Disaster Management Plan

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1 CITY OF TSHWANE Disaster Management Plan Updated Level 1 Disaster Management Centre 2011 Updated by Disaster Management Officers OC Tshitannye KZ Khotlele KJ Matebane TJ Tshifaro SV Mnguni

2 ACCRONYMS CBO Community based organisation CoT City of Tshwane CoT DRMF City of Tshwane Disaster Risk Management Framework DMA Disaster Management Act No. 57 of DMIS Disaster Management Information System DOC Disaster Operations Centre DRA Disaster Risk Assessment DRR Disaster Risk Reduction DRMAF Disaster Risk Management Advisory Forum DRMP Disaster Risk Management Plan EIA Environmental Impact Assessment FOG Field Operations Guide FPA Fire Protection Association GIS Geographical Information Systems GM General Manager GP PDMC Gauteng Province Provincial Disaster Management Centre GPDMF Gauteng Province Provincial Disaster Management Framework GPS Geographical Positioning System IDP Integrated Development Plan IRCS International Red Cross Society JOC Joint Operations Centre KPA Key Performance Area MDG Millennium Development Goals MDMC Municipal Disaster Management Centre MFMA Municipal Financial Management Act No. 56 of 2003 MMC Member of the Mayoral Committee

3 NDMC National Disaster Management Centre NDMF National Disaster Management Framework NGO Non-governmental organisation PDMC Provincial Disaster Management Centre PDMF Provincial Disaster Risk Management Framework PFMA Public Financial Management Act No. 1 of 1999 SED Strategic Executive Director SOP Standard Operating Procedure VOC Venue Operations Centre DEFINITIONS Disaster is a progressive or sudden widespread or localized, natural or humancaused occurrence which causes or threatens to cause death or injury, damage to property, infrastructure or environment, disruption of life of a community and its magnitude exceeds the ability of those affected to cope using only their own resources. Disaster management is a continuous and integrated multisectoral and multidisciplinary process of planning and implementation of measures aimed at disaster prevention, mitigation, preparedness, response, recovery and rehabilitation. Risk is a probability of a hazard occurring or threatening to occur

4 Prevention means activities to provide outright avoidance of the adverse impact of hazards and means to minimize related environmental, technological and biological disasters. Mitigation means structural and non-structural measures undertaken to limit the adverse impact of natural hazards, environmental degradation and technological hazards. Preparedness means activities and measures taken in advance to ensure effective response to the impact of hazards, including the issuance of timely and effective early warnings and the temporary evacuation of people and property from threatened locations. Response means measures taken during or immediately after an incident or a disaster in order to bring relief to affected communities or individuals Recovery means efforts, including development aimed at creating a situation where- (a) Normality in conditions caused by a disaster is restored; (b) The effects of a disaster are mitigated; or (c) Circumstances are created that will reduce the risk of a similar disaster occurring Capacity is a combination of all the strengths and resources available within a community, society or organization that can reduce the level of risk, or the effects of a disaster.

5 Hazard is a potentially damaging physical event, phenomenon or human activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Disaster risk reduction is the conceptual framework of elements considered with the possibilities to minimize vulnerabilities and disaster risks throughout a society, to avoid (prevention) or to limit (mitigation and preparedness) the adverse impacts of hazards, within the broad context of sustainable development. Environmental Impact Assessments are studies undertaken in order to assess the effect on a specified environment of the introduction of any new factor, which may upset the current ecological balance. Environmental degradation is the reduction of the capacity of the environment to meet social and ecological objectives, and needs. Geographic Information System is an analysis that combines relational databases with spatial interpretation and outputs often in form of maps. A more elaborate definition is that of computer programmes for capturing, storing, checking, integrating, analysing and displaying data about the earth that is spatially referenced.

6 CONTENTS Executive Summary Custodian Of The Plan Legislative Mandate Purpose City Of Tshwane Overview Disaster Management Planning Overview Foundational Institutional Arrangements Disaster Risk Management Policy Framework Emergency Services Department Top Management Committee Disaster Risk Management Advisory Forum Ngo Forum Other Sub-Fora Municipal Disaster Management Centre (Mdmc) Sub-Structures Of The Mdmc Divisional Disaster Risk Management Focal Points The Disaster Risk Management Planning Framework Risk Reduction Planning Contingency Planning Disaster Risk Assessment For The Cot Macro Vulnerability Assessment The Disaster Risk Profile Of The Cot Formal Consultative Mechanism For DRR Projects IDP Projects Contributing To Vulnerability And Hazard Reduction Disaster Risk Management Planning Priorities For The Cot Incentive System For The Promotion Of DRM In The Cot Disaster Risk Management Information System Emergency Communication System... 83

7 15. Areas For Focussed Disaster Risk Assessments Implementation Strategy For The DRM Plan... 86

8 EXECUTIVE SUMMARY Disaster risk management has become the major challenge the entire world is faced with currently owing to the ever growing population, climate change, and the ever changing environment in general. Natural and man-made disasters result in economic as well as environmental losses which places a need for systematic approach to management of risks. The Constitution of the Republic of South Africa (Act 108 of 1996) places a legal obligation on the Government of South Africa to ensure the health (personal and environment) and safety of its citizens. In terms of section 41(1)(b) of the Constitution, all spheres of Government are required to secure the well-being of the people of the Republic. Section 152(1)(d) also requires that local government ensure a safe and healthy environment. In the light of the above, and the established understanding of disaster management, the primary responsibility for disaster risk management in South Africa rests with Government. Section 26(g) of the Municipal Systems Act 32 of 2000 as well as sections 52 and 53 of the Disaster Management Act 57 of 2002 compels each municipal entity to develop a disaster risk management plan as part of and an integrated part of their Integrated Development Plans. This plan establishes the arrangements for disaster risk management within the City of Tshwane (CoT) and has been prepared in accordance with the requirements of the Disaster Management Act, 57 of 2002 (the Act) and section 26(g) of the Municipal Systems Act, A Level 1 Disaster Risk Management Plan applies to national or provincial organs of state or municipal entities that have not previously developed a coherent Disaster

9 Risk Management Plan. It focuses primarily on establishing foundation institutional arrangements for DRM, putting in place contingency plans for responding to known priority risks as identified in the initial stage of the DRA, identifying key governmental and other stakeholders, and developing the capability to generate a level 2 plan. The purpose of the CoT Disaster Risk Management Plan (DRMP) is to document the institutional arrangements for disaster risk management planning which includes the assignment of primary and secondary responsibilities for priority disaster risks posing a threat in the CoT. It further provides the broad framework within which the disaster risk management planning requirements of the Act will be implemented by the departments and other entities included in the organisational structure of the CoT. It establishes the operational procedures for disaster risk reduction planning as well as the emergency procedures to be implemented in the event of a disaster occurring or threatening to occur in council s area. It aims to facilitate an integrated and coordinated approach to disaster risk management in the municipality which will ensure that the CoT achieves its vision for disaster risk management which is to build a resilient people in the CoT who are alert, informed and self-reliant by establishing risk reduction and resilience building as core principles, and developing adequate capabilities for readiness; and effective and rapid, response and recovery. Lastly the plan established contingency measures in the form of specific and generic contingency plans in line with the indicative risk profile of the municipality and to ensure a coordinated approach to disaster response. This plan aims to familiarise key role-players in the CoT with the mainstream concepts of disaster risk reduction. It provides a brief background study of the CoT in line with its current Integrated Development Plan (IDP). The CoT disaster risk management plan contains a macro disaster risk assessment based on field

10 research, observation, primary- and secondary data sources. The CoT DRMP has as far as possible been imbedded in the current reality of the municipality. The macro disaster risk assessment provides the foundation towards risk reduction planning based on the identified and prioritised disaster risks and vulnerabilities of the CoT. This DRMP for the CoT furthermore provides the municipality with a guiding framework for future disaster risk management planning by the municipality as a whole as required by the Disaster Management Act 57 of 2002 (DMA), the National as well as CoT Disaster Management Framework, and the Municipal Systems Act 32 of This plan also gives guidance in relation to the declaration of a local state of disaster, disaster classification and the institutional arrangement necessary for the successful implementation of the Act. 1. CUSTODIAN OF THE PLAN The Head of the CoT Municipal Disaster Management Centre (CoT MDMC) is the custodian of the disaster risk management plan for the CoT and is responsible to ensure the regular review and updating of the plan. The Head of the Centre will ensure that copies of the completed plan as well as any amendments to the plan are submitted to: the Disaster Management Centre of the Gauteng Province; the National Disaster Management Centre (NDMC); the CoT ward disaster management structures; and each of the municipalities neighbouring the CoT.

11 In terms of section 52 of the Act each municipal organ of state and any other municipal entity operating within council s organisational structure is responsible for the development and maintenance of a disaster risk management plan for its functional area. Departmental plans and plans of other entities are an integral part of council s comprehensive disaster management plan and therefore the head of each department and of each entity must ensure that copies of the plan and any amendments to the plan are submitted to the CoT MDMC. 2. INTRODUCTION In terms of the Disaster Management Act, 57 of 2002, each organ of state must have the disaster management plan and review and update it regularly. Planning for disasters leads to organisational preparedness and readiness in anticipation of an emergency or disasters. The first version of Disaster Risk Management Plan for the CoT has been structured in such a way as to address the requirements of a Level 1 Disaster Management Plan as per the guidance of the National Disaster Management Framework (NDMF). This document aims to be a practical and implementable plan which will ensure an integrated approach to disaster risk management for the CoT. Throughout this document, reference has been made to the Disaster Management Act, NDMF, CoT DMF and localised incidents policy. It is therefore imperative to read this plan in conjunction with these documents. Each section of this plan addresses the multi-disciplinary, multi-sectoral and coordinated approach to disaster management as stipulated in the DMA.

12 The workable objective criteria have been used to prioritise and plan for CoT s ten identified risks, informed by the results of risk assessment conducted. 3. LEGISLATIVE MANDATE In terms of the constitution of the Republic of South Africa, Act 108 of 1996, section 41(1)(b), it is the responsibility of all spheres of government to secure safety and wellbeing of the people of the Republic. The constitution also places the responsibility of securing the safety and health of the environment on all spheres of government. It is therefore imperative to realise that disaster management is the primary responsibility of government as well, because the DMA puts emphasis on healthy and safe communities and environment. Section 26(g) of the Municipal Systems Act 32 of 2000 as well as sections 52 and 53 of the Disaster Management Act 57 of 2002 compels each municipal entity to develop a disaster risk management plan as part of and an integrated part of their Integrated Development Plans. This plan establishes the arrangements for disaster risk management within the City of Tshwane (CoT) and has been prepared in accordance with the requirements of the Disaster Management Act, 57 of 2002 (the Act) and section 26(g) of the Municipal Systems Act, Reference has also been made to the CoT Disaster Management Policy Framework and the Disaster Management Localised Incident Policy. 4. PURPOSE The purpose of this plan is to establish processes for a comprehensive disaster risk assessment. It further seeks to identify and clarify the roles and responsibilities of the internal and external stakeholders throughout the entire cycle of disaster

13 management, i.e.: pre-disaster, during disaster and post disaster phases. It again identifies and establishes consultative mechanisms for specific priority risk reduction projects aimed at promoting resilient communities within the city. 5. CITY OF TSHWANE OVERVIEW The City of Tshwane Metropolitan Municipality was established on 5 December 2000 after the amalgamation of the following local authorities: The Greater Pretoria Metropolitan Council The City Council of Pretoria The Town Council of Centurion The Northern Pretoria Metropolitan Substructure The Hammanskraal Local Area Committee The Eastern Gauteng Services Council The Pienaarsrivier Transitional Representative Council The Crocodile River Transitional Council The Western Gauteng Services Council The Winterveld Transitional Representative Council The Temba Transitional Representative Council The Mabopane Transitional Representative Council The Ga-Rankuwa Transitional Representative Council The Eastern District Council After the 2011 local elections, City of Tshwane officially merged with Metsweding District Municipality, incorporating the areas such as Bronkhorspruit, Cullinan and Reyton, making CoT the world s third biggest municipality with an area of km 2

14 The CoT's land area increased from 2,198 square kilometres (849 sq mi) in 2010 to 6,368 square kilometres (2,459 sq mi) after the incorporation of Metsweding and a population of just over 2.5 million. ##Still looking for more info## 6. DISASTER MANAGEMENT PLANNING OVERVIEW The National Disaster Management Policy Framework has simplified the disaster management planning process into three progressive phases, being level 1, 2 and 3. The table below summarises the levels of disaster management planning as well as the expected critical outcomes as per the national policy framework requirements. LEVEL OF PLAN I CRITICAL OUTCOMES 1 Establish foundation institutional arrangements for disaster risk management 2 Develop the capability to generate a Level Two Disaster Risk Management Plan 3 Develop and implement contingency plans for known priority risks 4 Establish processes for comprehensive risk assessments 5 Identify and establish consultative mechanisms for specific priority risk

15 II reduction projects 6 Develop a supportive information management system 7 Develop emergency communication capabilities III 8 Establish specific institutional arrangements for coordinating and aligning plans 9 Establish mechanisms to ensure informed and on-going risk assessments 10 Institute mechanisms to ensure on-going relevancy of disaster risk management policy frameworks and plans Source: Best Practice Handbook Series, NDMC (undated However, this document will only focus on the level 1 disaster management plan. The level 1 disaster management plan (this plan), according to the National Disaster Management Policy Framework, focuses primarily on establishing foundation institutional arrangements for disaster risk management, putting in place contingency plans for responding to known priority threats as identified in the initial stages of the disaster risk assessment. It further identifies key stakeholders and develops capabilities to generate a level two disaster management plan. 6.1 FOUNDATIONAL INSTITUTIONAL ARRANGEMENTS In terms of disaster management legislations (i.e. disaster management act 57 of 2002, national disaster management policy framework, Gauteng disaster management policy framework and municipal disaster management policy framework), the council of each metropolitan municipality must establish institutional capacity for disaster risk management in its area for implementing disaster risk management within the municipal sphere of government. Furthermore these

16 arrangements must be consistent with national and provincial arrangements and must provide the appropriate mechanisms to allow for the application of cooperative governance to facilitate both intergovernmental and municipal interdepartmental relations as well as community participation for the purpose of disaster risk management. This is in line with the requirements of a Level 1 Disaster Risk Management Plan as per section of the National Disaster Management Policy Framework Disaster Risk Management Policy Framework The Act requires the development of one national disaster management framework, a provincial disaster management framework for each province and disaster management frameworks for all district and metropolitan municipalities. The national disaster management framework is the legal instrument specified by the Act to address such needs for consistency across multiple interest groups, by providing a coherent, transparent and inclusive policy on disaster management appropriate for the Republic as a whole (section 7(1)). The national disaster management framework also informs the subsequent development of provincial and municipal disaster management frameworks and plans, which are required to guide action in all spheres of government. The CoT Disaster Risk Management Framework (DRMF) aims to provide CoT with a holistic and integrated policy framework which underpins the implementation of the Disaster Management Act 57 of 2002 at metropolitan level. This policy is in line with the requirements of the National Disaster Risk Management Framework of 2005 as well as the Gauteng Provincial Disaster Risk Management Framework. The CoT DRMF is still under review and will soon be circulated for comments. The national

17 disaster management framework comprises four key performance areas (KPAs) and three supportive enablers required to achieve the objectives set out in the KPAs. The KPAs and enablers are informed by specified objectives and, as required by the Act, key performance indicators (KPIs) to guide and monitor progress. In addition, each KPA and enabler concludes with a list of guidelines that will be disseminated by the NDMC to support the implementation of the framework in all three spheres of government. In all spheres of government, the disaster management framework is the guiding and coordinating policy instrument for ensuring an integrated and uniform approach to disaster risk management by all organs of state and other institutional role players. This includes, among others, NGOs, the private sector and institutions of higher learning. With specific reference to district municipalities, the disaster management framework is the integrating instrument for consolidating the disaster risk management plans of individual municipalities within the district. Each disaster management centre in the respective sphere of government is responsible for consultatively facilitating the development of the disaster management framework in its area of jurisdiction, and subsequently amending it in consultation with key stakeholders. Provincial and municipal disaster management frameworks must be consistent with the national disaster management framework and must establish foundation institutional arrangements for disaster risk management, including formal consultative processes that provide for participative planning. This Plan must be read in conjunction with the CoT DRMF.

18 6.1.2 EMERGENCY SERVICES DEPARTMENT TOP MANAGEMENT COMMITTEE Referral section in the CoT DRMF: The CoT DRMF indicates that the Management Committee of the CoT is used as the managerial coordinating body for inter-departmental liaison and coordination. In order for this plan to be implemented successfully it is imperative for the Management Committee to adopt disaster risk management as a standing agenda point of the meeting. This will ensure that disaster risk management is addressed on a regular and on-going basis. Though the Management Committee, high-level decision-making will inform the tasks of the different disaster risk management focal points in the respective divisions and municipal entities. Action Performance Time Budget Responsible indicator frame entity Include disaster risk management as a standing agenda point on the Top Management Committee agenda. The Management Committee accepts disaster risk management On-going None HoC

19 as a standing agenda point and discusses related issues on an on-going basis DISASTER RISK MANAGEMENT ADVISORY FORUM Referral sections in the DMA Referral section in the CoT DRMF: The Act calls for the active participation of all stakeholders, including the private sector, NGOs, technical experts, communities, traditional leaders and volunteers, in disaster risk management planning and operations. Specific arrangements must be implemented to ensure the integration of stakeholder participation, to harness technical advice and to adopt a holistic and organised approach to the implementation of policy and legislation. In order for all relevant role-players in disaster risk management in the municipal area to co-ordinate their actions on matters relating to disaster risk management as prescribed in Section of the

20 CoT DRMF, Section 44 of the Act, Council has established a Disaster Risk Management Advisory Forum in 2004 as provided for in Section 51 of the Disaster Management Act 57 of The Forum comprises of the relevant stakeholders and role-players including all CoT departments, NGOs and CBOs; individuals or groups with special technical expertise. This forum carries the following responsibilities: give advice and make recommendations on disaster-related issues and disaster risk management contribute to disaster risk management planning and co-ordination establish joint standards of practice implement response management systems gather critical information about the municipality s capacity to assist in disasters and to access resources Assist with public awareness, training and capacity building. Action Performance Time Budget Responsible indicator frame entity The MDMC to A meeting of the Quarterly Disaster arrange a meeting DRMAF is Management of the DRMAF and arranged. Centre invite all the relevant roleplayers as per the relevant sections of the DMA and CoT

21 DRMF. The DRMAF to establish permanent membership and establish a terms of reference. The DRMAF to consider the content of the CoT DRMF and DRMP and to provide input and advice in this regard. The DRMAF to consider the indicative disaster risk profile of the CoT and provide input to the MDMC. All relevant roleplayers who will enjoy permanent membership on the DMAF are recorded and a term of reference is developed and adopted. Advice and input from the DRMAF has been noted and incorporated into the relevant documents where needed. The indicative risk profile of the CoT is assessed by the DRMAF with written advice and comments to the MDMC. DMC On-going None DMC

22 The DRMAF to consider the different subcommittees to function under the DRMAF (in relation to the indicative disaster risk profile). The DRMAF to meet at least twice a year. Different permanent and ad hoc subcommittees for the DRMAF have been established. Two successful meetings of the DRMAF has been arranged and completed NGO FORUM Referral section in the CoT DRMF: Template MDMC_2 The NGO Forum as a sub-committee of the CoT DRMF is responsible for the development and alignment of their own terms of reference with this DRMP and the CoT DRMF, and for the development of a social disaster relief contingency plan.

23 Such a plan must be developed according to Contingency Plan template as contained in the CoT DRMF. According to the Terms of Reference of the NGO Forum it is responsible for: Relief resources mobilisation; Assist in relief distribution; Damage and needs assessment; Hazard identification; Assistance during response; Coordination of relief efforts from various NGOs and CBOs; Participate in DRM activities in the CoT such as awareness campaigns; and Provision of first aid services (especially during events in the community). The NGO Forum consists of the representation of all the regions of CoT: Action Performance Time Budget Responsible indicator frame entity The NGO sub- Bi-annual committee to meet meetings of in conjunction with the NGO the meetings of the sub- DRMAF. committee has been planned and completed.

24 The NGO subcommittee to align their terms of reference with the CRMP and CoT DRMF and for social disaster relief. The NGO subcommittee to develop a social disaster relief contingency plan. The NGO subcommittee to develop a contingency plan for social disaster relief in line with the guidelines in the An NGO subcommittee term of reference is developed and adopted by the DRMAF. A social disaster relief contingency plan is developed and aligned with the indicative disaster risk profile of the CoT. A social disaster relief contingency plan has been developed in line with the

25 CoT DRMF The NGO subcommittee to develop standardised and agreed relief requirements in terms of food provision, shelter and clothing. requirement of the CoT DRMF and adopted by the DRMAF. Relief requirements has been develop and adopted by the DRMAF OTHER SUB-FORA Due to the dynamic nature of disaster risk management, the DRMAF must from time to time consider the establishment of other sub-fora should the need arise. These sub-fora, as is the case of the NGO Forum will be responsible for the development of their own Term of Reference for the fulfilment of a specific disaster risk management task assigned to them by the Head of the CoT MDMC. Action Performance Time Budget Responsible indicator frame entity

26 The MDMC to identify the need for additional sub-fora linked to the DRMAF. Additional sub-fora are established to address a specific disaster risk management need DISASTER RISK MANAGEMENT COMMITTEES It is further recommended that all metropolitan and district municipalities establish interdepartmental disaster risk management committees for their areas and that all district municipalities establish disaster risk management committees in district management areas. In addition, local municipalities should establish their own disaster risk management committees and ensure the establishment of disaster risk management committees or forums in all municipal wards. Ward structures have been identified and tasked with responsibility for disaster risk management PARTICIPATION OF VOLUNTEERS IN DISASTER RISK MANAGEMENT Volunteers are citizens over the age of 18, who donate their time to assist the Disaster Management Centre in a variety of areas. These generous citizens are trained and enhance the Centre's ability to build safer and disaster resilient communities.

27 In order to maintain an inclusive approach to the participation of volunteers in disaster risk management, volunteers are classified into three categories. These categories are: Units of volunteers General volunteers Spontaneous volunteers MUNICIPAL DISASTER MANAGEMENT CENTRE (MDMC) Referral section in the DMA 43 & 43 Referral section in the NDMF Referral section in the GPDMF Referral section in the CoT DRMF: The CoT Disaster Management Centre is the primary functional unit for disaster risk management in the municipal area. It (DMC) provides direction for the implementation of disaster risk management policies and legislation and integration and coordination of municipal disaster risk management activities and priorities in order to ensure that national and provincial objectives are achieved. Furthermore, the DMC provides support to the NDMC and the GPDMC.

28 Action Performance Time Budget Responsible indicator frame entity Establish and The MDMC has maintain ensured the institutional establishment of arrangements institutional that will enable arrangements (as per the above sections 5.2, implementation of 5.3 and 5.5). the DMA; Communicate the The indicate risk indicate disaster profile of the CoT has risk profile of the been communicated CoT to all to all stakeholders. planning departments in the CoT in order to inform developmental planning. Provide disaster HOC is member of risk management IDP planning input to the IDP committee and process. provides disaster risk

29 Action Performance Time Budget Responsible indicator frame entity management input to development planning. Monitor the The MDMC monitors integration of the integration of disaster risk disaster risk reduction reduction initiatives into initiatives into development plans on development an ongoing basis and plans. provides planning departments with advice and input. Establish The MDMC has communication established links. communication links with all relevant disaster risk management focal points in the CoT. Facilitate the Contingency plans for development of prioritised risks have response and been developed by all recovery plans. divisions and

30 Action Performance Time Budget Responsible indicator frame entity municipal entities under the guidance of the MDMC and in line with the CoT DRMF. Maintain public The MDMC awareness implements regular mechanisms. public awareness strategies in line with its indicative disaster risk profile. Facilitate and The MDMC has promote disaster established risk management mechanisms to education, facilitate and promote training and disaster risk research in the management municipality education, training and research Implement and The MDMC has maintain dynamic developed disaster risk programmes for management monitoring, evaluating monitoring, and improve disaster

31 Action Performance Time Budget Responsible indicator frame entity evaluation and risk management in improvement the CoT. programmes; Regular reporting The MDMC submits of disaster risk an annual report on management its disaster risk activities. management activities to the NDMC, PDMC and neighbouring MDMCs as per the requirements of the DMA and NDMF. Make The HOC has made recommendations recommendations regarding the regarding disaster risk funding of management funding disaster risk in the CoT to the management in relevant the municipal departments/divisions. area and the initiation and facilitation of

32 Action Performance Time Budget Responsible indicator frame entity efforts to make such funding available SUB-STRUCTURES OF THE MDMC Referral section in the CoT DRMF: The approved organisational structures of the Disaster Management Division (referred to as the MDMC in this Plan) consist of the following sections: Office of the HoC Disaster Risk Management Planning. Community Disaster Risk Management. Multi-Sectoral coordination. Disaster Operations Centre The Section: Community Disaster Risk Management is the only section within the MDMC which functions on a regionalised basis.

33 Each of these sub-sections has full responsibility for community preparedness by ensuring community participation though the ward structures as well as the involvement of the public and private sector. Action Performance Time Budget Responsible indicator frame entity The MDMC sub- Community structures to disaster risk establish reduction appropriate programmes community and preparedness and strategies are participation developed in mechanisms. line with the indicative risk profile of specific wards DIVISIONAL DISASTER RISK MANAGEMENT FOCAL POINTS The CoT DRMF elaborates on the general and specific disaster risk management responsibilities of each division in the CoT. In order to comply with the requirements of a Level 1 Disaster Risk Management Plan each division/department/municipal entity must complete the following actions:

34 Action Performance indicator Tim e fram e KPA 1: Institutional capacity for disaster risk management Budg et Responsi ble entity Identify one person in the administration of the division/department/munic ipal entity to serve as the disaster risk management focal point. Assess the division/department/munic ipal entity institutional capacity for disaster risk management. A disaster risk management focal point for the division/department/munici pal entity has been identified and include disaster risk management responsibilities on the scorecard/performance agreement of the individual as well as SEDs and GMs. Each division/department/munici pal entity has undertaken an assessment of their own capacity to engage in disaster risk management and have submitted a report to the MDMC (such a report can contain training and capacity

35 Action Performance indicator Tim e fram e building requirements or infrastructure requirements). Budg et Responsi ble entity In consultation with the disaster risk management structures of the MDMC, take ownership (primary, secondary or tertiary responsibility) of an indicated risk in line with the core functions of the division/department/munic ipal entity. Conduct an annual resource analysis of critical resources and communicate such analysis with MDMC. The division/department/munici pal entity is actively planning towards the reduction of the disaster risk as per the agreement with the MDMC. Annual resource analysis is communicated with MDMC in written and agreed format (see Template MDMC_1 of the CoT DRMF). KPA 2: Disaster risk assessment

36 Action Performance indicator Tim e fram e Budg et Responsi ble entity Conduct a scientific risk assessment of agreed division/department/munic ipal entity risks. Determine acceptable levels of risk and possible thresholds for action. Identify division/department/munic ipal entity specific developmental projects with directly reduces the disaster risk in the CoT. Each division/department/munici pal entity with primary responsibility has conducted a scientific risk assessment as per MDMC guidelines Acceptable and measurable levels of risk are identified and thresholds for action have been allocated. An updated list of developmental projects which contributes to disaster risk reduction has been submitted to the MDMC. KPA 3: Disaster risk reduction Develop a disaster risk management plan for the A divisional/departmental/mu

37 Action Performance indicator Tim e fram e Budg et Responsi ble entity division/department/munic ipal entity. Integrate disaster risk reduction activities into the day-to-day planning and operations of the division/department/munic ipal entity. Identify and implement projects annually in line with departmental mandate which will reduce risk in vulnerable communities Develop contingency plans in line with primary, nicipal entity disaster risk management plan is developed, submitted to the MDMC and incorporated into the Level 3 Disaster Risk Management Plan of the CoT. Reduced risk in the CoT is evidence of the integration of disaster risk reduction activities into all divisions/departments/muni cipal entities. Developmental projects are identified, planned and executed with reduced disaster risk in the CoT. Contingency plans for all prioritised risks in the CoT.

38 Action Performance indicator Tim e fram e secondary or tertiary responsibility of the division/department/munic ipal entity and unacceptable thresholds. Budg et Responsi ble entity Submit an annual report on the risk reduction activities of the division/department/munic ipal entity to the MDMC for inclusion in the annual municipal disaster risk reduction report to be submitted to the NDMC as per the DMA Annual reports of all divisions/departments/muni cipal entities are timely submitted to the MDMC for inclusion in the CoT annual report on Disaster Risk Reduction. KPA 4: Response And Recovery Compile standard operating procedures (SOPs) and field operations guides (FOGs) in line with the Divisional/departmental/mu nicipal entity SOPs and FOGs has been developed.

39 Action Performance indicator Tim e fram e requirements of the division/department/munic ipal entity specific contingency plan and the guidelines of the CoT DRMF. Budg et Responsi ble entity Adhere to the standard for incident management of the CoT and ensure that all response personnel are trained in the standard (See Annexure 2 of the CoT DRMF). Ensure that rehabilitation and reconstruction plans relating to the primary activities of the specific division/department/munic ipal entity are developed in line with disaster risk management plans. The standard for incident management in the CoT is implemented. Rehabilitation and reconstruction plans are develop in line with division/department/munici pal entity disaster risk management plans.

40 Action Performance indicator Tim e fram e Budg et Responsi ble entity Ensure that rehabilitation and reconstruction plans are based on developmental challenges and are development oriented. Rehabilitation and reconstruction plans are based on developmental challenges. Enabler 1: Information management and communication Communicate disaster risk management data and information to all relevant divisions/departments/mu nicipal entities. Draft standard warning messages to be disseminated in the media for specific risks pertaining to the core function of the division/department/munic ipal entity. Divisions/departments/muni cipal entities are communicating disaster risk management data and information on an on-going basis with written evidence. Standard warning messages for specific primary, secondary or tertiary responsibility risks is drafted.

41 Action Performance indicator Tim e fram e Budg et Responsi ble entity Diligently record all incidents, hazardous impacts and disasters in order to establish a historical record for forward planning. Historical records of hazardous impacts and incidents pertaining to division/department/munici pal entity responsibility are maintained. Enabler 2: Education, training, public awareness and research Conduct a disaster risk management training needs analysis for the division/department/munic ipal entity Identify specific target groups for awareness campaigns and coordinate such campaigns with the MDMC (e.g. early warning communication). Encourage research in disaster risk management A disaster risk management training needs analysis is compiled and forwarded to the MDMC. Target groups are identified. Research relating to division/department/munici

42 Action Performance indicator Tim e fram e Budg et Responsi ble entity related to the department s main responsibility pal entity specific disaster risk focus is commissioned and/or undertaken. Enabler 3: Funding arrangements Budget adequately for departmental disaster risk management activities. Allocate a percentage of the annual budget to implement developmental projects focussing on disaster risk management (capital as well as operational). Co-finance disaster risk reduction projects with other divisions/departments/mu nicipal entities in line with Disaster risk management is budgeted for through the normal budgeting process of the CoT. A percentage of division/department/munici pal entity budget is allocated for developmental projects focussing specifically on reducing disaster risk. Disaster risk reduction projects are co-funded by CoT divisions/departments/muni cipal entities.

43 Action Performance indicator Tim e fram e the IDP of the CoT. Budg et Responsi ble entity Promote insurance and reinsurance of public assets. CoT public assets are insured and reinsured where necessary ROLES AND RESPONSIBILITIES OF THE DEPARTMENTS/SERVICES In order for this plan to be practical and executable, the internal departments have to carry out the following roles and responsibilities in accordance with the CoT DMF. i. Office of the Mayor and City Manager Action Performance indicator KPA 1: Institutional capacity for disaster risk management Appoint the Head of the MDMC. Ensuring all departmental involvement in disaster risk management matters by identifying senior officials to serve on the disaster risk management structures A head of the MDMC has been appointed. Senior officials to serve on the disaster risk management structures of the CoT have been identified.

44 Action Performance indicator of the CoT. Assign specific disaster risk management responsibilities to each CoT department and ensure the inclusion of measurable disaster risk management criteria in the scorecard of each focal point. Enforce the implementation of any national, provincial and CoT guidelines pertaining to disaster risk reduction. Specific DRM responsibilities have been assigned to each CoT department and measurable DRM criteria have been included in the scorecard of each focal point. The implementation of national, provincial and CoT guidelines pertaining to disaster risk reduction are enforced. KPA 3: Disaster risk reduction Ensure the effective integration of the disaster risk management plan within the municipal IDP. Implement sustainable livelihoods strategies as an integral part of the IDP process. Encourage gender sensitivity in risk reduction and development planning. Enforce an IDP focus on poverty reduction strategies. Ensure land reform takes place and that The disaster risk management plan has been integrated in the municipal IDP. Sustainable livelihoods strategies are implemented in the IDP process. Risk reduction and development planning processes are gender sensitive. The IDP focuses on poverty reduction strategies. Land reform takes place and the most

45 Action access to resources by the most vulnerable communities is enhanced. Performance indicator vulnerable communities access to resources improves. KPA 4: Response and recovery Ensure emergency funds and stocks (through MAAs with product providers). Emergency funds and stocks are available. ii. CORPORATE AND SHARED SERVICES DEPARTMENT Action Performance indicator KPA 1: Institutional capacity for disaster risk management Ensure that procedures are in place to appoint temporary staff on short notice if necessary to execute disaster risk responsibilities. Ensure that the Conditions of Service make provision for the utilisation of CoT staff to assist with the mitigation of a disaster. Procedures to appoint temporary staff on short notice are in place. Conditions of service includes a clause to the effect that staff may be used to assist with disaster mitigation. KPA 4: Response and recovery Coordinate operations in respect of Formal agreements exist regarding the

46 Action matters related to business continuity and human resource management in order to ensure limited duplication with disaster risk management. Performance indicator division of labour regarding DRM. Enabler 1: Information management and communication Ensure adequate continuity planning and structures are in place for information management. Develop, implement and update the IT Disaster Recovery plan for CoT information systems and data. Adequate continuity planning and structures are in place for information management. An IT Disaster Recovery plan for CoT information systems and data has been implemented and procedures are in place for updating. iii. Economic Development Department Action Performance indicator KPA 2: Disaster risk assessment Integrate the indicative disaster risk profile of the CoT with all economic development programmes and projects in order to ensure no or minimal The indicative disaster risk profile of the CoT has been integrated with all economic development programmes and projects.

47 Action Performance indicator disruption of natural and anthropogenic hazards on the economic development of the CoT; Identify areas of vulnerability related to different economic activities. Areas of vulnerability related to the most prevalent economic activities have been identified. KPA 3: Disaster risk reduction Ensure that economic growth contributes to vulnerability reduction and disaster risk avoidance within the CoT. Economic growth and development has a specific focus on vulnerability reduction. KPA 4: Response and recovery Making arrangements for providing transport for affected families. Plan for mass transport during emergencies and disasters. An emergency transportation contingency plan is developed. Contingency plans for mass transport during emergencies are in place. iv. FINANCE DEPARTMENT Action Performance indicator

48 Action Performance indicator KPA 1: Institutional capacity for disaster risk management Establish a disaster management task team for finances under the guidance of the Chief Financial Officer. A disaster management task team for finances under the guidance of the chief financial officer has been established. KPA 3: Disaster risk reduction Enforce disaster risk management measures as pre-requisites for project funding. Project funding is only allocated when DRM measures are in place. KPA 4: Response and recovery Implement disaster risk management spending guidelines and mechanisms for resource mobilisation. Resource mobilisation takes place in accordance with DRM spending guidelines and measures. Enabler 3: Funding arrangements Ensure adequate disaster risk management funding in line with the requirements of the Disaster Management Act 57 of 2002 and the NDRMF (see Table 71 and 7.2 of the NDRMF) and the Municipal Finance Management Act for: Disaster risk management on-going Disaster risk management is adequately funded for: Disaster risk management on-going activities; Disaster risk reduction; Mitigation and preparedness measures; Contingency reserve;

49 Action activities; Disaster risk reduction; Mitigation and preparedness measures; Contingency reserve; Performance indicator Disaster response, recovery and rehabilitation; and Education, training, capacity building programmes and research. Disaster response, recovery and rehabilitation; and Education, training, capacity building programmes and research. v. EMERGENCY SERVICES DEPARTMENT Action Performance indicator KPA 1: Institutional capacity for disaster risk management House and equip the MDMC as per legislation and national policy requirements. The MDMC is established and equipped as per national legislation and policy. KPA 4: Response and recovery The Fire and Rescue Division must attend to all fire fighting and rescue Contingency plans and operating procedures for fire fighting is developed.

50 Action Performance indicator functions (rescue of people and animals). The Emergency Medical and Ambulance Division must execute patient care and transport patients to hospitals and clinics. They must have a plan in place for handling mass casualties. Operational Support must coordinate emergency communication and have procedures in place to deal with same. They must provide adequate communication links with relevant stakeholders. Contingency plan for the handling mass casualties is developed. Operational Support has procedures in place for emergency communication. vi. CITY PLANNING, DEVELOPMENT AND REGIONAL SERVICES DEPARTMENT Action Performance indicator KPA 2: Disaster risk assessment Adequately plan for emergency housing. Contingency plans for emergency housing

51 Action Performance indicator are in place. Apply various forms of environmental protection and management (e.g. reforestation, river-basin planning, agricultural practices, soil conservation and natural hazard control techniques) and enforce the adherence to the above through the Management Meeting. The absence of environmental degradation. KPA 3: Disaster risk reduction Integrate risk management within all project management activities. Include DRM principles in spatial development frameworks. All management activities include an element of disaster risk management. Spatial and development frameworks include DRM principles. KPA 4: Response and recovery Compile a strategy and plan to provide for alternative housing, temporary shelter in case of emergencies. Compile a contingency plan to provide for alternative housing during localised events and disasters. This should include criteria of the circumstances when alternative housing will be A strategy and contingency plan to provide for alternative housing, temporary shelter in case of emergencies is in place. A contingency plan to provide for alternative housing during localised events and disasters, including criteria of the circumstances when alternative housing will be provided should be in place.

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