
PALAu 2020 NATIONALmasTer DeveloPmenT
Plan’s vision
key secTor Plans anD sTraTeGies(WATER, LAND, COASTAL)
incorPoraTinG DisasTer risk manaGemenT(DRM)
DRM ACTION PLAN WITH SECTOR & INTER-SECTORALPrioriTies BoTh aT The sTaTe/local GovernmenTs
anD naTional levels
41
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
4.2 diSaSTeR RiSk ReduCTion aPPRoaCHeS
TherearetwoapproachestodisasterriskreductionthatareprovidedbytheFramework:
1. Emphasizestheneedtomainstreamdisasterriskreductiontoolsorguidelinesintothedevelopmentplanning and resource allocation decision-making processes during ‘peace time’ to ensure thatexistingandpotentialrisksaretakenintoaccountfornationaldevelopment.
2. Emphasizesactivitiesconductedtoensurethatimpactsareminimizedormanagedinawaysothatcommunitiesandtheir livelihoodsaresafeguardedandprotectedwhendisastersoccur. Figure4providesaconceptualstructureforintegratingdisasterriskreduction(DRR)atthenationallevel.
Figure 4: Disaster Risk Reduction Mainstreaming Structure
naTional emerGencycommiTTee
minisTry of financeBureauofBudget&Planning
minisTries/DeParTmenTssTaTuTory BoDies, sTaTe anD
local level
hazarD miTiGaTion suB
commiTTee of The nec
IncludesNEMO
RepresentativesofTechnical&
ScientificAgenciesofGovernment
EPQBandotheragenciesmandatedtoassessdevelopmentprojects
and programs
BPMBO endorses or declinesdevelopment priorities. If declined, projects/programs must be redevelopedbyMinistries,etc.inconsultationwiththeHMSCandtheEPQBandotherrelevantagenciesmandatedtoundertakescreeningofdevelopmentprojectsandprograms
NEC provides disaster risk assessmentadvicetoBPMBOondevelopmentprogramsandprojectsbasedonrecommendationssubmittedbyHMSC.
Ministries and agencies develop prioritiesbasedontechnicalandscientificassessmentsofrisksandtreatment options provided byHMSC.
HMSC provides advice ondevelopment programsetc. to Ministries and otheragencies based ontechnical and scientific assessmentsofhazardsandrelatedrisks.
42
Vision: safe, Resilient and PRePaRed Communities in Palau
4.3 MiniSTRY of finanCe – buReau of PRoGRaM ManaGeMenT
and budGeT offiCe (bPMbo)
Disasterriskreductionistheroleofindividualagenciesthataremandatedandresponsiblefordevelopmentplanningandimplementation.TheBureauofProgramManagementandBudgetOfficeundertheMinistryofFinance(BPMBO)inFigure4isseenasthenationalmechanismtoconfirmthatDRRhasbeenconsideredinnationaldevelopmentprogramseitherthroughdevelopmentprojectsorthroughsectoralplansbeforemakingdecisionsonbudgetorresourceallocation.
The BPMBO receives programs/projects or sector planswith strategies and actions that seeks fundingassistance for implementation from the NEC. Before BPMBO consideration of programs and projects,theNECwillensurethattheseprograms/projects/planshavebeensubjectedtoathoroughdisasterriskassessmentprocess.SuchanassessmentwillbeconductedonbehalfoftheNECbytheHazardMitigationSub Committee, which will combine its efforts with other agencies mandated to review and assessdevelopmentprogramsandprojectsliketheEnvironmentalQualityProtectionBoard.
TheNECshouldalsodevelopDRRstandardsandconditionsforDRRintegratingthroughaconsultativeandparticipatoryprocesswithallagenciesthatcancontributetoDRR.
4.4 dRR Role of THe neC
UnderthisFramework,theNECisresponsibleforensuringthatallGovernmentagencies:
• Useappropriateriskanalysisandassessmenttoolsandguidelinesinscreeningprograms/projects/planstoensurethatDRRaspectshavebeencarefullyconsideredandthatrisksandstrategiesareincorporatedintonationalandsectoralplans.
• DevelopDRRstandardsandcriteriaspecifictoeachsectordevelopment.• DevelopDRRmainstreamingpoliciestostrengthendevelopmentplanningandbudgetarydecision
makingprocesses.• Recommend to donors and to national budgeting mechanisms programs and plans that have
appropriateDRRstrategiesandactions.• ActivelyundertakeawarenessandcapacitybuildingactivitiesonmainstreamingDRRinallphases
of development planning and budgeting, with such activities being adequately resourced andimplemented.
• Developandenforceappropriatelegislationtofacilitatetheincorporationandenforcementofriskassessments in development planning, decision-making and development implementation andmanagement.
4.5 HazaRd MiTiGaTion SubCoMMiTTee
TheHazardMitigationCommittee(alsoreferredtoasRiskReductionCommittee)isasubcommitteeoftheNECthatisresponsible(withthesupportoftheNationalEmergencyManagementOffice)toseekalltypesofaid,financialandgrantassistance,andforprovidingadviceandsupporttotheNEConmattersrelatingtoDRRprioritiesthatshouldbeintegratedinnationaldevelopmentplanningandbudgetaryprocesses.
TheHazardMitigationSubcommittee(HMSC)isasmallergrouptakenfromallagenciesthatareresponsibleforvariousaspectsofDRR(Figure4).SomeoftheagenciesthatareresponsibleforDRRarealsomembersoftheNEC.TheHMSCshouldhaveaflexibleanddirectworkingrelationshipwithallotherDRRagencies(alistoftheseagenciesandtheirfunctionsaregiveninAppendix5)toshareDRRinformationanddataandtopromotetheapplicationofscientificandtechnicalapproachesandtools insupportof risk reductionmeasuresandinidentifyingnationalDRRpriorities. TheNEMOistoprovidesecretariatsupportfortheHMSC.
43
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Wheninstitutingrecoveryactivitiesfollowinganationaldisaster,itiscriticaltoensurethatriskreductionconsiderationsaretakenintoaccountwhenrecoveryandreconstructionprioritiesareidentified.
4.5.1 Hazard Mitigation Subcommittee Membership
TheHMSCwillbechairedbytheDirectorofBureauofPublicWorks.
ThefollowingarethemembersoftheHMSC:• Director,BureauofPublicWorks,Chair• Director,NationalWeatherServiceOffice,Co-Chair• Manager,CapitalImprovementProjectsOffice• Director,BureauofCommercialDevelopment• ExecutiveOfficer,EnvironmentalQualityProtectionBoard• Director,BureauofPublicHealth• Director,BureauofEducation• Director,BureauofLands&Survey• Manager,PALARIS• Director,BureauofPublicSafety
TheHMSCmayco-optadditionalmemberstoperformspecificfunctionsasitmaydeemnecessaryfromtimetotime.
4.5.2 Functions of the HMSC
ThefunctionsoftheHMSCareasfollows:
• ProvideadviceandsupporttotheNEContheapplicationofscientificandtechnicalapproachesandtoolsinsupportofriskreductionmeasures.
• Provide technical and scientific advice and support for mitigation measures based on hazard,vulnerabilityandriskassessments.
• Assistagencieswithrelevantpublicawarenessprograms.
4.5.3 Special Annual Meeting of the HMSC
AspecialannualmeetingoftheHMSCtocoincidewithPalau’sbudgetplanningcycleshouldbeheldtoplanandidentifymitigationactivities(andresourcesfortheirimplementation)fortheupcomingfinancialyearandtoreportonprogressandissueswithmitigationimplementationinthepastfinancialyear.Thesemitigationactivitiesshouldbefactoredintoannualbusinessandactionplansofresponsibleagencies.
The HMSC should work in partnership with any national climate change adaptation committee, andconsiderationshouldbegiventothemergingofsuchcommittees.Whilemitigationactivitiesforhigh-riskhazardssuchastyphoons,stormsurgesandotherclimaticandgeologicalhazardsarecoordinatedbytheHMSC,thosemitigationactivitiesforallotherhazardsaretobecoordinatedbytherelevantlineministryoragencythatismandatedbylegislation,regulationoranExecutiveOrder.
4.6 Application of Disaster Risk Reduction Tools and Technologies
BothHMSC and theNEMO should continually liaisewith regional organizations, government and non-government organizations to identify tools and technologies that may be suitable to assist thedisasterriskreductionprocess.BothshouldalsopromoteandsupportwiderrecognitionanduseofthesetoolsandtechnologiesfromothercountriesandregionsthatmayberelevanttotheRepublicofPalau.
TheNEMOshouldbeacatalystforthemorewidespreaduseoftoolsandtechnologywithinthedevelopmentplanningprocess,anditscurrentlinkageswitharangeofregionalandinternationalorganizationsshouldbeexploitedinthisregard.ExamplesoftoolsandtechnologiesthatarecurrentlyavailableincludeGeographical
44
Vision: safe, Resilient and PRePaRed Communities in Palau
InformationSystems(GIS),satelliteimagery,computermodellingsoftware,long-termclimatepredictions,landuseplanning,costbenefitanalysisandimpactsandrisksassessment,amongothers.
Anexampleoftheapplicationofscientifictoolstoinformriskreductionistheuseofbathymetry(seafloorcontourmapping)andtopographytocreateinundationmodelsinrelationtopotentialtsunamirun-up.
Somecommonexamplesofhazardsanddisasterriskreductionmeasuresare:
• Theretrofittingofexistingbuildingsandstructurestotyphoonresistantstandards• Thedevelopment,applicationandenforcementofbuildingcodesandfirecodes• Conductofhazardandriskawarenesscampaignsincommunitiesandschools• Theintegrationofdisasterriskintoexistingschoolcurricula
4.7 diSaSTeR RiSk ReduCTion CooRdinaTion RoleS
TheNECandHMSCshouldplayakey role inensuringcoordinatedand integratedDRR rolesamongallresponsible agencies. The BPMBO is responsible for ensuring that DRR is considered and incorporated(mainstreamed)indevelopmentplanning,decision-makingprocessesandbudgetaryallocations.
TheHMSCcoordinatesthe‘preparedness’ofagenciesandcommunitiesandpromotesawarenessofthetypeandextentof risks thatcommunitiesaredealingwith in relation to the rangeofhazardsaffectingPalau,with specificattention tohighandmediumrisknaturalhazards. TheprocessofDRRoccursallyearround(normaltimesanddisastertimes)intermsofplanning,preparation,awareness,educationanddevelopment implementation.All of these contribute to the country’s sustainable development and tobuildingrobustcommunitiesaswellastostrengtheningcommunityresilience.
part05APPENDICES
45
46
Vision: safe, Resilient and PRePaRed Communities in Palau
liSTS of aPPendiCeS
Appendix 1: providestheTermofReferencefortheNEMOCoordinator.Appendix 2: providestheNECapprovedandadoptedROPNEOCSOP.ThisSOPwillbesubjectto reviewandamendmentwhenneeded.Appendix 3: providestheNECapprovedandadoptedROPNationalTsunamiSupportPlan.Appendix 4: providestheOutlineTemplateforthePreparationofAgencyResponsePlans.Appendix 5: providesalistofexamplesofSupportPlanDevelopment.Appendix 6: providestheDRMArrangementsfortheStateLevel.Appendix 7: providesatablelistingsomeoftheexistingdisasterriskreductionpoliciesandthe responsibleagencies.Thistablewillbesubjecttofurtherreviewandamendmentif needed.Appendix 8: providesachecklisttobeusedbytheNECasatoolforassessingthelevelinwhichDRR ismainstreamedintodevelopmentprojects/programs.Appendix 9: providesthesignedExecutiveOrderNo.397whichadoptsthe2016PalauNational DisasterandRiskManagementFramework.
47
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
aPPendix 1
Term of Reference for NEMO Coordinator
Position: NEMOCoordinatorOffice:NationalEmergencyManagementOffice
Role StatementThe National EmergencyManagement Office (NEMO) is the primary agency for disaster managementprogramsandactivities.
Role of the NEMO Coordinator• Responsibleforcoordinatingtheimplementationofthe2010NationalDisasterRiskManagement
ArrangementandmaintainingcompliancewithassociatedFederalStatutesandRegulations.• CoordinatethereviewoftheNationalDRMArrangementsassociatedsubordinateplans.• Providetechnicalassistancetoallministriesanddepartmentsinthemaintenanceofthedisasterand
contingencyplansandstandardoperatingprocedures.• ActasSecretariattotheNationalEmergencyCommittee,alsoamemberoftheNDC.• MaintainoperationalreadinessoftheNEOC.
Training• Identifyandevaluatetherequirementfordisasterriskmanagementtraining.• Identify existing national and regional courses appropriate to the requirements of Palau and
coordinateselectionofparticipants.• Maintaintrainingrecordsofstaffwhohaveattendeddisasterrelatedtrainingandeducationcourses.• Coordinatetheplanningandexecutionofnationaldisastermanagementexercises.• Monitorandcoordinatethedeliveryofpublicawarenessandeducationprogramsasdevelopedby
governmentdepartmentsandotheragencies.• Develop and deliver public awareness and education programs through themedia, schools and
othercommunitygroupsonhazardmitigationactivities.• CoordinateanannualNEOCtrainingexercisetomaintainoperationalefficiency.
Liaison• Functionastheliaisonpointindisasterrelatedactivitieswithnationalagencies,NGOsandcommunity
groupsinbothemergencyandnon-emergencytimes.• Assistlocalgovernmentofficialswiththedevelopmentoftheirdisasterplansandprovidebriefingon
theimplementationasnecessary.• RepresentPalauatmeetings,conferences,workshopsandotherdisasterrelatedtrainingstoensure
theNDMOkeepsabreastwithcurrentdisastermanagementpracticesanddevelopments.
nemo management• ResponsibleforNEMO&NECdisasterrelatedrecordsmanagement,includingversioncontrol.• Maintainallmastercopies(bothhardandsoft)ofrelevantdisastermanagementdocumentation
includingtheNationalDisasterPlan,TheStandardMitigationPlan,allassociatedsubordinateplansandStandardOperatingProcedures.
• Submitsannualbudgetallocationfor theNEMOandsubsequentlymaintainfinancialaccounts inaccordancewithapprovedfinancialprocedures.
Disaster Management Responsibilities• MemberoftheNEC• As National Coordinator during State of Emergency or Disaster and provide assistance in terms
ofcoordinationtotheCentralControlGroupandotherassessmentteamsduringthe immediateresponseandrecoveryprocessafteradisaster.
• OnbehalfoftheNECissuepublicwarningsthroughtheradiostationintheeventofarapidonsetdisaster/emergencywhentimedoesnotpermit the issuingofsuchwarnings inaccordancewithcurrentSOP’s.
• AssisttheCCGandassessmentteamsinthecompilationofsurveyreportstosupportrequestsfordisasterassistancefrominternationalorganizationsanddonorsagencies.
48
Vision: safe, Resilient and PRePaRed Communities in Palau
aPPendix 2
roP naTional emerGency oPeraTions cenTersTanDarD oPeraTinG ProceDures Established: July 12, 2016
Primary Agency: EmergencyManagementSupport Agencies: Command(NEC) Operations Planning&Logistics Finance
AttachmentsAttachment 1 KeyAlertRoster
Attachment 2 EOCTelephoneNumbers
Attachment 3 EOCICSOrganizationalChart
Attachment 4 EmergencyOperationsCenterChecklist
I. GENERAL
TheRepublicofPalauNationalEmergencyOperationsCenterStandardOperatingProcedures(ROPNEOC)is designed to assist the National EmergencyManagement Office (NEMO) personnel and the NationalEmergencyCommittee(NEC)memberstheuseoftheIncidentCommandSystem(ICS)duringanemergencyeventandorduringresponseoperations.
ThisSOPisintendedtobeusedasareferenceguideandnotapolicydocument,butratherguidanceforNEMOpersonnelandNECmembers.ThedevelopmentofthisSOPwillbeutilizeduniformlyforallhazards.Theorganizationchart,dutiesandresponsibilitiesarespecifiedinthisdocument.
A. PurposeThepurposeofthisannexistoestablishstandardproceduresfortheactivationandoperationoftheROPNationalEmergencyOperationsCenter(NEOC). B. Scope1. This annex includesorganizational and functionalproceduresnecessary to activate, operate and
deactivatetheROPNEOCefficientlyandeffectively.2. AnymodificationofthisROPNEOCwillbecarriedoutbyNEMOCoordinatorand/ordesigneein consultationwiththeNEC. C. FacilityTheROPNEOCislocatedatMedeu-ra-Kesebelau,AiraiStateoranyotherofficelocationdeemedappropriatebyNECChairman. D. FunctionTheROPNationalEmergencyOperationsCenterprovidesnecessaryspaceandfacilitiesforthecentralizeddirectionandcontrolofthefollowingfunctions: 1. Directionofemergencyoperations.2. Communicationsandwarning.3. Damageassessmentandreporting.4. Containmentand/orcontrolofhazardousmaterialincidents/emergencies.5. Disseminationofsevereweatherwatchesandwarnings.
49
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
6. Actionstoprotectthehealthandsafetyofthegeneralpublic,toinclude:• PublicInformation,instructions,anddirections• Evacuationand/orsheltering
E. ManningTheROPNEOCwillbemannedbyNEMOCoordinator,NEMOStaffandTrainedOperationRoomTeams(ORT). II. ACTIVATION OF NEOC A. Warning / Alerts 1. Source and Means of ReceiptWarnings/alertsmaybereceivedfromanysourceandbyanymeans.Warnings/alertswillbeverifiedaccording todevelopedprocedures toprecludeunnecessary reaction topossible falsenotification.Themorelikelysourcesandmeansareshownbelow.• On-the-scenepersonnel• NationalWeatherService• BureauofPublicSafety• NEMOCoordinator• NewsMedia• PacificTsunamiWarningCenter• JointTyphoonWarningCenter• JapanMeteorologicalAgency 2. Persons to Receive Messages • Warning(s)receivedbyNEMOCoordinatorandvalidatedinaccordancewithexistingprotocolshall
immediatelyconveneNEMOstaff. B. Alerting Procedures Uponreceiptofanauthenticwarningmessage,theNEMOCoordinatorordesigneewill:1. ConsultwiththeChairmanoftheNECandmakerecommendationsfortheactivationoftheROP
NEOC.2. Alert NEC members. NEC Members will take appropriate measures to activate their respective
emergencyprocedures.3. Initiatealerting/notificationprocedurestoextentdirectedinthemannerprescribedinthisannex. C. Activation 1. AuthoritytoactivatetheROPNEOCisvestedintheNECChairman.2. TheROPNEOCwillbeactivatedwhenapprovedbyNECChairman.3. Reporting-AllpersonnelreportingfordutyintheROPNEOCwillmaketheirpresenceknowntothe
NEMOCoordinatorortheirsectionleaders.4. WhentheROPNEOCisactivated,initialsituationbriefingwillbeprovidedbytheNEMOCoordinator
andsubsequentbriefingswillbeheldasneeded.
III. ORGANIZATION & OPERATIONAL PROCEDuRES A.Staffing 1. FullActivation–FullcomplimentsofthestaffindicatedinB.2. LimitedorPartialActivation–NEMOStaffwillbeengagedtomonitorthreatandregularlyupdate
NECChairman.B. Operationsgroupswillbecomposedofthefollowing:(TobedeterminedattheinitialNECmeeting)1. Executive/Command(NEC):Thisgroupisresponsiblefortheoverallmanagementoftheemergency.
50
Vision: safe, Resilient and PRePaRed Communities in Palau
• NEMOCoordinator• PublicInformationOfficer• SafetyOfficer• LiaisonOfficer
naTional emerGency commiTTeeTheNEC is responsible for theformulationofpolicyandoperationalguidelinesfordirectingemergencyoperations.Theyarealsoresponsiblefortheoverallemergencymanagementincludingrecoveryefforts.
NEMO CoordinatorTheNEMOCoordinatorisinchargeofsupervisingemergencyoperationsinadditiontobutnotlimitedtothefollowing:1. Ensurethatappropriateannexesareperiodicallyupdated.2. MaintainsufficientsuppliesandequipmenttoensuretheoperationalcapabilityoftheROPNEOC.3. Superviseandcoordinatethefunctionsduringoperations.4. Providebriefingsasneeded.5. ConductothertasksasrequiredtosafeguardpropertyandprotectthepeopleoftheRepublicof
Palauinemergencies.6. Locateandcoordinateresourcesincludingresourcerequests.7. EstablishMOUwithprivatesectorswhichallowROPNEOCtocapitalizeprivatesectorsassets to
supportEmergencyResponses.8. Compileandissuefinalreport.
Public Information Officer (PIO) ThePublic InformationOfficer isresponsibleforoverallcoordinationofpublic informationactivitiesandshallhavethefollowingroles:1. Establishproceduresforthedisseminationofinformation.2. Providethepublicwitheducationalinformationfortheirsafetyandprotection.3. Disseminatepublicinstructionanddirection.4. Actasthegovernment’spoint-of-contactwiththenewsmedia.5. ServeunderthedirectionoftheChairmanoftheNECortheirdesignee.
Safety OfficerTheSafetyOfficerisresponsibleforensuringtheoverallsafetyoftheROPNEOCatalltimes.LiaisonOfficer
TheLiaisonOfficerassiststheNECbyservingasapointofcontactforagencyrepresentativesforoperationalsupportandprovidesbriefingstoandfromsupportingagencies.
Operations: ThisgroupisresponsibleforthemanagementofalloperationsintheROPNEOC.
orT suPPorT sTrucTure is only aPPlicaBle when neeDeD• OperationsRoomTeamLeader• Recordersx3(MasterOpsLog,Displays,MessageForms)• Situationreportwriter(x1)• Communication(x3)• WelfareOfficer(x1)Operations Room Team Leader (only when needed)
TheOperationsRoomTeamLeaderoversees theROPNEOCOperationsduringassignedshiftsandshallhavethefollowingroles:1. Betherecipientofallincominginformationconcerningtheemergencysituation.2. Make available the current status of resources (i.e., manpower, equipment and supplies), from
government&non-governmentagencies.3. Maintainacompleterecordofactivitiesinchronologicalorder.4. Ensure personnel are available for updating andposting theoperational status and activities on
displayboards,charts,maps,etc.
51
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Planning and LogisticsPlanning is responsible for the collection, evaluation, dissemination and use of information about thedevelopment of an emergency and the status of resources; and Logistics is responsible for providingfacilities,services,materialsandequipmentinsupportofresponseefforts.Refer to the 2010 (Amended 2016) Palau National Disaster Risk Management Framework for agency duties and responsibilities
• PlanningandStatisticsDivision• SafetyOfficerwithBureauofPublicWorks• DivisionofTransportation• BureauofEducation• DivisionofPropertyandSupply• PalauChamberofCommerce• PalauRedCrossSociety• Othervolunteerorsupportagencies• OtherTechnicalSupportServices Finance• Thisgroupisresponsibleforallfinancial,administrative,andcostanalysisaspectsoftheemergency
andforsupervisingmembersoftheFinanceteam.Thisgroupmaybeestablishedto:o compile and maintain documentation of purchases, acquisition and utilization of emergency
supplies,equipmentandotherservices;o performfinancialandcostanalysis todevelopconclusionsonefficientmethodsof resolvingand
recoveringfromtheemergency/disastersituation. IV. ADMINISTRATION A. RegistrationAregisterwillbemaintainedbyNEMOforallpersonnelengagedinoperationalactivitiesofanemergencyintheROPNEOC.Name,title,agency,dateandtimeinandoutwillberequiredforrecordpurposes.
B. ManpowerDesignatedrepresentativeswillberesponsiblefornotifyingmembersoftheirstaffandprovidingalternatesasrequired. C. Staff SupportAdministrativeandlogisticalsupportstaffwithintheROPNEOCwillbeprovidedbyNEMO. D. Housekeeping 1. Bedding is availableandwill beprovidedasneededduringprolongedoperationsby the staffof
NEMO. 2. Meals• Withexceptionofspecialdietswhicharetheresponsibilityoftheindividuals,mealswillbeprovided
withintheROPNEOCwhencircumstancesdictateoroutsidetravelisrestrictedorcurtailed.• ThepreparationandprocurementoffoodsupplieswillbetheresponsibilityoftheChairmanofthe
NECandNEMOCoordinator. 3. PersonalItems:EachindividualreportingtotheROPNEOCfordutywillmakeprovisionsfortheir
ownpersonalhygienerequirements,clothing,andanyspecialdietaryneedsorprescriptiondrugs. E.OfficeSupplies AninitialsupplyofessentialitemswillbefurnishedbytheNationalEmergencyManagementOffice. F. TransportationTransportationtoandfromtheROPNEOCisaresponsibilityofanindividualmember.Shouldinclementweatherorotherconditionspreludevehiclemovement,theNEMOCoordinatorshouldbenotifiedforanyassistancethatcouldbeprovided.
52
Vision: safe, Resilient and PRePaRed Communities in Palau
G. Status InformationThe following status information will be maintained effectively and updated in the ROP NEOC in anappropriatemanner.1. WeatherInformation2. SituationStatus3. Resourcestatus4. Significantevents5. Contactlist6. EvacuationCenters7. PhysicalResources H. MapsMaps needed for the emergency will be posted andmaintained. Suchmapsmay depict demographicfeaturesandthreatstothesafetyofpeopleandproperty. I. ROP NEOC SecuritySecuritywillbeprovidedbytheBureauofPublicSafety.Securitywillcarryoutthefollowing:1. EnsurepictureIDsarewornorcarriedatalltimesandonlythoseauthorizedpersonnelwithproper
identificationareadmittedtotheROPNEOCduringoperationalhours.2. EnsureanaccuratelogiskeptofallpersonsenteringorexitingtheROPNEOC.3. EnsureauthorizedvisitorsareproperlyidentifiedandescortedatalltimesintheROPNEOC.4. Performperimetersecuritychecksandensureallaccessaresecuredandlocked.5. PerformothersecurityfunctionsasdirectedbytheNEC.
V. METHOD uSED TO ALERT ROP NEOC STAFF 1. TheNEMOstaffuponreceiptofawarning/alertprescribedunderSection2A-C,willnotifytheNEMO
Coordinator.2. Aseachemployeearrives,theywillbeprovidedanalertlistandbedirectedtoalertcertainpersons
remainingtobecalled.
Attachment 1ROPNATIONALEMERGENCYOPERATIONSCENTER
KEYSTAFFALERTLIST
WaymineTowai Coordinator 488-2930(Home)775-3734(Mobile)
Vacant DisasterResponseOfficer
TanyaO.Rengulbai AdministrativeOfficer 488-3052(Home)775-3733(Mobile)
SingeoFranz CivilPreparednessOfficer 587-2981(home)775-2433(Mobile)
JaysonChiokai BoatOperatorIII 488-6342(Home)775-5297(Mobile)
DinaSandei Admin.AssistantII 488-5106(Home)775-5106(Mobile)
Maintained by Emergency Management personnel
Attachment 2lisT of TelePhone numBers assiGneD To roP neoc
*NumbersthatarechangedwillbepostedatROPNEOC
eoc Phone 1 587-3625
eoc Phone 2 587-3626
53
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
eoc Phone 3 587-3627
eoc Phone 4 587-3628
eoc Phone 5 587-3629
Fax 586-6368
Fax (alternate emergency use only) Attachment 3roP neoc inciDenT commanD orGanizaTional charT
Attachment 4ROP National Emergency Operations Center Checklist Initial ActivationUponreceiptofaconfirmedandorvalidwarningmessage,theNEMOCoordinatorwillgatherasmuchinformation about the event as possible and determine if the circumstances warrant recommendingactivation. ContactallappropriateROPNEOCstaffandorallpersonnelthataremandatedtoreporttotheROPNEOC. Prepareaninitialbriefingtoinclude,butnotlimitedto:• Thescopeandknownspecificsofanincident.• ThenamesandlocationsofIncidentCommandersandIncidentCommandPosts.• Locationoftheincident(s)(i.e.island-wide,area,specificlocation,etc.).• Numberofpersonnelandassetscurrentlyassignedordispatchedtotheincident(s).• Numberofcurrentlyknowninjuriesordeaths.• Weatherconditions.• InitialpersonnelthatwillmantheROPNEOC.• Security/Safety• Signinandoutprocess.• Communications(i.e.telephonenumberassignments,radioassignments,messageforms,etc.).• Housekeeping.• Maps.
nem
coo
rDin
aTio
naD
min
isTr
aTio
n
DecDeclaration State of Disaster or Emergency, Governance, Strategic
Direction, Oversight., Approval of Special Funds/Resources
communiTiesICP ICP ICP
necCoordination and Advice to DEC
ccGImplementation, Operational Management
54
Vision: safe, Resilient and PRePaRed Communities in Palau
EstablishROPNEOCincidentcommand.
Assignappropriatepersonneltorespectiveemergencyfunctions.• Command(NEC)• Operations• Planning&Logistics• FinanceTurnonallelectronicdisplaysandensureallcomputerequipmentandsoftwareareoperationalincludingtheactivationofallROPNEOCtelephones(telephonebooksatworkareas).Ensuresufficientworkspaceandofficeequipmentareavailableandfunctional.• Pens• Paper• Computers• Forms• Otherneededofficeequipmentandsupplies.
InitiateaROPNEOCevent/incidentlog(majorevents). PrepareanIncidentActionPlan(IAP).
SubmitinitialSituationReporttotheNECwhichincludestherecommendationtotheROPPresidentforaDeclarationofaStateofEmergencyifwarranted. Full / Partial continued activationConductadetailedbriefingwhenROPNEOCstaffhasarrived. Thebriefingshouldincludebutnotlimitedto:• Thescopeandknownspecificsofanincident.• ThenamesandlocationsofIncidentCommandersandIncidentCommandPosts.• Locationoftheincident(s)(i.e.island-wide,area,specificlocation,etc.).• Numberofpersonnelandassetscurrentlyassignedordispatchedtotheincident(s).• Numberofcurrentlyknowninjuriesordeaths.• Weatherconditions.• InitialpersonnelthatwillmantheROPNEOC.• Security/Safety• Signinandoutprocess.• Communications(i.e.telephonenumberassignments,radioassignments,messageforms,etc.).• Housekeeping.• Maps.• Groupassignments.• Possibilityofadditionalshiftsrequirement. Continuebriefingsasoftenasnecessary.
EstablishandmaintaincontactwithStateGovernorsandtheirrespectiveEOCs.
Receive,coordinateanddirectrequestedresources.
Establishandmaintaincommunicationswith:• Onsceneincidentcommanders/commandposts.• Respectiveagenciesasappropriate(CommunicationsandUtilities).• Media(throughthePublicInformationOfficer)
MaintainthelevelofROPNEOCactivationdeemedappropriateandoruntiltheincidentisterminated.
PrepareIAPforeachshift.
55
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
Submitfollowupreports(SituationReportsorSitReps)totheChairmanoftheNEConatimelymanner.
MobilizetrainedpersonneltoconductInitialDamageAssessmentifnecessary. Closing or deactivating the ROP NEOCWhen closure of the ROP NEOC is imminent, prepare and conduct a final briefing / debriefing. Thisdebriefingshouldallowrepresentativesfromeachemergencyfunctionstoproviderecommendationsandsuggestions,andoffera“thumbnail”critiqueofspecificactionsorinactions.Duringthedebriefingyoumayinclude:• Returnofequipmentandresources.• Settimelineforreportsubmission.• Settimelinefordemobilizationofsecuritypersonnel• OverallROPNEOCperformance.• SuccessstoriesandLessonslearned.• Dateandtimeoftheincident/emergency/disasterresponsecritique.
IfaDeclarationofaStateofEmergencywasinitiated,ensurethatadeclarationtoterminatetheemergencyis issued. It is recommended that suchadeclaration terminating theemergencynotbe issueduntil allactivityregardingtheincident(s)/emergency/disasterhaveconcluded,includingdebrismanagement.
NEMOtomakebackupsorarchivesofallcomputerrecords.
Printcopiesofreportsorotherdocumentsthatwillbenecessarytopresenttoappropriatemanagement.
Collectalldamageassessmentreportsoranyreportsfromotheragenciesrtotheincident(s)/emergency/disaster.
Conductinventoryandreturnallrentedequipment.
Turnoffelectronicdisplays.
Returntelephonesandtelephonebooksandothersuppliestotheirstoragelocations.
ReturnandrestocktheROPNEOCtonormaloperationalstatus.
56
Vision: safe, Resilient and PRePaRed Communities in Palau
aPPendix 3
ROP National Tsunami Support Plan
57
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
aPPendix 4
OutlineTemplateforthePreparationofAgencyResponsePlans
Preamble:Anintroductionandtoincludethefollowing:• Purposeoftheplan• Objectives• Institutionalstructureoftheministry/department
Section: 1ThisSectionmaycoverthefollowingasheadingsorsub-headings:• Mandatedresponsibilitiesoftheagency(Ministryordepartment/office)• ResponsibilitiesgivenbytheDRMarrangements• ManagementStructureandresponsibilitiesofeachmanagementstaff
Section: 2Thissectionshouldcoverthedisastermanagementresponsibilitiesoftheagency:• Structureorchainofnotification/commandduringemergencyandordisasterwarning• Contactlistsofallstaff• Inventorylistofresourcesandorfacilitiesoftheagencies• Keyactionsandresponsibilitiesduringwarning,responseandrecovery
Section: 3Thissectioncouldcoverproceduressuchas:• Situationreporttemplate• Safetyproceduresforhighriskhazards(i.e.typhoons,surges)
Section: 4Thissectionshouldcoverlineofsuccessionwithineachagency:• Listofemployeesandtheirchainofcommand• Listofallresourcesavailableathandthatcouldbeutilizedintimesofemergencyandordisaster
58
Vision: safe, Resilient and PRePaRed Communities in Palau
aPPendix 5
Examples of Support Plan Development
NEMO is to coordinate with each respective agency to develop response plans and ensure that the plans are reviewed and implemented (2 years from enactment of this Framework):
Supporting Plan DevelopmentPlantype Definition
1 StateDisasterRiskManagementPlans(SDRMP)
ComplementsthePNDRMF;WillbedevelopedbyStateDisasterCommittees;theyincludeplansandactionsrelativetothestateresponseonbehalfofcommunities.ThestateplansareanextensionofthePNDRMF,particularlywithrespecttocoordinationandcommunication.
1a CommunityDRMPlan Theseplansareuniquetotheneedsofindividualhamletsandorcommunities.Developedatlocallevel,thetitlesoftheseplansarenotprescribed;communitiesdecidethescopeofwhatisrequired.ItisanticipatedthatStateDisasterCommitteeswillpartnerwithcommunitiesinplandevelopmenttoensurealignmentwithstateplans.
2 HazardSpecificResponsePlans(HSRP)
Developedatsectoral/departmentallevel;theyoutlineawholeofgovernmentapproachtospecifichazardse.g.•OilSpillResponsePlan •PandemicPlan•TsunamiSupportPlan
3 EmergencyResponseSupportPlans(ERSP)
Thesedescribeplanswhichmaybecommonamongstanumberofhazardsandrelatetospecificactivitiese.g.•Schoolevacuationplans•MassCasualtyPlan
4 Departmental/AgencyEmergencyResponsePlans(ERP)
TheResponsePlanrelatestohoweachdepartment/agency/organizationrespondstoaparticularevent.
5 StandardOperatingProcedures(SOP)
Thesearedetailedproceduralguidelinesforeachdepartments/agencies/sectorsintheperformanceofspecifictasks.Thesemayincludebutarenotlimitedto:•Administrativeprocedures•Financialprocedures•Responseprocedures
6 BusinessContinuityPlans(BCP) Theseplansaretoassistbusinessesinattainingandrecapturingitscorebusinessfunctionsimmediatelyfollowinganemergencyandordisaster.
59
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
aPPendix 6
Disaster Risk Management (DRM) Arrangements for the State Level
STATE DISASTER RISK MANAGEMENT ARRANGEMENTS
TheStateDisasterRiskManagementArrangementsmustbeinlinewiththePalauNationalDisasterRiskManagementFramework.
aPPendix 7
List of Existing Disaster Risk Reduction Activities and Response Agencies
Agency DisasterRiskReductiontasks Relevantlegislative/policymandateformitigation
BureauofAgriculture Developandimplementforestmanagementplansandquarantineregulations
Developrapidresponseplansfornewintroductionsofpestsandinvasivespecies
Introduceanddistributedrought,saltandpesttolerantcrops
Educatefarmersonproperandeffectivepesticideuse,properland-useopreventsoilerosion
Variousagriculturaldevelopmentpolicies
EnvironmentalQualityProtectionBoard(EQPB)
EnvironmentImpactAssessments
Earthmovingpermits
ReduceGHGemissionthroughefficientandeffectivesolidwastemanagementpractices
BureauofPublicWorks Initial&ComprehensiveDamageAssessments
BureauofPublicHealth Epidemic&PandemicPreventionPlans
NationalWeatherServices
Forecasting
MinistryofPublicInfrastructure,Industries&Commerce
MitigatethecausesandnegativeimpactsoflanddegradationonthestructureandfunctionalintegrityofecosystemsthroughSustainableLandManagement
NationalBiodiversityStrategyandActionPlan(NBSAP)
EconomicDevelopmentPlan(EDP)
NationalEnvironment&ManagementStrategy(NEMS)
BureauofProgramManagement&BudgetOffice
GIS(PALARIS)
MinistryofState LiaisonwithStateGovernmentsonDRRactivities
60
Vision: safe, Resilient and PRePaRed Communities in Palau
aPPendix 8
Checklist for NEC to Assess the level of Mainstreaming Disaster Risk Reduction in Development Planning and Decision Making Process
Introduction TheNationalEmergencyCommittee(NEC)isaninter-sectoralbodythat,amongstothermatters,assessesdevelopmentproposalsforrecommendationstoeitherCabinet(fornationaldevelopmentprojectsthatseekdonorornationalgovernmentfunding)ortoalicensing/permittingauthority(wherethereisrequirementforgovernmentapproval)beforedevelopmentworkcommences).
This checklist is to assist the NEC in their assessment role, with particular emphasis on Disaster RiskReduction(DRR).ThischecklistisadditionaltoexistingcriteriatheNECmayalreadyutilizetoassessprojects.Akeyquestionoftenaskedis“howwillweensurethatthemainstreamingofDRRindevelopingplanningisdone?’.ThechecklistoffersapracticaltooltocentralagenciesforscreeningdevelopmentprojectsinordertoensurethatDRRcriterionhavebeenincorporatedintothedevelopmentplanninganddecision-makingprocesses.
The checklist (in whole or in part) may be used to assess how and where development projects forConstruction/Infrastructure Development, Health and Nutrition, water and Sanitation, livelihoods,Education, Environment andDisasterManagement have considered and incorporated appropriateDRRconsideration.Thesesectorsarehighlightedastheyarethesectorswherethemajorityofdevelopmentproposals emanate from (this is true for Palau andalso for thewiderPacific region aswell), butmoresignificantlytheyarethesectorshighlyvulnerabletodisasters.Whenthesesectorsareaffectedbydisasterstheimpactsarefeltrightthroughfromthenationalleveltothecommunitylevelintermsofsocio-economicandenvironmentalcosts.
The use of the Checklist The‘Checklist’isaguidefortheNECtoassessthelevelofDRRmainstreamingindevelopmentplanningandisatooltoensurethekeyaspectsofDRRhavebeenconsideredandincorporatedintothedevelopmentplanningprocessrightthroughtotheenvisagedimplementation. Thechecklist isdeveloped in relation to the rangeof sectors in thenationaleconomywhicharehighlyvulnerabletodisasters.Thusthereisa‘listofconsiderations’undereachsector.The‘considerations’areasfollows:
a. Policiesandlegislationb. Sustainabilityc. Advocacyandawarenessd. Coordinationandcapacitydevelopmente. RiskProofingandmonitoringf. Engagementoflocalbodiesandcommunities
TheintentionisthatattheNationallevel,forexampleattheNEC,andalsoatagencyandStatelevel,keypolicyandtechnicaladvisorscanusethechecklistto‘qualitytest’developmentprojectsorproposals.This‘qualitytesting’wouldbeundertakeninrelationtothebroadheadingslistedaboveat(a)–(f).
Itisimportanttonotethatwhilstthechecklistisstructuredalongsectorlines,thoseusingithavetheabilitytoapplythedifferentcriteriaacrossthevarioussectorswhereadevelopmentprojectforexamplespansmorethanonesector.Forexample,adevelopmentprojectmayhaveacomponent in theConstructionsector with two others under Education andwater or livelihoods and Environment. Therefore the keychecklistquestionstoaskwouldbedrawnfromeachofthesectorsasrelevanttotheparticularproject.FormajorcapitalprojectstheNECwoulddeterminetheextentofusageofsectorspecificchecklistcriteria.Forminorinvestmentsthedecisioncouldberetainedatagencylevel.
61
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
OnoccasiontheNECmayrequiremoreinformationonDRRfromtheproponentofaparticularprojectorrequirefurtherexpertadvicefromtechnicalagenciesthatmaynotbeamemberoftheHMSC.Ifthisisthecasetheyshouldfollowthenormalprocessasalreadyestablishedbytherequirementsinthedevelopmentplanningprocess.
As the NEC gains experience with the use of the checklist it may consider further streamlining orcustomization.Thescopeofthechecklistasitisnowisverybroadtocoverawiderangeofdevelopmentproposals.
Potential Impact of the Checklist on Existing Planning and Related Legislation
Thechecklistproposedhereinmayhavesomeimplicationsontheexistingsystemsofdevelopmentplanninganddecision-making.Someoftheseexistingsystemsaretheproductofvariouslegislationsdevelopedbycentralagenciesandalsosectoralagenciesoveraperiodoftimetoaddressarangeofnationalimperatives.
If thechecklist isendorsedasamechanismtostrengthentheconsiderationofdisasterrisk inNational,sectoral, State-level and community development plans, efforts need to bemade to revise all existinglegislationtoensureconsistency.Afirststepinthisprocesscanbetakenthroughthedevelopmentofnewsupportinglegislationforthe2010NationalDRMFramework.Eventuallythough,otherrelevantlegislationshouldundergoscrutinyandrevision.
THe CHeCkliST
1. CONSTRuCTION/INFRASTRuCTuRE DEVELOPMENT
a. Policies & Legislation: □ Building/construction code or quality standards& guidelines for infrastructure focus on hazard-
resistantconstructionandselectionofconstructionsites□ Policy in place to guide the clearing of forested areas and other areas vulnerable to land slide/
erosionandinkeywatershedareas□ Pre-planning andengineering techniquesused taking into account the social andenvironmental
settingorconditionsofvulnerableareas
b. Sustainability: □ Majordonor(external,national)–national(government–privatesector)□ Levelofnational/localgovernmentfundingforprojectimplementation□ National/localgovernment(ordonor)fundinggoingtoriskreductioncomponents□ Levelofbenefitsgoingtothenationalagenciesorcommunitygroups□ Project/program implementation continuation/sustainability/self-running after donor (including
national/localgovernment)fundsends□ Capacity(DRR)transferredtocommunityhostingtheproject
c. Advocacy & Awareness: □ Implementingagenciesandbeneficiariesareawareofnewconstructiontechniques□ Business and families are encouraged to prepare household/business disaster preparedness/
continuationplansforkeyhazards□ Communitiesareawareofhazardresistant/proofconstructiontechnique
d. Coordination & Capacity Development: □ Institutional arrangements are in place to promote use of hazard/disaster-resistant techniques
includingretrofitting□ Necessary technical training is imparted to implementingstaffand inspectors,nationaland local
governmentandNGOs,onDRRinreconstruction(e.g.hazardanalysisforsitelocation,awarenessonhowtomonitorhazardresistantconstructionetc.)
□ Buildersaretrainedinhazardresistantconstruction
62
Vision: safe, Resilient and PRePaRed Communities in Palau
□ Encouragetheuseoflocalortraditionalhazardresistantconstructionusinglocalmaterialsifavailablee. Risk-proofing & Monitoring: □ Retrofittingofexistingcommunityfacilitiessuchashalls/houses/churchesandevacuationcenters
arebeingdonetomeetthespecificationofhazardresistantstandardsrecommendedbytheBuildingCode
□ Qualityofconstructionismonitoredthroughregularinspections□ Thirdpartycheckonnewconstructionqualityandadequateness
f. Engagement of Local Bodies & Communities: □ Communitygroupsaretrainedonappropriateconstructiontechniquesandassistanceareprovided
intheformoffinances,buildingmaterials,andDRRengineeringservices□ Communitiesaretrainedinqualitymonitoring□ Soundtraditionaldesigns/structureandmaterialpromotedbythecommunity
2. LIVELIHOODS
a. Policies & Legislation: □ Landuseplanningtechniqueisusedforlivelihoodsplanning□ Policyfortourismplanningtoincorporateriskreductionstrategies
b. Advocacy & Awareness: □ InstitutionslikeAgricultureorResourcesandDevelopmenthavelongtermstrategyforagricultural
development□ Vocationaltrainingisimpartedtoaffectedpeopleincludingwomenandthemostvulnerable□ Smallentrepreneurshavedevelopedbusinesscontingencyplans□ Encourageandexplorelinkageswithexistingprivatesectorsandnewentrepreneurs
c. Coordination & Capacity Development: □ Economictrainingprogramsarelaunchedforsmallentrepreneursandself-employed□ Maximumsupport is given to revitalizationof small industrieswith special focusonwomenand
disadvantagedgroups□ Useoflocallyavailablematerialandtraditionallivelihoodsissupportedandencouraged□ Partnershipshavebeenformedformicro-creditsandmicro-insurance
d. Risk-proofing & Monitoring: □ Income-generationactivitiesarepilotedforup-scaling□ Comprehensiveriskassessmentofthelandforagricultureisdone□ Therearechangesincroppatternandgrowingofresistant/alternativecrops□ Alternativeviablelivelihoodsaremapped,includingmarketlinkages□ Access to financial assistance for risk reduction is improved (e.g. insurance is offered to small
enterpriseownersandworkersonlivelihoodassets;agreementsinplaceforreducedinterestratesorgraceperiodforloanrepaymentsetc.)
e. Engagement of Local Bodies & Communities: □ NGOs,communitygroups (self-helpgroups)areorganizedandassisted intrainingfordeveloping
livelihoods□ Womenhavebeentrainedinviableeconomicactivities□ Contingencyfundsatthelocalgovernmentandcommunitylevelarecreated□ Vulnerablegroupsareprioritizedforassistanceeitherinserviceprovisionorassistancewithplanting
materialsetc.
3. HEALTH AND NuTRITION
a. Policies & Legislations: □Qualitystandards&guidelinesforinfrastructurefocusonhazard-resistantconstructionofhospitalsandhealthfacilities/centers
63
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
□Policyforsafe/strategiclocationofnewhospitals/healthcentersb. Advocacy & Awareness: □ HealthworkersareawareofMOHPlansonmedicalpreparednessandmasscasualtymanagement
fordisasters□ Hospitaldisastermanagement toolkits, communityhealthworkersmanualsetc.areavailable for
healthworkerstouse
c. Coordination & Capacity Development: □ Healthtraining:volunteersandcommunityhealthworkersaretrainedonvariousaspectsofhealth
andhygieneduringemergencies□ Healthcentersarestrengthened(e.g.safestructure,DRMtrainingforworkers,morestaffduringrisk
proneseasonetc.)□ Healthworkersareinvolvedindisasterpreparednessefforts□ AcontingencyplanexistsforhealthservicesanddeliveryduringaStateofEmergencyorDisaster
d. Risk-proofing & Monitoring: □ Primaryhealthcentersandcommunityhealthcentersarefullyequippedtocontinuefunctioning
duringdisasters
e. Engagement of Local Bodies & Communities: □ Communitiesaretrainedincounselingskillstodealwithpost-disastertrauma
4. WATER AND SANITATION
a. Policies & Legislations: □ Policy on waste water recovery includes provisions on upgrading facilities in terms of disaster
resistanceandaccessibility□ DisasterRiskReductionisintegratedintoWatershedManagementProgram
b. Advocacy & Awareness: □ Water-useandsanitationawarenessprogramsandmaterialsareavailableforthelocalcommunities
c. Coordination & Capacity Development: □ Acontingencyplanexistsforservicedeliverysystemforwaterandsanitationduring StateofEmergencyordisaster
d. Risk-proofing & Monitoring: □ Riskassessmentisdoneforsite-locationofwaterpumps,supplysystems,drainage &sewagesystems,sanitationfacilitiesetc.□ Constructionofcommunitydrainagesystems,sanitationfacilities,wastemanagementsystemetc.is
risk-proof
e. Engagement of Local Bodies & Communities: □ Qualitycontrolisexercisedbythecommunitybyparticipatingintheriskproofcreationofcommunity
drainagesystems,sanitationfacilities,wastemanagementetc.
5. EDuCATION
a. Policies & Legislations: □Qualitystandards&guidelinesforinfrastructurefocusonhazard-resistantconstructionofschools□Land-useplanningtechniqueusedforplanningfornewschools□Schoolshavedisastermanagementplans□Schoollocationsandconstructionassessed/monitoredforhazardresistance
b. Advocacy & Awareness: □DRRlessonsinschoolcurriculumadvocatesafebehavior□Publicitymaterialandpamphletsforgeneralpublicadvocatingneedforsafetyinschools
64
Vision: safe, Resilient and PRePaRed Communities in Palau
c. Coordination & Capacity Development: □ Education&trainingondisasterriskmanagementincludingforteachers□ Schools conduct disaster preparedness programs (e.g. mock drills, first aid, search and rescue,
swimmingandcrowdmanagementtraining)□ Acontingencyplanexistsforcontinuingeducation
d. Risk-proofing & Monitoring: □ Schoolsafetynormsarefollowedinconstructionofsafeschools□ Riskassessmentdoneinsite-selectionandbuildingnewschools□ Retrofittingofexistingschools
e. Engagement of Local Bodies & Communities: □ Trainingoflocalbodiesonauditingschoolbuildinginfrastructure.
6. ENVIORNMENT
a. Policies & Legislation: □ Environment regulations are adhered to and include hazard considerations (e.g. EIAs for all
developmentprojectsincludingrecoveryprojectsincorporatedisasterriskassessments)□ Institutionstoupdatestate,districtandlocaldisastermanagementplansreflectcurrentneedsand
prioritiesfordisasterriskmitigation,adaptationandrecovery
b. Advocacy & Awareness: □ Need for mitigation planning and implementation during ‘normal times’ and safe construction/
reconstructionareadvocated□ Publicinformationonqualitycontrolisspread□ Thereisawarenessonclimatechangemitigation(energysaving)andadaptation
c. Coordination & Capacity Development: □ Capacitydevelopmentorupdatingdisasterriskreduction(anddisastermanagement)plans/action
plan□ Knowledgetransfertootherstakeholders(developmentplanners)onfactoringandmonitoringrisk
reductionintoreconstruction,livelihoodsprogramsandrestorationofecosystems
d. Risk-proofing & Monitoring: □ EIAincorporatingDisasterimpactassessment□ Eco-systemsthatcontributetoriskreductionarerestored(e.g.forestation,conservationareas)□ Amonitoringprogramtoinvestigate/assesshowdevelopmentoreco-systemsaremanagingrisks
e. Engagement of Local Bodies & Communities: □ Qualitycontrolbybeneficiaries□ Community-basedriskassessmentsaredone□ Communityearlywarningsystemsareinplace
65
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
aPPendix 9
Executive Order No. 397
66
Vision: safe, Resilient and PRePaRed Communities in Palau
NATIONAL DISASTER RISK MANAGEMENT FRAMEWORK 2010
68
Vision: safe, Resilient and PRePaRed Communities in Palau