e. '~A ABBOTSFORD COUNCIL REPORT Report No. FIR EXECUTIVE COMMITTEE Date: August 11, 2014 File No: To: Mayor and Council

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1 e. '~A ABBOTSFORD Report No. FIR COUNCIL REPORT EXECUTIVE COMMITTEE Date: August 11, 2014 File No: To: Mayor and Council From: Don Beer, Fire Chief Subject: Emergency Management British Columbia Strategic Plan RECOMMENDATION THAT Report No. FIR , dated August 11, 2014, from the Fire Chief regarding the Emergency Management British Columbia Strategic Plan , be received for information. SUMMARY OF THE ISSUE The Emergency Management British Columbia (EMBC) Strategic Plan (Attachment A) addresses the Auditor General's recommendations to improve the Province and its stakeholders ability to respond to emergencies and/or disasters. EMBC's plan is to improve in the following areas: 1. Organizational Capacity 2. Catastrophic 3. Training and Exercises 4. Partnerships 5. Public Education 6. Business Practices and Governance BACKGROUND Provide a brief background to the report that is of a factual nature. When referring to previous reports and/or Council decisions, previous reports should be referenced (by number and meeting date) but do not need to be attached UNLESS the factual content or analysis is required to understand the recommendation being made in this report. This section should highlight any relevant legislation, Council Bylaw and/or Policy direction and help to provide context for the report EMBC is the lead coordinating agency within the Provincial Government for all emergency management activities. Auditor General Russ Jones submitted a report to the Provincial Government stating that "neither the Provincial Government or Emergency Management BC has made significant progress preparing for a destructive earthquake since the last report 17 years ago." Jones also reported that: "Successive governments have decided to allocate scarce

2 \ Report No. FIR Page 2 of 4 public resources to meet more immediate pressing demands, rather than to adequately prepare the province for a catastrophic earthquake that mayor may not occur," In his report, the Auditor General made 9 recommendations. Justice Minister Susan Anton has accepted all of the 9 recommendations and has stated that the government will be taking action on all 9 recommendations. Auditor General Report recommendations: 1. The Provincial Government develop long-term goals for catastrophic earthquake preparedness, including the level of preparedness it expects EMBC to achieve in the next 5, 10 and 15 years. 2. The Provincial Government ensures EMBC has the capacity necessary to address identified critical gaps and achieve government's expected level of preparedness. 3. EMBC develop a strategic plan to meet the province's long-term goals. The plan should clearly demonstrate how EMBC will evaluate the effectiveness of its activities against its goals. 4. EMBC identify, rank and prioritize completion of its own key plans and procedures to ensure it meets its mandate to prepare and respond to a catastrophic earthquake. 5. EMBC regularly review its earthquake program to identify significant gaps and risks to a co-ordinated and integrated response, and develop actions to address them. 6. EMBC regularly review and evaluate its stakeholders' emergency plans and procedures to assess stakeholder readiness and capacity. 7. EMBC conduct regular catastrophic earthquake exercises with its stakeholders to ensure it can deliver an effective, comprehensive and integrated government-wide response to a catastrophic earthquake. 8. EMBC measure the effectiveness of its public preparedness initiatives at regular intervals. 9. EMBC report annually to British Columbians on the state of its catastrophic earthquake preparedness. The report should include an assessment of the overall state of earthquake preparedness, risks and capacity, and describe the plans and achievements of the Inter-Agency Emergency Preparedness Council (IEPG). EMBC Strategic Plan: The EMBC Strategic Plan's purpose is to focus EMBC deliverables over the next three years. Engagement of the plan will be done th rough communications to both staff internally and also external stakeholders. Key work activities and their deliverables will be monitored through the use of an activity tracking dashboard. The plan will be updated annually to include a status update on key deliverables. Key deliverables in the EMBC Strategic plan are: 1. Development of an immediate earthquake response plan. Consult with stakeholders and develop a report to the government by December 31/14 that outlines the findings being considered for the plan. 2. Facilitate inter-agency Emergency Preparedness Council (EPC) recovery planning 3. Develop Provincial coordination capacities with various ministries and partner organizations 4. Analyze mission critical lists that are necessary to recover the Provincial Emergency Coordination Center (PECC) in the event of a catastrophic disaster. The PECC and the Emergency Coordination Centre (ECC) playa key leadership role in any major disaster.

3 Report No. FIR Page 3 of 4 5. Develop a critical infrastructure assessment tool with the goal to developing a critical infrastructure plan. 6. Enhance the Provincial Emergency Notification System (PENS) to alert local governments regarding tsunami advisories. Explore the use of PENS for other warnings beyond tsunamis. 7. Enhance the use of satellite phones by senior government officials during disasters. 8. Develop elected officials training workshops (roles and responsibilities during emergencies ). 9. Enhance training for local authorities and outside agencies. 10. Develop a strategy for establishing regional emergency management partnerships between Municipalities and the Province. 11. Expand the framework of regional emergency management partnerships beyond Metro Vancouver's Integrated Partnership in Regional Emergency Management (IPREM) to other jurisdictions. In the EMBC Strategic Plan table outlining specific work deliverables, it identifies a some areas that will be of interest and impact to local government. Those areas include: 1. Review and amendments to the Emergency Program Act (EPA) 2. Completion of the National Disaster Mitigation Program (NDMP) 3. If NDMP is approved, development of the provincial element to the NDMP 4. Expand the footprint of regional emergency management partnerships DISCUSSION The City will need to ensure opportunity is taken to provide input on the areas of specific work deliverables in order to ensure the EMBC Strategic Plan outcomes assist the local governments in identified areas that result in: Improved and timelier response to local emergencies by the Province. Improved disaster warning systems. Development of regional emergency management partnerships. Improved earthquake planning. Provincially sponsored EP training. FINANCIAL PLAN IMPLICATION All deliverables in the EMBC Strategic Plan are contingent on Provincial funding. Reviewed and approved by the: Chief Financial Officer

4 Report No. FIR Page 4 of 4 IMPACTS ON COUNCIL POLICIES, STRATEGIC PLAN AND/OR COUNCIL DIRECTION The EMBC Strategic Plan outcomes have the potential to assist Council in achieving a safer community by being better prepared to respond to and recover from a disaster. SUBSTANTIATION OF RECOMMENDATION Make Council aware of the EMBC Strategic Plan and receive the report knowing staff will participate during the input phase of the Strategic Plan process. The City's goal is the Plan will enhance support the City receives from the Province/EMBC. Don Beer Fire Chief ATTACHMENTS Attachment "A": Emergency Management BC Strategic Plan 2014/ /2017

5 Emergency Management BC Strategic Plan 2014/ /2017

6 EMERGENCY MANAGEMENT BC VISION Emergency Management British Columbia will be the premier organization in Canada for the management of emergencies and disasters at the provincial level. Our leadership will solidify a cooperative and effective approach to emergency management in British Columbia. As a result, the province will be resilient, adaptive and confident in its abilities when challenged by known and emergent threats to public safety. EMERGENCY MANAGEMENT BC MISSION Emergency Management British Columbia is responsible to British Columbians for leading the management of provincial level emergencies and disasters and supporting other authorities within their areas of jurisdiction. Emergency Management BC Regions and Regional Office locations. 2

7 Introduction The number and severity of emergencies and disasters that challenge individuals, communities and all levels of government are increasing due to the diversity of natural and human caused hazards, climate change and the ongoing expansion of the urban environment. These disasters can pose significant risks to the continued delivery of programs and services to the public. Emergency management requires coordinated prevention and mitigation, preparedness, response and recovery efforts to: minimize loss of life and suffering; protect health, property, infrastructure and the environment; limit economic loss; and reduce the potential social impacts of all hazards. Emergency Management BC (EMBC) was formed to be the lead coordinating agency in the provincial government for all emergency management activities. EMBC provides executive coordination, strategic planning, and multi-agency facilitation and strives to develop effective working relationships in an increasingly complex emergency management environment. EMBC works with local governments, First Nations, federal departments, industry, non-government organizations and volunteers to support the emergency management phases of mitigation/ prevention, preparedness, response and recovery. Additionally, EMBC engages provincial, national and international partners to enhance collective emergency preparedness. EMBC provides leadership through a number of programs, including the following: Emergency Management Office of the Fire Commissioner British Columbia Coroners Service Due to the specific nature of the Office of the Fire Commissioner (OFC) and the British Columbia Coroners Service (BCCS), the OFC and BCCS are developing separate strategic plans that align with the vision and mission of EMBC. 3

8 EMBC Organizational Chart GCPE Communications ISB CMSB Finance Deputy Solicitor General Executive Officer Corporate Staff Supporting EMBC Assistant Deputy Minister Emergency Management BC Integrated Public Safety Administrative Unit Executive Coordinator Organizational Learning Plans and Mitigation Operations and Recovery Transition Office of the Fire Commissioner BC Coroners Service Policy and Legislation Regional Management Offices Fire Inspections and Investigations Death Investigations and Related Programs Integrated Planning Emergency Coordination Centre Structure Protection Program Policy Research and Systems Flood Protection Program Public Safety Lifeline Volunteers Codes and Standards Business Continuity Program Recovery and Funding Program Fire Reporting

9 In addition to the specific activities outlined in this strategic plan, EMBC staff deliver beneficial public safety services such as 24/7 availability through the Emergency Coordination Centre, Social Media Outreach, Flood Protection Program and the Disaster Financial Assistance Program. The purpose of this document is to focus EMBC deliverables over the next three years. Engagement of the plan will be done through communications to both staff internally and also external stakeholders. Key work activities and their deliverables will be monitored through the use of an activity tracking dashboard. The plan will be updated annually to include a status update on key deliverables. Goals and Lines of Effort In formulating its strategic plan, EMBC sought alignment with the Ministry s justice reform goals and has developed five key goals that reflect its unique role in supporting safety and resiliency for British Columbia s communities. The 2014/ /17 Emergency Management BC Strategic Plan reflects our ongoing commitment to five key goals: 1. EMBC is a learning organization with a culture of continuous improvement. 2. EMBC is expert in leading the management of catastrophic disasters of provincial significance and impact. 3. EMBC is effective in supporting other responsible authorities in their mandate to mitigate and manage emergencies and disasters. 4. EMBC excels in the provision of the Office of the Fire Commissioner s and British Columbia Coroners Service s unique services. 5. EMBC empowers and strengthens volunteer organizations. In support of the five key goals, EMBC will prioritize its work activities for the next three years under six strategic lines of effort: 1. Organizational Capacity 2. Catastrophic Earthquake Preparedness 3. Training and Exercises 4. Partnerships 5. Public Education 6. Business Practices and Governance 5

10 Challenges To match capacity to mandate - It will be a challenge to solidify our mandate, identify and fill critical capability gaps, and to discipline our approach to business such that we are focused yet flexible, and achieve progress in priority activities. To achieve unity of effort - A critical requirement for EMBC is to coordinate efforts across all levels of government and with partner organizations. A challenge will be to build positive momentum amongst varied partners with their own capacity challenges, towards a cooperative and effective model in British Columbia. To sustain a visionary perspective - As a learning organization with many competing demands, we will be challenged to anticipate and remain alert to emergent threats and opportunities. We must build on a solid strategic plan and be adaptive as we progress. 6

11 Strategic lines of effort and supporting activities Line of Effort 1: Organizational Capacity For EMBC to meet its vision, the capacity of the organization has to be re-directed towards the goals. Develop capacity in key strategic areas In order to support a culture of effectiveness and continuous improvement EMBC will aim to build organizational capacity in the following areas: Logistics management Operational level planning Internal and external surge capacity Training and exercising 2014/15: Develop a new staffing plan that re-aligns staff priorities to meet EMBC s current priorities. Provincial coordination capacity The provincial government s ability to respond to a disaster or emergency would be significantly improved by having a framework for cross-government and partner agencies to attend an area that is being affected by a disaster or emergency. This framework would allow representation at a local level by relevant provincial ministry representatives and relevant partner organizations. 2014/15: Analyze and report on the feasibility of establishing provincial coordination capacity including EMBC staff and subject matter experts from responsible ministries and partner organizations. 2015/16: If analysis demonstrates that the concept is feasible, establish the framework and resources for provincial coordination capacity with partner organizations. 7

12 Line of Effort 2: Catastrophic Earthquake Preparedness In response to the 2014 Office of the Auditor General report, EMBC will focus on improving catastrophic earthquake preparedness. Multi-year roadmap aimed at the enhancement of earthquake preparedness in BC. EMBC has made a commitment to British Columbians to develop a long-term plan that articulates provincial goals regarding catastrophic earthquake preparedness, and a phased approach for achieving these goals. 2014/15: Develop a roadmap that outlines the deliverables required for EMBC to achieve the earthquake immediate response plan. 2015/16: Extend the roadmap beyond March 31, Earthquake plans EMBC is responsible for leading the management of catastrophic disasters of provincial significance and impact; as such, EMBC will enhance the current BC Earthquake Plan to ensure immediate and sustained earthquake response activities are clearly articulated. 2014/15: Development of immediate response plan. 2015/16: Development of sustained response plan. 2016/17: Facilitate Inter-Agency Emergency Preparedness Council recovery planning. 8

13 Consultation with stakeholders on the subject of earthquake preparedness An extensive consultation with British Columbia stakeholders regarding issues, priorities, and opportunities in the area of catastrophic earthquake preparedness is to take place. It will engage all levels of government as well as the media, business, local authorities, First Nations, academia, adjoining provincial, federal and state jurisdictions and non-governmental organizations. Consultation activities will focus on those regions at highest risk from seismic events. 2014/15: These consultations will culminate in a report to government by December 31, 2014 with the findings being considered in the development of the earthquake plan. Business continuity EMBC s ability to recover the Provincial Emergency Coordination Centre (PECC) and Emergency Coordination Centre (ECC) is critical to its ability to lead the management of a catastrophic disaster of provincial significance and impact. EMBC coordinates with ministry representatives to produce and analyze work such as mission critical lists. This cross government coordination is vital during catastrophic events. 2014/15: Update the Cross Government Mission Critical List. 2014/15: Complete draft Government Services Branch plan. 2015/16: Implement approved Government Services Branch Plan. 9

14 Enhance Provincial Emergency Notification System The Provincial Emergency Notification System (PENS) is used to alert local government officials and the media of tsunami watch, advisory and warnings. The current notification system is not able to deliver notifications as quickly as required. EMBC is undertaking a project to enhance the existing system. Key outcomes for this project include: Decreasing the time to issue alerts, Ensuring the right people are notified, and Ensuring the alerting process is reliable. 2014/15: Enhance PENS with an improved alerting system that will reduce the time required to provide tsunami notifications to emergency management stakeholders. 2015/16: Explore the use of PENS and emergent technologies for additional warnings beyond tsunami notification. Enhance the communication ability of senior officials Existing communications mechanisms such as telephone or internet based communications offer sufficient capabilities during normal situations but can become unreliable during disasters. In order for senior officials to continue to operate in such situations, alternate communications channels are required. EMBC is undertaking a project to ensure that such alternatives are in place. The key outcome is the ability to maintain communications when telephone and internet are not available. 2014/15: Pilot project to deliver alternate communications and procedures for the use of satellite telephones by senior officials. 10

15 Integrated Information Systems This initiative will undertake a series of projects to enhance EMBC s information systems and technology to ultimately improve efficiency and effectiveness. The activities within this initiative will be guided by an overall desire to deliver better integration between systems. 2014/17: Contingent to additional funding becoming available, the following projects will be considered: Emergency Call Centre Transformation and Integration - Replace existing telephone call centre technology with a virtual call centre that will allow staff to move between physical locations in the event of an emergency and will provide enhanced call management and integration with other systems. Emergency Management Website Integration Create an integrated easy to use website to help citizens and partners quickly find information and to support enhanced engagement and collaboration. Emergency Management Information System (EMIS) Integrate EMIS with other EMBC systems to enable incident information to be shared automatically. Integrated Contact Information Create a single shared repository for contact information that will be used across EMBC s existing systems to ensure that up-todate contact information is available from within any system. 11

16 Critical infrastructure program The restoration of critical infrastructure is essential for British Columbians to recover after a catastrophic event. Elements of the critical infrastructure program include working with critical infrastructure owners, identifying a provincial list of critical assets and establishing mitigation strategies that will prevent or reduce the consequence of loss. 2014/15: Develop a critical infrastructure assessment tool in partnership with Defence and Research Development Canada. 2015/17: Develop a list of provincial critical infrastructure assets. 2016/17: Develop a critical infrastructure operational plan for British Columbia. 12

17 Line of Effort 3: Training and Exercising Training and exercises are cornerstone emergency management activities and are critical for a successful response. Training and exercising supports, tests and validates the effective integration of the response activities of all levels of government and other emergency management partners such as critical infrastructure owners and operators, not-for-profit agencies and volunteers. Training The training program provides the necessary support to all EMBC staff, the Temporary Emergency Assignment Management System (TEAMS), Public Safety Lifeline Volunteers (PSLV), and senior officials to ensure comprehensive understanding and associated competencies to fulfill legislated obligations and roles during emergencies and disasters. Internal Training 2014/17: Develop and deliver operational training for the PECC and PREOCs in response to all hazards, including catastrophic earthquakes. 2014/17: Develop and deliver training to senior provincial government officials to orientate them to their respective roles and responsibilities during emergencies and disasters. External Training 2014/17: Deliver Search and Rescue, Emergency Management and Emergency Social Services training to local authorities and PSLV. 2014/15: Deliver elected officials workshops for civic and municipal leaders to provide an understanding of their respective roles and responsibilities as well as the emergency management framework in BC. 13

18 Exercises The objective of exercises is to validate plans, to test procedures, to provide realistic training for staff as well as to test facilities, equipment and resources. Exercises also foster relationships, confirm expectations and maintain rapport with key partners. Internal Exercises 2014/17: Using a combination of drills, orientations, tabletop and functional exercises, incrementally test the new PECC and PREOC operational guidelines for all hazards, including a catastrophic earthquake. 2014/15: Develop the methodology to test the roles and responsibilities of senior officials. External Exercises 2014/15: Exercise integrating plans and procedures with stakeholders via the Integrated Exercise Working Group (IEWG). 2014/15: Exercise the activation of the Emergency Response Unit of the Canadian Red Cross Auxiliary to Government Agreement under a catastrophic earthquake scenario. 2015/16: Validate the immediate response framework of the BC Earthquake Plan through a tabletop exercise with external agencies. 2016/17: Participate in Washington State Exercise to use the Pacific Northwest Emergency Management Agreement (PNEMA), and hold a concurrent exercise with national stakeholders and exercise the Emergency Management Mutual Aid Arrangement (EMMA). 14

19 Line of Effort 4: Partnerships Effective partnerships with stakeholders are crucial for successful emergency management. The following work activities are aimed at enhancing current partnerships and developing new relationships with stakeholder groups. EMBC support to local government emergency management programs A number of tools and services are provided to local government by EMBC through our website and staff located throughout British Columbia. Over the course of the next three years, EMBC intends to better engage local government through a variety of communication methods, to modernize the tools that are available, and to promote a better understanding of EMBC policies, roles and responsibilities. 2014/15: Based on research and a gap analysis, develop a strategy to engage, inform and support local government emergency management programs. 2015/17: Complete the deliverables outlined in the strategy. Establish a review process for EMBC support to local government. Expand network of regional emergency management partnerships Building on the success of the Integrated Partnership for Regional Emergency Management in Metro Vancouver (IPREM), EMBC is currently exploring the establishment of other/ new regional emergency management partnerships. 2014/15: Develop a strategy for establishing regional emergency management partnerships between municipalities, regional districts and the province. 2015/17: Expand the framework of regional emergency management partnerships, beyond Metro Vancouver s IPREM, to other jurisdictions across British Columbia. 15

20 Partnerships with existing emergency management organizations EMBC aims to enhance and capitalize on current agreements including the Pacific Northwest Emergency Management Agreement (PNEMA), the Canadian Council of Emergency Management Organizations (CCEMO), the Emergency Management Mutual Aid Arrangement (EMMA) and Requests for Federal Assistance. 2014/15: Deliver the provincial operational guidelines for Requests for Federal Assistance. 2014/15: Update PNEMA operational guidelines before handover to next chair of Western Region Economic Mutual Aid Compact (WREMAC). 2015/16: Participate in the development of the operational guidelines for the CCEMO Emergency Management Mutual Aid Agreement. Public Safety Lifeline Volunteers 2014/17: Deliver formal recognition program to support PSL Volunteers. 2015/16: Review and revitalize Radio Communications volunteer program to enhance linkages to catastrophic earthquake plans. 2014/17: Review and update volunteer policies to support operational readiness and responder safety. As part of the Public Service Lifeline Volunteers (PSLV), thousands of people across the province volunteer time and expertise in preparing for and responding to emergencies and disasters. This is comprised of six groups: Search and Rescue, Emergency Social Services, Emergency Radio Communications, PEP Air, Road Rescue and General Services. EMBC provides ongoing support to these groups in various forms to ensure service provision across the province. 16

21 National Disaster Mitigation Program Actively pursue mitigation funding through the National Disaster Mitigation Program (NDMP) currently under development by the federal government. 2015/16: Complete consultation with the federal government on the structure and feasibility of a new NDMP. 2016/17: If approved, develop and implement the provincial element of a new NDMP. 17

22 Line of Effort 5: Public Education The degree of individual preparedness in an emergency will determine the capacity of a community to be resilient during a disaster. If individuals are sufficiently prepared it also reduces the stress load on the emergency management system. For these reasons, EMBC goes to great effort to encourage personal preparedness. Education initiatives EMBC will develop and implement an evidence-based approach to province-wide education strategies and programs in order to strengthen emergency preparedness in all communities across the province. 2014/15: Conduct comprehensive public needs assessment to provide a foundation to develop sustainable strategies and priorities to support EMBC s goals, as well as the public and stakeholder needs. 2014/15: Review and update hazard specific materials in support of operational and seasonal readiness including Getting to Know Fire, and Earthquake and Tsunami Smart. 2014/15: Deliver an earthquake public education campaign. 2015/16: Implement strategies and priorities based on the public education needs assessment. 18

23 Line of Effort 6: Business Practices and Governance EMBC has identified business practices and governance mechanisms that require development or improvement. Improve financial processes and governance Each year, millions of dollars are expended in response and recovery costs. A review of financial processes and governance will determine if efficiencies are available and help to inform policy direction, improve decision making, and support return on investment research. 2014/15: Develop a management framework that supports the development current financial procedures and determines training requirements. 2015/16: Implement new financial procedures and supporting policy if necessary. Establish an annual reporting process EMBC has made a commitment to report annually to British Columbians. This will provide an opportunity to keep emergency preparedness at the forefront of priorities for individuals, families, stakeholders and government partners. 2014/15: Publish an annual synopsis on EMBC s overall state of preparedness. 2015/16: Develop strategies to analyze and assess on the provincial government and Crown corporations overall state of preparedness. 2016/17: Develop strategies to analyze and assess on British Columbia s overall state of preparedness. 19

24 Review of Emergency Program Act and associated regulations The Emergency Program Act (EPA) provides the legislative framework for the management of disasters and emergencies within British Columbia. Amendments to the legislation are required to ensure the province is in a position to lead the management of provincial emergencies and disasters and to empower other authorities within their areas of jurisdiction. 2014/15: Undergo a review of the legislation to identify areas for improvement. 2015/16: Request that amendments to the EPA to be on the legislative agenda for spring /17: Review and amend supporting regulations to the EPA. After action reports and lessons learned Learning from disasters and emergencies, both internal and external to EMBC is a vital part of enhancing our ability to improve as an organization. After action reporting allows us to learn from our own and others experiences and improves our ability to lead the province in the management of emergencies and disasters. 2014/15: EMBC will implement a consistent, structured, and scalable approach to after action reviews. 20

25 The following table outlines the timeframe for specific work deliverables according to their strategic lines of effort: Organizational Capacity Year One Develop staffing plan Report on feasibility of Provincial Coordination Capacity Year Two If feasibility supports it, implement Provincial Coordination Capacity framework Year Three Catastrophic Earthquake Preparedness Develop multi-year road map for earthquake preparedness Report on earthquake consultation with stakeholders Develop immediate response section of earthquake plan Enhance PENS for tsunami notification Enhance communication ability for senior officials Update the Cross Government Mission Critical List Complete the draft Government Services Branch Plan Develop a critical infrastructure assessment tool Contingent on funding, develop enhanced information systems Develop sustained response section of earthquake plan Explore using PENS and emergent technologies for warning of additional hazards Implement approved Government Services Branch Plan Develop a list of provincial critical infrastructure assets Contingent on funding, develop enhanced information systems Determine the feasibility for Tsunami inundation modelling Facilitate the Inter- Agency Emergency Preparedness Council (IEPC) recovery planning Develop critical infrastructure operational plan Contingent on funding, develop enhanced information systems 21

26 Training and Exercising Year One Deliver PECC and PREOC training Develop and deliver training to senior provincial government officials Deliver training to external volunteer organizations and stakeholders Deliver elected officials training Exercise PECC and PREOC under catastrophic scenario Year Two Deliver training to senior provincial government officials Exercise PECC and PREOC under catastrophic scenario Exercise the roles and responsibilities of senior ministerial officials Exercise the activation of the Emergency Response Unit Exercise the immediate response framework of the earthquake plan Year Three Deliver training to senior provincial government officials Exercise PECC and PREOC under catastrophic scenario Participate in the Washington State emergency management exercise Partnerships Develop a strategy to enhance support to local government emergency programs Develop a strategy to expand the IPREM concept Update PNEMA operational guidelines Strategy for volunteer integration Deliver volunteer recognition program Review and update volunteer policies Implement deliverables from support to local government strategy Expand the footprint of regional emergency management partnerships Participate in development of CCEMO operational guidelines Volunteer recognition program Review emergency volunteer radio communication program Review and update volunteer policies Complete NDMP consultation Implement deliverables from support to local government strategy Volunteer recognition program Review and update volunteer policies If approved, develop provincial element of NDMP 22

27 Public Education Year One Deliver earthquake public education campaign Conduct public education needs assessment Review hazard specific materials Year Two Implement public education strategy based on public needs assessment Year Three Implement public education strategy based on public needs assessment Business Practices and Governance Develop a framework that supports the development of current financial processes Publish annual synopsis on EMBC s overall state of preparedness Review EPA Develop after action reporting process Implement new financial procedures and policy if supported by previous analysis Develop strategy for reporting on provincial government and crown corporations overall state of preparedness Request amendments to the EPA to be on the legislative agenda Develop strategy for reporting on British Columbia s overall state of preparedness Review and amend supporting Regulations to the EPA 23

28 Emergency Management BC - Strategic Plan 2014/ /2017 / Version 1.0 Supporting Our Workforce Training and Exercising In 2014/15, staff training and exercising will focus on PECC and PREOC Emergency Operations, particularly in response to a seismic event. Professional Development Learning from disasters and emergencies, both internal and external to EMBC is a vital part of improving our ability to improve as an organization and enhances staff capabilities. EMBC will capitalize on opportunities to learn from other jurisdictions that have faced disasters. EMBC will also develop a plan to enhance organizational learning by creating formal linkages with academic and educational institutions and supporting a new framework for professional development. Succession Management In light of its demographics, EMBC will review its succession management and make recommendations for actions as appropriate. This work includes ensuring the continuity of knowledge and skills, especially in critical positions. Communications EMBC's initiatives and change efforts will continue to be accompanied by change management and communication plans which clearly illustrate how intended outcomes fit with the Branch's vision and strategic direction, and which provide opportunities for engagement and feedback. Concrete efforts will also be made to improve communications between the different sections of EMBC. Performance Management EMBC will continue to support the MyPerformance process to ensure that all branch employees have the same opportunities for discussion and development of employment goals and career paths with their supervisor. 24