REMARKS OF CDERA COORDINATOR AT THE LAUNCH OF THE OFFICE OF DISASTER PREPAREDNESS AND MANAGEMENT. Republic of Trinidad and Tobago October 28, 2005

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1 REMARKS OF CDERA COORDINATOR AT THE LAUNCH OF THE OFFICE OF DISASTER PREPAREDNESS AND MANAGEMENT Republic of Trinidad and Tobago October 28, 2005 On behalf of the CDERA Board, Council and partners, I bring our deepest congratulations and wishes of success of this launching of the Office of Disaster Preparedness and Management in Trinidad and Tobago. The rearticulation of the institutional arrangements of the disaster management landscape in this Republic coincides with the fashioning of a paradigm shift in disaster management in the region. Couched within the framework of the Comprehensive Disaster Management Strategy this paradigm embeds disaster management in the sustainable development agenda and seeks to incorporate risk reduction considerations in the development planning process. I note that the urgency with which the Government of Trinidad and Tobago has sought to reconfigure the mechanisms for coordinating national 1

2 preparedness and response was informed by its concerns from the management of Hurricane Ivan. The examination of the mechanisms to accommodate the Comprehensive Disaster Management and the desire to improve operational readiness and effective response have created a confluence of opportunities that can inform both the approach to and character of the Strategic Framework and Work Programme of the Office of Disaster Preparedness and Management. As we seek to move in this direction as much attention needs to be paid to process as is paid to plans and procedures that are generated therefrom. This revisioning of disaster management in Trinidad and Tobago allows for the elaboration of roles and responsibilities informed by adequate legislation. It can be facilitated by the review and adoption as appropriate of the many tools for policy formulation, programme development and training that CDERA and its partners have generated over the last decade and half. These tools all came from a desire to capture lessons of disaster experiences and structure 2

3 solutions to improve our disaster management arrangements. ODPM has the opportunity to directly address and resolve some of the governance issues that setback disaster management at the national level. These are centred on authority and responsibility. We need to be clear about the role of ODPM in coordination, whether operational or programmatic, in crisis and non-crisis times. There will be a need to avoid the tendency to introduce adhoc changes to our operational plans based on resource endowment as opposed to roles and responsibilities in system coordination and management. As we broaden our traditional disaster plan beyond preparedness and response to include loss reduction, there will arise the question of interorganisational equity. In my view this poses the biggest challenge to our new vision of Comprehensive Disaster Management. We in CDERA see Trinidad and Tobago/Office of Disaster Preparedness and Management as a key hub in the Regional Response Mechanism. As a subregional operational focal point, its operational capability and capacity is very important to our 3

4 response effectiveness, especially in the Southern Caribbean. It is in this regard that we have supported Trinidad and Tobago in developing a Search and Rescue Plan and resourcing it, defining a CDM National Framework; build capacity for Early Warning Systems, EOC operations and Emergency Telecommunications. With the demonstrated political will, dedication to institutional enhancement and capacity building, the Office of Disaster Preparedness and Management, Trinidad and Tobago has a real opportunity to be the model disaster organisation in the CDERA system. I see this as very achievable once there is the willingness to consult, collaborate and cooperate, locally and regionally. May I invite the ODPM, through the Government of Trinidad and Tobago, to take the lead in addressing a key constraint in the Regional Response Mechanism; limited logistical capacity for the expeditious movement of emergency response personnel across the region. 4

5 Whilst it would address local capacity for an earthquake impact, it would considerably upscale the effectiveness of the Regional Response Mechanism. Indeed as we prepare for CWC 2007, this is one constraint that we have to consider and plan for. Finally, let me say that a key asset in this rebuilding and rebranding exercise must be adequate and competent expertise. The focus must be on core and critical competencies within the Office of Disaster Preparedness and Management that inspire and generate public and political confidence. This exercise must not be taken lightly. We need a team that is comfortable working in a results driven organisation and committed to excellence. This has to be structured around common goals, agreed strategic objectives and clear results. I wish the Executive Director all the best in leading this process and offer him my personal support and that of the CDERA Coordinating Unit and family. Jeremy Collymore Caribbean Disaster Emergency Response Agency (CDERA) Building #1, Manor Lodge Complex, Lodge Hill, St. Michael Tel: [246] /88/91 Fax: [246] cdera@carisurf.com 5