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FEDERATED STATES OF

Emergencies and Disasters Policy, Plans, Programmes and Projects

OPERATIONS MANUAL PREFACE

The National Emergency Operations Centre, NEOC, is the designated administrative huh of national emergency and disaster response mechanisms. The NEOC is therefore the "nerve centre" of disaster response and recovery operations.

The NEOC Standard Operating Procedures are an integral part of the National Disaster Plan. The SOPs have been designed to be used as a management manual for the operations ofthe NEOC.

The Standard Operating Procedures (SOPs) contained in this document are intended to provide guidelines, which will constitute the basis of the efficient and effective organisation and management of the National Emergency Operations Ce~tre (NEOC)

The SOPs provide information on the procedures, which should be followed in activating the NEOC, in operating the NEOC and in standing it down.

Once activated, the NEOC will be the point to which official reports and mqUlres are directed. In particular the cenlre will:

• Receive directives from the President. • Give such general directives to public officers and guidance to the public as maybe necessary. • Be the sole source ofofficial information about the state of affairs. • Maintain appropriate logs and other records. • Prioritise and organise requests for assistance from within the Federated States of Micronesia (FSM). • Coordinate requests for external assistance. • Function as the local point ofcontact for regional and intcrnational relieforganisations.

It may be necessary, depending on the nature ofthe emergency or disaster, to activate State or local EOCs and to set up on-site command posts and temporary EOCs. This is where the Department of Public Safely is required to set up these forward operational bases anywhere.

Rev. Aug2005 FSM 2 Federated States of Micronesia NATIONAL EMER .NCY AND DISASTER MANAGEMF.... ORGANISATION

Membership and Roles

President of FSM The President has primary responsibility for [annulating policies and procedures to deal with nalural disasters and mitigation activities at the National level. These duties and responsibilities lie primarily in the ofcoordination ofnational and foreign aid programs to the States.

Special Assistant to the President for Disaster Management (SAP/DM) Coordinates the implementation ofthe National Government Disaster Assistance Program specifically the preparedness, response, reliefand recovery activities identified in the National Disaster Preparedness Plan and other administrative plans written up for each ofthe specific segments ofthe program. The SAP/DM implements tasks allocated by the President and serves as the liaison officer between FSM Governments and the Federal Emergency Management Agency (FEMA) as well as any other foreign agency or organization involved in providing assistance to the stricken State.

National Disaster Committee (NDC) The Committee is composed of Secretaries ofthe Departments, and Directors ofoffices and agencies that comprise Cabinet. This committee serves as an advisory board to the President on policy matters pertaining to the dispensing of the National Government disaster assistance to the State(s) stricken by disaster. The Special Assistant for Disaster Management acts as the secretary for this Committee.

The NDC is responsible for guiding and supporting the development and implementation of FSM's disaster management programmes, and for the provision of resource support and technical advice to the Central Control Group (CCG) during disaster response operations.

The NDC will, through the conduct of meetings, review and discuss disaster management plans and related programmes proposed by the NDMO, and ensure that the commitment of their respective departments and organisations is provided to facilitate the implementation and achievement of programme objectives.

The NDC is also responsible for reviewing policy issues prior to seeking approval.

The NDC membership shall comprise the following: • President (Chairperson). • Vice President. • Special Assistant to the President for Disaster Management (SAP/OM). • Director of Public Works. • Director of Public Utilities Authorities. • Director of Environmental Protection Agency. • Director, Department of Public Safety. • Director of Health. • Director of and Fisheries. • Director of Central Planning. • Secretary ofCivil Aviation. • Secretary for Poreign Affairs. • Director of Lands and Natural Resources. • Secretary of Finance. • Secretary of Marine, Harbour and . • Chairman, FSM Association ofNGO. • Director General, Micronesia Red Cross Society. • Director of Education. • General Manager of FSM Telecommunications Corporation. Rev. Aug2005 FSM 3 Federated States of Micronesia • General Manager, FS1. ""lectric Power Board. • General Manager, FSM Broadcasting Commission. • Customs and Quarantine. • Mel. Service

The Chairperson may co-opt other members as required.

National Disaster Management Office (NDMO) Day-to-day management of disaster management activities and operations. Co-ordination of response resources through the National Emergency Operation Center (NEOC). The Director for NDMO is the Manager of the NEOe.

The National Disaster Management Office will serve as the country's key focal point for the management and promotion ofdisaster management programmes and activities. Reporting directly to the Special Assistant to the President for Disaster Management (SAP/OM). NDMO will have specific responsibilities for: • Managing the development, testing and review ofoperational support plans. • Co-ordinating the development ofeducation and awareness programmes related to disaster management. • The identification and conduct ofdisaster management training courses, including the selection of participants for regional and international courses. • Providing technical assistance and advisory service to departments, NGOs and other agencies on disaster management matters. • Assisting with the identification and implementation ofdisaster mitigation programmes and activities. • Serving as a focal point for regional disaster management issues and for ISDR purposes. • Developing a national resource register ofgovernment resources. • Other disaster management related duties as directed by the SAPIDM.

Governor of each FSM State The Governor ofeach FSM State has primary responsibility for the formulation ofpolicies and procedures to deal with natural disasters and mitigation activities in hislher State. These activities encompass the State Disaster Preparedness Program and national or foreign assistance that is given in the event ofa disaster or assistance to mitigate future events. If the State does not have the capacity to fully deal with the disaster or mitigation activity, the Governor may request assistance from the National Government or through the National Government foreign assistance. One of the Governor's tasks is to designate a State Disaster Coordinating Officer (SDCO).

State Disaster Coordinating Officer(SDCO) The Officer is responsible for direct implementation ofdisaster related tasks assigned by the Governor. During disasters, coordination will be carried out from the designated Command Post untillhe Governor issues the "All Clear". During non-disaster conditions, activities are coordinated out ofthe State Disaster Coordinating Officer's office.

The Governor's Disaster Committee The Committee includes all department, office and agency heads. The Committee serves as an advisory body to the Governor in the formulation ofpolicies and coordination ofthe disaster response efforts.

NATIONAL DISASTER CONTROLLER (CONTROLLER) The Director or Public Safety is the nominated disaster controller for all disaster and major emergency situations, unless otherwise stipulated within plans or legislation, or ifdirected by the Chairperson NDe. This includes the country being under threat from a hazard or major incident. The controller will be assisted in the performance ofresponse duties by the Central Control Group (CCG).

Rev. Aug200S FSM 4 Federated States of Micronesia In the absence ofthe DirectOl, Jblic Safety, a person appointed by the N_ -' Chairperson will perform the duties associated with that of controller. These duties are listed within the specific operational response plans or procedures.

In the case where a State EOC is activated the Controller is directly responsible to the Slate Governor. The Governor then repons to the NOC.

Emergency Operations Centre Central Control Group (CCG) The CCG is responsible to the Chairperson NDC for the implementation and management ofdisaster response operations. This includes both pre impact preparedness measures and post impact relief. In particular the CCG wilL • Activate departments and organizations in response to the given threat; • Liaise with and guide Departments, NGOs and Community Groups in the execution oftheir disaster roles and responsibilities; • Activate disaster assessment systems; • Collatc and prioritise disaster relief requirements; and • Manage the distribution ofimmediate relief supplies.

Committee composition of the CCG will be depcndant upon the operation being conducted, and will be detailed within each operational support plan. The core membership will include: • Director of Public Safety • NDMO • Foreign Affairs • Ministry of Finance

The President's Authorized Representative (PAR) An employee of the National Government designated by the President to manage all program activitics and funding as the Fiscal Officer with authorities identified in the FEMA-FSM Agreement. He is usually the same person serving as the SDCO.

Government Agency Liaisons • Activate department disaster plans. • Facilitate information flow from NEOC and/or EOC to departments and vice·versa. • Identify department personnel to fill needs as determined by the NEOC and/or EOC manager.

NGO and Red Cross Liaisons • Activate agency disaster plans. • Facilitate information flow from NEOC and/or EOC to organisations and vice·versa. • Identify agency personnel to fill needs as determined by the NEOC and/or EOC manager.

State and Town Officers The Stale and Town Officers \\ ill have specific responsibility for the following tasks: • Supervising the preparation of village disaster plans; • Supporting the national disaster management working group in the identification and implementation ofcommunity mitigation and preparedness programmes; • Ensuring warnings and community alerts are received and understood by vil1age leaders; • Supervising village preparedness in response to warnings and community alerts; • SupelVising initial damage assessment following and other hazards and reporting the results of such assessment to the NEOC and/or EOC.

Rev. Aug2005 FSM 5 Federated States ofMicronesia ORGANIZATION OF THE. .."OC The NEOC is divided into seven functional areas: • Executive/Command • Public Information • Financial • Operations • Logistics • Intelligence/Planning • Administration

Executive - The Director Public Safety, assisted by the CeG, is the ultimate NEOC Authority. The day­ to-day activities ofthc NEOC have been delegated to the CeG. The CeG exercises overall direction and control of disaster operations. This group makes strategic decisions, and advises on policy issues that are beyond its authority.

Public Information Officer (PIO) - The PIO prepares and coordinates Press Releases with the SDCO, Federal Coordinator Officer and State Information Officer. The PIO primary role is to provide the public with timely and accurate infonnation. The PIO liaises with print and broadcast media for the NEOC.

Financial- The Ministry ofFinance, through its membership on the CCG, provides staffing for this function whose role is to locate and make available funds for the operation ofthe NEOC and its relief operations. They also assist with the accountability ofexpenditures.

Operations - The operations unit coordinates the emergency/disaster response and relief efforts and activities as directed by the NEOC controller through the Operations Officer. Agency Liaison Officers are a part ofthe Operations unit and provide the co-ordination with the various agencies and organisations that may be involved in the NEOC operatl0nal response.

Logistics - Emergency and disaster reliefoperations require considerable logistics support. This unit works with the InteUplanning unit in the development ofrelief distribution and with the Operations unit in the implementation ofthose plans.

IntelUgcncelPlanning - The gathering, analysis of information and the development of plans for responding to the event is the primary function ofthis unit. The NEOC relies heavily on this unit to provide the information necessary to set priorities, make decisions and implement the response efforts.

Administration -This unit provides communicatlons, documentation and clerical support for the NEOC. The Controller and NOMO staff is the core ofthis unit with additional support as necessary. A Communications Officer with technical expertise is a must.

Rev. Aug2005 FSM 6 Federated States of Micronesia NEOC JOB DESCRIPTIONS

EXECUTIVE GROUP 1. General Responsibilities 1.1 Approves general policy for disaster operations as set forth in the national disaster plan. 1.2 Formulates policy and operating guidelines for the conduct of disaster operations. 1.3 Ensures that information and directions are given to the general public and that contact is maintained with the appropriate levels ofgovernment. 1.4 Overall management of relief efforts.

2. Alert Phase 2.1 Ensure that the public has been fully infonned of the steps to be taken in a disaster emergency. 2.2 Ensure that every effort has been made to enhance the capacity and quality ofpublic shelters 2.3 Ensure that all government departments with operational roles arc prepared to respond. 2.4 Ensure that all means are used to warn the public and that people are given explicit instructions regarding the actions they should take to increase their chances ofsurvival (Public Information Plan).

3. Response Phase 3.1 Maintain public morale by informing the population ofactions being taken for their welfare and safety. 3.2 Receive assessments ofdamage suffered by the communities during the disaster. 3.3 Review plans for recovery and post-disaster establishment of medical systems, and the restoration ofvital facilities. 3.4 Receive estimates ofthe time required to executc recovery plans and the number of persons and equipment needed over that which is available. 3.5 Recommend declare national disaster area if thc situation warrants. 3.6 Maintain contact with the appropriate departments ofgovernment, receive updated situation reports, and respond to requests for assistance emergency needs.

4. Recovery Phase 4.1 Assist NEOC operations by personal announcements to the public to cnsure orderly recovery from the disaster. 4.2 Ensure the continuity ofauthority in all major government departments and agencies, in all major institutions, business and industry. 4.3 Ensure that steps are taken for the conservation, use, and distribution ofany resources that are made available by Regional and International agencies and/or Governments. 4.4 Develop recovery plans and prepare donor appeal requests.

NEOC 1. Alert Phase 1.1 Serve as primary contact between NEOC, State HQ and NGO representatives. 1.2 Ensure that the public has been fully informed of the steps that should be taken in the event ofa disaster. 1.3 Review disaster shelter and evacuation plans with State and Town Officers, and GO Representative. 1.4 Ensure that the NEOC is staffed with appropriate personnel, that communications are operational and that appropriate pre-positioned data and aids are available. 1.5 Check operational readiness ofalert and warning systems conjunction with the NDMO and other technical government departments. 1.6 Review with the Communications Officer, the mechanics of alerting and warning.

Rev. Aug2005 FSM 7 Federated States ofMicronesia 1.7 Check with Controllei .-' detennine whether all positions in the se, In have been manned. Ifnot, take appropriate action to fill these positions: • NEOC Controller • Public Infonnation • Operations Officer • Assistant Operations Officer • Logistic Officer • Administrative Support Officer • Administration and Support Staff • Communications OfficerlMessage Controller • Radio Operator • Runner Messenger • Police Rep. • Military Rep. • Maritime Patrol Rep. • Public Works Rep. • Transport Authority Rep. • Telephone Co. Rep. • Health Ministry Rep. • Red Cross Rep. 1.8 Detennine through the Controller or Operations Officer that Public Safety - Police, Fire,­ Works, Defence, Medical Emergency/Disaster organisations and other appropriate agencies are alerted and ready to be deployed (Agency Response and Business Community Plan). 1.9 Request that the President make appropriate announcements to the public over the broadcast facilities, as necessary and available. 1.10 Ensure that the infonnation officer has reviewed current operational policy. 1.11 Check through the Controller or communications officer the type of problems being experienced during the alert phase, and confirm that proper liaison is affected between communications centre and operations room personnel. 1.12 Check the deployment ofmanpower, vehicles and equipment of the various utility and industrial organizations and their availability for operational assignments. 1.13 Determine that emergency shutdown procedures have been implemented. 1.14 Review the responses that have been made by utilities and industry and they have been coordinated with proper services/authorities in the NEOC. 1.15 Review with the relevant liaison officer the availability ofaid from military sources - if necessary. Ensure that communications exist to the nearest source ofmilitary assistance.

2. Response Phase 2.1 Refer to the Disaster Controller all problems that require the exercise ofemergency powers or changes and interpretation ofpolicy. 2.2 Briefthe Controller on the situation that exists throughout the country including a summary of major emergencies that have occurred or are under review by the staff in the operations room. 2.3 Post on the executive bulletin board any announcements affecting the conduct ofthe disaster operations. 2.4 Ascertain whether the Controller and Operations Officer are receiving pertinent and timely reports from field and disaster areas. 2.5 Ensure that analysis of field data is being made and that the information is posted on the situation and action boards and operations map. 2.6 Review and keep abreast ofthe operational activities ordered, or being taken, by the various agencies in the operations room. 2.7 Check with the Public Information Officer to determine whether infonnation on survival action is being broadcast to the sheltered population.

Rev. Aug2005 FSM 8 Federated States of M;crones;a 2.8 Make sure that bro... _..:asts include assurance by government oL .•als that information available at the NEOC regarding the disaster situation is made known to the public; that the public be advised to remain in shelters until it is determined safe to return to their communities and homes, and to obey the instructions ofthe centre manager.

3. Recovery Phase 3.1 Determine when it is safe [or the population to leave centres. 3.2 Maintain surveillance over post-shelter deployment. 3.3 Closely monitor the establishment ofthe emergency medical and welfare systems and the clean up activities. 3.4 Ensure that the Public Information and Education Officer informs the public ofthe details of shelter emergencies, particularly with regard to instructions to restrict entry into specified areas. 3.5 Monitor the implementation ofplans for the restoration of vital services. 3.6 Ensure the conservation, proper use and distribution of vital supplies and materials made by outside sources and international relieforgani7..ation and/or Governments. 3.7 Determine whether vital communication links have been disrupted and ensure that either communications are restored or that prescribed reports are delivered by alternate means. 3.8 Ensure that reports are made to the appropriate government officials.

NEOC CONTROLLER 1. General Responsibilities Chiefadvisor to the NDC for all strategic issues affecting both the activities of the incident and supportive functions ofthe NEOC. Overall control ofNEOC.

2. Alert Phase 2.1 Ensure members ofthe EOC have been alerted 2.2 Determine which staffofficers are present and when the others will report. Begin long range planning

3. Response Phase 3.1 Direct NEOC operations 3.2 Obtain briefings from Operations Officer 3.3 Prepare briefings for CCG 3.4 Monitor information displayed

4. Recovery Phase Ensure NEOC is properly deactivated

PUBLIC INFORMATION OFFICER I. General Responsibilities 1.1 Advises the Controller about the media reIated activities. 1.2 Gathers facts on the crisis and prepares dissemination ofsafety bulletin, clips to the media and public from other agencies ifaffected area population 1.3 Ensures the availability of 'expert' spokesperson as required. 1.4 Ensures the monitoring ofprint and electronic media coverage ofthe event

2. Alert Phase 2.1 Open log and record date and time ofarrival 2.2 Check for any messages that relate to your function/responsibilities prior to your arrival 2.3 Report to the Controller and receive briefings 2.4 Be aware ofaltemative methods ofpublic infonna(ion sharing in the event that 'mass' media is not available.

Rev. Aug200S FSM 9 Federated States ofMicronesia 2.5 Briefthe Controllt:::! on procedures through which decisions a.. buidelines for public infomlation purposes will be issued from the executive authority for staff to follow in answering inquiries or issuing public statements and news releases. 2.7 Identify official 'expert' spokespersons for the news media. (In most cases this should be restricted to the CONTROLLER, NDC. and the designated official(s». 2.8 Meet with the management and staffofthe news media (newspaper, radio and television stations) to review emergency public infornlation plans and procedures. 2.9 Develop measures for authenticating the source of information before broadcast or publication. 2.10 After securing approval from the Controller, issue news releases announcing preliminary steps the government is taking for increasing preparedness and readiness. 2.11 Direct broadcast, publication and release of infonnation on: • Individual and family protective measures • Available public shelters • Recommended routes to public shelters and other traffic control . • Ways to improve private shelters and improvised shelters where no official shelters exist. • Supplies which individuals should take to public or private shelters and how supplies can be obtained. • Set up the media area from which to brief media representatives on a periodic basis and ensure that the appropriate arrangements are made within the media area.

3. Response Pbase 3.1 Prepare first news release to the public to include: 3.2 What happened (cause and effect). 3.3 Request for people to stay away from the emergency/disaster area or worst affected areas. 3.4 Any other relevant infonnation 3.5 Monitor radio broadcasts. 3.6 Schedule periodic press conferences for the media and general public to keep them infonned of the situation. This should include, but need not be limited to: 3.7 Information, advice or instructions related to living in shelters for the duration of the disaster (sanitation, food preparation and conservation). 3.7.1 Weather conditions. 3.7.2 How the communities are faring.

4. Recovery Pbase Continue to issue infonnation as required to assist the population in recovering from the effects of the disaster with particular emphasis on: 4.1 The kinds of relief available. 4.2 The agencies responsibilities for providing reliefand where it may be obtained.

OPERATIONS OFFICER I. General Responsibilities Operations advisor to the Controller. Responsible for the implementation ofoperational and tactical plans for the deployment ofresources to the emergency/disaster scene (coordination of emergency/disaster operations).

2. Alert Phase 2.1 Review the operational status of the NEOC. 2.2 Obtain a communications status report. 2.3 Review the operational status oreach unit within the NEOC. 2.4 Identify and authorize essential pre-evcnt activities. 2.5 Establish direct communications with incident/site managers. 2.6 Begin compilation ofneeds assessment.

Rev. Aug2005 FSM 10 Federated States ofMicronesia 2.7 Check that perso•. ~l assigned to the operations room are ac~. .nted with the following: 2.7.1 Internal operating procedures 2.7.2 Policy guiding emergency/disaster operations 2.7.3 Report forms 2.7.4 Distribution and message routing 2.7.5 Displays/pin ups 2.7.6 Internal and External communications 2.7.7 Provide assistance to the Controller to ensure that the following lasks are completed: • Set up furniture, communications equipment, charts and display materials. • Install phones, fax, computers, radios and scanners. • Distribute stationery supplies to each desk. • Inspect generator, antennas, food and water stocks, and fuel supply. • Set up chalkboards/whitcboards, photocopier and manual typewriters. • Un-package battery powered calculators and battery powered radio receivers. • Distribute message and report forms, stationery supplies and emergency/disaster plans. 2.7.8 In collaboration with the NEOC Controller and NDC establish an alternate NEOC if necessary and ensure set-up is completed as above.

3. Response Phase 3.1 Ensure that information is displayed on board from 01. 3.2 Ensure that rapid, well coordinated, and effective responses are made to the emergency/disaster situations referred to the operations group and keep records on progress. 3.3 Ensure that response actions are treated on the basis oftheir seriousness. 3.4 Note whether action is differed to later time periods, where possible, in favour ofactivity that must be taken immediately, noting our primary role is save life before property. 3.5 Ensure that coordinated activity is taking place within the operations room and with the executive group and communications centre. 3.6 Refer to the Controller those decisions requiring the exercise ofextraordinary emergency powers, departure from the operational policy guidelines and interpretations ofpolicy. 3.7 Briefthe Controller periodically on the status ofthe situation and immediately on vital emergency/disaster operations and major problems. 3.8 Briefall new arrivals. 3.9 Coordinate transportation ofemergency disaster supplies from air and ports ofentry to main distribution centres and areas need. 3.10 Establish centres for the storage and distribution ofemergency/disaster supports.

4. Recovery Phase 4.1 Continue to coordinate the recovery activities. 4.2 Prepare and consolidate after action reports. 4.3 Deactivate the NEOC.

ASSISTANT OPERATIONS OFFICER 1. General Responsibilities 1.1 Act as primary message controller to ensure a smooth information flow within the NEOC. 1.2 Take action to provide and coordinate assistance and reliefrequested by the districts and communities through the appropriate agency representative or volunteer agency in the operations room.

Rev. Aug200S FSM 11 Federated States of Micronesia 2. Alert Phase 2.1 Test standby power unit. 2.2 Ensure all radios, telephones, fax machines, etc are activated. 2.3 Ensure a ready supply oflogs, forms, maps, ctc. are in the operations and communications area. 2.4 Report operational status to the Operations Officer.

3. Response Phase 3.1 Receive and record initial disaster reports, state and local situation reports. 3.2 Ensure that maps, charts, displays, logs and registers are correctly maintained according to daily operations. 3.3 Keep the operations officer and Controller appraised ofthe situation. 3.4 Exercise direction over the next shift when the NEOC is operating on a 24-hour basis.

4. Recovery Phase 4.1 Deactivate the NEOC as follows: • Store furniture. • Clean and store displays. • Disconnect and store communications • Inventory and store supplies. • Replenish supplies. 4.2 Arrange the necessary transportation required for distributing emergency/disaster supplies from the central warehouse into affected state(s) or village(s). 4.3 Procure the necessary essential emergency/disaster materials/food supplies and scrvices that may be required. 4.4 Answer the immediate needs ofthe emergency/disaster.

LOGISTICS OFFICER General Responsibilities Logistics advisor to the Controller, Operations Officer and InteVPlanning Officer. Responsible for logistical support for the deployment ofresources to the emergency/disaster scene.

In the event ofa disaster or national emergency, the Logistics Officer will be responsible for establishing, maintaining and coordinating the receipt and distribution ofemergency supplies of food, clothing and equipment.

The Logistics Officer will ensure that appropriate systems for the receipt, storage and distribution of supplies are established and maintained.

ADMINISTRATION AND SUPPORT OFFICER 1. General Responsibilities 1.1 Primarily responsible for accounting record keeping. 1.2 Provide administrative support for the NEOC including the following as required. • Billeting. • Transportation. • Food. • Supplies and materials. • Personnel augmentation from outside sources. • Printing and reproduction. • Purchasing required for emergency/disaster operations. • Maintenance and upkeep ofdisaster directory and work schedules.

Rev. Aug2005 FSM 12 Federated States ofMicronesia 1.3 Maintain tinanCIl:t.. records for emergency/disaster operation:.. 1.4 Prepare financial portion ofafter action report. 1.5 Performs duties ofExecutive Assistant to the NEOC Controller. 1.6 Responsible for NEOC staffwelfare and personnel management issues.

COMMUNICAnONS OFFICER 1. General Responsibilities 1.1 Act as message controller. 1.2 Supervise operations of the communications centre. 1.3 Receive and disseminate warnings to provinces as directed by the Operations Officer or Controller. 1.4 Establish and maintain radio communications (local and international).

2. Alert Phase 2.1 Ensure a ready supply ofmessage forms and logs at all workstations. 2.2 Check for any messages which relate to your function or responsibilities, delivered prior to your arrival. 2.3 Open in/out message register. 2.4 Switch on all radios, fax machines, telephones etc. 2.5 Conduct a complete operational check ofall available radio networks. 2.6 Assign radio operators to location as required. 2.7 Establish radio communications with site. 2.8 Open radio logs. 2.9 Report communications status to operations Officer.

3. Response Phase 3.1 Coordinate establishment ofcommunications in the disaster area. 3.2 Arrange for additional communications, with capability as directed by the Operations Officer. 3.3 Ensure communications and backup equipment are fully operational. 3.4 Maintain communications status board.

4. Recovery Phase Prepare communications portion ofafter action reports.

RADlorrELEPHONE OPERATOR General Responsibilities • Operate assigned radio/telephone equipment. • Maintains accurate in/out message logs under the direction ofthe Communications Officer. • Monitors and documents alternate frequencies.

PLOTTER General Responsibilities • Maintain maps, charts and status boards, and posts situations as required to keep current. • Become familiar with identifying codes and symbols ofagencies in the operations room. • Ensure that sufficient map symbols arc available and marked properly. • Ensure that actions are entered on the status board and action board, and that these boards are kept current.

Rev. Aug2005 FSM 13 Federated States of Micronesia RUNNER/MESSENGER General Responsibilities • Maintain prompt flow of information within the NEOC as directed by the assistant Operations or Communications Officer. • Pick up and distribute messages within the NEOC • Reproduce the required number ofcopies of messages on duplicating equipment.

RELIEF CO-ORDINATION (NEOC) I. GOODS AND SUPPLIES In the aftermath ofa disaster, the Director ofthe Development Unit would be responsible fOT the co-ordination ofall relief in (Goods and Supplies) entering the country. Such relief would be distributed on the following basis: •A recommendation by the department ofagriculture that such assistance is required • Severe damage has occurred to greater than 60010 ofall crops and gardens • The community docs not have the financial capacity to assist itself • The community does not have access to alternative supplies or markets.

The Director would delegate duties to the following persons: • NOOs and Red Cross - to provide manpower for the handling of relief supplies and to help distribute supplies • Public Works - to provide vehicles for the transportation ofsupplies. The centre for distribution could either be the Police Station, Health Centre or another venue most practical for the task.

2. WELFARE OF FAMILIES OF NEOC STAFF Once the NEOC is activated the Controller would be given the responsibility ofliaising between the NEOC staff and their families. Knowing that the welfare oftheir families is being looked after will lessen the anxiety of the NEOC staff. TIle Controller can delegate these duties to relevant officers (in some countries Police Officers are delegated this duty) based in the areas where the family of the NEOC staff resides. This should be done as soon as possible after the event.

3. WELFARE OF NEOC STAFF AND VISITING VOLUNTEERS The Administrative Officer would be given the responsibility of: 3.1 Making arrangements for accommodation and welfare ofthe NEOC Staff. (Food items, toiletries and restroom, ete) 3.2 Meeting and attending to the welfare ofvisiting volunteers. (With reference to 3.2, assistance can be sought from the Public Safety Department and Public Works to provide transportation to and from the airport/seaport and also within the country.)

NEOC RESOURCES The operation ofthe NEOC will be much like the operation ofa very busy office. Consequently, a wide range ofsupplies will be needed. All supplies, equipment and data for the effective running of the NEOC are stored on the site in lockers or cabinets until actually needed. Under no circumstances should these supplies be available for everyday use. It should be assured that items needed under disaster conditions are readily available when required.

The possibility exists that disaster conditions may make it impossible, or at least impractical for operations to be conducted from the pre-designated NEOC. The entire NEOC should be prepared to move to another location at short notice. That need suggests that supplies, data and small equipment should be stored in boxes or other containers suitable for quick packing and easy movement from the NEOC to trucks or vehicles for transportation to an alternate NEOC site. The packing should be done in such a way as to enable the new NEOC facility to be set up, equipped and made operational in a short time.

Rev. Aug2005 FSM 14 Federated States of Micronesia LOCATION AND LAYOL_ The NEOC should be located in a designated building.

The primary location is: Secondary Location: Ministry of Works Police Search and Rescue Centre Vaololoa Telephone: 23-233 Telephone: 23-100 Facsimile: 23-266 Facsimile: 25400 or 23-1 02

The NEOC should be constructed to be structurally resistant to most hazards. Therefore, it is a self­ continued, self-sufficient facility that can operate independently for reasonable periods oftime with its own electrical generator, an independent water supply and sewage disposal system and adequate ventilation.

The environment of the NEOC is suitable for people working closely together. It contains the following separate areas:

I. EXECUTIVE AREA The executive area should accommodate the CCG for meetings. The area may also be used by the NEOC staff for planning and briefing meetings. It is a restricted area. Access to this area should bc strictly controlled.

2. OPERAnONS AREA This is the operational hub ofthe facility and is designed so management can effectively coordinate a response to the crisis.

3. COMMUNICATIONS ROOM Separate from other activities ifthe operations area, this area is critical to the success ofthc operations ofthe NEOC. From here, communications between the NEOC, the site and external entities will flow. It is also the location ofcommunications equipment for the rest of the NEOC.

4. SECURITY AREA Security is an important part of the NEOC plan. Arrangements must be made for security personnel to manage and control people entering and leaving the NEOC, particularly the operations area.

5. REST AREA Stress and fatigue are natural consequences ofdisaster. This area has been set aside where personnel can rest briefly when necessary.

6. BRIEFING AREA An area close to but separate fi-om the NEOC is set aside for the media. It is the Public Information Centre from which news ofthe disaster will be disseminated to the public via both print and electronic media through news conferences. Briefings may also be held in the area.

7. KlTCHENIFOOD STORAGE FACILITIES This area is included in which food can be stored in advance and also prepared in the event ofdisaster.

Rev. Aug2005 FSM 15 Federated States ofMicronesia NATIONA_ PLAN FOR EMERGENCIES AND D. .STERS

POLICY Pursuant to the National Disaster Preparedness Plan, the national government of the Federated States of Micronesia (FSM) declares that it shall be the policy of the government to reduce suffering, the loss of life and property, and damage to the economy and environment caused by emergencies and disasters. This will be accomplished by: • The establishment ofappropriate mechanisms for the implementation ofa National Plan. • Working through a structure ofnational, state and community/village committees. • Involving all of the agencies and organisations, government and non-government, who have an interest in or are capable ofproviding support to the plan implementation. • The development and implementation ofsupporting plans and programmes as deemed necessary.

AIM fit. disaster culture will have been created that results in every citizen of the country participating in emergency and disaster prevention and preparedness to reduce the impacts ofevents to an acceptable level. Community/village capabilities to manage emergencies will be strengthened and expanded.

CONCEPT The basic concept ofthis plan is based on the effective utilisation and coordination ofGovcmmenl, NGO, private industry and donor resources in support ofdisaster management programming.

The concept will depend 011 a number ofessential elements if it is to be successful. • An effective organisational structure • Effective management systems for programme activities •A mechanism to facilitate exchange of information. and discussion on programme issue •A broad organisational involvement in programme activities •A broad base ofcommitment for programme activities, including the incorporation ofdisaster managemcllI into national budget considerations

PLAN A Disaster Preparedness Plan guides the direction ofemergency and disaster management in FSM.

This plan should be used by all Government Departments and Ministries. outer authorities. NGOs, private industry and diplomatic community. as a guide for the development of policy, programme support, and internal emergency procedures in support ofdisaster management and disaster response activities.

HAZARDS Typhoons remain the most likely and most consistent threat to FSM. ho\\-ever, other hazards such as flooding to low lying areas and drought or water shortage can occur with significant impact upon the social and economic environments.

Whilst Ihese remain as the major threats, associated hazards such as storm surge, wind blown sea spray, tsunami, exotic disease for plants and animals. present equally high levels ofconcern to vulnerable communities and industry.

Rev. Aug2005 FSM 16 Federated States ofMicronesia PROGRAMMES Permanent programmes • Community Emergency Management The Community Emergency Management Programme is: a) technical and management training in emergency and disaster related matters; b) support fOT the state/village emergency committee system; c) local-level public information and education. This progmmme can be summarised as a joint approach between the National Government and local communities to maximise the local capability ofcommunities to prepare for, and respond to, emergencies and disasters. • Public Information The Public Information Programme is planned to be the primary coordination point ofnational efforts to provide emergency and disaster related information to the general pUblic through all available media. • Emergency Evacuation Centres and Shelters The provision ofstructurally sound, well equipped and efficiently managed designatcd Emergency Evacuation Centres and Shelters is an important part of FSM's Disaster Management activities. This programme has projects to: select, inspect and dcsignate structures; recruit and train managers and; fund and acquire the supplies and equipment for the facilities • Injury Prevention and Reduction Injuries, and the consequences of injuries, cost the country a great deal in the cost of medical care and loss ofproductlvity. As a part ofthe national disaster preparedness plan, projects will be implemented to reduce the number and consequences of injuries due to the occurrence of emergencies and disasters. • Prevention and Mitigation Preventing emergencies and disasters from happening or reducing the impact ofsuch events is, in the long tenn, the most cost effective emergency and disaster management programme. Example projects are: improving water storage for drought situations; reducing coastal erosion; moving fuel storage from developed areas and protecting energy production resources. • Response Preparedness Emergencies and disasters will happen. Being prepared to respond to events requires a continuing programme with projects in planning, equipping, training, exercising and evaluation are a part ofthis programmc.

Temporary programmes as necessary • Health emergencies Health emergencies occur as a result of various circumstances. Temporary programmes will need to be developed to address these circumstances. An example is an outbreak of Dengue fever or Cholera • Environmental emergencies Emergencies and disasters of an environmental nature can occur that will require a programmatic approach to resolve. An example is an oil spill that affects coastal vegetation and wildlifc. • Donor funding opportunities A donor country approaches thc Government of FSM with funds available for specialised programmes or projects related to emergencies and disasters. An example might be for the purchase oftechnical equipment for early warning.

Rev. Aug2005 FSM 17 Federated States of Micronesia NATIONAL EMER<._.;CY AND DISASTER MANAGEMEI ORGANISATION

Membership and Roles

Public Safety • Provide HF Radio network • Provide and maintain the national operations room facilities • Reserve officers to support initial emergency reliefassessment process • Provide a representative to the NDe. ceo and national working group • Assist with the initial emergency reliefassessment process • Provide back-up radio communications • Direct and control1ocal operating forces • Maintain contact with support EOe's • Assign reps to report to the EOe and develop procedures for crisis training • Develop and identify duties of staff, use ofdisplays and message fonns, and procedures for EOe activation • Fire prevention and suppression • Inspection ofdamaged area for the hazard • Hazardous spills containment and c1ean·up • Inspection ofshelters for fire hazards • Law enforcement • Traffic and crowd control • Isolation ofdamaged areas • Damage reconnaissance and reporting • Disaster area evacuation

Public Works • Provide a leader for the mitigation and planning sub working groups • Lead the disaster assessment process and compile a full assessment report for NDC • Provide a representative for the NDC and CCO • Tend to damages to cnsure infrastructure is maintained as best possible during an emergency • Carry out assessment ofdamage

FSM Associ:,tion ofNCO • Provide a representative to each ofthe national working group sub groups • Support the initial emergency reliefproccss • Slipport disaster management training on outer islands • Provide a representative to the NDC and CCO

Lands Survey and Natural Resources • Provide a representative to the NDC and national working group • Participate and support disaster mitigation programme activities

Public Utilities Authorities • Provide a representative to the NDC and national working group • Participate and support disaster mitigation project activities • Tend to damages to ensure services are maintained as best possible during an emergency • Carry out assessment of damage

Rev. Aug200S FSM 18 Federated States of Micronesia Health • I)rovide a representative to the NDe, and national working group • Conduct sentinel monitoring ofpotential heahh problems following a major incident • Coordinate planning efforts ofhospital and other health facilities with state requirement., • Coordinatc patient loads ofhealth facilities during emergencies • Coordinate triage and first aid activities immcdiately after disaster strikes, including .EMS • Develop emergency health and sanitation standards and procedures

Micronesia Red Cross Society • Provide a representativc to the NDC, CCG, and national working group • Support the initial emergency reliefassistance and as~e~sment process • Provide support to disaster managemcnt training activities

State Disaster Coordinating Officer(SOCO) • Support the identification and design ofdisaster managemcnt programmes • Disseminate warning messages within areas ofresponsibility an ensure community mcmbers understand their mcaning together with action to take • Initiate emergency relief assessment within their areas ofresponsibility • Serve as the disaster management focal point for their respective State • Other activities in support ofdisaster management and emergency response that may be requested by the NDC or NDMO

Educafion • Provide a representativc to the NDC and national working group • Identify schools for use as emergency sheller • Participatc and support in disastcr mitigation project activities

Civil Aviation • Provide a representative to the NDC, CCO and national working group • Establish procedures for the clearance of personnel during relicf operations • Participate and support disaster mitigation projects

Ministry of Marine .md Ports • Provide a representative to thc NDC and national working group

FSM Broadcasting Commission • Provide a representative to the NDC and national working group • Support the national education and awareness campaigns through broadcasting of information • Establish procedures for tile monitoring of broadcasts during stage three oftile plan

Customs and Quarantine • Develop and enforce procedures associated with the clearance of disaster rclief supplies • Provide a representative to the NDC

Ministry of Finance • Provide a representative to the NDC and ccd • Manage the financial aspects ofrelief operations including the recording ofdonor contributions • Prepare a financial record ofexpenditure following major operations

FSM Telecommunication Commission • Provide a represenl'ative to the NDC and national working group • Participate and support disaster mitigation project activities

Rev. Aug2005 FSM 19 Federated States of Micronesia Foreign Affairs • Provide a representative to the NDC and national working group • Participate and support disaster mitigation project activities • Contact point for donor countries/agencies

Ccntral Planning DCI)artmcnt • Provide a representative to the DC and national working group • Participate and support disaster mitigation project activities

Agriculture and Fisheries • Provide a representative 10 the NDC and national working group • Participate and support disaster mitigation project activities • Damage assessment teams

Rev. Aug2005 FSM 20 Federated States of Micronesia NATIONA~ JISASTER MANAGEMENT WORK!. J GROUP

Successful programme development and implementation requires ongoing and sustainable support from a broad base oforganisations, including NGO and private sector. In many cases the high level membership ofthe NDC negates the opportunity fOT such commitment, and therefore a National Disaster Management Working Group has been established (0 ensure that a reliable and available support mechanism for programme activities is in place. The main working group has been divided into sub committees/groups for existing programming purposes. Whilst the sub committees/groups each have a specific focus, they will meet as a whole at least monthly to enable briefings and exchange of infonnation on the activities related to each programme.

Prevention and Mitigation Sub-committee The Prevention and Mitigation Sub-eommittee is tasked with developing programmes and projects to address the hazards to the FSM and reduce the vulnerability for the country, its communities and people. Project funding requirements and public information will be a key part of this Committees work.

Recovery Sub-committee The Recovery Sub-committee will operate under the general direction of the Emergency Management Sub-committee. Membership will vary depending on the nature ofdamage. Pennanent members include representatives of the Ministries of Housing, Finance, Health, Central Planning and NOO. The National Government is firmly committed towards the provision of assistance to the communities and the nation for recovery. It sees recovery as a co~ordinated effort in which sectorial activities and recovery programmes are carried out on the basis of a recovery plan.

Preparedness Sub-committee The Preparedness Sub-eommittec is responsible for ensuring that the plans are current, facilities are ready, systems are operational and tested, resources are inventoried and in place and personnel are trained. The committee is composed of representatives of the key ministries and organizations. Following are sub-eommittees ofthe preparedness:

Evacuation Center Sub-eommittee - (Department of Public Safetyl Department of Education) Centre management is assigned to the Director ofPublic Safety or the ChiefEducation Officer. Schools are administered by the Ministry of Education. The Center sub-eommittec is composed ofrepresentatives ofthose agencies and organizations such as the Red Cross, Churches, and schools who have structures that are used as evacuation centres. The committee is charged with ensuring that the structures are inspected, maintained and stocked as necessary and that the designated managers are trained.

Communications Sub-committee - (Department of Public Safety) Communications are an essential tool for effective emergency and disaster response and management. Members ofthe committee represent all of the users and providers ofcommunicalions and are charged with ensuring that required communications systems are in place, tested and operational. The Director of Infonnation is the chairperson ofthe committee.

Resources Sub-committee - (Department of Public Safety) This Sub-eommittee is responsible for monitoring the status ofavailable resources in the county, including food stocks, reliefsupplies, available temporary housing and fuel. Essential stocking levels will be determined and the Emergency Sub-eommittee will be regularly advised ofchanges in the SLatus.

Training Sub-committee The Training sub-eommittee is composed of representatives ofall the principle agencies and organizations who are involved in responding to and the management ofemergencies and disasters. The commillee will conduct needs assessments to detennine training needs. The identified training needs will be mel through the conducting of training courses or arrangements to attend training. lne PAD will assiSl this sub-committee with its activities.

Rev. Aug200S FSM 21 Federated States ofMicronesia COMMU, .• ry EMERGENCY MANAGEMENT. OGRAMME A Permanent Programme

POLICIES Local community officials, leaders and members will be involved in all aspects ofthe development and management ofstale emergency and disaster management programmes and projects.

State emergency and disaster management programmes will address all phases of the disaster cycle.

GOALS As a part ofthe National Disaster Plan, state committees will be fonned with persons representing the various community agencies, organisations and interests. The members ofthe committee will be actively involved in the planning and implementation ofemergency and disaster programmes and projects.

National emergency and disaster response will focus on state committees having the capability to use local resources as the first response.

OBJECTIVES • Complete the selection and formation ofthe committees within 3 months. • Train all committee members within 1 year ofappointment. • Complete a community risk and needs analysis within 6 months. • Complete a community Emergency and Disaster Plan within 1 year. • Begin implementation of community emergency and disaster programmes/projects within 18 months.

STRATEGIES • Use public infonnation activities to stimulate public interest in participating. • Work through service clubs, churches, NGOs and agencies to identify potential committee members. • Ask high level government officials to recruit committee members. • Utilise regional and donor country training opportunities. • Widely publicise through the media, all community emergency and disaster related activities. • Involve as many different members ofthe community as possible on committees and task forces to conduct analyses and develop programmes and projects.

ACTIVITIES • Conduct community infonnation meetings and workshops. • Attend meetings of service clubs, church groups and NGOs and make presentations. • Brief the NDC. • Briefmedia representatives on plans and activities. • Contact possible training sources for schedules and arrange for training.

Rev. Aug2005 FSM 22 Federated States of Micronesia 1 _lILIC INFORMATION PROGRAMIV~ A Permanent Programme

POLICY The people of FSM will be provided with the infoffilation necessary to participate fully in national emergency and disaster management activities at all levels.

GOAL All citizens ofFSM will be knowledgeable about their role in emergency and disaster management and be able to take appropriate actions and make infonned decisions.

OBJECTIVES • To publish the national policies relating to emergencies and disasters. making this infonnation available to the public. • To make available and display all available preparedness and prevention infonnation relevant to potential emergency scenarios in FSM to the public. • To publicise significant disaster preparedness activities at local and national levels. • To publicise and make available to the public infomlation resources at the National Disaster Management Office. • To provide opportunities for the public to interact with disaster management officials for the clarification ofroles, responsibilities, etc. • To highlight and publish hazard, vulnerability and risk infonnation useful to districts and communities in FSM.

STRATEGIES • Involve all agencies and organisations who have public infonnation programmes in the development and implementation ofprojects and activities. • Work with service clubs and NGO's to develop and distribute appropriate infonnation materials and conduct infonnation workshops. • Contact regional and international organisations to obtain examples of materials used in other countries.

ACTIVITIES • Develop regular broad·based emergency preparedness infonnation campaigns via the media, schools, churches, community and sports organisations, etc. • Submil news and bulletin board items to major radio station! television station, other local radio stalions and newspapers as appropriate. • Develop a reference library to facilitate research by visitors to the office and publicity regarding this library once it is accessible to the public.

Rev. Aug2005 FSM 23 Federated States of Micronesia ~ _dLIC INFORMATION PROGRAMM_ A Permanent Programme

NDO's Public lnfonnation Programme is planned to be the primary co-ordination point of national efforts to provide emergency and disaster related infonnation to the general public through all available media.

I. JUSTIFICATION National emergency management depends to a certain degree upon public awareness ofnational and local systems that will be activated in response to an emergency or disaster. A prepared nation suffers less damages than an unprepared nation. There is a reduction in the loss ofmaterial and human resources. One of the obligations ofany national emergency preparedness office is to infonn the public of hazards and their impact on life and propeny, possible prevention and mitigation measures, and ways to respond when necessary.

2. DIAGNOSIS There is a current and ongoing need for improvement in the general level of public knowledge regarding emergencies and disasters. Appropriate and timely information will help to enable communities, village and agencies to prepare for any possible emergency or disaster situation that may affect them.

3. OBJECTIVES • To publish the national policies relating to emergencies and disasters, making this information available to the public. • To make available and display all available preparedness and prevention information relevant to potential emergency scenarios in the FSM to the public. • To publicise significant disaster preparedness activities at local and national levels. • To publicise and make available to the public the information resources at the National Disaster Office • To provide opportunities for the public to interact with disaster management officials for the clarification of roles, responsibilities, etc. • To highlight and publish hazard, vulnerability and risk information useful to Divisionsldistricts/villageslsettlements in the FSM.

4. FEASIBILITY When asked how informed and prepared for any potential emergency scenario their village or neighbourhood is, community members almost always express a feeling of widespread lack of infom1ation and preparedness. Emergency and disaster related information wiJI very likely be recognized as a valuable service by the Government to the people. This includes the utilization ofexisting regional media/public information institutions and agencies, who have demonstrated their willingness to support emergency and disaster related programmes and activities.

Existing channels ofpublic information already exist in the FSM and may be utilised by this programme. Some potential co-operating agencies are the Public Relations Office, National Television Service, the newspapers and the radio stations.

5. SUSTAINABILITY Once channels ofcommunication are established, relatively little time and efTort will need to be expended to maintain regular communications to the public.

6. COVERAGE 111e programme will seek to make information available to the entire population of FSM at all levels.

7. DURATION This will be a permanent programme of NDMO as the need for public information and education will be ong01Og.

Rev. Aug2005 FSM 24 Federated States of Micronesia 8. PROGRAMME PHASES The programme will go through the following phases: • Problem analysis and definition ofpriorities • Programme design • Assignment ofresources • Implementation • Feedback • Revision

9. DESCRIPTION OF ACTIVITIES • Develop regular broad-based emergency preparedness information campaigns via the media, schools, churches, community and sports organisations, etc. • Submit news and bulletin board items to the national radioltelevision services, other local radio stations and newspapers as appropriate. • Develop a reference library to facilitate research by visitors to the office and publicity regarding this library once it is accessible to the public.

10. EXPECTED RESULTS • States throughout FSM will be better prepared for emergencies and disasters. • The general public will understand what Government's policies are regarding emergencies and disasters. • The general public will understand the national emergency management systems in place, and will be better able to interact with and support these systems.

II. RESPONSIBLE PERSONNEL The NDMO office manager (i.e. the senior staffmember) will act as the Programme Co-ordinator. This person will co-ordinate with the Government Information Service (GIS) regarding individual and joint agency responsibilities for project tasks. Internally, the Programme Co-ordinator will carry out project tasks or assign them as appropriate to NDMO office personnel.

12. RELATIONSHIPS The importance ofNDMO's relationship with GIS in the joint administration ofthis project is apparent. It is also important that other agencies involved in public information and/or education be aware ofand collaborate to the extent possible with the programme's activities. Some examples of potential collaborating agencies include the Department ofYouth and Community Affairs and the Health Education Unit.

13. ADMINISTRATION The programme will be co-ordinated through NDMO, which in tum is administered by the Ministry of Interior Affairs. As the co-ordinating agency, NDMO will function as the main point of interface with the public for any issues arising from information disseminated through the programme. Because of its role in co-ordinating the government's public media releases, the GIS will playa major role in the administration (especially the distribution of information) of the programme. Other government and non­ governmental organisations will be involved, including, but not limited to the following: • Education Department • Health Department • Youth and Community Affairs • Red Cross • Newspapers • TV and radio stations

Rev. Aug2005 FSM 25 Federated States ofMicronesia NATIONA_ OENGUE FEVER REDUCflON PRC- _ AAMME A Temporary Programme

POLICY As a part oraur National Health Plan to provide health for all citizens ofFSM, the Ministry of Health shall develop programmes to eradicate those diseases that are preventable and provide for rapid identification and treatment ofthose diseases that are not preventable.

GOAL To control and eradicate Dengue Fever.

OBJECfIVES I. Establish a task force to prepare and implement a comprehensive Dengue Fever management programme. 2. Eliminate Dengue Fever from the country within 3 years.

STRATEGIES I. Maintain epidemiological vigilance. 2. Develop and implement control measures. 3. Implement prevention measures.

ACTIVITIES I. Investigate suspected cases ofDengue Fever. 2. Treat proven cases ofDengue Fever. 3. IdentitY vector breeding areas. 4. Provide community infonnation. 5. Eliminate vector breeding areas.

Rev. Aug2005 FSM 26 Federated States ofMicronesia (the folloWi •..c SOPs have been scanned directly into tho .ocument)

Rev. Aug2005 FSM 27 Federated States ofMicronesia Rev. Aug2005 FSM 28 Federated States of Micronesia Rev. Aug200S FSM 29 Federated States ofMicronesia Rev. Aug2005 FSM 30 Federated States ofMicronesia Rev. Aug200S FSM 31 Federated States ofMicronesia COUNTRY INFORMATION

General The latter two are known as the Faichuk group, The Federated States of Micronesia (FSM) is a while the fonner four are referred to as the young independent nation, which consists of Nomoneas group. over 600 islands, with a total land area of only 701 sq km. The islands are located in the western Kosrac, a one- state formerly known as Pacific over an Exclusive Economic Zone Kusaie, is situated at the most eastern end of the (EEZ) of approximately 2.9 million sq km and Caro1ines approximately 559 kilometers maximum height of 791 ill above sea level. There southeast of . A lush tropical high island, are four stales that comprise FSM. From west to it has a total land area of 109.6 square kilometers east, they are , Chuuk, Pohnpei and . with a rugged mountainous interior that is Pohnpei is the largest island, wilh 130 square divided in two by a deep valley. Well watered mile area, and is home to the nation's capital as and fertile, the island is noted for valuable well as its trade, commerce and civic centres. timbers that are used for and similar The population of these islands was estimated at activities. 116,400 in 1999, with Chuuk being the populous state. The estimated population in 1999 for each consists of high volcanic island of of the states are: Chuuk - 59,367, Pohnpei Pohnpei, formerly known as Ponape, and eight 37,013, Yap - 12,055 and Kosrae -7,833. outlying . , situated on this island, is lhe national scat of the Government of FSM and Language is not very far from the main town of Kolonia. English is the official language, and there are Kolonia is supported by an airport and a harbour eight major indigenous languages of the Malayo­ and an estimated 24 percent of the island Polynesian linguistic family spoken in the population live in this town. FSM:Yapese. Ulithian, Woleaian, Chuukese, Pohnpeian, Kosraean, , and Yap Slate is at the westernmost end of FSM, . consisls of nine atolls, two single islands and four normally uninhabited islands and atolls. Geography Four large islands, with a combined land area of FSM encompasses both mountainous islands about 100 square kilometers and separated by with fertile volcanic soils and remarkably high narrow channels, constitute Yap Proper, or rainfall, as well as low-lying atolls. Although Waab. Three of the four islands, Yap, Gagil­ steep and often inaccessible, land on high Tamil, and Maap, are linked by bridges, while volcanic islands is generally fertile. In contrast, the fourth, Rumung, is only accessible by boat. land on low coral atolls is sparse and infertile. As Unlike the other large volcanic islands of the a result, agricultural activity is limiled although Carolines, Yap is of sedimentary struelure. The subsistence agriculture and provide the main center of Yap State, is Colonia and is mainstay ofthe economy on the islands. located on Yap Proper. , formerly known as Truk State, is located some 1,028 kilometres southeast of Climate and is comprised of fifteen island groups The climate is tropical with a typical weather with lotal area of 118 square kilometers. The pattern ofa wet season and a dry season. islands within the , approximately A short, dry season prevails between January and 72 kilometers in circumference, collectively March in contrast to a long, wet season comprise Chuuk proper, a group of fourteen throughout the rest ofthe year. mountainous islands of volcanic origin and surrounded by a coral ring that fOrolS a lagoon of During the rainy season, flooding and landslides over 2,000 square kilometers. WenD, fomlerly ean occur, especially with the systems. called Moen, is the seat of government. Other During the dry season vegetation in the western major islands in the lagoon include Fefan, becomes susceptible to fire. Periodically Dublon, Parem, Uman, Udot and Tol. there are extended periods of drought.

Rev. Aug2005 FSM 32 Federated States ofMicronesia Transportation 20% reduction in lenues from the Compact of Cruise and cargo vessels regularly call at Free Association - the agreement with the US in the ports of Yap, Chuuk, Pohnpei and Kosrae. which Micronesia received $1.3 billion in Government boats and many private boat financial and technical assistance over a 15-year companies operate the domestic route from these period until 200I. Since these revenues ports. Airports in all four states can accounted for 57% of consolidated government accommodate 727 aircraft or those of similar revenues, reduced Compact funding resulted in a size. ContinentaV Air Micronesia provides severe depression. Economic activity recovered regular international service from amd III 1999-2001. The country's medium-term Guam. Inter-island flights within FSM arc economic outlook appears fragile due to likely serviced by the Pacific Missionary Aviation. The further reductions in external grants made under road conditions in FSM is generally in poor the US Compact funding. Geographical isolation condition and can worsen after heavy rains. and a poorly developed infrastructure remam Automobiles are driven in the major centers of major impediments to long·term f:,JfOwth. each state and on large islands. Health Utilities FSM citizens enjoy a level of health care that is The FSM Telecommunications Corporation high in comparison to the rest of the Pacific provides all national and international Region, thanks largely to the focus on this area telecommunications services throughout the by the US during the Trusteeship. Under the country. A major means of communication Compact, FSM Governments have maintained throughout FSM is the use of sideband radios. that standard, as indicated by current mortality To provide FSM with telecommunication statistics. The US Public Health Service services, FSM Telecom utilizes four Intelsat provides doctors at the four State hospitals, and Standard B stations in operation in Chuuk, Micronesians are taking their place in the system Kosrae, Pohnpei, and Yap. A fifth lntelsat through such programs as the Medical Officer Standard A earth station at the company's Training Program in Pohnpei. Certain emergency corporate headquarters in Pohnpei routes cases are referred to hospitals in Guam and international traffic (including Internet traffic). Hawaii.Voluntccr groups of physicians in the Other clements in the FSM Telecom network visit FSM on a regular basis to include a DSM-IOO/2oo switch with two remotes perform specialized services in such areas as and a DMS-300 switch on Pohnpei; some 410 reconstructive surgery. miles of buried cable, 53 miles of buried fiber oplic cable, and various radio-linked telephones. Government FSM Telecom will continue to invest in the The FSM Constitution, like that of the US, future in order to improve its services. As the provides for three separate branches of Internet Service Provider for FSM, the company government at the national level - Executive. plans to expand its Internet Services to meet the Legislative and Judicial. It contains a growing demand. Telecommunication services Declaration oj Rights similar to the US Bill of will be expanded to the more isolated and remote Rights, specifying basic standards of human islands in FSM and the company is exploring rights consistent with international norms. It also options, including the use of a LEO (Low Earth contains a provision protecting traditional rights. Orbit) satellite system to provide these services. Unlike the US system, however, most major International Direct Dialing (100) is possible to governmental functions other than the conduct of and from any telephone in FSM. The country foreign affairs and defense are carried out by the code is 691. State governments. The Congress of FSM is unicameral with fourteen Senators - one from Economy each state elected for a four-year term, and ten Economic activity consists primarily of who serve two-year terms, whose seats are subsistence farming and fishing. The islands apportioned by population. Currently, Chuuk has have few mineral deposits worth exploiting, six seats, Pohnpei four and two each are held by except for high-grade phosphate. The potential Yap and Kosrae. The President and Vice for a tourist industry exists, but the remote President are elected to four-year tenns by the location and a lack of adequate facilities hinder Congress, from among the four-year Senators, development. In 1996, the country experienced a and the vacant seats are then filled in special Rev. Aug2005 FSM 33 Federated States ofMicronesia elections. The Judicial Branc•. 0[ the National role of the MR<.. is outlined in some of the Government is headed by the FSM Supreme state's emergency preparedness and response Court, currently comprised of three Justices who manuals. Efforts to work with the four state and sit in trial and appellate Divisions. At this time national governments are in place to identify there are no other National courts. Justices are specific areas where the society can be most nominated by the President for a lifetime effective in its assistance. Preliminary appointment and confinned by the Congress. discussions have been held with the The State governments under their Constitutions representative of the American Red Cross, are structurally similar, all utilizing three chapter, for assistance in conducting branches, Executive, Legislative and Judicial. training workshops in disaster preparedness, as Their makeups vary according to their different well as disaster mitigation. In late 1998, the circumstances. Traditional leaders retain MRCS received Japanese funding for considerable influence. procurement of relief stocks and containers. The MRCS has received support from the Security International Federation, through the regional Under the Compact of Free Association, the delegation in , as well as the Japanese United States is responsible for the islands' and American Red Cross Societies. defense. The country has no security forees apart from national police and state public safety Environment officers, who operate under effective civilian Increased shipping and air traffic coupled with control. the move to a consumption economy with large volumes of imported goods means the Organizations environment is facing an increasing problem The division of Disaster Management within the with solid and other waste disposal. FSM is Office of the President is the responsible agency already faced with the problem of solid waste for coordination of all disaster-related matters disposal in all its States. under the direction of the President. The Special Assistant to the President for Disaster Increased population, fishing activity and larger Management coordinates the implementation of foreign fishing fleet, the possible establishment thc National Government Disaster Assistance of canneries, and other development activities Program specifically the preparedness, response, means the problem will gct substantially worse relief and recovery activities identified in the before it becomes better. Disaster Preparedness Plan and other administrative plans written up for each of the Dumping of bilge water (mixture of petroleum specific segment ofthe program. by products) around docks has already caused significant loss of marine life around docks. The National Government Disaster Committee is These and other factors such as use of dynamite composed of Secretaries of the Departments, and and chemicals for fishing, grounding of fishing Directors of offices and agencies which and other boals on reefs and resulting fuel and comprised the Cabinet. This committee serves as oil spills and other factors have greatly impacted an advisory board to the President on policy reefs. matters pertaining to the dispensing of the National Government disaster assistance to the FSM cultures have a rich history of effective State (s) stricken by disaster. The Special conservation methods. Unfortunately, as the Assistant for Disaster Management acts as the economy moves towards monetary based, there secretary for this Committee. has been at least a temporary shift away from these traditional conservation methods. During the natural disaster, the US Federal Emergency Management Agency (FEMA), Red Communications Cross provide supports for disaster preparedness. Public communication is through television, and The Micronesia Red Cross Society (MRCS) was various radio stations, telephones and word of fonnally charted in April 1998 as a non­ mouth. The sole state-run television station is governmental organization. The MRCS has its located in Yap State, while a private television headquarters in Pohnpei and is actively station and FM radio station are situated in organizing chapters in FSM's four stales. The Pohnpei. An AM radio station is situated on Rev. Aug2005 FSM 34 Federated States ofMicronesia Chuuk, Yap and Kosrae and i3 _vailable in most 000 ( USD 2(" 09/ EUR 20,438) had to be households in those states. Local and released from the Federation's Disaster Relief international news are broadcast daily in English Emergency Fund (DREF), and donors were and in the local vernacular. The National encouraged to consider providing funding to government publishes the National Union in fill the remaining gap ofCHF 7,000. Englis~ the states of Yap, Chuuk, and Kosrae publish bi-weekly or monthly newsletters within Earthquakes their respective states. The Although FSM islands and atolls were from Guam is circulated among the islands, as originally fonned from volcanoes, they are are magazines from the South Pacific. now extinct, leaving coral reefs surrounding the high islands and atolls leaving little change Cultural of a volcanic generated eruption. Only the Christianity is the predominant religion in FSM, island of Yap is near the boundary between with a roughly even split between the Catholic the Pacific and Philippine plates and could be and Protestant faiths. While Kosrae is affected by an earthquake. overwhelmingly Protestant, Chuuk and Yap are strongly Catholic. Other sects include the Landslides Congregationalist Church, Church of Latter-Day Continuous and heavy rainfall over a period of Saints, Seventh Day Adventists, Jehovah's several hours or days creates disaster Witnesses and the Assembly of God. The United conditions in areas prone to landslides and in Church Board of World Ministries maintains a lowlands with poor drainage. River flooding is regional office on Pohnpei; the Catholic a threat in the high islands. All islands are Vicariate of the Marshall and is susceptible to shoreline flooding and water based in Chuuk. damage resulting from torrential rains particularly those accompanying a tropical Disaster History cyclone. Two major factors can increase the The islands and atolls of the Federated States of likelihood of flooding, mudslides and Micronesia are subject to natural disasters such landslides. Firstly, the reduction of primary as typhoons, tsunami/tidal surges, floods, upland forests, especially in Pohnpei State. In drought, fires and environment pollution. Other 1975, 42% of the island was virgin forestland. threats such as earthquakes, epidemics and major By 1995 that figure has been reduced to 15% accidents are also possible. Of these, typhoons, as greater parts of the land are being with the accompanying strong winds, flood and cultivated, especially for sakau. The second stonn surge, are the most frequent and have one factor is La Nina events. After some EI Nino of the most damaging efTects. Earthquake, with events, the strengthen, rise in sea its secondary hazards such as tsunami, fire (in level heights, and sea surface temperatures in urban areas) and landslide, although not the can reverse dramatically in frequent, nevertheless has the potential to cause the other direction from EI Nino. This massive devastation. Drought is dictated by EL formation creates a heavier than normal Nino phenomena (3-5 year period). rainfall in the Western Pacific. The impact of the landslides can also destroy Typhoons food crops in the low·lying areas, and many Typhoons often sweep through the islands homes are lost as well. According to the with strong destructive winds that generate reports compiled after Typhoon Chata'an high , torrential rains, wave action and subsided, 48 people were reported dead, 73 flooding. During an EI Nino event, FSM is people injured, 300 families were homeless, most vulnerable to typhoon activity during and 130 houses completely destroyed. Most November and December. It is during these of the displaced population was from the two months that typhoons have the greatest islands of Weno, Tonoas, Fefen, Uman, Siis, likelihood of fonning directly east, and then Udot, Fanapanges and Tol. tracking west, gathering strength before travelling across FSM. The most recent Drought Typhoon Chata'an brought devastation to the Drought is a recurrent feature of climate in islands frnm flooding and landslides that FSM. A number nf severe drnughts have occurred as a result of the typhoon. CHF 30, occurred in FSM in recent years, often Rev. Aug200S FSM 35 Federated States ofMicronesia associated with both major a..J minor El Nino Global Warm•. j and Sea Level Rise events. FSM is especially impacted by Global warming will lead to an accelerated droughts due to increased population and the rate of global sea level rise. Sea level rise will lack of adequate water storage capacity in its largely result from thermal expansion of the outer islands and also on the main islands in upper layers of the world's due to Yap and Chuuk. The recent major El Nino wanning, melting of glaciers, small and large event of 1997/1998 has severely impacted on ice caps. The Intergovernmental Panel on the high islands of Pohnpei and Kosrae. The Climate Change (IPCC) estimates an increase FSM Congress appropriated $5 million to in average surface temperatures of 1 to 3.50 C address the potential impacts of anticipated by the year 2100 based on 1990 averages. An drought conditions but there were extensive increase of 1 to 3.50 C of average surface drought conditions that widespread water temperature would result in a rise of sea level rationing became necessary. Smaller El Nino to a further 15 to 95 centimeters. The impact events, such as in 1992/1993, also created of wave and storm surge would be aggrevated drought conditions in Chuuk. Almost 40 atolls by an increase in sea level rise. The impact on ran out of water and the capital, Pohnpei, was FSM would be dramatic. The FSM Climate reduced to living off brackish underground Change Program has developed maps of water and shipping water to neighbouring Kosrae and Chuuk showing lose of land to atolls. Not only are the human water supplies various sea level rise scenarios and is compromised, but agricultural activity is also developing similar maps for Pohnpei and Yap. affected. Pohnpei sustained serious losses of both food and cash crops. Destruction of National plan staple crops of laro and exceeded The National Disaster Preparedness Plan was 50%, and vast numbers of bananas suffered. revised and updated in 2000. The purpose of the On Yap, losses were estimated at 50-60%, plan is to define the measures to be taken at the and betel nut prices increased more than National Government level to ensure that 500%. The drying of vegetation increases the effective disaster preparedness, response, relief potential for uncontrolled wildfires. During and recovery are carried out. The Hazard the 1983 drought, wildfires burned over an Mitigation Plan is another plan thal is required estimated 15 percent of the land area of under the Robert T.Stafford Disaster Relief and Pohnpei. Emergency Assistance Act (U.S.Publie Law 93­ Tsunamis 288, as amended). The FSM Hazard Mitigation Historically, FSM has experienced tsunamis. Plan is also designed as a tool to provide the When generated a tsunami travels outward public and governmental decision makers with from the epicentre, of a disturbance that needed information to understand the role of displaces water, in all directions at speeds up mitigation as a development strategy and to to 600 . The islands of FSM do implement hazard mitigation strategies and not have a gradual build-up of the ocean floor programs in the public and private sectors. that is typical of continental landmasses to cause the rising of these waves to their full Disaster Act fury. Throughout FSM, island locations arc The Disaster Relief Assistance Act of 1989 always under the threat of a tsunami. Due to provides the authority for National Disaster the speed oftsunamis, there is often little or no Preparedness Plan and the disaster management advance warning of tsunamis in FSM. Tidal! system in FSM. storm surges are more frequent due to the passing of storms, as many islands in FSM are situated in typhoon pathways.

Rev. Aug2005 FSM 36 Federated States of Micronesia FEDERATED STATES OF MICRONESIA

N

Rev. Aug2005 FSM 37 Federated States of Micronesia Rev. Aug2005 FSM 38 Federated States ofMicronesia Rev. Aug2005 FSM 39 Federated States of Micronesia Rev. Aug2005 FSM 40 Federated States of Micronesia ANNEXES

(sample cyclone response procedures from ) SAMPLE CYCLONE RESPONSE PROCEDURES

AIM The aim of these procedures is to detail the preparedness and response arrangements for the cyclone threat to Tonga.

AUTHORITY The authority for this plan is the National Disaster Management Committee (NDMC).

RELATIONSHlP WITH OTHER PLANS These operational procedures are to be read together with the National Disaster Management Plan, and should be used by all Departments, Agencies and Organisations as the basis from which internal response procedures arc developed.

CENTRAL CONTROL GROUP The Central Control Group (CeO) is responsible to the NOMe for the activation of these procedures, and for the management ofoperations associated with these procedures. Its composition is: • Commander, Tongan Defense Services (National Disaster Controller) • Director, Ministry ofWorks • Commander, Police Force • Manager - Meteorological Service (pre - impact phase) • Director, Foreign Affairs • Director, Finance • Deputy Director, NDMO

The membership of this group would be expanded during the post impact phase to include key organisations directly associated with the problems and operational requirements at hand.

METEOROLOGICAL WARNING SYSTEM The Meteorological Service will issue cyclone advices appropriate to the given threat, ranging from cyclone alert for the initial information stage to tropical cyclone warning for the highest state of threat. More specific details ofeach message are as follows:

Cyclone Alert (issued every six hours) Issued when a developing depression or tropical cyclone is close to the Tongan Islands. Gale force winds are not expected within 24 hours but may occur within 48 hours.

Cyclone Warning (issued every six hours) Issued when there is imminent threat of a tropical cyclone affecting the Tongan Islands or part thereof. Such warnings will contain information pertaining to the predicted wind strengths, which could be expected in specific areas. Such wind strengths arc detailed in the following categories.

• Gale Force Winds: are issued every six hours when the wind speeds are expected to reach gale force intensity (34 - 47 Knots) within the next 24 hours. • Storm Force Winds: issued every three hours when mean wind speeds are expected to reach storm force intensity (48 - 63 Knots) within the next 24 hours. • Hurricane Force Winds: issued every three hours increasing to hourly as the threat increases, and mean wind speeds are expected to exceed 63 Knots within the next 12 hours.

Rev. Aug2005 FSM 41 Federated States ofMicronesia NOTE: The unpredictability 0, vjclones is such that direction ofmovemeL .nd speed of onset may alter dramatically and without warning. It may be that the normal transition through the stages will in such cases be expedited.

COMMUNITY ALERTING SYSTEM The timing ofthe first cyclone warning message is often crucial as it could have a bcaring on how effective the placement of the initial community alert will be. The importance of reaching the public, cven at the risk of false alarm, will normally outweigh the desirability ofwaiting until a more precise or accurate warning can be given.

The major objective ofcommunity alerts is to ensure that the level ofcommunity preparedness is equal to the level ofexisting threat. This is achieved by strueruring community action against some fomlof warning device or measure. The system uses colour codes as a mechanism for alerting the community, and in doing so eliminates the recurring problem ofcommunity members not understanding thc technical jargon used in warning messages.

Television and radio are the primary links or form ofcommunication with the community, and therefore disaster authorities should aim at reviewing the community alert status to coincide with the listening audience being at its peak (Viz a Viz. news programs).

The following is a list and briefdescription of the community alert stages used in the Tongan Islands, a more detailed explanation can be found on the supporting public education material:

Blue Alert (Linked to Cyclone Warning - Gale Force Winds) This is the first stage ofpreparedness and signifies that: • The cyclone threat has developed/increased and that gales may start to affect the islands within the next 24 hours. • Initial preparations should commence, and increased monitoring ofthe cyclone track should begin.

Yellow Alert (Linked to Cyclone Warning - Storm Force Winds) Second level ofpreparedness. The significant factor associated with this stage is that the threat has further increased with gales and or destructive winds posing a significant risk within the next 6 - 12 hours. • Final preparations should be completed. • Schools will close. • Safety shelters will open.

Red Alert (Linked to Cyclone Warning - Hurricane Force Winds) Highest state of readiness: • Cyclone impact with risk ofdestructive winds is imminent. • All departments, business offices and stores will close.

Community alerts will be placed by the CCG on Tongatapu, and by District Officers on outer islands. An alert status should apply to the entire Island.

CLOSURE OF SCHOOLS AND OFFICES The Ministry of Education is responsible for co-coordinating the closure and reopening ofall schools within Tonga. The District Officers will assist in this process by liaising with the CCG and implementing the closure order.

Rev. Aug2005 FSM 42 Federated States ofMicronesia In many instances it will be thl...... 1istrict and Town Officers together with s... _.)01 Principals that will make the initial decision, as local weather conditions may call for an earlier decision on such matters. All schools wil1 close upon the placement ofa Yellow Alert.

Where possible, the CCG will aim to place a yellow alert at times which will enable less disruption and maximum protection to school children. All Government Offices should structure their preparedness plans to enable closure to be completed upon the announcement ofa Red Alert. Essential persons only should remain beyond this time.

TERMINATION OF ALERTS The CCG, will following consultation with the respective damage assessment teams, issue instructions to cancel the community alerts in place.

NDMC AND CCG RESPONSIBILITIES STAGE ONE - READINESS (LINKED TO GALE WARNING) Procedures to implement action should be developed at National and Island level as appropriate: • Disseminate Met message to District and Town Officers, supported by either verbal or written comments to provide more infonnation and clarification which will lead to more effective and appropriate decision making • Conduct NDMC meeting and provide briefing on current situation and prognosis for future development - Implement readiness stage • District and Town officers to brief Govemment and NGO organisations on outer islands • Establish schedule for ongoing meetings of the NDMC if required • Maintain ongoing liaison with the Meteorological Department • Increase frequency of pre-recorded education tapes.

STAGE TWO - STANDBY PHASE (LINKED TO STORM WARNING) • Conduct meeting ofNDMC • Activate the CCG - detennine meeting schedule. • Implement the Standby Phase. • Check on preparedness ofdepartments and other organisations. • Instigate verbal/written briefing for District and Town Officers. • Maintain frequency ofbroadcast ofpre-recorded education tapes. • Commence live radio broadcasts (I - 2 daily). • Review situation with regard to the closure of schools (ifapplicable). • Ensure damage assessment teams are on standby. • Gauge necessity for safety shelters- place shelter managers on standby.

STAGE THREE - ACTIVATION (LINKED TO HURRICANE WARNING) • CCG briefing - Implement Activation Phase. • Brief District and Town Officers - obtain preparedness status from outer islands. • Close Government Offices (ifapplicable). • Increase live radio broadcasts (2 -3 daily). • Ensure relocation to safe shelters is completed. • Issue situation report on preparedness status to UNDHA - SPPO for redistribution to key organisations and missions. • Assessment team to be on stand-by

Note: Careful consideration ofprevailing weather conditions should be taken when deciding on the closure ofschools and opening ofsafety shelters. Release ofgovernment employees should be gradually implemented to enable them to make preparations at their own homes. Most essential personnel only should be left on duty until final closure ofthe offices.

Rev. Aug2005 FSM 43 Federated States ofM;crones;a POST IMPACT - DISASTE. .

RECOVERY PHASE • NDMC to prepare damage report and report to Government. • Conduct recovery operation in accordance with normal Government procedures. • Recovery management committee activated.

Rev. Aug2005 FSM 44 Federated States ofMicronesia (sample earthquake response procedures from Tonga) SAMPLE STANDARD OPERATING PROCEDURE EARTHQUAKE

1.0 INTRODUCTION Tonga lies east ofthe seismically active edge ofthe Northern boundary of the Kermadec plate, one of the eleven crustal plates fonning the earth's surface. Interaction at the plate boundaries results in frequent seismic activity. Therefore, Tonga is considered a high earthquake risk country. There arc many minor tremors recorded and felt in the country, but it has been sometime since a major shock has occurred. It is therefore only a matler oftime before another major earthquake.

Several scenarios could be developed describing the extent ofcasualties and damage to life and property following a major earthquake in Tonga, which will differ, depending on the size ofthe tremor. Listed below are indications of some of the effects, which could be expected: • There would be many casualties. The number would depend on the time of day and the day of the week. • Services (power, water, telecommunications) would be severely disrupted. • Roads, air and sea transport would bc severely damaged and disrupted. • Community infrastructure would be severely disrupted, with all normal industrial, commercial, government and service industry activities being temporarily halted. The return to nonnal community activity would be a long and difficult process. • The country's financial system could become subject to extreme pressure • The tourist industry would suffer • Emotional stress would be long lasting and widely spread throughout the community.

Planning must be continuously exercised to minimize the effects on the population, and to aid a quick recovery from such an event.

2.0 AIM OF THE PLAN This plan outlines the actions necessary at national level to minimize the effects ofa major earthquakc in Tonga.

3.0 RESPONSE MEASURES Response measures fall into two (2) broad categories: 3.1 Those activities which impinge on the people directly affected by the earthquake. Such activities will include: • Search and Rescue/medical evacuation • Medical attention • Accommodation • Public Health 3.2 Those activities that affect the entire population: • Supply of food and water • Restoration ofenergy supplies, communications and water supply system • Continuation ofGovemment service delivery • Restoration ofeconomic and commercial integrity It is recognized that any resources remaining in Tonga after a major earthquake are regarded as a bonus, and much of the support needed for response measures will have to be brought into the country from outside sources to compliment national resources.

Rev. Aug2005 FSM 45 Federated States ofMicronesia 4. PRIORITIES 4.1 Priority 1 • Search and Rescue • Emergency medical attention • Reconnaissance/Damage assessment • Disaster victim identification • Registration • Trauma counselling 4.2 Priority 2 • Concentration of law and order in the area • Cordon area/guard 4.3 Priority 3 • Evacuations • Emergency accommodation • Food/water/shelter identification/management 4.4 Priority 4 •M aintenanccJrestoration ofessential services 4.5 Priority 5 • Welfare ofTourists and other foreign citizens • Emergency transportation/coordination

5. IMMEDIATELY 5.1 PRIME MINISTER 5.1.1 Declare state ofemergency ifwarranted, and instruct the NDC to activate the national disaster plan. 5.1.2 Monitor all activities and be consulted on all matters relating to policy. 5.1.3 Assume responsibility for the activation ofthe National plan. 5.1.4 Assume responsibility for policy and emergency response.

5.2 CCG 5.2.1 Activate the NEOC and earthquake SOP. 5.2.2 Prepare the NEOC: • Communications links to Provincial EOCs, are activated and tested. • Necessary supplies, stationery, message pads etc. are available. • Prepare liaison officers' operations room. 5.2.3 Make contact with DMO and the seismic research unit, to get information on the intensity and location of the earthquake. 5.2.4 Ensure the following arc at the NEOC: • Radi 0 operators • Radi 0 station stafTwith emergency broadcast capability from the NEOC staff. • liai son Officers • NEOC Staff 5.2.5 Briefthe NEOC staff 5.2.6 Convene meetings and hriefNEOC staff 5.2.7 Provide accommodation for NEOC staff 5.2.8 Ensure emergency power supply is operational 5.2.9 Act as advisor to the Prime Minister on all matters concerning logistics, coordination of response and supply ofservices to affccted areas 5.2.10 Receive confinnation from Cable and Wireless that external satellite links are functional.

Rev. Aug2005 FSM 46 Federated States ofMicronesia 5.3 NDC MEMBERS 5.3.1 Repon to the NEOC 5.3.2 Meet and formulate a response plan for dealing with the earthquake

5.4 PROVINCIAL COMMIlTEES 5.4.1 Activate Provincial EOes and earthquake response plans

5.5 COMMANDER OF POLICE 5.5.1 Activate police earthquake plans 5.5.2 Deploy security personnel 10 stricken areas 5.5.3 Initiate evacuation procedures as required 5.5.4 Ensure the safety ofother Government Ministers and Government Officers.

6. WITHIN 24 HOURS 6.1 CABLE AND WIRELESS 6.1.1 Install and test portable satellite equipment if necessary to facilitate external communications 6.1.2 Establish communications with response agencies and Provincial Chairmen

6.2 MINISTER OF WORKS AND DISASTER CONTROLLER 6.2.1 Confirm national emergency ifjustified by damage assessment 6.2.2 Brief the Prime Minister on the condition ofGovemment buildings and statT situation and recommend a suitable alternate Headquancrs from which to conduct Government business

6.3 CONTROLLER 6.3.1 Notify: • Minister of Internal Affairs • Minister of Lands Geology • PS Prime ministers office • PS Min. of Finance and Economic Development • PS Min. of Communications and Works • PS Min. of Agriculture, Trade and the Environmem • PS Administration • PS Min. of Education, Health and Community Services • Managers Radio stations • Hospital Administrator • Commissioner ofPolice • Airpon Manager • Main voluntary organizations • Emergency sub-eommittee chairmen 6.3.2 Assemble the NEC at the NEOC 6.3.3 Coordinate information and requests between Government Departments and local industry 6.3.4 Check emergency shelters and shelter personnel 6.3.5 Ensure the emergency reliefdistribution service is operative 6.3.6 Place all parallel communications services under the control of the NEOC 6.3.7 Send SITREPs to all agencies 6.3.8 Activate mutual aid agreements through the NEOC 6.3.9 Place radio operators at the NEOC on 24·hour roster 6.3.10 Ensure fully manned emergency communications systems 6.3.11 Provide evacuation facilities for families ofNEOC staffif necessary 6.3.12 Check with radio station on the equipping and preparing of a press area at the NEOC 6.3.13 Check security deployment by Police Force to all key areas 6.3.14 Ensure that admin/secretarial suppon are prepared for EOC

Rev. Aug2005 FSM 47 Federated States of Micronesia 6.3.15 Ensure that all ml.....terial communications systems are fully ....wated 6.3.16 Ensure that all District EOCs are activated and that communications exist with the NEOC 6.3.17 Get information on location and magnitude of the earthquake from the seismic unit through theNEOC 6.3.18 Dispatch ground teams to areas ofgreatest damage 6.3.19 NOI;fy DMU

6.4 MINISTRY OF POLICE AND TONGA DEFENCE SERVICE (TDS) Assist with transportation and evacuation as requested by the EOC

6.5 FIRE AND EMERGENCY SERVICES 6.5.1 Activate search and reseue and fire fighting procedures as necessary (note casualties identification) 6.5.2 Provide ground reconnaissance intelligence report to the NEOC

6.6 SENIOR MEDICAL OFFICERIDCH 6.6.1 Activate hospital earthquake plans 6.6.2 Activate all medical services including first aid stations 6.6.3 Activate private medical services 6.6.4 Activate and assign all medical and first aid staffand ensure adequate medical supplies arc available 6.6.5 Deploy hospital emergency staffto district casualty stations 6.6.6 Activate other medical emergency services

6.7 MJNISTRY OF HEALTH AND MEDICAL SERVICES 6.7.1 Provide medical statTat provincial casualty stations 6.7.2 Victim identification process 6.7.3 Initiate procedures for the quick burial ofthe dead

6.8 PUBLIC WORKS Provide building and ground assessment/reconnaissance intelligence

6.9 AIRPORT MANAGER 6.9.1 Provide aircraft for aerial reconnaissance 6.9.2 Provide back up during rescue

6.10 AUTHORITY Provide boats for marine reconnaissance

6.11 MINISTER OF WORKS Brief the Prime Minister on the condition ofGovernment buildings and recommend a suitable alternate headquarters from which to conduct Government business

6.12 PRIME MINISTER Decide location from which to conduct Government business

6.13 SECRETARIES Activate all Departmental earthquake plans

Rev. Aug200S FSM 48 Federated States of Micronesia 6.14 GOVERNMENT DlSAo ,ER LIAISON OFFICERS (DLOs) 6.14.1 Establish ministerial operations centres. 6.14.2 Locate and briefall operations staff. 6.14.3 Implement Departmental plans. 6.14.4 [nform respective/responsible ministers ofthe current situation. 6.14.5 Inform Director Generals. 6.14.6 Install communications and emergency power supplies. 6.14.7 Contact NEOC director and provide updates. 6.14.8 Assess damage and needs. 6.14.9 Briefdepartment personnel on the situation. 6.14.10 Implement deployment plan ofservices and supplies through the use ofa priority checklist.

7. WITHIN 48 HOURS 7.1 PRIME MINISTER Be consulted on all matters relating to the activation ofany or all evacuation systems developed for Provinces by the NEOC Establish contact with overseas donor representatives - through Foreign Affairs.

7.2 PROVINCIAL I DISTRICT COMMITTEES Activate and prepare emergency shellers as required and advise the NEOC Ensure that all emergency shelters are opened, staffed and equipped with supplies

7.3 DAMAGE SURVEY TEAM Provide initial damage assessment and needs to the NEOC

7.4 COMMUNITY SERVICES DEPARTMENT Deploy reliefand welfare workers to evacuation centres.

7.5 TANGOINGO (Red Cross) Deploy reliefand volunteer workers to evacuation centres.

7.6 AIRPORT MANAGER Briefairlines and international aviation authorities on the situation at the airports

7.7 PWD 7.7.1 Activate transportation, road clearance and logistics plan through the NEOC 7.7.2 Re-check arrangements and MOD's with private contractors 7.7.3 Deploy resources: • Heavy-duty equipment • Communications equipment • Manpower • Refuel vehicles 7.7.4 Provide fuel for generators at the NEOC

7.8 WATER AUTHORITY (U ELCO) • Activate earthquake plans • Fill water trucks • Assess situation ofwater supply

Rev. Aug2005 FSM 49 Federated States of Micronesia 7.9 FIRE and EMERGENC. .ERVICES Deploy resources: Fire fighting equipment Communications equipment Manpower

7.10 ELECfRlCITY AUTHORITY • Activate earthquake plans • Deploy resources: Transmission line material and equipment Communications equipment Manpower Provide fuel for generators

7.11 POLICE 7.11.1 Initiate evacuation procedures tluough the NEOC 7.11.2 Deploy security personnel to stricken and evacuated areas and homes of key response personnel as requested through the NEOC 7.11.3 Provide ground reconnaissance intelligence to the NEOC 7.11.4 Assign personnel to: • Protect property • Prevent vandalism • Control traffic • Maintain security at: Hospitals Shelters Air and seaports Relevant Government offices Homes ofrelicf workers

7.12 PRIME MINISTER'S INFORMATION UNIT • Issue precautionary hints together with packaged information of the activities of responding agencies and disseminate situation reports locally and overseas through the NEOC • Advise public of safety ofkey Government officials through the NEOC • Advise public to listen to all reports through the NEOC • Issue precautionary hints together with packaged information of the activities of responding agencies and disseminate situation reports locally and overseas through the NEOC • Issue updates and public infonnation via news releases

8. AS SOON AS POSSIBLE 8.1 PRIME MINISTER Establish contact with Foreign Affairs/Diplomatic Missions for onward transmission to International agencies regarding the responsibility for the coordination ofsupplies to the Country

8.2 CONTROLLER 8.2.1 Coordinate the relocation ofGovernment offices to temporary pre-determined alternate sites through the NEOC 8.2.2 Maintain communications within and outside Tone (including DMU) and with other assisting organizations through the NEOC 8.2.3 Make available all relevant information on the disaster to DMU and participating states through the NEOC 8.2.4 Coordinate evacuations from stricken or threatened areas to emergency shelters through the NEOC

Rev. Aug2005 FSM 50 Federated States of Micronesia 8.3 PRIME MINISTER'S I•• ORMAnON UNIT 8.3.1 Build and maintain a picture ofthe earthquake, its effects and reliefmeasures being undertaken through the NEOC 8.3.2 Establish a public information service to the community and the outside world, making certain that all information released is factual and accurate. 8.3.3 Constantly advise public through the NEOC • To conserve food and water • To stay living at their homes ifsafe to do so • To take particular care with hygiene and sanitation practices • Ofmeasures being taken with respect to provision of food and water and restoration of public utilities

8.4 SECRETARY· MINISTRY OF FINANCE 8.4.1 Activate emergency finance procedures 8.4.2 Allocate sufficient funds 8.4.3 Establish lines ofcredit with merchants enabling easy access to relief supplies during the disaster before payment

8.5 MINISTRY OF FOREIGN AFFAIRS AID COORDINATION UNIT 8.5.1 Coordinate requests for and offers ofoverseas aid and assistance through the NEOC 8.5.2 Coordinate local and International reconnaissance and damage assessment teams (Insurance Companies, Military, UN Organizations, etc.) through the NEOC

8.6 TANGO / NGOs / RED CROSS Coordinate distribution ofrelief supplies through the NEOC

8.7 CUSTOMS AND QUARANTINE Facilitate speedy customs, and health clearance for international assistance and resources arriving in the Country through the NEOC.

8.8 TONGA VISITORS BUREAU See to the welfare ofTourists and advise the NEOC

8.9 CHIEF FIRE OFFICER Coordinate local and International search and rescue teams and operations through the NEOC

8.10 PROVINCIAL COMMITTEES Coordinate the establishment, staffing and management ofemergency shelters for the general population

8.1 I DIRECTOR OF PUBLIC WORKS 8.11.1 Provide transportation for relief supplies and personnel 8.11.2 Provide temporary or pennanent accommodation required by reliefworkers 8.11.3 Coordinate transportation and supply through the NEOC

8.12 RED CROSS 8.12.1 Channel International medical assistance through the NEOC 8.12.2 Assist the NEOC in coordinating medical assistance- and supplies 8.12.3 Assist with food and water distribution and with reliefactivities 8.12.4 Provide relief supplies to shelter victims 8.12.5 Assist with needs assessment 8.12.6 Assist with the tracing of missing persons. 8.12.7 Counseling 8.12.8 Shelter management

Rev. Aug2005 FSM 51 Federated States of Micronesia 8.13 CHIEF MEDICAL Of. ~ER 8.13.1 Certify international requests and receipts ofmedical supplies 8.13.2 Deploy field hospitals as necessary after initial assessment

8.14 PROVINCIAL CHAIRMEN 8.14.1 Coordinate the reception and care ofevacuees sent into the Province 8.14.2 Provide information to the NEOC on damage and needs

9. WITHIN TWO WEEKS 9.1 PRIME MINISTER .Assemble Government for emergency session as necessary

9.2 LOCAL - OVERSEAS VOLUNTARY AGENCIES 9.2.1 Deploy subsidiary clearing teams to ports ofentry 9.2.2 Clear supplies from all ports 9.2.3 Document relief items 9.2.4 Distribute supplies to Provincial distribution storage 9.2.5 Submit documentation on receipts.

10. WITHIN ONE TO THREE MONTHS 10.1 PRIME MINISTER 10.1.1 Convene Executive Council for emergency sessions as necessary. 10.1.2 Activate NDRC headed by DESP. 10.1.3 Stand down the response phase.

10.2 CONTROLLER Deactivate the NEOC and return to Donnal operations at the NOMO

10.3 RECOVERY COORDINATOR 10.3.1 Coordinate requests for and offers ofoverseas aid and assistance through the Development Unit 10.3.2 Provide relief supplies to all as needed 10.3.3 Coordinate distribution ofrecovery support and supplies through the Community Services Department 10.3.4 Facilitate speedy customs, immigration and health clearance for international assistance and resources arriving in the country through appropriate agencies 10.3.5 Coordinate local and international reconnaissance and damage assessment teams (Insurance Companies, Military, UN Organizations, etc.) 10.3.6 Coordinate the closing down ofemergency shelters and the return ofevacuees to their homes 10.3.7 Coordinate the relocation ofGovernment offices to original or alternate sites 10.3.8 Coordinate transportation and supply 10.3.9 Coordinate the responses from all local and international agencies to see to the hasty restoration ofnonnal services and functions of the public and private sectors 10.3.10 Verify and certify all disaster reliefinvoices for payment 10.3.11 Coordinate the restoration ofessential services and public utilities 10.3.12 Ascertain the early requirements for Government assistance in re-establishing the community IOJ.13 Establish and operate a National Enquiry Centre 10.3.14 Coordinate any task (required to maintain Government functions

Rev. Aug2005 FSM 52 Federated States of Micronesia 10.4 PRIME MINISTER'S '. ,fORMATION UNIT IDA. 1 Continue to build and maintain a picture of the earthquake, its effects and recovery measures being undertaken through the Government Information Service. 10.4.2 Compile public education awareness for future preparedness and mitigation programs

10.5 MINISTRY Of AGRICULTURE, LABOUR AND COMMERCE 10.5.1 Monitor and document reliefslock levels 10.5.2 Promote the resumption of nonnal trade

10.6NDMO Ensure establishment ofcentral storage area at air and sea ports to receive supplies

10.7 ENVIRONMENT 10.7.1 Conduct environmental impact/damage assessment 10.7.2 Provide public information on future risks 10.7.3 Store information that could be used for future preparedness and mitigation purposes 10.7.4 Infonn MEOC on report(s)

10.8 TELECOM 10.8.1 Restore telecommunications 10.8.2 Make INMARSAT terminal available (0 the Government

10.9 PWD 10.9.1 Restore roads, bridges and buildings 10.9.2 Remove debris - re establish access

10.10 ELECTRICITY AUTHORITY 10.10.1 Restore electricity 10.10.2 Conduct risk assessment and advise vulnerable communities

10.11 WalerAUTHORITY Restore water supplies

10.12 MIN1STRY Of HEALTH AND MEDICAL SERVICES 10.12.1 Certify food and water supplies quality 10.12.2 Distribute and deploy medical supplies and personnel as required 10.12.3 Ensure Public Health is maintained/awareness

10.13 M;n. Of AGRICULTURE Restore agricultural sector

10.14 PRIME MINISTER Re-establish the best possible Government business

Rev. Aug2005 FSM 53 Federated States ofMicronesia