Committee of the Whole Meeting Agenda September 24, 2009; 1:30 PM or immediately following the Elected Officials Forum Pemberton Community Centre 7390 Cottonwood Street, Pemberton BC
Item Items of Business Page Action Info
1 Call to Order
2 Approval of Agenda
3. Business
3.1 SLRD Emergency Response Plan
1) Strategic Plan 2 2) Emergency Response Plan 45
3.2 Governance Project n/a
To be circulated.
3.3 Service Requisition Limit Increases 531
THAT the SLRD Board approve, in principle, the recommended increases to service requisitions where the 2009 requisition amount was at or close to the maximum requisition limit and that requisite service establishment amendment bylaws be prepared.
4 Minutes
4.1 August 20, 2009 Committee of the Whole Meeting Minutes 534 For approval as circulated or as amended
5 Termination
Strategic Plan
Emergency Management Program
Prepared by the:
Squamish-Lillooet Regional District
May 31, 2005
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Table of Contents
1. Emergency Program Overview...... 1-1 1.1 Introduction...... 1-1 1.2 Legal Context for Planning ...... 1-1 1.3 Scope of the Program ...... 1-2 1.4 Key Terms ...... 1-6
2. Guiding Principles...... 2-1
3. Program Objectives and Strategies ...... 3-1 3.1 Mission ...... 3-1 3.2 Objectives...... 3-1 3.3 Strategies ...... 3-4
4. Action Plans...... 4-1 Objective 1 — Get Organized...... 4-1 Objective 2 — Assess Risks ...... 4-4 Objective 3 — Mitigate Risks ...... 4-7 Objective 4 — Plan for Response ...... 4-10 Objective 5 — Plan for Recovery ...... 4-13 Objective 6 — Ensure Preparedness ...... 4-14 Objective 7 — Evaluate & Renew Program Annually...... 4-17
5. Program Implementation ...... 5-1 5.1 Program Costs ...... 5-1 5.2 Implementation Schedule...... 5-2 5.3 Program Administration...... 5-4 Emergency Program Coordinator...... 5-4 The Emergency Management Committee...... 5-6 Stakeholders and Partners...... 5-8 Program Funding...... 5-8
List of Figures
Figure 1. Scope of the SLRD Emergency Program ...... 1-2 Figure 2. Map of the SLRD Program Area...... 1-3 Figure 3. Severity Levels Addressed by the Program...... 1-4 Figure 4. Four Levels of Coordination in BCERMS ...... 1-5 Figure 5. Emergency Program Objectives ...... 3-3 Figure 6. Emergency Program Objectives and Strategies...... 3-4 Figure 7. Emergency Program Budget ...... 5-1 Figure 8. Emergency Program Implementation Schedule ...... 5-4
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Acronyms
BCERMS British Columbia Emergency Response Management System
DFA Disaster Financial Assistance
EOC Emergency Operations Centre
EPC Emergency Program Coordinator
ERRP Emergency Response and Recovery Plan
ESS Emergency Social Services
GIS Geographic Information System
HRVA Hazard, Risk and Vulnerability Assessment
ICP Incident Command Post
ICS Incident Command System
JEPP Joint Emergency Preparedness Program
JIBC Justice Institute of BC
MAFF Ministry of Agriculture, Food and Fisheries
MHR Ministry of Human Resources
MOF Ministry of Forests
MOT Ministry of Transportation
OCP Official Community Plan
PEP Provincial Emergency Program
PECC Provincial Emergency Coordination Centre
PREOC Provincial Regional Emergency Operations Centre
SLRD Squamish-Lillooet Regional District
WCB Workers’ Compensation Board
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Forward
The SLRD Board of Directors ordered the development of this Strategic Plan to encourage continuity in a permanent, all-risk program for managing emergencies within the Squamish-Lillooet Regional District.
The Board embraces the concept of "comprehensive emergency management" to continuously examine actions that might help reduce the likelihood and impact of emergencies. This effort includes:
• Understanding community risks • Taking all reasonable steps to reduce threats and consequences • Planning for response and recovery • Ensuring communities, first responders, and site support teams are prepared to act when needed • Continually evaluating and improving the program
This Emergency Management Program Strategic Plan was designed to be read and re-read by those responsible for the community emergency program, and to be revised from time-to-time to record collective policies.
The Strategic Plan will be consulted to guide the daily activities of emergency management and is a companion document to the Emergency Response and Recovery Plan for the Squamish-Lillooet Regional District.
This guide reflects the provincial standards and requirements of the BC Emergency Program Act and the Local Authority Emergency Management Regulation.
There is no larger effort to managing collective risks in the SLRD than this program. Every action that can and should be taken to protect the public and infrastructure from major emergencies and disasters will arise and be managed within the framework provided here.
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1. Emergency Program Overview
Communities within the Squamish-Lillooet region are susceptible to many types of emergency and disaster. The primary concerns include wildfire, earthquake, dangerous goods release, landslide, and severe weather. Some incidents may result in threats to public safety sufficient to prompt the SLRD to formally declare a state of local emergency, as defined by the BC Emergency Program Act. Community residents, farmers, and business owners must be engaged in mitigating the risks from a wide range of hazards, in preparing to respond to the circumstances of an emergency or disaster, and anticipating steps needed to recover from damaging events. This Emergency Strategic Plan provides a framework for an active, cooperative, and permanent endeavour, involving SLRD residents in concert with local municipalities, utilities, and the provincial government.
1.1 Introduction
This document sets out the program’s mission, objectives, and strategies for action by the SLRD Emergency Management Committee and Emergency Program Coordinator. A separate Emergency Response and Recovery Plan for the SLRD contains policies and procedures for use during an emergency.
1.2 Legal Context for Planning
The emergency program and the preparation of the Emergency Response and Recovery Plan reflect the requirements and guidance contained in the following legislation and regulation. The appendix to the Emergency Response and Recovery Plan contains the relevant legislation and bylaws. BC Emergency Program Act In 2004, the BC government revised the BC Emergency Program Act of 1993 to require all regional districts to ensure there are plans for emergencies in electoral areas. SLRD became a “local authority” for the purposes of emergency management through the revision of the Act. The Emergency Program Act sets out the responsibilities of local authorities for emergency management. Section 6 (2) of the Act states that:
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A local authority must prepare or cause to be prepared local emergency plans respecting preparation for, response to and recovery from emergencies and disasters. Furthermore, the Act requires a local authority to: ...establish and maintain an emergency management organization to develop and implement emergency plans and other preparedness, response, and recovery measures... The Emergency Program Act requires the SLRD to prepare emergency plans and to delegate emergency management functions to an Emergency Management Committee.
1.3 Scope of the Program
Figure 1 presents the scope of the SLRD Emergency Program. Feature Included in Scope Excluded from Scope Geographic Regional District Municipalities within the geographic boundaries confines of the region. Hazards All Hazards - Severity All Levels - Levels Objectives Establish Organization - Assess Risks Mitigate Risks Prepare for Response Prepare for Recovery Ensure Preparedness Evaluate Program Response Site Response - Support Site Support Levels
Figure 1. Scope of the SLRD Emergency Program
Geographic Area — The geographic area of this program includes the entirety of the SLRD, including all lands, facilities and infrastructure. Figure 2 illustrates the geographic area of the SLRD Emergency Program. Hazard Types — Planning addresses all types of major emergencies that might affect SLRD population and structures. Whether considering a wildland fire, earthquake, or severe storm, the cooperative approach and planning responsibilities under the program remain consistent for each hazard type.
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Figure 2. Map of the SLRD Program Area
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Severity Levels — The program acknowledges all incidents of potential severity, defined by the three levels of emergency listed in Figure 3.
Level 1 Actions reflect an organized effort where an incident command post has been established at the site and responders are utilizing the Incident Command System. There is little need for site support activities.
Level 2 Requires the notification of the appropriate Emergency Operations Center (EOC) Group at the local level to deal with emergencies that are of a larger scale or longer duration and may involve evacuations or similar extraordinary site support activities.
Level 3 Operations are major incidents of large magnitude or long duration or may have multiple sites or that involve multi- agencies and multi-government response. This level may include activation of an SLRD EOC.
Figure 3. Severity Levels Addressed by the Program
Response Support Levels — The British Columbia Emergency Response Management System (BCERMS) sets out four levels of emergency organization, as illustrated in Figure 4. The scope of this Emergency Program for the SLRD is limited to the “site response” and “site support” levels. First responder organizations, such as community fire departments and RCMP detachments, have prepared separate emergency response plans for implementation within the SLRD. The SLRD has prepared plans for coordinating response and recovery at the site support level.
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Figure 4. Four Levels of Coordination in BCERMS
Under the BC Emergency Response Management System, the SLRD will use the principles of the Incident Command System (ICS). This may include activation of an Emergency Operations Centre to support site level Incident Command Posts during an emergency. Emergency plans of all responders in unincorporated areas serving the SLRD, all supporting agencies, and the private sector shall form part of this cooperative program.
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1.4 Key Terms
Several concepts are central to the emergency program and to understanding the long-term vision for protection of the SLRD communities. Emergency — A present or imminent event that is caused by accident, fire, explosion or 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 people or to limit damage to property. Emergency Management — All efforts to manage risks from unexpected events, major emergencies and disasters. Emergency management addresses seven principal objectives: Organization, risk assessment, mitigation, response planning, recovery planning, preparedness, and program evaluation. Emergency Management Committee — The organization authorized by the SLRD Board to guide the Emergency Program for the SLRD. The Emergency Management Committee may consist of appointed elected officials, staff members, agency representatives, and community representatives. Emergency Program Coordinator — The appointed individual in the SLRD with responsibility for coordinating day-to-day emergency management functions. Incident Command System (ICS) — A standardized emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. Local Authority — For an electoral area in a regional district, the board of the regional district. Mitigation — All actions intended to reduce the likelihood or consequences of a future emergency event. Preparedness — Actions necessary to enable an appropriate response to a potential emergency or disaster. Preparedness initiatives may include training and exercises, emergency plans, capability development/enhancement, upgrading of response facilities, emergency works, and public information in response to an imminent threat. Recovery — Actions devoted to repair, replacement or restoration of essential infrastructure and services to the public and returning the affected area to pre- emergency conditions, including long-term reconstruction and community support. Response — Actions devoted to an incident or situation that, by virtue of its nature, magnitude or location, requires extraordinary measures.
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2. Guiding Principles
In undertaking the responsibilities for emergency management services within the SLRD, the Board has adopted a number of basic principles, summarized below. Permanent, Ongoing Program — A commitment to managing emergencies will be an ongoing part of the community as long as people live and work in the region. Therefore, the SLRD Board recognizes the need for a permanent, ongoing emergency program and has established an Emergency Program Coordinator position to lead the effort.
Teamwork — The work required for the emergency program would quickly overwhelm an individual, no matter how competent. The range of required creativity, deliberation, and action demands a team effort at all levels. The SLRD Board has therefore created and empowered an Emergency Management Committee to assist the Emergency Program Coordinator.
Regional Partnerships — The Emergency Program Coordinator will continually seek and foster long-standing partnerships among community individuals and organizations with a stake in emergency management, specifically community groups, institutions, businesses, Native groups, and municipalities within the regional district. We recognize the potential benefits of cooperative planning with others, and will make deliberate efforts to involve key organizations at all levels.
Comprehensive Approach — The SLRD Board applies a comprehensive approach to the effort, addressing all hazards, all means of protection, and all objectives of emergency management. In addition to the requirements of BC legislation, the Board is committed to the Disaster Resilient Communities Program and to the BC Emergency Response Management System, as supported by the Provincial Emergency Program.
Funded Priorities — The SLRD currently funds the emergency program through general government services funds. In addition, the Emergency Program Coordinator seeks other available sources of program funding. The Coordinator and the Emergency Management Committee will set priorities, equitably administer these funds according to needs throughout the SLRD, and diligently monitor and regularly report on the use of all funds to the Board.
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3. Program Objectives and Strategies
3.1 Mission
The SLRD Board has adopted the following mission statement to guide emergency management actions within the regional district. The mission of the program is: To create and maintain a cooperative organization to manage risks from major emergencies and disasters that may affect SLRD electoral areas. The mission statement highlights the intention of the SLRD to manage the risks of major regional emergencies through forethought, planning, and preparedness on behalf of residents in unincorporated areas. Managing risks extends beyond traditional emergency response planning to include risk assessment, mitigation, and recovery. Local, regional, and provincial agencies with interrelated or shared emergency functions work cooperatively under this planning structure, although they maintain full authority within their jurisdictions.
3.2 Objectives
In establishing and maintaining this emergency management program, the SLRD Board adopted the following seven objectives. Objective 1: Get Organized – Emergency management begins with a strong and coordinated framework that includes committed organizations and individuals. In this objective, the SLRD seeks to establish and maintain a permanent, cooperative organization with a clear sense of purpose and direction. This includes the identification and empowerment of specific positions within the SLRD and among community members. Objective 2: Assess Risks – The objective of assessing risks guides the entire program and helps set priorities, suggests protective measures, and ensures the greatest effort is devoted to the greatest need. Objective 3: Mitigate Risks – Mitigation programs are designed to prevent or reduce the consequences of major emergencies. Measures could include land use management, construction projects, public education, and insurance incentives. These fall generally in the purview of various legislative bodies and public safety agencies. The SLRD Emergency
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Program plays an important role in drawing attention to potential hazards, lobbying for needed change, and participating in joint mitigation efforts, where appropriate. Objective 4: Plan for Response – In essence, planning for response includes developing written emergency response plans, establishing fixed incident command posts, pre-planning emergency operations centres, identifying resources, preparing to issue warnings, and planning for evacuation. Primary measures include the development of emergency plans, mutual aid agreements, and resource inventories. Objective 5: Plan for Recovery – Recovery includes the physical restoration and reconstruction of SLRD facilities following a disaster, and may include repairing or replacing critical infrastructure and services. In addition, recovery involves support for affected persons, including financial assistance programs, temporary housing, health and safety services, counselling, and information for those directly affected by a disastrous event. Objective 6: Ensure Preparedness – Preparedness actions ensure that individuals and agencies will be ready to react effectively in an emergency situation. Primary measures include setting up response facilities, gathering equipment required to provide site support, individual and collective training, and exercising response members, including the EOC Group. Objective 7: Evaluate and Renew the Program – Objective 7 calls for the Emergency Management Committee to periodically evaluate and revitalize the entire program by measuring the performance of selected actions and the achievement of desired results. The Committee determines the adequacy and completeness of the Emergency Program and modifies it accordingly. Such evaluation may include a brief annual review with a more comprehensive evaluation every three years. In meeting these objectives, the program will inform and involve regional residents in steps they can take for their own protection.
Figure 5 summarizes the objectives and their relative sequence of consideration.
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1. Get Organized
2. Assess Risks
3. Mitigate Risks 4. Plan for 5. Plan for Response Recovery
6. Ensure Preparedness
7. Evaluate and Renew Program
Figure 5. Emergency Program Objectives
The SLRD Emergency Program may focus on a single objective at any time, although there is a logical flow in these steps. It makes sense, for example, to understand community risks (Objective 2) before designing mitigation measures (Objective 3) or planning for response (Objective 4). Figure 5 indicates this process is never-ending. There will always be a need to revisit each objective, to re-evaluate progress, and to improve services offered through the Emergency Program. Each major area will be re-examined and improved at least once annually.
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3.3 Strategies
Figure 6 summarizes the current strategies for the SLRD Emergency Program for each of the seven objectives.
Objective 1 — Get Organized
1-1 Prepare Terms of Reference for the Emergency Program. 1-2 Identify Committee Members and Mandate. 1-3 Support Volunteer Management. 1-4 Establish Community Programs. 1-5 Acquire Funding for Program.
Objective 2 — Assess Risks Objective 5 — Plan for Recovery
2-1 Research Community Risks and Incident 5-1 Develop Infrastructure Recovery Examples. Plans. 2-2 Research Community Vulnerabilities. 5-2 Develop Community Disaster 2-3 Map Community Hazards and Recovery Plans. Vulnerabilities. 5-3 Adopt Recovery Funding Options. 2-4 Prepare Community Risk Assessment Report.
Objective 3 — Mitigate Risks Objective 6 — Ensure Preparedness
3-1 Research Mitigation Options. 6-1 Identify EOC Members and 3-2 Promote Fire Smart Community Program. Alternates. 3-3 Mitigate Dangerous Goods Risks in 6-2 Establish EOC Facilities and Communities. Equipment. 3-4 Facilitate Flood, Landslide Mitigation in 6-3 Train EOC Personnel. Communities. 6-4 Conduct Exercises and Debrief. 3-5 Advise on Revisions to Land Use Plans to 6-5 Advise Public on Preparedness. Mitigate Risks.
Objective 4 — Plan for Response Objective 7 — Evaluate & Renew Program Annually 4-1 Prepare List of Resources, Contact Information. 7-1 Keep Records. 4-2 Review Agency Plans and Update 7-2 Prepare Annual Report. Agreements. 7-3 Upgrade Strategic Plan. 4-3 Plan for Evacuations. 4-4 Update Emergency Response and Recovery Plan.
Figure 6. Emergency Program Objectives and Strategies
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4. Action Plans
There are many opportunities for advancing the practice of emergency management within the SLRD on behalf of residents. With implementation and cost-effectiveness in mind, the SLRD Board has approved a series of action plans for the coming three years. This section lists those action plans in a format that facilitates effort by the Emergency Program Coordinator, with assistance from the Emergency Management Committee and community volunteers. Each action plan corresponds to a strategy listed in Figure 6 in the previous section and summarizes specific tasks to clarify the intent of the effort. Where appropriate, this section outlines the scope of the action and any limitations to consider in issuing assignments.
In all respects, the Emergency Program Coordinator is expected to undertake or coordinate the action plans on behalf of the SLRD Board. In some plans, the Coordinator will facilitate or oversee the work of others, such as SLRD staff, volunteers, or contractors.
Each action plan also offers an estimate of the budget required to complete the effort. Cost estimates include the required time commitments of the Emergency Program Coordinator and SLRD staff. Coordinator costs are estimated at $30 per hour, not including overtime or time devoted to emergency response. Other staff costs are estimated at an average of $30 per hour.
Items shown with “JEPP” indicate projects that may qualify for funding through the Joint Emergency Preparedness Program.
Objective 1 — Get Organized
Because so much of emergency preparedness depends on action before a major emergency strikes, a strong and energetic organization is essential in meeting the mission of the program. Much depends on the coordinated activities of many individuals before the need for coordinated response. Establishing a viable organization takes time, forethought, and an appreciation of group dynamics.
Objective 1 installs and maintains the individuals needed to address the day-to- day requirements of the SLRD Emergency Program. To meet the objective of establishing a long-term, cooperative organization, the SLRD Board has adopted the following strategies and action plans.
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1-1 Prepare Terms of Reference for the Emergency Coordinator Other Staff Program Hours Cost Hours Cost The Emergency Program Coordinator will work with the 41.0 $1,230 1.0 $30 Emergency Management Committee to establish the framework for the organization. Tasks include: • Obtain training in Emergency Management, Introduction to 15.0 450 - - EM, ICS-100, Emergency Programs • Review and revise Strategic Plan. 7.0 210 1.0 30 • Prepare a job description for the Emergency Program 15.0 450 - - Coordinator. Gain approval from Directors. • Map boundaries of “sub-regions” to identify scope for the 4.0 120 - - program. Confirm with EA Directors. Expenses • Courses are Free through PEP Regional Manager
Coordinator Other Staff 1-2 Identify Committee Members and Mandate Hours Cost Hours Cost The Emergency Program Coordinator will identify and notify 13.0 $ 390 - $ - members of the Emergency Management Committee and alternates. Committee representatives will be selected from community members most likely to serve in four tentative EOC locations (in each municipality). Tasks include: • Identify and prepare a roster of Committee members and 1.0 30 - - maintain regularly. • Prepare mandate and terms of reference for the 4.0 120 - - Emergency Management Committee, in consultation with the Electoral Area Directors. • Determine SLRD policies for mileage, telephone, fax, 1.0 30 - - photocopies, and postage for Committee members. • Set up and meet with Emergency Management 7.0 210 - - Committee regarding mission, proposed structure of the program, implementation strategy, reporting structure. Expenses • None
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Coordinator Other Staff 1-3 Support Volunteer Management Hours Cost Hours Cost The Emergency Program Coordinator establishes an 75.0 $2,250 - $ - effective volunteer program for emergency preparedness in the each of the regional communities. Tasks include: • Coordinator will receive training on volunteer 15.0 450 - - management. • Consult SLRD Board on the principles of volunteer 1.0 30 - - management, including volunteer recognition. • Establish volunteer programs to support: 37.0 1,110 - - Communications, Search and Rescue, Emergency Social Services, Emergency Operations Centre, Neighbourhood Programs. • Develop means to recognize the contributions of 7.0 210 - - volunteers. • Lead a regional volunteer-appreciation event at least 15.0 450 - - annually to honour contributors. Expenses • None
Coordinator Other Staff 1-4 Establish Community Programs Hours Cost Hours Cost The Emergency Program Coordinator works with the 229.0 $7,065 - $ - regional program to ensure all residents in the region have access to emergency management information. Tasks include: • Take training in community emergency planning, 22.0 660 - - Neighbourhood Emergency Preparedness at JIBC • Identify / update contact information for Community 16.0 480 - - Coordinators in each of 31 regional communities and among municipalities. • Travel to and meet with 31 Community Coordinators and 120.0 3,600 - - their local committees regarding emergency program set up. • Develop and deliver information and maps to assist 1.0 30 - - Community Coordinators, e.g., risk maps. • Travel to and meet with 4 Municipal Coordinators to 70.0 2,100 - - collaborate on emergency program. Expenses 195 • EM931 Developing Emergency Preparedness Programs
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Coordinator Other Staff 1-5 Acquire Funding for Program Hours Cost Hours Cost The Emergency Program Coordinator secures adequate 116.0 $3,480 - $ - funding for the emergency program, using all available sources. The Coordinator prepares grants applications by the SLRD, including JEPP and other programs, and raises donated funds and equipment. Tasks include: • Prepare an annual budget for overall program. 21.0 630 - - • Prepare and submit applications for JEPP funds annually 15.0 450 - - on behalf of the SLRD Board. • Approach partners and other funding sources for 40.0 1,200 - - donations of funds, equipment, and services. • Participate in fund-raising events within SLRD 40.0 1,200 - - communities, e.g., local volunteer fire departments and SAR teams. Expenses • None
Objective 2 — Assess Risks
Assessing risks to SLRD communities helps set priorities, suggests protective measures, and ensures the greatest effort is devoted to the greatest need.
Understanding hazards depends on a knowledge of the infrastructure, buildings, and economic features that may be affected. We must understand the potential impacts on roadways, water systems, power supply lines, food and fuel delivery systems, and other essential regional features. In addition, some SLRD residents, through their cultural or economic status, would suffer greater harm than others in the event of a disaster. These community elements constitute “vulnerabilities.”
Identifying these elements and overlaying with maps of threatened areas helps the SLRD Board and the Emergency Management Committee determine the most effective means of mitigation, response, and recovery.
The list of strategies under the objective of assessing risk includes the following:
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2-1 Research Community Risks and Incident Coordinator Other Staff Examples Hours Cost Hours Cost The Emergency Program Coordinator facilitates emergency 105.0 $3,445 - $ - planning by leading the research of community risk information, including geological threats, severe weather, floods, and wildfires. Tasks include: • Identify information requirements regarding regional and 15.0 450 - - community risks and vulnerabilities. • Contact information sources to obtain risk information 30.0 900 - - (e.g., PEP, MOT, MOF, UBCM, WLAP). • Research and record past events in and adjacent to the 30.0 900 - - SLRD that indicate exposure to natural and human- induced risks. • Prepare brief summaries of the events, losses, and 30.0 900 - - implications for mitigation, response, and recovery. Expenses 295 • EM724 Conducting Hazard, Risk and Vulnerability Analysis
Coordinator Other Staff 2-2 Research Community Vulnerabilities Hours Cost Hours Cost The Emergency Program Coordinator assists emergency 87.0 $2,610 - $ - planning by conducting research on community vulnerabilities, including water systems, electrical power delivery systems, transportation routes, and telecommunications systems. Tasks include: • Identify questions on vulnerabilities for local community 21.0 630 - - representatives for 31 communities. • Identify sources of future and ongoing information. 15.0 450 - - • Contact information providers and collect available data, 21.0 630 - - descriptions, and maps on vulnerabilities. • Research and record community vulnerabilities within the 30.0 900 - - region, including water supplies, power supplies, and transportation. Expenses • None
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Coordinator Other Staff 2-3 Map Community Hazards and Vulnerabilities Hours Cost Hours Cost The Emergency Program Coordinator works with the SLRD 28.0 $ 5,840 7.0 $ 210 Planning Department in preparing Geographic Information System (GIS) maps of hazards and vulnerabilities. Tasks include: • Request GIS map assistance from other stakeholders and 7.0 210 - - partners, e.g., GIS consultants, MSRM, MOF. • Prepare maps of community risks and vulnerabilities, 21.0 630 7.0 210 working with SLRD Planning Department. Expenses 5,000 • For data and photo purchases, time for maps (JEPP)
Coordinator Other Staff 2-4 Prepare Community Risk Assessment Report Hours Cost Hours Cost The Emergency Program Coordinator preparing and 101.0 $ 6,030 - $ - periodically upgrading the community risk assessment report to include information on risks and vulnerabilities. Keeping the community risk assessment up to date and communicating risks to others will assist community representatives in understanding potential events in their areas. Tasks include: • Upgrade the risk assessment for community reference 70.0 2,100 - - and include text, tables, charts, and maps to explain regional risks. • Develop a PowerPoint show summarizing the key points 21.0 630 - - of the regional risk assessment, including photos. • Provide overview to program participants within the SLRD 8.0 240 - - and share information with the SLRD Board. • Post the SLRD Risk Assessment to SLRD website. 2.0 60 - - • Meet with 31 communities to share information on risks Include - - - and vulnerabilities, and address questions. d in 1-4 Expenses 3,000 • Print 100 copies for distribution (JEPP)
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Objective 3 — Mitigate Risks
Mitigation includes all attempts before disaster strikes to reduce the likelihood of an event or the severity of consequences. Mitigation of wildfire risks, for example, may include brush removal from key locations within a community, enhanced water supplies, and secondary evacuation routes for high-risk communities.
Partnerships are important in mitigation because emergencies may affect many organizations. Successful efforts to mitigate risks benefit many stakeholders and may require the participation of SLRD residents, municipalities, businesses, insurers, and the province.
The Emergency Management Committee plays a critical role in facilitating the mitigation process, identifying those organizations that should cooperate on a given issue, working towards win-win solutions, and documenting the course of action. The Emergency Program Coordinator documents key mitigation information and decisions arising from Objective 3.
Strategies relating to mitigation include the following:
Coordinator Other Staff 3-1 Research Mitigation Options Hours Cost Hours Cost The Emergency Program Coordinator facilitates mitigation 12.0 $ 360 - $ - planning in the community, working with community representatives. Tasks include: • Prepare a summary of mitigation options for review and 7.0 210 - - approval by the SLRD Emergency Management Committee, and for subsequent approval by the SLRD Board of Directors. • Meet with Emergency Management Committee to 4.0 120 - - recommend mitigation options. • Meet with SLRD Board to select priorities for mitigation. 1.0 30 - - Expenses TBD • For Mitigation Measures
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Coordinator Other Staff 3-2 Promote Fire Smart Community Program Hours Cost Hours Cost The Emergency Program Coordinator develops a community 144.0 $4,320 - $ - wildfire protection program for adoption by residents and business owners. Working with the Ministry of Forests (MOF) and adjacent municipalities, the Coordinator and Emergency Management Committee consider appropriate wildfire mitigation procedures, including the principles outlined in the BC Fire Smart Program. Tasks include: • Collect and evaluate interface fire risk information to 7.0 210 - - confirm areas of highest concern in the region, working with MOF. • Work with MOF personnel to develop appropriate wildfire 15.0 450 - - mitigation options. • Participate in MOF presentations on the “Fire Smart 70.0 2,100 - - Community” program and define the scope of the effort within target communities (say, top 10 communities). • Adapt “Fire Smart” principles to help communities set 15.0 450 - - objectives for specific mitigation within the region. • Assist communities in implementing fire safety programs. 37.0 1,110 - - Expenses TBD • For Mitigation Measures
3-3 Mitigate Dangerous Goods Risks in Coordinator Other Staff Communities Hours Cost Hours Cost The Emergency Program Coordinator identifies ways to 70.0 $2,100 - $ - mitigate the risks of dangerous goods within the region. The Coordinator assists the Emergency Management Committee in selecting and recommending to the SLRD Board suitable loss prevention options. Tasks include: • Participate in presentations on dangerous goods risks with 7.0 210 - - CN Rail and other major transporters. • Work with applicable stakeholders and partners to 21.0 630 - - develop loss mitigation options for dangerous goods events, such as re-routing hazardous materials away from vulnerable populations. • Prepare a brief summary of available options for practical 7.0 210 - - risk mitigation within specific communities, for presentation to SLRD Board. • Assist communities in implementing dangerous goods 35.0 1,050 - - safety measures. Expenses TBD • For Mitigation Measures
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3-4 Facilitate Flood, Landslide Mitigation in Coordinator Other Staff Communities Hours Cost Hours Cost The Emergency Program Coordinator assembles information 137.0 $4,110 - $ - on potential mitigation of flood and landslide risks. The Coordinator also facilitates the selection of suitable mitigation measures with the Emergency Management Committee. Tasks include: • Identify high risk zones and set out mitigation 15.0 450 - - requirements for individual communities (say, top 10 of concern). • Consult with the WLAP, MOT, PEP, property owners and 15.0 450 - - others regarding mitigation options. • Work with stakeholders to design appropriate flood and 70.0 2,100 - - landslide mitigation measures in high-hazard zones. • Facilitate the preparation of flood / landslide mitigation 37.0 1,110 - - project proposals. Expenses TBD • For Mitigation Measures
3-5 Advise on Revisions to Land Use Plans to Coordinator Other Staff Mitigate Risks Hours Cost Hours Cost The Emergency Program Coordinator works with the SLRD 64.0 $1,920 43.0 $1,290 Coordinator and Board in revising Official Community Plans or zoning bylaws by considering the potential impacts of natural and technological hazards. The Coordinator ensures the Inclusion of community risk management in long-term community planning. Tasks include: • Reduce risks by revising zoning, regional growth strategy, 15.0 450 28.0 840 OCPs, subdivision management, and building permit enforcement. • Evaluate future land use and development options within 21.0 630 15.0 450 the SLRD in light of community risks. • Advise local authorities and partners on mitigation options 28.0 840 - - available. Expenses TBD • For Mitigation Measures
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Objective 4 — Plan for Response
With a firm understanding of community risks, the Emergency Management Committee prepares and evaluates a series of policies, procedures, and support information to aid response in Emergency Operations Centres (EOCs).
To help meet this strategy, the SLRD has prepared an Emergency Response and Recovery Plan (ERRP), addressing the hazards identified in the risk assessment. The result is held in a separate binder and available for use and consultation during a major emergency or disaster. Objective 4 calls for the following strategies:
Coordinator Other Staff 4-1 Prepare List of Resources, Contact Information Hours Cost Hours Cost The Emergency Program Coordinator keeps up-to-date a list 19.0 570.0 - - of community resources and contacts in emergency management, with the cooperation of the municipal Coordinators and SLRD communities. Tasks include: • Verify and update contact and resource information 15.0 450 - - contained within the ERRP. • Distribute regional contact and resource information 4.0 120 - - appropriately. Expenses • None
Coordinator Other Staff 4-2 Review Agency Plans and Update Agreements Hours Cost Hours Cost The Emergency Program Coordinator seeks to coordinate 65.0 $1,950 8.0 $ 240 the Emergency Response and Recovery Plan with other agencies and organizations, including local municipalities. Community site response organizations should be included, such as local fire departments, the RCMP, BC Ambulance, Search and Rescue, Emergency Social Service organizations, Telus, and BC Hydro, and First Nations groups, among others. Tasks include: • Review agency plans (e.g., fire departments, RCMP, ESS) 15.0 450 - - to ensure coordination with the ERRP. • Identify jurisdictions where agreements are needed, such 7.0 210 - - as with First Nations, utility companies, school boards. • Inform the SLRD Board on the need for agreements, and 15.0 450 4.0 120 draft agreements for approval. • Meet with and develop agreements with municipalities in 28.0 840 4.0 120 the region for shared use of resources. Expenses • None
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Coordinator Other Staff 4-3 Plan for Evacuations Hours Cost Hours Cost The Emergency Program Coordinator will assist 142.0 $4,260 10.0 $ 300 communities in developing evacuation plans, addressing all phases of evacuation. Tasks include: • Participate in evacuation training through the Justice 7.0 210 10.0 300 Institute (see Action 6-3). • Consult with PEP, MOF, Office of the Fire Commissioner, 15.0 450 - - and others on evacuation planning in specific communities. • Travel to and meet with 31 communities to support 120.0 3,600 - - evacuation plans, confirming such issues as notification procedures, routes, and transportation. Conduct evacuation exercises, where appropriate. Expenses • EM730 Emergency Evacuations Course – Free
4-4 Update Emergency Response and Recovery Coordinator Other Staff Plan Hours Cost Hours Cost The Emergency Program Coordinator has responsibility for 83.0 $2,490 21.0 $ 630 the Emergency Response and Recovery Plan (ERRP). The Coordinator reviews and upgrades procedures for generic response in each of the EOC functions. Tasks include: • Receive training in EOC management through the Justice 10.0 300 - - Institute (see Action 6-3). • Collect comments from users of the Emergency Response 15.0 450 - - and Recovery Plan. • Review and upgrade procedures for hazard-specific 37.0 1,110 - - response for EOC functions, including special policies. • Update Emergency Response and Recovery Plan for 21.0 630 21.0 $ 630 EOC. Expenses • None
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Objective 5 — Plan for Recovery
Recovery is defined as that set of actions required to return a community to pre- disaster conditions as quickly as possible. Objective 5 calls for the Emergency Program Coordinator, Emergency Management Committee, and partners to plan for two types of recovery: 1) Repair and replacement of damaged SLRD infrastructure and services, and 2) Community recovery following an emergency or disaster. Planning for recovery involves the following strategies:
Coordinator Other Staff 5-1 Develop Infrastructure Recovery Plans Hours Cost Hours Cost The Emergency Program Coordinator works with SLRD 21.0 $ 630 52.0 $1,560 program managers in reviewing policies and procedures for recovery of SLRD infrastructure and services. Tasks include: • Research infrastructure reconstruction contacts. 7.0 210 2.0 60 • Prepare infrastructure redevelopment plans for use during 10.0 300 35.0 1,050 recovery. • Develop infrastructure maps for each community for use 4.0 120 15.0 450 during reconstruction of critical infrastructure. Expenses • None
Coordinator Other Staff 5-2 Develop Community Disaster Recovery Plan Hours Cost Hours Cost Work with the SLRD Coordinator and the SLRD Planning 79.0 $2,370 55.0 $1,650 Department and Utilities and Community Services to assemble recovery plans that serve the long-term public interest for communities within the SLRD. Tasks include: • Meet with Emergency Planning Committee to revise and 7.0 210 20.0 600 adopt recovery objectives for an SLRD Recovery Plan. • Define the recovery organization that will operate on 7.0 210 - - behalf of the SLRD. • Identify primary and alternate members of the Recovery 15.0 450 15.0 450 Team, working with service organizations in the region. • Identify and meet the full range of potential partners in 28.0 840 - - recovery to gain agreement on recovery organization and services offered. Arrange at least one meeting in each Electoral Area per year. • Identify at least one primary and one alternate facility for 7.0 210 - - recovery efforts in each Electoral Area. • Develop checklists for key functions in recovery, referring 15.0 450 20.0 600 to Recovery Guide in ERRP. Expenses • None
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Coordinator Other Staff 5-3 Adopt Recovery Funding Options Hours Cost Hours Cost The Emergency Program Coordinator works with local 24.0 $ 720 8.0 $ 240 municipalities, service organizations, and PEP to identify funding sources for recovery. Tasks include: • Clarify funding sources for community recovery, working 15.0 450 2.0 60 with PEP and other stakeholders. • Research and identify options for establishing a reserve 7.0 210 2.0 60 fund within the region to assist with community recovery. • Record the procedures for submitting claims to insurance 2.0 60 4.0 120 companies and others to support financial assistance. Expenses • None
Objective 6 — Ensure Preparedness
Emergency preparedness begins with people. Preparedness includes the selection of appropriate personnel, adequate facilities and equipment, effective training, and exercises that test plans and preparedness. Strategies in Objective 6, Ensure Preparedness, include the following:
Coordinator Other Staff 6-1 Identify EOC Members and Alternates Hours Cost Hours Cost The Emergency Program Coordinator prepares and regularly 25.0 $ 750 8.0 $ 240 maintains a roster of trained EOC members. Tasks include: • Identify positions in EOC and who may serve, including 2.0 60 2.0 60 volunteers from local communities. • Contact potential members and confirm their interest and 4.0 120 - - availability for training. • Identify which functions would be most suitable to each 4.0 120 4.0 120 EOC member, recognizing that different types of emergencies will demand different skill sets. • Identify members from municipalities that could serve in 15.0 450 2.0 60 the EOC and negotiate agreements for mutual aid. Expenses • None
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Coordinator Other Staff 6-2 Establish EOC Facilities and Equipment Hours Cost Hours Cost The Emergency Program Coordinator confirms the 111.0 $13,33 18.0 $ 540 availability of the EOC facilities and communications 0 equipment, including gear for personal and family protection for EOC members. In addition, the Coordinator works with local municipalities in planning EOC facilities in the region. Tasks include: • Select locations for EOCs in each electoral area. 1.0 30 1.0 30 • Develop agreements with municipalities for shared use of 15.0 450 2.0 60 EOC, facilities, and communications. • Create a list of equipment requirements for each EOC, 15.0 450 - - including communications, and set priorities. • Identify local sources of equipment and supplies and 37.0 1,110 4.0 120 purchase equipment. • Establish amateur radio network and capability to support 28.0 840 4.0 120 SLRD EOC efforts. • Store and maintain response and recovery equipment to 15.0 450 7.0 210 support SLRD EOC personnel. Expenses 10,000 • For communications equipment, computers, printers, etc. (JEPP)
Coordinator Other Staff 6-3 Train EOC Personnel Hours Cost Hours Cost The Emergency Program Coordinator works with the 83.0 $2,490 150.0 $4,500 Provincial Emergency Program to deliver basic training courses to all potential EOC members. Basic courses sponsored by PEP are free. Tasks include: • Work with PEP to determine training needs. 2.0 60 - - • Organize and coordinate training schedule, in cooperation 7.0 210 - - with municipalities. • Schedule facilities, prepare materials, and arrange for 37.0 1,110 150.0 4,500 guest speakers. Staff take EOC Level courses, Senior Administration course • Develop long-term training plan for SLRD staff and 7.0 210 - - volunteers, including a list of trainees. • Oversee the delivery of training. 15.0 450 - - • Record all training sessions, including personnel 15.0 450 - - identification, course description, date, and instructor. Expenses • JIBC courses on EOC Level 1, 2, 3, Free
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Coordinator Other Staff 6-4 Conduct Exercises and Debrief Hours Cost Hours Cost The Emergency Program Coordinator conducts exercises for 125.0 $4,340 200.0 $6,000 members of the EOC, working with local municipalities, and hold debriefs to identify lessons learned. Tasks include: • Work with local municipalities to set objectives for at least 35.0 1,050 - - one exercise per year in each EOC and develop scenarios. • Take training on exercises, Table-Top Exercises and Full- 30.0 900 - - Scale Exercises at JIBC • Schedule each exercise and let all participants know what 4.0 120 - - is expected. • Conduct each exercise according to plan. 28.0 840 160.0 4,800 • Facilitate debrief sessions following each exercise and 28.0 840 40.0 1,200 prepare a written summary. Resolve suggested ERRP revisions. Expenses 590 • JIBC courses on Table Top Exercises - $295, Functional and Full-Scale Exercises - $295
Coordinator Other Staff 6-5 Advise Public on Preparedness Hours Cost Hours Cost The Emergency Program Coordinator promotes risk 205.0 $10,150 35.0 $1,050 awareness among residents, businesses, and industries within the region, and advises on risks, mitigation, and preparedness. The Emergency Program Coordinator informs the public of risk assessment findings through established sources and organizations. Tasks include: • Develop public education materials and presentations, 70.0 2,100 35.0 1,050 including videos on cable, booths at community fairs, mail-outs, newspaper columns, brochures for visitors, school programs, websites, and other methods. • Meet with communities to deliver a series of public 120.0 3,600 - - meetings at least annually. • Post public education materials to SLRD website to inform 15.0 450 - - residents of hazards and preparedness for response and recovery. Expenses 1,000 • Printing costs (JEPP) 3,000 • Website support (JEPP)
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Objective 7 — Evaluate & Renew Program Annually
Like other permanent programs, the Emergency Management Program must adapt over time. As the Emergency Program Coordinator and Emergency Management Committee accomplish specific strategies, they will select new ones for continual improvement.
Evaluating and renewing the program requires written objectives, action plans, records, and an honest assessment of performance and results. Objective 7 strategies include the following:
Coordinator Other Staff 7-1 Keep Records Hours Cost Hours Cost The Emergency Program Coordinator keeps appropriate 51.0 $1,530 - $ - records to assist an audit process. Record items include equipment maintenance, training, Committee minutes, mitigation measures, incident reports, and volunteer lists. Tasks include: • Prepare a format to keep records of SLRD activities in 7.0 210 - - emergency management. • Develop instructions for each type of record for future 7.0 210 - - reference. • Collect information throughout the year to record key 37.0 1,110 - - events and activities. Expenses • None
Coordinator Other Staff 7-2 Prepare Annual Report Hours Cost Hours Cost The Emergency Program Coordinator regularly collects 20.0 $ 600 2.0 $60 information on the Emergency Program and prepares a concise report on status for the SLRD Board and general public. Tasks include: • Prepare an Annual Report on the Emergency Program, 15.0 450 - - progress, challenges, and plans for the future. • Make copies of the report for distribution. Forward Annual 1.0 30 2.0 60 Report to the SLRD Board of Directors. • Develop and present to the SLRD Board an annual 4.0 120 - - budget for the program. Expenses • None
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Coordinator Other Staff 7-3 Upgrade Strategic Plan Hours Cost Hours Cost The Emergency Program Coordinator plays an important 2.0 $60 2.0 $60 role in assembling recommendations for improving the program. Every three years, or more frequently if directed by the SLRD Board, the Coordinator revises the Strategic Plan for the Emergency Management Program to reflect changes in policies and procedures. Tasks include: • Review with the Emergency Management Committee the 1.0 30 1.0 30 Strategic Plan annually and make note of any comments and suggestions. • Upgrade Strategic Plan every three years or as needed. 1.0 30 1.0 30 Expenses • None
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5. Program Implementation
5.1 Program Costs
The SLRD Emergency Program action plans, as summarized in the previous section, allows an estimate of the time and expenses required for each of the seven program objectives. The staff time for both the Emergency Program Coordinator and other SLRD staff reflects the effort that will likely be needed to accomplish each objective given the current initial status of emergency planning within the region. Figure 7 summarizes the total estimated annual budget for the SRLD Emergency Program.
Coordinator Other Staff Expense Staff Time and Costs by Objective Total Hours Cost Hours Cost s Objective 1 - Get Organized 474 $ 14,220 1 $ 30 $ 195 $14,445 Objective 2 - Assess Risks 321 9,630 7 210 8,295 18,135 Objective 3 - Mitigate Risks 427 12,810 43 1,290 TBD 14,100 Objective 4 - Plan for Response 309 9,270 39 1,170 - 10,440 Objective 5 - Plan for Recovery 124 3,720 115 3,450 - 7,170 Objective 6 - Ensure Preparedness 549 16,470 411 12,330 14,590 43,390 Objective 7 - Evaluate and Renew 73 2,190 4 120 - 2,310 Sub-Total 2,277 $ 68,310 620 $ 18,600 $ 23,080 $ 109,990 Vacation/Holiday Loading 252 7,558 69 2,058 9,616 Benefit Loading 18,967 5,164 24,131 Total 2,529 $ 75,868 689 $ 20,658 $ 23,080 $ 119,606 FTE's required for program 1.4 0.4 1.8 TBD – To Be Determined
Figure 7. Emergency Program Budget
Coordinator costs reflect an hourly rate of $30 and do not include overtime or time devoted to emergency response. Other staff costs are estimated at an average of $30 per hour. Vacation and holiday loading anticipates 15 days per year for vacations and 11 days per year for statutory holidays. All figures represent estimates only and may be altered to better suit program strategies from year to year.
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5.2 Implementation Schedule
Each of the strategies and action plans of the Emergency Program represent important contributions to the overall management of emergencies. Each deserves due attention, effort, and funding. Time and budget limitations, however, may demand that priorities be assigned to these efforts. Decisions may be needed on how to best implement the proposed actions over time. To address the immediate requirement for setting priorities among the action plans, the Emergency Program Coordinator, in consultation with others, considers the following criteria: • Legal Requirements – Priority emphasis must be placed on actions required by the BC Emergency Program Act and Regulations. These efforts ensure the Squamish-Lillooet Regional District Board of Directors continues to meet its legal responsibilities. • Degree of Risk Reduction – The SLRD Board gives priority to actions considered to be effective in reducing the probability of major emergency or disaster (such as wildfire prevention efforts) or in reducing the severity of loss (such as enhanced evacuation measures). • Cost – Some emergency management efforts may be accomplished with a minimum of resources. No-cost or low-cost projects that yield positive results are favoured over more demanding efforts. • Secondary Benefits – The SLRD Board emphasizes strategies that provide additional benefits to the region. Informing businesses of their role in emergency response, for example, is expected to generate opportunities for partnerships in equipment purchases and risk mitigation. Using these criteria, the SLRD Board adopts the implementation schedule shown in Figure 8. Spreading the projects over this time period ensures appropriate funding can be arranged to support the effort.
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Emergency Program Implementation Schedule
Year / Action Plans 2005 1-1 Prepare Terms of Reference for Emergency Program 1-2 Identify Committee Members and Mandate 1-4 Facilitate Emergency Social Services (ESS) Program 1-5 Acquire Funding for Program 2-1 Research Community Risks and Incident Examples 2-2 Research Community Vulnerabilities 4-1 Prepare Community List of Resources, Contacts 4-3 Plan for Evacuations 4-4 Update Emergency Response and Recovery Plan 6-1 Identify EOC Members and Alternates 6-3 Train EOC Personnel 6-4 Conduct Exercises and Debrief 7-1 Keep Records 7-2 Prepare Annual Report 2006 1-3 Support Volunteer Management 1-4 Establish Community Programs 2-3 Map Community Hazards and Vulnerabilities 2-4 Prepare Community Risk Assessment Report 3-1 Research Mitigation Options 3-2 Promote Fire Smart Community Program 3-4 Facilitate Flood, Landslide Mitigation in Communities 4-1 Prepare List of Resources, Contacts 4-2 Review Agency Plans and Update Agreements 4-3 Plan for Evacuations 4-4 Update Emergency Response and Recovery Plan 6-2 Establish EOC Facilities and Equipment 6-3 Train EOC Personnel 6-4 Conduct Exercises and Debrief 6-5 Advise Public on Preparedness 7-1 Keep Records 7-2 Prepare Annual Report 7-3 Upgrade Strategic Plan 2007 1-3 Support Volunteer Management 1-4 Establish Community Programs 3-1 Research Mitigation Options 3-2 Promote Fire Smart Community Program 3-3 Mitigate Dangerous Goods Risks in Communities 3-4 Facilitate Flood, Landslide Mitigation in Communities 3-5 Advise on Revision of Land Use Plans to Mitigate Risks
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Year / Action Plans 4-1 Prepare List of Resources, Contacts 4-2 Review Agency Plans and Update Agreements 4-4 Update Emergency Response and Recovery Plan 5-1 Review Infrastructure Recovery Procedures 5-2 Develop Community Disaster Recovery Plans 5-3 Adopt Recovery Funding Options 6-3 Train EOC Personnel 6-4 Conduct Exercises and Debrief 6-5 Advise Public on Preparedness 7-1 Keep Records 7-2 Prepare Annual Report 7-3 Upgrade Strategic Plan
Figure 8. Emergency Program Implementation Schedule
5.3 Program Administration
Program administration anticipates the type of support required to keep emergency management alive within the region. It sets out the systems and procedures that are required for day-to-day action in meeting program objectives.
Emergency Program Coordinator
The Emergency Program Coordinator delivers the SLRD emergency services on behalf of the SLRD Board.
The Coordinator has the authority to ensure that adequate attention is given to all aspects of the program. In the first year of the program, the Coordinator will:
Objective 1 – Get Organized • Contact members of the SLRD Emergency Management Committee and facilitate meetings at least monthly. • Participate in SLRD Board and Committee meetings to explain the program mission, objectives, and actions. • Prepare an estimate of expenses required to operate and maintain SLRD's emergency program. • Meet with municipal Emergency Program Coordinators to further evaluate interest and options for future collaboration.
Objective 2 – Asses Risks
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• Continue to research and map risks and vulnerabilities throughout the region, with emphasis on wildfire and flooding. • Develop the SLRD Risk Assessment report for distribution to all communities, perhaps through the SLRD website.
Objective 3 – Mitigate Risks • Develop a summary of mitigation examples by hazard type for consideration throughout the region. Post to the SRLD website. • Support Community Wildfire Protection Programs for high-risk communities within the region. This may include attending meetings and developing grant applications.
Objective 4 – Plan for Response • Coordinate and advise upon the emergency plans created by various departments and emergency services, e.g., fire departments, RCMP, Search and Rescue, and BC Ambulance. • Attend meetings with regional (e.g., Health) and provincial government (e.g., Ministry of Forests) authorities, businesses, and industry in the region to build mutual understanding and collaboration. • Attend regular meetings in communities to deliver public education and to help coordinate response and recovery planning. • Contact and meet with existing Emergency Social Services directors in the region to design a coordinated program that serves regional communities. • Meet with communities to guide the collection of evacuation and resource data. Develop a database of community information.
Objective 5 – Plan for Recovery • Identify potential organizations involved with recovery and develop contact information.
Objective 6 – Equip, Train and Exercise • Coordinate training for all SLRD personnel, including submittal of training requests to the PEP Regional Manager. • Plan and conduct at least one EOC table-top exercise for trained personnel. • Develop a Debrief Report following the exercise to identify lessons learned and recommendations.
Objective 7 – Evaluate and Renew Program • Develop a written report on the status of the SLRD Emergency Management Program for delivery to SLRD Emergency Management Committee and Board of Directors. • Keep Strategic Plan up-to-date.
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The Emergency Management Committee
The SLRD has established an Emergency Management Committee. Members of this Committee will undertake and guide all emergency management activities on behalf of the residents and in full support of the public interest.
The Committee has an important two-part mandate: 1) Capability and 2) Action.
First, it must ensure that the communities within the SLRD service area have the capability to meet each of the seven program objectives. Capability may mean ensuring the personnel, staff-time, information, and funds are available to meet annual objectives. The Committee assesses and maintains the capability, and estimates the financial resources required to support the program on an annual basis.
Second, the Committee bears the responsibility for ensuring appropriate action is taken. Committee members may or may not perform the tasks themselves, but must oversee the effort. Committee members define the scope of a task, assign responsibility to at least one person, arrange for appropriate funding, set a reasonable schedule, and monitor progress to ensure completion. Once the task is complete, the Committee evaluates the task performance and results to verify assumptions.
The Committee has the authority to:
• Coordinate and advise upon emergency plans created by the various municipal and SLRD departments and emergency services. • Advise on expenses required to operate and maintain the Emergency Management Program for the Regional District • Advise on training programs and exercises, and prepare regular public information forums • Guide the development of plans for response and community recovery • Coordinate mitigation, response and recovery plans with municipal, regional and provincial counterparts. • Make recommendations regarding effectiveness of the emergency program to the SLRD Board
A quorum of this Committee will meet at least monthly to ensure steady progress on priority issues. The Committee will be an active and permanent feature of the region. Members of the Committee may be drawn from the following organizations:
• BC Ambulance Service • Communications Volunteers
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• Community Coordinators • Emergency Social Services • Fire Departments • Municipal Emergency Program Coordinators • RCM Police • Search and Rescue • SLRD Board, Administration and Staff
The Emergency Management Committee reports to the SLRD Emergency Program Coordinator. The Emergency Management Committee is authorized to consult outside agencies to provide input on specific emergency management strategies, such as mitigation and response.
Involving other agencies offers the added benefit of cooperation when it comes time to implement protection measures and during response. Personnel who have been involved in developing the plan are more likely to understand the rationale for their actions and support the program with innovation and enthusiasm. These agencies include but are not limited to:
• BC Hydro and Power Authority • BC Ministry of Agriculture, Food and Fisheries • BC Ministry of Forests, Protection Branch • BC Ministry of Public Safety and Solicitor General, Provincial Emergency Program • BC Ministry of Transportation • BC Ministry of Water, Land and Air Protection • Equipment Suppliers • Health Authorities • Telus • Major industries, especially those which may pose a potential hazard • School Boards • Transportation Companies • Volunteer agencies like the Red Cross, St. John Ambulance, local amateur radio clubs, etc.
To steer the entire Emergency Management Program, the Committee maintains a Three-Year Implementation Strategy, with an annual plan for incremental progress.
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Stakeholders and Partners
The SLRD Board recognizes the importance of educating the public, increasing their awareness, and enhancing their support during the emergency management process. The program will provide regular opportunities for public consultation throughout the year, and secure public participation in plan exercises.
Members of the general public play an important role in emergency mitigation, response and recovery. An ongoing education process is essential to the Program's success.
Program Funding
Several elements of the program depend on adequate funding. Without appropriate budgets for specific items and services, the program will fail to meet critical objectives.
The funding anticipated for this program will not cover response or recovery expenses. It is intended to assist in meeting the program objectives detailed in this Guide.
The program anticipates four specific types of funding or in-kind support, discussed below:
General Government Services Fund
Currently (May 2005), the SLRD has allocated $30,000 to the Emergency Management Program from General Government Services.
The Emergency Program Coordinator will be informed by the SLRD of the expected budget available each year. The Committee is responsible for identifying needs, developing budget requests, submitting budget requests to the SLRD for projects, and demonstrating accountability in use of funds.
Joint Emergency Preparedness Program
The federal government offers a grant program for emergency management use that might assist the Committee in meeting its objectives. The program called the Joint Emergency Preparedness Program (JEPP) and is administered at the provincial level through the BC Provincial Emergency Program.
This is a cost-sharing program. The organization applying is expected to provide some funds on a sliding scale. There is no set formula, however, for sharing costs; the percentage to be funded by each level of government is negotiable.
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To apply, the Emergency Program Coordinator submits an application to the PEP Regional Office in Surrey. JEPP applications are processed through the headquarters of the Provincial Emergency Program in Victoria. JEPP applications are considered once a year and must be received by the end of October for projects starting the next year.
The types of projects that have been successful in receiving JEPP funding include the following:
• Formulation of emergency plans • Training and exercises • Public information • Specialized equipment, such as radios and electrical generation systems • Constructing and equipping Emergency Operations Centres (must be fully dedicated to the service) • Hiring of contractors or consultants for assistance in emergency management
JEPP grants are not awarded for wages and salaries of regular employees, nor does it provide for equipment considered part of the normal requirement of operations, such as standard fire-fighting equipment.
All JEPP applications will be prepared or approved through the Emergency Program Coordinator. Use of the JEPP grants should reflect and be coordinated with the Committee's three-year implementation strategy. Application forms and assistance are available through the PEP Regional Office in Surrey, and through the PEP website.
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EOC Management (Director)
Risk Management
Liaison
Information
Operations Planning Logistics Finance / Admin Section Section Section Section
Squamish-Lillooet Regional District
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For the
Squamish-Lillooet Region
Squamish-Lillooet Regional District
May, 2005
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The Emergency Response and Recovery Plan outlines the Squamish-Lillooet Regional District's authority to act in emergencies, and communicates the policies and procedures to be followed. The plan also takes into account the coordination with other organization, both government and private, that may assist the Squamish-Lillooet Regional District (SLRD) during an emergency.
The plan reflects a snapshot of the dynamic planning process and will always be subject to change. This plan is not a final goal for the SLRD; it simply reflects a record of policies, procedures and key information currently under development or already in place.
The key to preparedness and response action is based primarily on continuing training and exercising of all aspects of this plan.
The conventions used in this plan are "shall" and "will." When "shall" is used, it is a required procedure. When "will" is used, it is describing likely events beyond our control, primarily used for the response of other agencies to a given event.
Assumptions used in the planning process include the following:
1. Local and regional services, such as local fire departments, RCMP detachments, BC Ambulance Service, and Search and Rescue teams will provide emergency assistance as first responders. The Plan also assumes these organizations will coordinate and command, with support from the Squamish-Lillooet Regional District Emergency Operations Centre, the specific tactical operations within their respective expertise.
2. The Incident Commander will have authority to coordinate on-scene response activities during a crisis situation, with support from a SLRD Emergency Operations Centre.
3. Members of response organizations, Emergency Social Services, and the Emergency Operations Centre will receive training in the emergency response and recovery policies and procedures for specific incidents.
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Table of Contents
1.0 Introduction ...... 1-1 1.1 Purpose ...... 1-1 1.2 Authorities...... 1-2 1.3 Plan Description ...... 1-2 1.4 Scope ...... 1-2 1.5 Responsibility for the Plan ...... 1-3
2.0 Concept of Operations...... 2-1 2.1 Guiding Principles...... 2-1 2.2 Site Support...... 2-2 2.3 Response Goals ...... 2-3 2.4 Response Levels ...... 2-3 2.5 Decision-Making ...... 2-3 2.6 Risk Management...... 2-4 2.7 Information Flow ...... 2-4 2.8 Recovery ...... 2-5 2.9 After Action Report ...... 2-5
3.0 EOC Facilities ...... 3-1 3.1 Emergency Operations Centre (EOC) ...... 3-1 3.2 Primary and Alternate EOC Locations...... 3-1 3.3 EOC Equipment and Supplies ...... 3-1 3.4 EOC Facilities...... 3-2 3.5 Identification Within the EOC...... 3-4 3.6 EOC Communications ...... 3-4 3.7 EOC Deactivation ...... 3-5
4.0 EOC Organization...... 4-1 4.1 EOC Functions ...... 4-1 4.2 Unified Command in the EOC ...... 4-2 4.3 EOC Personnel...... 4-2 4.4 Outside Agencies in EOC...... 4-4 4.5 EOC Organization Chart...... 4-4
5.0 EOC Notifications...... 5-1 5.1 EOC Activation ...... 5-1 5.2 EOC Staffing...... 5-1 5.3 EOC Notifications ...... 5-2
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 49 of 536 6.0 Response Guidelines...... 6-1 6.1 Declaring a State of Local Emergency ...... 6-1 Introduction ...... 6-1 Steps in Declaring a State of Local Emergency...... 6-1 Checklist for Declaring a State of Local Emergency ...... 6-3 Form for Declaring a State of Local Emergency ...... 6-4 Delegation of Powers Matrix...... 6-5 6.2 Evacuation...... 6-6 Overview...... 6-6 Evacuation Policies...... 6-6 Threats...... 6-6 Three Stage Evacuation Process ...... 6-6 Support for Evacuees ...... 6-7 Where Evacuees Go...... 6-8 Reluctant Evacuees...... 6-8 Evacuation of Pets and Livestock ...... 6-9 Security of Evacuated Areas...... 6-9 6.3 Public Warning ...... 6-11 Public Warning Options ...... 6-11 Languages ...... 6-11 Network Protocol ...... 6-11 6.4 Media Relations...... 6-12 Keeping the Public Informed...... 6-12 EOC Information Officer...... 6-12 Information Centre ...... 6-12 Media Centre ...... 6-12 Safety First for News Media...... 6-13 6.5 Provincial Support ...... 6-14 Introduction ...... 6-14 Requesting Provincial Support...... 6-14 Ministry of Agriculture, Food and Fisheries...... 6-14 Ministry of Community, Aboriginal and Women’s Services...... 6-14 Ministry of Health Services ...... 6-15 Ministry of Human Resources...... 6-15 Ministry of Finance...... 6-15 Ministry of Forests ...... 6-15 Ministry of Public Safety and Solicitor General ...... 6-15 Ministry of Sustainable Resource Management...... 6-16 Ministry of Transportation ...... 6-16 Ministry of Water, Land and Air Protection...... 6-17 Crown Corporations...... 6-17
7.0 Recovery Guidelines...... 7-1 7.1 Purpose ...... 7-1 7.2 Authorities...... 7-1 7.3 Scope ...... 7-1 7.4 Principles...... 7-1 7.5 Recovery Objectives...... 7-2 – iv –
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 50 of 536 7.6 The Recovery Organization...... 7-3 7.7 Partner Agencies in Recovery ...... 7-4 7.8 Recovery Functions...... 7-5 7.9 Members of Recovery Organization and Team ...... 7-6 7.10 Decision-Making ...... 7-6 7.11 Recovery Facilities ...... 7-7 7.12 Funding the Recovery Effort...... 7-7 7.13 Recovery Function Checklists ...... 7-7
8.0 Financial Assistance Guidelines...... 8-1 8.1 Introduction...... 8-1 8.2 Response Costs ...... 8-1 8.3 EOC Procedures ...... 8-2 8.4 First Nations ...... 8-4 8.5 Recovery Costs ...... 8-4
Function Checklists Generic EOC Checklist – For All Functions...... Chk-1 Policy Group...... Chk-2 EOC Director...... Chk-4 Deputy EOC Director...... Chk-8 Management Staff...... Chk-10 Risk Management Officer ...... Chk-10 Liaison Officer...... Chk-12 Information Officer ...... Chk-15 Operations Section Chief ...... Chk-19 Fire Branch Coordinator ...... Chk-23 Police Branch Coordinator...... Chk-26 Ambulance Branch Coordinator...... Chk-29 Health Branch Coordinator ...... Chk-31 Emergency Social Services Branch Coordinator...... Chk-34 Environmental Branch Coordinator...... Chk-37 Engineering Branch Coordinator ...... Chk-39 Utilities Branch Coordinator...... Chk-41 Planning Section Chief...... Chk-43 Situation Unit Coordinator ...... Chk-47 Resource Unit Coordinator ...... Chk-49 Documentation Unit Coordinator ...... Chk-51 Advance Planning Unit Coordinator...... Chk-53 Demobilization Unit Coordinator...... Chk-55 Recovery Unit Coordinator ...... Chk-57 Technical Specialist Unit Coordinator...... Chk-59 Logistics Section Chief...... Chk-60 Information Technology Branch Coordinator ...... Chk-63 EOC Support Branch Coordinator ...... Chk-66 Supply Branch Coordinator ...... Chk-68 Personnel Branch Coordinator ...... Chk-70 Transportation Branch Coordinator ...... Chk-72 – v –
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 51 of 536 Finance / Administration Section Chief...... Chk-74 Time Unit Coordinator ...... Chk-77 Procurement Unit Coordinator...... Chk-79 Compensation and Claims Unit Coordinator ...... Chk-81 Cost Accounting Unit Coordinator ...... Chk-83
Hazard-Specific Plans...... HSP-1 Aircraft Crash...... HSP-2 Atmospheric Hazards ...... HSP-3 Dam Failure...... HSP-6 Flood ...... HSP-8 Hazardous Materials Release...... HSP-10 Landslide ...... HSP-12 Pandemic ...... HSP-14 Seismic Hazards...... HSP-17 Structure Collapse ...... HSP-19 Transportation – Marine ...... HSP-21 Transportation – Vehicle...... HSP-23 Urban Fire – Major...... HSP-25 Utility Failure...... HSP-27 Wildland / Urban Interface Fire...... HSP-29
Annexes Annex A BC Emergency Program Act ...... A-1 Annex B Bylaw ...... B-1 Annex C Agreements ...... C-1 Annex D Forms and Templates...... D-1 Annex E Evacuation Plans ...... E-1 Annex F Contact List ...... F-1 Annex G Resources ...... G-1 Annex H Glossary...... H-1
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 52 of 536 Distribution List
The Squamish-Lillooet Regional District Emergency Program Coordinator maintains a list of individuals and organizations that have controlled copies of the Emergency Response and Recovery Plan (ERRP). Only those with controlled copies will automatically be provided with updates and revisions. ERRP holders are expected to post and record these changes. Revised copies will be dated and marked to show where changes have been made.
Distribution List
Internal Position Title Number of Copies
External Organization and Position Title Number of Copies
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 53 of 536 Squamish-Lillooet Regional District Emergency Response and Recovery Plan
1.0 Introduction
1.1 Purpose The purpose of this emergency plan is to help the Squamish-Lillooet Regional District (SLRD) and community representatives save lives, reduce suffering, protect property, mitigate damage to the environment, and control the economic consequences of emergencies and disasters.
This plan provides the operational guidelines for coordinating response to incidents arising from hazards and risks faced by citizens, employees and visitors to the region.
1.2 The Squamish-Lillooet Regional District Section is authorized under section 6 Authorities (2.1) of the Emergency Program Act (revised 2004) to ensure that local emergency plans apply to all electoral areas within the regional district.
Under Section 6 (3), the Squamish-Lillooet Regional District is also authorized to establish and maintain an emergency management organization to develop and implement emergency plans and other preparedness, response and recovery measures for the electoral areas.
The Squamish-Lillooet Regional District Board is at all times responsible for the coordination of SLRD's emergency response within its boundaries, except when specifically directed otherwise by the Minister of Public Safety and Solicitor General or the Lieutenant Governor in Council under a provincial declaration of emergency.
1.3 Plan This Emergency Response and Recovery Plan provides information and Description guidance for use by members of the SLRD Emergency Operations Centre (EOC) in coordinating response to and recovery from a major emergency or disaster.
The Emergency Response and Recovery Plan (referred to in this document as "The Plan" or the "ERRP") follows the guidelines of the British Columbia Emergency Response Management System (BCERMS) Site Support Coordination Level standard for response and recovery.
The Plan begins with eight descriptive sections as follows:
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1. Introduction Information about the Emergency Response and Recovery Plan, and how it fits with the overall emergency program. 2. Concept of Operations Information on how the EOC works, including decision-making and operations. 3. EOC Facilities A brief description of buildings, facilities, layout, and equipment available for use as an Emergency Operation Centre. 4. EOC Organization Details on the organization and activities of the EOC, including detailed checklists for EOC functions. 5. EOC Notification This section specifies the call-out procedures for emergencies affecting the SLRD. 6. Response Guidelines A series of overview summaries for selected EOC response functions. 7. Recovery Plan Overview of selected SLRD recovery functions. 8. Financial Assistance Summary of steps in securing financial assistance for response and recovery costs.
The Plan also contains eight sets of EOC checklists for staff required to carry out response and recovery functions in the Emergency Operations Centre.
Behind specific tabs, the Plan includes hazard-specific plans containing response and recovery actions, such as wildfire or earthquake.
At the back of the Plan, the user will find a series of annexes with background and reference information, including forms to assist EOC personnel with planning, decision-making, and implementation.
1.4 Scope The plan is intended for implementation only within the jurisdictional boundaries of Squamish-Lillooet Regional District.
The EOC guided by this Plan provides site support only, and does not directly control response activities where there is an Incident Commander. If there is no single site and no Incident Commander, the Plan serves in coordinating response and recovery activities throughout the region.
This Plan does not address emergencies that are normally handled at the scene by first responder departments. Key agencies are expected to maintain response plans that coincide with the provisions of this Plan.
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1.5 Responsibility for keeping this Emergency Response and Recovery Plan is Responsibility shared among key members of the Emergency Management Committee. Primary EOC members are responsible for maintaining their own checklists. for the Plan The SLRD Emergency Program Coordinator is authorized to ensure all agencies and organizations keep the Plan up to date.
In addition, Emergency Program Coordinator responsibilities include: x Assembling all comments and overseeing document revision. x Notifying all plan holders of any changes and providing revised pages or electronic files of the Plan. x Keeping the Electoral Area Directors, the SLRD Board, and the SLRD staff informed on the status of the Plan.
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2.1 Guiding The Squamish-Lillooet Regional District (SLRD) adopts the principles, Principles concepts, and terminology set out in the British Columbia Emergency Response Management System (BCERMS). The guiding principles for response include, but are not limited to, the following:
Management Functions – The SLRD adopts the following primary Incident Command System (ICS) functions:
x Command / Management x Operations x Logistics x Planning x Finance/Administration
The individual designated as the Incident Commander (IC) at an emergency site, or the EOC Director in an Emergency Operations Centre (EOC), has responsibility for all functions. That person may choose to perform all activities, or delegate authority to perform functions to other people in the organization. Delegation does not, however, relieve the Incident Commander or EOC Director from overall responsibility.
Management by Objectives – This principle draws a direct link between policies and actions. “Management by Objectives” calls for four basic steps: 1. Understand SLRD policies and direction 2. Establish incident objectives 3. Select appropriate strategies 4. Perform tactical direction, such as applying tactics appropriate to each strategy, assigning the right resources, and monitoring performance.
Unity and Chain of Command – In ICS, "Unity of Command" means that every individual has a designated supervisor. "Chain of Command" means that there is an orderly line of authority within the organization.
Action Plans – Every incident must have oral or written action plans that provide all supervisory personnel with direction for future actions, including measurable objectives to be achieved.
Operational Periods – Actions are always prepared around a timeframe called an "operational period." The length of an operational period, selected by the Incident Commander or EOC Director, will be based on the needs of the incident, and thus can change over the course of an event.
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Unified Command – The principle of Unified Command is an important feature of ICS and of the SLRD Plan. Unified Command allows key agencies who have jurisdictional or functional responsibility for an incident to jointly develop a common set of incident objectives and strategies. This is accomplished without losing or giving up agency authority, responsibility, or accountability. All incidents where Unified Command is applied shall function under a single, coordinated Action Plan.
Span of Control – Every position in the EOC must monitor others reporting to him or her. Acceptable span of control may vary from three to seven, and a ratio of one to five reporting elements is recommended.
Common Terminology – The SLRD adopts the BCERMS principle of using common terminology in referring to organizational elements, position titles, resources, and facilities.
With this Plan, the Squamish-Lillooet Regional District adopts the Incident Command System for use in response efforts, as part of the British Columbia Emergency Response Management System. In an emergency, the principles of ICS and BCERMS shall be used by all organizations involved in emergency operations, including the following: x On-scene Fire, RCMP, Ambulance, and Search and Rescue x Any SLRD department that may assist in an emergency situation in the region x An SLRD Emergency Operations Centre
2.2 Site BCERMS anticipates response organizations at four levels: Support Site – An Incident Commander oversees site activities, where appropriate.
Site Support – An Emergency Operations Centre, if required, is activated to oversee and coordinate all non-site activities in support of the Incident Commander. This is the focus of the SLRD Emergency Response and Recovery Plan.
Regional Support – If an emergency is very large, a Provincial Regional Emergency Operations Centre (PREOC) may be established to provide support and coordination to one or more EOCs. An EOC normally turns to the PREOC for support when all other resources are exhausted, or when they require coordination that is outside their jurisdiction. The PREOCs serving Squamish-Lillooet Regional District are located in Kamloops and in Surrey.
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Provincial Support – If a PREOC requires support, it requests assistance from the Provincial Emergency Coordination Centre (PECC), located at PEP Headquarters in Victoria.
2.3 Response An SLRD EOC, as with the site response level, supports a prescribed Goals set of response goals set out in priority as follows: 1. Provide for the safety and health of all responders 2. Save lives 3. Reduce suffering 4. Protect public health 5. Protect government infrastructure 6. Protect property 7. Protect the environment 8. Reduce economic and social losses
Squamish-Lillooet Regional District EOC Action Plans shall take these goals into consideration.
2.4 Response This Plan recognizes three levels of potential activation. Levels Level 1 actions reflect events that are normally managed by first responder agencies on a regular basis. However, the EOC may be activated when there is potential for the event to escalate and requires monitoring. There is little need for site support activities and the event will be closed in a relatively short time. The EOC Director should be notified, but may or may not activate the EOC. If activated, relatively few EOC functions are filled, typically the EOC Director, Information Officer, and Planning Section Chief.
Level 2 events are emergencies that are of a larger scale or longer duration and may involve limited evacuations, additional or unique resources, or similar extraordinary support activities. This level requires the EOC Director to notify the management team and to initiate a limited activation of the EOC.
Level 3 events are of large magnitude and/or long duration or may have multiple sites that involve multi-agencies. This level requires the notification of the Squamish-Lillooet Regional District EOC team and activation of an EOC.
2.5 Decision- All decisions made in the Squamish-Lillooet Regional District EOC Making require accurate and timely information, as well as input and consultation from relevant staff members and agencies.
The EOC Director is ultimately responsible for making decisions on behalf of the Squamish-Lillooet Regional District. He or she does this in consultation with the EOC Management Team, Incident Commander(s) and the SLRD Policy Group.
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The EOC Director must carefully assess, evaluate, and prioritize issues requiring decision or approval. Once the decision is made, it must be documented, assigned to applicable functions/positions for implementation, and communicated to all appropriate EOC staff and support agencies. Briefings are commonly used to facilitate the decision- making process.
2.6 Risk Risk management is the process of planning and implementing Management decisions that will minimize the potential for losses to an organization. Squamish-Lillooet Regional District adopts and applies the principles of risk management in emergency response and recovery. The EOC shall incorporate risk management in the development of all Action Plans.
The EOC Director shall ensure that good risk management practices are applied in all incidents throughout the response and recovery organizations, and that every function contributes to the management of risks on behalf of the Squamish-Lillooet Regional District. The EOC Director may activate the management staff position of Risk Management Officer to assist in this function.
2.7 Information Information coming to and from the Squamish-Lillooet Regional District Flow EOC must be managed carefully. BCERMS identifies four types of information:
Management directions must follow the lines of authority established for the response organization. For the local EOC, these lines are represented in the EOC organization chart presented in Section 3. Among the different BCERMS levels, command decisions and priorities are communicated between the Incident Commander and EOC Director, and between the EOC Director and the PREOC Director.
Situation reports are a function most commonly managed through the Planning Section. All personnel must forward incident situation information to the Planning Section. The EOC should compile an amalgamated EOC Situation Report within a reasonable time period from receipt of the situation reports.
Resource requests normally flow from site Incident Commander to the Operations Section of the EOC or directly to the EOC Director. The EOC Operations Section Chief or Director forwards resource requests to the EOC Logistics Section. If needs cannot be met, the EOC Director forwards the request to the PREOC Operations Section or the PREOC Director.
General information may be exchanged among members of a response organization, and BCERMS encourages lateral
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information flow between functions. In addition, a function at one level may wish to exchange information with a similar function one level above or below them. Verifying general information is an important step before taking action.
2.8 Recovery The ability to recover from the physical damage, injury, economic impairment and human suffering of any disaster is a critical element in our emergency program.
One of the key components of effective community recovery is ensuring that all efforts and initiatives are integrated and everyone is aware of the various community recovery activities as they are being carried out.
To meet this objective, the SLRD shall delegate one person as a Recovery Manager in disasters to coordinate support from all levels of government, the myriad of service agencies, and the general public. The Recovery Manager shall consult the Recovery Guidelines (see Section 7).
2.9 After Action The SLRD Emergency Program Coordinator is responsible for ensuring Report that an After-Action Report is prepared on all aspects of emergency response and recovery. In addition, the Emergency Program Coordinator shall ensure that all documented records are complete and available in the event of a public inquiry.
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3.1 The SLRD Emergency Operations Centre (EOC) is a physical facility Emergency designated for the gathering and dissemination of information, and the analysis of the emergency or disaster. It is also the facility in which decisions Operations and policies governing the emergency response are planned and considered. Centre (EOC) The EOC is the centre in which information is collected, evaluated and displayed. The SLRD EOC will make maximum use of available technology and human resources because clear, concise and frequent communication is essential when responding to an emergency.
Above all, the EOC is there to support the site responders. The EOC helps the site organization obtain essential resources, especially people and equipment, and information to help deal with the emergency.
3.2 Primary Primary Site: The SLRD Emergency Operations Centre (EOC) is located at: and Alternate x SLRD Administration Building, Pemberton EOC Locations Secondary Site: If the primary site is unusable as a location for the EOC, the EOC will be convened at one of the following locations, selected by the EOC Director:
x Pemberton Community Centre (former high school)
If the primary site is unusable, the Emergency Program Coordinator will post a notification by person or by sign giving directions to the alternate EOC site.
Where emergencies affect large areas within the SLRD jurisdiction, the SLRD anticipates joint use of municipal Emergency Operations Centres in: x Squamish x Whistler x Pemberton x Lillooet
3.3 EOC The SLRD Emergency Program Coordinator maintains a complete list of Equipment equipment and supplies that are dedicated to use within the EOC. and Supplies Refer to the current EOC Inventory form behind the Logistics tab in this binder.
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3.4 EOC The components of the EOC include: Facilities EOC Component SLRD Building Area Policy Group Meeting Administrator’s Office Room EOC Director Planning Office Risk Management Officer Planning Office Liaison Officer Building Inspector’s Office Information Officer Administration desks Public Information Lines Administration desks Media Briefing Room Board Room, Pemberton White Bldg, or outside in parking lot Operations Section Utilities office, expand to Board Room if needed Planning Section Planning offices Logistics Section Administration desks Communications Utilities offices Finance / Admin Section Treasurer offices
The SLRD EOC consists of the following features: x One meeting room. The main room has a large table for briefings. x One enclosed office serving as a Radio Room, with connection to external antennas. x Separate offices for EOC Director, Planning, Finance / Admin. x Stocked with incidental supplies, paper, pens, etc. x The building is not equipped with auxiliary electrical power.
The following figure illustrates the layout of the EOC if activated at the SLRD offices in Pemberton.
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3.5 To apply the common terminology guidelines of BCERMS, the SLRD EOC Identification adopts the following identification system for EOC facilities and personnel. within the x Green Director and Deputy Director EOC x Red Management Staff x Orange Operations x Blue Planning x Yellow Logistics x Grey Finance / Administration
Identification may take the form of a vest or armband. These identifiers do not prevent any personnel from wearing their agency's insignia or uniform. Signs identifying the location of each EOC function shall also be posted.
3.6 EOC A primary concern of the EOC is the efficient movement, assimilation, and Communi- dissemination of information from the emergency site to the resource managers and to the public at large. Without proper communications, the cations effectiveness of the EOC will be seriously jeopardized.
It may be possible for the Incident Commander to establish a telephone link with the EOC from the site. While this is the most desirable link, it may not be a viable one, depending on the nature of the emergency and possible damage to the telephone system on location.
It is essential that other means of communication, independent of the telephone lines, be established. Some alternative means that may be considered are: x Department Radios, e.g., Fire, RCMP x Radio or cellular telephones x Local ham radio clubs x Messengers, e.g., local bicycle clubs
EOC communications consists of the following elements. Telephone will be the primary means used by the EOC members in communicating with others, with radio as a backup.
Telephone – The EOC has 18 fixed lines, 2 cell phones, and 1 satellite phone. Allocation of cell phones and satellite phone will be determined at time of need.
Fixed telephone lines will be identified for:
x EOC Manager x Information Officer x Operations Chief x Planning Chief x Logistics Chief x Finance / Administration Chief
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Telephone Line Connection in the Board Room – A telephone line connection box has been wired into the SLRD Board Room to allow 10 lines in the following possible combinations:
x 1 outside line with 10 extensions, or x 5 outside lines with 1 extension per line, or x 10 outside lines with no extensions
To Connect: Call Business Phone Line Service at 310-3100 and inform the contact of the number of outside lines and configuration of phones lines/extensions required.
Radio – Future efforts will arrange for multiple channel radio communications and HAM Operators at:
x SLRD EOC x Pemberton Fire / RCMP x Reception Centres
3.7 EOC The SLRD EOC will be deactivated by the EOC Director. Deactivation will Deactivation consist of these steps: 1. Collect and archive all documents, maps, records that have not already been managed by the Documentation Unit. 2. Return all borrowed equipment. 3. Cancel phone service, as appropriate. 4. Itemize all purchased equipment and supplies, and give the list to the Emergency Program Coordinator. 5. Return tables and equipment, and check that everything is working well. 6. Return tables, chairs, and equipment to the pre-disaster conditions. Ensure all borrowed equipment is fully operations. 7. Restock supplies (see EOC facilities). 8. Gather keys to the facility. 9. Clean the EOC facilities. 10. Final readiness check by EOC Director, Emergency Program Coordinator.
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4.1 EOC The first few hours of an emergency or disaster are the most critical. The Functions crisis aspect demands a clear understanding and acceptance by all involved of the response organization at the outset, including these key terms:
Incident Commander – An Incident Commander assumes overall control at the incident site. The Incident Commander sets priorities, develops strategies, selects tactics and assigns tasks to contain the problem. Limitations may be imposed upon the Incident Commander, such as the time available, a lack of sufficient resources, and restricted evacuation routes. However, the Incident Commander is given the widest possible scope to use his or her initiative with minimal jurisdictional restrictions.
The Incident Commander may call upon the Squamish-Lillooet Regional District (SLRD) Emergency Operations Centre (EOC) at any time to provide support, coordination, and policy guidance.
Emergency Operations Centre – The EOC Group is responsible for making operational decisions required to support efficient response to an emergency or disaster. The EOC is activated at this time and staffed to a level that matches the needs of the incident. The size and composition of the EOC may vary according to the requirements of the particular circumstances.
Policy Group – This group may include the SLRD Chair, members of SLRD Board, and administrators who make high level decisions concerning the region's response and recovery. The Policy Group does not have responsibility for direct emergency management at the site during an incident. Two members of the Policy Group shall be accessible to the EOC at all times for consultation during an emergency.
Management – Responsible for overall emergency response and recovery coordination, public information and media relations, agency liaison, and risk management procedures through the joint efforts of regional government departments, service providers, and utilities.
Operations – Responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the Action Plans.
Planning – Responsible for collecting, evaluating, and disseminating information; developing Action Plans and situational status reports in coordination with other functions; maintaining all SLRD EOC documentation.
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Logistics – Responsible for providing facilities, services, personnel, equipment and materials in support of site operations, and for site- support, such as the EOC and Emergency Social Services.
Finance / Administration – Responsible for financial services and other administrative aspects.
The purpose of the EOC is to provide support for the Incident Commander by obtaining resources, maintaining up-to-date information, coordinating activities, and providing the public with information. The EOC also coordinates related activities that are beyond the scope of the Incident Commander, such as large-scale media relations and evacuations.
4.2 Unified Unified Command is an ICS management process that allows organizations Command in and agencies with jurisdictional or functional responsibility for an incident to jointly develop a common set of incident objectives and strategies. Response the EOC on-site may be directed either by single command or unified command from a single on-site incident command post.
Likewise, response coordination during site support at the EOC may involve either single or unified command. This is accomplished without losing or giving up organizational authority, responsibility, or accountability.
Applying unified command in the EOC means that any combination of organizations may work cooperatively to manage the EOC activities. The EOC Director position is filled by two or more members in unified command. For example, representatives from the Ministry of Water, Land and Air Protection and the SLRD may join as co-EOC Directors to help coordinate response to an inland oil spill. The SLRD may join with a municipality in unified command for an incident that affects both municipal and unincorporated lands.
It is the policy of the Squamish-Lillooet Regional District to work cooperatively with other organizations in unified command, where possible.
4.3 EOC EOC personnel and agencies may change throughout the course of an Personnel emergency. Emergency service organizations (Fire, RCMP, Ambulance, Search and Rescue, ESS) may be actively involved at the site during the initial and post impact stages.
During recovery, reconstruction, and renewal, these emergency services will be phased out of direct action and others will become the leading agencies.
The staff for the EOC will be made up of designated SLRD employees, community members, and support agencies representatives who have been trained in advance.
When activated, the titles for the EOC functions shall be as follows:
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Policy Group Member
EOC Director x Deputy EOC Director x Risk Management Officer x Liaison Officer x Information Officer
Operations Section Chief x Fire BranchCoordinator x Police Branch Coordinator x Ambulance Branch Coordinator x Health Branch Coordinator x Emergency Social Services Branch Coordinator x Environmental Branch Coordinator x Engineering Branch Coordinator x Utilities Branch Coordinator x Others, as required
Planning Section Chief x Situation Unit Coordinator x Resources UnitCoordinator x Documentation Unit Coordinator x Advanced Planning Unit Coordinator x Demobilization Unit Coordinator x Recovery UnitCoordinator x Technical Specialists Unit Coordinator
Logistics Section Chief x Information Technology Branch Coordinator o Communications Unit Coordinator o Computer Systems Unit Coordinator x EOC Support Branch Coordinator o EOC Facilities Unit Coordinator o EOC Security Unit Coordinator o EOC Clerical Unit Coordinator x Supply Unit Coordinator x Personnel Unit Coordinator x Transportation Unit Coordinator
Finance / Administration Section Chief x Time Unit Coordinator x Procurement Unit Coordinator x Compensation & Claims Unit Coordinator x Cost Accounting Unit Coordinator
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4.4 Outside Depending on the nature of the emergency, representatives from a number of Agencies in external agencies may participate in the SLRD EOC, including the following: EOC x BC Ambulance Service x BC Hydro x Canadian Red Cross x Ministry of Forests x Ministry of Water, Land and Air Protection x Municipalities x School District x Telus
The function of each representative will be determined by the EOC Director, and may include any position in the EOC Management or General Staff.
4.5 EOC The EOC structure for a fully developed response organization is shown in Organization Figure 4-1. Not every EOC function will be filled in every emergency or disaster. The situation at hand will dictate the functions to be activated. As a Chart minimum, an active EOC requires only an EOC Director. Other functions are staffed as needed.
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Policy Group
Incident EOC PREOC / MROC Commanders Provincial Regional Management Coordination Level Site Level (Director)
Deputy Director Risk Management
Liaison Agency Representatives
Information
Operations Planning Logistics Finance / Admin Section Section Section Section
Fire Situation Information Technology Time
Police Resource EOC Support Procurement
Ambulance Documentation Supply Compensation & Claims
Health Advanced Planning Personnel Cost Accounting
ESS Demobilization Transportation
Environmental Recovery
Engineering Technical Specialists EOC Function
Utilities Chart
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5.1 EOC The activation of the Emergency Operations Centre (EOC) will normally come Activation as a result of a request from the on-site Incident Commander of any first responding agency.
The following positions are delegated the authority to activate the Emergency Operations Centre, in whole or in part: x SLRD Board Chair x Electoral Area Director x SLRD Executive Administrator x Any Incident Commander x SLRD Emergency Program Coordinator or Delegate x Executive Director of the Provincial Emergency Program
A declaration of state of local emergency or provincial emergency is not required to activate the EOC. However, it must be activated once a local or provincial declaration of emergency has been made.
5.2 EOC The SLRD EOC Director will determine appropriate staffing for each Staffing activation level based upon an assessment of the current and projected situation. The EOC Director is authorized to appoint any qualified person to any EOC function, including volunteers, contractors, and personnel from other jurisdictions.
EOC Management Team positions should be filled as a priority by qualified individuals from the SLRD or member communities. Sub-positions within the EOC organization may be filled by qualified personnel independent of rank or agency affiliation.
Initially, all positions may be staffed by the first available individual most qualified in the function to be performed.
While serving in an EOC function, every person agrees to act in good faith and on behalf of the Squamish-Lillooet Regional District.
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5.3 EOC When requested by anyone authorized to activate the SLRD EOC, a Notifications designee will contact the required EOC team members or alternates and advise that they are required to report to the EOC facility.
Consider the following procedures:
Identify Activation Level
Obtain the PEP Task Number by calling PEP Emergency Coordination Centre or the PREOC. Identify the location of the EOC to use depending on risk information at hand. Use the Activation Level Guide (Figure 5-1) to determine the number and functions of personnel to come to the EOC immediately. This is just an initial group; others may be needed later.
Call EOC Personnel
Select at least one person from each EOC function to call. Refer to EOC Staff Options (Figure 5-2). Make the calls (see EOC Contact List Figure 5-3) and record the results on the chart under “Notes.” Continue calls until at least one person is committed for each required function.
Provide thefo l lowing information when ca lling out EOC staff: x Brief description of event x Identity of who authorized the EOC activation x Applicable transportation information (known road closures and/or use of specified routes to take) x Where and to whom to report x Reminder to bring any necessary supplies and reference materials required x Inquire as to estimated time of arrival at the EOC
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Figure 5-1. Activation Level Guide
EOC Activation Example Event / Situation Recommended Staffing Level Small incident involving two or more EOC Director first-responder departments Information Officer x Severe weather advisory One Planning Section Chief x Severe wildfire conditions, long weekend or lightning predicted
Moderate event such as: EOC Director
x Moderate earthquake Liaison Officer
x Major wildfire anywhere in the Information Officer region Two All Section Chiefs x Major wind, ice, or snow storm Branches and Units appropriate to x Marine oil spill situation
x Crash of large commercial aircraft
Major community or regional EOC Director emergency: All EOC functions x Major earthquake Three
x Wildfire in interface zone
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EOC Function
Personnel Policy Group EOC Director Deputy EOC Director Risk Management Liaison Information Operations Coordination Fire Branch Police Branch Ambulance Branch Health Branch ESS Branch Environmental Branch Engineering Branch Utilities Branch Coordination Planning Situation Resources Documentation Advanced Planning Demobilization Recovery Logistics Coordination Information Technology EOC Support Supply Personnel Transportation Finance / Admin Time Purchasing Compensation & Claims Cost Accounting Russ Oakley, Area A X Mickey Macri, Area B X Susan Gimse, Area C X John Turner, Chair, Area D X Susan Cheng, Admin. Clerk XXXXXX XXXX XXXX Kevin Creery, Planning Clerk X X X X X X X X X X X X X X X X X X Paul Edgington, Administrator X XX Marvin Friesen, Building Inspector X X X X X X X X X X Lisa Griffith, Planner XXXXXXX Gail Grigaliunas, Treasurer X X X X X X X Wendy Horan, Waste Reduction Coor. X XXX XXXXXX Nathalie Klein, Utilities Clerk X X X X X X X X X X Suzanne Lafrance, Sr. Accounting Technician XX XXXXX Aletta Larsen, Admin. Asst. X X X X X X X X X X X X X X Arlene McClean, Building/Planning X XXXXXXXXXXXX XX X Allison Macdonald, Mgr. Admin. X X X X X X X X X X Willie Macrae, Planner XX XXXXXXX X Corinne Oberson, Revenue/Utilities X X X X Steven Olmstead, Mgr. Planning XX X X XXXXXXX Vacant, Mgr. Utility Servs. X X X X X X
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For EOC Use Only
Figure 5-3. EOC Contact List
Name Work Home Cell Email As of (mm-yy)
SLRD Office (604) 894-6371 [email protected] May 05
Susan Cheng ext. 221 (604) 894-3658 [email protected] May 05 Admin. Clerk
Kevin Creery ext. 235 (604) 932-8827 [email protected] May 05 Planning Clerk
Paul Edgington ext. 231 (604) 894-5119 (604) 905-8015 trekker @mycoast.net May 05 Administrator
Marvin Friesen ext. 232 (604) 905-8152 [email protected] May 05 Building Inspector
Lisa Griffith (604) 902-2299 ext. 237 [email protected] May 05 Planner (604) 894-0180
Gail Grigaliunas ext. 229 (604) 894-0177 (604) 932-8848 [email protected] May 05 Treasurer
Wendy Horan ext. 236 (604) 905-4667 [email protected] May 05 Waste Reduction Coord.
Nathalie Klein ext. 238 (604) 894-3369 [email protected] May 05 Utilities Clerk
Suzanne Lafrance, Sr. May 05 Accounting Technician
Aletta Larsen ext. 223 (604) 902-1121 [email protected] May 05 Admin. Asst.
Allison Macdonald ext. 230 (604) 894-6992 skyside@canada.com May 05 Mgr. Admin.
Willie Macrae ext. 224 (604) 932-5482 [email protected] May 05 Planner
Arlene McClean ext. 222 (604) 894-6754 [email protected] May 05 Building/Planning
Corinne Oberson ext. 225 (604) 894-6628 [email protected] May 05 Revenue/Utilities
Steven Olmstead ext. 228 (604) 894-1706 [email protected] May 05 Mgr. Planning
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6.1 Declaring a State of Local Emergency
Introduction Section 12 of the BC Emergency Program Act allows local authorities, including the SLRD Board, to declare states of local emergency.
The intent of states of local emergency is to give the SLRD extraordinary powers to prevent, respond to, or alleviate the effects of an emergency or disaster.
The SLRD Board must declare a state of local emergency before ordering the evacuation of persons at risk, or to exercise other powers granted by the Emergency Program Act.
Steps in A number of steps must be completed to declare a state of local Declaring a State emergency. of Local Emergency 1. The SLRD Board must be satisfied that an emergency exists or is imminent in the region. The Board may declare for designated electoral areas within the SLRD jurisdiction, but NOT for individual municipalities within the regional district. Consultation with the PEP Regional Manager or PEP management prior to initiating a declaration is advisable to confirm that the extraordinary powers in the declaration will meet the requirements intended.
2. The SLRD Board makes declaration by bylaw or resolution, or the Board Chair makes declaration by order. Refer to the attached Form for Declaring a State of Local Emergency. Before making a declaration, the Chair must use best efforts to obtain the consent of the other members of the board to the declaration.
3. The Chair of the SLRD Board must identify the nature of the emergency and the part of the region in which it exists or is imminent in the declaration of state of local emergency, and produce a map.
4. The SLRD Board Chair must ensure that the authority to exercise the extraordinary powers granted under the Emergency Program Act is delegated in writing to the appropriate persons and/or agencies. Refer to the Delegation of Powers Matrix form.
5. As soon as practicable after making a declaration, the Chair must convene a Board meeting to assist in directing the emergency response.
6. The Chair must forward (by facsimile), to the Executive Director of PEP, a signed copy of the declaration, a map designating the geographic boundaries, a copy of any publication notice and a copy of any Delegation Order that designates persons or agencies who can apply the
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extraordinary powers on behalf of the SLRD Board.
7. The Board must cause the details of the declaration to be published by a means of communication most likely to make the contents of the declaration known to the population of the affected area.
8. The Board must obtain the approval of the Solicitor General for an extension of a state of local emergency beyond seven days.
9. A declaration of a state of local emergency is cancelled when: It expires after 7 days or after any 7-day extension The Solicitor General cancels it It is superseded by provincial state of emergency, or It is cancelled by bylaw, resolution or order.
If cancelled by bylaw, resolution or order, the Solicitor General must be promptly notified.
10. The Board must publish the details of the termination to the population of the affected area.
Refer to the attached Checklist for Declaring a State of Local Emergency.
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Checklist for Declaring a State of Local Emergency Check 9 Action 1. SLRD Chair and Board are satisfied that an emergency is imminent in an electoral area. Consult with the PEP Regional Manager or PEP management.
The SLRD identifies the nature of the emergency and the part of the region in which it exists. 2. Declarations can be made in two ways: The SLRD Board Chair may verbally declare at state of local emergency and immediately sign a written document of declaration. Before making a declaration, SLRD Chair uses best efforts to obtain the consent of the other Board members. OR The Regional District Board may pass a bylaw or resolution declaring a state of local emergency, using the attached declaration form. 3. The Board Chair ensures that a map delineates the boundaries of the declaration area. 4. The SLRD Chair ensures that authority to exercise the extraordinary powers has been delegated to the appropriate persons using the attached Delegation Order. 5. As soon as practicable after making a declaration, the Chair convenes a Board meeting to confirm a declaration of a state of local emergency by resolution or bylaw. 6. The SLRD Chair forwards (by facsimile) to the PEP Executive Director a signed copy of the declaration, a map designating the geographic boundaries, a copy of a Delegation Order, and a copy of any publication notice.
PEP Executive Director Phone: (250) 952-4918 PEP Regional Mgr. (SW Region): (604) 586-4390 PEP Regional Mgr. (Central Region): (250) 371-5240 PEP HQ Fax: (250) 952-4888 ECC Telephone: (800) 663-3456 ECC Fax: (250) 952-4872
If the PREOC is open and if they have different contact information, the ECC will let the EOC know at the time.
SLRD Chair sends copy of order to the EOC at: Emergency Coord: (604) 894-6371 x 235 EOC Phone: (604) 894-6371 EOC Fax: (604) 894-6526 7. The SLRD Chair immediately causes the details of the declaration to be published by a means of communication most likely to make the declaration known to the population of the affected area (usually through local media). 8. If an extension is necessary, the SLRD Chair will seek the authority of the Solicitor General to extend the term of the declaration beyond seven days, by making application to the Executive Director of PEP. Successive extensions of seven days may be requested. 9. The SLRD Chair must rescind the declaration as soon as the extraordinary powers are no longer needed, publish the notice. The SLRD Chair notifies the PEP Executive Director that a declaration of a state of local emergency has been rescinded. 10. SLRD Board causes the details of the rescinded order to be published by a means of communication most likely to make it known to the majority of the population of the affected area.
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Form for Declaring a State of Local Emergency
Order
WHEREAS [description of hazard and emergency] ______
in [description of area]______; bounded on the: North ______East______South______West______
AND WHEREAS [explanation of on-going or imminent threat to life or property] ______
AND WHEREAS this [description] ______emergency requires prompt coordination of action or special regulation of persons or property to protect the health, safety or welfare of people or to limit damage to property;
NOW THEREFORE:IT IS HEREBY ORDERED pursuant to Section 12 (1) of the Emergency Program Act (RS, 1996, Chap 111) that a state of emergency exists and [short consequence statement] ______in [geographic boundaries] ______; Map is attached showing area where declaration will apply.
IT IS FURTHER ORDERED THAT the Squamish-Lillooet Regional District, its employees, servants and agents are empowered pursuant to Section 13 (1) of the Emergency Program Act to do all acts and implement all procedures that are considered necessary to prevent or to alleviate the effects of the emergency. The positions and organizations are delegated specific extraordinary powers on behalf of the Squamish-Lillooet Regional District, as identified in the accompanying table.
ORDERED by the Squamish-Lillooet Regional District Chair and/or Board this (day)______of [month] ______, [year] 20_____.
(signed) ______Chair of Squamish-Lillooet Regional District Board
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Delegation of Powers Matrix
Under Section 13 of the Emergency Program Act, the SLRD Board as local authority may delegate of the following powers after declaring a state of local emergency:
EOC Delegated Powers Director 1. Acquire or use any land or personal property considered necessary to prevent, respond to, or alleviate the effects of an emergency or disaster. 2. Authorize or require any person to render assistance of a type that the person is qualified to provide or that otherwise is or may be required to prevent, respond to, or alleviate the effects of an emergency or disaster. 3. Control or prohibit travel to or from any area designated within the declaration.
4. Provide for the restoration of essential facilities and the distribution of essential supplies and provide, maintain and coordinate emergency medical, welfare and other essential services in the area designated within the declaration.
5. Cause the evacuation of persons and the removal of livestock, animals and personal property from any area designated within the declaration that is or may be affected by an emergency of a disaster and make arrangements for the adequate care and protection of those persons, livestock, animals and personal property.
6. Authorize the entry into any building or on any land, without warrant, by any person in the course of implementing an emergency plan or program or if otherwise considered by the SLRD Board to be necessary to prevent, respond to, or alleviate the effects of an emergency or disaster.
7. Cause the demolition or removal of any trees, structures or crops if the demolition or removal is considered by the SLRD Board to be necessary or appropriate in order to prevent, respond to or alleviate the effects of an emergency or disaster.
8. Construct works considered by the SLRD Board to be necessary or appropriate to prevent, respond to, or alleviate the effects of an emergency or disaster.
9. Procure, fix prices for or ration food, clothing, fuel, equipment, medical supplies or other essential supplies and the use of any property, services, resources or equipment within any part of the area (designated within the declaration) for the duration of the State of Local Emergency.
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6.2 Evacuation
Overview The SLRD Emergency Planning Committee has developed evacuation plans, under the authority of the BC Emergency Program Act, for moving citizens from areas of risk when necessary for life safety and personal security. The SLRD Evacuation Plan in Annex E contains the procedures to follow for an evacuation alert, order, or all clear.
Authority to Threat Authority to Order Evacuation Order Evacuation, by Dam Failure SLRD Chair and Board Threat Flood SLRD Chair and Board SLRD Chair and Board Hazardous Material, Toxic Smoke Health Authority BC Ministry of Health Landslide / Mudslide SLRD Chair and Board
Major Structural Fire Fire Commissioner
Tsunami SLRD Chair and Board SLRD Chair and Board Wildfire Fire Commissioner BC Ministry of Forests
The ultimate responsibility for requesting an evacuation order rests with the Incident Commander. Responsibility for ordering an evacuation may rest with one of several authorized entities, depending on the type of hazard, including:
Regional District Chair or Board – Section 12 of the Emergency Program Act enables local authorities (municipalities and regional districts) to declare a State of Local Emergency. This allows the head of the local authority for the SLRD (the Board Chair) to order an evacuation of all or part of the SLRD for such threats as flood, landslide, wildfire.
The RCMP has authority for enforcing evacuation orders, but does not order large scale evacuations. The RCMP is authorized to close roadways to protect populations.
BC Ministry of Forests – Section 85 (1) of the Forest Practices Code enables Ministry of Forest officials to require a person to leave an area if the government is engaged in fire control or suppression operations.
BC Ministry of Health Services / Health Authority – Chapter 161, Section 60/62 of the Health Act allows the minister or regional health authority to order evacuations for a specific hazard, such as smoke.
BC Ministry of Public Safety and Solicitor General, Lt. Governor – Section 9 of the Emergency Program Act allows the Minister or Lt.
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Governor in Council to declare a provincial State of Emergency for any part of the Province. This, in turn, empowers the Minister or Lt. Governor to order an evacuation and assume other powers.
BC Ministry of Transportation – Under the Highway Act, Section 23, the Minister of Transportation is allowed to close highways for any disaster for the protection of persons using the highway, or to enable permitted traffic to be handled safely and expeditiously.
BC Office of the Fire Commissioner – Section 25 of the Fire Services Act enables the Fire Commissioner to evacuate a building or area due to threat from fire or explosion.
Evacuation The SLRD recognizes that evacuations may impose a hardship on some Policies members of the local population, particularly businesses on which the area’s economy depends. The SLRD will make every effort to balance the rights of individuals to protect their property and financial values with the community desire to prevent personal injury.
Therefore, it is the policy of the SLRD: x To only order an evacuation when and where lives are threatened and where evacuation could potentially prevent injury and death; x To alert community members of potential evacuation as early as possible and advise on appropriate preparations; x To return evacuees to their homes and businesses as soon as possible, considering all of the hazards they may face. x To arrange for the early return of persons needed to operate essential services or vital businesses in the community, giving equitable opportunities to competing businesses.
Threats The SLRD Emergency Program anticipates seven threat types that could result in a formal (ordered) evacuation: x Dam Failure x Flood x Hazardous MaterialsRelease x Landslide /Mudslide x Major Structural Fire, Toxic Smoke x Tsunami x Wildfire
Three Stage The SLRD has adopted the three-stage evacuation process Evacuation recommended by the Inter-Agency Emergency Planning Council of Process British Columbia. The three phases are: Stage 1 Evacuation Alert A. A consistent format and process which will alert the population at risk of potential need for evacuation, because of the danger and
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that they should be prepared to evacuate the area. This Evacuation Alert may allow for the population at risk to begin an orderly preparation to voluntarily lease the affected area, with a specified time frame. The reality of the situation, however, may require immediate action with very short notice. The ESS Team must be alerted immediately upon a decision to evacuate an area. B. Note: In some instances, an Evacuation Order is immediate and no Evacuation Alert is given.
Stage 2 Evacuation Order A. The population at risk is ordered to evacuate the area specified in a formal written order. This is an order and as such does not allow for any discretionary decision on the part of the population at risk. They must leave the area immediately. B. A statement must be included in all bulletins, pamphlets, warnings and orders that makes it very clear that while the evacuation order is in effect, the area in question will have controlled access, and that an access pass may be required to regain access to the area.
Stage 3 All Clear A. The population at risk is allowed to return to he area previously evacuated, having been advised that the danger has passed. There is the possibility that the danger may re-manifest itself and the Evacuation Order may be reissued.
Support for Regardless of who orders an evacuation, the SLRD has the responsibility Evacuees for offering support services. These services include the following:
Transportation for Those in Need – Arranging to transport persons at risk away from danger, where possible and safe to do so.
Traffic Control – Generally, the RCMP will be responsible for traffic control during an evacuation, under the coordination of the EOC. Regional mutual aid resources may be utilized to assist if necessary. Routes will be determined based on the location of known hazards and using pre-designated evacuation maps.
Road-Side Services – The SLRD Emergency Management Committee has established agreements with road service companies to help keep vehicle evacuation smooth. These include towing services, fuel distributors, and roadside repair.
Food, Clothing, Shelter – Citizens who are removed from danger are encouraged to utilize their own resources in seeking food, clothing, and shelter until such time as an All Clear can be declared. For any evacuee requiring emergency care, the SLRD Emergency Social Services program and partners will provide such assistance.
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Where Evacuees SLRD has identified a number of suitable Reception Centres that will be Go equipped and staffed to receive and care for evacuees. The Emergency Social Services undertakes this responsibility, which is mandated by the BC Emergency Program Act.
When community members are ordered to evacuate, or a number of residents are expected to evacuate their homes voluntarily, they will be advised on the location of active Reception Centres.
Within Jurisdiction – If hazards permit Reception Centres to be safely activated in the region, they may be located at one or more of the following locations: x Squamish x Whistler x Pemerton x Lillooet
Outside Jurisdiction – When hazards do not permit sufficient Reception Centres within the region, the evacuees will be advised to proceed to adjacent centres with whom we have mutual aid agreements for ESS services. These jurisdictions include the following: x Lion’s Bay x West Vancouver x North Vancouver x Cache Creek
Reluctant Regardless of the threat or attempts to encourage voluntary evacuation, Evacuees some residents or business persons may refuse to evacuate when notified. This presents a dilemma for responders in several ways: x Difficult to respond, some options closed. x Increased chance of responder risking life to rescue reluctant x If injured or killed, responders must notify next of kin, can be difficult to find x Concern for liability in perhaps not making threat or requirement for evacuation clear.
SLRD policy in these circumstances, developed by SLRD’s Emergency Management Committee, is as follows: x Initial call for evacuation should clarify the threat at hand, the suggested timing of the evacuation, and the potential consequences of failure to evacuate. x An effort shall be made to identify the number and location of reluctant evacuees to gauge the response. x Those responsible for the evacuation may contact reluctant evacuees a second time if resources permit and personal safety will not be compromised. In this second contact, reluctant evacuees will be:
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x Advised of the imminent threat x Asked if they understand the threat and evacuation order x Asked to provide contact information for their next-of-kin x If children (under age 18) are present, the RCMP have the authority to take them into custody immediately and transport them to the nearest evacuation shelter for care.
Evacuation of Some pet owners may be reluctant to evacuate until they can arrange for Pets and their pets. Likewise, livestock owners will want to arrange to move or Livestock otherwise keep their stock safe during an evacuation. Residents with pets and livestock are expected to adhere to the following guidelines: x Personal and family pets may accompany their owners to the Reception Centres. However, pets will not be allowed to occupy the same space as evacuees. x Owners are requested to bring enough pet food for three days. x Livestock owners are requested to register their stock with the Ministry of Agriculture, Food and Fisheries and make prior arrangements for transportation and stabling, should that become necessary. x Where hazards do not permit an orderly evacuation of livestock, owners are expected to open pens and corrals and allow stock to run free. In such instances, the owners bear responsibility for any loss or damage done by animals, and for retrieving their stock when safe to do so.
Security of The EOC will arrange for perimeter control of the evacuated area when Evacuated Areas an evacuation is ordered. All entry points into an evacuation area will be monitored. RCMP or other trained security representatives will control inbound vehicles and foot traffic. The evacuated area will be patrolled regularly as long as resources are available and it is safe to do so.
Authorization to enter an evacuation area must be obtained from the RCMP at the scene, the Incident Commander, or the Police Branch at the EOC. Any person authorized to enter an evacuation area shall be directed to a specific area where an authorized person will record: x The name and address of the person x Agency or company name, if appropriate x The reason for entry x The time of entry x The time of exit
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6.3 Public Warning
Public Warning The BC Emergency Program Act requires local authorities to "establish Options procedures by which those persons who may be harmed or who may suffer loss are notified of an emergency or impending disaster."
To meet this requirement, SLRD has developed a multi-faceted public warning system, consisting of: x Boats with loudspeakers x Civil Defence Sirens x Use commercial radio broadcasts through network of AM, FM radio, and television stations (e.g., CBC) x Door-to-door visit, with/without information pamphlet x E-mail broadcasts x Fax, broadcast x First responder vehicles with sirens, loudspeakers x General information pamphlets x Helicopters (with Ministry of Forests) x Mobile FM broadcast station x Neighbourhood Telephone Fan-out x Telephoning from Call Centre or EOC x Telephone Special Vulnerabilities x Website by SLRD, PEP, municipalities
The EOC Director, in consultation with others, will consider each option with the emergency situation in mind before selecting the appropriate public warning mechanisms. Languages Public warnings will be provided in English only.
Content The EOC Director, in consultation with others, will develop the appropriate public warning messages. Communication may include: x Nature of the incident x Assembly area, if required x Reception Centre Locations x What to bring (medicine, clothing, personal items, etc.) x Turn off appliances (stove, lights, heaters, etc.) x Do not use the telephone unless you need emergency service x Emergency information telephone number (Call Centre) x Instruction regarding pets and farm animals x Other places to find information (SLRD website)
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6.4 Media Relations
Keeping the The EOC plays a critical role in keeping the public informed during an Public Informed emergency. One important aspect involves a partnership with members of the news media. Local, regional, and national reporters and photographers often work with communities in getting information into the hands of the public in a timely manner.
EOC Information For all emergencies where the SLRD EOC is activated, the Information Officer Officer assists the EOC Director and any Incident Commanders with the information function.
In time of a disaster or major emergency, when the SLRD Emergency Response and Recovery Plan has been implemented, the EOC Information Officer will be the single point of contact for the media and the public.
Media interviews and news releases pertaining to a major emergency or a disaster situation within the region require approval of the EOC Director prior to release. The Information Officer shall establish the procedures for providing: x Media interviews x News releases x Dissemination of public information x Ensuring that media do not enter Reception Centres unless accompanied by an Information Officer representative.
For major emergencies, additional assistance with Information Officer Staff may be available through the province's Temporary Emergency Assignment Management System (TEAMS). Contact PEP for details (1-800-663-3456).
Information An Information Centre serves as a walk-in facility for members of the general Centre public seeking information related to the emergency. It is not intended to meet the needs of the news media.
Unless otherwise ordered, Information Centres are identified at: x Squamish x Whistler x Pemberton x Lillooet
The Information Officer and staff will set up and staff the Information Centre.
Media Centre To support media requests for timely information, the EOC may establish a Media Centre to accommodate media briefings. The EOC Director and Information Officer will determine the best location for a Media Centre, and will consider the use of the Pemberton School.
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Safety First for In performing their duties, media representatives may be exposed to the News Media various risks and unfamiliar hazards.
As with all other aspects of emergency management, safety comes first for media representatives. Under the Workers Compensation Act, the Incident Commander is responsible for the safety of all individuals who are permitted to visit at or are near an incident site. This includes workers of other employers who are visiting the site for their own business, such as news media.
Media representatives are expected to do the following: 1. Notify the Information Officer at the site or at the EOC of any intention to attend the site of an emergency. 2. Wear appropriate personal protective equipment. 3. Remain with an EOC representative and follow safety instructions. 4. Do not fly aircraft within 5 NM at less than 3,000 ft. Check NOTAM.
The Incident Commander has the authority to restrict or limit access to a site, and to correct any unsafe acts. The Incident Commander is expected to: 1. Pay special attention to ensuring that access/egress to the site is safe (traffic control, removal of hazards, evacuation routes). 2. Provide safety information relevant to the site. 3. Communicate and review any site hazards with all media persons. 4. Report to the Incident Commander any unsafe acts. For serious repeat violations, request that the Incident Commander direct the violator to leave the site. 5. Document all discussions with media representatives.
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6.5 Provincial Support
Introduction Agencies that play key roles in the response may have representatives at the EOC. If an agency supports several functions and has only one representative at the EOC, the agency representative should be located at the liaison area. If an agency is supporting one function only, its representative may be located with that functional element.
It may not be feasible for some agencies that have a region-wide response role to provide representatives to all EOCs. Such agencies will likely be represented at the operational area level, most often through the Provincial Regional Emergency Operations Centre (PREOC).
Coordination with agencies that do not have representatives at the EOC may be accomplished through telecommunications, liaison with community organizations that represent several agencies, or involvement of agencies in special multi-agency groups on specific issues.
Requesting Provincial response is coordinated through a PREOC, if their services are Provincial required during a regional emergency. The two PREOCs serving the Support SLRD are located in Surrey and in Kamloops. Requests for provincial assistance should always be made through a PREOC.
In a provincial emergency, the BC ministries may be coordinated through the Provincial Emergency Coordination Centre (PECC), located at PEP Headquarters in Victoria.
The following provides an overview of the types of support services available by selected provincial agencies.
Ministry of Ministry for contagious plant and animal diseases: Agriculture, x Advise farmers and fishers on the protection of crops, livestock and Food and fish stocks in emergency situations. Fisheries x Coordinate the emergency evacuation and care of livestock and/or poultry. x Arrange for the provision of food and potable water supplies. x Identify aquaculture / agriculture facilities. x Liaise with agriculture sector.
Ministry of Through Heritage Conservation: Community, x Provide culture, heritage, and archaeology services. Aboriginal and Women's Through the Office of the Fire Commissioner: Services x Order the evacuation of buildings or areas in connection with an emergency arising from a fire hazard or risk of explosion. x If required, assume the jurisdiction and control of all fire fighting and
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fire prevention services within the province when a provincial state of emergency has been declared.
Through Government Agent and Access Centre: x Provide services available by the government agent and access centre.
Through Aboriginal Services: x Provide technical and liaison services with First Nations.
Through Multicultural Services: x Provide language interpretation and multicultural support services.
Ministry of Through BC Ambulance Service: Health Services x Provide ambulance and attendant services. x Provide occupational health services for monitoring worker health and medical problems.
Ministry of Through the Emergency Social Services Branch: Human x Advise local authorities on ESS services. Resources x Provide funding for ESS clients for food, clothing, shelter, and incidental expenses.
Ministry of Through the Risk Management Branch: Finance x Provide risk management services in respect to possible compensation and liability claims.
Ministry of Ministry for: Forests x Forest fires x Wildland / Urban Interface Fires in unorganized areas
Through the Protection Branch: x Provide Ministry of Forests personnel, equipment, supplies and telecommunications equipment to assist in non-forestry response operations: x Provide electronic communications support in remote areas x Provide field supplies and remote camps x Provide photometric mapping and remote satellite services x Provide resource management / tracking services x Assist in providing food services and accommodation for field personnel.
Ministry of Ministry for coordinating emergency response by provincial agencies, Public Safety including: and Solicitor x Aircraft crashes (Policing) General x Drought and emergency water supply (Provincial Emergency Program) x Earthquakes (Provincial Emergency Program)
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x Public order emergencies (Policing) x Severe storms (Provincial Emergency Program) x Tsunamis (Provincial Emergency Program) x Volcanic eruptions (Provincial Emergency Program)
Through the Provincial Emergency Program Branch (PEP): x Provide 24-hour capability to direct requests from emergency assistance to appropriate municipal, provincial, federal or private sector agencies. x Serve as the point of contact for requests for emergency assistance from and to the Government of Canada. x Organize and administer registered volunteers and temporary workers as requested or detailed in emergency response plans. x Coordinate the emergency response activities of supporting ministries as requested or detailed in emergency response plans. x Advise local governments and provincial ministries/crown corporations on legal matters relating to the preparation and promulgation of emergency orders, regulations, declarations and contractual arrangements. x Provide assistance with claims for financial assistance.
Provide through the RCMP force having jurisdiction: x Prepare, promulgate and implement regulations relating to law enforcement and internal security during emergencies. x Advise local authorities respecting the maintenance of law and order. x Reinforcement of local RCMP services. x Security control of emergency areas. x Traffic and crowd control. x Search and rescue for missing persons (land and inland waters). x Provide Coroner's services including the operations of temporary morgues, identification of the dead and registration of death. x If required, through the Officer Commanding "Emergency" Division, RCMP, assume jurisdiction and control over all RCMP forces in the province when a provincial state of emergency has been declared under the Emergency Program Act.
Ministry of x Provide geographic information services (analysis and mapping) of Sustainable tenures, natural resources, land titles. Resource Management Ministry of Ministry to direct and coordinate provincial flood-fighting operations in the Transportation case of major floods: x Coordinate and arrange for transportation, engineering and construction resources. x Provide and coordinate heavy equipment and services. x Provide road condition reports. x Clear and repair provincial roadways.
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Ministry of Ministry for: Water, Land and x Marine oil spills Air Protection x Dangerous goods spills, discharges and emissions x Landslides, mudslides and debris flows x Dam safety and failures x Major industrial accidents
Minister of Water, Land and Air Protection has the power under Section 5 of the Environment Management Act to declare an environmental emergency.
x Provide professional and technical advice and direction at dangerous goods/pollution spills. x Ensure the proper disposal of hazardous wastes and pollutants. x Assess and monitor air quality. x Provide flood forecasts and bulletins. x Provide technical services to response agencies in the case of minor floods. x Provide flood assessment and planning staff in the case of major floods. x Provide conservation officers to act as special constables to reinforce the RCMP in law and order/traffic duties. x Provide maps, aerial photographs and survey information. x Provide air survey and photo-grammetric services. x Provide dam safety and inspection services. x Ensure legal action and recovery of cleanup costs where appropriate.
Crown In addition to the above services, a number of BC Crown Corporations Corporations may offer specific services during an emergency:
BC Hydro and Power Authority – Electrical power for response facilities and staging areas. BC Ferry Corporation – Marine transportation of equipment and remote accommodation services. BC Land Data – Map, aerial photograph and satellite imagery supply and services. Workers’ Compensation Board – Worker safety advice and support.
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Community recovery refers to the coordination of humanitarian aid to citizens affected by a disaster. This includes attention to the economic and psycho-social recovery of the entire community or region and its inhabitants, including individuals and families, business owners, farm owners, non-profit organizations, and community groups.
The type and magnitude of the specific event will determine the need for community recovery following any emergency or disaster.
7.1 Purpose The purpose of these Community Recovery Guidelines is to set out the concepts of community recovery operations, overall policies, and functional guidelines adopted by the SLRD for consideration in recovery planning and during the recovery period. The intent is to make the recovery process transparent, and to clarify the framework for SLRD partners and for planning teams that may follow. Nothing in the Community Recovery Guidelines should be viewed as prescriptive. There will always be a need to adapt the concepts presented here to the individual situations that may arise following a disaster.
Community recovery activities begin as soon as damage from an emergency event occurs, and may proceed concurrently with response activities.
7.2 Although community recovery requires the cooperation of many government Authorities agencies and non-government organizations, only the SLRD has the legislated responsibility for recovery for Electoral Areas under the BC Emergency Program Act and regulations.
The SLRD is specifically identified as the entity under the Act with authority and responsibility for setting and implement recovery policies. The SLRD will lead the coordination of activities for recovery within Electoral Areas.
7.3 Scope The recovery activities assumed under these Guidelines address any major emergency or disaster resulting in impacts within the jurisdictional boundaries of the SLRD. Recovery begins at the moment of impact, and continues until a formal, coordinated effort ceases to be effective.
7.4 Principles The Community Recovery Guidelines consider the following principles: Control of the Recovery Phase – Losses cannot be controlled by simply allowing things to unfold. Members of the SLRD Emergency Program must step forward to coordinate the many recovery participants in a visible and effective way. In doing so, we intend to forestall the freelancing, duplication of effort, and gaps in recovery services that may otherwise occur.
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A Single Recovery Organization – The SLRD Emergency Program will be the lead agency in defining a single, cooperative recovery effort that will integrate and coordinate available services.
Empowering Individuals – Successful recovery means empowering those affected by a disaster in a way that preserves their dignity, embraces their right of choice, and demonstrates respect for their experience. Recovery team members will serve as advocates for disaster victims and provide assistance to them in accessing aid.
Quick Action, Long-Term Plans – Some recovery needs are urgent. We believe a small amount of help delivered in a timely manner is far more beneficial than delayed services. In addition to quick, targeted action, our recovery team intends to engage the affected community in creative problem solving over the long term.
Transition to Normal Services– It is vitally important that the recovery organization plan for a transition to existing community and regional services. The recovery team will prepare a transition plan in writing for consultation among disaster victims and other community members.
Capturing Recovery Lessons – The recovery period offers an important opportunity to learn what works and what does not within our communities. The recovery teams will capture these lessons by collecting documentation, interviewing recovery personnel and clients, and recording the progress of recovery from the first day of activity.
7.5 Recovery These Community Recovery Guidelines reflect these objectives: Objectives To Reduce Human Suffering – We believe a well-coordinated recovery effort reduces human suffering and directly helps citizens return to normalcy as quickly as possible.
To Protect Community Culture – The entire character of SLRD can be influenced by how well we manage the recovery process. Success in recovery means protection of residents, jobs, and community features, as well as a heightened awareness of community identity.
To Reduce Economic Losses – In combination with individual assistance, recovery also addresses protection of critical businesses and non- government organizations. Recovery can encourage growth in every sector of our regional economy.
To Enhance a Sustainable Community – These Recovery Guidelines reflect our commitment to ensuring a sustainable and resilient communities. This means we support the principle that every person, every business, every institution should be able to withstand future disasters, with enhanced community health overall.
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7.6 The Our community recovery program focuses on the social and economic Recovery recovery of the people, property, and businesses of SLRD, including but not limited to financial aid. Organization To implement the Recovery Guidelines, the EOC Director determines the need for recovery coordination based on the advice of the EOC Planning Section Chief and Policy Group. Subsequently, the SLRD formally establishes a Recovery Team, including a number of appropriate partner service organizations. The overall framework for recovery anticipates a collaborative approach under the leadership and direction of a single Recovery Director, appointed by the SLRD.
The crisis aspect of a disaster demands a clear understanding and acceptance by all recovery organizations at the outset. Key components in the recovery organization adopted by the SLRD include the following:
Policy Group – The Policy Group for the recovery effort is the same SLRD representatives identified as the Policy Group for the response effort. This may include the Board Chair, Electoral Area Directors, and others who will make high level decisions concerning the community's recovery. The Policy Group does not directly manage recovery activities, but may consider and develop overall policies that guide the program.
Recovery Director – A Recovery Director assumes overall responsibility for coordinating the collective services offered to disaster victims on behalf of the Policy Group. The Recovery Director sets priorities, develops strategies, and assigns tasks to partner organizations. The Recovery Director is given the widest possible scope to use his or her initiative with minimal jurisdictional restrictions.
The Recovery Director may call upon the SLRD Emergency Operations Centre (EOC) at any time to provide information and support, but the recovery organization remains separate from the EOC.
Recovery Team – The Community Recovery Team serves as the guidance group for community recovery, based on policy direction from the Policy Group and Recovery Director. This group represents a few selected representatives among the SLRD organization, partner service providers, and other individuals, and operates under the authority of the Recovery Director. The size and composition of the Recovery Team may vary according to the requirements of the particular circumstances.
Recovery Organization – The entire collection of individuals, partners, and collaborative service organizations is called the Recovery Organization.
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Needs Committee – Coordinated recovery services depends on collaboration among available service providers of many descriptions. The Recovery Director will create and authorize a "Needs Committee" to facilitate the matching of clients and resources in an efficient manner. Depending on the types of damage and loss, members of a Needs Committee may include regional and national service providers, as well as local organizations in recovery.
7.7 Partner Our partner agencies include, but may not be limited to the following: Agencies in x SLRD Departments Recovery x Ministry of Human Resources x Canadian Red Cross x Provincial Emergency Program x Salvation Army x St. John Ambulance x Vancouver Coastal Health Authority x Others
Each partner organization has an interest and possesses expertise in a specific area of recovery, and may target their services at different phases of the recovery process. It is the Recovery Director's role to coordinate these services for the benefit of all.
To be effective, each service organization must have a clear understanding of their role, and how they should interact and coordinate with others. These Recovery Guidelines outlines the functions and organization in which each organization may play a part.
7.8 Recovery Recovery operations within the SLRD may require a number of functions, Functions depending on the severity of the damage and extent of impact. In a fully developed Recovery Organization, we anticipate the following functions:
x Recovery Director x Information Officer x Client Coordinator x Recovery CentreStaff x Resource Coordinator x Funds Coordinator x Goods and Services Coordinator x Volunteer Coordinator x Needs Committee Coordinator x Transition Coordinator
Figure 1 illustrates the reporting structure among these functions in a
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Recovery Organization chart.
Policy Group Recovery Function Chart Recovery EOC Director Director
Information Officer
Client Resource Needs Committee Coordinator Coordinator Coordinator
Recovery Centre Staff Funds Coordinator Needs Committee
Goods / Service Transition Coordinator Coordinator
Volunteer Coordinator
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7.9 Members The purpose of the Recovery Organization is to recommend and coordinate of Recovery actions to restore normalcy to areas adversely impacted by the disaster. Organization We have identified members of the larger community who may serve in the and Team recovery organization, as shown in Figure 2.
Function Primary Alternates Recovery Director Wendy Horan Arlene McClean Information Officer TBD Client Coordinator Recovery Centre Staff Resource Coordinator Fund Coordinator Goods and Services Coordinator Volunteer Coordinator Needs Committee Coordinator Transition Coordinator (Select personnel according to skills, abilities and local knowledge and identify them by name)
The table above reflects the structure for a fully developed recovery organization. Not every recovery function or position will be filled in every disaster, or throughout the complete recovery period. The situation at hand will dictate the functions and elements to be activated. As a minimum, an active recovery organization requires only a Recovery Director.
7.10 The Recovery Director represents the SLRD in decisions related to the Decision- recovery organization and how it operates. While endeavouring to build consensus in a cooperative approach, the Recovery Director nevertheless Making holds the responsibility and authority to make decisions that commit the SLRD. The Recovery Director will also keep the Policy Group informed throughout the recovery period, and seek guidance on major policy issues.
7.11 The primary and alternate sites identified for these functions include the Recovery following: Facilities Recovery Team Offices – Member of the Recovery Team need facilities where they can gather to confer on the overall organization. The primary facilities will be at Old Community Centre in Pemberton.
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Media Centre – All news media briefings will be held at the same venue as the SLRD EOC media centre, the SLRD Board Room. While the EOC is active, recovery briefings will be held concurrently with response issues. The alternate media centre is identified as the District of Pemberton White Building.
Recovery Centre – Primary facilities for the Recovery Centre include a location that is readily accessible by the majority of clients. Options include the Old Community Centre in Pemberton.
Public Meetings – Contact with the general public and potential clients will be conducted at a series of public meetings, to be held at the Old Community Centre in Pemberton.
One-Stop-Shop Sessions – As with public meetings, One-Stop-Shop Sessions will be held at the Old Community Centre in Pemberton as the primary option.
7.12 Funding The SLRD anticipates provincial financial assistance for some aspects of the the Recovery recovery effort, under the existing Compensation and Disaster Financial Assistance Regulation. All reasonable efforts will be made to document Effort recovery overtime and expenses committed during recovery.
7.13 This section provides checklists for functions in the Recovery Organization. Recovery It is important to note that not all functions are required for all disasters. Function Also, some personnel could fill multiple functions in the recovery organization. Checklists Only those positions needed to provide effective services should be staffed.
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Recovery Director
Roles: 1. Develop and manage the Recovery Organization based on an assessment of needs and resources. 2. Develop close working relationships with local, regional and national non-government organizations (NGOs), and prepare procedures for collaboration. 3. Keep the Policy Group informed on recovery progress and challenges.
Reports To: Policy Group Main Checklist: 1. Assess the Situation Gather information from other sources, and assess the need for recovery. Determine the initial level of recovery. Set operational periods for regular reporting and decision making (e.g., every 24 hours at first, extended to a maximum of one week). Mobilize appropriate personnel for the initial activation of the recovery effort.
2. Liaise with Service Providers Identify and contact local, regional, and national service agencies and NGOs with recovery roles. Meet with local and national service providers to introduce the Community Recovery Program and to review their roles in recovery. Act as liaison with other disaster assistance agencies to coordinate the recovery process. Gain agreement from all participating agencies to share client information.
3. Develop Recovery Organization Prepare an organization structure to specify how players fit together. Identify the individuals who may serve on the Community Recovery Team.
4. Develop / Approve Action Plans Consult local, regional, and international service providers regarding appropriate actions. Convene at least one Action Planning Meeting in each operational period. Attendance should include all members of the Recovery Team and other key agency representatives.
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Recovery Director
Prepare Action Plans for recovery. Monitor recovery activities to anticipate problems with meeting objectives.
5. Inform Others Establish and maintain contact with adjacent jurisdictions, agencies, and the PREOC, if one has been established. Communicate recovery priorities and objectives to all involved parties. Keep the Recovery Information Officer informed on the overall recovery organization, objectives, and progress. Review and approve recovery information intended for public release. Keep the Policy Group informed on the recovery status, priorities, and objectives.
6. Manage Recovery Facilities Oversee the management of recovery facilities, including any offices, Recovery Centres, and warehouses.
7. Manage the Recovery Team Ensure that the Recovery Team has access to appropriate facilities and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure sufficient alternate personnel are available for key positions. Request additional personnel for the Recovery Organization from the Policy Group and partner organizations, as necessary. Ensure that all Recovery Organization personnel maintain individual position logs and expense records. Monitor the personal needs of organization members, such as stress levels, and arrange for stress counselling services, as required. Function Aids: x Needs and Service Provider Matrix (identifying NGOs by type of service) x Call out list for recovery staff x Position Log x Recovery ActionPlan x Recovery Facility Options
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Information Officer
Roles: 1. Gather information on the recovery program, including progress and challenges. 2. Prepare a communication program for keeping the community informed on recovery progress. 3. Distribute public information on the recovery effort. 4. Keep stakeholders informed on recovery progress and challenges.
Reports To: Recovery Director
Main Checklist: 1. Gather Information Collect and verify relevant information on recovery from a range of sources. Obtain damage assessment maps and other information from the EOC and share with recovery staff. Liaise with the EOC Situation Unit to identify methods for obtaining and verifying significant information as it develops. Work with Information Officers at the EOC(s) and PREOC to ensure consistent information on the recovery effort. Seek assistance from the PREOC for additional Information Officers.
2. Keep the Public Informed (with EOC Information Officer) Develop messages to ensure the public receives complete, accurate, and consistent information on recovery efforts. Include evacuees at ESS Reception Centres. Establish a recovery web site to facilitate the delivery of public information. Ensure that announcements, recovery information and materials are translated and/or prepared for special populations (non- English speaking, hearing impaired, etc.). Establish distribution lists for recipients of all public information releases. Invite community partners (e.g., utilities, affected businesses) to prepare FAQs / Top 10 Questions for immediate distribution via handouts and web site.
3. Facilitate News Media Relations Develop a working relationship with local and regional news media as quickly as possible, in cooperation with the EOC Information Officer.
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Information Officer
Write press releases on the recovery efforts. All media releases must be approved by the Recovery Director. Establish facilities where media briefings may be conducted on recovery issues. Consider collaborating with EOC media briefings, where possible. Coordinate media releases with officials representing other service providers. Develop the format for media briefings in conjunction with the Recovery Director. Coordinate and conduct media tours of disaster areas, upon approval of Incident Commanders and the EOC Director, if active, and of the recovery facilities. Monitor news media broadcasts and written articles for accuracy. Arrange for appropriate recovery staff to answer technical questions from members of the media. Prepare media briefings for elected officials and/or Policy Group members.
4. Facilitate Public Gatherings Conduct one or more public meetings to report on the status of damage information to date, convey what is known about the area of impact, and to collect contact information. Identify the participants in public meetings on recovery. Host One-Stop-Shopping Sessions to bring all relevant agencies and organizations together for easy access by disaster victims. Identify a need for separate public meetings and/or one-stop-shop sessions in selected recovery areas.
Function Aids: x Canned media messages on SLRD recovery activities x Suggested participants in One-Stop-Shop sessions
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Client Coordinator
Roles: 1. Assess the need for assistance to individuals, families, businesses, farms, and the community in recovery from a major emergency or disaster. 2. Supervise the effort to identify specific clients and to manage client information. 3. Develop and manage one or more Recovery Centres to facilitate direct contact with clients.
Reports To: Recovery Director
Main Checklist: 1. Assess Need for Assistance Estimate the overall recovery needs at an early stage. Develop expedient means for identifying the need for assistance with disaster recovery. Develop policies and procedures for direct assistance to disaster victims.
2. Identify Potential Clients Obtain a rapid damage assessment from the EOC Planning Section, using maps that identify individual properties. Collect information on each property from accessible sources, such as property tax roles, BC Assessment Authority information, and school district lists. Obtain ESS registration information from Reception Centres to identify potential recovery clients and their current contact information. Establish a database of client information (see function aids).
3. Manage Client Information Develop methods to record collective needs, including paper forms and a centralized database. Develop a "case management" approach to client services, including central case filing system. Use the case management system and database to track the allocation of specific resources to individual clients. Ensure collected information is shared among recovery partners. Authorize access to the central database. Help the Recovery Director obtain agreement from all partner agencies on sharing client information.
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Client Coordinator
4. Manage Recovery Centre Establish a Recovery Centre as a central clearinghouse of recovery information. Supervise staff in contact with clients, and set out procedures. Register any volunteer staff with PEP for WCB coverage. Be aware of critical incident stress among Recovery Centre staff, and report observations to the Recovery Director. Develop a sign identifying the Disaster Recovery Centre as a SLRD entity. The sign should allow partner NGOs to affix their logos.
Function Aids: x Electronic database for recovery clients, using fields from the PEP damage and needs assessment (refer to PEP website) x Information release waiver
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Recovery Centre Staff
Roles: 1. Work directly with recovery clients in person and by telephone to identify their needs. 2. Assist clients with paperwork and in dealing with insurers.
Reports To: Client Coordinator
Main Checklist: 1. Reach Out to Potential Clients Identify potential clients. Reach out to members of the affected community to let them know of the recovery effort.
2. Interview Clients Interview clients using a standardized questionnaire. Use approved interview forms to record information. Enter client information into database. Interview owners and renters of damaged property to fill recovery database. Request permission to share information among service providers.
3. Assist Clients with Information Assist clients in completing forms. Arrange for an advocate when dealing with an insurance companies, upon request.
Function Aids: x Standardized questionnaire for use in interviewing clients x Waiver for release of client information
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Resource Coordinator
Roles: 1. Assess the resources available for disaster victims. 2. Identify specific service providers and supervise resource information. 3. Develop and manage facilities for receipt of donations.
Reports To: Recovery Director
Main Checklist: 1. Assess Available Resources Estimate the need for donations of all types in terms of quantity and timing. Identify local service providers and assess their capacity for recovery assistance. Identify regional and national service providers that may lend assistance in recovery. Identify non-government organizations (NGOs) by type of service offered.
2. Manage Resource Information Develop methods to record resources as they become available, including paper forms and a centralized database. Use the case management system and database to track the allocation of specific resources.
3. Solicit Donations Identify the need for specific resources. Consult with service providers and others on the need to solicit donations. Solicit donations for 1) Funds, 2) Goods and Services, 3) Volunteers. Issue news releases as appropriate to request donations. Approach community businesses for specific kinds of support.
4. Oversee Donation Management Establish and oversee an organization to manage donated funds through a "Funds Coordinator." (refer to following checklist) Establish and oversee an organization to manage donated goods and services, through a "Goods and Services Coordinator." (refer to following checklist) Establish and oversee an organization to manage volunteers through a "Volunteer Coordinator." (refer to following checklist)
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Resource Coordinator
Register any volunteer member of the donation staff with PEP for WCB coverage. Be aware of critical incident stress among donations staff, and keep the Recovery Director informed.
Function Aids: x Electronic database for resources
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Funds Coordinator
Roles: 1. Develop expedient means of identifying financial resources that may be able to assist clients with disaster recovery. 2. Develop policies and procedures for managing received financial donations.
Reports To: Resource Coordinator Main Checklist: 1. Allocate Immediate Hardship Grants Identify and appoint a small decision-making group to allocate donated funds, including immediate hardship grants Document the criteria applied in allocating donations.
2. Receive and Manage Funds In consultation with other collectors of donations, such as the Red Cross, consider establishing a secure and independent financial account to receive cash donations on behalf of the community's victims. If appropriate, establish a tax-deductible non-profit organization to receive donated funds. Work with the Recovery Information Officer to communicate to the public the fund target, amount received to date, and highlights of large donations. Record all received funds using a centralized electronic database. Manage all donations of funds, working in cooperation with other organizations. Establish methods to demonstrate accountability in the management of donated funds. If donated funds are used for purchases, set a priority for purchase among affected businesses, working with the Goods and Services Coordinator.
3. Manage Fund-Raising Events Consider community events to help raise funds for clients. Identify criteria for working with professional event promoters.
Function Aids: x Canned media messages and advertisements for soliciting donations of funds
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Goods and Services Coordinator
Roles: 1. Develop policies and procedures for managing donated goods and services. 2. Manage all donations of goods and services. 3. Forestall the delivery of unneeded goods.
Reports To: Resource Coordinator
Main Checklist: 1. Identify Suppliers Identify the local suppliers that may supply needed goods. Identify the types of spontaneous donations likely to arrive, based on the type and magnitude of the disaster. Take steps to ensure that only the goods that are needed and in acceptable condition arrive in the community, such as informing contributors of the potential problems with unneeded goods.
2. Receive and Manage Goods Establish a central database to track donated goods and services. Arrange for warehouse space, equipment, and inventory management to control donated goods. Identify and authorize staff to manage the receipt, storage, and cataloguing of donated goods. Coordinate the receipt, storage, and processing of donated goods with volunteer organizations, such as the Canadian Red Cross and the Salvation Army. Record available goods and services using a centralized electronic database or spreadsheet. If more goods are donated to the disaster than needed, consider ways to utilize donations in a way that will enhance ongoing programs and positive community relations.
3. Manage Services Develop means for providing temporary shelter during recovery, including measures to meet housing requirements through donated funds. If requested, establish a system to assist businesses offering special discounts in identifying clients. Arrange for client services and stress counselling.
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Goods and Services Coordinator
Function Aids: x Canned media messages and advertisements for soliciting goods and services x List of warehouse location options, with equipment for donated goods x Warehouse database
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Volunteer Coordinator
Roles: 1. Liaise with community volunteer organizations in acquiring personnel to fill volunteer requests. 2. Develop means to manage convergent volunteers. 3. Organize donated services from volunteers, community groups and private organizations.
Reports To: Resource Coordinator Main Checklist: 1. Acquire Volunteers Identify and establish communication with local volunteer organizations that could help manage convergent volunteers. Issue news releases as needed to request appropriate volunteers. G 2. Manage Volunteers Identify a single location where volunteers can access information on how best to help disaster victims. Register willing volunteers to provide WCB coverage. Assign tasks to volunteer personnel that are appropriate to their knowledge and skills. Track the number of volunteers by type of effort and hours expended. Arrange permission with property owners for volunteers to enter private property, if appropriate. Have volunteers consider and sign waivers to protect property owners from claims. G 3. Acknowledge Volunteers Plan an event and awards to acknowledge the contribution volunteers make to the recovery effort.
Function Aids: x Canned media messages and advertisements for soliciting volunteers x Volunteer Registration Form x Types of volunteers needed in recovery (e.g., an insurance background to act as advocate for victims) x Waiver form to protect property owners from claims by volunteers
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Needs Committee Coordinator
Roles: 1. Establish policies and procedures for matching needs and resources. 2. Ensure an equitable and transparent process in supporting disaster victims. 3. Supervise the process of matching needs with resources for individuals, families, businesses, farms, and the community in recovery from disaster.
Reports To: Recovery Director Main Checklist: 1. Establish Needs Committee Determine who participates in Needs Committee. Establish and supervise a Needs Committee comprised of the available service provider agencies and organizations, under the authority of the Recovery Director. To forestall claims of favouritism, ensure Needs Committee members have no ties or implied links to local, provincial, or federal politics. Set a policy, with transparent criteria, for allocating donations of all types, and involve clients in developing such criteria. G 2. Manage Allocation of Resources According to Needs Ensure access by the Needs Committee to case files and resource lists. Research creative ways to fill needs. Assess opportunities to assist the local economy in recovering from impacts. Determine options to assist owners of small businesses in the community. Develop procedures for matching needs and resources, and identifying unmet needs. Manage client information using a case management system, including documentation of how needs are filled. G 3. Maintain Records r Generate summary reports on the numbers of clients and the status of matching needs with resources.
Function Aids: x List of primary and alternate members of the Needs Committee x Forms that reflect the criteria to consider in deliberating each case
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Transition Coordinator
Roles: 1. Facilitate a smooth transition of recovery services to local and regional providers at the end of the recovery period.
Reports To: Needs Committee Coordinator Main Checklist: 1. Identify Local Service Providers Meet with service providers to confirm their services, and to confirm methods for the smooth transfer of care, including case information. G 2. Prepare a Transition Plan Develop a written plan for transition of services to local organizations, matching the expected ongoing needs with specific service providers in the communities and region. Consider options for donating some collected funds to these organizations during recovery to assist with the increased demand. Discuss the Transition Plan with each client to ensure they understand the services they will continue to receive. G 3. Mark the End of Formal Recovery Effort Mark the end of the formal recovery phase by a public announcement, celebratory event, or other activity that signifies a milestone of closure for all members of the community.
Function Aids: x List of local service providers
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8.1 Under the Emergency Program Act and the Compensation and Disaster Introduction Financial Assistance Regulation, the Squamish-Lillooet Regional District can receive financial assistance for eligible emergency response costs incurred during a disastrous event, and assistance for some post-disaster recovery costs expended to repair or restore public works and facilities that are essential to SLRD operation.
Under this legislation, the Provincial Emergency Program (PEP) is authorized to assist local and regional governments with eligible costs for response and recovery, providing there is sufficient documentation.
8.2 Response Response means all efforts to save lives, reduce suffering, protect property, Costs and other immediate objectives to reduce threats from emergencies. PEP is permitted under the C & DFA Regulation to assist the SLRD with 100 percent of eligible response costs.
The SLRD is expected to pay response costs first, then to submit claims to PEP for processing.
Eligibility for response costs depends on these factors:
Type of Event – Most disasters caused by natural hazards may be considered for financial assistance under BC legislation, including floods, severe winter storms, landslides and mudslides, and some wildfire situations. SLRD economic losses caused indirectly by unexpected events will likely be considered on a case-by-case basis.
Event Size or Magnitude – Most emergency events the SLRD may face will be small in size and require relatively little response effort. The province reserves the right to refuse claims from the SLRD for such events as minor floods or snow storms. Contact a PEP Regional Manager for advice.
Nature of Expenditure – The nature of the response expenditure is an important factor to consider. Only response expenses and staff time over and above normal day-to-day costs are eligible for assistance. Also, eligibility pertains to response costs for efforts needed to preserve public safety related to a specific event.
Contract and Equipment Rates – There are limits on the rates eligible for financial assistance from the province. The province will only assist the SLRD with equipment rental costs to the rates accepted by the province. These rates are published in the Blue Book - Equipment
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Rental Rate Guide, including values for a wide range of heavy equipment. Contracts should also specify either provincial Group 1 or Group 2 rates for meal allowances, travel, and accommodation.
Compensation through Other Means – If the SLRD has access through other means to funds for response expenditures, the province may reduce or forego payment. For example, if the SLRD seeks legal compensation from a person who caused an emergency under the BC Emergency Program Act, the province will account for such claims in calculating the amount of provincial assistance.
Refer to the checklists and aids for the EOC Finance / Administration Section Chief for examples of eligible response costs.
8.3 EOC To be most effective, the Finance / Administration Section of an EOC should Procedures be operating as soon as possible in an emergency that generates SLRD response costs.
From the perspective of an Emergency Operations Centre, the SLRD should undertake four activities to assist with later claims for response costs. These activities include:
Obtain a PEP Task Number – Request a Task Number from PEP, either by telephone to the Emergency Coordination Centre in Victoria, or through a PEP Regional Manager. Every supplier and contractor, all staff members working overtime, and all volunteers should record and reference the PEP Task Number in tracking their hours and costs.
Submit Expenditure Authorization Forms, where required – Prepare and submit an Expenditure Authorization Form (EAF) to the PREOC to confirm eligibility of particular response costs for actions being considered by the SLRD. A blank Expenditure Authorization Form (EOC Form 530) is available in Annex D.
Once an EAF has been authorized by the PREOC, the SLRD is assured the province will provide assistance to the dollar limit identified, as long as the proper documentation is provided with the claim. If circumstances require an increase in the estimate, the EOC should prepare an addendum to the EAF and seek authorization from PEP through the PREOC.
Submit Daily Expense Reports – Prepare a daily expense report and submit it to the PREOC. Use EOC Form 532, available in Annex D.
With the daily totals, the SLRD will also want to record the total cost amount committed to the entire event to date. The EOC Form 534 “Expenditures Event Totals” serves this function, also available in Annex D.
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Submit Resource Requests – Under the BC Emergency Response Management System (BCERMS), the SLRD is responsible for using local resources to fill immediate needs to the greatest extent possible, including any mutual aid that may be available. If locally available resources are insufficient for operational needs, the SLRD may request assistance through the PREOC, using EOC Form 514.
All four activities involve direct communication with the PREOC, as illustrated in Figure 8-1.
PREOC Director
Operations Planning Logistics Finance / Admin Section Section Section Section
Obtain PEP Task Number Expenditure Authorization Form (EAF) Submit Resource Requests EOC Director Daily Expense Report
Operations Planning Logistics Finance / Admin Section Section Section Section
Figure 8-1. EOC Activities That Support Response Expenditure Claims
Once the response phase of an emergency or disaster has passed, the SLRD may seek financial assistance from the province for response expenditures, as summarized in PEP’s Financial Assistance for Response and Recovery Costs, available through the PEP website.
Additional information is available from:
The Compensation & Disaster Financial Assistance Regulation
or
Recovery Office Provincial Emergency Program PO Box 9201 Stn Prov Govt Victoria BC V8W 9J1 Phone: 1-888-257-4777 (Toll Free) Fax: (250) 952-5542
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8.4 First Through an agreement with Indian and Northern Affairs Canada, First Nations Nations groups may claim through PEP for financial assistance in the same manner as for the SLRD. The same requirements for eligibility and documentation apply to First Nations that request financial assistance through the province.
Each First Nations group is required to prepare and submit their own claim to PEP, even if they participate with the SLRD in response. Claiming costs incurred by First Nations groups is not the responsibility of the SLRD, even if they share emergency operations with First Nations groups.
8.5 Recovery Recovery involves efforts to return SLRD facilities and materials to pre- Costs disaster conditions. SLRD Recovery applies to the repair or replacement of structures, equipment and materials that are essential to the SLRD functions and operations.
Under the C & DFA Regulation, PEP is allowed to assist the SLRD with 80 percent of eligible costs required to repair or replace public facilities and materials, after applying a $1,000 deductible to eligible costs per event.
The Emergency Program Act also allows financial assistance for efforts to support community recovery. The SLRD may qualify for up to 80 percent of eligible costs, including efforts to coordinate local organizations and service providers in community recovery.
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 119 of 536 Community Evacuation Data
List of SLRD communities for Evacuation Planning (does not include member municipalities):
South to North Alphabetical 1. Porteau Cove 1. Anderson Lake 2. Furry Creek 2. Birkenhead Lake 3. Britannia Beach 3. Black Tusk / Pinecrest / Cheakamus 4. Ring Creek Canyon / Brandywine 5. Upper Paradise Valley 4. Bralorne 6. Upper Squamish 5. Bridge River Valley / West Pavilion 7. Black Tusk / Pinecrest / Cheakamus 6. Britannia Beach Canyon / Brandywine 7. D’Arcy 8. Whistler - Pemberton Corridor 8. Fountain to Pavilion (including Pear 9. Pemberton Fringe and Kelly Lakes) 10. Pemberton Meadows 9. Fountain Valley (including Hwy 99 from Lillooet boundary to Fountain) 11. Mt. Currie and area 10. Furry Creek 12. Lillooet Lake 11. Gold Bridge 13. Mt. Currie to D’Arcy 12. Gun Creek Rd. 14. D’Arcy 13. Gun Lake 15. Birkenhead Lake 14. Lillooet Lake 16. Anderson Lake 15. Marshall Lake 17. Seton Portage / Shalalth 16. Mt. Currie and area 18. Seton Lake 17. Mt. Currie to D’Arcy 19. Gold Bridge 18. Pavilion Lake 20. Bralorne 19. Pavilion Reserve 21. Gun Lake 20. Pemberton Fringe 22. Gun Creek Rd. 21. Pemberton Meadows 23. Tyaughton Lake 22. Porteau Cove 24. Marshall Lake 23. Ring Creek 25. Yalakom Valley 24. Seton Lake 26. Bridge River Valley / West Pavilion 25. Seton Portage / Shalalth 27. Texas Creek 26. Texas Creek 28. Fountain Valley (including Hwy 99 from Lillooet boundary to Fountain) 27. Tyaughton Lake 29. Fountain to Pavilion (including Pear 28. Upper Paradise Valley and Kelly Lakes) 29. Upper Squamish 30. Pavilion Lake 30. Whistler - Pemberton Corridor 31. Pavilion Reserve 31. Yalakom Valley
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Introduction This Evacuation Plan provides guidance on conducting an evacuation of citizens from high risk areas within the SLRD during an emergency. It assumes the activation of at least one Incident Command Post and an Emergency Operations Centre.
Threats The SLRD Emergency Program anticipates seven threat types that could result in a formal (ordered) evacuation: x Dam Failure x Flood x Hazardous Materials Release x Landslide / Mudslide x Major Structural Fire, Toxic Smoke x Tsunami x Wildfire
Implementation The SLRD Emergency Operations Centre will implement this plan whenever an evacuation is contemplated for any area of the SLRD, outside municipalities.
It is the policy of the Squamish-Lillooet Regional District that: x Evacuations will not be ordered unless required to ensure public safety x Evacuation orders will be rescinded as soon as threats to public safety subside
Steps in This Evacuation Plan follows a step-by-step format based on the flowchart Evacuation presented on the following page.
The Aides contain specific information to support each step in the evacuation planning and implementation.
Although these steps and information are presented in a logical flow, the situation should dictate the activities and order of implementation.
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Figure 1. Steps in the Evacuation Process for the SLRD
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Part I. Decision
Understand Threat References 1 (Incident Commander) Determine the threat type. EOC Contact List
Alert EOC Director to potential for evacuation. EOC Director alerts ESSD. Contact the scientific authority on threat. Annex F Contacts - List of Scientific x When will impact occur? Authorities by Threat Type x How much time until first impact with population x What area will likely be affected? x How quickly will threat develop? x How long will threat last?
Determine impact on life safety, property, environmental, other. Document threat and potential impact
Determine Risk Areas 2 (Incident Commander, Scientific References Authority) Prepare map of three areas: x High Risk x May be Impacted x Low Risk Consider all areas that may be cut off by advancing hazard
Determine distance and direction of threat from affected population (in km, compass point)
Decision: Safer to Evacuate References 3 (Incident Commander) Decide on evacuation, given advice by Annex D Forms and Templates – Decision Scientific Authority. Guide on Evacuation
Coordinate with EOC Director, if EOC activated. If need to evacuation is URGENT, Incident Commander will direct Fire personnel, Search and Rescue personnel, and Community Groups in immediate evacuation, while process continues.
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If No, Announce Alert References 4 (Incident Commander) Confirm authority to issue Alert Section 6.2 of ERRP
Announce Alert and Instructions by way of: Annex D Forms and Templates – Sample x Radio messages Alert Message x Calls to key contacts
If No, Announce Shelter in Place References 5 (Incident Commander) Confirm authority to issue Shelter in Place Annex D Forms and Templates – Decision Guide for Shelter in Place
Announce Shelter in Place and Instructions Annex D Forms and Templates – Sample by way of: Shelter-in-Place Message x Radio messages x Calls to key contacts
Part II. Planning
Authorize Evacuation References 6 (EOC Director to Coordinate) Contact authority to issue Evacuation Section 6.2 of ERRP Order Follow steps in legal evacuation order Section 6.2 of ERRP Annex D Forms and Templates – Form for Declaring a State of Local Emergency Annex D Forms and Templates – Sample Evacuation Message Inform SLRD EOC of order Annex F – Contacts Inform PEP Regional Manager, ask for PEP Task Number, if needed
Assess Population to be Evacuated References 7 (Planning Section of EOC) Use Community, census information to Annex E – Community Evacuation Data estimate number of evacuees, number of needy, number of animals, special considerations
Identify parks, resorts that may have difficult egress
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Identify Routes References 8 (Police Branch of EOC) Identify evacuation routes, bypass routes, Map of Area Routes emergency vehicle access routes Identify marine / aircraft evacuation pick-up Map of Marine / Aircraft Evacuation Points points, deposition points to use Determine where boats will pick up and go Map of boat pickup and delivery points for this emergency Prepare Evacuation Route Map for Incident Base Map, electronic version for public viewing
Use different colour pens to highlight: x Evacuation routes x Emergency Vehicle Routes x Safe Zones x Marine / Air pickup points
Prepare electronic version of map
Use base maps to hand-draw evacuation zones and routes for photocopy and fax or handout: x Evacuation Area x Reception Centres x Routes x Time / Date
Do not use colours, will not fax well
Activate Reception Centres References 9 (ESS Director) Map locations of Reception Centres by List of Reception Centres name, contact, route instructions
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Part III. Implementation
Announce Order and Instructions References 10 (Police Branch, Information Officer) Determine methods for public warning, Section 6.3 – Public Warning Options selecting one or more methods.
Assess the time needed to implement each method and time to impact. Record factors in the decision. Develop instructions Annex D Forms and Templates – Evacuation - When to go Order Sample Message, Brochure - Where to go - Route to take - What to take EOC Director must approve instructions. IF Community Telephone Fan-out Alert Community contacts, provide Annex E - Community Evacuation Data essential information. IF Telephone from Call Centre or EOC Information Officer sets up Call Centre for Section 6.3 – Call Centre Plan public information. Alert 9-1-1 Centre of potential for calls from those needing transportation. IF Radio Broadcasts Fax order and instructions to all media Annex F – Media contact information outlets: Order Maps Press Release IF Telephoning Special Vulnerabilities Contact special vulnerable populations Annex E – Community Evacuation Data (e.g., institutions). IF Vehicle Siren and Loudspeaker Use three (3) five-second blasts of the siren while on the "YELP" setting. Use maximum volume on PA system. Proceed slowly to maximize notification. Initiate notification at the beginning of each block and each 50 metres after. Once each assigned grid is complete, report completion to the Evacuation Branch. IF Door-to-Door Assemble teams Annex D Forms and Templates – Door-to- Prepare maps and communications for Door Crew Instructions
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Announce Order and Instructions References 10 (Police Branch, Information Officer) teams Teams inform residents door-to-door Teams deal with reluctant evacuees
Deploy Response Personnel for Traffic 11 Control, Transportation References (Police Branch, Incident Commander) Assemble teams Prepare equipment, maps and communications for teams. Determine means of communication between site personnel and Incident Commander, and with EOC.
Control Traffic References 12 (Police Branch) Staff control points Access emergency fuel sources Annex C – Agreements Arrange for towing services at key locations Annex C – Agreements
13 Transport Needy References Provide buses Annex C – Agreements Provide medical transportation, working Annex C – Agreements with health care facilities Develop procedures for cages and Annex C – Agreements handlers, transport, destinations
Monitor Evacuation References 14 (Police Branch) Sweep evacuated areas, if time permits SAR teams will report to Police Branch counts of properties where: x House has been visited. No one home. Should be revisited. x Notice given to evacuate and occupants agree to do so x Occupants have evacuated x Occupants refuse to evacuate Receive reports from control points Receive reports from Reception Centres on number of people, other registrations
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Establish Site Security References 15 (Incident Commander) Staff control points Patrol evacuated areas Ensure security of Reception Centres Issue permits if Incident Commander Annex D Forms and Templates – Entry approves temporary site visits Passes Inform news media, other outlets
Part IV. Return
Issue All Clear References 16 (Authority That Ordered Evac) Issue All Clear upon advice of Scientific Annex D Forms and Templates – Decision Authority, Incident Commander, EOC Guide on All Clear Director, and Policy Group Annex D Forms and Templates – Form – Declaration of All Clear Inform EOC Call Centre Annex D Forms and Templates – Sample messages Prepare and issue media announcements Annex D Forms and Templates – Sample messages Use Website to inform evacuees Annex D Forms and Templates – Sample messages
Facilitate Re-Entry References 17 (Police Branch) Remove site hazards on public property Issue hazard warnings to returning Annex D Forms and Templates – Policy on evacuees Returning Evacuees, Sample messages
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 128 of 536 Evacuation Info: _Anderson Lake______
General Location: All residential properties on Anderson Lake, not including Seton Portage or D’Arcy
Approx. 6 year-round residents, plus _150__ transient in summer Population: Area includes residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 20 pets Animals: About _40__ commercial animals Special Facilities: Ponderosa Ranch
First Nations: _0 IRs within community Distances from Community to Reception Centres in Adjacent Communities
To Lillooet 65-95 km To Pemberton 45-75 km To Whistler 80-110 km To Squamish 135-165 km
Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet D’Arcy Docks Lillooet/Pemberton Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door by car and boat 3. News Media
Evacuation Personnel Fire: Nearest Fire Department – Seton Portage , 6 members; Birken; Pemberton
Police: Nearest RCMP Detachment - Lillooet _7_ members; Pemberton 20 members
Ambulance: Nearest BC Ambulance Service Station Pemberton ___ members; Pemberton
Search and Rescue: Nearest SAR – Lillooet, and District Rescue Society 7 members Evacuation Routes Roadways: Douglas Trail (Highline Rd.) NE to Seton Portage or SW to D’Arcy
Rail: Nearest CN/ BCR rail station in Seton Portage or D’Arcy (west side of lake)
Aquatic: Anderson Lake and Seton Lake Nearest commercial airfield – Pemberton airfield or Lillooet airport Air: Helipads at: Pemberton airport or Lillooet airport
Safe Areas: Ponderosa Ranch News Media for Evacuation Messages Whistler Question: (604) 932-5131, or [email protected] Newspapers: Pique Newsmagazine (Whistler): (604)-938-0202, or [email protected] Bridge River Lillooet News: (250) 256-4219, or [email protected] N’Quatqua Radio CFNB 97.5 FM (D’Arcy) Radio Stations: CBC AM, 990 (Shalalth) Television: BCTV
Date Information Last Updated:_February, 2009 Updated By:_Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 129 of 536 Evacuation Info: _Anderson Lake______
Community Contacts Name Type Home Tel Cell Email Ponderosa Ranch Fan Out
Gary McDonnell(ALRA) Fan Out 604-932-6322 604-988-4165 Ian & Ann Robertson (Fire Fan Out 604-452-3522 [email protected] Warden) Mike & Barb Morely Fan Out 604-452-0050 UHF/CB (Resident Fire Warden)
Date Information Last Updated:_February, 2009 Updated By:_Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 130 of 536 Evacuation Info: Black Tusk and PineCrest
General Location: 15 min south of Whistler, Creekside; 35 min north of Squamish;
Approx. 250 year-round residents, plus _250 transient on weekends, in summer Population: Area includes 175 residences Some seasonal residents need transportation in case of evacuation Need Transportation: Not everyone in the community has vehicles About 50 pets Animals: About ___ commercial animals Special Facilities: Community Centre at south end of Black Tusk
First Nations: ____ IRs within community Distances from Community to Reception Centres in Adjacent Communities
To Lillooet ___ km To Pemberton ___ km To Whistler 20 ___ km To Squamish 29___ km
Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Black Tusk Fire Hall Whistler Clubhouse Spring Creek Elementary Preferred Alerting Methods 1. Civil Defence Siren 2. Siren with PA system on the Fire 3. Door to door method using SAR (setup thru Vancouver 911) Command vehicle (Whistler Brad Sills) Evacuation Personnel Fire: Nearest Fire Department – Garibaldi Fire Dept. 65 Garibaldi Dr. B.T. Village) members
Police: Nearest RCMP Detachment - (location), ___ members
Ambulance: Nearest BC Ambulance Service Station - Whistler, ___ members
Search and Rescue: Nearest SAR – (location), ___ members Evacuation Routes South – Hwy 99 to Squamish Roadways: North – Hwy 99 to Whistler
Rail: Nearest CN/ BCR rail station in (location)
Aquatic: Local small lake Nearest commercial airfield – Whistler and Squamish Air: Helipads at: (location) Safe Areas: Community Centre News Media for Evacuation Messages Whistler Question Newspapers: Pique Newsmagazine (Whistler) Mountain FM, 104.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Television: BCTV
Date Information Last Updated: Sept. 11/07_____ Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 131 of 536 Evacuation Info: Black Tusk and PineCrest
Community Contacts Name Type Home Tel Cell Email Jim Watson(Mngr. BT & PC Black Tusk 604.932-5733 [email protected] Estates) Comm. Hall Nelson Bastien (BT) Special Facility 604.932-3279 604.905-8455 [email protected]
Dave Shefley (BT) Fan Out 604.905-2422 604.671-6422 [email protected]
Joe Mooney (PC) 604.932-1235 [email protected] Doug & Diane McDonald 604.932-5280 [email protected] (BT) Sandy Feteni (Black Tusk) Call Out 604-932-2066 604-902-2821 [email protected]
PC mostly tenants
BT mostly O/O
Sea to Sky Other Facilities in the area: Michiko or Ron [email protected] Retreat Centre Brew Creek www.brewcreeklodge.com 604-932-7210 Lodge [email protected]
Date Information Last Updated: Sept. 11/07_____ Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 132 of 536 Evacuation Info: _Bridge River Valley (Xwisten)
General Electoral Area A Location: Evacuation Area: Bridge River / ‘Xwisten I.R. No. 1 & I.R. No. 2, all other residences Approx. 180 - 200 year-round residents, plus additional _120_ transient in summer Population: Area includes 95 residences Approx. 5 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 200 pets Animals: About 50 back-yard animals 5-6 homes with chickens About 30 commercial animals Horses 15 Special Facilities: None, will go to Lillooet
First Nations: 5 IRs within community: Bridge River (‘Xwisten) I.R. No. 1, and Bridge River I.R. No. 2 Distances from Community to Reception Centres in Adjacent Communities To Lillooet 10-35 ___ To Whistler ___ To Pemberton ___ km To Squamish ___ km km km Community Facilities Incident Command Public Meeting Emergency Ops Centre: Reception Centre: Post: Place: Lillooet Lillooet Lillooet Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Nearest Fire Department –Lillooet Fire Department, 26 members, Fire Chief (250) 256-1613 Fire: M.O.F. Lillooet Protection Zone (wild land fires only)Xwisten have VFD w/trailer and fire hose
Police: Nearest RCMP Detachment - Lillooet, 7 members
Ambulance: Nearest BC Ambulance Service Station - Lillooet, ___ members
Nearest SAR –Lillooet & District Rescue Society (rescue only), 6-8 members, Contact: Max Search and Rescue: Paulhaus 250-256-0661 Evacuation Routes Roadways: Road 40 to Lillooet
Rail: Nearest CN/ BCR rail station in Lillooet
Aquatic: Air: Nearest commercial airfield – Lillooet. Open field for Heli pad
Safe Areas:
Newspapers: Bridge River Lillooet News. The Stl’atl’imx Runner (Monthly issue)
Radio Stations: Lillooet Radio Station. The administration building has satellite and internet
Television: Satellite TV only Date Information Last Updated:_February, 2009 Updated By:__Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 133 of 536 Evacuation Info: _Bridge River Valley (Xwisten)
Community Contacts Name Type Telephone Cell Email Susan James 250-256- 250=256-7951 Fan Out [email protected] Lillooet Tribal Council 7523(w) (H)
Date Information Last Updated:_February, 2009 Updated By:__Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 134 of 536 Evacuation Info: Britannia Beach
General Location: 1km south of District of Squamish boundary. 12 km north to downtown Squamish;
Approx. 300 year-round residents, plus 10 transient in summer Population: Area includes 110 residences Approx. 15 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 200 pets Animals: About _0__ commercial animals Special Facilities:
First Nations: No IRs within community Distances from Community to Reception Centres in Adjacent Communities To Squamish 10 km To Lillooet ___ km To Pemberton 100 km To Whistler 70 km To Vancouver 53 km Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Top of Plateau Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. Museum alert system (Horn)
Evacuation Personnel Nearest Fire Department – (Britannia Beach) 604-896-2480 (22members); Fire: Tony Paquette, Fire Chief Police: Nearest RCMP Detachment - (Squamish), 36 members; 7 aux. members
Ambulance: Nearest Ambulance Station – Squamish, _4__ members also Lions Bay
Search and Rescue: Nearest SAR – (Squamish), 43 volunteer members Evacuation Routes
Roadways: North or South on Hwy 99 plus marine with dock facilities
Rail: Nearest CN/ BCR rail station in (Britannia Beach)
Aquatic: Pacific Ocean Nearest commercial airfield – (Brackendale) Air: Private airfield at - , grass for light aircraft only (location) Helipads at: West side of highway by water front Safe Areas: Numerous areas at 829 Upper Crescent (Debbie Ross) 233 Minaty Lane (Lynn Cook) News Media for Evacuation Messages Whistler Question, Pique Newsmagazine (Whistler), Squamish Chief, Copper Pages Newspapers: (quarterly)
Radio Stations: Mountain FM, 104.5
Television: BCTV, Global TV, CBC - Satellite
Date Information Last Updated:_Sept. 11/07_ Updated By:_Beryl Taylor____
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 135 of 536 Evacuation Info: Britannia Beach
Community Contacts Name Type Home Tel Cell Email Emergency Ambulance 604.892-5422 Contact Emergency 604-898-9666 Fire Contact 604-892-3082 Emergency RCMP 604.898-9611 Contact
David Rector EPCOR 604-232-2233 604-839-6673 [email protected]
Jerry Bordian(Developer of Community 604-331-6018 604-250-1215 [email protected] Ocean Front) Hall John (Pres. BBCA) Debbie Emergency 604-896-1608 [email protected] Ross Contact Vol. Fire George McLaren, BBFD 604-896-2459 [email protected] Fighter Jane Iverson Fan Out 604-892-6366 [email protected]
Kirsten Clausen(BCMM Emergency 604.896-2233 [email protected] Curator) Contact Ext224 BBFD Acting Lance Iverson 604-896-8805 [email protected] Chief Pres. Fire Lane Boyd 604-890-0055 [email protected] Serv. Assn. Linda Szostak 604-896-2221 (Postmistress)
Madson, Christian EPCOR 604-232-2235 604-250-8028 [email protected]
Emergency Maurice McNeill 604.896-2342 [email protected] Contact 604.896-2434 604.898-2117 [email protected] Pam Tattersfield Fan Out
V.Pres. HSFS Ron Nicholls [email protected] Assn. Sec. HSFS Ruth Norton 604-896-0233 [email protected] Assn. Tony Paquette Fire Chief 604.896-2480 604.892-7912 [email protected]
Date Information Last Updated:_Sept. 11/07_ Updated By:_Beryl Taylor____
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 136 of 536 Evacuation Info: Britannia Beach
Community Contacts Name Type Home Tel Cell Email
Date Information Last Updated:_Sept. 11/07_ Updated By:_Beryl Taylor____
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 137 of 536 Evacuation Info: _Fountain to Pavilion__
General Hwy 99 from the Fountain Valley (boundary for this area uncertain) to Pavilion Lake; includes Location: Pavilion-Clinton Rd. north to Pear and Clear Lakes at northern SLRD boundary Approx. 0 year-round residents, plus 20 transient in summer Population: Area includes 2 residences plus cabins Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About pets Animals: About ___ commercial animals Community Centre; W. Pavilion-no phones-radio telephone-outgoing only-satellite phone and Special Facilities: internet __1_ IRs within community Ts;Kw’aylaxw Band (Pavilion Band); approx. 85 First Nations First Nations: residents; approx. 25 residences Distances from Community to Reception Centres in Adjacent Communities To Lillooet 44 km To Pemberton 144 km To Whistler 179 km To Squamish ___ km
Community Facilities Emergency Ops Centre: Reception Centre: Incident Command Post: Public Meeting Place: Lillooet Ts’Kw’aylaxw Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Fire: Nearest Fire Department – Lillooet , 20 members. Lillooet Protection Sone (wildland fires)
Police: Nearest RCMP Detachment - Lillooet, _7__ members
Ambulance: Nearest BC Ambulance Service Station - Lillooet, ___ members
Search and Rescue: Nearest SAR – Lillooet & District Rescue Society; 7 members Evacuation Routes Highway 99 east to Cache Creek/Kamloops; Highway 99 SW to Lillooet; Pavilion-Clinton Rd. Roadways: north to Clinton Rail: Nearest CN/ BCR rail station in Lillooet
Aquatic: N/A Nearest commercial airfield – Lillooet Airport Air: Private airfield at - , grass for light aircraft only (location) Helipads at: Lillooet Airport Safe Areas: Ts’Kw’aylaxw (Pavilion) Community Centre News Media for Evacuation Messages Newspapers: Bridge River Lillooet News: (250) 256-4219, or [email protected]
Radio Stations: CBC AM- 860 (Lillooet) CBC FM- 98.7 (Lillooet)
Television: BCTV, Global, CBC
Date Information Last Updated: February, 2009. Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 138 of 536 Evacuation Info: _Fountain to Pavilion__
Community Contacts Name Type Home Tel Cell Email 1-800-669- Band Office Fan Out 250-256-4204 1955 Fisheries Tom Grantham 250-256-7700 [email protected] Officer Howard Bob Fan Out 250-256-4204
Fan Out
Fan Out
Special Facility
Date Information Last Updated: February, 2009. Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 139 of 536 Evacuation Plan: Fountain Valley
Population Location: Non Native
About 55 non-Native residents, plus 50 transient in summer. Population: About 300 Native residents, plus 60 transient in summer. About ? residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 50 pets in community Animals: About 10 commercial animals Horses Special Facilities: Band Hall, Community Office on IR, Health and Fire buildings
First Nations: IRs within or adjacent to community: 3 Distances from Community to Reception Centres in Adjacent Communities To Pemberton140-150km To Lillooet 45-50 km To Whistler175-181km To Squamish ___ km (summer), ___ km ( winter) Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Band Hall Band Hall Band Hall Preferred Alerting Methods
1. Telephone Fan Out 2. Door-to-Door 3. News Media Evacuation Personnel for Door-to-Door Fire: Nearest Fire Department – Fountain Valley, 8 members.
Police: Nearest Police Detachment Stl’atl’imx Tribal Police, _6__ members & Lillooet RCMP
Search and Rescue: Nearest SAR – Lillooet & District Rescue Society _7__ members Evacuation Routes To the north: Fountain Valley Road/Fountain Creek Rd to Hwy 12 – F.C. Rd to Kirbys Flat Rd Roadways: to Hwy 12 To the South Fountain Valley Road to Hwy. 99 North and South Rail: Nearest CN/ BCR rail station at (location)
Aquatic: 1. Kwatlemo Lake (FV Lake) Non native. 2. Cinqufoil Lake. 3. No name Lake Nearest commercial airfield at: Lillooet Air: Nearest Helipads at: Private fields, grass for light aircraft only Safe Areas: Band office News Media for Evacuation Messages Newspapers: Bridge River Lillooet News. The Province. The Sta’lm Runner 2x per month
Mountain FM, 104.5 Kamloops CIFN Radio Stations: CBC AM, 1240 CBC FM, 106.1
Television: BCTV
Date Information Last Updated: February, 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 140 of 536 Evacuation Plan: Fountain Valley
Community Contacts Name Type Home Tel Cell Email Ed Mountain Emergency 250-256-4800 Admin Xaxli’p Reserve Contact Emergency Denise / Tom Grantham 250-256-7770 [email protected](around FV Lake) Contact Isaac Adolph
Notes:
All residents are protected from groundfires. Fuel Mitigation work is complete for this area.
Date Information Last Updated: February, 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 141 of 536 Evacuation Plan: Furry Creek
Population Furry Creek lies north of Lion’s Bay, north of Porteau Cove, adjacent to the Sea-to-Sky Highway 99. Location: Two residential centres, at Oliver’s Landing to the north and on the west side of the highway, and ‘The Uplands’ to the south and on the east side of the highway. About 249 year-round residents, plus _70 temporary year round residents. Area 1 –Olivers Landing 124 year round residents, Area 2 The Uplands 125 year round Population: Includes 35 in each area who are temporary. (est. to increase by approx. 25 in 2010) Furry Creek Golf Club in the summer No residents indicate a need for transportation in case of evacuation Need Transportation: All have access to vehicles. About 80 pets in community Animals: No commercial animals Special Facilities: Furry Creek Golf Club and Recreation Centre at Oliver’s Landing
First Nations: No IRs within community
Distances from Community to Reception Centres in Adjacent Communities
To Whistler 75 km To Squamish 20 km to Lion’s Bay 18 km To West Vancouver 38 km Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Furry Creek Golf Club Squamish Olivers Landing Rec Centre Furry Creek Golf Club Preferred Alerting Methods
1. Telephone Fan Out 2. Door-to-Door 3. News Media Evacuation Personnel for Door-to-Door Nearest Fire Department – Britannia Beach with 18 members (distance from BB to furthest Fire: house south is 0.6 km
Police: Nearest RCMP Detachment - Squamish, 36 members, and 7 auxiliary
Search and Rescue: Nearest SAR – Squamish, 43 members Evacuation Routes Sea-to-Sky Highway divides community Roadways: Community road links community with Lion’s Bay to the south Rail: Nearest CN/ BCR rail station at Squamish
Aquatic: Boat docks at Furry Creek Nearest commercial airfield at: Vancouver – Richmond YVR Air: Helipads at: Golf Course (GPS coord?, Squamish Hospital GPS coord.?) Squamish Airport Safe Areas: Furry Creek Golf Club and Oliver’s Landing Recreation Centre
News Media for Evacuation Messages Whistler Question Newspapers: Pique Newsmagazine (Whistler) and Squamish Chief, Furry Creek Community Association website Mountain FM, 104.5 /d 107.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Date Information Last Updated: April 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 142 of 536 Evacuation Plan: Furry Creek
Television: BCTV, CBCTV, Global TV
Community Contacts Name Type Home Tel Cell Email FC Community David Hildreth 604-896-1551 [email protected] Association Emergency John Turner 604-896-0209 604-351-7247 [email protected] Contact Community Olivers Landing Rec Centre 604.896-2220 [email protected] Info Centre Parklane/Tanac Sales Community 604-896-2212 604.896-2479 Contact Randy Dyck Centre Info Centre FCCA/Oliver’s Sherrie & Bruce Bessie Landing Strata 604-896-2220 [email protected] Council OL Strata Lorna Murphy 604-896-1949 Pres/Secretary FCCA Brian Owen 604-896-1788 [email protected] Secretary FC Gold Club 604-896-2224 Dean Larsen [email protected] Manager Ext. 223 Debbie Paesbraga Fan Out OL 604-896-1574 [email protected] Blockwatch- Mike Tatchell 778-888-3011 604-896-1731 [email protected] Uplands Blockwatch- Sue Barker [email protected] Uplands Blockwatch- Carroll Bourke Oliver’s 604-896-0228 [email protected] Landing
Date Information Last Updated: April 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 143 of 536 Evacuation Info: _Gold Bridge______
General Electoral Area A – Bridge River Valley, North east of Pemberton Location: Evacuation Area: All residences within the town and along Gun Lake Road Approx. 43 year-round residents, plus _10_ transient in summer Population: Area includes 20 residences Approx. 0 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 20 pets Animals: About __0_ commercial animals Special Facilities: Gold Bridge Community Centre/Gold Bridge Hotel
First Nations: __0__ IRs within community Distances from Community to Reception Centres in Adjacent Communities To Pemberton 85 km To Whistler 120 km To Lillooet 100 km To Squamish ___ km (summer) 200 km (winter) (summer) 235 (winter) Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet Gold Bridge Hotel Lillooet Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Nearest Fire Department – Bralorne , 15 – 23 volunteer members; Fire Chief Kripko Doyon Fire: (250) 238-2321(home), Secretary – Chris Marten, (250) 238 - 2466; Lillooet Fire Department, 26 members, Fire Chief (250) 256-1613 Police: Nearest RCMP Detachment -Lillooet, 7 members
Nearest BC Ambulance Service Station - Gold Bridge, 1 driver + 1 volunteer ambulance Ambulance: attendant (no full-time driver); Lillooet, ___ members
Nearest SAR – Lillooet Road Rescue Society – 7 members Max Paulhaus 250-256- Search and Rescue: 0067(RP) 1-250-256-0191 (cell) Evacuation Routes Highway 40 (Carpenter Lake Road) to Lillooet Roadways: Hurley Forest Service Road (summer only) to Pemberton Rail: Nearest CN/ BCR rail station in Lillooet. NO RAIL IN GOLD BRIDGE Nearest commercial airfield – Lillooet, emergency airfield at Gun Lake Air: Tyax Air float planes – Tyax Mountain Lake Resort , Tyaughton Lake; Blackcomb Helicopters. Helipads at: Gold Bridge, Gun Lake, Tyax. Safe Areas: Gold Bridge Community Centre / Golf Course/Hotel School Field in Gold Bridge News Media for Evacuation Messages
Newspapers: Bridge River Lillooet News 860 AM CBTG (Gold Bridge) CBC 64 Radio Stations: Radio reception in the Bridge River Valley is poor, some residents do monitor the Ainsworth Logging channel and the Lillooet RCMP channel Television: NO Local TV broadcasts; Most people have Satellite – BCTV, Global, CBC
Date Information Last Updated: March, 2009 Updated By:_Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 144 of 536 Evacuation Info: _Gold Bridge______
Community Contacts Name Type Home Tel Cell Email Russ Oakley, Gold Bridge 250-238-2519 Fan Out n/a [email protected] Electoral Area A Director 250-238-2498 250-238-2521 Bob/Jeanne Shaw Fan Out [email protected] (w) Jeanne Cripco Doyon Bralorne FD 250-238-2321 n/a [email protected]
Sec. Bralorne Christine Martin 250-238-2466 n/a [email protected] FD Fan Out
Special Facility
Special Facility
Special Facility
Date Information Last Updated: March, 2009 Updated By:_Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 145 of 536 Evacuation Info: _Gun Creek Road______
General Between Gold Bridge and Tyaughton Lake Location: Evacuation Area: All residences along Gun Creek Road Approx. 20 year-round residents, plus _25__ transient in summer Population: Area includes 12 residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 20 pets No commercial animals Animals: About _100_ Back-yard animals (Horses at Chilcotin Holidays) Special Facilities: Chilcotin Holidays Guest Ranch – Ranch Morrow Challets on Tyaughton Lake
First Nations: __0__ IRs within community Distances from Community to Reception Centres in Adjacent Communities To Pemberton 110 km To Lillooet 95 km To Whistler ____ km To Squamish ___ km (summer) 210 km (winter) Preferred Alerting Methods
1. Door to Door 2. Telephone Fan Out 3. News Media
Evacuation Personnel Nearest Fire Department – Bralorne , 15 – 23 volunteer members; Fire Chief Kripko Doyon Fire: (250) 238-2321(home), Secretary – Chris Marten, (250) 238 - 2466; Lillooet Fire Department, 26 members, Fire Chief (250) 256-1613. Each home has water pumps.
Police: Nearest RCMP Detachment - Lillooet, 7 members
Nearest BC Ambulance Service Station - Gold Bridge, 6 -8 part-time ambulance attendants Ambulance: (no full-time driver); Lillooet, ___ members
Nearest SAR – Lillooet Road Rescue Society – 7 members – Team Leader Max Paulhaus Search and Rescue: 250-256-0191 cell 250-256-0067 radio phone Evacuation Routes
Roadways: Gun Creek Road to Road 40 – FSR Hurley Rd summer only. Spur of Tyaughton Lake Road Nearest CN/ BCR rail station in Lillooet Rail: NO RAIL SERVICE IN BRIDGE RIVER Aquatic: Molson Pond – Tyax Hill. Pearson Pon at the entrance of Gun Lake Road Nearest commercial airfield – Lillooet; emergency airfield at Gun Lake Float plane at Tyax Mountain Lake Resort on Tyaughton Lake Air: Helipads at Tyax, Gold Bridge, Gun Lake, and Spruce Lake Adventures on Pearson Pond- Chilcotin Holidays grassy area. Safe Areas: Carpenter Lake, Spruce Lake Adventures News Media for Evacuation Messages
Newspapers: The Bridge River Lillooet News , Bridge River Valley News (monthly)
Date Information Last Updated: Sept. 11/07_____ Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 146 of 536 Evacuation Info: _Gun Creek Road______
860 AM CBTG (Gold Bridge)-Satellite Radio reception in the Bridge River Valley is poor, some residents monitor the Ainsworth Radio Stations: Logging channel and the Lillooet RCMP channel Only Dial up internet Television: NO Local TV broadcasts; Most people have Satellite – BCTV, Global, CBC
Community Contacts Name Type Home Tel Cell Email Sue McNeal, Gun Creek Fan Out 250-238-2462 n/a [email protected] Road Cripco Doyon Bralorne FD 250-238-2321 [email protected] Sec. Bralorne Christine Martin 250-238-2466 [email protected] FD Kevan Bracewell and Silvia [email protected] Special Facility 250-238-2274 Waterer, Chilcotin Holidays Mary and Don McMahon Call Out 250-238-2562
Date Information Last Updated: Sept. 11/07_____ Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 147 of 536 Evacuation Info: _Gun Lake______
General Electoral Area A, 10 km north-west of Gold Bridge Location: Evacuation Area: All residences along Gun Lake Road West, Lakeview Sunshine Drive and Gun Lake Road Approx. 35 year-round residents, plus 200-400 summer residents Population: Area includes 200 residences Approx. 1 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 80% of the residents have pets 25 year round, 200 summer week ends Animals: About _0_ commercial animals Highland Cream Resort- 2 home – Terry Thiessen Special Facilities: Gun Lake Resort – closed, some property for marshalling area First Nations: __0__ IRs within community Distances from Community to Reception Centres in Adjacent Communities To Pemberton 90 km To Lillooet 110 km To Whistler ____ km To Squamish ___ km (summer) 210 km (winter) Community Facilities Public Meeting Place: Reception Centre: Incident Command Post: Emergency Ops Centre: Gold Bridge Community Gold Bridge Community Centre
Centre has kitchen & bathrooms Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media Telephones not reliable Sirens do not work *Emergency Radio Station Needed*
Evacuation Personnel Nearest Fire Department – Bralorne , 15 – 23 volunteer members; Fire Chief Kripko Doyon (250) 238-2321(home), Secretary – Chris Marten, (250) 238 - 2466; Lillooet Fire Department, Fire: 26 members, Fire Chief (250) 256-1613. Gun Lake has 4 Wayjax Hi capacity pumps, hoses and nozzles. Police: Nearest RCMP Detachment - Lillooet, 7 members Nearest BC Ambulance Service Station - Gold Bridge, 0 (full-time) members, 2-3 drivers, 6 Ambulance: part-time attendants; Lillooet, ___ members Nearest SAR – Lillooet, Road Rescue Society - 7 members. Team leader Max Paulhaus Search and Rescue: 250-256-0067 radio phone 250-256-0191 cell Evacuation Routes Gun Lake Road West to Road 40. Lakeview Road to Gun Lake Road S., then the Roadways: VandenBurg Hill Route or the Saddle Route to Road 40. Hurley Forest Service Road south to Pemberton
Rail: Nearest CN/ BCR rail station is in Lillooet
Aquatic: Gun Lake
Nearest commercial airfield – Lillooet Emergency Air field at the north end of Gun Lake Air: Helipads at: Gold Bridge, private heli-pad at private residence at Gun Lake being built, BC Hydro Lajoie Quarry has been used as a heli-pad in the past Safe Areas:
Date Information Last Updated: Sept. 11/07______Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 148 of 536 Evacuation Info: _Gun Lake______
News Media for Evacuation Messages Newspapers: Bridge River Lillooet News
860 AM CBTG (Gold Bridge) Radio Stations: Radio reception in the Bridge River Valley is poor, some residents monitor the Ainsworth Logging channel and the Lillooet RCMP channel Television: Satellite TV only – BCTV, Global, CBC Knowledge Network Radio 2 (once amp is repaired)
Community Contacts Name Type Home Tel Cell Email Dave Watkins, Gun Lake (SLRD Area A Alternate Fan Out 250-238-2451 n/a [email protected] Director) Cripco Doyon Bralorne FD 250-238-2321 [email protected]
Sec. Bralorne Christine Martins 250-238-2466 [email protected] FD
Bud McStay GL Assn. Pres. 250-238-2315 [email protected]
Terry and Cathy Thiessen, Special Facility 250-238-2362 250-238-2279 [email protected] Highland Cream Resort
Meryl Hoch-8200 Gun Lake Call Out 250-238-2477 [email protected] W Rd. GB V0K 1P0 250-238 Bill Fetterly Call Out
Date Information Last Updated: Sept. 11/07______Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 149 of 536 Evacuation Info: _Lillooet Lake______
General Location: Lillooet Lake Estates @ 7 km In-Shuck-ch F.S.R.
Approx. 35 year-round residents, plus _195 transient in summer Population: Area includes approx. 152 residences (Actual lots) Approx. 1 or 2 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 10-22 pets Animals: About _0__ commercial animals Community Maintenance Building/Gathering Spot – under construction/complete by summer Special Facilities: 2009 ____ IRs within community; In-Shuck-ch Bands: Samahquam, Skatin, Tipella, Douglas; IRs First Nations: not within SLRD; Approx. 168 year round residents Distances from Community to Reception Centres in Adjacent Communities
To Lillooet 82-107 km To Pemberton 18-43 km To Whistler 53-78 km To Squamish 108-133 km
Community Facilities Public Meeting Place: Incident Command Post: Emergency Ops Centre: Reception Centre: Community Maintenance Pemberton Pemberton Building Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Nearest Fire Department – Pemberton , _30__ members, Russell Mack, fire chief and has Fire: gate keys. Mt. Currie fire department Police: Nearest RCMP Detachment - Pemberton, __20_ members; Mt. Currie tribal police
Ambulance: Nearest BC Ambulance Service Station - Pemberton, has gate keys ___ members
Search and Rescue: Nearest SAR – Pemberton, _12-20__ members; contact Russell McNolty Evacuation Routes Lillooet Lake Rd to a) Hwy 99 to Mt. Currie & Pemberton, b) Hwy 99 to Lillooet or c) Lillooet Roadways: Lake Road to Harrison Rail: Nearest CN/ BCR rail station in Pemberton or Mt. Currie Whistler Jet Boats can operate on Lillooet Lake; originate from Pemberton Adventure Ranch Aquatic: Various power boats and others owned by individuals at LLE. Nearest commercial airfield – Pemberton Airport Air: Private airfield at - , grass for light aircraft only on Skookunchuck Hot Springs (condition not know). Helipads at: Pemberton Airport Safe Areas: Numerous areas at (location) News Media for Evacuation Messages Whistler Question: (604) 932-5131, or [email protected] Newspapers: Pique Newsmagazine (Whistler): (604)-938-0202, or [email protected] Mountain FM, 104.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Television: BCTV Date Information Last Updated:_March, 2009 Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 150 of 536 Evacuation Info: _Lillooet Lake______
Community Contacts Name Type Home Tel Cell Email Full-Time Residence
Chris/Christina Malthaner Fan Out 604-905-0638 902-2383 [email protected]
Cliff/Diane Zeste Fan Out 604-902-1242 [email protected]
Rob Kappeler Fan Out 604-905-9631 [email protected]
Pemberton Residence
George Henry Fan Out 604-894-6477 604-894-5504 [email protected]
Paul/Kerrie Palmer Fan Out 604-894-5313 604-698-6142 [email protected]
Part Time Residence
Dave Arding Fan Out 604-932-7728
Full Time Residence
Louis Potvin (HJD – Distinct Fan Out 604-894-6838 [email protected] from LLE)
Date Information Last Updated:_March, 2009 Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 151 of 536 Evacuation Info: _Marshall Lake______
General Electoral Area A Location: All summer residences along Marshall Lake Road N and Marshall Lake Road S Approx. 0 year-round residents, plus additional 40 transient in summer Population: Area includes 21 residences Approx. 0 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 10 pets About ____ back-yard animals Animals: About _0__ commercial animals Special Facilities:
First Nations: No IRs within community Distances from Community to Reception Centres in Adjacent Communities To Pemberton 115 km To Lillooet 85 km To Whistler ____ km To Squamish ___ km (summer), 185 km ( winter) Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Nearest Fire Department – Bralorne , 15 – 23 volunteer members; Lillooet Fire Department, Fire: 26 members Police: Nearest RCMP Detachment - Lillooet, _7__ members Nearest BC Ambulance Service Station - Gold Bridge, 6 -8 part-time ambulance attendants Ambulance: (no full-time driver); Lillooet, ___ members Nearest SAR –Lillooet Road Rescue Society – 7 members – Team Leader Max Paulhaus Search and Rescue: 250-256-0191 cell 250-256-0067 Radio Phone Evacuation Routes
Roadways: Marshall Lake Road North and South to Highway 40
Rail: Nearest CN/ BCR rail station in (location)
Aquatic: Tyaughton Lake (limited) Nearest commercial airfield – Lillooet; emergency airfield at Gun Lake Air: Float plane at Tyax Mountain Lake Resort on Tyaughton Lake Helipads at Tyax, Gold Bridge, future heli-pad at Gun Lake Safe Areas: No known areas News Media for Evacuation Messages
Newspapers: Bridge River Lillooet News 860 AM CBTG (Gold Bridge) Radio Stations: Radio reception in the Bridge River Valley is poor, some residents do monitor the Ainsworth Logging channel and the Lillooet RCMP channel
Date Information Last Updated:_April 2009__ Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 152 of 536 Evacuation Info: _Marshall Lake______
Television: Satellite TV only
Community Contacts Name Type Home Tel Cell Email John Parrott, Marshall Lake Fan Out 604-275-0580 604-837-9193 [email protected] Ratepayers Assn. Sec. RP Art/Eileen Crowe 604-931-4208 604-862-5726 403-997-1306 [email protected] Assn Fire Chief Cripko Doyon Fan Out (250) 238-2321 [email protected]
Secretary – Chris Marten, Fan Out (250) 238-2466 [email protected] Lillooet Fire Department, Fan Out (250) 256-4289 250-256-0125 250-256-1694 Fire Chief
Fan Out
Date Information Last Updated:_April 2009__ Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 153 of 536 Evacuation Info: _Mt. Currie and Area______
General Periphery of Old Mt. Currie townsite; west on Highway 99 to Lillooet River Bridge; east on Location: Highway 99 to Lillooet Lake Rd. turnoff; north to Portage Rd. rail crossing Approx. 600 year-round residents, plus 0 transient in summer Population: Area includes residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 275 pets Animals: About 202 commercial animals North Arm Farm Mt. Currie school, community centre, health centre Special Facilities: Pemberton Plateau community; Pemberton Industrial Park _6_ IRs within community (all Mt. Currie Band); Approx. 1300 residents; approx. ____ First Nations: residences Distances from Community to Reception Centres in Adjacent Communities To Pemberton 3-18 km To Lillooet 82-97 km To Whistler 38-53 km To Squamish 93-108 km (summer), 185 km ( winter) Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Pemberton Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Fire: Nearest Fire Department – Pemberton, Mt. Currie, Birken, ___ members
Police: Nearest RCMP Detachment - Pemberton, _20__ members; Mt. Currie Tribal Police
Ambulance: Nearest BC Ambulance Service Station - Pemberton, ___ members
Search and Rescue: Nearest SAR –Pemberton, ___ members Evacuation Routes Highway 99 west to Pemberton; Highway 99 NE to Lillooet; Portage Rd NE to D’Arcy; Portage Roadways: Rd. NE to Reid Rd and Pemberton via Ivey Lake Forest Rd.
Rail: Nearest CN/ BCR rail station in Pemberton and Mt. Currie
Aquatic: Lillooet River Jet Boat at Adventure Ranch (summer use only) Nearest commercial airfield – Pemberton Airport Air: Private airfield at - , grass for light aircraft only (location) Helipads at: Pemberton Airport Safe Areas: Pemberton Industrial Park; Sabre Gravel Pit; North Arm Farm News Media for Evacuation Messages Whistler Question: (604) 932-5131, or [email protected] Newspapers: Pique Newsmagazine (Whistler): (604)-938-0202, or [email protected] Mountain FM, 104.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1 Television: BCTV Satellite only
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor_____
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 154 of 536 Evacuation Info: _Mt. Currie and Area______
Community Contacts Name Type Home Tel Cell Email 604-894- Carolyn Ward 604-894-2333 5689 Mayor Area (604) 935- Jordan Sturdy (604) 894-5379 [email protected] C 2388 Mt. Currie Band Fan Out (604) 894-6115
RCMP Vic. Tanya & Mike Richman 604-894-1182 [email protected] Serv. Fan Out
Special
Facility Special
Facility Special
Facility
This arean would work well by assigning the help of the elderly to a family
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor_____
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 155 of 536 Evacuation Info: _Mt. Currie to D’Arcy______
General North of BC Rail Tracks from Old Mt. Currie townsite along Portage Rd. to D’Arcy; includes Location: Walkerville, Reid Rd., Owl Ridge, Poole Creek, Birken, Devine, and D’Arcy Approx. 800 year-round residents, plus 50 transient in summer Population: Area includes 350 residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 100 pets Animals: About _100_ commercial animals Special Facilities: Birken Fire Hall, D’Arcy Band (N’Quatqua) Community Centre ___3_ IRs within community; N’Quatqua (Anderson Lake, D’Arcy Band); First Nations First Nations: Population Approx. 175 residents Distances from Community to Reception Centres in Adjacent Communities
To Lillooet 92-137 km To Pemberton _8-45 km To Whistler 43-80 km To Squamish 98-135 km
Community Facilities Reception Centre: Incident Command Post: Emergency Ops Centre: Public Meeting Place: Mt. Currie Band Pemberton Industrial Park Office/Pemberton Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Nearest Fire Department – Birken , _6_ members(Teo Moon 604-452-3419, Dave Moldofsky Fire: 604-452-0123); Mt. Currie, Pemberton, Seton Portage
Police: Nearest RCMP Detachment - Pemberton, __20_ members
Ambulance: Nearest BC Ambulance Service Station - Pemberton, ___ members
Search and Rescue: Nearest SAR – Pemberton, __12-20_ members Evacuation Routes Portage Rd SW to Mt. Currie and Hwy 99 to Pemberton; Douglas Trail (Highline Rd.) to Seton Roadways: Portage and Lillooet Rail: Nearest CN/ BCR rail station in Pemberton, Mt. Currie, D’Arcy, Seton Portage
Aquatic: Boat access to Anderson Lake in D’Arcy Nearest commercial airfield – Pemberton Airport Air: Private airfield ?, grass for light aircraft only (location) near Moon Farm outside Devine; Helipads at: Pemberton Airport Safe Areas: Birken Fire Hall, Moon Farm, gravel pit south of Portage Rd. Birkenhead river crossing
News Media for Evacuation Messages Whistler Question: (604) 932-5131, or [email protected] Newspapers: Pique Newsmagazine (Whistler): (604)-938-0202, or [email protected] N’Quatqua Radio CFNB 97.5 FM (D’Arcy) CBC AM, 990 (Shalalth) Radio Stations: Mountain FM, 104.5 CBC AM, 1240 CBC FM, 106.1 (Pemberton)
Date Information Last Updated: March, 2009 Updated By:_Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 156 of 536 Evacuation Info: _Mt. Currie to D’Arcy______
Television: BCTV
Community Contacts Name Type Home Tel Cell Email Bob Thompson (Devine) Fan Out 604-452-3355 Dave Christiansen Fan Out 604-894-6997 (Walkerville) Dave Lee (D’Arcy) Fan Out 604-452-3450 [email protected]
Lincoln Ferguson (Devine) Fan Out 604-452-3436 604-894-6840 [email protected] Mike/Susan Henry (Owl Fan Out 604-894-5396 604-966-7058 [email protected] Ridge) N’Quatqua Band Office Special Facility 604-452-3221
Nicole Jean (Reid Rd.) Fan Out 604-894-5348 604-698-5741 [email protected]
Susan Gimse (Birken) Fan Out 604-452-3201 [email protected]
Val Bunt (Gates Lake) Fan Out 604-452-3363 [email protected]
Wayne Crow (Birken) Fan Out 604-452-3626
Date Information Last Updated: March, 2009 Updated By:_Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 157 of 536 Evacuation Info: _Pavilion Lake___
General Location: Hwy 99 from Diamond S Ranch to SLRD boundary with TNRD at Marble Canyon Park
Approx. 25 year-round residents, plus _200__ transient in summer Population: Area includes residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About pets Animals: About ___ commercial animals Special Facilities: Sky Blue Resort at Pavilion Lake
First Nations: About 300 Native residents Distances from Community to Reception Centres in Adjacent Communities To Lillooet 44-50 km To Pemberton 144-150 km To Whistler 179-185 km To Squamish ___ km Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet Ts’Kw;aylawx Preferred Alerting Methods
1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Fire: Nearest Fire Department – Lillooet & District Rescue Society 7 members
Police: Nearest RCMP Detachment - Lillooet, _7_ members
Ambulance: Nearest BC Ambulance Service Station - Lillooet, 8 members
Search and Rescue: Nearest SAR – Lillooet, ___ members Evacuation Routes Roadways: Hwy 99 SW to Lillooet; Hwy 99 east to Cache Creek
Rail: Nearest CN/ BCR rail station in Lillooet
Aquatic: Numerous boat accesses on Pavilion Lake Nearest commercial airfield – Lillooet Airport Air: Private airfield at - , grass for light aircraft only (location) Helipads at: Lillooet Airport
Safe Areas: Diamond S Ranch, Marble Canyon Park parking lot, Smith Rd. News Media for Evacuation Messages Newspapers: Bridge River Lillooet News: (250) 256-4219, or [email protected]
Radio Stations: CBC AM- 860 (Lillooet) CBC FM- 98.7 (Lillooet) BCTV, CBC, Global Television:
Date Information Last Updated: February, 2009 Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 158 of 536 Evacuation Info: _Pavilion Lake___
Community Contacts Name Type Home Tel Cell Email SLRD Board Linda / Mickey Macri 250-256-4560 [email protected] Mem Leo Porter Emergency 250-256-4204 [email protected] Ts’kw’aylaxw Contact Laurna & Ron Cook PL Assn. Sec. 250-256-4324 [email protected]
PL EP Comm. Ray Filby 250-256-7522 [email protected] Chair
Date Information Last Updated: February, 2009 Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 159 of 536 Evacuation Info: Pavilion Reserve Community (Ts’Kw’aylaxw)
General Location: Pavilion Reserve Community – Ts’kw’aylaxw Approx. 54 year-round residents, plus 15 transient in summer Population: Area includes residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 20 pets Animals: About 100 commercial animals - Horses Special Facilities: Band Community Centre First Nations: 2 IRs within community Distances from Community to Reception Centres in Adjacent Communities To Lillooet 45 km To Pemberton 105 km To Whistler 160 km To Squamish ___ km Community Facilities Public Meeting Place: Incident Command Post: Emergency Ops Centre: Reception Centre: Ts’Kw’aylaxw Community Lillooet Lillooet/TsKw’aylaxw Hall Preferred Alerting Methods: Telephone Fan Out and Door-to-Door
1. Telephone Fan Out 2. Door-to-Door 3. News Media Evacuation Personnel Fire: Nearest Fire Department – (Pavilion) , 8 members (Inactive) 250-256-4225
Police: Nearest RCMP Detachment - (Lillooet), 7 members St’l’mic Tribal Police
Ambulance: Nearest BC Ambulance Service Station - (Lillooet), 8 members
Nearest SAR – Lillooet & District Rescue Society: 6-8 members Contact: Max Paulhaus 250- Search and Rescue: 256-0661 Evacuation Routes
Roadways: Highway 99 and several logging roads over the mountain
Rail: Nearest CN rail station in (Lillooet)
Aquatic: Pavilion Creek and Pavilion Lake Nearest commercial airfield – (Kamloops) Air: Public airfield at - (Lillooet) Helipads at: Grassy areas around Pavilion Safe Areas: Numerous areas at (Pavilion Reserve) Band Office; Community Hall; Church
News Media for Evacuation Messages Newspapers: Bridge River/Lillooet News; Kamloops
Mountain FM, 104.5 CBC AM, 1240 CBC FM, 106.1 Kamloops CIFN Radio Stations: Limited radio availability all dependant on satellites
Television: BCTV
Date Information Last Updated: February 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 160 of 536 Evacuation Info: Pavilion Reserve Community (Ts’Kw’aylaxw)
Community Contacts Name Type Home Tel Cell Email Ray Filby Vol. Fire Chief 250-256-7522 [email protected]
Ronnie Ned Fan Out 250-256-4213
Ts’Kw’aylaxw Fire Dept. Special Facility 250-256-4225 250-256-4822
Community Alec Clifford 250-457-6803 Chief Larry Ormandy Band Admin. 250-256-4225 [email protected]
Chief Clifford Alec
Note:
Tw’Kw’aylawx and Marble Canyon are one band. If anything happens in Marble Canyon, Ts’Kw’aylawx will assist them. They have a reception center at the Lime Plant. This has first aid facilities. Agreement in place with McCan. Ts’Kw’aylaxw or Marble Canyon are affiliated with the FN Land Management Act. MC has 20 horses. MC has several Elders who do not have cars plus several single mums on both IRs. MC has 3 lakes and grassy areas for landing small aircraft (Heli pad).
Date Information Last Updated: February 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 161 of 536 Evacuation Info: Pemberton Fringe
General All Residential properties on the periphery of the Village of Pemberton up to the Miller Creek Location: Bridge along Pemberton Meadows Rd. (Pemberton N.) and east to the Lillooet River Bridge on Hwy 99 (Pemberton E.) About 700 year-round residents, plus _20_ transient in summer Population: Area includes 170 residences About residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 150 pets Animals: About _200__ commercial animals Special Facilities: Pemberton Community Centre, RC Church on Pemberton Farm Rd. West, Adventure Ranch
First Nations: __0__ IRs within community Distances from Community to Reception Centres in Adjacent Communities To Lillooet 100-105 km To Pemberton <5 km To Whistler 35-40 km To Squamish 90-95 km Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Pemberton Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Fire: Nearest Fire Department – Pemberton , 30_ members; Russell Mack, fire chief
Police: Nearest RCMP Detachment - Pemberton, _20__ members
Ambulance: Nearest BC Ambulance Service Station - Pemberton, ___ members;
Search and Rescue: Nearest SAR – Pemberton, _12-20_ members; Contact: Russell McNolty- 604-894-1549 Evacuation Routes Roadways: Highway 99 south to Whistler; Highway 99 east to Mt. Currie/Lillooet;
Rail: Nearest CN/ BCR rail station in Pemberton
Aquatic: Lillooet River via Whistler Jet Boat at Pemberton Adventure Ranch (summer only) Nearest commercial airfield – Pemberton Airport Air: Private airfield at - , grass for light aircraft only Helipads at: Pemberton Airport and Adventure Ranch Safe Areas: Pemberton Adventure Ranch; Pemberton Community Centre, Pemberton Airport News Media for Evacuation Messages Whistler Question: (604) 932-5131, or [email protected] Newspapers: Pique Newsmagazine (Whistler): (604)-938-0202, or [email protected] Mountain FM, 104.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Television: BCTV
Date Information Last Updated:_March, 2009 Updated By: Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 162 of 536 Evacuation Info: Pemberton Fringe
Community Contacts Name Type Home Tel Cell Email Allen McEwan Fan Out 604-894-6063 [email protected] 1-800-298- Corinne Oberson Fan Out 604-894-6628 [email protected] 7753 xt.225 Eric Pehota Fan Out 604-894-5845 [email protected]
Hugh and Jan Naylor Fan Out 604-894-6402 [email protected]
Steve Anderson Fan Out 604-894-5200 [email protected]
Date Information Last Updated:_March, 2009 Updated By: Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 163 of 536 Evacuation Info: Pemberton Meadows
General Pemberton Meadows extends along the Lillooet River about 30 kms upstream (north and Location: west) of the Miller Creek Bridge, beginning about 6 km north of the Village of Pemberton Municipal Hall. Approx. 850 year-round residents, plus 50 transient in summer Population: Area includes approx. 400 residences Approx. 0 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 600 pets Animals: About 600 commercial animals Special Facilities: Outward Bound, Outdoor School, Meager Creek Geothermal construction camp
First Nations: 0 IRs within community Distances from Community to Reception Centres in Adjacent Communities To Pemberton 6 to 37 km To Lillooet 106-137 km To Whistler 41-72 km To Squamish 96-133 km (Black’s) Community Facilities Public Meeting Place: Incident Command Post: Emergency Ops Centre: Reception Centre: Pemberton Meadows High Pemberton Pemberton School Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Fire: Nearest Fire Department – Pemberton, 30 members; Russell Mack, fire chief
Police: Nearest RCMP Detachment - Pemberton, 20 members
Ambulance: Nearest BC Ambulance Service Station - Pemberton, ___ members
Search and Rescue: Nearest SAR – Pemberton, 12-20 members; Russel McNolty, coordinator Evacuation Routes Pemberton Meadows Road to Highway 99. Lillooet River FSR to Hurley FSR to Gold Roadways: Bridge/Bralorne (summer only, snowmobiles in winter) Rail: Nearest CN/ BCR rail station in Pemberton
Aquatic: Whistler Jet boat services on Lillooet River at Adventure Ranch(summer only) Mt. Currie Nearest commercial airfield – Pemberton Air: Private airfield at Ryan Creek Bridge (Goat’s Farm), grass for light aircraft only ______Helipads at: Black’s (winter only); numerous private properties Safe Areas: Numerous areas between Lillooet River and Pemberton Meadows Rd. (for fire protection) News Media for Evacuation Messages Whistler Question: (604) 932-5131, or [email protected] Newspapers: Pique Newsmagazine (Whistler): (604)-938-0202, or [email protected] Mountain FM, 104.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor_
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 164 of 536 Evacuation Info: Pemberton Meadows
BCTV Television: Pemberton Cable Stations
Community Contacts Name Type Home Tel Cell Email Fax: 604-894-6557 John Becks Fan Out 604-894-6558 604-905-9508 [email protected] Calling from Bek’s to Davies’ Stephen Black Fan Out 604-894-6751 604-932-0761 Calling from Black’s to Kurrne’s Fax: 894-6962 Charlie Davies Fan Out 604-894-6962 604-961-8536 [email protected] Calling from Davie’s to Bob Mitchell Calling from Tschopp’s to Miller Creek Sharon Tschopp Fan Out 604-894-6902 Road Roxy or Petter or Mark Fax: 604-894-6359 Fan Out 604-894-6359 Kurrne Calling from Kurrne’s to Bek’s [email protected] Anita Samuals Fan Out 604-894-5376 604-902-0319 Calling from Green Rd to Erickson Rd
Raye Shier Fan Out 604-894-6393 604-938-3576 Calling all Erickson Rd
Fax: 604-894-6736 George or Kathy Strobl Fan Out 604-894-6762 Calling from Crowley to Knowles
Rosemary/Dave Walden Fan Out 604-894-6503
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor_
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 165 of 536 Evacuation Plan: Porteau Cove
General Location: 20 km south of Squamish
About year-round residents, plus ___ transient in summer. Area includes residences Population:
About residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About pets in community Animals: About ____ commercial animals Special Facilities: Porteau Cove Provincial Park
First Nations: 0 IRs within or adjacent to community: Distances from Community to Reception Centres in Adjacent Communities To Pemberton ___ km To Lillooet ___ km To Whistler ____ km To Squamish ___ km (summer), ___ km ( winter) Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre:
Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel for Door-to-Door Fire: Nearest Fire Department – (Britannia Beach)
Police: Nearest RCMP Detachment - Squamish
Search and Rescue: Nearest SAR – Squamish Evacuation Routes To the north Hwy 99 to Squamish Roadways: to the south Hwy 99 to Vancouver
Rail: Nearest CN/ BCR rail station beside the camp grounds
Aquatic: Ocean Nearest commercial airfield at: Squamish Air: Nearest Helipads at: Squamish Safe Areas: Porteau Pier
News Media for Evacuation Messages Newspapers: All Vancouver papers and Squamish Chief Mountain FM, 104.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Television: BCTV
Date Information Last Updated: Sept.11/07 Updated By: _Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 166 of 536 Evacuation Plan: Porteau Cove
Community Contacts Name Type Home Tel Cell Email 1-800-689- BC Parks MOE 604-898-3678 9025 Sea to Sky Park Services Special Facility 604-986-9371 604-848-4625 [email protected]
Fan Out
Date Information Last Updated: Sept.11/07 Updated By: _Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 167 of 536 Evacuation Plan: Ring Creek
Population Location: 15 km east of Hwy 99 and Mamquam Road
About 45 year-round residents, plus 0 transient in summer. Area includes 18 residences Population: Weekenders-15; Transient-20 with 5 cabins holding 5 per cabin
About 0 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 40 pets in community Animals: About __0_ commercial animals Special Facilities: None
First Nations: 0 IRs within or adjacent to community:
Distances from Community to Reception Centres in Adjacent Communities
To Lillooet ___ km To Pemberton 100 km To Whistler 60 km To Squamish 15 km
Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Squamish Diamond Head Parking Lot Squamish Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel for Door-to-Door Fire: Nearest Fire Department Squamish 40 members.
Police: Nearest RCMP Detachment - Squamish 21 members
Search and Rescue: Nearest SAR Squamish 45 members Evacuation Routes To the north – mountain road to Diamond Head Roadways: to the south Ring Creek Road to Mamquam Road Rail: Nearest CN/ BCR rail station at Squamish
Aquatic: Nearest commercial airfield at: Brackendale Air: Nearest Helipads at: Brackendale; DHParking lot or clear cut area 12 km up exisiting road Safe Areas: Squamish Valley Golf Club News Media for Evacuation Messages Newspapers: Squamish Chief, The Peak, Vancouver Sun and Province
Mountain FM, 107.1 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Television: BCTV
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 168 of 536 Evacuation Plan: Ring Creek
Community Contacts Name Type Home Tel Cell Email 604-898-6841 Lisa Bjornson 604-898-5904 604-898-8003 [email protected] (W) Tyler Freed Coastrangeheliskiing.com
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 169 of 536 IMPROVED PROPERTIES ALONG SETON LAKE 0 1,000 2,000 4,000 Meters This map is for convenience only. It is not a legal document. Accuracy is not confirmed. ± All information should be verified with the SLRD Planning Department. JOHN MICHAEL BRETT Legend SLRD_IRs
Road 40 - Moha
1 BRIDGE RIVER Bridge River Road 40 - Moha
Moha
AREA A 1A SLOSH Seton Lake AREA B 1 1A SLOSH LILLOOET Seton Lake Bridge River,T'it'q'et 1 JAMES S MALOAN SLOSH EARL J SPEER Seton Lake EARL J SPEER
BC HYDRO & POWER AUTHORITY CROWN PROVINCIAL 1 2 LILLOOET ELAINE D HOOD SILICON T'it'q'et BEATRICE K SUSKI Seton Lake ROBERT J LEECH
CROWN PROVINCIAL BC HYDRO & POWER AUTHORITY ARNOLD W MALMBC HYDRO & POWER AUTHORITY JOHN ROBERT WILLEY 1 LILLOOET WILLIAM A COOKCROWN PROVINCIAL 5 T'it'q'et BC HYDRO & POWER AUTHORITY SETON LAKE T'it'q'et
99
CHARLES G KAMENKA
CROWN PROVINCIALCHARLES G KAMENKA CROWN PROVINCIAL DAVID EARL KESSLAR
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 170 of 536 Evacuation Info: _Seton Lake______
General Location: All residential properties along Seton Lake, not including Seton Portage or Shalalth
Approx. 10 year-round residents, plus _20__ transient in summer Population: Area includes residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About pets Animals: About ___ commercial animals Special Facilities:
First Nations: __2__ IRs within community; Lillooet (T’it’quet) Band; First Nations Population approx.____ Distances from Community to Reception Centres in Adjacent Communities To Lillooet 23-28 km To Pemberton 85-108 km To Whistler 120-143 km To Squamish 175-198 km Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door by boat 3. News Media
Evacuation Personnel Fire: Nearest Fire Department Seton Fire Department
Police: Nearest RCMP Detachment - Lillooet 7 members, Pemberton 20 members
Ambulance: Nearest BC Ambulance Service Station - Lillooet, Pemberton
Nearest SAR – Lillooet Rescue Society-Max Paulhaus 1-250-256-0191 (H) 1-250-256-0067 Search and Rescue: Radio phone Evacuation Routes At east end of Seton Lake onto Hwy 99; at west end of Seton Lake onto Douglas Trail Roadways: (Highline Road) or Mission Mountain Road
Rail: Nearest CN/ BCR rail station in Lillooet or Seton Portage
Aquatic: Seton Lake, with accesses at Seton Portage, Shalalth, Seton dam Nearest commercial airfield – Lillooet Airport Air: Private airfield at - , grass for light aircraft only (location) Helipads at: Lillooet Airport Safe Areas: BC Hydro Campsite at eastern end of Seton Lake News Media for Evacuation Messages Newspapers: Bridge River Lillooet News: (250) 256-4219, or [email protected]
N’Quatqua Radio CFNB 97.5 FM (D’Arcy) Radio Stations: CBC AM, 990 (Shalalth); CBC AM- 860 (Lillooet) CBC FM- 98.7 (Lillooet) Television: BCTV, Global, CBC
Date Information Last Updated:_Sept.11/07_____ Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 171 of 536 Evacuation Info: _Seton Lake______
Community Contacts Name Type Home Tel Cell Email Alexander William Fan Out 250-259-8227 [email protected]
Gil Shiel SLIBFD 250-259-8301 250-259-8255 250-259-8277
Fan Out
Fan Out
Fan Out
Date Information Last Updated:_Sept.11/07_____ Updated By:_Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 172 of 536 Evacuation Info: _Seton Portage/ Shalalth___
General Location: Residential area between Anderson and Seton Lakes, including Shalalth
Approx. 275 year-round residents, plus __20_ transient in summer Population: Area includes residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: Team neighbours w/ non-car owners for evacuation (see community contacts) Shuttle bus system established. Bud rail car for Shalalth residents. About pets Animals: About ___ commercial animals Special Facilities: Seton Fire Hall; Shalalth Band Hall; Highline Pub __5__ IRs within community, Seton Lake (Shalalth)Band; Approx. 221 residents; approx. 110 First Nations: residences Distances from Community to Reception Centres in Adjacent Communities To Lillooet 55-65 km To Pemberton 75-85 km To Whistler 110-120 km To Squamish 165-175 km Community Facilities Public Meeting Place: Incident Command Posts at: Emergency Ops Centre: Reception Centre: School, Fire Hall at Seton Seton, Shalath Fire Halls Lillooet Seton School Youth Centre at Shalath Preferred Alerting Methods 1. Door-to-Door 2. Solar power towers with Marking with flagging tape. loudspeakers 3. News Media 2-4 hrs lead time One in Seton, one in Shalalth. Evacuation Personnel Fire: Nearest Fire Department – Seton Portage , ___ members; Lillooet
Police: Nearest RCMP Detachment - Lillooet _7_ members; Pemberton, _20_ members
Ambulance: Nearest BC Ambulance Service Station - Lillooet, ___ members; Pemberton
Search and Rescue: Nearest SAR – Lillooet, ___ members; Pemberton Evacuation Routes Mission Mountain Rd. to Terzaghi Dam to Rd. 40 to Lillooet; Douglas Trail (Highline Rd. to Roadways: D’Arcy to Portage Rd. to Mt. Currie and Pemberton Rail: Nearest CN/ BCR rail station in Seton Portage
Aquatic: Boat on Anderson Lake to D’Arcy or Seton Lake to Lillooet Nearest commercial airfield – Lillooet Airport Air: Helipads at: Lillooet Airport Safe Areas: Seton Fire Hall News Media for Evacuation Messages Newspapers: Bridge River Lillooet News: (250) 256-4219, or [email protected] Radio Stations: N’Quatqua Radio CFNB 97.5 FM (D’Arcy) CBC AM, 990 (Shalalth) Television: BCTV
Date Information Last Updated:______Updated By:______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 173 of 536 Evacuation Info: _Seton Portage/ Shalalth___
Community Contacts Name Type Home Tel Cell Email Frank Ritchings Emergency 250-259-8239 [email protected] Seton Portage Fire Chief Contact Ray Klassen Fan Out 250-259-8312 [email protected]
Richard & Roberta Jordan Fan Out 250-259-???? [email protected] William Alexander Emergency 250-259-8227 Seton Lake Indian Band Contact
Date Information Last Updated:______Updated By:______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 174 of 536 Evacuation Plan: Texas Creek
Population Location: Fraser Canyon to junction of Hwy. 99. Hwy. 99 to south of Cyoosh Creek
About 200 non-Native residents, plus _0__ transient in summer. Population: About ___ Native residents, plus ___ transient in summer. About 0 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 130 pets in community Animals: About _237 commercial animals-130 Cows, 25 Horses, 75 Sheep, 2 Llahmas Special Facilities: Sheepasture Golf Course Club House
First Nations: IRs within or adjacent to community: 2 consisting of 50 people Distances from Community to Reception Centres in Adjacent Communities To Lillooet 5 km To Pemberton 105 km To Whistler 140 km To Squamish 220 Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet Golf Course Club House Recreation Centre-Lillooet Preferred Alerting Methods 1. Telephone Fan Out – 2. Door-to-Door 3. News Media Phone tree updated 2008 Evacuation Personnel for Door-to-Door Fire: Nearest Fire Department – Lillooet -25 members.
Police: Nearest RCMP Detachment - Lillooet - 7 members
Search and Rescue: Lillooet & District Road Rescue Society – Max Paulhaus(H) 1-250-256-0191-1-250-256-0067 (Radio) Evacuation Routes To the north: Hwy 99 Roadways: to the south: TC RD to Westside Rd to Boston Bar or N. Lilloeet Reaction Ferry to Hwy. 12
Rail: Nearest CN/ BCR rail station at Lillooet
Aquatic: Phair Lake – North of Riley Creek up Pervis Rd. on Camel Foot Ridge
Nearest commercial airfield at: Lillooet East side of Fraser River Air: Nearest Helipads at many local fields Safe Areas: TC Road fields - marshalling points at Heli Landing site News Media for Evacuation Messages Newspapers: Bridge River News (Lillooet) Vancouver Sun and Province
Radio Stations: CBC AM, 860 Serius 137
BCTV Television:
Date Information Last Updated: Feb.2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 175 of 536 Evacuation Plan: Texas Creek
Community Contacts Name Type Home Tel Cell Email Emergency 256-1400(W) Jackie, Verne Rasmussen 250-256-4292 [email protected] Contact 256-1403 de 250-256-1400 Steve Newton (Newt) Fire Chief 250-256-2099 256-256-1401 [email protected] Lori Smith
Date Information Last Updated: Feb.2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 176 of 536 Evacuation Info: _Tyaughton Lake______
General Electoral Area A, 20 km Northwest of Gold Bridge Location: Evacuation Area: All residences along Tyaughton Lake Road, from Gun Creek Road north Approx. 7-8 year-round residents, plus additional _20-25_ transient in summer Population: Area includes residences Approx. 20-25 summer time residents indicate a need for transportation in case of Need Transportation: evacuation (see community contacts) About 30-40 pets Animals: About _100___ back-yard animals (horses at Tyax Lodge, chickens, roosters) About _60-75__ commercial animals Special Facilities: Tyax Mountain Lake Resort – upwards of 80 -100 residents (30 rooms and a few chalets)
First Nations: __0__ IRs within community Distances from Community to Reception Centres in Adjacent Communities To Pemberton 100 km To Lillooet 100 km To Whistler ____ km To Squamish ___ km (summer), 200 km ( winter) Community Facilities Reception Centre: Incident Command Post: Emergency Ops Centre: Public Meeting Place: Lillooet Lillooet (winter) Pemberton (summer) Preferred Alerting Methods
1. Telephone Fan Out 2. Door-to-Door 3. News Media Evacuation Personnel Nearest Fire Department – Bralorne , 15 – 23 volunteer members; Fire: Lillooet Fire Department, 26 members Police: Nearest RCMP Detachment - Lillooet, 7 members
Nearest BC Ambulance Service Station - Gold Bridge, 1-3 part-time ambulance attendants Ambulance: (no full-time driver); Lillooet, ___ members
Search and Rescue: Nearest SAR –Lillooet (rescue only), 6-8 members Evacuation Routes Tyaughton Lake Road south to Highway 40 Roadways: Tyaughton Lake Road north to cross-over to Mud Lake Forest Service Road Rail: Nearest CN/ BCR rail station in Lillooet
Aquatic: Tyaughton Lake and Gun Lake for landing bush craft Nearest commercial airfield – Lillooet Tyax Air Service (operates a Dehavilland "Beaver" Aircraft based at Tyax Mountain Air: Lake Resort on floats from May through October) Helipads at Tyax Mountain Lake Resort
Safe Areas: Tyax Mountain Lake Resort
News Media for Evacuation Messages Newspapers: Bridge River Lillooet News
Date Information Last Updated: April 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 177 of 536 Evacuation Info: _Tyaughton Lake______
860 AM CBTG (Gold Bridge) CBC - locally Radio Stations: Radio reception in the Bridge River Valley is poor, some residents do monitor the Ainsworth Logging channel and the Lillooet RCMP channel
Television: Satellite TV only
Community Contacts Name Type Home Tel Cell Email Tanis and Harvey Dubeck Fan Out 250-238-2548
Fire Chief Cripko Doyon Fan Out (250) 238-2321 [email protected]
Secretary – Chris Marten, Fan Out (250) 238 - 2466 [email protected] Lillooet Fire Department, Darren (250) 256-1613 250-256-1694 Fire Chief Oike
Pat Sullivan LRD Chief 250-256-1694 [email protected]
Special
Facility Special
Facility Special
Facility
Date Information Last Updated: April 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 178 of 536 Evacuation Info: Upper Paradise Valley
General Located approx. 13-204m NE from downtown Squamish. Borders District of Squamish Location: boundaries. SLRD begins after the Jack Webster Bridge Approx. 70 year-round residents, plus 39 transient in weekends/summer Population: Area includes 40 residences plus North Vancouver Outdoor School 200; Evans Lake 200 Approx. 0 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 40 pets Animals: About 5-10 commercial animals (cattle) C-DAR Lodge 40 animals Special Facilities: North Vancouver Outdoor School
First Nations: 1 IR within community; Cheakamus 11; 8 residences (Have own Fan Out plan). Distances from Community to Reception Centres in Adjacent Communities
To Lillooet 185-200 km To Pemberton 80-100 km To Whistler 50-80 km To Squamish 13-24 km
Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Squamish Brennan Park Leisure Cntr. Brennan Park Leisure Cntr. Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door- 3. News Media- Radio/TV Updated Jan 2006 SAR/RCMP/ Volunteers Evacuation Personnel Nearest Fire Department – (Squamish) 55 volunteer members 2 stations in Squamish. Fire: 5 fire engines and an aerial ladder truck Nearest RCMP Detachment - (Squamish), 36 members; 7 aux. members Police: Squamish detachment 1000 Finch Drive, kitty corner from Tim Horton’s/Wendy’s. Ambulance: Nearest BC Ambulance Service Station - Squamish, _6__ members
Search and Rescue: Nearest SAR – (Squamish), 43 volunteer members
Evacuation Routes Roadways: Paradise Valley Rd.
Rail: Nearest CN / BCR rail station in (Squamish Rail Yard) off Government Rd.
Aquatic: Cheakamus River Nearest commercial airfield – Brackendale Air: Private airfield at - , grass for light aircraft only (location) Helipads at: RCMP office, Brackendale Airport, Hospital Safe Areas: Numerous areas at Evans Lake Camp, Vancouver Outdoor School
News Media for Evacuation Messages Whistler Question, Squamish Chief, Newspapers: Pique Newsmagazine (Whistler) Mountain FM, 104.5 Radio Stations: CBC AM, 1240 CBC FM, 106.1
Television: BCTV, Global TV, CBC, Community 10
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 179 of 536 Evacuation Info: Upper Paradise Valley
Community Contacts- Fan out List updated Jan. 2005 Name Type Home Tel Cell Email Dave (Fish) Fulton 604-898-8446 North Van Carl Halvorson Outdoor 604-898-5422 [email protected] School Jennifer Evans Lake 604-898-3832
Date Information Last Updated: March, 2009 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 180 of 536 Evacuation Info: Upper Squamish Valley
General 17-20 miles from downtown Squamish; located on the boundary of Cheakamus IR 11 Location: northwest to forestry gate at 22Mile. Approx. 100 year-round residents, plus 70-100 transient in summer Population: Area includes 100 residences Approx. _0_ residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 120 pets Animals: About 45 commercial animals- 15 cows; 20 horses; 10 goats Special Facilities: None
First Nations: 1 (Cheakamus 11) IRs within community Population: 233 Private dwellings: 75 Distances from Community to Reception Centres in Adjacent Communities
To Lillooet 185-200 km To Pemberton 80-100 To Whistler 60-80 km To Squamish 13-40 km
Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Squamish Preferred Alerting Methods: All three 1. Telephone Fan Out 2. Door-to-Door 3. News Media Evacuation Personnel Nearest Fire Department – (Squamish) , 55 volunteer members; 2 stations in Squamish; Fire: 5 fire engines and one aerial ladder truck Nearest RCMP Detachment - (Squamish), 36 members; 7 aux. members Police: 1000 Finch Drive Ambulance: Nearest BC Ambulance Service Station - (Squamish), members
Search and Rescue: Nearest SAR – (Squamish), 43 volunteer members Evacuation Routes Roadways: Squamish Valley rd
Rail: Nearest CN/ BCR rail station in (Squamish)
Aquatic: Squamish River Nearest commercial airfield – (location) Air: Private airfield at - , grass for light aircraft only (location) Helipads at: (location) Safe Areas: Numerous areas at (location) News Media for Evacuation Messages Whistler Question Newspapers: Pique Newsmagazine (Whistler) Mountain FM 107.1 FM Radio Stations: CBC 1270 AM
Television: BCTV, Global TV, CBC TV (Satellite only)
Date Information Last Updated: Sept. 11/07 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 181 of 536 Evacuation Info: Upper Squamish Valley
Community Contacts Name Type Home Tel Cell Email Ali Abolfathi Fan Out 604-898-9310 Mile 16 [email protected] [email protected] Daniel Pletz Fan Out 604-898-2843 Mile 18.5
Elaine Wall Fan Out 604-898-2811 Mile 19 [email protected]
Elle Scott Fan Out 604-898-2844
Greta Green Fan Out 604-898-2240 Mile 18.25 [email protected]
Joanne Lynn Fan Out 604-898-2821
John Moore Fan Out 604-849-1455 Mile 16
John Powell Fan Out 604-898-2800 Mile 18.5 [email protected]
[email protected] John Turner SLRD Chair 604-896-0209
Trudy Bayers Fan Out 604-898-2803 Mile 19
There is no cell phone service in the Upper Squamish Valley.
Date Information Last Updated: Sept. 11/07 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 182 of 536 Evacuation Info: Whistler to Pemberton Corridor
General Highway 99 from the northern boundary of the RMOW near the Whistler heli-port to the Location: southern boundary of the Village of Pemberton near One Mile Lake Approx. 3 year-round residents, plus _0_ transient in summer Population: Area includes 2 residences Approx. 0 residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 2 pets Animals: About _0__ commercial animals Cougar Mountain base facilities; potential Cougar Mountain kennel; Green River motocross Special Facilities: track; Rutherford Creek IPP base camp; Durfeld log home construction yard First Nations: _0___ IRs within community Distances from Community to Reception Centres in Adjacent Communities
To Lillooet 93-113 km To Pemberton 3-23 km To Whistler 11-31 km To Squamish 67-87 km Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Whistler Preferred Alerting Methods 1. Telephone Fan Out 2. Door-to-Door 3. News Media
Evacuation Personnel Fire: Nearest Fire Department – Pemberton, 30_ members; Whistler, 80 members
Police: Nearest RCMP Detachment - Pemberton & Whistler, _20 members combined
Ambulance: Nearest BC Ambulance Service Station - Pemberton, ___ members; Whistler ___ members
Search and Rescue: Nearest SAR – Pemberton, _20__ members; Whistler ____ members Evacuation Routes
Roadways: Highway 99 south to Whistler; Highway 99 north to Pemberton
Rail: Nearest CN/ BCR rail station in Pemberton or Whistler
Aquatic: N/A Nearest commercial airfield – Pemberton airport Air: Private airfield at - , grass for light aircraft only- none Helipads at: Whistler Heliport; Pemberton airport Safe Areas: Rutherford Gravel Pit; Green River stock car track; Durfeld log home site;
News Media for Evacuation Messages Whistler Question: (604) 932-5131, or [email protected] Newspapers: Pique Newsmagazine (Whistler): (604)-938-0202, or [email protected] Mountain FM, 104.5 (Pemberton); 102.1 Whistler Radio Stations: CBC AM, 1240 CBC FM, 106.1 (Pemberton); 100.1 (Whistler) BCTV, CBC, Global Television:
Date Information Last Updated: Sept. 11/07____ Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 183 of 536 Evacuation Info: Whistler to Pemberton Corridor
Community Contacts Name Type Home Tel Cell Email Chad Breitenstein (Green Special 604-894-1191 River Motocross Track) Facility David & Donna Williams Fan Out 604-902-0200 [email protected]
Ed & Marta Hollander Fan Out 604-932-1936 [email protected] Cougar Mtn. Kevin Brownly 604-898-5362 604-932-2237 604-938-0953 Adventures Matheo Durfeld Fan Out 604-932-4419 [email protected]
Date Information Last Updated: Sept. 11/07____ Updated By:__Beryl Taylor______
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 184 of 536 Evacuation Info: Yalakom Valley
General Electoral Area A. {Yalakom Mountain is one of the highest peaks in the Camelsfoot Range, Location: and is situated adjacent to the Yalakom River Road about 20km from the Moha(Road 40) Junction at the mouth of the Bridge River Canyon.} Approx. 70 year-round residents, plus additional 20 transient in summer Population: Area includes 20 residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 40 pets Animals: About __100__ back-yard animals About 70 commercial animals Special Facilities:
First Nations: Xwisten Community adjacent to area Distances from Community to Reception Centres in Adjacent Communities To Pemberton ___ km To Lillooet 35 km To Whistler ____ km To Squamish ___ km (summer), ___ km ( winter) Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet Preferred Alerting Methods
1. Door-to-Door-Preferred 2. 3. Evacuation Personnel Nearest Fire Department –Lillooet Fire Department, 26 members, Fire Chief (250) 256-1613 Fire: M.O.F. Lillooet Protection Zone (wild-land fires only) Police: Nearest RCMP Detachment - Lillooet, 7 members
Ambulance: Nearest BC Ambulance Service Station - Lillooet, ___ members
Search and Rescue: Nearest SAR –Lillooet (rescue only), 6-8 members, Contact: Max Paulhaus 250-256-0661 Evacuation Routes Roadways: Yalakom River Forest Road, Road 40; Chinahead to West Pavilion/Mud Lake (seasonal)
Rail: Nearest CN Rail Station in Lillooet
Aquatic:
Air: Nearest commercial airfield – Lillooet
Safe Areas: Junction of Road 40 & Yalakom Rd.
Newspapers: Bridge River Lillooet News
Radio Stations:
Television: Satellite TV only
Date Information Last Updated: May 5.09 Updated By: Alice Kidd
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 185 of 536 Evacuation Info: Yalakom Valley
Community Contacts Name Type Home Tel Cell Email Bill Spencer, Yalakom Community Channel JW [email protected]
Ecological Society Leader H49-7904 Forest Service Doug Reimer, Alice Kidd Fire Warden 5W71R [email protected] Radio Community Channel JW Eleanor Wright [email protected] Leader H48-8983 Mickey Macri, Electoral SLRD Board 250-256-4560 [email protected] Area B Director Member
Date Information Last Updated: May 5.09 Updated By: Alice Kidd
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 186 of 536 Evacuation Info: Yalakom Valley
General Electoral Area A. {Yalakom Mountain is one of the highest peaks in the Camelsfoot Range, Location: and is situated adjacent to the Yalakom River Road about 20km from the Moha(Road 40) Junction at the mouth of the Bridge River Canyon.} Approx. 70 year-round residents, plus additional 20 transient in summer Population: Area includes 20 residences Approx. residents indicate a need for transportation in case of evacuation Need Transportation: (see community contacts) About 40 pets Animals: About ____ back-yard animals About 70 commercial animals Special Facilities:
First Nations: Xwisten Community adjacent to area Distances from Community to Reception Centres in Adjacent Communities To Pemberton ___ km To Lillooet 35 km To Whistler ____ km To Squamish ___ km (summer), ___ km ( winter) Community Facilities Incident Command Post: Emergency Ops Centre: Public Meeting Place: Reception Centre: Lillooet Preferred Alerting Methods
1. Telephone Fan Out 2. Door-to-Door-Preferred 3. News Media Evacuation Personnel Nearest Fire Department –Lillooet Fire Department, 26 members, Fire Chief (250) 256-1613 Fire: M.O.F. Lillooet Protection Zone (wild-land fires only) Police: Nearest RCMP Detachment - Lillooet, 7 members
Ambulance: Nearest BC Ambulance Service Station - Lillooet, ___ members
Search and Rescue: Nearest SAR –Lillooet (rescue only), 6-8 members, Contact: Max Paulhaus 250-256-0661 Evacuation Routes Roadways: Yalakom River Forest Road, Road 40; Chinahead to West Pavilion/Mud Lake (seasonal)
Rail: Nearest CN Rail Station in Lillooet
Aquatic:
Air: Nearest commercial airfield – Lillooet
Safe Areas: Junction of Road 40 & Yalakom Rd.
Newspapers: Bridge River Lillooet News
Radio Stations:
Television: Satellite TV only
Date Information Last Updated: Sept. 11/07 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 187 of 536 Evacuation Info: Yalakom Valley
Community Contacts Name Type Home Tel Cell Email Bill Spencer, Yalakom [email protected] Fan Out 250-256-4489 Ecological Society Forest Service Doug Reimer, Alice Kidd Fire Warden 5W71R [email protected] Radio Community Channel JW Eleanor Wright [email protected] Leader H48-8983 Mickey Macri, Electoral SLRD Board 250-256-4560 [email protected] Area B Director Member Community Channel JW William Spencer Leader H49-7904
Date Information Last Updated: Sept. 11/07 Updated By: Beryl Taylor
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 188 of 536 Annex A – BC Emergency Program Act
EMERGENCY PROGRAM ACT [RSBC 1996] CHAPTER 111 Copyright © 2004: Queen's Printer, Victoria, British Columbia, Canada
Contents
Part 1 — Definitions and Application 1 Definitions
Part 2 — Administration 2 Provincial Emergency Program 3 Committees 4 Powers and duties of minister 5 Ministerial orders 6 Local authority emergency organization
Part 3 — Emergencies, Disasters and Declared Emergencies
Division 1 — Emergencies and Disasters 7 Implementation of Provincial emergency plans 8 Implementation of local emergency plans
Division 2 — Declaration of State of Emergency 9 Declaration of state of emergency 10 Powers of minister in declared state of emergency 11 Cancellation of declaration of state of emergency
Division 3 — Declaration of Local Emergency 12 Declaration of state of local emergency 13 Powers of local authority in declared state of local emergency 14 Cancellation of declaration of state of local emergency 15 Notification of termination of declaration of state of local emergency
Part 4 — General 16 Expenditures 17 Recovery of costs 18 Exemption from civil liability 19 Compensation for loss 20 Disaster financial assistance 21 Appeals to director on eligibility for disaster financial assistance 22 Appeals to director on amounts of disaster financial assistance 23 [Repealed] 24 Variation of disaster financial assistance 25 Mandatory assistance 26 Conflict 27 Offence
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28 Power to make regulations
Part 1 — Definitions and Application
Definitions 1 (1) In this Act:
“declaration of a state of emergency” means a declaration of the minister or the Lieutenant Governor in Council under section 9 (1);
“declaration of a state of local emergency” means a declaration of a local authority or the head of a local authority under section 12 (1);
“director” means the person appointed under section 2 (3) as the director of the Provincial Emergency Program;
“disaster” means a calamity that
(a) is caused by accident, fire, explosion or technical failure or by the forces of nature, and
(b) has resulted in serious harm to the health, safety or welfare of people, or in widespread damage to property;
“electoral area” means an electoral area as defined in the Local Government Act;
“emergency” means a present or imminent event or circumstance that
(a) is caused by accident, fire, explosion, technical failure or by the forces of nature, and
(b) 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;
“government corporation” has the same meaning as in the Financial Administration Act, and includes the Greater Vancouver Transportation Authority established under the Greater Vancouver Transportation Authority Act and any of its subsidiaries;
“head of a local authority” means
(a) for a municipality, the mayor or a person designated by the municipal council to act in the capacity of mayor in the mayor's absence, and
(b) for an electoral area in a regional district, the chair of the board of the regional district, or, in the chair's absence, a vice chair;
“jurisdictional area” means any of the following for which there is a local authority:
(a) a municipality;
(b) an electoral area;
(c) a national park;
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“local authority” means
(a) for a municipality, the municipal council,
(b) for an electoral area in a regional district, the board of the regional district, or
(c) for a national park, the park superintendent or the park superintendent's delegate if an agreement has been entered into with the government of Canada under section 4 (2) (e) in which it is agreed that the park superintendent is a local authority for the purposes of this Act;
“local emergency plan” means an emergency plan prepared under section 6 (2);
“Provincial Emergency Program” means the Provincial Emergency Program continued under section 2 (1);
“Provincial emergency plans” means the emergency plans prepared under section 4 (1);
“volunteer” means a volunteer registered by a local authority or the Provincial Emergency Program for the purpose of responding to a disaster or an emergency.
(2) A local authority has responsibility under this Act for the jurisdictional area for which it is the local authority.
Part 2 — Administration
Provincial Emergency Program
2 (1) The Provincial Emergency Program is continued.
(2) The Provincial Emergency Program is responsible for carrying out the powers and duties vested in it by this Act, the regulations and the minister.
(3) A director and any officers and employees required to enable the Provincial Emergency Program to perform its duties and exercise its powers may be appointed in accordance with the Public Service Act.
Committees
3 (1) The minister may appoint the committees the minister considers necessary or desirable to advise or assist the Lieutenant Governor in Council, the minister or the director.
(2) The members of committees appointed under subsection (1) who are not officers or employees of the government, or officers or employees of an agency of the government,
(a) are to be reimbursed for reasonable travelling and out of pocket expenses necessarily incurred in the discharge of their duties under this Act, and
(b) may be paid remuneration for their services as the Lieutenant Governor in Council may order.
Powers and duties of minister
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4 (1) The minister must prepare emergency plans respecting preparation for, response to and recovery from emergencies and disasters.
(2) The minister may do one or more of the following:
(a) conduct public information programs relating to emergency preparedness and recommend preventive measures to alleviate the effects of emergencies or disasters;
(b) make surveys and studies to identify and record actual and potential hazards that may cause emergencies or disasters;
(c) make payments and grants, subject to any terms or conditions that the minister may impose, to local authorities for the purposes of assisting in emergency prevention, preparedness and response;
(d) enter into agreements with and make payments or grants, or both, to persons or organizations for the provision of services in the development or implementation of emergency plans or programs;
(e) enter into agreements with the government of Canada or of any other province, or with any agency of such a government, dealing with emergency plans and programs;
(f) review and recommend modification of local emergency plans of local authorities;
(g) establish training and training exercise programs;
(h) provide support to volunteers as prescribed in the regulations;
(i) delegate in writing to the director any of the powers or duties vested in the minister by this Act, except a power
(i) to make a declaration of a state of emergency, (ii) to cancel a declaration of a state of emergency, (iii) to cancel a declaration of a state of local emergency, or (iv) to make an order under section 13 (2).
Ministerial orders
5 The minister may, by order, do one or more of the following:
(a) divide British Columbia into various subdivisions for the purpose of organizing integrated plans and programs in relation to emergency preparedness, response and recovery;
(b) require local authorities of the municipalities or electoral areas located within a subdivision referred to in paragraph (a) to prepare, in cooperation with designated ministries, integrated plans and programs, satisfactory to the minister, to deal with emergencies;
(c) establish procedures required for the prompt and efficient implementation of plans and programs to meet emergencies and disasters;
(d) require a person to develop plans and programs in cooperation with one or more local authorities, designated ministries and government corporations and agencies to remedy, alleviate or meet any emergency that might arise from any hazard to persons or property and that is or may be created by
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(i) the person engaging in any operation, (ii) the person utilizing any process, (iii) the person using property in any manner, or (iv) any condition that exists or may exist on the person's land.
Local authority emergency organization
6 (1) Subject to sections 8 (2), 13 (2) and 14 (3), a local authority is at all times responsible for the direction and control of the local authority's emergency response.
(2) Subject to subsection (2.1), a local authority must prepare or cause to be prepared local emergency plans respecting preparation for, response to and recovery from emergencies and disasters.
(2.1) For the purposes of subsection (2), a local authority that is the board of a regional district must ensure that it has one local emergency plan that applies, or 2 or more local emergency plans that in the aggregate apply, to all of the electoral areas within the regional district.
(3) A local authority that is a municipal council or the board of a regional district must establish and maintain an emergency management organization to develop and implement emergency plans and other preparedness, response and recovery measures for emergencies and disasters and, for that purpose,
(a) if the local authority is a municipal council, the municipal council must establish and maintain an emergency management organization with responsibility for the whole of the municipality, and
(b) if the local authority is the board of a regional district, the board of the regional district must establish and maintain
(i) one emergency management organization with responsibility for all of the electoral areas within the regional district, or
(ii) 2 or more emergency management organizations that in the aggregate have responsibility for all of the electoral areas within the regional district.
(3.1) Without limiting subsection (3), a local authority that is a municipal council or the board of a regional district may
(a) appoint committees the local authority considers necessary or desirable to advise and assist the local authority, and
(b) appoint a coordinator for each emergency management organization established by it under subsection (3).
(3.2) The minister may, by order, establish one or both of the following:
(a) if a local authority has not complied with subsections (2) and (2.1), the date by which the local emergency plan or plans required under those subsections must be prepared, with power to establish, for the board of a regional district, different dates for the preparation of local emergency plans for different electoral areas within the regional district;
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(b) if a local authority has not complied with subsection (3), the date by which the emergency management organization or organizations required under that subsection must be established, with power to establish, for the board of a regional district, different dates for the establishment of emergency management organizations for different electoral areas within the regional district.
(4) A local authority may, in writing, delegate any of its powers and duties under this Act to the committee, emergency management organization or coordinator referred to in subsection (3), except the power to make a declaration of a state of local emergency.
Part 3 — Emergencies, Disasters and Declared Emergencies
Division 1 — Emergencies and Disasters
Implementation of Provincial emergency plans
7 The minister or a person designated in a Provincial emergency plan may, whether or not a state of emergency has been declared under section 9 (1), cause a Provincial emergency plan to be implemented if, in the opinion of the minister or the designated person, an emergency exists or appears imminent or a disaster has occurred or threatens.
Implementation of local emergency plans
8 (1) A local authority or a person designated in the local authority's local emergency plan may, whether or not a state of local emergency has been declared under section 12 (1), cause the plan to be implemented if, in the opinion of the local authority or the designated person, an emergency exists or appears imminent or a disaster has occurred or threatens in
(a) the jurisdictional area for which the local authority has responsibility, or
(b) any other municipality or electoral area if the local authority having responsibility for that other jurisdictional area has requested assistance.
(2) If a Provincial emergency plan has been implemented under section 7, a local emergency plan may be implemented or its implementation may be continued under subsection (1) of this section if and to the extent that the local emergency plan is not in conflict with the Provincial emergency plan.
Division 2 — Declaration of State of Emergency
Declaration of state of emergency
9 (1) If satisfied that an emergency exists or is imminent, the minister or the Lieutenant Governor in Council may, by order, declare a state of emergency relating to all or any part of British Columbia.
(2) A declaration of a state of emergency under subsection (1) must identify the nature of the emergency and the area of British Columbia in which the emergency exists or is imminent.
(3) Immediately after a declaration of a state of emergency is made, the minister must cause the details of the declaration to be published by a means of communication that the minister considers most likely to make the contents of the declaration known to the majority of the population of the affected area.
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(4) A declaration under subsection (1) expires 14 days from the date it is made, but the Lieutenant Governor in Council may extend the duration of the declaration for further periods of not more than 14 days each.
(5) Subsections (2) and (3) apply to each extension under subsection (4) of the duration of a declaration of a state of emergency.
Powers of minister in declared state of emergency
10 (1) After a declaration of a state of emergency is made under section 9 (1) and for the duration of the state of emergency, the minister may do all acts and implement all procedures that the minister considers necessary to prevent, respond to or alleviate the effects of an emergency or a disaster, including any or all of the following:
(a) implement a Provincial emergency plan or any Provincial emergency measures;
(b) authorize a local authority to implement a local emergency plan or emergency measures for all or any part of the jurisdictional area for which the local authority has responsibility;
(c) require a local authority for a municipality or an electoral area to implement a local emergency plan or emergency measures for all or any part of the municipality or electoral area for which the local authority has responsibility;
(d) acquire or use any land or personal property considered necessary to prevent, respond to or alleviate the effects of an emergency or disaster;
(e) authorize or require any person to render assistance of a type that the person is qualified to provide or that otherwise is or may be required to prevent, respond to or alleviate the effects of an emergency or disaster;
(f) control or prohibit travel to or from any area of British Columbia;
(g) provide for the restoration of essential facilities and the distribution of essential supplies and provide, maintain and coordinate emergency medical, welfare and other essential services in any part of British Columbia;
(h) cause the evacuation of persons and the removal of livestock, animals and personal property from any area of British Columbia that is or may be affected by an emergency or a disaster and make arrangements for the adequate care and protection of those persons, livestock, animals and personal property;
(i) authorize the entry into any building or on any land, without warrant, by any person in the course of implementing an emergency plan or program or if otherwise considered by the minister to be necessary to prevent, respond to or alleviate the effects of an emergency or disaster;
(j) cause the demolition or removal of any trees, structures or crops if the demolition or removal is considered by the minister to be necessary or appropriate in order to prevent, respond to or alleviate the effects of an emergency or disaster;
(k) construct works considered by the minister to be necessary or appropriate to prevent, respond to or alleviate the effects of an emergency or disaster;
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(l) procure, fix prices for or ration food, clothing, fuel, equipment, medical supplies or other essential supplies and the use of any property, services, resources or equipment within any part of British Columbia for the duration of the state of emergency.
(2) After a declaration of a state of emergency is made under section 9 (1),
(a) the director or such other person as the minister may appoint is responsible for the coordination and implementation of necessary plans or programs prepared under this Act, and
(b) all persons and agencies involved in the coordination and implementation are subject to the control and direction of the director or the other person appointed by the minister.
Cancellation of declaration of state of emergency
11 (1) When, in the opinion of the minister or the Lieutenant Governor in Council, an emergency no longer exists in an area in relation to which a declaration of a state of emergency was made under section 9 (1), the minister or the Lieutenant Governor in Council must make an order cancelling the declaration of a state of emergency in respect of that area.
(2) Immediately after an order is made under subsection (1) or a declaration of a state of emergency expires under section 9 (4), the minister must cause the details of the cancellation or expiry of the declaration of a state of emergency to be published by a means of communication that the minister considers most likely to make the contents of the cancellation order or the fact of the cancellation or expiry known to the majority of the population of the affected area.
Division 3 — Declaration of Local Emergency
Declaration of state of local emergency
12 (1) A local authority or, if a local authority consists of more than one person, the head of the local authority, may, at any time that the local authority or the head of the local authority, as the case may be, is satisfied that an emergency exists or is imminent in the jurisdictional area for which the local authority has responsibility, declare a state of local emergency relating to all or any part of the jurisdictional area.
(2) A declaration of a state of local emergency under subsection (1) must identify the nature of the emergency and the part of the jurisdictional area in which it exists or is imminent, and the declaration must be made
(a) by bylaw or resolution if made by a local authority, or
(b) by order, if made by the head of a local authority.
(3) The head of a local authority must, before making a declaration under subsection (1), use best efforts to obtain the consent of the other members of the local authority to the declaration and must, as soon as practicable after making a declaration under subsection (1), convene a meeting of the local authority to assist in directing the response to the emergency.
(4) Immediately after making a declaration of a state of local emergency, the local authority or the head of the local authority, as the case may be, must
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(a) forward a copy of the declaration to the minister, and
(b) cause the details of the declaration to be published by a means of communication that the local authority or the head of the local authority, as the case may be, considers most likely to make the contents of the declaration known to the population of the affected area.
(5) Subject to section 14 (3), a declaration of a state of local emergency expires 7 days from the date it is made unless it is earlier cancelled by the minister, the Lieutenant Governor in Council, the local authority or the head of the local authority.
(6) Despite subsection (5), the local authority may, with the approval of the minister or the Lieutenant Governor in Council, extend the duration of a declaration of a state of local emergency for periods of not more than 7 days each.
(7) Subsections (2) and (4) apply to each extension under subsection (6) of the duration of a declaration of a state of local emergency.
Powers of local authority in declared state of local emergency
13 (1) After a declaration of a state of local emergency is made under section 12 (1) in respect of all or any part of the jurisdictional area for which a local authority has responsibility and for the duration of the state of local emergency, the local authority may do all acts and implement all procedures that it considers necessary to prevent, respond to or alleviate the effects of an emergency or a disaster, including any or all of the following:
(a) implement its local emergency plan or any local emergency measures;
(b) subject to this section, exercise, in relation to the part of the jurisdictional area affected by the declaration, any power available to the minister under section 10 (1) (d) to (l);
(c) subject to this section, authorize, in writing, any persons involved in the operation of a local emergency plan or program to exercise, in relation to any part of the jurisdictional area affected by a declaration, any power available to the minister under section 10 (1) (d) to (l).
(2) If a state of local emergency has been declared under section 12 (1), the minister may order a local authority to refrain or desist, either generally or in respect of any matter, from exercising any one or more of the powers referred to in subsection (1) (b) or (c).
(3) Immediately after making an order under subsection (2), the minister must cause the details of the order to be communicated to the local authority affected by the order and to any other persons the minister considers appropriate.
(4) Immediately after the details of an order are communicated to a local authority under subsection (3), the local authority referred to in the order must comply with the order and must direct every person under its direction or control to refrain or desist from doing any act that the local authority is ordered to refrain or desist from doing.
(5) For the purposes of subsections (3) and (4), the details of an order are communicated to a local authority when those details are communicated to any one of the members of the local authority.
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(6) The local authority of a municipality or electoral area may, during or within 60 days after declaring a state of local emergency, by bylaw ratified by the minister responsible for the administration of the Community Charter, but without obtaining the approval of the electors or the assent of the electors, borrow any money necessary to pay expenses caused by the emergency.
Cancellation of declaration of state of local emergency
14 (1) The minister or the Lieutenant Governor in Council may cancel a declaration of a state of local emergency at any time the minister or the Lieutenant Governor in Council considers appropriate in the circumstances.
(2) The local authority or the head of the local authority must, when of the opinion that an emergency no longer exists in the part of the jurisdictional area in relation to which a declaration of a state of local emergency was made,
(a) cancel the declaration of a state of local emergency in relation to that part (i) by bylaw or resolution, if the cancellation is effected by the local authority, or (ii) by order, if the cancellation is effected by the head of the local authority, and (b) promptly notify the minister of the cancellation of the declaration of a state of local emergency.
(3) A declaration of a state of local emergency made in respect of a part of a jurisdictional area ceases have of any force or effect on the making of a declaration of a state of emergency by the minister or the Lieutenant Governor in Council relating to that part of the jurisdictional area.
Notification of termination of declaration of state of local emergency
15 (1) Immediately after the termination of a declaration of state of local emergency, the local authority having responsibility for the area in respect of which the declaration was made must cause the details of the termination to be published by a means of a communication that the local authority considers most likely to make the contents of the termination or the fact of the termination known to the majority of the population of the affected area.
(2) For the purposes of subsection (1), a declaration of a state of local emergency is terminated when
(a) it expires under section 12 (5) or (6), (b) it is cancelled by the minister or the Lieutenant Governor in Council under section 14 (1), (c) it is cancelled by bylaw, resolution or order under section 14 (2), or (d) it ceases to have any force or effect under section 14 (3) as a result of the making of a declaration of a state of emergency under section 9 (1).
Part 4 — General
Expenditures
16 (1) Any expenditures under this Act considered necessary by the minister to implement a Provincial emergency plan or Provincial emergency measures, under section 7 or 10 (1) (a), may be paid out of the consolidated revenue fund without an appropriation other than this section.
(2) Nothing in subsection (1) authorizes the minister to make a payment for disaster financial assistance out of the consolidated revenue fund.
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Recovery of costs
17 (1) If an emergency or a disaster is threatened or caused in whole or in part by the acts or omissions of a person and expenditures are made by the government or a local authority to prevent, respond to or alleviate the effects of the emergency or disaster, the person must, on the request of the minister or head of a local authority, pay to the Minister of Finance or the local authority the lesser of
(a) the portion of the expenditures that is equal to the portion of the liability for the occurrence of the emergency or disaster that is attributable to the person, and
(b) the amount demanded by the minister or head of a local authority.
(2) Nothing in subsection (1) relieves a person from any other liability.
Exemption from civil liability
18 No person, including, without limitation, the minister, the other members of the Executive Council, the director, a local authority, the head of a local authority, a member of a local authority, a volunteer and any other person appointed, authorized or required to carry out measures relating to emergencies or disasters, is liable for any loss, cost, expense, damage or injury to person or property that results from
(a) the person in good faith doing or omitting to do any act that the person is appointed, authorized or required to do under this Act or the regulations, unless, in doing or omitting to do the act, the person was grossly negligent, or
(b) any acts done or omitted to be done by one or more of the persons who were, under this Act or the regulations, appointed, authorized or required by the person to do the acts, unless in appointing, authorizing or requiring those persons to do the acts, the person was not acting in good faith.
Compensation for loss
19 (1) Despite section 18, if as a result of the acquisition or use of a person's land or personal property under section 10 (1) (d) or 13 (1) (b) or (c), the person suffers a loss of or to that property, the government or the local authority that acquired or used or directed or authorized the acquisition or use of the property must compensate the person for the loss in accordance with the regulations.
(2) Despite section 18, if a person suffers any loss of or to any land or personal property as a result of any other action taken under section 7, 8 (1), 10 (1) or 13 (1), the government or the local authority, as the case may be, that took or authorized or directed the taking of the action may compensate the person for the loss in accordance with the regulations.
(3) If any dispute arises concerning the amount of compensation payable under this section, the matter must be submitted for determination by one arbitrator or 3 arbitrators appointed under the Commercial Arbitration Act and
(a) the person who is to be compensated must, in a notice served on the minister, elect whether one or 3 arbitrators are to be appointed, and
(b) the Commercial Arbitration Act applies to the dispute.
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Disaster financial assistance
20 (1) The Lieutenant Governor in Council may, by regulation, establish criteria by which the eligibility of a person to receive disaster financial assistance is to be determined.
(2) The Lieutenant Governor in Council or the minister may provide disaster financial assistance in accordance with the regulations to persons who suffer loss as a result of a disaster.
Appeals to director on eligibility for disaster financial assistance
21 (1) A person may, by delivering to the director a written notice of appeal within 60 days after receipt of notice that the person was determined not to meet the eligibility criteria set under section 20 (1), appeal that determination.
(2) If a written notice of appeal is not received by the director within the time limited for an appeal under subsection (1), the person in respect of whom the determination was made may not appeal the determination.
(3) If a written notice of appeal is received by the director within the time limited for an appeal under subsection (1), the director must review the appellant's eligibility for disaster financial assistance in accordance with the information contained in the notice of appeal and may, but need not, do one or both of the following in conducting that review: (a) request additional information from the appellant; (b) convene a hearing.
(4) After conducting a review under subsection (3), the director may
(a) confirm the determination, or (b) overturn the determination and direct that the person be considered to be eligible to receive disaster financial assistance.
(5) The director must inform the appellant of the decision reached under subsection (4).
(6) A decision under subsection (4) is final and conclusive and is not open to question or review in a court on any grounds.
Appeals to director on amounts of disaster financial assistance
22 (1) A person may, by delivering to the director a written notice of appeal within 60 days after receipt of disaster financial assistance provided under section 20, appeal the amount of that disaster financial assistance.
(2) If a written notice of appeal is not received by the director within the time limited for an appeal under subsection (1), the person is deemed to have accepted the sum paid by way of disaster financial assistance in full settlement of the person's loss, and no proceedings to determine or seek an increase in the amount of the disaster financial assistance provided for that loss may be brought by that person.
(3) If a written notice of appeal is received by the director within the time limited for an appeal under subsection (1), the director must review the amount of disaster financial assistance in accordance with the
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(a) request additional information from the appellant; (b) convene a hearing.
(4) After conducting a review under subsection (3), the director may confirm, increase or decrease the amount of the disaster financial assistance and must inform the appellant of the decision.
(5) A decision under subsection (4) is final and conclusive and is not open to question or review in a court on any grounds.
Section Repealed 23 [Repealed 2003-7-14.]
Variation of disaster financial assistance
24 (1) If a person is, under section 22, determined to be entitled to disaster financial assistance in an amount that is greater than the disaster financial assistance, if any, provided to the person under section 20, the government must promptly provide to the person the additional amount of disaster financial assistance decided by the director.
(2) If the director determines, under section 22, that a person is entitled to an amount of disaster financial assistance that is less than the amount of disaster financial assistance provided to the person under section 20, the person must repay to the government the amount of the disaster financial assistance that was an overpayment within 60 days after being informed of the director’s decision under section 22.
Mandatory assistance
25 (1) If a person who is authorized to do so under section 10 (1) (e) or 13 (1) makes an order requiring a person to provide assistance, the person named in the order must provide the assistance required by the order.
(2) A person's employment must not be terminated by reason only that the person is required to provide assistance under this section.
Conflict
26 Unless otherwise provided for in a declaration of a state of emergency made under section 9 (1) or in an extension of the duration of a declaration under section 9 (4), if there is a conflict between this Act or the regulations made under this Act and any other Act or regulations, this Act and the regulations made under this Act prevail during the time that the declaration of a state of emergency made under section 9 (1) and any extension of the duration of that declaration is in effect.
Offence
27 (1) A person commits an offence who
(a) contravenes this Act or the regulations, or (b) interferes with or obstructs any person in the exercise of any power or the performance of any duty conferred or imposed by this Act or the regulations.
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(2) A person who commits an offence under subsection (1) is liable to imprisonment for a term of not more than one year or to a fine of not more than $10 000 or to both imprisonment and fine.
Power to make regulations
28 (1) The Lieutenant Governor in Council may make regulations referred to in section 41 of the Interpretation Act.
(2) Without limiting subsection (1), the Lieutenant Governor in Council may make regulations as follows:
(a) assigning responsibility to ministries, boards, commissions or government corporations or agencies for the preparation or implementation of all or any part of plans or arrangements to deal with emergencies or disasters; (b) delegating to any person or committee appointed under this Act or to any one or more members of the Executive Council any of the powers vested by this Act in the minister or the Lieutenant Governor in Council, except the power to make an order for a declaration of a state of emergency or to make regulations;
(c) respecting the assessment of damage or loss caused by an emergency or disaster, the processing of claims for compensation for the damage or loss and the payment of compensation for the damage or loss;
(d) respecting eligibility for, the processing of claims for and the payment of disaster financial assistance;
(e) governing the sharing of costs incurred by the government or by a local authority in conducting emergency operations;
(f) respecting the registration, responsibilities and training of and training exercises for volunteers and volunteer agencies;
(g) requiring persons to develop plans and programs in cooperation with one or more local authorities, designated ministries and government corporations and agencies to remedy, alleviate or meet any emergency that might arise from any hazard to persons or property and that is or may be created by
(i) the person engaging in any operation, (ii) the person utilizing any process, (iii) the person using property in any manner, or (iv) any condition that exists or may exist on the person's land; (h) respecting the form and content of emergency plans; (i) in respect of any power available to a local authority under section 13 (1); (j) respecting the form and content of any notice of appeal delivered to the director under section 21 (1) or 22 (1).
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Copyright © 2004: Queen’s Printer, Victoria, British Columbia, Canada
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Local Authority Emergency Management Regulation
Interpretation
1. In this regulation “Act” means the Emergency Program Act.
Local emergency plans
2. (1) A local authority must reflect in the local emergency plan prepared by it under section 6(2) of the Act
(a) the potential emergencies and disasters that could affect all or any part of the jurisdictional area for which the local authority has responsibility, and
(b) the local authority’s assessment of the relative risk of occurrence and the potential impact on people and property of the emergencies or disasters referred to under paragraph (a).
(2) Each municipal council and each board of a regional district that qualifies as a local authority under section 1(1) of the Act must reflect in its local emergency plan, unless it is documented elsewhere,
(a) the commitment of the local authority to provide policy guidance and direction to the emergency management organization established by that local authority under section 6(3) of the Act, and
(b) the procedures by which that guidance and direction is to be provided
(3) A local authority must, as part of the local emergency plan prepared by it under section 6(2) of the Act,
(a) require a periodic review and updating of the local emergency plan and establish a procedure for that review and revision,
(b) establish and maintain for all emergency response staff to whom responsibilities are assigned in the plan,
(i) a program of emergency response exercises, and
(ii) a training program,
(c) identify the procedure by which emergency resources, including, without limitation, personnel, equipment, facilities and financial resources, may be obtained from sources within or outside of the jurisdictional area for which the local authority has responsibility,
(d) establish the procedures by which the plan is to be implemented,
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(e) establish procedures by which those persons who may be harmed or who may suffer loss are notified of an emergency or impending disaster,
(f) coordinate the provision of food, clothing, shelter, transportation and medical services to victims of emergencies and disasters, whether that provision is made from within or outside the local authority,
(g) establish the priorities for restoring essential services provided by the local authority that are interrupted during an emergency or disaster, and
(h) recommend to service providers the priorities for restoring essential services not provided by the local authority that are interrupted during and emergency or disaster.
(4) A local authority may incorporate into its local emergency plan any confirmed, potential or anticipated assistance and resources of other levels of government or other non-governments bodies. Powers of a local authority
3. Nothing in the regulation or the Act prevents a local authority from
(a) entering into mutual aid agreements with one or more local authorities for emergency resources of all types and subsequent cost recovery.
(b) entering into agreements with non-government organizations for emergency resources of all types and subsequent cost recovery, and
(c) providing emergency training to and conducting emergency exercises with persons residing or carrying on business in the jurisdictional area for which the local authority has jurisdiction.
Duties of a local authority
4. Each municipal council and each board of a regional district that qualifies as a local authority under section 1(1) of the Act must, on the request of and within the time required by the minister, submit to the minister
(a) the local emergency plan as prepared under section 6(2) of the Act and updated under section 2(3)(a) of this regulation,
(b) the schedule and content of any emergency training or exercise program, and
(c) any other emergency prevention, preparedness, response or recovery information that the minister considers necessary to assist the minister in preparing or establishing procedures required for the prompt and efficient implementation of plans and programs to meet emergencies and disasters.
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 204 of 536 Annex B – SLRD Emergency Measures Bylaw
SLRD Emergency Response and Recovery Plan Page B-1 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 205 of 536 Annex B – Bylaw
SLRD Emergency Response and Recovery Plan Page B-2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 206 of 536 Annex C – Agreements
Mutual Aid Agreements
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 207 of 536 Annex C – Agreements
SLRD Emergency Response and Recovery Plan Page C-2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 208 of 536 Annex D – Forms and Templates
Numerical Listing:
EOC 400 Sample Declaration of State of Local Emergency EOC 401 EOC Management Team Briefing Agenda EOC 401A EOC Briefing Format EOC 407 Position Decision/Approval Log EOC 410 Contact Log
EOC 412 Radiogram (Radio Message Form) EOC 414 Position Log EOC 415 Damage Assessment EOC 416 EOC Internal Message Form (3 Part Form) EOC 417 ESS Reception/Centre/Group Lodging Situation Report
EOC 418 ESS Situation Report EOC 420 Evacuation Message (Sample) EOC 421 Evacuation Instructions (Sample) EOC 422 Spokesperson Media Statement (Sample) EOC 423 Media Tracking Report (Sample)
EOC 424 Media Conference Attendance Record (Sample) EOC 425 After the Disaster (Sample Release) EOC 501 EOC Situation Report EOC 502 EOC Action Plan EOC 503 EOC Shift Schedule
EOC 507 Transportation Plan EOC 508A EOC Staff Food Plan EOC 508B EOC Staff Lodging Plan EOC 509 Communications Log EOC 511 Check-in, Check-out List
EOC 512 PEP Task Registration Form EOC 514 Request for Resources or Assistance EOC 515 Personnel Assignments and Resource Planning Worksheet EOC 516 Resource Status (By Type) EOC 517 Resource Status (By Location)
EOC 523 Facility/Equipment Inventory for EOC EOC 530 EOC Expenditure Authorization Form EOC 532 EOC Daily Expenditures EOC 534 EOC Expenditures – Event Totals EOC 550 EOC Major Incident Report
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 209 of 536 Sample Declaration, State of Local Emergency EOC 400
WHEREAS People Property the Environment or Local Economy are at risk from______in the portion of the Squamish-Lillooet Regional District circumscribed in the paragraphs following:
AND WHEREAS the threat posed by ______continues to require early warning for and preparation by those potentially or actually effected, or protection of infrastructure, property, possessions or the environment, as well as prompt coordination of response and recovery actions, or special regulations of access, activities, persons, property of the environment, to protect the health, safety or welfare of people, or to limit damage to property or the following environment within the designated areas of (Local Authority) circumscribed in the paragraphs following;
I (we) HEREBY DECLARE, pursuant to Section 12(1) of Division 3 of the Emergency Program Act of British Columbia, RS Chapter III (1996) and Section ______of the Local Authority Emergency Program Bylaw No. (______) that a STATE OF LOCAL EMERGENCY NOW EXISTS and is so ORDERED, authorized and approved.
BE IT KNOWN THAT the geographic area affected and to which this DECLARATION applies is known as ______all in the Squamish-Lillooet Regional District and this area is bounded by: ______
AND BE IT ALSO KNOWN THAT the Squamish-Lillooet Regional District hereby advises the Attorney General of the Province of British Columbia, and the population within the aforementioned circumscribed area, that a STATE OF LOCAL EMERGENCY exists and that the Squamish-Lillooet Regional District may exercise some or all of the powers delegated to it in Section 13 of the Emergency Program Act.
AND BE IT ALSO KNOWN THAT this DELCARATION and STATE OF LOCAL EMERGENCY will remain in force from ______to ______
______Chair of the Squamish-Lillooet Regional District Time Date (Yr, Month, Day)
By ORDER of ______the Squamish-Lillooet Regional District Order Number
By ORDER of ______Members of Board of the Squamish-Lillooet Regional District (by resolution)
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 210 of 536 EOC Mgmt. Team Briefing Agenda EOC 401
Event: Date: PEP Task No.: Meeting Time:
Items to Cover: 1 – Objectives Accomplished 2 – Objectives for Next Period # Function / Position 3 –Needs 4 –Issues Other Specific Items: 1. Operations 2. Planning 3. Logistics 4. Finance / Admin 5. Risk Management Officer 6. Liaison Officer 7. Information Officer 8. EOC Director 9. Others
Responsible Completion 10. Objectives for Next Operational Period Function Time (Est.)
Approved by Planning Section Chief: Approved by EOC Director:
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 211 of 536 EOC Briefing Format EOC 401A
Event: Date: Function: PEP Task No.: Time:
Objectives Accomplished:
Objectives for Next Operational Period:
Unmet Needs:
Issues the EOC Should Note:
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 212 of 536 EOC Decision / Approval Log EOC 407
Event: Date: Function: PEP Task No.: Time:
Date / Issue Discussion Approved Decision Time (Needs / Options Available) (Pros / Cons) By
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 213 of 536 Contact Log EOC 410
Event: Date: Function: PEP Task No.: Time:
Agency: Agency: Contact Name: Contact Name: Title: Title: Business Phone: Business Phone: Cell Phone: Cell Phone: Pager: Pager: After Hours Phone: After Hours Phone: Fax: Fax: Email: Email: Location: Location:
Agency: Agency: Contact Name: Contact Name: Title: Title: Business Phone: Business Phone: Cell Phone: Cell Phone: Pager: Pager: After Hours Phone: After Hours Phone: Fax: Fax: Email: Email: Location: Location:
Agency: Agency: Contact Name: Contact Name: Title: Title: Business Phone: Business Phone: Cell Phone: Cell Phone: Pager: Pager: After Hours Phone: After Hours Phone: Fax: Fax: Email: Email: Location: Location:
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 214 of 536 Radiogram (Radio Message Form) EOC 412
Shaded Area for Message Clerk or Radio Operator Use Only Precedence (Circle one) Station of Place of Time Filed Date Filed Number Emergency HX Origin Check Origin Hh:mm mm-dd Priority Welfare Routine To (Addressee Name) Originator is responsible for area inside bold lines (Please Print-Capital Letters Only)
Phone (optional)
______
______
______
______
______
______
______
From (Sender Name)
Title (If any)
Phone (optional)
Received From: Sent To: Time Date Time Date Call Sign hh:mm mm-dd Call Sign hh:mm mm-dd
Operator Frequency Method Operator Frequency Method
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 215 of 536 Position Log EOC 414
Event: Name: PEP Task No.: EOC Function
Time Date Major Events / Decisions / Actions Taken (24 hr)
Page____ of ____
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 216 of 536 Damage Assessment - Wildfire EOC 415
Event: Date: Name: PEP Task No.: Inspection Time: Organization:
Building Description 1. Property Owner Name:______6. Type of Construction 2. Address:______R Wood frame R Manufactured ______R Steel frame R Masonry 3. Property ID Number: ______R Concrete frame R Other: ______4. Community: ______5. Property Owner Contact/Phone: ______
7. Number of stories above ground: _____ below: _____
8. Building Type Footprint Damage Extent Main structure footprint: ______m x ______m R Total R Major R Minor R None Outbuilding footprint: ______m x ______m R Total R Major R Minor R None Outbuilding footprint: ______m x ______m R Total R Major R Minor R None Outbuilding footprint: ______m x ______m R Total R Major R Minor R None Other footprint: ______m x ______m R Total R Major R Minor R None
9. Occupancy Type 10. Other Losses R Primary Residence R Seasonal Residence R Personal Vehicle ______R Agricultural R Industrial R RV ______R Commercial R Institutional R Boat ______R Government R Utilities R Equipment ______R Other ______R Other ______
Hazard Evaluation Other Hazards 11. Observed Hazards R Chimney, parapet, or other falling hazard ______R Danger Trees ______R Ash pits ______R Open Wells or Septic Tanks ______R Propane tanks ______R Hazardous Materials ______R Downed Power Lines ______R Trip Hazards ______R Sharp Hazards ______R Rockfall or Landslide ______Comments ______
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 217 of 536 EOC Internal Message Form EOC 416
Message From: EOC Function: Date: Time:
To: Subject: PEP Task No.
Message:
Reply From: EOC Function: Date Time:
Reply:
Message From: EOC Function: Date: Time:
To: Subject:
Message:
Reply From: EOC Function: Date Time:
Reply:
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 218 of 536 ESS Reception Centre Sit Rep EOC 417
(Obtain from ESS Director)
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 219 of 536 ESS Situation Report EOC 418
(Obtain from ESS Director)
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 220 of 536 Evacuation Message (Sample) EOC 420
Event: Date: PEP Task No.: Time:
This is ______(rank/title name) From the ______(agency/department)
A ______(size/intensity of incident)
Incident has occurred/is occurring in/at ______(location)
Because of the potential danger to life and health ______(the authority)
______everyone within ______(has/have) (ordered/recommended) (# blocks/kilometres/metres)
of that area to ______(evacuate/shelter-in-place) (immediately/as soon as possible)
This message will be repeated. Specific instructions and locations for help will be given.
If you are in the following areas, you ______(must/should) (leave the area/get inside a building)
______. The areas involved are as follows: (immediately/as soon as possible) ______(Northern Boundary: street, highway or other significant geographical point) ______(Eastern Boundary: street, highway or other significant geographical point) ______(Southern Boundary: street, highway or other significant geographical point) ______(Western Boundary: street, highway or other significant geographical point)
Listen to your local radio stations for further information.
Prepared by (Information Officer): Approved by (EOC Director):
Time Approved: Date Approved:
SLRD Emergency Response and Recovery Plan Page D-13 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 221 of 536 Evacuation Instructions (Sample) EOC 421
Event: Date: PEP Task No.: Time:
The (Local Authority) Emergency Program or Emergency Operations Centre is urging residents affected by the recent (disaster – whatever it is) to be prepared to evacuate if ordered to do so by emergency officials in your area.
If you have to evacuate:
x Take an emergency survival kit with you. x Make sure you take prescription medicine and identification for the entire family. x Listen to the radio and follow instructions from local emergency officials. x If you are instructed to do so, shut off water, gas and electricity. x Make arrangements for pets. Local emergency officials will advise you. x Wear clothes and shoes appropriate to conditions. x Lock up your home. x Follow the routes specified by emergency officials. Don’t take shortcuts. A shortcut could take you to a blocked or dangerous area. x If you have time, leave a note telling others when you left and where you went. If you have a mailbox, you can leave the note there. x If you are evacuated, register with the local ESS emergency reception centre (as advised by emergency officials) so you can be contacted or reunited with your family and loved ones.
Media Contact: Name: Phone: Local Authority Web Address:
SLRD Emergency Response and Recovery Plan Page D-14 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 222 of 536 Spokesperson Media Statement (Sample) EOC 422
Event: Date: PEP Task No.: Time:
My name is: ______My position is:______
This is the information I can give you so far:
At ______on ______a(n) (time: am/pm)(day of the week and date)
______occurred at (fire, flood, explosion, earthquake, chemical spill, etc)
______in ______(location) (local authority/jurisdiction)
Information on number injured and fatalities is (not) known at this time.
Emergency response procedures to protect the public, responders and the environment is underway. The______has been ______(facility or location) (shut down/cordoned off/evacuated).
The cause of the ______is currently under investigation. (fire, explosion, chemical spill)
No estimate of damage is available at this time. As information becomes available, the ______Emergency Operations Centre will issue additional reports. (local authority)
Any further inquiries should be directed to ______(name and title) at______and telephone number ______. (location) (telephone number)
Prepared by (Information Officer): Approved by (EOC Director):
Time Approved: Date Approved:
SLRD Emergency Response and Recovery Plan Page D-15 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 223 of 536 Media Tracking Report (Sample) EOC 423
Event: Date: PEP Task No.: Time:
Time Media Source Reporter's Name Phone No. Questions
Page____ of ______
SLRD Emergency Response and Recovery Plan Page D-16 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 224 of 536 Media Conference Attendance Record EOC 424
Event: Date: Location: PEP Task No.: Conference Time:
Media Outlet / Name Title Telephone No. Organization
Page ___ of ____
SLRD Emergency Response and Recovery Plan Page D-17 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 225 of 536 After the Disaster (Sample Release) EOC 425
Event: Date: PEP Task No.: Time:
Having just experienced the shock and pain of a disaster, you will be very busy for the next few days or weeks. Caring for your immediate needs, perhaps finding a new place to stay, planning for clean-up and repairs, and filing claim forms may occupy the majority of your time. As the immediate shock wears off, you will start to rebuild and put your life back together. There are some normal reactions we may all experience as a result of a disaster. Generally, these feelings don’t last long, but it is common to feel let down and resentful many months after the event. Some feelings or responses may not appear until weeks or even months after the disaster. Some common responses are:
x Irritability/Anger x Inability to sleep x Sadness x Lack of concentration x Fatigue x Nightmares x Headaches or nausea x Increase in alcohol or drug x Loss of appetite consumption x Hyperactivity x Fear of storms
Many victims of disaster will have at least one of these responses. Acknowledging your feelings and stress is the first step in feeling better. Other helpful things to do include:
Talk about your disaster experiences. Sharing your feelings rather than holding them in will help you feel better about what happened. Take time off from cares, worries and home repairs. Take time for recreation, relaxation or a favourite hobby. Getting away from home for a day or a few hours with close friends can help. Pay attention to your health, to good diet and adequate sleep. Relaxation exercises may help if you have difficulty sleeping. Prepare for possible future emergencies to lessen feelings of helplessness and bring peace of mind. Rebuild personal relationships in addition to repairing other aspects of your life. Couples should make time to be alone together, both to talk and to have fun. If stress, anxiety, depression, or physical problems continue, you may wish to contact the post-disaster services provided by the local mental health contact.
Please take this sheet with you today and reread it periodically over the next few weeks and months. Being aware of your feelings and sharing them with others is an important part of recovery.
Media Contact: Name: Phone: Local Authority Web Address:
SLRD Emergency Response and Recovery Plan Page D-18 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 226 of 536 EOC Sit Rep EOC 501
EOC SITUATION REPORT (Items in BOLD must be completed: NO RED INK)
From (Local Authority): ______
1. FORM PREPARED: 2. FOR OPERATIONAL PERIOD 3. THIS REPORT: 4. EVENT NAME:
______FROM: ______ INITIAL MM/DD/YY HH:MM MM/DD/YY HH:MM UPDATE TO: ______ FINAL EOC EVENT NUMBER: MM/DD/YY HH:MM 5. EOC DIRECTOR NAME: 6. 7. 8. EVENT TYPE: 9.EVENT GENERAL LOCATION: 10. EVENT STARTED: DATE ______MM/DD/YY
TIME ______24 HR
11. CAUSE: 12. AREA(S)INVOLVED: 13. PEP TASK NUMBER: 14. LOCAL 15. 16. EMERGENCY DECLARED?
YES NO ANTICIPATED CANCELLED
17. CURRENT THREAT(S): 18. CONTROL PROBLEMS:
19. ESTIMATED LOSSES: 20. ESTIMATED SAVINGS: 21. NUMBER OF 22. EVACUATION: 23. NUMBER EVACUATED: SERIOUS ALERT ______RESIDENTIAL:$ $ ORDERED INJURIES: ALL CLEAR KINDS OF EVACUEES (E.G., RESIDENTS, BUSINESS:$ HOSPITALS, ANIMALS, ETC.): COMMENTS: RECEPTION CENTRES INFRASTRUCTURE:$ FATALITIES: CURRENTLY OPEN? YES NO TOTAL: $ HOW MANY? ______24. CURRENT WEATHER: 25. FORECAST WEATHER (24 HR): 26. EOC 27. ESTIMATED TOTAL EXPENDITURES: MAX WIND SPEED ______KPH MAX WIND SPEED ______KPH EXPENDITURES THIS $ OPERATIONAL PERIOD: WIND DIRECTION, WIND DIRECTION, COMMENTS: $ FROM: ______(E.G., NW) FROM: ______(E.G., NW)
MAX TEMP :______C. MAX TEMP :______C.
MIN HUMIDITY: ______% MIN HUMIDITY: ______%
28. PROGNOSIS: 29. MUTUAL AID NEEDED NEXT OPERATIONAL PERIOD? 30. ADDITIONAL PROVINCIAL RESOURCES NEEDED NEXT OPERATIONAL PERIOD? YES NO NO CHANGE YES NO FROM WHAT SOURCE: WORSENING KIND(S)(E.G., TEAMS, RECEPTION CENTRES): NEXT OPERATIONAL PERIOD FROM: ______ IMPROVING MM/DD/YY HH:MM TO: ______RESOURCE REQUEST FORM SENT TO PREOC COMMENTS: MM/DD/YY HH:MM YES NO KIND(S)(E.G., EOC PERSONNEL, RADIOS - SPECIFY NEEDS):
SEE REVERSE FOR INSTRUCTIONS ON COMPLETING THIS FORM SLRD Emergency Response and Recovery Plan Page D-19 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 227 of 536 EOC Sit Rep EOC 501
31. EOC RESPONSE /RECOVERY ACTION PLAN (LIST GOALS, OBJECTIVES AND THE ACTIONS TO BE TAKEN):
32. REMARKS:
33. FORM PREPARED BY 34. APPROVED BY EOC DIRECTOR: 35. SIT REP SENT:
DATE: ______TIME ______DATE: ______TIME ______MM/DD/YY HH:MM MM/DD/YY HH:MM
TO PREOC AT FAX: __952-4972__
______ TO POLICY GROUP AT FAX: (PRINT YOUR NAME) (SIGNATURE OF EOC DIRECTOR) ______
TO OTHER ______AT FAX: ______
Additional Sheets Attached? NO YES (Number of pages attached = ______)
SLRD Emergency Response and Recovery Plan Page D-20 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 228 of 536 EOC Sit Rep EOC 501
GENERAL INSTRUCTIONS FOR FORM EOC 501
Completion of the EOC Situation Report will be as directed by the Provincial Regional Emergency Coordination Centre (PREOC). EOCs must send the EOC Situation Report at least every 24 hours, or more often to match your operational periods. Status Reports should be sent by facsimile. The first Report should be from the start of the operation up to 20:00 hrs. (or earlier) of the first day of operations. An additional EOC Situation Report may be sent if there are significant changes in the situation.
1. Enter date and time report completed. 2. Indicate the Operational Period covered by the report. Use 24 hour clock 3. Check appropriate space. 4. Provide event name and event number given to incident by EOC. 5. Enter first initial and last name of EOC Director. 6. Reserved. 7. Reserved. 8. Enter type of incident e.g., wildland fire (fuel type), structure fire, hazardous spill, flood, etc. 9. Enter general location of incident/event. Use remarks for additional data if necessary. 10. Enter date (month/day/year) and 24 HR local time incident started (maximum of 8 characters). 11. Enter cause or “under investigation.” 12. Enter area(s) involved, e.g. between Main Street and Alder Avenue (Map Grid A4). 13. Enter PEP Task Number if assigned (optional). 14. Enter whether a State of Local Emergency Declaration has been issued OR is anticipated. 15. Reserved. 16. Reserved. 17. Report significant threat to value resources, e.g. structures, watershed, timber, wildlife, etc.. 18. Enter control problems, e.g., accessibility, fuels, terrain, weather, tides, structures. 19. Enter estimated dollar value of total damage to date. Include breakdown of damage to residential and business property and other significant infrastructure damage. 20. Enter estimate of values saved (optional). 21. Enter number of deaths or serious injuries that have occurred since the last report. 22. Check appropriate space for evacuation status and reception centre/shelter status. 23. Report estimated number of people evacuated since the last report and kinds of evacuations. 24. Indicate current weather conditions at the incident location. 25. Indicate predicted weather conditions for the next operational period. 26. Provide total EOC incident (operational) expenditures to date. 27. Provide estimated total EOC expenditures for entire incident. 28. Enter general prognosis of incident. 29. Indicate whether mutual aid will be required for next operational period. If so, list where mutual aid will be needed, for what operational period, and kinds and types of resources that will be required. 30. Indicate whether Provincial Resources will be required for next operational period. If so, define next operational period, list what kinds and types of resources will be required. 31. Summarize your EOC’s current Action Plan; briefly listing priority Goals/Objectives and your response organization’s Actions required to meet those Goals/Objectives. 32. The Remarks space can be used to (1) list additional resources not covered in Section 29; (2) provide more information on location in Section 9; (3) enter additional information regarding threat control problems, anticipated release or demobilization, etc. 33. This will normally be the Planning Section Chief. Print full name clearly. 34. This must be signed and dated by the EOC Director. 35. Indicate where Situation Report shall be sent. Print clearly.
SLRD Emergency Response and Recovery Plan Page D-21 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 229 of 536 EOC Action Plan EOC 502
Event: Date: PEP Task No.: Time:
Situation Summary:
General Response Goals (Check if Applicable) Protect Responders Protect Public Health Protect Environment Save Lives Protect Govt. Infrastructure Reduce Social and Economic Losses Reduce Suffering Protect Property Other
Responsible Completion Time: EOC Objectives for Next Operational Period Function Estimated Actual
Attachments (Check if Attached): Organization Chart Flood Fighting Plan Interface Fire Plan Section Assignment List Transportation Plan Communications Plan Public Information HazMat Plan Medical Plan Map Evacuation Plan Other
NOTE: Action Plan to be distributed to all EOC Section Chiefs. Approved by Planning Section Chief: Approved by EOC Director:
SLRD Emergency Response and Recovery Plan Page D-22 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 230 of 536 EOC Shift Schedule EOC 503
Event: This Schedule is for: PEP Task Number: Sun M T W Th F Sat Date: Activated EOC Function 00:00 to 08:00 08:00 to 16:00 16:00 to 24:00 EOC Director Deputy Director Risk Management Officer Liaison Officer Information Officer Operations Section Chief Fire Branch Police Branch Ambulance Branch ESS Branch Environmental Branch Engineering Branch Utilities Branch Planning Section Chief Situation Unit Resource Unit Documentation Unit Advance Planning Unit Demobilization Unit Recovery Unit Technical Specialists Logistics Section Chief Information Technology EOC Support Supply Personnel Transportation Finance/Admin Section Chief Time Procurement Compensation & Claims Cost Accounting Prepared by(Logistics Chief): Approved by(EOC Director):
SLRD Emergency Response and Recovery Plan Page D-23 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 231 of 536 Transportation Plan EOC 507
Event: Date: PEP Task No.: Time:
Entry No.
Time of Request
Agency Requesting
Number of People /Equip
Pick-up Point
Drop-off Point
Depart Time
Return Time
Estimated Travel Time
Call Sign Travel Methods (foot, private vehicle, rental vehicle, bus taxi, helicopter, fixed wing, rail, ferry, boat, other) Page___ of____
Prepared by (EOC Transportation Unit Leader) Approved by (Logistics Section Chief):
SLRD Emergency Response and Recovery Plan Page D-24 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 232 of 536 EOC Staff Food Plan EOC 508A
Event: This EOC Food Plan is for: PEP Task No. Sun M T W Th F Sat Date:
Meal Meal Delivered Meal Meal Meal Type Menu Qty Supplier Prepared or Pick- No. Date Time (B/L/D/S) By Up
1
2
3
4
5
B = Breakfast L = Lunch D = Dinner S = Snack
Prepared by (EOC Support Unit Leader): Approved by (Logistics Section Chief):
Time Approved: Date Approved:
SLRD Emergency Response and Recovery Plan Page D-25 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 233 of 536 EOC Staff Lodging Plan EOC 508B
Event: Date: Function: PEP Task No.: Time: Name:
Shift 1 Shift 2 Shift 3 # Location From To # From To # From To #
Comments:
Prepared by (EOC Support Unit Leader): Approved by (Logistics Section Chief):
Time Approved: Date Approved:
SLRD Emergency Response and Recovery Plan Page D-26 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 234 of 536 Communications Log EOC 509
Event: PEP Task #: Date: Operational Period: Station ID: Operator:
Log Station ID Time Subject To From
Page___ of____
SLRD Emergency Response and Recovery Plan Page D-27 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 235 of 536 EOC Check-In, Check-Out EOC 511
Event:: PEP Task No.: Check-In Location: Date:
Assignment: Check-In Check-Out Print Your Name Agency or Organization You Time Time (Last, First) Represent (e.g., EOC Function) (24 hr) (24 hr)
Page ____ of ____ Name of Check-In, Check-Out Supervisor:
SLRD Emergency Response and Recovery Plan Page D-28 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 236 of 536 PEP Registration EOC 512
Event:: PEP Task No.: Region:
Date: Location of Registration:
Your Home Print Your Name Name and Phone Number Your Address Telephone Your Signature (Last, First) of Next-of-Kin Number
Personnel Unit Coordinator Signature: Page ____ of ____ I certify that the persons identified above attended this task. ______Date: ______
SLRD Emergency Response and Recovery Plan Page D-29 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 237 of 536 Request for Resources or Assistance EOC 514
Event: Date: Request No.: PEP Task No.: Time: (Mgt. Ops. Pln. Log. Fin ) Precedence Level: Emergency Priority Routine
Staff/Agency Requesting: Contact Person’s Name and Position: Telephone or Contact #: Brief description of problem or task to be accomplished:
Specific Resource Requested and Number Required: Potential Substitute: Capacity (Size, Voltage, etc.): Supporting Equipment, Fuel, Water, Etc.: Personnel Required to Operate/Support: Transportation Required: How Long is Resource Needed: Where to Deliver or Report: Report to Whom (Name, Title, Agency):
Resource Request completed by (Name and Position):
Resource Request Approved by EOC Section Priority Resource Request Approved by EOC Chief: Director:
______Name and Signature Name and Signature
______Time and Date Time and Date
Distribution List: EOC Director Logistics Section Operations Section Finance and Administration Section Planning Section PREOC Other ______
Response to Resource Request (Completed by Logistics – Supply Unit) Resource Available? Yes No # of Resources Deployed: Request filled by: ______Time of Deployment (Name and Signature) Requestor Advised? Yes No Estimated Time of Arrival
SLRD Emergency Response and Recovery Plan Page D-30 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 238 of 536 Personnel Assignments EOC 515 Resource Planning Worksheet
Event: Date: PEP Task No.: Time:
Request # Precedence Level Critical Resource Status (Y/N) Agency / Location Requesting Resource Type of Resource # of Resources Requested # of Resources Available # of Resources Approved Time of Deployment Location Deployed To ArrivalTimeatSite Estimated Time of Use Completion Time Page___ of____
Distribution List: EOC Director Logistics Section Operations Section Finance and Administration Section Planning Section (Resource Unit)
SLRD Emergency Response and Recovery Plan Page D-31 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 239 of 536 Resource Status (by type) EOC 516
Event: Date: PEP Task No.: Time:
Critical Kind and Total # of Total # of Total # of Availability Sites / Resource Type of Resource Resource Resource as of Locations Status Resource Available Assigned Out-of-Service Date/Time (Y/N)
Page ___ of____
Distribution List: EOC Director Logistics Section Operations Section Finance and Administration Section Planning Section PREOC Other ______
SLRD Emergency Response and Recovery Plan Page D-32 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 240 of 536 Resource Status (by location) EOC 517
Event: Date: PEP Task No.: Time:
Critical Resource Type of Total # of Site/Location Resource Resource Comments Returned as Resource Status (Y/N) Assigned of Date/Time
Page ___ of____
Distribution List: EOC Director Logistics Section Operations Section Finance and Administration Section Planning Section PREOC Other ______
SLRD Emergency Response and Recovery Plan Page D-33 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 241 of 536 Facility/Equipment Inventory for EOC EOC 523
Event: Date: Name: PEP Task No.: Time: Function:
Control / Number of Item Inventory Owner Issued To Status Qty Time Comments Items Description No. Issued Returned Issued Returned Issued Returned Issued Returned Issued Returned Issued Returned Issued Returned Issued Returned Issued Returned Page ___ of____
SLRD Emergency Response and Recovery Plan Page D-34 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 242 of 536 EOC Expenditures Authorization Form EOC 530
Event: Date: PEP Task No.: Time:
Requesting Authorized Person / Agency:
Location: Incident Description: (include date, time, location and nature of response activity or service being provided)
Amount Requested:
Expenditure Authorized "Not to Exceed"
Expenditure Request Approved by Finance / Admin Expenditure Request Approved by EOC Director: Section Chief:
______Name and Signature Name and Signature
______Time and Date Time and Date
Distribution List: EOC Director Logistics Section Operations Section Finance and Administration Section Planning Section Originator of Request Other ______
SLRD Emergency Response and Recovery Plan Page D-35 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 243 of 536 EOC Daily Expenditures EOC 532
Event: Date: PEP Task No.: Time:
Invoice Supplies/ Time Payee Wages Travel Food Misc. Total Number Materials
Page ___ of____
Daily Expenditures completed by (Name and Position):
Distribution List: EOC Director Logistics Section Operations Section Finance and Administration Section Planning Section PREOC Other ______
SLRD Emergency Response and Recovery Plan Page D-36 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 244 of 536 EOC Expenditures – Event Totals EOC 534
Event: Date: PEP Task No.: Time:
Invoice Date Payee Wages Travel Materials Total Number
Page ___ of____
EOC Event Totals completed by (Name and Position):
Distribution List: EOC Director Finance and Administration Section Planning Section PREOC Other ______
SLRD Emergency Response and Recovery Plan Page D-37 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 245 of 536 EOC Major Incident Report EOC 550
Event: Date: Reported By: (name, position, agency) PEP Task No.: Time:
Type of Incident:
Location of Incident:
Description of Incident:
Responding Agencies:
Deaths: Injuries:
Damage or Potential Damage:
Situation Forecast:
Regional/Provincial Support Provided or Required:
Public Information/Media Requirements:
Prepared by: Approved by EOC Director:
______Name and Signature Name and Signature
______Time and Date Time and Date
Distribution List: EOC Director Deputy Director Operations Section Risk Management Officer Planning Section Liaison Officer Logistics Section Information Officer Finance/Admin Section PREOC Other ______
SLRD Emergency Response and Recovery Plan Page D-38 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 246 of 536 SLRD Evacuation Policies and Guides
Decision Guide on Evacuations
The SLRD recognizes that evacuations impose an impact on the population, particularly businesses and farms on which the area’s economy depends. The SLRD will make every effort to balance the rights of individuals to protect their property and financial values with the community desire to prevent personal injury.
Therefore, it is the policy of the SLRD:
x To only order an evacuation when and where lives are threatened and where evacuation could potentially prevent injury and death; x To alert community members of potential evacuation as early as possible and advise on appropriate preparations; x To return evacuees to their homes and businesses as soon as possible, considering all of the hazards they may face. x To arrange for the early return of persons needed to operate essential services or vital businesses in the community, giving equitable opportunities to competing businesses.
Decision Guide for Shelter in Place
In some incidents, such as the release of a toxic gas, residents would be safer staying in doors than evacuating the area.
Where Shelter-in-Place is recommended to safeguard the health and safety of the public, the SLRD Chair and Board shall declare a state of local emergency and order persons in hazardous areas to seek shelter and remain indoors until the All Clear.
In all respects, a Shelter-in-Place order will follow the policies and procedures of an Evacuation Order as closely as possible.
In-place sheltering can be considered during the following circumstances: x The hazardous material has been identified as having a low or moderate level of health risk. x The material has been released from its container and is now dissipating. x Leaks can be controlled rapidly and before evacuation can be completed. x Exposure to the product is expected to be short-term and of low health risk. x The public can be adequately protected by staying indoors.
SLRD Emergency Response and Recovery Plan Page D-39 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 247 of 536 SLRD Evacuation Policies and Guides
Door-to-Door Crew Instructions x Fire personnel should be assigned to high risk areas, with RCMP and SAR crews assigned to safer areas. x Forest Service helicopters may be available to check areas for evacuation. x Use a separate radio frequency for the Evacuation Branch. x Assign specific areas to evacuate in order to avoid duplication or missed areas (use maps). x Be in uniform (high-visible coveralls), wear a helmet. x As teams complete their evacuations, reassign resources to other areas, if needed. x Maintain records of the evacuation process to avoid duplication or missed areas. x Apply coloured tape at a location that is visible from the road, using this key: Blue – House has been visited. No one home. Should be revisited. Pink – Notice given to evacuate and occupants agree to do so Yellow – Occupants have evacuated Orange – Occupants refuse to evacuate
Door-to-door notification should include the following instructions:
There is an emergency. You are in danger. Leave immediately. Go to the Reception Centre at ______(location). Take ______(route) out of area. Do you need transportation? Consider multi-lingual needs. You may take domestic pets, but no large animals.
Evacuees should be advised to take the following items: x Wallet/purse x House and car keys x Money x Eyeglasses x Medications x Proper/warm clothing x Family pet
Reluctant Evacuees – Instructions to Door Crews
In the event that a resident decides not to evacuate x Do not force evacuation. x Inform them of the risk. x Make a note of the citizen’s name address, phone number, and number of persons remaining, and age of any children. x Note the time of the conversation. x Ask for next of kin and a phone number and record the information.
Evacuations follow a triage philosophy – We will evacuate the greatest number for the greatest benefit. Individual refusals will be left to fend for themselves.
SLRD Emergency Response and Recovery Plan Page D-40 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 248 of 536 SLRD Evacuation Policies and Guides
Transporting Evacuees
1. Prepare a map and description of assembly areas for picking up people that do not have their own transportation (refer to Community Evacuation Data).
2. If many evacuees require transportation, establish a Transportation Sector within the EOC Police Branch.
3. If medical evacuations are required, the EOC Logistics Branch will work with the Health Authority to obtain/provide: x Ambulances x Buses x Other transportation to those requiring medical transportation out of the area
4. Ambulances and other transport vehicles should be staged in the event that citizens may need transportation off the area.
Traffic Control
x Install signs that say “Evacuation Route” with an arrow pointing in the direction of travel. x Materials: High-Visibility Green spray paint on plywood. x Prepare a map of potential control points. x Identify alternative routes to relieve traffic. x Devise measures to control access to evacuated area (e.g., barricades). x Determine procedures for traffic control at boat loading areas to avoid traffic blocking evacuation routes. x Determine and show on a map where to stage evacuee vehicles.
SLRD Emergency Response and Recovery Plan Page D-41 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 249 of 536 SLRD Evacuation Policies and Guides
Decision Guide on All Clear
The evacuation should be sustained as long as the risk continues in the evacuated area. Take caution when deciding to allow residents to return to the homes to ensure that the situation is truly under control. Re- evacuating is difficult as many residents will not want to go a second time. It can also be extremely hazardous.
Evacuees must be updated with information as soon as possible and periodically throughout the incident.
When the hazards forcing an evacuation have abated, the party ordering the evacuation will rescind the order for specific areas. The EOC will communicate the "All Clear" by means of: x Use local radio stations x Local and regional newspapers x SLRD website x PEP website x Office of Fire Commissioner website (for wildfire only)
Arrange for continuing or rapid return of essential services, such as electrical power, telephone, natural gas, water, sewerage, and garbage pickup.
SLRD Policy on Returning Evacuees x To decide to return evacuees to their homes, the Incident Commander will advise the SLRD EOC Director, who will advise the SLRD Chair. x If there is no Incident Commander and only the EOC is operating, the decision to return evacuees will be made by the EOC Director. x No other agency will be authorized to order the return.
SLRD Emergency Response and Recovery Plan Page D-42 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 250 of 536 Sample Evacuation Messages and Forms
Sample Alert Message
The Squamish-Lillooet Regional District Chair and Board has been advised of a danger of (threat) ______to the life and property of persons resident or present in (specific description of area)______within the SLRD. The alert area is bounded on the: North ______East______South______West______x This is an ALERT of POTENTIAL danger. You are not required to evacuate at this time. x You and your household members should be now ready to move quickly from the area if ordered to do so. x Gather essential items and make them available for a quick departure, such as o Medications o Eyeglasses o Valuable papers o Immediate care needs o Valuable keepsakes, photographs, etc. o Pets x Know the location of all household members and determine a place you will meet if you are separated during an evacuation, if one is required. x Prepare to evacuate children, disabled, or elderly to safety. x Relocate large pets and livestock to a safe area immediately, if possible. x Arrange accommodation for your family, if possible, in the event of an evacuation. Emergency lodging will be provided if necessary. This lodging will probably not permit pets, so make alternate arrangements now. x If you need transportation, the individual providing the alert notification will provide you with information regarding making arrangement for transport for you. Or you can call ______. x If time permits, consider taking steps to protect your property from damage.
(Signature) ______
(Print Name) ______
(Time and Date Signed) ______
Squamish-Lillooet Regional District
SLRD Emergency Response and Recovery Plan Page D-43 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 251 of 536 Sample Evacuation Messages and Forms
Sample Shelter-in-Place Message
The Squamish-Lillooet Regional District Chair and Board has been advised of an imminent danger of (threat) ______to the life and property of persons resident or present in (specific description of area)______within the SLRD.
The present situation will be compounded if you leave your present location. Follow these instructions: Go inside a building as quickly as possible and shelter in place. Close all doors, windows, fireplaces, vents or other openings. Turn off all heating, ventilation and air conditioning. Use duct tape, foil or plastic wrap to seal leaks around doors and windows. Turn on a radio or television for information.
(Signature) ______
(Print Name) ______
(Time and Date Signed) ______
Squamish-Lillooet Regional District
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Sample Evacuation Order Message
The Squamish-Lillooet Regional District Chair and Board has been advised of the imminent danger of (threat) ______to the life and property of persons resident or present in (specific description of area)______. The evacuation area is bounded on the: North ______East______South______West______
Based on this information and with the authority granted by the BC Emergency Program Act, the SLRD Chair and Board order an evacuation of these areas in the interest of life safety at (time) ______hours.
The RCMP will enforce this evacuation order. x Gather your household members, pets, and essential personal belongings. x Proceed quickly and calmly by way of this evacuation route ______. x Report to the Reception Centre at ______telephone ______and register with the personnel staffing that centre. This will facilitate contact by friends and relatives who may be concerned about your location and safety. x Those requiring immediate transportation should contact the EOC by dialling 9-1-1.
FOLLOW THE TRAVEL ROUTE PROVIDED AND LEAVE THIS AREA IMMEDIATELY.
(Signature) ______
(Print Name) ______
(Time and Date Signed) ______
Squamish-Lillooet Regional District
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Messages for Returning Evacuees
Fire Information for Returning Residents
(Adapted from Talking About Disaster: Guide for Standard Messages, produced by the National Disaster Education Coalition: American Red Cross, FEMA, IAEM, IBHS, NFPA, NWS, USDA/ CSREES, and USGS )
What to Do After a Wildfire
Use caution and exercise good judgment when re-entering a burned wildland-urban interface fire area. Hazards may still exist, including hot spots that can flare up without warning.
Avoid damaged or fallen power poles or lines, and downed wires. Immediately report electrical damage to authorities. Electric wires may shock people or cause further fires. If possible, remain on the scene to warn others of the hazard until repair crews arrive.
Be careful around burned trees and power poles. They may have lost stability due to fire damage.
Watch for ash pits and mark them for safety. Ash pits are holes full of hot ashes, created by burned trees and stumps. You can be seriously burned by falling into ash pits or landing in them with your hands or feet. Warn your family and neighbours to keep clear of the pits.
If a power line or pole should fall next to you, hop out of the area. You are less likely to be shocked if you are hopping.
Returning to Your Home
If there is no power, check to make sure the main breaker is on. Fires may cause breakers to trip. If the breakers are on and power is still not present, contact the utility company.
Inspect the roof immediately and extinguish any sparks or embers. Wildfires may have left burning embers that could reignite.
For several hours afterward, recheck for smoke and sparks throughout the home, including the attic. The winds of wildfires can blow burning embers anywhere. Keep checking your home for embers that could cause fires.
Take precautions while cleaning your property. You may be exposed to potential health risks from hazardous materials.
Debris should be wetted down to minimize health impacts from breathing dust particles.
Use a two-strap dust particulate mask with nose clip and coveralls for the best minimal protection.
Wear leather gloves to protect hands from sharp objects while removing debris.
Wear rubber gloves when working with outhouse remnants, plumbing fixtures, and sewer piping. They can contain high levels of bacteria.
Hazardous materials such as kitchen and bathroom cleaning products, paint, batteries, contaminated fuel and damaged fuel containers need to be properly handled to avoid risk. Check with local authorities for
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Messages for Returning Evacuees
hazardous disposal assistance.
If you have a propane tank system, contact a propane supplier, turn off valves on the system, and leave valves closed until the supplier inspects your system. Tanks, brass and copper fittings and lines may have been damaged from the heat and be unsafe. If fire burned the tank, the pressure relief valve probably opened and released the contents.
If you have a heating oil tank system, contact a heating oil supplier for an inspection of your system before using. The tank may have shifted or fallen from the stand and fuel lines may have kinked or weakened. Heat from the fire may have caused the tank to warp or bulge. Non-vented tanks are more likely to bulge or show signs of stress. The fire may have loosened or damaged fittings and filters.
Visually check the stability of the trees. Any tree that has been weakened by fire may be a hazard. Winds are normally responsible for toppling weakened trees. The wind patterns in your area may have changed as a result of the loss of adjacent tree cover.
x Look for burns on the tree trunk. If the bark on the trunk has been burned off or scorched by very high temperatures completely around the circumference, the tree will not survive. Where fire has burnt deep into the trunk, the tree should be considered unstable.
x Look for burnt roots by probing the ground with a rod around the base of the tree and several feet away from the base. Roots are generally six to eight inches below the surface. If the roots have been burned, you should consider this tree very unstable, and it may be toppled by wind.
x A scorched tree is one that has lost part or all of its leaves or needles. Healthy deciduous trees are resilient and may produce new branches and leaves as well as sprouts at the base of the tree. Evergreen trees may survive when partially scorched. An evergreen tree that has been damaged by fire is subject to bark beetle attack. Please seek professional assistance from the BC Forest Service concerning measures for protecting evergreens from bark beetle attack.
ENTRY PASS
Squamish-Lillooet Regional District
Name: ______is / are authorized to re-enter their premises at Location: ______at Time: ______on Date: ______
Form of Identification Required: Pass Only Driver’s Licence
Authorized Signature: ______
Position / Department: ______
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Declaration of All Clear
The Squamish-Lillooet Regional District Chair and Board has been advised of the imminent danger of (threat) ______to the life and property of persons resident or present in (specific description of area)______has diminished at this time. The Evacuation Order, pursuant to the BC Emergency Program Act is therefore terminated.
An Alert or Evacuation Order may need to be reissued, however, if threat increases.
(Signature) ______
(Print Name) ______
(Time and Date Signed) ______
Squamish-Lillooet Regional District
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) SLRD Pemberton Office Office: (604) 894-6371 May ‘05 Office: (800) 298-7753 [email protected] Pemberton Susan Gimse Office: (604) 452-3201 May ‘05 Board Members Cell: (604) 219-4799 Fax: (604) 452-0166 [email protected] Raj Kahlon Office: (604) 898-3212 May ‘05 Home: (604) 892-4665 Home: (250) 256-7514 Fax: (250) 256-4999 [email protected] Greg Kamenka Office: (250) 256-4289 May ‘05 Home: (250) 256-9256 Fax: (250) 256-4288 [email protected] Mickey Macri Office: (250) 256-4560 May ‘05 Fax: (250) 256-4545 [email protected] Russ Oakley Office: (250) 238-2519 May ‘05 Fax: (250) 238-2223 [email protected] Hugh O’Reilly Office: (604) 932-2075 May ‘05 Home: (604) 932-1339 Fax: (604) 935-8101 [email protected] Ian Sutherland Fax: (604) 892-1083 May ‘05 [email protected] John Turner, Chair Office: (604) 896-7247 May ‘05 Cell: (604) 351-7247 Fax: (604) 896-0219 [email protected] Elinor Warner Office: (604) 894-6891 May ‘05 Cell: (604) 905-9625 Fax: 604) 894-5708 [email protected] Community Birken Bob Menzel Office: (604) 452-3274 May ‘05 Birken Fire Department Office: (604) 894-6412 Community Bralone Scott Holden, Water Warden 24/7: (250) 238-2436 May ‘05 Bralone Fire Department Fax: (250) 238-2436 [email protected] Kripko Doyon, Fire Chief Office: (250) 238-2321 May ‘05 Tel: (250) 238-2424 Christine Martin, Fire Dept Office: (250) 238-2466 May ‘05 Secretary [email protected] Community Britannia Beach Tony Paquette, Fire Chief Home: (604) 896-2480 May ‘05 Britannia Beach Fire Department Cell: (604) 892-7912 [email protected] Ambulance Dispatch Office: (604) 892-5422 May ‘05 SLRD Emergency Response and Recovery Plan Page F-1 This page last revised on 08/08/2005
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Community Clinton Wayne Walch Tel: (250) 314-3691 E 459-2413 May ‘05 Clinton Fire Department Community D’Arcy Duke Andrew 24/7: (604) 894-6151 May ‘05 D’Arcy Fire Department Community Devine Joseph Paul Office: (604) 938-3898 May ‘05 Devine Water Warden Community Furry Creek Office: (604) 898-9666 May ‘05 Furry Creek Furry Creek David Rittberg (Tanac), Water Office: (604) 689-0189 May ‘05 Water Warden Community Garibaldi Nelson Bastien Office: (604) 932-3279 May ‘05 Garibaldi Fire Department (604) 932-6169 (250) 256-1613 Community Gold Bridge Detachment Office: (250) 256-4244 May ‘05 Gold Bridge RCMP Community Gun Lake Davey Hoch Office: (250) 238-2235 May ‘05 Gun Lake Fire Department Dave Watins Office: (250) 238-2451 May ‘05 (SLRD Area A Alternate Director) Community Lillooet Office Office: (250) 256-4289 May ‘05 Lillooet Municipal Office Emerg. (250) 256-7121 Lillooet Chris Colburne, Unit Chief Emerg. (800) 461-9911 May ‘05 Ambulance Office: (250) 256-7111 Office: (250) 256-7636 Cell: (250) 256-1713 Home: (250) 256-7742 Fax: (250) 256-4725 Lillooet Darren Oike Home: (250) 256-0125 May ‘05 Emergency Program Emergency Coordinator Cell: (250) 256-1919 [email protected] Lillooet Dale Calder, ESS Director ESS Office: (250) 256-4289 May ‘05 Emergency Social Work: (250) 256-0606 Services Home: (250) 256-4872 Fax: (250) 256-4288 Lillooet Robert Hall, Fire Chief Office: (250) 256-7121 May ‘05 Fire Department Home: (250) 256-7888 PO Box 458 Office: (250) 256-7222 Lillooet, BC V0K 1V0 Cell: (250) 256-1613 Fax: (250) 256-4518 Darren Oike, Dep. Fire Chief Office: (250) 256-7121 May ‘05 Cell: (250) 256-1919 Home: (250) 256-0125 [email protected] [email protected] Lillooet Jennifer Thur Office: (250) 256-1308 May ‘05 District Hospital Hospital Office: (250) 256-1330 Lillooet Marshall Seniuk, Sergeant Office: (250) 256-4244 May ‘05 RCMP Bill Melanson, Cpl. Fax: (250) 256-4302 317 Main Street Lorne Craig, Sgt. [email protected] PO Box 710 Lillooet, BC V0K 1V0 SLRD Emergency Response and Recovery Plan Page F-2 This page last revised on 08/08/2005
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Lillooet Max Paulhus, Captain Emerg: (250) 256-0097 May ‘05 Search and Rescue Office: (250) 256-0191 Home: (250) 256-7922 Pager: (250) 256-0112 Gina Doyle Home: (250) 256-0069 May ‘05 Pager: (250) 256-2121 Lillooet Tom Karanfilis, Chief of Police Emerg: (250) 256-7767 May ‘05 Tribal Police Toll Free: (877) 919-7767 Office: (250)256-7784 Fax: (250) 256-4600 [email protected] Butch van Acker, D/C Office: (250) 256-7784 May ‘05 Community Lions Bay Office Office: (604) 921-9333 May ‘05 Lions Bay, Village of Box 141 Fax: (604)-921-6643 Lions Bay, BC V0N 2E0 [email protected] John Jordan, Emergency Office: (604) 422-2157 May ‘05 Program Coordinator Community Lytton Dave Roblin Tel: (250) 314-3691 E 455-2355 May ‘05 Lytton Fire Department Community Mt. Currie Charles Frank Office: (604) 94-6151 May ‘05 Mt. Currie Fire Department Home: (604) 894-5154 Community Pemberton Office Office: (604) 894-6135 May ‘05 Pemberton Village Office Emerg: (604) 894-6412 Pemberton Office Office: (604) 894-6353 May ‘05 Ambulance Pemberton Vacant Office: May ‘05 Emergency Program Cell: Pemberton Sharon Porth Office: (604) 894-5122 May ‘05 Emergency Social Renata Bareham Office: (604) 894-6378 May ‘05 Services Other: (604) 894-5342 Pemberton Russell Mack, Fire Chief Office: (604) 894-6111 May ‘05 Fire Department Fax: (604) 894-6111 7400 Prospect Street Emerg Cell: (604) 935-9098 PO Box 100 Cell: (604) 938-4145 Pemberton, BC V0N 2L0 [email protected] Pemberton Office Office: (604) 894-6939 May ‘05 Health Unit Pemberton Office Office: (604) 894-6632 May ‘05 Pemberton Valley Diking Emerg: (800) 663-3456 (PEP) District Pemberton Office Office: (604) 894-6634 May ‘05 RCMP Emerg: (604) 894-6126 Pemberton Dave Steers Home: (604) 894-5173 May ‘05 Search and Rescue Office: (604) 905-5455 Pemberton Alan Leblanc, Water Warden Cell: (604) 905-9228 May ‘05 Pemberton North Water Pemberton Hedley Crowther Cell: (604) 905-8927 May ‘05 Village Water
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Community North Vancouver Jody Sydor, Emergency Office: (604) 983-7440 May ‘05 North Shore North and West Vancouver Program Coordinator Emergency Program Community Seton Portage Frank Ritchings, Fire Chief Office: (250) 259-8239 May ‘05 Seton Portage Fire Department Community Squamish Office Office: (604) 892-5217 May ‘05 Squamish Municipal Office Emerg: (604) 898-9611 Squamish Office Office: (604) 892-5422 May ‘05 Ambulance Squamish Jim Lang, Emergency Office: (604) 892-6161 May ‘05 Emergency Program Program Coordinator Office: (604) 815-5060 37955 2nd Ave Fax: (604) 892-1083 PO Box 310 Cell: (604) 892-7812 Squamish, BC V0N 3G0 [email protected] Squamish Ray Saurette, Fire Chief Office: (604) 898-9666 May ‘05 Fire Rescue Fax: (604) 898-4967 40439 Tantalus Way Emerg. 911 PO Box 310 [email protected] Squamish, BC V0N 3G0 Squamish Office Emerg: (877) 892-2231 May ‘05 Health Unit Office: (604) 892-2293 Admin Pager: (604) 892-8736 Squamish Garry Broeckling [email protected] May ‘05 IT Support Squamish Emerg: 911 May ‘05 RCMP Office: (604) 892-6100 1000 Finch Drive PO Box 310 Squamish, B.C. V0N 3G0 Squamish Beryl Taylor, ESS Director Office: (604) 815-5060 May ‘05 Emergency Social Services Community Whistler Office Office: (604) 932-5535 May ‘05 Whistler, Resort Municipal Officer Emerg: (604) 932-3044 Municipality of Whistler Office Office: (604) 932-4233 May ‘05 Ambulance Whistler Office Office: (604) 932-3202 May ‘05 Health Unit Whistler Bruce Hall, Fire Chief Office: (604) 935-8260 May ‘05 Emergency Program Toll free: (866) 932-5535 4325 Blackcomb Way Fax: (604) 935-8289 Whistler, BC VON 1B4 [email protected] Whistler Norm McPhail, S/Sgt. Emerg: (604) 894-6126 May ‘05 RCMP Detachment Commander Office: (604) 905-1950 4315 Blackcomb Way Office: (604) 932-3044 Whistler, BC V0N 1B4 Fax: (604) 905-1961 Cell: (604) 935-8704 [email protected]
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Devon Jones, Community Office: (604) 905-1967 May ‘05 Policing Officer Office: (604) 932-3044 Fax: (604) 905-1961 [email protected] Whistler Clare Fletcher Office: (604) 935-8161 May ‘05 Emergency Social Services Federal Vancouver Bob Jackson Office: (604) 666-1626 May ‘05 Canadian Food Fax: (604) 666-9814 Inspection Agency [email protected] Federal Vancouver Nelson Merizzi Office: (604) 737-4150 May ‘05 Canada Mortgage Fax: (604) 737-4020 and Housing [email protected] Corporation Federal Ottawa CANUTEC Emerg: 1-613-996-6666 (collect) May ‘05 CANUTEC From Cell: *666 Canadian Transport Office: (613) 992-4624 Emergency Centre Fax: (613) 954-5101 Federal Victoria Dispatch Centre Emerge: (800) 567-5111 May ‘05 Department of Rescue Coordination Office: (250) 363-2995 National Defence Centre Federal Vancouver Fred Beech, Emerg: (604) 666-6100 May ‘05 Environment Canada Environmental Protection Environmental Emergencies Office: (604) 666-0370 Fax: (604) 666-1140 [email protected] Federal Victoria J. Palliser, Regional Office: (250) 480-2621 May ‘05 Fisheries and Marine Search & Rescue Superintendent Fax: (250) 413-2833 Oceans Canada – Canadian Coast Guard [email protected] Canadian Coast 25 Huron Street Guard Victoria, BC V8V 4V9 Squamish Administration Office: (604) 892-3230 May ‘05 1120 Hunter Place Fax: (604) 892-2378 Box 2360 Squamish, BC V0N 3G0 Vancouver Coast Guard Marine Office: (604) 666-6011 May ‘05 Spill Reporting Communications and Traffic Toll Free: (800) 889-8852 Service (MCTS) Federal Lillooet Tom Grantham Toll Free: (800) 390-6837 May ‘05 Fisheries and Habitat Violations Office: (250) 256-2650 Oceans Canada Fax: (250) 256-2669 Home: (250) 7770 Tim Cody Home: (250) 256-7845 May ‘05 Sidney Office Office: (250) 363 6517 May ‘05 Institute of Ocean Sciences 9860 West Saanich Road Sidney, BC V8L 4B2
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Federal Vancouver Richard Lawrence, Office: (604) 691-1744 May ‘05 Health Canada Environmental Health Regional Manager Richard_lawrence @hc-sc.gc.ca Services 540-757 West Hastings St. Federal Vancouver Pat Morin 24/7: (604) 664-9385 May ‘05 Meteorological Fax: (604) 664-9005 Services of Canada [email protected] Federal Vancouver Catherine Hickson Office: (604) 666-9772 May ‘05 Natural Resources Volcanoes Fax: (604) 666-7507 Canada [email protected] Federal Victoria British Columbia and Yukon Office: (250) 363-3621 May ‘05 Public Safety and 4220 Commerce Circle Fax: (250) 363-3995 Emergency Suite 300 [email protected] Preparedness Victoria, BC V8Z 6N6 Canada Vancouver Bill White Office: (604) 666-1095 May ‘05 Fax: (604) 666-0328 Cell: (604) 240-2456 [email protected] Federal Vancouver Norry Nixon Office: (604) 666-2084 May ‘05 Statistics Canada [email protected] First Nations Seton Lake Bob Inkpen, Administrator Office: (250) 256-8227 May ‘05 Chalath Fax: (250) 256-8384 (Seton Lake) William Alexander Office: (250) 256-8227 May ‘05 Gilbert Shields, Fire Chief Tel: (250) 259-4242E May ‘05 Tel: (250) 259-8227 First Nations Pemberton Sheldon Tetreault, Office: (604) 894-6115 May ‘05 Lil’wat Administrator Fax: (604) 894-6841 (Mt. Currie) [email protected] First Nations Lillooet Susan James, Chair Office: (250) 256-7523 May ‘05 Lillooet Tribal Council Fax: (250) 256-7119 Home: (250) 256-7951 First Nations Anderson Lake Ernest Armann, Administrator Office: (604) 452-3221 May ‘05 N’Quat’qua Fax: (604) 452-3295 (Anderson Lake) First Nations Raymond Pierre, Office: (604) 894-0021 May ‘05 Samahquam Administrator Fax: (604) 894-0031 First Nations Lillooet Trudy Redan, Administrator Office: (250) 256-4136 May ‘05 Sekw’el’was Fax: (250) 256-4138 (Cayoose Creek) First Nations Kathy Wallace, Administrator Office: (604) 894-6931 May ‘05 Skatin National Fax: (604) 894-1428 Council First Nations Squamish Band Office Office: (604) 892-5166 May ‘05 Squamish First Nations Mount Currie Office Emerg: (604) 894-5757 May ‘05 Stl'atl'Imx Tribal (Pemberton area) Office: (604) 894-6124 Police Office: (604) 894-6125 Mount Currie Band Office: Office: (604) 894-6115 May ‘05
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) First Nations Lillooet Laura Brown, Emergency Office: (250) 256-4118 May ‘05 Tit’q’et PO Box 615 Coordinator Fax: (250 256-4544 # 10 Scotchman Road Home: (250) 256-4426 Lillooet, BC Edna Taylor, Alt. Emergency Office: (250) 256-4118 May ‘05 Coordinator Fax: (250) 256-4544 Home (250) 256-7330 Jullian Narayan, ESS Director Office: (250) 256-4118 ext 222 May ‘05 Fax: (250) 256-4544 Home: (250) 256-4116 [email protected] Virginia Scotchman Office: (250) 256-4118 May ‘05 Fax: (250) 256-4544 Home: (250) 256-7845 First Nations Lillooet Leo Porter, Administrator Office: (250) 256-4204 May ‘05 Ts’kw’aylacw Fax: (250) 256-4058 (Pavilion) First Nations Lillooet Pauline Machell, Administrator Office: (250) 256-4800 May ‘05 Xaxli’p Fax: (250) 256-4803 (Fountain Valley) First Nations Ethelyn Gabriel, Administrator Office: (604) 820-3082 May ‘05 Xa’xtsa7 Fax: (604) 820-3020 (Douglas) First Nations Lillooet Jack Bradley, Administrator Office: (250) 256-7423 May ‘05 Xwisten Fax: (250) 256-7999 (Bridge River) Home: (250) 256-4793 News Media Lillooet Tom Willey Office: (250) 256-2457 May ‘05 Radio Lillooet Home: (250) 256-7312 News Media Vancouver News Director Office: (604) 662-6900 May ‘05 CBC Radio News Fax: (604) 662-6913 News Media Vancouver News Director Office: (604) 662-6800 May ‘05 CBC TV News Fax: (604) 662-6878 News Media Lillooet Wendy Fraser Office: (250) 256-4219 May ‘05 Bridge River Lillooet Fax: (250) 256-4210 News Provincial Vancouver Office Office: (604) 660-0584 May ‘05 BC Centre for 655 12th Ave West Fax: (604) 660-6066 Disease Control Vancouver, BC V5Z 4R4 www.bccdc.org/ Provincial Abbotsford Office Toll Free: (888) 221-7141 May ‘05 BC Min. Agriculture, Agriculture Centre Office: (604) 556-3001 Food and Fisheries 1767 Angus Campbell Rd. Fax: (604) 556-3030 Abbotsford BC V3G 2M3 www.gov.bc.ca/agf/cont/ Provincial Victoria Kamloops Office Office: (250) 828-4001 May ‘05 BC Min. Community, Office of the Fire Fax: (250) 828-4323
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Aboriginal, Womens’ Commissioner Head Office Office: (250) 356-9010 May ‘05 Services Coastal Regional Office Fax: (250) 356-9019 PO Box 9491 Stn Prov [email protected] Gov't., Victoria BC V8W 9N7 www.mcaws.gov.bc.ca/fire com/index.htm Provincial Lillooet General Wildfire Reporting: (800) 663-5555 May ‘05 BC Min. Forests Lillooet Fire Zone Report from Cell: *5555 658 Industrial Place Office: (250) 256-1400 Bag 700 Fax: (250) 256-4367 Lillooet, BC V0K 1V0 Steve Newton, Zone Manager Office: (250) 256-1401 May ‘05 Cell: (250) 256-1644 www.for.gov.bc.ca/protect/ Pager: (250) 314-8748 [email protected] Verne Rasmussen, Forest Office: (250) 256-1403 May ‘05 Protection Technician [email protected] Pemberton Office Wildfire Reporting: (800) 663-5555 May ‘05 Pemberton Fire Zone Report from Cell: *5555 PO Box 157 Office: (604) 894-5436 / 5401 Airport Road Fax: (604) 894-5092 Pemberton, BC V0N 2L0 Larry Nixon, Forest Protection Cell: (604) 892-7619 May ‘05 www.for.gov.bc.ca/protect/ Technician Pager: (604) 905-1763 [email protected] Neil Edwards, RPF Office: (604) 898-2112 May ‘05 Operations Manager Fax: (604) 898-2191 Squamish Toll Free: (800) 669-7867 [email protected] Squamish Diane Reed, A/ District Office: (604) 898-2116 May ‘05 Forest District Manager [email protected] Paul Kuster, Sea-to-Sky Office: (604) 898-2127 May ‘05 Issues Coordinator [email protected] Kamloops Kevin Turner, P. Eng, Office: (250) 828-4562 May ‘05 Southern Interior Forest Geotechnical Engineer Cell: (250) 318-5821 Region Satellite: (403) 997-3516 515 Columbia Street Fax: (250) 828-4154 Kamloops, BC V2C 2T7 [email protected] Tim Giles, Geomorphologist Office: (250) 828-4168 May ‘05 Fax: (250) 828-4953 [email protected] Provincial BC Ambulance Service Dispatch, Lower Mainland Emerg: (604) 892-5422 May ‘05 BC Min. Health www.hlth.gov.c.ca/bcasind Dispatch, Kamloops Emerg: (800) 663-4563 May ‘05 Services ex.html Vancouver Main Line Emerg. (800) 567-8911 May ‘05 Poison Control Centre Fax: (604) 806-8262 Provincial Victoria Office Toll free: 1 800 585-9559 May ‘05 BC Min. Human Emergency Social Office: (250) 387-6446 Resources Services Program Office Fax: (250) 356-9129 8th Floor, 614 Humboldt [email protected]
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) PO Box 9942 STN Jeff Cornell, Director Office: (250) 387-6440 May ‘05 PROVGOVT [email protected] Victoria, BC V8W 9R2 Dave Tomas, Provincial ESS Office: (250) 356-0778 May ‘05 http://www.mhr.gov.bc.ca/e Coordinator [email protected] ss/ Provincial Vancouver Office Office: (604) 660-3224 May ‘05 BC Min. Human 910, 360 West Georgia St. Fax: (604) 660-2503 Resources Vancouver, BC V6B 6B2 [email protected] Vancouver Coastal Regional Office Provincial Pemberton Office: (604) 894-6330 / 894-146 May ‘05 BC Min. Information Office: (604) 894-5468 / 894-5470 Transportation Squamish/Whistler Michelle Shilling Road Hazards: (800) 842-4122 May ‘05 MoT South Coast Region Office: (250) 395-8948 Squamish/Whistler Fax: (250) 395-6062 www.th.gov.bc.ca/bchighw Randy Grelson, Area Manager Office: (604) 898-5786 May ‘05 ays Fax: (604) 898-4376 [email protected] Lillooet Denise Bollinger, Area Office: (250) 256-0329 May ‘05 MoT Cariboo District Manager Cell: (250) 398-0544 Cell: (250) 256-7425 [email protected] Squamish Office: (604) 892-5164 May ‘05
Provincial Victoria For dyke and dam failures, Toll Free: (800) 663-3456 May ‘05 BC Min. Water, Land Flood Hazard Management debris flows and floods [email protected] and Air Protection Section 3rd Floor 2975 Jutland Rd Victoria, BC wlapwww.gov.bc.ca/wat/flo od/ Lillooet Bob Butcher Emerg: (800) 663-9453 May ‘05 Conservation Officer Aaron Kilback Office: (250) 256-4636 Service Conservation Officer Home: (250) 256-0290 Fax: (250) 256-2717 Kamloops Dennis Redford, Toxic Emerg: (800) 663-3456 May ‘05 Environmental Management / Emergency Office: (250) 371-6277 Emergencies Response Officer Fax: (250) 371-6234 Nanaimo Rick Guthrie, Office: (250) 751-3138 May ‘05 Ecosystems Section Geomorphologist Fax: (250) 751-3208 [email protected] www.for.gov.bc.ca/hfd/LIB RARY/Island_Geoscience. htm Victoria General Office: (250) 387-9921 May ‘05 River Forecast Centre Allen Chapman, P. Geo Office: (250) 387-9472 May ‘05 3rd Floor, 2975 Jutland River Forecast Hydrologist Fax: (250) 387-8897 Road, Victoria BC [email protected] wlapwww.gov.bc.ca/rfc/ind ex.htm Duncan Ferguson Office: (250) 387-9550 May ‘05 [email protected]
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Provincial Victoria Will Jolley, Head, Dam Safety Office: (250) 387-3263 May ‘05 Land and Water www.lwbc.bc.ca [email protected] British Columbia, Inc. Fax: (250) 952-6792 Stuart Reynolds, Dam Safety Office: (250) 387-3264 May ‘05 Officer [email protected] Provincial Victoria Duty Officer Office: (800) 663-3456 May ‘05 PEP Headquarters PEP Emergency Alternate: (888) 344-5888 Coordination Centre From Cell Phone: #7372 455 Boleskine Road Fax: (250) 952-4872 Victoria, BC V8Z 1E7 Satellite Voice: 600-700-3899 www.pep. bc.ca Satellite Data: 600-700-3750 Victoria Office Office: (250) 952-4913 May ‘05 455 Boleskine Road Fax: (250) 952-4888 Victoria, BC V8Z 1E7 Victoria Diana Tahouney Office: (250) 952-5505 May ‘05 PEP Recovery Office Toll Free: (888) 257-4777 455 Boleskine Road Fax: (250) 952-5542 Victoria, BC V8Z 1E7 [email protected] Victoria Lynn Ross, Mgr. Finance Office: (250) 952-4915 May ‘05 PEP Response Financial Fax: (250) 952-4888 Assistance Office [email protected] 455 Boleskine Road Victoria, BC V8Z 1E7 Provincial Kamloops PREOC Director Office: (250) 371-5240 May ‘05 PREOC - Central Fax: (250) 371-5246 Region 1255-D Dalhousie Drive Ginny Garner, Senior Office: (250) 354-5904 May ‘05 Kamloops, BC V2C 5Z5 Regional Manager, Central/SE [email protected] Rod Salem, Regional Office: (250) 371-5241 May ‘05 Manager Cell: (250) 319-5658 [email protected] Provincial Surrey PREOC Director Office: (604) 586-4390 May ‘05 PREOC - South West 9800- 140th St. Fax: (604) 586-4334 Region Surrey, BC V3T 4M5 John Oakley, Senior Regional Office: (604) 586-4390 May ‘05 Manager Cell: (604) 671-9054 [email protected] Scott Patch, Regional Office: (604) 586-4390 May ‘05 Manager Scott.Patch@ gov.bc.ca Bob Stubbings, Regional Office: (604) 586-4390 May ‘05 Manager [email protected] Mike Andrews, Regional Office: (604) 586-4390 May ‘05 Manager [email protected] Provincial North Vancouver Prevention Office: (604) 276-3100 May ‘05 Workers’ Suite 400 Toll-Free: 1 (888) 621-7233 Compensation Board 224 W. Esplanade Employer Office: (604) 244-6181 May ‘05 North Vancouver, BC V7M Services/Assessments Toll-Free: (888) 922-2768 1A4 www.worksafebc.com/
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Claims mailing address for Claims Office: (604) 231-8888 May ‘05 Employers Fax: (604) 233-9722 PO Box 8940 Stn Terminal Toll-Free: (888) 922-8803 Vancouver, BC V6B 1H9 Regional Burnaby Head Office Office: (604) 660-7745 May ‘05 Coroner Coroner’s Office Regional Office Office: (604) 660-7708 May ‘05 Regional Coroner 24/7 Pager: (604) 623-0718 May ‘05 Regional Squamish, Whistler, Rick Hume, Director of Office: (604) 892 5228 / 894-6903 May ‘05 School District #48 Pemberton Facilities & Services Fax: (604) 892 1038 (Howe Sound) PO Box 250 Emerg. (604) 698-0376 37866 2nd Avenue [email protected] Squamish BC V0N 3G0 http://www.sd48.bc.ca/ Regional Whistler Cindy Watson, Environmental Office: (604) 932-3202 / 935-5318 May ‘05 Vancouver Coastal North Shore / Coast Health Officer, Drinking Water Fax: (604) 932-6953 Health Authority Garibaldi Protection Officer [email protected] #202 – 4380 Lorimer Road Whistler, BC V0N 1B4 www.vch.ca Coast Garibaldi Paul Martiquet, Medical Office: (604) 886-5620 May ‘05 Health Officer Home: (604) 885-3998 Squamish Monica Barabonoff, Office: (604) 892-2293 May ‘05 PO Box 220 Registered Public Health Direct: (604) 815-6840 1140 Hunter Pl. Inspector Toll Free: (877) 892-2231 Squamish, BC V0N 3G0 Fax: (604) 892-2327 www.healthspace.ca/vch [email protected] Service Oshawa Head Office Office: 1 (905) 433 8004 May ‘05 Organizations 1148 King Street East, Toll Free: 1 (888) 274.ADRA Adventist Oshawa, Ontario L1H 1H8 Fax: (905) 723-1903 Development and Relief Agency www.adra.org/ Service 1296 Station Street Gisele Saborin Interim Office: (604) 609-7024 May ‘05 Organizations Vancouver BC V6A 2X3 Regional Manager Fax: 604) 609-7031 BC Housing www.bchousing.org/applic ants/emergency.html Service 329 30th Avenue South, Head Office Office: (250) 489 0036 May ‘05 Organizations Cranbrook, BC V1C 3K8 Fax: (250) 489 0038 Canadian Disaster [email protected] Childcare Society www.members.shaw.ca/dis asterchildcare Service Burnaby Karen Miller Office: (604) 709-6665 May ‘05 Organizations 3400 Lake City Way Disaster Services Coordinator Fax: (604) 505-7611 Canadian Red Cross Burnaby, BC V5A 4Y2 [email protected] Society www.redcross.ca/ Service Burlington Canadian Head Office Office: (905) 336-2920 or May ‘05 Organizations 3475 Mainway, PO Box Toll Free: 1 (800) 730-3490 Christian Reformed 5070, STN LCD 1 Fax: (905)-336-8344 World Relief Burlington, ON L7R 3Y8 [email protected] Committee SLRD Emergency Response and Recovery Plan Page F-11 This page last revised on 08/08/2005
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Service Burnaby Lt.-Colonel Don Copple, Tel: (604) 299-3908 May ‘05 Organizations 103-3833 Henning Drive Divisional Commander Fax: (604) 299-7463 The Salvation Army Burnaby, BC V5C 6N5 [email protected] British Columbia g Division bc.salvationarmy.ca Captain John P. Murray, Tel: (604) 299-3908 May ‘05 Divisional Secretary for Public Fax: (604) 291-0345 Relations and Development [email protected] rg Service Vancouver Administration Centre Office: (604) 898-9890 May ‘05 Organizations 1245 East 7th Avenue Tel: (604) 681-7271 Society for Vancouver, BC V5T 1R1 Toll Free: (800) 665-1868 Prevention of Cruelty Fax: (604) 681-7022 to Animals (SPCA) [email protected] Service Whistler Office Tel: (604) 932-5922 May ‘05 Organizations Emerg. (613) 788-9154 St. John Ambulance www.sja.ca/bc [email protected] Transportation Victoria Head Office Office: (250) 381-1401 May ‘05 BC Ferry Corporation 1112 Fort Street Victoria, BC V8V 4V2 www.bcferries.com/ Transportation Victoria Head Office Office: (250) 385-2551 May ‘05 BC Transit 520 Gorge Road East Fax: (250) 995-5639 Victoria, BC, V8W 2P3 www.transitbc.com/ Pemberton - Whistler - Operations Office: (604) 938-0388 May ‘05 Squamish [email protected] Whistler Transit Ltd. #101-1055 Millar Creek Rd Whistler, BC V0N 1B0 Transportation Lillooet Jim McKay, Local Operations Office: (250) 256-7021 May ‘05 CN / BC Rail Operations Home: (250) 256-4995 Safety Bill Danks, Supervisor Office: (604) 984-5323 May ‘05 Fax: (604) 984-5352 Cell: (604) 230-3447 Home: (604) 929-4101 Aboriginal Relations Leone River, Manager Office: (604) 984-5207 May ‘05 Fax: (604) 984-5200 Utilities Surrey Corporate Office Office: (604) 576-7000 May ‘05 Terasen Gas 16705 Fraser Highway Gas Line Information Toll Free: (800) 474-6886 May ‘05 Surrey, BC V3S 2X7 Cell: *6886 www.terasengas.com Gas Emergencies 24 hours Toll Free: (800) 663-9911 May ‘05 Fax: (888) 224-2720 Utilities Power Outages and Toll Free: (888) 769-3766 May ‘05 BC Hydro www.bchydro.com/ Emergencies First responders: (877) 520-1182 Dave Cattanach, Dam Safety Office: (604) 528-3126 May ‘05 [email protected] St’atl’imx Nation Hydro Shannon Squire Office: (250) 256-0425 May ‘05 Art Adolph Fax: (250) 256-0445 Rodney Louie
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Service / Location / Address / Office / Person Tel / Cell / Fax / Email As Of Organization Website (Mo/Yr) Lillooet Office: (250) 256-7998 May ‘05 Lillooet Transmission and Distribution Shalath Anthony Gamage, Plant Office: (250) 259-6307 May ‘05 BC Hydro, Bridge River Manager Cell: (250) 304-8867 Generation Site 1, Box 18 Home: (250) 503-1112 Shalath, BC V0N 3C0 Fax: (250) 259-6375 www.bchydro.com [email protected] Mike Lewis, Senior Office: (250) 259-6309 May ‘05 Maintenance Engineer Other: (604) 462-5402 Fax: (250) 259-6375 [email protected] Utilities Lillooet Bill Balbirnie Office: (250) 256-7411 May ‘05 Interior Roads Cell: (250) 256-1565 Home: (250) 256-4606 Utilities Toronto Head Office Office: (888) 764-3771 May ‘05 Rogers Cable Internet Tech Support Office: (888) 288-4663 May ‘05 RogersWireless Office: (800) 565-6009 May ‘05 Utilities Corporate Business John Yamiuk Emerg: (888)-611-9988 May ‘05 Telus Continuity Office: (403) 530-4060 Utilities Lillooet Steve Glumicic Office: (250) 256-4644 May ‘05 Walden Power Fax: (250) 256-7558 Partnership
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The following pages contain contact information for individuals, suppliers, and agencies that may be available to assist in an emergency. All information is subject to change and must be updated at least annually.
Air Ambulance...... 3 Air Conditioner / Heater...... 3 Air Search and Rescue Team ...... 3 Air Search Team (Fixed-Wing)...... 3 Air Tanker (Fixed-Wing Firefighting Aircraft Tanker)...... 3 Airborne Reconnaissance (Fixed-Wing)...... 3 Airborne Transport (Fixed-Wing)...... 3 All-Terrain Cranes ...... 3 Ambulance, Advanced Life Support (ALS)...... 3 Ambulance, Basic Life Support (BLS)...... 3 Animal Rescue Team...... 4 Animal Shelter...... 4 Backhoe Loader (Wheel Loader; Backhoe) ...... 4 Bed and Breakfast Services...... 4 Boat, Fire ...... 4 Boats...... 4 Bomb Squad/Explosives Teams ...... 4 Breathing Apparatus Support...... 4 Brush Patrol Unit, Firefighting ...... 4 Building Supplies and Contractors ...... 4 Bus Services ...... 4 Canine Team ...... 4 Cave Search and Rescue Team ...... 4 Chain Saws...... 4 Chemical Spill Contractors...... 4 Chemical Storage Container Suppliers ...... 5 Chillers and Air Handlers ...... 5 Communications Support Team...... 5 Confined Space Search and Rescue Team ...... 5 Crawler Cranes ...... 5 Critical Care Transport (CCT) ...... 5 Critical Incident Stress Management Personnel ...... 5 Debris Disposal Sites ...... 5 Disaster Recovery Organizations...... 5 Dive Teams...... 5 Dozer (Bulldozer; Track Dozer)...... 5 Dump Trailer ...... 5 Dump Truck ...... 5 Electronics and Communications...... 5 Engine, Fire (Engine Company)...... 5
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Engineering Services ...... 5 Equipment Rentals...... 5 Equipment Transport (Heavy Equipment Transport)...... 5 Ferry Services...... 5 Flat Bed Trailer Truck...... 6 Food Stores ...... 6 Fuel ...... 6 Gas Detectors ...... 6 Generators ...... 6 Geographical Information Systems (GIS)...... 6 Geographical Positional Systems (GPS)...... 6 Hazardous Material Response Equipment...... 7 Hazardous Material Response Team...... 7 Hazardous Waste Disposal...... 7 Helicopters, Administrative...... 7 Hydraulic Excavator ...... 8 Hydraulic Truck Cranes...... 8 Illumination Unit (Lighting Plant)...... 8 Laboratories ...... 8 Mechanic, Field Mobile ...... 8 Mobile Communications Center ...... 8 Mobile Feeding Kitchen...... 8 Morgue, Portable...... 8 Occupational Health & Safety Specialists ...... 8 Office Support Services ...... 8 Personal Protective Equipment (PPE) ...... 8 Search and Rescue Teams...... 8 Security Services ...... 8 Shelters Large Animal...... 8 Shelters, Small Animal ...... 8 Snowmobiles...... 8 Taxis ...... 8 Towing Services...... 8 Tractor, Crawler ...... 9 Tractor Trailer...... 9 Transport Team, Large Animal...... 9 Transport Team, Small Animal...... 9 Trucking ...... 9 Tug Boat ...... 9 Urban Search and Rescue (USAR)...... 9 Veterinarians...... 9 Waste Disposal ...... 9 Water Pumps ...... 9 Water Purification...... 9 Water Search and Rescue Team...... 9 Water Truck ...... 9
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Water, Potable ...... 9 Wheel Dozer ...... 9 Wheel Loaders...... 9
Category Location / Address / Tel / Cell / Fax / Email Kind Type As of Website (Mo/Yr) Air Ambulance BC Ambulance, Air Medivac Emerg: (800) 561-8011
Air Conditioner / Heater
Air Search and Rescue Team Air Search Team (Fixed-Wing) Air Tanker (Fixed- Wing Firefighting Aircraft Tanker) Airborne Reconnaissance (Fixed-Wing) Airborne Transport Air Canada – Reservations Tel: (888) 247-2262 Air Transport 1 May ‘05 (Fixed-Wing) www.aircanada.com Tyax Air Services Gus Abel Float Plane 2 (Tyaughton Lake) Tel: (250) 238-2221 Tel: (250) 238-0177 Fax: (250) 238-2528 Whistler Air Tel: (604) 932-6615 Air Transport 2 All-Terrain Cranes
Ambulance, Advanced Life Support (ALS) Ambulance, Basic Life Support (BLS)
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Category Location / Address / Tel / Cell / Fax / Email Kind Type As of Website (Mo/Yr) Animal Rescue Noah’s Wish Team Animal Shelter Pet Palace S.P.C.A. Lillooet Livestock Assn. Barry Wilson Tel: (250) 455-6651 Fax: (250) 455-6652 Backhoe Loader (Wheel Loader; Backhoe) Bed and Breakfast Services Boat, Fire Boats Bomb Squad/Explosives Teams Breathing SCBA Support Apparatus Support Breathing Air Firefighting Brush Patrol Unit, Firefighting Building Supplies and Contractors Bus Services Howe Sound School District Rick Hume, Director of Facilities & Services Office: (604) 892 5228 Office: (604) 894-6903 Fax: (604) 892 1038 Emerg. (604) 698-0376 [email protected] Greyhound Lines of Tel: (604) 662-3222 Canada Pacific Coach Lines Tel: (604) 662-7575 Perimeter Transportation Tel: (604) 261-2299 Ltd. Gray Line Tel: (604) 879-9287 Maverick Coach Lines Tel: (604) 255-1171 Canine Team Cadaver Dog Team Search Dog Team Dog Rescue Team Cave Search and Rescue Team Chain Saws Chemical Spill Contractors
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Category Location / Address / Tel / Cell / Fax / Email Kind Type As of Website (Mo/Yr) Chemical Storage Container Suppliers Chillers and Air Handlers Communications Support Team Confined Space Search and Rescue Team Crawler Cranes Critical Care Transport (CCT) Critical Incident Stress Management Personnel Debris Disposal Sites Disaster Recovery Organizations Dive Teams Canpac Divers Inc. Tel: (604) 255-4828 Commercial Underwater Tel: (604) 591-6844 Contracting Fraser Burrard Diving Ltd. Tel: (604) 278-3323 Dozer (Bulldozer; Track Dozer) Dump Trailer Dump Truck Electronics and Communications Engine, Fire (Engine Company) Engineering Services Equipment Rentals Equipment Transport (Heavy Equipment Transport) Ferry Services BC Ferries Tel: (250) 381-1401 Head Office BC Ferries Tel: (250) 753-1261 Departure Bay Terminal BC Ferries Tel: (604) 921-7414 Horseshoe Bay Terminal
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Category Location / Address / Tel / Cell / Fax / Email Kind Type As of Website (Mo/Yr) BC Ferries Tel: (604) 943-9331 Tsawwassen Terminal BC Ferries Tel: (604) 669-1211 Vancouver Office Flat Bed Trailer T.N.T. Automotive Hjerpe Trailer 1993 Flat deck 18 Truck Tel: (250) 256-7977 foot dual axle Apex Industrial Movers Tel: (604) 293-0278 Vancouver, BC V5K 1A1 Food Stores Goldbridge Hotel and Corinne Baker Restaurant 3 Campground Tel: (250) 238-2580 Buy-Low Foods, Lillooet Bob Sheridan Tel: (250) 256-7922 Lillooet Foods Tel: (250) 256-7114 Tel: (250) 256-0403 Fuel Sloan View Services, Viviene Ross Gas/Propane Goldbridge Tel: (250) 238-2456 ESSO Bulk Stations, Adrienne Faulk Fuel Lillooet Tel: (250) 256-4145 Home: (250) 256-4440 Cell: (250) 256-1560 Shulaps Service Centre, Greg DeStrake Gas / Propane Lillooet Tel: (250) 256-4040 Fountain Valley George Franzten Propane Enterprises, Ltd. Tel: (250) 256-4523 Gas Detectors Acklands-Grainger Inc Tel: (604) 299-1212 Gas Detectors 2475 Douglas Road Burnaby, BC V5C 5A9 Ati Airtest Technologies Inc Tel: (604) 517-3888 Gas Detectors 9-1520 Cliveden Ave New Westminster, BC V3L 1A1 Cashco Canada Inc Tel: (604) 324-6561 Gas Detectors 9205 Shaughnessy Street Vancouver, BC V6P 6R5 Neodym Systems Inc Tel: (604) 685-1185 Gas Detectors 675 Hastings Street West Vancouver, BC V6B 1N2 Generators Geographical Cascadia Natural Resource Darren Oike GIS equipment, software 1 May ‘05 Information Consultants, Lillooet Tel: (250) 256-0122 and support staff Systems (GIS) Tel: (250) 851-2141 Geographical Terra Pro GPS Services, Colin Ernest Positional Systems Ltd. Tel: (604) 932-8305 (GPS) Tel: (250) 932-4295 Cell: (250) 938-3806
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Category Location / Address / Tel / Cell / Fax / Email Kind Type As of Website (Mo/Yr) Hazardous Material Aqua-Guard Technologies 980-4899 Sorbent Pads Response Equipment Buckerfields Ltd. 856-2811 Peat Moss / Hay & Straw C. Industrial Specialties Ltd. 263-1671 Matabsorb & Sorbex Canadian West Wipers Inc 432-7531 Alsorb II Cascade Sorbent Products (206) 734-2551 Sorbents Diachem Industries 271-8855 Oilsperse 43 Stanchem 685-1411 Conwed, Petromesh Versatech Products Inc. 922-5357 All Types Hazardous Material Burrard Clean Operations Tel: (604) 294-6001 Marine Oil Spill Response 1 May ‘05 Response Team PO Box 82070 Fax: (604) 294-6003 Burnaby, BC V5C 5P2 Chlorine Emergency Plan Tel: (604) 929-3441 (CHLOREP) Reichhold Ltd. Tel: (604) 939-1185 TEAP-Regional Response Tel: (604) 929-3441 Centre Van Waters and Rogers Tel: (604) 536-2748 Hazardous Waste A&A Anderson Chemical Tel: (604) 277-1628 Disposal Waste Disposal Bovar Environmental Tel: (604) 444-3370 Services Bennett Environmental Inc. Tel: (604) 681-8828 CEDA Reactor Tel: (604) 540-4100 Envirochem Special Tel: (604) 488-0449 Projects Inc. Laidlaw Environmental Tel: (604) 277-6262 Services Ltd. Morrow Environmental Tel: (604) 420-9070 Consultants Inc. Safety Kleen Canada Ltd. Tel: (604) 882-0588 Helicopters, Canadian Air-Crane Ltd. Tel: (604) 940-1715 Administrative Canadian Helicopters Ltd. Tel: (604) 276-7670 Lillooet Faye Holt Cariboo Chilcotin Tel: (250) 256-4888 Helicopters, Ltd. Fax: (250) 256- 627 Highland Helicopters Tel: (604) 273-6161 Vancouver Island Tel: (604) 982-2425 Helicopters VIH Vancouver Helicopters Inc. Tel: (604) 270-1484 Tel: (604) 525-1484
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Category Location / Address / Tel / Cell / Fax / Email Kind Type As of Website (Mo/Yr) Hydraulic Large Mass Excavation Excavator 13cy to 3cy Buckets
Medium Mass Excavation 4cy to 1.75cy Buckets Hydraulic Truck Cranes Illumination Unit (Lighting Plant) Laboratories ALS Environmental Tel: (604) 253 4188 Chemical Analysis 1988 Triumph Street Toll Free: (800) 665 0243 Vancouver BC V5L 1K5 Fax: (604) 253 6700 Acme Analytical Tel: (604) 253-3158 Laboratories Ltd. Fax: (604) 253-1716 852 East Hastings St. - Toll Free: (800) 990-2263 Vancouver, BC - Canada [email protected] V6A 1R6 Mechanic, Field Mobile Mobile Simon Fraser University Peter Anderson Mobile Emergency Communications Telematics Research Lab Tel: (604) 291-4921 Operations Center [EOC] Center Mobile Feeding Mobile Field Kitchen Kitchen Morgue, Portable Occupational Health & Safety Specialists Office Support Services Personal Protective Equipment (PPE) Search and Rescue Lillooet Capt. Max Paulhus Teams Tel: (250) 256-0067 Security Services Shelters Large Animal Shelters, Small Animal Snowmobiles Taxis Towing Services Kippers Towing, Lillooet Ernie Kipper Tel: (250) 256-7243 Tel: (250) 256-7298 T & T Towing, Lillooet Terry Hjerpe Tel: (250) 256-4789 Tel: (250) 256-0444
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Category Location / Address / Tel / Cell / Fax / Email Kind Type As of Website (Mo/Yr) Warrens’ Towing, Lillooet Tel: (250) 256-4891 5 ton Tractor, Crawler Summit Blasting, Lillooet Tel: (250) 256-7720 Crawler 1997 Case 6 way Tel: (250) 256-4951 blade Excavator 1994 Link Belt, thumb Texas Creek Contractor, Tel: (250) 256-4951 Crawler 1980 Cat D8K Lillooet ripper Excavator 1978 Cat 235B Tractor Trailer Transport Team, Large Animal Transport Team, Small Animal Trucking Tug Boat Urban Search and Rescue (USAR) Veterinarians Waste Disposal Lillooet Disposal & Doug Dew Garbage Services Recycling Tel: (250) 256-4061 Tel: (250) 256-4073 Water Pumps Water Purification Water Search and Rescue Team Water Truck Robert Malm, Lillooet Tel: (250) 256-4115 Tank Truck 1984 ford 1500 gal Maztec Services, Ltd., Tel: (250) 544-1208 Tank truck 9,000 gals Lillooet Water, Potable Wheel Dozer Wheel Loaders Medium to Small: 7cy to 2cy
Large: 41cy to 8cy
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The following checklist pertains to all EOC functions required in a major emergency.
Generic EOC Checklist – For All Functions
Getting Started: Check in with the EOC Director or Logistics Section Chief upon arrival at the EOC. Obtain an identification card and vest, if available. If you represent an outside (non-jurisdictional) agency, register with the Liaison Officer. Complete the PEP Task Registration Form (EOC 512). Use the EOC Check-In, Check-Out Form (EOC 511) each time you enter or leave the EOC. Report to EOC Director, Section Chief, or other assigned supervisor, to obtain current situation status and specific job responsibilities. Set up your workstation and review your position checklist, forms and function aids. Establish and maintain a Position Log (EOC 414) that chronologically describes the actions you take during your shift. Use one Position Log even if you are serving more than one function. Note on your Position Log all ideas you can suggest for improving the contribution of your function and of the EOC overall. These will be considered in the After Action Report. Determine your resource needs, such as a portable radio, computer, phone, stationery, forms, and other reference documents. Participate in any facility/safety orientations, as required.
Before Leaving: If another person is relieving you, brief them thoroughly before you leave your workstation. Clean up your work area before you leave. Return any communications equipment or other materials to the Logistics Section. Complete all other required forms, reports, and documentation and submit them to the Planning Section prior to your departure. Complete your Position Log, and leave a phone number where you can be reached. Sign the EOC Check-Out procedures. Return to Personnel Unit (in Logistics) to sign out. Be prepared to participate in the EOC After Action Report and formal post- operational debriefs. Make use of EOC stress counselling and debriefings, as needed.
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Policy Group
Responsibilities: The Policy Group supports the emergency response effort by providing interpretation of existing policies, new policies to address emerging situations, and providing continuity of governance throughout the response and recovery effort. Members of the Policy Group may include the Chair and Board Members, and/or Senior Executives.
1. Consider Policies – Advise on existing policies and examine the requirement for new or temporary policies to support response and recovery. 2. Set Expenditure Limits – Determine appropriate expenditure limits for response and recovery. 3. Request Outside Support/Resources – Upon the advice of the EOC Director, request extra-ordinary resources and/or outside assistance. 4. Authorize “State of Local Emergency” – If and when required, declare or terminate a “State of Local Emergency." 5. Assist Public Information – Upon request, act as a spokesperson for the jurisdiction and participate in media briefings. 6. Acknowledge Contributions – Ensure steps are taken to acknowledge the contributions of response and recovery staff and volunteers.
Getting Started: Convene as the EOC Policy Group at the site and times recommended by the EOC Director. Obtain current situation status and a briefing on priority actions taken and outstanding, from the EOC Director.
Main Checklist: 1. Consider Policies Keep appraised as to the status of the emergency event by reviewing EOC Situation Reports. Examine the need for new or temporary policies, as required to support response and recovery operations. Consult with EOC Director and/or Legal Advisors regarding any potential legal issues and recommended courses of action.
2. Set Expenditure Limits Consult with EOC Director to determine appropriate expenditure limits.
3. Request Outside Support/Resources Consult with EOC Director to determine the need for extra-ordinary resources and/or outside assistance.
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Policy Group
Request Provincial and Federal support, as required.
4. Authorize “State of Local Emergency” Consult with EOC Director to determine need for a declaration or termination of a “State of Local Emergency."
5. Assist Public Information Act as a spokesperson for the jurisdiction, upon request. Upon request, prepare for and participate in any media briefings.
6. Acknowledge Contributions Ensure steps are taken to acknowledge response and recovery personnel for their efforts.
Before Leaving: Establish the requirements for debriefing response and recovery personnel, and set a due date for the After Action Report.
Function Aids: Aids
Forms x Decision / Approval Log (Form EOC 407)
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EOC Director
Responsibilities: The EOC Director provides overall coordination of site support activities to ensure an effective, coordinated and cooperative response. The EOC Director role may be filled by two or more representatives of agencies with jurisdiction.
1. Assess the Situation – Gather information about the emergency. Assess the magnitude and severity of the situation to determine the appropriate type and level of EOC coordination. 2. Support Site(s) – Provide support to Incident Commanders and agencies, and ensure that all actions are coordinated within the established priorities. Approve resource requests, including municipal and other first responders, municipal staff and volunteers. 3. Develop / Approve Action Plans – Prepare EOC action plans with other EOC members based on an assessment of the situation and available resources. Set priorities and response objectives for affected areas. 4. Inform Others – In consultation with the Information Officer, assist emergency information actions using the best methods of dissemination. Approve press releases and other public information materials. Keep the Policy Group and PREOC informed. 5. Manage the EOC Group – Establish the appropriate EOC staffing level and continuously monitor organizational effectiveness. Direct the overall incident coordination with other agencies with jurisdiction under Unified Command, where appropriate.
Reports To: Policy Group
Getting Started: Obtain a briefing from Incident Commander(s) or other person(s) reporting emergency, if available. Mobilize appropriate personnel for the initial activation of the EOC. Refer to Section 5 of SLRD Emergency Response and Recovery Plan. Select a name for the incident, such as "Jan 6 Snow" or "Downtown Explosion." Keep it short but descriptive. Determine location of the EOC, considering hazards. Communicate EOC location to others. Obtain the PEP Task Number for the incident, if available, from the Emergency Coordination Centre at PEP or from the PREOC, if activated. Ensure the PEP Task Number is prominently displayed in the EOC. Greet and orient arriving EOC members until Logistics Section can be established to assume this function. The EOC Director must be accessible. Select a workstation for yourself and stay there as much as possible so people can find you.
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Main Checklist: 1. Assess the Situation Gather Information – Collect information relevant to the emergency situation at hand from a range of sources, in coordination with the Planning Section, if activated. Assess Situation – Continuously assess the magnitude and severity of current situation and potential for future threat, considering: Risks to life, health, environment, and local economy in the region Availability of first responders and other human resources Assistance available by external agencies Assess Needs – Perform a rapid needs assessment based on information at hand. Select EOC Activation – Determine the initial EOC level of activation and operational period. Mobilize appropriate personnel for the initial activation of the EOC. Refer to "EOC Activation Guide." Mobilize EOC Personnel – Mobilize appropriate personnel for the initial activation of the EOC. Consider the joint activation of EOCs among member municipalities.
2. Support Sites Establish Communications – Establish communications for regular contact with Incident Commanders. Support Incident Commanders – Liaise with Incident Commander(s) to determine the demands of the emergency. Provide support to Incident Commanders and agencies, and ensure that all actions are coordinated within the established priorities. Approve Resource Requests – Approve requests for additional resources, including SLRD and other first responders, SLRD staff, and local volunteers. Ensure resources are being tracked in the Planning Section. Release Resources – Coordinate with Incident Commander(s) to release resources from the site, when appropriate. Anticipate Site Needs – Consult Planning Section Chief on incident status and resources assigned and anticipate site requirements.
3. Develop / Approve Action Plans Develop Support Strategies – Consult EOC Management Staff and Section Chiefs regarding appropriate actions. Set priorities and response objectives for affected areas. Consider support for the following strategies: o Secure hazard zones o Search and rescue trapped personnel o Provide first aid and triage o Abate hazards
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o Notifying public and others of emergency o Evacuation Hold Action Planning Meeting – Call at least one Action Planning Meeting in each operational period, and whenever the situation or EOC staff changes significantly. This meeting should not be longer than 30 minutes. Attendance should include all Management Staff, Section Chiefs and other key agency representatives. Prepare EOC Action Plans – Prepare an initial Action Plan using the attached EOC Action Plan form. Once additional Action Plans are completed by the Planning Section, review, approve and authorize implementation. Assign in writing any delegated powers allowed under a declaration of State of Local Emergency, if any are given. Monitor Needs – Monitor operations to anticipate problems with meeting objectives. Re-assign initial EOC personnel to new actions, as appropriate.
4. Inform Others Inform EOC Staff – Hold regular briefings of all SLRD EOC participants to keep them informed on status. This briefing should not be longer than 30 minutes, and may include a summary by the Incident Commander or representative. Inform Policy Group at the SLRD – Keep the Policy Group informed on the incident status, priorities, and objectives. Alert them to any policy issues that may arise in the future. Inform PREOC. Establish and maintain contact with adjacent jurisdictions and the PREOC, if one has been established. Keep the PREOC Director informed. Inform the Public – Keep the EOC Information Officer up to date on new information, as appropriate. Review and approve media releases and other public information materials.
5. Manage the EOC Group Select EOC Functions – Determine which EOC functions are needed, matching the needs of the incident. Staff the EOC – Appoint EOC members to appropriate functions and post a chart for arriving EOC members. Identify replacements for EOC members for extended operations and ensure there are enough personnel to rotate staff. NOTE: The EOC Director and Section Heads must perform all required functions that are not staffed. Set Operational Periods – Designate the operational periods according to the situation and display in a prominent location. Ensure EOC Health – Monitor EOC personnel to ensure they attend to their personal needs for food, water, sleep and take regular breaks. Implement a “buddy system” for EOC personnel. Monitor Effectiveness – Monitor general staff activities to ensure that
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all appropriate actions are being taken. Continuously monitor the EOC organizational effectiveness. Assume Control of EOC – Direct the overall incident coordination with other agencies with jurisdiction under Unified Command, where appropriate.
Before Leaving: Follow Generic Activation Checklist. Deactivate the EOC. Prepare the EOC After Action Report.
Function Aids: Aids x See Figure 5.1 – EOC Activation by Level x See Figure 5.2 – EOC Staff Options x See Figure 5.3 – EOC Contact List x Opening the EOC x Keeping Leaders Informed x First Hour Guide
Forms x Decision / Approval Log (EOC Form 407) x Position Log (EOC Form 414) x EOC Action Plan (EOC Form 502) x EOC Check-in, Check-out Form (EOC Form 511) x PEP Registration (EOC Form 512) x EOC Incident Record (EOC Form 550)
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Deputy EOC Director
Responsibilities: A Deputy EOC Director may be assigned to assist in managing the EOC group and responsibilities.
1. Assist Information Flow – Ensure the efficient and effective flow of information within the EOC. 2. Support the EOC Organization – Assist the EOC Director in organizing and supporting the EOC staff, appropriate to the needs of the emergency or disaster. 3. Assist EOC Director – Support the EOC Director in all aspects of managing the EOC responsibilities, upon request. Assume the role of the EOC Director, if required. 4. Assist with EOC Action Planning – Assist the Planning Section Chief in preparing for the EOC action planning meetings. 5. Debrief EOC Personnel – Interview all EOC members as they leave to collect recommendations for improvements. Arrange for stress counselling, as required.
Reports To: EOC Director
Getting Started: Follow Generic Activation Checklist. Assist EOC Director in determining initial EOC activation level and staffing.
Main Checklist: 1. Assist Information Flow Assist EOC Functions – Help all activated EOC functions obtain the information required. Help Planning Section – Assist Planning Section Chief and Information Officer in gathering critical information about the emergency situation. Liaise with PREOC – Liaise with PREOC to ensure the ongoing exchange of information.
2. Support the EOC Organization Assist with EOC Setup – Supervise the set-up of the EOC facilities for the most effective and efficient operations. Ensure that appropriate equipment and supplies are in place. Assist with EOC Shift Planning – Facilitate shift change and operational decisions with the EOC Director. Coordinate additional EOC staffing needs with Logistics Section, Personnel Unit Coordinator. Support Administrative Needs – Ensure EOC management staff has sufficient administrative support, including assigning a recorder assigned to the EOC Director from the Documentation Unit. Assess EOC Staff Health – Monitor the health and welfare of EOC
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staff. Mediate and resolve any personnel conflicts.
3. Assist EOC Director Communicate Objectives – Assist EOC Director in communicating priorities, objectives and decisions to all EOC staff and agency representatives. Perform Special Assignments – Undertake special assignments at the request of the EOC Director. Identify Issues – Report significant events and any issues of concern to the EOC Director, and advise of your activities on a regular basis. Fill Role of EOC Director – Assume the role of the EOC Director in his/her absence.
4. Assist with EOC Action Planning Help with Planning Meetings – Assist EOC Planning Section Chief with preparations for EOC Action Planning meetings. Meet with Others in EOC – Participate in EOC Action Planning and Management Team meetings.
5. Debrief EOC Personnel Hold Exit Interviews – Conduct exit interviews with all key EOC members, recording their observations and recommendations for improving EOC operations. Provide Stress Counselling – Arrange for and facilitate critical incident stress debriefs for EOC staff, as required.
Before Leaving: Assist with the deactivation of the EOC at the designated time, as appropriate. Assist with the preparation of the EOC After Action Report. Organize and coordinate staff recognition initiatives (i.e.: thank you letters) for EOC staff. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Decision / Approval Log (Form EOC 407) x Position Log (Form EOC 414) x EOC Action Plan (Form EOC 502) x EOC Incident Record (Form EOC 550)
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Risk Management Officer
Responsibilities: The Risk Management Officer assesses the high level risks of the response effort and takes steps to protect organizations from unexpected losses. The RMO monitors and assess hazardous or unsafe situations and ensures EOC safety.
1. Manage Risks – Ensure that good risk management practices are applied throughout the SLRD response and recovery organization and that every function contributes to the management of risk. Monitor situations for risk exposures and ascertain probabilities and potential consequences of future events. 2. Ensure EOC Safety – Provide advice on safety issues. A Technical Specialist familiar with all aspects of safety and relevant legislation should be appointed to assist. 3. Ensure EOC Security – Ensure that appropriate security measures have been established to allow only authorized access to the SLRD EOC facility and documents.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Manage Risks Evaluate Damage and Potential Losses – Collect damage and financial loss information, working with the Planning Section Chief. Evaluate Liability Exposure – Evaluate situations and advise the EOC Director of any conditions and actions that might result in liability exposure for the SLRD or the SLRD program, such as improper response or evacuation procedures. Advise Response Organizations – Advise members of response organizations regarding options for risk control, during operational meetings and upon request. Promote Loss Prevention – Advise on actions to reduce loss and suffering and, where appropriate, proactively support response and recovery objectives. Identify Claimants – Identify potential claimants against the SLRD and the scope of their needs and concerns. Collect Evidence – Gather and organize evidence that may assist all EOC organizations in managing legal claims, including documentation that may be more difficult to obtain later. Interview Witnesses – Conduct interviews and take statements that address major risk management issues. Assist Public Information – Assist the EOC Director in reviewing press releases, public alerts and warnings, and public information materials.
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Organize Records – Organize and prepare records for final audit.
2. Ensure EOC Safety Identify EOC Hazards – Review any hazardous conditions of the facility with the EOC Logistics Section Chief, especially following a seismic event. Assist in Acquiring Safety Equipment – Assist EOC Logistics Section Chief in obtaining any special safety equipment or procedures for the EOC. Advise EOC Personnel – Provide guidance to EOC staff regarding actions to protect themselves from the emergency event, such as smoke from a wildfire or aftershocks from an earthquake. Support Personnel Injury Claim Investigation – Work with the EOC Finance / Administration Section Chief on any EOC personnel injury claims or records. Advise on EOC Setup – Monitor set-up procedures for the EOC, ensuring that personnel adhere to proper safety regulations.
3. Ensure EOC Security Monitor EOC Security – Establish security checkpoints and EOC facility access, in cooperation with the EOC Logistics Section Chief, and arrange for staff sign-in and identification procedures. Improve Security, Where Needed – Address any security issues with the EOC Director, recommending improvements where necessary. Secure Documentation –Advise Planning Section on the types of information to collect, the organization of collected information, confidentiality, document security measures taken.
Before Leaving: Assist the EOC Director in de-activation activities including: Collection of all relevant documents and electronic records Collection of all material necessary for After Action Report Security of EOC records Follow the generic Demobilization Checklist.
Function Aids: Aids x Documenting Issues
Forms x Position Log (Form EOC 414)
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Liaison Officer
Responsibilities: The Liaison Officer is the EOC point of contact for assisting and cooperating agency representatives, and responds to requests or concerns from stakeholder groups.
1. Assist Agency Representatives – The Liaison Officer functions as the principal point of contact for representatives from other agencies arriving at the EOC. 2. Keep External Agencies Informed – Liaise with organizations not represented in the EOC. All media contacts will be handled by the Information Officer. 3. Advise EOC Director on EOC Staffing – Advise EOC Director in ensuring adequate EOC structure and staffing. Assist the EOC Director in ensuring proper procedures are in place for directing agency representatives, communicating with elected officials. 4. Advise on EOC Action Plans – Assist and serve as an advisor to the EOC Director and Planning Section Chief, providing information and guidance related to the external functions of the EOC. 5. Lead VIP Tours – Conduct VIP/visitor tours of the EOC facility.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Ensure that an EOC check-in procedure is established immediately for use by all Agency Representatives (Form EOC 511).
Main Checklist: 1. Assist Agency Representatives Greet Agency Representatives – Identify yourself as the principal point of contact for representatives from other agencies arriving at the SLRD EOC. Advise on EOC Functions – Working with the EOC Director, assist agency representatives in filling all necessary roles and responsibilities within the EOC. Ensure proper procedures are in place for directing agency representatives. Assist with Access to EOC Equipment and Supplies – Ensure that agency representatives have access to functioning telephone, radio communications, and other EOC equipment.
2. Keep External Agencies Informed Establish Communications – Ensure that communications with appropriate external non-represented agencies (such as: Provincial Agencies, utility companies, volunteer organizations, private sector, etc.) are established and recorded (Form EOC 410). Work With External Agencies – Liaise with local authorities, other
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EOCs, Provincial and Federal organizations, and other organizations not represented in the EOC. Communicate the EOC Action Plans and Situation Information, and request situation reports from external non- represented agencies and forward to the Planning Section Chief. Advise the EOC Director – Let the EOC Director know of any critical information and requests that come to light in working with external agencies.
3. Advise EOC Director on EOC Staffing Advise on EOC Organization – Work with the EOC Director to ensure the EOC organizational structure meets the requirements of the situation. Advise on EOC Staff – Assist the EOC Director in determining appropriate staffing for the EOC. Help identify potential EOC staff members. Provide assistance with shift change activity as required. Orient New EOC Staff Members – Upon request, advise all new EOC members on their roles and responsibilities. Provide an overview of BCERMS and the EOC operations to all untrained personnel.
4. Advise on EOC Action Plans Assist with Action Plans – Provide information on external and non- represented agencies to the Planning Section to assist in the development, continuous updating and implementation of EOC Action Plans. Advise on External Agencies – Assist and serve as an advisor to the EOC Director and Planning Section Chief, providing information and guidance related to the external functions of the EOC. Help Set Priorities – With your knowledge of the EOC and external agencies, assist the EOC Director and EOC Group in developing overall EOC priorities. Advise on the capabilities and willingness of external agencies to undertake cooperative actions.
5. Lead VIP Tours Lead VIP Tours – Conduct VIP and visitor tours of the affected areas in the region and the EOC facility, and explain the functions within. Participate in Media Tours – Working with the EOC Information Officer, conduct media tours of EOC facility as requested.
Before Leaving: Notify external non-represented agencies in the EOC of the planned demobilization, as appropriate. Assist with the deactivation of the EOC at the designated time, as appropriate. Follow the Generic "Before Leaving" Checklist.
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Function Aids: Aids x See EOC Contacts in Annex F
Forms x Contact Log (Form EOC 410) x Position Log (Form EOC 414) x EOC Check-in / Check-out List (Form EOC 511)
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Information Officer
Responsibilities: Provides overall coordination of information for all public information, media relations and internal information sources for the EOC, in support of the site Incident Commander and site Information Officer. Coordinates and supervises all staff assigned as Assistant Information Officers and their activities.
1. Gather Information – Collect and verify relevant information on the emergency from a range of sources, both internal and external to the EOC. Coordinate all information collection with the EOC Planning Section Chief and EOC Risk Management Officer. 2. Keep the Public Informed – Implement and maintain an overall public information release program, providing hazard, safety, and general impact information. 3. Facilitate News Media Relations – Accommodate the news media requirements for accurate information and access to damaged areas, within the bounds of EOC policies. 4. Provide Internal Information – Keep members of the EOC, all Incident Command Posts, and other agencies informed on the status of the emergency and the EOC objectives. 5. Manage the EOC Information Function – Create and maintain an organization to serve the information interests of the public.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Determine staffing requirements and make required personnel assignments for the Information Section. Assess information skill areas required in the EOC such as message writing, issues management, media briefings, and event planning. Inform every EOC member that all media contacts should be referred to the Information Officer, and provide your contact information.
Main Checklist: 1. Gather Information Identify Information Needs – Anticipate the type of information to collect and disseminate, appropriate to the threat at hand and considering: Status of threat SLRD community elements affected Resources available and assigned Prognosis for short-term and long term Public advisories Identify Information Sources – Identify a range of information sources,
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both internal and external to the EOC. Coordinate with the Planning Section and identify methods for obtaining and verifying significant information as it develops. Collect Information – Collect and verify relevant information on the emergency. Maintain a Disaster Assistance Information Directory, with numbers and locations to obtain food, shelter, supplies, health services, etc. Collaborate with Others – Coordinate all information collection with the EOC Planning Section Chief and EOC Risk Management Officer. Work with Information Officers at Incident Command Post(s), at other EOCs in the region, and the PREOC to ensure consistent information.
2. Keep the Public Informed Prepare Messages – Develop messages to ensure the SLRD public receives complete, accurate, and consistent information. Check with the EOC Risk Management Officer for any potential liability or safety concerns. Ensure that announcements, emergency information and materials are prepared for special populations (non-English speaking, hearing impaired, etc.), if required. All information releases must be approved by the EOC Director and copies must be retained. Establish Call Centre – Develop a public information telephone service or call centre to provide information and advice concerning the emergency in the region. Work with the EOC Logistics Section Chief, who will arrange for telephone equipment and services. Ensure that call takers are mobilized to accommodate the needs. Provide call takers with timely and accurate message sheets so they offer only confirmed and approved information. Set up Community Information Boards – Maintain up-to-date status boards and other references at one or more public information centres, including Reception Centres. Make Radio and TV Announcements – As approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public through the electronic news media. Establish a Website – Establish an Emergency Information Website to facilitate public information. Consult with Logistics Section and the SLRD for protocols. Coordinate Public Information – Establish distribution lists for recipients of public information releases. Include Site Information Officers, PREOC Information Section, other EOC Information Officers, elected officials, Emergency Social Service Groups, and the Call Centre.
3. Facilitate News Media Relations Develop Media Briefings – At the request of the EOC Director, prepare media briefings for elected officials and/or Policy Group members and
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provide other assistance as necessary to facilitate their participation in media briefings and press conferences. Promptly provide copies of all media releases to the EOC Director. Receive Media Calls – Arrange through logistics appropriate staffing and telephones to efficiently handle incoming media calls. Facilitate Site Visits – Ensure that adequate staff members are available at incident sites to coordinate and conduct media tours of the disaster areas when safe. Establish Media Centre – Establish a Media Information Centre near the EOC, as required, providing necessary space, materials, telephones and electrical power. Develop the format for press briefings working with the EOC Director. Develop and publish a media briefing schedule, to include location, format, and preparation and distribution of handout materials. Monitor the News – Monitor news media broadcasts and written articles for accuracy. Develop follow-up news releases for rumour control; consult with the Risk Management Officer on appropriate wording and actions to take in correcting erroneous information. Keep the EOC Director advised of all major critical or unfavourable media comments. Coordinate With Others – Coordinate media releases with officials representing other affected emergency response agencies, such as the Ministry of Forests. Arrange for appropriate EOC or agency staff to answer technical questions from members of the media.
4. Provide Internal Information Keep Responders Informed – Develop information sheets to keep members of the EOC, all Incident Command Posts, and other agencies informed on the status of the emergency and the EOC objectives. Facilitate EOC Tours – In consultation with EOC Director and Liaison Officer, coordinate VIP and visitor tours of the EOC facility. Coordinate with Others – Liaise with the Information Officers at site(s), other EOCs and the PREOC and other external agencies. Work with the Liaison Officer to keep external agencies informed on the EOC status and operations.
5. Manage the EOC Information Function Select Information Personnel – Appoint available Information staff members to appropriate functions and identify replacements for extended operations. Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements are known. Monitor Effectiveness – Supervise all staff assigned as Assistant Information Officers and their activities. Monitor the activities of the Information staff to ensure appropriate actions.
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Assume Control of the Information Function – Direct the overall collection and dissemination of information, working with other relevant agencies and jurisdictions as required.
Before Leaving: Prepare final news releases and advise media representatives of points-of-contact for follow-up stories. Assist EOC Director with demobilization procedures and contribute to the recovery planning effort. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Call Centre Guide x Informing the Public x News Media Contacts
Forms x Evacuation Message (EOC Form 420) x Evacuation Instructions (EOC Form 421) x Spokesperson Media Statement (EOC Form 422) x Media Tracking Report (EOC Form 423) x Media Conference Attendance Record (EOC Form 424) x Position Log (EOC Form 414)
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Operations Section Chief
Responsibilities: The EOC Operations Section Chief coordinates resource requests, resource allocations, and response operations in support of Incident Commanders at one or more sites.
1. Maintain Communications – Establish communication links with Incident Command Posts, Department Operation Centres, and the Provincial Regional EOC, if activated. 2. Participate in EOC Action Planning Meetings – Prepare Section objectives for presentation at EOC action planning meetings, at least once in each operational period. 3. Coordinate Response – Direct the coordination of operations in cooperation with other agencies. 4. Coordinate Resource Requests – Collect and coordinate resource requests from site(s), working with the EOC Logistics Section and the PREOC. 5. Share Operational Information – Collect and distribute operational information to the Planning Section, the EOC Information Officer, and other EOC Sections. 6. Manage the Operations Section – Establish the appropriate Operations Section Branches or Divisions and continuously monitor organizational effectiveness.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate appropriate branches and designate Branch Coordinators as necessary: Fire Police Ambulance Health Emergency SocialServices Environmental Engineering Utilities Others as needed
Main Checklist: 1. Maintain Communications Determine Status – Obtain a current communications status briefing from the EOC Logistics Section Chief. Obtain Equipment – Ensure that there is adequate equipment and frequencies available for the Operations Section. Work with the EOC
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Logistics Section Chief. Establish Communications – Establish and maintain communication links (e.g., radio or telephone contact) with the Operations Section in each Incident Command Post, in each activated Reception Center, and with the PREOC Operations.
2. Participate in EOC Action Planning Meetings Determine Issues and Objectives – Identify key issues currently affecting the Operations Section. Meet with Section personnel and determine appropriate section objectives for each operational period. Determine Needs – Based on the known or forecasted situation, determine likely future needs of the Operations Section. Contribute to Action Plans – Prepare for and participate in EOC Action Planning meetings and other relevant EOC Management Team meetings (See form EOC 401A for Briefing Format). Determine Strategies – Detail the strategies required for carrying out the objectives of the Operations Section.
3. Coordinate Response Implement Objectives – Work closely with each Branch Coordinator in the Operations Section to ensure implementation of all objectives defined in the current Action Plan. Coordinate Response – Coordinate overall response, resources and event status information.
4. Coordinate Resource Requests Coordinate Internal Resource Requests – Ensure that Operations Section branches coordinate all initial resource needs through the Logistics Section. Coordinate External Resource Requests – Authorize external resource requests and forward extraordinary and critical resource requests to the EOC Director for approval (see form EOC 514). Ensure the proper codes are noted on the Resource Request Form and on all invoices to support a claim for financial assistance, including the PEP Task Number and Expenditure Authorization Form Number, if applicable. Coordinate Mutual Aid Requests, If Required – Forward requests for mutual aid under existing agreements to the EOC Director for consultation with the SLRD Policy Group. Requests for assistance should be made by the SLRD Chair or Board to the local authority providing resources. Track Costs – Alert the Finance / Admin Section Chief of the request to track costs.
5. Share Operational Information
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Keep Planning Section Informed – Ensure that situation and resources information is provided to the Planning Section as the situation requires, including Branch Status Reports and new incoming incident reports. Keep EOC Director Informed – Brief the EOC Director and other EOC Group members. Brief Operations Section – Brief Branch Coordinators and Section Staff periodically on any updated information you may have received. Keep PREOC Informed – Share status information with PREOC, as appropriate.
6. Manage the Operations Section Set Up Section – Ensure that the Operations Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section from the Personnel Unit as necessary to maintain 24-hour staffing capabilities, as necessary. Coordinate with the Liaison Officer regarding the need for Agency Representatives from external organizations in the Operations Section. Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from each activated Operations Branch prior to each Action Planning meeting. Participate in Action Planning Meetings, using EOC Briefing Format (Form EOC 401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance/Administration Section.
Before Leaving: Deactivate branches and any organizational elements when no longer required. Determine demobilization status of all operations and advise the EOC Director. Ensure that all paperwork is complete and logs are closed and sent to the Documentation Unit in the Planning Section. Ensure that any open actions are assigned to appropriate agency and/or EOC staff as appropriate. Follow the Generic "Before Leaving" Checklist.
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Function Aids: Aids
Forms x EOC Briefing Format (Form EOC 401A) x Position Log (Form EOC 414) x Request for Resources or Assistance (Form EOC 514)
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Fire Branch Coordinator
Responsibilities: The EOC Fire Branch Coordinator manages fire resource requests in support of Incident Commanders at one or more sites. The Fire Branch does not direct suppression or rescue activities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Coordinate resources for major structural fire – Coordinate the acquisition of fire / rescue resources, call utilities and allocate crews to sites according to EOC priorities. 2. Coordinate hazardous materials response – Coordinate contacts for response personnel and equipment if requested by Incident Commander. 3. Coordinate structural protection during wildland/urban interface fire – Coordinate structural fire resources operating in unified command with BC Forest Service. 4. Coordinate light and heavy search and rescue – Coordinate search and rescue operations in collapsed structures, including mutual aid. 5. Manage the Fire Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary groups within the Fire Branch: Structural Fire Suppression Group Hazmat Group Wildland Fire Suppression Group Search and Rescue Group
Main Checklist: 1. Coordinate Resources for Major Structural Fire Coordinate Fire Resources – Coordinate fire resources acquired outside mutual aid. The EOC Logistics Section will mobilize and arrange to transport these resources. NOTE: Incident Commanders control response activities at the site of an emergency. Incident Commanders are authorized to request and control structural fire resources available through mutual aid. Allocate Resources by Priorities – Allocate resources to Incident Commanders based on EOC priorities among several sites, in consultation with the SLRD EOC Director. Work with Other EOCs – Coordinate use of area fire suppression resources with the Fire Branch Coordinators at other EOCs. Ensure Preservation of Evidence – Advise Incident Commanders to
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Fire Branch Coordinator
preserve evidence where emergency may be caused by criminal activity, such as suspected act of terrorism.
2. Coordinate Hazardous Materials Response Contact Shippers – If requested by Incident Commander, contact private company suppliers, who are responsible for emergency response plans and the costs of response under the federal Transportation of Dangerous Goods Act, Section 7. Alert PEP – Notify PEP for "fan-out" alert of incident and resource requirements, including the Environmental Emergency Response Officer from the Ministry of Water, Land and Air Protection. Relay CANUTEC Information – Contact the Canadian Transport Emergency Center (CANUTEC) at Transport Canada and coordinate the exchange of information and instructions to the site, if requested by Incident Commander. Access Expertise – Contact PREOC for permission to access hazardous materials experts and equipment, if requested by Incident Commander. Arrange for Technical Specialists – Contact technical specialists at a Lower Mainland Fire Department, e.g., Surrey, if requested by Incident Commander.
3. Coordinate Structural Protection During Wildland/Urban Interface Fire Coordinate Structural Protection Resources – Arrange for and coordinate resources for structural fire protection. NOTE: Fire Chiefs or designates will join BC Forest Service Incident Commander in unified command, and Fire Department personnel will report to Operations Section Chief at the Incident Command Post. Work with Office of the Fire Commissioner – Liaise with Provincial Fire Commissioner, as required, to coordinate fire protection resources from external agencies.
4. Coordinate Light and Heavy Search and Rescue Coordinate Urban SAR (search of buildings) – Coordinate light and heavy urban search and rescue efforts in support of site operations. NOTE: All ground and inland waters search and rescue operations are coordinated through the Police Branch. Acquire Additional Resources – Contact the PREOC for assistance with Heavy Urban Search and Rescue, if required.
5. Manage the Fire Branch Work with Office of the Fire Commissioner – Liaise with Provincial Fire Commissioner for hazards involving fire and explosion, as required. Set Objectives for Each Operational Period – Prepare objectives for
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the Fire Branch for the coming operational period. Provide Fire Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Fire Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Forward any input towards the After Action Report to the Operations Section Chief. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Police Branch Coordinator
Responsibilities: The Police Branch Coordinator manages RCMP resource requests in support of Incident Commanders at one or more sites. The Police Branch does not direct RCMP activities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Enforce Laws During Emergency – Coordinate law enforcement operations to provide for the security of people and property. Request and coordinate RCMP mutual aid. 2. Secure Affected Area(s) – Control access to affected areas, secure sites for subsequent investigation, and preserve evidence. 3. Control Traffic – Coordinate traffic control, and clear routes for emergency vehicles. 4. Coordinate Ground Search and Rescue – Coordinate ground search and rescue operations within the jurisdiction, including mutual aid. Coordinate services for the deceased with support of Coroner. 5. Implement Evacuation Orders – Inform affected persons of evacuation alerts and orders, organize the transportation of evacuated persons to safety through Logistics Section, and secure evacuated areas. 6. Manage the Police Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary units within the Police Branch: Evacuation Unit RCMP Operations Unit Coroner Unit Search and Rescue Unit
Main Checklist: 1. Enforce Laws During Emergency Coordinate Site Operations – Coordinate law enforcement operations at one or more sites during a major emergency or disaster. Arrange for Mutual Aid – Determine the need for and arrange for RCMP mutual aid.
2. Secure Affected Area(s) Control Area Access – Establish perimeters and control points around the affected area to control access, if requested by Incident Commander. Support Investigations – Secure site for subsequent investigation.
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Preserve Evidence – Advise Incident Commanders to preserve evidence where emergency may be caused by criminal activity or negligence. Secure Marine Access to Area – As appropriate, advise PEP to initiate “Notice to Mariners.”
3. Control Traffic Control Area Traffic – Working with Incident Commanders, coordinate area-wide traffic control operations during a major emergency. Keep Emergency Vehicle Routes Open – Upon request of Incident Commanders, clear routes for emergency vehicles.
4. Coordinate Ground Search and Rescue Coordinate Ground SAR – Coordinate all ground and inland waters search and rescue operations in the jurisdiction. NOTE: Light and heavy search and rescue (digging through buildings) is coordinated through the Fire Branch. Support Coroner Services – Determine need for Coroner's services, and confirm that the Coroner has been alerted. Ensure Coroner activities are coordinated within the Police Branch of the EOC. Body recovery is a shared responsibility in support of Coroner. Coordinate Services for Deceased – Coordinate services for the deceased and their immediate families, including notification of next-of- kin and information to family members.
5. Implement Evacuation Orders Assess Population to Be Evacuated – Prepare map of area to be evacuated, determine number of evacuees, and identify any special considerations. Identify Evacuation Routes – Prepare a map of evacuation routes, including aquatic / aircraft evacuation points. Working with ESS Director, identify destinations for evacuees. Implement Evacuation Alerts and Orders – Coordinate the issuance of evacuation alerts and orders to affected persons, as requested by the EOC Director, including door-to-door visits and commercial radio messages. Coordinate Neighbourhood Evacuation – Deploy personnel to inform residents of alert or evacuation order. Coordinate community groups through the Community Coordinator. Transport Evacuees – Coordinate the transportation of evacuated persons to safety, as required and in cooperation with EOC Logistics Branch. Monitor Evacuation – Sweep evacuated area, if safe to do so. Collect and summarize reports from traffic control points on vehicle numbers
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leaving evacuated area. Secure Evacuated Areas – Coordinate security patrols of evacuated areas to prevent theft and vandalism, where safe to do so. Establish an access permit system to allow temporary access to evacuated areas, if approved by Incident Commander.
6. Manage the Police Branch Work with PREOC – Liaise with the PREOC for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Fire Branch for the coming operational period. Provide Police Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Police Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Determine demobilization status of branch units and RCMP operations. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Annex E - Evacuation Plans
Forms x Position Log (Form EOC 414) x Steps in a Legal Evacuation x Evacuation Alert Bulletin x Evacuation Order Bulletin x Shelter-in-Place Bulletin x All Clear Bulletin
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Ambulance Branch Coordinator
Responsibilities: The Ambulance Branch Coordinator manages ambulance resource requests in support of Incident Commanders at one or more sites. The Ambulance Branch does not direct activities at the site, but allocates resources to meet EOC priorities. If two or more EOCs are activated, ambulance resources will be coordinated regionally through the PREOC.
1. Determine Need for Ambulance Resources – Determine need for ambulance resources among site Safety Officers and other Operations Section Branch Coordinators within the EOC. 2. Coordinate Ambulance Resources – Determine the availability of ambulance resources in the local area and region, and ensure appropriate resources are identified and mobilized. 3. Distribute Casualties to Hospitals – Coordinate the transportation of the injured to evenly distribute casualties among medical facilities. 4. Evacuate Health Care Facilities – Coordinate the transportation of persons evacuated from health care facilities, under the direction of the Incident Commander. 5. Manage the Ambulance Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Determine Need for Ambulance Resources Establish Site Communications – Establish and maintain communication with the site(s). Determine Need to Assist Victims – Determine status and need for ambulance resources. Coordinate with Incident Commanders to ensure adequate resources are available at rescue sites to triage, treat, and transport extricated victims. Determine Need to Assist First Responders – Liaise with site Safety Officers and other EOC Operation Branch Coordinators to provide ambulance and first aid for responders.
2. Coordinate Ambulance Resources Identify Available Resources – Determine the availability of BC Ambulance resources in the operational area and region. Ensure that all available auxiliary ambulance resources are identified and mobilized as required. Obtain Additional Ambulance Resources, As Needed – Call in crews as required by the emergency.
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Acquire Non-Ambulance Resources – Coordinate with the Logistics Section to acquire non-ambulance transportation, such as local resources for moving the walking wounded, as required or requested. Coordinate Regional Resources – Relocate ambulance resources within the region and from elsewhere in province to meet needs.
3. Distribute Casualties to Hospitals Coordinate Victim Transportation – Coordinate the transportation of injured victims to appropriate medical facilities as required to ensure casualties are evenly distributed to receiving facilities. Coordinate destinations with regional Health Authority and PREOC. Keep Hospitals Informed – Keep hospitals informed of the number of cases to expect.
4. Evacuate Health Care Facilities Coordinate Transportation of Medical Evacuees – Coordinate the transportation of evacuated persons requiring medical care from any facility under evacuation alert or order, working with facility administrators.
5. Manage the Ambulance Branch Work with PREOC – Liaise with the PREOC for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Ambulance Branch for the coming operational period. Provide Ambulance Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Ambulance Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Health Branch Coordinator
Responsibilities: The Health Branch Coordinator ensures coordination of hospitals, health units, continuing care, mental health and environmental health within the area.
1. Coordinate Preventative Measures in Public Health – The Health Branch Coordinator oversees community efforts to prevent illness from contaminated water or food during the emergency, including inspection of potable water, food delivery, and sewage systems. 2. Assist with Medical Transportation – Assist in identifying and mobilizing available ambulance resources, including air transportation. 3. Coordinate Health Care Facilities and Resources – Coordinate health care delivery, including special needs for pharmaceuticals, physically challenged or medically disabled persons, and care for displaced home care clients. Coordinate health care needs at Reception Centres. 4. Coordinate Additional Health Facilities – Coordinate establishing additional health facilities, such as an advanced treatment centre or 200 bed emergency hospitals. 5. Manage the Health Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Establish communications with Health Authority local EOC, and with Health Branches in other EOCs and at the PREOC. Determine capability of Health Authority to treat casualties. Determine the status and availability of mutual aid resources in the operational area, specifically industrial first-aiders, St. John Ambulance and private / industrial ambulances. Assess and anticipate health services required to support the situation.
Main Checklist: 1. Coordinate Preventative Measures in Public Health Coordinate Immunization and Epidemic Control – Provide public health measures including epidemic control and immunization programs in consultation with Medical Health Officer. Monitor Potable Water – Ensure that potable water supplies are inspected and monitored. Monitor Food Quality – Ensure that food quality is regulated and inspected. Monitor Sewage Systems – Ensure that sewage systems are operating at acceptable levels.
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Coordinate Health Inspection of Mass Feeding – If mass feeding areas are established, advise Environmental Health Officers on locations for inspection purposes. Monitor Stress – Consider the need for critical incident stress debriefings for responders and affected persons.
2. Assist Ambulance Branch with Medical Transportation Advise Ambulance – Advise on ambulance resources and medical transport needs. Assist Ambulance Resources – Assist in identifying and mobilizing available ambulance and auxiliary ambulance resources as required. Assist Medical Transportation – Assist with the transportation of injured victims and health care personnel to appropriate medical facilities as required or requested. Assist Acquiring Non-Ambulance Transportation – Coordinate with the Logistics Section to acquire suitable non-ambulance transportation, such as buses for injured. Assist Medical Air Transportation – Coordinate air transportation with Air Operations Branch. Assist Distribution of Casualties – Assist the Ambulance Branch Coordinator in ensuring that casualties are evenly distributed to receiving facilities.
3. Coordinate Health Care Facilities and Resources Assist Acquiring Health Supplies – Coordinate with the Logistics Section and the Health Authority to obtain necessary supplies and equipment to support local health emergency response. Assist Acquiring Pharmaceuticals – Assist with the coordination of pharmaceuticals as required or requested. Coordinate Support for Disabled – Coordinate and support health services for physically challenged or medically disabled persons. Assist Other Health Care – Assist with the coordination of other health care resources as required or requested. Assist Sheltering Home-Care Clients – Liaise with ESS Branch Coordinator to assist with sheltering of displaced home care clients if needed. Coordinate Health Services at Reception Centres – Coordinate health care needs at Reception Centres with ESS Branch Coordinator and contact the Health Authority if service delivery cannot be maintained.
4. Coordinate Additional Health Facilities Coordinate Extra-ordinary Health Facilities – Coordinate moving and establishing advanced treatment centre and/or 200 bed emergency hospitals, if needed. The activation and deployment of these units will
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be determined by the Health Authority and the BC Ambulance Service. (Note: These units are not small and take time to establish.)
5. Manage the Health Branch Work with PREOC – Liaise with the PREOC for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Health Branch for the coming operational period. Provide Health Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Health Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Request for Resources or Assistance (EOC Form 514) x Position Log (Form EOC 414)
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Emergency Social Services Branch Coordinator
Responsibilities: The ESS Branch Coordinator works with volunteer and private agencies in the region to provide food, clothing, shelter and other essential services as required for evacuees, displaced persons, and disaster victims in the affected area.
1. Determine Need for ESS – Determine status of emergency and assess the level of ESS needed with EOC Director. 2. Acquire ESS Resources – Call-out ESS volunteers, and ensure that other appropriate ESS resources are identified and alerted. 3. Coordinate Reception Centres and Other ESS Services – Coordinate the delivery of food, clothing, shelter, health and other essential services for disaster victims in the area. 4. Coordinate Community Health Services – Liaise between the Reception Centres and the Health Authority for the provision of health services. 5. Manage the ESS Branch – Oversee the development of branch objectives, status reports, and daily expenditures. Liaise with the Min. Human Resources (MHR) to coordinate regional resources, as required.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Determine Need for ESS Determine ESS Needs – Determine status of emergency and assess the level of ESS needed. Identify PEP Task Number – Note PEP Task Number and relay it to all Reception Centre Managers.
2. Acquire ESS Resources Alert ESS Teams – Initiate call-out to ESS Volunteers and ESS agencies (e.g., Red Cross, Salvation Army) and advise to "stand-by." Activate Reception Centres – Open one or more Reception Centers, Group Lodgings or other alternate services. Transport ESS Resources – Coordinate with the EOC Transportation Unit to arrange suitable transportation for ESS volunteers and supplies, as needed. Refer to the Resource Annex for resource contacts. Coordinate ESS Mutual Aid – Request ESS mutual aid from other communities, if required, in support of emergency social services. Work with Logistics to ensure proper resource request procedures are followed.
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3. Coordinate Reception Centres and Other ESS Services Acquire Communications – Work with the EOC Logistics Section Chief to ensure telephone and/or radio communications are established with: 1) Reception Centres, 2) Group Lodging Sites, 3) Other ESS support agencies, 4) Min. Human Resources Regional Office, and 5) PREOC. Coordinate Resource Delivery – Coordinate the delivery of food, clothing, shelter, health services, and other essential services for disaster victims. Coordinate ESS resources with local suppliers and private agencies. Monitor Status of Reception Centres – Determine the status of Reception Centres and any needs for resources. Develop and maintain a status board or other reference that depicts 1) Location of each Reception Centre, 2) Name of the Reception Centre Manager, 3) Phone and fax numbers for the Reception Centre, and 4) Number of persons processed by date and in total. Authorize ESS Expenditures – Ensure emergency expenses and extensions for ESS are pre-authorized by the Min. Human Resources. Coordinate Mutual Aid Requests – Facilitate requests for ESS resources from other communities in the region, and/or from the PREOC, if able to do so. Seek approval from EOC Director before committing ESS resources to another community.
4. Coordinate Community Health Services Work with Health Authority – Request Health Authority attendance to support public health services. As a back-up, also contact the Medical Health Officer on call. Support Health Services at Reception Centres – The ESS Branch Coordinator may be required to work with the Health Branch Coordinator in using Reception Centres as emergency health care facilities.
5. Manage the Health Branch Work with MHR and Health Authority in PREOC – Coordinate mutual aid resources with Reception Centre Managers. Liaise with the Min. Human Resources for coordination of regional resources, as required. Work in partnership with the Health Authority for Reception Centre supplies required for services beyond Stage 1 first aid, including establishment of temporary hospitals. Set Objectives for Each Operational Period – Prepare objectives for the Health Branch for the coming operational period. Provide Health Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Health Branch status reports to the EOC Resource Unit in the Planning Section.
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Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Determine demobilization status of ESS services (e.g. closing of reception centres, group lodging, volunteer centre, registration sites, etc.) and the deactivation of the ESS Headquarters and advise the Operations Section Chief. Coordinate the transition of ESS services to Min. Human Resources regional office and recovery unit to ensure follow-up and/or continued services are provided to disaster victims. Ensure all Registration and Inquiry documentation are secured by the Red Cross, and all referral forms for ESS services are archived by Min. Human Resources or the ESS Headquarters. Collect all other completed ESS paperwork from all the ESS service centres, and deliver to the Documentation Unit for appropriate storage. Participate in debrief and assemble ESS "lessons learned" and suggestions for improvements. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x ESS Reception Centre Group Lodging Situation Report (EOC Form 417) x ESS Situation Report (EOC Form 418) x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Environmental Branch Coordinator
Responsibilities: The Environmental Branch Coordinator assists site activities designed to protect the environment and coordinates local and regional response to hazardous spills, waste disposal issues, and other environmental concerns.
1. Assess Situation and Identify Needs – Gather information on environmental issues, damage and threats. Determine priorities for environmental assistance with the sites and the EOC Operations Section Chief. 2. Acquire Environmental Resources – Determine the availability of resources for environmental protection in the area, and ensure all resources are identified and mobilized. 3. Coordinate Environmental Resources – Coordinate local response to hazardous spills, waste disposal, working with regional and provincial environment officials and the private sector. 4. Manage the Environmental Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures. Liaise with the MHR for coordination of regional resources, as required.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Assess Situation and Identify Needs Communicate with Site –Establish and maintain communication with the site(s) and determine status and need for environmental protection. Collect Information – Gather information on environmental issues, damage and threats. Forward to Situation Unit. Identify issues – Assess and anticipate environmental concerns and recommended responses in support of the emergency situation. Identify Requirements – Determine the scope and priority of environmental assistance required in consultation with the EOC Operations Section Chief and other Branch Coordinators.
2. Acquire Environmental Resources Assess Resources – Determine the status and availability of resources for environmental protection in the operational area. Mobilize Resources – Ensure that all available resources are identified and mobilized as required. Assess Waste Disposal Options – Determine the status and availability of waste storage and disposal facilities in the area. Acquire Resources – Coordinate with the Logistics Section to acquire
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additional resources as required.
3. Coordinate Environmental Resources Coordinate Resources – Assist and/or coordinate local response to hazardous spills, waste disposal, working with regional and provincial environment officials and the private sector. Coordinate Haz Mat Response – Coordinate hazardous materials response and support in cooperation with Fire Branch Coordinator, for situations involving hazardous materials. Collaborate with Others – Liaise with Min. Water, Land and Air Protection and regional Health Authority to assist and consult with exposure to hazardous materials and impacts on water and air resources.
5. Manage the Environmental Branch Work with PREOC – Coordinate mutual aid resources with Environmental Branch Coordinator(s) in other EOCs, as required. Liaise with the Provincial Regional Emergency Operations Centre (PREOC) for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Environmental Branch for the coming operational period. Provide Environmental Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Environmental Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Forward any input towards the EOC After Action Report to the Operations Section Chief. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Engineering Branch Coordinator
Responsibilities: The EOC Engineering Branch Coordinator manages resource requests in support of Incident Commanders at one or more sites. The Engineering Branch does not direct assessment or repair activities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Assess Situation and Identify Needs – Gather information on damage and threats to public facilities, infrastructure systems, and public works. Assess the extent of damage and recommend repairs. 2. Acquire Engineering Resources – Identify the availability of resources for engineering operations in the area, and ensure that required resources are identified and mobilized. 3. Coordinate Engineering Resources and Projects – Coordinate engineering operations at the sites, including removing debris, maintaining emergency access routes, advising on safety of structures, and coordinating repair projects according to priorities set by EOC. 4. Manage the Engineering Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary groups within the Engineering Branch: Damage/Safety Assessment Group Roads and Bridges Group Public Works Group
Main Checklist: 1. Assess Situation and Identify Needs Communicate with Site – Establish and maintain communication with the site(s) and determine status and need for engineering support. Collect Information – Gather information on damage and threats to public facilities. Forward information to the EOC Situation Unit. Assess Damage – Survey all infrastructure systems and public works, such as local roads, bridges, water supply systems, sewer systems, and public buildings within the area. Identify Needs – Assess the extent of damage and recommend courses of action for repair. Support damage and safety assessments carried out by the Situation Unit in the EOC Planning Section for both public and private facilities.
2. Acquire Engineering Resources Assess Resources – Determine the status and availability of resources
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for engineering operations in the area. Mobilize Resources – Ensure that all available resources are identified and mobilized as required. Acquire Resources – Coordinate with the Logistics Section to acquire additional resources as required. Allocate resources to Incident Commanders based on EOC priorities among several sites, in consultation with the EOC Director.
3. Coordinate Engineering Resources and Projects Supply Fire Suppression Water – Coordinate water supply for fire suppression with Fire Branch Coordinator. Maintain Road Access – Maintain emergency traffic routes. Assess Buildings – Advise on structural safety of buildings and structures. Remove Debris – Coordinate debris removal services as required. Repair Public Works – Coordinate repair projects to maintain public buildings and infrastructure, according to priorities set by the EOC. Assist and/or coordinate engineering projects to prevent further damage or repair damage.
5. Manage the Engineering Branch Work with PREOC – Coordinate mutual aid resources with Engineering Branch Coordinator(s) in other EOCs, as required. Liaise with the Provincial Regional Emergency Operations Centre (PREOC) for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Engineering Branch for the coming operational period. Provide Engineering Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Engineering Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Utilities Branch Coordinator
Responsibilities: The EOC Utilities Branch Coordinator synchronizes support for the repair of various utilities, including both public and private organizations. The Utilities Branch does not direct repair of utilities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Report on the Situation – Gather information on damage and threats to utilities, and report on the extent of damage and time required for repairs. 2. Acquire Utility Resources – Identify the availability of resources for utilities in the area, and ensure that required resources are identified and mobilized. 3. Coordinate UtilityRepair – Coordinate support for utility repair and restoration, including travel restrictions to enhance public safety during repairs. Distribute available resources according to priorities set by EOC. 4. Manage the Utilities Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Report on the Situation Liaise with Utility Providers – Establish and maintain communications with the utility providers in the affected area. Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to attend the EOC. Liaise with other utility representatives not present in EOC, and survey all utility systems. Collect Information – Gather information on damage and threats to utilities. Determine the extent of damage to utility systems in the affected area. Assess Damage – Report on the extent of damage and time required for repairs. Identify Water Contamination Concerns – Keep the Health Authority informed of any regional threats regarding water contamination issues.
2. Acquire Utility Resources Assess Resources – Identify the availability of resources for utilities in the area. Mobilize Resources – Ensure that available resources are identified and mobilized. Acquire Resources – Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
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Utilities Branch Coordinator
3. Coordinate Utility Repair Set Priorities – Survey all utility systems, and provide restoration priorities to providers. Allocate Resources – Distribute available resources according to priorities set by EOC. Coordinate Resources – Coordinate support for utility repair and restoration, including travel restrictions to enhance public safety during utility repairs.
4. Manage the Utilities Branch Work with PREOC – Coordinate mutual aid resources with Utilities Branch Coordinator(s) in other EOCs, as required. Liaise with the Provincial Regional Emergency Operations Centre (PREOC) for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Utilities Branch for the coming operational period. Provide Utilities Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Utilities Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Determine demobilization status of the Utilities Branch and utility operations in the area, and advise the EOC Operations Section Chief. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Planning Section Chief
Responsibilities: The Planning Section Chief provides overall collection, evaluation and dissemination of all information concerning the incident, and oversees efforts to understand the current situation, predict further events and damages, and to prepare EOC action plans. Unless delegated to Planning Section staff, the Section Chief is responsible for the following:
1. Assess the Situation – Gather information about the emergency. Collect, analyze, and display situation information. Prepare periodic Situation Reports. 2. Prepare EOC Action Plans – Chair EOC action planning meetings in each operational period. Prepare and distribute EOC Action Plans. 3. Track Resources – Track resources assigned to the EOC and to the Incident Commanders through the EOC and mutual aid. 4. Keep Records – Document and maintain paper and electronic files on all EOC activities. 5. Plan for EOC Demobilization – Set out a schedule for demobilization and assist Section Chiefs in debriefing EOC personnel as they leave. 6. Anticipate Future Events – Conduct advance planning activities to forecast possible events and requirements beyond the current operational period. Report recommendations to the EOC Management Team. 7. Plan for Recovery – Initiate recovery efforts at the earliest time, and develop plans for short-term and long-term recovery appropriate to the needs. 8. Coordinate Technical Specialists – Provide technical support services to EOC sections and branches as required. 9. Manage the Planning Section – Establish the appropriate Planning Section Units and continuously monitor organizational effectiveness. 10. Prepare After Action Report – Coordinate the assembly of "EOC lessons learned" from contributions from EOC staff and from outside agency representatives.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate units within the Planning section as needed and designate Coordinators for each unit:
Situation Unit Damage Assessment Unit Resources Unit Documentation Unit Advanced Planning Unit Demobilization Unit
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Planning Section Chief
Recovery PlanningUnit Technical Specialists Unit
Main Checklist: Refer to checklists in the following sections for more details on each function.
1. Assess the Situation Collect Information – Collect, analyze, and display situation information. Meet with Operations Section Chief; obtain and review any major incident reports. Consider providing a Planning Liaison to the Operations Section. Prepare EOC Situation Report – Produce an EOC Situation Report for approval by the EOC Director with each operational period. Distribute EOC Situation Report to EOC Sections, PREOC or PECC prior to the end of each operational period. Display Information – Ensure that all status boards and other displays are kept current and that posted information is neat and legible. Ensure that the Information Officer has immediate and unlimited access to all status reports and displays. Communicate with PREOC – Liaise with the PREOC Planning Section, if activated, and coordinate Situation Report requirements with them.
2. Prepare EOC Action Plans Advise Section Chiefs – Ensure EOC Section Chiefs provide their objectives prior to each Action Planning meeting. Prepare Action Plan – Prepare an EOC Action Plan for each operational period, based on objectives developed by each EOC Section. Prepare for Action Planning Meeting – In preparation for the Action Planning meeting, ensure that all EOC priorities and objectives are posted or distributed, and that the meeting room is set up with appropriate equipment and materials (easels, markers, Sit Reports, etc.) Chair Action Planning Meetings – Chair the EOC Action Planning meetings approximately two hours before the end of each operational period. Document Meetings – Following the meeting, send approved Action Plan (see form EOC 502) to the Documentation Unit for distribution prior to the next operational period.
3. Track Resources Track Site Resources – Track the type and status of resources assigned through the EOC to Incident Commanders. Track EOC Resources – Track the type and status of resources assigned to the EOC.
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Planning Section Chief
4. Keep Records Document EOC Records – Document and maintain files on all EOC activities. Archive Files – Maintain files on all EOC activities and provide reproduction and archiving services for the EOC, as required.
5. Plan for EOC Demobilization Plan to Staff EOC – Prepare a staffing plan for the EOC that addresses the anticipated activation levels for the coming operational periods, working with the EOC Director. Prepare Demobilization Plan – Prepare a plan for EOC demobilization.
6. Anticipate Future Events Consider Future Events – Highlight forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall priorities of the EOC. Prepare Plans – Develop plans and report, as required.
7. Plan for Recovery Assess Needs – Assess the need for immediate and long-term reconstruction, restoration, and recovery of public infrastructure and services. Control Donations – Issue public messages to control unsolicited donations of unwanted goods. Develop Recovery Plan – Prepare a community recovery plan.
8. Coordinate Technical Specialists Manage Technical Specialists – Provide and manage technical services, such as environmental advisors and other technical specialists to all EOC sections, as required.
9. Manage the Planning Section Set Up Section – Ensure that the Planning Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section from the Logistics Section as necessary to maintain 24-hour staffing capabilities, as necessary. Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from each activated Planning Branch prior to each Action Planning meeting. Lead Action Planning Meetings, using EOC Briefing Format (Form EOC
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Planning Section Chief
401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance/Administration Section.
10. Prepare After Action Report Develop After Action Report – In consultation with Section Units and EOC Management Team, prepare the EOC After Action Report.
Before Leaving: Ensure Demobilization Plan for the EOC is complete, approved by the EOC Director and distributed to all EOC sections. Deactivate units when no longer required. Ensure that all paperwork is complete and logs are closed and sent to the Documentation Unit. Ensure that any open actions are assigned to appropriate agency and/or EOC staff as appropriate. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Action Planning x Damage Assessment x EOC Documentation x EOC Situation Status Board x Mapping x Recovery Planning x Resource Status Board
Forms x EOC Mgmt Team Briefing Agenda (EOC Form 401) x Briefing Format (EOC Form 401A) x Position Log (EOC Form 414) x Damage Assessment (EOC Form 415) x After the Disaster (EOC Form 425) x EOC Situation Report (EOC Form 501) x EOC Action Plan (EOC Form 502) x Request for Resources or Assistance (EOC Form 514) x Personnel, Resource Planning Worksheet (EOC Form 515) x Resources Status (by Type) (EOC Form 516) x Resource Status (by Location) (EOC Form 517) x EOC Major Incident Record (EOC Form 550)
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Situation Unit Coordinator
Responsibilities: The Situation Unit Coordinator collects and organizes information on the incident status, damage, and response. Responsible for the evaluation, analysis, and display of information for use by EOC personnel.
1. Collect Information – Collect situation reports from site(s) and all active functions of the EOC. 2. Assess Damage – Oversee the collection of damage information. Prepare Damage Assessment reports for distribution to EOC and PREOC. 3. Organize Information – Create organizational schemes for collected data to facilitate storage and retrieval of information. Arrange for secure storage of collected information. 4. Analyze Information – Oversee the analysis of all incident or disaster related information. 5. Distribute / Display Information – Prepare maps, status boards, and status reports to report current information.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Collect Information Liaise with Site – Request that the Situation Unit Leader at the site Incident Command Post provides regular situation reports using (Form ICP 209). If required, place field observers in key locations (e.g., Incident Command Post) to facilitate the flow of information to the EOC Situation Unit. Collect EOC Information – Collect status information from each active EOC Section and Management Staff Officer on a regular basis.
2. Assess Damage Collect Damage Information – Oversee the collection of damage information. Some information may be confidential until victims have been notified. Obtain photographic and video documentation of damage. Determine the need for field damage observers. Identify Victims – Identify victims and evaluate the nature and extent of damage caused by the event. Identify the type of primary and secondary losses from the event. Document Damage – Prepare a Damage Assessment (Form EOC 415). Ensure copies go to Risk Management Officer, Recovery Unit, and Documentation Unit. Assist Recovery Effort – Cooperate with the Recovery Organization in assessing damage.
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Situation Unit Coordinator
3. Organize Information Organize Collected Information – Create organizational schemes for collected data to facilitate storage and retrieval of information. Archive Information – Arrange for secure storage of collected information.
4. Analyze Information Evaluate Information – Determine or estimate the following: Geographic extent, fatalities, injuries, households damaged, businesses damaged, transportation damage, infrastructure damage, and other interpretations of collected information.
5. Distribute / Display Information Display Information – Prepare maps, status boards, and other displays contain current and accurate information. Ensure that adequate EOC members are assigned to maintain all information displays. Distribute Situation Reports – Ensure that situation status reports are disseminated to EOC staff and to the PREOC. Coordinate with the Documentation Unit for Plan distribution and reproduction as required. Oversee the preparation and distribution of the EOC Situation Report (Form EOC 501). Support Information Release – Meet with the Information Officer to coordinate access to current information.
Before Leaving: Follow the Generic Before Leaving Checklist.
Function Aids: Aids x EOC Situation Status Board x Damage Assessment
Forms x Position Log (Form EOC 414) x Damage Assessment (Form EOC 415) x EOC Situation Report (EOC 501)
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Resource Unit Coordinator
Responsibilities: The Resource Unit Coordinator works with the Incident Command Post in preparing resource status information, charting the current status and location of resources, and maintaining displays of resource information.
1. Collect Resource Information – Collect resource information from active functions of the EOC. 2. Organize Resource Information – Create organizational schemes for collected resource information to facilitate sharing of status details. 3. Distribute / Display Resource Information – Prepare status boards and resource status reports to share up-to-date information.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Set up a Resource Tracking Board (see sample).
Main Checklist: 1. Collect Resource Information Identify Critical Resources – Obtain list of known critical resources from Planning Section Chief or EOC Director. Obtain copies of critical resource requests from the Logistics Section. Liaise with Operations Section – Coordinate with Operations Section to collect and centralize resource status information. Note: The Resource Unit only tracks resources, it does not obtain or supply them.
2. Organize Resource Information Identify Resources – Use EOC Form 516 to identify resource kind and type, and whether they are Available, Assigned, or Out-of-Service. Monitor Resource Requests – As resource requests are received in Logistics, post the request on a status board and track the progress of the request until filled. Track Resources – Track the progress of resource requests until filled. Coordinate closely with the Operation Section Branches and Logistics Section units, particularly Supply, Personnel, and Transportation.
3. Distribute / Display Resource Information Create Status Board – Develop and maintain resource status boards and/or other tracking display systems. See Resource Status Board sample. Keep Requestors Informed – Assist EOC Operations and Logistics in notifying parties of the status of their resource requests, especially where there may be delays. It is not necessary to track mutual aid resources unless they are ordered through the Logistics Section.
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Resource Unit Coordinator
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Resource Status Board (Sample)
Forms x Position Log (Form EOC 414)
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Documentation Unit Coordinator
Responsibilities: The Documentation Unit Coordinator maintains accurate and complete incident files, and stores both paper and electronic files for legal, analytical, and archival purposes.
1. Collect EOC Documents – Collect records from each active EOC function daily. 2. Take Meeting Minutes – Record proceedings of all EOC briefings and meetings. 3. Copy and Distribute Reports and Plans – Reproduce and distribute approved EOC reports and plans.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Set up and maintain document reproduction services for the EOC. Obtain at least one camera, preferably one digital and one video camera. Main Checklist: 1. Collect EOC Documents Identify Materials to Collect – Meet with the EOC Director to confirm what EOC materials should be maintained as official records. See suggestions, attached. Collect Documents – Collect records from each active EOC function daily. Collect, organize and file all completed event or disaster related documents. Collect Position Logs – Refer to EOC Organization Chart to ensure that you receive position logs from each activated function. Remind EOC members to mark appropriate documents with the date and time.
2. Take Meeting Minutes Record Minutes – Take minutes at all EOC briefings and meetings. Photograph Important Information – Photograph whiteboards (time and date), and other important information generated at the EOC.
3. Copy and Distribute Plans and Reports Distribute EOC Reports and Plans – Reproduce and distribute approved Situation Reports and EOC Action Plans. Keep extra copies of reports and Plans available for special distribution, as required. Photocopy and Produce Documents – Provide document production services to EOC staff.
4. Organize and Secure Documents Store Documents – Arrange for dedicated filing cabinets, preferably ones that can be locked and are fire resistant. Prepare file folders to
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Documentation Unit Coordinator
reflect contents. Secure Documents – Ensure security of EOC records, working with Risk Management Officer.
Before Leaving: Follow the Generic "Before Leaving" Checklist. Arrange to return photocopying equipment. Process all photographs and ensure they are properly labelled.
Function Aids: Aids x EOC Documentation
Forms x Position Log (Form EOC 414)
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Advanced Planning Unit Coordinator Responsibilities: The Advanced Planning Unit Coordinator assesses available information to determine potential future impacts of the event or disaster, particularly issues that might influence overall EOC priorities and objectives.
1. Review Available Information – Review the current reports, plans, and meet with the EOC members to determine the future direction and outcomes of the event or disaster. 2. Identify Approaching EOC Issues – Identify potential response and recovery related issues likely to occur within the next 36 to 72 hours. 3. Recommend EOCObjectives – Prepare an Advanced Plan to recommend EOC objectives in response to approaching issues.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Review Available Information Review Information – Review available situation reports, status reports, action plans, and other significant documents. Liaise with EOC Managers – Meet individually with the EOC Management Team and determine best estimates of the future direction and outcomes of the event or disaster.
2. Identify Approaching EOC Issues Identify Potential Future Implications – Determine potential future impacts of the event or disaster, particularly issues that might modify the overall EOC priorities. Identify Issues – Identify potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours.
3. Recommend EOC Objectives Brief EOC Members – Provide periodic briefings to the EOC Director, Management Staff, and General Staff on approaching issues. Distribute Advanced Plan – Submit an Advanced Plan to the Planning Section Chief for review and approval prior to implementation via briefings with the EOC Director and Management Team. Advise on Recovery Transition – In conjunction with Recovery Unit Coordinator, recommend a transition strategy to the EOC Director when EOC activity shifts from response to recovery.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
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Advanced Planning Unit Coordinator
Forms x Position Log (Form EOC 414)
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Demobilization Unit Coordinator Responsibilities: The Demobilization Unit Coordinator looks ahead to demobilization of the EOC personnel, facility, and equipment resources to ensure that movement is orderly, safe, and cost-effective.
1. Monitor the Need for EOC Resources – Monitor the current situation, and consult with EOC members regarding the need for EOC resources. 2. Prepare Demobilization Plan – In consultation with the EOC Director and others, prepare a plan to demobilize EOC resources. 3. Facilitate Demobilization Plan – Assist EOC members in completing all requirements before leaving the EOC. Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Monitor the Need for EOC Resources Assess Opportunity to Demobilize – Identify opportunities to demobilize EOC resources. Monitor the current situation, including EOC Action Plans, Situation Reports, and resource assignment lists. Liaise with EOC Managers – Consult with Section Chiefs, Branch Coordinators, Liaison Officer and EOC Director regarding the need for EOC resources.
2. Prepare Demobilization Plan Prepare Demobilization Plan – Prepare a draft Demobilization Plan at least once during each operational period for as long as EOC functions are formally staffed. Finalize the Demobilization Plan for approval by the EOC Director. Discuss Demobilization – Circulate the draft Demobilization Plan to the Planning Section Chief, EOC Director, and EOC Management Team for review. Meet individually with the General Staff to discuss the draft Demobilization Plan.
3. Facilitate Demobilization Implement Demobilization – Initiate the Demobilization Plan for the EOC as approved by the EOC Director. Ensure Demobilized Staff Submit Information – Advise all Section Chiefs to ensure that demobilized staff complete and forward to Documentation Unit all reports, time sheets, and exit surveys prior to leaving the EOC. Advise individual EOC members on required actions prior to leaving the EOC. Refer all to the "Before Leaving" Checklist.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
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Demobilization Unit Coordinator Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Recovery Unit Coordinator Responsibilities: The Recovery Unit Coordinator develops a Recovery Plan, identifying the need for recovery, the recovery objectives, the appropriate initial structure, the players, the location of initial recovery facilities, and early recovery messages.
1. Assess Situation – Assess the need for immediate and long-term reconstruction, restoration, and recovery of public infrastructure and services, mental and public health, and the socio-economic fabric. 2. Control Donations – Issue public messages to control unsolicited donations of unwanted goods. 3. Prepare Recovery Plan – Prepare a written plan advising on priorities for recovery of public infrastructure, and continuity of public services. 4. Prepare Community Recovery Plan – Prepare a written community recovery plan for the incident, including recommendations for organization and functions.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Assess Situation Determine Immediate Recovery Needs – Assess the need for immediate reconstruction efforts, such as utility restoration and debris removal. Determine Long-Term Recovery Needs – Assess the need for long- term recovery actions required to restore and recover public and private infrastructure, property, mental and public health, and the socio-economic fabric.
2. Control Donations Issue Public Messages – Initiate public messages to request donations in the form of cash until specific needs can be identified. Work with the Information Officer to ensure this message is released as soon as possible.
3. Prepare SLRD Recovery Plan Develop Facilities Repair Plan – Prepare a written plan advising on the actions required by priority for recovery of roads, potable water systems, sewers systems, hospitals, and other infrastructure to pre- emergency conditions. Develop Business Continuity Plan – Prepare a written plan advising on the activation of the Business Continuity Plan for the continuation of public services by the SLRD.
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Recovery Unit Coordinator
4. Prepare Community Recovery Plan Access Victim Information – Assist ESS Reception Centres in collecting evacuee information and sharing data with the Recovery Organization. Develop Community Recovery Plan – Formulate a community recovery plan for the incident, including recommendations for: x Recommended Functions x Priority of Efforts x Support Requirements x Coordination Requirements x Reporting Requirements
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Recovery Planning
Forms x Position Log (Form EOC 414)
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Technical Specialist Unit Coordinator Responsibilities: The Technical Specialist Unit Coordinator establishes the work specifications for and assigns technical specialists to the EOC based on requests from management or general staff.
1. Identify Specialists – Locate specialists in subjects that may be needed during response and recovery to the emergency event. 2. Manage Technical Specialists – Assign specialists within the EOC organization and monitor their organizational effectiveness.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist
Main Checklist: 1. Identify Specialists Inventory Technical Specialists – Maintain inventory of technical specialists, such as meteorologists, fire behaviour specialist, geologists, or engineering experts for multiple incident sites. Confirm Availability – Ensure that qualified specialists are available in the areas required by the particular event or disaster. Coordinate with the Logistics Section to ensure that technical staff are located.
2. Manage Technical Specialists Orient Technical Specialists – Ensure each technical specialist is given an orientation to the EOC and receives instructions on completing a Position Log (EOC Form 414). Collect Contact Information – Obtain a contact information (e.g., business card) from each specialist, if possible. Assign Technical Specialists – Assign technical staff to assist the EOC sections in coordinating specialized areas of response or recovery.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Logistics Section Chief Responsibilities: The Logistics Section Chief coordinates the provision of personnel, facilities, services, equipment, and material in support of the site Incident Command Post and the EOC. Unless delegated to Logistics Section staff, the Section Chief is responsible for the following:
1. Provide Telecommunication and Information Technology Services – Support use of telecommunication and information technology in EOC. 2. Support EOC Operations – Provide and maintain EOC facilities, including all utilities, food, water, and office supplies. 3. Supply Equipment and Material Resources to Sites – Coordinate all requests for resources from initiation to delivery to support Incident Commanders. Track and account for all resources. 4. Coordinate Personnel – Acquire and assign personnel with the appropriate qualifications to support site requests. Develop systems to manage convergent volunteers. 5. Arrange Transportation – Coordinate transportation requests in support of response operations. 6. Manage the Logistics Section – Establish the appropriate Logistics Section Units and continuously monitor organizational effectiveness.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate branches/units within the section as needed and designate Branch and Unit Coordinators for each element: x Information Technology Branch o Communications Unit o Computer Systems Unit x EOC Support Branch o Facilities Unit o Security Unit o Clerical Unit x Supply Unit x Personnel Unit x Transportation Unit
Main Checklist: 1. Provide Telecommunication and Information Technology Services Activate EOC Communications – Support use of information technology in EOC. Establish and maintain EOC telephone, fax, and radio communications. Establish communications with the Logistics Section at the PREOC, if activated. Support Media Centre Communications – Establish
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Logistics Section Chief telecommunications at media centre, working with the Information Officer. Support Reception Centre Communications – Establish communications at Reception Centres, working with the ESS Branch Director.
2. Support EOC Operations Supply EOC Materials – Provide and maintain EOC facilities, including all utilities, food, water, and office supplies. Supply EOC Security – Arrange for and manage EOC security for all areas, working with the Risk Management Officer. Provide Clerical Services – Coordinate secretarial and clerical services for use in the EOC.
3. Supply Equipment and Material Resources to Sites Determine Spending Authority – Meet with the Finance/Administration Section Chief and determine level of purchasing authority for the Logistics Section. Coordinate closely with the Purchasing Unit in the Finance/Admin Section in following all required procedures. Receive Resource Requests – Coordinate all requests for resources from initiation to delivery to support Incident Commanders. Validate resource requests from Incident Commanders prior to acting on a request. Fill Resource Requests – Locate or acquire equipment, supplies, and facilities. Work with Operations Section Chief to establish priorities for resource allocation. Ensure critical resources are allocated according to EOC Action Plan policy, priorities and direction. Track Resources – Ensure that all resources are tracked and accounted for in cooperation with the Planning Section Resource Unit.
4. Coordinate Personnel Receive Personnel Requests – Coordinate requests for EOC personnel, and assign available personnel appropriate with their training and qualifications. Fill Personnel Requests – Acquire and assign personnel with the appropriate qualifications. Support site requests for personnel, accounting for priorities among all sites. Coordinate Volunteers – Liaise with community volunteer organizations to acquire personnel to fill both site and EOC requests. Develop systems to manage convergent volunteers.
5. Arrange Transportation Fill Transportation Requests – Coordinate transportation requests in support of response operations.
6. Manage the Logistics Section
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Logistics Section Chief
Set Up Section – Ensure that the Logistics Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section as necessary to maintain 24-hour staffing capabilities. Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from Logistics Branches prior to Action Planning meetings. Participate in Action Planning Meetings, using EOC Form 401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance/Administration Section.
Before Leaving: Ensure that all paperwork is complete and logs are closed and sent to the Documentation Unit. Ensure that any open actions are assigned to appropriate agency and/or EOC staff as appropriate. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x BCERMS Overview x EOC Communications x EOC FoodPlan x EOC Inventory x Resource Requests x Walk-In Volunteers x Welcome to the EOC
Forms x EOC Shift Schedule (EOC Form 503) x Transportation Plan (EOC Form 507) x EOC Staff Food Plan (EOC Form 508A) x EOC Staff Lodging Plan (EOC Form 508B) x Communications Log (EOC Form 509) x Check-in, Check-out (EOC Form 511) x PEP Registration (EOC Form 512) x Facility/Equipment Inventory for EOC (EOC Form 523) x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Information Technology Branch Coordinator Responsibilities: The Information Technology Branch Coordinator ensures the EOC has access to radio, telephone, and other communication means, as well as computer resources and services, as required.
1. Establish and Maintain EOC Telephone and Fax Communications – Provide telephone and fax services to EOC staff. Establish a toll- free Public Information Line or Call Centre, if required. 2. Establish and Maintain EOC Radio Communications – Mobilize and coordinate amateur radio resources to augment primary communication systems as required. 3. Establish Telecommunications at Media Centre – Provide necessary telecommunications when Information Officer establishes a Media Information Centre. 4. Establish Communications at Reception Centres – Establish telephone and radio communications at Reception Centres, and assign volunteer radio operators to external locations as required. 5. Support Use of Information Technology in EOC – Establish computer, printer, Internet access, and email addresses for key EOC functions.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary units within the Information Technology Branch: 1. Communications Unit 2. Computer Systems Unit Prepare objectives for the Information Technology Branch; provide them to the Logistics Section Chief prior to the initial Action Planning meeting. Issue Communications Operational Instruction (COI), containing information specific to the emergency operation and the communication resources available to the EOC. Update the various components periodically, as needed.
Main Checklist: 1. Establish and Maintain EOC Telephone and Fax Communications Supply EOC Telephone and Fax Connections – Ensure telephone and fax resources and services are provided to EOC staff, as required. Support Call Centre – Provide necessary telephone equipment and service if and when Information Officer establishes a toll-free Public Information Line or Call Centre. Post Communications Status Board – Create and maintain a telephone and radio communications status board, and assign telephone numbers to EOC functions.
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Information Technology Branch Coordinator
2. Establish and Maintain EOC Radio Communications Set up EOC Radio Communications – Mobilize and coordinate amateur radio resources to augment primary communication systems as required. Link with Sites and PREOC – Ensure that a radio communications link is established with Incident Commander(s) and the Provincial Regional Emergency Operations Centre (PREOC), if established. Provide Communications Personnel – Ensure that adequate communications operators are available for 24-hour coverage. Develop a shift schedule. Ensure that technical personnel are available for radio communication equipment maintenance and repair. Document EOC Communications System – Develop and distribute a Communications Plan that identifies all systems in use and lists specific frequencies allotted for the event.
3. Establish Telecommunications at Media Centre Support Media Communications – Provide necessary telecommunications when Information Officer establishes a Media Information Centre.
4. Establish Communications at Reception Centres Support Reception Centre Communications – Assist ESS Branch Director with telephone and radio communications at Reception Centres. Assign External Radio Personnel – Assign volunteer radio operators to external locations as required.
5. Support Use of Information Technology in EOC Assess EOC Computer Needs – Determine computer requirements for all activated EOC functions. Establish EOC Computer Capabilities – Establish computer, printer, Internet access, and email systems for the following functions, as directed by Logistics Section Chief: EOC Director Information Officer Planning Section Chief Finance/Admin Section Chief Others, as directed. Train EOC Users – Inform all EOC Sections/Branches/Units regarding the use of information technology. Troubleshoot EOC Systems – Ensure that computer technical personnel are available for equipment and application program maintenance and repair. Track Expenses – Inform the EOC Support Branch Coordinator of any
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Information Technology Branch Coordinator purchases or acquisitions of computer equipment. Maintain Status Board – Create and maintain an Information Technology status board.
Before Leaving: Ensure that all expenditures and financial claims have been coordinated through the Finance / Admin Section. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x EOC Communications
Forms x Position Log (Form EOC 414)
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EOC Support Branch Coordinator Responsibilities: The EOC Support Branch Coordinator ensures that EOC facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.
1. Manage EOC Facilities – Secure access to and manage all EOC facilities. Coordinate utilities, including provision of electricity, heat, water, and waste removal. 2. Manage EOC Equipment and Supplies – Acquire and distribute office supplies, equipment, and refreshment required by EOC personnel. 3. Manage EOC Security –Ensure adequate measures are taken to secure all EOC facilities from access by un-authorized persons. 4. Provide EOC Clerical Support – Arrange for and supervise clerical staff for the EOC.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Manage EOC Facilities Identify EOC Facility Needs – Determine facilities and furnishings required for effective operation of the EOC, working with the EOC Director. Access Non-Owned Facilities – Secure legal access and use of non- owned facilities through contract, working with the Procurement Unit and the Risk Management Officer. Manage EOC Utilities and Maintenance – Coordinate EOC utilities, including provision of electricity, heat, water, and waste removal. Arrange for continuous maintenance of acquired EOC facilities. Clean and Repair EOC Facilities Prior to Return – Ensure all buildings, floors, and workspaces are returned to their original state when no longer needed.
2. Manage EOC Supplies Furnish EOC – Provide furniture, supplies, and materials necessary to configure the EOC facilities in a manner adequate to accomplish the mission. Arrange EOC Refreshments – Ensure adequate and nutritious food and refreshment is provided to EOC staff. Arrange for and supervise food-catering services for EOC staff. Maintain EOC Inventory – Maintain an inventory list of items used by the EOC in response and recovery. Maintain EOC Facilities Status Board – Develop and maintain a status
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EOC Support Branch Coordinator board or other reference that depicts the location of each facility; a general description of furnishings, supplies and equipment at the site; hours of operation, and the name and phone number of the Facility Manager.
3. EOC Security Support EOC Safety – Ensure all structures are safe for occupancy and that they comply with appropriate regulations and bylaws. Support EOC Security – Secure access to EOC facilities. Ensure adequate measures are taken to secure all EOC facilities from access by un-authorized persons. Manage facility keys to limit off-hours access to essential EOC personnel.
4. EOC Clerical Support Manage Clerical Support for EOC – Arrange for and supervise clerical staff for the EOC.
Before Leaving: As facilities are vacated during demobilization, coordinate with the facility manager to return the EOC facility to it's original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x EOC FoodPlan x EOC Inventory
Forms x Position Log (Form EOC 414)
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Supply Branch Coordinator Responsibilities: The Supply Branch Coordinator oversees the acquisition and allocation of supplies and materials not normally provided through mutual aid or normal agency channels.
1. Meet Site Requests for Equipment and Supplies – Identify the number and type of resources required, where they are needed and the person or unit that should receive the supplies. 2. Acquire Resources –Oversee the acquisition and allocation of supplies and materiel not normally provided through mutual aid or normal agency channels. 3. Coordinate the Delivery of Supplies – Coordinate delivery of supplies and materiel as required. 4. Coordinate with Finance/Admin –Ensure that all required purchase documents and procedures are completed and followed, working with the Finance/Admin Section.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Identify Site Needs for Equipment and Supplies Receive Resource Requests – Process incoming site requests for equipment and supplies. Identify the number and type of resources required, where they are needed and the person or unit that should receive the supplies. Identify Priorities – Coordinate closely with the Operations Section Chief to establish priorities for resource allocation within the operational area. Determine if the item can be provided without cost from another jurisdiction or through the PREOC.
2. Acquire Resources Locate Resources – Acquire equipment, supplies, and facilities. Determine if requested types and quantities of supplies and materials are available in inventory or from the area. Oversee the acquisition and allocation of supplies and materiel not normally provided through mutual aid or normal agency channels. Estimate Arrival Time – Determine the estimated time of arrival of supplies, and advise the requesting parties accordingly.
3. Coordinate the Delivery of Supplies Arrange to Supply Supplies – Supply material and equipment resources to sites. Coordinate delivery of supplies and materiel as required. Coordinate Delivery – Determine if the vendor or provider will deliver
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Supply Branch Coordinator the ordered items. If delivery services are not available, coordinate pick up and delivery through the Transportation Unit. Maintain Status Board – Working with the Resource Unit, maintain a status board or other reference depicting supply actions in progress and their current status (See EOC 515).
4. Coordinate with Finance/Admin Determine Spending Authority – With the Logistics Section Chief, determine level of purchasing authority for the Logistics Section. Coordinate closely with the Purchasing Unit in the Finance/Admin Section in following all required procedures. Seek approval from the Finance/Admin Section Chief for orders exceeding the purchase order limit before completing the order. Facilitate Contracts – If vendor contracts are required for specific resources or services, refer the request to the Finance/Administration Section for development of necessary agreements. Control Costs – Identify high-cost resources that could be demobilized early, and advise other Section Chiefs.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414) x Request for Resource or Assistance (Form EOC 514)
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Personnel Branch Coordinator Responsibilities: The Personnel Branch Coordinator provide personnel resources as requested in support of the EOC and Site Operations. Responsible for Identifying, recruiting, and registering staff and volunteers as required.
1. Support Site Requests for Personnel – Coordinate requests for site personnel, accounting for priorities among all sites. Acquire and assign personnel with the appropriate qualifications. 2. Support EOC Personnel Requests – Coordinate requests for EOC personnel, and assign available personnel appropriate with their training and qualifications. Coordinate with EOC Director or Deputy EOC Director. 3. Coordinate Volunteers – Liaise with community volunteer organizations to acquire personnel to fill both site and EOC requests. Develop systems to manage convergent volunteers. Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Support Site Requests for Personnel Receive Requests for Site Personnel – Process incoming site requests for personnel support. Identify the number of personnel required, special qualifications or training, where they are needed and the person or unit they should report to upon arrival. Acquire Site Personnel Resources – Acquire personnel resources in support of site(s) from 1) Within the jurisdiction, 2) Among outside agencies, and 3) Among community volunteers. Transport Personnel to Site – Coordinate with Transportation Unit to meet personnel requirements for transportation to the site. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly. Maintain Personnel Status Board – Maintain a status board or other reference to keep track of incoming and assigned personnel resources. NOTE: Personnel safety briefings will be provided by the site Incident Commander or Safety Officer.
2. Support EOC Personnel Requests Receive Requests for EOC Personnel – Coordinate all requests for EOC personnel. Identify the number of personnel required, special qualifications or training, where they are needed and the person or unit they should report to upon arrival. Acquire EOC Personnel – Acquire EOC personnel from 1) Within the jurisdiction, 2) Among outside agencies, and 3) Among community volunteers. Maintain EOC Personnel Status Board – In conjunction with the
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Personnel Branch Coordinator Documentation Unit, develop a large poster-size EOC organization chart depicting each activated function. Upon check in, indicate the name of the person occupying each function on the chart. Post the chart where it is accessible to all EOC personnel. Receive and Orient EOC Personnel – Check in all incoming EOC personnel (See Form EOC 511 and Form PEP Task Reg. 512). Coordinate with the Deputy EOC Director and Risk Management Officer to ensure EOC incoming personnel have EOC badges, checklists, vests, and safety briefing upon check-in. Manage EOC Shift Schedules – Develop shift schedules. Accommodate EOC Personnel – Arrange accommodation for out-of- town personnel. Coordinate with ESS Branch, Supply Unit, and Procurement Unit. Manage EOC Stress Counselling – In coordination with the Risk Management Officer, determine the need for crisis counselling for both site and EOC emergency workers, including volunteers. Acquire mental health specialists, as needed.
3. Coordinate Volunteers Liaise with Volunteer Agencies – Establish communications with volunteer agencies and other organizations that can provide personnel resources. Register Volunteers – Register convergent volunteers, as required, using Form EOC 511 and Form PEP Task Registration Form 512.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x BCERMS Overview x Walk-In Volunteers x Welcome to the EOC
Forms x Position Log (Form EOC 414) x EOC Check-in / Check-out List (Form EOC 511). x PEP Task Registration (Form EOC 512)
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Transportation Branch Coordinator Responsibilities: The Transportation Branch Coordinator arranges for the acquisition or use of required transportation resources in support of site activities and the EOC Action Plan.
1. Determine Transportation Needs and Limitations – Coordinate transportation needs with other EOC personnel, and determine the status of transportation routes in the region. 2. Acquire Transportation Resources – Consult Resource Contact List in ERRP Appendix to identify potential transportation resources. 3. Coordinate Transportation Services – Coordinate the delivery of transportation resources to sites. 4. Develop a Transportation Plan – Develop a Transportation Plan to support the EOC Action Plan.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Obtain from the EOC Director a copy of the ERRP Resource Contact Appendix.
Main Checklist: 1. Determine Transportation Needs and Limitations Identify Needs – Coordinate transportation needs with Supply and Personnel Units, Operations Section Branches, Information and Liaison Officers. Receive Transportation Requests – Coordinate site requests for transportation services, accounting for priorities among all sites. Coordinate EOC requests for transportation. Assess Transportation Routes – Routinely liaise with the Situation Unit to determine the status of transportation routes in and around the area.
2. Acquire Transportation Resources Identify Resources – Consult Resource Contact List in ERRP Appendix to identify potential transportation resources. Acquire Transportation Resources – Establish contact with local transportation agencies and schools to determine availability of transportation resources. Acquire transportation resources with the appropriate qualifications.
3. Coordinate Transportation Services Deliver Transportation – Coordinate the delivery of transportation resources to sites. Maintain Status Board – Maintain a status board or other reference to keep track of available and assigned transportation resources.
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Transportation Branch Coordinator 4. Develop a Transportation Plan Prepare Transportation Plan – Develop a Transportation Plan to support the EOC Action Plan, working with other EOC personnel. Consider the elements identified as "Suggested Items for a Transportation Plan."
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Finance / Administration Section Chief
Responsibilities: The Finance / Administration Section Chief provides overall administrative and financial services to sites and the EOC, including financial and cost analysis, billing, accounting, filing, and invoice preparation. Unless delegated to Finance / Admin Section staff, the Section Chief is responsible for the following:
1. Record Personnel Time – Collect and process on-duty time for all EOC personnel, including volunteers and agency representatives. Ensure uninterrupted payroll for all employees. 2. Coordinate Purchasing – Control acquisitions associated with emergency response or recovery, including purchase orders and contracts. 3. Coordinate Compensation and Claims – Process workers’ compensation claims within a reasonable time. 4. Record Costs – Maintain financial records for response and recovery throughout the event. Keep the EOC Director, Management Team, and Elected Officials aware of the current fiscal situation. 5. Manage the Finance / Admin Section – Establish the appropriate Finance / Admin Section Units and continuously monitor organizational effectiveness.
Reports To: EOC Director
Getting Started: Obtain the PEP Task Number, if available, from the EOC Director. Advise all personnel, contractors, service providers, and volunteers that they should track their time and costs, and include the PEP Task Number and date on each document they produce. Follow the Generic "Getting Started" Checklist. Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place. Based on the situation, activate Units within Section, as needed, and designate Unit Coordinators for each element: x Time Unit x Purchasing Unit x Compensation and Claims Unit x Cost Unit
Main Checklist: 1. Record Personnel Time Record Time Sheets – Collect and record on-duty time for all EOC personnel, including volunteers and SLRD representatives. Note: Use the same time sheet forms used in non-emergency times, if possible. Forward Time and Expenses for Processing – Forward timesheets and
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Finance / Administration Section Chief expense forms to SLRD office for prompt processing for SLRD employees.
2. Coordinate Purchasing Determine Spending Limits – In consultation with EOC Director determine spending limits, if any, for Logistics, Operations and Management Staff. Lead EOC in Financial Procedures – Meet with the Logistics and Operations Section Chiefs and review financial and administrative requirements and procedures. Prepare EAFs – To confirm assumptions about eligibility for provincial financial assistance, submit Expenditure Authorization Forms (EOC Form 530) to the PREOC on behalf of the EOC Director and with his or her signature. Pay for Acquisitions – Organize and control any acquisitions required in emergency operations. Process purchase orders and develop contracts in a timely manner.
3. Coordinate Compensation and Claims Process WCB Claims – Ensure that workers’ compensation claims resulting from the response are processed within a reasonable time. Document Potential Legal Claims – Document any claims or threats of claims from disaster victims.
4. Record Costs Develop Cost Record System – Maintain all financial records throughout the event or disaster. Inform EOC Group on Response Costs – Keep the EOC Director, Management Team, Section Chiefs, and Elected Officials aware of the current fiscal situation and other related matters, on an ongoing basis. Submit Cost Summaries to PREOC – Ensure that all documentation and local government financial assistance paperwork is accurately maintained and submitted to PEP. Maintain Cost Status Board – Ensure that displays associated with the Finance/Administrative Section are current, and that information is posted in a legible and concise manner.
5. Manage the Finance / Admin Section Set Up Section – Ensure that the Finance / Admin Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section as necessary to maintain 24-hour staffing capabilities, as necessary. Ensure Documentation – Ensure that all section personnel maintain
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Finance / Administration Section Chief their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from each activated Finance / Admin Branch prior to each Action Planning meeting. Participate in Action Planning Meetings, using EOC Briefing Format (Form EOC 401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with other EOC Sections.
Before Leaving: Follow the Generic Before Leaving Checklist.
Function Aids: Aids x Expenditure Authorization x Daily Expense Reports x Tracking Response Costs
Forms x Position Log (EOC Form 414) x Internal Message (EOC Form 416) x Expenditure Authorization Form (EOC Form 530) x EOC Daily Expenditures (EOC Form 532) x Expenditures - Event Totals (EOC Form 534) x Payroll Information Form x Request for Resources or Assistance (EOC Form 514)
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Time Unit Coordinator Responsibilities: The Time Unit Coordinator tracks, records, and reports all on-duty time for personnel, including hired and contracted individuals working during the event or disaster.
1. Establish Time Unit Procedures – Determine procedures for recording EOC personnel time, and establish a file for each EOC employee, volunteer, and agency representative. 2. Collect Time Reports – Gather and / or update time reports from all EOC personnel, and ensure accuracy of records. 3. Submit Time Records to SLRD Treasurer – Submit personnel time records, travel expense claims and other related forms for employees to the SLRD Treasurer.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Establish Time Unit Procedures Develop Time-Keeping Method – Determine methods for recording EOC personnel time, working with the Finance / Admin Section Chief. Use your jurisdiction's regular payroll time sheets, where possible. Create Employee Records – Establish a file for each employee or volunteer to maintain a fiscal record for as long as the person is assigned to the EOC. Refer to completed personnel Check-in Lists (See EOC 511) from the Personnel Unit for the identity of all EOC personnel. Advise Supervisors about Personnel Records– Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly and signed by each employee prior to submitting them.
2. Collect Time Reports Assemble Time Records – Initiate, gather, or update time reports from all EOC personnel, including volunteers and agency representatives assigned to each shift. Verify Time Records – Check time records to ensure they are accurate and prepared according to policy. Track Overtime Costs – Maintain a daily overtime spreadsheet to estimate overtime payments for SLRD staff. Log the information (i.e., casual or full-time employee, pay rate, type of work, regular hours per day, days per week) into a daily overtime master spreadsheet so that overtime is evident. Collect Overtime Records – Ensure all SLRD staff daily complete a timesheet called the “daily salary spreadsheet.” Submit the completed
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Time Unit Coordinator timesheet for each shift, or staff members may submit individual timesheets at the end of their shifts. For missing timesheet information, consult the EOC’s “Check In/Check Out Sheet” (EOC Form 511) or obtain the staffing schedules from EOC supervisors.
3. Submit Time Records to SRLD Treasurer Submit Staff Records for Payment – Submit personnel time records, travel expense claims and other related forms for employees to the SLRD Treasurer.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Suggested Items for a Transportation Plan x Position Log (Form EOC 414)
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Procurement Unit Coordinator Responsibilities: The Procurement Unit Coordinator provides administrative services pertaining to all matters involving purchase, hire, contract, rental and leases of resources through the EOC.
1. Establish Procurement Procedures – Determine procurement policies and procedures for your jurisdiction, including the approved processes for contracting. 2. Coordinate Contracts – Oversee the development and maintenance of all contracts initiated through the EOC for purchase, lease, or rent of acquired resources. 3. Submit Procurement Records to Cost Unit – Forward costs and payment schedules to Cost Unit for processing of all EOC contracts.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Establish Procurement Procedures Confirm Procurement Authorization – Review emergency procurement procedures and policies of the SLRD, including the identity of EOC personnel authorized to commit the SLRD to a contract. Advise EOC Personnel on Procurement Procedures – Ensure that all EOC personnel know the approved processes for procurement, including contracting procedures. Obtain Contact Forms – Obtain approved contract forms for use in all EOC procurement.
2. Coordinate Contracts Review Contracts – Review all EOC contracts to ensure they identify the scope of work, specific site locations, and any requirements for insurance. Verify contract costs with pre-established vendor contracts and/or agreements, or consult the Blue Book for accepted provincial rates for equipment. Negotiate Contracts – Negotiate rental and lease rates not already established, or purchase price with vendors as required. Coordinate with Supply Unit and Operations Section on all matters involving the need to purchase, hire, contract, rent or lease. Obtain concurrence from the Finance/Administration Section Chief. Report Unethical Business Practices – Report vendors engaged in unethical business practices, such as inflated prices or rental rates for their merchandise or equipment during disasters, to the EOC Director and PREOC, if established.
3. Submit Procurement Records to Cost Unit
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Procurement Unit Coordinator
Forward Contracts for Payment – Forward costs and payment schedules to SLRD Treasurer for processing of all EOC contracts.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Compensation and Claims Unit Coordinator Responsibilities: The Compensation and Claims Unit Coordinator oversees the investigation of injuries and claims arising from damage to property and/or equipment. Responsible for maintaining a file of injuries and illnesses associated with the event or disaster including results of investigations.
1. Manage Equipment Loss or Damage Claims – Coordinate investigation and resolution of claims of equipment loss or damage due to response activities. 2. Manage InjuryClaims –Prepare appropriate forms for all verifiable injury claims and forward them to WCB within the required timeframe. 3. Manage Private Property Loss or Damage Claims – Record all claims of public property loss or damage, and explore options for loss control and mitigation of hazards. 4. Submit Claim Summaries to Cost Unit – Forward summary of claim estimates to Cost Unit for processing.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Manage Equipment Loss or Damage Claims Receive Equipment Claim Information – Receive and record claims of loss or damage to response equipment operating on behalf of the EOC or jurisdiction. Consult with the Risk Management Officer on all claims of equipment loss or damage. Gather Information – Investigate equipment damage claims to determine cause and application under the contract, taking photographs where appropriate to document damage. Obtain copies of relevant contracts from the Procurement Unit Leader. Track Equipment Damage Claims – Maintain a chronological log of equipment damage claims reported during the event.
2. Manage Injury Claims Receive Injury Claims – Receive and record all reports of injuries associated with the response effort. Establish a separate file for each reported incident. Investigate Injury Claims – Where injuries occur to SLRD employees or EOC volunteers, ensure all injury claims are investigated as soon as possible. Prepare WCB Forms – Prepare appropriate forms for all verifiable injury claims and forward them to WCB within the required timeframe. Track Injury Claims – Maintain a chronological log of injuries and illnesses reported during the event.
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Compensation and Claims Unit Coordinator 3. Manage Private Property Loss or Damage Claims Receive Damage Claims – Receive and record all reports of private property loss or damage claims associated with the incident, working with the Damage Assessment prepared by the EOC Situation Unit. Consult with the Risk Management Officer on all claims of public property loss or damage, and explore options for loss control and mitigation of hazards. Investigate Damage Claims – Ensure all private property claims are investigated as soon as possible. Track Damage Claims – Maintain a chronological log of private property damage reported during the event.
4. Submit Claim Summaries to Cost Unit Forward summary of claim estimates to Cost Unit for processing.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Cost Accounting Unit Coordinator Responsibilities: The Cost Accounting Unit Coordinator collects all cost data, performs cost effectiveness analyses, develops cost estimates, and makes cost-saving recommendations.
1. Acquire Cost Data – Collect cost documentation daily from sites and EOC sections. 2. Create and Maintain Cost Records – Prepare and maintain a cumulative cost report for the event or disaster, accounting for all costs and losses incurred by the local government. 3. Coordinate Financial Assistance for Jurisdiction – Coordinate all financial assistance efforts with agencies offering emergency response support.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Acquire Cost Data Advise EOC Sections on Cost Records – Ensure that each EOC Section is documenting response cost information from the onset of the event. Advise staff of Disaster Financial Assistance rules and the importance of documentation. Assemble Cost Records – Collect cost documentation daily at the end of each shift. Assist Incident Commander(s) and Branch Coordinators in obtaining cumulative cost totals for the event on a daily basis. Summarize Costs – Compute costs for use of equipment owned, rented, donated or obtained through aid, working with the Procurement Unit. Meet with the Documentation Unit Coordinator and review EOC position logs, journals, all status reports and Action Plans to determine additional financial assistance items that may have been overlooked.
2. Create and Maintain Cost Records Prepare Daily Expense Reports – Prepare and maintain a daily expense report (using EOC Form 532) for the event or disaster, accounting for all costs and losses incurred by the local government. Submit the Daily Expense Report to the PREOC. Maintain Cumulate Costs – Prepare and maintain a cost report to provide cumulative analyses, summaries, and total emergency related expenditures for the local jurisdiction. Organize Cost Records – Organize and prepare records for final audit.
3. Coordinate Financial Assistance for SLRD Confirm PEP Task Number – Ensure that PEP has provided a task number for the incident.
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Cost Accounting Unit Coordinator
Identify Sources of Financial Assistance – Coordinate all financial assistance with agencies offering emergency response support. Contact the PEP Recovery Office for assistance and guidance. Assemble Cost Records – Working with the EOC Documentation Unit, organize and prepare cost records for submission to PEP and other provincial organizations.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Planning Five primary steps should be followed in sequential order to ensure Process comprehensive action planning:
1. Understand the current situation. 2. Establish objectives, strategies, and priorities. 3. Develop an EOC Action Plan for the next operational period. 4. Evaluate the Action Plan to anticipate what will happen following implementation. 5. Obtain appropriate approvals.
The Planning Section Chief ensures that objectives for each section are completed, collected and posted in preparation for the next Action Planning meeting.
The Planning The Planning Section Chief identifies the EOC functions and agency Meeting representatives required for current action planning. Participants should include the EOC Director, Management Staff, Section Chiefs, and key agency representatives essential to the challenges at hand.
There should be at least one action planning meeting in each operational period.
EOC Management Team members should prepare for planning meetings by completing Form 401A in advance, addressing these topics: x Objectives accomplished x Objectives for next operational period x Needs to meet objectives x Issues EOC members should know
Plan 1. Listing of objectives to be accomplished (should be measurable). Components 2. Statement of strategy to achieve the objectives. Identify if there is more than one way to accomplish the objective, and which way is preferred.
3. Statement of current priorities related to objectives.
4. Assignments and actions necessary to implement the strategy.
5. Operational period designation - The time frame necessary to accomplish the actions.
6. EOC functions to be activated to support the assignments. (Also, later action plans may list organizational elements that will be deactivated during or at the end of the period.)
7. Logistical or other technical support required.
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Action Plan The initial EOC Action Plan may be an oral statement of objectives by the Form (EOC EOC Director, presented in the first hour following EOC activation. 502) Once the EOC is fully activated, EOC Action Plans should be written using Form EOC 502 to record the EOC objectives and priorities. The plan will be prepared based on information obtained at the planning meeting.
Action Plan The EOC Director is responsible for approving the Action Plan for each Approval operational period. This is done in consultation with the EOC Management Staff to ensure accuracy of the current situation and timelines for actions to be taken.
Plan The Planning Section Chief determines who requires a copy of the Action Distribution Plan. As a minimum, copies should go to each function that plays a role in implementing objectives, as well as to the Documentation Unit in Planning and to the PREOC.
The Planning Section Chief establishes a documentation file for incident or EOC action plans. The documentation file will consist of the action plans and any supporting documentation.
The Planning Section Chief establishes procedures for distributing the Action Plan without delay. Ensure that EOC Director approves the Action Plan prior to distribution.
Plan Once approved, the EOC Management Staff and Section Chiefs will assume Implementation responsibility for implementing their respective portions of the Action Plan. and Evaluation This includes monitoring and evaluating progress of the plan.
EOC Briefings Briefings provide EOC staff, external agencies and the media with vital information they need to function effectively and efficiently. Information shared at a briefing can help clarify and validate situations so that appropriate decisions can be made. Attendance may be limited to maintain EOC operations during the briefing.
EOC briefings can be held to: x Orient personnel to the EOC facility and equipment, x Review policies and operational guidelines, x Keep staff informed as to the current situation, and x Approve action plans and Situation Reports.
The Planning Section Chief should facilitate EOC briefings at pre-determined times.
The Planning Section Chief should document minutes from the briefings, obtain approval by the EOC Director, and distribute minutes to the Management Staff and Section Chiefs, who are then responsible for informing their staff about the EOC Briefing.
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Introduction If you are new to the Emergency Operations Center, you may not be familiar with the system we use to manage emergencies.
The Squamish-Lillooet Regional District has adopted the British Columbia Emergency Response Management System (BCERMS). Most people pronounce the acronym as “b-serms.”
BCERMS BCERMS is a comprehensive management framework that ensures a Background coordinated and organized response and recovery to any and all emergency incidents.
BCERMS is based upon the Incident Command System (ICS) originally developed as a fire response management system by various U.S. states.
The BCERMS standard is supported through the Provincial Emergency Program (PEP), and is widely used by government agencies at all levels and by many major corporations in the province.
Four BCERMS BCERMS anticipates response organizations at four levels: Levels Site – The location where an emergency occurs is called the “site.” This is usually where hazardous conditions demand careful and coordinated action. An Incident Commander is always present to oversee site activities.
Site Support – An Emergency Operations Centre (EOC), if required, is activated to oversee and coordinate all non-site activities in support of the Incident Commander. This is the focus of the SLRD Emergency Response and Recovery Plan.
Regional Support – If an emergency is very large, a Provincial Regional Emergency Operations Centre (PREOC) may be established to provide support and coordination to one or more EOCs. An EOC normally turns to the PREOC for support when all other resources are exhausted, or they require coordination that is outside their jurisdiction. Two PREOCs serve the SLRD area, located in Kamloops and Surrey.
Provincial Support – If a PREOC requires support, it requests assistance from the Provincial Emergency Coordination Centre (PECC) in Victoria.
Guiding Management Functions – BCERMS adopts the following primary Principles management functions:
x Command x Operations x Logistics x Planning x Finance/Administration
The individual designated as the EOC Director in an Emergency Operations Centre has responsibility for all functions. That person may elect to perform
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all activities, or delegate authority to perform functions to other people in the organization. Delegation does not, however, relieve the EOC Director from overall responsibility.
Management by Objectives – This principle draws a direct link between policies and actions. Management by objectives calls for four basic steps: 1. Understand agency policy and direction 2. Establish incident objectives 3. Select appropriate strategy 4. Perform tactical direction, such as applying tactics appropriate to the strategy, assigning the right resources, and monitoring performance.
Unity and Chain of Command – “Unity of Command" means that every individual has one designated supervisor. "Chain of Command" means that there is an orderly line of authority within the organization. Both concepts apply at an EOC.
Action Plans – Every incident must have oral or written action plans that provide all incident supervisory personnel with direction for future actions. Action plans should include the measurable or observable tasks to be performed.
Operational Periods – Actions are always prepared around a timeframe called an "operational period." The length of an operational period, selected by the EOC Director, will be based on the needs of the incident, and thus can change over the course of an incident.
Unified Command – The principle of Unified Command is an important feature of BCERMS. Unified Command allows all agencies who have jurisdictional or functional responsibility for an incident to jointly develop a common set of incident objectives and strategies. This is accomplished without losing or giving up agency authority, responsibility, or accountability. All incidents where Unified Command is applied shall function under a single, coordinated Action Plan.
Span of Control – Every position in the EOC must monitor the number of others reporting to him or her to avoid overload. Acceptable span of control may vary from three to seven, and a ratio of one to five reporting elements is recommended.
Common Terminology – We adopt the BCERMS principle of using common terminology in referring to organizational elements, position titles, resources, and facilities.
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The EOC Policy Group – The Squamish-Lillooet Regional District Board of Directors Organization has legal responsibilities for managing emergency response and recovery. The Policy Group in an emergency includes the SLRD Board Chair and members of the Board who may make high level decisions concerning response and recovery. The Policy Group does not directly control emergency response, but should be available at all times for consultation during an emergency.
Management – EOC management is responsible for overall emergency policy and coordination; public information and media relations; agency liaison; and proper risk management procedures, through the joint efforts of local government agencies and private organizations.
Operations – Operations staff are responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the jurisdiction’s Action Plan.
Planning – The Planning Section is responsible for collecting, evaluating, and disseminating information; developing the jurisdiction’s Action Plan and Situational Status in coordination with other functions; maintaining all EOC documentation.
Logistics – These staff members are responsible for providing facilities, services, personnel, equipment and materials.
Finance / Administration – This section leads financial activities and other administrative support aspects.
EOC The EOC structure for a fully developed response organization is shown in Organization on the following page. Chart It is important to remember that not every EOC function will be filled in every emergency or disaster.
The situation at hand will dictate the functions to be activated. As a minimum, an active EOC requires only an EOC Director. Other functions are staffed as needed.
Your You should be able to identify your function on an EOC organization chart Assignment that has been prepared for the incident at hand. This will identify your immediate supervisor and let you know where you may go for information and support.
By agreeing to work in the EOC, you also agree to acknowledge the legal authority of the EOC Director and of the Squamish-Lillooet Regional District in managing the emergency.
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EOC Function Policy Group Chart
Incident EOC PREOC / MROC Commanders Provincial Regional Management Coordination Level Site Level (Director)
Deputy Director Risk Management
Liaison Agency Representatives
Information
Operations Planning Logistics Finance / Admin Section Section Section Section
Fire Situation Information Technology Time
Police Resource EOC Support Procurement
Ambulance Documentation Supply Compensation & Claims
Health Advanced Planning Personnel Cost Accounting
ESS Demobilization Transportation
Environmental Recovery
Engineering Technical Specialists
Utilities
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Introduction Keeping the public informed is one of the most important functions of the Emergency Operations Centre. If needed, the EOC will establish a telephone call-in system that enables members of the general public to access confirmed information.
Objective To establish telephone contact between the EOC and the public, including those directly affected by the emergency.
The Call Centre may serve these objectives: x To provide up-to-date information on the emergency event and response activities. x To verify evacuation information, as and if required. x To advise callers on any assistance needed by and coordinated through the EOC, such as volunteers and special equipment. x To guide callers to useful sources of information, such as Reception Centres to reunite family members and friends.
Responsible EOC Information Officer Position Staff The Call Centre may be staffed with any available personnel who are capable of performing the necessary function. Ideally, local residents will fill the role of Call Centre staff because of their knowledge of the community streets and place names.
Call Centre Staff may be supervised directly by the Information Officer or by a designated Supervisor. The Supervisor will monitor all Call Centre Staff for stress and arrange for rotation of personnel on a regular schedule. Information The Call Centre supervisor will ensure all staff members have ready access to essential information required to address questions from members of the general public.
The EOC Information Officer will verify that information provided through the Call Centre is accurate and up-to-date, and corresponds with information provided through other methods, as approved by the EOC Director. Facility If required, the preferred location of the Call Centre is: SLRD Offices, Pemberton Contact: Susan Cheng, SLRD
Alternate locations for the Call Centre include: District of Pemberton White Building, Pemberton Contact: Pemberton Emergency Program Coordinator
The Information Officer will ensure the Call Centre telephone number is widely distributed via a range of methods, including the news media.
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Equipment Call Centre operations depend on access to the following equipment, to be arranged by the Information Officer with the assistance of the EOC Logistics Section, if required: x Maps x White Boards, pens x Flip Charts,pens x Telephones x Desks x Chairs x Paper, pens
Call Tracking Call Centre staff are expected to track all incoming and outgoing calls, briefly noting: x Time and date of the call (using 24-hour clock) x Name of caller x Summary of inquiry or message
Call Centre staff will immediately advise the EOC Information Officer of any urgent messages or issues.
Hours of The hours of operation for the Call Centre may range, depending on call Operation levels and events. The Information Officer will establish the hours of operation, regardless of EOC activation level. Some options include:
Workday Hours 08:30 to 17:00, Monday thru Friday Extended Hours 06:00 to 23:00, Seven days a week 24/7 Hours 00:00 to 24:00, Seven days a week
Costs The Information Officer is responsible for tracking all Call Centre costs and forwarding them to the EOC Finance / Admin Section Chief.
Costs may include: x Facility rental, including rental of any furnishings x Telephone installation and service charges, including long-distance charges x Staff time for paid personnel x Materials and supplies purchased for the Call Centre x Food and refreshments for Call Centre staff (if separate from EOC) x Janitorial services x Security services
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Introduction Decision-makers in the EOC and among the Policy Group will want to make response decisions with full knowledge of the daily and cumulative costs to date. Likewise, the PREOC will monitor EOC costs that the province may be expected to reimburse.
Objective To assemble estimates of daily and cumulative response costs authorized through the EOC, and to communicate this information to key decision- makers.
Responsible EOC Finance / Admin Section Chief Position Daily The Finance / Admin Section Chief prepares a daily expense report and Amounts submits it to the EOC Director and the PREOC Finance / Admin Section. The Daily Expense Report (EOC Form 532) is recommended for this purpose.
Additional tips on preparing the daily expense report include: x Enter each expense item to a daily expenditure spreadsheet. x Make a photocopy of each invoice and relevant paper work and file the invoice with its Expenditure Authorization Form, if there is one. x Send original invoices to the SLRD Treasurer for payment.
The Finance / Admin Section Chief advises all personnel, contractors, service providers, and volunteers to track time and costs, and include the PEP Task Number, time, and date on each document.
Overtime for The EOC Finance / Admin Section Chief should also maintain a daily Paid Staff overtime spreadsheet to estimate overtime payments. Consider these tips on procedures:
x Log the information (i.e., classification, pay rate, type of work schedule) into a daily overtime master spreadsheet for each EOC staff member, regardless of source agency. x Ensure all EOC staff complete and submit a daily timesheet. x Each EOC Section Chief submits the completed timesheet for each shift at the end of their shifts. x Enter all staff time to the “master” spreadsheet template provided. Calculate the cost of overtime (daily) for each employee. x For missing timesheet information, use the EOC Check In/Check Out Sheet to obtain information or obtain the staffing schedules.
Event Totals With the daily totals, the Finance / Admin Section Chief records the total cost amount committed to the entire event to date. The Expenditures Event Totals (EOC Form 534) serves this purpose.
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Objective To gather damage information following a major emergency or disaster. This information is essential to support the following objectives:
1. Prepare preliminary damage assessment reports. 2. Assess total damages, including insured and uninsured losses. 3. Assess and prioritize needs of affected area for deploying human and material resources.
Responsible EOC Planning Section Chief, working with Risk Management Officer. Position In collaboration with other agencies, such as: x BC Office of the Fire Commissioner x SLRD Building Inspection x Ministry of Water, Land and Air Protection x Health Authority
Damage If required, the Planning Section Chief will assemble a Damage Assessment Assessment Unit under the supervision of a Unit Leader. Unit Members of the Damage Assessment Unit will consist of qualified SLRD employees or local volunteers registered with PEP using EOC Form 512.
The Damage Assessment Unit will be under the control of the Incident Commander at all times to ensure safety.
Damage Assessment Unit Leader responsibilities include: x The safe operation of damage assessment teams. x Form teams to assess damage to public and private property. x Assign teams to the areas to be surveyed and coordinate the surveys with other groups, e.g., utilities. x Compile all team reports and provide this information to the EOC Planning Section Chief. x Assist Information Officer in explaining to evacuees why Damage Assessment team can enter area but residents cannot, citing the safety measures being taken by the Damage Assessment Unit and temporary nature of damage survey.
Damage Assessment Unit objectives may include: x Map damaged and survived properties. x Assess infrastructure damage and hazards. x Identify and map potential staging areas for cleanup equipment and crews. x Identify immediate environmental concerns, such as hazardous materials. x Obtain photo evidence, if possible, of damaged properties by address, owner. x Match photos with maps. x Estimate dollar losses. x Identify and map hazards, e.g., danger trees, poles, downed wires, hot spots.
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x Assemble safety information for returning residents. x Assess potential sites for VIP visits. x Ensure safety of Damage Assessment Team. x Identify possibility of human or animal remains. x Assess security requirements for returning residents. x Identify residents who did not evacuate the area.
Safety x Teams should stay together, assemble in safe areas. Protocols x Assign one team member to identify hazards and safety measures on behalf of team, including exposure to long-term health concerns. x Identify areas are still hazardous. x Damage assessment team should obtain passes to enter evacuation zone from entity issuing evacuation order. x Suggested safety gear: Nomex coveralls where threat of fire Safety boots, gloves, goggles Communications, radio, cell phones, satellite phone Camera equipment, digital still camera, video camera Off-white cards for photos, pens Water, food
Recording The Damage Assessment Team will record damage using: Damage Information Form – Damage Assessment forms (EOC Form 415) are located in the EOC and available to the Damage Assessment Unit.
Maps – Ideally, the Damage Assessment Unit will create a map of the impact area of an event to assist both with damage assessment and with future risk assessment. Such information can be transferred to aerial photographs or topographic maps.
Photos – Damage Assessment Unit members should take digital photos of damaged areas, noting the location, direction of view, time and date each photo is taken. The team will take video footage, if possible.
Aerial Photos – As weather conditions and resources permit, aircraft may be used to photograph and document impact areas and damage conditions Request aircraft resources through PREOC.
Reporting and The Damage Assessment Unit Leader shall deliver all damage information Dissemination only to the EOC Planning Section Chief. All damage information should of information remain confidential until affected residents are notified, as directed by the EOC Director.
Transition to Note that all damage information will likely guide the recovery effort. All Recovery aspects of the damage assessment shall be made available to members of the Recovery Task Force assembled and directed by the SLRD.
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 374 of 536 Risk Mgmt Documenting Issues Officer
Objective To guide the collection of evidence and other information that can be used to support a defence against potential claims arising from the emergency.
Responsible EOC Risk Management Officer, working with the Documentation Unit, if Position activated.
Roles and The Risk Management Officer provides risk management services to the Responsibilities Squamish-Lillooet Regional District in the following areas, among other duties:
x Identify and document risk and liability issues, keeping the EOC Director informed. x Gather and organize evidence that may assist the EOC or other agent of the SLRD in legal defence. x Identify potential claimants and the scope of their needs and concerns. x Monitor and report to the EOC Director observations on the public perception of specific issues.
Victim x Interviews with potential claimants Information x Maps of damaged areas x Names and contact information for all potential claimants x Number of persons place on evacuation alert – by date x Number of persons evacuated – by date x Number evacuees returned – by Date x Number and description of dwellings, farms, non-profit structures, businesses affected x Number of injuries and fatalities x Number of private properties affected x Photographs of property damage, dated x Sum of losses attributable to incident x Types of land jurisdictions affected
Incident x Action plans – by operational period Command Post x Cause of incident (ICP) x Chronology Information x Contact information for Incident Commanders, Ops Chiefs, Crews x Emergency analyses x Hazard reduction operations – by date x ICP organization charts x Incident behaviour – by date x Incident briefing minutes x Incident objectives – by date x Information fact sheets x Interviews with Incident Commanders, Ops Chiefs, Crews x Logs and notebooks from Incident Commanders, Ops Chiefs, Crews x Maps showing progress of hazard x Photographs, including aerial x Resource requests x Resource tracking reports x Sit reps
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Emergency x 911 telephone records Operations x Call centerrecords Centre (EOC) x Contact information for EOC Director, Management Staff, Section Chiefs Information x Damage assessment, photos x EOC action plans – by operational period x EOC analyses of incident x EOC organization charts x Evacuation Alerts, Orders, All Clears x Expenditure Authorization Forms x Incident objectives – by date x Interviews with EOC Director, Management Staff, Section Chiefs x Logs and notebooks from EOC Director, Management Staff, Section Chiefs x Maps showing progress of hazard x Media articles x Media briefing minutes x Recovery Plan x Re-Entry Plan x Resource requests x Sit reps
Provincial x Evacuation Alerts, Orders, All Clears Regional x Media articles collected Emergency x PEP incident reports Operations x Sit reps Centre (PREOC) x Summary of regional events during the emergency Information x Resource status reports
Information x Interviews of observers from Other x Records of support activities by agencies Sources x Weather records – by date
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Category Communication Options Telephone – Including speaker phone Telephone Conference Cellular Phone Voice – Public Switched Telephone Satellite Phone MSAT GlobalStar Iridium Amateur Radio – Voice Commercial Radio Voice Radio Inter-municipal Radio MSAT – Dispatch Radio Telus – Mike Alphanumeric Cellular – Short Message Service (SMS) Pager Numeric Pager Amateur Radio – packet data Electronic Data Electronic Mail Exchange Facsimile IP Servers – World Wide Web – FTP Broadcast Radio Broadcast Television Broadcast – One Way Satellite – VSAT Weather Radio Interactive Internet – Instant Messaging Interactive Interactive Internet – Video & VOIP Video Conference – ISDN Canada Post Messenger Courier
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Depending on the type of incident, collect and archive the following information:
From EOC Director, Management Staff From Logistics Section Media Reports Communications Plan Media Releases EOC Shift Schedules Flipcharts EOC Facility Diagram Declaration of Local Emergency Resource Requests Policies Contact Lists Records of Decisions Resource Status Lists Equipment / vehicle use records From Operations Section Radio Messages Resource Requests ESS Situation Reports From Finance / Admin Section Site Situation Reports Timesheets Evacuation Alerts, Orders, All Clear Contracts Claims, complaints, suggestions From Planning Section Payment records Situation Reports Any Accident Reports EOC Action Plans EOC expenditure records Maps Showing: Evacuated Areas From all EOC members Damage Assessment Position Logs Response Action Hazard Progression Over Time Internal Messages EOC Organization Charts Any Electronic Files Damage Assessment Reports Photographs Minutes from all EOC meetings In addition, collect copies of all records from Reports from Technical Specialists Incident Command Posts
Collect EOC Documents Organize and Secure Documents Meet with the EOC Director to confirm what Collect, organize and file all completed event materials should be maintained. or disaster related documents. Remind EOC members to mark every Arrange for dedicated filing cabinets, ones document with the date and time, and PEP that can be locked and are fire resistant. Task Number. Prepare file folders to reflect contents. Collect records from each active EOC function daily.
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Daily Day Breakfast Lunch Dinner Tea Mon Bagels, Muffins & Deli Platter Meat/Cheese Ravioli Hot water Croissants, Fruit Tray, Meats, Cheeses, Breads (VEG) Spinach Ravioli Coffee Yogurt, small individual Veggie Tray Steamed Veggies Decaf cereals Fruit Salad Bread Cookies Indiv Milk Tues Bagels, Muffins & Soup – 1 meat stock BBQ Chicken Fruit juices Croissants, Fruit Tray, (VEG) 1 veg stock (VEG) Baked Beans Waters Yogurt, small individual green Salad Green Salad Sodas cereals Corn Bread French Bread Brownies Pretzels Fresh Fruit Wed Bagels, Muffins & Deli Platter Beef or Chicken Croissants, Fruit Tray, Meats, Cheeses, Breads Enchiladas Hard candy Yogurt, small individual Veggie Tray (VEG) Beans cereals Fruit Salad Tortillas Cookies Green Salad Thurs Bagels, Muffins & Chef Salad Meat Lasagna Croissants, Fruit Tray, Veggie Tray (VEG) Veg Lasagna Yogurt, small individual Rolls Green Salad cereals Fruit Salad French Bread Cookies Fri Bagels, Muffins & Soup – 1 meat stock Pizza Croissants, Fruit Tray, (VEG) 1 veg stock (VEG) Veggie Pizza Yogurt, small individual green Salad Green Salad cereals Corn Bread Fruit Salad Brownies Sat Bagels, Muffins & Del Platter Spaghetti w/meat sauce Croissants, Fruit Tray, Meats, Cheeses, Breads (VEG) meatless sauce Yogurt, small individual Veggie Tray Green Salad cereals Fruit Salad French Bread Cookies Sun Bagels, Muffins & Chicken/Beef Burritos BBQ Ribs/Chicken Croissants, Fruit Tray, (VEG) Bean Burritos (VEG) Baked Beans Yogurt, small individual Green Salad Green Salad cereals Chips/Salsa French Bread Fruit
Potential Suppliers:
NOTE: Consider food requirements of field personnel.
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Objectives Provincial policy allows 100% reimbursement to local governments for replenishing stocks of emergency supplies as long as records confirm inventory prior to the emergency.
To maximize financial assistance, the SLRD Emergency Program will maintain a list of EOC stocks of supplies, materials and equipment.
Responsibility The SLRD Emergency Program Coordinator is responsible for maintaining the EOC Inventory.
On Est. Category / Inventory Item Location Required Hand Cost Food and Water Emergency rations, 24 cans food, soups Bottled water, 48 bottles @ 500 ml each Office Supplies Chalk for chalkboard, 1 box Envelopes, 9 1/2 x 12, 500 Fax machine toner, paper or ribbons, 2 File cards, 3x5, multi-color, 100 In-box trays, 15 Manila file folders, 100 Paper pads, 20 pads, 8 1/2 x 11 Pencils, 30 Pens, ballpoint, 30 Pens, dry erase, 10 Pens, flipchart, 10 Pens, high-lighter, 10 Photocopier paper, 2 reams Photocopier toner, 2 Post-it notes (multi-color) Push-pins, 100 Staplers and staples, 6 Storage boxes to hold supplies, 6 Three-hole punches, 5 VCR tapes, blank, 10 Equipment Amateur radio equipment Cable TV and VCR, 1 Chalkboard, 1 Corkboards, 1 Dry-Erase boards, 2
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On Est. Category / Inventory Item Location Required Hand Cost Fax machines, 2, one incoming and one outgoing Filing Cabinets, 2 legal size four-drawers Flip charts and flipchart stands, 2 Photocopier, 1 Telephones, 25 Other
Inventory Verified by: (Name) ______Date Verified: ______
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Depending on the type of incident, Status Board information should include the following information:
Information As of Date, Time: EOC Name: EOC Director: PEP Task # :
Event Name: Event Type, Location: Local Emergency Declared (Y,N)
Losses and Expenditures Info Sources:
Number of Homes Damaged Estimated Value of EOC Total Expenditures / Destroyed: Community Losses ($): to Date:
Utilities Damage Info Sources:
Number of Residents Without Number of Residents Number of Residents Water Service: Without Power Service: Without Sewer Service:
Transportation Damage Info Sources:
Roads Closed or Partially Bridges Closed or Docks / Marinas Closed Blocked: Partially Blocked: or Partially Blocked:
Number of Persons Affected Info Sources:
Evacuated: Injured: Deceased:
Areas in Evacuation Info Sources: (Description of Area) On Alert:: Evacuated: Returned:
Reception Centres Info Sources: (Location / Number of Evacuees) Centre #1: Centre #2: Centre #3:
Response Actions Info Sources: (Type of Action, Location) e.g., Flood Protection: Search and Rescue: Firefighting:
Resources Assigned Info Sources: (Number, Kind, Type) Personnel: Equipment: Aircraft:
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Objective To confirm if the Province will reimburse specific response expenses.
Responsible The EOC Finance / Admin Section Chief, working with the EOC Director and Position the Logistics Section Chief, prepares the proper documentation requesting expenditure authorization from the Province.
Guidelines Prepare and submit one or more Expenditure Authorization Forms (EAF) to the PREOC. Use EOC Form 530, which includes step-by-step instructions.
The EOC need not submit an EAF for every expenditure. The EOC Director may approve expenditure items that are clearly eligible for financial assistance. Refer to the “Tracking Response Cost” protocol for guidance on eligibility.
However, the EOC Director may wish to confirm questionable expenditures, especially high-cost items that the SLRD may not be able to absorb.
It is most critical to explain the reason for each expenditure category, and there is room for this on the EAF.
If circumstances require an increase in the estimate, the EOC should prepare an addendum to the EAF and seek authorization through the PREOC.
One additional record would help the EOC manage response expenses within the limits of authorization. The Finance / Admin Section of the EOC should prepare a spreadsheet that tracks actual costs in each of the approved categories and compares it with the approved EAF budget.
This spreadsheet serves two purposes: 1) It logs the approved EAFs, and 2) It provides an overview of expenditures to date for the EOC and PREOC.
Follow-up Once an EAF has been authorized by the PREOC, the EOC is assured the Tasks province will reimburse to the dollar limit identified for eligible items, as long as the proper documentation is provided with the claim.
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EOC Expenditure Authorization Form EOC 530
Event: Date: EAF No.
PEP Task No.: Time: Amendment No.
Requesting Authorized Person and Agency:
Location: Incident Description: (see following instructions)
Amount Requested:
Expenditure Authorized "Not to Exceed"
Approved by Finance / Admin Approved by EOC Director: Approved by PREOC: Section Chief:
______Name and Signature Name and Signature Name and Signature
______Time and Date Time and Date Time and Date
Distribution List: EOC Director Finance and Administration Section Operations Section Originator of Request Planning Section Area Coordinator Logistics Section SLRD Other ______
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Instructions for Completing Expenditures Authorization Form, 530
All relevant sections of the EAF must be filled in and each EAF should be numbered sequentially by the EOC, starting with #1.
Provide sufficient information in the Incident Description field to support the request. Explain the who, what, where, why and when of the request. For example: x If an aircraft was hired, explain why. Was it to transport passengers (who), equipment (what) or to recce/survey/assess an area (where – to/from? What area? Why?). Was it related to the event? When was it hired? x Explain, briefly, the purpose of the expenditure as it relates to the event. x Include date, time, location and nature of response activity or service being provided.
The EOC should prepare a separate EAF for each expenditure, where deemed necessary by the EOC Director.
When the EAF has been signed by EOC Director, fax a copy with a copy of the updated EAF tracking spreadsheet to the PREOC, attention Finance / Admin Section Chief, with a copy to the CRD.
File the original in a binder or file folder.
Monitor the expenditures against the EAFs to ensure the actual costs do not exceed the authorized amount. If the authorized amount needs to be increased, the original EAF may be amended with appropriate details and signatures. For example, if the EAF for EOC expenses appears to be reaching the authorized limit, an amendment will be required. To complete an amendment, make a copy of the original EAF and make the following changes:
x EAF number to include – “Amend 1, 2” or the number of times this has been amended x Ensure the word AMENDMENT is at the top of the document in bold letters x Amount requested shall identify the original value of the EAF and the additional funding required
Make sure to update the tracking spreadsheet. Some EAFs may have several expenditures against them. For ease of tracking these expenditures and to ensure an overrun does not occur, use a simple column heading for “EAF Monitoring” in the EAF Tracking spreadsheet.
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 385 of 536 EOC First Hour Guide Director
Introduction This protocol guides the activities of the EOC Director in the initial hour of an emergency. Much of what follows should be tailored to the event at hand.
The protocol entitled “Opening the EOC” contains guidelines for preparing the physical facility for EOC operations.
The guide entitled “EOC Activation by Level” offers ideas on developing the initial EOC structure.
Set Up Set up a workstation and review your position checklist, forms and function aids. Put on the green vest labelled “EOC Director.” Establish a Position Log (EOC Form 414) to briefly describe the actions you take during your shift, including the time of conversations and actions.
1. Assess the Obtain a briefing from Incident Commander(s) or other person(s) reporting Situation emergency, if available. Collect readily available information on the emergency situation from a range of sources. Confirm the location of the EOC, considering known hazards. Select a name for the incident, such as "Jan 6 Snow" or "Gas Explosion." Keep it short but descriptive. Assess the initial magnitude and severity of current situation and potential for future threat.
2. Support Establish regular communications with Incident Commander(s). Sites Provide immediate support to Incident Commander, if possible.
3. Develop Prepare an initial Action Plan using the EOC Action Plan Form 502. Action Plan 4. Inform Determine the initial EOC level of activation and operational period (refer Others to EOC Activation by Level). Mobilize appropriate personnel for the initial activation of the EOC (refer to EOC Staff Options) and communicate the EOC location to others. Establish initial contact with the SLRD office, with adjacent jurisdictions, and with the PREOC, if one has been established. Provide initial information.
5. Manage the Request a Task Number through PEP (1-800-663-3456). EOC Group Establish an operational period, and set a time for the initial EOC meeting. Greet and orient arriving EOC members until Logistics Section can be established to assume this function. Determine the need for Unified Command with other agencies in the EOC.
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Objective To keep responders, those affected by the emergency, and the general public informed
Responsible EOC Information Officer, working with EOC Information Staff. In collaboration Position with Information Officers from other agencies, such as: x BC Office of the Fire Commissioner x Canadian Coast Guard x Health Authority x Ministry of Forests x Ministry of Transportation x Ministry of Water, Land and Air Protection
Content Threat – When threat began, when impact hit, maps of hazard area Source: Scientific Authority (e.g., Ministry of Forests)
Damage – Map of affected area, number of injuries, number of homes and businesses affected. Source: Planning Section Chief
Response – Steps that have been taken, current objectives, actions planned for the future. Source: Planning Section Chief
What to Do – How the public can protect themselves. Source: Operations Section Chief, Scientific Authority
How You Can Help – How citizens can volunteer, donate goods or funds. Source: Logistics Section Chief, Planning Section Chief
Future – When it will end. When evacuees will be able to return. Plans for recovery. Source: Operations Section Chief, Scientific Authority
Additional Info – How to access information. Source: Information Officer
Call Centre Managed by: Information Officer Location: SLRD Office, Board Room, Pemberton White Bldg. Facilities: Telephones, fax machines, maps, white boards Staff: Call Centre staff list Approvals: All messages must be approved by EOC Director Activation: Upon request of EOC Director Operation Hours: 08:00 to 20:00 hrs, or as directed Stress Monitoring: Information Officer will monitor Call Centre staff Info Updates: Call Centre white boards, handouts Languages: Refer all non-English calls to PREOC
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Notice Managed by: Information Officer Boards Locations: Community Centres in affected communities, fire halls in affected communities, Reception Centres Approvals: All messages must be approved by EOC Director Activation: Upon request of EOC Director Update Frequency: Every 24 hrs, or as directed Info Date: Place time and date on all posted messages and maps. Content Maps, printed messages using 18 pt typeface on white paper. Shield from rain and wind. Identify source as SLRD Emergency Program. Languages: English only
Public Managed by: Information Officer Meetings Location: Old Community Centre, Pemberton Other communities affected Facilities: Building, tables, chairs, microphones for speakers and for public, map boards, projector and screen Potential Incident Commander, EOC Director, Elected Official, Speakers: Scientific Authority. Moderated by Information Officer Approvals: Agenda and all speakers must be approved by EOC Director Notices / As soon as possible through available public Invitations: information means, including: Telephone Tree, Radio, TV, Newspapers, all Reception Centres Frequency: First meeting as soon as possible’ subsequent meetings at discretion of EOC Director
Sample Agenda: 1. Introductions and Agenda (Information Officer) 2. Opening Remarks (Elected Official) 3. Threat (Scientific Authority) 4. Damage (Incident Commander) 5. Response (Incident Commander) 6. What to Do (EOC Director) 7. How You Can Help (EOC Director) 8. Future (Incident Commander) 9. Additional Information (Information Officer) 10. Questions and Answers
News Media Reporters and other members of the news media will Access: be asked to remain outside public meeting facilities, but are free to seek interviews before or after the session. Participants should be informed of this policy during the meeting.
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Web Site Managed by: Information Officer
Server Location: SLRD Office, Pemberton www.slrd.bc.ca
Approvals: All messages must be approved by EOC Director.
Web Activation: Upon request of EOC Director
Update Frequency: Every 24 hrs, or as directed
Info Date: Place time and date on all posted messages and maps.
General Content: 1. EOC location and structure 2. EOC Operations Plan 3. For Information in Language Other than English 4. Glossary of Emergency Management Terms 5. Incident Photos 6. Media Releases 7. Public Information, Media Access 8. Unified Command
Loss Prevention 1. Protecting your Home, Business, or Farm Content: 2. Fire Retardant Vegetation, Roofing Material, Decks and Porches 3. Woodpiles and Other Combustible Materials 4. Flood Proofing Your Home 5. Earthquake 6. Tsunami 7. Insurance 8. Evacuation Plans 9. Fire Defensible Space
Evacuation 1. Evacuation / Alert Definitions Content: 2. Current Evacuation Status 3. Enforcing Evacuation Orders 4. Exemptions from Evacuation Orders 5. Emergency SocialServices 6. Health Issues 7. Pets and Livestock Evacuation 8. Road Closures 9. Security of Evacuated Areas 10. Return Policies
Recovery Content: 1. Access to Damaged Properties 2. Building Plan Approval Process 3. Community InformationMeetings
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4. Debris Disposal 5. Demolition and Site Clearance 6. Disaster Financial Assistance 7. Document Replacement 8. Donations 9. Erosion of Damaged Areas 10. Fence Repairs 11. Fundraising 12. Garbage and Recycling Bins 13. Garden Care Following Disaster 14. Gas Services 15. Information for Businesses 16. Information for Farms 17. Information for Residents 18. Insurance 19. Livestock 20. Local Tourism 21. Mail Delivery 22. Parks and Wildlife 23. Personal Safety Tips 24. Pets 25. Property Taxes 26. Renters 27. Stress Counselling 28. Support and Aid Agencies 29. Water Quality
Links: x BC Ambulance Service (BCAS) x Health Authority x Ministry of Agriculture, Food and Fisheries (MAFF) x Ministry of Forests (MOF) x Ministry of Health (MOH) x Ministry of Transportation (MOT) x Ministry of Water, Land and Air Protection (WLAP) x Public Safety and Emergency Preparedness Canada (PSEPC) x Provincial Emergency Program (PEP) x RCMP
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 390 of 536 EOC Keeping Leaders Informed Director
Objective To keep community leaders informed on the status and progress of the emergency, and to engage them in policy making.
Responsible EOC Director Position Contacts Person Work Home Cell SLRD Chief Administrative (604) 894-6371 (604) 894-5119 (604) 905-8015 Officer, Paul Edgington Ext. 231 SLRD Chair, John Turner - (604) 896-0209 (604) 351-7247 Area A Director, Russ Oakley - (250) 238-2519 - Area B Director, Mickey Macri - (250) 256-4560 - Area C Director, Susan Gimse - (604) 894-6371 - Area D Director, John Turner - (604) 896-0209 - Southwest PREOC Director (604) 586-4390 fax (604) 586-4334 - Central PREOC Director (250) 371-5241 fax (250) 371-5246 - Content Threat – When threat began, when impact hit, maps of hazard area. Source: Incident Commander, Scientific Authority
Damage – Current confirmed information on affected area, number of injuries, number of homes affected, etc. Source: Planning Section Chief
Response Achievements – Steps that have been taken, objectives achieved. Source: Planning Section Chief
Cooperation from Other Jurisdictions – Nature and quantity of response support requested and received from external jurisdictions, including adjacent municipalities and regional districts, provincial agencies, non-government organizations. Source: Planning Section Chief
Future – When it will end. When evacuees will be able to return. Future objectives. Source: Operations Section Chief, Scientific Authority
Needs – What Policy Group and / or PREOC can do to support response and future recovery efforts. Source: EOC Staff
News Media – Status of media relations. Date, time and place of briefing, public meeting, or tour of damaged areas. Source: Information Officer
Frequency of The EOC Director should re-establish contact with the SLRD Policy Group Contact and the PREOC (if activated) once during each operational period, and at least twice per 24-hour day when the situation often changes.
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Objective To guide the acquisition and development of maps in the EOC for use in site command and site support.
Responsible EOC Planning Section Chief, or Technical Specialist assigned to the Position Situation Unit in the Planning Section
Base Map x Administrative boundaries (Electoral Area, municipal, native reserves, Contents parks, Crown and federal land) x Centrelines of public roads x Lakes and streams x Landmarks x Property boundaries x Topographic contour lines (20 m contours)
Maps of x Dam failure inundation areas Hazardous x Flood zones Areas x Hazardous materials (1 km radius for facilities, 1 km corridor for routes) x Landslide / mudslide (impact and runout zones) x Major structural fire, toxic smoke (1 km radius for facilities) x Tsunami (5 m increments to 20 m elevation contour above HHW) x Watersheds x Wildfire (Interface zones)
Maps of x Central business district Vulnerable x Drug treatment centres Populations x Homes for the elderly, others with special needs x Health care facilities x Jails x Key businesses x Mental health facilities x Nursing homes x Parks (where people may stay overnight)
Maps of x Bridges Vulnerable x Major roadways Infrastructure, x Power transmission lines, fixed power facilities Public Works x Communications towers, facilities x Water delivery lines x Water sources (for fire suppression, such as ponds, lakes) x Water towers
Maps of x Ambulance stations Responder x EOC and alternates Facilities x ESS Reception Centres x Fire halls x Fixed Incident Command Posts (in communities) x RCMP detachment x SAR bases
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Evacuation x Air evacuation points Support Maps x Areas to patrol for security x Barricade locations for traffic control x Boat ramps, marine evacuation points x Egress routes for different hazards (e.g., tsunami, wildfire) x Logging roads, back roads x Potential safe zones (as for tsunami, wildfire) x Potential security control points for evacuated areas x Transportation assembly points
Photographs x Ortho-photos, black and white (0.5m pixel resolution)
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Newspaper – Alternate Contact Name: Name: Title: Title: Address: Address: City, Postal Code: City, Postal Code: Tel: Tel: Cell: Cell: Fax: Fax: Email: Email: Website: Protocol: Date Last Updated:
(Instructions)
AM Radio – CBC One Alternate Contact Name: Name: Title: Title: Address: Address: City, Postal Code: City, Postal Code: Tel: Tel: Cell: Cell: Fax: Fax: Email: Email: Website:
Protocol: Date Last Updated:
(Instructions)
AM Radio – CBC Two Alternate Contact Name: Name: Title: Title: Address: Address: City, Postal Code: City, Postal Code: Tel: Tel: Cell: Cell: Fax: Fax: Email: Email: Website:
Protocol: Date Last Updated:
(Instructions)
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AM Radio – CFAX 1070 Alternate Contact Name Name: Title Title: Address Address: City, Postal Code City, Postal Code: Tel: (250) 381-6397 Tel: Cell: Cell: Fax: (250) 381-2329 Fax: Email: Email: Website
Protocol: Date Last Updated:
(Instructions)
Television – BCTV (CTV, Channel 9) Alternate Contact Name Name: Title Title: Address Address: City, Postal Code City, Postal Code: Tel: (250) 383-2480 Tel: Cell: Cell: Fax: (250) 383-2460 Fax: Email: Email: Website
Protocol: Date Last Updated:
(Instructions)
Television – CBC (Channel 2) Alternate Contact Name Name: Title Title: Address Address: City, Postal Code City, Postal Code: Tel: (250) 360-2227 Tel: Cell: Cell: Fax: (250) 360-2600 Fax: Email: Email: Website
Protocol: Date Last Updated:
(Instructions)
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 395 of 536 EOC Opening the EOC Director
1. People Identify Activation Level Obtain the PEP Task Number by calling PEP Emergency Coordination Centre or the Southwest or Central PREOC. Identify the location of the EOC to use depending on risk information at hand. Use the EOC staffing guide to determine the number and functions of personnel to come to the EOC immediately. This is just an initial group; others may be needed later.
Call EOC Personnel Select at least one person from each activated EOC function to call. Refer to Figure 5-3 EOC Contact List. Make the calls and record the results on the chart under “Notes.” Continue calls until at least one person is committed for each required function.
2. Security Building Locks and Keys Unlock only the front door. Proceed to the alarm box and punch in your access code to deactivate the alarm. If alarm sounds, call the alarm centre and give your access code.
3. U ttiliies Heat / Air Conditioning If needed, start the building heater or air conditioning units.
4. Communications Telephone / Fax / Data Lines Check if all telephones in the EOC have dial tones. Turn the fax machine on and check for dial tones. Use a computer to check at least one data line by attempting to access the Internet.
5. Su pplies Order Food and Water Order food and water from (sources) by calling (phone number) during business hours. After hours, call (phone number). Use the attached list that matches the EOC activation level.
Your Name, Date and Time Your Name: Today’s Date: Time You Began Actions: Time All Actions Completed:
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 396 of 536 Planning Recovery Planning Section
Introduction Community recovery considers the immediate actions needed to plan for recovery among community members, including individuals and families, business owners, farm owners, non-profit organizations, and community groups.
Recovery includes conscious and collective actions to limit losses and reduce suffering among those affected by a disaster. This includes attention to the economic and psycho-social recovery for the community and its inhabitants.
Objective To develop a Recovery Plan
Responsible EOC Planning Section Chief. Position In collaboration with other agencies, such as: x SLRD Utilities x Canadian Red Cross x Salvation Army x Local service clubs
Recovery Unit If required, the Planning Section Chief will form a Recovery Unit under the supervision of a Unit Leader. Members of the Recovery Unit will consist of qualified SLRD employees or local volunteers registered with PEP using EOC Form 512.
Recovery Unit Leader responsibilities include: x Assess Situation – Assess the need for immediate and long-term reconstruction, restoration, and recovery of public infrastructure and services, mental and public health, and the socio-economic fabric. x Control Donations – Issue early public messages to control unsolicited donations of unwanted goods. x Prepare Community Recovery Plan – Prepare a written community recovery plan for the incident, including recommendations for organization and functions.
Recovery Unit objectives may include: x Identify the need for recovery coordination. x Set out recovery objectives. x Identify the appropriate initial structure for recovery. x Identify the stakeholders willing to commit to recovery effort. x Identify the locations of initial facilities, such as a Recovery Centre. x Develop early recovery messages, including donations.
Usually, the Recovery Unit activates a separate Recovery Task Force as soon as people are evacuated or serious damage to homes, infrastructure or businesses is realized. The Recovery Task Force typically operates from a facility other than the EOC to avoid overcrowding and confusion.
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Support from In addition to the Recovery Unit, other functions in the EOC should support other EOC recovery planning. Some samples include: Functions Information Officer – The EOC Information Officer may coordinate early recovery messaging, such as the need for certain types of donations and the nature of the recovery effort under development. As with every aspect of emergency management, communication of the recovery program is vitally important, and it begins in the EOC with the Information Officer.
Emergency Social Services Branch – The ESS Branch in the EOC Operations Section supports evacuations and re-entry during response by establishing Reception Centres or arranging other accommodations. Among many other roles, ESS personnel inform evacuees and disaster victims about recovery issues, and provide continuity of care during the transition from response to recovery. Of particular interest to recovery planning, Reception Centres identify potential clients by name, address, and how they may be contacted for further information.
While recovery is not the sole responsibility of Emergency Social Services, ESS staff can reduce the time lag in the provision of recovery support by conducting “needs assessment” interviews in cooperation with the community Recovery Task Force.
Situation Unit – The Planning Section performs a rapid damage assessment following a disaster, including an initial summary of the geographic area of impact, magnitude of damage, and approximate time required for response. These are important facts for recovery planning, and will usually provide enough information to estimate the approximate resources required.
Tracking All recovery planning activities that occur within the EOC may be funded at Recovery 80 percent for eligible items. Costs As with response costs, all recovery expenditures must be clearly documented, noting: x The cost amount of the item x The date the materials or service was used x Evidence of the purpose of the goods or services in recovery
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 398 of 536 Logistics Resource Requests Section
Objective To obtain and coordinate material goods, equipment, and personnel required to assist response objectives.
Responsible EOC Logistics Section Chief will advise others on proper procedures. Position Flow of Resource requests from the site normally flow from Incident Commander to Resource the Operations Section of the EOC, or directly to the EOC Director if there is Requests no Operations Section. Resource requests may also be generated within the EOC by the Management Staff or Section Chiefs.
All resource requests are forwarded to the EOC Logistics Section. If needs cannot be met, the EOC Director forwards the request to the PREOC Logistics Section.
Using Local Under BCERMS, the SLRD is responsible for using local resources to fill their Resources needs to the greatest extent possible, including any mutual aid that may be First available.
Requesting Use Resource Request Form 514 and procedures to ensure the PREOC Resources devotes due attention to request and critical requests are not lost. from the PREOC The requesting authority is responsible for ensuring that each Resource Request Form includes the justification for the request, as well as all other pertinent information and signatures.
Resource The EOC Planning Section tracks resources coordinated through the EOC. Tracking Resource tracking should allow the EOC Director to determine the current status of all resource requests, the EOC sections assigned responsibility for action, and the details of any action planned or taken.
Critical The EOC Director can designate a specific resource as a “critical resource” if Resources it is in demand by multiple sites or agencies and there is a limited number of such resources available. All requests for “critical resources” must be approved by the EOC Director.
Resource Some Resource Requests to the PREOC will have financial implications for Costs the SLRD. In other words, the PREOC may arrange for the resources, but the SLRD will be expected to pay the supplier. The EOC will track costs.
For Resource Requests with financial impacts, the EOC should ensure the PEP Task Number and the Expenditure Authorization Form Number are noted on the Resource Request Form and on all invoices.
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Depending on the type of incident, Status Board information should include the following information:
Information as of Date, Time: EOC Name: EOC Director: PEP Task # :
Event Name: Event Type, Location: Local Emergency Declared (Y/N)
Number Critical Number Number Number Agency /Group Out of Resource Comments Available Assigned Required Service (Y/N)
Fire Services Fire Structural Firefighters Structural Fire Apparatus Wildland Firefighters Wildland Apparatus Aircraft Fixed Wing Rotary Wing Police Services RCMP Staff RCMP Vehicles Search and Rescue Services SAR Staff Vehicles Coast Guard Auxiliary Staff Vessels Ambulance Services BCAS Paramedics Ambulances ESS ESS Staff Engineering / Public Works Staff Vehicles Equipment EOC Staff Public Information Officer Call Centre Staff
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SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 400 of 536 Finance / Tracking Response Costs Admin
Introduction Under the Emergency Program Act and the Compensation and Disaster Financial Assistance Regulation, the SLRD can receive financial assistance for eligible emergency response costs incurred during an emergency.
EOC Steps The Finance / Admin Section at the EOC undertakes four activities to assist with later claims for response costs, including:
1. Obtain a PEP Task Number – The EOC Director has likely obtained the PEP Task Number for the event. Advise all personnel, contractors, service providers, and volunteers that they should track their time and costs, and include the PEP Task Number and date on each document they produce.
2. Document Rationale for Response Expenditures – The Finance / Admin Section ensures documentation is prepared that verifies several aspects of each cost item: x The cost amount of the item x The date the materials or service was used x Evidence of the purpose of the goods or services
Provide clear receipts and invoices, and reference any supporting documentation. The Finance / Admin Section, working with Logistics, records the purpose for each response expenditure at the time of commitment.
3. Submit Expenditure Authorization Forms – When required, the Finance / Admin Section Chief may check assumptions about response cost eligibility, especially when dealing with large cost items. Prepare and submit an Expenditure Authorization Form (EOC Form 530) to the PREOC to confirm eligibility of response costs. If circumstances later require an increase in the estimate, the Finance / Admin Section Chief should prepare an addendum using Form 530 and seek authorization from the PREOC.
4. Submit Daily Expense Reports – The Finance / Admin Section prepares a daily expense report and submits it to the PREOC, using EOC Form 532. Additional tips include: x Enter each expense item in a daily expenditure spreadsheet. x Make a photocopy of each invoice and relevant paper work and file the invoice. x Send originals to the SLRD financial officer for payment.
With the daily totals, the Finance / Admin Section also records the total cost amount committed to the entire event to date, using EOC Form 534.
If multiple governments are working together in a coordinated response (e.g., the SLRD and Pemberton), each requires a separate financial tracking system for response claims.
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Response Cost Response means all efforts to save lives, reduce suffering, protect property, Eligibility and other immediate objectives to reduce threats from emergencies. Response may begin before impact if early information warns of an imminent event, and may continue as long as the event is in progress or the imminent threat exists.
Eligibility criteria include the following:
Type of Event – Most disasters caused by natural hazards may be considered for financial assistance, including floods, severe winter storms, landslides, mudslides, and wildfire.
Event Size or Magnitude – The province may not provide financial assistance for small events that generate few costs. Minor floods or snow storms, for example, would not automatically trigger provincial assistance for response costs. If in doubt, contact PEP for advice.
Contract and Equipment Rates – There are limits on the service contracts and equipment rental rates eligible for financial assistance from the province. These rates are published in the “Blue Book - Equipment Rental Rate Guide,” available from: http://www.roadbuilders.bc.ca/bluebook_index.htm
Verify rates outside this range with PEP.
Nature of Expenditure – Only response expenses and staff time over and above normal day-to-day costs are eligible for assistance. Eligibility pertains to response costs for efforts needed to preserve public safety related to a specific event, including: x Site Costs x Emergency Operation Centre Costs x Emergency Social Service Costs
Other non-event objectives, such as promoting tourism to protect the local economy, are not eligible. Eligible costs for response actions at the site of an emergency may include those listed in the attached table.
For more on eligible and ineligible response expenses, refer to Schedule 5 of the C & DFA Regulation, and Part 3 of the Regulation, which can be viewed at the PEP website (www.pep.bc.ca) under the Emergency Management tab.
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Examples of Eligible and Ineligible Response Costs (This table presents examples only and is not comprehensive. Refer to the C&DFA Reg. for exact wording.) Response Eligible Not Eligible Item Animal x Shelter and feeding for livestock, including the x Evacuation and rescue costs for pets, backyard, Evacuation restoration of facilities used for those purposes hobby, or commercial animals and Rescue Assets x Assets under $100 (e.g., white boards) x Assets over $100 retained by SLRD x Assets over $100 where PEP approves purchase and retains the asset (e.g., communications equipment) x Capital assets if justified by cost efficiencies of purchase over rental or lease options, or if rentals are not available Backfilling x Backfilling positions to temporarily cover full-time x Regular wages / benefits of employees Positions staff coordinating emergency response x Compensatory time off (CTO) or banked time of permanent employees Civil Litigation x Response costs not reimbursed through civil x Assistance with response costs may be withheld litigation award pending outcome of proceedings, or amount must be refunded Clean-up x Clean-up necessary to ensure public safety or is x Clean-up that is not essential to public safety or essential for public works for public works Damaged x Any equipment damaged while undertaking x Equipment damaged by events other than the Equipment eligible response activities may be considered as emergency or disaster incident a recovery cost item Debris x Costs of debris removal necessary to ensure x Debris removal that is not essential to public Removal public safety or essential for public works safety or for public works x Necessary clearance from channels, streams, intakes and outfalls of sewers & storm drains, water supply reservoirs Emergency x Facility rental for service as the EOC, if other x EOC assets over $100, except where PEP Operations than SLRD facility regions retain the asset (e.g., computers) Centre x EOC assets under $100 (e.g., white boards) x Telephone or data services in place prior to EOC x Equipment rental activation, and emergency installs that are not x Costs of feeding EOC staff during an emergency removed upon EOC deactivation x Contractors serving in support capacities x Costs to conduct an after-action debrief x EOC materials and supplies x Telephone and data services, including installation and operation while EOC is active
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Examples of Eligible and Ineligible Response Costs (This table presents examples only and is not comprehensive. Refer to the C&DFA Reg. for exact wording.) Response Eligible Not Eligible Item Emergency x Establishment, operation of special x Normal operating costs of government owned Response communication facilities equipment Measures x Establishment of registration, inquiry services, x Purchase of special, additional equipment to fight emergency control headquarters the disaster x Determining the areas and extent of the disaster x Costs incurred as a result of a disaster that are x Human rescue, transportation, and emergency recovered from agencies such as the Canadian health activities Disaster Relief Fund or from disaster fund raising x Food, clothing, and shelter for evacuees drives (suppliers are reimbursed through Min. of Human Resources) x Medical care to casualties and transportation, moving patients or casualties, their return following the disaster x Protective health and sanitation facilities x Removal of hazardous materials, chattels, assets, and related storage and transportation costs x Protection of publicly-owned institutions, utilities including equipment, materials, and labour x Shelter and feeding for livestock, including the restoration of facilities used for those purposes Emergency x Facility rental if serving as a reception centre x Transportation of evacuees returning to Social Services x Materials, supplies required to operate reception evacuated areas after All Clear centres x Transportation of evacuees, including those in need of medical care, to reception centre or other lodging Environmental x Actions needed during response to protect x Response activities intended to protect other Protection potable water supplies, essential public lands, environments and health-related air quality Equipment x Equipment over $100 where PEP approves x Equipment over $100, except where PEP regions purchase and retains the equipment (e.g., radios) retain the equipment (e.g., photocopy machines) x Capital assets if justified by cost efficiencies of x Normal operating costs or usage charges of purchase over rental or lease options, or if SLRD-owned equipment rentals are not available x Purchase of special, additional equipment Equipment x Equipment needed during response to support x Equipment rented to conduct normal operations Rental objectives x Rental equipment rates that exceed BC x Costs of rented equipment in feeding staff during Equipment Rental Rates Guide an event Evacuation x Shelter, feeding for livestock and restoration of x Food, shelter, clothing for persons evacuated the facilities used for those purposes (suppliers are reimbursed through Min. of Human Resources) x Evacuation costs before an Evacuation Order is issued or after an All Clear has been declared (e.g., costs of transporting evacuees)
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Examples of Eligible and Ineligible Response Costs (This table presents examples only and is not comprehensive. Refer to the C&DFA Reg. for exact wording.) Response Eligible Not Eligible Item Facility Rental x Rental of non-SLRD community hall or facility x Hall, facility rental to own community(self) or loss x Incremental janitorial and utilities of use charges x Facility damage due to occupation Fire Services x Costs of special fire protection of SLRD facilities x Costs of fire protection of private facilities (e.g., external sprinklers) not otherwise x Fire service charges reimbursed through the reimbursed Office of the Fire Commissioner x Use of fire vehicles outside SLRD jurisdiction under conditions of PEP Policy Bulletin 00-11 Fuel, Oil, x Incremental costs related to the response efforts x Normal consumption of fuel, oil, lubricants for Lubricants during the event non-emergency activities Fundraising x Not Applicable x Expenses that are recovered from agencies, such as Canadian Disaster Relief Fund, or from disaster fundraising drives Goods and x GST for the portion not recoverable by GST x GST that is recoverable by rebate Services Tax rebate. All local government bodies are eligible, x GST paid by municipalities except municipalities. Inventory x Supplies related to the response operations in x Stockpiling of inventory by the SLRD support of public safety Materials x Materials needed during response to protect x Materials used to conduct normal operations public safety x Costs of materials in feeding response personnel Medical Care, x Medical care to casualties, moving patients, and x Normal medical care and health service Health their return following the disaster operational costs Services x Protective health and sanitation facilities x Purchase of special, additional medical or health care equipment to assist response Office Supplies x Related to the operation of special x Stockpiling of office supplies by the SLRD communication facilities, emergency control headquarters, reception centres Overtime x Incremental costs related to the event, plus x Overtime wages that cannot be attributed to Wages benefits event x Regular wages, benefits of employees x Base operating costs, such as salaries or regular wages of employees, Compensatory Time Off (CTO) or banked overtime x Excessive overtime rate payments Police Services x Costs of police protection and security to x Costs of police protection of private facilities enhance public safety, e.g., patrols of hazardous x Mutual aid charges areas, evacuated areas x Evacuation costs and resources when evacuation order in place
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Examples of Eligible and Ineligible Response Costs (This table presents examples only and is not comprehensive. Refer to the C&DFA Reg. for exact wording.) Response Eligible Not Eligible Item Preventative x Protection of publicly-owned institutions and x Works undertaken as preventative measures to Works and utilities from the current threat, including guard against future disasters without prior Mitigation equipment, materials, and labour approval from PEP x Damage to SLRD facilities if prior assistance was not used for the preventative work as required Provincial x All PST x Not Applicable Sales Tax Public Works x Emergency repairs to public works required to x Repair or replacement of public works may be support response objectives eligible under recovery x Costs to enhance public works to better than pre- disaster condition Resources x Resources (personnel, equipment, materials) x Costs related to the use of public-owned needed during response to protect public safety resources Scalping of x Scalping when there is an unusually heavy x All other scalping of gravel beds Gravel Beds disaster-related deposition, and then only the cost of removing the deposition Search and x Rescue, transportation, emergency health x SAR services not related to the event Rescue arrangements Service x Contracts directly related to the response efforts x Contracts not related to the event Contracts Staffing x Paid overtime costs and benefits x Regular wages, benefits of employees Expenses x Feeding emergency response staff during an x Base operating costs, such as salaries or regular event that would not usually be provided wages of employees, Compensatory Time Off (CTO) or banked overtime Supplies x Supplies from local government stores x Stockpiling costs, materials, equipment or other consumed in response costs related to these activities Telephone x All telephone charges if rented or leased for x Telephone charges and equipment used for Charges event normal operations x Airtime charges only if not rented for event (volunteer or staff private phone) Temporary x Costs of backfilling a regular position with a x Base salaries or regular wages of regular Wages temporary employee due to incident employees Travel x Incremental costs related to the event x Travel costs that cannot be attributed to event Tree Pruning, x Pruning or removal of trees that constitute an x Landscaping not essential to the public welfare Removal imminent threat to public safety Vehicle x Not Applicable x Cost of maintaining vehicles used in response, Repairs including extraordinary maintenance attributable to emergency conditions (e.g., smoke, dust, surface debris) x Cost of repairing or replacing vehicles lost or damaged in event
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Examples of Eligible and Ineligible Response Costs (This table presents examples only and is not comprehensive. Refer to the C&DFA Reg. for exact wording.) Response Eligible Not Eligible Item Volunteer x Volunteer expenses that are attributable to the x Volunteer expenses that cannot be attributed to Expenses event (e.g., mileage, hourly rate, meal event reimbursement, phone charges) x Loss of volunteer personal equipment (e.g., eyeglasses, clothing, computer equipment) reimbursed directly from PEP under Policy Bulletin 00.02. Volunteer may submit claim. Wages x Paid overtime costs and benefits x Regular wages, benefits of employees x Base operating costs, such as salaries or regular wages of employees, Compensatory Time Off (CTO) or banked overtime
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Introduction A walk-in volunteer is an individual who arrives at an emergency facility or disaster scene without a specific request from, or an affiliation with, an emergency service agency.
Objective To obtain and manage walk-in volunteers required to assist response objectives.
Responsible EOC Logistics Section Chief or Personnel Branch Coordinator, if Position activated
Screen x Establish facility for screening spontaneous volunteers, with primary Volunteers facilities in the Board Room at the SLRD Office in Pemberton. Reception Centres may also receive and register walk-in volunteers. x Ensure each potential volunteer completes and signs an “Emergency Volunteer Application” form. x Interview the applicant and check identification to verify information on Application. x Determine suitability of applicants (acceptable, or unacceptable) and inform applicants of their status. x File completed application forms alphabetically by last name.
Assign x Match acceptable volunteers with needs identified for EOC or site. Volunteers to x Process and oversee the fulfillment of requests for personnel. Tasks x Ensure each volunteer signs the PEP Task Registration Sheet. x If the volunteer will work in the EOC, orient the volunteer to work environment, including safety procedures.
Support x Identify a respite center where volunteers can receive supplies, food, Volunteers and anticipated stress counselling. x Consult with and act as a resource to volunteers regarding personnel problems. x Investigate grievances and manage other personnel action involving volunteers.
Demobilizing x Meet with volunteers to orally debrief them following their period of Volunteers service. Follow the “Demobilization” checklist. x Ensure proper disposition of volunteer records and files after operation. x Arrange for the proper follow-up and thanking of volunteers assigned through the EOC.
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Terminating an While the large majority of volunteers will provide excellent service, the Assignment EOC may encounter an unwanted or unruly volunteer. The EOC Director shall be informed immediately of the issues at hand and be given the opportunity to interview the volunteer. The EOC Director has the sole authority for deciding if the volunteer should continue providing services, be re-assigned to other duties, or should be terminated.
Injury of a Volunteers are afforded workers’ compensation coverage through the Volunteer BC Worker's Compensation Act. Any person who has volunteered for emergency services work and has registered with PEP using EOC Form 512 is offered coverage as an "Emergency Services Worker."
"Emergency Services Worker" means that there is no pay or wages and the work is authorized by PEP.
A critical factor to ensure prompt coverage is that any reports of injury or death are mentioned in the EOC log immediately, and a WCB Form7 is submitted to the Workers’ Compensation Board within three days of a claim of injury.
Loss of The Province of British Columbia may provide reimbursement for the Volunteer’s repair or replacement of personal property of a volunteer lost or damaged Personal during an approved task. Property Reimbursement is normally limited to the lesser of the repair or replacement cost or the amount of the insurance deductible in the case of vehicles and watercraft to a maximum of $500. Volunteers are therefore encouraged to ensure they have adequate insurance coverage for personal property, including vehicles and other equipment.
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Emergency Volunteer Application
Event: PEP Task #:
Personal Information Name: Home Mailing Address: Phone Numbers: Home: Work: Cell: Email Address: Employment Information: Title: Employer: Emergency Contact Name: Phone No. Information: Name: Phone No. Describe any restrictions on Physical: your activities: Medical: Are you currently charged with Yes No or have you ever been convicted of a felony offence?
If yes, please explain.
General Availability Time of Day AM PM Days of Week Sun Mon Tues Wed Thurs Fri Sat Do you have personal Yes No If yes, describe: transportation? Are you willing and able to do Yes No manual labour without injury?
Skills & Qualifications Licenses/Professional Certifications: Professional Background:
Education Background:
Computer Skills:
Prior Disaster Response Experience:
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Other Skills: Accounting / Finance / Bookkeeping Administrative / Secretarial Civil Servant (Police, Firefighter, etc) Computer Customer Service Food Service (Food Safe Certificate? YES NO) Health Services (Doctor, Nurse, EMT) Human Resources (interviewing, recruiting, etc.) Management Media Relations Mental Health Counsellor / Social Worker Radio Operator Technical (e.g., IT professional) Trade: ______ Transportation (Professional Truck / Bus Driver) Other: ______
Volunteer Agreement I verify that the information included in this application is complete and true. Emergency 1 program officials are authorized to check police records for my background.
I understand my assignment may be terminated if I have provided any false or incomplete 2 information, or at any time by the decision of the EOC Director.
I agree to represent the local authority with jurisdiction in all activities I undertake during 3 emergency response and recovery, and to disclose to my supervisor any personal interests.
I agree to respect the rights, property and confidentiality of emergency workers and individuals 4 affected by disaster.
I understand that the government of British Columbia offers me liability protection under the 5 Emergency Program Act, except in the case of gross negligence or not acting in good faith.
Volunteer’s Signature: ______Date: ______
Logistics Representative Signature: ______Date: ______
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Introduction If you are new to the Emergency Operations Centre (EOC), this bulletin contains important information you need to know. See also the attached Generic EOC Checklist for reminders of steps to take as you get started and before you leave the EOC.
Registration Before beginning work at the EOC, be sure to first register using the Provincial Emergency Program (PEP) Task Registration Form (EOC Form 512), available from the Logistics Section. This provides you with important injury and liability protection.
Daily Sign In The EOC Director is responsible for the whereabouts of all active EOC members. Make sure you sign in to and out of the EOC each time you enter or leave the building, using the Check-in, Check-out List (EOC Form 511), maintained by the Logistics Section.
EOC You should receive an orientation to the Emergency Operations Centre Orientation through your supervisor or, if you are representing an outside agency, through the EOC Liaison Officer.
EOC Obtain an identification badge from the Logistics Section and a function Identification coloured vest from your Section Chief.
Your Function If you are a member of the EOC, you have been assigned to fulfill a specific function. It is important that you concentrate fully on the set of activities designed for that function and to avoid straying into responsibility areas of others. This will help reduce duplication and confusion. If you see something that needs doing, advise your Section Chief.
Obtain a checklist of actions to consider from your supervisor. You may have to adapt these actions to fit the demands of the situation at hand.
At times, you may be asked to fill two or more functions in the EOC. While it may be tempting to combine these functions under a new title, this can lead to confusion and make it difficult to hand one or more functions to new personnel who may relieve you.
Supervision Every person working within the EOC structure reports to one and only one supervisor.
Find your function on the EOC organization chart (see the Planning Section) and make sure you know who your supervisor is. Meet with your supervisor to confirm your duties and expectations.
Authority While you hold a position within the Emergency Operations Centre, you act on behalf of the Squamish-Lillooet Regional District, the local authority with jurisdiction recognized under the BC Emergency Program Act.
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Confidentiality While you are working at the EOC on behalf of the local authority, you are bound to respect the confidentiality of any information you encounter. This means that you are expected to prevent the release of information to unauthorized persons outside the EOC, unless approved by your supervisor. Discuss any confidentiality concerns you may have with the EOC Director.
Safety Your safety should be your first priority. While the EOC should contain no unusual hazards, it pays to pay attention to possible threats. You cannot assist those affected by the emergency if you are ill or injured.
Take these precautions: x Do not hurry through physical tasks. Think it through. x Drink plenty of fluids x Take breaks at regular intervals throughout the day x Watch your stress. Make use of EOC stress counselling and debriefings that may be offered. Arrange with another EOC member to monitor each other for stress.
Alcohol is not permitted in the EOC. All EOC members are encouraged to avoid consuming alcohol throughout the emergency response period.
Smoking is not allowed in the EOC building. Outdoor areas will be designated for smoking.
WCB Once you have registered using the PEP Task Registration Form and while Insurance you are working on behalf of the EOC, you qualify for WCB coverage in case you are injured.
Liability Section 18 of the BC Emergency Program Act exempts EOC staff from Protection liability, including members of a local authority and volunteers, who are authorized to carry out emergency measures. There are two exceptions to this rule: 1) If the person was grossly negligent, or 2) The person was not acting in good faith.
For more information, read section 18 of the Emergency Program Act, available from the EOC Director or through the Queens Printer website at: http://www.qp.gov.bc.ca/statreg/stat/E/96111_01.htm
Work Hours The demands of the emergency may require the EOC to operate 24 hours a day, 7 days a week for an extended period. However, you will not be expected to work more than 12 hours during each 24-hour period. If you feel uncomfortable with your work hours at any time, discuss the issue with your supervisor.
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Generic EOC Checklist – For All Functions
Getting Started: Check in with the Logistics Section Chief upon arrival at the EOC. Obtain an identification card. If you represent an outside (non-jurisdictional) agency, register with the Liaison Officer. Complete the PEP Task Registration Form (EOC 512) at Logistics. Use the EOC Check-In, Check-Out Form (EOC 511) each time you enter or leave the EOC. Report to your assigned supervisor to obtain current situation status and specific job responsibilities. Set up your workstation and review your position checklist, forms and function aids. Establish and maintain a Position Log (EOC 414) that chronologically describes the actions you take during your shift. Use one Position Log even if you are serving more than one function. Note on your Position Log all ideas you can suggest for improving the contribution of your function and of the EOC overall. These will be considered in the After Action Report. Determine your resource needs, such as a portable radio, computer, phone, stationery, forms, and other reference documents. Participate in any facility/safety orientations, as required. Obtain the PEP Task Number from your supervisor and note it on all key documents your produce.
Before Leaving: If another person is relieving you, brief them thoroughly before you leave your workstation. Clean up your work area before you leave. Return any communications equipment or other materials to the Logistics Section, or transfer the equipment to your replacement. Complete all other required forms, reports, and documentation and submit them to the Planning Section prior to your departure. Complete your Position Log, and leave a phone number where you can be reached. Return to the Logistics Section to sign out. Sign the EOC Check-In, Check-Out Form (EOC 511). Be prepared to participate in the EOC After Action Report and formal post- operational debriefs. Make use of EOC stress counselling and debriefings, as needed.
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The following checklist pertains to all EOC functions required in a major emergency.
Generic EOC Checklist – For All Functions
Getting Started: Check in with the EOC Director or Logistics Section Chief upon arrival at the EOC. Obtain an identification card and vest, if available. If you represent an outside (non-jurisdictional) agency, register with the Liaison Officer. Complete the PEP Task Registration Form (EOC 512). Use the EOC Check-In, Check-Out Form (EOC 511) each time you enter or leave the EOC. Report to EOC Director, Section Chief, or other assigned supervisor, to obtain current situation status and specific job responsibilities. Set up your workstation and review your position checklist, forms and function aids. Establish and maintain a Position Log (EOC 414) that chronologically describes the actions you take during your shift. Use one Position Log even if you are serving more than one function. Note on your Position Log all ideas you can suggest for improving the contribution of your function and of the EOC overall. These will be considered in the After Action Report. Determine your resource needs, such as a portable radio, computer, phone, stationery, forms, and other reference documents. Participate in any facility/safety orientations, as required.
Before Leaving: If another person is relieving you, brief them thoroughly before you leave your workstation. Clean up your work area before you leave. Return any communications equipment or other materials to the Logistics Section. Complete all other required forms, reports, and documentation and submit them to the Planning Section prior to your departure. Complete your Position Log, and leave a phone number where you can be reached. Sign the EOC Check-Out procedures. Return to Personnel Unit (in Logistics) to sign out. Be prepared to participate in the EOC After Action Report and formal post- operational debriefs. Make use of EOC stress counselling and debriefings, as needed.
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Policy Group
Responsibilities: The Policy Group supports the emergency response effort by providing interpretation of existing policies, new policies to address emerging situations, and providing continuity of governance throughout the response and recovery effort. Members of the Policy Group may include the Chair and Board Members, and/or Senior Executives.
1. Consider Policies – Advise on existing policies and examine the requirement for new or temporary policies to support response and recovery. 2. Set Expenditure Limits – Determine appropriate expenditure limits for response and recovery. 3. Request Outside Support/Resources – Upon the advice of the EOC Director, request extra-ordinary resources and/or outside assistance. 4. Authorize “State of Local Emergency” – If and when required, declare or terminate a “State of Local Emergency." 5. Assist Public Information – Upon request, act as a spokesperson for the jurisdiction and participate in media briefings. 6. Acknowledge Contributions – Ensure steps are taken to acknowledge the contributions of response and recovery staff and volunteers.
Getting Started: Convene as the EOC Policy Group at the site and times recommended by the EOC Director. Obtain current situation status and a briefing on priority actions taken and outstanding, from the EOC Director.
Main Checklist: 1. Consider Policies Keep appraised as to the status of the emergency event by reviewing EOC Situation Reports. Examine the need for new or temporary policies, as required to support response and recovery operations. Consult with EOC Director and/or Legal Advisors regarding any potential legal issues and recommended courses of action.
2. Set Expenditure Limits Consult with EOC Director to determine appropriate expenditure limits.
3. Request Outside Support/Resources Consult with EOC Director to determine the need for extra-ordinary resources and/or outside assistance.
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Request Provincial and Federal support, as required.
4. Authorize “State of Local Emergency” Consult with EOC Director to determine need for a declaration or termination of a “State of Local Emergency."
5. Assist Public Information Act as a spokesperson for the jurisdiction, upon request. Upon request, prepare for and participate in any media briefings.
6. Acknowledge Contributions Ensure steps are taken to acknowledge response and recovery personnel for their efforts.
Before Leaving: Establish the requirements for debriefing response and recovery personnel, and set a due date for the After Action Report.
Function Aids: Aids
Forms x Decision / Approval Log (Form EOC 407)
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EOC Director
Responsibilities: The EOC Director provides overall coordination of site support activities to ensure an effective, coordinated and cooperative response. The EOC Director role may be filled by two or more representatives of agencies with jurisdiction.
1. Assess the Situation – Gather information about the emergency. Assess the magnitude and severity of the situation to determine the appropriate type and level of EOC coordination. 2. Support Site(s) – Provide support to Incident Commanders and agencies, and ensure that all actions are coordinated within the established priorities. Approve resource requests, including municipal and other first responders, municipal staff and volunteers. 3. Develop / Approve Action Plans – Prepare EOC action plans with other EOC members based on an assessment of the situation and available resources. Set priorities and response objectives for affected areas. 4. Inform Others – In consultation with the Information Officer, assist emergency information actions using the best methods of dissemination. Approve press releases and other public information materials. Keep the Policy Group and PREOC informed. 5. Manage the EOC Group – Establish the appropriate EOC staffing level and continuously monitor organizational effectiveness. Direct the overall incident coordination with other agencies with jurisdiction under Unified Command, where appropriate.
Reports To: Policy Group
Getting Started: Obtain a briefing from Incident Commander(s) or other person(s) reporting emergency, if available. Mobilize appropriate personnel for the initial activation of the EOC. Refer to Section 5 of SLRD Emergency Response and Recovery Plan. Select a name for the incident, such as "Jan 6 Snow" or "Downtown Explosion." Keep it short but descriptive. Determine location of the EOC, considering hazards. Communicate EOC location to others. Obtain the PEP Task Number for the incident, if available, from the Emergency Coordination Centre at PEP or from the PREOC, if activated. Ensure the PEP Task Number is prominently displayed in the EOC. Greet and orient arriving EOC members until Logistics Section can be established to assume this function. The EOC Director must be accessible. Select a workstation for yourself and stay there as much as possible so people can find you.
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EOC Director
Main Checklist: 1. Assess the Situation Gather Information – Collect information relevant to the emergency situation at hand from a range of sources, in coordination with the Planning Section, if activated. Assess Situation – Continuously assess the magnitude and severity of current situation and potential for future threat, considering: Risks to life, health, environment, and local economy in the region Availability of first responders and other human resources Assistance available by external agencies Assess Needs – Perform a rapid needs assessment based on information at hand. Select EOC Activation – Determine the initial EOC level of activation and operational period. Mobilize appropriate personnel for the initial activation of the EOC. Refer to "EOC Activation Guide." Mobilize EOC Personnel – Mobilize appropriate personnel for the initial activation of the EOC. Consider the joint activation of EOCs among member municipalities.
2. Support Sites Establish Communications – Establish communications for regular contact with Incident Commanders. Support Incident Commanders – Liaise with Incident Commander(s) to determine the demands of the emergency. Provide support to Incident Commanders and agencies, and ensure that all actions are coordinated within the established priorities. Approve Resource Requests – Approve requests for additional resources, including SLRD and other first responders, SLRD staff, and local volunteers. Ensure resources are being tracked in the Planning Section. Release Resources – Coordinate with Incident Commander(s) to release resources from the site, when appropriate. Anticipate Site Needs – Consult Planning Section Chief on incident status and resources assigned and anticipate site requirements.
3. Develop / Approve Action Plans Develop Support Strategies – Consult EOC Management Staff and Section Chiefs regarding appropriate actions. Set priorities and response objectives for affected areas. Consider support for the following strategies: o Secure hazard zones o Search and rescue trapped personnel o Provide first aid and triage o Abate hazards
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EOC Director
o Notifying public and others of emergency o Evacuation Hold Action Planning Meeting – Call at least one Action Planning Meeting in each operational period, and whenever the situation or EOC staff changes significantly. This meeting should not be longer than 30 minutes. Attendance should include all Management Staff, Section Chiefs and other key agency representatives. Prepare EOC Action Plans – Prepare an initial Action Plan using the attached EOC Action Plan form. Once additional Action Plans are completed by the Planning Section, review, approve and authorize implementation. Assign in writing any delegated powers allowed under a declaration of State of Local Emergency, if any are given. Monitor Needs – Monitor operations to anticipate problems with meeting objectives. Re-assign initial EOC personnel to new actions, as appropriate.
4. Inform Others Inform EOC Staff – Hold regular briefings of all SLRD EOC participants to keep them informed on status. This briefing should not be longer than 30 minutes, and may include a summary by the Incident Commander or representative. Inform Policy Group at the SLRD – Keep the Policy Group informed on the incident status, priorities, and objectives. Alert them to any policy issues that may arise in the future. Inform PREOC. Establish and maintain contact with adjacent jurisdictions and the PREOC, if one has been established. Keep the PREOC Director informed. Inform the Public – Keep the EOC Information Officer up to date on new information, as appropriate. Review and approve media releases and other public information materials.
5. Manage the EOC Group Select EOC Functions – Determine which EOC functions are needed, matching the needs of the incident. Staff the EOC – Appoint EOC members to appropriate functions and post a chart for arriving EOC members. Identify replacements for EOC members for extended operations and ensure there are enough personnel to rotate staff. NOTE: The EOC Director and Section Heads must perform all required functions that are not staffed. Set Operational Periods – Designate the operational periods according to the situation and display in a prominent location. Ensure EOC Health – Monitor EOC personnel to ensure they attend to their personal needs for food, water, sleep and take regular breaks. Implement a “buddy system” for EOC personnel. Monitor Effectiveness – Monitor general staff activities to ensure that
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EOC Director
all appropriate actions are being taken. Continuously monitor the EOC organizational effectiveness. Assume Control of EOC – Direct the overall incident coordination with other agencies with jurisdiction under Unified Command, where appropriate.
Before Leaving: Follow Generic Activation Checklist. Deactivate the EOC. Prepare the EOC After Action Report.
Function Aids: Aids x See Figure 5.1 – EOC Activation by Level x See Figure 5.2 – EOC Staff Options x See Figure 5.3 – EOC Contact List x Opening the EOC x Keeping Leaders Informed x First Hour Guide
Forms x Decision / Approval Log (EOC Form 407) x Position Log (EOC Form 414) x EOC Action Plan (EOC Form 502) x EOC Check-in, Check-out Form (EOC Form 511) x PEP Registration (EOC Form 512) x EOC Incident Record (EOC Form 550)
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Deputy EOC Director
Responsibilities: A Deputy EOC Director may be assigned to assist in managing the EOC group and responsibilities.
1. Assist Information Flow – Ensure the efficient and effective flow of information within the EOC. 2. Support the EOC Organization – Assist the EOC Director in organizing and supporting the EOC staff, appropriate to the needs of the emergency or disaster. 3. Assist EOC Director – Support the EOC Director in all aspects of managing the EOC responsibilities, upon request. Assume the role of the EOC Director, if required. 4. Assist with EOC Action Planning – Assist the Planning Section Chief in preparing for the EOC action planning meetings. 5. Debrief EOC Personnel – Interview all EOC members as they leave to collect recommendations for improvements. Arrange for stress counselling, as required.
Reports To: EOC Director
Getting Started: Follow Generic Activation Checklist. Assist EOC Director in determining initial EOC activation level and staffing.
Main Checklist: 1. Assist Information Flow Assist EOC Functions – Help all activated EOC functions obtain the information required. Help Planning Section – Assist Planning Section Chief and Information Officer in gathering critical information about the emergency situation. Liaise with PREOC – Liaise with PREOC to ensure the ongoing exchange of information.
2. Support the EOC Organization Assist with EOC Setup – Supervise the set-up of the EOC facilities for the most effective and efficient operations. Ensure that appropriate equipment and supplies are in place. Assist with EOC Shift Planning – Facilitate shift change and operational decisions with the EOC Director. Coordinate additional EOC staffing needs with Logistics Section, Personnel Unit Coordinator. Support Administrative Needs – Ensure EOC management staff has sufficient administrative support, including assigning a recorder assigned to the EOC Director from the Documentation Unit. Assess EOC Staff Health – Monitor the health and welfare of EOC
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Deputy EOC Director
staff. Mediate and resolve any personnel conflicts.
3. Assist EOC Director Communicate Objectives – Assist EOC Director in communicating priorities, objectives and decisions to all EOC staff and agency representatives. Perform Special Assignments – Undertake special assignments at the request of the EOC Director. Identify Issues – Report significant events and any issues of concern to the EOC Director, and advise of your activities on a regular basis. Fill Role of EOC Director – Assume the role of the EOC Director in his/her absence.
4. Assist with EOC Action Planning Help with Planning Meetings – Assist EOC Planning Section Chief with preparations for EOC Action Planning meetings. Meet with Others in EOC – Participate in EOC Action Planning and Management Team meetings.
5. Debrief EOC Personnel Hold Exit Interviews – Conduct exit interviews with all key EOC members, recording their observations and recommendations for improving EOC operations. Provide Stress Counselling – Arrange for and facilitate critical incident stress debriefs for EOC staff, as required.
Before Leaving: Assist with the deactivation of the EOC at the designated time, as appropriate. Assist with the preparation of the EOC After Action Report. Organize and coordinate staff recognition initiatives (i.e.: thank you letters) for EOC staff. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Decision / Approval Log (Form EOC 407) x Position Log (Form EOC 414) x EOC Action Plan (Form EOC 502) x EOC Incident Record (Form EOC 550)
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Risk Management Officer
Responsibilities: The Risk Management Officer assesses the high level risks of the response effort and takes steps to protect organizations from unexpected losses. The RMO monitors and assess hazardous or unsafe situations and ensures EOC safety.
1. Manage Risks – Ensure that good risk management practices are applied throughout the SLRD response and recovery organization and that every function contributes to the management of risk. Monitor situations for risk exposures and ascertain probabilities and potential consequences of future events. 2. Ensure EOC Safety – Provide advice on safety issues. A Technical Specialist familiar with all aspects of safety and relevant legislation should be appointed to assist. 3. Ensure EOC Security – Ensure that appropriate security measures have been established to allow only authorized access to the SLRD EOC facility and documents.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Manage Risks Evaluate Damage and Potential Losses – Collect damage and financial loss information, working with the Planning Section Chief. Evaluate Liability Exposure – Evaluate situations and advise the EOC Director of any conditions and actions that might result in liability exposure for the SLRD or the SLRD program, such as improper response or evacuation procedures. Advise Response Organizations – Advise members of response organizations regarding options for risk control, during operational meetings and upon request. Promote Loss Prevention – Advise on actions to reduce loss and suffering and, where appropriate, proactively support response and recovery objectives. Identify Claimants – Identify potential claimants against the SLRD and the scope of their needs and concerns. Collect Evidence – Gather and organize evidence that may assist all EOC organizations in managing legal claims, including documentation that may be more difficult to obtain later. Interview Witnesses – Conduct interviews and take statements that address major risk management issues. Assist Public Information – Assist the EOC Director in reviewing press releases, public alerts and warnings, and public information materials.
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Organize Records – Organize and prepare records for final audit.
2. Ensure EOC Safety Identify EOC Hazards – Review any hazardous conditions of the facility with the EOC Logistics Section Chief, especially following a seismic event. Assist in Acquiring Safety Equipment – Assist EOC Logistics Section Chief in obtaining any special safety equipment or procedures for the EOC. Advise EOC Personnel – Provide guidance to EOC staff regarding actions to protect themselves from the emergency event, such as smoke from a wildfire or aftershocks from an earthquake. Support Personnel Injury Claim Investigation – Work with the EOC Finance / Administration Section Chief on any EOC personnel injury claims or records. Advise on EOC Setup – Monitor set-up procedures for the EOC, ensuring that personnel adhere to proper safety regulations.
3. Ensure EOC Security Monitor EOC Security – Establish security checkpoints and EOC facility access, in cooperation with the EOC Logistics Section Chief, and arrange for staff sign-in and identification procedures. Improve Security, Where Needed – Address any security issues with the EOC Director, recommending improvements where necessary. Secure Documentation –Advise Planning Section on the types of information to collect, the organization of collected information, confidentiality, document security measures taken.
Before Leaving: Assist the EOC Director in de-activation activities including: Collection of all relevant documents and electronic records Collection of all material necessary for After Action Report Security of EOC records Follow the generic Demobilization Checklist.
Function Aids: Aids x Documenting Issues
Forms x Position Log (Form EOC 414)
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Liaison Officer
Responsibilities: The Liaison Officer is the EOC point of contact for assisting and cooperating agency representatives, and responds to requests or concerns from stakeholder groups.
1. Assist Agency Representatives – The Liaison Officer functions as the principal point of contact for representatives from other agencies arriving at the EOC. 2. Keep External Agencies Informed – Liaise with organizations not represented in the EOC. All media contacts will be handled by the Information Officer. 3. Advise EOC Director on EOC Staffing – Advise EOC Director in ensuring adequate EOC structure and staffing. Assist the EOC Director in ensuring proper procedures are in place for directing agency representatives, communicating with elected officials. 4. Advise on EOC Action Plans – Assist and serve as an advisor to the EOC Director and Planning Section Chief, providing information and guidance related to the external functions of the EOC. 5. Lead VIP Tours – Conduct VIP/visitor tours of the EOC facility.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Ensure that an EOC check-in procedure is established immediately for use by all Agency Representatives (Form EOC 511).
Main Checklist: 1. Assist Agency Representatives Greet Agency Representatives – Identify yourself as the principal point of contact for representatives from other agencies arriving at the SLRD EOC. Advise on EOC Functions – Working with the EOC Director, assist agency representatives in filling all necessary roles and responsibilities within the EOC. Ensure proper procedures are in place for directing agency representatives. Assist with Access to EOC Equipment and Supplies – Ensure that agency representatives have access to functioning telephone, radio communications, and other EOC equipment.
2. Keep External Agencies Informed Establish Communications – Ensure that communications with appropriate external non-represented agencies (such as: Provincial Agencies, utility companies, volunteer organizations, private sector, etc.) are established and recorded (Form EOC 410). Work With External Agencies – Liaise with local authorities, other
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Liaison Officer
EOCs, Provincial and Federal organizations, and other organizations not represented in the EOC. Communicate the EOC Action Plans and Situation Information, and request situation reports from external non- represented agencies and forward to the Planning Section Chief. Advise the EOC Director – Let the EOC Director know of any critical information and requests that come to light in working with external agencies.
3. Advise EOC Director on EOC Staffing Advise on EOC Organization – Work with the EOC Director to ensure the EOC organizational structure meets the requirements of the situation. Advise on EOC Staff – Assist the EOC Director in determining appropriate staffing for the EOC. Help identify potential EOC staff members. Provide assistance with shift change activity as required. Orient New EOC Staff Members – Upon request, advise all new EOC members on their roles and responsibilities. Provide an overview of BCERMS and the EOC operations to all untrained personnel.
4. Advise on EOC Action Plans Assist with Action Plans – Provide information on external and non- represented agencies to the Planning Section to assist in the development, continuous updating and implementation of EOC Action Plans. Advise on External Agencies – Assist and serve as an advisor to the EOC Director and Planning Section Chief, providing information and guidance related to the external functions of the EOC. Help Set Priorities – With your knowledge of the EOC and external agencies, assist the EOC Director and EOC Group in developing overall EOC priorities. Advise on the capabilities and willingness of external agencies to undertake cooperative actions.
5. Lead VIP Tours Lead VIP Tours – Conduct VIP and visitor tours of the affected areas in the region and the EOC facility, and explain the functions within. Participate in Media Tours – Working with the EOC Information Officer, conduct media tours of EOC facility as requested.
Before Leaving: Notify external non-represented agencies in the EOC of the planned demobilization, as appropriate. Assist with the deactivation of the EOC at the designated time, as appropriate. Follow the Generic "Before Leaving" Checklist.
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Function Aids: Aids x See EOC Contacts in Annex F
Forms x Contact Log (Form EOC 410) x Position Log (Form EOC 414) x EOC Check-in / Check-out List (Form EOC 511)
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Information Officer
Responsibilities: Provides overall coordination of information for all public information, media relations and internal information sources for the EOC, in support of the site Incident Commander and site Information Officer. Coordinates and supervises all staff assigned as Assistant Information Officers and their activities.
1. Gather Information – Collect and verify relevant information on the emergency from a range of sources, both internal and external to the EOC. Coordinate all information collection with the EOC Planning Section Chief and EOC Risk Management Officer. 2. Keep the Public Informed – Implement and maintain an overall public information release program, providing hazard, safety, and general impact information. 3. Facilitate News Media Relations – Accommodate the news media requirements for accurate information and access to damaged areas, within the bounds of EOC policies. 4. Provide Internal Information – Keep members of the EOC, all Incident Command Posts, and other agencies informed on the status of the emergency and the EOC objectives. 5. Manage the EOC Information Function – Create and maintain an organization to serve the information interests of the public.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Determine staffing requirements and make required personnel assignments for the Information Section. Assess information skill areas required in the EOC such as message writing, issues management, media briefings, and event planning. Inform every EOC member that all media contacts should be referred to the Information Officer, and provide your contact information.
Main Checklist: 1. Gather Information Identify Information Needs – Anticipate the type of information to collect and disseminate, appropriate to the threat at hand and considering: Status of threat SLRD community elements affected Resources available and assigned Prognosis for short-term and long term Public advisories Identify Information Sources – Identify a range of information sources,
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both internal and external to the EOC. Coordinate with the Planning Section and identify methods for obtaining and verifying significant information as it develops. Collect Information – Collect and verify relevant information on the emergency. Maintain a Disaster Assistance Information Directory, with numbers and locations to obtain food, shelter, supplies, health services, etc. Collaborate with Others – Coordinate all information collection with the EOC Planning Section Chief and EOC Risk Management Officer. Work with Information Officers at Incident Command Post(s), at other EOCs in the region, and the PREOC to ensure consistent information.
2. Keep the Public Informed Prepare Messages – Develop messages to ensure the SLRD public receives complete, accurate, and consistent information. Check with the EOC Risk Management Officer for any potential liability or safety concerns. Ensure that announcements, emergency information and materials are prepared for special populations (non-English speaking, hearing impaired, etc.), if required. All information releases must be approved by the EOC Director and copies must be retained. Establish Call Centre – Develop a public information telephone service or call centre to provide information and advice concerning the emergency in the region. Work with the EOC Logistics Section Chief, who will arrange for telephone equipment and services. Ensure that call takers are mobilized to accommodate the needs. Provide call takers with timely and accurate message sheets so they offer only confirmed and approved information. Set up Community Information Boards – Maintain up-to-date status boards and other references at one or more public information centres, including Reception Centres. Make Radio and TV Announcements – As approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public through the electronic news media. Establish a Website – Establish an Emergency Information Website to facilitate public information. Consult with Logistics Section and the SLRD for protocols. Coordinate Public Information – Establish distribution lists for recipients of public information releases. Include Site Information Officers, PREOC Information Section, other EOC Information Officers, elected officials, Emergency Social Service Groups, and the Call Centre.
3. Facilitate News Media Relations Develop Media Briefings – At the request of the EOC Director, prepare media briefings for elected officials and/or Policy Group members and
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Information Officer
provide other assistance as necessary to facilitate their participation in media briefings and press conferences. Promptly provide copies of all media releases to the EOC Director. Receive Media Calls – Arrange through logistics appropriate staffing and telephones to efficiently handle incoming media calls. Facilitate Site Visits – Ensure that adequate staff members are available at incident sites to coordinate and conduct media tours of the disaster areas when safe. Establish Media Centre – Establish a Media Information Centre near the EOC, as required, providing necessary space, materials, telephones and electrical power. Develop the format for press briefings working with the EOC Director. Develop and publish a media briefing schedule, to include location, format, and preparation and distribution of handout materials. Monitor the News – Monitor news media broadcasts and written articles for accuracy. Develop follow-up news releases for rumour control; consult with the Risk Management Officer on appropriate wording and actions to take in correcting erroneous information. Keep the EOC Director advised of all major critical or unfavourable media comments. Coordinate With Others – Coordinate media releases with officials representing other affected emergency response agencies, such as the Ministry of Forests. Arrange for appropriate EOC or agency staff to answer technical questions from members of the media.
4. Provide Internal Information Keep Responders Informed – Develop information sheets to keep members of the EOC, all Incident Command Posts, and other agencies informed on the status of the emergency and the EOC objectives. Facilitate EOC Tours – In consultation with EOC Director and Liaison Officer, coordinate VIP and visitor tours of the EOC facility. Coordinate with Others – Liaise with the Information Officers at site(s), other EOCs and the PREOC and other external agencies. Work with the Liaison Officer to keep external agencies informed on the EOC status and operations.
5. Manage the EOC Information Function Select Information Personnel – Appoint available Information staff members to appropriate functions and identify replacements for extended operations. Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements are known. Monitor Effectiveness – Supervise all staff assigned as Assistant Information Officers and their activities. Monitor the activities of the Information staff to ensure appropriate actions.
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Assume Control of the Information Function – Direct the overall collection and dissemination of information, working with other relevant agencies and jurisdictions as required.
Before Leaving: Prepare final news releases and advise media representatives of points-of-contact for follow-up stories. Assist EOC Director with demobilization procedures and contribute to the recovery planning effort. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Call Centre Guide x Informing the Public x News Media Contacts
Forms x Evacuation Message (EOC Form 420) x Evacuation Instructions (EOC Form 421) x Spokesperson Media Statement (EOC Form 422) x Media Tracking Report (EOC Form 423) x Media Conference Attendance Record (EOC Form 424) x Position Log (EOC Form 414)
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Operations Section Chief
Responsibilities: The EOC Operations Section Chief coordinates resource requests, resource allocations, and response operations in support of Incident Commanders at one or more sites.
1. Maintain Communications – Establish communication links with Incident Command Posts, Department Operation Centres, and the Provincial Regional EOC, if activated. 2. Participate in EOC Action Planning Meetings – Prepare Section objectives for presentation at EOC action planning meetings, at least once in each operational period. 3. Coordinate Response – Direct the coordination of operations in cooperation with other agencies. 4. Coordinate Resource Requests – Collect and coordinate resource requests from site(s), working with the EOC Logistics Section and the PREOC. 5. Share Operational Information – Collect and distribute operational information to the Planning Section, the EOC Information Officer, and other EOC Sections. 6. Manage the Operations Section – Establish the appropriate Operations Section Branches or Divisions and continuously monitor organizational effectiveness.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate appropriate branches and designate Branch Coordinators as necessary: Fire Police Ambulance Health Emergency SocialServices Environmental Engineering Utilities Others as needed
Main Checklist: 1. Maintain Communications Determine Status – Obtain a current communications status briefing from the EOC Logistics Section Chief. Obtain Equipment – Ensure that there is adequate equipment and frequencies available for the Operations Section. Work with the EOC
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Logistics Section Chief. Establish Communications – Establish and maintain communication links (e.g., radio or telephone contact) with the Operations Section in each Incident Command Post, in each activated Reception Center, and with the PREOC Operations.
2. Participate in EOC Action Planning Meetings Determine Issues and Objectives – Identify key issues currently affecting the Operations Section. Meet with Section personnel and determine appropriate section objectives for each operational period. Determine Needs – Based on the known or forecasted situation, determine likely future needs of the Operations Section. Contribute to Action Plans – Prepare for and participate in EOC Action Planning meetings and other relevant EOC Management Team meetings (See form EOC 401A for Briefing Format). Determine Strategies – Detail the strategies required for carrying out the objectives of the Operations Section.
3. Coordinate Response Implement Objectives – Work closely with each Branch Coordinator in the Operations Section to ensure implementation of all objectives defined in the current Action Plan. Coordinate Response – Coordinate overall response, resources and event status information.
4. Coordinate Resource Requests Coordinate Internal Resource Requests – Ensure that Operations Section branches coordinate all initial resource needs through the Logistics Section. Coordinate External Resource Requests – Authorize external resource requests and forward extraordinary and critical resource requests to the EOC Director for approval (see form EOC 514). Ensure the proper codes are noted on the Resource Request Form and on all invoices to support a claim for financial assistance, including the PEP Task Number and Expenditure Authorization Form Number, if applicable. Coordinate Mutual Aid Requests, If Required – Forward requests for mutual aid under existing agreements to the EOC Director for consultation with the SLRD Policy Group. Requests for assistance should be made by the SLRD Chair or Board to the local authority providing resources. Track Costs – Alert the Finance / Admin Section Chief of the request to track costs.
5. Share Operational Information
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Keep Planning Section Informed – Ensure that situation and resources information is provided to the Planning Section as the situation requires, including Branch Status Reports and new incoming incident reports. Keep EOC Director Informed – Brief the EOC Director and other EOC Group members. Brief Operations Section – Brief Branch Coordinators and Section Staff periodically on any updated information you may have received. Keep PREOC Informed – Share status information with PREOC, as appropriate.
6. Manage the Operations Section Set Up Section – Ensure that the Operations Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section from the Personnel Unit as necessary to maintain 24-hour staffing capabilities, as necessary. Coordinate with the Liaison Officer regarding the need for Agency Representatives from external organizations in the Operations Section. Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from each activated Operations Branch prior to each Action Planning meeting. Participate in Action Planning Meetings, using EOC Briefing Format (Form EOC 401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance/Administration Section.
Before Leaving: Deactivate branches and any organizational elements when no longer required. Determine demobilization status of all operations and advise the EOC Director. Ensure that all paperwork is complete and logs are closed and sent to the Documentation Unit in the Planning Section. Ensure that any open actions are assigned to appropriate agency and/or EOC staff as appropriate. Follow the Generic "Before Leaving" Checklist.
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Function Aids: Aids
Forms x EOC Briefing Format (Form EOC 401A) x Position Log (Form EOC 414) x Request for Resources or Assistance (Form EOC 514)
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Fire Branch Coordinator
Responsibilities: The EOC Fire Branch Coordinator manages fire resource requests in support of Incident Commanders at one or more sites. The Fire Branch does not direct suppression or rescue activities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Coordinate resources for major structural fire – Coordinate the acquisition of fire / rescue resources, call utilities and allocate crews to sites according to EOC priorities. 2. Coordinate hazardous materials response – Coordinate contacts for response personnel and equipment if requested by Incident Commander. 3. Coordinate structural protection during wildland/urban interface fire – Coordinate structural fire resources operating in unified command with BC Forest Service. 4. Coordinate light and heavy search and rescue – Coordinate search and rescue operations in collapsed structures, including mutual aid. 5. Manage the Fire Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary groups within the Fire Branch: Structural Fire Suppression Group Hazmat Group Wildland Fire Suppression Group Search and Rescue Group
Main Checklist: 1. Coordinate Resources for Major Structural Fire Coordinate Fire Resources – Coordinate fire resources acquired outside mutual aid. The EOC Logistics Section will mobilize and arrange to transport these resources. NOTE: Incident Commanders control response activities at the site of an emergency. Incident Commanders are authorized to request and control structural fire resources available through mutual aid. Allocate Resources by Priorities – Allocate resources to Incident Commanders based on EOC priorities among several sites, in consultation with the SLRD EOC Director. Work with Other EOCs – Coordinate use of area fire suppression resources with the Fire Branch Coordinators at other EOCs. Ensure Preservation of Evidence – Advise Incident Commanders to
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Fire Branch Coordinator
preserve evidence where emergency may be caused by criminal activity, such as suspected act of terrorism.
2. Coordinate Hazardous Materials Response Contact Shippers – If requested by Incident Commander, contact private company suppliers, who are responsible for emergency response plans and the costs of response under the federal Transportation of Dangerous Goods Act, Section 7. Alert PEP – Notify PEP for "fan-out" alert of incident and resource requirements, including the Environmental Emergency Response Officer from the Ministry of Water, Land and Air Protection. Relay CANUTEC Information – Contact the Canadian Transport Emergency Center (CANUTEC) at Transport Canada and coordinate the exchange of information and instructions to the site, if requested by Incident Commander. Access Expertise – Contact PREOC for permission to access hazardous materials experts and equipment, if requested by Incident Commander. Arrange for Technical Specialists – Contact technical specialists at a Lower Mainland Fire Department, e.g., Surrey, if requested by Incident Commander.
3. Coordinate Structural Protection During Wildland/Urban Interface Fire Coordinate Structural Protection Resources – Arrange for and coordinate resources for structural fire protection. NOTE: Fire Chiefs or designates will join BC Forest Service Incident Commander in unified command, and Fire Department personnel will report to Operations Section Chief at the Incident Command Post. Work with Office of the Fire Commissioner – Liaise with Provincial Fire Commissioner, as required, to coordinate fire protection resources from external agencies.
4. Coordinate Light and Heavy Search and Rescue Coordinate Urban SAR (search of buildings) – Coordinate light and heavy urban search and rescue efforts in support of site operations. NOTE: All ground and inland waters search and rescue operations are coordinated through the Police Branch. Acquire Additional Resources – Contact the PREOC for assistance with Heavy Urban Search and Rescue, if required.
5. Manage the Fire Branch Work with Office of the Fire Commissioner – Liaise with Provincial Fire Commissioner for hazards involving fire and explosion, as required. Set Objectives for Each Operational Period – Prepare objectives for
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the Fire Branch for the coming operational period. Provide Fire Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Fire Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Forward any input towards the After Action Report to the Operations Section Chief. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Police Branch Coordinator
Responsibilities: The Police Branch Coordinator manages RCMP resource requests in support of Incident Commanders at one or more sites. The Police Branch does not direct RCMP activities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Enforce Laws During Emergency – Coordinate law enforcement operations to provide for the security of people and property. Request and coordinate RCMP mutual aid. 2. Secure Affected Area(s) – Control access to affected areas, secure sites for subsequent investigation, and preserve evidence. 3. Control Traffic – Coordinate traffic control, and clear routes for emergency vehicles. 4. Coordinate Ground Search and Rescue – Coordinate ground search and rescue operations within the jurisdiction, including mutual aid. Coordinate services for the deceased with support of Coroner. 5. Implement Evacuation Orders – Inform affected persons of evacuation alerts and orders, organize the transportation of evacuated persons to safety through Logistics Section, and secure evacuated areas. 6. Manage the Police Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary units within the Police Branch: Evacuation Unit RCMP Operations Unit Coroner Unit Search and Rescue Unit
Main Checklist: 1. Enforce Laws During Emergency Coordinate Site Operations – Coordinate law enforcement operations at one or more sites during a major emergency or disaster. Arrange for Mutual Aid – Determine the need for and arrange for RCMP mutual aid.
2. Secure Affected Area(s) Control Area Access – Establish perimeters and control points around the affected area to control access, if requested by Incident Commander. Support Investigations – Secure site for subsequent investigation.
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Preserve Evidence – Advise Incident Commanders to preserve evidence where emergency may be caused by criminal activity or negligence. Secure Marine Access to Area – As appropriate, advise PEP to initiate “Notice to Mariners.”
3. Control Traffic Control Area Traffic – Working with Incident Commanders, coordinate area-wide traffic control operations during a major emergency. Keep Emergency Vehicle Routes Open – Upon request of Incident Commanders, clear routes for emergency vehicles.
4. Coordinate Ground Search and Rescue Coordinate Ground SAR – Coordinate all ground and inland waters search and rescue operations in the jurisdiction. NOTE: Light and heavy search and rescue (digging through buildings) is coordinated through the Fire Branch. Support Coroner Services – Determine need for Coroner's services, and confirm that the Coroner has been alerted. Ensure Coroner activities are coordinated within the Police Branch of the EOC. Body recovery is a shared responsibility in support of Coroner. Coordinate Services for Deceased – Coordinate services for the deceased and their immediate families, including notification of next-of- kin and information to family members.
5. Implement Evacuation Orders Assess Population to Be Evacuated – Prepare map of area to be evacuated, determine number of evacuees, and identify any special considerations. Identify Evacuation Routes – Prepare a map of evacuation routes, including aquatic / aircraft evacuation points. Working with ESS Director, identify destinations for evacuees. Implement Evacuation Alerts and Orders – Coordinate the issuance of evacuation alerts and orders to affected persons, as requested by the EOC Director, including door-to-door visits and commercial radio messages. Coordinate Neighbourhood Evacuation – Deploy personnel to inform residents of alert or evacuation order. Coordinate community groups through the Community Coordinator. Transport Evacuees – Coordinate the transportation of evacuated persons to safety, as required and in cooperation with EOC Logistics Branch. Monitor Evacuation – Sweep evacuated area, if safe to do so. Collect and summarize reports from traffic control points on vehicle numbers
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leaving evacuated area. Secure Evacuated Areas – Coordinate security patrols of evacuated areas to prevent theft and vandalism, where safe to do so. Establish an access permit system to allow temporary access to evacuated areas, if approved by Incident Commander.
6. Manage the Police Branch Work with PREOC – Liaise with the PREOC for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Fire Branch for the coming operational period. Provide Police Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Police Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Determine demobilization status of branch units and RCMP operations. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Annex E - Evacuation Plans
Forms x Position Log (Form EOC 414) x Steps in a Legal Evacuation x Evacuation Alert Bulletin x Evacuation Order Bulletin x Shelter-in-Place Bulletin x All Clear Bulletin
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Ambulance Branch Coordinator
Responsibilities: The Ambulance Branch Coordinator manages ambulance resource requests in support of Incident Commanders at one or more sites. The Ambulance Branch does not direct activities at the site, but allocates resources to meet EOC priorities. If two or more EOCs are activated, ambulance resources will be coordinated regionally through the PREOC.
1. Determine Need for Ambulance Resources – Determine need for ambulance resources among site Safety Officers and other Operations Section Branch Coordinators within the EOC. 2. Coordinate Ambulance Resources – Determine the availability of ambulance resources in the local area and region, and ensure appropriate resources are identified and mobilized. 3. Distribute Casualties to Hospitals – Coordinate the transportation of the injured to evenly distribute casualties among medical facilities. 4. Evacuate Health Care Facilities – Coordinate the transportation of persons evacuated from health care facilities, under the direction of the Incident Commander. 5. Manage the Ambulance Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Determine Need for Ambulance Resources Establish Site Communications – Establish and maintain communication with the site(s). Determine Need to Assist Victims – Determine status and need for ambulance resources. Coordinate with Incident Commanders to ensure adequate resources are available at rescue sites to triage, treat, and transport extricated victims. Determine Need to Assist First Responders – Liaise with site Safety Officers and other EOC Operation Branch Coordinators to provide ambulance and first aid for responders.
2. Coordinate Ambulance Resources Identify Available Resources – Determine the availability of BC Ambulance resources in the operational area and region. Ensure that all available auxiliary ambulance resources are identified and mobilized as required. Obtain Additional Ambulance Resources, As Needed – Call in crews as required by the emergency.
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Acquire Non-Ambulance Resources – Coordinate with the Logistics Section to acquire non-ambulance transportation, such as local resources for moving the walking wounded, as required or requested. Coordinate Regional Resources – Relocate ambulance resources within the region and from elsewhere in province to meet needs.
3. Distribute Casualties to Hospitals Coordinate Victim Transportation – Coordinate the transportation of injured victims to appropriate medical facilities as required to ensure casualties are evenly distributed to receiving facilities. Coordinate destinations with regional Health Authority and PREOC. Keep Hospitals Informed – Keep hospitals informed of the number of cases to expect.
4. Evacuate Health Care Facilities Coordinate Transportation of Medical Evacuees – Coordinate the transportation of evacuated persons requiring medical care from any facility under evacuation alert or order, working with facility administrators.
5. Manage the Ambulance Branch Work with PREOC – Liaise with the PREOC for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Ambulance Branch for the coming operational period. Provide Ambulance Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Ambulance Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Health Branch Coordinator
Responsibilities: The Health Branch Coordinator ensures coordination of hospitals, health units, continuing care, mental health and environmental health within the area.
1. Coordinate Preventative Measures in Public Health – The Health Branch Coordinator oversees community efforts to prevent illness from contaminated water or food during the emergency, including inspection of potable water, food delivery, and sewage systems. 2. Assist with Medical Transportation – Assist in identifying and mobilizing available ambulance resources, including air transportation. 3. Coordinate Health Care Facilities and Resources – Coordinate health care delivery, including special needs for pharmaceuticals, physically challenged or medically disabled persons, and care for displaced home care clients. Coordinate health care needs at Reception Centres. 4. Coordinate Additional Health Facilities – Coordinate establishing additional health facilities, such as an advanced treatment centre or 200 bed emergency hospitals. 5. Manage the Health Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Establish communications with Health Authority local EOC, and with Health Branches in other EOCs and at the PREOC. Determine capability of Health Authority to treat casualties. Determine the status and availability of mutual aid resources in the operational area, specifically industrial first-aiders, St. John Ambulance and private / industrial ambulances. Assess and anticipate health services required to support the situation.
Main Checklist: 1. Coordinate Preventative Measures in Public Health Coordinate Immunization and Epidemic Control – Provide public health measures including epidemic control and immunization programs in consultation with Medical Health Officer. Monitor Potable Water – Ensure that potable water supplies are inspected and monitored. Monitor Food Quality – Ensure that food quality is regulated and inspected. Monitor Sewage Systems – Ensure that sewage systems are operating at acceptable levels.
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Coordinate Health Inspection of Mass Feeding – If mass feeding areas are established, advise Environmental Health Officers on locations for inspection purposes. Monitor Stress – Consider the need for critical incident stress debriefings for responders and affected persons.
2. Assist Ambulance Branch with Medical Transportation Advise Ambulance – Advise on ambulance resources and medical transport needs. Assist Ambulance Resources – Assist in identifying and mobilizing available ambulance and auxiliary ambulance resources as required. Assist Medical Transportation – Assist with the transportation of injured victims and health care personnel to appropriate medical facilities as required or requested. Assist Acquiring Non-Ambulance Transportation – Coordinate with the Logistics Section to acquire suitable non-ambulance transportation, such as buses for injured. Assist Medical Air Transportation – Coordinate air transportation with Air Operations Branch. Assist Distribution of Casualties – Assist the Ambulance Branch Coordinator in ensuring that casualties are evenly distributed to receiving facilities.
3. Coordinate Health Care Facilities and Resources Assist Acquiring Health Supplies – Coordinate with the Logistics Section and the Health Authority to obtain necessary supplies and equipment to support local health emergency response. Assist Acquiring Pharmaceuticals – Assist with the coordination of pharmaceuticals as required or requested. Coordinate Support for Disabled – Coordinate and support health services for physically challenged or medically disabled persons. Assist Other Health Care – Assist with the coordination of other health care resources as required or requested. Assist Sheltering Home-Care Clients – Liaise with ESS Branch Coordinator to assist with sheltering of displaced home care clients if needed. Coordinate Health Services at Reception Centres – Coordinate health care needs at Reception Centres with ESS Branch Coordinator and contact the Health Authority if service delivery cannot be maintained.
4. Coordinate Additional Health Facilities Coordinate Extra-ordinary Health Facilities – Coordinate moving and establishing advanced treatment centre and/or 200 bed emergency hospitals, if needed. The activation and deployment of these units will
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be determined by the Health Authority and the BC Ambulance Service. (Note: These units are not small and take time to establish.)
5. Manage the Health Branch Work with PREOC – Liaise with the PREOC for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Health Branch for the coming operational period. Provide Health Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Health Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Request for Resources or Assistance (EOC Form 514) x Position Log (Form EOC 414)
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Emergency Social Services Branch Coordinator
Responsibilities: The ESS Branch Coordinator works with volunteer and private agencies in the region to provide food, clothing, shelter and other essential services as required for evacuees, displaced persons, and disaster victims in the affected area.
1. Determine Need for ESS – Determine status of emergency and assess the level of ESS needed with EOC Director. 2. Acquire ESS Resources – Call-out ESS volunteers, and ensure that other appropriate ESS resources are identified and alerted. 3. Coordinate Reception Centres and Other ESS Services – Coordinate the delivery of food, clothing, shelter, health and other essential services for disaster victims in the area. 4. Coordinate Community Health Services – Liaise between the Reception Centres and the Health Authority for the provision of health services. 5. Manage the ESS Branch – Oversee the development of branch objectives, status reports, and daily expenditures. Liaise with the Min. Human Resources (MHR) to coordinate regional resources, as required.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Determine Need for ESS Determine ESS Needs – Determine status of emergency and assess the level of ESS needed. Identify PEP Task Number – Note PEP Task Number and relay it to all Reception Centre Managers.
2. Acquire ESS Resources Alert ESS Teams – Initiate call-out to ESS Volunteers and ESS agencies (e.g., Red Cross, Salvation Army) and advise to "stand-by." Activate Reception Centres – Open one or more Reception Centers, Group Lodgings or other alternate services. Transport ESS Resources – Coordinate with the EOC Transportation Unit to arrange suitable transportation for ESS volunteers and supplies, as needed. Refer to the Resource Annex for resource contacts. Coordinate ESS Mutual Aid – Request ESS mutual aid from other communities, if required, in support of emergency social services. Work with Logistics to ensure proper resource request procedures are followed.
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3. Coordinate Reception Centres and Other ESS Services Acquire Communications – Work with the EOC Logistics Section Chief to ensure telephone and/or radio communications are established with: 1) Reception Centres, 2) Group Lodging Sites, 3) Other ESS support agencies, 4) Min. Human Resources Regional Office, and 5) PREOC. Coordinate Resource Delivery – Coordinate the delivery of food, clothing, shelter, health services, and other essential services for disaster victims. Coordinate ESS resources with local suppliers and private agencies. Monitor Status of Reception Centres – Determine the status of Reception Centres and any needs for resources. Develop and maintain a status board or other reference that depicts 1) Location of each Reception Centre, 2) Name of the Reception Centre Manager, 3) Phone and fax numbers for the Reception Centre, and 4) Number of persons processed by date and in total. Authorize ESS Expenditures – Ensure emergency expenses and extensions for ESS are pre-authorized by the Min. Human Resources. Coordinate Mutual Aid Requests – Facilitate requests for ESS resources from other communities in the region, and/or from the PREOC, if able to do so. Seek approval from EOC Director before committing ESS resources to another community.
4. Coordinate Community Health Services Work with Health Authority – Request Health Authority attendance to support public health services. As a back-up, also contact the Medical Health Officer on call. Support Health Services at Reception Centres – The ESS Branch Coordinator may be required to work with the Health Branch Coordinator in using Reception Centres as emergency health care facilities.
5. Manage the Health Branch Work with MHR and Health Authority in PREOC – Coordinate mutual aid resources with Reception Centre Managers. Liaise with the Min. Human Resources for coordination of regional resources, as required. Work in partnership with the Health Authority for Reception Centre supplies required for services beyond Stage 1 first aid, including establishment of temporary hospitals. Set Objectives for Each Operational Period – Prepare objectives for the Health Branch for the coming operational period. Provide Health Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Health Branch status reports to the EOC Resource Unit in the Planning Section.
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Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Determine demobilization status of ESS services (e.g. closing of reception centres, group lodging, volunteer centre, registration sites, etc.) and the deactivation of the ESS Headquarters and advise the Operations Section Chief. Coordinate the transition of ESS services to Min. Human Resources regional office and recovery unit to ensure follow-up and/or continued services are provided to disaster victims. Ensure all Registration and Inquiry documentation are secured by the Red Cross, and all referral forms for ESS services are archived by Min. Human Resources or the ESS Headquarters. Collect all other completed ESS paperwork from all the ESS service centres, and deliver to the Documentation Unit for appropriate storage. Participate in debrief and assemble ESS "lessons learned" and suggestions for improvements. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x ESS Reception Centre Group Lodging Situation Report (EOC Form 417) x ESS Situation Report (EOC Form 418) x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Environmental Branch Coordinator
Responsibilities: The Environmental Branch Coordinator assists site activities designed to protect the environment and coordinates local and regional response to hazardous spills, waste disposal issues, and other environmental concerns.
1. Assess Situation and Identify Needs – Gather information on environmental issues, damage and threats. Determine priorities for environmental assistance with the sites and the EOC Operations Section Chief. 2. Acquire Environmental Resources – Determine the availability of resources for environmental protection in the area, and ensure all resources are identified and mobilized. 3. Coordinate Environmental Resources – Coordinate local response to hazardous spills, waste disposal, working with regional and provincial environment officials and the private sector. 4. Manage the Environmental Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures. Liaise with the MHR for coordination of regional resources, as required.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Assess Situation and Identify Needs Communicate with Site –Establish and maintain communication with the site(s) and determine status and need for environmental protection. Collect Information – Gather information on environmental issues, damage and threats. Forward to Situation Unit. Identify issues – Assess and anticipate environmental concerns and recommended responses in support of the emergency situation. Identify Requirements – Determine the scope and priority of environmental assistance required in consultation with the EOC Operations Section Chief and other Branch Coordinators.
2. Acquire Environmental Resources Assess Resources – Determine the status and availability of resources for environmental protection in the operational area. Mobilize Resources – Ensure that all available resources are identified and mobilized as required. Assess Waste Disposal Options – Determine the status and availability of waste storage and disposal facilities in the area. Acquire Resources – Coordinate with the Logistics Section to acquire
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additional resources as required.
3. Coordinate Environmental Resources Coordinate Resources – Assist and/or coordinate local response to hazardous spills, waste disposal, working with regional and provincial environment officials and the private sector. Coordinate Haz Mat Response – Coordinate hazardous materials response and support in cooperation with Fire Branch Coordinator, for situations involving hazardous materials. Collaborate with Others – Liaise with Min. Water, Land and Air Protection and regional Health Authority to assist and consult with exposure to hazardous materials and impacts on water and air resources.
5. Manage the Environmental Branch Work with PREOC – Coordinate mutual aid resources with Environmental Branch Coordinator(s) in other EOCs, as required. Liaise with the Provincial Regional Emergency Operations Centre (PREOC) for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Environmental Branch for the coming operational period. Provide Environmental Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Environmental Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Forward any input towards the EOC After Action Report to the Operations Section Chief. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Engineering Branch Coordinator
Responsibilities: The EOC Engineering Branch Coordinator manages resource requests in support of Incident Commanders at one or more sites. The Engineering Branch does not direct assessment or repair activities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Assess Situation and Identify Needs – Gather information on damage and threats to public facilities, infrastructure systems, and public works. Assess the extent of damage and recommend repairs. 2. Acquire Engineering Resources – Identify the availability of resources for engineering operations in the area, and ensure that required resources are identified and mobilized. 3. Coordinate Engineering Resources and Projects – Coordinate engineering operations at the sites, including removing debris, maintaining emergency access routes, advising on safety of structures, and coordinating repair projects according to priorities set by EOC. 4. Manage the Engineering Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary groups within the Engineering Branch: Damage/Safety Assessment Group Roads and Bridges Group Public Works Group
Main Checklist: 1. Assess Situation and Identify Needs Communicate with Site – Establish and maintain communication with the site(s) and determine status and need for engineering support. Collect Information – Gather information on damage and threats to public facilities. Forward information to the EOC Situation Unit. Assess Damage – Survey all infrastructure systems and public works, such as local roads, bridges, water supply systems, sewer systems, and public buildings within the area. Identify Needs – Assess the extent of damage and recommend courses of action for repair. Support damage and safety assessments carried out by the Situation Unit in the EOC Planning Section for both public and private facilities.
2. Acquire Engineering Resources Assess Resources – Determine the status and availability of resources
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for engineering operations in the area. Mobilize Resources – Ensure that all available resources are identified and mobilized as required. Acquire Resources – Coordinate with the Logistics Section to acquire additional resources as required. Allocate resources to Incident Commanders based on EOC priorities among several sites, in consultation with the EOC Director.
3. Coordinate Engineering Resources and Projects Supply Fire Suppression Water – Coordinate water supply for fire suppression with Fire Branch Coordinator. Maintain Road Access – Maintain emergency traffic routes. Assess Buildings – Advise on structural safety of buildings and structures. Remove Debris – Coordinate debris removal services as required. Repair Public Works – Coordinate repair projects to maintain public buildings and infrastructure, according to priorities set by the EOC. Assist and/or coordinate engineering projects to prevent further damage or repair damage.
5. Manage the Engineering Branch Work with PREOC – Coordinate mutual aid resources with Engineering Branch Coordinator(s) in other EOCs, as required. Liaise with the Provincial Regional Emergency Operations Centre (PREOC) for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Engineering Branch for the coming operational period. Provide Engineering Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Engineering Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Utilities Branch Coordinator
Responsibilities: The EOC Utilities Branch Coordinator synchronizes support for the repair of various utilities, including both public and private organizations. The Utilities Branch does not direct repair of utilities at the site, but may coordinate the regional allocation of resources to meet EOC priorities.
1. Report on the Situation – Gather information on damage and threats to utilities, and report on the extent of damage and time required for repairs. 2. Acquire Utility Resources – Identify the availability of resources for utilities in the area, and ensure that required resources are identified and mobilized. 3. Coordinate UtilityRepair – Coordinate support for utility repair and restoration, including travel restrictions to enhance public safety during repairs. Distribute available resources according to priorities set by EOC. 4. Manage the Utilities Branch – Oversee the development of branch objectives, status reports, and daily time sheets and expenditures.
Reports To: EOC Operations Section Chief or EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Report on the Situation Liaise with Utility Providers – Establish and maintain communications with the utility providers in the affected area. Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to attend the EOC. Liaise with other utility representatives not present in EOC, and survey all utility systems. Collect Information – Gather information on damage and threats to utilities. Determine the extent of damage to utility systems in the affected area. Assess Damage – Report on the extent of damage and time required for repairs. Identify Water Contamination Concerns – Keep the Health Authority informed of any regional threats regarding water contamination issues.
2. Acquire Utility Resources Assess Resources – Identify the availability of resources for utilities in the area. Mobilize Resources – Ensure that available resources are identified and mobilized. Acquire Resources – Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
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3. Coordinate Utility Repair Set Priorities – Survey all utility systems, and provide restoration priorities to providers. Allocate Resources – Distribute available resources according to priorities set by EOC. Coordinate Resources – Coordinate support for utility repair and restoration, including travel restrictions to enhance public safety during utility repairs.
4. Manage the Utilities Branch Work with PREOC – Coordinate mutual aid resources with Utilities Branch Coordinator(s) in other EOCs, as required. Liaise with the Provincial Regional Emergency Operations Centre (PREOC) for coordination of regional resources, as required. Set Objectives for Each Operational Period – Prepare objectives for the Utilities Branch for the coming operational period. Provide Utilities Branch objectives and status report to the Operations Section Chief prior to the next EOC Action Planning meeting. Report on Status – Forward Utilities Branch status reports to the EOC Resource Unit in the Planning Section. Support Financial Objectives – Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
Before Leaving: Determine demobilization status of the Utilities Branch and utility operations in the area, and advise the EOC Operations Section Chief. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Planning Section Chief
Responsibilities: The Planning Section Chief provides overall collection, evaluation and dissemination of all information concerning the incident, and oversees efforts to understand the current situation, predict further events and damages, and to prepare EOC action plans. Unless delegated to Planning Section staff, the Section Chief is responsible for the following:
1. Assess the Situation – Gather information about the emergency. Collect, analyze, and display situation information. Prepare periodic Situation Reports. 2. Prepare EOC Action Plans – Chair EOC action planning meetings in each operational period. Prepare and distribute EOC Action Plans. 3. Track Resources – Track resources assigned to the EOC and to the Incident Commanders through the EOC and mutual aid. 4. Keep Records – Document and maintain paper and electronic files on all EOC activities. 5. Plan for EOC Demobilization – Set out a schedule for demobilization and assist Section Chiefs in debriefing EOC personnel as they leave. 6. Anticipate Future Events – Conduct advance planning activities to forecast possible events and requirements beyond the current operational period. Report recommendations to the EOC Management Team. 7. Plan for Recovery – Initiate recovery efforts at the earliest time, and develop plans for short-term and long-term recovery appropriate to the needs. 8. Coordinate Technical Specialists – Provide technical support services to EOC sections and branches as required. 9. Manage the Planning Section – Establish the appropriate Planning Section Units and continuously monitor organizational effectiveness. 10. Prepare After Action Report – Coordinate the assembly of "EOC lessons learned" from contributions from EOC staff and from outside agency representatives.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate units within the Planning section as needed and designate Coordinators for each unit:
Situation Unit Damage Assessment Unit Resources Unit Documentation Unit Advanced Planning Unit Demobilization Unit
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Recovery PlanningUnit Technical Specialists Unit
Main Checklist: Refer to checklists in the following sections for more details on each function.
1. Assess the Situation Collect Information – Collect, analyze, and display situation information. Meet with Operations Section Chief; obtain and review any major incident reports. Consider providing a Planning Liaison to the Operations Section. Prepare EOC Situation Report – Produce an EOC Situation Report for approval by the EOC Director with each operational period. Distribute EOC Situation Report to EOC Sections, PREOC or PECC prior to the end of each operational period. Display Information – Ensure that all status boards and other displays are kept current and that posted information is neat and legible. Ensure that the Information Officer has immediate and unlimited access to all status reports and displays. Communicate with PREOC – Liaise with the PREOC Planning Section, if activated, and coordinate Situation Report requirements with them.
2. Prepare EOC Action Plans Advise Section Chiefs – Ensure EOC Section Chiefs provide their objectives prior to each Action Planning meeting. Prepare Action Plan – Prepare an EOC Action Plan for each operational period, based on objectives developed by each EOC Section. Prepare for Action Planning Meeting – In preparation for the Action Planning meeting, ensure that all EOC priorities and objectives are posted or distributed, and that the meeting room is set up with appropriate equipment and materials (easels, markers, Sit Reports, etc.) Chair Action Planning Meetings – Chair the EOC Action Planning meetings approximately two hours before the end of each operational period. Document Meetings – Following the meeting, send approved Action Plan (see form EOC 502) to the Documentation Unit for distribution prior to the next operational period.
3. Track Resources Track Site Resources – Track the type and status of resources assigned through the EOC to Incident Commanders. Track EOC Resources – Track the type and status of resources assigned to the EOC.
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4. Keep Records Document EOC Records – Document and maintain files on all EOC activities. Archive Files – Maintain files on all EOC activities and provide reproduction and archiving services for the EOC, as required.
5. Plan for EOC Demobilization Plan to Staff EOC – Prepare a staffing plan for the EOC that addresses the anticipated activation levels for the coming operational periods, working with the EOC Director. Prepare Demobilization Plan – Prepare a plan for EOC demobilization.
6. Anticipate Future Events Consider Future Events – Highlight forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall priorities of the EOC. Prepare Plans – Develop plans and report, as required.
7. Plan for Recovery Assess Needs – Assess the need for immediate and long-term reconstruction, restoration, and recovery of public infrastructure and services. Control Donations – Issue public messages to control unsolicited donations of unwanted goods. Develop Recovery Plan – Prepare a community recovery plan.
8. Coordinate Technical Specialists Manage Technical Specialists – Provide and manage technical services, such as environmental advisors and other technical specialists to all EOC sections, as required.
9. Manage the Planning Section Set Up Section – Ensure that the Planning Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section from the Logistics Section as necessary to maintain 24-hour staffing capabilities, as necessary. Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from each activated Planning Branch prior to each Action Planning meeting. Lead Action Planning Meetings, using EOC Briefing Format (Form EOC
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401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance/Administration Section.
10. Prepare After Action Report Develop After Action Report – In consultation with Section Units and EOC Management Team, prepare the EOC After Action Report.
Before Leaving: Ensure Demobilization Plan for the EOC is complete, approved by the EOC Director and distributed to all EOC sections. Deactivate units when no longer required. Ensure that all paperwork is complete and logs are closed and sent to the Documentation Unit. Ensure that any open actions are assigned to appropriate agency and/or EOC staff as appropriate. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Action Planning x Damage Assessment x EOC Documentation x EOC Situation Status Board x Mapping x Recovery Planning x Resource Status Board
Forms x EOC Mgmt Team Briefing Agenda (EOC Form 401) x Briefing Format (EOC Form 401A) x Position Log (EOC Form 414) x Damage Assessment (EOC Form 415) x After the Disaster (EOC Form 425) x EOC Situation Report (EOC Form 501) x EOC Action Plan (EOC Form 502) x Request for Resources or Assistance (EOC Form 514) x Personnel, Resource Planning Worksheet (EOC Form 515) x Resources Status (by Type) (EOC Form 516) x Resource Status (by Location) (EOC Form 517) x EOC Major Incident Record (EOC Form 550)
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Situation Unit Coordinator
Responsibilities: The Situation Unit Coordinator collects and organizes information on the incident status, damage, and response. Responsible for the evaluation, analysis, and display of information for use by EOC personnel.
1. Collect Information – Collect situation reports from site(s) and all active functions of the EOC. 2. Assess Damage – Oversee the collection of damage information. Prepare Damage Assessment reports for distribution to EOC and PREOC. 3. Organize Information – Create organizational schemes for collected data to facilitate storage and retrieval of information. Arrange for secure storage of collected information. 4. Analyze Information – Oversee the analysis of all incident or disaster related information. 5. Distribute / Display Information – Prepare maps, status boards, and status reports to report current information.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Collect Information Liaise with Site – Request that the Situation Unit Leader at the site Incident Command Post provides regular situation reports using (Form ICP 209). If required, place field observers in key locations (e.g., Incident Command Post) to facilitate the flow of information to the EOC Situation Unit. Collect EOC Information – Collect status information from each active EOC Section and Management Staff Officer on a regular basis.
2. Assess Damage Collect Damage Information – Oversee the collection of damage information. Some information may be confidential until victims have been notified. Obtain photographic and video documentation of damage. Determine the need for field damage observers. Identify Victims – Identify victims and evaluate the nature and extent of damage caused by the event. Identify the type of primary and secondary losses from the event. Document Damage – Prepare a Damage Assessment (Form EOC 415). Ensure copies go to Risk Management Officer, Recovery Unit, and Documentation Unit. Assist Recovery Effort – Cooperate with the Recovery Organization in assessing damage.
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3. Organize Information Organize Collected Information – Create organizational schemes for collected data to facilitate storage and retrieval of information. Archive Information – Arrange for secure storage of collected information.
4. Analyze Information Evaluate Information – Determine or estimate the following: Geographic extent, fatalities, injuries, households damaged, businesses damaged, transportation damage, infrastructure damage, and other interpretations of collected information.
5. Distribute / Display Information Display Information – Prepare maps, status boards, and other displays contain current and accurate information. Ensure that adequate EOC members are assigned to maintain all information displays. Distribute Situation Reports – Ensure that situation status reports are disseminated to EOC staff and to the PREOC. Coordinate with the Documentation Unit for Plan distribution and reproduction as required. Oversee the preparation and distribution of the EOC Situation Report (Form EOC 501). Support Information Release – Meet with the Information Officer to coordinate access to current information.
Before Leaving: Follow the Generic Before Leaving Checklist.
Function Aids: Aids x EOC Situation Status Board x Damage Assessment
Forms x Position Log (Form EOC 414) x Damage Assessment (Form EOC 415) x EOC Situation Report (EOC 501)
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Resource Unit Coordinator
Responsibilities: The Resource Unit Coordinator works with the Incident Command Post in preparing resource status information, charting the current status and location of resources, and maintaining displays of resource information.
1. Collect Resource Information – Collect resource information from active functions of the EOC. 2. Organize Resource Information – Create organizational schemes for collected resource information to facilitate sharing of status details. 3. Distribute / Display Resource Information – Prepare status boards and resource status reports to share up-to-date information.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Set up a Resource Tracking Board (see sample).
Main Checklist: 1. Collect Resource Information Identify Critical Resources – Obtain list of known critical resources from Planning Section Chief or EOC Director. Obtain copies of critical resource requests from the Logistics Section. Liaise with Operations Section – Coordinate with Operations Section to collect and centralize resource status information. Note: The Resource Unit only tracks resources, it does not obtain or supply them.
2. Organize Resource Information Identify Resources – Use EOC Form 516 to identify resource kind and type, and whether they are Available, Assigned, or Out-of-Service. Monitor Resource Requests – As resource requests are received in Logistics, post the request on a status board and track the progress of the request until filled. Track Resources – Track the progress of resource requests until filled. Coordinate closely with the Operation Section Branches and Logistics Section units, particularly Supply, Personnel, and Transportation.
3. Distribute / Display Resource Information Create Status Board – Develop and maintain resource status boards and/or other tracking display systems. See Resource Status Board sample. Keep Requestors Informed – Assist EOC Operations and Logistics in notifying parties of the status of their resource requests, especially where there may be delays. It is not necessary to track mutual aid resources unless they are ordered through the Logistics Section.
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Resource Unit Coordinator
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Resource Status Board (Sample)
Forms x Position Log (Form EOC 414)
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Documentation Unit Coordinator
Responsibilities: The Documentation Unit Coordinator maintains accurate and complete incident files, and stores both paper and electronic files for legal, analytical, and archival purposes.
1. Collect EOC Documents – Collect records from each active EOC function daily. 2. Take Meeting Minutes – Record proceedings of all EOC briefings and meetings. 3. Copy and Distribute Reports and Plans – Reproduce and distribute approved EOC reports and plans.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Set up and maintain document reproduction services for the EOC. Obtain at least one camera, preferably one digital and one video camera. Main Checklist: 1. Collect EOC Documents Identify Materials to Collect – Meet with the EOC Director to confirm what EOC materials should be maintained as official records. See suggestions, attached. Collect Documents – Collect records from each active EOC function daily. Collect, organize and file all completed event or disaster related documents. Collect Position Logs – Refer to EOC Organization Chart to ensure that you receive position logs from each activated function. Remind EOC members to mark appropriate documents with the date and time.
2. Take Meeting Minutes Record Minutes – Take minutes at all EOC briefings and meetings. Photograph Important Information – Photograph whiteboards (time and date), and other important information generated at the EOC.
3. Copy and Distribute Plans and Reports Distribute EOC Reports and Plans – Reproduce and distribute approved Situation Reports and EOC Action Plans. Keep extra copies of reports and Plans available for special distribution, as required. Photocopy and Produce Documents – Provide document production services to EOC staff.
4. Organize and Secure Documents Store Documents – Arrange for dedicated filing cabinets, preferably ones that can be locked and are fire resistant. Prepare file folders to
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Documentation Unit Coordinator
reflect contents. Secure Documents – Ensure security of EOC records, working with Risk Management Officer.
Before Leaving: Follow the Generic "Before Leaving" Checklist. Arrange to return photocopying equipment. Process all photographs and ensure they are properly labelled.
Function Aids: Aids x EOC Documentation
Forms x Position Log (Form EOC 414)
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Advanced Planning Unit Coordinator Responsibilities: The Advanced Planning Unit Coordinator assesses available information to determine potential future impacts of the event or disaster, particularly issues that might influence overall EOC priorities and objectives.
1. Review Available Information – Review the current reports, plans, and meet with the EOC members to determine the future direction and outcomes of the event or disaster. 2. Identify Approaching EOC Issues – Identify potential response and recovery related issues likely to occur within the next 36 to 72 hours. 3. Recommend EOCObjectives – Prepare an Advanced Plan to recommend EOC objectives in response to approaching issues.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Review Available Information Review Information – Review available situation reports, status reports, action plans, and other significant documents. Liaise with EOC Managers – Meet individually with the EOC Management Team and determine best estimates of the future direction and outcomes of the event or disaster.
2. Identify Approaching EOC Issues Identify Potential Future Implications – Determine potential future impacts of the event or disaster, particularly issues that might modify the overall EOC priorities. Identify Issues – Identify potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours.
3. Recommend EOC Objectives Brief EOC Members – Provide periodic briefings to the EOC Director, Management Staff, and General Staff on approaching issues. Distribute Advanced Plan – Submit an Advanced Plan to the Planning Section Chief for review and approval prior to implementation via briefings with the EOC Director and Management Team. Advise on Recovery Transition – In conjunction with Recovery Unit Coordinator, recommend a transition strategy to the EOC Director when EOC activity shifts from response to recovery.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
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Advanced Planning Unit Coordinator
Forms x Position Log (Form EOC 414)
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Demobilization Unit Coordinator Responsibilities: The Demobilization Unit Coordinator looks ahead to demobilization of the EOC personnel, facility, and equipment resources to ensure that movement is orderly, safe, and cost-effective.
1. Monitor the Need for EOC Resources – Monitor the current situation, and consult with EOC members regarding the need for EOC resources. 2. Prepare Demobilization Plan – In consultation with the EOC Director and others, prepare a plan to demobilize EOC resources. 3. Facilitate Demobilization Plan – Assist EOC members in completing all requirements before leaving the EOC. Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Monitor the Need for EOC Resources Assess Opportunity to Demobilize – Identify opportunities to demobilize EOC resources. Monitor the current situation, including EOC Action Plans, Situation Reports, and resource assignment lists. Liaise with EOC Managers – Consult with Section Chiefs, Branch Coordinators, Liaison Officer and EOC Director regarding the need for EOC resources.
2. Prepare Demobilization Plan Prepare Demobilization Plan – Prepare a draft Demobilization Plan at least once during each operational period for as long as EOC functions are formally staffed. Finalize the Demobilization Plan for approval by the EOC Director. Discuss Demobilization – Circulate the draft Demobilization Plan to the Planning Section Chief, EOC Director, and EOC Management Team for review. Meet individually with the General Staff to discuss the draft Demobilization Plan.
3. Facilitate Demobilization Implement Demobilization – Initiate the Demobilization Plan for the EOC as approved by the EOC Director. Ensure Demobilized Staff Submit Information – Advise all Section Chiefs to ensure that demobilized staff complete and forward to Documentation Unit all reports, time sheets, and exit surveys prior to leaving the EOC. Advise individual EOC members on required actions prior to leaving the EOC. Refer all to the "Before Leaving" Checklist.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
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Demobilization Unit Coordinator Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Recovery Unit Coordinator Responsibilities: The Recovery Unit Coordinator develops a Recovery Plan, identifying the need for recovery, the recovery objectives, the appropriate initial structure, the players, the location of initial recovery facilities, and early recovery messages.
1. Assess Situation – Assess the need for immediate and long-term reconstruction, restoration, and recovery of public infrastructure and services, mental and public health, and the socio-economic fabric. 2. Control Donations – Issue public messages to control unsolicited donations of unwanted goods. 3. Prepare Recovery Plan – Prepare a written plan advising on priorities for recovery of public infrastructure, and continuity of public services. 4. Prepare Community Recovery Plan – Prepare a written community recovery plan for the incident, including recommendations for organization and functions.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Assess Situation Determine Immediate Recovery Needs – Assess the need for immediate reconstruction efforts, such as utility restoration and debris removal. Determine Long-Term Recovery Needs – Assess the need for long- term recovery actions required to restore and recover public and private infrastructure, property, mental and public health, and the socio-economic fabric.
2. Control Donations Issue Public Messages – Initiate public messages to request donations in the form of cash until specific needs can be identified. Work with the Information Officer to ensure this message is released as soon as possible.
3. Prepare SLRD Recovery Plan Develop Facilities Repair Plan – Prepare a written plan advising on the actions required by priority for recovery of roads, potable water systems, sewers systems, hospitals, and other infrastructure to pre- emergency conditions. Develop Business Continuity Plan – Prepare a written plan advising on the activation of the Business Continuity Plan for the continuation of public services by the SLRD.
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Recovery Unit Coordinator
4. Prepare Community Recovery Plan Access Victim Information – Assist ESS Reception Centres in collecting evacuee information and sharing data with the Recovery Organization. Develop Community Recovery Plan – Formulate a community recovery plan for the incident, including recommendations for: x Recommended Functions x Priority of Efforts x Support Requirements x Coordination Requirements x Reporting Requirements
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x Recovery Planning
Forms x Position Log (Form EOC 414)
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Technical Specialist Unit Coordinator Responsibilities: The Technical Specialist Unit Coordinator establishes the work specifications for and assigns technical specialists to the EOC based on requests from management or general staff.
1. Identify Specialists – Locate specialists in subjects that may be needed during response and recovery to the emergency event. 2. Manage Technical Specialists – Assign specialists within the EOC organization and monitor their organizational effectiveness.
Reports To: EOC Planning Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist
Main Checklist: 1. Identify Specialists Inventory Technical Specialists – Maintain inventory of technical specialists, such as meteorologists, fire behaviour specialist, geologists, or engineering experts for multiple incident sites. Confirm Availability – Ensure that qualified specialists are available in the areas required by the particular event or disaster. Coordinate with the Logistics Section to ensure that technical staff are located.
2. Manage Technical Specialists Orient Technical Specialists – Ensure each technical specialist is given an orientation to the EOC and receives instructions on completing a Position Log (EOC Form 414). Collect Contact Information – Obtain a contact information (e.g., business card) from each specialist, if possible. Assign Technical Specialists – Assign technical staff to assist the EOC sections in coordinating specialized areas of response or recovery.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Logistics Section Chief Responsibilities: The Logistics Section Chief coordinates the provision of personnel, facilities, services, equipment, and material in support of the site Incident Command Post and the EOC. Unless delegated to Logistics Section staff, the Section Chief is responsible for the following:
1. Provide Telecommunication and Information Technology Services – Support use of telecommunication and information technology in EOC. 2. Support EOC Operations – Provide and maintain EOC facilities, including all utilities, food, water, and office supplies. 3. Supply Equipment and Material Resources to Sites – Coordinate all requests for resources from initiation to delivery to support Incident Commanders. Track and account for all resources. 4. Coordinate Personnel – Acquire and assign personnel with the appropriate qualifications to support site requests. Develop systems to manage convergent volunteers. 5. Arrange Transportation – Coordinate transportation requests in support of response operations. 6. Manage the Logistics Section – Establish the appropriate Logistics Section Units and continuously monitor organizational effectiveness.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate branches/units within the section as needed and designate Branch and Unit Coordinators for each element: x Information Technology Branch o Communications Unit o Computer Systems Unit x EOC Support Branch o Facilities Unit o Security Unit o Clerical Unit x Supply Unit x Personnel Unit x Transportation Unit
Main Checklist: 1. Provide Telecommunication and Information Technology Services Activate EOC Communications – Support use of information technology in EOC. Establish and maintain EOC telephone, fax, and radio communications. Establish communications with the Logistics Section at the PREOC, if activated. Support Media Centre Communications – Establish
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Logistics Section Chief telecommunications at media centre, working with the Information Officer. Support Reception Centre Communications – Establish communications at Reception Centres, working with the ESS Branch Director.
2. Support EOC Operations Supply EOC Materials – Provide and maintain EOC facilities, including all utilities, food, water, and office supplies. Supply EOC Security – Arrange for and manage EOC security for all areas, working with the Risk Management Officer. Provide Clerical Services – Coordinate secretarial and clerical services for use in the EOC.
3. Supply Equipment and Material Resources to Sites Determine Spending Authority – Meet with the Finance/Administration Section Chief and determine level of purchasing authority for the Logistics Section. Coordinate closely with the Purchasing Unit in the Finance/Admin Section in following all required procedures. Receive Resource Requests – Coordinate all requests for resources from initiation to delivery to support Incident Commanders. Validate resource requests from Incident Commanders prior to acting on a request. Fill Resource Requests – Locate or acquire equipment, supplies, and facilities. Work with Operations Section Chief to establish priorities for resource allocation. Ensure critical resources are allocated according to EOC Action Plan policy, priorities and direction. Track Resources – Ensure that all resources are tracked and accounted for in cooperation with the Planning Section Resource Unit.
4. Coordinate Personnel Receive Personnel Requests – Coordinate requests for EOC personnel, and assign available personnel appropriate with their training and qualifications. Fill Personnel Requests – Acquire and assign personnel with the appropriate qualifications. Support site requests for personnel, accounting for priorities among all sites. Coordinate Volunteers – Liaise with community volunteer organizations to acquire personnel to fill both site and EOC requests. Develop systems to manage convergent volunteers.
5. Arrange Transportation Fill Transportation Requests – Coordinate transportation requests in support of response operations.
6. Manage the Logistics Section
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Logistics Section Chief
Set Up Section – Ensure that the Logistics Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section as necessary to maintain 24-hour staffing capabilities. Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from Logistics Branches prior to Action Planning meetings. Participate in Action Planning Meetings, using EOC Form 401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance/Administration Section.
Before Leaving: Ensure that all paperwork is complete and logs are closed and sent to the Documentation Unit. Ensure that any open actions are assigned to appropriate agency and/or EOC staff as appropriate. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x BCERMS Overview x EOC Communications x EOC FoodPlan x EOC Inventory x Resource Requests x Walk-In Volunteers x Welcome to the EOC
Forms x EOC Shift Schedule (EOC Form 503) x Transportation Plan (EOC Form 507) x EOC Staff Food Plan (EOC Form 508A) x EOC Staff Lodging Plan (EOC Form 508B) x Communications Log (EOC Form 509) x Check-in, Check-out (EOC Form 511) x PEP Registration (EOC Form 512) x Facility/Equipment Inventory for EOC (EOC Form 523) x Request for Resources or Assistance (EOC Form 514) x Position Log (EOC Form 414)
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Information Technology Branch Coordinator Responsibilities: The Information Technology Branch Coordinator ensures the EOC has access to radio, telephone, and other communication means, as well as computer resources and services, as required.
1. Establish and Maintain EOC Telephone and Fax Communications – Provide telephone and fax services to EOC staff. Establish a toll- free Public Information Line or Call Centre, if required. 2. Establish and Maintain EOC Radio Communications – Mobilize and coordinate amateur radio resources to augment primary communication systems as required. 3. Establish Telecommunications at Media Centre – Provide necessary telecommunications when Information Officer establishes a Media Information Centre. 4. Establish Communications at Reception Centres – Establish telephone and radio communications at Reception Centres, and assign volunteer radio operators to external locations as required. 5. Support Use of Information Technology in EOC – Establish computer, printer, Internet access, and email addresses for key EOC functions.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Based on the situation, activate the necessary units within the Information Technology Branch: 1. Communications Unit 2. Computer Systems Unit Prepare objectives for the Information Technology Branch; provide them to the Logistics Section Chief prior to the initial Action Planning meeting. Issue Communications Operational Instruction (COI), containing information specific to the emergency operation and the communication resources available to the EOC. Update the various components periodically, as needed.
Main Checklist: 1. Establish and Maintain EOC Telephone and Fax Communications Supply EOC Telephone and Fax Connections – Ensure telephone and fax resources and services are provided to EOC staff, as required. Support Call Centre – Provide necessary telephone equipment and service if and when Information Officer establishes a toll-free Public Information Line or Call Centre. Post Communications Status Board – Create and maintain a telephone and radio communications status board, and assign telephone numbers to EOC functions.
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Information Technology Branch Coordinator
2. Establish and Maintain EOC Radio Communications Set up EOC Radio Communications – Mobilize and coordinate amateur radio resources to augment primary communication systems as required. Link with Sites and PREOC – Ensure that a radio communications link is established with Incident Commander(s) and the Provincial Regional Emergency Operations Centre (PREOC), if established. Provide Communications Personnel – Ensure that adequate communications operators are available for 24-hour coverage. Develop a shift schedule. Ensure that technical personnel are available for radio communication equipment maintenance and repair. Document EOC Communications System – Develop and distribute a Communications Plan that identifies all systems in use and lists specific frequencies allotted for the event.
3. Establish Telecommunications at Media Centre Support Media Communications – Provide necessary telecommunications when Information Officer establishes a Media Information Centre.
4. Establish Communications at Reception Centres Support Reception Centre Communications – Assist ESS Branch Director with telephone and radio communications at Reception Centres. Assign External Radio Personnel – Assign volunteer radio operators to external locations as required.
5. Support Use of Information Technology in EOC Assess EOC Computer Needs – Determine computer requirements for all activated EOC functions. Establish EOC Computer Capabilities – Establish computer, printer, Internet access, and email systems for the following functions, as directed by Logistics Section Chief: EOC Director Information Officer Planning Section Chief Finance/Admin Section Chief Others, as directed. Train EOC Users – Inform all EOC Sections/Branches/Units regarding the use of information technology. Troubleshoot EOC Systems – Ensure that computer technical personnel are available for equipment and application program maintenance and repair. Track Expenses – Inform the EOC Support Branch Coordinator of any
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Information Technology Branch Coordinator purchases or acquisitions of computer equipment. Maintain Status Board – Create and maintain an Information Technology status board.
Before Leaving: Ensure that all expenditures and financial claims have been coordinated through the Finance / Admin Section. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x EOC Communications
Forms x Position Log (Form EOC 414)
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EOC Support Branch Coordinator Responsibilities: The EOC Support Branch Coordinator ensures that EOC facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.
1. Manage EOC Facilities – Secure access to and manage all EOC facilities. Coordinate utilities, including provision of electricity, heat, water, and waste removal. 2. Manage EOC Equipment and Supplies – Acquire and distribute office supplies, equipment, and refreshment required by EOC personnel. 3. Manage EOC Security –Ensure adequate measures are taken to secure all EOC facilities from access by un-authorized persons. 4. Provide EOC Clerical Support – Arrange for and supervise clerical staff for the EOC.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Manage EOC Facilities Identify EOC Facility Needs – Determine facilities and furnishings required for effective operation of the EOC, working with the EOC Director. Access Non-Owned Facilities – Secure legal access and use of non- owned facilities through contract, working with the Procurement Unit and the Risk Management Officer. Manage EOC Utilities and Maintenance – Coordinate EOC utilities, including provision of electricity, heat, water, and waste removal. Arrange for continuous maintenance of acquired EOC facilities. Clean and Repair EOC Facilities Prior to Return – Ensure all buildings, floors, and workspaces are returned to their original state when no longer needed.
2. Manage EOC Supplies Furnish EOC – Provide furniture, supplies, and materials necessary to configure the EOC facilities in a manner adequate to accomplish the mission. Arrange EOC Refreshments – Ensure adequate and nutritious food and refreshment is provided to EOC staff. Arrange for and supervise food-catering services for EOC staff. Maintain EOC Inventory – Maintain an inventory list of items used by the EOC in response and recovery. Maintain EOC Facilities Status Board – Develop and maintain a status
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EOC Support Branch Coordinator board or other reference that depicts the location of each facility; a general description of furnishings, supplies and equipment at the site; hours of operation, and the name and phone number of the Facility Manager.
3. EOC Security Support EOC Safety – Ensure all structures are safe for occupancy and that they comply with appropriate regulations and bylaws. Support EOC Security – Secure access to EOC facilities. Ensure adequate measures are taken to secure all EOC facilities from access by un-authorized persons. Manage facility keys to limit off-hours access to essential EOC personnel.
4. EOC Clerical Support Manage Clerical Support for EOC – Arrange for and supervise clerical staff for the EOC.
Before Leaving: As facilities are vacated during demobilization, coordinate with the facility manager to return the EOC facility to it's original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility. Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x EOC FoodPlan x EOC Inventory
Forms x Position Log (Form EOC 414)
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Supply Branch Coordinator Responsibilities: The Supply Branch Coordinator oversees the acquisition and allocation of supplies and materials not normally provided through mutual aid or normal agency channels.
1. Meet Site Requests for Equipment and Supplies – Identify the number and type of resources required, where they are needed and the person or unit that should receive the supplies. 2. Acquire Resources –Oversee the acquisition and allocation of supplies and materiel not normally provided through mutual aid or normal agency channels. 3. Coordinate the Delivery of Supplies – Coordinate delivery of supplies and materiel as required. 4. Coordinate with Finance/Admin –Ensure that all required purchase documents and procedures are completed and followed, working with the Finance/Admin Section.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Identify Site Needs for Equipment and Supplies Receive Resource Requests – Process incoming site requests for equipment and supplies. Identify the number and type of resources required, where they are needed and the person or unit that should receive the supplies. Identify Priorities – Coordinate closely with the Operations Section Chief to establish priorities for resource allocation within the operational area. Determine if the item can be provided without cost from another jurisdiction or through the PREOC.
2. Acquire Resources Locate Resources – Acquire equipment, supplies, and facilities. Determine if requested types and quantities of supplies and materials are available in inventory or from the area. Oversee the acquisition and allocation of supplies and materiel not normally provided through mutual aid or normal agency channels. Estimate Arrival Time – Determine the estimated time of arrival of supplies, and advise the requesting parties accordingly.
3. Coordinate the Delivery of Supplies Arrange to Supply Supplies – Supply material and equipment resources to sites. Coordinate delivery of supplies and materiel as required. Coordinate Delivery – Determine if the vendor or provider will deliver
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Supply Branch Coordinator the ordered items. If delivery services are not available, coordinate pick up and delivery through the Transportation Unit. Maintain Status Board – Working with the Resource Unit, maintain a status board or other reference depicting supply actions in progress and their current status (See EOC 515).
4. Coordinate with Finance/Admin Determine Spending Authority – With the Logistics Section Chief, determine level of purchasing authority for the Logistics Section. Coordinate closely with the Purchasing Unit in the Finance/Admin Section in following all required procedures. Seek approval from the Finance/Admin Section Chief for orders exceeding the purchase order limit before completing the order. Facilitate Contracts – If vendor contracts are required for specific resources or services, refer the request to the Finance/Administration Section for development of necessary agreements. Control Costs – Identify high-cost resources that could be demobilized early, and advise other Section Chiefs.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414) x Request for Resource or Assistance (Form EOC 514)
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Personnel Branch Coordinator Responsibilities: The Personnel Branch Coordinator provide personnel resources as requested in support of the EOC and Site Operations. Responsible for Identifying, recruiting, and registering staff and volunteers as required.
1. Support Site Requests for Personnel – Coordinate requests for site personnel, accounting for priorities among all sites. Acquire and assign personnel with the appropriate qualifications. 2. Support EOC Personnel Requests – Coordinate requests for EOC personnel, and assign available personnel appropriate with their training and qualifications. Coordinate with EOC Director or Deputy EOC Director. 3. Coordinate Volunteers – Liaise with community volunteer organizations to acquire personnel to fill both site and EOC requests. Develop systems to manage convergent volunteers. Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Support Site Requests for Personnel Receive Requests for Site Personnel – Process incoming site requests for personnel support. Identify the number of personnel required, special qualifications or training, where they are needed and the person or unit they should report to upon arrival. Acquire Site Personnel Resources – Acquire personnel resources in support of site(s) from 1) Within the jurisdiction, 2) Among outside agencies, and 3) Among community volunteers. Transport Personnel to Site – Coordinate with Transportation Unit to meet personnel requirements for transportation to the site. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly. Maintain Personnel Status Board – Maintain a status board or other reference to keep track of incoming and assigned personnel resources. NOTE: Personnel safety briefings will be provided by the site Incident Commander or Safety Officer.
2. Support EOC Personnel Requests Receive Requests for EOC Personnel – Coordinate all requests for EOC personnel. Identify the number of personnel required, special qualifications or training, where they are needed and the person or unit they should report to upon arrival. Acquire EOC Personnel – Acquire EOC personnel from 1) Within the jurisdiction, 2) Among outside agencies, and 3) Among community volunteers. Maintain EOC Personnel Status Board – In conjunction with the
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Personnel Branch Coordinator Documentation Unit, develop a large poster-size EOC organization chart depicting each activated function. Upon check in, indicate the name of the person occupying each function on the chart. Post the chart where it is accessible to all EOC personnel. Receive and Orient EOC Personnel – Check in all incoming EOC personnel (See Form EOC 511 and Form PEP Task Reg. 512). Coordinate with the Deputy EOC Director and Risk Management Officer to ensure EOC incoming personnel have EOC badges, checklists, vests, and safety briefing upon check-in. Manage EOC Shift Schedules – Develop shift schedules. Accommodate EOC Personnel – Arrange accommodation for out-of- town personnel. Coordinate with ESS Branch, Supply Unit, and Procurement Unit. Manage EOC Stress Counselling – In coordination with the Risk Management Officer, determine the need for crisis counselling for both site and EOC emergency workers, including volunteers. Acquire mental health specialists, as needed.
3. Coordinate Volunteers Liaise with Volunteer Agencies – Establish communications with volunteer agencies and other organizations that can provide personnel resources. Register Volunteers – Register convergent volunteers, as required, using Form EOC 511 and Form PEP Task Registration Form 512.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids x BCERMS Overview x Walk-In Volunteers x Welcome to the EOC
Forms x Position Log (Form EOC 414) x EOC Check-in / Check-out List (Form EOC 511). x PEP Task Registration (Form EOC 512)
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Transportation Branch Coordinator Responsibilities: The Transportation Branch Coordinator arranges for the acquisition or use of required transportation resources in support of site activities and the EOC Action Plan.
1. Determine Transportation Needs and Limitations – Coordinate transportation needs with other EOC personnel, and determine the status of transportation routes in the region. 2. Acquire Transportation Resources – Consult Resource Contact List in ERRP Appendix to identify potential transportation resources. 3. Coordinate Transportation Services – Coordinate the delivery of transportation resources to sites. 4. Develop a Transportation Plan – Develop a Transportation Plan to support the EOC Action Plan.
Reports To: EOC Logistics Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist. Obtain from the EOC Director a copy of the ERRP Resource Contact Appendix.
Main Checklist: 1. Determine Transportation Needs and Limitations Identify Needs – Coordinate transportation needs with Supply and Personnel Units, Operations Section Branches, Information and Liaison Officers. Receive Transportation Requests – Coordinate site requests for transportation services, accounting for priorities among all sites. Coordinate EOC requests for transportation. Assess Transportation Routes – Routinely liaise with the Situation Unit to determine the status of transportation routes in and around the area.
2. Acquire Transportation Resources Identify Resources – Consult Resource Contact List in ERRP Appendix to identify potential transportation resources. Acquire Transportation Resources – Establish contact with local transportation agencies and schools to determine availability of transportation resources. Acquire transportation resources with the appropriate qualifications.
3. Coordinate Transportation Services Deliver Transportation – Coordinate the delivery of transportation resources to sites. Maintain Status Board – Maintain a status board or other reference to keep track of available and assigned transportation resources.
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Transportation Branch Coordinator 4. Develop a Transportation Plan Prepare Transportation Plan – Develop a Transportation Plan to support the EOC Action Plan, working with other EOC personnel. Consider the elements identified as "Suggested Items for a Transportation Plan."
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Finance / Administration Section Chief
Responsibilities: The Finance / Administration Section Chief provides overall administrative and financial services to sites and the EOC, including financial and cost analysis, billing, accounting, filing, and invoice preparation. Unless delegated to Finance / Admin Section staff, the Section Chief is responsible for the following:
1. Record Personnel Time – Collect and process on-duty time for all EOC personnel, including volunteers and agency representatives. Ensure uninterrupted payroll for all employees. 2. Coordinate Purchasing – Control acquisitions associated with emergency response or recovery, including purchase orders and contracts. 3. Coordinate Compensation and Claims – Process workers’ compensation claims within a reasonable time. 4. Record Costs – Maintain financial records for response and recovery throughout the event. Keep the EOC Director, Management Team, and Elected Officials aware of the current fiscal situation. 5. Manage the Finance / Admin Section – Establish the appropriate Finance / Admin Section Units and continuously monitor organizational effectiveness.
Reports To: EOC Director
Getting Started: Obtain the PEP Task Number, if available, from the EOC Director. Advise all personnel, contractors, service providers, and volunteers that they should track their time and costs, and include the PEP Task Number and date on each document they produce. Follow the Generic "Getting Started" Checklist. Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place. Based on the situation, activate Units within Section, as needed, and designate Unit Coordinators for each element: x Time Unit x Purchasing Unit x Compensation and Claims Unit x Cost Unit
Main Checklist: 1. Record Personnel Time Record Time Sheets – Collect and record on-duty time for all EOC personnel, including volunteers and SLRD representatives. Note: Use the same time sheet forms used in non-emergency times, if possible. Forward Time and Expenses for Processing – Forward timesheets and
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Finance / Administration Section Chief expense forms to SLRD office for prompt processing for SLRD employees.
2. Coordinate Purchasing Determine Spending Limits – In consultation with EOC Director determine spending limits, if any, for Logistics, Operations and Management Staff. Lead EOC in Financial Procedures – Meet with the Logistics and Operations Section Chiefs and review financial and administrative requirements and procedures. Prepare EAFs – To confirm assumptions about eligibility for provincial financial assistance, submit Expenditure Authorization Forms (EOC Form 530) to the PREOC on behalf of the EOC Director and with his or her signature. Pay for Acquisitions – Organize and control any acquisitions required in emergency operations. Process purchase orders and develop contracts in a timely manner.
3. Coordinate Compensation and Claims Process WCB Claims – Ensure that workers’ compensation claims resulting from the response are processed within a reasonable time. Document Potential Legal Claims – Document any claims or threats of claims from disaster victims.
4. Record Costs Develop Cost Record System – Maintain all financial records throughout the event or disaster. Inform EOC Group on Response Costs – Keep the EOC Director, Management Team, Section Chiefs, and Elected Officials aware of the current fiscal situation and other related matters, on an ongoing basis. Submit Cost Summaries to PREOC – Ensure that all documentation and local government financial assistance paperwork is accurately maintained and submitted to PEP. Maintain Cost Status Board – Ensure that displays associated with the Finance/Administrative Section are current, and that information is posted in a legible and concise manner.
5. Manage the Finance / Admin Section Set Up Section – Ensure that the Finance / Admin Section area is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Ensure Appropriate Personnel – Request additional personnel for the section as necessary to maintain 24-hour staffing capabilities, as necessary. Ensure Documentation – Ensure that all section personnel maintain
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Finance / Administration Section Chief their individual position logs and other paperwork as required. Participate in Action Planning Meetings – Collect objectives from each activated Finance / Admin Branch prior to each Action Planning meeting. Participate in Action Planning Meetings, using EOC Briefing Format (Form EOC 401A). Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with other EOC Sections.
Before Leaving: Follow the Generic Before Leaving Checklist.
Function Aids: Aids x Expenditure Authorization x Daily Expense Reports x Tracking Response Costs
Forms x Position Log (EOC Form 414) x Internal Message (EOC Form 416) x Expenditure Authorization Form (EOC Form 530) x EOC Daily Expenditures (EOC Form 532) x Expenditures - Event Totals (EOC Form 534) x Payroll Information Form x Request for Resources or Assistance (EOC Form 514)
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Time Unit Coordinator Responsibilities: The Time Unit Coordinator tracks, records, and reports all on-duty time for personnel, including hired and contracted individuals working during the event or disaster.
1. Establish Time Unit Procedures – Determine procedures for recording EOC personnel time, and establish a file for each EOC employee, volunteer, and agency representative. 2. Collect Time Reports – Gather and / or update time reports from all EOC personnel, and ensure accuracy of records. 3. Submit Time Records to SLRD Treasurer – Submit personnel time records, travel expense claims and other related forms for employees to the SLRD Treasurer.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Establish Time Unit Procedures Develop Time-Keeping Method – Determine methods for recording EOC personnel time, working with the Finance / Admin Section Chief. Use your jurisdiction's regular payroll time sheets, where possible. Create Employee Records – Establish a file for each employee or volunteer to maintain a fiscal record for as long as the person is assigned to the EOC. Refer to completed personnel Check-in Lists (See EOC 511) from the Personnel Unit for the identity of all EOC personnel. Advise Supervisors about Personnel Records– Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly and signed by each employee prior to submitting them.
2. Collect Time Reports Assemble Time Records – Initiate, gather, or update time reports from all EOC personnel, including volunteers and agency representatives assigned to each shift. Verify Time Records – Check time records to ensure they are accurate and prepared according to policy. Track Overtime Costs – Maintain a daily overtime spreadsheet to estimate overtime payments for SLRD staff. Log the information (i.e., casual or full-time employee, pay rate, type of work, regular hours per day, days per week) into a daily overtime master spreadsheet so that overtime is evident. Collect Overtime Records – Ensure all SLRD staff daily complete a timesheet called the “daily salary spreadsheet.” Submit the completed
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Time Unit Coordinator timesheet for each shift, or staff members may submit individual timesheets at the end of their shifts. For missing timesheet information, consult the EOC’s “Check In/Check Out Sheet” (EOC Form 511) or obtain the staffing schedules from EOC supervisors.
3. Submit Time Records to SRLD Treasurer Submit Staff Records for Payment – Submit personnel time records, travel expense claims and other related forms for employees to the SLRD Treasurer.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Suggested Items for a Transportation Plan x Position Log (Form EOC 414)
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Procurement Unit Coordinator Responsibilities: The Procurement Unit Coordinator provides administrative services pertaining to all matters involving purchase, hire, contract, rental and leases of resources through the EOC.
1. Establish Procurement Procedures – Determine procurement policies and procedures for your jurisdiction, including the approved processes for contracting. 2. Coordinate Contracts – Oversee the development and maintenance of all contracts initiated through the EOC for purchase, lease, or rent of acquired resources. 3. Submit Procurement Records to Cost Unit – Forward costs and payment schedules to Cost Unit for processing of all EOC contracts.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Establish Procurement Procedures Confirm Procurement Authorization – Review emergency procurement procedures and policies of the SLRD, including the identity of EOC personnel authorized to commit the SLRD to a contract. Advise EOC Personnel on Procurement Procedures – Ensure that all EOC personnel know the approved processes for procurement, including contracting procedures. Obtain Contact Forms – Obtain approved contract forms for use in all EOC procurement.
2. Coordinate Contracts Review Contracts – Review all EOC contracts to ensure they identify the scope of work, specific site locations, and any requirements for insurance. Verify contract costs with pre-established vendor contracts and/or agreements, or consult the Blue Book for accepted provincial rates for equipment. Negotiate Contracts – Negotiate rental and lease rates not already established, or purchase price with vendors as required. Coordinate with Supply Unit and Operations Section on all matters involving the need to purchase, hire, contract, rent or lease. Obtain concurrence from the Finance/Administration Section Chief. Report Unethical Business Practices – Report vendors engaged in unethical business practices, such as inflated prices or rental rates for their merchandise or equipment during disasters, to the EOC Director and PREOC, if established.
3. Submit Procurement Records to Cost Unit
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Procurement Unit Coordinator
Forward Contracts for Payment – Forward costs and payment schedules to SLRD Treasurer for processing of all EOC contracts.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Compensation and Claims Unit Coordinator Responsibilities: The Compensation and Claims Unit Coordinator oversees the investigation of injuries and claims arising from damage to property and/or equipment. Responsible for maintaining a file of injuries and illnesses associated with the event or disaster including results of investigations.
1. Manage Equipment Loss or Damage Claims – Coordinate investigation and resolution of claims of equipment loss or damage due to response activities. 2. Manage InjuryClaims –Prepare appropriate forms for all verifiable injury claims and forward them to WCB within the required timeframe. 3. Manage Private Property Loss or Damage Claims – Record all claims of public property loss or damage, and explore options for loss control and mitigation of hazards. 4. Submit Claim Summaries to Cost Unit – Forward summary of claim estimates to Cost Unit for processing.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Manage Equipment Loss or Damage Claims Receive Equipment Claim Information – Receive and record claims of loss or damage to response equipment operating on behalf of the EOC or jurisdiction. Consult with the Risk Management Officer on all claims of equipment loss or damage. Gather Information – Investigate equipment damage claims to determine cause and application under the contract, taking photographs where appropriate to document damage. Obtain copies of relevant contracts from the Procurement Unit Leader. Track Equipment Damage Claims – Maintain a chronological log of equipment damage claims reported during the event.
2. Manage Injury Claims Receive Injury Claims – Receive and record all reports of injuries associated with the response effort. Establish a separate file for each reported incident. Investigate Injury Claims – Where injuries occur to SLRD employees or EOC volunteers, ensure all injury claims are investigated as soon as possible. Prepare WCB Forms – Prepare appropriate forms for all verifiable injury claims and forward them to WCB within the required timeframe. Track Injury Claims – Maintain a chronological log of injuries and illnesses reported during the event.
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Compensation and Claims Unit Coordinator 3. Manage Private Property Loss or Damage Claims Receive Damage Claims – Receive and record all reports of private property loss or damage claims associated with the incident, working with the Damage Assessment prepared by the EOC Situation Unit. Consult with the Risk Management Officer on all claims of public property loss or damage, and explore options for loss control and mitigation of hazards. Investigate Damage Claims – Ensure all private property claims are investigated as soon as possible. Track Damage Claims – Maintain a chronological log of private property damage reported during the event.
4. Submit Claim Summaries to Cost Unit Forward summary of claim estimates to Cost Unit for processing.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Cost Accounting Unit Coordinator Responsibilities: The Cost Accounting Unit Coordinator collects all cost data, performs cost effectiveness analyses, develops cost estimates, and makes cost-saving recommendations.
1. Acquire Cost Data – Collect cost documentation daily from sites and EOC sections. 2. Create and Maintain Cost Records – Prepare and maintain a cumulative cost report for the event or disaster, accounting for all costs and losses incurred by the local government. 3. Coordinate Financial Assistance for Jurisdiction – Coordinate all financial assistance efforts with agencies offering emergency response support.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Acquire Cost Data Advise EOC Sections on Cost Records – Ensure that each EOC Section is documenting response cost information from the onset of the event. Advise staff of Disaster Financial Assistance rules and the importance of documentation. Assemble Cost Records – Collect cost documentation daily at the end of each shift. Assist Incident Commander(s) and Branch Coordinators in obtaining cumulative cost totals for the event on a daily basis. Summarize Costs – Compute costs for use of equipment owned, rented, donated or obtained through aid, working with the Procurement Unit. Meet with the Documentation Unit Coordinator and review EOC position logs, journals, all status reports and Action Plans to determine additional financial assistance items that may have been overlooked.
2. Create and Maintain Cost Records Prepare Daily Expense Reports – Prepare and maintain a daily expense report (using EOC Form 532) for the event or disaster, accounting for all costs and losses incurred by the local government. Submit the Daily Expense Report to the PREOC. Maintain Cumulate Costs – Prepare and maintain a cost report to provide cumulative analyses, summaries, and total emergency related expenditures for the local jurisdiction. Organize Cost Records – Organize and prepare records for final audit.
3. Coordinate Financial Assistance for SLRD Confirm PEP Task Number – Ensure that PEP has provided a task number for the incident.
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Cost Accounting Unit Coordinator
Identify Sources of Financial Assistance – Coordinate all financial assistance with agencies offering emergency response support. Contact the PEP Recovery Office for assistance and guidance. Assemble Cost Records – Working with the EOC Documentation Unit, organize and prepare cost records for submission to PEP and other provincial organizations.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Function Aids: Aids
Forms x Position Log (Form EOC 414)
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Aircraft Crash
Policies x Responsibility for aircraft crashes rests with the RCMP and National Transportation Safety Board (TSB). The RCMP provides security and assists the Coroner. The TSB conducts the investigation. x It is our policy to immediately secure the site of the crash, to preserve evidence, and to provide other support as needed and requested.
Potential Action Agency Responsible Actions at 1. Establish Incident Command Post First Responder > RCMP Scene 2. Establish adequate communications ICP Communications Unit 3. Establish working area and control perimeter Incident Commander 4. Secure scene for subsequent investigation RCMP 5. Rescue and fire fighting Fire 6. Notify hospitals of casualty type and number BC Ambulance Service 7. Establish crowd control RCMP 8. Protect property and valuables RCMP
Potential EOC Director / Management Staff Actions at EOC Designate RCMP as EOC Operations Section Chief. Contact air carrier and request representative to attend EOC. Contact PEP and request notification of National Transportation Safety Board and Rescue Coordination Centre. Establish EOC Information Officer function. Establish a news release system (Information Officer and airline, if commercial.
Operations Support Incident Commander in defining work area, establishing control perimeter, and securing scene for subsequent investigation (Police Branch). Establish routes for emergency vehicles (Police Branch). Establish temporary morgue (Police Branch, Coroner Unit). Establish traffic and crowd control (Police Branch). Eliminate hazards from damaged utilities (Utilities Branch). Set up a Registration and Inquiry Centre (ESS and airline, if commercial).
Planning Consider possible major effects : x Injuries and fatalities x Fire
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Aircraft Crash
x Explosion x Damage to property x Involvement of hazardous materials, e.g., fuels x Special cargo problems, e.g., nuclear materials x Sudden hospital requirements x Disruption of traffic and communications x Disruption of utilities x Convergence of media, photographers, politicians x Convergence of friends and family members and need for grieving x Possible international considerations
Logistics Establish adequate communications. Assist Coroner/RCMP in identifying potential temporary morgue facilities. Consider these potential equipment needs: Equipment Source Fire fighting and rescue equipment Fire/Mutual Aid Ambulances BCAS Communication equipment Mutual Aid Auxiliary Lighting Engineering/Utilities Barricades Highways Contractor Mobile public address equipment RCMP/Fire
Finance/Admin Contact PEP, National Transportation Safety Board, and airline for guidance on compensating SLRD for extraordinary response costs.
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Atmospheric Hazards
Policies x Any response personnel can activate EOC; obtain PEP Task Number. x Place ESS on standby until need can be assessed. x ESS will serve all personnel requiring shelter, including non-residents. x When and where possible, warn citizens of impending severe weather, working with meteorological services and news media. x First priority is snow/debris removal for emergency services, including hospital access in the region. x RCMP should consider waiving licenses for on-road use of snowmobiles and All Terrain Vehicles. Potential Action Agency Responsible Actions at Scene 1. Establish Incident Command Post(s) Highways Contractor 2. Establish adequate communications Communications 3. Eliminate hazards from damaged utilities Engineering/Utilities 4. Clear routes for emergency vehicles Highways Contractor 5. Establish traffic control RCMP Potential EOC Director / Management Staff Actions at EOC Suggested minimum EOC functions: Information Officer, Planning Section, Logistics Section, ESS Branch. EOC staff are to make their own way to facilities (EOC Director). Establish priorities for clearing snow from roadways (EOC Director) Advise public of status and what self-help measures they can take (Information Officer). Establish Call Centre as the public inquiry system (Information Officer). Set up an out-going message and arrange staff (Information Officer). If telephones are down, use commercial radio stations to keep public informed (Information Officer). If appropriate, warn owners of flat-roof buildings (Information Officer).
Operations Work with Highways contractor for snow-removal priorities. Monitor progress on clearing snow and debris (Highways Contractors). Establish routes for emergency vehicles (Police Branch). Establish temporary morgue, if required (Police Branch). Coordinate the protection of property (Police Branch). Eliminate hazards from damaged utilities (Engineering Branch). Coordinate provision of auxiliary power (Engineering Branch). Coordinate clearing and disposal of debris (Highways Contractors). Coordinate SAR and checks for stranded motorists (Police Branch). Coordinate search for trapped persons (Police Branch).
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Atmospheric Hazards
Notify hospitals of type and number casualties (Ambulance Branch). Coordinate transport of food, fuel, pharmaceutical supplies, medical personnel and others to points of need (ESS Branch). Reception Centre staff are to make their own way to facilities. Supervise ESS for stranded persons (ESS Branch).
Planning Access weather forecasts and provide Operations Section with updated meteorological data. Provide Operations Section with updated transportation route problems. Track and relay highway condition reports and closures. Identify sites to dispose of contaminated ice and snow. Anticipate flooding when snow melts. Work with Information Officer to advise residents and businesses to clear local drains. Consider possible major effects: x Casualties x Damage to property x Disruption of traffic x Disruption of communications x Extended power outage x Disruption of community services, e.g., fire, RCMP , ambulance x Medical facilities may send patients home to make room for serious cases, and transportation may be needed.
Logistics Contact all snow/debris clearing apparatus available. Contact all over-snow/ATV vehicle owners. Contact food suppliers and determine on-hand supplies. Consider these potential equipment needs: Equipment Source Rescue equipment Fire Dept Ambulances BCAS Road clearing equipment Highways Contractor Auxiliary generators Private Barricades Highways Contractor
Finance/Admin Prepare equipment contracts for snow/debris removal
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Atmospheric Hazards
Tips Monitor Weather Forecasts – Environment Canada will have latest weather advisories and forecasts: Telephone: 1-900-565-5555 Email: [email protected]. Website: http://weatheroffice.ec.gc.ca/forecast/canada/bc_e.html
High Risk Buildings, Snowfall – See the community fire department for a list of buildings in the jurisdiction at high risk of collapse due to heavy snow fall. Such buildings include those with large expanse, flat roofs, such as school gymnasiums, community centres, and church halls.
Snow Removal Priorities – Consider the following priorities for snow removal from roadways, based on risks:
First Priority (Access routes to fire halls, RCMP, hospital)
Second Priority (Access routes to core businesses, transportation services) (Residential streets with hills)
Third Priority (Other high-use residential streets)
Snow Collection Area: (location(s) in jurisdiction) – Snow that has been removed from road surfaces likely contains contaminants, such as road grease and oils. Environmental regulations prohibit the release of this material into some environments.
EOC Logistics Provide Food to Field Personnel – Engineering crews responding to severe weather events will require regular sustenance. This will fall to the EOC Logistics Section, working with ESS volunteers.
Snow Mobile Transportation – If snow conditions prevent key personnel from attending the EOC, consider requesting assistance from members of the public with snowmobiles and ATVs.
Safety of Volunteers – Community members may volunteer to clear roofs of snow and ice. All volunteers must register using Form EOC 512 for PEP Registration to be covered by WCB. This form is managed by EOC Logistics. Also, all roof-top clearing operations should have a person specifically assigned to ensure safety.
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Dam Failure
Policies x It is our policy to work cooperatively with dam owners, municipalities and Land and Water BC in coordinating response from dam failures. x We will keep the public informed by releasing all confirmed dam threat information through local media sources.
Potential Action Agency Responsible Actions at 1. Warning of imminent failure: Scene - long term PEP, LWBC, RCMP - short term 2. Establish Incident Command Post(s) Dam owner 3. Mobilize necessary personnel and equipment ICP Logistics 4. Establish adequate communications Communications Units 5. Establish jurisdiction Incident Commander 6. Establish traffic control RCMP 7. Eliminate hazards from damaged utilities Utilities 8. Evacuate personnel and livestock Incident Commander 9. Establish a news release system Information Officer 10. Establish emergency health facilities Heath Region
Potential EOC Director / Management Staff Actions at EOC Advise SLRD Board to issue evacuation alerts, orders, and all clear. Select RCMP or alternate as Operations Coordinator. Ensure representatives from dam owner and Land and Water BC are contacted and requested to attend the EOC. Establish adequate news release systems (Information Officer). Establish public inquiry system (Information Officer). Ensure appropriate water management districts are involved.
Operations Staff ESS positions for possible reception centres (ESS Branch). Evacuate areas likely to be affected (Police Branch). Establish traffic control (Police Branch). Advise on elimination of hazards from damaged utilities (Utilities Branch). Coordinate emergency public health facilities (Regional Health Authority).
Planning Obtain and disseminate current meteorological data and dam breach forecasts by working with dam owner, LWBC and Environment Canada.
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Dam Failure
Deploy field observers to gather damage intelligence as soon as possible, where safe to do so. Consult Dam Safety in Land and Water BC to define areas of risk. Commence evacuation planning, if required. Activate Recovery Planning Unit, if there is damage. Consider possible major effects : x Casualties x Damage to property x Escape of hazardous materials, chemicals, etc. x Contamination of normal water supplies x Dangers to public health x Evacuation of the population x Loss of local economic activities
Logistics Contact PREOC if additional personnel are needed. Identify and locate heavy equipment resources in anticipation of field requests. Consider these potential equipment needs: Equipment Source Transportation Road / Air authorities Communications Equipment EOC Communications Unit Heavy Equipment (bulldozers, etc.) Industry Auxiliary lighting RCMP/Fire/Private Auxiliary power facilities Utilities Medical and health supplies Health Authority/BCAS Food and lodging ESS Pumps Private Mobile Public Address Equipment RCMP/Fire
Finance/Admin Establish Compensation & Claims Unit and Cost Accounting Unit.
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Flood
Policies x It is our policy to work cooperatively with municipalities, Min. of Water Land and Air Protection, and Min. of Transportation. x We will keep the public informed by releasing all confirmed flood warning information through local media sources.
Potential Action Agency Responsible Actions at 1. Warning of imminence: Scene - long term PEP, WLAP, RCMP - short term 2. Establish Incident Command Post(s) Transportation Director 3. Mobilize necessary personnel and equipment ICP Logistics 4. Establish adequate communications Communications Units 5. Establish jurisdiction Incident Commander 6. Establish traffic control RCMP 7. Check stocks of sand and sandbags Engineering 8. Eliminate hazards from damaged utilities Utilities 9. Protect property and relocate resources RCMP/Industry where necessary 10. Evacuate personnel and livestock Incident Commander 11. Establish a news release system Information Officer 12. Establish emergency health facilities Regional Health Authority
Potential EOC Director / Management Staff Actions at EOC Select RCMP or alternate as Operations Coordinator Ensure representatives from MoT, WLAP are contacted and requested to attend the EOC Establish adequate news release systems (Information Officer) Establish public inquiry system (Information Officer) Ensure appropriate water districts are informed
Operations Staff ESS positions for possible reception centres (ESS Branch) Evacuate affected areas (Police Branch) Establish traffic control (Police Branch) Protect property and relocate resources (Police Branch) Establish dikes as required (Utilities / Engineering Branch) Eliminate hazards from damaged utilities (Utilities Branch) Establish emergency public health facilities (Regional Health Authority)
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Flood
Planning Obtain and disseminate current meteorological data and flood forecasts by working with WLAP and AES. Deploy field observers to gather flood intelligence as soon as possible. Define areas of risk. Commence evacuation planning, if required. Consider possible major effects : x Casualties x Damage to property x Escape of hazardous materials, chemicals, etc. x Contamination of normal water supplies x Dangers to public health x Evacuation of the population x Loss of local economic activities
Logistics Contact PREOC for personnel Identify and locate additional sandbags / heavy equipment resources in anticipation of field requests Anticipate long term feeding / accommodation support of field workers Consider these potential equipment needs: Equipment Source Transportation Road/Air authorities Boats Local marinas, public Communications equipment EOC Communications Unit Dike equipment Industry Heavy equipment (bulldozers, etc.) Industry Auxiliary lighting RCMP/Fire/Private Auxiliary power facilities Utilities Medical and health supplies Health Authority/BCAS Food and lodging ESS Pumps Private Mobile public address equipment RCMP/Fire
Finance/Admin Establish Compensation & Claims Unit and Cost Accounting Unit.
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Hazardous Materials Release
Policies x Responders will take defensive role until product has been identified. x Spiller is responsible for clean up and restoration. x The community has a right to know the hazards and risk. x Immediately secure the site of the hazardous materials release to preserve evidence and to provide other support as needed and requested.
Potential Action Agency Responsible Actions at 1. Establish Incident Command Post First Responder Scene 2. Establish adequate communications Communications Units 3. Contact CANUTEC for information Fire 4. Determine nature of hazardous materials Fire 5. Rescue and fire fighting Fire 6. Evacuate area RCMP 7. Warn adjacent areas RCMP / Fire 8. Notify hospitals of casualty type and number BC Ambulance Service 9. Establish temporary morgue Coroner/RCMP 10. Eliminate further escape of liquids or gases Industry/Fire 11. Establish traffic control RCMP 12. Establish evacuation routes RCMP/EOC 13. Establish a news release system ICP Information Officer Potential EOC Director / Management Staff Actions at EOC Select Fire Chief or alternate as Operations Coordinator. Ensure Safety Officer appointed at scene. Ensure WLAP and other appropriate agencies notified. Establish Information Officer function. Establish adequate news release systems (Information Officer). Establish public inquiry system (Information Officer).
Operations Ensure Fire Commissioner and Hospital are notified. Provide support to Incident Commander and coordinate agencies. Ensure Hot / Warm / Cold zones are communicated to all agencies. Establish traffic control (Police Branch). Establish evacuation routes (Police Branch). Activate ESS if possible evacuation. Evacuate high-hazard zones (Fire Branch). Notify hospitals of casualties (Ambulance Branch). Establish temporary morgue, if needed (Police Branch).
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Hazardous Materials Release
Planning Ensure appropriate technical specialists contacted and available. Determine nature of substance spilled and inform Operations Section Coordinator, EOC Director, and Incident Commander. Define area of risk. Commence evacuation planning, if required. Establish identification of spiller for cost recovery purposes (Recovery Planning Unit). Consider possible major effects: x Injuries and fatalities, need to evacuate population x Tendency of people to disperse x Damage to property x Disruption of traffic x Subsequent explosions and fire x Need to decontaminate site responders, equipment, and vehicles x Contamination of normal water supplies x Dangers to public health and livestock x Disruption of business and industrial activities
Logistics Check on availability of specialized hazardous material supplies. Consider support of long-term field operations. Consider these potential equipment needs: Equipment Source Fire fighting and rescue equipment, including Fire/Industry respirators and resuscitators Protective clothing Fire/Industry Ambulances BCAS Communication equipment Mutual Aid Decontamination equipment Industry / Fire Barricades Highways Contractor Mobile public address equipment RCMP/Fire Emergency feeding facilities ESS
Finance/Admin Anticipate 24/7 operations (In some situations, the SLRD may order cleanup and invoice carrier. Keep careful records of all costs.)
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 510 of 536 Hazard-Specific Plans
Landslide
Policies x Regardless of where the incident occurs, responder safety will be considered first. x Many landslides / slips involve multiple agencies and jurisdictions. It is our policy, therefore, to work cooperatively with these agencies in a Unified Command EOC, where possible.
Potential Action Agency Responsible Actions at 1. Warning of imminence: Scene - long term PEP, WLAP, RCMP - short term 2. Establish Incident Command Post(s RCMP 3. Establish adequate communications Communications Units 4. Establish traffic control RCMP 5. Eliminate hazards from damaged utilities Utilities 6. Protect property and relocate resources RCMP/Fire where necessary 7. Evacuate personnel and livestock RCMP 8. Establish a news release system Information Officer Potential EOC Director / Management Staff Actions at EOC Select RCMP or alternate as Operations Coordinator Ensure representatives from MoT, WLAP, PEP (as appropriate are contacted and requested to attend the EOC Establish adequate communications and news release systems (Information Officer Establish public inquiry system (Information Officer Establish proper jurisdiction
Operations Coordinate search and rescue of victims (Fire Branch) Staff ESS positions for possible reception centres (ESS Branch) Evacuate personnel, (Police Branch) Establish traffic control (Police Branch) Protect property and relocate resources where necessary (Police Branch) Coordinate removal and disposal of slide material as required (Utilities / Engineering Branch) Eliminate hazards from damaged utilities (Engineering Branch)
Planning Deploy field observers to gather damage intelligence as soon as possible (Situation Assessment Unit).
SLRD Emergency Response and Recovery Plan Page 1 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 511 of 536 Hazard-Specific Plans
Landslide
To consider further slide potential, obtain current meteorological data. Consider possible major effects (Planning Section: x Casualties x Damage to property x Closure of roads and highways x Damage to utilities and communication systems x Contamination of normal water supplies x Evacuation of population from danger areas x Dangers to public health x Possible convergence of families and friends to help with search x Disruption of community x Losses to local economy
Logistics Identify additional heavy equipment in anticipation of field requests Anticipate long term feeding / accommodation support of field workers Consider these potential equipment needs: Equipment Source Transportation Road/Air authorities Communications Equipment EOC Communications Unit Heavy Equipment (bulldozers, etc. Industry Auxiliary lighting RCMP/Fire/Private Auxiliary power facilities Utilities Medical and health supplies Health Authority/BCAS Food and lodging ESS
Finance/Admin Establish Compensation & Claims Unit and Cost Unit.
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 512 of 536 Hazard-Specific Plans
Pandemic
Policies x In the event of a reported pandemic, the EOC will be activated to at least a Level 1 response. x The Health Authority has responsibility as lead agency in response to pandemic conditions. The SLRD EOC will support the Health Authority, including of facilities and personnel, as required.
Potential Action Agency Responsible Actions at 1. Establish Incident Command Post(s RCMP Scene 2. Mobilize necessary personnel and equipment Incident Commander 3. Control quarantine areas RCMP 4. Keep routes open for emergency vehicles RCMP 5. Control of population RCMP, Information Officer Potential EOC Director / Management Staff Actions at EOC Notify PEP and PREOC if EOC is activated Select Fire Chief or alternate as Operations Coordinator Refer to the Health Authority (HA and/or Health Service Area (HSA Pandemic Preparedness Plan) Anticipate sending an EOC representative to the HA EOC under unified command. Establish communication link with HA EOC. Establish adequate communications and news release systems (Information Officer Establish public inquiry system (Information Officer) Consider the need to close public facilities and cancel public events, in consultation with the Health Authority and the Policy Group.
Operations Staff ESS positions for possible use of reception centres as quarantine facilities or vaccination centres (ESS Branch) Consider restricting travel into and out of the affected area as part of an infection control protocol (Police Branch) Establish temporary morgue, under the direction of the Health Authority (Police Branch) Identify facilities that the Health Authority may require for alternate care centres, triage centres and immunization sites. Facilities with primary designation will include the Reception Centres identified under the ESS Plan. Consider the need to provide non-medical support (i.e. food, water, garbage collection, snow shovelling for persons confined to their homes) Consider the need to support HA with police presence to ensure
SLRD Emergency Response and Recovery Plan Page 1 of 3 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 513 of 536 Hazard-Specific Plans
Pandemic
vaccine security
Planning Anticipate the need for backup personnel in the EOC in case of illness. Illness in the EOC may require special cleaning requirements or the activation of an alternate EOC facility. In case of high mortalities, develop a body disposal plan, including procedures for caring for the dead based on consultations between the HA, BC Coroners Service, and local funeral directors. Consider the use of the local ice arena as a staging area. Consider possible major effects: x Infected population (all ages) x Very seriously ill population x Population requiring outpatient care x Population requiring hospitalization x Deaths x Jurisdictional problems x Sudden hospital requirements x Disruption of transportation, utilities and communications due to decline in workforce x Potential restrictions on public travel x Anticipate possible second and third waves of the pandemic x Economic effects on local businesses, local government
Logistics Discuss with HA the need for infection control measures in the EOC to maintain an illness-free environment (e.g., face masks). Consider professional groups as a possible source of volunteers, such as retired nurses as trained alternate vaccine administrators. Anticipate long term feeding / accommodation support of temporary care workers Consider these potential equipment needs: Equipment Source Transportation vehicles for seriously ill Province Medical units and supplies PREOC, Heath Region Emergency feeding facilities ESS
Finance/Admin Need to determine methods for reporting costs to PREOC.
SLRD Emergency Response and Recovery Plan Page 2 of 3 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 514 of 536 Hazard-Specific Plans
Pandemic
Priorities for Receiving Vaccinations and Anti-Virals
The Pandemic Influenza Committee (PIC) of the Health Authority, in consultation with the BC Ministry of Health, will identify and prioritize individuals and groups of people to receive influenza vaccine. To assist in planning, the SLRD contains the following number and location of priority groups:
Number in Group Community Health Care Workers as Residents or Working in Region Essential Service Workers as Residents Fire Departments (including volunteers) RCMP Detachments (including volunteers) Ambulance Utilities (e.g., utility workers, water personnel) EOC Personnel Funeral Service/Mortuary Personnel Personnel who work with institutionalized populations (e.g., workers at provincial jails) Public Transit Workers Transportation of Essential Goods (such as food, heating fuels) Clergy Food Bank Personnel Meals on Wheels Personnel Persons at High Risk Persons in nursing homes and in long-term care facilities, homes for elderly (e.g. lodges) Persons with high risk medical conditions living independently in the community Persons over 65 years of age living independently and not included above Children 24 Months to 18 Years of Age Other Persons Adults in region
SLRD Emergency Response and Recovery Plan Page 3 of 3 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 515 of 536 Hazard-Specific Plans
Seismic Hazards
Policies x In the event of a major earthquake, the EOC Director will declare a level 3 response for the EOC. x Should the area not be affected, it is our policy to provide support and assistance to other areas affected as needed and requested. This may include providing resources or receiving evacuees.
Potential Action Agency Responsible Actions at 1. Establish Incident Command Post(s) First Responders Scene 2. Mobilize necessary personnel and equipment Incident Commander 3. Request outside assistance Incident Commander 4. Establish adequate communications Communications Units 5. Establish medical facilities BCAS 6. Rescue Fire 7. Establish temporary morgue Coroner/RCMP 8. Control of population RCMP, Information Officer 9. Eliminate hazards from damaged utilities Engineering/Utilities 10. Establish a news release system ICP Information Officer 11. Salvage essential items Incident Commander Potential EOC Director / Management Staff Actions at EOC Notify PEP if EOC is activated Select Fire Chief or alternate as Operations Coordinator Ensure PREOC is contacted Establish adequate communications and news release systems (Information Officer) Establish public inquiry system (Information Officer) Request outside assistance, including military
Operations Coordinate rescue of trapped, injured persons (Fire Branch) Staff ESS positions for possible reception centres (ESS Branch) Evacuate personnel from high hazard areas (e.g., hazardous materials release (Police Branch) Establish traffic control (Police Branch) Establish temporary morgue (Police Branch) Protect property and relocate resources where necessary (Police Branch) Establish salvage operations of essential items (Fire Branch) Eliminate hazards from damaged utilities (Utilities / Engineering Branch) Establish emergency public health facilities (Regional Health Authority)
SLRD Emergency Response and Recovery Plan Page 1 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 516 of 536 Hazard-Specific Plans
Seismic Hazards
Planning Obtain and disseminate current meteorological data and weather forecasts by working with AES. Tsunami – PEP will notify affected communities. Also see the text message from the "West Coast and Alaska Tsunami Warning Center/NOAA/NWS" at: http://wcatwc.arh.noaa.gov/message.txt Consider possible major effects: x Casualties, deaths x Trapped people x Panic at specific locations x Material damage – roads and bridges, utilities, buildings x Fires, explosions and fire hazards x Landslides x Dangers to public health x Removal of population and livestock x Jurisdictional problems x Sudden hospital requirements x Disruption of traffic and communications x Disruption of utilities
Logistics Anticipate long term feeding / accommodation support of field workers Consider these potential equipment needs: Equipment Source Transportation vehicles Road/Province Rescue equipment, all types All agencies Public service maintenance vehicles Utilities Mobile generators, lighting and communications Mutual Aid Medical units and supplies PREOC, Heath Region Emergency feeding facilities ESS Piping for repairs to water and sewerage facilities Utilities, Industry
Finance/Admin Establish Compensation & Claims Unit and Cost Accounting Unit.
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 517 of 536 Hazard-Specific Plans
Structure Collapse
Policies x Regardless of the cause, safety of the responders will be considered first. x The EOC will ensure technical advice is available and Heavy Urban Search and Rescue experts (if available), are provided to the Incident Commanders. x Immediately secure the site to preserve evidence, ensure safety, and enhance privacy.
Potential Action Agency Responsible Actions at 1. Establish Incident Command Post First Responder Scene 2. Establish adequate communications ICP Communications Units 3. Establish working area and control perimeter Incident Commander 4. Rescue Contractor / Fire 5. Secure scene for subsequent investigation RCMP 6. Notify hospitals of casualty type and number BC Ambulance Service 7. Establish traffic control RCMP RCMP/Engineering/ 8. Provide emergency lighting if required Utilities 9. Eliminate hazards from damaged utilities Engineering/Utilities Information Officer, 10. Establish a news release system construction company Potential EOC Director / Management Staff Actions at EOC Notify PEP that EOC is activated Select Fire or alternate as Operations Coordinator Make contact with building owner and request attendance at EOC Staff Information Officer position Establish news release system (Information Officer) Establish family inquiry system (Information Officer)
Operations Establish a Reception and Information Centre (ESS / Red Cross) Support Incident Commander in defining working area, establishing control perimeter, and securing scene for investigation (Police Branch) Coordinate rescue (Fire Branch) Establish routes for emergency vehicles (Police Branch) Establish traffic and crowd control (Police Branch) Notify hospital of casualties, including number and type (Ambulance Branch) Establish temporary morgue (Police Branch) Eliminate hazards from damaged utilities (Engineering / Utilities)
SLRD Emergency Response and Recovery Plan Page 1 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 518 of 536 Hazard-Specific Plans
Structure Collapse
Planning Consider possible major effects: x Injuries and fatalities x Trapped persons x Fire x Damage to property x Involvement of hazardous materials, e.g., natural gas x Sudden hospital requirements x Disruption of traffic and communications x Disruption of utilities x Convergence of media, photographers x Convergence of friends and family members and need for grieving
Logistics Assist Coroner/RCMP in identifying potential temporary morgue facilities. Prepare to support long-term recovery and investigation operations Consider these potential equipment needs: Equipment Source Rescue equipment Fire/Engineering/Industry Ambulances BCAS Communication equipment Mutual Aid Auxiliary Lighting Engineering/Utilities Barricades Highways Mobile public address equipment RCMP/Fire Powerful cranes Contractors
Finance/Admin Anticipate questions or claims if collapsed structure was a public building. Arrange for adjusters to meet expected volume of claims.
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 519 of 536 Hazard-Specific Plans
Transportation Accident – Marine (at sea or inland waters)
Policies x The Master of the vessel is the Incident Commander, if not incapacitated. x Canadian Coast Guard is the responsible agency. x It is our policy to provide support and assistance as needed and requested.
Potential Action Agency Responsible Actions at Scene Ship Master or Coast 1. Establish Incident Command Post Guard Communications Units, 2. Establish adequate communications Coast Guard Rescue Coordination 3. Organize and direct search and rescue Centre 4. Determine cargo Coast Guard 5. Organize a shore-based reception centre to include: welfare services, ambulances, EOC and ESS medical staff, temp morgue 6. Notify hospitals of casualty type and number BC Ambulance Service 7. Establish working area and control perimeter Incident Commander 8. Establish routes for emergency vehicles RCMP 9. Establish crowd control RCMP Information Officer, Coast 10. Establish a news release system Guard or ship company Potential EOC Director / Management Staff Actions at EOC Select Fire Chief or alternate as Operations Coordinator Ensure representatives from Coast Guard and PEP (as appropriate) are contacted and requested to attend the EOC Establish adequate communications and news release systems (Information Officer) Establish public inquiry system (Information Officer) Establish proper jurisdiction
Operations Coordinate rescue teams from all jurisdictions (Fire Branch) Arrange for ground transportation of victims (Fire Branch) Coordinate fire response and salvage with vessel owner (Fire Branch) Staff ESS positions for possible reception centres (ESS Branch)
Planning Obtain and disseminate current meteorological forecasts Deploy field observers to gather damage intelligence as soon as
SLRD Emergency Response and Recovery Plan Page 1 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 520 of 536 Hazard-Specific Plans
Transportation Accident – Marine (at sea or inland waters)
possible Consider possible major effects: x Casualties x Deaths x Fires and explosions x Panic x Sudden hospital requirements x Disruption of shipping traffic in a narrow channel x Property damage if in harbour x Hazardous cargo
Logistics Contact local marinas for support from vessels of opportunity Anticipate long term feeding / accommodation support of field workers Consider these potential equipment needs: Equipment Source Air/Sea Rescue equipment All agencies involved Special equipment may be required if radioactive Suppliers, Specialists equipment or other hazardous cargo is involved Limited medical supplies at reception centre ESS Fire fighting equipment Fire Communication equipment Fire Barricades Highways Mobile public address equipment RCMP/Fire/Private
Finance/Admin Response costs may be billed to carrier. Track all response costs carefully.
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 521 of 536 Hazard-Specific Plans
Transportation Accident – Vehicle
Policies x All major motor vehicle crashes should be managed at the scene. x The EOC will provide support and assistance to the Incident Commander as needed or requested.
Potential Action Agency Responsible Actions at Scene 1. Establish Incident Command Post First Responder 2. Establish adequate communications Communications Units 3. Establish traffic control RCMP 4. Request additional RCMP assistance RCMP 5. Establish routes for emergency vehicles RCMP 6. Request ambulances, wreckers, heavy equipment, fire trucks, or special equipment Fire/RCMP as required 7. Rescue Fire 8. Notify hospitals of casualty type and number BC Ambulance Service 9. Establish working area and control perimeter Incident Commander 10. Establish a temporary morgue Coroner/RCMP 11. Special precautions needed when radio- Fire active or hazardous materials involved Information Officer, 12. Establish a news release system transportation company
Potential EOC Director / Management Staff Actions at EOC Select RCMP or alternate as Operations Coordinator Make contact with motor carrier and request attendance at EOC Staff Information Officer position Establish news release system (Information Officer) Establish family inquiry system (Information Officer)
Operations Establish a Reception and Information Centre (ESS / Red Cross) Support Incident Commander in defining working area, establishing control perimeter, and securing the scene for subsequent investigation (Police Branch) Establish routes for emergency vehicles (Police Branch) Request ambulance, wreckers, fire trucks and heavy equipment, as needed Establish traffic and crowd control (Police Branch) Notify hospitals of casualties, including number and type (Ambulance
SLRD Emergency Response and Recovery Plan Page 1 of 2
This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 522 of 536 Hazard-Specific Plans
Transportation Accident – Vehicle
Branch) Establish temporary morgue (Police Branch) Eliminate hazards from damaged utilities (Engineering / Utilities)
Planning Consider possible major effects: x Casualties x Deaths x Trapped x Fires and explosions x Sudden hospital requirements x Disruption of traffic
Logistics Prepare to support long-term recovery and investigation operations Identify potential temporary morgue facilities Consider these potential equipment needs: Equipment Source Wrecker RCMP/Garage Fire fighting equipment Fire Barricades to control traffic Highways Radioactive test equipment if accident involves Industry/Min. of Health radioactive materials Test equipment for hazardous materials where Fire/Industry applicable
Finance/Admin Response costs may be billed to carrier. Track all response costs carefully.
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 523 of 536 Hazard-Specific Plans
Urban Fire – Major
Policies x Urban and rural fires will be managed using ICS with the senior fire officer on scene being appointed the Incident Commander. x We will work closely with the BC Forest Service on rural fires to prevent the spread of fire to wildland vegetation.
Potential Action Agency Responsible Actions at Scene 1. Establish Incident Command Post(s) First Responder 2. Establish adequate communications Communications Units 3. Rescue and fire fighting Fire 4. Establish working area and control perimeter Incident Commander 5. Eliminate hazards from damaged utilities Utilities 6. Establish routes for emergency vehicles RCMP 7. Notify hospitals of casualty type and number BCAS 8. Establish traffic control RCMP 9. Establish crowd control RCMP 10. Warning of spread of fire Fire 11. Establish a news release system Information Officer 12. Establish temporary morgue Coroner/RCMP Potential EOC Director / Management Staff Actions at EOC Select Fire Chief or alternate as Operations Coordinator Establish communications link with Incident Commander Notify PEP that EOC is established Staff Information Officer position Establish news release system (Information Officer) Establish public inquiry system (Information Officer)
Operations Determine need for evacuation through Fire Commissioner or declaration (Fire Branch) Notify Fire Commissioner (Fire Branch) Ensure that all utilities are advised (Fire Branch) Evacuate building personnel, (Police Branch) Secure scene for subsequent investigation (Police Branch) Establish traffic control and routes for emergency vehicles (Police Branch) Eliminate hazards from damaged utilities (Utilities / Engineering Branch) Notify hospitals of casualties (Ambulance Branch) Establish emergency public health facilities (Regional Health Authority) Establish temporary morgue, if needed (Police Branch)
SLRD Emergency Response and Recovery Plan Page 1 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 524 of 536 Hazard-Specific Plans
Urban Fire – Major
Establish ESS Reception Centres (ESS Branch) Staff ESS positions for possible Reception Centres (ESS Branch)
Planning Supervise damage assessment Consider possible major effects: x Casualties, deaths x Damage to property x Fires (structure and vehicle) x Sudden hospital requirements x Disruption of traffic and communications x Explosions and other hazards x Collapse of buildings x Disruption of buildings x Evacuation
Logistics Anticipate requests for additional supplies Anticipate requests for food / porta-potties Consider these potential equipment needs: Equipment Source Ambulances BCAS Fire Fighting and Rescue Fire Water tankers, i.e., street cleaners Private Relay pumps Private Communications Equipment RCMP/Fire Auxiliary lighting RCMP/Fire/Private Food and blankets ESS Mobile public address equipment RCMP/Fire
Finance/Admin Anticipate compensation and claims.
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 525 of 536 Hazard-Specific Plans
Utility Failure
Policies x BC Hydro and Telus are responsible for restoration of power and telephone service. x The EOC can assist indirectly with such actions as clearing fallen trees from routes used by line crews. x Under no circumstances will SLRD responders handle or be within 30 m of power lines because of potential hazards.
Potential Action Agency Responsible Actions at 1. Establish headquarters for power restoration BC Hydro Scene 2. Restore power BC Hydro 3. Establish a priority for essential requirements Incident Commander 4. Control allocation of auxiliary power Incident Commander 5. Establish news release system Information Officer 6. Establish traffic control RCMP 7. Protection of property RCMP 8. Establish adequate communications Telus/Radio facilities 9. Ascertain status of water and food and Incident Commander arrange distribution 10. Release persons trapped in electrically Operations, Technical operated devices Specialists 11. Assess danger to public health and provide Regional Health Authority emergency services Potential EOC Director / Management Staff Actions at EOC Select SLRD Utilities rep as Operations Coordinator Request that BC Hydro and/or Telus representatives attend the EOC Establish Information Officer position Establish staff positions as required
Operations Assist utility crews where possible (Utility Branch) Eliminate hazards from damaged utilities (Utility Branch). Coordinate provision of auxiliary power (Utility Branch). Coordinate transport of food, fuel, pharmaceutical supplies, medical personnel and others to points of need (ESS Branch). Supervise ESS accommodation and feeding of stranded persons (ESS Branch). Establish ESS Reception Centres for the aged/infirm (ESS Branch).
Planning Identify facilities with critical power needs (i.e., nursing homes, etc.) Identify if alternate suppliers available
SLRD Emergency Response and Recovery Plan Page 1 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 526 of 536 Hazard-Specific Plans
Utility Failure
Provide Operations Section with updated meteorological data Consider possible major effects: x Casualties – Indirect effects due to lack of power x Disruption of traffic x Disruption of utilities x Trapped persons, such as in elevators x Health and fire hazards associated with alternate fuels for warmth
Logistics Locate and stage any power generation equipment Locate and stage any fuel for power generation equipment Ensure EOC and public safety facilities have auxiliary power Contact food suppliers and determine on-hand supplies Consider these potential equipment needs: Equipment Source Auxiliary Power Private Auxiliary Heaters Private Mobile public address equipment RCMP/Private Auxiliary lighting Private Emergency lodging and feeding ESS
Finance/Admin Establish manual timekeeping / payroll system.
SLRD Emergency Response and Recovery Plan Page 2 of 2 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 527 of 536 Hazard-Specific Plans
Wildland / Urban Interface Fire
Policies x Interface fires will be managed using Unified Command with Incident Commanders supplied by the Ministry of Forests and community fire department. x Unified Command may also be used in the EOC where more than one jurisdiction is threatened (e.g., municipality and electoral area)
Potential Action Agency Responsible Actions at Scene 1. Establish Incident Command Post(s) BCFS, Fire 2. Fire suppression and rescue Fire 3. Evacuation RCMP 4. Define working area and establish control Fire / RCMP 5. Establish adequate communications Communications Units 6. Eliminate hazards from damaged utilities Utilities 7. Establish routes for emergency vehicles RCMP 8. Establish traffic control RCMP 9. Warn of fire spread Fire / RCMP Potential EOC Director / Management Staff Actions at EOC Select Fire Chief or alternate as Operations Coordinator Establish link with Incident Commander and EOC Notify PEP that EOC is established Ensure interface fire command is unified Staff Information Officer position Establish news release system (Information Officer) Ensure news media have safe access to damaged area with the authority of the Incident Commander Establish public inquiry system (Information Officer)
Operations Establish communication link with Incident Commander (Operations Section Chief) Determine need for evacuation (Fire Branch) Notify Fire Commissioner (Fire Branch) Ensure utilities are advised (Fire Branch) Warn of potential spread of fire and need for fire breaks (Fire Branch) Evacuate areas at risk (Police Branch) Evacuate livestock (Ministry of Agriculture, Fisheries and Foods) Define working area and establish control perimeter (Police Branch) Secure disaster scene for subsequent investigation (Police Branch) Establish traffic control and routes for emergency vehicles (Police
SLRD Emergency Response and Recovery Plan Page 1 of 3 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 528 of 536 Hazard-Specific Plans
Wildland / Urban Interface Fire
Branch) Protect property and relocate resources where necessary (Police Branch) Eliminate hazards from damaged utilities (Utilities / Engineering Branch) Notify hospitals of casualties (Ambulance Branch) Establish emergency public health facilities (Regional Health Authority) Establish temporary morgue, if needed (Police Branch) Establish ESS Reception Centres (ESS Branch) Staff ESS positions for possible Reception Centres (ESS Branch)
Planning Provide information support to Incident Commander, e.g., maps Supervise damage assessment Assess limited egress in some areas to determine need for early evacuation orders Assess damaged areas to determine hazards returning residents may face Consider possible major effects: x Casualties, deaths x Damage to property x Disruption of traffic x Disruption of communications x Disruption of utilities x Complaints of smoke and adverse impact on tourism industry
Logistics Anticipate requests for additional supplies Anticipate requests for food / porta-potties Consider these potential equipment needs: Equipment Source Fire fighting and rescue equipment Fire/Industry Fire equipment Fire Ambulances BCAS Highways Contractor / Road clearing equipment Private Water tankers (street cleaners) Engineering Branch Water sources for heli-bucketing Public pools Relay pumps Engineering Auxiliary generators Private Barricades Highways Contractor
SLRD Emergency Response and Recovery Plan Page 2 of 3 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 529 of 536 Hazard-Specific Plans
Wildland / Urban Interface Fire
Mobile public address equipment RCMP/Fire
Finance/Admin Anticipate compensation/claims Distinguish costs related to response and recovery
SLRD Emergency Response and Recovery Plan Page 3 of 3 This page last revised on 08/08/2005
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 530 of 536
Follow
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Submitted Comments:
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Service
Increases Request
Reviewed
Requisition
for Decision
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Suzanne Limit
Page Lafrance 532 of 536 SLRD Squamish-Lillooet Regional District
Committee Review of Service Requisition Amounts 2009 Budget & 5 yr Plan
INCREASES NOT NEEDING INSPECTOR APPROVAL of the
Whole Next Service 2009 Total increase increase Cost Requisition Max Equiv to Requisition Meeting $ 25% increase over 2009 year wlout Center Service Name Dollar Max Tax Rate Tax rate Amount over max requisition approval 1702 Pemberton Fire Rescue Service $ 38,600.00 0.059 $ 48,995.00 $ 48,250.00 $ 61,240.00 $ 12,990.00 2009 Agenda; 1712 Fire Protection Gun Lake CLSA $ 3,000.00 n/a n/a $ 3,00000 $ 3,750.00 $ 750.00 2009 1713 Fire Protection Birken LSA $ 10,00000 0.4412 $ 24,648.00 $ 24,300.00 $ 30,810.00 $ 6,510.00 2009 1714 Howe Sound East Fire Services $ 196,400.00 0.919 76,109.00 196,400.00 September $ $ $ 245,500.00 $ 49,100.00 2009 1805 Britannia Beach Street Lighting $ 7,000.00 n/a n/a $ 7,000.00 $ 8,750.00 $ 1,750.00 2009 2002 BralorneTV $ 3,500.00 n/a n/a $ 3,500.00 $ 4,375.00 $ 875.00 2009 2100 Pemberton Recreation Corn. DA n/a 0.062 $ 37,034.00 $ 36,000.00 $ 46,290.00 $ 10,290.00 2009 24, 2102 Birken Recreation Corn. DA n/a 0.062 $ 3,457.00 $ 3,168.00 $ 4,320.00 $ 1,152.00 2009 2009 2705 Britannia Beach Water $ 120,000,00 n/a n/a $ 120,000.00 $ 150,000.00 $ 30,000.00 2009 2802 Britannia Beach Sewer $ 125,000.00 n/a n/a $ 113,351.00 $ 156,250.00 $ 42,899.00 2009 3201 Regional Transit Planning & Infra n/a 0.005 $ 75103.00 $ 70,000.00 $ 93,875.00 $ 23,875.00 2009 INCREASES NEEDING INSPECTOR APPROVAL 1705 Pemberton Search & Rescue $ 32,850.00 0.0435 $ 36,123.00 $ 36,000.00 S 45150.00 $ 9,150.00 2011 2502 Pemberton Library LSA $259500.00 0.3125 $ 259,505.00 $232250.00 $ 324,380.00 $ 92,130.00 2014
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L:\Finance\Suzannne\Requisition\Copy of Service Req Amt Review 09 with increases.xlsx Committee of the Whole Meeting Minutes August 20, 2009; 10:30 AM SLRD Boardroom 1350 Aster Street, Pemberton BC
In Attendance:
Committee: R. Oakley (Area A); M. Macri (Area B); S. Gimse (Area C); N. Bastien (Alternate, Area D); J. Sturdy (Pemberton); T. Milner (Alternate, Whistler)
Staff: L. Lloyd, Director of Administrative Services; S. Olmstead, Director of Planning and Development; L. Griffiths, Community Planner; A. Antonelli, Planner; S. Cheng, Administrative Assistant (Recording Secretary)
Others:
1 Call to Order
The meeting was called to order at 10: 44 AM.
2 Approval of Agenda
It was moved and seconded:
THAT the agenda be approved as circulated. CARRIED
3 New Business
3.1 Regional Economic Development Strategy Report
It was moved and seconded:
THAT it be recommended to the Regional Board:
THAT the Regional Economic Development Strategy be postponed until May 2010, for further review and consideration at that time.
CARRIED
3.2 Transportation Strategy
It was moved and seconded:
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 534 of 536 This is page 2 of the minutes of the Squamish-Lillooet Regional District Committee of the Whole meeting, held on August 20, 2009, in the SLRD Boardroom, 1350 Aster Street, Pemberton BC.
THAT it be recommended to the Regional Board:
THAT an Elected Officials Forum be scheduled to come to consensus on what their transportation planning and implementation priorities are, and what they would like the SLRD’s role to be in regional service delivery.
CARRIED
3.3 Union of BC Municipalities Requests to Meet with Ministers:
a) Local Government Cost Recovery for Wildfire Responses
It was moved and seconded:
THAT it be recommended to the Regional Board:
THAT a meeting with the Solicitor General be requested at the 2009 UBCM Conference to discuss cost recovery for wildfire responses by Local Governments. CARRIED
b) Highway Investments Request meeting to discuss Highway 12 and the Big Slide (possibly to join the District of Lillooet meeting with Minister)
c) Regional Transit Request meeting to pursue the issue of Regional Transit to connect all communities in the Regional District
d) Childcare - not required at this time
3.4 Regional Growth Strategy
The Board on August 24, 2009 will decide on an Elected Officials Forum date to discuss Regional Growth Strategy Dispute Resolution.
4 Decision on Late Items
5 Late Items
5.1 Susan Gimse - Federation of Canadian Municipalities Committee Appointments
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 535 of 536 This is page 3 of the minutes of the Squamish-Lillooet Regional District Committee of the Whole meeting, held on August 20, 2009, in the SLRD Boardroom, 1350 Aster Street, Pemberton BC.
It was moved and seconded:
THAT it be recommended to the Regional Board:
THAT up to $10,000 for flights, accommodations, and meals be authorized to Director Susan Gimse to attend all 3 Federation of Canadian Municipalities’ (FCM) Committee meetings. CARRIED
6 Termination
It was moved and seconded:
THAT the meeting be adjourned.
CARRIED The meeting was adjourned at 11:53 AM.
Russ Oakley Leslie E. Lloyd Chair Secretary
SLRD Committee of the Whole Meeting Agenda; September 24, 2009 Page 536 of 536