Emergency Management Program Directive

CITY OF FERNIE

EMERGENCY MANAGEMENT PROGRAM DIRECTIVE

JUNE 2015

Prepared for:

The City of Fernie 692-3rd Avenue, Box 190 Fernie BC V0B 1M0

Director of Fire & Emergency Services 250-423-4226

**********

Prepared By:

Black Shield Preparedness Solutions lnc 8101 Lochside Drive Saanichton, BC V8M 1V1 Tel: 250-885-6067 Fax: 778-426-2676 [email protected]

Table of Contents 1. INTRODUCTION 7 2. THE CITY OF FERNIE 8 2.1 Description 8 2.2 Mission 8 2.3 Vision 8 2.4 Core Values 8 3. THE CITY OF FERNIE EMERGENCY PROGRAM 9 3.1 Objective 9 3.2 Program Scope 9 3.3 Legislation and Regulations 10 3.4 References 10 3.5 Concept of Operations for Emergency Management in Fernie 10 3.6 Fernie Organization for Emergency Management 11 3.6.1 The Emergency Planning Committee 11 3.6.2 Emergency Program Coordinator 12 3.6.3 Planning and Working Committees or Groups 12 3.7 Emergency Program Planning Factors 13 3.8 Structure Of The Fernie Emergency Program 14 3.8.1 The Emergency Management Continuum 14 3.8.2 Fernie Emergency Program Elements 15 APPENDIX A: FERNIE EMERGENCY PROGRAM MITIGATION ACTIVITIES 17 APPENDIX B: FERNIE EMERGENCY PROGRAM PREPAREDNESS ACTIVITIES 18 B.1 Emergency Plans 18 B.2 Establishment and Maintenance of the EOC 18 B.3 Staffing 18 B.4 Training, Validation and Exercises 19 B.5 Individual and Family Preparedness 21 APPENDIX C: BC EMERGENCY RESPONSE MANAGEMENT SYSTEM (BCERMS) 22 C.1 Purpose and Scope 22 C.2 Response Levels 22 C.3 BCERMS Provisions 24 C.4 Response Objectives 24

iii

Distribution List

Internal

External

Record of Amendments

Date Amendment # Entered By

Acronyms and Abbreviations

BCERMS British Columbia Emergency Response Management System BCP Business Continuity Plan (Planning) BIA Business Impact Analysis CAO Chief Administrative Officer EOC Emergency Operations Centre EMBC Emergency Management British Columbia EPC Emergency Planning Committee ERP Emergency Response Plan ESS Emergency Social Services HRVA Hazard, Risk and Vulnerability Analysis ICP Incident Command Post ICS Incident Command System RDEK Regional District of East Kootenay

Mayor’s Letter of Introduction

Fernie is surrounded by majestic Rocky Mountain peaks as far as the eye can see. The Lizard Range holds the famous Fernie Alpine Resort where skiers from around the world come to enjoy Fernie's reputation for immense snowfall and powder skiing. Hosmer Mountain holds the iconic Ghostrider shadow of horse and rider cast upon its craggy face on summer days. The Three Sisters also known as Mount Trinity tower above Fernie at 9,147 feet and is a popular subject for photographers year round. Local legend states this peak came about because a young First Nations Chief could not choose between three maidens for a wife so he was turned into Mount Proctor. The maidens were so distraught they prayed to be turned into mountains as well and became the Three Sisters.

Surrounded by natural majesty, Fernie is also aware of the constant threat of natural and human-caused emergencies and disasters. Fernie was incorporated as a City in 1904; in 1908 it suffered a devastating fire that left only 35 buildings standing. The town was rebuilt with brick and stone and today those historical buildings still stand proudly showing off the town's resilience and sustainability despite floods, fires and economic booms or busts.

To maintain this resiliency Fernie has developed a robust Emergency Program, as outlined in this Directive. This Directive outlines how City departments, external agencies, and indeed the public, will play an active role in maintaining Fernie as a safe and vital community. It is a task that involves us all.

Fernie is an amazing little City in the heart of the Canadian Rockies. We want to keep it that way.

Mary Giuliano Mayor

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1. INTRODUCTION

Aim

The aim of the City of Fernie (Fernie) Emergency Program Directive is to provide policy direction to the development and maintenance of the Fernie Emergency Program.

Scope

This Directive addresses:

• An overview of the City of Fernie; • A description of the Fernie Emergency Program including:

o City organization for emergency management; o Emergency program planning factors; and o Structure of the City’s Emergency Program; and

• Guidance for Mitigation and Preparedness

Responsibility

The Fernie Emergency Program Coordinator (currently the Director of Fire & Emergency Services) is responsible to maintain this directive.

2. THE CITY OF FERNIE 2.1 Description

Fernie is a city in the Elk Valley area of the East Kootenay region of southeastern BC. It was founded in 1898 and has a population of approximately 4,800 (2011) and is 16.5 square kilometers in size. The main economic activity in and around Fernie is coal mining and there are five open-mines located in the area. There is also a substantial influx of recreational tourism industry, particularly during the winter months. Fernie is the largest community between Cranbrook and Lethbridge and serves as a regional centre for other Elk Valley communities. 2.2 Mission

The City of Fernie’s mission is to “create and maintain a great community”. 2.3 Vision

The City of Fernie’s Vision Statement is that “Fernie is an economically, environmentally and socially vibrant resilient community where quality of life is paramount”. 2.4 Core Values

The City of Fernie’s core values are:

• Sustainability Build and maintain a well planned City and infrastructure that balances social, economic and environmental values and contributes to an excellent quality of life. • Stewardship Be responsible stewards of the public trust. Ensure that financial and human resources are used effectively and efficiently. • Community Involvement Actively involve and engage the whole community in a meaningful manner. Report information about activities and operations of the City. • Innovation Unleash the creativity found in our citizens and employees. Find new and better ways of doing things; learn from others and past experiences. • Integrity Demonstrate honesty and sincerity in our work and service. Be open and transparent in our communications to create an informed community. • Leadership Advocate what we believe in an open and honest way; and demonstrate commitment to long-term goals and the City’s vision. • Quality Provide quality service. Practice continuous improvement. • Safety The way we work and the community we create.

3. THE CITY OF FERNIE EMERGENCY PROGRAM 3.1 Objective

The objective of the Fernie Emergency Program is to develop, maintain, coordinate and implement systems, protocols and processes to mitigate, prepare for, respond to and recover from emergencies and disasters. 3.2 Program Scope

For the purposes of this document the following key definitions are used (per the BC Emergency Program Act):

• An Emergency means a present or imminent event or circumstance that is caused by accident, fire, explosion, technical failure or by the forces of nature, and requires prompt coordination of action or special regulation of persons or property to protect the health, safety or welfare of a person or to limit damage to property; and

• A Disaster means a calamity that is caused by accident, fire, explosion or technical failure or by the forces of nature, and has resulted in serious harm to the health, safety or welfare of people, or in widespread damage to property.

This document applies to the emergency management planning and development within the boundaries of the City of Fernie.

Fernie is located within the Regional District of East Kootenay (RDEK) and while Fernie has its own Emergency Program, the elements of this program will be aligned with those of RDEK.

3.3 Legislation and Regulations

The Fernie Emergency Program complies with the following legislation and regulations:

• BC Emergency Program Act; • BC Local Authority Emergency Management Regulation; and • Fernie Bylaw 2222. 3.4 References

The following references have been considered in the development of this directive:

• Canadian Standards Association CSA Z1600 Emergency Management and Business Continuity Programs; and • The British Columbia Emergency Response Management System (BCERMS) (Appendix A). 3.5 Concept of Operations for Emergency Management in Fernie

Historically emergency planning and preparation in Fernie has occurred as part of the overall RDEK emergency program. While emergency planning and response in Fernie will continue to be closely aligned with RDEK, in 2015 the decision was taken to establish a unique Fernie emergency program.

The Fernie Emergency Program will function as follows:

• Where an emergency event occurs within the boundaries of the City of Fernie, Fernie will have the lead in all response and recovery activities, supported as required and when possible by RDEK and neighbouring municipalities;

• When an emergency occurs that impacts BOTH the City of Fernie and RDEK a unified command structure will be established including both the City and RDEK to manage response and recovery; and

• When an emergency occurs that impacts only RDEK, but not the City of Fernie, when requested Fernie will respond to assist RDEK as needed.

Regardless, whenever a situation requires a Declaration of a State of Local Emergency for the City of Fernie, it will be the Fernie City Council that issues this declaration.

3.6 Fernie Organization for Emergency Management

Mayor and Council

Emergency Planning Committee

Chief Administrative Officer *

Emergency Program Coordinator

Planning and Working Committees/Groups

* Although the CAO is a member of the Emergency Planning Committee there are occasions where he/she will have specific responsibilities as the CAO.

3.6.1 The Emergency Planning Committee

Pursuant to Bylaw 222 Fernie has established an emergency planning committee. The Planning Committee is composed of:

• The Mayor and one Councillor; • The Chief Administrative Officer; • The Director of Fire & Emergency Services (also acting as The Emergency Program Coordinator); • The Fernie Emergency Social Support Director; and • Other such members that Council may appoint from time to time.

Subject to the approval of Council, the Emergency Planning Committee may:

• Make and amend its terms of reference, policies and procedures; and • Enter into agreements with individuals, bodies, corporations or other non- government agencies for the provision of goods or services.

3.6.2 Emergency Program Coordinator

Pursuant to Bylaw 2222 The Emergency Program Coordinator is assigned the following responsibilities:

• Coordinate all operations within the Fernie Emergency Operations Centre (EOC), during an emergency or disaster, including scheduling of regular briefings to the members of the Emergency Planning Committee respecting response to and recovery from emergencies and disasters; • Under a declared state of local emergency, must act as the liaison between the Director or other person that the Minister may appoint under the Act and Council for the coordination and implementation of necessary emergency plans; • Has the authority, whether or not there has been a declaration of a state of local emergency, to implement the Fernie Emergency Response Plan if an emergency exists or appears imminent or a disaster has occurred or threatens within Fernie; • Is responsible for day to day emergency management and the Fernie Emergency Program, including coordination of staff emergency management, encouragement of public emergency management and coordination with external organization in emergency management; • Select and process candidates for emergency planning courses; • Coordinate the equipping and training of the City’s volunteer services; • Ensure the Fernie Emergency Program is effective and in a state of readiness; and • Act as the point of contact with the Elk Valley & South Country Emergency Program Coordinator and the Provincial Emergency Program.

3.6.3 Planning and Working Committees or Groups

The Emergency Program Coordinator can strike any planning and working committees or groups to support the development or enhancement of the Fernie Emergency Program.

These planning or working groups are of particular importance where outside voice, input and assistance from agencies likely to be involved in emergency management would add significant insights and/or resources to the coordination necessary.

3.7 Emergency Program Planning Factors

The following factors influence emergency planning in Fernie:

Relationship with the Regional District

Historically Fernie has contributed financially to the RDEK Emergency Program and relied upon RDEK to provide the majority of emergency planning and response functions. With the decision taken in 2015 to develop a unique City of Fernie emergency program close coordination will be required with RDEK to avoid duplication of effort and to reinforce the need for mutual assistance in the event of an emergency or disaster.

Limited City capacity

Fernie only has a staff of approximately 50 and limited technical resources. To overcome this limitation there will be a need to use volunteers and develop and maintain close mutual assistance arrangements with RDEK and neighbouring municipalities. Related to this is the initiative to hire a dedicated Emergency Program Coordinator, at least on a .5 position basis, to manage the expanded Emergency Program.

Shortage of volunteers

As is common across BC, finding volunteers to fill positions in organizations such as the Volunteer Fire Department, Emergency Support Services (ESS) and Search and Rescue (SAR) can be problematic. This is exacerbated in Fernie by the transient nature of much of the work force related to employment in the mining and recreational tourism industry. This again reinforces the need for a coordinated, region-wide sharing of personnel resources.

Scope of hazards

The latest Hazard, Risk and Vulnerability Analysis (HRVA), conducted in 2015, identified four high-risk hazards: Freshet flooding/debris flow; Interface wildfire; Hazardous material release – road and rail; and human pandemic. These high-risk hazards are specifically addressed in the Fernie Emergency Response Plan (ERP).

Relationship with industrial/commercial/utility stakeholders

The main industrial relationship challenge in Fernie will be with CP Railways. CP is typically reluctant to share timely pre-emergency information with local authorities and Fernie is well aware of this. This factor will be taken into consideration when addressing the Hazardous Material Release issue in the ERP.

Vulnerable persons

Fernie has a young demographic, generally the result of the large number of persons employed in the mining and recreational tourism industries. While this is a positive factor in many areas of emergency planning and response, it does result in a large number of children within the City. This factor needs to be considered when developing the City’s Individual and Home Emergency Preparedness Program and emphasizes the need to maintain a coordinated approach to emergency preparedness with School District #5. In addition to the younger population, Fernie also has several seniors’ residences that need to be considered during emergency planning.

3.8 Structure Of The Fernie Emergency Program 3.8.1 The Emergency Management Continuum

The following diagram shows the relationship between the phases of emergency management and business continuity.

Diagram 2: The Emergency Management Continuum

Risk Management (HRVA). The first step in emergency management is to identify and assess the threats posed by natural and human-made sources. This is accomplished by conducting a Hazard, Risk and Vulnerability Analysis (HRVA) that will identify preparedness and mitigation measures.

Preparedness and Mitigation. When risks have been identified, mitigation measures should be identified to eliminate or reduce the severity and effects of these risks. Where risks cannot be eliminated or reduced to an acceptable level appropriate preparedness measures should be developed including emergency plans, training and education.

Response. Immediately following the emergency event a robust and effective response effort will be implemented, focused mainly on life safety and the protection of critical infrastructure.

Business Continuity. Business continuity plans will be implemented to restore core operations to essential levels.

Recovery. Depending on the level of damage caused by the event, longer-term recovery activities may be required to restore a wider range of services and infrastructure.

3.8.2 Fernie Emergency Program Elements

The following diagram shows how the Fernie Emergency Program addresses business continuity and emergency management in a coherent manner.

Diagram 3: Elements of the Fernie Emergency Program

Bylaw. The City’s emergency bylaw was reviewed and updated in 2015 and should be reviewed and updated on an “as-required” basis.

Program Directive. The City of Fernie Emergency Program Directive serves as the overarching guide to the emergency program and includes a five-year program overview. The Fernie Emergency Program Directive includes guidance on Mitigation (Appendix B) and Preparedness (Appendix C).

Hazard, Risk, Vulnerability Assessment. Fernie conducted a baseline HRVA in 2015, and this should be reviewed and updated whenever there is a change to any of the hazards, planning assumptions or factors. While the Fernie Emergency Response Plan is based on an all-hazards approach, specific guidelines are provided in that document to address high-risk hazards.

Consequence Very Low Low High Very High

Frequent or Very Likely • Structural fire Moderate • Infrastructure damage due to or Likely wind • Flash flooding • Animal • Pipeline explosion • Human pandemic • Freshet flooding Occasional attack • Extended power • Hazardous / debris flow

or Slight outage materials release - Chance • Extended road road closure • Structural collapse • Landslide or • Interface wildfire Unlikely or • Hazardous subsidence • Hazardous Likelihood materials release materials release Improbable – point source - rail

• Air crash • Avalanche Highly • Dam failure at • Water supply Unlikely, a Fairy Creek disruption Rare Event • Train derailment

• Water • Earthquake Very Rare contamination Event

Business Continuity Plan. Fernie will conduct a Business Impact Analysis (BIA) and develop a Business Continuity Plan (BCP) to support the resumption of core business activities within stated timeframes.

Emergency Response Plan. Fernie updated their Emergency Response Plan (ERP) in 2015. This plan will be reviewed whenever there is a change in hazards or regional response structure or procedures.

Recovery Plan. The nature of the hazards faced by Fernie is such that extensive infrastructure damage could occur requiring the development of a comprehensive community disaster recovery plan.

Program Training and Validation/Exercises. To make this program effective, staff must be trained and plans practiced, evaluated and updated. Appendix B to this plan, Preparedness, includes an overview of training, validation and exercise activities.

Program Maintenance. Each element of the emergency program should be reviewed and updated:

• Following major training events related to that element; • Following use of the program element during or following a real event; • As a result of a change to the structure or procedures used by FERNIE; and • As a result of a change to legislation or regulation.

APPENDIX A: FERNIE EMERGENCY PROGRAM MITIGATION ACTIVITIES

The HRVA conducted in 2015 identified the following risk mitigation measures:

Priority Risk Risk Treatment Measure Responsibility Event

Conduct regular training, validation and exercises related to the emergency program Develop mutual aid agreements with nearby communities Emergency Develop an emergency public warning system Planning Develop a Disaster Recovery Plan to restore social and economic activity Committee All risk following a disaster (EPC) events Develop a Business Continuity Plan to restore essential City services and functions following disruption Improve access/egress in isolated areas to improve emergency access and Planning evacuation capability Investigate the feasibility of an overpass or underpass of the CPR mainline Planning Determine locations within the storm water system that may cause flooding due to pipe capacity constraints or from the effects of high water levels in adjacent river or creeks Update flood mapping of all hazardous creeks and streams based on new and projected climate and hydrologic conditions Complete the Operational Services Departments’ Flood Response Plan Flooding Upgrade storm water infrastructure, design systems and/ or develop procedures Operational and debris / tools to mitigate flooding as a result of high water levels in the river and creeks Services flows or heavy rainfall. Register restrictive covenants on floodplain properties to ensure purchasers are aware of flooding issues and their role in flood protection Raise all flood protection works to meet the flood construction level based on updated flood hazard mapping Through regulatory controls and participation of land owners, develop a flood protection plan for the North Fernie Area. Ensure key personnel, notably the emergency management committee, are Human familiar with the Interior Health Pandemic Influenza Preparedness Plan EPC pandemic Develop a Fernie-specific Pandemic Preparedness & Response Plan to ensure maintenance of essential City services during a human pandemic Work with adjacent land owners to develop a wildfire fuel break network around the City Update fire hazard mapping based on emerging and changing climate conditions, risks and trends Interface Update the Hazard Lands Development Permit Area requiring FireSmart Planning/Fire fire development adjacent the forest interface Purchase an emergency sprinkler kit Become a designated FireSmart community with enhanced FireSmart education and programming

Green – measures should be high-priority for implementation Yellow – measures should be considered for implementation once all “green” measures are implemented Red – measures are long-term and strategic and should be considered accordingly

APPENDIX B: FERNIE EMERGENCY PROGRAM PREPAREDNESS ACTIVITIES

The Preparedness phase of the emergency program includes the following activities:

• Emergency plans; • Establishment and maintenance of the EOC; • Staffing • Training, validation and exercise; and • Individual and family preparedness. B.1 Emergency Plans

The Fernie Emergency Program includes:

• A Hazard, Risk and Vulnerability Analysis; • An Emergency Response Plan, (including direction on Evacuation and Emergency Support Services); • A Business Impact Analysis; • A Business Continuity Plan; and • A Community Disaster Recovery Plan. B.2 Establishment and Maintenance of the EOC

Fernie will establish and maintain an EOC in conjunction with RDEK. Details of the layout and operation of the EOC are included in the Fernie EOC Procedures Manual. B.3 Staffing

As noted above, Fernie has limited internal staff resources to draw upon in the event of an emergency or disaster. To address this issue the following must be considered:

• City Staff: City staff assigned roles in the EOC and other emergency response activities must be identified and trained accordingly, in accordance with the training matrix that follows. A staffing matrix is included as Appendix E;

• Volunteers: Maximum use must be made of trained volunteers to augment City staff. Retirees, members of other service organizations, etc, can be valuable sources of personnel. These persons should be identified as part of the Preparedness phase and appropriate training provided; and

• Mutual Assistance: RDEK and neighbouring municipalities should be considered as sources of staff augmentation.

B.4 Training, Validation and Exercises

The successful implementation of an emergency program requires the training of personnel dedicated to the execution of the program and the regular validation and adjustment to plans and procedures as situations change. This annex outlines the individual and collective training and validation exercises that should be followed to insure the success of this program.

Individual Training

Persons (Fernie City staff, volunteers, and augmentees from other local authorities) assigned roles in the EOC should complete the following training:

EOC Position

Course EOC Director PIO Liaison Officer RiskManagement Officer Operations of Chief Operations Staff Planning Chief of Planning Staff Damage Assessment Unit Recovery Unit Logistics Chief of Logistics Staff Finance Chief of Finance Staff ESS Director Staff ESS CMD110 ICS 100 X X X X X X X X X X X X X X X X EM110 Introduction to EM X X X X X X X X X X X X X X X X EOC110 Intro to EOC X X X X X X X X X X X X X X X EOC120 EOC Essentials X X X X X X X X X X X X X X X EM186 Information Officer X EM141 Disasters and Trauma X X EM712 EOC Level 3 - X X Operations EM730 Emergency X X Evacuations EM713 EOC Level 3 - X X Planning EM132 – Planning for X X Community Disaster Recovery Rapid Damage Assessment* X X X X X X EM714 EOC Level 4 - X X Logistics ESS100 Intro to ESS X X ESS107 Level 1 ESS X X ESS111 Reception Centre X X ESS113 Registration and X X Referrals ESS114 Intro to Reception X X Centres ESS115 Intro to Group X X Lodging ESS121 Public Safety Lifeline X Leadership ESS122 Managing Volunteer X Programs ESS124 Resource Acquisition X ESS125 Managing Walk-in X Disaster Volunteers ESS 171 ESS Site X X Management ESS181 ESS Director X * Note all courses provided by the Justice Institute of BC with the exception of Rapid Damage Assessment which is provided by BC Housing.

In addition to the training listed under EOC Director above, the Emergency Program Coordinator (and alternate) should take the following training as time and funding allow:

• CCR1286 – Effective Teamwork: From Conflict to Collaboration • EM132 – Planning for Community Disaster Recovery • EM139 – Developing Community Disaster Plans • EM142 – Emergency Program Coordinator • EM150 – Intro to Emergency Exercise Design • EM151 – Designing & Conducting Discussion-based Exercises • EM153 – Designing Operations-based Exercises • EM724 – Conducting HRVA • EM931 – Developing Personal Preparedness Programs • ESM240 – Introduction to Risk Management • ESM243 – Human Behaviour and Social Constructs of Disasters • ESM245 – Critical Infrastructure Protection Systems

The Fernie Emergency Program Coordinator will maintain a training record of which personnel have completed specific training courses.

Collective Training

EOC Team Building. The first level of collective training is EOC team building. This may occur using training events including all EOC staff or may be focused on specific section staff.

EOC Staff Training. Once staff are trained in their individual and team roles and responsibilities they should participate in EOC training as an entire group. This training may take the form of any of the types of exercises shown in the table below.

Validation and Exercises

Once the ability of EOC staff to execute their responsibilities has been confirmed the next step is to validate Fernie plans through more demanding exercises. These exercises should be focused on validation and testing plans, not individual staff member skills. Exercises should be progressive and build upon and confirm skills and procedures practiced in earlier training event

Level Type/Format Structure 1 Orientation The orientation exercise is conducted at an introductory level to (Discussion-based) familiarize participants with roles, plans, procedures or equipment. It is presented as an informal discussion in a group setting with little or no simulation. A variety of seminar formats can be used, including lecture, discussion, slide or video presentation or panel discussion. 2 Tabletop A tabletop exercise is a facilitated analysis of an emergency situation (Discussion-based) in an informal, low-stress environment. It is designed to elicit constructive discussion as participants examine and resolve problems based on existing operational plans. Tabletop exercises lend themselves to broad discussion of policies and procedures, provide an opportunity for participating organizations and staffs to become acquainted with one another and are good preparation for more complex exercises. 3 Drill A drill is a coordinated, supervised exercise activity normally used to (Operations-based) test a single specific operation or function. With a drill, there is no attempt to coordinate organizations or fully activate an EOC. Its role is to practice and perfect one clearly defined part of a response plan and to help prepare for more extensive exercises. 4 Functional A functional exercise is a simulated, interactive exercise that tests (Operations-based) the capability of an organization to respond to a simulated event. This is a moderate-to-high stress activity that simulates an incident in the most realistic manner possible short of moving resources to a field site. A functional exercise is always a prerequisite to a full-scale exercise. 5 Full-Scale A full-scale exercise simulates a real event as closely as possible. It (Operations-based) is an exercise designed to evaluate the operational capability of emergency management systems in a stressful environment that simulates actual response conditions and requires the mobilization and actual movement of emergency personnel, equipment, and resources.

B.5 Individual and Family Preparedness

A program of individual and family preparedness will focus on the following:

• Education of the public on the existence and contents of the Fernie Emergency Program, including Emergency Support Services; • Encouragement of the public to develop and maintain family and personal preparedness, focusing on being self-contained for a minimum of 72 hours following an emergency or disaster; and • Liaison with local schools to encourage school preparedness but also to introduce the concept of “family preparedness” to their students in the hope this concept will be taken home to their families.

The following will be used to introduce Fernie residents to individual and family preparedness:

• Maintenance of a Family Preparedness page on the Fernie website; • Links to preparedness resources; • The hosting of an annual “Emergency Preparedness Fair”, during the National Emergency Preparedness Week to raise awareness about the potential risks in Fernie and to encourage the creation of individual and family emergency kits and plans

APPENDIX C: BC EMERGENCY RESPONSE MANAGEMENT SYSTEM (BCERMS) C.1 Purpose and Scope

BCERMS is a standardized emergency management system with a set of policies and guiding principles and which incorporates the widely used Incident Command System (ICS). All ministries, crown corporations and most local governments in BC have adopted BCERMS.

The integrated response concept incorporates a pan-government approach to emergencies, using a Provincial Emergency Coordination Centre (PECC) in Victoria as the single window through which the response is coordinated. The PECC becomes the focal point of the provincial government response in a major emergency or disaster. The PECC is maintained and managed by Emergency Management BC (EMBC).

In the event of a major disaster or emergency, EMBC will also normally open one or more Provincial Regional Emergency Operations Centres (PREOCs) from which it coordinates the provincial response and establishes liaison with local governments and federal agencies. The PREOC for Fernie is in Nelson.

In an emergency, volunteers across the province provide an array of public services, including search and rescue, air transportation, highway rescue, emergency social services and radio communications.

C.2 Response Levels

BCERMS has four response levels:

Site Level

At the site level, resources are applied to solve the problems presented by an emergency incident. ICS is used to manage the response.

Responders may represent all levels of government and the private sector. Response on- site is directed by single command or unified command from a single on-site incident command post.

Site Support Level

When the site level response requires off-site support, an EOC may be activated.

The EOC:

• Provides communication with the site level • Provides policy guidance • Manages the local multiple-agency support to the site level • Acquires and deploys additional resources, obtained locally or from other EOCs or the provincial regional level

Provincial Regional Coordination Level

The provincial regional coordination level acts in support of the site support level, and:

• Manages the assignment of multiple-ministry and agency support to individual site support locations or multiple site support level locations • Acquires and deploys resources at the request of the site support level • Provides emergency response services where incidents cross local authority boundaries, or where local authorities are not organized to fulfill their role.

The regional level does not normally communicate directly with the site level.

Provincial Central Coordination Level

The provincial central coordination level manages the overall provincial government response, which includes the provision of support for the regional levels, and:

• Seeks direction of senior elected officials • Obtains authority of the minister for a declaration of a provincial emergency • Provides provincial policy guidance • Establishes provincial priorities • Manages provincial emergency public information activities • Manages the acquisition and deployment of provincial, federal, inter-provincial and international resources • Provides coordination and other support services to provincial Ministry Operations Centres (MOCs) and Crown corporation operations centres, as well as federal emergency response agencies

C.3 BCERMS Provisions

Under BCERMS, the site level uses the principles of the Incident Command System (ICS) and provides for:

• Common terminology for titles, organization functions, resources and facilities.

• Modular organization that expands or contracts based on the type and size of an incident. The staff is built from the top down with responsibility and performance placed initially with the Incident Commander.

• Incident Action Plans identify objectives and strategies made by the Incident Commander based on the requirements of the jurisdiction. In the case of unified command, the incident objectives must adequately reflect the policy and needs of all the jurisdictional agencies. The Incident Action Plan covers the tactical and support activities required for a given operational period.

• Manageable span-of-control within BCERMS is a limitation on the number of emergency response personnel who can effectively be supervised or directed by an individual supervisor. The kind of incident, the nature of the response, distance and safety will influence the span of control range. The ordinary span- of-control range is between three and seven personnel.

• Pre-designated emergency facilities are identified within BCERMS. The determination of the kinds and locations of facilities is based on the requirements of the incident.

• Integrated communications are managed through the use of a common communications plan and an incident-based communications centre.

• BCERMS structure at the various levels (Site, Site Support and higher) will generally follow that demonstrated for the Site Support structure – an Emergency Operations Centre – to be set up and run by Fernie (see Section 4).

C.4 Response Objectives

BCERMS supports a prescribed set of response objectives set out in priority as follows:

• Provide for the safety and health of all responders, • Save lives, • Reduce suffering, • Protect public health, • Protect government infrastructure, • Protect property, • Protect the environment, and • Reduce economic and social losses.