National Disaster Management Plan 2017-2020

1 National Disaster Management Plan 2017 - 2020 Prepared under section 9 of the Disaster and Emergency Management Act 2007 2 Foreword Samoa is a country at risk of disasters. Its geographic location and volcanic origins leads to both incredible natural beauty, and a susceptibility to natural hazards such as earthquake, tsunami and cyclone. Human induced hazards are also an inevitable threat of a growing nations. In the last 10 years’ progress has been made in relation to disaster risk management. Most notably the disaster and emergency Management Act 2007 was enacted, the National disaster Management plan was created and updated, and a National Action Plan was enabled. Furthermore, Samoa participated in two Hyogo Framework for Action National Progress reviews, developed Coastal Infrastructure Management Plans, installed an early warning System along the south coast, and developed a comprehensive Community disaster and Climate risk Management program. The previous NdMP culminated in key achievements for Samoa, most notably: (a) further development of the Act; (b) development of the National Action Plan; (c) participation in two Hyogo Framework for Action (HFA) National Progress reviews; (d) development of the Coastal Infrastructure Management Plans (CIMPs) for all coastal districts in Samoa; (e) development of the Community disaster and Climate risk Management Programme; (f) increased attention to drr in the policies and plans of several core sectors. As well as progress, many lessons have been learnt, especially in relation to the devastating impacts from the 2009 tsunami and 2012 Tropical Cyclone evan. Both of these disasters highlighted Samoa’s strengths in relation to disaster risk management, and areas which required attention. I am proud to present the NdMP 2017-2020 which reflects on these lessons and presents a renewed focus on disaster risk reduction and climate change adaptation for Samoa. It champions a focus on mainstreaming of disaster risk management across all sectors, and aims to create a comprehensive guide on disaster risk management policy and operational procedures. The disaster Management office is excited to work closely with all government, civil society, village, international and private partners to face the challenges of disasters together and share the responsibility of decision making through coordinated and sustained collaboration. Ulu Bismarck Crawley Chairman, disaster Advisory Committee 3 Foreword 3 1.1 definitions 8 PART ONE 10 1 Introduction 11 1.1 Purpose of NdMP 11 1.2 objectives 11 1.3 Guiding Principles 12 1.4 Structure of the Plan 12 1.5 relationship with legislation, policies, strategies and plans 13 1.6 Mainstreaming 14 1.7 Phases in disaster risk Management 14 2 Stakeholders 16 2.1 Key Stakeholders 16 2.2 disability inclusion in drM 16 2.3 Gender equity in drM 16 2.3.1 Gender balanced representation in drM 16 3 Samoa Hazard and Risk Profile 17 3.1 Country Profile 17 3.2 Hazard Profile 18 4 Institutional Framework for DRM in Samoa 20 4.1 organisational Framework for drM 20 4.2 roles in the drM Structure 20 4.2.1 National disaster Council (NdC) 20 4.2.2 The disaster Advisory Committee (dAC) 21 4.2.3 disaster Management office (dMo) 21 4.2.4 Communities 21 5 Sectoral approach to DRM 22 5.1 Sector structure 22 5.2 roles and responsibilities 22 5.2.1 Agriculture and Fisheries 23 5.2.2 Communication and Information Technology 25 5.2.3 Community 26 5.2.4 education 28 5.2.5 energy 29 5.2.6 environment 30 5.2.7 Finance 32 5.2.8 Health 33 5.2.9 Law and Justice 35 5.2.10 Public Administration 36 5.2.11 Tourism 37 5.2.12 Trade, Commerce and Manufacturing 38 5.2.13 water and Sanitation 40 5.2.14 Transport 41 5.3 roles in Prevention and Preparedness 42 5.4 roles in disaster response and recovery 44 TABLe oF CoNTeNTS 4 6 Implementation of the NDMP 51 6.1 resource mobilisation 51 6.2 Communication of NdMP 51 6.3 Monitoring and evaluation 51 6.4 review of the Plan 51 PART TWO 52 1 disaster response operational Procedure 53 1.1 Purpose 53 1.2 Scope 53 1.3 disaster declaration and emergency Powers 53 1.3.1 declaration of disaster under the Act 53 1.3.2 Proclamation of an emergency by the Head of State 5 3 1.3.3 emergency Powers 54 2 Organisational Framework for Response 55 2.1 roles in disaster response Structure 55 2.1.1 National disaster Council (NdC) 55 2.1.2 NeoC - National Controller 55 2.1.3 NeoC - Management and response Coordination 55 2.1.4 NeoC Intel and Planning Unit 56 2.1.5 NeoC operations Unit 56 2.1.6 NeoC Logistics Unit 56 2.1.7 Sectors 56 2.1.8 Village disaster and Climate Committees (dCC) 57 2.1.9 response Agencies 57 2.1.10 International and regional humanitarian partners 58 3 Response Operational Procedures 59 3.1 NeoC Activation Stages 59 3.2 response Actions 60 3.3 International assistance for response or recovery 63 3.3.1 Process to request international assistance 63 3.3.2 Arrival of international aid 64 3.4 Transition from response to recovery 64 3.5 debriefs and reporting 64 3.5.1 debriefs 64 3.5.2 Implementation of debrief recommendations 64 APPENDIX 1: LIST oF ACroNYMS 65 APPENDIX 2: SAMoA reGISTer oF HAZArdS ANd rISKS 67 APPENDIX3: NATIoNAL dISASTer CoUNCIL (NdC) MeMBerS 72 APPENDIX 4: dISASTer AdVISorY CoMMITTee (dAC) MeMBerS 73 APPENDIX 5: GeNerIC TerMS oF reFereNCe For SeCTor LeAd 75 APPENDIX6: LIST oF NATIoNAL drM SeCTor LeAdS, Co-LeAdSANd MeMBerS 76 APPENDIX 7: STANdArd oPerATING ProCedUre To reQUeST INTerNATIoNAL ASSISTANCe 78 5 TABLES Table 1: Highest risk hazards for Samoa 15 Table 2: objectives and activities for disaster prevention, preparedness, response and recovery 19 Table 3: Key response and Support Agencies 57 Table 4: response Actions Matrix 59 FIGURES Figure 1: Linkages between the NdMP and Legislation, Sector and Agency Plans 13 Figure 2: organisational Structure for disaster risk Management in Samoa 20 Figure 3: National Platform as coordinating mechanism for drr 55 Figure 4: Structure for disaster response operations in Samoa 59 6 Version Control Versions date Person who made the changes draft Version 1 February 2017 ACeo dMo and dMo Staff based on internal review draft Version 2 7 March 2017 ACeo dMo based on changes from dAC Final draft endorsed by dAC 17 March 2017 ACeo dMo Final draft submitted to Cabinet october 2017 ACeo dMo based on changes from dAC during dAC Meeting 17 march 2017 7 1.1 deFINITIoNS The following definitions include definitions used in the Act and other concepts have been defined having regard to their use in the context of drM in Samoa “Act” means the Disaster Management Act 2007. “Agency” means any government organisation, non-government organisation, or lifeline utility with a role in disaster management in Samoa. “Community plan” means any plan prepared under Section 13 or 14 of the Act. “Declaration of Disaster” means the activation of the disaster response provisions of the National disaster Management Plan by the Chairperson of the National disaster Council in accordance with section 19 of the Act. “Disaster” means a situation – (a) that arises from any happening, whether natural or otherwise, including – (i) any naturally occurring event affecting the whole or any part of Samoa; (ii) any fire caused by any means; (iii) any aspect of the safety of a ship or aircraft in Samoa’s territory; (iv) any outbreak or spread of disease affecting humans, plants or animals; (v) the supply of water or the quality of water resources in Samoa; (vi) the breakdown of telecommunications in Samoa or between Samoa and other countries; and (vii) any other emergency event resulting from systems failure, infrastructure failure or human error; and (b) which involves threat or danger to human life or health, or to the environment; and (c) which might require response agencies to respond under this Act. “Disaster Advisory Committee” means the disaster Advisory Committee established under section 6 of the Disaster & Emergency Management Act 2007. “Disaster management” means all activities undertaken in accordance with the Disaster & Emergency Management Act 2007 in disaster preparedness and response, and for recovery from disasters. “Disaster risk management” means all activities undertaken in accordance with the Act in relation to disaster risk reduction and for preparedness for disasters and response to and recovery from disaster. “Disaster risk reduction” means all mitigation activities undertaken in accordance with the Act to reduce the risk of hazards. “Emergency” means a situation in any part of Samoa; (a) which is more serious than a disaster; (b) which could result or has resulted in causing widespread human, property or environmental losses throughout Samoa or in any part of Samoa; and (c) which does require a substantial mobilisation and utilisation of Samoa’s resources or exceed the ability of Samoa to cope using its own resources. “Environment” includes the physical features of the surroundings of human beings, including the land, water, atmosphere, climate, sound, odours, tastes, the biological features of animals and plants and the social features of aesthetics. 8 “Hazard” means something that may cause, or contribute substantially to the cause of, a disaster or emergency. “Lead Agency” means the agency that makes sure a particular response function is achieved. during a national scale response, lead agencies report to dAC located in the NeoC. “National emergency operations Centre” means a facility approved to be a disaster coordination centre under section 8(1) of the Act. “National Disaster Council” means the National disaster Council established under section 5 (1) of the Disaster & Emergency Management Act 2007. “Preparedness” means any coordinated efforts and processes taken to ensure communities and response agencies know what to do in the event of a disaster, and include without limitation the development of plans and standard operating procedures, issue of warnings, simulations, training and public education. “Period of emergency” means the period during which – (a) a proclamation of emergency has effect in accordance with Article 105 of the Constitution; or (b) a declaration of disaster has effect in accordance with section 19 of the Disaster & Emergency Management Act 2007; or “Proclamation of emergency” means a proclamation declaring a state or emergency made by the Head of State in accordance with Article 105 of the Constitution. “Recovery” means the medium and long term activities undertaken for physical, social, economic and environmental regeneration after a period of emergency. “Resilience” the ability of a system, community or society exposed to hazards to resist, absorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions as defined by the United Nations office for disaster risk reduction. “Response” means actions taken in anticipation of, and immediately after a disaster or emergency to ensure that its effects are minimised and that people affected are given immediate relief and support. “Response agency” means the agencies referred to in Section 11 of the Disaster & Emergency Management Act 2007. “Response agency plan” means the plans referred to in Section 12 of the Disaster & Emergency Management Act 2007. “Risk” means the likelihood and consequences of a hazard. “Support Agency” means any agency that carries out tasks to help a lead agency do a specific function during a disaster. Support agencies report to the lead agency. “Vulnerability” the conditions determined by physical, social, economic and environmental factors or processes, which increase the susceptibility of a community to the impact of hazards. 9 PArT oNe 10 1 IntroductIon The geographic location and physical environment of Samoa makes the country prone to a number of natural and human-induced hazards. Some of these hazards are seasonal, such as tropical cyclones, floods, and droughts. others are an ever-present threat, such as earthquakes, volcanic eruption, tsunamis, epidemics, industrial hazards, and exotic plant or animal diseases. Samoa is also experiencing an increase in the frequency and severity of disasters. The potential loss due to disasters is set to increase as the impact of climate change continues to unfold. These have had adverse effects on the communities, the economy, infrastructure and the environment, as well as the development priorities of the country. Previous versions of the National disaster Management Plan (NDMP) has worked towards the expectation that communities are protected from hazards, and that where emergency situations occur, communities will be well served by effective response, relief and recovery arrangements. A holistic approach to disaster risk Management (drM) is now being promoted aimed at reducing the impacts of and increasing Samoa’s resilience to natural and human induced hazards. The Government of Samoa has taken steps to realise this expectation through prevention, preparedness, response and recovery planning. Samoa has embraced the Sendai Framework for disaster risk reduction 2015-2030 (SFdrr), the world Humanitarian Summit outcome 2016, the implementation of SAMoA Pathway, the United Nations Sustainable development Goals and relevant regional frameworks and agreements including the Framework for resilient development 2017-2030 – An Integrated Approach to Address Climate Change and disaster risk Management to strengthen its efforts towards building resilience at local level. The impact of some disasters can be particularly severe or widespread and exceed the capability of a single ministry or sector. The Samoa NdMP brings together the efforts of government agencies, civil society, villages,private sector, and development partners to deliver coordinated drM. The NdMP places emphasis on a mainstreamed and multi-sectoral approachto promote disaster resilience in Samoa, focusing on prevention, preparedness, response and recovery. The NdMP aims to be holistic and address all known hazards that Samoa is vulnerable to, taking into account lessons learnt while building on existing systems and practices at different levels. The approach also aims to improve coordination of operational and management procedures. 1.1 PUrPoSe oF NdMP The purpose of the NdMP is to provide a policy framework that promotes a whole-of-country and multi-sectoral approach to disaster risk management at a local, national and regional level. It also provides a framework and mechanism to enable a coordinated national response to threats that have the potential to cause a disaster and recovery from the impacts of disasters. 1.2 oBJeCTIVeS The objectives of the NdMP are: • Public leadership, coordination, development and implementation activities for improved disaster risk management; • Mainstreaming of Disaster Risk Management across all sectors including economic, social and infrastructure sectors and from national level to the villages; • Promote sustainability by raising public awareness of disaster risk management, including a focus on vulnerable population 11 1.3 GUIdING PrINCIPLeS • Risk reduction, disaster preparedness, response and recovery are the responsibility of all sectors at all levels. • Risk reduction, disaster preparedness, response and recovery are part of the development process. Building the capacity of sectors in order to reduce the risks from and respond to emergencies requires strong and long-term commitment and sound managerial and technical programmes. Use knowledge innovation and education to build a culture of safety and resilience. • An all-hazard approach is essential. Planning processes, risk assessment and other tools necessary for disaster preparedness, mitigation and response are similar regardless of the nature of the hazard. • The capacity of the sectors must be enhanced to face all types of major risks, from epidemics, to natural disasters to technological accidents, well known risks to new or emerging threats. This means that this Plan should build on existing expertise and capacity in all relevant departments and programmes as well as outside guidance. • Risk reduction, disaster preparedness, response and recovery are the responsibility of all national actors. At the national level the ministries are the lead agencies which includes among others, the Samoa red Cross, non-governmental organizations, private sector, communities and donors. • All phases of disaster risk management require a multi-sectoral approach. At the national and local levels, reducing the impact of emergencies, disasters and other crises requires a multi-sectoral outlook. Proper land use management and design of housing or new health facilities may, for instance, contribute most to decreasing mortality and morbidity. The provision of public health services and medical care for example is dependent on the preparedness of other sectors such as: law and order, transport and communications, lifeline services (water/electricity) and public works, search and rescue and fire services, social services and housing, and others. • At the international level Samoa will seek the collaboration of international agencies, especially those with a specific mandate in managing the risks and promoting disaster preparedness at multi-sectoral level such as United Nations development Programme (UNdP), the UN office for the Coordination of Humanitarian Affairs (oCHA), the International Strategy for disaster reduction (ISdr), UNICeF, international and regional financial institutions donors, the International red Cross and red Crescent Movement and relevant non-governmental organizations. • Enhance enabling environment for effective governance arrangements. A tailored governance structure, which is consistent with whole-of-government governance policy, lays a solid foundation for management oversight by focusing capability and effort to efficiently and effectively implement programs and services in Samoa. Such support includes the development of strategies, norms and standards, advocacy and awareness building, capacity building and transfer of knowledge and management skills as well as the provision of technical advice. The structure should also be sufficiently flexible to enable timely responses to new responsibilities and challenges. 1.4 STrUCTUre oF THe PLAN The plan has two sections: Part 1 is made up of the national disaster management plan that provides an all hazard framework for disaster risk management planning in Samoa. Part 2 is the disaster response operational Procedures that guide stakeholders in response. The essential elements provided for by the NdMP include: • An effective overall management structure; 12 • Clearly defined disaster management functions, roles and responsibilities • An effective focal point for the management of programmes • Strengthening of the DRM programme support and co-ordination mechanism through the National drr Platform • Effective control and co-ordination systems • Effective communications • Effective warning, activation and community alerting systems • Realistic and effective operational procedures • An actively involved and prepared community 1.5 reLATIoNSHIP wITH LeGISLATIoN, PoLICIeS, STrATeGIeS ANd PLANS The NdMP makes provisions for a multi-sectoral approach to drM and serves as a bridge between the legal framework for disaster risk management in Samoa and the National drM National Action Plan. Figure 1 below illustrates the inter-linkages between the legal framework and the operational plans in disaster risk management. The mandates granted to the Samoa red Cross Society by the Government of Samoa through the Memorandum of Understanding signed on 3rd November 1983 which was revised and signed in April 2010; and the Geneva Conventions and its additional protocols, to which the Samoan Government reconfirmed its participation on the 1st August 1984, are not affected by this National disaster Management Plan. The implementation of the NdMP through the drM National Action Plan, Sector disaster risk management and climate change interventions will contribute to the achievement of priorities and goals set out SFdrr 2015-2030, SAMoA Pathway, SdGS 2015-2030, world Humanitarian Summit 2016, FrdP 2017-2030, and other relevant international and regional conventions, agreements including the International Convention on the rights of the Child (CrC), the Convention on women’s rights (CedAw), and the Convention of the rights of People with disabilities (CrPd). Figure 1: Linkages between the NDMP and Legislation, Sector and Agency Plans dISASTer ANd eMerGeNCY MANAGeMeNT ACT NdMP providing a framework for sectoral and agency plans NdMP bridge between legal framework and operational plans NATIoNAL dISASTer MANAGeMeNT PLAN (NdMP) Part 1 Policy and Planning Framework Part 2 disaster response operational Procedures NATIoNAL drM NATIoNAL ACTIoN PLAN (drM MAP) SeCTor PLANS MINISTrY/AGeNCY CorPorATe PLAN MINISTrY/AGeNCY reSPoNSe PLANS & CoNTINGeNCY PLANS 13 1.6 MAINSTreAMING In Samoa disaster risk management and climate change adaptation is linked at the implementation level through joint programming. As it stands, Samoa does not have any “joint” policy or action plan, nor does it have strong institutional linkages between disaster risk management and climate change. drM and CCA need to be integrated in the different sector plans in order to address the underlying causes of people’s vulnerabilities and contribute to the reduction of people’s risks to disasters. The importance of mainstreaming drM and CCA in the development processes such as policy formulation, socio-economic development planning, budgeting and governance, particularly in the areas of environment, agriculture, water, energy, health, education, poverty reduction, land use and urban planning and public infrastructure and housing, among others. This is achieved through activities such as development of common tools to analyse the various hazards and vulnerability factors which put communities and people in harm’s way. In general, approaches to drM and CCA revolve around the following: • Mainstream DRM into existing policies (i.e., building codes, land use), plans (i.e., SDS, sector plans) and programmes (i.e., capacity training, school curricula) • Reduce vulnerability through continued and sustained assessments especially in high risk areas. This will be done through geo-hazard mapping, risk assessments especially for high susceptible communities and or/areas and can be used as a basis for the formulation of sector plans. • Integrate DRM and CCA in all educational levels and in specialized technical training. In addition, use science-based tools to support decisions in identifying, preventing and mitigating potential disaster impacts. • Raise public awareness of DRM and mitigating the impacts of natural disasters through the formulation and implementation of a communication plan for drr and CCA. This also includes the formulation of campaigns for increased public awareness of drr and enhancement of disaster preparedness through multi-stakeholder coordination. • Increase resilience of communities through the adoption of climate-sensitive technologies and systems and the provision of support services to the most vulnerable communities. • Strengthen the capacity of communities to respond effectively to climate and other natural and human-induced hazards and disasters. This includes the strengthening of civil society sector participation and private sector; encourage volunteerism and enhance the competence of institutions in social services delivery. • Institutionalize DRM and CCA in various sectors and increase local government and community participation in drM and CCA activities. 1.7 PHASeS IN dISASTer rISK MANAGeMeNT The NdMP provides a holistic approach to drM. This framework provides guidance for the implementation of appropriate drM interventions. The disaster risk management phases including general activities and programs are further illustrated in Table 2. 14 Ta b le 1 : O b je ct iv e s a n d a ct iv it ie s fo r d is a st e r p re ve n ti o n , p re p a re d n e ss , r e sp o n se a n d r e co ve ry O b je ct iv e A ct iv it ie s To r e d u ce t h e r is ks o f d is as te rs , b y re co g n iz in g th at h az ar d s in S am o a ar e im m in e n t an d fi n d in g su st ai n ab le w ay s o f liv in g w ith t h e m . R is k A ss e ss m e n t H az ar d a n d r is k m ap p in g to id e n tif y h ig h r is k ar e as ; V u ln e ra b ili ty a n d ca p ac ity a ss e ss m e n ts ; E a rl y W a rn in g e st ab lis h e ar ly w ar n in g sy st e m s at n at io n al a n d lo ca l l e ve l; P u b lic A w a re n e ss A w ar e n e ss r ai si n g o n h az ar d s an d r is ks , a n d lik e ly c o n se q u e n ce s in tim e s o f d is as te r; e n co u ra g in g d is as te r ri sk av o id an ce b e h av io u r in co m m u n iti e s; Le g is la ti ve a n d p o lic y fr a m e w o rk B u ild in g c o d e s, la n d u se p la n n in g , e n vi ro n m e n ta l p ro te ct io n la w s an d re g u la tio n s e tc ; C a p a ci ty D e ve lo p m e n t a n d F in a n ce F in an ci al a n d h u m an re so u rc e s to s u p p o rt d is as te r p re ve n tio n ac tiv iti e s at n at io n al a n d lo ca l l e ve l. P re p ar e d n e ss To e n h an ce n at io n al c ap ac ity f o r sy st e m at ic re sp o n se t o d is as te r, b y m iti g at in g t h e r is ks a n d co n se q u e n ce s o f d is as te rs . V u ln e ra b ili ty a ss e ss m e n t C o n d u ct v u ln e ra b ili ty a n d c ap ac ity a ss e ss m e n t an d m o n ito ri n g h az ar d t h re at s at c o m m u n ity le ve l E a rl y W a rn in g e st ab lis h e w m e ch an is m s fo r al l h az ar d s d e ve lo p e w m e ch an is m s w ith c le ar in fo rm at io n an d c o m m u n ic at io n fl o w s d e ve lo p a n d d is se m in at e g u id e lin e s o n e w re sp o n se a t lo ca l l e ve l C a p a ci ty B u ild in g /T ra in in g s P u b lic e d u ca tio n a n d t ra in in g o f o ffi ci al s, t h e p o p u la tio n a t ri sk in d r M Tr ai n a n d m o b ili ze e xi st in g p o o l o f C d C r M t ra in e rs to f o r d e liv e ry a t lo ca l l e ve l, an d s tr e n g th e n in g lo ca l le ve l c ap ac ity f o r ra p id r e sp o n se C o n ti n g e n cy p la n n in g C o n tin g e n cy p la n n in g a t n at io n al a n d lo ca l l e ve l – co rr e sp o n d in g t o a ll p o te n tia l h az ar d s – in cl u d in g p re p ar e d n e ss p la n s fo r e va cu at io n , r e lo ca tio n t o sa fe ty , a n d p re p o si tio n in g o f re so u rc e s P o lic ie s e st ab lis h p o lic ie s an d s ta n d ar d s, o rg an iz at io n al ar ra n g e m e n ts a n d o p e ra tio n al p la n s to b e a p p lie d fo llo w in g d is as te rs R e so u rc e m o b ili za ti o n d e ve lo p a n in te g ra te d r e so u rc e m o b ili za tio n st ra te g y to s e cu re f u n d in g in t h e p re p ar e d n e ss p h as e M o b ili ze fi n an ci al a n d h u m an r e so u rc e s to s u p p o rt d is as te r p re p ar e d n e ss a n d r e sp o n se a ct iv iti e s at n at io n al a n d lo ca l l e ve l – r e so u rc e m o b ili za tio n a n d e ar m ar ke d e m e rg e n cy f u n d s. R e sp o n se To p re ve n t u n n e ce ss ar y lo ss o f liv e s, r e d u ce h e al th im p ac ts a n d e co n o m ic lo ss re su lti n g d ir e ct ly f ro m t h e d is as te r. R a p id N e e d s A ss e ss m e n t r ap id m u lti s e ct o ra l n e e d s as se ss m e n t o f d is as te r aff e ct e d c o m m u n iti e s; P ro te ct io n o f lif e e va cu at io n , s e ar ch a n d re sc u e o f th e a t ri sk p o p u la tio n s, e n su ri n g t h at fa m ily t ie s ar e p ro te ct e d a n d fa m ily m e m b e rs t ra ce d a n d re u n ifi e d if s e p ar at e d d u ri n g d is p la ce m e n t S e cu ri ty a n d p h ys ic al in te g ri ty in cl u d in g m o n ito ri n g an d r e p o rt in g g e n d e r b as e d vi o le n ce H e a lt h c a re Tr e at m e n t an d c ar e o f th o se in ju re d ; E m e rg e n cy a ss is ta n ce T im e ly p ro vi si o n o f sh e lte r, w at e r an d s an ita tio n , fo o d , h e al th a n d n o n f o o d ite m s an d s af e s p ac e s fo r vu ln e ra b le g ro u p s P ro te ct io n o f in fr a st ru ct u re P ro te ct io n o f cr iti ca l in fr as tr u ct u re a n d s e rv ic e s fr o m d am ag e . R e co ve ry To r e st o re a n d im p ro ve , w h e re ap p ro p ri at e , f ac ili tie s, li ve lih o o d s an d liv in g c o n d iti o n s o f d is as te r aff e ct e d co m m u n iti e s to p re d is as te r le ve ls . D a m a g e a n d lo ss a ss e ss m e n t d am ag e a n d c o m m u n ity n e e d s as se ss m e n ts ; R e h a b ili ta ti o n r e st o ra tio n o f th e p u b lic h e al th , h e al th ca re a n d s o ci al s e rv ic e s n e tw o rk s to p ro m o te r e si lie n ce ; r e h ab ili ta tio n a n d r e co n st ru ct io n o f d e st ro ye d a n d d am ag e d h o u si n g ; r e st o ra tio n o f in fr as tr u ct u re s ys te m s an d s e rv ic e s u til iti e s e n e rg y, w at e r, sa n ita tio n , c o m m u n ic at io n s, t ra n sp o rt at io n sy st e m s, f o o d p ro d u ct io n a n d d e liv e ry , g o ve rn m e n t fa ci lit ie s, Li ve lih o o d s re co ve ry r e st o ra tio n o f liv e lih o o d s w h ic h m ay in cl u d e s u p p o rt t o p ro d u ct io n p ro je ct s, in co m e a lte rn at iv e s an d e m p lo ym e n t fo r vu ln e ra b le f am ili e s: se e d , f e rt ili ze rs , t o o ls , m in o r e q u ip m e n t an d s m al l a n im al s r e p la ce m e n t o f lo st o r d e st ro ye d d o cu m e n ta tio n in r e la tio n t o p e rs o n al id e n tit y, p ro p e rt y an d la n d o w n e rs h ip a n d e n tit le m e n ts (e .g . s o ci al p ro te ct io n ) P sy ch o so ci a l s u p p o rt C o u n se lli n g o f d is as te r aff e ct e d ; R e se tt le m e n t F in d d u ra b le s o lu tio n s to d is p la ce m e n t w h ic h m ay in cl u d e r e tu rn t o p la ce s o f o ri g in , l o ca l i n te g ra tio n o r re se tt le m e n t. 15 2 StakeholderS 2.1 KeY STAKeHoLderS The NdMP is based on the innovative utilisation of resources and effective co-ordination of Government agencies, civil society, villages, private sector, and development partners in support of drM. Key stakeholders include: • Government Ministries and Agencies which have been allocated disaster management related roles and responsibilities; • Community Government representatives (Sui o le Nuu and Sui Tamaitai o le Nuu inconjunction with the Ministry of women, Community and Social development); • Village Disaster and Climate Committees (and Village Response Teams); • Non-Government Organizations (NGO) which have been allocated disaster management related tasks or mandates; • Private sector; and • Overseas authorities, development partners and organisations which are engaged in rendering assistance to the Government of Samoa in times of a disaster situation occurring. 2.2 dISABILITY INCLUSIoN IN drM efforts to strengthen mainstreaming of disaster risk reduction across sectors, through priority actions should include systematic and visible integration of commitments to gender equality and women’s empowerment, disability, human rights considerations building on the existing body of knowledge concerning recommendations, guidelines and best practices for sector specific gender mainstreaming. 2.3 GeNder eQUITY IN drM recognizing that often in disasters it is women, young children, the elderly and people with disabilities that are most severely affected, all programme guidance will ensure that attention to those most vulnerable is incorporated as part of the analysis of the disaster impact, the assessment and the subsequent programming. The individual plans of each sector will elaborate on the specific cross-cutting actions in their respective areas. For gender this can be done through gender-sensitive policymaking, monitoring and evaluation as well as integrating gender in vulnerability, risk and capacity assessments. Additionally, it requires furthering women’s participation and leadership in disaster management, and promoting the systematic collection and use of sex and age disaggregated data and gender analysis. 2.3.1 Gender balanced representation in DRM Mainstreaming gender perspective in drM still requires considerable effort at all levels, from local to national. Although there are many examples of the involvement of women in Samoa, women are still largely excluded from important tasks such as formal planning and decision making. Much still needs to be done to upgrade the skills and knowledge of women in project planning, management, implementation, and monitoring in order to enhance the quantity and quality of women’s involvement in drM. entry points for amplifying women’s voice in disaster risk reduction should also be constantly explored. 16 3 Samoa hazard and rISk ProfIle The emphasis of the drM arrangement contained in the NdMP is on those hazards that have the potential to create significant disaster in Samoa and would most likely require some degree of government coordination to manage. The hazards and associated risks are discussed below. 3.1 CoUNTrY ProFILe Natural Environment: Samoa has a total land mass of 2,840 km², which consists of two main islands, Savaii and Upolu and seven smaller islands, of which two is inhabited. The capital of Apia is located in Upolu. About 43% of the land is arable. Samoa has the smallest exclusive economic Zone in the Pacific at 98,500 km².Samoa has a tropical climate with a rainy season from october to March, and a dry season from April to September. Climate change, sea-level rise, environmental degradation, pollution, coastal erosion, water quality and resource management are important environmental issues being managed in Samoa. Social Environment: The estimated population is 187,820, with 34% of people living in the Apia urban area and 70% living on the coast. on most key human development indicators monitored by the UNdP, Samoa performs strongly, with a relatively high life expectancy and strong literacy rate. Most Samoans have access to health services including water, sanitation and hygiene services. The economy is based on agriculture, fisheries, small-scale manufacturing and tourism. It is led by a stable government committed to strengthening economic management and public sector reform. Four major cyclones since 1990 have caused significant economic setbacks, severely impacting the farm sector in particular. Around two thirds of Samoan households depend on a mixture of subsistence and commercial agriculture, and many wage-earning households engage in supplementary subsistence production. Frequency of natural disasters, together with poor land use planning, is threatening existing living standards, sustainable management and future growth prospects. Tourism remains a significant contributor to the economy. There are signs of emerging inequality with a growth in disparities between urban and rural areas in access to infrastructure and services. Traditional Samoan social structure and associated safety nets are reported to be coming under strain as external influences affect attitudes and aspirations and create pressures for higher cash incomes. Approximately 20% of Samoan households and 27% of the population reside below the national poverty line1. Built Environment: domestic accommodation for most of rural Samoa is the traditional open fale (with no fixed walls). All buildings must meet government building standards in accordance with the National Building Code of Samoa. Mobile and land-line telecommunications services are provided on the major islands of Samoa. electricity supply is primarily maintained by diesel generators, supported by hydroelectric generation. electricity service covers most of the islands except some remote areas. water supply is primarily sourced from natural springs, with the city of Apia serviced by a dam and treatment facility. Septic tanks are the most common form of effluent removal, with Apia and some larger facilities being serviced by sewage treatment plants. Fuel and gas are supplied by ship from international markets. 17 3.2 HAZArd ProFILe Given its geographic size and location, Samoa is highly exposed to a number of hazards. Appendix 2 of the NdMP is adetailed register of hazards and risks. Cyclones (Extreme Risk): The incidence of storms, including tropical cyclones, producing severe winds in the Pacific region is historically high with an average of 10 systems per year; of which 3-5 produce severe impacts with gale force winds. Studies have concluded that no significant change is likely in overall tropical cyclone numbers out to 2050, but there is expected to be an increase in the proportion of categories 3-5 systems. There have been four major cyclones since 1990 which have caused significant damage. Floods (High Risk): Storm surges and flash floods are normally triggered by cyclones and is often the cause of coastal and riverine floods. river flooding is a frequent risk to high volcanic islands such as Samoa due to high rainfall, small river catchment areas, and low lying coastal areas. 2001 floods in Samoa affected nearly 30,000 people. Flooding from heavy rainfall occur more frequently than by rivers overflowing their banks, causing erosion and landslides. Heavy rains alone rarely cause floods. Soil erosion caused by deforestation, inadequate agricultural practices, and increased urbanisation, contributes to increasing flood risks. Earthquakes (High Risk): The Pacific region includes some of the most seismically active areas on earth, with 81 per cent of the world’s largest earthquakes occurring at the edge of the Pacific, known as the “Pacific ring of Fire”. Both shallow (0-70 km deep) and deep (down to 700 km) earthquakes are associated with oceanic subduction zones such as the Tonga Trench connecting New Zealand, Tonga and Samoa. Samoa experiences many thousands of earthquakes every year because of tectonic plate motions. By far most of these earthquakes pass unnoticed by the population, but enough large magnitude events occur for earthquakes to pose a major threat, particularly to the built environment. Tsunamis (Extreme Risk): Though tsunamis are rare they pose a major threat to Samoa as much of the population is located along coast. The earthquake-generated tsunami that hit Samoa, American Samoa and Tonga in 2009 had devastating impact including 186 fatalities. Urban Fires (Extreme Risk): Fire risks are increasing due to population growth in urban areas and the proximity of buildings urban fires can cause significant damage including economic impacts and fatalities. Public Health Crisis (Extreme Risk): Samoa is vulnerable to a public health crisis. There is potential for communicable and non-communicable disease outbreaks, food and water contamination, chemical, natural and technological hazards, and the health consequences of climate change. Environmental Crisis (Extreme Risk): Samoa is ecologically fragile and vulnerable to environmental degradation of its natural resources, pressures arising as a result of fishing methods, ongoing coastal development, pollution, and natural disasters have adversely affected the coastal resources and marine environment. Invasive species also continue to be a major threat to Samoa’s biodiversity. A long list of non native species now dominating newly generated secondary forests are classified as invasive or potentially invasive and includes the fire ants, myna bird, bulbul, rats and the African snail with potential to affect the population, compromise infrastructure and have a negative impact on tourism. 18 whilst it may be appropriate to list all possible hazards, the emphasis of the drM arrangements contained in this Plan is those hazards that have the potential to create a significant emergency in Samoa, and would most likely require some level of government coordination to manage. To help meet these and other challenges, there is a need to strengthen capacities for emergency risk management incorporating measures for prevention, preparedness, response and recovery. Table 2: Highest risk hazards for Samoa Hazard Level of risk Cyclone2 extreme Volcanic eruption extreme Tsunami extreme Urban Fire (Apia) extreme Public health crisis extreme environmental crisis – invasive species extreme Flood3 High earthquake High Landslide High Forest Fires High Aircraft emergency (airport) High Hazchem incident – marine High Lifeline Utility Failure – water Moderate Agricultural crisis – animal or plant disease Moderate Civil emergency – external Moderate Lifeline Utility Failure - telecommunications Low Lifeline Utility Failure – electricity Low Single asset infrastructure failure – building collapse Low Single asset infrastructure failure – dam Low drought Low Aircraft emergency (other location) Low Maritime vessel emergency Low Hazchem incident – land Low Terrorism Low Civil emergency – internal Low This Plan covers national level response to all hazards that may affect Samoa. refer to Appendix 2: Samoa Register of Hazards and Risks. 2Includes storm surge causing coastal inundation and high winds 3Inland flooding due to heavy rain 19 4 InStItutIonal framework for drm In Samoa 4.1 orGANISATIoNAL FrAMeworK For drM The core structure of drM in Samoa is based on the dMo and dAC (through the response agencies and Sectors) forming the focal point for coordination and implementation across all phases: risk reduction, preparedness, response and recovery. Figure 3 shows the institutional arrangements for drM in Samoa. Figure 2: Organisational Structure for Disaster Risk Management in Samoa 4.2 roLeS IN THe drM STrUCTUre 4.2.1 National Disaster Council (NDC) The role of the NdC during disaster response is to provide strategic direction and decision making as required. The Prime Minister, as Chairperson of the NdC, is in control of the disaster situation. A list of members of the NdC can be found in Appendix 3: National disaster Council Members. The operational decision making and co-ordination of response activities remains the responsibility of the response agencies and sectors, under the leadership and co-ordination of the Chairperson of the dAC, with technical support from dMo. The NdC will be provided with advice on these issues by the dAC. The NdC will receive reports from the dAC and should focus on issues and decisions such as: • Providing advice to the Head of State about whether a proclamation of emergency is required; • Setting strategic direction; and • Conflict resolution. National Disaster Council (NDC) D is a st e r M a n a g e m e n t O ffi ce ( D M O ) S e cr e ta ri at , c o o rd in at io n , a n d le ad e rs h ip in im p le m e n ta tio n Cabinet Cabinet Development Committee (CDC) Aid Coordinated Committee Government Ministries, Private Sector, NGOs Development Partners, International and Regional Organisations Disaster Advisory Committee (DAC) Village DCCs Village response Team Sectors (economic, Social & Infrastucture) RESPONSE RECOVERY PREVENTION (DISASTER RISK REDUCTION) PREPAREDNESS (MITIGATION) Communities Villages, schools, churches, village based businesses 20 4.2.2 The Disaster Advisory Committee (DAC) The dAC is responsible for developing policies and plans. In addition, dAC member agencies are responsible for the roles and responsibilities listed under the NdMP including provision of resources to support implementation. The dAC includes representatives from government agencies, civil society organisations, academia, the private sector and development partners. The current list of the dAC is included in Appendix 4. The Sectors are the same sectors established under the Sector Planning Manual approved by the Cabinet development Committee in 2009 and revised and approved in 2015. They are listed in this Plan in Appendix 6. The dAC is authorized to approve plans by response agencies, other agencies and community plans to facilitate and coordinate the performance of response functions, roles and responsibilities under the NdMP prepared under Part IV of the Act. 4.2.3 Disaster Management Office (DMO) The dMo is responsible for ensuring the ongoing coordination, development and implementation of disaster risk management programs and activities. The dMo is responsible for administrative, secretarial and other arrangements for the efficient functioning of the NdC and dAC. The Assistant Ceo responsible for the dMo is the Secretary of the dAC and NdC, and is responsible for overseeing all administration and activities of the dAC and the NdC. The dMo undertakes the service delivery role for national risk disaster management, including: • Leadership for and relationship building across the all sectors, and from national level to local level; • Supporting development and implementation of plans and policies for disaster risk reduction, preparedness, response and recovery including the NdMP and ensure that gender, people with disabilities and human rights related issues are addressed; • Support to DAC agencies and DRM Sectors in the development of their own plans and procedures; • Liaise and assist DAC member agencies and sectors in the performance of their roles and responsibilities in accordance with resolutions and or directives of the NdC/Cabinet and the dAC as advised before and during a disaster; • Set-up, maintenance (including training for staff), and operational co-ordination of the National emergency operations Centre (NeoC); • Planning and co-ordination of simulations and sector training; • Monitoring and evaluation of implementation of disaster risk management programmes contained in the NdMP and NAP; • Administration of the activities of the DAC and NDC. 4.2.4 Communities The Village Council and village organisations; or the village disaster and Climate Committees (dCC)4, are responsible for coordinating disaster mitigation and preparedness programmes and activities at the community level, and for coordinating the various village response teams for specific threats. It is the role of the Ministry of women, Community & Social development to support, monitor and liaise with Village Councils and organisations through the “Sui o le Nuu” and “Sui Tamaitai o le Nuu” as they implement disaster management activities, and to keep the dAC informed of the level of village preparedness. 4Villages dCCs are established in villages that have participated in the Community disaster & Climate risk Management (CdCrM) Programme. 21 5 Sectoral aPProach to drm The NdMP has adopted a sector approach aimed at creating coherent and inclusive drM practices by mobilising government agencies, civil society, private sector and development partners with common interests in a strategic manner. 5.1 SeCTor STrUCTUre each sector has a designated sector coordination unit. The sector framework encourages communication and information sharing across agencies. The dMo will work with each sector coordination unit to implement drM and to support them in executing the objectives and responsibilities articulated in each sector plan. 5.2 roLeS ANd reSPoNSIBILITIeS Government agencies and organisations are strongly encouraged to perform the following roles and responsibilities in relation to disaster risk management: • Undertake DRM and climate change Capability Assessment to identify skills, tools, training and resources required in government agencies, statutory agencies, civil society and the private sector in the area of disaster risk management and climate change adaptation. • Identifying measures leading to the strengthening of capacity in resilience. • Development of a risk-based multi-criteria assessment tool to assist in the prioritisation of disaster reduction and adaptation measures within and between sectors • Develop DRM policies, plans, regulations, strategies and guidelines and submit these to the dMo for inclusion in the NdMP and other related policy documents. • Ensure that all development policies incorporate and implement disaster risk management measures. • Strengthen capacity (institutional, systemic, and individual) and ensure adequate skills development, succession planning and knowledge sharing to ensure continuity and skill level maintained for emergency and resilience planning. • Support Sector Coordinators to actively participate participation in DRM activities, coordinated by dMo. • Take part in DRM activities as requested by DMO. • Mainstream, DRR, CCA and other cross-cutting issues into sector planning. • Integration of DRM considerations in budgetary allocations and human resourcing. • Foster networks and co-operation between agencies to integrate DRM and CCA by sharing information, technology and professional expertise. • Plan and monitor sector activities on DRM with common national monitoring and evaluation (M&E) tool. This approach ensures that all organisations, including government, private and community organizations, are involved in drr and drM. The former Plan recognizes that the delivery of services will always necessitate community partnerships, collaboration and coordination amongst government agencies, and civil society. There is a need to provide a strong coordinating mechanism through strengthening the institutional framework for collaboration and sharing (and financial management, human resourcing as well as the use of analytical tools). establishing a strong institutional mechanism to ensure effective coordination and integration of a disaster risk management risk-based programme to support Samoa’s transition to a resilient development path and mainstreaming such a programme into Samoa‘s ongoing and planned sectoral activities at the national and community levels. Such 22 a platform should be achieved by making use of existing mechanisms and institutions, shown as the National drr Platform in Figure 3.This approach will promote multi-sectoral and inter agency coordination, resilience and reduce duplication and inefficiencies. It should be borne in mind that this Plan does not claim to be comprehensive in the sense that it covers each and every issue relating to drM in Samoa. rather, the scope of activities proposed by each of the fourteen (14) sectors below is determined by the key issues that were identified during the situation analysis, the consultations and the national stakeholder’s workshop. These key actions were a combination of the ‘gaps’ that were identified as well as issues that were considered ‘priority issues’ by national stakeholders. The tables below are meant to provide a guideline to sectors. Sections 5.4.3 to section 5.4.16 below show the different sectors, their leads/sector coordination units, membership, roles and responsibilities as well as sector objectives, indicators and benchmarks for the four phases of disaster risk management. 5.2.1 Agriculture and Fisheries Sector Sector Objective: To ensure that actions shall be taken to prevent and prepare for food and livelihood needs of communities prior to, during and after disasters. Sector Lead: MAF- Policy & Planning division IASC/PHT Cluster: Food Security (Cluster Lead – FAo/wFP) Sector Members: MNre, Mor, MoH, MwCSd, MwTI-Maritime, MeSC, SBeC, wBdI, Samoa Farmers Association, CFMAC, Tilapia Farmers Association, Commercial Banks, Conservation International, FAo, SPreP FUNCTIoNS oF THe SeCTor Prevention Risk Assessment • Conduct risk assessments and develop risk maps of the sector’s main livelihood activities to use as decision-making and planning tools for sector agencies and community/commercial stakeholders. • Develop systematic baseline and pre-crisis food security information as a basis for continuous assessment, monitoring and evaluation in areas prone to recurrent disasters and protracted crisis; • Conduct food security monitoring and needs assessment. Awareness • Raise awareness amongst communities on disaster risk reduction and impacts on livelihood activities; • Sensitise community leaders on the need to strengthen village policy to support and help protect household/community livelihood activities; Capacity development and finance • Build institutional capacity to: promote hazard mitigating technologies and practices; protect livelihoods from hazard risks; promote diversification of livelihoods e.g. non-agricultural income generating projects; promote sustainable natural resources management including conservation and protection of underground water; promote sustainable farming and fishing practices and land use planning. 23 • Develop a monitoring system to enable better tracking of DRR spending and investment across all sector agencies. This will enable improved analysis of trends in drr spending and contribute to strengthened strategic decision making for drr investments and programming, as well as, assist in measuring drr mainstreaming progress. Legislative and policy framework • Review and revise Agriculture and Fisheries legislation and policies to support on-the-ground resilience-building activities. Preparedness Assessment • Develop, in consultation with the DMO, a disaster assessment tools; • Conduct Crop Vulnerability and Capacity Assessments and forecasts; • Conduct ad-hoc assessment missions including sub-sector analysis (nutrition surveillance, livestock, fisheries and infrastructure) Institutional capacity • Sector agencies to review and revise relevant programmes to integrate DRR, improving resilience of all livelihood activities. • MAF staff to work with communities to develop SMART indicators to monitor and evaluate progress. • Provide opportunities for sharing and learning by actively participating in the National DRR Platform activities. Community programming • Support communities to understand weather and climate early warning systems; • Strengthen the integrated climate change adaptation measures in crop and ground cover and water irrigation for farming. • Introducing improved fishing methods to respond to the impact of climate change on marine ecosystems. • Promote long-term sustainability of coastal fishery resources including the protection of mangroves and coral reefs; • Develop strategies to mitigate sea safety during natural disasters and emergency situation (fisheries diseases outbreaks, securing fisheries asset, crew). • Identify impacts of climate change on agriculture, livestock and fisheries; and develop mitigating strategies. • Improve the resilience of water resources through the restoration of natural springs and more efficient water uses in the sector. Resource mobilisation • Support (through MAF community programmes) the livelihood component of the Village Mitigation Plans, developed under the CdCrM Programme; • Identify organizations with items, services or supplies and make arrangements required for emergency operations and arrange to secure these during emergencies. • Regularly update resource inventory (personnel, equipment and emergency supplies). • Stock and pre-position food items and livelihood tools where necessary. Response • Assess the range of potential response options for improving the short and long term situation, as well as implementation requirements; • Conduct rapid food security assessments among newly displaced affected populations. • Map the affected areas. 24 • Register households that are food insecure; • Liaise with Logistics and Shelter sector for timely delivery of food items; • Provide emergency food rations to affected populations. • Conduct post-distribution monitoring to continually assess food security status of affected populations; • Conduct verification of registered beneficiaries for food assistance; • Ensure effective response is operationalised to ensure desired impact. • Monitor and evaluation changes in the situation analysis and the impact of response are monitored and evaluated; Recovery • Conduct PDNA for the productive sectors; • Support production projects, income alternatives and employment for vulnerable families whose economies were affected by disasters; • Promote diversification of livelihoods; • Distribute seed and agricultural tools; • Initiate a livestock restocking programme (revolving) for both small and big livestock; • Introduce a food or cash for work public works programme; • Promote appropriate technologies for improved food production. • Rehabilitate road infrastructure to facilitate supply of food items and access to markets; • Rehabilitate damaged water supply systems; • Conduct market analysis; 5.2.2 Communication and Information Technology Sector Objective: To raise the profile of drr and provide information sharing amongst agencies before, during and after a disaster. Sector Lead: MCIT IASC/PHT Cluster: emergency Telecommunication Sub-Cluster under Logistics Cluster (Sub-Cluster Lead – wFP) Sector Members: office of the regulator, BlueSky, digicel, MCIT, ISP Providers FUNCTIoNS oF THe SeCTor Prevention • Build ICT platform and tools to allow greater connections with policy makers and other stakeholders. • Consider developing an e-strategy for DRM. • Incorporating gender dimensions in ICT for all DRM phases. • Incorporate ICT for DRR as part of sustainable development efforts. Preparedness • Provide information, education and raising public and stakeholders’ awareness about disaster risk reduction issues. • Develop institutional capacity of policymakers and ministry to use ICT for socio-economic development. • Ensure adequate ICT infrastructure (particularly broadband) is available. • Provide support to DMO so that relevant, locally generated information, content and research on the regional sector is createdand made available to drM stakeholders. • Develop detailed hazard risk assessment and detailed risk maps along the coastal areas for determining less hazardous areas and appropriately planning communications infrastructure. • Ensure telecommunication infrastructure is accessible by DRM stakeholders, as well as communities assessed as most vulnerable. 25 • Support communications technology (radio, mobile phones, social media), tools for collaboration, and systems related to mapping and sensing in all phases of the disaster management cycle. • Supporting the development of people with expertise in both disaster management and ICT to increase the likelihood of developing effective ICT for drr applications. • Communicating with at-risk communities in a simple and clear language. Response • Ensure communication remain operational during disasters when contact with communities is critical for liaising and coordination of help and support resources. Recovery • Develop a recovery framework for the sector using the damage assessment findings. • Support rehabilitation of damaged infrastructure. • Establish coordination mechanisms for partners involved in disaster recovery. • Promote build back better during rehabilitation of damaged electricity infrastructure and housing. • Prioritize energy supply restoration for the most vulnerable. • Support rrecording and dissemination of knowledge and experiences • Assess possible need of relocation of the telecommunications infrastructure (radio and TV broadcasting receiver/transmitter sites) to higher and safer grounds along coastal areas. 5.2.3 Community Sector Objective: To promote, facilitate, monitor and evaluate resilient livelihoods for communities with a special focus on vulnerable groups in Samoa. Sector Lead: MwCSd IASC/PHT Clusters: Protection (Cluster Lead – UNHCr) Sector Members: MAF, MCIL, MNre, Police, Samoa red Cross, SUNGo, NGos, UNICeF, UN women, NoLA FUNCTIoNS oF THe SeCTor Prevention • Promote traditional hazard mitigating technologies and practices; • Protect livelihoods from hazard risks; • Mobilize financial and material resources and ensure these resources reach communities. • Conduct public awareness and campaigns on disaster risk management through (print and electronic media) community meetings and outreach. • Ensure special needs of vulnerable groups such as women, children, elderly and people with disability are addressed in drM processes and plans. • Conducting of public education and awareness programmes to sensitise the community on forest fires and related issues including mobilisation of resources for firefighting. Preparedness • Implement a strategy to strengthen the livelihood of the population during disaster. • Identify communities at risk. • Ensure all future community development projects have DRM and CCA elements. • Create awareness on Do’s and Don’ts related disasters at community level. • Provide special needs of vulnerable groups such as women, children, elderly and people with disability addressed in drM processes and plans. • Promote community participation in disaster risk reduction through the adoption of specific 26 policies, the promotion of networking, the strategic management of volunteer resources, and the delegation and provision of the necessary authority and resources. • Develop and maintain an inventory of resources that can be mobilised within the village and another list of resources that would be required from external suppliers. • Define measures to reduce vulnerability to disasters and build capacity and resilience at community levels. • Facilitate of the development and implementation of Disaster Risk Reduction activities at sector as well as community levels. • Facilitate the preparation of community-based or village disaster risk management plans, by providing guidance and technical support to the dMo and other stakeholders. • Scrutinise project proposals from the Village level and ensure that the said projects are reducing disaster risks. • Develop capacity of Ministry and communities leaders to significantly reduce disaster risk and build community resilience to disasters. • Support planting trees and mangroves to reduce coastal erosion and establishing conservation areas (marine or terrestrial) and/or coral gardens to increase resilience to coral bleaching. • Conduct vulnerability and capacity assessment and monitoring hazard threats at community level. • Communicate and share lessons learnt from community level vulnerability and risk assessment. • Develop capacity around community-based disaster planning and collaboration with local NGos. • Provide available disaster information to communities that are accessible and specific to the needs of the populations at risk. • Supports communities to develop abilities to cope with natural hazards through the use of weather and climate early warning systems. • Develop capacities at the community level to devise and implement contingency planning and simulation exercises. • Raise awareness amongst communities on disaster risk reduction. • Map NGOs capacities and identify organizations with services or supplies and make arrangements required for preparedness, response and recovery. • Regularly update resource inventory (personnel, volunteers, equipment and emergency supplies) • Mobilize resources for DRM activities for the sector. • Develop capacity of sector staff and communities to understand risk and resilience. • Ensure monitoring and evaluation of sector’s programmes. • Ensure Community Disaster and Climate Risk Management (CDCRM) programme implemented at community level. Response • Ensure temporary restoration of vital support services to affected communities. • Provide support to communities during preliminary survey and analysis of the damaged structures and in collaboration with other ministries. • Provide support during technical assessment and cost estimation for reconstructing community assets • Support the DMO in organising training of village volunteers for disaster response. recovery • Conduct damage and community loss assessment. • Engage affected community in temporary employment for restoration of services. • Provide special care for income generation of single women, aged, people with disability, etc. 27 5.2.4 Education Sector Sector Objective: To create and maintain safe learning environments, prevent injuries and interruption of education due to recurring natural hazards, teach and learn disaster prevention, and build a culture of safety around school communities. Sector Lead: MeSC IASC/PHT Cluster education in emergencies (Cluster Co-Lead - UNICeF & Save the Children) Sector Members: SQA, MNre, MwCSd, MwTI, MoH, NUS, eCe, Mission Schools, Private Schools, Post-secondary Technical Institutions, UNeSCo, UNICeF FUNCTIoNS oF THe SeCTor Prevention • Recognise and assess the future impact of hazards, vulnerabilities and risks; and identify strengths and capacities in the education sector. • Physical protection; informed planning, environmental stewardship, disaster-resilient design and construction of educational institutions; • Develop and enforce building codes and regulations for health and safety to which every educational institution should conform. • Select safe school sites and design and build every new school outside of hazard zones. • Integrate disaster risk management in the school curricula; • Develop the capacity of the ministry in preparing the education system, at all levels, to prevent, prepare for and respond to emergencies; Preparedness • Advocate for an emergency component in the education sector plan and budget, including preparedness plans; • Develop and support training programmes for safe school construction and maintenance; • Regularly update resource inventory (personnel, equipment and emergency supplies) • Train teachers in disaster risk management; • Raise awareness on disaster risk reduction through parent teachers associations; • Establish educational institutions committees to promote health and safety in the education sector; • Preposition educational materials for at-risk schools and for provision of temporary schools; • Conduct school disaster drills or simulation exercises; • Mobilise resources for DRM activities for the sector; • Monitor and evaluate sector’s DRM programmes. Response • Rapid assessment to determine magnitude - number of children affected, availability of teachers, facilities and resources; • Resume educational activities as quickly as possible by setting up safe temporary learning spaces and provision of educational supplies; • Mobilise psychosocial support for teachers (provide training) and students (provide recreational activities and where appropriate establish links to basic health and nutrition services); • Provide emergency assistance to disaster-affected educational institutions; Recovery • Provide training to schools on damage assessment tools; 28 • Assess damages to school infrastructure including water and sanitation facilities, school equipment and learning resources; • Mobilise resources for rehabilitation of damaged infrastructure and replacement of damaged learning resources; • Assess psychosocial impact of disaster among affected learners and provide appropriate counselling; • Develop reconstruction policy to ensure standards for safety (to build back better); • Institute public works programme for education institutions reconstruction (cash for work); • Advocate for a DRR component in education sector plan and budget; • Initiate a gap analysis of local and national capacities in education and ensure integration of capacity strengthening in early recovery and transition plans, with a focus on risk reduction. 5.2.5 Energy Sector Sector Objective: To ensure safe, secure and viable energy supply and safety of infrastructure assets before, during and after disasters. Sector Lead: MoF – energy division IASC/PHT Cluster: None Sector Members: ePC, Petroleum Products Supply (PPS), MNre-renewable energy, LTA, MwTI FUNCTIoNS oF THe SeCTor Prevention • Coordinate with sector members and other sectors such as Transport, Communication and environment to increase resilience of energy generation infrastructure and services Preparedness • Ensure energy infrastructure has the capacity to withstand disruption, absorb disturbance, act effectively in a crisis, and recognize changing conditions over time, such as climate change. • Communicate to infrastructure users and providers understand the outage risks they face and take steps to mitigate these. • Assess aspects of timing, duration, regularity, intensity, and impact tolerance which differ over time and between communities. • Encouraging more distributed electricity generation through reducing dependence on imported fuels. • Collaborate with private sector in terms of data collection, information dissemination as well as monitoring of potential impacts of disaster • Promote the use of indigenous energy resources and renewable energy technologies; • Promote partnerships with communities and all energy stakeholders; • Support Clean Development Mechanism (CDM) and Clean Energy Fund. • Conduct research and promote the use of bio-fuel. Response • Assist with the restoration and improvement where appropriate of facilities, including energy infrastructure of disaster affected communities, including efforts to reduce disaster risk factors. • Provide training on damage assessment tools. • Develop capacity to assess damages to infrastructure including energy facilities. • Mobilise resources for rehabilitation of damaged infrastructure. • Advocate for a DRR component in energy sector plan and budget. 29 Recovery • Plan back-up energy services in aftermath of disaster. • Develop a recovery framework for the sector using the damage assessment findings. • Support rehabilitation of damaged homes and public infrastructure. • Provide technical advice on the rehabilitation of critical infrastructure. • Establish coordination mechanisms for partners involved in disaster recovery. • Promote build back better during rehabilitation of damaged electricity infrastructure and housing. • Prioritize energy supply restoration for the most vulnerable. 5.2.6 Environment sector Sector Objective: To improve environmental sustainability and disaster resilience through Green Growth. Sector Lead: MNre IASC/PHT Cluster: None Sector Members: MNre, MCwSd, MoF, MoH, MAF, MwTI, SUNGo, SBS, UNdP, Conservation International, SPreP, MeTI, oLSSI FUNCTIoNS oF THe SeCTor Prevention • Collect analyse and disseminate early warning and forecast information. • Conduct public awareness and campaigns on disaster risk management through print and electronic media. • Development of and Advocacy Strategy for DRR – adapted to target audience at national, provincial and local level respectively. • Identify core advocacy concerns, including resource requirements and contribute key messages to broader drr advocacy initiatives of the NdMP stakeholders. • Develop an Advocacy Strategy for DRR. • Promoting diversification of livelihoods e.g. non-agricultural income generating projects; Promotion of sustainable natural resources management including conservation of underground water. • Promoting good farming practices and land use planning. • Mobilise resources for disaster mitigation. • Undertake comprehensive environmental assessment and implement environmental protection measures in rehabilitated and relocated schools. • Procure and distribute cook stoves and solar lanterns to displaced households to ignite interest in environmental management best practices. Preparedness • Ensure sustainable ecosystems and environmental management. • Review of environmental and social impacts checklist for projects to include DRR and climate considerations. • Increasethe resilience of Samoa’s urban and rural built environment. • Review of environmental laws and regulations to ensure resilience to disaster. • Adopt ecosystem approaches to DRR through sustainable management, conservation and restoration of ecosystems in such a way that it also builds the resilience of communities. • Implement integrated environmental and natural resource management approaches that incorporate disaster risk reduction, including structural and non-structural measures, such as integrated flood management and appropriate management of fragile ecosystems. • Conduct wild fires mapping hazards. • Support planting of native, salt resistant trees to reduce erosion and protect infrastructure. 30 • Establish plant nurseries. • Develop strategy for reforestation of mangroves and swamps for fish and crab breeding and hazard protection, establishing and monitoring “no-catch” marine protection areas. • Control activities that affect coastal habitats such as sand mining and illegal waste deposits. • Conduct minor works, such as culvert crossings or upgrade of drainages from the mangroves to the sea. • Undertake more research to understand the relationship between disaster risk reduction, climate change biological systems and species. • Raise the profile of DRR and CCA among policy makers including senior management. • Identify organizations with required items, services or supplies and make arrangements to secure these during emergencies. • Consolidate information on Crop assessment, Poverty assessment, Vulnerability forecasts, population surveys and package it for dissemination to the public in english and Samoan language. • Map resources for sector activities. • Ensure uniform plan and monitoring of sector activities. • Conduct emergency drills and simulation exercises. • Increase the resilience of Samoa’s urban and rural built environment. • Promote the use of affordable materials and appropriate technologies that will minimise the impact on the environment. • Strengthen people-centred multi-hazard, multi-sectoral forecasting and early warning systems. • Promote the sustainable harvesting of trees for firewood. • Support risk sensitive land use planning to promote sustainable and safer human settlements. • Include DRR criteria in Environmental Impact Assessments for planned development taking into account climate change. • Promoting cooperation and information exchange between relevant ministries and levels of government with dMo. Response • Coordinate and lead the initial damage assessments on environment and natural resources • Compile and provide reports on environmental impacts to DAC, NDC and NEOC • Liaise with sector members and partners to support initial damage assessments on environment and natural resources • Coordinate response to removal of waste and debris from affected areas and disposal to landfills • Ensure continuity of waste disposal and landfill services Recovery • Restore the natural resilience of most affected shorelines to withstand prevailing natural hazard risks through non-structural measures, including beach nourishment, dune construction, planting, and stabilization efforts. • Assess negative environmental impacts are damage of essential service infrastructure such as of water supply facilities, electricity supply facilities, disruption of roads and community footpaths. • Ensure any post-disaster activity planned incorporates an environment management framework. 31 5.2.7 Finance sector Sector Objective: To reduce the financial impact of disaster on the government and society. Sector Lead: MoF IASC/PHT Cluster: None Sector Members: CBS, dBS, Mor, MCIL, Samoa Housing Corporation, NPF, Chamber of Commerce, SAMe, SBeC, SUNGo, Soes, CSSP, Audit office, MPe FUNCTIoNS oF THe SeCTor Prevention and Preparedness • Revise Sector Planning Manual for Samoa to provide guidance as how disaster risk reduction and climate change risk management is to be addressed as a cross-sector issue in sector planning. • Develop guideline on how to undertake assessments of the costs and benefits of proposed adaptation and disaster risk reduction measures during sector planning processes, which could be included in the revision of the Sector Planning Manual. • Develop national financial protection strategies to be implemented through a dedicated disaster risk reduction Fund. • Encourage parliamentarians to support the implementation of disaster risk reduction by endorsing budget allocations. • Allocate the necessary finance resources at all levels of administration for the development and the implementation of disaster risk reduction strategies, policies, plans, laws and regulations in all relevant sectors. • Enhancing relevant mechanisms and initiatives for disaster risk transparency which may include financial incentives. • Establish dedicated DRR budget lines. • Consider specifying certain percentages of revenue to DRR alone to ensure that DRR activities are supported. • Strengthen mechanisms for disaster risk transfer and insurance, risk-sharing and retention and financial protection for both public and private investment in order to reduce the financial impact of disasters onGovernments agencies and community, in urban and rural areas. • Ensure a sustained flow of financial resources for DRR and reduced competition withresponse funds. • Integrate disaster risk considerations into the design of social protection programs and complement such programs with insurance principles and private sector products. • Improve insurance requirements for buildings and road infrastructure concessions that align with international reinsurance market technical standards. • Use disaster risk data to support decision making on financial protection. Response • Assess potential post-disaster (short-term and long-term) funding gaps. • Improve the process for identifying beneficiaries and assessing their eligibility for post disaster payouts. • Develop risk market infrastructure to support delivery channels (e.g. underwriting and claims settlement process, delivery channels through insurance intermediaries and alternative delivery channels such as micro-finance, nongovernmental organizations, etc.) Recovery • Ensure sufficient financial resources are allocated for recovery programs set out national disaster recovery plans. • Develop a national strategy for financial protection to clarify contingent liability, secure 32 immediate liquidity following disasters for the short-term, and ensure longer-term reconstruction financing. • Improve the financing of restoration and early recovery, recovery, and reconstruction needs. • Build up multi-year reserves through annual contributions to a response contingency fund set aside for post-disaster response efforts. • Use risk transfer to access international private reinsurance and capital markets. 5.2.8 Health sector Sector Objective: To provide comprehensive emergency management, enabling the health sector to mitigate, prepare for, respond to, and recover from emergencies and disasters. Sector Lead: MoH IASC/PHT Cluster: Health & Nutrition (Cluster Lead – wHo/UNICeF), Sanitation, water and Hygiene (Cluster Lead – UNICeF), emergency Shelter (Cluster Lead – IFrC/UNHCr/IoM) Supporting members: MNre, MeSC, MwCSd, National Health Services, National Kidney Foundation, Samoa Family Planning, doctors Association, Nurses Association, Private health service providers, women CBos, SUNGo, SBS FUNCTIoNS oF THe SeCTor Prevention • Strengthen disease surveillance and early warning system. • Conduct vulnerability assessment and risk analysis of health related potential disasters, including identifying crucial needs for vulnerable groups during disaster occurrences. • Promote hazard resilient construction of new health facilities. • Implement disaster preparedness plans for health facilities. • Promote hazard mitigating technologies and practices. • Prevent and control communicable diseases • Protect livelihoods from hazard risks. • Promote an integrated, comprehensive, multi sectoral and multidisciplinary approach to reduce the impact of natural, technological or manmade hazards on public health • Strengthen the institutional capacity of the health sector in preparedness and risk reduction. • Strengthen national strategies and plans to address all forms of social disadvantage and vulnerability that have a negative impact on health. Preparedness • Identify health facilities that are located in hazard-prone areas, analyse their internal and external vulnerability during emergencies, and increase the hazard resilience of such facilities. • Prepare and implement hospital disaster preparedness plan for such facilities to be able to deal with emergency situations. • Prepare plans for tracking and evacuations of mass casualties as a result of a major disaster. • Develop health care personnel proficient in disaster response (including improved education of nurses, emergency medical technicians, and doctors to have improved knowledge and preparedness of disaster management; Increase knowledge of psychiatrics on rehabilitative dimensions of disasters along with the health care of internally displaced people and women and children issues. • Improve capacity of NHS to conduct rapid testing when outbreaks occur. • Establish a national vector/water control programme to address outbreaks. • Raise awareness through education and forge links between health and climate change, 33 drM policies and strategies. • Strengthen Emergency Medical Points to ensure better coordination in disaster situations. • Ensure communication and coordination links between hospitals and the National Health System (NHS) and the scene of disaster. • Build acute health care system for post disaster response through strengthening the existing district development system. • Establish a system of readiness and list of personnel to be mobilized when warning is received or impact of disaster reported. • Ensure fast delivery and availability of adequate resources such as drugs, medical equipment and supplies of other logistic materials. • Put in place practical strategies to address the long-standing issue of human resource, recruitment and retention. • Conduct Epidemiological Surveillance. • Pre-position of emergency medical and non-medical supplies. • Establish epidemic thresholds at local, regional and national levels. • Monitor and evaluate of sector’s programmes. • Conduct nutrition surveillance and management of moderate and severe malnutrition. • Estimate cost of interventions above normal to mitigate related risks (costs for immunization, vector control, disease control, health promotion and costs for the health management of gender based violence and violence against women. Response • Promote and protect the health and well-being of affected communities, paying particular attention to the specific needs of vulnerable groups • Undertake mass casualty treatment and case management. • Re-establishment of disrupted essential care services for women and children, including the provision of essential drugs, diagnostics and supplies. • Conduct disease surveillance and strengthening of health service delivery. • Dissemination of key health education and promotional messages and behaviour-change communication to affected populations on diseases vector control, immunization including food and water quality monitoring. • Promote safe delivery and provide reproductive health services. • Conduct nutrition surveillance and management of moderate and severe malnutrition. • Ensure dissemination and understanding of Ministry of Health and National Health Service emergency Continuity response Plan Recovery • Initiate a gap analysis of local and national capacities in health, and ensure integration of capacity strengthening in early recovery and transition plans, with a focus on risk reduction. • Assess damages to health infrastructure including water and sanitation facilities, hospital equipment and medical and non-medical supplies. • Mobilize resources for rehabilitation of damaged infrastructure and replacement of damaged equipment, and supplies; • Assess community capacity and resources for recovery; • Assess psychosocial impact of disaster among affected communities; • Provide psychosocial support and counselling services to communities in need; • Provide supplementary and therapeutic feeding for children at risk of malnutrition; • Develop a reconstruction policy to ensure standards for safety (to build back better), right sizing (building to relevant standards), right siting (relocation, land use, and master planning). • Institute public works programme for health facility reconstruction and volunteers (cash or food for work). 34 5.2.9 Law and Justice sector Sector Objective: To build and promote the coherence and further development of national and local frameworks of laws, regulations and public policies for a disaster resilient Samoa. Sector Lead: MFCA - Law and Justice Sector IASC/PHT Cluster: Protection (Cluster Lead – oHCHr/UNHCr) Sector Members: MJCA, AGo, SLrC, MJCA, Police, SUNGo, SVS FUNCTIoNS oF THe SeCTor Prevention and Preparedness • Analyse strengths and gaps in the existing legal framework both in terms of the content of the legislation and its implementation; identify priority areas to address to align with standards set by the global and regional agreements and frameworks. • Review national and local level DRR laws and regulations tailoring approach to Samoa’s natural hazards risk profile and disaster risk governance capacity. • Encourage the establishment of necessary mechanisms and incentives to ensure high levels of compliance with the existing safety-enhancing provisions of sectoral laws and regulations, including those addressing land use and urban planning, building codes, environmental and resource management and health and safety standards, and update them, where needed, to ensure an adequate focus on disaster risk management. • Provide guidance to sectors on how to bring national legal frameworks in line with existing international and regional frameworks (e.g. Sendai Framework, Samoa Pathway). • Assign clear roles and tasks to community representatives within disaster risk management institutions and processes and decision-making through relevant legal frameworks, and undertake comprehensive public and community consultations during the development of such laws and regulations to support their implementation. • Encourage parliamentarians to support the implementation of disaster risk reduction by developing new or amending relevant legislation. • Review and strengthen national laws and procedures on international cooperation based on the Guidelines for the domestic Facilitation and regulation of International disaster relief and Initial recovery Assistance. • Promote stronger disaster risk reduction and resilience governance by improving relevant laws and regulations as well as strengthen their implementation and enforcement. • Provide guidance to sector to Develop supporting policy and regulations. • Ensure to align future sector respective legal reviews and policies with the review of the DRM Act. • Develop monitoring and evaluation framework to keep track of whether the legal requirements are actually implemented and to monitor the effectiveness of the legal provisions and their enforcement. • Promoting cooperation and information exchange between relevant ministries and levels of government with the national drM focal point agency. • Support the allocation of necessary resources, including finance and logistics, as appropriate, at all levels of administration for the development and the implementation of disaster risk reduction policies, laws and regulations in all relevant sectors. • Provide support for establishing dedicated funds for DRR projects under DRM ACT or other laws outside of regular government budgeting. • Link forest or urban fire prevention and management with DRM laws and institutions. • Promote the mainstreaming of disaster risk assessments into land-use policy development and implementation. • Encourage the revision of existing or the development of new building codes and 35 standardsand rehabilitation and reconstruction practices at the national or local levels with, particularly in informal and marginal human settlements. • Reinforce the capacity to implement survey and enforce codes through an appropriate approach, with a view to fostering disaster resistant structures. • Formulate public policies, where applicable, aimed at addressing the issues of prevention or relocation, where possible, of human settlements in disaster risk-prone zones, subject to national law and legal systems. • Mandate training on disaster risk reduction and response in school curricula; and support ongoing requirement for disaster preparedness drillsin high-risk areas. • Ensure inclusion in law and policy of all relevant stakeholders, including women, children and youth, persons with disabilities, poor people, indigenous peoples, volunteers, the community of practitioners and older persons in order to ensure their meaningful engagement. • Consider review of Fono Village Act 1990 to include DRR to improve linkages, harmonisation and integration between formal and customary and community based justice system. • Establish public reporting or parliamentary oversight mechanisms for government agencies tasked with drr responsibilities and ensuring such information is made publicly available • Strengthen sector human resources capacity to include DRR and climate change. Response • Reinforce the capacity to implement post-disaster survey and enforce building codes through an appropriate approach, with a view to fostering disaster resistant structures. Recovery • Encourage the establishment of necessary mechanisms and incentives to ensure high levels of compliance with the existing safety-enhancing provisions of sectoral laws and regulations. 5.2.10 Public Administration Sector Objective: To build and strengthen the abilities of individuals, organisations, and systems before, during and after a disaster. Sector Lead: Public Service Commission (PSC) IASC/PHT Cluster: None Sector Members: All ministries - divisions: corporate services, administration, human resources FUNCTIoNS oF THe SeCTor Prevention and Preparedness • Support Capability Plans of government and statutory agencies to identify and address the skills, tools and training in the area of disaster and climate risk management that will be required by public servants to implement this plan. • Ensure the integration of disaster risk management and climate change in the job descriptions of Ceos, ACeo, Sector Cooridinators and relevant staff • Foster closer partnerships and more collaborative initiatives within agencies to promote disaster resilience from national to local levels. • Monitor and evaluate the human resources skills development capability in relation to disaster risk management and climate change. • Promote and utilize indigenous knowledge and practices. • Develop capacity of civil servants to engage stakeholders, the ability to motivate and mobilize stakeholders, build consensus, create partnerships and networks, plan and manage large group processes. • Develop capacity at the policy planning and strategy level relevant to building resilience. 36 Response • Provide support to the NEOC to ensure that public servants and other government resources such as vehicles are mobilised to support execution of emergency response functions • Monitor public servants participation/attendance to the emergency and ensure their safety and security and welfare are well looked after; Recovery • Develop technical and organizational capacities of Response Agencies to lead, coordinate, and manage process through proactive recovery planning for early and long-term recovery, competency building in monitoring, strengthen mobilizing resources, and fostering partnerships. 5.2.11 Tourism sector Sector Objective: To build and increase the capacity of the Tourism Sector to be adaptive, responsive and able to prepare and recover more quickly from the impacts of climate change and natural disasters. Sector Lead: Samoa Tourism Authority (STA), IASC/PHT Cluster: None Sector Members: SHA, Chamber of Commerce, Tourist operators, SBeC, MoF, Mor, MNre, Savaii Tourism Association, Aleipata Tourism Alliance FUNCTIoNS oF THe SeCTor Prevention • Increase the resilience of the tourism sector to disaster and climate change impacts through the implementation of immediate adaptation plans. Preparedness • Undertake vulnerability and risk assessments of all tourism sites resulting in the identification of priority sites requiring immediate consideration; • Formulate risk reduction options for high risk sites and implement risk reduction and adaptation measures. • Review and revise adaptation plan at priority site on a regular basis. • Increase the capacity of coastal tourism communities to better prepare for and respond to natural disaster emergencies. • Enhance the resilience of tourism facilities and infrastructure including key resource supply (food, water, electricity) to the impacts of disaster. • Mainstream disaster risk reduction into coastal tourism destination planning and development. • Support local climate change adaptation efforts. • Support environmental impact assessments of priority sites to determine best protection options, based on earlier vulnerably and risk assessments to be considered in relation to all tourism developments. • Increase the resilience of the tourism sector to the impacts of disaster through mainstreaming disaster and climate risks into tourism related policy instruments. • Carry out regular maintenance of coastal protection measures. • Strengthen human capacity to identify, analyse, implement, monitor, and evaluate cost effective risk reduction measures. • Raise awareness at national, sector and community levels about the need to promote and support drr and climate change adaptation measures. • Develop sustainable financing mechanisms in support of tourism climate change adaptation actions nationwide. • Develop natural disaster tourism communications and media recovery plan and ensure formal 37 channels of communication are established between all relevant disaster management agencies which ensure that accurate information is being rapidly communicated to visitors and potential visitors. • Prepare and deliver disaster and climate change risks management training program for tourism operators; • Disaster and climate-proofing of ecotourism enterprises. • Ensure all tourism operators are trained and connected to the Climate Early Warning and Information System. • Review the Tourism Accommodation Standards and develop standards to ensure integration of climate change and natural disaster risk resilience measures. • Promote renewable energy options for the tourism industry. • Raise awareness at national, sector and community levels by designing and delivering tourism drr awareness programs. • Explore opportunities to raise sustainable climate financing from market based economic instruments including insurance cover incorporated into national legislation. • Raise support for the allocation of funds from national budgets for DRR measures. Response • Coordinate provision of assistance to affected tourist and tourist operators • Ensure clearance of debris from tourism location and restart at the earliest. Recovery • Lead the PDNA for the Tourism Sector to inform Tourism Sector recovery • Ensure DRM and CC interventions are integrated in the Tourism Recovery Program and that they are implemented • Implement Tourism recovery programmes 5.2.12 Trade, Commerce and Manufacturing Sector Objective: To provide support to the business community to ensure the resilience of the sector. Sector Lead: MCIL IASC/PHT Cluster: Sector Members: MFAT, MNre, MAF, MoF, MwCSd, Chamber of Commerce, Small Business enterprise Centre, SBS, STA, SHA, SAMe. FUNCTIoNS oF THe SeCTor Prevention • Ensure that the business community and investors are conversant with relevant laws, policies and regulations relating to the NdMP. • Conduct periodic monitoring and inspecting premises and storage facilities of businesses that deal with explosives. • Develop staff knowledge to disaster risk, resilience and climate change adaptation. Preparedness • Assess training needs in the area climate change risks management for MCIL staff and implement appropriate training program. • Conduct of industry-specific consultations to create awareness of DRM framework, national plan, and local action plans. • Ensure that existing and upcoming industrial assets and infrastructure are disaster-resistant. • Ensure proper citing of industriale stablishments considering hazard parameters. 38 • Make industrial processes and procedures inherently safe. • Ensure that transportation, storage, handling and usage of chemicals and other hazardous raw materials does not pose a threat to the nearby areas and environment. • Conduct mock-drills at regular intervals to determine the efficacy of the disaster management plans. • Assess and retrofit of existing industrial infrastructure. • Establish linkages between private sector and the community. • Support networking knowledge on best practices and tools for effective disaster management. • Develop and implement appropriate risk transfer mechanisms, including micro-insurance for micro and small scale industries. • Rationalization of national and local land use policy capitalizing on the development and use of vulnerability and hazard maps, with particular adherence to precautionary safety measures against exposure to hazard when setting up business establishments. • Develop capacity among SMEs and private sector to strengthen planned and adaptive resilience to disaster events through promotion and augmenting organizational resilience particularly on leadership and employee culture. • Forge pre-disaster arrangements among local governments and between government and private sector. • Ensure that factories have adequate safety measures, search, rescue and evacuation plans, and that they observe the conducting of safety drills. • Promote SMEs to establish business continuity, including at community level plans and develop guidebook. • Provide training program in business management skills in order to ensure that loans beneficiaries do have the necessary knowledge and skills to run businesses efficiently and to repay back their loans. • Create awareness on insurance schemes. • Mainstream disaster preparedness into sector plan. • Provide cash grants to SME to replenish working capital and loan rescheduling. • Support soft-term credit lines for SMEs to finance the repair and reconstruction of their enterprises. Response • Coordinate and lead initial damage assessment on businesses • Compile and provide report to NDC, DAC and NEOC on damages to businesses • Provide training on damage assessment tools and insurance. Recovery • Advocate for a DRR component in trade, commerce and manufacturing sector plan and budget. • Collaborate with the Ministry of Finance in providing rebate certificates and import permits for goods intended for relief purposes. • Ensure compliance with quality standards of relief materials. • Provision of loans: Loans would enable micro-enterprise owners whose shops collapsed or were washed away to rebuild and restock their inventories. • Build a database of local industries for use in policy analysis and possible future interventions aimed at understanding risks and vulnerabilities of SMe sector. • Fund and oversee a “cash-for-work” scheme that allows affected individuals to work towards recovery and reconstruction to make up for lost income due to disaster. • Provide low-interest soft-term loans for large industries to replenish raw materials, restore operations, and reschedule non-performing loans. 39 5.2.13 Water and Sanitation Sector Objective: To ensure vulnerable persons have protected and reliable access to sufficient, safe water, sanitation and hygiene facilities. Sector Lead: MNre - wSSCU I A S C / P H T Cluster: water, Sanitation & Hygiene (UNICeF) Sector Members: SwA, MoH, MwCSd, MwTI, LTA, FeSA, SrCS, Samoa Plumbers Association, Independent water Scheme FUNCTIoNS oF THe SeCTor Prevention • Conduct risk assessments for the sector in collaboration with the DMO. • Identify appropriate site and construct water and sanitation away from known hazard zones or high risk areas. • Consider hazard risk in location and construction of water and sewage treatment facilities. • Protect primary water sources, sanitation, sewage and water treatment facilities from disaster damage. • Establish and enforce policies and standards for construction of water and sanitation facilities. • Protect and upgrade village freshwater bathing pools. Preparedness • Incorporate climate and disaster resilience into programming. • Develop and agree on disaster assessment tools. • Develop sector contingency plan with budget and supply needs and, where possible, pre position essential sanitation and hygiene supplies, water supplies, purification technologies and chemicals, and tools. • Evaluate impacts on water quality/availability or on possible disruption to water treatment infrastructure/services from climate change and disasters. • Establish long-term agreements for procurement of specified WASH supplies, assess local market for potential water-trucking capacity, and ensure the availability of water delivery partners and agreement on methods and standards. • Train community builders in construction of temporary latrines. • Identify key resource people and/or institutions with specific knowledge and skills in sanitation and hygiene education and behaviour change for deployment in emergency planning and response. • Regularly update resource inventory (personnel, equipment and emergency supplies). • Collect pertinent information on sanitation and hygiene education. • Train sector staff in water and sanitation • Promote adaptation actions including water supply. • Monitor and evaluation of sector’s programmes. Response • Coordinate response by the sector in collaboration with the NEOC • Coordinate and lead initial damage assessment on water and sanitation systems, infrastructure, supply/demand • Compile and provide report to NDC, DAC and NEOC • Mobilise resources to support implementation of response activities • Coordinate provision of emergency water supply services in affected areas • Conduct sanitation, safe drinking water and water conservation education and awareness • Maintain communication and share information with NEOC, sector members, Water, Sanitation and Hygiene Cluster and other partners; 40 Recovery • Coordinate and lead post disaster needs assessment in collaboration with sector members • Develop a water and sanitation recovery program to inform national recovery program; • Mobilize resources for rehabilitation of damaged water and sanitation, sewage and water treatment facilities; • Mobilize communities to participate in water and sanitation recovery; • Initiate a gap analysis of local and national capacities in water and sanitation, and ensure integration of capacity strengthening in early recovery and transition plans, with a focus on risk reduction; • Protect rehabilitated water and sanitation facilities from future disaster damage. 5.2.14 TrANSPorT Sector Objective: To ensure safe, secure and viable transportation modes and infrastructure assets in Samoa before, during and after disasters. Sector Lead: MwTI IASC/PHT Cluster: None Sector Members: LTA, SAA, SPA, SSC, SSS, ePC, SwA, MNre, MwCSd, MoF, IPeS FUNCTIoNS oF THe SeCTor Prevention • Advocate for a DRR component in Transport sector plan and budget; • Undertake site specific risk assessment with regard to location of proposed transport infrastructure – to mitigate against potential hazards in collaboration with the dMo • Integrate disaster risk assessment in the planning of transport infrastructure • Update codes/standards to include resilience and build back better design principles. • Conduct preventive maintenance of public transport infrastructure. • Conduct risk assessments on all Transport infrastructure and services in collaboration with the dMo • Inform industry of building codes and control of development in high risk areas. • Formulate practical technical standards applicable to road and drainage planning, design and construction and other modes of transport. Preparedness • Coordinate drills and simulation exercises to test readiness of the Transport Sector to provide a coordinated response to disasters • Ensure readiness of all Transport facilities and services to achieve service continuity immediately after impact Response • Coordinate and lead initial damage assessment on the Transport Sector facilities/structures/ assets, transport networks and services • Compile and provide report to the NDC, DAC, and NEOC • Mobilise resources for immediate restoration of transport services infrastructure • Maintain communication with the Sector members and NEOC Recovery • Coordinate and lead post disaster needs assessment for the Transport Sector • Develop a recovery program to inform the national recovery program. • Support mobilization of resources towards Transport infrastructure and services recovery • Support rehabilitation of damaged homes and public buildings. 41 • Provide technical advice on the rehabilitation of other critical infrastructure (telecommunication, electricity, water and sewage reticulation) • Promote build back better during rehabilitation of damaged transport infrastructure and housing. • Enforce National Building Code requirements and monitor compliance • Provide post disaster psycho consultations for any affected staff within the Transport Sector Note: other infrastructure related functions that are not under the jurisdiction of the Transport Sector such as the application and enforcement of the Building Code is under the mandated functions of the Ministry of works, Transport and Infrastructure and therefore recognized under the NdMP as the agency that takes the lead on the implementation of drM interventions to protect and safeguard other infrastructure that are not transport related. 5.3 roLeS IN PreVeNTIoN ANd PrePAredNeSS Stakeholder Group Roles/responsibility Cabinet • High level oversight, policy and strategic guidance and direction for disaster risk management implementation and institutional strengthening dAC • Policy and planning oversight including the NDMP, DRM NAP and supporting documents, for approval of the National disaster Council and Cabinet. • Accountable for identification, implementation and M&E of disaster risk management programmes and activities. dMo • Act as secretariat for DRM and facilitate regular DAC meetings; • Convener of the National DRM Platform • Follow up on NDMP implementation with Ministries and agencies; • Facilitate reporting to NDC, DAC, Cabinet, development partners and donors; • Provide technical guidance and direction for disaster risk management and support in developing capacity. • Implement disaster prevention and preparedness programs in collaboration with response agencies, sectors, villages, private sector, NGos and other stakeholders Climate Change division • Policy guidance and direction for climate change adaptation and capacity building • Works closely with DMO to ensure mainstreaming of CCA into sector planning and budgets Ministries, agencies and local partners • Ministries and agencies: Lead and facilitate the integration of NDMP and actions into Corporate Plans and budgets systems • Local partners: Facilitate integration of NDMP actions into respective planning and budget systems • Facilitate implementation of NDMP in coordination with the DAC/DMO • Ensure progress reporting on NDMP implementation through M&E Advocate for CCA, drM and resilience 42 Community • Support Framework implementation • Participate in DRM and CCA decision-making • Implementation of community disaster risk reduction and preparedness measures • Support the dissemination of awareness disaster-resilience information Provide feedback to assist monitoring and evaluation and to further improve disaster risk management arrangements, systems, processes and programs development partners and donors • All regional and international development partners and donors to liaise with dMo and dAC and other local stakeholders in support of the implementation of NdMP through drM NAP activities and recommended drM actions for each of the sectors to strengthen resilience 43 R e f R e sp o n se F u n ct io n s Le a d A g e n cy R o le S u p p o rt A g e n ci e s R o le H e al th & M e d ic al 1 F ir st a id S am o a r e d C ro ss S o ci e ty P ro vi d e fi rs t ai d t ra in in g a n d fi rs t ai d s e rv ic e s to in ju re d p e o p le M in is tr y o f P o lic e , F ir e & e m e rg e n cy S e rv ic e s, M in is tr y o f H e al th V ill ag e F ir st A id r e sp o n se Te am S e ct o r: H e al th P ro vi d e fi rs t ai d s e rv ic e s 2 Tr an sp o rt a n d m o ve m e n t o f ca su al tie s N at io n al H e al th S e rv ic e s P ro vi d e a m b u la n ce a n d m e d ic al t ri ag e a n d e va cu at io n t e am s S am o a r e d C ro ss S o ci e ty , F ir e & e m e rg e n cy S e rv ic e s A u th o ri ty , M in is tr y o f H e al th , w H o S e ct o r: H e al th P ro vi d e a m b u la n ce a n d tr an sp o rt s e rv ic e s if av ai la b le . 3 M e d ic al t re at m e n t N at io n al H e al th S e rv ic e s P ro vi d e m e d ic al tr e at m e n t i n cl u d in g te am s an d re so u rc e s e n su re h o sp ita l a n d h e al th s e rv ic e s ar e ru n n in g in cl u d in g a ll m e d ic al r e so u rc e s H o sp ita ls /M e d ic al C e n tr e s, w H o , M o H S e ct o r: H e al th C lu st e r: H e al th & N u tr iti o n P ro vi d e H o sp ita l an d h e al th se rv ic e s; m e d ic al tr e at m e n t re so u rc e s C o o rd in at e H e al th S e ct o r re sp o n se an d Li ai so n w ith C lu st e r Le ad an d p ar tn e rs 4 P u b lic H e al th M in is tr y o f H e al th C o o rd in at e p u b lic h e al th re sp o n se . C o n tr o l sp re ad o f co m m u n ic ab le d is e as e s P ro vi d e p u b lic h e al th a d vi ce P ro vi d e r e so u rc e s Li ai so n w ith C lu st e r Le ad a n d p ar tn e rs S am o a r e d C ro ss S o ci e ty , H o sp ita ls / M e d ic al C e n tr e s w H o & H e al th & N u tr iti o n C lu st e r A ss is t co m m u n ity b as e d p u b lic h e al th a ct iv iti e s P ro vi d e re so u rc e s an d fa ci lit ie s as r e q u e st e d 5 M an ag e m e n t o f d e ce as e d v ic tim s M in is tr y o f P o lic e M an ag e id e n tifi ca tio n , h an d lin g , a n d tr an sp o rt at io n o f d e ce as e d v ic tim s in cl u d in g p e rs o n al e ff e ct s re co n ci lia tio n , a n d n o tif yi n g n e xt o f ki n . H e al th , C o ro n e r, F u n e ra l d ir e ct o rs P ro vi d e p e rs o n n e l, fa ci lit ie s an d e q u ip m e n t as r e q u e st e d 6 M o rt u ar y se rv ic e s C o ro n e r (M in is tr y o f Ju st ic e ) P ro vi d e m o rt u ar y se rv ic e s M in is tr y o f P o lic e , N H S 5 .4 r o Le S IN d IS A S T e r r e S P o N S e A N d r e C o V e r Y 44 7 C o u n se lli n g & su p p o rt N at io n al H e al th S e rv ic e s P ro vi d e p sy ch o lo g ic al s u p p o rt s e rv ic e s to th o se a ff e ct e d b y th e e m e rg e n cy M in is tr y o f H e al th , S am o a r e d C ro ss S o ci e ty , M w C S d , A id a g e n ci e s, S U N G o , w H o , V ill ag e r e sp o n se te am A ss is t w ith C o u n se lli n g an d s u p p o rt a s re q u e st e d . S e ar ch a n d r e sc u e 8 La n d s e ar ch M in is tr y o f P o lic e C o o rd in at e s e ar ch a ct iv iti e s fo r p e o p le m is si n g o n la n d a n d p ro vi d e r e q u ir e d re so u rc e s M w T I ( ro ad s) F e S A C o o rd in at e r o ad a cc e ss if re q u ir e d 9 La n d r e sc u e (e .g . st ru ct u ra l c o lla p se , ac ci d e n ts ) F ir e & e m e rg e n cy S e rv ic e s A u th o ri ty C o o rd in at e r e sc u e o f p e o p le P ro vi d e r e so u rc e s fo r re sc u e S am o a A ir p o rt A u th o ri ty M w T I ( b u ild in g s) M w T I ( ro ad s) M in is tr y o f P o lic e P ro vi d e p e rs o n n e l a n d e q u ip m e n t fo r re sc u e (a s p e r A ir p o rt e m e rg e n cy p la n s) P ro vi d e b u ild in g p la n s an d s tr u ct u ra l a d vi ce P ro vi d e p e rs o n n e l a n d e q u ip m e n t; ac ce ss t o co n tr ac to rs C o rd o n o ff a re a at r is k an d e n su re s af e ty & se cu ri ty 10 M ar iti m e s e ar ch an d r e sc u e (e .g . ve ss e ls , a ir cr af t in th e s e a) M in is tr y o f w o rk s Tr an sp o rt & In fr as tr u ct u re – M ar iti m e S am o a P o rt s A u th o ri ty P ro vi d e “ o n S ce n e C o m m an d e r” C o o rd in at e m ar iti m e r e sc u e a ct iv iti e s P ro vi d e , m an ag e a n d m ai n ta in a d e q u at e a n d e ffi ci e n t p o rt s e rv ic e s fa ci lit ie s an d s e cu ri ty in p o rt M in is tr y o f P o lic e , F ir e S e rv ic e s, o ve rs e as n av y p e rs o n n e l, S am o a A ir p o rt A u th o ri ty P ro vi d e p e rs o n n e l a n d re so u rc e s (e .g . v e ss e ls , co m m u n ic at io n s e tc ) f o r re sc u e e va cu at io n 45 11 e va cu at io n o f p e o p le M N r e (d M o & S M d ) M in is tr y o f P o lic e , F ir e & e m e rg e n cy S e rv ic e s A u th o ri ty , V ill ag e C o u n ci l/C B o s e va cu at e a re as r e q u ir e d f o r p u b lic s af e ty e va cu at e a t ri sk a re as w ith in v ill ag e s M w C S d , M P M C (P re ss S e cr e ta ri at ), M C IT (r ad io 2 A P ), S Q B , M e d ia d M o , d ig ic e l, B lu e sk y S A A , S PA U til is e c o m m u n ic at io n s n e tw o rk s to a ss is t w ith e va cu at io n s U til is e s ir e n s ys te m t o si g n al e va cu at io n C o m m u n ity w e lfa re 12 r e g is tr at io n o f e va cu e e s N e o C M an ag e m e n t U n it & L o g is tic s U n it, e va cu at io n C e n tr e P e rs o n in c h ar g e Id e n tif y an d r e co rd in fo rm at io n a b o u t p e o p le aff e ct e d b y th e e m e rg e n cy S am o a r e d C ro ss S o ci e ty , C ar ita s/ C C Jd , A id a g e n ci e s, S U N G o , M w C S d , V ill ag e C o u n ci l/C B o s P ro vi d e p e rs o n n e l a n d in fo rm at io n t o a ss is t w ith id e n tifi ca tio n a n d re co rd in g o f in fo rm at io n ab o u t p e o p le a ff e ct e d b y th e e m e rg e n cy a s re q u e st e d Li ai so n w ith v ill ag e re p re se n ta tiv e s 13 Te m p o ra ry s h e lte r N e o C M an ag e m e n t U n it & L o g is tic s U n it, e va cu at io n C e n tr e P e rs o n in c h ar g e e st ab lis h s h e lte rs f o r e va cu e e s S am o a r e d C ro ss S o ci e ty , H o sp ita ls , C ar ita s/ C C Jd , A d r A , A id a g e n ci e s, S U N G o , C h u rc h e s, V ill ag e C o u n ci l/C B o s, M w C S d , P ro vi d e r e so u rc e s an d fa ci lit ie s to s u p p o rt e va cu e e s in cl u d in g e st ab lis h m e n t o f sh e lte rs if p o ss ib le 14 d is as te r fo o d N e o C M an ag e m e n t U n it & L o g is tic s U n it, e va cu at io n C e n tr e P e rs o n in c h ar g e P ro vi d e e m e rg e n cy f o o d s u p p lie s to a ff e ct e d p e o p le S am o a r e d C ro ss S o ci e ty , C ar ita s/ C C Jd , A id a g e n ci e s, S U N G o , C h u rc h e s, V ill ag e C o u n ci l/C B o s P ro vi d e s u p p o rt f o r fo o d p ro vi si o n d is tr ib u te f o o d in ac co rd an ce w ith t h e S r C S N at io n al F o o d an d N u tr iti o n P o lic y (P K (9 6 )7 6 ). 46 15 d is as te r cl o th in g N e o C M an ag e m e n t U n it & L o g is tic s U n it, e va cu at io n C e n tr e P e rs o n in c h ar g e P ro vi d e e m e rg e n cy c lo th in g s u p p lie s to aff e ct e d p e o p le S am o a r e d C ro ss S o ci e ty , H o sp ita ls , C ar ita s/ C C Jd , A id a g e n ci e s, S U N G o , C h u rc h e s, V ill ag e C o u n ci l/ C B o s P ro vi d e s u p p o rt f o r cl o th in g p ro vi si o n 16 A n im al w e lfa re A n im al P ro te ct io n S o ci e ty P ro vi d e f ac ili tie s an d s u p p lie s to e n su re t h e w e llb e in g o f an im al s aff e ct e d b y a d is as te r M A F (Q u ar an tin e ) V e ts P ro vi d e s ta ff, f ac ili tie s o r se rv ic e s as a va ila b le 17 d is as te r F in an ce s M in is tr y o f F in an ce C o o rd in at e t h e c o lle ct io n , a llo ca tio n a n d p ro vi si o n o f m o n e ta ry a id t o p e o p le a ff e ct e d b y a d is as te r. A id A g e n ci e s, d o n o rs , M FA T S e cu re m o n e ta ry a id Lo g is tic s su p p ly 18 In co m in g re so u rc e s Lo g is tic s S e ct io n o f th e N e o C C o o rd in at e a n d p ri o ri tis e r e so u rc e s (h u m an a n d p h ys ic al ) n e e d e d t o r e sp o n d t o e m e rg e n cy e ve n t. C o o rd in at e p ro cu re m e n t, p ay m e n t, ac ce ss , st ag in g , d is tr ib u tio n a n d r e tu rn o f re so u rc e s if n e ce ss ar y S am o a r e d C ro ss S o ci e ty , A id A g e n ci e s, d M o F o re ig n G o ve rn m e n t r e p re se n ta tiv e s S Q U IP S PA , S A A P ro vi d e p e rs o n n e l a n d fa ci lit ie s to a ss is t w ith d e liv e ry o f re so u rc e s to re sp o n se a g e n ci e s to m an ag e t h e e m e rg e n cy . A cc e ss r e so u rc e s fr o m h o m e c o u n tr ie s av ai la b le fo r e m e rg e n cy r e sp o n se F ac ili ta te b o rd e r co n tr o l se rv ic e s P ro vi d e f ac ili tie s fo r in co m in g r e so u rc e s In fo rm at io n m an ag e m e n t 19 P u b lic in fo rm at io n N e o C M an ag e m e n t U n it & N at io n al C o n tr o lle r P ro vi d e in fo rm at io n t o t h e p u b lic r e g ar d in g th e e m e rg e n cy a n d t h e a ct io n s th e y sh o u ld ta ke . d is se m in at e w ar n in g s as p ro vi d e d b y al e rt in g an d m o n ito ri n g a g e n ci e s A p p o in t sp o ke sp e o p le f o r th e e m e rg e n cy e ve n t. C o o rd in at e t h e p ro vi si o n o f in fo rm at io n t o m e d ia a g e n ci e s (lo ca l a n d in te rn at io n al ) A ll re sp o n se a g e n ci e s C o m m u n ic at e w ith u se rs o f o w n s e rv ic e a s to h o w th e e m e rg e n cy w ill a ff e ct th e ir a b ili ty t o u se t h e se rv ic e 47 2 0 e n q u ir ie s ab o u t aff e ct e d p e o p le N e o C in c o lla b o ra tio n w ith S am o a r e d C ro ss P ro vi d e in fo rm at io n a b o u t aff e ct e d p e o p le u si n g T ra ci n g p ro g ra m m e . F o re ig n G o ve rn m e n t r e p re se n ta tiv e s S am o a H o te l A ss o ci at io n M in is tr y o f P o lic e M in is tr y o f th e P ri m e M in is te r & C ab in e t (Im m ig ra tio n ) C o lle ct a n d p ro vi d e in fo rm at io n t o o ve rs e as co u n tr ie s ab o u t p e o p le aff e ct e d b y th e d is as te r C o lle ct in fo rm at io n f ro m H o te ls f o r p ro vi si o n t o fo re ig n g o ve rn m e n t re p re se n ta tiv e s. A ss is t in fi n d in g m is si n g p e o p le a n d o r aff e ct e d b y p ro vi d in g in fo rm at io n P ro vi d e t h e li st t o u ri st s th at e n te re d S am o a b e fo re t h e d is as te r ta ke p la ce 2 1 C o m m u n ic at io n s b e tw e e n r e sp o n se ag e n ci e s an d se ct o rs M N r e (d M o ) e n su re p h ys ic al c o m m u n ic at io n s sy st e m s ar e in p la ce f o r ag e n ci e s to c o m m u n ic at e w ith e ac h o th e r. e st ab lis h c o m m u n ic at io n s p ro to co ls a n d re p o rt in g p ro ce ss e s. A ll re sp o n se a g e n ci e s B lu e sk y, d ig ic e l, r ad io & T V st at io n s M C IT /o oT r r e p o rt o n p ro g re ss w ith e m e rg e n cy f u n ct io n s to th e L e ad A g e n cy Ta ke a ll e ff o rt t o r e st o re co m m u n ic at io n s sy st e m s. M ak e a va ila b le e m e rg e n cy co m m u n ic at io n s sy st e m s& r e so u rc e s Im p ac t as se ss m e n t 48 2 2 r e co n n ai ss an ce an d n e e d s as se ss m e n t N e o C M an ag e m e n t U n it& N at io n al C o n tr o lle r, d A C & N d C C o o rd in at e r e co n n ai ss an ce o f aff e ct e d a re as an d d is se m in at e in fo rm at io n t o r e sp o n se ag e n ci e s. Id e n tif y re q u ir e d a ss e ss m e n t te am s an d p ro vi d e n e ce ss ar y su p p o rt P ro vi d e a ss e ss m e n t to o ls a n d s ys te m s r e sp o n se a g e n ci e s V ill ag e C o u n ci l/C B o s M w C S d M o F /M FA T /A id a g e n ci e s P ro vi d e in fo rm at io n o n d am ag e s o n o w n n e tw o rk , a ss e ts a n d se rv ic e s an d in fo rm at io n o n s e rv ic e c o n tin u ity P ro vi d e a n in iti al o ve rv ie w o f d am ag e s to v ill ag e s an d r e p o rt t o M w C S d . C o n d u ct in iti al d am ag e as se ss m e n ts o n v ill ag e s, fa m ili e s an d t h e ir a ss e ts an d li ve lih o o d s aff e ct e d P ro vi d e o ve rs e as t e am s fo r im p ac t as se ss m e n t if re q u ir e d a n d r e q u e st e d . 2 3 B u ild in g S af e ty e va lu at io n s M in is tr y o f w o rk s Tr an sp o rt a n d In fr as tr u ct u re – B u ild in g s C o o rd in at e a ss e ss m e n t o f d am ag e d st ru ct u re s to d e te rm in e if t h e y ca n b e fi xe d o r n o t. C o o rd in at e a ss e ss m e n t o f st ru ct u re s to e n su re t h e y ar e s af e t o b e r e o cc u p ie d C o n su lti n g e n g in e e rs A id A g e n ci e s in co lla b o ra tio n w ith M o F a n d M FA T C ar ry o u t e n g in e e ri n g as se ss m e n ts o f d am ag e d st ru ct u re s. 2 4 B u ild in g h e al th as se ss m e n t M in is tr y o f H e al th C o o rd in at e a ss e ss m e n t o f st ru ct u re s to e n su re t h e y w ill n o t ca u se h e al th p ro b le m s if th e y ar e r e o cc u p ie d w H o S u p p o rt p u b lic h e al th as se ss m e n ts a s re q u ir e d . 2 5 U til ity S e rv ic e s im p ac ts U til ity o p e ra to rs /S e rv ic e P ro vi d e rs (e P C , L TA , S w A , d ig ic e l, B lu e sk y) A ss e ss a n d d e te rm in e d am ag e t o u til ity se rv ic e s an d t ak e a ct io n t o r e st o re s e rv ic e s as so o n a s p o ss ib le N e o C P ro vi d e r e q u ir e d re so u rc e s an d s u p p o rt w h e re n e ce ss ar y 2 6 A cc e ss im p ac ts ro ad s M in is tr y o f w o rk s Tr an sp o rt a n d In fr as tr u ct u re – r o ad s d e te rm in e d am ag e t o r o ad n e tw o rk s an d re st o re r o ad s an d t ra n sp o rt at io n n e tw o rk s as so o n a s p o ss ib le M in is tr y o f P o lic e , L TA M an ag e d is ru p tio n t o tr affi c flo w s ca u se d b y ac ce ss d is ru p tio n s 2 7 A cc e ss r e st o ra tio n ai r S am o a A ir p o rt A u th o ri ty d e te rm in e d am ag e t o a ir t ra n sp o rt n e tw o rk s an d r e st o re a ir p o rt f ac ili tie s an d s e rv ic e s as so o n a s p o ss ib le M w T I – C iv il A vi at io n P ro vi d e r e so u rc e s an d lia is e w ith p ar tn e rs f o r te ch n ic al a ss is ta n ce 49 2 8 A cc e ss r e st o ra tio n M ar in e M in is tr y o f w o rk s Tr an sp o rt a n d In fr as tr u ct u re – M ar iti m e d e te rm in e d am ag e t o m ar in e t ra n sp o rt at io n n e tw o rk s an d e n su re f ac ili tie s an d s e rv ic e s ar e r e st o re d a s so o n a s p o ss ib le t o a llo w m ar in e t ra n sp o rt t o r e su m e S PA , S S C r e st o re f ac ili tie s an d se rv ic e s as s o o n a s p o ss ib le ; i n fo rm a ff e ct e d se rv ic e p ro vi d e rs 2 9 e n vi ro n m e n ta l im p ac t M in is tr y o f N at u ra l r e so u rc e s & e n vi ro n m e n t C o o rd in at e a n d le ad a ss e ss m e n t o f im p ac ts o n e n vi ro n m e n t d e te rm in e im p ac ts t o t h e e n vi ro n m e n t in cl u d in g a ir, c o as ta l, la n d a n d w at e r re so u rc e s. C o m p ile a n d r e p o rt t o N d C /d A C a n d N e o C M A F, S P r e P P ro vi d e r e so u rc e s an d te ch n ic al a ss is ta n ce 3 0 A g ri cu ltu re im p ac t M in is tr y o f A g ri cu ltu re an d F is h e ri e s C o o rd in at e a n d le ad in iti al a ss e ss m e n t o f im p ac t o n a g ri cu ltu re a n d fi sh e ri e s re so u rc e s to d e te rm in e f o o d n e e d s o f aff e ct e d p e o p le Li ai se w ith r e le va n t p ar tn e rs in cl u d in g F o o d S e cu ri ty C lu st e r o n r e so u rc e s re q u ir e d M N r e , F A o , S P r e P P ro vi d e r e so u rc e s an d te ch n ic al a ss is ta n ce 3 1 Im p ac t o n e d u ca tio n M in is tr y o f e d u ca tio n , S p o rt s an d C u ltu re C o o rd in at e a n d le ad in iti al a ss e ss m e n t o n sc h o o ls a n d e d u ca tio n c o n tin u ity P ro vi d e r e so u rc e s an d a ss e ss m e n t te am s Li ai se w ith p ar tn e rs in cl u d in g e d u ca tio n in e m e rg e n ci e s C lu st e r N U S P ro vi d e r e so u rc e s an d te ch n ic al a ss is ta n ce 50 6 ImPlementatIon of the ndmP At the national level, implementation of this Plan shall take place through the integration of drM into relevant national policies and plans such as the Strategy for the development of Samoa (SdS) and sector plans as well through the development and implementation of respective action plans of government agencies for their respective activities as indicated in the NdMP. 6.1 reSoUrCe MoBILISATIoN Financial resources for the implementation of the NdMP are integral to the budgets of government agencies and sectors, civil society and the private sector in implementing their drM functions. during disaster response the following sources of funding may be available: 1. Unforeseen budget as allocated by the Samoan Government; 2. donor Funds available via bi-lateral and multi-lateral agreements; 3. Pacific Catastrophe risk and Financing Initiative; 4. Contingency emergency response Component Fund (CerC Fund). Non-monetary resources are also available, through bilateral and multi-lateral agreements with development partners, public-private-partnerships, civil society, villages, and diaspora. 6.2 CoMMUNICATIoN oF NdMP In accordance with the Act the NdMP must first be approved by the NdC before being published in the Savali Newspaper and one other widely circulated newspaper in Samoa. The NdMP must be disseminated to all members of the National disaster Council, disaster Advisory Committee, government agencies, sectors and any other organisation or persons approved. The communication of the NdMP and its progress to all stakeholders is critical to the success of the policy and through fostering a change in attitudes and behavior. This will be carried out available avenues including the National drM Platform, through the SdS and sector reviews, dMo web page, newsletter and social media. 6.3 MoNITorING ANd eVALUATIoN results-based programming will be used to ensure accountability, monitor effective and timely implementation on the NdMP. The M&e process includes sector-wideand community level approach. To monitor and evaluate, indicators will be used against baselines and activities identified in the drM NAP with the aid of identified means of verification. The M&e framework will identify appropriate data collection methods, timing of monitoring activities and lead responsibilities. The M&e frameworkwill ensure coherence with national priorities and can be used by the dAC to undertake national multi-stakeholder consultation processes, as progress is reviewed and challenges are systematically identified. The framework can also identify progress for other drM initiatives at global, regional and programme levels. 6.4 reVIew oF THe PLAN As per Section 17(2) of the Act the NdMP must be reviewed every three years or after a significant event. The dAC is responsible for the review and revision. The NdMP 2017-2020 is a revision of the NdMP 2011– 2014. 51 PArT Two 52 1 dISaSter reSPonSe oPeratIonal Procedure 1.1 PUrPoSe Part 2 of the NdMP focuses on disaster response coordination and outlines operational procedures and structure for response. efficient and effective disaster response is grounded on principles of minimising duplication of efforts and resources, clear understanding of roles and responsibilities, as well as timely implementation of disaster response. disaster response must be timely and flexible, and responsive to changing characteristics of any given hazard. The droP provides the responsibilities that shall be performed by response agencies and sectors, villages, development partners, civil society, private sector and support agencies. 1.2 SCoPe The droP must be used in the event of a declared emergency or disaster, including when: • The Prime Minster orders a “Declaration of Disaster”; or • The Head of State makes a “Proclamation of a State of Emergency”. The droP can also be used to facilitate a coordinated response to emergencies or hazards which do not require a formal declaration. 1.3 dISASTer deCLArATIoN ANd eMerGeNCY PowerS 1.3.1 Declaration of disaster under the Act The Chairperson of the NdC may issue a declaration of disaster. A declaration can be only be made if in the Chairperson’s opinion: a) it is not possible to make a Proclamation of emergency due to the absence of the Head of State5; or b) if the circumstances do not warrant the formal Proclamation of an emergency due to the limited extent of their impacts or likely impacts; and c) if the matters that need to be implemented to address the threats can be implemented within a 48-hour period. A declaration of disaster lasts for 48 hours unless a Proclamation of emergency is made or the National disaster Council extends the declaration for another 48 hours because the disaster has not ceased. 1.3.2 Proclamation of an emergency by the Head of State The Constitution provides for the proclamation of an emergency to be made by the Head of State acting in their discretion. The Prime Minister may provide advice to the Head of State of the merits of a proclamation of a state of emergency. The proclamation empowers the Head of State to make orders, as appear to him to be necessary or expedient, to secure the public safety and essential supplies and services, and generally to safeguard the interests and maintain the welfare of the community and country. 5Part X of the Constitution of Samoa 53 Proclamation of an emergency may remain in force for a period of up to thirty (30) days. 1.3.3 Emergency Powers In the event that a disaster or emergency is declared powers are conferred on agencies under the NdMP and their respective response Agency Plan. The powers conferred are exercisable for the period of the emergency unless they are rescinded or altered by an order made by the Head of State. 6 during any declaration of disaster, the National disaster Council may determine that only some of the powers conferred on any of the agencies, organisations or persons under the NdMP may be exercised as the situation requires. Notably, the Act allows the Commissioner of Police to direct officers to exercise specific powers including: a) direct people at risk or putting others at risk; b) Take steps to ensure compliance with directions; c) Use reasonable force to remove a person to safety; d) Take steps to protect property; and e) require people to leave, or refrain from entering an area where there is a risk to human life or health. 6Article 106 of the Constitution of Samoa 54 2 organISatIonal framework for reSPonSe Figure 3 below is a diagrammatic representation of the national disaster response structure. 2.1 roLeS IN dISASTer reSPoNSe STrUCTUre 2.1.1 National Disaster Council (NDC) during disaster response the NdC, led by the Prime Minister as Chairperson, will provide strategic direction and decision-making. The operational decision making and co-ordination of response activities remains the responsibility of the dAC. The NdC will be provided with advice on these issues by and will receive reports from the dAC. The NdC will focus on issues and decisions such as: a) Providing advice to the Head of State about whether a proclamation of emergency is required; b) Setting strategic direction; and c) Conflict resolution. 2.1.2 NEOC - National Controller The NeoC is led by the National Controller who reports directly to the NdC Chairperson. The National Controller is responsible for the management and oversight of all incident activities, including developing strategic objectives and approving the ordering and release of resources. 2.1.3 NEOC - Management and Response Coordination The NeoC Manager and response Coordinator (MrC) supervises NeoC staff under the direction of the National Controller. The MrC will participate in any decision regarding whether to activate NATIONAL DISASTER COUNCIL NdC Chair In te rn a tin a l H u m a n ita ria n O rg a n isa tio n C lu ste r G ro u p s V illa g e D C C s & V illag e r e sp o n se Te am s NATIONAL CONTROLLER dAC Chair S E C T O R S (G o ve rn m e n t M in istrie s, N G o s, P rivate S e cto r) National emergency operations Centre (NeoC) Public Infromation, Safety. Liaison, Legal (oficers) Logistics & Support Section AFFeCTed PoPULATIoN Planning Section operations Section NEOC MANAGER & RESPONSE COORDINATOR dMo Development Partners, donors (Bi-lateral Agreements) Economic Sectors Agriculture & Fisheries; Finance; Tourism; Trade; Commerce & Manufacturing Social Sectors Community development; education; environment; Health; Law and Justice; Public Administration Infrastructure Sectors Communications and Information Technology; energy; water & Sanitation; works; Transport and Infrastructure 55 specific NeoC functional units and may choose to activate the deputy position and delegate some of the MrC’s duties to this deputy. depending on the size and scale of the disaster, the MrC may appoint, in consultation with the National Controller and where necessary, the following positions, who will be directly responsible to the MrC: • The Public Information Officer is responsible for the formulation and release of information about the incident to the public, the news media and other appropriate agencies and organisations. The Public Information officer reports to the MrC. • The Safety Officer responsible for monitoring and assessing hazardous and unsafe situations and developing measures for assuring personnel safety by correcting unsafe acts or conditions through the regular line of authority, or may exercise emergency authority, to stop and prevent unsafe acts when immediate action is required. The Safety officer maintains awareness of active and developing situations and includes safety messages in each Incident Action Plan. • The Liaison Officer is responsible for communicating with other local government and non government agencies and will coordinate much of the government liaison work. • The MNRE Legal Officer’s responsible for providing legal advice on all aspects of NeoC involvement. The legal officer is not necessarily involved in every incident. 2.1.4 NEOC Intel and Planning Unit The Intel and Planning Unit is led by a Unit Head who reports directly to the NeoC Manager and response Coordinator. The Head of the Intel and Planning Section manages the collection, evaluation, management and dissemination of all operational information concerning the incident. This information is used to assess the current situation; predict the probably course of incident events; prepare alternative strategies; and coordinate and mobilise all available resources. This person is also responsible for the preparation of Incident Action Plans. The Intel and Planning Section will provide regular reports on the Resource Status and Situation Status. A number of technical specialists may also work with this section to assist in evaluating the incident and forecasting requirements for additional personnel and equipment. 2.1.5 NEOC Operations Unit The operations Unit is led by a Unit Head who reports directly to the MrC and manages the incidents in the field and assists in the formulation of the Incident Action Plan. The operations Section includes response and support agency (see Section 11.1.9) personnel directly involved with incident activities and most operations section personnel are placed in the field to supervise and accomplish actions set forth in the incident action plan. 2.1.6 NEOC Logistics Unit The Logistics Unit is led by a Unit Head who reports directly to the NeoC Manager and response Coordinator (MrC). The Logistics Unit Head is responsible for obtaining and delivering resources as well as providing all service and support functions for the incident. Approval to order and allocate resources is the responsibility of the National Controller or MrC. The primary responsibilities of the Unit Head include activation of the Logistics Unit and participation in the development and implementation of priorities and objectives for the Incident Action Plan. 2.1.7 Sectors First responders to any disaster situation will conduct rapid assessment to provide an initial overview of impact on the ground during a disasters and report to the NeoC. each sector will implement response actions listed in their drM Sector tables (Sections 5.4.3 to 5.4.16), Sector emergency response Plans. 56 2.1.8 Village Disaster and Climate Committees (DCC) VdCC and response teams that act as first responders and comprising of the dCC and trained village response teams (rTs) that include the following eleven rTs: warning, rescue and evacuation, First Aid, Security, damage Assessment, Shelter Management, water & Sanitation, Bodies Management, Counselling, relief distribution, and Projects Management. 2.1.9 Response Agencies during a national scale disaster or emergency all response agencies reports to the National emergency operations Centre. For smaller incidents agencies may manage the disaster without the need for national level co-ordination. Understandably, not every response agency may need to respond to each type of disaster or emergency. This is because the types of functions to be performed vary. Table 3 is a guide to the key response. Additional agencies are likely to be required as well as those listed, however the response and Support Agencies functions are outlined in Part 1 – Section5.3: Roles in Response and Recovery. Table 3: Key Response and Support Agencies Hazard Key lead agencies Key support agencies Cyclone Ministry of Natural resources & environment Police, MwTI, MAF, MwCSd, SrC, FeSA, LTA, SPA, Volcano Ministry of Natural resources & environment Police, FeSA, MwCSd, Samoa red Cross, MwTI, LTA Tsunami Ministry of Natural resources & environment Police, FeSA, MwTI, MwCSd, SrC, LTA, SPA, SAA, Bluesky & digicel, MCIT Fire (urban) Fire & emergency Services Authority MNre, Police, SrC, LTA Public health crisis Ministry of Health NHS, SrC, MwCSd, MAF, SPA, SAA, MNre Flood (river) Ministry of Natural resources & environment MwTI, LTA, FeSA, Police, SwA, MoH Landslip Ministry of works Transport & Infrastructure MNre, LTA, Police, FeSA Storm surge (including tidal and coastal erosion) Ministry of Natural resources & environment FeSA, MwTI, LTA, Police, MwCSd earthquake Ministry of Natural resources & environment FeSA, Police, MwTI, MwCSd, SrC, Forest Fires Fire & emergency Services Authority MNre, SrC, Police, Aircraft emergency (Airport) Ministry of works, Transport & Infrastructure – Civil Aviation Police, SAA, FeSA, SrC, MNre Hazchem incident – marine Ministry of Police (Maritime), MwTI (Maritime), MNre, SPA Lifeline Utility Failure electricity electric Power Corporation Lifeline Utility Failure – water Samoa water Authority 57 Animal or plant disease Ministry of Agriculture and Fisheries MNre, MoH Civil emergency (external) Ministry of Police Lifeline Utility Failure – telecommunications MCIT ooTr Major infrastructure failure – building collapse Fire & emergency Services Authority Major infrastructure failure dam electric Power Corporation Ministry of works Transport & Infrastructure drought Ministry of Natural resources & environment MAF, SwA Aircraft emergency (other location) Ministry of Police SAA, MwTI, FeSA Maritime vessel emergency Ministry of Police (Maritime), SPA, MwTI (Maritime), SSC Hazchem incident – land Fire & emergency Services Authority MNre Terrorism Ministry of Police Transnational Crime Unit Civil emergency (internal) Ministry of Police MwCSd 2.1.10 International and regional humanitarian partners International humanitarian ‘clusters’ will work with the appropriate Sector upon an official request from the Government through the Ministry of Foreign Affairs and Trade. The Standard operating Procedure to request International Assistance and the Form are in Appendix 7 of this document. 58 3 reSPonSe oPeratIonal ProcedureS 3.1 NeoC ACTIVATIoN STAGeS The NeoC will be responsible for signaling the shift from one operational mode to another, as the situation unfolds. Table 4 below details the activation stages for the NeoC. Through all modes, inter-sector and multi-sectoral coordination will continue to be provided by the dAC through the sector leads or coordinators (see Appendix 6: List of Sector Coordinators and Members) response to a disaster will be undertaken in three stages, as follows: • Stage 1: Standby • Stage 2: Action • Stage 3: Stand-down This escalation process will avoid over-response, and will serve as a guide for organisations with a role in disaster response as to when they should undertake response activities and implement their own agency response plans. Table 4 Activation Stages for the NeoC NEOC Activation Status Key Activities STANdBY warning phase characterised by actions taken upon receipt of warning of an impending emergency. Activities are directed by the dAC Chair (or National Controller). Activities include: • Verify disaster alerts; • Assess situation and when necessary, activate the DROP, response agencies plans and sector emergency response plans; • Convene meetings of the NDC and DAC; • Monitor crisis and ensure preparations in place for evacuation of at risk communities. ACTIoN Mode characterised by actions to respond to an emergency. Activities include: • Declaration of disaster; • Activation of the DROP; • Conduct rapid assessments; • Search and rescue; • Evacuate people at risk; • Provision of humanitarian assistance; • Proclamation of an emergency if situation escalates; • Early recovery STANd dowN recovery phase requiring the following actions: • Deactivation of the emergency operations; • Continuous monitoring of situation; • Conducting damage, loss and needs assessments; • Prioritising recovery actions; • Preparation of recovery frameworks; • Mobilising resources for recovery. 59 Stage 1: Standby (Crisis Mode) Standby comes into effect when it has been established that a hazard exists, or threatens to affect all or part of the country. The dMo will notify all dAC members, sector leads and village dCCs of the hazard, and place them on standby so they are ready to begin operations or actions immediately if they are called upon. The dMo will also inform the NdC that response agencies and sectors have been placed on standby. during this stage all response agencies and sectors should check their personnel and facilities are ready for disaster response. Stage 2: Action (Emergency Mode) This stage comes into effect when the threat or impact is imminent or has already occurred (with no warning). The National emergency operations Centre will operate, response agencies and sectors coordination units will undertake disaster response as per their response agency plans and sector emergency response plans and other arrangements. The NdC will be notified that the NeoC is operating, and situation reports will be provided to the NdC, on behalf of dAC agencies by the Chairperson of the dAC. Stage 3: Stand-Down - Recovery Mode The NdC is responsible for determining when stand-down from a disaster response should occur. This decision is to be made after consultation with the dAC. A staged stand-down may be necessary with organisations with limited involvement in the operations being stood down in the first instance. Following stand-down of emergency response the NeoC will close. emergency operations then move into the recovery phase. recovery actions will continue for a significant period of time after disaster response. 3.2 reSPoNSe ACTIoNS Table 5 below shows the step by step chronological procedures taken for all activities intended to save lives, protect property and environment under threats from hazards. rapid assessment should be conducted within the first 72 hours of receiving information on a disaster situation. It should identify the problems, their sources and consequences that assist to determine whether response strategies should be mounted. rapid assessments should be conducted as an inter-sectoral exercise involving a mix of specialists. An initial damage assessment should be followed by detailed and continuous assessments that provide more detailed information and updated information on disaster situations. In trying to understand critical needs, resources, and constraints for displaced population, quantifying and qualifying information about the emergency situation is needed. 60 Table 5: Response Actions Matrix Actions Responsible authority/ agency/sectors Contact persons within 24 hours Notify NdC and dAC on the imminent or actual emergency dMo ACeo - dMo Notify response Agencies and Sector Coordination Units to initiate the appropriate response procedures for the specified emergency. dMo ACeo - dMo Verify the emergency information Sector Leads See Appendix 6 for list. Activate the National emergency operations Centre (NeoC) ensuring staffing and maintenance requirement on a 24-hours response capacity at the NeoC. National Controller MNre Ceo Issue early warning information though public media and regional council structures for community action NeoC MrC ACeo - dMo Initiate and coordinate search and rescue, evacuation, emergency health services for those in need of medical services NeoC MrC ACeo - dMo, Police Commissioner, Fire Commissioner, SrCS Secretary General, NHS General Manager, director General MoH Provide security for evacuated properties and displaced persons. Police Police Commissioner within 48 hours Mobilise and provide personnel, equipment, safety and security and materials to assist affected areas according to identified needs NeoC National Controller MCr Schedule inter-sector and sectoral meetings to share information on the emergency situation NeoC National Controller/MCr 61 deploy a inter-sectoral rapid needs assessment teams. refer to Annex 5 for rapid Needs Assessment template. NeoC National Controller/ MCr Mobilise and support Village dCCs and rTs NeoC and relevant Sectors Sector Coordination Units deploy additional emergency response personnel if situation is escalating NeoC MCr, operations Unit Head within 72 hours Undertake initial damage assessments of affected areas. This includes seeking external assistance for arrangements for aerial surveys. NeCo & relevant sectors Sector Coordination Units establish mobile and/or static health services for the affected communities Health Sector Sector Coordination Unit register affected people (disaggregate by age, gender) Community Sector Sector Coordination Unit Present rapid assessment results to the NdC National Controller Ceo-MNre Provide emergency assistance to displaced people NeoC MCr, operations & Logistics Unit Heads develop an inter-sectoral plan of action NeoC MCr, Intel & Planning Unit Head, Sector Coordination Units and response agencies during First Two weeks Continue to conduct needs assessments and review action plans All sectors Sector Leads Scale up further emergency response based on continuing needs assessments National Controller MNre - Ceo Consolidate information on who is doing what, what is being done and where, analyse gaps and flow of assistance NeoC MrC ACeo - dMo Plan interventions for the next three months NeoC Intel & Planning Unit MCr, Intel & Planning Unit Head Conduct detailed damage and loss assessments Affected sectors Sector Coordination Units 62 develop framework for early recovery dAC, NeoC National Controller, MCr, Sector Coordination Units, response agencies Update situation reports and submit to the NdC NeoC Intel & Planning Unit MCr, Intel & Planning Unit Head After 12 weeks or when emergency situation has improved Stand down of the disaster response operations if situation has improved National Controller Ceo-MNre Conduct debriefs (NeoC, response Agencies and Sectors) Independent debrief facilitator dMo, Sector Coordination Units review droP and lessons learned. dMo ACeo dMo, response agencies, sectors Compile reports on the disaster situation for submission to the NdC, dAC and stakeholders dMo ACeo - dMo Conduct financial analysis for disaster operations and include financial report dMo & MoF ACeo dMo, ACeo CSd MNre, relevant ACeos MoF develop recovery framework MoF, Sectors and response agencies Ceo of MoF, Ceos/Sector Coordinators 3.3 INTerNATIoNAL ASSISTANCe For reSPoNSe or reCoVerY International assistance arrangements relevant to this Plan will normally fall into one or other of the following categories: a) direct participation in response operations. For example, use of specialist aircraft, personnel, e.g. United Nations disaster Assessment and Co-ordination (UNdAC) teams, or technical assistance through Clusters, bilateral arrangements, and others. b) Provision of urgent relief supplies: For example, provision of emergency food and medical supplies; provision of tents for temporary shelter. Longer term assistance programmes, though they may be related to immediate response operations in some ways, are managed by the Aid Co-ordination Committee. 3.3.1 Process to request international assistance requests for international assistance can only be submitted to aid agencies and donors on the direction of the NdC and when it has become clear that the situation at hand is beyond the capabilities of the existing national resources. MFAT & MoF through the NeoC will collate requests for assistance from response agencies, sectors and affected communities for presentation to the NdC, and will advise the NdC on the need for international assistance and the availability of that assistance. Any request for international assistance will have to follow the Standard operating Procedure to request international assistance and completing the request form in Appendix 7 of this document. 63 The distribution of aid to communities (including shelter, food and clothing) is to be coordinated by the dAC through the NeoC, in accordance with needs assessments. 3.3.2 Arrival of international aid The NeoC is responsible for providing information on donors’ assistance to Customs and Agriculture & Fisheries personnel to facilitate the necessary arrangements for clearance of all donor assistance being provided for disaster relief purposes. Goods purchased locally with disaster relief funding are to be exempt of duty. 3.4 TrANSITIoN FroM reSPoNSe To reCoVerY recovery begins during the response phase (early recovery) and continues beyond the lifting of the Proclamation of emergency and completion of the operational disaster response role of the NdC, dAC and NeoC. Preparation for recovery activities should begin before disaster strikes by laying the foundations for institutional, policy and implementation mechanisms that will ensure the smooth assessment, planning, implementation and evaluation of the recovery plan. The NeoC will be stood down, but the facilities may continue to be used for recovery management personnel if required, including the coordination of international aid. 3.5 deBrIeFS ANd rePorTING Following each national scale disaster, it is essential that information is collected to learn from the situation and to enhance future disaster responses. 3.5.1 Debriefs operational debriefings should be conducted as soon as possible after the event. These should be addressed in two stages: 1. Intra-sectoral and intra-agency (within each sector and agency) debriefing each sector and agency should review their own operational procedures and response plans, and to allow staff to submit their views on the operation. 2. Inter-agency debriefing All agencies that actively participated in the operation should be called together to identify lessons learned and enhancements required for future disaster responses. The aim of the debrief sessions is to accurately record and understand what activities occurred during the emergency response, to record which activities worked well, and which would need to be enhanced for future operations. 3.5.2 Implementation of debrief recommendations The dMo in consultation with the dAC is to review the findings of the debriefings and consider amendments or action to improve the disaster management arrangements. Such action may relate to: • Amendments to plans and procedures, including the NDMP. • Restructuring of the DMO, including amending organizational roles and responsibilities. • Identifying and conducting training activities. • Arranging and promoting public awareness and education within communities. • Warning, including origin(s), transmission and receipt, processing, dissemination, action taken (by Government and community). 64 • Functioning of the NEOC. • Emergency feeding, shelter and welfare arrangements. • International assistance arrangements. • Functioning of control and co-ordination. • Assessment of public education, information and awareness. recommendations of the dAC are to be forwarded to the NdC for consideration and direction. APPeNdIX 1: LIST oF ACroNYMS CBo Community Based organisation CCU Climate Change Unit (MNre) CdCrM Community disaster and Climate risk Management Programme CrICU Climate resilience Investment Coordination Unit (MoF) CSo Civil Society organisation CSSP Civil Society Support Programme dAC disaster Advisory Committee dCC Village disaster and Climate Committee deM Act disaster and emergency Management Act dMAF disaster Management Assistance Fund dMo disaster Management office drM disaster risk Management (prevention (drr), preparedness, response) droP disaster response operational Procedures drr disaster risk reduction eCe early Childhood education eeZ exclusive economic Zone ePC electric Power Corporation GBV Gender Based Violence IdA Initial damage Assessment LTA Land Transport Authority MAF Ministry of Agriculture and Fisheries MCIL Ministry Commerce, Investment and Labour MCIT Ministry of Communication, Information and Technology MeSC Ministry of education, Sports and Culture MFA Ministry of Foreign Affairs MJCA Ministry of Justice and Courts Administration MNre Ministry of Natural resources and environment MoF Ministry of Finance MoH Ministry of Health Mor Ministry of revenue MrC Manager and response Coordinator (NeoC) MwCSd Ministry women, Community and Social development MwTI Ministry works, Transport and Infrastructure 65 NAP drM National Action Plan NdC National disaster Council NdMP Samoa National disaster Management Plan NeoC National emergency operations Centre NHS National Health Service NoLA Nuanua o le Alofa (NGo for People with disabilities) NUS National University of Samoa oAG office of the Attorney General PCrAFI Pacific Catastrophe risk Assessment and Financing Initiative PSC Public Service Commission SAA Samoa Airport Authority SBeC Small Business enterprise Centre SBC Samoa Broadcasting Corporation SBS Samoa Bureau of Statistics SdGs Sustainable development Goals SdS Strategy for the development of Samoa SFdrr Sendai Framework for disaster risk reduction SFeSA Samoa Fire and emergency Service Authority SHA Samoa Hotels Association SLJS Samoa Law and Justice Sector SLrC Samoa Law reform Commission SMe Small and medium-sized enterprises Soe State owned enterprise SPA Samoa Ports Authority SPreP Secretariat of the Pacific regional environment Programme SrCS Samoa red Cross Society SroS Scientific research organisation of Samoa SSC Samoa Shipping Corporation STA Samoa Tourism Authority SUNGo Samoa Umbrella for Non-governmental organisation SVSG Samoa Victim Support Group SwA Samoa water Authority UNdAC United Nationals disaster Assessment and Co-ordination UNdP Hdr United Nations development Programme Human development report UNeSCo United Nations educational, Scientific and Cultural UNFPA United Nations Population Fund UNICeF United Nations International Children’s Fund UNoCHA United Nations office for the Coordination of Humanitarian Affairs UNSIdr United Nations International Strategy for disaster risk reduction Village rTs Village response Teams wASH water, Sanitation and Hygiene 66 wFP world Food Programme wSSP water Sector Support Programme (MNre) wHo world Health organisation APPeNdIX 2: SAMoA reGISTer oF HAZArdS ANd rISKS Samoa is exposed to a number of hazards, some of which are seasonal, such as tropical cyclones, floods and droughts, whilst other present an ever present threat, such as earthquakes, volcanic eruption, tsunamis, epidemics, industrial hazards, and exotic plant diseases. whilst it may be appropriate to list all possible hazards, the emphasis of the disaster management arrangements contained with this Plan is those hazards that have the potential to create a significant emergency in Samoa, and would most likely require some degree of government coordination to manage. A risk analysis process was undertaken whereby for each hazard, a Maximum Credible event (MCe) has been identified. These are events which are credible in terms of the magnitude of the consequences and likelihood of occurrence. They are useful to help provide context and understanding of the sorts of events that must be managed, and are also useful for risk assessment purposes. A qualitative risk assessment approach based on the Australian New Zealand risk Management Standard 4360 (AS/NZS 4360:1999) has been used as the basis of a preliminary risk assessment. each MCe has been assigned a likelihood and consequence rating (refer Tables 2 and 3 for more detail). Together, the likelihood and consequence rating translate to a certain level of risk (extreme, High, Medium or Low). The extreme and High level risks are those that should be the focus of emergency management programmes, including hazard information and monitoring, risk reduction initiatives public awareness and contingency planning. The level of information upon which this assessment was based varied considerably from hazard to hazard. 67 7 I n cl u d e s st o rm su rg e c au si n g c o as ta l in u n d at io n ; h ig h w in d s an d r ai n in d u ce d la n d sl ip s H a za rd Li ke lih o o d C o n se q u e n ce Le ve l o f R is k M a xi m u m C re d ib le E ve n t (M C E ) C yc lo n e 7 A 4 /5 e C at e g o ry 5 T ro p ic al C yc lo n e w ith w in d s g u st in g t o m o re t h an 1 0 0 m p h . d e st ru ct iv e s to rm s u rg e a n d h ig h s u rf i n cr e as in g t o 2 4 f e e t aff e ct s th e w e st e rn a n d n o rt h e rn c o as ta l ar e as o f S av ai i an d n o rt h e rn c o as ta l ar e a o f U p o lu . V e ry d e st ru ct iv e s to rm s u rg e s o f 15 t o 2 0 f e e t w ill a ff e ct s m o st o f th e n o rt h e rn c o as ta l ar e as o f U p o lu a n d s o u th w e st c o as t ar e as o f S av ai i an d U p o lu . S u b si st e n ce c ro p s d e st ro ye d , se ve re p ro p e rt y d am ag e a n d u n p ro te ct e d c o as ta l in fr as tr u ct u re d e st ro ye d . M an y in ju ri e s an d s o m e l o ss o f lif e . P o w e r an d t e le co m m u n ic at io n s d is ru p te d f o r se ve ra l d ay s p o ss ib ly w e e ks . P o te n tia l fo r fu rt h e r d e at h s d u e t o d is e as e . e st im at e d d am ag e o ve r U S $ 13 0 m ill io n . V o lc an ic e ru p tio n C 4 e e xp lo si ve e ru p tio n o n t h e e as t w e st o r n o rt h r ift z o n e s o n S av ai ’i w ith in t h e n e xt 5 0 – 1 0 0 y e ar s. It is m o re li ke ly t h at a re as o n t h e n o rt h e rn h al f o f S av ai ’i w ill b e m o re v u ln e ra b le t o t h e c o n se q u e n t e ff e ct s. d am ag e w ill b e g re at e st o n a d ja ce n t flo ra a n d f au n a, in fr as tr u ct u re a n d li fe lin e s, t o u ri sm , s u b si st e n ce ag ri cu ltu re a n d fi sh e ri e s, a n d g e n e ra l p ro p e rt y d am ag e . T h e a ir p o rt w ill b e cl o se d f o r p ro lo n g e d p e ri o d s (d u e t o a sh ). N o lo ss o f lif e a n tic ip at e d . S o m e vi lla g e s m ay h av e t o b e p e rm an e n tly r e lo ca te d . Ts u n am i C 4 e A ts u n am i w ith a m e an r u n u p o f b e tw e e n 7 a n d 9 m e tr e s h as a r e tu rn p e ri o d o f b e tw e e n 5 0 a n d 1 0 0 y e ar s b as e d o n a p ro b ab ili ty a n al ys is o f h is to ri ca l re co rd s. S ig n ifi ca n t d am ag e to u n p ro te ct e d co as ta l ar e as w ill o cc u r. S u b si st e n ce c ro p lo ss a n d d am ag e t o c o as ta l i n fr as tr u ct u re . F is h in g in d u st ry aff e ct e d . S ig n ifi ca n t p ro p e rt y d am ag e . Lo ss o f lif e w o u ld b e e xp e ct e d f o r b o th ts u n am i g e n e ra te d s o m e d is ta n ce a w ay (e .g . C h ile P e ru r e g io n ) d e sp ite w ar n in g o f ap p ro xi m at e ly 13 h o u rs , an d m o re si g n ifi ca n tly fo r ts u n am i g e n e ra te d i n t h e r e g io n ( e .g . T o n g a K e rm ad e c tr e n ch ) as w ar n in g p e ri o d s w ill b e m u ch s h o rt e r. Ta b le 1 : H a za rd s th a t h a ve t h e p o te n ti a l t o c re a te a s ig n ifi ca n t e m e rg e n cy s it u a ti o n in S a m o a g ro u p e d b y a ss e ss e d le ve l o f ri sk . 68 8 In la n d fl o o d in g d u e t o h e av y ra in U rb an F ir e s C 4 e La rg e fi re i n A p ia t o w n a re a, p ar tic u la rl y n e ar t h e m ar ke ts . T h e b u ild in g s ar e a ll at ta ch e d /c lo se t o g e th e r w ith n o fi re p ro te ct io n , o r w at e r su p p ly . F as t m o vi n g fi re w o u ld d e st ro y p ro p e rt ie s q u ic kl y an d w o u ld b e d iffi cu lt to g e t u n d e r co n tr o l. M an y p o te n tia l fir e s o u rc e s ar e p re se n t in t h is a re a (c o o ki n g o ils e tc ). M aj o r e co n o m ic im p ac t w ith m an y in ju ri e s an d p o te n tia lly a ls o lo ss o f liv e s P u b lic h e al th c ri si s C /d 5 e o u tb re ak o f A vi a n I n flu e n za w ith 2 c o n fir m e d c as e s q u ic kl y sp re ad in g t o aff e ct h al f o f th e p o p u la tio n , w ith p o ss ib ly o n e t h ir d o f th e p o p u la tio n ( til iz e . 5 5 ,0 0 0 ) d e ad w ith in 3 w e e ks ( e st im at e d l ife o f vi ru s) . S ig n ifi ca n t e co n o m ic im p ac t (r e d u ce d w o rk fo rc e ), an d l o ss o f to u ri sm f o r a lo n g p e ri o d . C o st o f tr e at m e n t, fu n e ra ls , l ife in su ra n ce a n d N P F p ay o u ts c ri p p lin g fo r t h e e co n o m y. d e st ru ct io n o f a ll p o u ltr y w ill b e r e q u ir e d . S im ila r e ff e ct s to 1 9 18 fl u e p id e m ic . e n vi ro n m e n ta l c ri si s – in va si ve s p e ci e s A 4 e R e d Im p o rt e d F ir e A n ts a re d is co ve re d . T h e a n t h as a p ai n fu l b ite a n d m ak e s o u td o o r liv in g d iffi cu lt. T h is im p ac ts o n t o u ri sm a n d a ff e ct s S am o a’ s o u td o o r lif e st yl e . S m al l an im al s ar e a ls o a ff e ct e d a n d s u sc e p tib le i n fr as tr u ct u re i s at ri sk . e ra d ic at io n is d iffi cu lt an d v e ry e xp e n si ve , a s th e y ar e u su al ly fo u n d a ft e r b e co m in g e st ab lis h e d . A n e ra d ic at io n c am p ai g n i n Q u e e n sl an d ( A u st ra lia ) h as c o st A U S $ 75 M o ve r 7 ye ar s. F lo o d 8 B /C 3 H P ro lo n g e d h e av y ra in fa ll in a n d a ro u n d A p ia , aff e ct s ro ad s, b lo ck s d ra in s, fla sh fl o o d in g i n l o ca tio n s w ith t h e p o te n tia l to c au se a s m al l n u m b e r o f d e at h s, c ro p s aff e ct e d . M o st e ff e ct s sh o rt li ve d . e ar th q u ak e C 3 /4 H A r ic h te r m ag n itu d e 8 .5 + e ar th q u ak e w ith a n t ili ze d s o m e 2 0 0 km s o u th w e st o f S am o a. T h is e ve n t is l ik e ly t o g e n e ra te p e ak g ro u n d a cc e le ra tio n s o f 0 .1 to 0 .2 g a n d c o rr e sp o n d w ith a l o ca l fe lt in te n si ty o f M o d ifi e d M e rc al li (M M ) V II to V III . A n e ve n t th is s iz e i s lik e ly t o c au se l an d sl id in g a n d d am ag e t o u n re in fo rc e d b u ild in g s. A s m al l til iz e d t su n am i m ay b e g e n e ra te d (a s it w as fo r th e 1 9 17 e ve n t o f s im ila r si ze a n d t ili ze d ). N o m aj o r in fr as tr u ct u re d am ag e o r lo ss o f lif e is a n tic ip at e d . C ro p s n o t aff e ct e d (c f. ts u n am i o r cy cl o n e ). 69 La n d sl id e s B 2 H La n d sl id e s in S am o a ar e u su al ly c au se d b y h e av y ra in fa ll. e ar th q u ak e s ca n a ls o t ri g g e r la n d sl id e s. L an d sl id e h az ar d z o n e s h av e b e e n m ap p e d fo r th e w h o le o f S am o a. In st ab ili ty o f so il h as a ls o b e e n m ap p e d f o r th e w h o le o f S am o a. I f la n d sl id e s o cc u r, it is h ig h ly l ik e ly t h at m aj o r d am ag e s to i n fr as tr u ct u re s u ch a s ro ad s, w at e r p ip e s, e le ct ri ci ty , an d c o m m u n ic at io n ca n o cc u r. T h e y ar e u n lik e ly t o c au se f at al iti e s as m o st u n st ab le a re as a re aw ay f ro m h u m an s e tt le m e n ts . T h e re i s a lo t o f q u ar ry in g a ct iv iti e s w h ic h m ay c au se s o il in st ab ili ty in t h e f u tu re . F o re st F ir e s C 3 H La rg e s cr u b fi re th re at e n in g o n e o r m o re v ill ag e s. U n lik e ly to c au se fa ta lit ie s as it w o n ’t b e th at fa st m o vi n g d u e to fu e ls b e in g n o rm al ly fa ir ly m o is t. L o ss o f cr o p s lik e ly . F e w s tr u ct u re s aff e ct e d . F ir e s e rv ic e r e so u rc e s u se d t o p ro te ct vi lla g e s b u t n o c ap ab ili ty t o fi g h t fir e in r u ra l a re as . P o te n tia l f o r it to g e t o u t o f co n tr o l, p ar tic u la rl y o n S av ai ’i. A ir cr af t e m e rg e n cy (a ir p o rt ) d 4 H A fu ll 74 7 ai rc ra ft ( til iz e . 4 0 0 p as se n g e rs ) c ra sh e s o n a p p ro ac h to th e a ir p o rt . M an y in ju ri e s an d d e at h s o f b o th l o ca ls a n d t o u ri st s o n b o ar d . A ir p o rt i s cl o se d f o r 1 w e e k. M aj o r im p ac t o n t h e e co n o m y d u e t o a ir p o rt b e in g o u t o f ac tio n a n d t o u ri sm is a ff e ct e d . H az ch e m in ci d e n t – m ar in e C 3 /4 H w at e r su p p ly i n t h e c ity o u t fo r m o re t h an t w o d ay s d u e t o a b u rs t m ai n a t th e s ta rt o f th e s ys te m . M o st g o ve rn m e n t an d p ri va te c o rp o ra tio n s ca n n o t fu n ct io n w ith o u t w at e r an d w o u ld h av e t o s h u t d o w n a s th e re i s lim ite d w at e r st o ra g e . M an y in d u st ri e s (c o n st ru ct io n , b o tt lin g p la n t) a ls o c an n o t o p e ra te w ith o u t w at e r. P u b lic h e al th c o n se q u e n ce s (s an ita tio n ); e co n o m ic co n se q u e n ce s fo r b u si n e ss e s an d g o ve rn m e n t. T h e re a re m an y sp ri n g t h at co u ld b e t ili ze d a s al te rn at e w at e r so u rc e s. A g ri cu ltu ra l c ri si s – a n im al o r p la n t d is e as e d 3 M Ta ro b e e tle c au si n g T a ro L e a f B lig h t w h ic h s e ri o u sl y aff e ct s S am o a’ s st ab le cr o p ( ta ro ). d o m e st ic f o o d s u p p ly a t ri sk a s w e ll as e xp o rt s. e ra d ic at io n i s d iffi cu lt an d v e ry e xp e n si ve . C iv il e m e rg e n cy – e xt e rn al e 3 /4 M In va si o n o r ag g re ss iv e ta ke o ve r. e co n o m ic co n se q u e n ce s; in ju ri e s an d p o ss ib le d e at h s. e xt re m e ly u n lik e ly al th o u g h co n se q u e n ce s w o u ld b e si g n ifi ca n t. 70 Li fe lin e U til ity F ai lu re – te le co m m u n ic at io n s d 2 L 3 d ay s n o l an d lin e t e le co m m u n ic at io n s (m aj o r su b st at io n f ai lu re ). o th e r m e an s o f co m m u n ic at io n a va ila b le (H F ; s at e lli te p h o n e ). Li fe lin e U til ity F ai lu re – e le ct ri ci ty d 2 L 3 d ay s n o p o w e r in A p ia . A p ia a ff e ct e d (h o sp ita l; g o vt . s e rv ic e s) ; v ill ag e s o k. M aj o r in fr as tr u ct u re fa ilu re – b u ild in g co lla p se e 3 L o n e o f A p ia ’s m u lti s to ri e d b u ild in g s co lla p se s (e ar th q u ak e o r b o m b ). Im m e d ia te a re a d e va st at e d a n d b u ild in g c o lla p se s. A d ja ce n t b u ild in g s al so aff e ct e d . S itu at io n is q u ic kl y co n ta in e d . S o m e in ju ri e s, p o ss ib le d e at h s. M aj o r in fr as tr u ct u re fa ilu re – d am d 2 L A b re ac h i n t h e f ac e o f A fa lil o d am ( h yd ro d am ) ca u se d b y an e ar th q u ak e . T h re e v ill ag e s ar e l o ca te d d o w n st re am o f th e d am ( in F ag al o a B ay ) an d w o u ld b e b ad ly a ff e ct e d . P o w e r su p p ly w o u ld b e s e ri o u sl y in te rr u p te d t o th o se v ill ag e s re ly in g o n p o w e r fr o m t h e d am . A n a lte rn at iv e p o w e r su p p ly w o u ld h av e t o b e s o u rc e d f o r th e m e d iu m lo n g t e rm a s th e d am is r e p ai re d . d ro u g h t e 2 /3 L A p ro lo n g e d d ro u g h t ca u se s th e d ry o u t o f in ta ke s in r u ra l ar e as . A l ac k o f ad e q u at e w at e r tr u ck s m e an s w at e r su p p ly t o t h e se a re as is li m ite d in iti al ly . P ri va te c o n tr ac to rs ’ w at e r tr u ck s ar e u se d a t si g n ifi ca n t co st . C ro p s fa il an d th e re a re s ig n ifi ca n t e co n o m ic l o ss e s. T h e e n vi ro n m e n ta l im p ac t is h ig h a s st re am s d ry u p , c o m p o u n d e d b y n e e d in g to ta ke w at e r f ro m th e m to a u g m e n t to w n s u p p ly . V ill ag e s su ff e r as th e re is li m ite d w at e r st o ra g e . T h e re a re m an y sp ri n g s th at c o u ld b e t ili ze d a n d a lte rn at e w at e r so u rc e s. A ir cr af t e m e rg e n cy (o th e r lo ca tio n ) d 2 /3 L A m e d iu m p as se n g e r ai rc ra ft ( 2 5 p as se n g e rs ) cr as h e s in to h ill s so u th o f ai rp o rt . N o s u rv iv o rs . r e co ve ry e ff o rt s d iffi cu lt. M o rt u ar y fa ci lit ie s st re tc h e d . M ar iti m e v e ss e l e m e rg e n cy d /e 2 L A c ru is e s h ip m o o re d a t t h e P o rt is o n fi re . 1 0 0 0 p e o p le h av e to b e e va cu at e d an d t e m p o ra ri ly h o u se d . S itu at io n is q u ic kl y co n ta in e d . N o s e cu ri ty is su e s. H az ch e m in ci d e n t – la n d d 2 L e xp lo si o n o f u n d e rg ro u n d ta n ks – d e st ru ct io n u p to 5 m ile r ad iu s su g g e st e d . Lo w p ro b ab ili ty d u e to s af e ty m e as u re s in p la ce . A d d iti o n al r is k as is a d ja ce n t to f u e l s to ra g e t an ks . Te rr o ri sm e 3 L B o m b g o e s o ff i n o n e o f A p ia ’s g o ve rn m e n t b u ild in g s. I m m e d ia te a re a d e va st at e d a n d b u ild in g c o lla p se s. S itu at io n i s q u ic kl y co n ta in e d . S o m e in ju ri e s, p o ss ib le d e at h s. C iv il e m e rg e n cy – in te rn al e 2 L P o lit ic al s ta b ili ty m ak e s la rg e r io ts a n d o th e r m aj o r in te rn al u n re st u n lik e ly . 71 Li fe lin e U til ity F ai lu re – te le co m m u n ic at io n s d 2 L 3 d ay s n o l an d lin e t e le co m m u n ic at io n s (m aj o r su b st at io n f ai lu re ). o th e r m e an s o f co m m u n ic at io n a va ila b le (H F ; s at e lli te p h o n e ). Li fe lin e U til ity F ai lu re – e le ct ri ci ty d 2 L 3 d ay s n o p o w e r in A p ia . A p ia a ff e ct e d (h o sp ita l; g o vt . s e rv ic e s) ; v ill ag e s o k. M aj o r in fr as tr u ct u re fa ilu re – b u ild in g co lla p se e 3 L o n e o f A p ia ’s m u lti s to ri e d b u ild in g s co lla p se s (e ar th q u ak e o r b o m b ). Im m e d ia te a re a d e va st at e d a n d b u ild in g c o lla p se s. A d ja ce n t b u ild in g s al so aff e ct e d . S itu at io n is q u ic kl y co n ta in e d . S o m e in ju ri e s, p o ss ib le d e at h s. M aj o r in fr as tr u ct u re fa ilu re – d am d 2 L A b re ac h i n t h e f ac e o f A fa lil o d am ( h yd ro d am ) ca u se d b y an e ar th q u ak e . T h re e v ill ag e s ar e l o ca te d d o w n st re am o f th e d am ( in F ag al o a B ay ) an d w o u ld b e b ad ly a ff e ct e d . P o w e r su p p ly w o u ld b e s e ri o u sl y in te rr u p te d t o th o se v ill ag e s re ly in g o n p o w e r fr o m t h e d am . A n a lte rn at iv e p o w e r su p p ly w o u ld h av e t o b e s o u rc e d f o r th e m e d iu m lo n g t e rm a s th e d am is r e p ai re d . d ro u g h t e 2 /3 L A p ro lo n g e d d ro u g h t ca u se s th e d ry o u t o f in ta ke s in r u ra l ar e as . A l ac k o f ad e q u at e w at e r tr u ck s m e an s w at e r su p p ly t o t h e se a re as is li m ite d in iti al ly . P ri va te c o n tr ac to rs ’ w at e r tr u ck s ar e u se d a t si g n ifi ca n t co st . C ro p s fa il an d th e re a re s ig n ifi ca n t e co n o m ic l o ss e s. T h e e n vi ro n m e n ta l im p ac t is h ig h a s st re am s d ry u p , c o m p o u n d e d b y n e e d in g to ta ke w at e r f ro m th e m to a u g m e n t to w n s u p p ly . V ill ag e s su ff e r as th e re is li m ite d w at e r st o ra g e . T h e re a re m an y sp ri n g s th at c o u ld b e t ili ze d a n d a lte rn at e w at e r so u rc e s. A ir cr af t e m e rg e n cy (o th e r lo ca tio n ) d 2 /3 L A m e d iu m p as se n g e r ai rc ra ft ( 2 5 p as se n g e rs ) cr as h e s in to h ill s so u th o f ai rp o rt . N o s u rv iv o rs . r e co ve ry e ff o rt s d iffi cu lt. M o rt u ar y fa ci lit ie s st re tc h e d . M ar iti m e v e ss e l e m e rg e n cy d /e 2 L A c ru is e s h ip m o o re d a t t h e P o rt is o n fi re . 1 0 0 0 p e o p le h av e to b e e va cu at e d an d t e m p o ra ri ly h o u se d . S itu at io n is q u ic kl y co n ta in e d . N o s e cu ri ty is su e s. H az ch e m in ci d e n t – la n d d 2 L e xp lo si o n o f u n d e rg ro u n d ta n ks – d e st ru ct io n u p to 5 m ile r ad iu s su g g e st e d . Lo w p ro b ab ili ty d u e to s af e ty m e as u re s in p la ce . A d d iti o n al r is k as is a d ja ce n t to f u e l s to ra g e t an ks . Te rr o ri sm e 3 L B o m b g o e s o ff i n o n e o f A p ia ’s g o ve rn m e n t b u ild in g s. I m m e d ia te a re a d e va st at e d a n d b u ild in g c o lla p se s. S itu at io n i s q u ic kl y co n ta in e d . S o m e in ju ri e s, p o ss ib le d e at h s. C iv il e m e rg e n cy – in te rn al e 2 L P o lit ic al s ta b ili ty m ak e s la rg e r io ts a n d o th e r m aj o r in te rn al u n re st u n lik e ly . APPeNdIX3: NATIoNAL dISASTer CoUNCIL (NdC) MeMBerS organisation representative Ministry of Prime Minister & Cabinet Prime Minister, Chairperson Ministry of Natural resources &environment dPM/Minister, deputy Chairperson Minister of Trade Member Minister of Fire Service& Tourism Member Minister of Finance Member Minster of women, Community and Social development Member Minster of works, Transport and Infrastructure Member Minister of Health Member Minister of education, Sports and Culture Member Minister of Agriculture and Fisheries Member Minister of revenue Member Minister of Justice and Court Administration Member Minister of Public enterprises Member 72 APPeNdIX 4: dISASTer AdVISorY CoMMITTee (dAC) MeMBerS Core members (Response Agencies as listed in Act) Representative Blue Sky Ceo (or nominated representative) oceania Gas General Manager (or nominated representative) digicel Samoa Ltd. General Manager (or nominated representative) electric Power Corporation Ceo (or nominated representative) Fire and emergency Services Authority Commissioner (or nominated representative) Land Transport Authority Ceo (or nominated representative) Ministry of Agriculture & Fisheries Ceo (or nominated representative) Ministry of Commerce, Industry and Labour Ceo(or nominated representative) Ministry of Communication & Information Technology Ceo (or nominated representative) Ministry of education, Sports& Culture Ceo (or nominated representative) Ministry of Finance Ceo (or nominated representative) Ministry of Foreign Affairs & Trade Ceo (or nominated representative) Ministry of Health Ceo (or nominated representative) Ministry of Natural resources & environment Ceo (Chairperson of dAC) Ministry of Police Police Commissioner (or nominated representative) Ministry of Prime Minister & Cabinet Ceo (or nominated representative) Ministry of Public enterprises Ceo (or nominated representative) Ministry for revenue Ceo (or nominated representative) Ministry of women, Community & Social development Ceo (or nominated representative) Ministry of works, Transport & Infrastructure Ceo (or nominated representatives) comprising: Maritimedivision Infrastructure Assets – Building Infrastructure Assets – roads Civil Aviation division National Council of Churches President (or nominated representative) origin energy Samoa General Manager (or nominated representative) Petroleum Products Supplies General Manager (or nominated representative) Samoa Airport Authority General Manager(or nominated representative) Samoa Bureau of Statistics Ceo (or nominated representative) Samoa National Health Services General Manager (or nominated representative) Samoa Ports Authority General Manager (or nominated representative) Samoa Quality Broadcasting Corporation Ceo (or nominated representative) Samoa red Cross Society Secretary General (or nominated representative) Samoa Shipping Corporation General Manager (or nominated representative) Samoa Tourism Authority Ceo (or nominated representative) 73 Samoa water Authority General Manager (or nominated representative) Associate Members representative Adventist development and relief Agency Country director (or nominated representative) Australian High Commission High Commissioner (or nominated representative) CArITAS oceania Samoa/ CCJd Country Manager (or nominated representative) Chamber of Commerce Ceo (or nominated representative) Chinese embassy Ambassador (or nominated representative) Japan International Co-operation Agency resident representative(or nominated representative) embassy of the Government of Japan Ambassador (or nominated representative) LdS Head of office (or nominated representative) New Zealand High Commission High Commissioner (or nominated representative) office of the Attorney General Attorney General (or nominated representative) office of the Audit Comptroller Audit Comptroller (or nominated representative) office of the regulator regulator (or nominated representative) National University of Samoa Vice Chancellor (or nominated representative) Public Service Commission Ceo (or nominated representative) Samoa Bankers Association President (or nominated representative) Samoa Hotel Association Ceo (or nominated representative) Secretariat for the Pacific regional environment Programme director (or nominated representative) Samoa Umbrella for Non-Government organisations Ceo (or nominated representative) UN Agencies UN resident Coordinator (or nominated representatives from UN dMT) United States of America embassy officer de Charge (or nominated representative) US Peace Corps Samoa Country Manager (or nominated representative) world Health organisation resident representative (or nominated representative) Civil Society Support Program Program Manager (or nominated representative) Nuanua o le Alofa Inc officer Manager (or nominated representative) 74 APPeNdIX 5: GeNerIC TerMS oF reFereNCe For SeCTor LeAd 1. ensure inclusion of key partners for the sector, respecting their respective mandates and programme priorities; 2. ensure appropriate coordination with all sector partners; 3. Secure commitments from sector partners in responding to needs and filling gaps, ensuring an appropriate distribution of responsibilities within the sectoral group, with clearly defined focal points for specific issues where necessary; 4. Promote emergency response actions while at the same time considering the need for early recovery planning as well as prevention and risk reduction concerns; 5. ensure effective links with other sectoral groups; 6. represent the interests of the sectoral group in discussions with the dAC and other stakeholders on prioritisation, resource mobilisation and advocacy; 7. ensure integration of agreed priority cross-cutting issues in sectoral needs assessment, analysis, planning, monitoring and response (e.g. age, environment, gender, HIV/AIdS and human rights);Contribute to the development of appropriate strategies to address these issues; ensure gender-sensitive programming and promote gender equality; ensure that the needs, contributions and capacities of women and girls as well as men and boys are addressed; 8. ensure adequate contingency planning and preparedness for new emergencies; 9. ensure predictable action within the sectoral group for the following: a. Identification of gaps; b. developing/updating agreed response strategies and action plans for the sector and ensuring these are adequately reflected in overall country strategies; c. drawing lessons learned from past activities and revising strategies accordingly; 10. ensure that responses are in line with existing policy guidance, technical standards, and relevant Government human rights legal obligations; 11. ensure adequate monitoring mechanisms are in place to review impact of the sectoral working group and progress against implementation plans; 12. ensure adequate reporting and effective information sharing; 13. Advocate for donors to fund humanitarian actors to carry out priority activities in the sector concerned, while at the same time encouraging sectoral group participants to mobilise resources for their activities through their usual channels; 14. Promote/support training of staff and capacity building of partners; 15. Sector Leads are responsible for acting as the provider of last resort (subject to access, security and availability of funding) to meet agreed priority needs and will be supported by the dAC in their resource mobilisation efforts in this regard. 75 S e ct o r Le a d /C o L e a d O rg a n is a ti o n D e si g n a ti o n S e ct o r M e m b e rs 1. A g ri cu ltu re , Li ve st o ck a n d F is h e ri e s S e ct o r Le ad M A F S e ct o r C o o rd in at o r M N r e , M o r , M o H P u b lic H e al th , M w C S d , M w T I M ar iti m e , M e S C , S B e C , w B d I, S am o a F ar m e rs A ss o ci at io n , C F M A C , T ila p ia F ar m e rs A ss o ci at io n , C o m m e rc ia l B an ks , C o n se rv at io n In te rn at io n al 2 . C o m m u n ic at io n an d In fo rm at io n Te ch n o lo g y S e ct o r Le ad C o L e ad M C IT S e ct o r C o o rd in at o r o ffi ce o f th e r e g u la to r, B lu e S ky , d ig ic e l, M N r e M e t. d iv is io n , e P C , M C IT 3 C o m m u n ity d e ve lo p m e n t S e ct o r Le ad C o L e ad M w C S d S e ct o r C o o rd in at o r d M o , M A F, M C IL , M N r e , P o lic e , S am o a r e d C ro ss , S U N G o , N G o s, U N IC e F, U N w o m e n , N o LA 4 . e d u ca tio n S e ct o r Le ad C o L e ad M e S C S e ct o r C o o rd in at o r M w C S d (Y o u th ), M w T I ( In fr as tr u ct u re , T ra n sp o rt ) M o H (P u b lic H e al th , N u tr iti o n ), N U S , e C e , M is si o n S ch o o ls , P ri va te S ch o o ls , P o st s e co n d ar y Te ch n ic al In st itu tio n s, U N e S C o , U N IC e F 5 . e n e rg y S e ct o r Le ad C o L e ad M o F e n e rg y d iv is io n e P C S e ct o r C o o rd in at o r P e tr o le u m P ro d u ct s S u p p ly (P P S ), B o C S am o a, o ri g in e n e rg y, M N r e r e n e w ab le e n e rg y 6 . e n vi ro n m e n t S e ct o r Le ad C o L e ad M N r e S e ct o r C o o rd in at o r P U M A , F e S A , S o e s, M C w S d , M FA , M o H , M e T I, o LS S I, C o n se rv at io n In te rn at io n al , S P r e P 7. F in an ce S e ct o r Le ad C o L e ad M o F S e ct o r C o o rd in at o r 8 . H e al th S e ct o r Le ad C o L e ad M o H P u b lic H e al th N H S S e ct o r C o o rd in at o r M N r e e n vi ro n m e n t, d o ct o rs A ss o ci at io n , N u rs e s A ss o ci at io n , P ri va te h e al th s e rv ic e p ro vi d e rs , w o m e n C B o s, S U N G o A P P e N d IX 6 :L IS T o F N A T Io N A L d r M S e C T o r L e A d S , C o L e A d S A N d M e M B e r S 76 9 . La w a n d J u st ic e S e ct o r Le ad C o L e ad S LJ S o A G S e ct o r C o o rd in at o r S Lr C , M JC A , P o lic e , d M o 10 . P u b lic A d m in is tr at io n S e ct o r Le ad C o L e ad P S C S e ct o r C o o rd in at o r A ll m in is tr ie s d iv is io n s: c o rp o ra te s e rv ic e s, a d m in is tr at io n , h u m an r e so u rc e s 11 . To u ri sm S e ct o r Le ad C o L e ad S TA S e ct o r C o o rd in at o r S H A , C h am b e r o f C o m m e rc e , S B e C , M o F, M o r 12 . Tr ad e , C o m m e rc e an d M an u fa ct u ri n g S e ct o r Le ad C o L e ad M C IL M FA T Tr ad e d iv is io n S e ct o r C o o rd in at o r M A F, M o F (A d C , C d C , e P P d ), M w C S d , N G o s, C h am b e r o f C o m m e rc e , S m al l B u si n e ss e n te rp ri se C e n tr e 13 . w at e r an d S an ita tio n S e ct o r Le ad C o L e ad M N r e w S S P S w A S e ct o r C o o rd in at o r M o H , M w T I, F e S A , S r C S , S am o a P lu m b e rs A ss o ci at io n ; 14 . w o rk s, T ra n sp o rt an d In fr as tr u ct u re S e ct o r Le ad C o L e ad M w T I S e ct o r C o o rd in at o r LT A , S A A , S PA , S S C , e P C , S w A , M N r e 77 APPeNdIX 7: STANdArd oPerATING ProCedUre To reQUeST INTer NATIoNAL ASSISTANCe PROCEDURES TO REQUEST INTERNATIONAL ASSISTANCE DURING DISASTER OR EMERGENCY RESPONSE Standard instant response arrangements depending on the magnitude of a disaster and whether a State of emergency has been declared, immediate response arrangements will be necessary, requiring the immediate dispatch of emergency relief assistance and medical personnel. It will not be feasible to await an assessment of the type and extent of assistance required. MFAT (in conjunction with other key line Ministries) will without delay meet with development partners / diplomatic Missions based in Apia on the assistance that can be rendered immediately , whilst awaiting further more detailed survey assessments to be undertaken. MFAT will prepare the necessary official requests to this effect. Standard arrangements will also apply to facilitate the entry of personnel /technical experts and emergency relief assistanceat port of entries and border control. Other Procedures during the aftermath of a Disaster The procedures are to be followed closely by all Ministries/ Agencies of the disaster Advisory Committee , development partners and international aid agencies . Any requests for international assistance whether it be in the form of personnel/technical assistance, humanitarian relief aid, equipment etc. should be clearly detailed on the attached international assistance request form. The form must be endorsed by the Chief executive officer of the Ministry concerned or Head of the requesting Agency. Any requests should be for resources either not available readily in Samoa or in limited supply, or where such resources are required to assist with the emergency relief and recovery efforts and responses. Procedures: 1. All dAC agencies including the Sector members MUST use the prescribed form duly signed by the Head of the Agency /Ministry. The form must be submitted to the National emergency operation Centre (NeoC) (via email and hand deliver) for coordination of requests. 2. The NeoC Logistics Unit (which includes a representative from the ACC, MoF) will compile the list of all requests from the dAC Agencies and Sectors and submit it to the Ministry of Foreign Affairs & Trade. 3. To expedite the request process, MFAT will do either of the following to ensure the request is submitted to development Partners and International Aid and humanitarian agencies in a timely manner: i) Submit the list as is to the development partners/ Aid agencies pending submission of a formal request ( signed letter by the Ceo, MFAT or the Chairman of the National disaster Council) or ii) Submit a formal request together with the list submitted by the NeoC/ACC. 78 4. MFAT will inform the NeoC Logistics Unit on the status of the requests including details of assistance that will be rendered by the respective agencies and partner governments. Such information will include: i) resources offered by the International Aid agencies, international humanitarian organizations and overseas missions ii) the name of the international aid agency or humanitarian organization or the country that will provide these resources; iii) the means of transportation to Samoa and the expected date of arrival 5. MFAT will facilitate clearance in collaboration with Border Control Ministries - Customs, PMs & Cabinet (Immigration), Samoa Airport Authority, Ministry of Health, Samoa Ports Authority, Ministry of Agriculture (Quarantine) , Police, MwTI 6. other international assistance offered All humanitarian relief agencies/ international aid agencies who wish to offer assistance whether it be in the form of technical personnel and/or relief items will need to contact the Foreign Ministry and submit a list of items/personnel etc. This information will be relayed to the NeoC to determine the extent and quantity of assistance required. 79