Provincial Emergency Program EPICC Conference 2008 Flood Mitigation Panel Discussion Cam Filmer Executive Director Provincial Emergency Program Emergency Management BC Provincial Emergency Program
Provincial Emergency Program
Provincial Emergency Program
Premier and Cabinet PROVINCIAL Ministers-Deputies Emergency Committee (Hazard Based) Inter-Agency Emergency Preparedness Council (IEPC) EMERGENCY MANAGEMENT RESPONSE Federal Departments Central Coordination Group (CCG) Provincial Emergency Coordination Centre Provincial Regional Emergency Operations Centre(s) Provincial Ministries/ Agencies STRUCTURE Local Govt / Private Sector Emergency Operations Centres (EOCs) On-Site Response Provincial Emergency Program
THREAT / RISK ANALYSIS Provincial Emergency Program
Alan s house slide Provincial Emergency Program
HISTORIC PERSPECTIVE Provincial Emergency Program
STRATEGIC ADVANCED PLANNING Central Coordination Group (CCG) Ministers and Deputies Emergency Committee (MDEC) Cabinet Provincial Emergency Program
ADVANCED PLANNING Provincial Emergency Program
FRESHET 2007 Planning - Utilities Provincial Emergency Program
FRESHET 2007 Planning Local Governments Provincial Emergency Program
FRESHET 2007 Planning - Ministries Provincial Emergency Program
FRESHET 2007 Planning - NGOs BC Association of Specialized Counseling & Victim Services Buddhist Compassion Relief Tzu Chi Foundation Society of Saint Vincent de Paul Christian Reformed Church World Relief Committee Provincial Emergency Program
FRESHET 2007 Planning PSC Provincial Emergency Program
Air Component FRESHET Headquarters 2007 Abbotsford Planning Canada Command Water Plant Power Plant Mess Accommodations Kitchen 19 MSS Admin Complex Eqmt Staging Area DMSC 8 ACCS Facilities Proposed FSDS Provincial Location Emergency Program
FRESHET 2007 Support to First Nations Provincial Emergency Program
FRESHET 2007 Planning Advanced Planning Units Provincial Emergency Program
FRESHET 2007 Volunteers Provincial Emergency Program
FRESHET 2007 Planning Public Education Provincial Emergency Program
FRESHET 2007 Planning Flood Workshops Provincial Emergency Program
FRESHET 2007 New Technologies Provincial Emergency Program
FRESHET 2007 Sandbags Provincial Emergency Program
FRESHET 2007 Response Provincial Emergency Program
FRESHET 2007 Response Provincial Emergency Program
FRESHET 2007 Recovery Provincial Emergency Program
POST OP DEBRIEFS LESSONS LEARNED Provincial Emergency Program
Flood Planning and Business Continuity Emergency Preparedness in Industry and Commerce Council (EPICC) February, 2008 Al Ritchie Vice President Operations and Engineering Spectra Energy
Spectra Energy Transmission System One of the Largest Pure-Play Midstream Systems in North America 28
Emergency Management An all hazard / worst case scenario approach Aligned with corporate Crisis Management All facilities constructed with Engineered Infrastructure Technology for basic system integrity Celebrated 50 years of uninterrupted delivery service to provincial customers in 2007 29
Flood Planning Continuous monitoring of stream crossings and stream behaviour Increase regularly scheduled aerial patrols during high water events or as risk dictates Engineered solutions for recurring problem areas 30
Flood Planning (White Rock River Crossing Pine Pass 2006) Exposed, scoured pipe on the riverbed As a result of our on going monitoring, a risk was identified at one of our river crossings under the Pine River in NE B.C. The decision for repair was to put in an Ariel crossing, taking into account the flood history in the area. The result was a solution to reduce risk during normal operations and flood events. 31
2007 Spring Freshet All areas reviewed past problem high water areas On-going dialogue with PEP regional offices Participated in PEP critical infrastructure flood review On-going communications with municipal officials Field monitoring by operations personnel Assisted in identification of problem areas 32
Interdependencies For the most part, our facilities are self sufficient and stand alone systems Numerous interdependencies with other service providers: BC Hydro Telus Municipal government supply systems Issues with these 3 rd parties may reduce our production, but will not impact on our ability to supply our BC customers 33
Final Note on Emergency Management An all hazard approach supports Spectra Energy in the management of emergencies, whether man made or natural, and plays a critical role in continued supply to our customers. 34
How do you get a passport for a dairy cow? Flood Mitigation Planning and the Fraser River Freshet Panel EPICC, Richmond February 25, 2008
A Call to Arms February 5 Expanded CCG April 16 Ministry Executive Briefed April 23 Ministerial Directive
No floating cows The Challenge Minimize potential livestock and poultry mortalities Create awareness of the possible loss of physical assets Promote best management practices to mitigate risks associated with hazardous farm materials Work with industry groups to plan and respond to the flood event
The Challenge Part 2 Finding homes for 10,000 most at risk dairy cows Not used to transport Need milking twice a day A security risk Ample lead time for host farms to be ready to receive animals Influencing attitudes and behaviours
Just when you thought you reached the end Policy breakthrough Build it and they will come Dairy cows needing passports Temporary milking parlours Vacant dairy farms The right incentives Transportation assistance Feed and housing
Timing is everything or is it? When is the right time to move cows? Logistics Perception Similar to long-term care patients Notices to Agriculture Operations June 1 Phase 1 June 3 Phase 2 & 3 June 8 Phase 4 June 15 All Clear
Is this the end or a new beginning?
Health System Response to Freshet 2007 EPICC 2008 John Lavery Ministry of Health Emergency Management Branch February 25 th, 2008
BC Health Authorities Emergency Management Branch
Potential Health System Flood Impacts - 1 Facility Flooding Need to move patients / relocate operations Need to protect facilities, dyking, moving equipment and records, etc Facility may be down for extended period Staff and Patients homes may be flooded Transportation Impacts Roads may be impassable Facilities may be isolated access issues for staff, patients, family supply chain disruption Difficult for staff to get to work facility and community based programs (e.g. home care, mental health programs) Difficult for patients to get to appointments (including cancer treatments, renal dialysis) Disruption of patient transportation (e.g. BCAS) Continuity of health services surge /ripple effect across the health system Emergency Management Branch
Potential Health System Flood Impacts - 1 Public Health / Health Protection Impacts Drinking water Sewage systems Mould in flooded homes Psychosocial Impacts Worker care Psychosocial support for those impacted by flooding Emergency Management Branch
Freshet 2007 Health Advanced Planning Unit (HAPU) HAPU was led by the Emergency Management Branch and was part of the provincial advanced planning process led by PEP HAPU roles included: supporting and developing a common understanding of the areas at risk; Identifying key health issues; Developing integrated health plans and; Reporting health activities and issues to key stakeholders. Emergency Management Branch
Key Activities - Fraser Health Oversee integrated planning for Evacuation of Chilliwack Health Services 109 bed hospital 484 residential clients Chilliwack Hospital asset protection Continuity of Chilliwack Health Services (urgent treatment centre) Continuity of community services Isolation planning for 3 communities (Maple Ridge, Mission and Hope) (pre-positioning supplies) Health Protection water quality/sanitary sewer systems Supply chain analysis and risk mitigation Public information Municipal and Provincial linkages Emergency Management Branch
Key activities - PHSA Potential for flooding of the Forensic Psychiatric Hospital at Colony Farms FPH is not behind a primary dyke Dyke is not well maintained, ownership and responsibility is complex FPH occupancy is 190 Had to reduce the population to 165 prior to moving. FPH was relocated for 3 weeks. Total cost excluding site mitigation at FPH was approximately $800,000 No serious patient or public safety issues occurred A result of FPH having to reduce its capacity, created a significant net loss of service to the courts and corrections as FPH runs at full occupancy year round This was the largest relocation of a health facility in BC History Emergency Management Branch
Key Activities - BCAS Conducted HRVA s for all stations potentially impacted by flooding Potential for flooding Potential for isolation Potential for disruption of key transportation routes Examined mitigation options Developed contingency plans Provided personal preparedness support to potentially impacted staff Emergency Management Branch
HAPU Successes and Challenges Excellent cooperation and communication among health stakeholders Broad representation from across health sector ensured integration of planning efforts Vancouver Coastal Health and Vancouver Island Health Authority supported Fraser Health with staff resources Strong linkages between Health and PEP/provincial response through CCG and PREOCs Successful emergency management response by health system including NH, FH, PHSA, BCAS Emergency Management Branch
HAPU Successes and Challenges -2 Challenges with interpreting flood risk information in the health context Issues around the integrity of and responsibility for the dykes that protect the Forensic Psychiatric Hospital at Colony Farms Need for site specific HRVA s Highlights the importance of BCP and the understanding of the EM/BCP/RM continuum Emergency Management Branch
Flood Mitigation Planning and the Fraser River Freshet Jim Rule, CAO District of Maple Ridge February 25, 2008
Phases of Maple Ridge Freshet Planning and Pre-Flood Preparation (March 2007) Preparedness (Readiness) Response Flood Alert Flood Order All Clear Recovery/Disaster Financial Assistance
MAPLE RIDGE
Flooding Comes Early Fall 2006 Fall & winter storms warm-up exercise for Maple Ridge EOC activated 5 times over 6 month period Planning starts early for possible Freshet Procedures developed and put to the test Proactive communication proves very valuable
Early Freshet Warnings Early snowpack projections warnings taken seriously EOC holds initial planning meetings Joint EOC meetings held (Pitt Meadows & Maple Ridge) Mapping & survey work Evacuation plans reviewed ESS flood response plan
Potential flood areas identified and mitigation plans developed Trigger points established
X X X X X X
Identifying the Key Trigger Points
Over 320 businesses located in this area alone employing nearly 2,900 employees and representing approximately $XX,XXXX in annual taxes to Maple Ridge One area example: Hammond
Trigger Points for Hammond Maple Ridge EOC calculated detailed trigger points for a number of flood susceptible areas.
Communications Planning Internal Communications Intranet, Employee Newsletter, Council Updates, EOC meetings External Communications Public Website, tax newsletter, newspaper columns, call centre, door-to-door campaign, neighbourhood meetings, information pamphlets, news conferences External Communications Agencies PEP, other municipalities, Fraser Health Region, Armed Forces, Utilities, Fraser Basin Council
Some of the newspaper coverage 5 community meetings held involving residents, industry representatives Handouts and and Brochures business suppliers. A comprehensive community door-to to-door information campaign was also conducted. Emergency News Conferences Preparedness Series Residential/Business Alerts Neighbourhood Open Houses
Ramping Up April 2007 Province approves $2m for dike improvements and pump repairs: work begins immediately Action lists developed EOC staff given responsibility & authority (regular work put on hold or delegated) Joint planning with Pitt Meadows Community education series begins Weekly updates
Dikes before Dikes after
Fraser Begins to Rise May 2007 Residents warned of rising waters Maple Ridge Flood Line (call centre) activated (400 calls fielded over a 2 week period) Arrangements made for sandbag distribution
Situation Intensifies First of several Flood Alerts issued Increasing public and media enquiries Continual updating through Releases and website postings Other issues arising, e.g., treatment of those with disabilities
Freshet Comes to an End Security required for one neighbourhood By mid-june all Evacuation Alerts rescinded Debriefings Continued compiling Freshet Manual
Communication Highlights General community awareness campaign especially door-to-door campaign Neighbourhood meetings Face-to-face with businesses Working with media Interagency information sharing
What Went Well Leadership and early planning Organizational commitment Communications Technical planning (e.g., mapping) Community participation & awareness Template development for future events
Some Challenges Securing access to private properties to complete dike improvements Putting on hold other District priorities EOC perseverance Availability of material and contractors for post event work Business continuity & involvement