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Hurricane Dorian Hurricane Dorian A PRIVATE SECTOR RESPONSE THROUGH THE LENS OF THE FIRST FOURTEEN DAYS © Bahamas Strong Alliance Nassau, Bahamas 2020 Executive Editor: Susan Larson Editors: Julia Roberts, Cathleen LeGrand Contributors: Scott Aranha | Ashley Brown | Steven Cartwright | Dr. Graham Cates | Diane Holowesko Dunkley Happy Hall | Alessandra Holowesko | Steven Kelly | Petah Lundgren | Lucy Lyons | Rebecca Massey Abraham McIntyre | Joanna Paul | Joanne Robertson | Patrice “Puppy” Robinson DRAFTWill Tomlinson | Karla Wells-Lisgaris | Will Young Keywords: Hurricane Dorian, The Bahamas, Abaco, Grand Bahama, Bahamas Strong, Emergency Response, Disaster Relief, Private Sector, Public-Private Partnership _______________________________________________________________________________________________________________________________________________________________________________________ Page 1 of 83 DISCLAIMER This report is not an official report of the Government of The Bahamas. Further, this report does not portray the totality of effort mobilized by the private sector in response to Hurricane Dorian in The Bahamas. Its focus is limited to a time and place: the fourteen-day period of activity between September 2-15, 2019, largely centered at the Odyssey Aviation Hangar, Nassau and including the marine response which occurred on the seas. DRAFTThis report is based on the notes, messages and recollections of private individuals and is offered as a learning resource to improve emergency preparedness and response in The Bahamas. _______________________________________________________________________________________________________________________________________________________________________________________ Page 2 of 83 TABLE OF CONTENTS TABLE OF CONTENTS SECTION PAGE SECTION PAGE Acronyms 5 Chapter 6: Medical Response 36 Executive Summary 6 — First Response 36 Chapter 1: Introduction 10 — Medical Supplies 38 — An Unprecedented Storm 10 — Medical Evacuation 38 — Dorian’s Impact 12 — Medical Zone at Odyssey 39 Chapter 2: The Core Group 16 Chapter 7: The Evacuation Centre 41 — Origin of the Core Group 16 — Overview 41 — Team Leaders and Areas of Focus 18 — Master Evacuee Log 43 — Merging of the Private Sector Partners 19 — Luggage 44 — Initial Coordination 20 — Evacuee Welcome Centre 46 — Timeline Highlights 22 — Shelters and Temporary Housing 47 Chapter 3: Emergency First Response 23 — Mental Health and Support 52 — Global Support and Development 23 — Animal Rescue and Evacuation 52 Chapter 4: Air ResponseDRAFT26 — Pet Care 54 — Odyssey Aviation 26 Chapter 8: Security 57 — Private Aircraft 26 — Security at the Main Gate 57 — Coordination 27 — Security at the Hangar 58 Chapter 5: Marine Response 30 Chapter 9: Emergency Aid Logistics 60 — Overview 30 — Overview 60 — Coordination in North Eleuthera 30 — Emergency Aid by Sea 62 — Marine Response Flotilla 31 — Matching Aid to Evolving Needs 63 Chapter 10: Coordinating NGOs 66 _______________________________________________________________________________________________________________________________________________________________________________________ Page 3 of 83 TABLE OF CONTENTS SECTION PAGE Chapter 11: Select Lessons and Recommendations 68 — Public Private Partnerships 68 — Communication 69 — Evacuation 72 — International NGOs 73 — Humanitarian Aid, Cargo and Logistics 74 — Expanding Capacity Across the Board 76 Appendix I: Bahamas Strong Alliance 77 Appendix II: The Wider Response to Hurricane Dorian Submission Requirements 78 Appendix III: Methodology 80 Bibliography DRAFT 81 _______________________________________________________________________________________________________________________________________________________________________________________ Page 4 of 83 ACRONYMS ATC Air Traffic Control (Nassau International Airport) BCAA Bahamas Civil Aviation Authority CBC Caribbean Bottling Company Ltd. EWC Evacuees’ Welcome Center (at Odyssey Aviation) established by the private sector FAA Federal Aviation Administration (USA) FBO Fixed Base Operator (an enterprise given authority by an airport to own aviation services) FMC Family Medicine Center GOB Government of The Bahamas GSD Global Support & Development (international disaster first responders) NDA Non-disclosure agreement NGO Non-governmental organization (national and international) NHC National Hurricane Center (USA) OCHA United Nations Office for the Coordination of Humanitarian Affairs OPM Office of the Prime Minister, The Bahamas PHADRAFTPublic Hospitals Authority RBDF Royal Bahamas Defense Force RBPF Royal Bahamas Police Force TFR Temporary Flight Restriction _______________________________________________________________________________________________________________________________________________________________________________________ Page 5 of 83 Private Sector Response to Hurricane Dorian EXECUTIVE SUMMARY As important as this focused publication Through the lens of the first fourteen days is, BAHAMAS STRONG knows there is a bigger story to tell. This report tells the story of a core group of hurricane on record in the open Atlantic. It Therefore, Bahamas Strong invites all independent private sector businesses and spared Nassau, the capital, but levelled national and international NGOs and the volunteers whose supplemental efforts communities in Abaco and Grand Bahama. wider private sector to contribute to a provided crucial coordination, support, and comprehensive report on response and emergency response to the people and The timeline of this report takes place recovery in Abaco and Grand Bahama post- communities on Abaco and Grand Bahama in between September 2nd and September Dorian. Capturing these many and diverse 15th, 2019, the 14-day period after the storm efforts is important for numerous reasons: the wake of Hurricane Dorian (Dorian). The not only does the record and your efforts core group was able to quickly mobilize hit Abaco and moved west to Grand deserve to be preserved, but the many people, property, and funds to support an Bahama. This initial period was marked by lessons learned by multiple players across emergency response. While efforts were tremendous uncertainty. Within days of many weeks and months will guide centred at Odyssey Aviation, a Fixed-base Dorian's impact, the private sector core resilience building, enhanceDRAFT preparedness, Operator (FBO) located in the southeastern group had created thematic teams that and help us to be more effective in our emergency response moving forward. corner of Nassau’s International Airport, also collectively encompassed several hundred included in this report are highlights of the people and many businesses. The core The timeframe of the comprehensive report critical rescue and evacuation activity group constantly adapted to respond to is the six-month period from September 2, conducted by sea. emerging problems and dynamic situations. 2019, to February 28, 2020. For more information, including accessing the Dorian was a catastrophic Category 5 Typically, the private sector holds a large template required for submissions, please go to www.bahamasstrong.org or email hurricane. With sustained winds of 185 mph, percentage of infrastructure, resources, [email protected]. See Appendix II Dorian is the strongest tropical cyclone to goods, services, and personnel in any for more information. ever hit The Bahamas and the most powerful community. This reality highlights the value of _______________________________________________________________________________________________________________________________________________________________________________________ Page 6 of 83 EXECUTIVE SUMMARY government partnerships with the private sector in relief efforts. • Coordinated a fully-supported and equipped marine The private sector can mobilize swiftly, is likely to make fast response team, comprised of over 22 private vessels, many decisions regarding the redirection of its own resources, and of which transitioned from Nassau to North Eleuthera and, usually has simple, existing methods for guaranteeing payments to from there, carried out sea evacuations from Marsh Harbour other providers to obtain relief items promptly. The private sector and the Abaco Cays. can take quick action without the administrative burdens and bureaucratic requirements of the public sector. After any disaster, • Created a fully-functioning Evacuee Registration Centre and the success of a relief effort is influenced by how quickly and an Evacuee Welcome Centre (EWC) at Odyssey Aviation, effectively resources are mobilized in response. through which passed approximately 6,800 displaced persons arriving by air and sea from the Abacos and Grand The core group teams worked independently as well as Bahama. collaboratively in multiple streams of relief. The following can be attributed to Core Group leadership: • Organized a disaster relief warehousing and logistics centre. • Arrival of a vessel at Marsh Harbour Government Dock • Implemented a medical centre, integrated with the National delivering emergency medical personnel, additional GSD Drug Plan, and able to provide prescription drugs for 60-90 responders, andDRAFT thousands of pounds of equipment, water days to evacuees arriving at the Evacuee Registration Center. and general humanitarian aid. • Emptied a loading bay at Odyssey Aviation and coordinated • Established an Air Traffic Control (ATC) room manned by ATC the setup of a government triage centre there. staff at Odyssey Aviation. • Assisted government and foreign NGOs with multiple
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