AND MANAGEMENTAND MANAGEMENT - ODPModpm.gov.tt/sites/default/files/ODPM Strategic Plan 2010-2015.pdf · its predecessor, the National Emergency Management Agency (NEMA). Consequently,

OFFICE OF DISASTER PREPAREDNESS

AND MANAGEMENTAND MANAGEMENT

STRATEGIC PLAN 2010 - 2015

FINAL DRAFT

CARING – COORDINATION – CULTURE OF RESILIENCE

OFFICE OF DISASTER PREPAREDNESS AND MANAGEMENT – DRAFT STRATEGIC PLAN 2010 – 2015 JUNE 1ST 2011

CARING COORDINATION CULTURE OF RESILIENCE

TABLE OF CONTENTS

1.0 Foreword…..………………………………………………………………………………....................................... 2.0 Executive Summary...………………………………………………………………………………………………………

34

Chapter 1 – The Organization..……………………………………………………………………………………………… Chapter 2 – The Strategic Planning Exercise.………………………………………………………………………… Chapter 3 – The Strategic Framework………...……………………………………………………………………….. Chapter 4 – Strategic Analysis………………...…………………………………………………………………………….

6101517 Chapter 4 Strategic Analysis………………...…………………………………………………………………………….

Chapter 5 – Goals and Objectives………..……………………………………………………............................. Chapter 6………………………………………………………………………………………………………………………………

6.1 Organizational Strategy & Action Plan………………………………………………………………….. 6 2 Critical Success Factors

1723272736 6.2 Critical Success Factors………………………………………………………………………………………….

6.3 The Action Plan…………………………………………………………………………………………………….. Chapter 7: Conclusion…………………………………………………………………………………………………………… Appendix I: Action Plan………………………………………………………………………………………………………… A di II M t St t & F ti l A

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Appendix II: Management Structure & Functional Areas………………………………………………………. Appendix III: Legal & Regulatory Framework.……………………………………………............................. Appendix IV: Policy Framework……………………………………………………………………………………………. Appendix V: Glossary of Terms………………………………………………….………….………………………………

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OFFICE OF DISASTER PREPAREDNESS AND MANAGEMENT – DRAFT STRATEGIC PLAN 2010 – 2015 JUNE 1ST 2011 2

1.0 FOREWORD

The ODPM Strategic Plan 2010 – 2015 represents the primary vehicle for alignment of the activities of the organization withthe Disaster Management component of the mission of the Ministry of National Security (MNS) – and the National Vision,Seven Pillars for Sustainable Development.

The plan is structured to guide the organization’s operational decision making relative to cost and general management aswell as, the systematic execution of projects to fulfill the selected Strategic Initiatives for the planning period 2010 – 2015.The Initiatives adopted by the ODPM include:

Strategic Partnerships Strategic Partnerships Operational Excellence Community Resilience Enhancing DRM Capabilities

The carefully selected Strategic Initiatives listed above are intended to advance the organization to improved levels ofexecution of its mandate – formulating an all‐hazard approach to emergency/risk management, encompassing acomprehensive framework that includes mitigation, preparedness, response and recovery. A range of “Key” Enterprise LevelProjects including; Capital – Infrastructure – Continuous Improvement and Technology, projects have been selected to driveth f lfill t f th I iti ti th t ill l d t ti th h t th i ti th t 5 Ythe fulfillment of these Initiatives that will lead to execution throughout the organization over the next 5 Years.

The OPDM 5‐Year Strategic Plan will be cascaded across the organization through a series of 1‐Year Enterprise OperatingPlans designed to be implemented by the organization in each “current” year, thereby giving ODPM the ability to adjust oraccelerate the targets throughout the planning period to drive optimum achievements of the 5 – Year Strategic Goals.


CHAPTER 1THE ORGANIZATION

The ODPM was established by Cabinet in January 2005 with a mandate that was more comprehensive than that of

its predecessor the National Emergency Management Agency (NEMA) Consequently the ODPM is the nationalits predecessor, the National Emergency Management Agency (NEMA). Consequently, the ODPM is the national

coordinating agency that manages all phases of the Disaster Management Cycle; prevention, mitigation,

preparedness, response and recovery as well as climate change adaptation programs. The main purpose of the

ODPM is to initiate the national effort aimed at addressing Comprehensive Disaster Management (CDM) The ODPMODPM is to initiate the national effort aimed at addressing Comprehensive Disaster Management (CDM). The ODPM

has a more pro‐active than re‐active role which entails generating and implementing a Comprehensive Disaster Plan

to address Trinidad and Tobago’s capacity to respond to large‐scale disasters. The overall design of ODPM’s mandate

represents a strategic shift which includes Risk Management. As such, the ODPM is principally responsible for:represents a strategic shift which includes Risk Management. As such, the ODPM is principally responsible for:

Managing the coordination of First Responder Agencies during and after national emergencies.

Critical Infrastructure Protection.

Prevention and mitigation initiatives to reduce impact of hazards or potential disasters.

Public education / community outreach activities.



ODPM MANDATEThe ODPM was established by Cabinet in January 2005, and is responsible for leading

the National effort in protecting public health and safety; restoring essential government services; and providing emergency relief to those affected severely by

hazards.

Per Cabinet Minute No. 56 of January 6, 2005;By its very mandate the ODPM is committed to formulating an all‐hazard approach y y g pp

to emergency/risk management. This all‐hazard approach encompasses a comprehensive framework that includes mitigation, preparedness, response and

recovery.

Per the Disaster Measures Act, 1978 Chapter 16:50;The ODPM is to provide for the taking of prompt and expeditious measures for the

alleviation of the effects of disaster and for matters connected therewith.



HIGH LEVELORG CHART

Ministry of National Security

Chief Executive Officer ODPM

Deputy Chief Executive Officer

Corporate ServicesMitigation Manager (Mitigation, Planning and Research Unit)

Operations Manager (Preparedness & Response Unit)

Training & Education Specialist (Public

Information & Education Community Outreach Unit)

Corporate Services Manager

Administrative Support and (Finance

Unit)

Project Management

Specialist (Project Management Unit)


CHAPTER 2 –THE STRATEGIC PLANNING EXERCISE2.1 RATIONALE

The mandate of the Ministry of National Security towards maintaining a secure and safe nation for the citizens ofTrinidad and Tobago – National and Personal Security – dictates the necessary alignment of ODPM StrategicPriorities with those of the Ministry. In this regard the ODPM Strategic Plan has incorporated key elements of the 7Pillars for National Development.

Comprehensive Disaster Management (CDM) represents the primary component of this mandate which ODPM isp g ( ) p p y pmost strategically positioned to deliver. As such, ODPM must take the lead in partnering with Government – Privateand Public Sector – Civil Society and NGOs – Citizens of Trinidad and Tobago to fulfill this mandate. ODPM plays acritical role in CDM and must lead National disaster preparedness and coordination initiatives.

The strategic planning process was necessary to engage the ODPM Executive Leadership Team (ELT) and SeniorTechnical Staff in understanding the national mandate and priorities to inform the specific projects highlighted inthe 2010‐2015 Strategic Plan.

The ELT declares its commitment to the Strategic Initiatives in its drive towards the effective implementation of the2010‐2015 ODPM Strategic Plan, and the achievement of its Strategic Goals.


CHAPTER 2 –THE STRATEGIC PLANNING EXERCISE2.2 METHODOLOGY

The Strategic Plan 2010 – 2015 defines the organization’s Strategy and will guide the organization in the fulfillment of its

Performance Commitments to both the government and citizens of Trinidad and Tobago – and our focal point partners

(Grenada, Guyana and Suriname). The ODPM Executive Leadership Team (ELT) developed its Strategy relative to the

Goals and Initiatives of the Government of Trinidad and Tobago to ensure alignment through the series of activities

outlined below:

1. GORTT – MNS – ODPM Alignment

2. Organizational Effectiveness Assessment & SWOT Analysis

3. Defining Strategic Goals

4. Establishing Strategic Initiatives – Strategic Objectives – Strategic Priorities to translate Strategy to Execution

5. Development of Key Metrics and Enterprise Balanced Scorecards

6. Project Rationalization and Alignment to Strategic Priorities


CHAPTER 2 –THE STRATEGIC PLANNING EXERCISE2.2 METHODOLOGY

VISION, MISSION, VISION, MISSION, VALUES (MVVALUES (MV22))

STRATEGIC PYRAMID©

Alignment of ODPM MV2 to MNS MV2

SWOT Analysis

STRATEGIC GOALSSTRATEGIC GOALS

SWOT Analysis

Develop Strategic Goals and Targets

STRATEGIC INITIATIVESSTRATEGIC INITIATIVES

STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES

Select / Define Strategic Initiatives

Develop Strategic Objectives

STRATEGIC PRIORITIESSTRATEGIC PRIORITIESEstablish Strategic Priorities

PROJECTSPROJECTS

Select / Rationalize ODPM / TT Enterprise Projects

Complete Action Plan Framework


SCORECARD SCORECARD ‐‐METRICSMETRICS

© OPUS STRATEGIC PYRAMID

Identify Performance Metrics

9

DISASTER MANAGEMENT CYCLE

PREVENTION

MITIGATIONRECOVERY MITIGATIONRECOVERY

PREPAREDNESSRESPONSE


CHAPTER 2 –THE STRATEGIC PLANNING EXERCISE2.3 ALIGNMENT

The Strategic Alignment of ODPM to the National Vision is essential to the enhancement of Trinidad and Tobago’s disaster

management capacity and readiness. This alignment ultimately informs the activities and operations of the organization.

The ODPM Strategic Plan 2010 – 2015 is informed by the Government of Trinidad and Tobago National Strategy and

framed by its Seven (7) Pillars. ODPM’s Mandate includes national preparedness in the event of incidents; emergencies

and disasters and disaster management. (See Chapter 1 for a comprehensive overview of ODPM’s Mandate.)

The Executive Leadership Team conducted an exercise to align the Vision – Mission of ODPM to the GORTT Seven (7)

Pillars for Sustainable Development.

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CHAPTER 2 –THE STRATEGIC PLANNING EXERCISE2.3 ALIGNMENT

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CHAPTER 3THE STRATEGIC FRAMEWORK

ODPM VISION ODPM MISSION

To build national Disaster Risk Management andClimate Change Adaptation capabilities with ourpartners and coordinate response and recoveryoperations in order to protect the people

To become the premier regional Disaster RiskManagement Organization.

operations in order to protect the people,environment and economy and ensure a disasterresilient nation.

ODPM Values

Responsive Resourceful Continuous Learning Team Oriented


Dedicated Reliable

13

ODPM –ValuesWe will react effectively and favourablythrough

collaboration with key players through the coordination and management of resources in all

operations.

Responsive

ResourcefulReliableWe will use all available resources to act

effectively and develop innovative solutions to challenges.

We will provide accurate information and maintain

dependable plans and systems to ensure consistently high

quality and performance in all

CORE VALUES

our operations.

Continuous LearningDedicated

Constantly acquiring current competencies through

professional development & knowledge transfers within the

organisation.

Be purposeful and committed to the

attainment of our goals and aspirations, taking full

responsibility for our obligations and conduct.

Team Oriented

gobligations and conduct.


We commit to working together for the benefit of the team and promote synergy across all

units.

14

CHAPTER 4 – STRATEGIC ANALYSIS4.1 SWOT ANALYSIS ‐ STRENGTHS & WEAKNESSES

DIMENSION STRENGTH WEAKNESS

SHARED VALUES • High Performance • No standard method for knowledge transfer

INTERNAL ENVIRONMENT

SHARED VALUES • High Performance• Resourcefulness• Dedicated Employees• Well established learning culture• Wide knowledge base

• No standard method for knowledge transfer• Lack of social cohesion

STRATEGY • Organization has a desire to develop strategy • No definite strategySTRATEGY Organization has a desire to develop strategy No definite strategy

STRUCTURE • Flat Organizational Structure• Clear reporting lines exist• Narrow span of control

• Inability to track changes in organizational development• Inability to engage in job rotation• Organization design is inadequate

SYSTEMS • Successful organizational systems based on strong • Inadequate performance tracking systemSYST MS g y gestablished relationships

q p g y• Lack of robustness• Lack of process mapping

SKILLS • Wide range of skills exist in each unit • Core DRM skills need to be improved• Transference and retention of skills via staffing is lacking

STYLE • Dynamic environment • Leadership style constantly changesSTYLE Dynamic environment• Foster growth• Detailed oriented and participative

Leadership style constantly changes• Autocratic leadership• Ad hoc operations and communications• Time management issues

SERVICES ANDPRODUCTS

• Information is provided to the public in a timely manner• Facilitation of stakeholder planning processes

• Information is not provided on a timely basis to staff• Insufficient staff training


PRODUCTS p g p• Hazard and disaster management information is readily available

• Utilization of modern methods for communication

g• Inadequate national risk and vulnerability assessment• Absence of surveys to gauge effectiveness of information disseminated to the public

15

CHAPTER 4 – STRATEGIC ANALYSIS4.1 SWOT ANALYSIS –OPPORTUNITIES & THREATS

DIMENSION OPPORTUNITIES THREATS

POLITICAL • New government • Lack of understanding about the ODPM

EXTERNAL ENVIRONMENT

POLITICAL • New government• New strategies

• Lack of understanding about the ODPM

ECONOMIC • Availability of external funding for DRM, climate change and training initiatives

• Recession resulting in less government funding• Disasters are reducing national wealth

SOCIO‐CULTURAL • Increased international interest in DRMd l

• Complacent attitude of citizensh ll f d b l bl l• Increased national interest in ODPM

• Emergence in new media• Challenges faced by vulnerable population• National perception of roles and responsibilities of the ODPM

TECHNICAL / STRUCTURAL

• Existence of new technology to support DRM• Local and International standards are developed that can be improved

• Cost of technology is prohibitive• Vulnerable communications• Technology is continuously evolving and is costlybe improved • Technology is continuously evolving and is costly

LEGAL / REGULATORY

• Government has an aggressive legislative agenda• New regulatory requirements

• Forces the organization into unplanned change• Absence of legislation increases vulnerability• Conduct of roles and responsibilities

ENVIRONMENT • DRR is linked to the environment inclusive of sustainable d l d li h h i i

• Poor environmental regulatory practicesF /i i f didevelopment and climate change hence opportunities to

share resources/efforts• Environmental issues are topical resulting in heightened awareness and interest

• Frequency/intensity of disasters• Lack of enforcement

STAKEHOLDERS • Increase in general awareness presents an opportunity to improve image of ODPM

• Misunderstanding of roles and responsibilities of ODPM• Lack of training


improve image of ODPM• Greater interest by stakeholder allows for increased willingness for capacity building in DRM

• Lack of training

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4.2 STAKEHOLDER ANALYSIS

STAKEHOLDER ISSUE IMPACT ASSUMPTIONS SERVICE DELIVERABLES

Ali d S i PlMINISTRY OF NATIONAL SECURITY Strategic Partnership Value Enhancement Complimentary Goals

• Aligned Strategic Plans

• On‐Time Key Reports

Fi t R d

STRATEGIC PARTNERS Strategic Partnership Value Enhancement Complimentary Initiatives

• First Responder Alignment

• Municipal / Regional Corporation Alignment

EMPLOYEES Employee Engagement Workforce Productivity Low Absenteeism

• Teambuilding

• Integrated Performance Management SystemManagement System

CUSTOMERS Comprehensive DisasterPl i Disaster Risk Reduction Stakeholder Engagement

• Enhanced DRM Technical Capabilities


Planning g g• Facilitation and Certification

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4.2 STAKEHOLDER ANALYSISALIGNING ODPM VISION TO PILLARS FOR SUSTAINABLE DEVELOPMENT

Seven Interconnected Pillars for Sustainable Development ODPM

Vision: To become the premier regional Disaster RiskManagement Organization.

Mission: To build national Disaster Risk Management

PILLAR #1 People‐Centred Development – We need Everyone and All Can Contribute

PILLAR #2 Mission: To build national Disaster Risk Managementand Climate Change Adaptation capabilities with ourpartners and coordinate response and recoveryoperations in order to protect the people, environmentand economy and ensure a disaster resilient nation.

Poverty Eradication and Social Justice – Preference for poor and disadvantaged

PILLAR #3National and Personal Security – Human Security for Peace and Prosperityand Prosperity

PILLAR #4Information and Communication Technologies – Connecting T&T and Building New Economy

PILLAR #5Most Closely Aligned to the following Pillars:

PILLAR #5A More Diversified, Knowledge Intensive Economy –Building on the Native Genius of Our People

PILLAR #6Good Governance – People Participation

PILLAR #1 People‐Centred Development

PILLAR #3i l d l S i


PILLAR #7Foreign Policy – Securing Our Place in the World

National and Personal Security

18

4.2 STAKEHOLDER ANALYSISAligning ODPM Vision‐Mission to MNSVision‐Mission

MNS – VISION ODPM – VISION

To become the premier regional Disaster RiskManagement Organization.

The Ministry of National Security is Trinidad andTobago’s premier organization for the safety andsecurity. The Ministry is continually evolving to providethe best service by being prepared to handle everchanging threats, both foreign and domestic.

MNS – MISSION

To build national Disaster Risk Management and

ODPM – MISSION

To create an environment that ensures public safety andClimate Change Adaptation capabilities with ourpartners and coordinate response and recoveryoperations in order to protect the people, environmentand economy and ensure a disaster resilient nation.

security through the maintenance of law and order andthe commitment of all available resources to theprotection of life and property.


CHAPTER 5GOALS & OBJECTIVES

ODPM selected three (3) areas for strategic focus in designing its 5‐Year Strategic Plan for the period2010 – 2015.

Each of these focus areas were assigned targets representing the Strategic Goals of the organization.ODPM Strategic Goals inform the Strategic Initiatives – Strategic Objectives – Strategic Priorities andProjects that will result in the achievement of ODPM’s Strategy. The Strategic Goals are the ultimate

f th f f ODPM’ St t timeasure of the performance of ODPM’s Strategy execution.

The three (3) Strategic Goals selected include:

• 100% ReadinessGOAL 1

• Legislative AuthorityGOAL 2 • Legislative AuthorityGOAL 2

• 100% National Risk ReductionGOAL 3


The details of these Strategic Goals are outlined on the following pages.

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ODPM STRATEGIC GOALS

MNS

CEO

L i l i A h i 100% N i lStrategic Goals 100% ReadinessLegislative Authority(December 2011)

100% NationalRisk Reduction


CHAPTER 5ODPM STRATEGIC GOALS AND OBJECTIVES

GOAL 1 – MANAGEMENT PERFORMANCE

100% READINESS

Communities ExternalCommunities

A i E lAgencies

ODPM P &

External


ODPM Processes & Systems

Internal

22


LEGISLATIVE GOAL 2 ‐ EFFECTIVE AND EFFICIENT

INSTITUTIONS

AUTHORITY (DECEMBER 2011)

Legal CodificationLegal Codification

Policy Review & Policy Review &Development


Legislative Review

23


GOAL 3 ‐ SERVICE DELIVERY EXCELLENCE

100% NATIONAL100% NATIONAL RISK REDUCTION

% reduction in impact cost (loss of life and property)(loss of life and property)

% reduction in number of incidents

% reduction in hazard events

RISKFrequency of Hazards x Vulnerability Index


% reduction in vulnerabilityRISK =

Capacity

24

CHAPTER 66.1 ORGANIZATIONAL STRATEGY AND ACTION PLAN

CEO

Strategic Goals 100% ReadinessLegislative Authority(December 2011)


StrategicPartnerships

OperationalExcellence

CommunityResilience

Enhancing DRMTechnicalCapabilities

Strategic

Initiatives


CHAPTER 66.1A ODPM STRATEGIC INITIATIVES

Strategic Initiatives are ventures on which organizations embark to achieve their Strategic Goals. They allow theorganization to break – up the Strategy into discrete components for execution. Strategic Initiatives provide“umbrellas” under which projects and activities can be aligned to drive execution and close gaps in keyp j g g p yperformance measures. Strategic Initiatives have a finite life cycle but may extend across multiple strategicplanning cycles.

ODPM l d h f ll i S i I i i iODPM selected the following Strategic Initiatives:

STRATEGIC PARTNERSHIPS

OPERATIONAL EXCELLENCE

COMMUNITY RESILIENCE

ENHANCING DRM TECHNICAL CAPABILITIES


ENHANCING DRM TECHNICAL CAPABILITIES

26


1 STRATEGIC1. STRATEGIC

PARTNERSHIPS

Engage our key local, regional andinternational stakeholders to align ourdisaster management initiatives towards theachievement of ODPM National goals. Weill l th t t i t hi t

Strategic Objectives

Capacity / Reachwill leverage these strategic partnerships todrive resource optimization and value for ourcitizens and regional partners.

Resource Management

Response Capability

Image & Branding


Image & Branding

27


2 OPERATIONAL EXCELLENCE2. OPERATIONAL EXCELLENCE

ODPM will continuously improve its role inODPM will continuously improve its role incoordinating the management of local,national, regional and internationalresources to optimize Comprehensive


p pDisaster Management (CDM) – Prevention,Mitigation, Preparedness, Response andRecovery. We will ensure quality and cost

Framework Alignment

Resource Management

Coordination Effectiveness

effectiveness in all ODPM operations in aboundaryless environment enabling highlytrained staff and lean processes designed for


Programme Development & Managementrapid execution.

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3. COMMUNITY RESILIENCE

ODPM will champion a systematicapproach to developing disaster

St t i Obj ti

approach to developing disastermanagement capability in our localcommunities. We will design andimplement programmes that willStrategic Objectives

Readiness

Resource Management

implement programmes that willenhance awareness, build capacity andcapability by partnering with ourcitizens and key stakeholders.


Public / Family Awareness & Education

29


4. ENHANCING DRM TECHNICAL

CAPABILITIESCAPABILITIES

ODPM will strengthen DRM/DRRtechnical capabilities by using


Programme Development & Management

innovative approaches to enhancedisaster management competenciesamongst our communities and


Certificationpartnerships.

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6.1B STRATEGIC LINKAGES: INITIATIVES OBJECTIVESStrategic Objectives are specific pathways designed to achieve a given Strategic Initiative. ODPM selected the following:STRATEGIC INITIATIVES STRATEGIC OBJECTIVES

Strategic Partnerships Capacity / Reach (CR)• Partner Strategically ‐ Build External DRM Capacity• Extend Breadth of Geographical Reach

Response Capability (RC)• Manage and Enhance Response to Reduce Hazard Impacts• Ensure Continuity of Government – Businesses – Families

Image & Branding (IB)• Improve Public Perception – Raise Brand Awareness – Improve Brand Recognition

Operational Excellence Framework Alignment (FA)• Alignment to HYOGO CDEMA National StrategyAlignment to HYOGO , CDEMA, National Strategy

Resource Management (RM)• HR / Cost / Assets / Supplies

Coordination Effectiveness (CE)• Define Roles & Responsibilities – Develop Mutual Understanding

Integrated Performance Management (IPM)• Measure – Manage – Plan Performance

Community Resilience Readiness (R)• Private / Government / Regional / Public• Culture of Readiness & Response• Culture of Readiness & Response

Public / Family Awareness & Education (PFAE)• Culture of Disaster Preparedness – Common Disaster Risk Knowledge• Disaster Factors – Reducing Exposure and Vulnerability to Hazards

Enhancing DRM Technical Capabilities Programme Development (PD)


Enhancing DRM Technical Capabilities g p ( )• Mitigate and Reduce National and Regional Disaster Risk

Certification (C)• Recognized Authority – Enhanced DRM Competencies

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CHAPTER 66.1C ODPM STRATEGIC OBJECTIVES

1. Capacity / Reach (CR) To facilitate the development and implementation of multi-disciplinary programmes with our strategic partners to build DRMcapacity and achieve national and regional resilience.

2. Response Capability (RC) Manage and enhance our national and regional response mechanisms to reduce hazard impact and ensure continuity ofgovernment, business and family functions.

3. Image and Branding (IB) We will reinforce the ODPM brand to enhance the public’s perception of the organization, raise awareness of our highquality products and training services, and improve brand recognition across Trinidad and Tobago.

4. Framework Alignment (FA) To ensure that national strategies are consistent with adopted HYOGO and CDM frameworks to achieve DRMoperational excellence.

5. Resource Management (RM) To optimize human and physical assets to ensure effective implementation of CDM initiatives through an efficientsystem for the allocation, deployment and utilization of resources.

6. Coordination Effectiveness (CE) ODPM will promote synergy among strategic partners and stakeholders by clearly defining roles andresponsibilities, developing mutual understanding among partners in the execution of collective duties.

7. Integrated Performance Management (IPM) ODPM will ensure the sustainability of desired outcomes of quality and performance throughmeasurement, monitoring and evaluation of Enterprise level and individual performance across the organization.

8. Readiness (R) To champion an integrated approach towards increasing disaster readiness through the establishment of effective SOPs, appropriatetraining to create a culture of readiness and response.

9. Public / Family Awareness and Education (PFAE) To create a culture of disaster preparedness across all levels of society by developingcommunity programmes to increase common knowledge about disaster risks, factors that lead to disasters and actions that can be taken collectivelyto reduce exposure and vulnerability to hazards.

10. Programme Development (PDM) ODPM will identify and manage programmes that are consistent with the National CDM Strategy to mitigate andreduce national and regional risk.


g

11. Qualification and Certification Standards (C) To partner with UTT and other local and international recognized authorities to facilitate thedevelopment and delivery of accredited courses that will enhance national and regional DRM competencies.

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CHAPTER 66.2 CRITICAL SUCCESS FACTORS / STRATEGIC PRIORITIES

Strategic Priorities are “Sub‐Initiatives” that focus on specific areas for development. They represent the factors that are critical

to ensuring the achievement of goals and objectives. They are intended to frame the scope of operational activities that MUST

be undertaken by the organization to ensure readiness for execution. ODPM adopted 11 Critical Success Factors / Strategic

Priorities based on the results of the Organizational Assessment exercise and the Strategic Goals set by the Core Team. The

surnames of the owners of these Priorities appear next to them.

The Strategic Priorities (for goal achievement) are:

Strategic Priority Owner Abbreviation

1 Legislative Framework CEO LF

2 Partnerships CEO / PRU / MPRU / PIECO P

3 Cost Effectiveness CS CE

4 Planning MPRU / PRU P

5 Community Preparedness PIECO / PRU CP

6 Organizational Development CEO / CS OD6 Organizational Development CEO / CS OD

7 Funding (Grant Writing, Certification Fees, Contributions/Donations) MPRU / CS F

8 Image & Branding CEO / PIECO IB

9 Project Management PM PM


j g

10 Integrated Performance Management CS IPM

11 Capital and Infrastructure Projects CEO / PRU / CS CIP

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6.2 CRITICAL SUCCESS FACTORSODPM KEY PROJECTS 2011 – 2015PROJECT PROJECT

1 Legislative Framework Review 21 “Safer Buildings” (Urban / Rural Planning)

2 Cost Effectiveness 22 NEOC Management

3 Recruitment and Staffing 23 ODPM Relocation

4 C O R E (Communities Organized & Ready for Emergencies) 4 C.O.R.E. (Communities Organized & Ready for Emergencies) Project 24 Disaster Information Mapping

5 International Funding 25 BCM Planning

6 Regional Funding 26 Egress Planning

7 Local Funding 27 Evacuation Planning7 Local Funding 27 Evacuation Planning

8 Strategic Partnerships 28 National Stakeholder Training

9 Strategic Planning 29 National Volunteer Programme

10 Warehousing and Inventory Management 30 Shelter Inspection Exercise

11 National Preparedness Survey 31 ODPM Long-Term Relocation

12 ODPM Image and Branding 32 Hazard Information System

13 Teambuilding 33 Early Warning Systems

14 Integrated Performance Management System 34 Institutional Framework14 Integrated Performance Management System 34 Institutional Framework

15 National Incident Management System

16 Critical Facilities Protection

17 National Response Planning


18 National Education Campaign

19 Organizational Training Plans

20 National Risk Assessment34

6.2 CRITICAL SUCCESS FACTORSODPM KEY ENTERPRISE PROJECT SCORECARD

Strategic Priorit Project Name Project Description Metric(s) Targeted Strat O ner Start EndStrategic Priority Project Name Project Description Metric(s) Targeted Init Owner Date Date

LEGISLATIVE FRAMEWORK

Legislative Framework Review

- CDM Framework

Evaluate existing policies / legislation / acts to design appropriate legislative framework for Trinidad and Tobago and regional j i di ti

- legislative authority

% l ti d ft l i l tiSP SR / CEO,

DJ KB Nov 2009 Dec 2011FRAMEWORK - Critical Facilities Protection Policy

jurisdiction

Legislative authority to facilitate ODPM coordination

- % completion draft legislation DJ, KB

COST ff i

Conduct Process Mapping exercise and develop

- % variance from budget

- % critical items out of stock CJ VM COST EFFECTIVENESS Cost Effectiveness Departmental Cost Centres

and controls to reduce operating costs

% critical items out of stock

- % on-time completion of audits

OE CJ, VM, NEW Jun 1 2011 Dec 2011

Org Structure

- % completion of new org structure design

- % of candidates meeting

ORGANIZATIONAL DEVELOPMENT

Recruitment and Staffing

Org Structure


Key Role Staffing

% of candidates meeting competency requirements

- # of key positions vacant

- average time to fill key vacancies

- key position turnover

OE / EDRM CJ, NS May 31

2011 Jul 31 2011

key position turnover

COMMUNITY PREPAREDNESS

C.O.R.E. (Communities Organized and Ready for

Develop and implement Community Based Flood (Education) Mitigation and Control Project to establish

- # of communities visited

- # of communities completing readiness assessment

- # of communities achieving readiness Level 1 – Level 2 –L l 3

CR

SR / CEO, CB;

Regional May 2011 Dec 31 2011


PREPAREDNESS Ready for Emergencies) Project

jnational and local coordination solutions.

Level 3

- Awareness (Overall Public –Specific Communities: TBD)

- Resilience

Regional Coords (5)

2011

35


St t i P i it P j t N P j t D i ti M t i ( ) T t d Strat O Start EndStrategic Priority Project Name Project Description Metric(s) Targeted Init Owner Date Date

FUNDING International Funding

Develop and implement project toraise Disaster

- % of international funding opportunities / grants won OE TBD TBD TBDFUNDING International Funding Management funds

from International sources.

- international funds raisedOE TBD TBD TBD

Develop and

FUNDING Regional Funding

e e op a d implement project toraise Disaster Management funds from Regional sources.

- % of regional funding opportunities won

- regional funds raisedOE TBD TBD TBD

FUNDING Local Funding

Develop and implement project toraise Disaster Management funds from local sources including the private sector and local

- revenue from certification fees

- private sector contributions / donations

OE TBD TBD TBD

sector and local communities. - local funds raised

Define Strategic Partners, Partnership Objectives & Value E h

- % on-time response

- Efficiency measure SR / CEO,


PARTNERSHIPS Strategic Partnerships Exchange.

Create formalStrategic Partner Relationships

- Reliability

- Coordination effectiveness (R-Y-G)

SP/ ,

ELT, NS, NEW

June 1 2011 Dec 1 2011

36


St t i P i it P j t N P j t D i ti M t i ( ) T t d Strat O Start EndStrategic Priority Project Name Project Description Metric(s) Targeted StratInit Owner Start

DateEndDate

PLANNING Strategic Planning Completion of Strategic Plan 2010-2015

- % completion strategic planning exercise

- % ODPM readiness Level 1 –Level 2 – Level 3

OE SR / CEO Apr 28 2011 May 20 2011

- strategic alignment

PLANNING

COST

Warehousing and Inventory

Manage inventory of preparedness and emergency supplies (incl. perishables).

d tif it bl l ti

- % warehouses achieving readiness

- # stock outs of key items OE / CR CJ, NEW Jun 1 2011 Sep 1 2011COST EFFECTIVENESS Management Identify suitable locations

and setup satellitewarehouses across Trinidad and Tobago.

# stock outs of key items

- inventory turns

- % of demographic surveys completed


National Preparedness Survey

Comprehensive baseline assessment of the citizens of Trinidad and Tobago’s knowledge of hazards, knowledge of damage and losses, awareness of preparedness measures,

- % of communities achieving readiness Level 1 – Level 2 –Level 3

- % on-time reporting of partner agencies

% f t t i t

CR / OECB, VR,

Regional Coords (5)

Jun 1 2011 Dec 31 2011

preparedness measures, exposure to ODPM media and awareness of evacuation procedures.

- % of strategic partners achieving readiness Level 1 –Level 2 – Level 3

- Awareness

- Resilience


IMAGE & BRANDING

ODPM Image and Branding

Image and Branding Assessment

- brand awareness- brand recognition- brand credibility

SP CB, DN TBD TBD

37



DateEndDate

IMAGE AND BRANDING Teambuilding Develop ODPM Teambuilding

Programme

- % increase in employee satisfaction

- % increase in productivity

- % reduction in absenteeism

EDRM / SP

SR / CEO, NS Apr 1 2011 Sept 30

2011% reduction in absenteeism

- % reduction in employee turnover rate

INTEGRATED PERFORMANCE

Integrated Performance

Develop Integrated Performance Management System linking Organizational – Departmental – Individual


OE SR / CEO, Jun 15 2011 Sep 30 PERFORMANCE MANAGEMENT Management

System

Departmental Individual Performance. Develop Operating Plans. Implement Audit Tools & Processes

- % completion of planning activities & projects

OE NS Jun 15 2011 2011

National Incident Develop National Disaster Response Framework for

- response time

- % risk reduction

PLANNINGNational Incident Management System (NIMS)

pIncident Management and delivery of collaborative emergency response activities.

- % of incidents reported (Level 1 – 2 – 3)

- % of serious incidents not reported (Level 1 – 2 – 3)

OE / SP OPS / CEO, (NEW) / TBD Jun 1 2011 Jun 1 2012

- 100% critical facilities id tifi d t

PLANNING Critical Facilities Protection

Review / Complete CFP Policy

Identify critical sectors and facilities and develop

identified across sectors

- % of critical facilities with adequate protection systems in place

- % sectors with critical facilities protection plans

OE / SP OPS, DJ, NEW, (TP) Sep 2009 TBD


protection plans. protection plans

- % completion of CFP Policy

- # security breaches at critical facilities

38


Strategic Priority Project Name Project Description Metric(s) Targeted Strat Owner Start EndStrategic Priority Project Name Project Description Metric(s) Targeted Init Owner Date Date

PLANNING National ResponsePlanning

Facilitate the Completion of Emergency Response Plans for First Responder Agencies (Police Fire Services

- % first responders with ODPM certified response plans

- % regional / municipal corporations with response SP / OE SR / CEO,

OPS KB VM Jun 1 2011 Dec 31 2011Planning (Police, Fire Services,

Emergency Health Services, Regional /Municipal Corporations)

p pplans

- % of strategic partners achieving readiness Level 1 –Level 2 – Level 3

/ OPS, KB, VM 2011

Conduct Public Education and - Awareness


National Education Campaign

Education and Advertising Campaign on Disaster Preparedness and Emergency Planning to increase public awareness and mitigate disaster risk.

Awareness

- Reduction in number of incidents

- Reduction in number of losses (life, resources)

CR / EDRM CB, DN, VR Sep 2010 Sep 2011

g


Organizational Training Plans

Competency audits & development of training plans

- % employees with required competencies

- % training plans developed and implemented

EDRM NS Jun 15 2011 Dec 31 2011g p p

- DRM technical capabilities

Conduct country-- # of regions assessed (% of 14 regions + Tobago)


PLANNING National Risk Assessment wide hazard and vulnerability risk assessments

g g )

- % completion of national assessment

CR SR / CEO, OPS, DJ, SB Feb 2011 Feb 2013

39



DateEndDate

PLANNING Safer Buildings (Urban / Rural Planning)

Collaborating with Town & Country Planning to ensure appropriate land use, planning; adherence

- risk reduction

- incident reduction

- reduction in losses SP SR / CEO, DJ, KB Sep 2011 Sep 2012

to building codes, zoning laws (new construction) - % compliance with

building codes

Management of the National Emergency Operations Center - % of NEOC Processes

PLANNING NEOC Management

Operations Center (NEOC).

Includes development, implementation and testing Standard Operating Procedures (SOPs) for all NEOC

reviewed

- % NEOC SOPs developed

- % on-time exercise of NEOC

NEOC Readiness (R Y G)

OE TBD TBD TBD

( )Disaster Readiness processes.

- NEOC Readiness (R – Y – G)

CAPITAL & INFRASTRUCTURE ODPM Short-Term

Conduct feasibility study –develop ODPM short term

i - TBD OE SR / CEO, Jun 2009 Sept 2011INFRASTRUCTURE PROJECTS Relocation relocation plan – relocate

ODPM.TBD OE KB, NEW Jun 2009 Sept 2011

INTEGRATED Di t I f ti Disaster related mapping U f GIS t h

- response timeDJ SB DM


INTEGRATED PERFORMANCE MANAGEMENT

Disaster Information Mapping

Use of GIS to enhance national DRM planning, mitigation and response.

- preparedness- cost

OE DJ, SB, DM, VM TBD TBD

40


Strategic Priority Project Name Project Description Metric(s) Targeted StratInit Owner Start

DateEndDate

PLANNING BCM PlanningBusiness Continuity Management (BCM) Planning Initiative for all

- # of Ministries participating in BCM Workshops: 12

SP / EDRM OPS, CJ, DJ 2009 Dec 1 2011g Planning Initiative for all Ministries. - % of Key Ministries with

completed BCM Plans: 0

/ , ,

Coordinate / facilitateplans to harmonize the operations of first responders and their

- % Mass Egress Plans Completed and Implemented: 20% D 17 PLANNING Egress Planning

responders and their support agencies to facilitate emergency preparedness and response during egress operations – test quarterly.

Implemented: 20%

- Plans Tested: POS Mass Egress Plan Tested April 2011 (Tabletop Test)

SP / EDRM OPS, CJ Nov 9 2010 Dec 17 2010

Effectively facilitate the d l t f

PLANNING Evacuation Planning

development of mass evacuation plans for the 14 regional / municipal corporations. Coordinate the activation and exercise of mass evacuation plans.

- Plans Implemented: 0%

- Plans Tested: 0%SP / EDRM OPS, CJ TBD TBD

PARTNERSHIPS National Stakeholder Training

Stakeholder Capacity Development Workshops on a range of DRM topics including: Damage And Loss Assessment (DALA), Damage Assessment And Need Analysis (DANA),

- % of stakeholders completing required Disaster Management Training: 100% EDRM / SP OPS, CJ Jan 1 2010 TBD


Training eed a ys s ( ), EOC Management, Incident Command System, Shelters & Shelter Management, Urban SAR, Web EOC.

- Training: 2x per year, per stakeholder

41



DateEndDate

Establish a mechanism through which volunteers can offer their time, efforts and


National Volunteer Programme

skills at varying levels of a disaster. Provide volunteers with disaster related training and emergency skills which will enable them to support stakeholders at each phase of Disaster Risk Reduction and M t hi h

- % Completion of Volunteer Policy: 20%

- Volunteer Policy Implemented

EDRM / CR CB, OPS Aug 1 2010 Sept 1 2011

Management which encompasses prevention, mitigation, preparedness response and recovery.

Inspection to ensure all - Standard: Every 3 Years


Shelter InspectionExercise

pestablished shelters meet National Standards: Adequate Space, Building Integrity, Sanitation, Sanitation Facilities, Location, Other Needs

Standard: Every 3 Years

- 5 of 14 Corporations Inspected

- % of Shelters Inspected: TBD

SP / CR OPS, CJ Nov 1 2010 Nov 2010 / June 2011

CAPITAL AND INFRASTRUCTURE ODPM New Facility

i

Determine Design Plan and Building Specifications for New ODPM Facility. Determine cost s– source funding - conduct Feasibility St d

-% completion design plan

-% completion building specifications OE DJ KB 2009

Plan: Oct 2012


INFRASTRUCTURE PROJECTS Construction Study.

Collaborate with MNS Projects Dept and other key stakeholders.

-Response time

-Readiness

OE DJ, KB 2009Constructio

n: 2015

42



DateEndDate


Hazard Information Systems

Design and implementation of a hazard information system to track and monitor hazards across Trinidad and Tobago; establish historical data for comprehensive disaster management.

- TBD OE DJ, SB 2009 Sept 1 2012

disaster management.

Implementation of early i t f


Early Warning Systems

warning systems for hydrometeorogical incidents across Trinidad and Tobago.

Includes San Juan River Basin and Tsunami Warning Projects.

- TBD OE DJ, OPS, CJ 2009 Sept 1 2012

LEGISLATIVE Institutional

Design and develop an appropriate institutional framework for CDM in Trinidad and Tobago. Guide GORTT i th f th - TBD SP / OE DJ KB 2009 Dec 2011


FRAMEWORK Framework GORTT in the further development and implementation of CDM Institutional Framework

TBD SP / OE DJ, KB 2009 Dec 2011

43

CHAPTER 66.3 THE ACTION PLAN

Template for Action Plan found in Appendix 1:

DEVELOPMENT PILLAR (S):DEVELOPMENT PILLAR (S):

STRATEGIC GOAL:

EXPECTED IMPACT (STRATEGIC INITIATIVE):

ODPM TARGET TIMEFRAMEODPM STRATEGIC OBJECTIVE

ODPM STRATEGIC PRIORITY

ODPM KEY PROJECTS ODPM METRICS BASELINE

DATA 2010

TARGET TIMEFRAME

2011 2013 2015 Y1 Y2 Y3 Y4 Y5


CHAPTER 7CONCLUSION

The ODPM Strategic Plan 2010 – 2015 represents the primary vehicle for alignment of the activities of the organization with the Disaster

Management component of the mission of the Ministry of National Security. We remain confident that with the support of our Management Team,

Employees and Strategic Partners we will achieve the Strategic Goals stated in this plan to improve disaster preparedness and reduce disaster risk

across Trinidad and Tobago. Given Trinidad and Tobago’s current level of Disaster Readiness, ODPM must rapidly accelerate the roll‐out of projects

selected to drive the fulfillment of our Strategic Initiatives.

ODPM will strive to increase capacity in all stages of Disaster Management Cycle by cascading the ODPM Strategic Plan across the organization.

Consistently hitting performance targets requires an Integrated Performance Management System to translate Strategy to Execution. Next steps in

the full implementation of the ODPM Strategic Plan 2010 – 2015 should include a series of 1‐Year Enterprise Operating Plans and the completion of

an Enterprise Performance Management System.

The completion of an Enterprise Performance Management System will drive performance under each of the 5 Disaster Management dimensions.

The ELT will put measures in place to improve communication and collaboration between GORTT, Private Sector, Civil Society and the Public to

reduce the impact of hazards and reduce vulnerability to threats. We will assert ODPM’s Role in national Disaster Risk Reduction by pursuing

comprehensive legislation to establish the ODPM as Trinidad and Tobago’s Disaster Management Authority.

To achieve these Goals, ODPM must cascade the Strategy across the Middle Management and Frontline levels of the organization by translating

organizational targets to departments, and departmental targets to individuals. This disaggregation of the Strategic Plan will enable ODPM to adjust

or accelerate the targets throughout the planning period to drive optimum achievements of the Strategic Goals. The completion of an Integrated


Performance Management System will allow ODPM to measure, manage and evaluate progress the overall achievement of the ODPM Strategy.

45

Planning

ODPM STRATEGIC PLAN 2010 – 2015STRATEGIC COMPASS

100% 100% RISK

KEY

100%READINESS

100% RISKREDUCTION

STRATEGIC GOALS

STRATEGIC INITIATIVES

KEYLEGISLATIVE AUTHORITY (DEC 2011)

STRATEGIC OBJECTIVES

STRATEGIC PRIORITIES


TOP 10 PROJECTS

LegislativeFramework

© OPUS STRATEGIC COMPASS

46

CHAPTER 66.1 ORGANIZATIONAL STRATEGY AND ACTION PLAN

STRATEGICGOALS 100% Readiness

Legislative Authority(December 2011)


StrategicPartnerships

OperationalExcellence

CommunityResilience

Enhancing DRMTechnical

C bili i

STRATEGICINITIATIVES Partnerships Excellence Resilience Capabilities

Capacity /Reach

ResponseCapability

Image &Branding

CoordinationEffectiveness

Public Awareness& Education Certificationp y g

FrameworkAlignment

STRATEGICOBJECTIVES

ResourceManagement

Integrated PerformanceManagement ReadinessProgramme

Development

LegislativeFramework

Planning Image &Branding

OrganizationalDevelopment

CommunityPreparedness Funding

STRATEGICPRIORITIES


ProjectManagementPartnerships

Integrated PerformanceManagement

CostEffectiveness

PRIORITIES

47

ODPM READINESS ASSESSMENTFOR JANUARY 2010 - APRIL 2011

ODPM OVERALL READINESS

INITIATIVE / PROJECT READINESS

PREVENTION

Ad ti i d M lti M di C i

ODPM OVERALL READINESS:

Critically Lagging

Behind Target

On Target

LEGEND:

Advertising and Multi-Media Campaign

Community Disaster Risk Reduction Programme

Private Sector Engagement Programme

MITIGATION

E l P bli W i S t (EWS)

DISASTER MANAGEMENT CYCLE

Early Public Warning System (EWS)

Geographic Information System

National Earthquake Consultation

PLANNING / PREPAREDNESS

St t i Pl iStrategic Planning

Egress Planning

FA-HUM Exercise

Evacuation Planning

N ti l St k h ld T i iDISASTER MANAGEMENT

COMPETENCYREADINESS

National Stakeholder Training

BCM Planning Initiative

National Disaster Preparedness Survey

RESPONSE / RECOVERY

E R Pl

COMPETENCY

PREVENTION

MITIGATION



Emergency Response Plans

Shelter Inspection Exercise

NEOC Management


RESPONSE / RECOVERY

48

APPENDICES


APPENDIX I: ACTION PLAN

The following pages outline the ODPM Action Plan in the format below:

DEVELOPMENT PILLAR (S):DEVELOPMENT PILLAR (S):

STRATEGIC GOAL:

EXPECTED IMPACT (STRATEGIC INITIATIVE):

ODPM TARGET TIMEFRAMEODPM STRATEGIC OBJECTIVE



DATA 2010

TARGET TIMEFRAME

2011 2013 2015 Y1 Y2 Y3 Y4 Y5


DEVELOPMENT PILLAR (S): PILLAR 1: PEOPLE CENTERED DEVELOPMENT

STRATEGIC GOAL: 100% READINESS

EXPECTED IMPACT (STRATEGIC INITIATIVE) OPERATIONAL EXCELLENCE / ENHANCING DRM TECHNICAL CAPABILITIES / STRATEGIC PARTNERSHIPS(STRATEGIC INITIATIVE): / /

ODPM STRATEGIC OBJECTIVE


ODPM KEY PROJECTS ODPM METRICS

BASELINEDATA 2010

TARGET TIMEFRAME

2011 2013 2015 Y1 Y2 Y3 Y4 Y5

- % variance from budgetTBD 5% 5% 5%

RESOURCE MANAGEMENT

COST EFFECTIVENESS

Cost Effectiveness

- % critical items out of stock- % on-time completion of audits

TBD

TBD

TBD

5%

0%

100%

5%

0%

100%

5%

0%

100%

- % completion of new org structure design 70% 100% 100% 100%

READINESS

RESPONSE CAPABILITY



- % of candidates meeting competency requirements- # of key positions vacant- average time to fill key vacancies- key position turnover

TBD

2

TBD

TBD

80%

0

6 WEEKS

TBD

90%

0

6 WEEKS

TBD

90%

0

6 WEEKS

TBD- key position turnover

READINESS PLANNINGNationalResponsePlanning

-% first responders with ODPM certified response plans- % regional / municipal corporations with response plans

TBD

TBD

TBD

50%

50%

TBD

100%

100%

TBD

100%

100%

TBDg p p- % of strategic partners achieving readiness Level 1 – Level 2 – Level 3

TBD TBD TBD TBD

COORDINATIONEFFECTIVENESS

- % strategic partners with defined SLAs-% on-time response

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD


EFFECTIVENESS

CAPACITY / REACH

PARTNERSHIPS Strategic Partnerships

p-Efficiency measure-Reliability-Coordination effectiveness (R-Y-G)

TBD

TBD

YELLOW

TBD

TBD

GREEN

TBD

TBD

GREEN

TBD

TBD

GREEN

51


STRATEGIC GOAL: 100% READINESS

EXPECTED IMPACT (STRATEGIC INITIATIVE): OPERATIONAL EXCELLENCE / COMMUNITY RESILIENCE(STRATEGIC INITIATIVE):




BASELINEDATA 2010

TARGET TIMEFRAME

2011 2013 2015 Y1 Y2 Y3 Y4 Y5

READINESS -% completion strategic l i i 100% 100% 100% 100%

COORDINATION EFFECTIVENESS

PLANNING Strategic Planning

planning exercise- % ODPM readiness Level 1 – Level 2 – Level 3- strategic alignment

100%

TBD

TBD

100%

TBD

TBD

100%

TBD

TBD

100%

TBD

TBD

READINESS PLANNING National Risk Assessment

- # of regions assessed (% of 14 regions + Tobago)

- % completion of national assessment

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

INTEGRATEDPERFORMANCE MANAGEMENT


Integrated PerformanceManagement System

-% increase in productivity- % completion of planning activities & projects

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

READINESS PLANNING “Safer

- risk reduction- incident reduction

d ti i l

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD


READINESS PLANNING Buildings” - reduction in losses- % compliance with building codes

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

52


STRATEGIC GOAL: 100% NATIONAL RISK REDUCTION / 100% READINESS

EXPECTED IMPACTEXPECTED IMPACT (STRATEGIC INITIATIVE): STRATEGIC PARTNERSHIPS / COMMUNITY RESILIENCE / OPERATIONAL EXCELLENCE




BASELINEDATA 2010

TARGET TIMEFRAME

2011 2013 2015 Y1 Y2 Y3 Y4 Y5

RESPONSE CAPABILITYINTEGRATED

PERFORMANCE MANAGEMENT

ODPM GIS- response time- preparedness- cost

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

CERTIFICATION PARTNERSHIPSNational Stakeholder

- % of stakeholders completing required Disaster Management Training: 100%

TBD TBD TBD TBD

Training

- Training: 2x per yearTBD TBD TBD TBD

- # of communities visited

CAPACITY / REACH

READINESS


C.O.R.E. (Communities Organized and Ready for

- # of communities completing readiness assessment-# of communities achieving readiness Level 1 – Level 2 –Level 3

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD


Emergencies) Project

- Awareness (Overall Public – Specific Communities: TBD)- Resilience

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

53



EXPECTED IMPACTEXPECTED IMPACT (STRATEGIC INITIATIVE): COMMUNITY RESILIENCE / ENHANCING DRM CAPABILITIES




BASELINEDATA 2010

TARGET TIMEFRAME

2011 2013 2015 Y1 Y2 Y3 Y4 Y5

% of demographic

READINESS

INTEGRATED COMMUNITY PREPAREDNESS

National Preparedness

-% of demographic surveys completed- % of communities achieving readiness Level 1 – Level 2 – Level 3-% on-time reporting of partner agencies

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

PERFORMANCE MANAGEMENT

PREPAREDNESS pSurvey

partner agencies- % of strategic partners achieving readiness Level 1 – Level 2 – Level 3- Awareness- Resilience

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

PUBLIC AWARENESS & EDUCATION


National Education Campaign

-Awareness- Reduction in number of incidents- Reduction in number of losses (life, resources)

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

CAPACITY / REACH

PROGRAMMECOMMUNITY

PREPAREDNESS

National Volunteer

-% Completion of Volunteer Policy: 20%

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD


PROGRAMME DEVELOPMENT

PREPAREDNESS Programme -Volunteer Policy Implemented

TBD TBD TBD TBD

54

DEVELOPMENT PILLAR (S): PILLAR 3: NATIONAL AND PERSONAL SECURITY

STRATEGIC GOAL: 100% NATIONAL RISK REDUCTION

EXPECTED IMPACT(STRATEGIC INITIATIVE): OPERATIONAL EXCELLENCE




DATA 2010

TARGET TIMELINE

2011 2013 2015 Y Y Y Y Y2011 2013 2015 1 2 3 4 5

RESOURCE I t ti l

- % of international funding opportunities TBD TBD TBD TBDRESOURCE

MANAGEMENT FUNDING International Funding

g pp/ grants won- international funds raised

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

RESOURCEMANAGEMENT FUNDING Regional

Funding

- % of regional funding opportunities won

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD- regional funds raised

- revenue from certification fees TBD TBD TBD TBD


RESOURCE MANAGEMENT FUNDING Local Funding - private sector

contributions / donations-local funds raised

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

55


STRATEGIC GOAL: 100% NATIONAL RISK REDUCTION

EXPECTED IMPACT STRATEGIC PARTNERSHIPS / OPERATIONAL EXCELLENCE(STRATEGIC INITIATIVE): STRATEGIC PARTNERSHIPS / OPERATIONAL EXCELLENCE




DATA 2010

TARGET TIMELINE

2011 2013 2015 Y1

Y2

Y3

Y4

Y5

IMAGE AND BRANDING IMAGE & BRANDING

ODPM Image and Branding

- brand awareness- brand recognition

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBDG g- brand credibility TBD TBD TBD TBD

COORDINATIONCOORDINATION EFFECTIVENESS

FRAMEWORK ALIGNMENT

LEGISLATIVE FRAMEWORK

Legislative Review

- legislative authority

- % completion draft legislation

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

READINESSIMAGE AND BRANDING Teambuilding

- % increase in employee satisfaction


- % reduction in

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD


IMAGE AND BRANDINGBRANDING - % reduction in

absenteeism

- % reduction in employee turnover rate

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

56



EXPECTED IMPACT(STRATEGIC INITIATIVE): OPERATIONAL EXCELLENCE(STRATEGIC INITIATIVE):




DATA 2010

TARGET TIMELINE

2011 2013 2015 Y1

Y2

Y3

Y4

Y5

READINESS COMMUNITY PREPAREDNESS

Shelter Inspection

- Standard: Every 3 Years- 5 of 14 Corporations Inspected

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBDPREPAREDNESS pExercise Inspected

- % of Shelters Inspected: TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

RESOURCE MANAGEMENT

READINESS

PLANNING

COST EFFECTIVENESS

Warehousing and Inventory Management

- % warehouses achieving readiness- # stock outs of key items

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBDREADINESS C SS- inventory turns

TBD TBD TBD TBD

READINESS- % employees with required competencies

TBD TBD TBD TBD




OrganizationalTraining Plans

- % training plans developed and implemented- DRM technical capabilities

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

57


STRATEGIC GOAL:

EXPECTED IMPACT(STRATEGIC INITIATIVE): OPERATIONAL EXCELLENCE




DATA 2010

TARGET TIMELINE

2011 2013 2015 Y1

Y2

Y3

Y4

Y5

- % of NEOC Processes reviewed

RESPONSE CAPABILITY PLANNING NEOC Management

Processes reviewed- % NEOC SOPs developed- % on-time exercise of NEOC- NEOC Readiness (R –

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

Y – G)

RESPONSE CAPABILITY PLANNING

NationalIncident Management

- response time- % risk reduction- % of incidents reported (Level 1 – 2 –3)

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBDgSystem (NIMS)

3)- % of serious incidents not reported (Level 1 – 2 – 3)

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

- 100% critical facilities identified across sectors

READINESS

CAPACITY / REACHPLANNING

Critical Facilities Protection

- % of critical facilities with adequate protection systems in place- % sectors with critical facilities

t ti l

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD


protection plans- % completion of CFP Policy- # security breaches at critical facilities

TBD TBD TBD TBD

58


STRATEGIC GOAL:

EXPECTED IMPACTEXPECTED IMPACT(STRATEGIC INITIATIVE): ENHANCING DRM TECHNICAL CAPABILITIES




DATA 2010

TARGET TIMELINE

2011 2013 2015 Y1

Y2

Y3

Y4

Y51 2 3 4 5

RESPONSE CAPABILITY

CAPACITY / REACH

READINESS

CERTIFICATIONBCM Planning

- # of Ministries participating in BCM Workshops: 12

- % of Key Ministries

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBDCAPACITY / REACH % of Key Ministries with completed BCM Plans: 0

READINESS

- % Mass Egress Plans Completed and Implemented: 20%

TBD TBD TBD TBDRESPONSE CAPABILITY

CERTIFICATIONEgress Planning - Plans Tested: POS

Mass Egress Plan Tested April 2011 (Tabletop Test)

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

READINESSRESPONSE CAPABILITY

READINESS

CERTIFICATION

Evacuation Planning

- Plans Implemented:- Plans Tested:

0%

0%

TBD

TBD

TBD

TBD

TBD

TBD


COORDINATION EFFECTIVENESS

CAPITAL & INFRASTRUCTURE

PROJECTS

ODPM Relocation - TBD TBD TBD TBD TBD

59

APPENDIX IIODPM MANAGEMENT STRUCTURE & FUNCTIONAL AREAS

Per the Organizational Structure presented in Chapter 1, at the time of writing of this Strategic Plan ODPM’sFunctional Areas included the following five (5) Departments:

1 Miti ti Pl i d R h U it d t li l i GIS l i iti ti l i1. Mitigation, Planning and Research Unit advocates policy planning, GIS analysis, mitigation planning, implementation of mitigation strategies, data collection, dissemination of information, research and critical facilities protection.

2. Preparedness and Response Unit is responsible for most operations including the coordination of First2. Preparedness and Response Unit is responsible for most operations including the coordination of First Responder agencies, facilitation of training and capacity building and institutional strengthening programmes for staff, stakeholders and First Responder agencies as well as the continuous development and review of National and Regional Response Plans.

3. Public Information and Education Community Outreach has oversight of public education/awareness initiatives, public relations, information dissemination, media relations, community outreach programmes and volunteerism.

4 Administrative Support and Finance Unit is responsible for business services human resources finance and4. Administrative Support and Finance Unit is responsible for business services, human resources, finance and accounting and information communications technology.

5. Project Management Unit assists the ODPM’s strategic unit in project monitoring, tracking and reporting to internal or external agencies.


The full ODPM Org Chart appears on the following page.

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APPENDIX IIODPM MANAGEMENT STRUCTURE & FUNCTIONAL AREAS


APPENDIX IIIODPM LEGAL & REGULATORY FRAMEWORK

Current Legal / Regulatory Framework

Assessment Treatment Preparedness Response Recovery

Legislation

StandardsRegulationsRegulationsInspections

CodesLicenses


REQUIREMENTS OF LEGAL AND REGULATORY FRAMEWORK

Empower National Coordinating Authority (ODPM) to execute and deliver on its new, expanded mandate

Align subsidiary and associated legal instruments with the imperatives of the evolving CDM Programme

Impose mandatory business and government continuity standards

Empower all stakeholders by:

Clarifying roles and responsibilities

Stipulating capacity requirements (inspectors, licensed operators, etc.) to support delivery of all aspectsof CDMP

Enabling quality assurance re compliance and reporting

Providing access to funding, via budgetary process (cf. PSIP)

Establish emergency protocols

Including inter‐governmental and private sector arrangements


Establish information sharing and confidentiality protocols

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APPENDIX IVPOLICY FRAMEWORK

HYOGO INTERNATIONAL POLICY FRAMEWORKThe HYOGO Framework outlines 5 Priorities for Action:

1Make Disaster Risk Reduction a national and local priority

2Build a culture of safety and resilience

3Identify, assess and monitor disaster risks and strengthen initiatives

44Reduce the underlying risk factors

5


5Improve response effectiveness by strengthening disaster preparedness

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HYOGO FRAMEWORK & IMPACT REDUCTION WORK GROUPS

IdentifyRisks

Treat Risks RespondAssess

RisksRecover

Risks Risks RespondRisks

CoordinationWork Gro p

ResponseWork Group

ReliefWork Group

Work Group

Impact Assess’ntWk.Group Group

Hyogo 2

GroupWk.Group

Hyogo 3

Hyogo 4 H 4


Hyogo 5

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CDEMA REGIONAL POLICY FRAMEWORK Mobilise and coordinate disaster relief

Mitigate or eliminate the immediate consequences of disasters

Provide immediate and coordinated response through emergency disaster Provide immediate and coordinated response through emergency disasterrelief

Secure, coordinate and provide reliable and comprehensive information ondisasters to interested inter‐governmental and non‐governmentalorganisations

Encourage the adoption of disaster loss reduction and mitigation policies and Encourage the adoption of disaster loss reduction and mitigation policies andpractices; cooperative arrangements and mechanisms to facilitate thedevelopment of a culture of disaster loss reduction

C di t th t bli h t h t d i t f d t


Coordinate the establishment, enhancement and maintenance of adequateemergency disaster response capabilities among Participating States.

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NATIONAL CDM POLICY FRAMEWORK

Parliament

NSC

Disaster Management Council

Risk & Consequence Management Workstreams & Task Groups


Policy FrameworkLegal & Reg. F/W – laws, regs, codes, standards, licenses

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Documents

AND MANAGEMENTAND MANAGEMENT - ODPModpm.gov.tt/sites/default/files/ODPM Strategic Plan 2010-2015.pdf · its predecessor, the National Emergency Management Agency (NEMA). Consequently,