NATIONAL DISASTER RISK MANAGEMENT …...7 naTional diSaSTeR RiSk ManaGeMenT fRaMewoRk 2010 3.10...

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

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Vision: safe, Resilient and PRePaRed Communities in Palau

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NATIONAL DISASTER RISK

MANAGEMENT

FRAMEWORK 2010(Amended 2016)

Vision: Safe, Resilient and Prepared

Communities in Palau

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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

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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

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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.

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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.

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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

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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

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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

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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.

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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

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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

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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.

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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

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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.’

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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.

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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

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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

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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.

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• 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.

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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

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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

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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.

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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.

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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.

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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.

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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

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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

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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.

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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.

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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.

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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

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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

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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.

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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.

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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

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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


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.

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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.

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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.

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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.

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• 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.

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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.

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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


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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

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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.

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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.

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aPPendix 3

ROP National Tsunami Support Plan

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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

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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.

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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

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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.

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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

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□ 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

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□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

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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

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aPPendix 9

Executive Order No. 397

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NATIONAL DISASTER RISK MANAGEMENT …...7 naTional diSaSTeR RiSk ManaGeMenT fRaMewoRk 2010 3.10...

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