pla operations manual-march 24, 2011 final

Operations Manual for Placencia Municipal Sidewalk, Pier and Plaza The Belize Sustainable Tourism Program (IDB-2060/OC-BL)

Prepared by Valerie Woods

March 24, 2011

Operations Manual for Placencia Municipal Sidewalk, Pier and Plaza/March 2011

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Contents

1. Background ..................................................................................................................................... 4

2. Purpose ........................................................................................................................................... 4

3. Overview ......................................................................................................................................... 5

Municipal Pier ..................................................................................................................................... 5

Waterfront Plaza ................................................................................................................................. 5

Sidewalk .............................................................................................................................................. 5

Patio Junctions .................................................................................................................................... 5

4. Management Model ........................................................................................................................ 7

The Organizational Structure ............................................................................................................... 7

The Management Committee .............................................................................................................. 8

Role of the Management Committee ................................................................................................... 8

4.1. Functions of the Management Committee ................................................................................... 9

Legal Compliance ................................................................................................................................. 9

5. Staff Administration ....................................................................................................................... 10

5.2. Administrator ............................................................................................................................. 10

5.3. Pier Supervisor ............................................................................................................................ 10

5.3. Building Inspector ....................................................................................................................... 10

5.4. Maintenance Officer ................................................................................................................... 10

5.5. Security Personnel ...................................................................................................................... 11

6. Human Resources Guidelines ......................................................................................................... 12

7. Financial Management .................................................................................................................. 13

Operating Expenses ........................................................................................................................... 14

Revenue Generation .......................................................................................................................... 17

8. General Operations Guidelines ...................................................................................................... 19

Signage .............................................................................................................................................. 19

Events ............................................................................................................................................... 19

Vendors ............................................................................................................................................. 19

9. Pier Operations .............................................................................................................................. 20

10. Hurricane and Emergency Preparedness .................................................................................... 21


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Hurricane Preparedness .................................................................................................................... 21

Fire Response and Management ........................................................................................................ 23

11. Environmental Management...................................................................................................... 24

Attachments .......................................................................................................................................... 25


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1. Background The Placencia Municipal Sidewalk, Plaza and Pier (PMSPP) was established through the Belize

Sustainable Program (STP) under the Ministry of Tourism with loan funding through the Inter-

American Development Bank and counterpart funds from the Belize Tourism Board.

Under Component 1 of the STP, Placencia Village, Stann Creek District was one of the four

overnight destinations targeted for feasibility studies, designs and investments in civil works

and equipment.

Based on the Terms of Reference provided by the IDB and the BTB, the feasibility report for the

PMSPP was developed on the design and construction of a multipurpose municipal pier and low

density shoreline plaza development.

To provide for effective management, maintenance and sustainability of the PMSPP given the

significant investments by the IDB and BTB, the operations manual has been developed.

2. Purpose The purpose of Operations Manual is to develop a coordinated and co-operative approach to the PMSPP operations through the establishment, monitoring and improvement of guidelines on management, administration, communication, financial management and general best management practices using quality standards. The Operations Manual should be considered essential reading for the Management Committee, the Village Council and staff of the PMSPP and a copy should always be on hand as a reference manual. It will be particularly useful during transition periods of handover, new management appointments and new staff. The PMSPP is designed to have an on-going life cycle and will require updating regularly as contacts and circumstances change.

The Operations Manual should be approved by the Village Council and each revision and

update should be recorded accordingly.


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3. Overview There are four main components of the project: the upgrading of Placencia’s existing sidewalk; a new municipal pier designed and built to modern hurricane resistant standards; a small plaza built at the juncture between the pier and the sidewalk; and patio ‘junctions’ incorporating shaded seating, drinking fountains, open space areas, and vending outlets.

Municipal Pier

The newly designed municipal pier is designed to withstand hurricane forces up to category 4 strength (in keeping with requirements of the International Building Codes – IBC 2009) and provide a reliable point of evacuation in case of emergency. The pier can house a maximum of 14 boat slips for vessels of maximum 42-50 feet in length with draft of no more than 1.5 meters and measures 6 feet in width and no less than 2-4 feet above high tide water mark. Through a two-tiered approach, it serves the dual purpose as a docking and embarkation point and an extension of the upgraded sidewalk encouraging visitors (residents and tourists) to relax by the waterfront or engage in various recreational activities such as fishing tournaments, races and other marine based activities.

Waterfront Plaza

The plaza is located at the foot of the pier and stretches 180 feet from east to west. It connects the road, sidewalk and pier. In keeping with Placencia’s history as a fishing community, the plaza’s development has a nautical design with a sculpture and water feature and with its shaded seated areas, creates an atmosphere of leisure and relaxation. It is anticipated that the plaza should stimulate increased revenue of the local merchants.

Sidewalk

The sidewalk has a rich history in Placencia’s culture as it has been recorded in the World Guinnes Book of Records as the “smallest street in the world”. It also serves as the main pedestrian walkway for Placencia village and anchor site for some of the village’s annual key events such as the Lobster Fest and the Sidewalk Arts Festival. With the improvements made under the project, the width of the sidewalk will not exceed 4ft in width to retain its historical reference and the improvements will be extended for 0.5miles of the sidewalk. Improvements include signage, lighting, safety installations, point of sales areas and landscape beautification. Public safety has been enhanced through inclusion of subtle lighting for way finding, signage and improved surface conditions of newly poured and stamped concrete.

Patio Junctions

Patio junctions (seated shaded areas) have been incorporated along the length of the improved sidewalk. They will be designed with shaded seating, landscaping and drinking fountains providing needed rest areas and meeting points. Open areas within the patios are to allow for local arts, educational and cultural events; while vending stalls and kiosks will be incorporated


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as an alternative to the village’s existing vending options as well as a catalyst for new merchandizing growth. Each uniquely identifiable patio will also serve as a meeting point and circulation node. New arteries from the roadway and the beachfront will intersect the promenade at these locations. Additional landscaping will be added along the path to further the beautification of Placencia. These components should serve to increase the safety and enjoyment of all who live in and visit Placencia and increases the exposure to local merchants operating on the water, as well as the vendors operating along the sidewalk, plaza and pier locations.


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4. Management Model

The Organizational Structure Figure 1: Organizational Chart

It is agreed that the overall management of the PMSPP is the responsibility of the Placencia

Village Council. The Placencia Village Council is restricted by the limitations within the current

Village Council Act; therefore, a specific management committee of the Village Council will be

established in the first instance to oversee the administration and decision making regarding

the events and activities within the PMSPP.

Village Council elections are held every three years. The next Village Council Election is

scheduled for March 2013. To ensure continuity of the management structure and to ensure

the public interest of the PMSPP regardless of changes in village council members, the policies

and procedures of the PMSPP Management needs to be implemented and utilized prior to the

next Village Council Elections to minimize the risk of disruption of services within the PMSPP to

the Placencia community.

Village Council

Administrator

Building Inspector Clean Up/Maintenance

Management Committee

Pier Supervisor


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The Management Committee

To ensure collaboration between the public and private sector stakeholders of the PMSPP, it is recommended that the management committee has five (5) members with the following representation:

• A member of the Village Council (the Chairperson of the Village Council or his representative)

• A member of the Placencia BTIA (the President or his representative)

• A member of the Fishermen’s Cooperative Association (the President or his representative)

• A member of the Placencia Tour Guides’ Association (the President or his representative)

• A member of the Placencia Tour Operators’ Association (the President or his representative)

Each member serves a 2year term and their respective associations can re-appoint them for renewal of terms. The management committee is chaired by the Village Council representative. The Management Committee is accountable to the Placencia Village Council.

Role of the Management Committee

The role of the board/management committee is to assist and provide advice to the Placencia Village Council on the oversight and management decisions regarding activities and events within the PMSPP. The Management Committee serves as a sub-committee of the Placencia Village Council. Through its oversight role, the Management Committee makes various recommendations to:

• Ensure that the PMSPP is efficiently and sustainably managed

• Provide advice to the Placencia Village Council for its decision making regarding the PMSPP

• Provide support and advice to the employees of the Placencia Village Council on PMSPP matters to ensure they are performing their functions in the appropriate manner that yields positive results for the council;

• Ensure continuity of service provision via knowledge of policies and procedures during times of change;

• Ensure adequate written records and reports are kept to ensure transparency and accountability of the affairs of the PMSPP

• Provides guidance and recommendations on operational policies, procedures and plans for the PMSPP to assist the Council and staff in the management of the area

• Acts on behalf of the Council with regard to oversight of the PMSPP as provided for in the Village Councils Act

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Highlight


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4.1. Functions of the Management Committee The management committee performs the following functions:

• Planning, procedures and policy recommendations;

• Recommendations on fees structure, trade licenses and other financial management processes for activities and events within the PMSPP

• Attending management committee meetings

• Reporting to the Village Council through meeting notes

• Monitoring of published accounts and providing recommendations for accountability

• General oversight of the pier operations

• Assisting with public events management for the PMSPP

Legal Compliance

The Village Council operates in accordance with the Village Council Act, Chapter 88 of the

Revised Edition of the Laws of Belize 2003.

The Management Committee shall be established on a date agreed to by the Village Council

through official request in writing for committee member appointments as per the composition

outlined above. Renewal of appointments shall be notified in writing to the respective

organizations.

The PMSPP shall provide advice to the Placencia Village Council on compliance with the

Environmental Compliance Plan.

Over time, the management committee can be established as a separate not-for-profit

management agency. The Articles of Association of such an entity would outline the board

composition to ensure it retains the five-member composition stated herein. This would

ensure the input of the Village Council remains intact notwithstanding any changes in results of

future Village Council elections. The Memorandum of Association would outline the terms of

reference as it relates to the management of activities or areas within the PMSPP. A decision

to establish this new management agency should be considered only after the Village Council

and the Management Committee has had a couple years to apply the procedures outlined in

this manual and after careful consideration of the revenue, expense and human resources

implications as well as the areas for management by this new agency since it would be

operating legally independent of the Village Council (as is the case of the Placencia Sanitation

Company which is responsible for garbage collection in the village). For example, it may be

determined that the docking and pier management operations would be managed by this new

management agency while the maintenance and oversight of the plaza, patio junctions and

sidewalk improvements would come under the general purview of the Village Council since

these areas form part of their day-to-day operations.


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5. Staff Administration Day-to-day oversight of the sidewalk and plaza will be the responsibility of the Village Council

through its Administrator hired to oversee the general affairs of the PMSPP and working with

the council’s current positions of Building Inspector and Clean up/Maintenance personnel. The

Administrator will have additional support from a Pier Supervisor and Security Personnel for the

pier operations.

The Village Council will be responsible to review its employee administrative structure and

strengthen or revise it accordingly along with salary implications to allow for sustained

management of the PMSPP. Documented job descriptions should be developed using the

following position descriptions as guidelines.

5.2. Administrator

The Administrator is responsible for maintaining day to day financial, accounting, administrative and personnel services as well as general oversight of the events within the PMSPP. The administrator works closely with the Chairperson and the Treasurer of the Council for guidance in these duties.

5.3. Pier Supervisor

The Pier Supervisor is responsible for the oversight of activities and operations at the pier.

Responsibilities would include quality control procedures, traffic flow management on the pier,

safety supervision on the pier, docking procedures and customer relations. The Pier Supervisor

is immediately accountable to the Administrator.

5.3. Building Inspector

The Building Inspector checks for compliance of standards and regulations set by the Village

Council for property and structures within the PMSPP. The building inspector is responsible

for the collection of vendor fees, issuing tickets to any property that is in violation of

regulations set by the Village Council such as failing to keep their business places clean,

maintains a log of all violations, provides a weekly report to the administrator, and assists with

any public functions organized by the Village Council within the PMSPP.

5.4. Maintenance Officer

The Maintenance Officer will be responsible for ensuring that grounds of the PMSPP including the restroom area are kept clean and to ensure that repairs needed to the main components of the PMSPP (sidewalk, patio junctions, restroom facilities, kiosks, pier) are reported and followed up on expeditiously. The Village Council has expressed interest in continuing an arrangement to subcontract out the cleaning and management of the restroom facility as they have done for public events along the sidewalk in the past. This would need to be formally determined by the Village Council through an agreement with the service provider.


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The maintenance officer is also responsible for the general cleaning of the beach area within the PMSPP along with his other beach cleaning duties and to ensure that the landscaping within the PMSPP is maintained such as watering of plants, pruning and cutting of tree branches and other daily plant management to ensure the PMSPP area sustains its aesthetic appeal. Garbage collection within the PMSPP is part of the garbage collection duties of the Placencia Sanitation Board. The maintenance officer will liaise with the Placencia Sanitation Board to ensure timely collection of garbage and will ensure that residents and business places within the PMSPP store garbage appropriately for such collections.

5.5. Security Personnel

The security personnel will be required to make sure that all policies, rules and regulations of the pier operations and plaza area are complied with at all times. The security officer will liaise with the police officers of the village to ensure a coordinated approach and routine police visitor patrols of the PMSPP throughout the day. In order for there to be 24hour security, security officers will work on a rotating shift system. The village council will continue to work with the police officers for general oversight and patrols for safety along the sidewalk and the PMSPP in general. Security personnel must ensure that the pier facilities are secured at night and provide general monitoring of any boats docked at the pier for safeguarding during the day and night. All incidents of theft, loitering, vandalism, violence or other incidents of crime must be responded to and immediately reported to the police station and to the administrator of the village council.


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6. Human Resources Guidelines The Village Council should establish a Personnel Policy and Procedures Manual to guide all employees of the Council in identifying and understanding the operational procedures of the PMSPP. The manual should establish and confirm the staff policies as it relates to the PMSPP.

As a general guide, all employees should abide by the following:

Completion of Work All work that is done should be done to the best of the employee’s ability as accurately and as efficiently as possible. Errors due to neglect or carelessness bear full responsibility of the employee. Customer Service Placencia has developed into a major tourism destination in Belize and the PMSPP will enhance both the leisure and commercial activities available for residents and visitors to the village. Employees of the village council should ensure good customer satisfaction in the provision of their services and in carrying out their duties within the PMSPP. The Village Council should encourage visitors and residents to provide feedback and suggestions on the services within the PMSPP to ensure good customer satisfaction is maintained. Alcohol Employees are not allowed to consume alcohol during working hours or are not allowed to report to work under the influence of alcohol. Illegal Drugs Illegal drugs or controlled substances are strictly prohibited. Employees found selling, buying, possessing or using illegal drugs or controlled substances will be immediately relieved of their services to PMSPP and the Village Council. Telephone Calls Personal telephone calls should be minimal since lines should be free for business calls. Appearance/Dress Code All employees should be properly attired while on duty. If uniforms are agreed upon based on budget allocations, employees are required to wear their uniforms provided by the Council. Theft Any employee found to have committed irregularities of a criminal nature, or assisted others in such activities is subject to criminal prosecution. Dismissal will be subject to a Court’s decision regarding the crime committed. All employees are expected to remain alert to the possibility of theft and to report any such activities to the Administrator.


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The Personnel Policy and Procedure Manual should include policies and procedures approved

by the Village Council on the following areas:

• Organizational Structure

• The Management Committee

• Recruitment Procedure

• Selection Procedure

• Orientation

• Staff Meetings

• Disciplinary Procedures

• Termination/Severance Pay

• Employee Responsibilities

• Code of Conduct and Work Ethics

• Performance Appraisal Procedure

• Working Hours/Overtime

• Job Description

• Sick Leave

• Vacation Holidays

• Grievance Procedure

7. Financial Management Financial management and accountability are key elements of institutional sustainability which

is critical to the success of the PMSPP.

An approved accounting system is to be used to account for funds received and spent by the Placencia Village Council on behalf of the PMSPP. This system should be developed in accordance with the Council’s Financial Procedures and Policy Manual which should have the following key elements:

• A bookkeeping system

• A system for recording purchases

• A system for requesting and recording check payments

• A Petty Cash System

• Cash Receipt System

• A format for recording the depreciation of fixed assets

• Financial Reporting


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Operating Expenses

Advertising and Marketing Expense:

The PMSPP allows for opportunities for the area to be promoted to both local residents and

visitors. Advertising and marketing expenses are generated primarily through the development

of a specific website, banners, semi-permanent signage and radio advertisements used to

create public awareness of this new developed area in Placencia and to generate interest to

stimulate sales, visitation and event activities in the area.

Administrative Expense:

Since the PMSPP is a critical artery to the livelihood of the Placencia community, the village

council’s current responsibilities and administration activities also includes this area. A pro-

rated amount of the Village Council’s staff salaries (25%) should be allocated. This allocation

can be reviewed in consultation with the management committee from time to time for any

changes that would impact annual planning activities for the PMSPP.

In addition to this, full time staff positions of a pier supervisor and a pier security officer should

be incorporated into the payroll for the Placencia Village Council to assist with the day to day

operations of the PMSPP.

General Expenses:

Insurance on those applicable items of the project (estimated to be namely the pier and the

kiosk structures) are based on $25 per $1000 of applicable capital expenditures.

Communication expense is based on pre-paid phone costs for communication by the pier

supervisor and pier security officer in particular for day to day communication needs.

Maintenance is based predominantly on the pier development using a 2.0% of the depreciation

value over a 40 year period.

Public lighting needs of the village (except for the football and basketball field) are provided for

by the Ministry of Local Government. Currently at the village council’s office, water usage is not

paid for as part of the arrangement to have the council housed within the offices of the Village

Water Board. Water and electricity needs and usage within the project site particularly at the

pier will need to be monitored to establish the appropriate cost centres within the accounting

system.


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The other remaining general expenses (committee and meetings, office supplies, basic

bathroom supplies, cleaning supplies, general maintenance and upkeep, fundraising, donations

and miscellaneous) are estimated at 25% of the Village Council’s general expenses similar to the

approach used with administrative expenses mentioned above.

The financial operations of the Village Council are overseen by the Treasurer on the Village

Council. The Treasurer will liaise closely with the Management Committee of the PMSPP to

establish specific financial management procedures to be agreed to by the Village Council.

A Guideline on Financial Procedures and Policy for the Council is attached (Attachment 1) and should be reviewed and updated accordingly by the Council. The approved procedures and policies should indicate the date of approval and any subsequent dates of revision.


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Table 1: Operating Expenses - Year 1


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Revenue Generation

Advertising and Marketing Income:

Advertising and marketing income will come primarily from rental fees, docking facility fees, ads

on the website, banners and signage around the plaza and sidewalk area and throughout the

village to promote events and activities within the project site.

Rental Income:

Rental income refers to revenue from the following:

• Pier kiosks based on a fixed monthly rate

Kiosks available commercially for rent.

• Patio kiosks based on 3 semi-permanent kiosks and a monthly rental rate

This reflects a minimal increased daily rate of vendor fees compared to the current rate

based on improved vendor structures.

• Venue Events based on a fixed rate in the first instance

With the improved developments of the pier, sidewalk and plaza area, the environment

attracts potential for increased activities and events within the project area

Village Council Income:

Similar to the operational costs, a pro-rated amount of the Village Council’s revenue (25%)

should be allocated towards the revenue of the PMSPP and reflect those contributions and

support by the Placencia community and visitors to the project site.

Pier Management Income:

The income is based primarily on an estimated docking facility fee to allow operators to load

and unload and have access to water and electricity.

Additional facility services and fees would be determined from to time on the advice of the

Management Committee and would include water sales to visiting boats, trash collections fee

from visiting boats and other services of interest approved by the Management Committee.


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Table 2: Operating Income - Year 1


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8. General Operations Guidelines

Signage

The PMSPP is an integral part of the tourist attraction within the Placencia Village; therefore,

visual messages via signs, billboards or banners to residents and visitors should meet

specifications and requirements established by the Village Council. The Management

Committee advises the Village Council on signage guidelines to be established for persons,

businesses or organizations interested in installing signs, billboards or banners within the

PMSPP and as is allowed for within the Village Council Act.

Signage needs and restrictions will vary per request; therefore, each request should be

submitted to the Administrator for processing based on guidelines established by the

Management Committee and approved by the Village Council.

Events

All private events within the PMSPP should apply to the Village Council to ensure availability of

the date and location and for the Village Council to monitor use of the PMSPP for private

sponsored activities as well as for the Council to establish any management guidelines for the

particular event. Application forms for private events should be completed and submitted to

the Management Committee for its recommendation to the Village Council. See Attachment 2

for Application Form template.

Vendors

The Management Committee shall establish vendor policies and procedures for consideration

to the Village Council for use within the PMSPP.

Vendors should complete an application form (to be developed and approved by the Village

Council) and follow the policies and procedures approved by the Village Council. Vendors

should allow the Building Inspector to inspect the stalls when asked and conduct their business

with respect for the residents, visitors and customers. All stalls should be kept in a clean

condition and garbage should be stored in a covered container for daily collection. All vendors

should conduct their business from the assigned stall location provided on approval of their

application form.

The policies and procedures approved by the Village Council may include (but is not limited to)

the following considerations:

• Vendor Categories

• Application and Vendor Agreement

• Daily Stall Rental Procedures

• Vendor Obligations


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9. Pier Operations The Pier facility is part of the PMSPP and comes under the management of the Placencia Village

Council with support of the Management Committee. A specific Procedures and Policies for

pier operations will need to be established by the Management Committee with input from the

Pier Supervisor, approved by the Placencia Village Council and be reviewed and updated as

needed.

The following areas will need to be addressed in the Pier Procedures and Policies:

• Pier Management

• Loading and Unloading of vessels

• Docking and Facility Fees

• Garbage Collection and Waste Disposal Fees

• Mooring Policies

• Electricity

• Water facilities for visiting boats

• Security

• Pier Incident/Injury

• Fishing

• Emergency Services

• Medical Services

• Pier Kiosks Vendor Operations

• Pier Events

• Personnel Contact information

• Hours of Operation

In developing the Pier Procedures and Policies, the Belize Port Authority should be consulted to

ensure basic standards for a docking facility in Belize has been complied with.


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10. Hurricane and Emergency Preparedness The Placencia community is no stranger to the destruction and danger caused by hurricanes,

tropical storms and other emergencies such as fires.

The Hurricane season for Belize is traditionally June to November of each year. The Placencia

Village Council will need to establish and review its hurricane and emergency preparedness

plan and ensure it adequately addresses procedures for the PMSPP area in the event of a

hurricane and update it accordingly.

Hurricane Preparedness

The National Emergency Management Organization (NEMO) is the national authority that

provides official information on an impending hurricane or tropical storm to Belize. Belize uses

a four-flag warning system for an approaching hurricane system as follows:

Preliminary Alert

• Preliminary Flag – a red flag indicating that a hurricane may threaten in 72 hours

Hurricane Watch

• Red 1 Flag – a red flag with one black dot in the centre indicating that a

hurricane may threaten in 36 hours

Hurricane Warning

• A Red II Flag - two red flags with black dots above each other indicating that a

hurricane is likely to strike within 24 hours

All Clear

• All Clear Flag – a green flag indicating the hurricane has passed. The all clear is

officially announced by NEMO.


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Figure 2: Belize Hurricane Tracking Map (http://mappery.com)

The Management Committee and the Placencia Village Council adheres to the protocols and

procedures established at NEMO and the District Emergency Committees that are activated

regarding preparedness plans for such storms.

In the event of a tropical storm or hurricane, all vessels are to move to the allocated safe harbor areas as per the NEMO’s official advice and warnings based on the track of the storms. See Attachment 3 for general information on storm categories and hurricanes provided by

NEMO. This information should be reviewed by the Management Committee to develop a

hurricane preparedness plan relevant to the PMSPP.


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Fire Response and Management

The Management Committee in consultation with the Placencia Volunteer Fire Board should establish a Fire Response Plan for fire suppression, evacuation and procedures for emergency and medical attention for those persons at health or safety risks due to the outbreak of a fire within the PMSPP. In the event of any fire or explosion, the Administrator will immediately notify (or should be notified) and contact should be made with the Placencia Volunteer Fire Board and the Chairperson of the Management Committee in order that the Fire Response Plan can be activated to alert any residents and business owners to ensure immediate safety precautions and evacuations where necessary. In the event of a fire or other emergency at the Pier, the Pier Supervisor is to be notified immediately and all vessel operators are responsible for the evacuation of their persons and vessels and heed to the alerts and recommendations of the Placencia Volunteer Fire Board.

Guidelines for Fire Response and Resource Management

• All fire management plans and activities should be based on a clear management framework based on the volunteer role and support of the Placencia Volunteer Fire Board.

• Plans should be prepared at an appropriate level of detail for fire management, including use, prevention, fuel management, detection, initial attack, large-fire suppression and restoration.

• A policy should be established that sets the safety of firefighters and the public as the highest priority.

• A process should be developed to determine, in advance of a fire, who will assume the lead role and duties.

• Resource management plans should include analysis of the actions that increase or decrease the risk and hazards affecting fire behaviour, fire damage or benefit, as well as impacts on the safety of firefighters and the public.

• Plans should be based on the types of ecosystems, potential fire effects, fire regimes, and social, economic and environmental values within the area.

• Plans should provide for infrequent but potentially damaging events and should include analysis, planning and identification of the resources and potential operational actions required.

• Plans should be based on climate, realistic weather forecasts and the effect on fire behaviour and suppression effectiveness.


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• Plans should provide for a system of monitoring and evaluation, including a feedback process for amending or adapting the plans based on evaluations or changing conditions.

11. Environmental Management The social and environmental plan for the operations of the PSMPP will be in accordance with

the Environmental Compliance Plan approved by the Department of the Environment and the

Site Environmental and Social Management Implementation Plan-SEISMIP (See Attachment 4

for SEISMIP Template).


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Attachments


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ATTACHMENT 1

The Placencia Village Council Guidelines to Finance Procedures and Policies

The financial procedures outlined below are developed to ensure that there is proper financial management and that the funds used by the organization are accurately accounted for and in a timely manner. The following procedures were developed as part of the Operations Manual for the Placencia Municipal Sidewalk, Plaza and Pier (PMSPP) and can be used as a guideline for the overall financial management operations of the Placencia Village Council. 1. Accounting Systems

An accounting system is to be used to account for funds received and spent by the Council. This system should be developed to meet the specific needs of the organization and should include the following elements:

• A bookkeeping system

• A system for recording purchases

• A system for requesting and recording cheques payments

• A Petty Cash System

• Cash Receipt System

• A format for recording the depreciation of fixed assets

• Financial Reporting 2. Bookkeeping

The administrator with assistance of the Treasurer of the Council has the responsibility for bookkeeping records all financial transactions on a daily basis. The transactions are recorded electronically in a system developed specifically for that purpose. International standards must be kept in recording financial transactions. On a monthly basis, the transactions need to be checked for overall accuracy and any reconciliations or reimbursements that are pending need to be made before the financial report for that period is generated. 3. Purchases

Purchases are made through a purchase order system. A purchase order book should be kept by the Administrator. The request for a purchase order can be made by any staff member. All purchases must be justified by being related to a programme or activity to be related to the work of the Council.


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The original copy of the purchase order is given to the staff member making the request. A copy of the purchase order is kept in the purchase order book to document the list of items to be purchased. Once the items are purchased, the invoice is given to the Treasurer for payment to be made. The invoice is checked against the purchase order. Once payment is made, the receipts are kept as part of the official records of the Council to be used in financial reporting. 4. Cheque Payment

For cheque payment to be made, the Administrator must have an invoice, a bill, a written request for payment, a cash voucher or a receipt as evidence documenting the reason for the payment. The Treasurer checks the documentation for accuracy and consistency with the budget of the Council. If payment is justified, then the Treasurer writes cheques for payment. The cheques, along with supporting documentation are passed on to the persons who are authorized to sign cheques on behalf of the Council. Two signatures must be present on the cheques for the payment to be valid and three signatures must be present for any cheques exceeding an upper limit determined as a policy by the Council. The persons authorized to sign on the cheques have the right to question the supporting documentation and refuse to sign should the documentation show inconsistency with the request for payment or the approved budget of the organization. 5. Petty Cash System

The petty cash system is used to enable cash flow for individual expenses under (amount to be determined by the Council). The total sum of the petty cash funds available is ($amount determined by the Council). As soon as the petty cash fund total falls below ($amount determined by the Council), the petty cash fund is replenished. The Administrator makes decisions about the use of the petty cash funds. Replenishment is made after reconciliation of the petty cash balance with total cash vouchers and/or receipts for expenses incurred using petty cash. The replenishment is made by cheques using the cheques payment system. The cheque is made out to “cash”. Petty cash funds are to be kept under the control of the Administrator and in a container which requires opening with a key. A key is to be kept by the Administrator and in his/her absence, by the Treasurer.


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6. Cash Receipt System

The Council operates a cash receipt system in cases when, in carrying out the activities of the organization, there is a need to provide a cash advance to a staff member. To access the cash, the staff member must submit an activity budget to the Administrator along with a request for payment. The Administrator discusses the request with the Treasurer. The Treasurer checks the activity budget’s consistency with the overall budget of the Council. If the budgets are consistent, then the Treasurer writes out cheques to “cash” with the amount stated on the activities budget. The staff member is then responsible for accounting for the cash provided. Any cash not properly accounted for will be reimbursed to the Council. Any justified over expenditures will be reimbursed to the person who made the payment if those expenses can be covered by the budget for the organization. A narrative report of the activity must be included in the next regular report to the Council. 7. Depreciation and Fixed Assets

The Administrator is responsible for taking an annual inventory of all fixed assets owned by the Council. This inventory is to be kept in a special file in the Council’s filing system and checked as part of the Council’s annual auditing. The depreciation of fixed assets is to be done annually. International standards for depreciation rates are to be used. Any divestments of fixed assets need to be approved by the Chairperson and the Village Council. Proper records are to be kept of the divestment process, including with whom or where the assets are lodged. All divestments must be recorded on the inventory sheet. 8. Financial Reports

The Treasurer is responsible for presenting financial reports to the Council. The financial reports are to follow the principles of accounting and be a true picture of the financial situation of the Council. The format for the financial reports will be agreed to by the Council. Financial reports are to be completed monthly and distributed in a timely fashion in advance of the regular village council meetings.


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ATTACHMENT 2

Event Application Form (TEMPLATE) Name of event

Event location Event date Section One - Organizer Details

Name of organisation Event organiser/s Contact address

Person responsible on site (if different to event organiser) Tel No. - Home Tel No. - Work Mobile No Fax No e-mail address Section Two - Event Details

Description of event proposed


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Is this a (please tick one box only) Charity event Fund raising Commercial Community service event

For Charity Event - Name of Charity

Date/time to enter site for preparation

Start time

Finish time

Date/time the site will be vacated after the event

Is the event free? Yes No If no, what is the admission price?

Do you intend to utilise or permit any of the following attractions at the event? If so, please tick the appropriate boxes (some of these may not be permitted at all sites).

Fireworks/pyrotechnics/fire eaters Live music

Carnival/procession Live entertainment Barrier/fencing Toilets

Power supply Alcohol Food/drink Concessions Portable Staging

Other: (please specify)


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Do you anticipate the need for?

Road closure Traffic diversion

On street parking restriction Car park closure

You will be required to leave the site in a clean and tidy condition.

Signed

Position

Date Please return this form to the appropriate Council Officer for processing. Event fees will be applied based on the type of the event: Placencia Village Council Placencia Stann Creek District, Belize


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ATTACHMENT 3

STORM CATEGORIES and HURRICANE GUIDELINES

Provided through the National Emergency Management Organization (NEMO)

Activation of Plans should be based on official weather reports and advisories from NEMO

Tropical Wave: A cluster of clouds and/or thunderstorms without a significant circulation and generally moving from east to west in the tropics.

Tropical Depression: The formative stage of a tropical storm or a hurricane. A tropical depression has a center of circulation and sustained winds of less than 39 mph. Tropical Storm: The tropical depression has formed and strengthened. This is an organized system of strong thunderstorms with top sustained winds of 39 mph to 73 mph. This is the stage when storms are named.

HURRICANES: Category 1: Winds 74-95 mph. Storm surge 4-6 ft above normal. Damage primarily to unanchored mobile homes, shrubbery and trees. Coastal road flooding and minor pier damage. Category 2: Winds 96-110 mph. Storm surge 6-10 ft above normal. Some roof, door and window damage of buildings. Considerable damage to shrubbery and trees with some trees blown down. Considerable damage to mobile homes and piers. Coastal and low-lying escape routes flood 2-4 hrs before arrival of hurricane center. Small craft in unprotected anchorages break moorings. Category 3: Winds 111-130 mph. Storm surge 10-16 ft above normal Some structural damage to small residences with a minor amount of curtainwall failures. Damage to shrubbery and trees with foliage blown off trees and large trees blown down. Mobile homes are destroyed. Low-lying escape routes are cut by rising water 3-5 hours before arrival of hurricane center. Flooding near the coast destroys smaller structures with larger structures damaged by floating debris. Terrain continuously lower than 10 ft above sea level may be flooded inland 10 miles or more. Evacuation of low-lying residences along the shoreline may be required.


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Category 4: Winds 131-155 mph. Storm surge 16 to 22 ft above normal. More extensive curtainwall failures with some complete roof structure failures on small residences. Shrubs and trees blown down. Complete destruction of mobile homes. Extensive damage to to doors and windows. Low-lying escape routes may be cut by rising water 3-5 hours before the arrival of the hurricane center. Major damage to the lower floors of structures near the shore.

Terrain lower than 15 ft above sea level may be flooded requiring evacuation of residential areas as far inland as 10 miles.

Category 5: Winds greater than 155 mph. Storm surge greater than 22 ft above normal. Complete roof

failure on many residences and industrial buildings. Some complete building failures with small

utility buildings blown away. All shrubs, trees and signs blown down, Complete destruction of

mobile homes. Severe and extensive window and door damage. Low-lying escape routes are

cut by rising water 3-5 hours before arrival of the hurricane center. Major damage to lower

floors of all structures located less than 20 ft above sea level and within 11000 yards of the

shoreline, Evacuation of residential areas on low ground within 15 miles of the shoreline may

be required.

pla operations manual-march 24, 2011 final

Documents

management committee

municipal pier

management model

financial management

placencia municipal

pier supervisor

operations manual

waterfront plaza