Disaster Management and Recovery Workshop held on Grand Bahama

Mon, May 4th 2009, 12:00 AM

The Caribbean Central American Action and the National Emergency Management Agency held a Disaster Management and Recovery Workshop in Freeport, Grand Bahama on April 30, 2009.

Participants included representatives of the Grand Bahama Port Authority, Tropical Shipping, NEMA, Freeport Harbour Company, Grand Bahama Chamber of Commerce, and many government administrators and councilors.

Mrs. Geneva Rutherford, Director of Training & Social Programmes at the Grand Bahama Port Authority spoke on the Port Authority's role in disaster management:

"Greetings:
President, Tropical Shipping
Representatives of the Caribbean Central American Action
Representatives of the National Emergency Management Agency
Mr. Alexander Williams, Island Administrator
Chief Councilors
Representatives of Government Departments
Ladies and Gentlemen

Thank you for the invitation for The Grand Bahama Port Authority, Limited (GBPA) to participate as a sponsor with Caribbean Central American Action and the National Emergency Management Agency in the Disaster Management and Recovery Workshop.

Since the inception of the City of Freeport in 1955, GBPA has managed the growth and development of the Port Area through: The Promulgation of by-laws; the Development, Administration, Control and the Maintenance and Repair of the infrastructure of the Port Area.

Even though there are no specific by-laws governing the Grand Bahama Port Authority, Limited as it relates to Disaster Management, because of its maintenance and repair roles, the Grand Bahama Port Authority, Limited some years ago established a Disaster Management Committee, under the Chairmanship of the then President, Sir Albert Miller. All industrial companies operating both inside and outside of the Industrial Park:

These include:

* The Grand Bahama Power Company
* The Grand Bahama Utility Company
* Sanitation Services Co. Ltd.
* Freeport Harbour Co. Ltd.
* Grand Bahama Airport Company Ltd.
* Freeport Container Port
* Bradford Grand Bahama
* Grand Bahama Shipyard
* Port Lucaya Marketplace
* Port Lucaya Marina
* B.O.R.C.O. / VOPAK


It is also important to note that each company prepared its individual Disaster Management Plan, which has subsequently been submitted to GBPA for compilation into a major Disaster Management Manual. This Disaster Management Manual is updated annually.

GBPA also has its very own active Disaster Management Committee chaired by the President or his Designate and Representatives from key departments such as:

* Building and Development Services
* City Management
* Security and G.B. Utility Company


The key roles of the GBPA Disaster Committee are to:

1. Liaise with all major companies and Government Departments.
2. Prepare its own extensive properties for Hurricanes.
3. Operate its own Command Center during a Hurricane (this is where reports of all damages are reported by the N.E.M.A. Representative during the disaster).
4. Report all vital information about damages to the Grand Bahama Power Co. Ltd. And Grand Bahama Utility Company immediately following the Hurricane
5. Assist the major service providers in its own Group of Companies with the recovery efforts.
6. Immediately after the passage of the Hurricane, Engineers from its Building and Development Services Department and Personnel from the City Management Department assess all damages within the Port Area.

The Grand Bahama Port Authority spent in excess of $1.8 million in 2004, $317,000 in 2005 and $234,000 in 2006 following major hurricanes. The Grand Bahama Utility Company incurred in excess of $300,000 in restoration in 2004 alone. The Grand Bahama Power Company who carried the brunt of damage, restoration efforts amounted to some $14 million dollars.

Because the Grand Bahama Power Co. Ltd. and the Grand Bahama Utility Company serve the entire Island, those companies are then responsible for the immediate restoration of services throughout the Island. There is a prioritized approach to the restoration of power and water.

The reopening of the various Ports, the Airport, the Harbour, the Container Port and the Port Lucaya Marina are critical to receiving aid after the disaster.

After the immediate assessment of damages by any Hurricane, the GBPA Management Team creates an action plan which includes:

1. The decision on the Hurricane Restoration Budget.
2. Place orders for water, food and building supplies to assist displaced persons.
3. Arrange for shipping of supplies.
4. Assign of personnel for the distribution and recording of aid.
5. GBPA gives percentage of its supplies to the Red Cross and various Government Agencies to assist with their distribution efforts.
6. The GBPA works closely with the relevant Government Agencies until the disaster recovery is completed, at which time a final report is prepared for its Archives.

As you can see Ladies and Gentlemen, the Grand Bahama Port Authority, Limited and its Group of Companies are vital to the restoration of the City of Freeport and the island of Grand Bahama after any major disaster. It has formed a real partnership with the Bahamas Government in this effort.

Thank you for your kind attention."

Dr. Shawn C Thurston gave an overview of the Freeport Harbour Company's Disaster Management Plan:

"Good morning. Its is indeed a pleasure for me to be here this morning to provide you with an overview of the FHC Disaster Management Plan; but first I greet you on behalf of Capt. Orlando Forbes, Port Director and the management and staff of this International Ships Ports Security Complaint Facility. We are delighted to have you at our and during the break I invite you to take full advantage of the various amenities we have to offer.

Boasting of being the largest fabricated harbour on the eastern seaboard of the United States, The Freeport Harbour Company prides itself for offering superior quality services to both its internal and external customers. Additionally, it recognizes the pivotal economic role it provides as being the least port of entry for the island of rand Bahama as in excess of 85% of all goods coming to the island arrives through this harbour. The significance of the aforesaid thus is a constant reminder of the grave and direct negative impact upon which closure of the harbour due to natural or man-induced disasters would have on the Grand Bahama economy.

With this as a backdrop, coupled with the occurrences of recent natural and man-induced misfortunes at the harbour the harbour company?s interest and awareness was stimulated to the necessity for a well orchestrated and designed disaster management plan,; which by extension incorporates the views and standard operating procedures of all harbour users and industry partners to have a degree of flexibility to incorporate internal disaster mechanisms and preparations designed to safeguard their individual entities. Additionally, the plan provides for the incorporation of ?Articles of Association? between the various industry partners and harbour users.

Though presently in its infancy stage, the articles of association call for incorporation of mutually supportive assistance by all partners and stakeholders? and it provide measures whereby in the unfortunate event of a catastrophe, one entity is not held solely responsible for pre, present and/or post disaster efforts.

Disaster management is not a new concept to this institution, as in previous years, The Freeport Harbour Company has managed both man made as well as natural disasters with great success.

Experience has and remains the best teacher; thus historical data continues to encourage the company to assess its disaster mitigation and preparedness state of readiness.

The disaster cycle has and remains at the forefront of the organizations disaster management plan and the six revolving elements that make up the cycle are constantly reviewed. The elements of which I refer to are response, recovery, mitigation, risk reduction, prevention, and preparedness.

Current disaster mitigation efforts continue to focus on lessening of any hazard that has the potential to cause a disaster. It attempts to eliminate or drastically reduce the direct effect before the tragedy occurs. Examples of these include strengthening of buildings, wharves, docks, or ensuring that mitigating equipment like fire extinguishers, containment booms and others are readily available when required. Generally, these are all foreseeable activities; however, there are some unplanned internal mitigation activities that may require immediate attention and may involve temporary disruption in harbour services, which may necessitate mass evacuations; fire, bomb threats, chemical spill, and explosions. All of these have the potential to increase internal distress; however, the harbour has incorporated mitigation plans for each area.

Disaster preparedness on the other hand focuses on strategies to respond to a disaster threat or occurrence. The plan takes into account an estimation of emergency needs and identifies the resources and personnel needed to cater to those needs. It showcases the preparation of well-designed action plans that structure the entire post-disaster response and administrative preparedness by way of stock piling of supplies, and development of tactics for rescue and relief.

Considering the possibility of such threats, the present plan aims at identifying the most significant disasters that would impact the harbour. Additionally, the plan recognizes provisions for effective and timely relief through organized collaboration of various sub-departments, organizations, and business institutions.

To this end, the primary focus is on four potential types of disasters that would adversely affect the operation and livelihood at the harbour. The plan endeavours to mitigate and ameliorate any negative effects these types of disasters could have on the infrastructure, operation and management.

Table 1 summarizes the more prevalent disasters and the plans that are in effect for The Freeport Harbour; those being; hurricane, fire, environmental, and medical.

Hurricane Preparedness Plan

The hurricane preparedness plan involves an alert, response and recovery stage to deal with natural disasters involving hurricanes, tornadoes, storms and/or tropical depressions. This plan caters to the most common natural phenomenon with the greatest potential to disrupt harbour operations.

The aim of this plan establishes mechanisms necessary to make responsible and reasonable preparations for the safeguard of lives and property should the harbour be threatened. Additionally, it increases the awareness of harbour users, tenants, boaters and others of the need to always be hurricane conscious and prepared.

The slides depict some of the damages sustained to the infrastructure at the harbour due to acts of nature.

Fire prevention and response plan

The focus of the fire prevention and response plan relates to the possibility of a fire or explosion occurring within the limits of the harbour company. Presently, there is no fire service provided for the immediate area; however, depending on the location and size of a fire, extinguishers and spate pumps are strategically located throughout the harbour company to provide immediate assistance. In addition, the fire services of the local fire department, the Grand Bahama Airport Company and that of the Freeport Container Port are readily available.

Moreover, there is the support element of both tug companies at the harbour, i.e. Freepoint Tug & towing, and Smit towing, both having fire fighting capabilities and through the use of their tug boats are able to provide water and foam to extinguish fires in the waterways, onboard ship and at shore side facilities.

The purpose of the plan thus is to ensure that coordination mechanisms are in place to guarantee maximum safeguard of property or lives in the event of an explosion or fire. Additionally, it ensures that all concerned are familiar with the various systems, evacuation routes, and equipment at their disposal.

Environmental Management & Spill Contingency Plan

The Environmental Management & Spill Contingency Plan outlines the responsibilities that are to be conducted in the event of an environmental mishap; such as an oil or fuel spill, be it on land or in the waterways. It encourages each stakeholder and tenant to ensure that they have the capability to respond to at least a tier 1 oil spill.

Unchecked tier 1 spills have the potential to adversely affect the ecological environment and generally occur during operations such as refuelling, valve or flange leaks, and routine operations and maintenance works. In most cases, containment and cleanup will be effected by using the spill response kits at each facility.

The plan outlines the procedures necessary to prevent, and/or reduce and contain the effect of a spill by means of well-coordinated responses. It defines the coordinating mechanisms needed to utilize the resources in response procedures and it establishes and defines clearly the roles and responsibility responders will assume in spill contingency and response procedures.

Medical Emergency Plan

The medical emergency plan was developed owing to increased possibilities of accidents requiring medical attention or action, and due to the diverse nature of operations at the harbour, they have the propensity to develop without warning.

Response; however, to emergency medical situation depends strongly on the location, situation, patient involved, and availability of resources to assist. The present plan caters to basic first aid health care and serious or grave cases are referred to the rand memorial hospital, which is the recognized health care institution for the island.

Conclusion

With these four strategies and the disaster mitigation & preparedness efforts as backdrops, one can only envision the stark reality ineffective disaster management plans would have for the harbour and by extension the island of Grand Bahama. Recognizing; therefore, the necessity to obtain quick and decisive responses to any potential emergency, The Freeport Harbour Company conducts regular meetings, training and drills, thus remaining current and fluent in disaster preparedness and management efforts. Additionally, sustained, collaborative and sound relationships must continue to exist between the harbour company, industry partners and other stakeholders.

These relationships must extend far beyond our individual boundary lines and if we are to achieve total disaster management success, it must not be an ?if?, but a ?must? that we develop the ?Articles of Association?, and implement the agreed upon procedures. An immediate, well-planned, partnered, and mutually supportive response is an essential tool in dealing with any natural or man-made disaster, for it paves the way for an appropriate response.

Thank you."

Photo: L-R -Greg Langstaff of the Grand Bahama Chamber of Commerce, Mrs. Geneva Rutherford - Director of Training & Social Programmes GBPA., Jaret Thompson - Port Manager-Tropical Shipping, Jennifer Nugent-Hill - Asst.V.P. Tropical Shipping, Adm. Williams, Mike Maura - Asst. VP Bahamas Trade - Tropical Shipping. (Derek Carroll photo)

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