World Island Network Master Class 4

Response to Disaster
Hurricane Ivan, one of the most powerful storms ever recorded, struck Grand Cayman on Sunday, 12 September, 2004.  Even though the core of the storm veered away from the island at the last minute, winds of up to 230km/hr were recorded, and a storm surge of over ten feet pummelled the island.

As prior warnings had been received, the island was able to respond to the storm in advance of its strike.  However, it was difficult to predict exactly where the hurricane would make landfall.  Offices, schools and businesses shut down, lower lying areas were evacuated, and some organisations relocated business units overseas to maintain critical operations as part of a mass evacuation of ex-patriots.

An MSD-trained Business Continuity specialist was flown into Grand Cayman to conduct an assessment of the situation and to provide immediate support. Faced with severe difficulties with telephone communication, he arranged for extra supplies and for the evacuation of families of staff.

Those that remained on the island had to ride out the storm, the peak of which lasted over fifteen hours.  The aftermath was nothing short of devastation.  There was extensive damage to buildings across the island, with severe long-term damage to the island’s core infrastructure (roads/water/electricity/communications supplies) which made communication both on the island and with the outside world difficult. This was exacerbated by the curfews put in place to prevent looting. A UN team, brought to Cayman in November 2004, estimated the hurricane had cost the islands $3.5 Billion and two lives were lost.

Lessons Identified

• Self reliance was what sustained people
• The ‘people’ issues were priority – business came second
  • Keep your staff informed and safe
  • Support staff as much as possible
  • Shock can affect anyone
• Severe damage to core services (electricity/water/communications) has a long-term impact
• Communication is vital – radios and satellite phones are more resilient than mobiles and land-lines
• Make sure staff get paid as this boosts morale
• Where possible advise key clients/suppliers of the situation
• Establish a hurricane plan