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Feb 14th FMI EMBC Sharing the Responsibility Wes S

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Information about Feb 14th FMI EMBC Sharing the Responsibility Wes S
Travel-Nature

Published on March 12, 2008

Author: sanay

Source: authorstream.com

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"Sharing the Responsibility" - An Integrated Emergency Management Approach:  "Sharing the Responsibility" - An Integrated Emergency Management Approach Wes Shoemaker Associate Deputy Minister Emergency Management BC Ministry of Public Safety and Solicitor General Emergency Management in BC (EMBC) :  Emergency Management in BC (EMBC) Office of the Fire Commissioner:  Office of the Fire Commissioner Fire Commissioner: David Hodgins Office of the Commissioner (OFC):  Office of the Commissioner (OFC) Senior fire authority for the province Responsible for: Application and enforcement of the Fire Services Act & Fire Code Providing leadership in fire safety and prevention education (FireSmart, Juvenile Fire Setter, Getting to Know Fire) Office of the Commissioner (OFC) :  Office of the Commissioner (OFC) Supporting training for approximately 1,100 Local Assistants to the Fire Commissioner (LAFC) Maintaining Fire Loss Reporting System that records BC fire loss statistics Conducting fire investigations Office of the Commissioner (OFC) :  Office of the Commissioner (OFC) Headquarters in Victoria 25 staff & 4 Regional offices located in: Kamloops Prince George Cranbrook Victoria Coroner Service:  Coroner Service Chief Coroner: Terry Smith Coroners Service :  Coroners Service Reviews all sudden, unexpected, unexplained or unattended deaths May utilize either a Judgment of Inquiry (Investigative Report) or Inquest Both of these processes are quasi-judicial in nature The process is fact-finding NOT fault-finding Coroners Service :  Coroners Service Role To determine who, when, where, how and by what means the individual died Each death will be classified as either Homicide, Suicide, Accidental, Natural, or Undetermined Where at all possible recommendations will be advanced aimed a preventing further deaths in similar circumstances Provincial Emergency Program (PEP):  Provincial Emergency Program (PEP) Executive Director: Cam Filmer Provincial Emergency Program :  Provincial Emergency Program Internationally recognized leaders in emergency management Integrated emergency management at all levels Focus on partnerships and relationship building Support to local communities Disaster Resilient Communities Preparedness and Planning:  Disaster Resilient Communities Preparedness and Planning “Helping the community to be prepared is very important… we are doing our best to change the perspective of people from ‘being rescued’ to becoming self prepared.” Stephen Jackson ESSD Gabriola Island Disaster Resilient Communities Legislation Changes:  Disaster Resilient Communities Legislation Changes Firestorm 2003 Review led by Gary Filmon made 17 recommendations 2004 Emergency Program Act was amended Defining Regional Districts as a local authority with emergency management and preparedness responsibilities Deadline of January 2006 was determined 2004 – 2006 saw regional districts establishing EM programs Preparedness and Planning Tools provided by PEP:  Preparedness and Planning Tools provided by PEP Hazard, Risk and Vulnerabilities Analysis toolkit (HRVA) Community Emergency Plan Review toolkit (CEPR) Community Emergency Management Guide (under revision) PEP Website ( www.pep.bc.ca) Preparedness and Planning Hazard, Risk and Vulnerability Analysis :  Preparedness and Planning Hazard, Risk and Vulnerability Analysis Online application accessed at http://www.pep.gov.bc.ca/hrva/toolkit.html Preparedness and Planning Community Emergency Program Review:  Preparedness and Planning Community Emergency Program Review Online application accessed at http://www.pep.bc.ca/cepr/review.html Preparedness and Planning Community Emergency Program Review:  Preparedness and Planning Community Emergency Program Review Online application accessed at http://www.pep.bc.ca/cepr/review.html Example of output from electronic CEPR toolkit. Disaster Resilient Communities Funding Opportunities:  Disaster Resilient Communities Funding Opportunities Union of BC Municipalities Grant Programs $2.5 Million to date 172 grants Emergency Plan Development Exercising EOC enhancement… Disaster Resilient Communities Funding Opportunities:  Disaster Resilient Communities Funding Opportunities New Relationship Fund ($500K) Supports integrated emergency planning activities between local governments and First Nations Planning Exercising Training Preparedness and Planning Federal Government Support:  Preparedness and Planning Federal Government Support Joint Emergency Preparedness Program (JEPP) funding New Initiatives Funding (NIF) Provincial Search and Rescue groups Inter-operability Radio Kits Disaster Financial Assistance Arrangement Preparedness and Planning First Nations Emergency Services Society (FNESS):  Preparedness and Planning First Nations Emergency Services Society (FNESS) Emergency Management agent of Indian and Northern Affairs (INAC) Canada in BC Enhanced relationship with PEP Tsunami Planning Band Council Resolution Templates Community Emergency Plan Templates Preparedness and Planning Elected Officials Workshops:  Preparedness and Planning Elected Officials Workshops Emergency Management education for elected officials of local governments Union of BC Municipalities and Provincial Emergency Program partnership 21 sessions 481 attendees Preparedness and Planning Training and Education:  Preparedness and Planning Training and Education Delivery of emergency management training programs by recognized institutions $950k to Emergency Management Training in BC 2005/06 >255 courses 2005/06 >5599 people trained Preparedness and Planning Tsunami Integrated Preparedness (TIP) Project :  Preparedness and Planning Tsunami Integrated Preparedness (TIP) Project TIP Working Group (25 agencies) Community Grants ($1M) Exercises Signage Enhanced Warning and Alerting Systems Public/School Awareness and Education Modeling and Mapping Response Structure BC Emergency Response Management System (BCERMS):  Response Structure BC Emergency Response Management System (BCERMS) Response Capacity Provincial Regional Emergency Operation Centres (PREOC):  Response Capacity Provincial Regional Emergency Operation Centres (PREOC) 6 permanent offices and emergency response facilities Regional Staff provide support to Local Communities Since May 2006 19 Provincial Regional Emergency Operations Centre (PREOC) activations 49 Local Government Emergency Operations Centre (EOC) activations Response Capacity Temporary Emergency Assignment Management System (TEAMS):  Staffing of PEP emergency operation centres Provincial Regional Emergency Operations Centres (PREOCs) Provincial Emergency Coordination Centre (PECC) 120 public service employees from various provincial ministries TEAMS train/exercise twice annually Located regionally but utilized throughout province Response Capacity Temporary Emergency Assignment Management System (TEAMS) Response Capacity Emergency Coordination Centre:  Response Capacity Emergency Coordination Centre 24/7 staffed operation centre 260 000 calls received annually 7259 logged incidents: 2550 Road Rescue 1020 SAR 308 ESS (Urban house fires) 3633 Dangerous Spill Response Flooding:  Response Flooding Significant flooding seen in the province this year in South East, South West and Vancouver Island regions Response Seismic Event/Tsunami Watch – Nov. 15:  Response Seismic Event/Tsunami Watch – Nov. 15 credit NOAA / NOAA Center for Tsunami Research Seismic Event/Tsunami Watch – Nov. 15 :  Seismic Event/Tsunami Watch – Nov. 15 Photo from Crescent City: impact of wave from earthquake Nov 15. Slide32:  Response Rain – Port Alberni 138mm (64mm in 6 hours peak rate) Slide33:  Response Wind – 110 km/hr in West Vancouver Slide34:  Response Wind & Rain – Nov. 15 Slide35:  Response more Wind & Rain – Dec. 13 Slide36:  Response even more Wind – Jan. 10 Disaster Resiliency Recovery Issues:  Disaster Resiliency Recovery Issues Social Effects Stress and psychological trauma Foregone long-term goals and opportunities Delay of social programs Gaps in community economic classes Economic Effects Loss of businesses Loss of jobs Reduced cash flow Adverse community investment Physical Effects Damage to buildings Alteration of landscape Environmental contamination Recovery:  Recovery PEP publications to support Local Governments Recovery Provincial Integrated Recovery Council (PIRC) Members:  Recovery Provincial Integrated Recovery Council (PIRC) Members Buddhist Compassion Relief Tzu Chi Foundation BC Assoc. of Specialized Victim Assistance & Counselling Prog. Christian Reformed Church World Relief Committee Emergency Social Services Assoc. Society of Saint Vincent de Paul Ministries of Health Services, Children & Family Development, and Public Safety & Solicitor General Response and Recovery Example Avian Flu Outbreak - Abbotsford 2004:  Response and Recovery Example Avian Flu Outbreak - Abbotsford 2004 Response and Recovery Example Avian Flu Outbreak - Abbotsford 2004:  Response and Recovery Example Avian Flu Outbreak - Abbotsford 2004 5th largest City in B.C. Diversified export oriented economy Economic Engines Precision manufacturing Aerospace And Farming Largest farmgate in the Province $450 million per year Billion dollar industry locally when you include agri-industrial output Poultry Industry:  Poultry Industry Poultry Industry is a sophisticated industry completely integrated into the local economy The local impact - known:  The local impact - known 1700 people who lost or had reduced employment An increase of 500 people a month visited the Food Bank in July/August 2 feed mills closed Agricultural related EI claims doubled 86% increase in late farm class tax payments 925 EI claims directly related to the poultry industry The local impact - unknown:  The local impact - unknown “I understand the turmoil that this industry has gone through because I am on the receiving end of the residual effects. I believe that the farmers themselves are confirmed to receive compensation from the government and in most cases will come out ahead of the game.  No one has even asked those of us affected by the tail end of this crisis if we need compensation, we just continue to run our businesses the best way we can to regain our losses ourselves.” Letter to Mayor Reeves from a Travel Agent Local observations/lessons learned:  Local observations/lessons learned We must preserve the infrastructure of the industry Loss of skilled workers Specialty flocks that can not be replaced Mills that close Markets that are lost It is all about communication Stakeholders (local government) Community residents and private industry Response and Recovery Example - Firestorm 2003:  Response and Recovery Example - Firestorm 2003 Observations/lessons learned:  Observations/lessons learned Unprecedented duration of emergency Use of emergency powers needs to be made accessible by local governments (evacuation of people) Firestorm Review chaired by Gary Filmon 42 separate recommendations Response and Recovery Example – Katrina 2004:  Response and Recovery Example – Katrina 2004 Observations/lessons learned:  Observations/lessons learned Communication Education of community Preparedness Coordination of services Recovery Business Continuity:  Business Continuity Being Continually Prepared Senior Advisor: Lisa Benini What is it?:  What is it? Business Continuity Planning Definition: “Process of developing and documenting advance arrangements and procedures that enable an organization to respond to an event that lasts for an unacceptable period of time and return to performing its critical functions after an interruption.” source: www.drj.com Who executes the plan’s actions? What needs to recovered? Where will people go to recover? When will business be resumed? How will this be done? Why is it important?:  Why is it important? Expectations of key stakeholders Essential management function Becoming a common practice Some industries have set policy for this Makes good business sense Sustainability & Survivability What will it achieve?:  What will it achieve? Protects People, Property, Information & Assets Identify tolerable outage Minimizes confusion and chaos Enable effective decision making Minimizes loss of data, revenue, clients Reduces dependency on specific personnel Coordinate with inter-dependencies Facilitates timely recovery of business functions Meet regulatory requirements Maintains public image and reputation What is driving it?:  What is driving it? BC Legislation and Policy Emergency Program Act (1994); Emergency Program Management Regulation Core Policy & Procedure Manual Chapter 16 – Business Continuity Management Program Specifically for ministries Slide55:  Where does this fit in? ENTERPRISE-WIDE RISK MANAGEMENT How is it done?:  How is it done? 1 - Establish Context 2 - Identify & Assess Risks 3 - Review Business & Assess Impact 4 - Plan Mitigation Strategies 5 - Plan Business Continuity Strategies 6 - Prepare Business Continuity Plan 7 - Ensure Capability 8 - Train and Exercise 9 - Communicate and Consult 10 - Monitor and Review Slide57:  1. _______ 2. _______ 3. _______ 4. _______ Organization Escalation Actions Responsibilities Priorities RTOs Administration Maintenance & Exercising Alternate Facilities & Resources Recovery Inventories Call Lists What is in a BCP? What is the role of Business Continuity within EMBC?:  What is the role of Business Continuity within EMBC? Ensure compliance with BCM policy Provide advice/consultation to Ministry BCM Advisors Chair a cross government BCM Advisory Committee Provide status to DM Council on BCM programs across government Manage the govt wide priority list Integrate with emergency management How do we measure progress? :  How do we measure progress? Incomplete In Progress Complete BC Government BCM Scorecard Ask yourself these questions?:  Ask yourself these questions? How ready is my organization for a significant business interruption? What is important?:  What is important? Do you have a Business Continuity Plan? Has it been exercised and were you involved? What are your critical business functions? What is the financial impact to your organization if you cannot continue your business for 30 days? Are there penalties for being late? Reliance on IT:  Reliance on IT How quickly would your critical financial systems need to be recovered? Do you have workarounds or manual procedures if your systems were unavailable for excessive length of time? If you can run your functions manually (i.e. without systems), how long? (e.g.1 day, 3 days, 1 week or more) Reliance on Information/Data:  Reliance on Information/Data What is the potential loss of data if you had to recover from backup that is stored offsite? What is an acceptable loss of data/information for your organization? Could you recreate this electronic data or paper files? Reliance on Dependencies:  Reliance on Dependencies Have you asked your vendors whether they have a business continuity plan? Have they exercised their BCP within the last year? Were you involved? Reliance on Vital Records:  Reliance on Vital Records Do you know what are your vital records to your organization and where are they located? Have you protected your vital paper records from potential losses? Are they replicated elsewhere? Is it offsite from your primary site? Begin with the Basics…:  Begin with the Basics… Create a staff contact list include alternates Decide what functions must continue Discuss alternative ways to continue business Protect important documents & information Perform regular backups & store offsite Create a list of key stakeholders Document the above and you have started your business continuity plan… Questions?:  Questions? Contact: wes.shoemaker@gov.bc.ca cam.filmer@gov.bc.ca lisa.benini@gov.bc.ca :  Contact: wes.shoemaker@gov.bc.ca cam.filmer@gov.bc.ca lisa.benini@gov.bc.ca

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