Comprehensive Disaster Management Strategy and Programming Framework III

THE VIRGIN ISLANDS COMPREHENSIVE DISASTER MANAGEMENT STRATEGY AND PROGRAMMING FRAMEWORK III 2014-2018 This Page is intentionally blank 3 GOVERNMENT OF THE VIRGIN ISLANDS Approved by Cabinet Ref# 037 of 2014 January 2014 THE VIRGIN ISLANDS COMPREHENSIVE DISASTER MANAGEMENT STRATEGY & PROGRAMMING FRAMEWORK III A SMART FOOTPRINT: Working towards disaster resilience and safeguarding the sustainable development of the Virgin Islands PLANS FOR 2014 TO 2018 The Virgin Islands Comprehensive Disaster Management Strategic Plan and Programming Framework III Published by Department of Disaster Management, Government of the Virgin Islands. This publication may be reproduced in whole or in part and in any form exclusively for educational and non-profit purposes. The Department of Disaster Management, Virgin Islands would appreciate receiving a copy of any publication that uses this publication as a source. No use of the publication may be made for resale or for any other commercial purpose whatsoever without prior written permission from the Department of Disaster Management in The Virgin Islands. Disclaimers: The Department of Disaster Management remains responsible for any inaccuracies, misrepresentations or omissions in this Plan and the Department warrants that these errors would have resulted inadvertently. Prepared by: Department of Disaster Management under the aegis of the Deputy Governor’s Office and The Virgin Islands, National Disaster Management Council. Consultants and Authors: Dr. Vasantha Chase Marva Titley-Smith, CMgr FCMI CCM Edited by: Ms. Sharleen DaBreo Mrs. Evangeline Inniss-Springer Ms. Philomena Robertson Ms. Sheniah A. Armstrong Layout & Design by: Ms. Sheniah A. Armstrong Photographs Credit: Department of Disaster Management Department of Information and Public Relations This publication can be obtained from: Ms. Sharleen DaBreo Director Department of Disaster Management #3 Wailing Road, MacNamara Tortola, VG1110, Virgin Islands, Telephone:(284) 468-4200 Fax : (284) 494-2024 Email: bviddm@surfbvi.com sdabreo@gov.vg Please consider the environment before printing. 5 Executive Summary In April 2013, the Government of The Virgin Islands (VI), through the Department of Disaster Management (DDM) embarked on preparing the third VI Comprehensive Disaster Management Strategy and Programming Framework (CDMSPF III), 2014 to 2018. Previous Strategy and Programming Frameworks had been developed for the period 2003 to 2008 and 2009 to 2013. The CDMSPF III will be accompanied by an Implementation Plan which will be formulated specifically for the DDM and which will contain all the elements from the CDMSPF III which fall within the mandate of the DDM. Both the CDMSPF III and the Implementation Plan will contain detailed Monitoring Indicators to assist with the monitoring and evaluation of the stated outcomes and outputs in the strategy. These outcomes and outputs were all designed with stakeholder input and guidance. The Strategy aims to build the VI’s resilience through disaster preparedness, risk reduction, mitigation and climate change adaptation. This will be achieved by fully institutionalising and integrating Comprehensive Disaster Management (CDM), climate change adaptation and gender considerations within Government, and engaging the private sector and communities in building resilience and supporting preparedness and mitigation in the VI. The CDMSPF III outlines how a comprehensive, all-hazard, all-agency approach including better prepared and resilient communities, will be applied in the Virgin Islands. The elements are consistent with regional and international best practices in comprehensive disaster management. It will be a national responsibility to be monitored, evaluated and reported upon by the National Disaster Management Council (NDMC) and the participating sectoral agencies. The Implementation Plan will be specific to the mandate of the DDM which will be solely responsible for the execution, monitoring, evaluation and reporting of this Plan. The Strategy comprises three components – i. CDM Approach – an all-hazard and all-agency components approach ii. Enabling Environment – the suite of policies, legislation, inter-sectoral coordination and stakeholder participation – all of which will enable the integration of CDM into the national development of the VI. iii. Strategic Actions – include inter alia: a. Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters; b. Enhanced integration of disaster risk reduction (DRR) into all sectors; c. Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation; d. Reduced vulnerability through enhanced community based disaster risk reduction to mitigate and respond to hazard impacts; e. Enhanced early warning systems and hazard monitoring to improve disaster risk reduction and emergency operations; f. Improved capacity through training and exercising within key sectors; g. Enhanced integration of CDM into national policies, laws, strategies and improved leadership and management of disaster management activities; h. Improved linkages between DRR, energy and climate change adaptation measures through closer collaboration with focal points in the Ministries of Communication and Works (C&W) and Natural Resources and Labour (NRL), as well as regional and international partners The CDMSPF III introduces two concepts: SAFE and GREEN. The SAFE elements are all actions that contribute to structural and non-structural and functional resilience; the GREEN elements are those actions that contribute to a small ecological and carbon footprint. The SAFE and GREEN elements cut across the entire CDM cycle and when linked to the National Healthy Communities Programme will result in a SMART community. A SMART community uses sustained mitigation, adaptation and resilient techniques to resist, absorb, accommodate to and recover from the effects of hazards in a timely and efficient manner. The GOAL of the CDMSPF III is “Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded”. The PURPOSE of the CDMSPF III then is to have, “CDM fully institutionalised and integrated into VI’s sustainable development”. It is envisaged that the achievement of this purpose will make the VI disaster resilient while also helping it to become a centre of excellence and a well-defined model for comprehensive disaster management in the Caribbean. The goal and purpose of the CDMSPF II are supported by eight OUTCOMES which are identified as follows: i. Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters; ii. Enhanced integration of disaster risk reduction (DRR) into all sectors; iii. Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation iv. Reduced vulnerability through enhanced community-based disaster risk reduction to mitigate and respond to hazard impacts; v. Enhanced early warning systems and hazard monitoring to improve disaster risk reduction and emergency operations; vi. Improved capacity through training and exercising within key sectors; vii. Enhanced integration of CDM into national policies, laws, strategies and improved leadership and management of disaster management activities; viii. Improved linkages between DRR, energy and climate adaptation measures through closer collaboration with focal points in Ministries of C&W and NRL as well as regional and international partners. Each outcome comprises a series of intended results which in turn are made up of activities and inputs for implementing the activities. Each outcome is also guided by indicators which provide the benchmarks for monitoring and evaluating the CDMSPF III. The implementation of the CDMSPF III will assist the VI to further enhance its comprehensive, all-hazard, all-agency approach by achieving the right balance of prevention, preparedness, mitigation, response and recovery. It will ensure a multi-stakeholder participatory approach including community participation at all levels. It will also commit government agencies to align their disaster management activities with each other and seek similar collaboration from the private sector and civil society. 7 Contents INTRODUCTION WHO WE ARE 10 1.1 Comprehensive Disaster Management in the VI 1.2 National Disaster Management Council 1.3 The Department of Disaster Management WHERE WE ARE 13 2.1 Analysis of the Current Situation 2.2 SPELT Analysis 2.3 SWOT Analysis WHERE WE WANT TO BE 17 3.1 Our Vision 3.2 Our Mission 3.3 Our Values 3.4 Our Strategy STRATEGIC APPROACH 21 4.1 The VI Comprehensive Disaster Management Strategy and Programming Framework III (CDMSPF III) 4.2 Priority Programming Areas Identified 4.3 CDMSPF III Programming Outcomes and Outputs 4.5 Inter-sectoral and Inter-agency Outcomes 4.6 How the CDMSPF III relates to other Strategies HOW WE WILL GET THERE 36 5.1 Proposed Financing Arrangements 5.2 Organisational Structures 5.3 Assumptions and Risks 5.4 Risk Mitigation Plan HOW WE WILL REVIEW 39 6.1 The Performance Measurement Framework 6.2 Monitoring 6.3 Evaluation GLOSSARY ACRONYMS ANNEX 1 - Linkages to SEED ANNEX 2 – CDMSPF III Implementation Plan Gallery Legend Photo 1&2: The devastation for Hurricane Irene, 2011 Photo 3: The November 2009 rains Photo 4: 2012 Simulation Exercise Photo 5: Handing over the Planning and Development Database to the Premier, 2012 Source: DDM 1 2 3 4 5 THE DDM PHOTO GALLERY 9 Introduction The island grouping consists of 60 islands and cays, the main ones being Tortola/Beef Island; Anegada; Virgin Gorda; and Jost Van Dyke. It has a total land area of 153 sq. km. The islands are characterised by several marine ecosystems and features, including mangroves, coral reefs, sea grass beds, salt ponds, wetlands, lagoons beaches and rocky shores. The terrestrial vegetative zones contain moist coastal woodland, dry coastal woodland and ghuts. The Virgin Islands is located centrally in the Caribbean, directly in the path of tropical cyclones that develop in the Atlantic tropical basin. The Virgin Islands has frequently been struck by tropical storms and hurricanes. Hugo, the 1989 Category 4 hurricane ended a 30-year calm leaving 100 homeless; 80 yachts and 900 houses and businesses damaged. Overall damage was estimated at $40 million and Hugo is often referred to as the Virgin Islands ‘catalyst for change.’ The VI has been affected by a number of hurricanes since then, three of them Category 4 on the Saffir Simpson scale. On September 6 th and 15 th 1995, Luis (Category 4) and Marilyn (Category 3) affected the Territory causing a combined USD$8 million in damage. Georges in 1998 resulted in an estimated USD$12 million and Lenny in 1999, an estimated USD$5.1 million. A thorough post assessment report for Lenny estimated Lenny’s true economic effect to have been a USD$24 million loss when lowered productivity, lost wages and sales were accounted for. Even so, none of these events have come close to matching the losses incurred on account of Hugo. The VI is close to the active North Eastern boundary of the Caribbean Tectonic Plate. Earthquakes in VI are not well documented, but between 1700-1960, more than 30 earthquakes were recorded across the Virgin Islands. An earthquake in November 1867 is reputed to have caused a tsunami of approximately five feet in Road Town and severe damage throughout the Territory. Periodic tremors continue to be felt in the Territory. This vulnerability has been recognised by the VI authorities and much emphasis has been placed on developing significant capabilities and capacity to increase preparedness levels and to reduce risks. The institutional framework for disaster management is well developed as a result of a long-held Government commitment and effective co-ordination by the DDM. While the DDM is responsible for coordinating the Territory’s comprehensive disaster management strategy, it is not the sole agency responsible for implementation. Critical support is required from all sectors 1 in order to achieve the goals of comprehensive disaster management. Thus, the CDMSPF III focuses on the long term goals and aspirations of the Government of the Virgin Islands GVI in the area of comprehensive disaster management. It seeks to respond to the broader strategic questions of:  Who are we?  Where are we?  Where do we want to go?  How do we get there? 1 The sectors are as follows: 1. Agriculture, Fishing, Mining and Quarrying (Crop and animal production, fishing, quarrying of sand, stone or clay) 2. Manufacturing (food products, beverages, apparel, fabricating of base metal products) 3. Utilities- Electricity, Gas, Water and Sewerage suppliers; 4. Construction (buildings, civil engineering projects and specialised construction activities ) 5. Wholesale, Retail (Trade) and Repair of Motor Vehicles 6. Transportation and Storage (land, water, air, warehousing and support activities 7. Accommodation and Food Service Activities 8. Information and communication 9. Financial and insurance Activities 10. Professional, Administration and support Services (legal and accounting activities, scientific research and development) 11. Public Administration and Defense (general public administration, defense and security) 12. Education, Human Health and Social Work 13. Other Service Activities (activities of member organisations, and other personal service activities/households). Source: Development Planning Unit  How do we know when we get there? Who we are 1.1 Comprehensive Disaster Management in the VI Comprehensive Disaster Management (CDM) is the management of all hazards through all phases of the disaster management cycle – prevention and mitigation, preparedness, response, recovery and rehabilitation – by all peoples – public and private sectors, all segments of civil society and the general population in hazard prone areas. It involves risk management and integration of vulnerability assessment into the development planning process. The CDM approach then is a seamless set of activities and interventions from preparation to mitigation, planning to prediction and response to recovery. Every activity is directed towards a never-ending quest for disaster resilience. It is an on-going process by which governments, businesses, and civil society plan for and reduce the impact of disasters, react during and immediately following a disaster, and take steps to recover after a disaster has occurred. Within the context of CDM, disaster management in the Virgin Islands falls under the remit of the Governor who chairs the National Disaster Management Council (NDMC) and is primarily responsible for pre-disaster and post-disaster activities. The Premier is responsible for mitigation and recovery activities and co-chairs the NDMC. The Government of VI through its DDM has embraced the CDM conceptual approach and has applied it to form the basis of strategic planning for achieving comprehensive disaster management in the Territory. CDM activities are guided by the CDM Policy, Strategy and Programming Framework and the Disaster Management Act (2003) with a goal to reinforce the development potential of the Territory by reducing risks to all hazards. The DDM serves as the administrator of integration of CDM into ecologically sustainable development policies, planning and programming activities with special emphasis on disaster prevention, mitigation, preparedness, recovery and vulnerability reduction. 1.2 National Disaster Management Council The National Disaster Management Council (NDMC) was established by law under the Disaster Management Act, 2011. Chaired by the Governor and co-chaired by the Premier, the NDMC is a multi-disciplinary group focused on the comprehensive disaster management issues of the Territory. The main functions of the Council are to: a. Make recommendations with respect to the preparation of the National Disaster Management Plan; b. Provide technical guidance and assistance with respect to the formulation of policy guidelines in relation to the coordination of disaster management; c. Consider such other matters as may be requested by ⁻ Chairperson of the Council; ⁻ any seven members of the Council; or ⁻ the Director; d. Advise any Ministry, department of Government, statutory body, zonal committee, community, private sector, critical facilities agencies, non-governmental organisation or faith based organisation on any matter relating to disaster management; e. Advise and make recommendations to Cabinet on the development of a National Disaster Management Policy aimed at ensuring comprehensive disaster management; f. Approve the National Disaster Management Strategy, Programming Framework, Monitoring, Evaluating and Reporting mechanism prepared by the Director and submitted to Cabinet; g. Be responsible for the obligations of the Virgin Islands under the Caribbean Disaster Emergency Management Agency Agreement; h. Report to Cabinet on the coordination of the National Disaster Management Policy among Ministries; i. Advise and make recommendations to Cabinet on issues relating to disaster management; and j. Receive reports from and review the work of committees established under the Act. 1 11 In performing its functions the Council shall create a partnership among the governmental agencies, critical facilities agencies, non-governmental agencies and communities so as to facilitate an integrated approach to disaster management and to ensure that disaster management and more particularly risk reduction is incorporated into development procedures and policies with government, non-governmental agencies and communities to promote comprehensive disaster management. 1.3 The Department of Disaster Management The Department of Disaster Management (DDM) originated in the Office of the Deputy Governor in 1983 with a Desk Officer 2 . It became an independent department in 1990 with the employment of its first full-time Disaster Preparedness Coordinator. Initial operations concentrated on the preparedness phase of the disaster management cycle until the strategy shifted to comprehensive disaster management thereby encompassing preparedness, prevention, mitigation, response and recovery. Today the DDM is one of the leading National Disaster Organizations in the region. The Department is responsible for: a. the implementation of laws and authorities governing disaster management; b. hazard identification and risk assessment; c. hazard mitigation; d. resource management; e. preparation of functional national disaster management plans; f. directing, controlling and co-ordination of disaster management; g. communications and warning technology for disaster management; h. operations and procedures of disaster management; i. the logistics and facilities for disaster management; j. training the public, private and emergency response personnel; k. assessment and evaluation exercises of emergency response plans and capabilities in the Virgin Islands; l. public information and education on disaster management in the Virgin Islands; m. analysing pertinent data on past disasters or hazard impacts in order to update information databases and the National Disaster Management Plan; n. ensuring that provisions under this Act and Emergency Powers (Disasters) Ordinance are enforced when necessary; o. providing and periodically reviewing risk assessment data and maps of the Virgin Islands; p. developing the Critical Infrastructure Protection Review Report and presenting the findings to the Governor; q. preparing the National Disaster Management Strategy, Programming Framework, Monitoring, Evaluating and Reporting mechanism; r. assuming control of the National Emergency Operations Centre in accordance with guidelines outlined in the National Disaster Management Plan in the event of a hazard alert or a disaster; s. liaising with local, regional and international bodies to develop mutual aid programmes and cooperation and to foster better working relations to support the advancement of disaster management in the Virgin Islands; t. issuing hazard data, hazard information, watches, warnings and alerts within the Virgin Islands; and u. developing the annual Statement of Preparedness Report for submission to the Council. The DDM’s office also houses the National Emergency Operations Centre (NEOC). The NEOC is the designated administrative hub of the national disaster or emergency response mechanisms and is the “nerve centre” of emergency and disaster response activities. The department shall, to the greatest possible extent, consistent with the performance of its functions under its Act, consult and co-operate with Ministries, other departments of government, disaster management committees, communities, statutory bodies, private sector entities, non-governmental organisations and faith-based organisations having functions related to, or having aims or objectives related to those of the department. In delivering its strategic intent and pursuant to the CDMSPF III, the DDM has organised its work into two units -- one focusing on CDM Sector Integration and the other on CDM Leadership and Hazard Mitigation. The units are supported by sub programmes each designed to assist in achieving the documented outputs and activities which will be monitored and evaluated according to performance indicators developed within the results-based management framework. The work of the DDM is supported by a Health Disaster Management Programme managed by the Ministry of Health, the Planning Authority in the Premier’s Office, the Climate Change Focal Point in the Ministry of Natural Resources and Labor and the Alternative Energy Programme in the Ministry of Communications and Works. 2 Prior to this time, disaster preparedness amounted to a very rudimentary hurricane plan and an annual meeting of the National Emergency Advisory Committee, chaired by the Deputy Governor, to discuss the state of preparedness for the hurricane season. The Virgin Islands has integrated disaster risk reduction throughout a number of aspects of society. The proliferation of information on the DDM website combined with regular TV, radio and print public awareness campaigns ensure that information on all aspects of disaster risk reduction is made available. The DDM Programme areas are divided into two units with a number of sub-programmes as follows: 1. The CDM Leadership and Hazard Mitigation Unit includes overall management of the DDM and its staff, and continuous monitoring of the CDMSPF III and the DDM Implementation Plan (IP) and other related programming. In addition, this unit will ensure that there is enhanced integration of CDM into national policies, laws, strategies and that the linkages between DRR, energy, and climate change are improved through closer collaboration with focal points in national agencies, and with regional and international partners. The programmes within this unit include: a. The Inter and Intra Departmental Services programme allows for the continuation of a high level of departmental performance and accountability. b. The programme on Risk Analysis and Climate Adaptation undertakes hazard identification and vulnerability assessments and incorporate these into structural and non-structural mitigation measures. The assessment, mapping and modelling of various hazards which are likely to affect the VI will continue to provide the public and private sectors with the necessary information for developing appropriate hazard mitigation strategies and measures in order to prevent or reduce the occurrence of a disaster in the Territory c. The Early Warning and Emergency Communications Systems Development programme which is built around a monitoring and warning service and dissemination and communication of the warnings. 2. The CDM Sector Integration Unit focuses on reducing vulnerability and enhancing sector disaster risk reduction to mitigate hazard impacts and to provide the capacity to respond to emergencies/disasters. This unit includes the following programmes and sub-programmes: a. The Marketing Awareness and Knowledge Management programme that seeks to improve the marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters. It includes a sub programme on Capacity Building b. The programme on Business Continuity Services and Community Development into all sectors will continue to focus on ensuring that CDM is integrated into Government ministries, key private sector agencies and in civil society in general. It includes a sub-programme on Community Based Disaster Risk Reduction. Map of the Virgin Islands Source: Town & Country Planning Department A collage of awareness products on disaster management The DDM Office and the NEOC 13 Where we are 2.1 Analysis of the Current Situation For a number of years, the VI has boasted a strong vibrant economy that has become one of the most stable and prosperous in the Caribbean. However, it’s reliance on the service sectors of financial services and tourism creates a level of vulnerability for the economy that has to be carefully managed. Issues such as a high cost of living, transient migrant population and dependence on imported goods also influence the way people live, move and respond to hazard events. Successive Governments in the VI have recognised the potential economic and social costs incurred from natural and technological hazards and have been moving from focusing on responding to events to emphasizing the preparation, mitigation and recovery from the consequences of events. Factors in the physical environment also contribute to the way we prepare for and respond to hazard events. The physical makeup of the VI itself has a tremendous impact on the Territory’s CDM efforts and emerging issues such as climate change present both opportunities and challenges. Additionally, the policies and processes that currently guide development in the Territory have been flagged as an area that needs improvement in order to fully achieve the ideals of CDM. 2.2 SPELT Analysis Within this context, the SPELT (Social, Political, Economic, Legal and Technological) analysis provided an insight into the external environment in which the DDM operates and provides its mandated services. The conduct of the SPELT was particularly important since the DDM is administratively located in the Governor’s Group but its mandate is defined by activities which are managed by the Executive Branch of Government. Table 1: Social, political, economic, legal and technological conditions impacting disaster management in the Virgin Islands Social  Diverse and transient population – new persons not exposed to hazards o Cultural differences o Language differences  Population demographics – younger population (this will influence types of media to reach this group)  Vulnerable groups – located in densely populated areas usually in Road Town (immigrants)  “Live-aboards” (on boats) have a harder time recovering after an impact (either move altogether or move into sub-standard housing)  Barges – some workers live on the barges without the proper permission  Varying levels of awareness in Sister Island communities (cultural nuances in varying communities, Anegada vs. Tortola, Virgin Gorda and Jost Van Dyke)  Local attitudes towards disaster recovery as government’s responsibility  Provision of relief and access to services post-disaster  Porous (open) borders  Inadequate treatment of gender issues in DRR Political  Governor’s powers and responsibility for national security and disaster management vs. the government’s responsibility for the administration and management of all other sectors.  Placement of DDM (under Governor’s portfolio) although DDM is a scientific agency which interfaces with other agencies outside of the Governor’s purview  Multiple reporting requirements for DDM (e.g. regional issues – Premier’s Office; issues under DM Act – Governor; HR and Admin – DGO; international/UKOT obligations – FCO)  Political short term view (4 years) – how to align programmes to this? Issue of implementation and continuity  Lack of emphasis on disaster management in Government’s legislative agenda  Different languages spoken by DM and environment players leading to break up of resource pool 2 Issues such as a high cost of living, transient migrant population and dependence on imported goods also influence the way people live, move and respond to hazard events. Economic  High cost of living  Insurance only affordable for certain levels of society  Dependence on imported goods (building supplies, food, etc)  Exposure of financial services sector  Large fiscal deficit  VI as a UKOT does not benefit from USAID or some ACP-EU funding and others Legal  Outdated legislation (Building Ordinance, Quarantine, etc.)  Weak enforcement mechanisms  Inability to ticket offences  Lengthy and onerous enforcement process  Difficulty in updating/changing legislation and introducing regulations  Ratification process via UK  Conflicts in the planning and development processes e.g. the Technical Review Committee of the MNRL and the Planning Authority Technological  Rapid changes in technology  Lack of e-government policy  Lack of cohesion amongst stakeholders (e.g. TRC, etc.)  Lack of standards for telecom infrastructure  Difficulty in registering HAM (amateur radios) locally (currently registered in USVI)  Data sharing issues - security of data (shared amongst government agencies and the use of the data); no policies guiding data sharing/access  Inadequate/incomplete baseline  Technical capacity issues with telecom technology  Security concerns from telecom providers (access to SMS and customer databases)  Absence of a National data repository 2.3 SWOT Analysis For practical purposes, the SWOT exercise focused on the key agency responsible for coordinating CDM activities in the Territory, that is, the DDM. The analysis revealed a number of areas where the DDM was performing well – from the cross training of staff to the development of legislative and policy frameworks. These highlights informed the CDMSPF III and the DDM IP. In spite of the successes, the SWOT noted that the work of the DDM is constrained by the poor participation of the private sector and the low level of sectoral mainstreaming of DRR. These are some of the key weaknesses that the Strategy aims to address. One of the major threats facing the DDM is that it relies heavily on external funding for its programmatic work. In addition, as a UK Overseas Territory, the VI is not eligible for funding from a number of international development agencies. We will make every effort to mitigate against these threats so as not to adversely impact the rate and success of implementation of future national CDM strategies. Figure 1: SWOT Analysis of the VI DM Programme 15 In rolling out CDM, the VI through the DDM, is involved with a very wide range of stakeholders and partners. The list of CDM partners extends far beyond the local setting to include many regional and international partners as indicated in Figure 2. The list below summarises some of the views shared by key stakeholders that have shaped the CDMSPF III: 1. The DDM is recognised as a well resourced and well managed department. 2. The general public and a number of public and private sector agencies have not fully appreciated the concept of comprehensive disaster management. 3. While the general public may not be aware of the actual work of the DDM, the DDM is recognised and well regarded by the VI community. 4. The DDM understands the concept of CDM and undertakes a work programme that is well developed in disaster response but is also built around initiatives targeting disaster risk reduction. 5. The DDM has achieved its vision to be a catalyst for comprehensive disaster management in the VI. Unfortunately a number of agencies and partners of the DDM do not understand the catalytic role that the DDM plays and tend to question DDM’s role in activities which are not traditionally regarded as the domain of national disaster management organisations. 6. It is acknowledged that the DDM has undertaken several initiatives and programmes that have benefitted various sectors. However, once established, it is critical that the entity responsible for the initiative takes responsibility and ownership. This will also help to mainstream CDM. 7. Public sector agencies in the VI tend to work in silos and there is inadequate sectoral integration and coordination, both of which are requisites for CDM. 8. The DDM staff is highly trained and very committed to its work. Figure 2: Strategic Partners in CDM in the VI 9. The DDM has been able to persuade government agencies to take on responsibility for disaster management of their facilities 10. The Premier recognises the need for the Premier’s Office to be more actively involved in comprehensive disaster management. Arrangements are underway to strengthen the Ministry in order to ensure the coordination function is realised. This move will benefit focus areas such as disaster mitigation and recovery, which are the responsibility of the Premier. 11. The processes and standards for managing disaster management in the Sister Islands need to be standardised. There is also an inadequate understanding of the roles and responsibilities in disaster management among the District Officers in the Sister Islands. 12. Training that has been provided to date on various aspects of CDM has been individualised. In addition, training provided by regional organisations is not always consistent with national needs. Finally, training has been provided in an ad hoc manner; there has been no training needs assessment; neither is there a national training strategy for CDM in the VI. 13. The Virgin Islands National Disaster Organisation also makes use of its extensive zonal committee system to organise its volunteers. a. ZONES & ZONAL COMMITTEES - The BVI Territories have been divided into ten (10) Zones for the efficient and effective management of their various communities. Each Zone is managed by a designated Zone Coordinator and ran by a Zonal Committee. The Coordinator and his Committee is responsible for the management of all emergency activities at the Zonal level, with the overall goal of evaluating community resources and organizing response before the need to use them arises. Each Zone is mandated to work closely with the National Disaster Management Council (NDMC) and should ideally assume roles and functions in all areas of disaster preparedness and response. Activities should not be restricted to hurricane preparedness alone; they should also develop procedures for other disaster situations or emergency conditions that may affect the country or their particular Zone. The objective of establishing Zones and Zonal Committees is to help reduce or minimize the loss of life and property in the Zone from the impact of natural or other hazards. b. COMMUNITY EMERGENCY RESPONSE TEAM (CERT) - It has been proven time and again that emergency services will take some time to respond to the immediate needs of a community affected by an emergency or disaster caused by a hazard event, especially if there is no warning, as in the case of an earthquake for example. As a result, people would generally have to rely on each other for help in order to meet their immediate lifesaving and life-sustaining needs. CERT Volunteers in the zones are trained in basic emergency response and live saving actions such as basic and light search and rescue, for providing immediate assistance post impact. 17 Where we want to be 3 Our Vision A SMART Foot Print: Working towards resilience and safeguarding lives, livelihoods and the sustainable development of the Virgins Islands. 3.1 Our Vision A SMART Foot Print: Working towards resilience and safeguarding lives, livelihoods and the sustainable development of the Virgins Islands. The context for the Vision is derived from:  An increase in the number and seriousness of natural hazards resulting in disasters;  Emerging scientific evidence showing that climate change and climate variability are already impacting the magnitude and frequency of many climate-related hazards in the VI, Caribbean and globally;  There is now a better understanding that disasters have a significant impact on the economic and social development of the VI, affecting vulnerable groups the most;  There is evidence that the financial cost of disasters have increased significantly;  The vulnerability of the VI economy as a result of its dependence on financial services and tourism has clearly shown the need to diversify the economy and strengthen attempts at food security;  Implementing the CDMSPF II (2009-2013) allowed for a better understanding of the linkages between environmental sustainability, CDM and climate change. It has also brought about the realisation that the continuing degradation of natural ecosystems results in increasing vulnerability to natural disasters (especially for the poor) and a decreasing capacity to adapt to climate change;  Greater awareness of the scientific evidence of natural hazard risks posed to the BVI; and  Greater accountability and allocation of pooled resources required by the financial climate. Thus, achieving this Vision will require:  Mitigating the impact of natural and man-made hazards and the impact of climate change and climate variability, all of which have the potential to adversely affect the lives and livelihoods of communities.  Engagement of all communities in determining their vulnerabilities and risks and identifying solutions to mitigate these risks.  Engagement of all major sectors and an alignment between their activities and that of the private sector and communities in order to build resilience to natural hazards and to adapt to climate change and climate variability.  Better understanding among Virgin Islanders of the notion of community resilience along with a greater desire and urgency to take individual action.  Better understanding and resolve among the various public sector agencies and businesses of their role in building resilience and supporting preparedness in the Virgin Islands. 3.2 Our Mission To protect lives and maintain a resilient, sustainable economy and society by fostering comprehensive disaster management and climate change adaptation as a way of life. 3.3 Our Values We believe that how we work towards our goals is as important as our achievements. Our values reflect what we stand for.  Ethical behaviour  Effective leadership  Commitment, team work and motivation  Excellence in service before, during and after an emergency  Timely response to emergency needs and requirements  Expertise in comprehensive disaster management and contingency management  Learning and growth for all of our partners  Effective communication on how we conduct our business  Quality service to our internal and external customers  Flexible and adaptable solutions for our vulnerable communities and individuals  Respect for individual differences  An unbiased approach especially in dealing with our vulnerable groups and communities 3.4 Our Strategy The CDMSPF III outlines how a comprehensive, all-hazards, all-agency approach including better prepared and resilient communities, will be applied in the Virgin Islands. The elements are consistent with national, regional and international best practices in comprehensive disaster management. It will be a national responsibility to be monitored, evaluated and reported upon by the NDMC and the participating sectoral agencies. An Implementation Plan derived from the CDMSPF III will be specific to the mandate of the DDM which will also be solely responsible for the execution, monitoring, evaluation and reporting of this Plan. 19 The conceptual framework for the Strategy (Figure 6) is constructed on three elements – 1. A CDM Approach – an all-disasters and all-disaster components approach 2. An enabling Environment – the suite of policies, legislation; intersectoral coordination, stakeholder participation – all of which will enable the integration of CDM into national development of the VI 3. Strategic Actions – a suite of actions resulting from eight outcomes, i.e. i. Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters ii. Enhanced integration of disaster risk reduction (DRR) into all sectors iii. Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation iv. Reduced vulnerability through enhanced community-based disaster risk reduction to mitigate and respond to hazard impacts v. Enhanced early warning systems and hazard monitoring to improve disaster risk reduction and emergency operations vi. Improved capacity through training and exercising within key sectors vii. Enhanced integration of CDM into national policies, laws, strategies and improved leadership and management of disaster management activities viii. Improved linkages between DRR, energy and climate change adaptation measures through closer collaboration with focal points in ministries of C&W and NRL and regional and international partners Figure 3: Conceptual Framework of the CDMSPF III SMART Foot Print: Working towards resilience and safeguarding life, livelihoods and the sustainable development of The Virgin Islands. A CDM Approach All Hazards and All Phases (mitigation/adaptation, preparedness, response, recovery) An Enabling Environment robust policy and legislation, intersectoral coordination, integration of CDM into national development, stakeholder participation Strategic Actions Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters Enhanced integration of disaster risk reduction (DRR) into all sectors Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation Reduced vulnerability through enhanced community-based disaster risk reduction to mitigate and respond to hazard impacts Enhanced early warning systems and hazard monitoring to improve disaster risk reduction and emergency operations Improved capacity through training and exercising within key sectors Enhanced integration of CDM into national policies, laws, strategies and improved leadership and management of disaster management activities Improved linkages between DRR, energy and climate change adaptation measures through closer collaboration with focal points in ministries of C&W and NRL and regional and international partners A SMART community uses sustained mitigation, adaptation and resilient techniques to resist, absorb, accommodate and recover from the effects of a hazard in a timely and efficient manner. Figure 4: The CDM Cycle and its Strategy Components Figure 4 above provides examples of the proposed strategic actions and their positioning in the CDM cycle. The CDMSPF III also introduces two other concepts: SAFE and GREEN. The SAFE elements are all actions that contribute to structural, non-structural and functional resilience; the GREEN elements are those actions that contribute to a small ecological and carbon footprint. The SAFE and GREEN elements cut across the entire CDM cycle and when linked to the National Healthy Communities Programme results in a SMART community. A SMART community uses sustained mitigation, adaptation and resilient techniques to resist, absorb, accommodate and recover from the effects of a hazard in a timely and efficient manner. Based on the foregoing, the GOAL of the CDMSPF III is, “Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded” The PURPOSE of the CDMSPF III then is to have, “CDM fully institutionalised and integrated into VI’s sustainable development”. It is envisaged that the achievement of this purpose will make the VI disaster resilient while also helping it to become a centre of excellence and a model for comprehensive disaster management in the Caribbean. •Post disaster impact assessments •Supply management •Shelter management •Resource mobilisation • Rehabilitation of communities & sectors •Strategic interventions •Resource mobilization •Rehabilitation of critical infrastructure •Community disaster Profiles •Shelter & warehouse management •Maintenance of critical infrastructure •Search & Rescue training •Business Continuity Plans •Plan(s) revision and testing SMART Mapping & profiling of vulnerable communities •Food security programmes •Critical infrastructure maintenance •Annual licensing and inspection MITIGATION & ADAPTATION PREPARED NESS RESPONSE RECOVERY RISK MANAGEMENT CRISIS MANAGEMENT INSTITUTIONALISING & INTEGRATING CDM 21 Strategic Approach 4.1 The VI Comprehensive Disaster Management Strategy and Programming Framework III (CDMSPF III) The process of programme design and development of the CDMSPF III was participatory and included key CDM-related stakeholders in the VI. A number of these key stakeholders are participating in the process for the first time. This process also allowed for an opportunity for the key priorities – both DDM’s and those of key stakeholders – to emerge, allowing for the “priority outcomes” for CDM in the VI to take shape. A Results-Based Management (RBM) approach 3 was followed, both in terms of participatory processes and collaborative input, and in terms of developing key results – i.e. the Outcomes and Outputs – that the CDMSPF III would aim to achieve during the 2014-2018 period. 4.2 Priority Programming Areas Identified From relevant documentation including DDM team’s initial programmatic design, activities to be rolled over from the last strategy; DDM’s design of its outcome areas for inclusion in the SEED 4 (Please refer to Annex 1); and participatory discussions with relevant stakeholders, the following were identified by the sectors as needs and areas for inclusion in the CDMSPF III. Table 2: Sector Priorities SECTORS PRIORITY AREAS INFORMATION AND COMMUNICATIONS • Disaster management fully incorporated into curricula at all levels • Sale of documents through website • Establish public information policy and media accreditation process • Specialised outreach programmes to vulnerable groups • Specialised outreach programmes for marine community and building contractors • Specialised outreach programmes for homeowners • Specialised outreach programmes for Spanish speakers • Establishment of a protocol hardware system for the Early Warning System and emergency telecommunications. • Establishment of system to utilise cellular providers for early warning and notification. • Enhancement of sirens so that they can be heard throughout the sister islands. • Implement Common Alert Protocol (CAP). • Establish MOU with the British Virgin Islands Airport Authority (BVIAA) to allow the DDM to maintain its network of stations to collect data for planning, warning and notifications and to undertake research activities. • Increase public outreach through the use of SMS text messaging, and other technology, including social media • Establishment of system to utilise cellular providers for early warning and notification 3 In RBM, Outcomes represent the results that are expected to be achieved by the end of a given programming period. The Outputs, are those shorter-term results that should be achieved prior to and in order to contribute to the achievement of the Outcomes. In this context, priority Outcomes were developed with a view to encapsulating the overarching expected results of the 5-year CDM Strategy 4 SEED refers to Social, Economic, Environment and Direction/Governance and was used to define the Government’s interim development strategy 4 SECTORS PRIORITY AREAS TRANSPORTATION AND STORAGE • Disaster Management Plans for Transport; • Develop, implement and monitor industry specific CDM programme activities • Design and implement sector specific CDM planning tools EDUCATION, HUMAN HEALTH & SOCIAL WORK • HLSCC Disaster Management programme to become fully online • National Health Sector Emergency Management Plan (HSEMP) revision and testing • Establishment of Safe and Smart Health Facilities Programme • Enhanced capacity of environmental health staff to conduct post disaster impact assessment • Establishment of Health EOC mechanism using PAHO guidelines • Establishment of Comprehensive Health Disaster Management “PR” programme/campaign • Integration of LSS (SUMA) Supply Management Software in Health Operations • Adapt and include PAHO Health EOC Guidelines in National Health Sector EM Plan • Preparation of an Implementation Plan based on the results of the Safe Hospital Index • Request PAHO support to apply Safe Hospital Index to the NEW Peebles Hospital and to undertake BAT/Green Checklist application for new Hospital • Request PAHO assistance in the application of the Small Health Facilities Index for eight clinics. Ensure that findings are considered within designs for new health clinic on Virgin Gorda – drawings are available for assessment. • MOUs to be established for Port Health Stations operations (with host department) • New Legislation on import and export of Human Remains to be finalised • New Regulations on Ships Quarantine to be finalized • New legislation for reporting special medical conditions to MOH being developed • Indoor air quality standards required to ensure that certification requirements for operators who functions in the BVI are improved and monitored • Training to assist in management of inventory and supplies • Request PAHO assistance for finalizing HDM policy and incorporating Climate Smart Policy principles • Adopt PAHO’s Green Toolkit in the design of future health facilities and utilise it for retrofitting works proposed on existing facilities • Work with departments and agencies to integrate Chronic Disease Risk Reduction Strategy in existing programmes such as DDM SMART Schools, SMART Hotels and SMART Communities • Update shelter policy. • Retrofit all shelters (public and private) with all drawings incorporated into NGIS database and evacuation plans posted at all shelters. • Adaptation of shelter in place guidelines for specific scenarios and critical facilities • Participate in IDDR Day activities on 13th October every year • Task the HDM Committee of the NDMC with monitoring, evaluating and reporting on the HDM component of the new National CDM Strateg • Facilitate a centre of excellence in Disaster Risk Reduction and Response at HLSCC. • Establish and coordinate a working group for community-based disaster risk reduction (DDM,BVI Red Cross, Department of Social Development and Office of Gender Affairs) • Identify and map vulnerable communities • Develop community-based response plans • Establish SMART Communities AGRICULTURE, FISHING, MINING & QUARRYING • Combating drought – rainwater harvesting, collection points for run-off • Hazard and disease resistant crop promotion using native cultivars • Education and sensitisation on the nexus between CDM and food security • Establishment of livestock food banks (at least three demonstration projects to be developed) • Ghut bank stabiliation using natural stabilisation techniques • Livestock tagging and licensing programme 23 • Development of Agriculture Policy and Strategic Framework • Establishment of a Pesticides & Toxic Chemicals Board ACCOMMODATION AND FOOD SERVICE ACTIVITIES • Implement a programme requiring Disaster Management Plans for all properties (including marinas) and link them to the annual licensing and inspection of properties • Implement an education and awareness programme • Include disaster management in in-service standards • Provide inspection check list; hazard profile for each property; and DM Plan template • Expand marine shelters • Develop and implement SMART Certification for three properties of varying sizes FINANCIAL AND INSURANCE ACTIVITIES • Financial Services Sector Policy framework • Registered Agents to provide evidence of business continuity plans that are tested annually – FIA • Develop guidelines for effective risk mitigation (FSC) • Conduct survey of service providers to ensure that (i) they have developed a Risk Register; and (ii) they have a Risk Mitigation Plan CONSTRUCTION • Revision of Building Regulations • Quantified risk assessments for critical buildings including critical facilities that have not been assessed previously • Community based climate change adaptation projects • Licensing of building professionals • Develop incentive programme for disaster mitigation • Complete hazard atlas datasets (flood, soil/micro-zonation, probabilistic, evacuation maps) • Complete probabilistic maps • Integration of cost-benefit analysis for infrastructural projects • Vulnerability assessments (Hazard and Human) • Climate change adaptation demonstration projects • Establish evacuation routes based on tsunami maps • Undertake activities for certification for TsunamiReady certification • Develop guidelines for integrating HVA into infrastructural construction • Adapt PAHO guidelines for non-structural mitigation in building sector • Prepare flood maps for additional coastal and inland communities PROFESSIONAL, ADMINISTRATION AND SUPPORT SERVICES • DANA Database established • Develop and implement a policy and action plan for integrating renewable energy with climate change and disaster risk reduction. • Establish and maintain a repository on data on climate change, DRR and renewable energy. PUBLIC ADMINISTRATION AND DEFENCE • Disaster Management Plans for Debris Management; Marine and Aviation Search and Rescue; and Hazmat • Preparation of community hazard profiles for all islands • Establishment of CERT Teams on sister islands • Adaption of PAHO guidelines for establishing SAFE Communities and establishment of SAFE communities on a pilot basis • Training competency standards established for responders and key DM players. • Training in Hazmat response and medical field triage. • Coordinate simulation exercise at the national level & BVIAA • Provide capacity building for external agencies, volunteers and emergency responders through training activities. The PURPOSE of the CDMSPF III is to have, ‘CDM fully institutionalised and integrated into VI’s sustainable development’. It is envisaged that the achievement of this purpose will make the VI disaster resilient while also helping it to become a centre of excellence and a model for comprehensive disaster management in the Caribbean. • Coordinate training for fire safety programme. • Maintain and upkeep national resource inventory. • Maintain and upkeep DDM’s training database. • Development of Standard Operation Procedures (SOPs) for all sister islands. • Training in specialised search and rescue. • Restructure DDM so that the programme areas are aligned with CDMSPF III and the Implementation Plan. • Facilitate reform of the NDMC. • Mobilise resources for implementation of the CDMSPF III and the Implementation Plan. • Establishment of Liaison Officers in all Ministries, departments and critical private sector agencies • Revise the CDM Policy to synchronise with the CDMSPF III. • Coordinate the construction of a new NEOC facility. • Lobby for the promulgation of 2011 Disaster Management Bill. • Facilitate the implementation of National Disaster Recovery Framework. MANUFACTURING • Develop, implement and monitor industry specific CDM programme activities • Design and implement sector specific CDM planning tools UTILITIES • Develop, implement and monitor industry specific CDM programme activities • Design and implement sector specific CDM planning tools WHOLESALE RETAIL TRADE • Develop, implement and monitor industry specific CDM programme activities • Design and implement sector specific CDM planning tools In addition to the stated needs by the DDM team and other partners, other criteria used to determine the priority areas included: i. On-going disaster preparedness, mitigation, relief, response, and recovery needs and priorities that are critical in CDM programming; ii. Activities that had not been addressed in previous strategies iii. Lessons learned from the implementation of previous strategies; iv. Linkages with the regional CDM programming context (i.e. the regional CDM Framework); and, v. Feasibility of achieving the outcomes within the given financial and human resources 4.3 CDMSPF III Programming Outcomes and Outputs The strategic Outcomes for the CDMSPF III are to be achieved through a variety of Outputs related to each Outcome; these are depicted in the Programming Framework in Figure 5. 25 Figure 5: Virgin Islands Comprehensive Disaster Management Strategic Programming Framework III 4.4 Time Frame for implementation of the CDMSPF II and Intended Results Outputs The outputs will be delivered by a number of agencies, each of which will be expected to incorporate the outputs and activities in their annual work programmes and budgets. Nevertheless, to assist the NDMC in monitoring the implementation of these activities, an Indicative Time Frame and Expected Results table that is provided. This, together with the Performance Monitoring Instrument will ensure that the CDMSPF III is regularly reviewed and updated to ensure that CDM is integrated into the sustainable development of the VI. Table 3 below provides the time frame and expected results for each of the outcomes and activities. This timetable is flexible and will be reviewed regularly to ensure that the timelines and stated outputs can still be achieved against changing circumstances; if they cannot, the outputs, timelines and milestones will be amended accordingly. Table 3: Logical Framework inclusive of Time Frame and Intended Results of the CDMSPF III Outcome 1 Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS On- going Infuse CDM into school curriculum Young persons of school going age in the VI become the catalytic potential for CDM in the territory CDM infused into school curriculum for primary and lower secondary grades by 2019 Establish standards for CDM in education sector and undertake awareness and sensitisation campaign of standards A set of minimum actions that the education sector and schools need to consider to be SMART The Education Sector is sensitized to the benefits of being SMART by 2018 Develop and implement Comprehensive Health Disaster Management campaign The Health sector’s disaster risk reduction and management system is strengthened thereby ensuring reduced mortality and morbidity due to disasters Comprehensive Health Disaster Management Campaign Implemented by 2016 Implement Comprehensive Tourism Disaster Management Campaign Tourism plants and facilities adapt planning and management practices to effectively manage natural and man-made disasters. Comprehensive Disaster Management Campaign for Tourism Sector is rolled out in 2014 Develop and implement specialised outreach programmes for vulnerable groups, homeowners, marine community, building contractors, Spanish speakers and Filipinos The resilience of various groups in VI to cope with potential disasters is strengthened and they participate willingly in all CDM programmes At least four specialised outreach programmes are implemented by 2019 Implement an education and sensitisation programme on the nexus between CDM and food security The farming population, civil society and appropriate Government agencies and policy makers become aware of the need to increase focus on food security as a coping mechanism against all disasters locally, regionally and internationally. An joint awareness campaign between the Department of Agriculture and the DDM is designed and rolled out by end 2014 Prepare and implement a marketing plan for DDM Public Awareness programme The DDM Public Awareness programme is a funding stream for the DDM A marketing plan for DDM’s public awareness is formulated and implemented by mid-2014 Establish School Disaster Management Committees Each school establishes a Disaster Management Committee develops, adapts, implements, and updates At least 75% of schools in the VI have disaster management committees inclusive of parents by 2017 and all 27 Outcome 1 Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS (inclusive of parents). the school disaster management plan. The Committee is empowered by and maintains formal links between the school and the DDM. schools have disaster management committees by 2019. Expand “SAFE” Schools Initiative into other schools, The extent of damage to a school during and after a disaster event is reduced and the number of SAFE schools increased. AT least 60% of the schools in the VI are SAFE by 2019 Years 1-3 Facilitate the development of a Public Information Policy on CDM Clear, consistent and actionable information about potential and impending disaster situations is available in a timely fashion Develop a Public Information Policy on CDM by end 2014 Facilitate development and implementation of a Media accreditation and training programme Clear, consistent and actionable information about potential and impending disaster situations Develop and implement Media accreditation and training programme by end 2015 Develop checklist for reviewing that school disaster management plans are tested and reported as part of their annual certification programme. The Education Department can ensure that schools are prepared for hazard events. A checklist for reviewing that school disaster management plans are tested and reported as part of their annual certification programme is developed and implemented by end 2014. Develop and incorporate DM principles in standards for day care centres. Day care centres are able to respond, to a large extent, to any hazard event. i. DM principles and standards for day care centres are developed by end 2014 II. At least 60% of day care centres are compliant with standards by 2019 Outcome 2 Enhanced integration of disaster risk reduction (DRR) into all sectors TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS On Going Establish DDM Liaison Officers in Government agencies and key private sector agencies. Closer collaboration between DDM and various government and key private sector agencies thereby assisting in the integration of CDM. Establish DDM Liaison Officers in at least 50% government agencies and key private sector agencies by 2015 and all agencies by 2019 National Health Sector Emergency Management Plan (HSEMP) revised and tested. The health sector is provided with guidance and strategic direction on its approach to planning for and responding to health emergencies in the VI; and provides other organisations and government agencies with contextual information on emergency management in the health sector and the structure used in response to an emergency. The National Health Sector Emergency Management Plan (HSEMP) revised and tested by 2016 Develop disaster management plans for all tourism facilities and The tourism industry in VI achieves a sustainable, high level of preparedness for potential major i. All tourism facilities have disaster management plans which are tested annually by 2015 The GOAL of the CDMSPF III is, “Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded” Outcome 2 Enhanced integration of disaster risk reduction (DRR) into all sectors TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS establish a programme for linking plans to annual licensing and inspection. natural and man-made disasters. ii. Programme linking disaster management plans to annual licensing of tourism properties kick in 2016 Develop and implement disaster management standards for inclusion in in service standards for tourism establishments. Measures to address disasters are institutionalised in the products and services within the tourism industry, thereby raising the quality of the tourism product and service. Disaster management standards for inclusion into in-service standards for tourism establishments developed and implemented by 2017. Years 1 to 3 Develop disaster management plans for the transport sector. The various transportation subsectors have, in a concise and convenient form, a list of major executive actions involved in responding to natural disasters and necessary measures for preparedness, response and relief required; and all concerned know the precise measures required of them at each stage of the process to ensure that all actions are closely and continuously coordinated. Disaster management plans are developed for at least two sub sectors every year. Develop disaster management plan for debris management. The appropriate agencies have a plan that facilitates and coordinates the collection, removal, and disposal of debris following a disaster. A disaster Management Plan for debris management is developed and implemented in 2014. Develop a management plan for marine and land search and rescue. The agencies involved in marine and aviation SAR will have a plan that details the coordination arrangements for the provision of physical assistance in the event of a disaster or emergency. . i. Develop a land based and marine based SAR Plan by 2016 ii. At least 15 persons trained in marine and land SAR by 2019 Develop a hazardous material management plan. Multi-agency response preparedness for the management of incidents involving chemical/hazardous materials is maximised. Develop a hazardous material management plan by 2016 Develop a programme for establishing SMART Health Facilities. The VI has climate smart and disaster resilient health care facilities which link their structural and operational safety with green interventions, at a reasonable cost to-benefit ratio. i. Develop a programme for establishing SMART Health Faculties by 2015 ii. Establish at least 2 SMART Health facilities in the public sector by 2019 Develop natural hazard profiles for each tourism facility in the Territory. Participating tourism facilities become knowledgeable of the hazards that could affect their properties and take the necessary mitigation actions to disaster proof their facilities. # of tourism facilities with disaster plans Develop toolkit for SMART Certification and certify tourism facilities of varying sizes. The PAHO toolkit is reviewed and adapted, and applied to tourism facilities participating in the certification programme. i. Adapt SMART Tool kit for tourism facilities by 2017 ii. Establish at least 2 SMART Tourism facilities by 2019 Develop CDM Policy for the financial services sector. The Financial Services Sector is governed by a Disaster Management Policy that outlines the fundamental and processes for risk assessment and disaster recovery planning. The Financial Services Disaster Management Policy is developed and approved by Cabinet by 2016 The GOAL of the CDMSPF III is, “Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded” 29 Outcome 2 Enhanced integration of disaster risk reduction (DRR) into all sectors TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS Develop template for business continuity plans for Registered Agents Each Registered Agent has a corporate disaster recovery plan which is tested annually and which address the ability to recover from various situations including, but not limited to, unplanned evacuations, power outages, fire, severe weather, intentional acts, and facilities failures that may cause interruptions to their business. i. Develop template for business continuity plans for registered agents by 2015 Develop Programme for Registered Agents to provide evidence of business continuity plans that are tested annually The FIA is assured that all registered agents have up to date plans that provide clear guidelines for disaster preparedness and response. At least 75% of all registered agents have corporate disaster recovery plans which are tested annually Develop guidelines for effective risk management in the financial services sector. The VI has an effective risk management framework that can be used by the authorities to ensure that the sector is disaster proofed and in compliance with international standards and global best practices in corporate governance. Risk management guidelines for the financial services sector by 2014, and Implement risk management programme for financial services sector by 2015. Conduct survey of service providers in financial services sector to determine the existence of a risk register. The VI authorities are informed of each financial services operation’s portfolio of risks, including risks form natural and man-made disasters, and the steps to be taken to mitigate these risks. i. Conduct survey of service providers in financial services sector 2014 ii. Develop template for preparation of risk register by 2015 iii. At least 80% of sector has risk register in place Application of the Small Health Facilities Index for eight clinics and the new Peebles Hospital. Eight clinics in the BVI are evaluated according to the PAHO Small Health Facilities Index to identify the most important structural, non-structural and functional vulnerabilities and the interventions needed to increase the facility’s safety are addressed and individual implementation plans are designed. Eight clinics in the BVI are evaluated according to the PAHO Small Health Facilities Index so that the the most important structural, non-structural, and functional vulnerabilities are identified and interventions needed to increase a facility’s safety are addressed and an implementation plan is designed Finalise HDM Policy incorporating Climate Smart Policy principles. A national HDM Policy based on the existing draft is finalised incorporating appropriate linkages with the Climate Smart Policy and the national level HDM and Disaster Management Policies and Programmes A national HDM Policy based on the existing draft is finalised incorporating appropriate linkages with the Climate Smart Policy and the national level HDM and Disaster Management Policies and Programmes by end of 2015 Develop/finalise supporting legislation and strategies to support HDM Policy: i. Port Health Operations ii. Import and export of Human Remains iii. Ships Quarantine iv. Reporting special medical conditions to MOH v. Indoor Air Quality standards i. Code of practice covering safety precautions and recommendations for the better prevention of accidents, incidents, serious harm and for the well-being of employees and all other persons engaged in, or in the vicinity of, port operations is in place. ii. Legislation and regulations which outline the conditions under i. Code of practice covering safety precautions and recommendations for the better prevention of accidents, incidents, serious harm and harm, and for the wellbeing of employees and all other persons engaged in, or in the vicinity of, port operations is in place. ii. Legislation and regulations which outline the conditions under which cadavers, other human remains, organs and tissues may be imported The GOAL of the CDMSPF III is, “Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded” Outcome 2 Enhanced integration of disaster risk reduction (DRR) into all sectors TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS which cadavers, other human remains, organs and tissues may be imported into or exported from the VI are in place and operational. iii. Regulations are in place and operational for strengthening the administration of the entry and exit inspection and quarantine on ships of international sails to facilitate their entry into and exit from the ports of the VI. iv. Legislation is in place to inform parties involved in notifiable disease reporting. v. Existing guidelines for the protection of public health from risks due to a number of chemicals commonly present in indoor air are improved and integrated into the certification requirements for operators who function in the VI. into or exported from the VI are in place and operational. iii. Regulations are in place and operational for strengthening the administration of the entry and exit inspection and quarantine on ships of international sails to facilitate their entry in and exit from the ports of the VI iv. Legislation is in place to inform parties involved in notifiable disease reporting v. Existing guidelines for the protection of public health from risks due to a number of chemicals commonly present in indoor air are improved and integrated into the certification requirements for operators who function in the VI Develop and implement M&E framework for HDM Policy. The NDMC receives regular M&E Reports from the HDM Committee The HDM Committee of the NDMC prepares and issues annual reports to the NDMC Adapt PAHO Green Toolkit in the designs of future health facilities and utilise it for retrofitting works proposed on existing facilities. Health care facilities in the VI are climate smart and disaster resilient At least three health care facilities are certified as SMART Establish Health EOC using PAHO guidelines. The health sector in the VI has a centralised location for coordination and control of health-related emergency response activities. Establish Health EOC using PAHO guidelines by 2015. Year 3+ Develop and implement inspection checklist for tourism facilities The BVI Tourist Board is assured that all tourism facilities and services have up to date plans for disaster preparedness and response. Develop checklist by end 2016 Outcome 3 Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS On Going Conduct vulnerability assessments (human and hazards). The VI makes risk-based choices to address vulnerabilities, mitigate hazards and prepare for response to and recovery from hazard events. Conduct at least two vulnerability assessments (human and hazards) per year for the life of the CDMSPF II Establish demonstration plots Livestock feed is readily available Establish at least 4 demonstration plots The GOAL of the CDMSPF III is, “Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded” 31 Outcome 3 Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS for livestock banks. and contributes to increased livestock production. for livestock banks by 2017 Complete hazard atlas datasets (flood, soil/micro zonation, probabilistic, evacuation maps) An atlas of hazard data and maps designed to meet the information needs of disaster managers and other public and private sector agencies and civil society is readily available percentage of completed hazard maps/models for selected hazards Years 1 to 2 Establish demonstration sites for ghut bank stabilisation using natural stabilisation techniques. Decrease in loss of land and top soil in farm holdings caused by flash floods and other natural hazard events Establish two demonstration sites per year for ghut bank stabilisation using natural stabilisation techniques Livestock tagging and licensing programme established. Loss of livestock from praedial larceny and natural disaster is minimized I. Establish Livestock tagging and licensing programme by 2014 II. Implement programme by 2015 III. At least 90% of all livestock on VI are tagged Establish Pesticides and Toxic Chemicals Board Establishment of an appropriate institutional arrangement to regulate the importation, exportation, transportation, storage, sale, use, and disposal of pesticides and toxic chemicals. i. Interim Pesticides and Toxic Chemicals Board established by 2016 ii. Pesticide and Toxic Chemical legislation drafter by 2018 iii. III. Pesticides and Toxic Chemicals Board established by end 2019 Revise building regulations. Public health, safety and general welfare, as they relate to the construction and occupancy of buildings and structures, are protected. Revise/update building regulations and building code by end 2014 Establish programme for the licensing of building professionals. Property owners in the VI will have increased confidence in the competence of practitioners constructing buildings and performing important work on their homes and other buildings Implement programme for licensing of building professionals by 2015 Conduct quantified risk assessment for critical buildings including critical facilities that have not been assessed previously. Disaster managers and other agencies have access to a complete, current, and accurate assessment of vulnerabilities and preparedness of critical facilities; and use the information to devise plans to minimise the risks by protecting them in an emergency. i. Conduct quantified risk assessment for at least 5 critical buildings, including critical facilities that have not been assessed previously, per year. ii. All critical facilities have been assessed by 2019 Develop guidelines for integrating HVAs into infrastructural construction. The extent of damage to VI’s infrastructure, as a result of hazard events, is reduced thereby containing the cost of recovery. i. Develop guidelines for integrating HVA in infrastructural construction by 2014 ii. Roll out programme by 2015 iii. By 2019 at least 50% of all new infrastructural construction has integrated HVA in design and operations Adapt PAHO guidelines for non- structural mitigation in building sector. The construction industry in the VI will have access to variety of instruments, and guidelines for the construction or retrofitting of buildings to ensure that they are disaster resilient. i. PAHO guidelines are adapted for use in non- structural mitigation in building sector by 2014 ii. Guidelines are rolled out by 2015 iii. By 2019 at least 50% of all new and retrofitted building have incorporated adapted PAHO guidelines Establish DANA database. The DANA database will help to The DANA database is in place by end of Outcome 3 Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATORS identify severity and extent of negative impacts of disasters on human life, economy and environment in the disaster prone areas; thereby proposing options for rehabilitation and recovery. 2016 Establish incentive programme for disaster mitigation. The programme based on tax credits will encourage homeowners and owners of other buildings to purchase disaster resistant material and use disaster proof structural and non-structural measures in their buildings. i. An incentive programme of disaster risk reduction is developed by 2016 ii. The incentive programme is rolled out in 2017 Year 3+ Conduct vulnerability and risk assessment of selected technological hazards. VI has access to information on the probability and magnitude and severity (economic, social and environmental) of potential impacts of selected technological hazards. Vulnerability and risk assessment of at least 3 technological hazards are completed by 2017 Integrate cost benefit analyses for infrastructural projects. Persons in the construction industry are sensitised and trained in a cost benefit framework that will detail the various costs and benefit streams to ascertain the feasibility of such a venture. I. Adapt PAHO cost benefit tool kit for the construction industry II. Provide training to at least 50% of persons in construction industry by 2017 Establish and maintain a repository for data on climate change, DRR and renewable energy. The VI has a repository of information to assist in developing a coherent response to the creation of synergies between the three thematic areas. Presence of National Data Repository Programme Outcome 4 Reduced vulnerability through enhanced community-based DRR to mitigate and respond to hazard impacts TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATOR Years 1 to 2 Update VI Shelter policy. The VI will have a framework for national arrangements to manage emergency shelter needs arising from the impact of the hazards that threaten its citizenry and to expedite the rehabilitation of citizens who are displaced by these hazard events. VI Shelter policy is updated by 2014 Retrofit all shelters [(public and private) in the Territory with all drawings incorporated into NGIS database and evacuation plans posted at all shelters. All emergency shelters in the VI are retrofitted to international health and safety standards. i. By 2017 at least 75% of shelters [(public and private) in the entire country have been retrofitted with all drawings incorporated into NGIS database and evacuation plans posted at all shelters ii. 25% more retrofitted by 2019 Adopt shelter in place guidelines for specific scenarios and critical facilities. Clearly articulated, simple and multi-lingual instructions are available on how to take immediate shelter, as a short term remedy, for specific disaster scenarios and for critical facilities. Develop shelter in place guidelines for specific scenarios and critical facilities by 2016. Develop and implement SOPs for all sister islands. Procedures for all aspects of disaster management are standardised throughout all the i. SOPS are developed by 2014 ii. All relevant officers from Sister Islands trained in use of SOP by 33 Outcome 4 Reduced vulnerability through enhanced community-based DRR to mitigate and respond to hazard impacts TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATOR sister islands. 2015 Establish Gender Sensitive Working Group for CBDRR. An inter-agency, inter-sectoral working group provides the leadership for promoting community-based disaster risk reduction activities. Working Group for CBDRR, terms of reference established by mid-2014 Identify map and profile vulnerable groups. A database is available of the spatial distribution, characteristics and risk profile of vulnerable groups in the VI. AT least 2 vulnerable groups are identified, mapped and profiled every year. Adapt PAHO Guidelines for establishing SMART communities. The PAHO guidelines for SMART Health facilities are modified and adapted for communities that practice sustained mitigation, adaptation and resilient techniques. Adapt PAHO Guidelines for establishing SMART communities by 2016 Pilot SMART communities. A number of communities that practice sustained mitigation, adaptation and resilient techniques are established. Establish at least two SMART communities by 2019 Implement Community based climate change projects. Assistance is provided to communities to access the soon to be established Climate Fund to undertake adaptation activities. i. Assist community groups design and implement climate change adaptation projects ii. At least 5 adaptation projects have been implemented by 2019 Establish CERT Teams in sister islands. Community Emergency Response Teams (CERT) are established in the four sister islands to give critical support to first responders, provide immediate assistance to victims, and organise spontaneous volunteers at a disaster site. Establish CERT Teams in sister islands by 2016 Integrate LSS (SUMA) Supply Management Software into Health Operations. The health care system in the VI will be able to track items from the moment donors commit to sending supplies until they are distributed effectively to the affected population. Integrate LSS (SUMA) Supply Management Software into Health Operations by 2015. Outcome 5 Enhanced early warning systems and hazard monitoring to improve DRR and emergency operations TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATOR On Going Establish a protocol for hardware system for the Early Warning System and Emergency Telecommunications. VI has a common protocol in place for integrating the communication of messages between a variety of communication technologies and communications during emergencies are optimised. i. A protocol for hardware system for the Early Warning System and Emergency Telecommunications is established in 2014. ii. The protocol is implemented in 2015 Years 1 to 3 Implement Common Alert Protocol (CAP). The CAP will guarantee VI consistency of warning messages and compatibility with all types of information systems and public alerting systems, including broadcast (radio and television), as well as public and private data A Common Alert Protocol (CAP) is implemented by 2015 Outcome 5 Enhanced early warning systems and hazard monitoring to improve DRR and emergency operations TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATOR networks, with multi-lingual warning systems and emerging technologies. Establish system to utilise cellular providers for early warning notification. Third party sources deliver SMS weather alerts and early notifications. i. A System to utilise cellular providers for early warning notification is designed together with providers by 2015 ii. The system is in place and operational by 2016 iii. By 2019 selected early warning notifications are also disseminated by SMS messaging Establish MOU with BVIAA. A Memorandum of Understanding defines the working relationship between the DDM and the BVIAA in preparing for and responding to certain aviation disaster scenarios. i. MOU with BVIAA is established in 2014 ii. MOU is reviewed every two years to ensure currency of terms and conditions Enhance sirens in sister islands. The sirens in the sister islands are repaired and improved so that the warnings are heard throughout each of the islands and almost, if not all of the population in each island hears the alerts. i. Repair all Sirens in Sister Islands by 2016 ii. All sirens throughout the territory are fully operational and cover the entire population Establish amateur radio and weather links on DDM website. Through the DDM website, the local population and the regional and international communities will be able to obtain the coordinates of local amateur radio operators for emergency communication. Access to weather information will help the population prepare for a disaster event. i. Amateur radio and weather links on are uploaded on DDM website as of 2014 ii. The links are checked every six months Outcome 6 Strengthened NDO capacity through training and exercising within key sectors TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATOR On Going Coordinate simulation exercises at the national level & with the BVIAA. i. National Simulation Exercise to specifically test the EOC mechanism for efficiency and readiness response in collaboration with emergency first responders are coordinated annually. # of national level exercises conducted utilising Simulation Exercise Grading Tool Coordinate simulation exercises at the national level & with the BVIAA. ii. The simulation grading tool to assess the level of readiness of the BVIAA response mechanism as well as the Territory’s Emergency First Responders is implemented annually. Biennial exercised conducted with BVIAA utilising Simulation Exercise Grading Tool Provide capacity building for external agencies, volunteers and Emergency Responders through training activities. In collaboration with ECO training in VHF Radio Communication is provided annually. Capacity building initiatives for external agencies, volunteers and Emergency Responders provided through training activities. Provide capacity building for external agencies, volunteers and Emergency Responders through training activities. Provide training in hazard inspection, as required. Hazard inspector Training provided to a specific Government Agencies 35 Coordinate training for fire safety programme. Training in fire suppression is provided as required in collaboration with the VIF&RS. # of training sessions coordinated. Maintain and upkeep National Resource Inventory. The DDM is equipped with information on the resource requirements of Government agencies to enable rapid assistance during and after an emergency. Quarterly updates of the NRI maintained. Maintain and upkeep DDM’s training database. The database is kept up to date and training needs assessments are conducted as required. Monthly updates to the DDM’s training database maintained. Provide training in HAZMAT response and medical field triage. VI has a team of persons who are trained and available to handle transportation accidents, chemical spills and the release of hazardous materials; and can provide basic fire suppression and emergency medical first responder services as needed. Training is provided in HAZMAT response and medical field triage Years 1 - 2 National training needs assessment for CDM undertaken There is a well-coordinated approach to training in CDM; gaps in knowledge are identified and training provided to fill the gaps and to increase competencies in a large range of CDM issues. Undertake national training needs assessment for CDM by mid-2015 Train environmental health staff to conduct post disaster impact assessment THE VI has a cadre of trained persons who can evaluate the impact of a disaster on the burden of disease, the impact on the health infrastructure and its functionality for service delivery of health programmes, and the impact on health system’s functions. Environmental Health staff are trained to conduct post disaster impact assessments by mid-2015 Establish competency standards for training responders and key DM players. The DDM and other training providers will have access to standards that constitute the minimum national knowledge and skill competencies necessary for the VI’s first responders. i. Competency standards for training responders and key DM players are established by 2015 ii. Training is provided on competency standards to persons from throughout the OECS on an annual basis by HLSCC iii. At least 20 persons from the OECS trained in the competency standards by 2019 Provide specialised training in Search and Rescue. The VI becomes a centre of excellence in SAR and is able to provide training to other jurisdictions in the Caribbean. Provide specialised training in Search and Rescue Outcome 7 Enhanced integration of CDM into policies, laws, strategies and improve leadership and management of disaster management activities TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATOR On Going Mobilise resources for CDMSPF II Implementation Plan. The implementation of the CDMSPF II is not compromised because of the lack of resources. i. A resource mobilisation plan is prepared by 2014 ii. At least 50% of the Resources for CDMSPF II implementation are mobilised by 2016 and a remaining 25% by 2018. Years 1 to Reform the NDMC. The NDMC provides strategic The NDMC and its various Standing Outcome 8 Improved linkages between DRR, energy & CCA measured through closer collaboration with focal points in Ministries of C&W and NRL & regional and international partners TIME FRAME PRIORITY ACTIONS INTENDED RESULTS PERFORMANCE INDICATOR On going Develop a Policy and Action Plan for integrating renewable energy with climate change and disaster risk reduction. A mechanism exists in the VI for ensuring that the nexus between climate change, disaster risk reduction and renewable energy are integrated into development planning There is close collaboration between C&W, NRL and the DDM A policy and action plan for integrating CC, DRR and renewable energy is approved by Cabinet by end 2014 C&W, NRL and DDM begin to work closely through integrated programming by end 2014 Develop and implement programme for combating drought – rainwater harvesting, collection points for run-off. Food security is ensured through year round cultivation. Develop and implement programme for combating drought – rainwater harvesting, collection points for run-off by end 2014 Years 1 - 5 Implement Action Plan. The VI has a coherent response to the creation of synergies between climate change, DRR and renewable energy. At least 40% of the Action Plan is completed by end 2018 Years 3+ Conduct farm level field trials on disease resistant crops using native cultivars Farmers are introduced to native disease resistant cultivars to increase food crop production and contribute to the Territory’s food security. i. Conduct farm level field trials on at least three disease resistant crops using native cultivars by 2017 ii. ii. Disease resistant crops are introduced to at least 30% of farms by 2019 3 leadership for CDM in the VI and facilitates the implementation of the CDMSPF III. Committees are reformed within 3 months of the approval of the CDMSPF II by Cabinet. Update CDM Policy. The revised CDM Policy is aligned with the CDMSPF III. CDM Policy which is aligned to the CDMSPF II is updated by end 2014 Coordinate and facilitate construction of a new EOC. A new EOC is constructed during the life of the CDMSPF III. A new EOC is constructed by 2016 Disaster Management Bill (2011) Promulgated. The Revised Disaster Management Act provides the necessary enabling framework for the CDMSPF II The Disaster Management Bill (2011) is passed in Parliament by 2015 National Disaster Recovery Framework (NDRF) facilitated The NDRF provides a guide to promote effective recovery and provides for disaster recovery managers in the VI to operate in a coordinated and collaborative manner. The National Disaster Recovery Framework is prepared by 2015 Facilitate HLSCC becoming a Centre of Excellence in CDM. HLSCC is a centre of excellence for CDM in the OECS. HLSCC becomes a centre of excellence for certain aspects of CDM by 2019 37 4.5 Our Inter-sectoral and Inter-agency outcomes Each of the outcomes has been designed to ensure that all components of the CDM cycle as well as the ongoing work in the VI in disaster risk reduction are reflected in the CDMSPF III. In addition, the CDMSPF III includes aspects of the DDM’s work programme that have been rolled over from the previous CDMSPF, and gaps and key lessons that have been learned from previous disaster responses or from other countries in the region. The outcomes are governed by a number of cross-cutting issues, specifically, gender, and climate change and climate variability. The management of hazard impacts cannot be adequately mitigated or managed without our understanding and acting on the basis of how these risks play out on the ground among men and women. As women and men have different socially prescribed roles and therefore to a large extent, engage in different types of activities, and occupy different spaces, the exposure to risk and its impact on women and men cannot be considered or treated in the same manner. The CMDSPFIII, therefore, acknowledges, that in the search for solutions, the various coping strategies that men and women undertake at the local level requires recognizing and mobilising the talents and capacities of all, and moving beyond stereotypes. The DDM will be especially vigilant in ensuring that gender is taken into account in the implementation of CDM strategies to achieve the best outcomes possible. The major factors influencing disaster risks are human and social vulnerability, combined with the overall capacity to respond to or reduce the impact of natural hazards. Poverty is therefore a major factor contributing to disaster risk, by increasing vulnerability to disasters and reducing existing coping capacities. The will ensure that the agencies involved in implementing the CDMSPF III will be vigilant in ensuring that activities undertaken with vulnerable groups will be carefully managed enabling quick recovery from a disaster event and protection of their livelihoods. As will be discussed later in this strategy, CDM and the VI’s climate change adaptation (CCA) counter–measures possess many similarities, generating momentum to consider integrating the two into climate risk management. Governance is the umbrella under which CDM takes place. The existence of public awareness, political will and sufficient capacity are key underlying principles in all the sectors participating in the CDMSPF III. The outputs for each of the outcomes reflect the increasing role and responsibility of public sector agencies in integrating CDM into their own work programmes: The CDMSPF III includes very specific activities that the public sector agencies in the Health, Education, Agriculture, Social Development, Gender and Financial Services sectors have themselves identified as activities that they will undertake over the next five years to build the VI’s resilience to and reduce vulnerability of the entire range of natural and man-made hazards. Activities have also been identified by the BVI Red Cross, an important partner in community-based disaster risk reduction in the Territory. If the CDMSPF III is to be successful the NDMC, its members, the DDM and all the stakeholders must support its implementation. The NDMC reformed is necessary to provide more strategic leadership to CDM in the VI and to enable various committees to be more proactive and can contribute to the implementation and monitoring and evaluation of the various outcomes of the CDMSPF III. The membership of the NDMC also needs review to ensure that the agencies implementing components of the CDMSPF II are represented. The NDMC now meets only once a year. For the implementation of the CDMSPF III to be successful, the NDMC committees meet more quarterly to receive reports and to provide guidance on the status of implementation of the CDMSPF III, to explore financial sources and ensure that all partners remain on board. In addition to the need for appropriate institutional arrangements, the successful implementation of the CDMSPF III also hinges on a number of other factors which are outlined below. i. All partners in the CDMSPF III recognise the importance of CDM to the VI and agree to play their individual roles. ii. All partners in the CDMSPF III are aware of their roles and responsibilities which will be maintained despite staff changes in the respective agencies. iii. All partners incorporate the appropriate activities identified for them in the strategy into their agency’s work programme and annual budget; and undertake annual monitoring of these activities. iv. The cost of implementing the CDMPSF III is shared appropriately between the partners. v. All partners agree to allow the DDM to play a facilitating and catalytic role in the implementation of the CDMSPFIII but recognise that this catalytic role is short term and that the appropriate partners need to take over the actions to maintain sustainability. The CDMSPF III will adopt various approaches (public awareness and sensitisation, capacity building and training, hazard assessments and vulnerability analyses, early warning systems and communications technologies, etc.) to ensure that CDM is a national priority with strong involvement of all stakeholders, partners and the government. Disaster management will no longer remain an optional discretionary initiative, pursued on an ad hoc basis. Rather, it will become a collective mandatory responsibility. The 2011 Disaster Management Act and its accompanying regulations, when passed, will provide the legal framework that will create the enabling environment and empower the institutional structures and agencies to create the VI’s SMART Footprint. 4.6 How the CDMSPF III relates to other Strategies 4.6.1 Virgin Islands Climate Change Policy In March 2013, the VI Cabinet approved the Virgin Islands Climate Change Policy. Some of the Guiding Principles of this Policy are closely aligned with those of the proposed CDMSPF III. Of particular note are the following principles: i. Society, at all levels and in all sectors, are adequately informed on the risks, but also the opportunities afforded by climate change through adaptation ii. Government shall endeavour to obtain the participation of all key stakeholders through a well-coordinated and harmonised process that maximises resources and efficiencies; iii. Climate change adaptation is integrated and mainstreamed into existing and newly formulated sectoral and national management plans/development strategies Some of the sectors targeted in the Climate Change Policy are also similar to the sectors targeted in the CDMSPF II, i.e. financial services, food production, human health, and critical infrastructure. Many of the actions proposed for each of the sectors in the Climate Change Policy also overlap with the outputs that have been identified in the CDMSPF III. Given the participation of so many sectors and national agencies in the CDMSPF III, the DDM’s role will now truly reflect its mission, “To successfully act as a catalyst in mobilising all sectors of the community, Government and non-government, to take effective action to significantly reduce vulnerability to hazards of all kinds”. 4.6.2 CDEMA CU 2014 to 2024 CDM Strategic Framework The CDMSPF III is also closely aligned to the CDEMA CU’s 2014 - 2024 CDM Strategic Framework, the goal of which is, “Safer, more resilient and sustainable CDEMA Participating States through Comprehensive Disaster Management”. This regional strategic framework also embodies seven elements which when realised will lead to the desired future state of CDM in the VI. These are: i. National, regional and sectoral institutions with adequate/minimum standards of capacity to deliver the CDM programme ii. Knowledge management which is applied for fact-based decision-making iii. Disaster resilience which is enhanced within key sectors of the economy iv. Operational readiness at regional, national, sectoral and local levels v. A clearly established and understood nexus between CCA and DRR with programming and governance harmonised vi. Community resilience which has been enhanced for the most vulnerable with gender concerns addressed at all stages and levels vii. Resource allocation which underpins the ability to deliver the strategy The CDMSPF III embodies at least the first six elements of the CDEMA Strategy and will strive to achieve the last element too. 4.6.3 Pan American Health Organisation: A more resilient health sector in Latin America and the Caribbean targeting effective and innovative approaches –Strategic Plan 2013 - 2018 The strategic plan will govern the Pan American Health Organisation’s disaster management work for the period 2013-2018. It is in accordance with the organisation’s broader strategic documents, which are approved by its governing bodies and aligned with the priorities of the World Health Organisation (WHO), approved by the World Health Assembly as part of the WHO reform. It sets the overall objectives and expected results of PAHO’s work in the field of disaster management. This document will serve as a roadmap for the organisation’s work in disaster management. The ultimate goal of PAHO’s work in disaster management is to ensure health security by reducing the morbidity and mortality following any type of emergency. To achieve this goal, PAHO will work towards increasing the resilience of the health sector in order to reduce the health consequences of emergencies, disasters and crises and ease their social and economic impact. The strategic objectives and expected results of this strategic plan are: i. Improved capacity of Member States to provide a timely and appropriate response to disasters, complex emergencies and other crises. ii. Enhanced capacity of National Health Systems for Emergency Preparedness and Disaster Risk Reduction. iii. Increased effectiveness of PAHO and the Health Cluster in responding to disasters. 39 The strategic plan also incorporates PAHO’s cross-cutting priorities and will help mainstream in all its activities the important aspects of: 1) gender; 2) ethnicity; 3) human rights, 4) primary health care, 5) health promotion, and 6) social protection in health. The DDM has had a very fruitful strategic alliance with PAHO and there is no reason to believe that this partnership will not continue to grow. Through this new strategic plan, PAHO will increase its focus on the production of guidelines on multi-hazards and previously un-addressed risks such as chemical accidents and the development of scientific linkages to better understand the potential impacts of climate change on both disaster risk and health. This focus together with PAHO’s intentions to build national capacities for preparedness, management of risk, and vulnerability reduction will nicely complement and support a number of the CDMSPF III outcomes. 4.6.4 The Hyogo Framework of Action – 2005 to 2015 A foundational plank and core element of the international agenda on disaster risk reduction is the Hyogo Framework for Action which was the main outcome of the 2004 World Conference on Disaster Reduction held in Yokohama, Japan. The objectives and expected outcomes articulated then are still very relevant today and are used as benchmarks against which various regions around the world have pegged their own indigenous disaster risk management frameworks. The objectives of the Framework are: a. To conclude and report on the review of the Yokohama Strategy and its Plan of Action, with a view to updating the guiding framework on disaster reduction for the twenty-first century; b. To identify specific activities aimed at ensuring the implementation of relevant provisions of the Johannesburg Plan of Implementation of the World Summit on Sustainable Development on vulnerability, risk assessment and disaster management; c. To share good practices and lessons learned to further disaster reduction within the context of attaining sustainable development, and to identify gaps and challenges; d. To increase awareness of the importance of disaster reduction policies, thereby facilitating and promoting the implementation of those policies; and e. To increase the reliability and availability of appropriate disaster-related information to the public and disaster management agencies in all regions, as set out in relevant provisions of the Johannesburg Plan of Implementation. The current Hyogo Framework will expire in 2015 culminating with a series of regional reports rolled up to inform a report from the UN Secretary-General at the 2015 World Conference on Disaster Risk Reduction and Resilience. The Americas’ report which was produced from a series of regional consultative processes such as the Regional Platforms for Disaster Risk Reduction and the Ministerial Conferences on Disaster Risk Reduction has already identified recommendations for consideration at the international level. The CDMSPF III has considered these recommendations and has incorporated where appropriate, outcomes and outputs which will lead to the achievement of the future desired state. In addition, the previous two generations of the CDM Strategy and Planning Framework had incorporated the principles of the Hyogo Framework. This ensured that there was alignment going forward and facilitated the VI’s reporting and evaluation of achievements and progress against the international expectations. The CDMSPF III will continue the tradition of alignment and integration with a strong suite of outcomes and outputs designed to achieve a “CDM Ready” territory by the end of the strategic period. 4.6.5 Organisation of Eastern Caribbean States (OECS) – St. George’s Declaration of Principles for Environmental Sustainability The aim of the revised 2006 St. Georges Declaration of the OECS is to: “Foster Equitable and Sustainable Improvement in the Quality of Life in the OECS Region”. This aim is supported by the articulation of 21 principles which span a range of critical issues important to the sub-region. Principle # 9 in particular speaks to Integrated Disaster Management whereby “Governments will integrate disaster management initiatives with environmental priorities to help the peoples of the region in their preparation for and management of the impacts of natural and man-made disasters.” The CDMSPF III will continue to be harmonised with the St Georges Declaration in support of the OECS’ covenant for sustainable development in the region. How we will get there 5.1 Proposed Financing Arrangements To mobilise funds for financing the CDMSPF III, we have identified three funding sources, namely: I. To take advantage of available resources by incorporating activities of the Strategy into the regular annual budget of Government. II. To take advantage of revenue generating activities- e.g. – generating fees according to the fee schedule which accompanies the 2011 Bill; options for generating revenue through inspection services that the DDM is providing to other departments including programming of telecoms equipment, installation of equipment etc. III. To resort to the mobilisation of additional resources from development partners and the private sector for activities that could not be incorporated into the Government budget. Nevertheless, for resource mobilisation, the Government budget is very important for successful implementation of the CDMSPF III. It will illustrate Government’s strong commitment to creating the SMART footprint in order to ensure that the sustainable development gains are not compromised by a disaster event. The NDMC, assisted by the DDM will organise mini roundtable discussions with development partners and other stakeholders to inform them about the programmes of the CDMSPF III and identify possibilities for partnership and financing. This must, however, be supported by a spirit of mutual cooperation and collaboration among the partners. 5.2 Organisational Structures The DDM is the institution responsible for coordinating and facilitating CDM in the VI. The department is considered to be a product-service mixed organisation that provides, inter alia: • Revision and approval of agency and sector plans for managing and responding to the impact of natural and man-made hazards. • Provision of training and stimulation exercises to update and inform plans and procedures. • Provision of training that educates contractors, builders and homeowners on safer building practices. • Operation of the National Emergency Operations Centre with reliable and up to date emergency communications and early warning systems. • Provision of official information pertaining to potential hazards before, during and after impact. • Investigation of and research and analysis of hazards. • Serve as a repository and conduit of information management on issues pertaining to disaster management These services are delivered through two units comprising five programme areas and two sub programmes: I. The CDM Leadership and Hazard Mitigation Unit include overall management of the DDM and its staff, and continuous monitoring of the CDMSPF III and the DDM Implementation Plan (IP) and other related programming. In addition this unit will ensure that there is enhanced integration of CDM into national policies, laws, strategies and that the linkages between DRR, energy, and climate change adaptation are improved through closer collaboration with focal points in national agencies, and with regional and international partners. The programmes within this unit include: a. The Inter and Intra Departmental Services programme allows for the continuation of a high level of departmental performance and accountability. b. The programme on Risk Analysis and Climate Change Adaptation will continue to undertake hazard identification and vulnerability assessments and to incorporate these into structural and non-structural mitigation measures. The assessment, mapping and modelling of various hazards which are likely to affect the VI will continue to provide the public and private sectors with the necessary information for developing appropriate hazard mitigation strategies and measures to prevent or reduce the occurrence of a disaster in the Territory. 5 41 c. The Early Warning and Emergency Communications Systems Development programme is built around a monitoring and warning service and dissemination and communication of the warnings. II. II. The CDM Sector Integration Unit focuses on reducing vulnerability and enhancing sector disaster risk reduction to mitigate hazard impacts and to provide the capacity to respond to emergencies/disasters. This unit includes the following programmes and sub-programmes: a. The Marketing Awareness and Knowledge Management programme seeks to improve the marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters. It includes a sub programme on Capacity Building b. The programme on Business Continuity Services and Community Development will continue to focus on ensuring that CDM is integrated into Government ministries, key private sector agencies and in civil society in general. It includes a sub-programme on Community Based Disaster Risk Reduction These programme areas have been catalogued into two distinct units (i) CDM Leadership and Hazard mitigation and (ii) CDM Sector Integration. The National Disaster Management Council is, as mentioned previously, a multi-sectoral body with representatives from the highest ranks in Government and key agencies involved in CDM. The 2003 Act provides for the Council to create partnerships so as to facilitate an integrated approach to disaster management and to ensure that disaster management and more particularly risk reduction is incorporated into development procedures and policies with Government, non-governmental agencies and communities to promote comprehensive disaster management. In addition, the Council is also to facilitate inter agency and inter-sectoral coordination and community participation in CDM. More importantly, the NDMC is to provide key performance indicators in respect of the various aspects of disaster management and to develop and maintain an effective Strategy and Monitoring Evaluation and Reporting (MER) system and database for guiding the Comprehensive Disaster Management Programme in the Virgin Islands. To assist in undertaking these functions the Council may establish committees charged with particular responsibilities. The NDMC has acknowledged that it has not been able to fulfill many of its functions and there is need for it to be reformed so that its legally mandated functions can effectively deliver the CDMSPF III. The NDMC will undertake to restructure itself so that it can effectively dispense its key roles in facilitation and coordination; and monitoring and evaluation. 5.3 Assumptions and Risks There are a number of risks and assumptions that guide the performance of the CDMSPF II. These risks and assumptions have to be reviewed regularly to ensure that factors impeding the timely delivery of the intended results as stated in the CDMSPF III are analysed and where possible mitigated or minimised. In the event that an assumption was wrong or is no longer appropriate because of changes in the policy, legal, institutional or resource frameworks, then it needs to be replaced. Similarly, if a risk presents itself but cannot be mitigated or minimised, then the intended result should be modified so that the risk can be minimised, or a risk mitigation plan can be incorporated into the delivery of the output. The primary assumptions that guide the CDMSPF III include, inter alia: i. There will be hazard impacts during the life of the CDMSPF III but these events will not be so significant as to impact on resources allocated to the delivery of the intended results of the CDMSPF III. ii. Funding for building the VI’s disaster resilience is increased to at least 5% of the national budget. This includes allocations to the DDM and to all the other partners identified in the CDMSPF III. iii. The NDMC is reformed and provides the leadership necessary for delivering the CDMSPF III. iv. Partners identified in the CDMSPF III remain as committed to the implementation of the CDMSPF as they were during its planning phase. v. The DDM is able to continue its successful track record in attracting external donor funds. vi. Partners identified in the CDMSPF III will work together with the DDM in sourcing external funds to undertake joint interventions and also for separate sector-based interventions. vii. Human and financial resources are made available for establishing a mitigation facility within the Premier’s Office. There are a number of concomitant risks that will challenge the implementation, in general, and the timing of the specific outputs of the CDMSPF III. These risks and the proposed mitigation measures are presented in Table 4. The National Disaster Management Council serves to provide key performance indicators in respect of the various aspects of disaster management and to develop and maintain an effective Strategy for guiding the Comprehensive Disaster Management Programme in the Virgin Islands. 5.4 Risk Mitigation Plan Table 4: Risk Mitigation Plan for the CMDSPF III Types of Risk Level of Risk High, Medium Low Proposed Mitigation Funding for the CDMSPF III is insufficient and untimely H As soon as Cabinet approves the CDMSPF III, each agency should prioritise the outputs for which it is responsible within the five year time frame, and undertake a costing of each of the activities. The activities are not likely to be funded by the Government should be used to approach external donors. The NDMC with support from the Ministry of Finance should develop a resource mobilisation plan based on the outputs that will most likely not be funded by Government. External funding is not available or not available on a timely basis H The Outcomes and the Outputs of the CDMSPF III should be re prioritised. The NDMC is not able to provide the leadership needed to coordinate the CDMSPF III H Once Cabinet approves the CDMSPF III the NDMC should be reformed to strengthen capacity for recovery and mitigation in the Premier’s Office and streamline the various standing committees of the NDMC, aligning them with the CDMSPF III Outcomes. The VI is impacted by major disasters during the life of the CMDSPF III H The CDMSPF III is reviewed following a disaster event in order to determine if any of the outcomes and outputs have to be redesigned or re-prioritised. The partner agencies in the CDMSPF III do not collaborate as effectively as they should M The NDMC should meet at least twice a year to ensure inter agency and inter sectoral collaboration; each Standing Committee of the NDMC should present a status report at these meetings. One of these two reports will be an Annual Report which will be prepared according to a template provided by the NDMC. The DDM will consolidate these sectoral reports and the Annual Report on the Status of Implementation of the CDMSPF III which will be laid in Cabinet. The Standing Committees of the NDMC meet at least quarterly to review the status of implementation of the CMDPSF III. 43 How we will review 6.1 The Performance Measurement Framework The Performance Measurement Framework (PMF) is utilised in a Results Based Management (RBM) context and is a tool used to systematically plan for the collection of relevant data/information for monitoring, learning, evaluating and reporting. The PMF helps with the tracking of the achieved results and documents the major elements of the monitoring system and ensures that performance information is collected on a regular and timely basis. Its main elements include: Intended results - referring to what will be achieved in the short, medium, and long-term, i.e. the outputs and outcomes; Indicators - referring to the evidence that will help measure progress towards achieving results. Baseline data – referring to the starting point from which to measure change over time. For each expected result it is useful to know the „state of affairs‟ before any programming as begun; Targets/Milestones - referring to the more specific targets that programme managers are trying to achieve in a shorter given timeframe By focusing on the expected results of the CDMSPF III (i.e. Outputs and Outcomes) and providing updated information on results achieved or progress made towards the PMF can be used as a tool to both provide reporting and for programme improvement. A modified version of the PMF provides a tool for all CDMSPF III partners to provide updated and ongoing monitoring and reporting in relation to each of the activities they undertake. The Tool is provided in Table 5. The partners of the CDMSPF III will monitor at the outputs level while the DDM team will, in addition to monitoring at the outputs level, also monitor at the outcomes and goal levels. Monitoring at the outputs level will be undertaken annually while the outcomes will be monitored at mid-point and the end of the life of the CDMSPFIII. The Goal will be evaluated at the completion of the CDMSPF III as the Impact Statement. In other words, the Goal will be seen as the cumulative effects of the outputs and outcomes. Table 5: THE LOGICAL FRAMEWORK Goal Narrative Summary Intended Results Performance Indicators Goal Impact Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded The cost of disasters to the VI and its population is reduced because of the heightened awareness of CDM i. By 2019, the cost to government of responding to a major disaster event reduces by at least 15% when compared to the cost of a recovering from a disaster event prior to 2014. ii. At least 75% of the sectors participating in the CDMSPF III are climate disaster proofed by 2019, i.e. the CDM philosophy is infused into all aspects of their programming and budgeting. Purpose CDM fully institutionalised and integrated into VI’s Sustainable development CDM, supported by an efficient governance structure and grounded in community and private sector support, is fully institutionalised and integrated into the sustainable development of the VI CDM i. AT least 80% of all outcomes in the CDMSPF II are fully implemented ii. All partners in the CDMSPFII implement at least 75% of their outputs 6 Outcomes Narrative Summary Intended Results Performance Indicators Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters The VI population – Belonger and Migrant is better prepared to handle hazards that affect the BVI i. # of Hazard Specific, gender sensitive awareness campaigns and knowledge management products developed, implemented and evaluated for effectiveness. ii. % of the population demonstrating their understanding of the concepts of CDM by taking at least 4 types 5 of DRR measures. Enhanced integration of disaster risk reduction (DRR) into all sectors Decision-makers recognized CDM as a roadmap for building sector resilience. i. # of agencies within sectors with DRR plans and procedures aimed at contributing to CDM. ii. % of sector(s) in compliance with CDM roadmap. Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation The VI’s resilience is strengthened through a SMART to development control and planning. i. # of developments in compliance with non structural and structural mitigation measures. ii. # of SMAR Techniques applied within development planning and project design activities. Reduced vulnerability through enhanced community-based disaster risk reduction to mitigate and respond to hazard impacts Community vulnerability levels reduced through SMART applications. i. # of SMART communities available throughout the Territory ii. % of communities applying SMART (Sustained Mitigation Adaptation and Resilient Techniques). Enhanced Early Warning Systems and hazard monitoring to improve disaster risk reduction and emergency operations VI has a common alerting protocol for disseminating messages throughout the Territory. i. # of systems available to monitor hazards and provide alerts and notification to the population. % of early warning and hazard monitoring coverage throughout the Territory. Strengthened capacity through training and exercising within key sectors The VI NDO is supported by well defined competency standards and a comprehensive training programme. i. % of agencies achieving established competency standards. ii. A network of certified SME. The VI NDO with the capacity to deliver DM training to other jurisdictions. Enhanced integration of CDM into national policies, laws, strategies and improve leadership and management of disaster management activities The CDMSPF III is implemented with sufficient resources, through an enabling environment that allows for the timely delivery of outcomes. i. At least 80% of the CDMSPF III is implemented by 2019 # of sectors policies, laws and SOPs incorporating CDM concepts 5 (4 types of DRR measuresinclude training, knowledge of their vulnerability to hazards and climate change, adherence to early warning and alert systems, undertaking protective actions - such as (insurance coverage, home repairs, family plans, healthy activities and green initiatives) 45 Outcomes Narrative Summary Intended Results Performance Indicators Improved linkages with DRR, energy & CCA measured through closer collaboration with focal points in ministries of C&W and NRL & regional and international partners The VI has as an approved methodology for linking CCA, alternative energy and environmental protection to DRR. # of initiatives that demonstrate linking CCA, alternative energy and environmental protection Included in the CDMSPF III the logical model approach was used in the production of the various outcomes, outputs, inputs and activities. However in order to determine the strategic picture of the multiple interventions required to produce the early and intermediate outcomes that are preconditions of reaching an ultimate goal the Theory of Change (TOC) was applied. This Theory of Change allowed for the early determination of what is needed to achieve the goal of the Strategy, how it can be achieved and what will be used to measure progress along the way. It is through the combination of these processes that stakeholders were able to agree on the various outcomes, results, accomplishments, and preconditions articulated in the strategy. Once the precondition was identified through the TOC process, a logic model was then used to explain how that outcome will be produced. The TOC therefore helped to summarize the work needed at a strategic level (at the NDMC), while the logic model allowed for illustration of the tactical, or program-level, understanding of the change process and how this change can be carried out. 6.2 Monitoring Monitoring is defined as the continuous assessment of the intervention and its environment. It is expected that this activity will take place within the various sectors and will involve both formal reporting and informal communications. The CDMSPF III provides guidance through the performance management framework (PMF) to enable stakeholders as well as the DDM to review progress and to propose action to be taken in order to achieve the stated outcomes. Monitoring activities are intended to identify actual or potential successes or failures as early as possible and facilitate timely adjustments to the operations. For the selected set of indicators captured in the CDMSPF III, sources of verification have been established and provisions will be made for collecting data and managing records. If external statistical information is used, institutional arrangements for gathering, analysing and reporting data will be agreed to with the Central Statistics Office. The benchmarks which describe the current situation and trends during the period of the previous strategy (2009-2013), have already been established. These benchmarks will be used along with the stated indicators to demonstrate that an output has been reached and that a change (outcome) has occurred. Indicators are the main tools that will be used in the monitoring progress towards achieving the stated outcomes. The extent of the achievement of results is monitored by comparing the actual results with those planned. The indicators are used to measure behavioural change. The carrying out of activities will be monitored by comparing the activities performed with the milestones established in the CDMSPF III. It is important to note the changes in the environment may affect the results and activities as well as its impacts and effectiveness. The changes are therefore monitored by assessing the likelihood of assumptions and risks to materialise, and by observing changes in the external environment. Part of the monitoring process also involves reporting on the findings. The existing reporting systems defined in the Disaster Management legislation and by Cabinet will be closely followed. This will include the preparation of an Annual Report on the work of the DDM, Critical Infrastructure Protection Review as stipulated by the National Security Council, the State of Preparedness Report to the NDMC and any other reports that may be required during the strategic period. The progress reporting will involve the comparison of the actual results, activities etc. with those foreseen in the implementation plan (PMF) and the logical framework and to show any differences between the planned and the realised. 6.3 Evaluation Evaluation is a systematic and objective assessment of the design, implementation and outcome of an on-going or completed intervention. The two main purposes of evaluation are i) to improve future aid policy and interventions through feedback of lessons learned, and ii) to provide a basis for accountability, including the provision of information to the public. The most important aspect, however, is to realise and remember that all evaluation efforts are wasted if there is no change in organisational behaviour as a result. The evaluation process proposed for the CDMSPF III will be impartial and independent. It must provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process. The evaluation of the CDMSPFIII will be carried out in accordance with the OEDC/DAC guiding principles on evaluation. According to OEDC/DAC, the aim of the evaluation process is to determine the relevance and fulfillment of outcomes, effectiveness, developmental efficiency, impact and sustainability. Relevance is the extent to which the activity is suited to the priorities and policies of the target group, recipient and donor and in doing so the following questions will be considered: o To what extent are the objectives of the programme still valid? o Are the activities and outputs of the programme consistent with the overall goal and the attainment of its outcomes? o Are the activities and outputs of the programme consistent with the intended impacts and effects? Effectiveness is a measure of the extent to which an aid activity attains its objectives. In evaluating the effectiveness of a programme the following questions will be considered: o To what extent were the outcomes achieved / are likely to be achieved? o What were the major factors influencing the achievement or non-achievement of the outcomes? Efficiency measures the outputs -- qualitative and quantitative -- in relation to the inputs. It is an economic term which signifies that the finances applied uses the least costly resources possible in order to achieve the desired results. This generally requires comparing alternative approaches to achieving the same outputs, to see whether the most efficient process has been adopted. When evaluating the efficiency of the programme, the following questions will be considered: o Were activities cost-efficient? o Were outcomes achieved on time? o Was the programme or project implemented in the most efficient way compared to alternatives? Impact defines the positive and negative changes produced by a development intervention, directly or indirectly, intended or unintended. This involves the main impacts and effects resulting from the activity on the local social, economic, environmental and other development indicators. The examination of the impact will consider both the intended and unintended results and include the positive and negative impact of external factors, such as changes in terms of financial conditions. When evaluating the impact of a programme, the following questions will be considered: o What has happened as a result of the programme or project? o What real difference has the activity made to the beneficiaries? o How many people have been affected? Sustainability is concerned with measuring whether the benefits of an activity are likely to continue. Programmes need to be environmentally as well as financially sustainable. When evaluating the sustainability of a programme, the following questions will be considered: o To what extent did the benefits of a programme continue? o What were the major factors which influenced the achievement or non-achievement of sustainability of the programme? Sources: The DAC Principles for the Evaluation of Development Assistance, OECD (1991), Glossary of Terms Used in Evaluation, in 'Methods and Procedures in Aid Evaluation', OECD (1986), and the Glossary of Evaluation and Results Based Management (RBM) Terms, OECD (2000). 47 Glossary Adaptation Potential or capability of a system to adjust to climate change, including climate variability and extremes, to moderate potential damage, to take advantage of opportunities, or to cope with consequences (Smit and Pillifosova, 2001 6 ) Anthropogenic hazards Hazards created through the action of human activity (Baastel-ESL and Stakeholders) Capacity Physical, social, economic and institutional means as well as skilled personal or collective attributes such as leadership and management (ISDR) Capacity building Efforts aimed at developing human skills or societal infrastructures within a community or organisation needed to reduce the level of risk. Capacity building also includes development of institutional, financial, political and other resources, such as technology at different levels and sectors of the society. (ISDR) CARICOM Framework Ten year (2005-2015) Framework for disaster management in the Caribbean presented through CDERA (now CDEMA) at the World Conference on Disaster Reduction (WCDR), Kobe, Japan, 2005 as input to the Hyogo Framework for Action 2005-2015. (Baastel-ESL). CDM Approach Aseamless set of activities and interventions from preparation to mitigation, planning to prediction and response to recovery. Every activity is directed towards a never-ending quest for disaster resilience. It is an ongoing process by which Governments, businesses, and civil society in CDEMA participating states plan for and reduce the impact of disasters, react during and immediately following a disaster, and take steps to recover after a disaster has occurred. CDM Enabling Framework The necessary institutional, policy and legislative framework; a robust governance system, and a suite of decision support systems that will allow key players – communities, government and the private sector – to engage in risk reduction behaviour. CDM Mainstreaming Framework The necessary tools and guidelines for mainstreaming CDM into national development and sectoral plans. It also provides important toolkits for mainstreaming cross-sectoral issues such as gender, vulnerable groups and poverty into disaster management programmes and interventions. Community Resilience The ability of a community to cope with the effects of a hazardous event through appropriate prevention, mitigation, preparedness, and response and recovery mechanisms (adapted from WCDR). Comprehensive Disaster Management The management of all hazards through all phases of the disaster management cycle – prevention and mitigation, preparedness, response, recovery and rehabilitation – by all peoples – public and private sectors, all segments of civil society and the general population in hazard prone areas. CDM involves risk management and integration of vulnerability assessments into the development planning process. (CDERA 2001, 2006) Coping Capacity The means by which people or organisations use available resources and abilities to face adverse consequences that could lead to a disaster. In general, this involves managing resources, both in normal times as well as during crises or adverse conditions. The strengthening of coping capacities usually builds resilience to withstand the effects of natural and human-induced hazards (ISDR). Disaster A sudden, calamitous event that causes serious disruption of the functioning of a community or a society, causing widespread human, material, economic and/or environmental losses which exceed the ability of the affected community or society to cope using its own level of resources. (UN/ISDR) 6 Smit, B and O Pillifosova (2001), “Adaptation to Climate Change in the Context of Sustainable Development and equity” In Climate Change 2001: impacts, adaptation and vulnerability, Chapter 18, Cambridge, Cambridge University Press. Disaster Risk Management (DRM) The systematic process of using administrative decisions, organisation, operational skills and capacities to implement policies, strategies and coping capacities of the society and communities to lessen the impacts of natural hazards and related environmental and technological disasters. This comprises all forms of activities, including structural and non-structural measures to avoid (prevention) or to limit (mitigation and preparedness) adverse effects of hazards. (ISDR) Early Warning The provision of the means by which people or organisations, use available resources and abilities to face adverse consequences that could lead to a disaster. In general, this involves managing resources, both in normal times as well as during crises or adverse conditions. The strengthening of coping capacities usually builds resilience to withstand the effects of natural and human-induced hazards (ISDR) Hazard A potentially damaging physical event, phenomenon or human activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. (ISDR) TYPES OF HAZARDS IN THE Virgin islands TYPE HAZARDS Geological Hazards 1. Earthquake 2. Tsunami 3. Volcanic eruption 4. Landslide 5. Dam burst 6. Mine Fire Water & Climatic Hazards 1. Tropical Cyclone 2. Tornado and Hurricane 3. Floods 4. Drought 5. Hailstorm 6. Cloudburst 7. Landslide 8. Heat & Cold wave 9. Sea erosion Environmental Hazards Biological 1. Environmental pollution 2. Deforestation 3. Human / Animal Epidemics 4. Pest attacks 5. Desertification 6. Pest Infection 7. Food poisoning 8. Weapons of Mass 9. Destruction Chemical, Industrial and Nuclear Accidents 1. Chemical disasters 2. Industrial disasters 3. Oil spills/Fires 4. Nuclear Accident related 1. Boat / Road / Train accidents / air crash Rural / Urban fires Bomb /serial bomb disasters blasts 2. Forest fires 3. Building collapse 4. Electric Accidents 5. Festival related 6. Mine flooding Mainstreaming Making Comprehensive Disaster management an integral dimension of the policies and programmes in all political, economic and societal spheres (BCPR). Mitigation Structural and non-structural measures undertaken to limit the adverse impact of natural hazards, environmental degradation and technological hazards (ISDR). National Disaster Organization (NDO) The NDO in this document refers to the national organisational structure of agencies linked for the purpose of attending to the legal, institutional and operational aspects of disaster prevention and mitigation, preparedness and response and recovery and rehabilitation. The NDO is generally headed by the Premier or Head of Government in the respective country. (Baastel-ESL) National Disaster Management Office (NDMO) The NDMO is the government agency with focal responsibility for disaster management in the respective country. It is generally headed by the country’s Disaster coordinator (Baastel-ESL) Preparedness 49 Activities and measures taken in advance to ensure effective response to the impact of hazards, including the issuance of timely and effective early warnings and the temporary evacuation of people and property from threatened locations (ISDR) Prevention Activities to provide outright avoidance of the adverse impact of hazards and means to minimize related environmental, technological and biological disasters. (ISDR) Public Awareness The processes of informing the general population, increasing levels of consciousness about risks and how people can act to reduce their exposure to hazards. (ISDR) Recovery Decisions and actions taken after a disaster with a view to restoring or improving the pre-disaster living conditions of the stricken community, while encouraging and facilitating necessary adjustments to reduce disaster risk. (ISDR) Relief / response The provision of assistance or intervention during or immediately after a disaster to meet the life preservation and basic subsistence needs of those people affected. It can be of an immediate, short-term, or protracted duration. Resilience / resilient The capacity of a system, community or society potentially exposed to hazards to adapt, by resisting or changing in order to reach and maintain an acceptable level of functioning and structure. This is determined by the degree to which the social system is capable of organizing itself to increase its capacity for learning from past disasters for better future protection and to improve risk reduction measures Risk Reduction (DRR) The systematic development and application of policies, strategies and practices to minimise vulnerabilities and disaster risks throughout a society, to avoid (prevention) or to limit (mitigation and preparedness) adverse impact of hazards, within the broad context of sustainable development (ISDR). Sustainable Development Development that meets the needs of the present without compromising the ability of future generations to meet their own needs. It contains within it two key concepts: the concept of "needs", in particular the essential needs of the world's poor, to which overriding priority should be given; and the idea of limitations imposed by the state of technology and social organisation on the environment's ability to meet present and the future needs. (Brundtland Commission, 1987). Acronyms BAT Baseline Assessment Tool B-Tool Bench-marking Tool (OECS) BVI British Virgin Islands BVIAA British Virgin Islands Airports Authority BVIHSA British Virgin Islands Health Services Authority BVITB British Virgin Islands Tourist Board CAP Common Alert Protocol CARICOM Caribbean Community CBA Cost Benefit Analysis CBDRR Community-Based Disaster Risk Reduction CBO Community-Based Organisation CCA Climate Change Adaptation CDEMA Caribbean Disaster Emergency Management Agency CDM Comprehensive Disaster Management CDMSPF III Comprehensive Disaster Management Strategy and Programming Framework III CERT Community Emergency Response Team CFD Conservation and Fisheries Department C&W (MCW) Ministry of Communications and Works DANA Damage and Needs Assessment DDM Department of Disaster Management DGO Deputy Governor’s Office DM Disaster Management DP Disaster Preparedness DPU Development Planning Unit DRR Disaster Risk Reduction EOC Emergency Operations Centre ER Emergency Response EWS Early Warning System FCO Foreign and Commonwealth Office FIA Financial Investigation Agency FSC Financial Services Commission GIS Geographic Information Systems HAZMAT Hazardous Materials HDC Health Disaster Coordinator HDM Health Disaster Management HLSCC H. Lavity Stoutt Community College HM Hazard Mitigation HR Human Resources HSEMP Health Sector Emergency Management Plan HVA Hazard Vulnerability Assessment IDDR International Day for Disaster Reduction IFRC International Federation of Red Cross and Red Crescent Societies IGC Inter-Governmental Commission for Tsunami and Other Coastal Hazards IP Implementation Plan ISDR International Strategy for Disaster Disk Reduction (United Nations) KAP Knowledge, Attitudes and Perception LSS (SUMA) Logistics Support System (Supply Management) ME&R (MER) Monitoring, Evaluation and Reporting M&E Monitoring and Evaluation MOH Ministry of Health MOU Memorandum of Understanding NCCC National Communications Control Centre NDMC National Disaster Management Council NDMO National Disaster Management Office NDO National Disaster Organisation NDRF National Disaster Recovery Framework NEOC National Emergency Operations Centre NGIS National Geographic Information Systems NGO Non-Governmental Organisation NR&L (NRL) Natural Resources and Labour OECS Organisation of Eastern Caribbean States PAHO Pan-American Health Organisation PMF Performance Measurement Framework PR Public Relations PWD Public Works Department RBM Results-based Management RI Risk Identification RMI Risk Management Index RR Rehabilitation and Reconstruction SEED Social Economic Environment Direction/Governance SMART Sustained Mitigation Adaptation and Resilient Techniques SOP Standard Operating Procedure(s) SPELT Social, Political, Economic, Legal, Technological SPF Strategy and Programming Framework SAR Search and Rescue SWOT Strengths, Weaknesses, Opportunities and Threats TCP Town & Country Planning Department UKOT United Kingdom Overseas Territory VG Virgin Gorda VI Virgin Islands VIF&RS Virgin Islands Fire and Rescue Service VISAR Virgin Islands Search and Rescue VITEMA Virgin Islands Territorial Emergency Management Agency W&S/WSD Water & Sewerage Department ANNEX 1 DEPARTMENT OF DISASTER MANAGEMENT ON Linking SEED Refining Objectives, Strategies, Outputs and Outcomes OBJECTIVE: A SMART Foot Print: Working towards resilience and safeguarding life, livelihoods and the sustainable development of the Virgins Islands Link to SEED Strategy Output Outcome Goal: Social - BVI residents are a healthy, vibrant and engaged populace, well prepared to fully participate in the development of the Territory  Result 1: An improved standard of living  Result 3: A strengthened education sector 1 - Improve marketing and knowledge management about the impacts of hazards/disasters 1 - Number of public awareness campaigns and knowledge management products developed, implemented and evaluated for effectiveness 1 - Percentage of population aware of and applying Comprehensive Disaster Management principles Goal: Social - BVI residents are a healthy, vibrant and engaged populace, well prepared to fully participate in the development of the Territory  Result 1: An improved standard of living  Result 2: Improved overall social services, programmes and health care  Result 3: A strengthened education sector Economic – The BVI Economy is thriving and buoyant, fostering growth through entrepreneurship and trade.  Result 4: A fixed/improved economy Environment – The BVI values its natural resources and promotes sustainability in physical planning and management  Result 5: Improved communications and infrastructure Direction/Governance – The BVI is governed transparently, ensuring the safety, security and cohesion of its populace  Result 6: Protected borders and enhanced law, order and public safety  Result 7: A reformed public sector  Result 8: Strengthened international relations 2 - Enhance integration of disaster risk reduction (DRR) into all sectors 2 - Number of sectors with DRR Plans and Procedures aimed at contributing to Comprehensive Disaster Management 2 - Percentage of the public and private sector integrating Disaster Risk Reduction Goal: Environment – The BVI values its natural resources and promotes sustainability in physical planning and management  Result 5: Improved communications and infrastructure 3 - Enhance planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation 3 - Number of structural and non structural measures applied and evaluated 3 - Degree to which hazard mitigation techniques are applied within the banking, insurance, planning and building sectors. Goal: Social - BVI residents are a healthy, vibrant and engaged populace, well prepared to fully participate in the 4 - Reduce vulnerability through 4 - Number of SMART communities 4 - Percentage of communities applying development of the Territory  Result 1: An improved standard of living  Result 2: Improved overall social services, programmes and health care enhanced community-based disaster risk reduction to mitigate and respond to hazard impacts available throughout the Territory Sustained Mitigation Adaptation and Resilient Techniques (SMART) Goal: Environment – The BVI values its natural resources and promotes sustainability in physical planning and management  Result 5: Improved communications and infrastructure 5 - Enhance Early Warning Systems and hazard monitoring to improve disaster risk reduction and emergency operations 5 - Number of systems available to monitor hazards and provide alerts and notifications to the population 5 - Percentage of early warning and hazard monitoring coverage throughout the Territory Goal: Social - BVI residents are a healthy, vibrant and engaged populace, well prepared to fully participate in the development of the Territory  Result 1: An improved standard of living  Result 2: Improved overall social services, programmes and healthcare 6 - Improve capacity through training and exercising within key sectors 6 - Number of key sectors achieving competency standards established for emergency response 6 - Degree to which Disaster Risk Reduction training and exercising is incorporated within sector level and community based capacity building initiatives Goal: Direction/Governance – The BVI is governed transparently, ensuring the safety, security and cohesion of its populace  Result 7: A reformed public sector  Result 8: Strengthened international relations 7 - Integrate CDM into national policies, laws, strategies and improved leadership and management of disaster management activities 7 - Number of policies, laws and SOPs incorporating CDM 7 - Degree to which CDM legislation and policy is applied and evaluated Goal: Social - BVI residents are a healthy, vibrant and engaged populace, well prepared to fully participate in the development of the Territory  Result 1: An improved standard of living Environment – The BVI values its natural resources and promotes sustainability in physical planning and management  Result 5: Improved communications and infrastructure Direction/Governance – The BVI is governed transparently, ensuring the safety, security and cohesion of its populace  Result 7: A reformed public sector  Result 8: Strengthened international relations 8 - Improve linkages between DRR, energy and climate adaptation measures through closer collaboration with focal points in ministries of C&W and NRL 8 - Number of initiatives that demonstrate DRR, energy and climate adaptation linkages 8 - Degree to which DRR, energy and climate change adaptation linkages are established i THE VIRGIN ISLANDS Comprehensive Disaster Management Strategy DEPARTMENT OF DISASTER MANAGEMENT IMPLEMENTATION PLAN 2014-2018 Prepared By: Vasantha Chase & Marva Titley-Smith October 2013 ANNEX 2 Contents Value Statements IP3 Strategy IP4 Implementation Plan IP6 Functional Structures IP9 Organisational Structures IP10 Performance Monitoring IP12 Resourcing IP13 Programme Frameworks IP14 IP3 Vision, Mission, Values and Challenge VALUE STATEMENTS Our Vision A SMART Foot Print: Working towards resilience and safeguarding lives, livelihoods and the sustainable development of the Virgins Islands. Our Mission To protect lives and maintain a resilient, sustainable economy and society by fostering comprehensive disaster management and climate change adaptation as a way of life. Our Values We believe that how we work towards our goals is as important as our achievements. Our values reflect what we stand for and are consistent with the values enshrined in the Comprehensive Disaster Management Strategy and Programming Framework III (CDMSPF III). We value:  Ethical behaviour  Effective leadership  Commitment, team work and motivation  Excellence in service before, during and after an emergency  Timely response to emergency needs and requirements  Expertise in comprehensive disaster management and contingency management  Learning and growth for all of our partners  Effective communication on how we conduct our business  Quality service to our internal and external customers  Flexible and adaptable solutions to our vulnerable communities and individuals  Respect for individual differences  An unbiased approach especially in dealing with our vulnerable communities Our Challenge The Department of Disaster Management (DDM) has achieved its vision to be a catalyst for comprehensive disaster management in the VI. Unfortunately a number of agencies and partners of the DDM do not fully appreciate the catalytic role that the DDM plays. There are sectors that are not actively engaged in comprehensive disaster management, due in large part to their lack of understanding of the concept and the role that they need to play. In spite of the DDM’s efforts to build awareness, some sectors still need to be further sensitised to the need for building the resilience of the various agencies, groups and communities they serve. Thus for CDM mainstreaming to be more impactful the DDM needs to ensure that it has a continuous and on-going multi lingual and multimedia programme on sensitisation and awareness. The DDM also needs to access additional tools and techniques to assist these sectors in understanding the CDM processes and to integrate these processes into their sectors. Given the cross-sectoral and inter-agency nature of CDM, the extent of the impact of the work of the DDM is a function of the extent to which agencies and sectors are willing to collaborate. While the DDM may not have a legal mandate to facilitate and coordinate agencies for pre- disaster programmes and interventions, the National Disaster Management Council (NDMC) is well placed to facilitate this coordination. The NDMC as is presently constituted has to, however, be reformed in order to take on the important coordinating functions. It is acknowledged that the DDM has undertaken several initiatives and programmes that have benefitted various sectors. However, once established, it is critical that the agency mandated to undertake such initiatives takes over the responsibility of sustaining and continuing the activities, which will also help to mainstream CDM. Our Impact Statement Comprehensive Disaster Management is integrated into the VI’s major economic sectors, and some critical private sector entities and the citizenry are sensitised to ensure that their livelihoods and assets are safeguarded against hazard events. Our Strategic Approach STRATEGY We aim to build greater support for the CDM process so that the main economic sectors (public and private) and the citizenry, in general, understand the significance of being disaster SMART and recognise that integrating CDM into all aspects of life in the Territory is no longer an option but a necessity. Given the global economy and its impact on our own economy, we can no longer afford to withstand the financial losses of a disaster event. Within the past two decades, we have experienced repeated losses from hurricanes and associated wind, rain and storm surge; and we have become more keenly aware of the seismic activity that takes place around us. We must develop the DDM into a more financially stable organisation, developing our staff and volunteers to help them take on the challenges that face us. In managing our Implementation Plan, we will aspire to the best international standards and will champion creativity and innovation in all our activities. The Implementation Plan (IP) is guided by the CDMSPF III and shows how we will continue our efforts at integrating CDM into the sustainable development of the VI by collaborating with the partners in the CDMSPF III. We will also provide strategic leadership and technical knowhow for its implementation. This IP is not intended to start a new programme, but to reinforce the momentum that we have been building over the last five years. It provides a framework and direction to organise and enhance activities that are already underway as well as identify gaps that must be filled if we are to achieve the CDMSPF III mission, “to protect lives and maintain a resilient, sustainable economy and society by fostering comprehensive disaster management and climate change adaptation as a way of life”. Our priorities are consistent with those of the CDMSPF III and the CDEMA CDM Strategy for 2013 to 2023. These objectives are manifold and reflect our programme areas. These are: 1. Increasing public awareness to understand risk, vulnerability and disaster reduction. 2. Providing easily understandable information on disaster risks and protection options, especially to citizens in high-risk areas, to encourage and enable people to take action to reduce risks and build resilience. 3. Raising the awareness of and working with public authorities and decision-makers at all levels in order to influence commitment to disaster risk reduction policies and actions. 4. Promoting the engagement of the media in order to stimulate a culture of disaster resilience and strong community involvement in sustained public education campaigns and public consultations at all levels of society. 5. Promoting the inclusion of disaster risk reduction knowledge in relevant sections of school curricula at all levels. 6. Working with and strengthening communities vulnerable to natural disasters and pursuing a grassroots approach whereby communities at risk are fully informed and participate in risk management initiatives. 7. Supporting the improvement of scientific and technical methods and capacities for risk assessment, monitoring and early warning, through research, partnerships, training and technical capacity-building. Promoting the application of geographic information systems, hazard modelling and prediction, weather and climate modelling and forecasting, communication tools and studies of the costs and benefits. IP5 8. Developing training and learning programmes in CDM targeted at specific sectors in the CDMSPF III. 9. Implementing integrated environmental and natural resource management approaches that incorporate CDM, including structural and non-structural measures. 10. Mainstreaming disaster risk considerations into planning procedures for major infrastructure projects, including the criteria for design, approval and implementation. 11. Encouraging the revision and/or application of building codes, standards, rehabilitation, and reconstruction practices. This IP is based on a separately bound document called the CDMSPF III which charts a bold, imaginative and exciting course for pursuing a carefully selected list of the most critical strategic aims for making the Virgin Islands disaster resilient the over next five years. Set against this backdrop, the progress made towards the DDM’s Vision is measured against a set of Key Performance Indicators detailed in the CDMSPF III and reproduced in the IP. The annual Implementation Plan will be guided by both the CDMSPF III and this IP and will be revised each year.It gives an overview of which aspects of the IP are to be taken forward over the course of one year, and is drawn up in conjunction with the annual budget process. The DDM will follow a Results-Based Management (RBM) framework both in terms of participatory processes and collaborative input, and in terms of developing key results – i.e. the outcomes and outputs – that the CDMSPF III and IP would aim to achieve during the 2014-2018 period. RBM espouses a management philosophy that includes tools and approaches for the design, management, monitoring and reporting of projects and programmes. This approach has been adopted by CDEMA and the DDM. The RBM approach is, in particular, aimed at achieving desired outputs and outcomes that will be of benefit to the CDMSPF III Partners and the communities served by the DDM. It involves defining outputs and expected results that can be measured, monitored and are relevant based on projects proposed for implementation. Currently, RBM is used by the DDM in the development of its annual work plans to motivate and apply processes and resources to achieve targeted results. Each Programme Area manager or officer applies timelines for each activity or project defined in the work plan. In addition, weekly staff meetings are held to discuss progress on each programme activity and to identify concerns and obstacles. The Virgin Islands CDMSPF III IMPLEMENTATION PLAN (IP) This five‐year IP represents our business plan for the period 2014 to 2018. Its purpose is to see how we will focus and deploy our resources over the next five years in order to achieve the Goal and Outcomes articulated in the CDMSPF III. This CDMSPF III has an ambitious content, which exceeds our current resources, but we believe we can play a modest role in achieving our vision and the CDMSPF III’s within the next five years. The CDMSPF III and this IP provides information on our current challenges and associated planned actions and targets. We will undertake annual monitoring of the IP and present the findings and analysis of the review in our Annual Report. The DDM will also undertake a mid-term review of the CDMSPF III and this IP. This will give us the opportunity to assess the extent to which we have been able to achieve our desired outcomes against our budget and against our performance indicators. Based on this mid‐term review, we will make the necessary alterations to the CDMSPF III and the DDM IP. In delivering its strategic intent, the DDM will organise its work around five programme areas, each supported by a portfolio of outputs and activities which will be monitored and evaluated according to performance indicators. These programmes, individually and collectively will address the challenges that have been identified above. The CDMSPF III and the DDM IP have been constructed in the language of the RBM Framework. RBM allows for performance measurement to be undertaken on a continuous basis during implementation. It provides managers and stakeholders with “real time” information about the use of resources, the extent of beneficiary reach, and the achievement of developmental results. This performance information, collected through monitoring and shared with others through reporting, will inform the NDMC, DDM management, and stakeholders about the progress being made towards results, as well as help to identify programming strengths and weaknesses, thereby enabling corrective action to be taken. The DDM Programme areas are divided into two units with a number of sub-programmes. These are outlined as follows: i. The CDM Leadership and Hazard Mitigation Unit include overall management of the DDM and its staff, and continuous monitoring of the CDMSPF III and the DDM Implementation Plan (IP) and other related programming. In addition, this unit will ensure that there is enhanced integration of CDM into national policies, laws, strategies and that the linkages between DRR, energy, and climate change adaptation are improved through closer collaboration with focal points in national agencies, and with regional and international partners. The programmes within this unit include: a. The Inter and Intra Departmental Services programme allows for the continuation of a high level of departmental performance and accountability. b. The programme on Risk Analysis and Climate Change Adaptation will continue to undertake hazard identification and vulnerability assessments and to incorporate these into structural and non-structural mitigation measures. The assessment, mapping and modeling of various hazards which are likely to affect the VI will continue to provide the public and private sectors with the necessary information for developing appropriate hazard mitigation strategies and measures in order to prevent or reduce the occurrence of a disaster in the Territory. c. The Early Warning and Emergency Communications Systems Development programme is built around a monitoring and warning service and the dissemination of the warnings. ii. The CDM Sector Integration Unit focuses on reducing vulnerability and enhancing sector disaster risk reduction to mitigate hazard impacts and to provide the capacity to respond to emergencies/disasters. This unit includes the following programmes and sub-programmes: a. The Marketing Awareness and Knowledge Management programme seeks to improve the marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters. It includes a sub-programme on Capacity Building. b. The programme on Business Continuity Services and Community Development into all sectors will continue to focus on ensuring that CDM is integrated in Government ministries, key private sector agencies and in civil society in general. It includes a sub-programme on Community-Based Disaster Risk Reduction. IP7 These five programmes along with the two sub-programmes have been catalogued into two distinct units: (i) CDM Leadership and Hazard Mitigation and (ii) CDM Sector Integration. Figure IP1 Department of Disaster Management Organisational Units The National Communications Control Centre (NCCC) is located at the DDM building in MacNamara. The NCCC provides the National Emergency Operations Centre (NEOC) with emergency telecommunications facilities and early warning systems required for necessary information transfer before, during and after a disaster. A new NEOC, which will also house the DDM will be constructed and commissioned during the life of the IP. The DDM Programme Areas have been matched to the CDMSPF III Outcomes as provided in Table 1. Table IP1: Alignment of Outcomes and DDM Programme Areas CDM LEADERSHIP AND HAZARD MITIGATION UNIT •Risk Analysis and Climate Change Adaptaion - inclusive of Hazard Identification and Vulnerability Assessments •Inter and Intra Departmental Services - inclusive of Human Resource Management, Monitoring and Evaluation, Finance, Administration, Records Management, Project Implementation and Reporting; and Support servicces •Early Warning and Emergency Communications Systems and Development - inclusive of Hazard Monitoring and Systems Maintenance CDM SECTOR INTEGRATION UNIT •Marketing, Awareness and Knowledge Management - inclusive of Capacity Building iniatives •Business Continuity and Community Development Services - inclusive of Community Based Disaster Risk Reduction CDMSPF III OUTCOMES DDM PROGRAMME AREAS Outcome 1 Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters  CDM Sector Integration  Marketing, Awareness and Knowledge Management Outcome 2 Enhanced integration of disaster risk reduction (DRR) into all sectors  CDM Sector Integration  Business Continuity & Development Services  Health Disaster Management Outcome 3 Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non structural mitigation  CDM Leadership and Hazard Mitigation  Hazard Identification and Vulnerability Assessment  Risk Analysis & Climate Change Adaptation Outcome 4 Reduced vulnerability through enhanced  CDM Sector Integration The implementation of the IP will assist the DDM to further enhance its comprehensive, all-hazard, all-agency approach by achieving the right balance of prevention, preparedness, mitigation, response and recovery. The DDM would also have achieved the following results: The DDM is well coordinated and provides leadership for CDM integration and coordination. DDM’s support services are efficient, effective and timely. The public’s awareness, understanding and capability to anticipate and cope with disasters is increased. CDM is mainstreamed in Government ministries and in key public and private sectors. The integration of hazard mitigation activities into the planning and development process is strengthened. CBDRR is promoted as a window of opportunity for community empowerment in disaster management and for establishing linkages with development and planning. Early warnings are easily understood and disseminated on a timely basis. The above results will be used to evaluate the Impact Statement. Additionally, in achieving the results the DDM will also ensure a multi-stakeholder participatory approach including community participation at all levels. The DDM will also assist Government agencies to align their disaster management activities with each other and with the private sector and civil society. All of the above will lead to the following outcomes: i. Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters ii. Enhanced integration of disaster risk reduction (DRR) into all sectors iii. Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation iv. Reduced vulnerability through enhanced community-based disaster risk reduction to mitigate and respond to hazard impacts and respond to emergency/disasters v. Enhanced Early Warning Systems and hazard monitoring to improve disaster risk reduction and emergency operations vi. Improved capacity through training and exercising within key sectors vii. Enhanced integration of CDM into national policies, laws, strategies and improve leadership and management of disaster management activities viii. Improved linkages between DRR, energy and climate change adaptation measures through closer collaboration with focal points in ministries of C&W and NRL and regional and international partners community-based disaster risk reduction to mitigate and respond to hazard impacts  Business Continuity & Development Services  Community Disaster Risk Reduction Outcome 5 Enhanced Early Warning Systems and hazard monitoring to improve disaster risk reduction and emergency operations  CDM Leadership and Hazard Mitigation  Early Warning and Emergency Communication Systems Development  Hazard Monitoring & Systems Maintenance Outcome 6 Improved capacity through training and exercising within key sectors  CDM Sector Integration  Capacity Building Outcome 7 Enhanced integration of CDM into national policies, laws, strategies and improve leadership and management of disaster management activities  CDM Leadership and Hazard Mitigation  Inter- and Intra-Departmental Services  Records Management, Project Implementation and Reporting  Support Services Outcome 8 Improved linkages between DRR, energy and climate change adaptation measures through closer collaboration with focal points in the Ministries of C&W and NRL and regional and international partners  CDM Leadership and Hazard Mitigation IP9 Functional Structures STRUCTURES The functional structure to implement the IP has been redesigned so as to ensure synergies between the programme areas. As previously mentioned, the work of the DDM is divided into five programmes and two sub-programmes which are allocated within two units. Unit 1 programmes are under the leadership of the Director while Unit 2 programmes are coordinated by the Deputy Director. UNIT 1: CDM Leadership and Hazard Mitigation is made up of three main programmes and linked to the Planning Authority and Climate Change Focal Point. The three sub-programmes are: i. Risk Analysis and Climate Change (supported by Hazard Identification and Vulnerability Assessment activities that are managed by the Technical Planning Officer) ii. Early Warning and Emergency Communications System Development (supported by Hazard Monitoring and Systems maintenance activities managed by the Emergency Communications Officer) iii. Departmental Services (Supported by Records Management, Project Implementation and Reporting and Support Services) UNIT 2: CDM Sector Integration which includes two main programmes and two sub-programmes: i. Business Continuity and Community Development Services (which is supported by Community DRR activities) ii. Marketing, Awareness and Knowledge Management (which is supported by Capacity Building Activities) The two units are also aligned with the respective duties of the Governor and the Premier. The Governor is responsible for Preparedness and Response while the Premier is responsible for Mitigation and Recovery. Climate Change Adaptation and Health Disaster Management are integral to work of the DDM although these programmes are externally located. Nevertheless, the Climate Change Adaptation programme is located in Unit 1 while the Health Disaster Management programme has been included in Unit 2. We are concerned that gender remains a marginalised issue in the current national, regional and international negotiations around disaster risk reduction and climate change adaptation. To this end, the DDM will collaborate with the Office of Gender Affairs, the Department of Social Development and civil society in fostering the linkage between disaster risk reduction and climate change adaptation from a gender perspective. The DDM will also collect gender-specific data and statistics on impact of disasters, and carry out gender-sensitive vulnerability and risk assessments and capacity building. Through this IP, the DDM will endeavour to increase awareness of the public and media on the gender-sensitive vulnerabilities and capacities in disasters and gender-specific needs and concerns in disaster risk reduction and management. Our Organisational Structure STRUCTURES The DDM will undergo some organisational changes – both in terms of staff responsibilities and programmatic areas of focus, and the DDM’s overall structure – to better deliver the IP effectively and efficiently. The new DDM organisational structure is presented in Figure 1. There are currently 13 employees in the DDM who are outlined as follows: Director (1) Deputy Director (1) Programme Managers (5) Programme Officers (4) Support Staff (2) Based on the robust CDMSPF III and the DDM IP, it is evident that the DDM could benefit from an increase in human (and financial) resources. However, the department is conscious of the financial constraints in which the Government is currently operating and therefore proposes an upgrade of the post of Assistant Information Officer to Community Relations Officer (Grade 9) and the Secretary II to the post of Projects Officer (Grade 7). As the organisational chart demonstrates, each Programme Manager is responsible for each of the programmes of the IP. Though the Director oversees all programming for the DDM and CDM in the VI, each Programme Manager has responsibility for building particular expertise and competencies in their programmatic area. In this way, key areas of capacity are spread and shared within the organisation and not all responsibility or capacity resides with the director alone. In the future, this means that DDM staff will be able to manage those aspects more independently. The Deputy Director will manage the CDM Sector Integration Unit. IP11 NDMC GOVERNOR Premier's Office Planning Authority Ministry fo NRL Climate Change Focal Point LINKED TO NEW OUTCOME 2 AND 8 Director (CDM Leadership and Hazard Mitigation) Strategic Management| Partnerships and Alliance| Policy, Legislation and Enforcement LINKED TO NEW OUTCOME 3, 5, 7 & 8 Ministry of Health Health Disaster Coordinator (Health Disaster Management) Human Health and Social Work Sectors LINKED TO NEW OUTCOME 2 Projects Officer (Records Management, Project Implementation and Reporting) LINKED TO NEW OUTCOME 7 Deputy Director (CDM Sector Integration) Agriculture| Fisheries| Wholesale and Retail Trade Sectors | Manufacturing and Financial and Insurance LINKED TO NEW OUTCOMES 1, 2, 4, 6 Planning & Preparedness Manager (Business Continuity & Community Development Services) Utilities |Transportation and Storage | Accommodation and food Services LINKED TO NEW OUTCOMES 2 AND 4 Community Relations Officer (Community Disaster Risk Reduction) Community, and Membership organisations (Red Cross and Gender) LINKED TO NEW OUTCOME 4 Information & Education Manager (Marketing, Awareness & Knowledge Management) Information and Communication| Education and Personal Services LINKED TO NEW OUTCOME 1 Training Officer (Capacity Building) Government Services, Public Administration and Defense LINKED TO NEW OUTCOME 6 Senior Technical Planning Manager (Risk Analysis & Climate Adaptation) Planning , Construction and scientific research and developement Sectors LINKED TO NEW OUTCOME 3 Technical Planning Officer (Hazard Identification and Vulnerability Assessment) LINKED TO NEW OUTCOME 3 Emergency Communications Manager (Early Warning and Emergency Communicatiosn Systems Development) LINKED TO NEW OUTCOME 5 Emergency Communications Officer (Hazard Monitoring & Systems Maintenance) LINKED TO NEW OUTCOME 5 Senior Administrative Officer (Departmental Services - Inter and Intra) HR| Project Mgmt| M&E| Finance| Administration LINKED TO NEW OUTCOME 7 Cleaner Support Services LINKED TO NEW OUTCOME 7 Figure IP2: The DDM Organisational Structure and its relationship to the IP Outcomes How We Will Monitor Our Performance PERFORMANCE MONITORING As previously mentioned, the intended results of the activities identified in the IP are: The DDM is well-coordinated and provides leadership for CDM integration and coordination. DDM’s support services are efficient, effective and timely. The public’s awareness, understanding and capability to anticipate and cope with disasters is increased. CDM is mainstreamed in Government ministries and in key public and private sectors. The integration of hazard mitigation activities into the planning and development process is strengthened. CBDRR is promoted as a window of opportunity for community empowerment in disaster management and for establishing linkages with development and planning. . Early warnings are easily understood and disseminated on a timely basis. These intended results are consistent with the outcomes of the CDMSPF III and the Hyogo Framework 7 . The DDM will also make sure that: i. There is increased understanding of gender concerns and needs in disaster risk reduction; and develop the department’s capacity and that of the Office of Gender Affairs to address gender issues in disaster risk reduction. ii. The citizenry will be educated about resilience to disasters no longer meaning anticipating and responding to sudden-onset hazards, but acting now to mitigate impacts of slow-onset hazards (such as ocean acidification) that have the potential to cause lasting and unrecoverable losses. The DDM will encourage those vulnerable to climate change to assess and understand the possible impact of a changing climate in their everyday lives; and work with the BVI Red Cross to conduct participatory risk assessments through the Red Cross Red Crescent Vulnerability and Capacity Assessment approach. In addition to assessing disaster risks, the DDM will help communities record changes in climate, understand the impact of changing weather patterns on their community, take stock of current indigenous adaptation strategies, and build an action plan for adaptation and mitigation to multiple hazards/risks at the community level. iii. There is an understanding of the relationship between risk reduction, energy efficiency and renewable energy. With increasing number of natural, climatic and technological disasters, green technology is also starting to become a reputational and strategic issue for insurance and risk management industries. The DDM will adapt and introduce PAHO’s guidelines for Green technologies into the construction and building sector and in retrofitting critical infrastructure, including schools and health care facilities. During the life of the IP, the DDM will endeavour to source and adapt practical guidelines on how to institutionalize gender-sensitive risk assessments, implement gender-sensitive early warning systems, and use gender-sensitive indicators to monitor gender mainstreaming progress. The DDM is also aware that disaster risk reduction and climate change adaptation share a common space of concern: reducing the vulnerability of communities and achieving sustainable development. The work that has been undertaken thus far and which the department will continue through the IP already provides a strong basis for developing concrete risk-reducing adaptation measures. In collaboration with the Climate Change Focal Point in the Ministry of Natural Resources & Labour, the DDM will disseminate high quality information about climate hazards and their likely future changes; conduct assessments of vulnerability and special vulnerable groups; review the effectiveness of early warning systems; implement procedures to ensure warnings reach vulnerable groups; and undertake public information programmes to help people understand the risks they face and how to respond to warnings. 7 The Hyogo Framework specifically identifies the need to “promote the integration of risk reduction associated with existing climate variability and future climate change into strategies for the reduction of disaster risk and adaptation to climate change...” IP13 How We Will Resource Our Plan RESOURCING Although the IP is very ambitious and is only for five years, our attention is going to be focused on building VI’s resilience through mitigating risks and vulnerabilities and strengthening our response and recovery systems. The DDM knows that these first five years will be critical: the department will need the funds and the staff. The urgency of obtaining the necessary funds, in a timely manner, cannot therefore be sufficiently underscored. This Plan, together with the CDMSPF III will be used as the blueprint to mobilise resources. Given the present global economic crises it is very likely that the DDM will have to seek very many different sources of financing at different times during the life of the plan. To ensure that the scheduling of the activities in this plan is not compromised, resource mobilisation will be undertaken at least 12 months before the on‐set of implementation of each of the work packages and the activities contained therein. To mobilise funds for financing the CDMSPF III, the DDM has identified three funding sources, namely: i. To take advantage of available resources by incorporating activities of the Strategy into the regular annual budget of Government. ii. To resort to the mobilisation of additional resources from development partners and the private sector for activities that could not be incorporated into the Government budget. iii. To take advantage of and increase the number of income generating activities that the DDM is involved in, e.g. options for generating revenue through inspection; services that the DDM provides to other departments (e.g. programming of telecommunication equipment, installation of equipment), etc. Nevertheless, for resource mobilisation, the Government budget is very important for successful implementation of the CDMSPF III. It will illustrate Government’s strong commitment to creating the SMART footprint in order to ensure that the sustainable development gains are not compromised by a disaster event. The NDMC, assisted by the DDM will organise mini roundtable discussions with development partners and other stakeholders with a view of informing them about the programmes of the CDMSPF III and the DDM IP and identifying possibilities for partnership and financing. This must, however, be supported by a spirit of mutual cooperation and collaboration by the partners. VIRGIN ISLANDS CDM SPFIII Logical Framework Table IP2: Risk and Mitigation Measures for the Virgin Islands CDMSPF III THE VIRGIN ISLANDS COMPREHENSIVE DISASTER MANAGEMENT STRATEGY AND PROGRAMMING FRAMEWORK III NARRATIVE SUMMARY INTENDED RESULTS TYPE AND LEVEL OF RISK PERFORMANCE INDICATORS/ OUTPUTS BASELINE DATA SOURCE GOAL IMPACT STATEMENT Avoidable loss of lives, livelihoods and property reduced and development gains safeguarded The cost of disasters to the VI and its population is reduced because of the heightened awareness of CDM a) Funding for the CDMSPF III is insufficient and untimely (HIGH) b) External funding is not available or not available on a timely basis (HIGH) c) The NDMC is not able to provide the leadership needed to coordinate the CDMSPF III (HIGH) d) The VI is impacted by major disasters during the life of the CDMSPF III (HIGH) e) The partner agencies in the CDMSPF III do not collaborate as effectively as they should (MEDIUM) i. By 2019, the cost to government of responding to a major disaster event reduced by at least 15% when compared to the cost of recovering from a disaster event prior to 2014. ii. At least 75% of the sectors participating in the CDMSPF III by 2019, i.e. the CDM philosophy is infused into all aspects of their programming and budgeting. • 1989- Hurricane Hugo $40 million • 1995 Hurricane Luis and Marilyn $8 million • 1998 Hurricane Georges $12 Million • 1999 Hurricane Lenny $24 Million • 2003 flood $19.15 Million • 2010 flood $22 Million Damage Assessment Reports Purpose Proposed Mitigation Measures CDM fully institutionalize d and integrated into VI’s Sustainable development CDM, supported by an efficient governance structure and grounded in community and private sector support, is fully institutionalized and integrated into the sustainable development of the VI. a) As soon as Cabinet approves the CDMSPF III, each agency should prioritize the outputs for which it is responsible within the five year time frame, and undertake a costing of each of the activities. The activities not likely to be funded by the Government should be used to approach external Donors. b) The NDMC with support from the Ministry of Finance should develop a resource mobilization plan based on the outputs that will most likely not be funded by Government. c) The Outcomes and the Outputs of the CDMSPF III should be re prioritized d) Once cabinet approves the CDMSPF III, the NDMC should be reformed to strengthen capacity for recovery and mitigation in the Premier’s Office and streamline the various standing committees of the NDMC, aligning them with the CDMSPF III outcomes e) The CDMSPF III is reviewed following a disaster event in order to determine if any of the outcomes and outputs have to be redesigned or re-prioritized f) The NDMC should meet at least twice a year to ensure inter agency and inter sectoral collaboration; each standing Committee of the NDMC should present a status report at these meetings. One of these two reports will be an Annual Report which will be prepared according to a template provided by the NDMC. The DDM will consolidate these sectoral reports and the annual Report on the status of Implementation of the CDMSPF III which will be laid in Cabinet. g) The Standing Committees of the NDMC meet at least quarterly to review the status of implementation of the CDMPSF III, AT least 80% of all outcomes in the CDMSPF II are fully implemented by 2019 All partners in the CDMSPFII implement at least 75% of their outputs 71% of outcomes were achieved according to OECS B-Tool results of 2013 and its application to the previous strategy. 58% of the VI CDM policy priorities were completed During the EMAP base line assessment in 2014, the VI met 62/64 standards with the opportunity to gain full accreditation with proof of compliance with the two outstanding standards by January 16 th , 2015. M& E System Evaluation Report of CDMSPF II IP15 OUTCOMES Table IP3 Virgin Islands CDMSPF III Outcome Level Performance Management Framework Narrative Summary Intended Results Performance Indicators Linkage to EMAP Standards Linkage to SEED Targets 2014 Targets 2015 Targets 2016 Targets 2017 Targets 2018 Data Sources 1. Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters Assigned Officer: Information and Education Manager NDMC Committee Education and Information Management & Public Information and Education The VI population – Belonger and Migrant is better prepared to handle hazards that affect the BVI; and to disaster Risk Reduction. a) # of hazard specific gender sensitive awareness campaigns and knowledge management products developed, implemented and evaluated for effectiveness b) The % of the population demonstrating their understanding of the concepts of CDM by taking at least 4 types of DRR measures (Training, Knowledge of their vulnerability to hazards and climate change, adherence to Early Warning and Alert Systems, undertaking protective actions- such as Insurance Coverage, Home Repairs, Family Plans , Healthy Activity and Green Initiatives) 4.15 Crisis Communica tions, Public Education and Information Social: An improved standard of living 50% population understan ding CDM and applying DRR concepts KAP Study 2012 Surveys 2. Enhanced integration of disaster risk reduction (DRR) into all sectors Assigned Officer/s: Deputy Director & Planning and Preparedness Manager NDMC Committee Finance Planning and Economic Development Decision makers recognized CDM as the roadmap for building sector resilience. I. # of agencies within sectors with DRR plans and procedures aimed at contributing to CDM II. % of Sectors in compliance with CDM road map 4.6 Operational Planning 4.7 Incident Manageme nt 4.11 Operations and Procedures Social: An improved standard of living 20% agencies with DRR in work plans and budgets CDM Policy 2003 DM Act 2003 2013 Budget Estimates 3. Enhanced planning and The VI’s resilience is strengthened I. # of developments in compliance with non-structural 4.3 Hazard identificatio Direction/G 15% hazard Narrative Summary Intended Results Performance Indicators Linkage to EMAP Standards Linkage to SEED Targets 2014 Targets 2015 Targets 2016 Targets 2017 Targets 2018 Data Sources development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation Assigned Officer/s: Senior Technical Planning Manager & Technical Planning Officer NDMC Committee: Energy, Environment & Climate Change through a SMART approach to development control and planning. & structural measures II. # of SMAR-Techniques applied within development planning & project design activities. n, Risk assessment and Consequen ce Analysis 4.4 Hazard Mitigation 4.5 Prevention overnance: Protected borders and enhanced law, order and public safety mitigation techniques being applied in banking, insurance, planning, building, agriculture, finance and tourism sectors STPM/TPO to provide Data Source 4. Reduced vulnerability through enhanced community based disaster risk reduction to mitigate and respond to hazard impacts Assigned Officer: Community Relations Officer NDMC Committee: Health Welfare and Social Services Community Vulnerability levels reduced through SMART (Sustainable, Mitigation, Adaptation, Resilient, Techniques) applications I. # of SMART communities available throughout the Territory II. % of SMART communities applying SMART (Sustainable, Mitigation, Adaptation, Resilient, Techniques) 4.8 Resource Manageme nt and Logistics Social: An improved standard of living 2% mechanis ms in place to support SMART DDM Training Database 1994 Shelter Policy 5. Enhanced Early Warning and hazard monitoring Systems to improve disaster risk reduction and emergency operations Assigned Officer/s: Emergency Communications Manager & Emergency Communications VI has a common alerting protocol for disseminating messages throughout the Territory. I. # of systems available to monitor hazards and provide alerts and notification to the population II. II. % of early warning and hazard monitoring coverage throughout the territory. 4.10 Communica tions and warning Social: An improved standard of living 55% of early warning and hazard monitoring coverage available throughout the Territory National Communications Plan Monthly testing records IP17 Narrative Summary Intended Results Performance Indicators Linkage to EMAP Standards Linkage to SEED Targets 2014 Targets 2015 Targets 2016 Targets 2017 Targets 2018 Data Sources Officer NDMC Committee: transport, Infrastructure, Early warning and Emergency Communications 6. Improved capacity through training and exercising within key sectors Assigned Officer/s: Training Officer NDMC Committee: Governance, Public service and Sister Islands Coordination The VI NDO is supported by well defined competency standards & a comprehensive training program. I. % of agencies achieving established competency standards. II. A network of certified subject matter experts III. The VI National Disaster Organizations with the capacity to deliver DM training to other jurisdictions 4.13 Training 4.14 Exercises, Evacuation and Corrective Actions Direction/G overnance: Protected borders and enhanced law, order and public safety 1% agencies achieving competenc y standards Training Database Course curriculum 7. Enhanced integration of CDM into national policies, laws, strategies and improve leadership and management of disaster management activities Assigned Officer/s: Director, Senior Administrative Officer & Senior Executive Officer NDMC Committee: Disaster/Emergency Fund The CDMSPF III is implemented with sufficient resources through an enabling framework that allows for the timely delivery of the outputs. I. At least 80% of the CDMSPF III is implemented by 2019 II. # of Sector policies, laws and SOPs incorporating CDM concepts 4.1 Administrati ve and Finance 4.2 Laws and Authorities 4.12 Facilities Direction/G overnance: Protected borders and enhanced law, order and public safety 2% of mechanis ms in place to foster integration of CDM CDMSFPIII Narrative Summary Intended Results Performance Indicators Linkage to EMAP Standards Linkage to SEED Targets 2014 Targets 2015 Targets 2016 Targets 2017 Targets 2018 Data Sources 8. Improved linkages between DRR, energy & CCA measured through closer collaboration with focal points in ministries of C&W and NRL & regional and international partners Assigned Officer/s: Senior Technical Planning Manager, Technical Planning Officer & Director NDMC Committee: Energy, Environment & Climate Change The VI has an approved methodology for linking climate change adaptation , alternative energy and environmental protection to DRR # of initiatives that demonstrates DRR, energy and CCA linkages 4.3 Hazard identificatio n, Risk assessment and Consequen ce Analysis 4.4 Hazard Mitigation 4.5 Prevention and 4.9 Mutual Aid Direction/G overnance: Protected borders and enhanced law, order and public safety 2% of action plan demonstra ting linkage between DRR, Energy and CCA Mitigation & Development Planning Framework 2002 Stakeholder mapping chart IP19 DEPARTMENT OF DISASTER MANAGEMENT Performance Management Frameworks OUTCOME 1 Improved marketing of the mandate of the DDM and knowledge management about the impacts of hazards/disasters EMAP STANDARD: 4.15 Table IP4 Department of Disaster Management Outcome 1 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 1.1 CDM infused into school curricula Output Indicators Evidence of CDM infused into school curriculum for primary and lower secondary grades by 2019 Young persons of school going age in the VI become the catalytic potential for CDM in the territory Each school established a Disaster Management Committee which is responsible for developing, adapting, implementing and updating the school disaster plan 1. Evaluate DRR infusion process into elementary curriculum 2. Consult with educator sector to define avenues to address gaps 3. Design teaching aids in consultation with education sector for teachers to incorporate CDM into specific subject areas 4. Test and finalize teaching aid 5. Seek approval from MOE/DOE for teaching aids 6. Undertake sensitization and awareness campaign 7. Implement teaching aids Evidence of CDM infused into school curriculum for primary and lower secondary grades DRR infusion process evaluated Baseline Data UNICEF Report Gap analysis conducted on education curriculum to determine extent of DRR infusion. Data Source: UNICEF Report/ UNICEF Case Studies/ UNESCO Presentation on DRR in Schools Gap analysis conducted on education curriculum to determine extent of DRR infusion Consultations held with education sector to define avenues for addressing gaps identified Data Source: UNICEF Report/ UNICEF Case Studies/ UNESCO Presentation on DRR in Schools Consultations held with education sector to design teaching aids aimed at incorporating CDM into specific subject areas Focus groups organised to obtain feedback on effectiveness of DRR infusion Finalise teaching aids and embark on sensitisation and implementation OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 1.2 School Disaster Management Programme expanded to include SMART Initiatives Output Indicators  The Education Sector is sensitized to the benefits of being SMART by 2018  AT least 30% of the schools in the VI are SMART by 2019  DM principles and standards for day care centres are developed by end 2014  At least 60% of day care centres are compliant with standards by 2019  At least 75% of schools in the VI have disaster management plans by 2019 A SMART education sector The extent of damage to a school during and after a disaster event is reduced. Day care centres are able to respond, to a large extent, to a hazard event The Education Department can ensure that schools are prepared for disaster events 1. Expand SAFE school programme to include SMART (green) initiatives 2. Facilitate work to ensure SAFE school certification for all registered schools 3. Collaborate with Training officer to facilitate fire suppression and CPR training in all schools Completed by NDMC EIM 1. Consult with DOE/MOE to define operational standards for day care facilities 2. Finalize and implement draft 2011 school health and safety Policy. Number of schools achieving SMART school certification Baseline Data 10 SAFE schools certified in 2013 Continue working with 10 schools to achieve SAFE School certification To introduce SMART Initiatives in 1 school as a pilot. Data source 2012 Health & Safety Assessment of all schools Continue working with 3 schools to achieve SAFE School certification Finalize SMART Initiatives in 1 school as a pilot. Monitor progress of greening initiatives in schools. Fire suppression and CPR training for all schools. Data source: 2012 Health & Safety Assessment of all schools First group of SMART school identified and certified Fire suppression and CPR training for all schools Assist second group of 10 SAFE schools with greening initiatives to become SMART Fire suppression and CPR training for all schools Monitor progress of greening initiatives in schools Fire suppression and CPR training for all schools IP21 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 1.3 Centre of excellence in DRR at HLSCC and Training Division facilitated Output Indicators Centre of Excellence attained. HLSCC is regarded locally and regional as a centre of excellence for training in DRR. 1. Assess current DM programme and course offerings 2. Explore potential for online courses 3. Develop structured short course schedule 4. Develop public awareness campaign to generate interest in DM programme 1. Centre of excellence in DRR at HLSCC attained 2. Formal In Service program established through Training Division Baseline Concept note prepared for accreditation Evaluate existing DM programme Develop annual schedule of short courses Develop and execute PR campaign Formal In-Service programme established for educators Data Source HLSCC concept note Develop annual schedule of short course offering Develop and execute PR campaign Explore online course offering. Data Source HLSCC concept note Execute PR/awareness campaign Execute PR/awareness campaign Execute PR/awareness campaign 1.4 Public Information Policy established Output Indicators Develop a Public Information Policy on CDM by end 2014 Clear, consistent and actionable information about potential and impending disaster situations is available in a timely fashion Facilitate the development of a public information policy on CDM in consultation with PIE. Presence of Public Information Policy on CDM Baseline Data Public Information Plan Facilitate development of draft Public information Policy Data Source CDEMA Model, Public Information Policy Draft Public Information Policy circulated and approval sought. Data Source CDEMA Model, Public Information Policy Draft Public Information Policy Implemented 1.5 Media accreditation and training programmes developed and implemented Output Indicators  Presence of Media Accreditation & Training Programme  The number of journalists trained and Established guidelines for the accreditation of media houses and training programme in place for media personnel. Collaborate with GIS to facilitate development and implementation of a Media accreditation policy and guidelines Presence of Media Accreditation and Training Programme The number of journalists trained and media houses accredited Baseline Data Documentation guidelines produced by former Director of Communications Consult with PIE to design a Media Accreditation Training Programme Data source Applicable legislation/ National Public Information Plan Draft Media Accreditation and Training Programme finalised, approved and implemented. Training programme developed and implemented. Monitor programme and facilitate annual training for media houses Monitor programme and facilitate annual training for media houses Monitor programme and facilitate annual training for media houses OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 media houses accredited. Data source Applicable legislation/ National Public Information Plan 1.6 Marketing plan for DDM prepared and implemented Output Indicators A marketing plan for DDM’s public awareness is formulated and implemented by mid-2014 The DDM Public Awareness programme is a funding stream for the DDM Prepare and implement a marketing plan for DDM Prepare press releases and bulletins as necessary Facilitate media participation in DDM simulation exercises Conduct KAP to update study undertaken in 2012 Presence of Marketing Plan for DDM's Public awareness At least 10 media personnel participate in annual DDM simulation exercises KAP enumerating at least 1000 people on the mail islands completed Baseline Data 2012 KAP Study Annual Report Marketing Plan develop and approved by mid-year Prepare and disseminate at least 12 press releases Data source CDM SPF III Implementation Plan 2012 KAP Study Report Marketing Plan develop and approved by March 2015 Marketing plan implemented. 75% of targets for 2015 in Marketing Plan achieved Data source CDM SPF III Implementation Plan 2012 KAP Study Report Prepare and disseminate at least 12 press releases Prepare and disseminate at least 12 press releases Prepare and disseminate at least 12 press releases Design and execute KAP Study 1.7 Public outreach programme expanded to utilize SMS text messaging, other technology and social media Output Indicators Existence of Agreements with telecommunications providers Agreements established with telecommunications providers. Establish cooperation agreements with telecom providers to use SMS text messaging as part of outreach Ensure functionality of weather link on website Utilize social media to disseminate hazard awareness information Agreement established with telecom providers b)Ensure continued functionality of weather link established on website Regular use of social media to disseminate hazard awareness and other DDM information and generate more followers explore and establish twitter account. Baseline Data: Weather Link 2012 Facebook page 2012 Negotiation with telecom providers and completion of agreements) Ensure continued functionality of weather link Weekly updates posted on Facebook Twitter account established Negotiation with telecom providers and completion of agreements Implementation of agreements to utilise SMS for public outreach. Ensure continued functionality of weather link. Weekly updates posted on Facebook and Twitter. IP23 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 1.8 Specialized outreach programmes developed & implemented for different groups Output Indicators At least four specialized outreach programmes are implemented by 2019 Ref 1.6 The resilience of various groups in VI to cope with potential disasters is strengthened and they participate willingly in all CDM programmers Develop and implement specialized outreach programmes for vulnerable groups, home-owners, marine community, building contractors and Spanish speakers Promote IDDR Day theme though message from Governor, Focus & DDM Radio programmes Develop and implement hazard campaigns in collaboration with PIE sub-committee. At least one specialized outreach programme implemented per year Monthly campaigns executed in accordance with the PIE schedule Baseline Data: IDDR Day campaign s KAP Study Specialized outreach programme developed and implemented Develop and Implement campaigns based on assigned theme and PIE schedule Data source: CDM SPF III and Implementation Plan DDM Marketing Plan Specialised outreach programme developed and implemented Develop and implement IDDR campaign based on assigned theme. Develop and implement campaign based on assigned theme. Data source: CDM SPF III & Implementation Plan DDM Marketing Plan Specialised outreach programme developed and implemented Develop and implement campaign based on assigned theme Develop and implement campaign based on assigned theme Specialised outreach programme developed and implemented Develop and implement campaign based on assigned theme Develop and implement campaign based on assigned theme Specialised outreach programme developed and implemented Develop and implement campaign based on assigned theme Develop and implement campaign based on assigned theme OUTCOME 2 Enhanced Integration of CDM principles into all sectors EMAP STANDARD: 4.6, 4.7.1, 4.7.2, 4.7.4, 4.7.5. 4.11 Table IP5 Department of Disaster Management Outcome 2 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 2.1 Sectors Hazard impact resilience strengthened through the development and testing of CDM Plans. Output Indicators:  Establish DDM Liaison Officers in at least 50% government agencies and key private sector agencies by 2015 and all agencies by 2019  Disaster management plans are developed for at least two sub sectors every year.  A disaster Management Plan for debris management is developed and implemented in 2014. Closer collaboration between DDM and various government and key private sector agencies thereby assisting the integration of CDM The various transportation sub sectors have, in a concise and convenient form, a list of major executive actions involved in responding to natural disasters and necessary measures for preparedness, Appropriate agencies have a plan that facilitates and coordinates the removal, collection, and disposal of debris following a disaster. 1. Update Disaster Management Plan template for Government Department and Businesses 2. Review agency specific DM plans to either approve or make recommendation for improvements 3. Conduct assessment of sectors to determine level of preparedness to known (local) hazards completed Facilitate the development/update and testing of specific national level disaster plan, e.g. Transport: Debris: Marine and Aviation Search and Rescue 4. Establish and maintain a cadre of Liaison Officers assigned to sectors. a) % of agencies with DM Plans and % adequately prepared for hazard impacts b) # of liaison officers positioned c) presence of updated national plans Baseline Data: 2005 DM Plan Template 74% of Gov Depts with Plans 2013 assessment report EMAP Baseline needed a)2005 DM Plan template Revised b)No. of Gov. Depts. Without DM Plans identified and work with each to develop and test plans c)Annual assessment conducted and an analysis of agency response provided. d)National Level Hazardous Material Plan finalized and e)Formal TOR and programme designed for Liaison Officers in collaboration with sector Leads Data Source: I. Preparedness Audit Survey II. Virgin Islands Legislation III.NDMP IV.VI CDM a) 2005 DM Plan Checklist updated in accordance with revised Template. b) 80% of Gov Depts with Plans c) 5% of critical private sector with Plans assessed. d) Annual Preparedness Assessment Conducted and an analysis of agency responses provided. e) National Level Transportation Plan Developed and Tested. f) Liaison Officer requirements finalised and circulated. g) Update NDMP Base plan, Response and Support functions h) Gain Cabinets Revised DM Plan Template Circulated and recommended for mainstream use DM Plans reviewed as necessary; Gov Depts and 85% critical private agencies targeted to develop Plans Annual Assessment Conducted and an analysis of agency responses provided National Level Debris Management plan Developed and Tested Updated listing established maintained for annual meetings Revised DM Plan Template Implemented DM Plans reviewed as necessary; Gov Depts and 90% critical private agencies targeted to develop Plans Annual Assessment Conducted and an analysis of agency responses provided National SAR Plan updated to incorporate procedures for Aviation and Marine SAR Updated listing maintained for annual meetings Continued use of Revised DM Plan Template DM Plans reviewed as necessary; Gov Depts and 95% critical private agencies targeted to develop Plans Annual Assessment Conducted and an analysis of agency responses provided National SAR Plan which incorporates procedures for Aviation and Marine SAR finalised and tested. Updated listing maintained for annual meetings and liaison officer programme IP25 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 Legislation V.Liaison Officers Feedback surveys approval for updated Recovery Plan Data Source: Preparedness Audit Survey Virgin Islands Legislation NDMP VI CDM Legislation Liaison Officers Feedback surveys evaluated 2.2 CDM Planning and Management practices adapted in tourism industry to reduce related risk Output Indicators:  Disaster management standards for inclusion into in service standards for tourism establishments developed and implemented by 2017  Adapt SMART Tool kit for tourism facilities by 2017  Establish at least 2 SMART Tourism facilities by 2019  Measures to address disasters are institutionalized in the products and services within the tourism industry (thereby raising the quality of the tourism product and service  The PAHO SMART toolkit is reviewed and adapted( was not completed- would need to get in contact would tourist board to find out why it was not done), and applied to tourism facilities participating in the certification programme  The tourism industry in VI achieves a sustainable, high level of preparedness for potential major natural and man Monitor and report on the implementation of tourism industry specific CDM programme initiatives through: a) collaborating with the BVITB to design an evaluation checklist for tourism properties; b) Liaising with STPM and TPO to obtain hazard profile for each property c) working with BVITB to prepare DM Plan Template specific to tourism industry d) Monitoring the BVITBs design and implement a DRM programme aimed at linking to annual licensing and inspection of properties to DM Plan development practices e) Monitoring and  % of agencies with DM Plans and % adequately prepared for hazard impacts  Evidence of CDM Planning by industry partners Baseline Data:  Liaison Officer  Standard preparedness Assessment checklist which can be adapted  Standard DM Plan Template which can be adapted  IDB standards for Caribbean Hotel Facilities which can be adapted Model for SMART facilities a)The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually b) 15 % of model SMART Facilities Data Source: •Industry/ Sector specific CDM Implementation Plan and PMF The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually The imple mentation of industry specific CDM pro grammes activities facilitated monitored evalu ated and reported on annually. 15% of Charter Companies, Hotels, Dive Companies and The implementation of industry specific CDM programmes activities facilitated monitored evaluated and reported on annually 35% of Agencies with DM plans Developed and tested The implementation of industry specific CDM programmes activities facilitated monitored evaluated and reported on annually. 45% of Agencies with DM plans Developed and tested The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually. 55% of Agencies with DM plans Developed and tested OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018  All tourism facilities have disaster management plans which are tested annually by 2015 made disasters. BVITBs development of local industry service standards for tourism related businesses which includes CDM; and f) providing technical guidance to BVITB for the development and implementation of SMART certification for x3 properties of varying sizes restaurants with DM plans devel oped and tested. Data Source: Industry/ Sector specific CDM Implementation Plan and PMF 2.3 Risk management programme for financial industry developed Output Indicators:  The Financial Services Disaster Management Programme is developed and approved by Cabinet by 2016  At least 75% of all registered agents have corporate disaster recovery plans.  Risk management guidelines for the financial services sector by 2014  The Financial Services Sector is governed by a Disaster Management Policy that outlines the fundamental and processes for risk assessment and disaster recovery planning.  Each Registered Agent has a corporate disaster recovery plan which is tested annually and the FIA is assured that all registered agents have up to date plans that provide clear guidelines for disaster preparedness and response.  The VI has an effective risk management framework that can be used by the Authorities to ensure Monitor and report on the implementation of financial industry specific CDM programme initiatives by: a) Providing technical guidance to FSC for the design of a programme framework for financial services Industry b) Liaising with FIA to obtain #’s of Registered Agents with business continuity plans that are tested annually c) collaborating with FSC and providing technical input towards the development of guidelines for effective risk mitigation a. % of agencies with DM Plans and percentage adequately prepared for hazard impacts b. Evidence of CDM Planning by industry partners Baseline Data a) Liaison Officer b) Standard preparedness Assessment checklist which can be adapted c) Standard DM Plan Template which can be adapted IDB standards for Caribbean Hotel Facilities which can be adapted d) Principles for Sustainable Insurance e) FSC regulatory requirements The development of industry specific CDM programme framework with activities to be monitored evaluated and reported on annually Data Source: Industry/ sector specific CDM implementation Plan and PMF The imple mentation of industry specific CDM pro grammes activities facilitated monitored evalu ated and reported on annually. Bi-annual updates of listing of Industries/ Agencies with Plans. Data Source: Industry/ sector specific CDM implementation Plan and PMF The implementation of industry specific CDM programmes activities facilitated monitored evaluated and reported on annually 35% of Agencies with DM plans Developed and tested The implementation of industry specific CDM programmes activities facilitated monitored evaluated and reported on annually. 45% of Agencies with DM plans Developed and tested The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually. 55% of Agencies with DM plans Developed and tested IP27 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 that the sector is disaster proofed and in compliance with international standards and the best global practices in corporate governance.  The VI authorities are informed of each financial services operation’s portfolio of risks, including risks form natural and manmade disaster, and the steps it will take/has taken to mitigate these risks. 2.4 Health DRR programme strengthened to reduce morbidity and mortality rates related to hazard impacts Output Indicators:  At least three health care facilities are certified as SMART  Eight clinics in the BVI are evaluated according to the PAHO Small Health Facilities Index so that the most important structural, non  Health care facilities in the VI are climate smart and disaster resilient  At least 8 Health facilities are retrofitted to increase their safety during a disaster event.  The mainstreaming of the HDM Policy into the health sector is strengthened by relevant legislation and strategies.  The Health sector’s disaster risk reduction and management Monitor and report on the implementation of health sector specific CDM programme initiatives by: a. reviewing the revised NHSEMP and ensuring congruence with PAHO's Health EOC Guidelines; and approving or making recommendations for improvements in consultation with HDC ( Internal Committee established) b. Providing technical comments to HDC towards the development of Indoor Air Quality Standards a) presence of Revised NHSEMP b) no. of SMART Health Facilities designed and managed in accordance with PAHO Guidelines c) percentage reduction in hazard related morbidity and mortality rates d) HDM policy finalized and implemented The development of industry specific CDM programme framework with activities to bemonitored evaluated and reported on annually Data Source: Industry/ Sector specific CDM Implementation Plan and PMF PAHO's Health Facility Guidelines. The imple mentation of industry specific CDM pro grammes activities monitored evalu ated and reported on annually. Data Source: Industry/ Sector specific CDM Implementation Plan and PMF PAHO's Health Facility Guidelines. The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually. The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually. The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually. OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 structural, and functional vulnerabilities are identified and interventions needed to increase a facility’s safety are addressed and an implementation plan is designed  A national HDM Policy based on the existing draft is finalized incorporating appropriate linkages with the Climate Smart Policy and the national level HDM and Disaster Management Policies and Programmers by end of 2015  Legislation and regulations which outline the conditions under which cadavers, other human remains, organs and tissues may be imported into or exported from the VI are in place and operational.  Regulation s are in place and operational for strengthening the system is strengthened  The Health care system in the VI will be able to track items from the moment donors commit to sending supplies until they are distributed effectively to the affected population  The Health Sector in the VI has a centralized location for coordination and control of health related emergency response activities c. Reviewing and providing technical guidance to HDC for the development of a HDM Policy which incorporates Climate Change Adaption principles d. Monitoring the HDM committee of the NDMC in monitoring, evaluating and reporting on the component of the new National CDM Strategy that focuses on the HDM programme. IP29 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 administration of the entry and exit inspection and quarantine on ships of international sails to facilitate their entry in and exit from the ports of the VI  Legislation is in place to inform parties involved in modifiable disease reporting  Existing guidelines for the protection of public health from risks due to a number of chemicals commonly present in indoor air are improved and integrated into the certification requirements for operators who function in the VI  Comprehe nsive Health Disaster Management Campaign Implemented by 2016  Integrate LSS (SUMA) Supply Management Software into OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 Health Operations by 2015  Establish Health EOC using PAHO guidelines by 2015 2.5 Climate-Smart natural resource Management Plans designed and implemented to enable national food security Output Indicators:  A Joint awareness campaign between the Department of Agriculture and the DDM is designed and rolled out by end 2014( this is not a target- this output speaks to nation food security  Conduct farm level field trials on at least three disease resistant crops using native cultivars by 2017  Disease resistant crops are introduced to at least 30% of farms by 2019  Develop and  HDM is mainstreamed into the health sector in the VI  The farming population, civil society and the appropriate government agencies and policy makers become aware of the need to increase focus on food security as a coping mechanism against all disasters nationally, regionally and internationally  Farmers are introduced to native disease resistant cultivars so that their food crop production can increase and contribute to the territory’s food security.  Food security is ensured through year round availability of food  Livestock feed is Monitor and report on the implementation of agriculture industry specific CDM programme initiatives by:  collaborating with the Department of Agriculture and the Ministry of Natural Resources and Labour to design and education and sensitization programme on the nexus between CDM and food security to farmers and fisher persons  collaborating with STPM/TPO to design Ghut bank stabilization project using natural stabilsation techniques for local farmers a) evidence of CDM Planning by industry Partners b) Presence of Climate smart natural resource management plan(s). The development of industry specific CDM programme framework with activities to be monitored evaluated and reported on annually Data Source Topography maps/ NGIS Data The imple mentation of industry specific CDM pro grammes activities facilitated monitored evalu ated and reported on annually. Data Source: Topography maps/ NGIS Data The implementation of industry specific CDM programmes activities facilitated monitored evaluated and reported on annually The implementation of industry specific CDM programmes activities facilitated monitored evaluated and reported on annually The implementation of industry specific CDM programmes activities monitored evaluated and reported on annually. IP31 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 implement programme for combating drought – rainwater harvesting, collection points for run-off by end 2014  Establish at least 4 demonstration plots for livestock banks by 2017  Establish Livestock tagging and licensing programme by 2014  Interim Pesticides and Toxic Chemicals Board established by 2016 readily available and contributes to increased livestock production  Loss of livestock from praedial larceny and natural disaster is minimized  Establishment of an appropriate institutional arrangement to regulate the importation, exportation, transportation, storage, use and sale, and disposal of pesticides and toxic chemicals. OUTCOME 3 Enhanced planning and development through hazard identification and vulnerability assessments incorporating structural and non-structural mitigation EMAP STANDARDS: 4.3, 4.4 AND 4.5 Table IP6 Department of Disaster Management Outcome 3 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 3.1 Hazard and Risk Assessments for selected technological hazards completed and Human Vulnerability Assessments undertaken. Output Indicators  Vulnerability and risk assessment of at least 3 technological hazards are completed by 2017  AT least 2 vulnerable groups are identified, mapped and profiled every year.  Conduct at least two vulnerability assessments (human and hazards) per year for the life of the CDMSPF II  VI has access to information on the probability and magnitude and severity (economic, social and environmental) of potential impacts of selected technological hazards.  A database is available of the spatial distribution, characteristics and risk profile of vulnerable groups in the VI is available.  The VI makes risk based choices to address vulnerabilities, mitigate hazards and prepare for response to and recovery from hazard events. conduct vulnerability and risk assessment of selected technological hazards Number of risk and vulnerability assessments for technological hazards completed in relation to number of technological hazards identified assessment. Baseline Data HRAP (1997) focused on natural hazards and identified oil spoil as the most significant technological hazard which the BVI was vulnerable to. This requires review. Selection of technological hazards to be assessed, determination of study area and methodology. Data source Nat'l Hazmat and Oil Spill plan 2015’s Target  1 tech nological hazard assessment completed.  1 tech. Vuln. Assessment completed. Data source Nat'l Hazmat and Oil Spill plan At least 1 tech. risk and vuln. assessment completed Monitor and validate completed vuln. Assessment through inspections Monitor and validate completed vuln. Assessment through inspections. 3.2 Building and Construction sector enforcement mechanism enhanced through improved standards The construction industry in the VI will have access to variety of instruments and guidelines for the construction or retrofitting of buildings to ensure that they are disasters. Revise and update building act and regulations 1999 in keeping with regional and international standards Develop regulations to support the building regulations act 2004 Level of completion towards cabinets approval Undertake the technical Review of the existing Act & Regulations Undertake the technical Review of the existing Act & Regulations Draft building code presented to stakeholders Draft available for public input Revised draft incorporating public feedback IP33 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 3.3 HVA process improved through validated datasets and enhanced capacity in GIS and modeling Output Indicators  Number of training programs in GIS and Hazard modeling completed  Number of HVAs Completed  Number of hazard related datasets obtained or updated  HVA process in the BVI improved to encompass all hazards facing the Territory.  Persons involved in GIS and Hazard Mapping will be better trained and capable of developing hazard models in-house.  The Hazard Atlas will be updated to include highly accurate hazard data for all relevant hazards. i) complete hazard atlas datasets (flood, soil/micro zonation, probabilistic, evacuation maps) ii) Enhance capacity for mapping/modeling iii) preparation of HVA's a) Quality of mapping/modeling completed for all natural hazard types by Dec 2014 b) percentage of completed hazard maps/models for selected hazards c) Number of persons with improved capacity in mapping and modeling in BVI is enhanced by 2016 d) Number of HVA's competed Baseline Data  storm surge and tsunami hazard data obtained in 2012  coastal Hazard data completed for 4 main islands  Geology, Landslide, seismic Hazard mapped for 4 main islands  probabilistic and Soil Maps not completed  Hazard data is available to other agencies and the public upon request (via HVA) Flood inundation mapping completed for selected areas in Tortola Data source NGIS/ PRSMP 2015’s Target a) Flood inundation mapping completed for main selected areas in Sister Islands - Jost van Dyke Data source NGIS/ PRSMP Soil Micro zonation study completed for BVI. General Soil map completed for BVI. Probablistic hazard mapping completed for 50% of selected hazards Probablistic Hazard maps completed for all selected hazards. 2 officers competent in basic hazard modelling for at least 2 natural hazard types 3.4 clearly defines evacuation routes and procedures developed for specific hazards Output Indicators number of evacuation routes completed Number evacuation Disaster preparedness in the territory improved through the establishment of functional hazard evacuation routes and procedures for all relevant hazards. i) develop evacuation routes for specific hazards ii) develop evacuation procedures for specific hazards iii) Disseminate information on evacuation routes and procedures to the public i) Number of evacuation maps and procedures for specific hazard prepared Baseline Data  Tsunami ready certification and mapping procedures from CTWC.  Tsunami evacuation maps completed in 2013 Identification of hazards for which evacuation routes and procedures will be prepared Finalize Tsunami Ready Certification Data source 2015’s Target Evacuation Routes and Procedures prepared for Flood Hazards Data source NGIS Evacuation Routes and Procedures prepared for 25% of selected hazards Evacuation Routes and Procedures prepared for 25% of selected hazards Evacuation Routes and Procedures prepared for 25% of selected hazards OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 procedure NGIS 3.5 Nonstructural and functional mitigation measures incorporated into physical design processes for safer and GREEN construction Output Indicators I. Adapt PAHO cost benefit tool kit for the construction industry II. Revise/update building regulations and building code by end 2014 III. Provide training to at least 50% of persons in construction industry by 2017  Persons in the construction industry are sensitized and trained in a cost benefit framework that will detail the various costs and benefit streams to ascertain the feasibility of such a venture.  Public health, safety and general welfare, as they relate to the construction and occupancy of buildings and structures, are protected  adapt PAHO guidelines for non structural mitigation in building sector.  facilitate development of guidelines for non structural mitigation in building sector  % of projects in which the guidelines are applied annually.  Number of persons trained in the application of the guidelines Baseline Data PAHO guidelines for nonstructural mitigation Guidelines are developed by 2014. 10 persons trained. 2015’s Target: At least 2 major infrastructure projects applying guidelines. 20 persons trained. 5% of new projects incorporate new CBA guidelines 10 persons trained 5% of major infrastructure projects applying guidelines 10 persons trained 5% of major infrastructure projects applying guidelines 10 persons trained 3.6 QRA program for critical facilities expanded Output Indicators ii. All critical facilities have been assessed by 2018 Critical facilities in the BVI assessed and the findings used to identify vulnerable facilities and allow appropriate action to be taken. conduct quantitative risk assessment for critical buildings including critical facilities that have not been assessed previously  Number of buildings assessed  Quality of probabilistic maps produced Baseline Data Assessment of critical faculties conducted in 2006 for QRAP Identification of critical infrastructure to be assessed and determination of methodology 2015’s Target: Apply methodology to critical structures ( 9 clinics, 2 Hospitals, 3 schools in Sea Cows Bay and 1 Shelter) 25% of selected facilities assessed 25% of selected facilities assessed 25% of selected facilities have been assessed by 2018 3.7 DANA programme enhanced to incorporate an electronic database and supporting procedures Output Indicators A database capturing damage and needs assessment data for hazard incidents established and functioning Develop a database to incorporate DANA data and to generate reports  Quality of database  Extent to which database is populated Baseline Data National DANA Plan 2015’s Target Populate DANA database for at least one event Populate DANA database Populate DANA database Populate DANA database IP35 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 Completion of DANA Database by Dec. 31st 2014 3.8 National Data Repository Programme established Output Indicators A framework and design for the NDRP completed by 2015 A national data repository established to ensure that data collected in the BVI is captured so that it can be used by a various stakeholders from the public and private sector 1) support the development of Policy Guidelines requiring electronic copies of all research data and findings which are executed in the territory to be logged within a national repository 2) support the development of a monitoring/ tracking mechanism of specific research being conducted 3) support the finalizing and dissemination of the policy guidelines 4) support the development and maintenance of national data repository Presence of National Data Repository Programme Baseline Data NGIS Outline for National Repository Established Data source Physical and commercial development projects and research External Agency Historical research DDM support for national repository provided. Data source Physical and commercial development projects and research External Agency Historical research DDM support for national repository provided. DDM support for national repository provided. DDM support for national repository provided. OUTCOME 4 Reduced vulnerability through enhanced community-based disaster risk reduction to mitigate and respond to hazard impacts EMAP Standards: 4.8.1, 4.8.2, 4.8.6 Table IP7 Department of Disaster Management Outcome 4 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 4.1 National Shelter Management Programme enhanced to incorporate new management policies Output Indicators  VI Shelter policy is updated by 2014  By 2017 at least 75% of shelters [(public and private) in the entire country schematics posted and incorporated into NGIS database.  25% more retrofitted by 2019  Develop shelter in place guidelines for specific scenarios and critical facilities by 2016. The VI will have a framework for national arrangements to manage emergency shelter needs arising from the impact of the hazards that threaten its citizenry and to expedite the rehabilitation of citizens that are displaced by these hazard events All emergency shelters in the VI are retrofitted to international health and safety standards. Clearly articulated, simple and multilingual instructions are available on how to take immediate shelter, as a short term remedy, for specific disaster scenarios and for critical facilities 1) Facilitate the update of the VI shelter policy to include warehouse management guidelines in collaboration with WRDSC. 2) collaborate with PWD to incorporate retrofitting and maintenance recommendations resulting from the annual shelter assessments for all shelters (public and private) in the entire country 3) collaborate with STPM/TPO to input all shelter layout drawings into NGIS database 4) Adopt shelter in Place guidelines for specific scenarios and critical facilitates 5) conduct annual public Health and structural shelter assessments as well as inventory and signage checks to inform the shelters maintenance programme 6) facilitate annual marine shelter assessments and publish revised listing before beginning of hurricane season 7) facilitate annual a) Presence of the revised shelter policy which includes guidelines for warehouse management b) % of shelters retrofitted c) % of functional generators and small engines Baseline Data: 2003 Shelter policy 2013 Shelter Assessment Report 2013 Emergency Shelters incorporation in NGIS 2013 shelter assessment 2013 marine shelter assessment 2013 warehouse Inventory a) Reviewing and updating current policy with the WRDSC b) Retrofit six shelters c) Facilitate a design shelter schematics d) The presence of adopted guidelines e) Facilitate assessment of all shelters in the Territory Facilitate assessment of all Marine Shelters in the Territory f) Facilitate warehouse Inventory Data source 2003 Shelter Manual 2013 PWD Shelter Report NGIS Platform PAHO Shelter in place Guidelines 2013 EVH Shelter Report 2013 Marine 1. Present Policies (Welfare, Shelter and warehouse guidelines) to NDMC for comments and approval. 2. Retrofit six shelters. 3. Incorporate schematics into NGIS 4. Installation of emergency evacuation map in shelters. 5. Facilitate as sessment of all shelters in the Territory. 6. Facilitate assessment of all Marine shelters in the Territory. 7. Facilitate warehouse inventory. Data source 2003 Shelter Manual 2013 PWD Cadre of person Shelter Managers maintained and monitored on the 4 main islands through training and annual meetings Monitor Cadres of Shelter Mangers on each of the 4 main islands through annual briefing meetings at the start of the Atlantic Hurricane Season. Cadre of 10 person Shelter Managers maintained and monitored on the 4 main islands through training and annual meetings IP37 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 inspection process through annual inventories, stock verification with board survey, insurance renewal and equipment maintenance Shelter Report 2013 warehouse Inventory Shelter Report NGIS Platform PAHO Shelter in place Guidelines 2013 EVH Shelter Report 2013 Marine Shelter Report 2013 warehouse Inventory 4.2 Standard DM Programme for Sister Islands formalized and implemented Output Indicators i) SOPS are developed by 2014 ii. All relevant officers from Sister Islands trained in use of SOP by 2015 Procedures for all aspects of disaster management are standardized throughout all of the Sister Islands. develop and implement SOPs for all sister islands Presence of SOP's for Sister islands Review and discuss the Job descripions of the District officer and Sister Island Coordinator to determine how Support for the Sister Island Coordinator was developed Data source Sister Islands community profiles 2015’s Target Draft SOPs in consultation with SIC & DO. Data source Sister Islands community profiles 4.3 Community based CCA projects designed and implemented Output Indicators  Number of vulnerable communities implementing CCA measures  Establish two Community based CCA projects designed and implemented Decrease in loss of land and top soil in farm holdings caused by flash floods and other natural hazard events conduct hazard analyses and climate change vulnerability assessments for the territory number / percentage of vulnerable communities implementing CCA measures Apply SMART concepts in one selected community Data source  Sister islands community profiles  Red Cross Complete Community Profiles for: 1. Great Camanoe 2. Scrub Island 3. Guana Island OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 demonstration sites per year for ghut bank stabilization using natural stabilization techniques Ref 4.4  VCA Develop guidelines for SMART communities Data source Sister islands community profiles Red Cross VCA Data source  Sister islands community profiles  Red Cross  VCA 4.4 SMART communities programme established and implemented Output Indicators Establish at least two SMART communities by 2019 Assist community groups design and implement climate change adaptation projects At least 5 adaptation projects have been implemented by 2019 Adapt PAHO Guidelines for establishing SMART communities by 2016 A number of communities that practice sustained mitigation, adaptation and resilient techniques are established Assistance is provided to communities to access the soon to be established Climate Fund to undertake adaptation activities The PAHO tool kit for SMART Health facilities is modified and adapted for communities that practice sustained mitigation, adaptation and resilient techniques 1) identify, map and profile vulnerable groups 2) guidelines for establishing SMART communities a) List of vulnerable groups or communities b) no. of SMART communities available throughout the territory Baseline Data Human vulnerability assessment SAME AS ABOVE SAME AS ABOVE SAME AS ABOVE SAME AS ABOVE SAME AS ABOVE IP39 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 4.5 Emergency Response capacity improved in all communities Output Indicators Establish CERT Teams in sister islands by 2016 Community Emergency Response Teams (CERT) are established in the 4 Sister Islands to give critical support to first responders, provide immediate assistance to victims, and organize spontaneous volunteers at a disaster site.  establish CERT teams throughout the territory  Expand national volunteer registry Number of CERT teams established Baseline Data  2012-2013, two CERT teams on Anegada ( 18 per)  2013-JVD and VG (21 per) Expand CERT team on JVD to form at least 1 team Data source National Volunteer Registry 2015’s Target Establish CERT teams on Tortola: Zone 1 & 2. Data source National Volunteer Registry One CERT training delivered on Tortola Virgin Gorda CERT Team recertified CERT Team training programme Monitored and reported on annually One CERT training offered on Tortola CERT Team training programme Monitored and reported on annually CERT Training Manual 4.6 The CBDRR working Groups established in disaster Management zones. Output Indicators Establish a functional working group by 2018  Establish inter-agency working group on CBDRR  # of meetings held with groups  Percentage of groups established  # of new volunteers enrolled Baseline Data 50-60 persons Engage agencies and communities to be a part of this working group and ensure inclusions of persons working or residing in the communities 2015’s Target  Develop guidelines for working group.  Register 10 persons. 4.7 Affordable risk transfer mechanisms established for vulnerable groups Output Indicators  .An incentive programme of disaster risk reduction is developed by 2016  The incentive programme is rolled out in 2017  The programme based on tax credits will stimulate homeowners and owners of other buildings to purchase disaster resistant material and use disaster proofed structural and nonstructural measures in their buildings establish risk transfer mechanism no. of meetings held with companies and groups Baseline Data Micro insurance feasibility study and framework Gain formal approval for the implementation of the proposed mechanism from Cabinet Data source Human vulnerability assessment 2015’s Target Define fisher and farmer in context of BVI as per Cabinet’s Instructions (with Ministry of Natural Resources and Labor) Data source Human vulnerability assessment OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 4.8 Tsunami Ready certification achieved for the V.I. adopt guidelines for Tsunami Ready certification for the territory percentage of territory certified Receive Certification Data source NGIS 2015’s Target Install 8 signs at Port of entry and 10 in communities on Tortola Data source NGIS IP41 OUTCOME 5 Enhanced Early Warning Systems and hazard monitoring to improve disaster risk reduction and emergency operations EMAP STANDARDS: 4.10 Table IP8 Department of Disaster Management Outcome 5 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 5.1 Protocols for EWS and Emergency telecommunications established Output Indicators i. A protocol for hardware system for the Early Warning System and Emergency Telecommunications is established in 2014. ii. The protocol is implemented in 2015 VI has a common protocol in place for integrating communication of messages between a variety of communication technologies, communications during emergencies are optimized. a) review existing plans, materials locally, regionally and EWS protocols and conduct an assessment of local needs to develop comprehensive protocols b) Facilitate the development/update and testing of new specific national level draft protocols a) Protocol for hardware system for early warning system and emergency telecommunications establish b) Tsunami Standard Operating Procedures c) Links for Christa Baseline Data  Emergency telecommunications plan  tsunami protocols  Tsunami standard operating procedures Protocols established and approved for: a) Tsunami b) Coastal Hazards c) EWS d) Emergency TeleCommu nications Brought Forward from 2014:  Protocols established for Coastal Hazards  Emergency Telecommu nications Plan revised and approved Develop draft protocols Implement draft protocols in test Protocols reviewed and fully integrated into DDM operations 5.2 formal agreements with cellular providers for EW notifications established Output Indicators MOU established between the DDM and cellular providers to provide the territory with early notification messages A system capable of providing the VI population with EW notifications in a timely manner a) review of existing protocols and systems in the region being used by partner agencies to provide warnings via cable and cellular in their respective countries b) collaborate with operators and vendors to develop the technical specifications for the system that can be implemented on the existing networks c) develop MOU with the agreed solution that can be implemented on the  MOU developed for the cellular providers/ selected early warning notifications disseminated by SMS  Number of meetings conducted Baseline Data MOU developed between the DDM and the cellular providers to include selected early warning notifications to be disseminated by SMS  Review of existing systems for two regional agencies completed  1 meeting with BVIAA to agree on MOU requirements Data source Regional agreements Finalize MOU with at least one cellular provider Ensure testing of MOU with the Cell provider Data source Regional agreements One provider implement solution One provider implement solution System in place and functional as agreed to with carriers and providers OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 network 5.3 Weather station network maintained and enhanced Output Indicators i. Weath er links are uploaded on DDM website as of 2014 ii. the links are checked every six months BVIAA Weather Stations to share data with the DDM Access to weather information will help the population prepare for a disaster event. a) maintain DDM existing AWS network b) meet with BVIAA to discuss establishing an MOU for data sharing and AWSsystem maintenance c) draft MOU based on the results of the discussions with BVIAA d) sign MOU and implement the requirements as agreed in the document Number of stations maintained with availability of 80% Baseline Data Access to weather data  Quarterly tests completed and availability of access to 80% of the station. Data source Quarterly checks Quarterly tests completed and availability of access to 80%. Develop and finalise MOU with BVIAA. Data source Quarterly checks Quarterly tests completed and availability of 80% Review MOU Quarterly tests completed and availability of 80% Maintain as per MOU Quarterly tests completed and availability of 80% Review MOU 5.4 EWS and telecommunication s Network for the VI enhanced Output Indicators I. Repair all Sirens in Sister Islands by 2016 II. All sirens throughout the territory are fully operational and cover respective III. coverage areas IV. Repair all links to the EAS System V. Repair all VHF and Amateur Networks VI. Train persons in VHF Radiotelephone Operations I. The sirens in the sister islands and main Island are functional II. The EAS links are functional III. All VHF and Amateur Radio Systems are functional IV. All persons trained are capable of operating a VHF Radiotelephone properly a) maintain existing VHF, siren, EAS and amateur radio network b) review and determine the current needs for the network components c) develop a procurement plan d) test the additional components and make adjustments as required e) Train a number of participants in the use of basic VHF Radio communications a) Number of successful networks tests c) Number of networks upgraded b) Number of successful participants Baseline Data  Existing system of three repeater sites and a network of 70 users  seven siren sites developed  Emergency Broadcast System consisting of 4 encoder sites  Radio Data System consisting of 3 RDS Encoder sites connecting approximately 80 radios 1. Quarterly maintenance tests completed on system 2. Monthly tests conducted on the system 3. availability of 80% 4. 70% pass rate for participants 5. Review Network status Data source Quarterly checks FEMA CPG 1 27.pdf-outdoor warning systems guideline FEMA Guide.pdf outdoor warning Quarterly tests completed and system availability of 80%` 80% pass rate for participants Upgrade EAS system component Quarterly tests completed and system availability of 80% 80% pass rate for participants Upgrade 10 vhf portables Quarterly tests completed and system availability of 80% 80% pass rate for participants Overall siren sites to upgrade existing equipment IP43 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 systems Technical Bulleting (version 2.0) Jan. 20th 2006 Nure 0654 sup. 1 final pdf Nuclear regulatory guidelines appendix 1/ Plan Guid.pdf 1996 Planning Guidance for chemical stockpile emergency preparedness programme UFC 4-021-01 2008.pdf Department of Defense mass notification guideline ANSI ASAS12.18-1994/ (R2009) American National Standard Method for Field Measurement of the sound output of Audible Public Warning Devices installed at Fixed Locations outdoors/ ANSI/ASAs12.14 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 1992(R 2012) outdoor Measurement of Sound Pressure Level 5.5 coverage for seismic monitoring and data collection expanded Output Indicators  Repair all Seismic Sensors by 2016  Install Seismic Sensors on south side of the Virgin Islands  Repair tide gauge in the Virgin Islands  All Seismic Sensors functional and logging data  Seismic Sensor on the south side of the VI installed  Tide Gauge in the VI installed. Transmitting and logging data a) maintain and provide support for existing network b) b) upgrade existing network to include new sensors and loggers to expand coverage area C) Maintain and service Tide Gauge a) Number of seismic sensors installed and functional b) Tide gauge functionality at a level of 80% Baseline Data 1) nine strong motion sensors installed 2) two seismic stations installed 3) two GPS stations installed 4) one tide gauge installed a) Biannual maintenance completed b) Tide Gauge functional Data source Quarterly checks Quarterly tests completed and system availability of 80% Explore the implementation of X Connect Server configuration Quarterly tests completed and system availability of 80% Quarterly tests completed and system availability of 80% 5.6 CAP Implemented Output Indicators A Common Alert Protocol (CAP) is implemented by 2015 A System to utilize cellular providers for early warning notification is designed together with providers by 2015 The system is in place and operational by 2016 By 2019 selected early warning  The CAP will guarantee VI consistency of warning messages and compatibility with all types of information systems and public alerting systems, including broadcast radio and television as well as public and private data networks, with multi-lingual warning systems and emerging technologies.  Third party sources deliver email and SMS weather alerts a) review existing cap systems in region to understand system b) Determine local CAP system needs and network integration plan. Develop CAP budget and source supplier c) purchase and install network components, test and review the required systems needs a) complete system review in 2014 b) CAP implemented by 2015 Complete regional CAP system review in 2014 Data source Existing regional CAP documents Develop system requirement, budget. Data source Existing regional CAP documents Purchase and installed planned components Review and adjust system as required Maintain system IP45 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 notifications are also disseminated by SMS messaging and early notifications OUTCOME 6 Improved capacity through training and exercising within key sectors EMAP STANDRARDS: 4.7.3, 4.8.4, 4.8.5, 4.13, 4.14 Table IP9 Department of Disaster Management Outcome 6 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 1.2 Schools Disaster Management Programme expanded to include SMART initiatives Output Indicators The Education Sector is sensitized to the benefits of being SMART by 2018 Schools to establish a Disaster Management Committee which is responsible for identifying the necessary basic emergency response training for teachers  Collaborate with VI Fire and Rescue Service to conduct fire suppression training for school teachers and administrators  Collaborate with IEM to organize training in Basic First Aid and CPR for schoolteachers and administrators  Facilitate teen CERT training  Percentage of schools trained  # of trained teachers  # of trained TEEN CERT teams Baseline Data 1) 2007-13Primary School teachers 2) 2008-15 day cares teachers 3) 2012-49 teachers from seven schools 4) 1 TEEN CERT - 12 persons  Teachers from ten schools trained in fire suppression  Basic first aid and CPR training provided to teachers from 3 schools  One teen CERT Team established on a Sister island Data source  contingency Plan  2012 Schools Health & safety Assessment Report  CERT Training Manuals  Ten additional schools trained in fire suppression  3 additional schools pro vided with basic first aid and CPR training.  One Teen CERT Team established Data source  contingency Plan  2012 Schools Health & safety Assessment Report  CERT Training Manuals Teachers from 10additional schools trained in fire suppression Teachers from three additional schools provided with basic first aid and CPR training Re-establish Teen CERT Team on Tortola Teachers from 10additional schools trained in fire suppression Teachers from 3 additional schools provided with basic first aid and CPR training Contact with established CERT Teams maintained and Teams Monitored Teachers from 10additional schools trained in fire suppression Teachers from three additional schools provided with basic first aid and CPR training Contact with established CERT Teams maintained and Teams Monitored 2.1 Sector Hazard impact resilience strengthened through the development and testing of CDM Plans Output Indicators Disaster management plans are developed and tested with government Closer collaboration with Government Agencies by assisting in the development of contingency plans , training and testing a) To conduct fire suppression training b) Conducting testing of disaster contingency plans with Govt. & private organization  # of plans tested.  # of trained persons Baseline Data 76 percent of Govt. Dept. with Plans  5 Govt. Dept. trained in fire suppression  Facilitate testing of plans for one Govt. Dept. Data source  Agencies Contingency Plans  Disaster  5 Govt. Dept. trained in fire suppression.  Facilitate testing of plans for one Govt. Dept. Data Source  Agencies Contingency Plans  Disaster Preparednes 5 Govt. Dept. trained in fire suppression Facilitate testing of plans for two Govt. Dept. 5 Govt. Dept. trained in fire suppression Facilitate testing of plans for two Govt. Dept. 5 Govt. Dept. trained in fire suppression Facilitate testing of plans for one Govt. Dept. IP47 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 agencies and key private sector entities. Preparednes s Audit Assessment Results s Audit Assessment Results 2.4 Health DRM programme strengthened to reduce morbidity and mortality rates from hazard impacts Output Indicators A national HDM policy based on the existing draft is finalized incorporating appropriate linkages with the Climate Smart Policy and the national level HDM and Disaster Management Policies and Programmers by end of 2015. The Health Sector Disaster Risk Reduction and management system is strengthened. Liaise with HDC to ensure training for health responders and other applicable health personnel is completed in a accordance with competency assessment standards and to test NHSEMP  # of trained emergency personnel. Baseline Data  3 certified MCM instructors  2 Associate MCM instructors Provide professional development training for 1 HDM leader and 10 emergency responders Data source  Health Disaster Management Plan (revised)  MCM Training Manual  Competency Standards Assessment Monitor training provided to health staff in HDM Programme Data Source  Health Disaster Management Plan (revised)  MCM Training Manual  Competency Standards Assessment Monitor Mass Casualty Management training provided to critical groups Monitor LSS training provided to health support staff Monitor Mass Casualty Management training provided to critical groups 4.1 National Shelter Management Programme enhanced to incorporate new management policies Output Indicators VI shelter policy is updated by 2014 Build capacity on shelter response Provide support to the CRO in facilitating the shelter management training course as required.  # of trained persons Cadre of persons trained in Shelter Management on each of the four main islands Data source BVI Shelter Manual Monitor Cadre of Shelter Mangers on each of the 4 main islands through annual briefing meetings at the start of the Atlantic Hurricane Season. Data source BVI Shelter Manual Cadre of person Shelter Managers maintained and monitored on the 4 main islands through training and annual meetings Monitor Cadres of Shelter Mangers on each of the 4 main islands through annual briefing meetings at the start of the Atlantic Hurricane Season. Cadre of 10 person Shelter Managers maintained and monitored on the 4 main islands through training and annual meetings OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 4.5 Emergency Response Capacity improved in all community Output Indicators Establish CERT teams in Sister Islands by 2016 Community Emergency Response Teams (CERT) are established to give critical support to first responders, provide immediate assistance to victims, and organize spontaneous volunteers at a disaster site facilitate the CERT training # of trained CERT teams Baseline Data  2012-13 (2 teams on Anegada of 18 persons)  2013- 1 team on Jost Van Dyke of 9 persons  1 team on Virgin Gorda of 12 persons  One simulation exercise on Virgin Gorda completed  CERT training for Tortola executed  CERT team training program monitored and reported in annually Data source CERT Training manual  Anegada CERT Team re-certified.  CERT Team training programme Monitored and reported on annually. Data source CERT Training manual Jost Van Dyke CERT Team recertified CERT training delivered for Tortola CERT Team training programme Monitored and reported on annually One CERT training delivered on Tortola Virgin Gorda CERT Team recertified CERT Team training programme Monitored and reported on annually One CERT training offered on Tortola CERT Team training programme Monitored and reported on annually 6.1 NDO Training Programme enhanced through the establishment of competency standards and application of a GAP analysis Output Indicators  A competency framework developed that constitutes the minimum national knowledge and skill competencies for the VI’s first responders  Emergency responders trained and capable of effective and efficient response a) In consultation with critical stakeholders design/develop the tool for conducting competency assessment b) Apply competency assessment to critical groups with the national disaster organization aimed at identifying training gaps and priority training needs c) Undertake and complete analysis of assessment findings to identify agency gaps and priorities d) Facilitate meetings with agencies e) Update training database  Presence of competency standards and Gap analysis for NDO Training Programme  no. of persons trained  percentage of agencies incorporating use of competency standards Confirm competency standards with at least 1 emergency response agency Data source  Stakeholder meeting minutes  Research and surveys  EHU Capability Assessment report 2004  Disaster Management capacity Assessment report 2010  Engage the Ministry of Health and BVIHSA Data source  Stakeholder meeting minutes  Research and surveys  EHU Capability Assessment report 2004  Disaster Management capacity Assessment report 2010  DM Act Engage the Virgin Islands Fire and Rescue Service Conduct/contin ue training for RVIPF Continue training for VIFRS Continue training of all Sectors National training needs assessment of the competency standard undertaken IP49 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018  DM Act 6.2 Oil Spill and hazardous substances pollution prevention programme established Output Indicators  Establish a cadre of personnel trained and available to handle transportation incidents and chemical spills Multi-agency response preparedness for the management of incidents involving chemical/hazardo us materials in maximized a)host and organize hazardous substance training b) define the roles and responsibility of oil spill and hazardous substances responders c) discuss with the MC&W development for a mechanism for tracking the transit of hazardous substances throughout the territory d) organize and coordinate testing to the oil spill and hazardous substances plan  Presence of revised draft legislation  Presence of monitoring programme aimed at oil spill and hazardous substance pollution prevention Baseline Data  21 of trained Oil spill Responders  Oil spill Hot line  Level 1 Basic Hazmat Training provided to agencies which handle hazardous substances  Hazardous substance Monitoring programme outlined in collaboration with MC&W  Hazard inspector Training provided to a specific Government Agencies Data source  Draft Oil spill plan  Petroleum Regulation  Level 1 Basic Oil Spill Training provided to agencies which handle hazardous Substances.  Hazardous Substance Monitoring Programme further defined to establish roles and responsi bilities of agency partners in Collaboration with Ministry of Health.  A Cadre of Hazard Inspectors established in accordance with the DM Act. Data source  Draft Oil spill plan  Petroleum Regulation Drafts of the HazMat and Debris Management Plans provided to and reviewed by Cadre of Hazard Inspectors. Debris Management, Oil Spill and HazMat Plans tested Recertification training provided to responders and inspectors 6.3 National Search and Rescue Programme established and monitored  The agencies involved in marine and aviation SAR will have a well detailed disaster management plan a) Established a SAR committee b) Develop agreement with VISAR c) Established a  Presence of SAR Committee SAR Committee established Data source  Agreement with VISAR revised.  Continue to Drafts of the National SAR Plan(s) provided to and reviewed by 3 planning meetings and 1 table top exercise conducted in One specialized SAR team established OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 Output Indicators The VI becomes a centre of excellence in SAR and is able to provide training to other jurisdictions in the Caribbean.  At least 15-20persons trained in marine and aviation SAR by 2019  Provide specialized training in Search and Rescue specialized SAR Team  Marine SAR draft  SAR Plan template implement SAR training programme for National Search and Rescue Team Data source  Marine SAR draft  SAR Plan template SAR Team(s) preparation for each simulation exercise event Organise and facilitate the DDMs participation in visiting UK Naval ship exercise events 1 emergency communication training organised National Resource Inventory updated annually 6.4 The Virgin islands capacity to execute efficient emergency response enhanced Output Indicators A Simulation exercise design handbook developed by 2018 The VI’s response capacity is enhanced through continuous testing, evaluation and assessment a) Provide assistance to BVIAA in testing and reviewing air accident response plans b) Organize and coordinate National simulation for lantex/caribwave c) Compile exercise reports and share evaluation results with participants d) Facilitate testing of the NDMP and sub plans in accordance with DM Act and other applicable local legislations e) Organize and coordinate a communication and response exercise with UK Naval vessels f) Organize associated logistics for VHF emergency communication training g) Coordinate National Resource Inventory  # of planning/briefing meetings conducted.  #of tabletop exercise executed for each simulation event.  # of exercise objective achieved.  # of trained persons  Presence of updated training and resource databases Baseline Data  Biennial exercised conducted with BVIAA  2-3 times per yr.  Semi- Annual Exercise  1-2 training per year Database updated annually a) 100% completion of Table top exercises with BVIAA b) Organize and facilitate the DDM's participation in visiting UK Naval ship exercise events c) 1 emergency communicati on training organized d) National Resource Inventory updated annually Data source  Propos ed Arrival Log and exercise details provided by Governor's office  3 planning meetings and 1 table top exercise con ducted in preparation for each simulation exercise event.  Organise and facilitate the DDMs par ticipation in visiting UK Naval ship exercise events.  1 emergency com munication training organised.  National Resource Inventory updated annually. Provide tech. assistance to BVIAA 3 planning meetings and 1 table top exercise conducted in preparation for each simulation exercise event Organise and facilitate the DDMs participation in visiting UK Naval ship exercise events 1 emergency communication training organised National Resource 100% completion of Table top exercises with BVIAA. 3 planning meetings and 1 table top exercise conducted in preparation for each simulation exercise event Organise and facilitate the DDMs participation in visiting UK Naval ship exercise events 1 emergency communication training organised National IP51 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018  VHF Training Manual  MoF Government Department Resources/Ass ets Registry. Data source  Propos ed Arrival Log and exercise details provided by Governor's office  VHF Training Manual  MoF Government Department Resources/Ass ets Registry. Inventory updated annually Resource Inventory updated annually OUTCOME 7 Enhanced integration of CDM into national policies, laws, strategies and improved leadership and management of disaster management activities EMAP STANDARDS: 4.1, 4.2, 4.9, 4.12 Table IP10 Department of Disaster Management Outcome 7 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 7.1 NDMC reforms to support VI CDMSPFIII's implementation Output Indicators The NDMC and its various Standing Committees are reformed within 3 months of the approval of the CDMSPF II by Cabinet. The NDMC provides strategic leadership to for CDM in the VI and facilitates the implementation of the CDMSPF II a) Modify NDMC committees compositions and TOR's to ensure that follow up actions are carried out by the appropriate committees b) Serve as NDMC committee ex-officio (s) to support the implementation of the CDMSPF III c) Organize and facilitate annual meetings of the council and its committee d) Organize associated logistics for VHF emergency communication training e) Coordinate National resource inventory a) no. of follow-up action points completed/ addressed by NDMC annually b) presence of reformed NDMC structure c) Level of support provided by NDMC to enable the CDMSPF III's implementation Baseline Data 2009 NDMC structure NDMC reformed structure imple mented. Data source  2009 DM Act  2011 DM BILL  CDEMA 2010 ModeL DEM Legislation NDMC reformed structure implemented NDMC reformed structure monitored & evaluated annually NDMC reformed structure monitored & evaluated annually NDMC reformed structure monitored & evaluated annually 7.2 VI CDM structures revised/ updated and instituted Outpu t Indicators CDM Policy which is aligned to the CDMSPF II is updated by end 2014 The revised CDM Policy is aligned with the CDMSPF II Revise current CDM policy by: a) Engaging consultants to update existing CDM policy monitor and supervise the work of CDM policy development consultant organizing, facilitating and hosting stakeholder & staff meetings in support of CDM policy review b) Facilitating the a) presence of revised CDM policy b) Presence of revised DDM org structure c) Evidence of CDM policy integration in national programmes and development initiatives. Baseline Data 2009 CDM Policy  DRAFT 2014 CDM Policy finalised.  2014 CDM Policy submitted to and approved by Cabinet for implementation.  2014 CDM Policy implemented.  Two programme evaluations (Mid-year & end DRAFT 2014 CDM Policy finalised. 2014 CDM Policy submitted to and approved by Cabinet for implementation 2014 CDM Policy implement-ed Two programme evaluations (Mid year & end of year) per year 2014 CDM Policy priority interventions implemented and monitored through CDMSPF III &IP Two programme evaluations (Mid-year & end of year) per year CDMSPF III & 2014 CDM Policy priority interventions implemented and monitored through CDMSPF III &IP Two programme evaluations (Mid-year & end of year) per year CDMSPF III & 2014 CDM Policy priority interventions implemented and monitored through CDMSPF III &IP Two programme evaluations (Mid-year & end of year) per year CDMSPF III & IP53 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 development and implementation of public awareness campaign to inform populace of revise CDM Policy and its intent. c) Continuously monitor and evaluate DDM revised organizational structure to ensure that programme areas remain in sync with CDMSPF III. d) mobilize, monitor and disseminate resources to support execution of CDMSPF III and implementation plan of year) per year.  CDMSP F III & IP re sources are mobilised annu ally and monitored monthly. Data source  2009 DM Act  2011 DM BILL  CDEMA 2010 Model National CDM Policy and Adaptation Guide CDMSPF III & IP resources are mobilised annually and monitored monthly. IP resources are mobilised annually and monitored monthly. IP resources are mobilised annually and monitored monthly. IP resources are mobilised annually and monitored monthly. 7.3 Disaster management Bill (2011) enacted to guide CDM planning and reporting in the VI provide necessary information to cabinet in support of the DM Bill in HOA by i) Facilitating queries provided by special committee of HOA referred to examined the bill and determine its chances for first passage are first determined ii) facilitating queries provided by review subcommittee for study and hearings III) providing if necessary, support to HOA special committee The Disaster Management Bill (2011) is passed in Parliament by 2015 Baseline Data Disaster Management Act, 2003  One DM Act 2011, enacted and monitored.  One National Disaster Management Plan maintained and tested throughout the strategic period.  1 Depart mental Annual Report.  1 State of One DM Act 2011, enacted and monitored One National Disaster Management Plan maintained and tested throughout the strategic period. 1 Departmental Annual Report, 1 State of Preparedness Report Annually One DM Act 2011, enacted and monitored One National Disaster Management Plan maintained and tested throughout the strategic period. 1 Departmental Annual Report, 1 State of One DM Act 2011, enacted and monitored One National Disaster Management Plan maintained and tested throughout the strategic period. 1 Departmental Annual Report, 1 State of One DM Act 2011, enacted and monitored One National Disaster Management Plan maintained and tested throughout the strategic period. 1 Departmental Annual Report, 1 State of OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 and review subcommittee to host hearings aide at documenting on the record support for an opponents of the legislation iv) Facilitating, if necessary, queries for HOA special committee/ Review subcommittee in their 'mark-up" process aimed at making changes and amendments prior to recommending the bill to the full committee. v) collaborating with AG's chambers, if necessary, to incorporate suggested amendments to Bill and re- submit for HOA Hearing and final action vi) aligning NDMC and DDM programmes and initiatives with new DM act vii)-a) submitting accompanying regulations to cabinet for laying before HOA b) maintain NDMP in accordance with legislation:  reviewing NDMP to ensure consistency with DM legislation  updating NDMP once DM bill, 2011 has been passed c) ensure that national level reporting requirements are met in Preparedness Report Annually.  1 Critical In frastructure Protection Review Prepared Annually. 1 Critical Infrastructure Protection Review Prepared Annually Preparedness Report Annually 1 Critical Infrastructure Protection Review Prepared Annually Preparedness Report Annually 1 Critical Infrastructure Protection Review Prepared Annually Preparedness Report Annually 1 Critical Infrastructure Protection Review Prepared Annually IP55 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 accordance with legislation by:  preparing annual report for submission to DGO and subsequently cabinet by March 15th of the following year  preparing annual state of preparedness Report by June for submission to NDMC and cabinet  preparing critical infrastructure protection Review report for submission to NSC 7.4 A new EOC is constructed by 2016 Output Indicators A new EOC is constructed during the life of the CDMSPF II construct new NEOC by the end of 2014-2018 strategy One new NEOC constructed and operational ii) Quality of NEOC constructed Report on state of NEOC completed with areas for immediate attention identified Phase I (Ground level & First floor) of NEOC completed and operational Phase II (Upper Level) of NEOC completed and operational 7.5 National Disaster Recovery Framework facilitated Outpu t Indicators The National Disaster Recovery The NDRF provides a guide to promote effective recovery and provides disaster recovery managers in the VI to operate in a coordinated and collaborative manner. Develop NDR framework which incorporates: i) core recovery principles ii) roles and responsibilities of recovery coordinators and other stakeholders at the national, sectoral and community levels iii) a coordinating structure that facilitates a) presence of NDR Framework b) Level of effectiveness of framework Baseline Data  National recovery plan  National recovery task force Annual Support provided to Premier’s Office in the develop ment of a NRF. Data source  National Recovery Plan  DM Act Annual Support provided to Premier’s Office in the development of a NRF One NDR framework developed OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 Framework is prepared by 2015 communication and collaboration among all stakeholders iv) guidance for pre and post disaster recovery planning and v) the overall process by which sectors and communities vi) can capitalize on opportunities to rebuild stronger, smarter and safer 7.6 administrative & Financial Management activities maintained in accordance with financial Management Act and Protocols for effective Financial Management Output Indicators No. of reconciliation approval stamps ( one per quarter) by DGO in vote book a) maintain records management system b) maintain and reconcile vote book monthly and dispatch to DGO every quarter for further reconciliation c) prepare monthly financial documents for submission to Finance & Planning Officer, DGO & Director d) Prepare purchase orders and vouchers for submission to Treasury Department e) Prepare annual recurrent budget estimates for submission to DGO and Ministry of finance f) process revenue received g) undertake inventory of office supplies and ensure maintenance/updating of inventory database h) ensure maintenance of DDM building and building contents as per a) no. of vote book reconciliations completed b) level of acceptance of vote book and monthly financial documents by the F&PO, DGO & Director c) no. of maintenance checks d) Quality recurrent budget estimates submission by F&PO, DGO & MOF e) Level of acceptance of Proposals and reports by Donors  4 reconciliation approved stamps received form Deputy Governor Office  11 financial reports completed  1 standing finance report and budget completed and developed  Cash book entries approved by Treasury  Mainten ance records maintained  All files updated with current documentation s Data source Administrative & Financial Management activities maintained throughout the strategic period. Administrative & Financial Management activities maintained throughout the strategic period. Administrative & Financial Management activities maintained throughout the strategic period. Administrative & Financial Management activities maintained throughout the strategic period. IP57 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 annual maintenance contracts i) ensure maintenance of grounds at DDM compound, siren site & Anegada seismic station j) prepare project proposals for donor funding support k) prepare end of project reports for submission to respective donors  Vote Book  Maintenance Logs  Staff Budget estimates  donor grants and Funding Opportunities 7.7 CDM financial architecture maintained through existing and expanded collaborative partnerships Output Indicators  All existing beneficial external partnerships maintained.  New opportunities for collaborative partnerships are adequately researched and pursued. The BVI maintains and continues to build upon a network of partner agencies that provide are able to support the implementation of the CDM Strategy for 2014-2018. 1)maintain timely and regular cooperation with regional partners 2) Identify opportunities for new collaborative arrangements and funding activities in regional and international spheres  percentage of regional and international partners maintained  no. of new opportunities and cooperation identified and utilized Baseline Data a. CDEMA b. UNDP c. PAHO d. OECS a) existing regional and international partnerships maintained b) at least one new opportunity for regional/ international partnership cooperation in DRR identified and explored c) at least one new funding source identified and explored Data source HFA Millennium Development Goals a) Existing Regional and international partnerships maintained. b) At least 1 new opportunity for regional/in ternational partnership cooperation in DRR identified and explored. c) At least 1 new funding source identified and explored. Data source HFA Millennium Development Goals Existing Regional and international partnerships maintained At least 1 new opportunity for regional/intern ational partnership cooperation in DRR identified and explored At least 1 new funding source identified and explored Existing Regional and international partnerships maintained At least 1 new opportunity for regional/intern ational partnership cooperation in DRR identified and explored At least 1 new funding source identified and explored Existing Regional and international partnerships maintained At least 1 new opportunity for regional/intern ational partnership cooperation in DRR identified and explored At least 1 new funding source identified and explored OUTCOME 8 Improved linkages between disaster risk reduction, energy and climate change adaptation measures through closer collaboration with focal points in Ministries of Communication and Works; Natural Resources and Labour and regional and international partners. EMAP STANDARDS: 4.4 & 4.9 Table IP11 Department of Disaster Management Outcome 8 Performance Management Framework for CDMSPFIII OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 8.1 Physical development projects enhanced through the integration of DRR and CCA in the HVA processes Output Indicators Number of projects designed with DRR and CC considerations incorporated. Major projects in the BVI will be designed based on findings of HVA which includes both DRR and CC issues. a) Adapt PAHO guidelines for CBA to phys. dev. Projects integrating DRR and CCA in BVI b) integrate DRR and CCA considerations into dev't planning processes c) integrate CCA into HVA process i) percentage of government projects using improved CBA guidelines – no guidelines ii) percentage of private projects using improved CBA guidelines- no guidelines iii) percentage of development plans integrating HVA and CCA for DRR ( will receive from town planning) Baseline Data PAHO guidelines of CBA improved guidelines for CBA integrating DRR and CCA established b) 50% of development plans integrating HVA and CCA for DRR. a) Guidelines applied to at least 1 demonstrative project. b) 50% of development plans integrating HVA and CCA for DRR. Guidelines applied to 10% of gov't projects and 5% of private projects 50% of development plans integrating HVA and CCA for DRR Guidelines applied to 10% of gov't projects and 5% of private projects 50% of development plans integrating HVA and CCA for DRR Guidelines applied to 10% of gov't projects and 5% of private projects 50% of development plans integrating HVA and CCA for DRR 8.2 National Climate Adaptation Fund established and operational Output Indicators Level of completion of Trust Fund act and other instruments to govern the fund’s operation BVI Climate Change Adaptation Fund established and used to finance CC adaptation and mitigation initiatives. 1. Provide technical guidance towards the design, operation and monitoring of a national climate adaptation Fund in accordance with the VI Green Paper by:  Identifying a management structure and recommended guidelines for board of trustee members.  Defining where to Presence of national climate adaption fund. Baseline Data Climate change policy  Draft Climate Fund Bill  Quarterly meeting with CC Committee held  1 project proposal developed Data source VI CC Green Paper DDM Input on mobilising financial resources in support of the CCA Fund provided. Data source VI CC Green Paper DDM Input on CCA Fund maintenance, management & monitoring mechanisms provided. CCA Fund and governance structure supported. CCA Fund and governance structure supported. IP59 OUTPUT INTENDED RESULTS ACTIVITIES ACTIVITY INDICATOR TARGET 2014 TARGET 2015 TARGET 2016 TARGET 2017 TARGET 2018 focus the Fund’s support.  Defining how the necessary finances to achieve the Funds goals can be mobilized  Identifying potential donor partners.  Defining how the Fund’s Resources may be distributed efficiently and fairly. 8.3 Integrated Framework for DRR, CCA and energy efficiency established Output Indicators A policy and action plan for integrating CC, DRR and renewable energy is approved by Cabinet by end 2014 i. A mechanism exists in the VI for ensuring that the nexus between climate change, disaster risk reduction and renewable energy are integrated into development planning a) significant and timely input provided to climate change and Energy Policies b) DDM action points outlined in climate change action Plan completed c) assist sectors in development of action plans specific for DRR related to CC d) Appointment of energy expert to spearhead and undertake research aimed at increasing energy efficiency of the territory through CCA and DRR initiatives a) evidence of DRR integration in climate change and energy policies and initiatives b) no. of sectors assisted in developing plans to address disaster risk reduction for climate change Baseline Data  Climate Change Policy  VI climate change Green Paper  Climate change Focal point  20% of action points in Climate Change Policy identified and applied  Sectors to be assisted in developing plans to address CCA for DRR identified and prioritized  Draft energy Policy Data source Climate change committee a) DDM Input on CC and Energy policies and initiatives provided. b) 20% of DDM action points for Climate change completed. c) Assist at least 1 sector (energy) in developing a plan to link CCA, DRR and Energy. Data source Climate change committee DDM Input on CC and Energy policies and initiatives provided 20% of DDM action points for Climate change completed Assist at least 1 sector in developing a plan to address CCA for DRR DDM Input on CC and Energy policies and initiatives provide 20% of DDM action points for Climate change completed Monitor implementation of plans DDM Input on CC and Energy policies and initiatives provided 20% of DDM action points for Climate change completed Monitor implementation of plans CDMSPF III Listing of Figures and Tables Figure 1 SWOT Analysis of the VI DM Programme 14 Figure 2 Strategic Partners in the CDM VI 15 Figure 3 Conceptual Framework of the CDM SPF III 19 Figure 4 CDM Cycle and Strategy Components 20 Figure 5 Virgin Islands Comprehensive Disaster Management Strategic Programming Framework III 25 Table 1 Social, political, economic, legal and technological conditions impacting disaster management in the Virgin Islands 13 Table 2 Sector Priorities 21 Table 3 Logical Framework inclusive of Timeframe and Intended Results Outputs of the CDMSPF III 26 Table 4 Risk Mitigation Plan for the CDMSPF III 42 Table 5 The Logical Framework Outcomes 43 Table 6 Linking SEED Refining Objectives, Strategies, Outputs and Outcomes (Annex 1) 51 Implementation Plan Listing of Figures and Tables Figure IP1 Department of Disaster Management Organisational Units IP7 Figure IP2 The DDM Organisational structure and its relationship to the IP Outcomes IP11 Table IP1 Alignment of Outcomes and DDM Programme Areas IP7 Table IP2 Risk and Mitigation Measures for the Virgin Islands CDMSPFIII IP14 Table IP3 Virgin Islands CDMSPFIII Outcome Level Performance Management Framework IP15 Table IP4 Department of Disaster Management Outcome 1 Performance Management Framework for CDMSPFIII IP19 Table IP5 Department of Disaster Management Outcome 2 Performance Management Framework for CDMSPFIII IP24 Table IP6 Department of Disaster Management Outcome 3 Performance Management Framework for CDMSPFIII IP32 Table IP7 Department of Disaster Management Outcome 4 Performance Management Framework for CDMSPFIII IP36 Table IP8 Department of Disaster Management Outcome 5 Performance Management Framework for CDMSPFIII IP41 Table IP9 Department of Disaster Management Outcome 6 Performance Management Framework for CDMSPFIII IP46 Table IP10 Department of Disaster Management Outcome 7 Performance Management Framework for CDMSPFIII IP52 Table IP11 Department of Disaster Management Outcome 8 Performance Management Framework for CDMSPFIII IP58 Prepared by: The Department of Disaster Management (DDM) under the aegis of the Deputy Governor’s Office and the National Disaster Management Council. Produced by: The Publications and Desktop Publishing Team of DDM. Photos (all photos DDM and the Department of Information and Public Relations with the exception of A View of Road Town by TMB Media Inc p.15): CDM SPF III Cover Clockwise: Students of the Enid Scatliffe School, East End Residents Trained in Disaster Preparedness, Anegada Zonal Disaster Management Team, Governor Boyd McCleary with DDM Director Sharleen DaBreo, examining Tsunami maps DDM Photo Gallery Clockwise: The devastation following Hurricane Irene, 2011, 2012 Simulation Exercise, Handing Over the Planning and Development Database to the Premier, 2012, The November 2009 Rains, The devastation following Hurricane Irene, 2011 Page 12: Map of The Virgin Islands, The DDM Office and NEOC, Collage of awareness products on disaster management • Page 15: A View of Road Town by TMB Media Inc Implementation Plan Cover: EMAP Accreditation Team at the DDM Page IP5: Secondary School Students at the 2011 Career Expo with DDM Staff • Page IP9:DDM Director and Staff receive TsunamiReady Award Recognition at the ICG CARIBE EWS IX Meeting • Page IP9: DDM Director and Staff at the 2014 NDMC Meeting • Page IP13: Governor John S. Duncan with BVI Red Cross, Director Ms. Helen Frett at MoU Signing• Page IP10 Collage of the Work executed by the DDM with Information Education Manager Ms. P. Robertson with St. Georges Secondary Students, Images of the SMART School Pilot Project in Sea Cows Bay, DDM Director and Deputy Director in discussion with education sector Stakeholders, Community Relations Officer, Mr. C. Alex Jeffrey conducting LSS Training, DDM Officers Installing Tsunami Signage, Emergency Communications Officer, Mr. J. Penn conducting presentation with students of the Robinson O’Neal Primary School, CERT Team, and Techincal Planning Officer C. Williams demonstrating Map Reading techniques with Teen CERT trainee • Page IP13: Deputy Director Mrs. Evangeline Inniss-Springer at Rotary Event• Page IP13: Governor John S. Duncan and Premier Hon. Dr. D. Orlando Smith at NDMC 2015. IP61