Approval Message from the Tahltan Chief and Council
Approval
Emergency Management Plan 2020
Tahltan Emergency Management Program Revision Log: Ver 11 – 1 (rewrite 2020-01-01)
By affixing our signatures below, we hereby approve this document:
______Chief of Tahltan Council Member(s) of Tahltan
Note to the reader: Ensure you have the most current copy of the plan.
The most current electronic version resides with Tahltan’s Emergency Program Coordinator Table of Contents 1.0 Purpose and Scope...... 1 2.0 Plan Document Overview ...... 1 How to Use the Plan...... 1 2.1.1 Base Plan ...... 1 2.1.2 Appendix 1 – Contacts...... 1 2.1.3 Appendix 2 to 4 - Roles and Responsibilities...... 2 2.1.4 Appendix 5 - Checklists...... 2 2.1.5 Appendix 6 – Forms...... 2 2.1.6 Appendix 7 – Maps...... 2 2.1.7 Appendix 8 – Definitions and Acronyms ...... 2 Linkage to Other Emergency Management Plans...... 3 Plan Maintenance...... 3 Exercising the Plan...... 3 Socializing the Plan and Community Engagement ...... 4 Training...... 4 3.0 Tahltan Band Community Profile ...... 5 Governance Structure ...... 5 Population ...... 5 Tahltan Reserves ...... 6 Access / Egress ...... 7 Location of Assets...... 7 4.0 The BC Emergency Management System (BCEMS) ...... 8 Legislation and Regulations to Manage Emergencies...... 9 Four Pillar Approach to Emergency Management ...... 9 Response Goals ...... 11 5.0 Emergency Management Roles and Responsibilities ...... 11 Local Authority - Tahltan Band...... 11 5.1.1 Chief & Council...... 12 5.1.2 Band Manager...... 12 5.1.3 Emergency Program Coordinator...... 12 5.1.4 Emergency Management Committee ...... 12
P a g e | i 5.1.5 Multi-Agency Regional Committee ...... 13 Other Authorities and Lead Agencies...... 13 5.2.1 Iskut Band Council...... 14 5.2.2 Regional District ...... 15 5.2.3 Emergency Management BC (EMBC)...... 15 5.2.4 Indigenous Services Canada (ISC)...... 16 5.2.5 Other Local Agencies...... 16 6.0 Tahltan’s Emergency Operations Centre (EOC)...... 16 Emergency Operations Centre Locations...... 17 EOC Organizational Structure...... 17 Basic EOC Roles & Responsibilities...... 19 Authority to Activate and Levels of the EOC...... 20 Emergency Operations Centre (EOC) Set-up...... 20 Declaration of a State of a Local Emergency (SOLE) ...... 20 General EOC Operations...... 21 Rescinding of a State of an Emergency ...... 21 De-activation of the Emergency Operations Centre ...... 21 7.0 Hazard, Risk and Vulnerability Assessment...... 22 8.0 Communication and Information Management ...... 24 Key Targets ...... 24 Communication Methods...... 24 Messaging to the General Public and External Sources...... 25 Handling the Media...... 25 9.0 Financial Management ...... 26 10.0 Emergency Recovery Roles and Procedures ...... 26
P a g e | ii P a g e | iii List of Figures Figure 3.1: Tahltan Reserves ...... 6 Figure 4.1: Provincial Support Model...... 8 Figure 4.2: The Four Pillars – Continuous Process...... 9 Figure 4.3: The Four Pillars of Emergency Management ...... 10 Figure 4.4: BC Emergency Management System Response Goals ...... 11 Figure 5.1: Lead Agencies for Specific Events...... 14 Figure 6.1: Incident Command Structure (ICS) Org Chart – Small Incident...... 17 Figure 6.2: Incident Command Structure (ICS) Org Chart – Large Incident...... 18 Figure 6.3: General Functions of the Emergency Operation Centre...... 19 Figure 7.1: List of Hazards, Probability and Impact...... 22 Figure 7.2: Hazards Matrix ...... 22
P a g e | iv List of Appendices *Note: A complete list is provided at the beginning of each Appendix.
APPENDIX 1 CONTACTS
APPENDIX 2 ROLES AND RESPONSIBILITIES – LOCAL AUTHORITY
APPENDIX 3 ROLES AND RESPONSIBILITIES – SUPPORTING AGENCIES
APPENDIX 4 ROLES AND RESPONSIBILITIES – EMERGENCY OPERATIONS CENTRE
APPENDIX 5 CHECKLISTS
APPENDIX 6 FORMS
APPENDIX 7 MAPS
APPENDIX 8 DEFINITIONS AND ACRONYMS
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1.0 Purpose and Scope
The Emergency Management Plan (and all associated ‘linked’ plans) is meant to be a living document so all information remains current for it’s use and application in operational situations. This document is required to enable it’s use in efficient (user-friendly) ways for all responders and to ensure a quick and effective response is provided.
2.0 Plan Document Overview
All community members of the Emergency Management Committee and the Emergency Operations Centre staff are responsible for supporting the Emergency Program Coordinator to ensure any and all new information is brought forward for regular updating as required.
How to Use the Plan
It is important to understand how the Emergency Management Plan is laid out in order to access the information quickly with the appropriate response for the various roles. The following subsections describes how the document has been designed for these purposes. 2.1.1 Base Plan
The base portion of the plan describes basic concepts in legislation, emergency management structure and supporting agencies/resources, along with linkage to other emergency management plans. Information is not duplicated and rather refer to the plan or section that is most relevant. The base plan also provides some context to the profiles of each community or geography within each of the reserves. The plan also guides the preparation of annual activities and community planning for the Emergency Management Program. This base plan section of the document is not meant to define detailed actions, processes or steps, however guide emergency response staff to supporting resources in the appendix sections for direction in ‘what to do’ now, and ‘what to do’ next. The base plan should be reviewed annually to add any relevant new information; however, it is meant to be streamlined and concise with detailed information provided in the appendix resources. 2.1.2 Appendix 1 – Contacts
This appendix is a complete list of key contacts to resource support, supplies or services. This begins with a comprehensive A to Z contact list that should be resourced and updated regularly. In addition, the EOC Incident Command Structure staff contacts are also defined and individual contact information is listed for EOC personnel.
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2.1.3 Appendix 2 to 4 - Roles and Responsibilities
Responsibilities are defined for the local authority roles, supporting agencies roles and Emergency Operations Centre roles. It is important to keep these updated as changes occur. It is important to understand that one person may take on more than one role, depending on the complexity of the event.
2.1.4 Appendix 5 - Checklists
Several checklists have been provided to identify key steps and actions to take for the respective areas of response and recovery. Checklists should be updated as required to reflect current or new practices, standards or legislative processes, along with new checklists that may be required as new information is experienced. All checklists are meant to be quick reference summaries and will trigger detailed responsive actions as required.
2.1.5 Appendix 6 – Forms
A list of weblinks of form templates have been created here to be accessed as required. Standard base forms have been initiated to avoid creating templates as required in emergent response. Continue to create, save and supplement this appendix resource so that they are available for future use.
2.1.6 Appendix 7 – Maps
Various maps are presented for preliminary purposes and can be adapted during event response. Population maps, although not provided in this Emergency Management Plan, are provided in the Evacuation Plan document.
This section would identify critical infrastructure that would be important to identify to support response agencies (e.g. potable water sources).
2.1.7 Appendix 8 – Definitions and Acronyms
Many terms and acronyms are used by emergency practitioners and the various supporting agencies. Some of the more common terms are provided.
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Linkage to Other Emergency Management Plans
Currently there are two other Tahltan Plans linked to this main Emergency Management Plan. Information for each plan details relevant information and information is purposely not duplicated. » Evacuation Plan; and » Business Continuity Plan.
This section would also include a list of any emergency plans or agreements from other Agencies or adjacent communities that would assist in the event of a coordinated response. At this time, there are no agency linked plans that have been shared.
Plan Maintenance
The Tahltan’s Emergency Management Plan requires regular reviews and updating including ongoing consultation with community members of Tahltan’s Emergency Management Program, first responders, partnering communities and Regional Districts, and the various regional / provincial agencies established within the area. The Emergency Management Plan should be reviewed and updated, at minimum, once a year. It is the responsibility of the Tahltan’s Emergency Program Coordinator to initiate and administer the review and revision process, to solicit updates, and to maintain the currency of all emergency plans and content. Critical areas of the plan that will require changes each year include a refresh of all contacts and EOC staff assignment changes. Appendix documents have been set up for ease of update and distribution of updated materials. Documenting revision dates and to whom the revised documents were issued to is important to track. See Appendix 6-11 (Plan Maintenance – Distribution List Form) and Appendix 6-16 (Plan Maintenance – Record of Amendments) for assistance to track this type of information.
Exercising the Plan
Coordinating and completing regular scenario exercises is a strategic approach to engage Emergency Operations Centre (EOC) staff to understanding their roles and responsibilities for each of the emergency management plans. In addition, actioning the EOC team in an exercise, in small (ordinary) events, is also a way to have staff exercise their roles, particularity when human safety or immediate response is not a concern, however some sort of response is required. In this case, real life actions are required to help staff practice and stay engaged when they are asked to participate away from their normal business/community duties. These exercises can also include various members of the community, Tahltan’s Emergency Management Committee, Tahltan’s Multi-agency Committee and volunteers where possible. Schedule activities in an annual plan to implement at minimum, annually, where larger formal scale exercises could be organized every second year.
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Socializing the Plan and Community Engagement
Meeting quarterly or bi-annually with Tahltan’s Emergency Operations Centre staff and the Emergency Management Committee is important to help keep annual planning activities up to date including implementing any mitigative strategies (e.g., fuel management tasks) or preparedness strategies (e.g., training procurement). This will also ensure budget allocations are effectively assigned to the Emergency Management Program for the short term and long term (1 to 5-year budget planning). Keeping the community informed, educated and prepared will help during emergency operations and help them understand their roles and responsibilities. This process will also help build comfort and security within the community. Community engagement is an important aspect to help residents and band members understand that process and procedures are in place and are being actively engaged with emergency responders. Engaging all area agencies and responders is critical. This can be accomplished year-round in casual meetings or contacts, however scheduling bi-annual meetings (perhaps seasonally) will build connections. This will also assist the emergency management process to ensure a coordinated response and ensure all team members inform lessons learned experienced throughout the year. This includes involvement of and engagement with volunteer or humanitarian agencies that can help build community capacity during response and recovery. Building long term ongoing relationships with supporting agencies is essential to help build community capacity in the event of emergencies, along with build a system of resource accessibility. This can also support actions during an emergency to coordinate public messaging and establish collaborative agreements.
Training
Emergency Management training is one of the key factors for a successful response. It is critical that training of community response personnel is reviewed annually, and certifications are kept up to date. This includes education and training materials/courses to train staff, volunteers, stakeholders and the public on their respective roles in emergency management and in the implementation of emergency plans. Consider annual reviews of band staff and community members who are available to support the Emergency Operations Centre. The Emergency Program Coordinator is responsible for identifying community needs, creating a list of staff skills/records and coordinating annual training initiatives. The primary objective of the Tahltan’s training program is to build the knowledge and skillsets of emergency management staff who function in operational roles during emergencies. To support community efforts Emergency Management British Columbia (EMBC) has an established program that oversees the BC’s training program that develops, coordinates and presents various emergency management courses and educational opportunities throughout the province. The training program also aims to increase the understanding of roles and responsibilities of government and non-government agencies in an escalating emergency situation. This is a valuable resource to link Tahltan’s emergency training program with. Some EMBC courses may be funded by the provincial government with only student’s travel expenses being the responsibility of the local community. Alternatively, there are options for the community to host EMBC training initiatives where the instructors travel to the students. Emergency Management BC also has webinars available for community access and these are located on the EMBC website.
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3.0 Tahltan Band Community Profile
Tahltan territory (including Iskut Band) is in northern British Columbia, Canada and encompasses about 93,500 km2. The north/western border runs parallel to the Alaskan/Canadian border and includes part of the Yukon Territory. The south/eastern border includes the upper Nass tributaries and western half of the Stikine plateau, including the sacred headwaters of the Stikine, Nass and Skeena rivers.
Telegraph Creek The modern history of Telegraph Creek dates to the 1860’s with the Stikine and Cassiar gold rushes. These events led to the first major influx of non-Tahltan people into their territories. As its name suggests, Telegraph Creek was named for an overland telegraph line that was to connect southern Canada to the Yukon. Construction of the line was started in 1866 and finished in 1901. It fell into disuse with the increasingly widespread use of wireless radio communication in the 1930’s. The main reserves of the Tahltan First Nation are in Telegraph Creek and today the town is home to about 400 residents, of which approximately 350 are of Tahltan ancestry.
Dease Lake Dease Lake began its existence as a trading post started by the Hudsons Bay Company in 1837. It would become a stopping point for prospectors heading north for the Stikine, Cassiar, and Klondike gold rushes. Dease Lake is located about 50 km north of the Stikine River and is the junction to Telegraph Creek. Today the town is considered the government centre and supply point for the district. The present population numbers around 475 of which approximately 45% are Tahltan.
Governance Structure
The Tahltan Central Government (TCG) is the administrative governing body of the Tahltan Nation. In this respect, the Tahltan Nation includes the territories of the Tahltan Reserves and Iskut Reserves. The Iskut Band and the Tahltan Band continue to govern Tahltan interest in respect of the Indian Act but have endorsed the TCG as the representative government of the Tahltan Nation in respect of inherent Aboriginal title and rights. This means the TCG is responsible for the ecosystem and natural resources of Tahltan Territory, for managing sustainable economic development, and for strengthening the cultural wellness of the Tahltan Nation. The Tahltan Central Council is registered under the Societies Act and its purpose it to look out for the best interest of the communities. For the purposes of Tahltan’s Emergency Management Plan document enclosed, this document refers to and only covers responsive activities relative to the Tahltan Reserves, and a coordinated response with Iskut’s Band Council Emergency Management Plan would be considered where events impact both areas.
Population
Band Name Tahltan Band Number 682 Band Population 1502
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Tahltan Reserves
There are twelve Tahltan Reserves in total, five reserves (highlighted in yellow below have inhabitants with varying access to services that include Dease Lake 9, Telegraph Creek 6, Telegraph Creek 6A, Guhthe Tah 12 and Tahltan 1. These communities are described further in the following sections and can be referred to on the maps in Appendix 7 (Maps). The nearest Friendship Centre is in Skookum, Jim Friendship Centre, 3159 – 3rd Avenue, Whitehorse, Yukon.
Figure 3.1: Tahltan Reserves Reserve Name Location Hectares No. CLASSY CREEK CASSIAR DISTRICT, LOT 5472, 1 MILE SOSUTH OF MINCHO LAKE, 5 MILES 07657 259 8 NORTH OF MOUTH OF CLASSY CREEK ON THE TUYA RIVER CASSIAR DISTRICT, LOT 5459, NEAR SEOUTH END OF DEASE LAKE ON THE 07658 DEASE LAKE 9 129.50 EAST SHORE, OPPOSITE DEASE LAKE SETTLEMENT GUHTHE TAH 09034 LOT 3932 30.40 12
HIUSTA'S CASSIAR DISTRICT, 3 MILES NORTH OF THE MOUTH OF THE TAHLTAN 07651 16.20 MEADOW 2 RIVER ON THE STIKINE RIVER
SALMON CASSIAR DISTRICT, LOT 5473, 1 MILE WEST OF HATCHAU LAKE ON THE 07652 129.50 CREEK 3 HACKETT RIVER
CASSIAR DISTRICT, ON RIGHT BANK OF THE STIKINE RIVER, AT MOUTH OF 07650 TAHLTAN 1 151.70 THE TAHLTAN RIVER CASSIAR DISTRICT, LOT 5471, 1 MILE NORTH OF MOUTH OF THE 07659 TAHLTAN 10 259.40 KLASTLINE RIVER ON THE STIKINE RIVER TAHLTAN CASSIAR DISTRICT, LOT 5474, AT THE FORKS OF THE TAHLTAN RIVER, 3 07654 19.30 FORKS 5 MILES EAST OF SALOON LAKE TATCHO CASSIAR DISTRICT, LOT 5270, ON RIGHT BANK OF TANZILLA RIVER, AT 07660 222.20 CREEK 11 MOUTH OF TATSHO CRK, 7 MILES S.W. OF DEASE LAKE P.O. TELEGRAPH 07655 CASSIAR DISTRICT, RIGHT BANK OF THE STIKINE RIVER 24.30 CREEK 6 TELEGRAPH 07656 CASSIAR DISTRICT, ADJOINS I.R. NO. 6 32.30 CREEK 6A UPPER CASSIAR DISTRICT, LOT 5475, ON THE LITTLE TAHLTAN RIVER, 2 MILES 07653 64.70 TAHLTAN 4 NORTH OF SALOON LAKE
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Access / Egress
Access and egress are described below for each reserve under jurisdiction of Tahltan Band Council.
Dease Lake 9 Dease Lake 9 is located approximately 4.5 km North of Dease Lake on Hwy 37. At this location there is a mix of residential and commercial facilities as well as the Tahltan Central Council. There is a small airstrip located between the Dease Lake 9 reserve and Dease Lake. Access/Egress » This community resides just off Highway 37.
Telegraph Creek 6, 6A and Guhthe Tah 12 Telegraph Creek 6, 6A and Guhthe Tah 12 are located South/West of Dease Lake. The only route in or out is Telegraph Creek Hwy and is approximately 112 kilometres to Dease Lake. There is an airstrip and three helicopter landing zones. All three of these communities are in close proximity to each other, therefore can share resources or support systems. Access/Egress: » These communities are accessible by Telegraph Creek Highway (windy, narrow, dirt road with steep cliffs) that crosses multiple bridges over water. This road can cause difficulty in steering due to composition when wet. » There is a dirt airstrip located approximately 3 km East of the Telegraph Creek communities. This airstrip does not have landing lights or markers but does have a wind sock. » During an evacuation, these communities would benefit from traffic posts or check points along the route to ensure safe passage particularly during inclement weather or smoke/fog conditions.
Tahltan 1 Tahltan 1 is located South/West of Dease Lake. The only route in or out is Telegraph Creek Road and is approximately 94 kilometres to Dease Lake, and 18 kilometres to the Telegraph Creek 6, 6A and Guhthe Tah 12 communities Access/Egress: » This community is accessible by Telegraph Creek (Road) Highway (windy, narrow, dirt road with steep cliffs) that crosses multiple bridges over water. This road can cause difficulty in steering due to composition when wet. » There is a dirt airstrip located approximately 15 km West of Tahltan 1 community towards Telegraph Creek. This airstrip does not have landing lights or markers but does have a wind sock. » During an evacuation, these communities would benefit from traffic posts or check points along the route to ensure safe passage particularly during inclement weather or smoke/fog conditions.
Location of Assets
Protecting critical infrastructure during events is paramount. Understanding where assets are located and who the owners/operators of each site are is important to identify in advance to enable quick recovery operations. As key infrastructure is identified these can be located on the base maps provided in Appendix 7 (Maps).
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4.0 The BC Emergency Management System (BCEMS)
The Emergency Program Act requires that all Provincial ministries and agencies utilize the British Columbia Emergency Management System (BCEMS).
Figure 4.1: Provincial Support Model
First Nations, who have not ratified treaties or self government agreements with the Federal and Provincial government are governed by federal statute, are not legally required to follow the BCEMS model but are strongly encouraged to incorporate this model into their emergency plans. Most municipalities and Indigenous communities utilize BCEMS to ensure consistent emergency management principles and coordinated response efforts. Tahltan Community has not ratified a treaty or self government agreement with the Federal and Provincial governments. The community is located on Federal Reserve lands and is currently governed by Federal Acts, specifically the Indian Act. The Federal and Provincial governments have entered into a Memorandum of Understanding (MOU) for the Emergency Management BC (EMBC) to provide emergency management services.
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To facilitate the same level of services for Indigenous communities EMBC, Indigenous Services Canada (ISC) utilize the British Columbia Emergency Management System (BCEMS) model to standardize delivery of emergency management and response efforts.
Legislation and Regulations to Manage Emergencies
There are various legislation and regulations that set out the legal basis and authority for action taken by governments to manage emergencies relevant in BC, and these include: Federal » Emergencies Act; » Emergency Management Act; and » Indian Act. Provincial » Emergency Program Act; » Emergency Program Management Regulation; » Environmental Protection Act; » Water Act; » Wildlife Act; and » Transportation Acts & Regulations. Local Authority » Local Authority Emergency Management Regulation (part of the Emergency Program Act).
Four Pillar Approach to Emergency Management
BCEMS views emergency management as a continuous process consisting of four interconnected phases. These may occur sequentially or, in some cases, concurrently, but they are not independent of each other. See the figures below to assist in understanding the four phases.
Figure 4.2: The Four Pillars – Continuous Process
Source: BCEMS
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Figure 4.3: The Four Pillars of Emergency Management Phase What it Means Mitigation » Steps are taken to identify, prevent, eliminate, or reduce the risk and impact of hazards. » The purpose of this phase is to protect lives, property, and the environment; reduce economic and social disruption; and improve response capabilities. » It covers structural measures (e.g., fire hazard mitigation, construction of floodways and dikes, earthquake retrofitting) and non-structural measures (e.g., building codes, land-use planning, tax and insurance incentives). Preparedness » Action is taken to prepare for emergency response and recovery. » Plans are created, updated and maintained to support the continuity of emergency operations and other critical services. » Individuals, families, and community implement measures to prepare for and cope with the immediate impact of a disaster. » This phase includes the following activities: emergency and continuity planning, volunteer management, training, exercises, maintenance and continuous improvement, and public/stakeholder education. Response » Action is taken in direct response to an imminent or occurring emergency/disaster in order to manage its consequences. » The plan for continuity of emergency operations is activated, if necessary. » This phase involves measures to limit loss of life, minimize suffering, and reduce personal injury and property damage associated with disasters. Examples include emergency public/stakeholder information, fire- fighting, search and rescue, emergency medical assistance, evacuation, site support, and agency coordination. Recovery » Steps are taken to repair a community affected by a disaster and restore conditions to an acceptable level or, when feasible, improve them. (Note: The term ‘community’ refers to everyone who is or could be affected by an emergency/disaster. This includes all levels of government, agencies, not-for-profit organizations, businesses, and individuals.) » This phase consists of several stages and works toward disaster risk reduction to minimize future damage to the community and environment. » It includes measures such as the return of evacuees, provision of psychosocial support, resumption of impacted businesses and services, provision of financial assistance, conduct of economic impact studies, and reconstruction. These measures are taken after an emergency/disaster in as timely a manner as possible. Source: BC Emergency Management System (https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery/emergency-management-bc/bcems)
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Response Goals
When responding to an emergency or disaster, the following British Columbia Emergency Management System goals will be used to determine the appropriate course(s) of action in priority order. These response goals help guide decision makers in prioritizing response activities. It is important to understand that response and recovery financial support (from the provincial government) is based on these goals. Therefore, to be effective, base your communities financial resource requests utilizing these key principles.
Figure 4.4: BC Emergency Management System Response Goals British Columbia Response Goals
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 Source: BC Emergency Management System (https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery/emergency-management-bc/bcems)
5.0 Emergency Management Roles and Responsibilities
The local authority has the responsibility to respond and be familiar with the variety of supporting agencies that can assist. It is important to understand everyone’s roles and responsibilities to ensure the right knowledge and skills are applied. Being familiar in advance with the variety of support systems available will help with efficiencies and may avoid duplication of efforts. There are various lead ministries that would be assigned to respond dependent on the type of incident. These agencies would be the most knowledgeable supporting agency. Emergency Management BC is available to assist and to provide contact information for any lead, or supporting roles or resources required.
Local Authority - Tahltan Band
The Tahltan’s Emergency Management Program consists of five main administrative components that are responsible for annual planning activities.
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The four administrative components include: » Chief & Council; » The Band Manager; » The Emergency Program Coordinator; and » The Emergency Management Committee. In the event of an emergency, the various individuals involved in the immediate response will discuss level of community impact to determine to what level of Emergency Operations Centre activation is required, if at all. Levels of activation is described in detail in the next section. Following are descriptions of the various administrative components. Refer to Appendix 2 (Roles and Responsibilities – Local Authority), for further details. 5.1.1 Chief & Council
Chief and Council ultimately carry responsibility for preparation, mitigation, response and recovery efforts. These responsibilities, as outlined in Appendix 2-1 (Roles and Responsibilities – Local Authority – Chief and Council) and Appendix 6-17 (Band Council Resolution – Declaration of a State of Emergency) are delegated to the Emergency Operations Centre staff for action. Note: A Band Council Resolution (BCR) is not required by the legislation and is only upon decision of Tahltan. Refer to Appendix 6-18 (EMBC Declaration Request – State of Local Emergency), Appendix 6-19 (EMBC Extension Request – State of Local Emergency) and Appendix 6-20 (EMBC Cancellation Request – State of Local Emergency). 5.1.2 Band Manager
The Band Manager typically acts as the EOC Director, unless staffing needs are limited and the community requires a different structure. Refer to Appendix 1-2 (Tahltan’s Incident Command Structure Org Chart) for the staffing of the Emergency Operations Centre. The Band Manager is also responsible for overseeing the activities of the Emergency Program Coordinator and for reporting directly to Chief and Council. The Band Manager also serves as a member on the Emergency Management Committee. Refer to Appendix 2-2 (Roles & Responsibilities – Local Authority – Band Manager). 5.1.3 Emergency Program Coordinator
The Emergency Program Coordinator is responsible for overseeing and coordinating the Emergency Management Program and for the development, review and revision of this Emergency Preparedness Plan. The Emergency Program Coordinator serves as the liaison between Chief and Council, Band Manager, the Emergency Management Committee, supporting responding agencies (e.g., RCMP), adjacent communities / other authorities and the Tahltan Peoples. It is the responsibility of the Emergency Program Coordinator to ensure that adequate attention is given to all aspects of the Emergency Management Program. Refer to Appendix 2-3 (Roles & Responsibilities – Local Authority – Emergency Program Coordinator). 5.1.4 Emergency Management Committee
The Tahltan Emergency Management Program will be led by the Emergency Program Coordinator and supported by the Emergency Management Committee. Refer to Appendix 2-4 (Roles & Responsibilities – Local Authority – Emergency Management Committee).
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The Emergency Management Committee is comprised of the following individuals: » Emergency Program Coordinator; » Chief and/or Council Representative; » Band Manager; and » All EOC section leads and any other relevant Tahltan staff (e.g. health / fire / RCMP departments). It is best practice that the Emergency Management Committee would meet quarterly (as scheduled by Tahltan’s Emergency Program Coordinator) to support the Emergency Program Coordinator in annual and seasonal planning of activities. Each time the committee meets, it is also best practice to exercise ‘some’ small part of the Emergency Management Program and/or to have an annual exercise that includes the Multi-Agency Regional Committee. It is important that there are annual reviews of Tahltan residents, band staff and volunteers that could be added to this committee. It has been identified that the participation of youth through this process is also a critical link to ensure long term success of Tahltan’s Emergency Management Program. 5.1.5 Multi-Agency Regional Committee
Seasonally, the Tahltan Emergency Management Committee meet with various supporting agencies, adjacent communities and neighboring local authorities to update everyone to Tahltan’s Emergency Management Plan and to discuss any current issues, or lessons learned. Refer to Appendix 2-5 (Roles & Responsibilities – Local Authority – Multi-Agency Regional Committee). Although not everyone represented on this committee is responsible for local governance of the Tahtlan Band, they have local authority for certain response expertise and powers. The Multi-Agency Regional Committee may include: » Tahltan’s Emergency Management Committee; » RCMP or designate (local and regional representatives); » Fire Chief or designate (local and regional representatives); » Health Services and BC Ambulance (local and regional representative); » Dease Lake Hospital representative; » Regional District of Kitimat-Stikine Emergency Program Coordinator; » School District 87 (Stikine) representative; » Ministry of Transportation and Infrastructure representative; » Community of Dease Lake representative; and » Various volunteer supporting agencies (e.g., Peoples Haven, Samaritans Purse Canada). Dependent on the priority need of the community’s additional representatives can be added such as representatives from BC Hydro, Dease Lake Hydro Dam or Red Chris Mine.
Other Authorities and Lead Agencies
In BC, certain ministries have been identified as the ‘Lead Agency’ for specific hazards (refer to Schedule 1 of the Emergency Program Management Regulation, under the Emergency Program Act). The following are some of the more commonly known or occurring hazards and the corresponding lead Ministries (in no particular order and extracted from the above-mentioned regulation. Note that some ministry names change over time.
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When an incident occurs, RCMP takes lead until the Lead Agency is identified. Figure 5.1 provides some examples of lead agencies however it is important to note, that this not a complete list. Speak to Emergency Management BC as you require further information. EMBC will contact lead agencies as required in large scale events.
Figure 5.1: Lead Agencies for Specific Events Hazard Groups Hazard Key Ministry Transportation Incidents Air crashes, marine » Air and marine crashes – Federal Mandate incidents, motor » Ministry of Transportation and Infrastructure vehicle crashes etc. » Ministry of Public Safety and Solicitor General and Emergency Management BC Dam Failures » Ministry of Environment and Climate Change Strategy Explosions and Emissions Pipeline, gas wells, » Pipelines – Federal Mandate for owner to mine, and other respond explosions » Ministry of Environment and Climate Change Strategy » Ministry of Energy, Mines and Petroleum Resources » Ministry Municipal Affairs and Housing Geological Hazards Landslides, » Ministry of Transportation and Infrastructure avalanches, flooding Hazardous Materials Hazardous spills » Ministry of Environment and Climate Change Strategy (with assistance from Canutech) Atmosphere Snow storms, ice » Ministry of Public Safety and Solicitor General storms, hail storms, and Emergency Management BC lightning, hurricanes, » Ministry of Environment and Climate Change heat waves etc. Strategy » Ministry of Transportation and Infrastructure
Wildfires Wildfire (includes » Ministry of Forests, Lands, and Natural interface) Resources Operations and Rural Development Disease and Epidemics Human, animal, » Ministry of Health plant, pest » Ministry of Agriculture » Ministry of Forests, Lands, and Natural Resources Operations and Rural Development
5.2.1 Iskut Band Council
Iskut Band Council is also represented under the Tahltan Central Government and would be considered a neighbouring local authority to the Tahltan Band reserves. Iskut is located 87 km south of Dease Lake.
Ongoing collaboration with Iskut Band, in regard to emergency management, is of key importance and it is recommended for the Tahltan Band and Iskut Band to consider how resources can be shared, and how support can be offered to build capacity within each community.
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5.2.2 Regional District
It is important to connect throughout the year with the Regional Districts Emergency Program Coordinator that is responsible for surrounding areas and communities. It is critical that Tahltan builds relationships with the Regional District in order to work collaboratively with Tahltan’s Emergency Management Committee, as well as with other emergency support agencies. 5.2.3 Emergency Management BC (EMBC)
Emergency Management BC works with local governments and other provincial and federal agencies year round, providing coordination and support before, during and after emergencies. EMBC is administered under the Emergency Program Act.
Provincial Emergency Coordination Centre (PECC) During events, the Provincial Emergency Coordination Center (PECC) may be activated and coordinates provincial resources and prioritizes and establishes provincial government objectives in response to requirements at the other levels. This level also serves as the coordination and communications link with the federal disaster support system. The Provincial Emergency Coordination Centre is activated when the key ministry(s) or the Director of Emergency Management BC considers it necessary to coordinate and direct overall provincial response to an emergency or disaster. The PECC provides inter-region policy direction and coordination for emergencies in the province. The EOC will utilize the PECC 24/7 emergency center for reporting/coordinating emergency response efforts.
Provincial Regional Emergency Operations Centre (PREOC) During events the Provincial Regional Emergency Operation Center (PREOC) level may be activated. The PREOC is the primary source of ongoing support to the local EOC. The PREOC coordinates, facilitates and manages information, policy direction and provincial resources to support local authorities and provincial agencies responding to an emergency. This level does not communicate directly with the Incident Commander at the site but provides a basis for provincial regional and interagency coordination and communicates with the site support level (EOC). Effort will be made to coordinate with the Emergency Management BC (EMBC) PREOC to ensure coordinated response efforts.
Emergency Support Services (ESS) Emergency Support Services is a community-based provincial emergency response program required to preserve the well-being of people affected by an emergency or disaster ranging from single house fire or calamities involving mass evacuations. The goal of Emergency Support Services is to help people begin to re-establish themselves as quickly as possible after a disaster. ES plays an important role in emergency management in British Columbia by: » Helping people meet their basic survival needs during a disaster; and » Reuniting families separated by disaster. Emergency Support Services provides short-term, temporary services for individuals and families affected by disasters so they can begin to plan their next steps following a disaster.
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Services may be provided on site for small scale events, or at a Reception Centre for larger events and may include: » Food; » Emotional support; » Lodging volunteer services; » Clothing; and » Child care. Emergency Support Services is typically available for 72 hours. During these first 72 hours, evacuees should immediately plan their next steps by contacting their insurance agents, families and friends, or accessing other possible resources. The Emergency Management BC’s ESS Office may extend emergency services under exceptional circumstances only. No Community Capacity - Call Emergency Management BC and request Emergency Support Services support: 1-800-663-3456 5.2.4 Indigenous Services Canada (ISC)
Indigenous Services Canada (ISC) works collaboratively with partners to improve access to high quality services for First Nations, Inuit and Métis to independently deliver services and address the socio-economic conditions in their communities. 5.2.5 Other Local Agencies
Local supporting agencies will include any other agency that can assist as needed during emergencies. These agencies are defined in Section 5.1.5 above and as new agencies are defined, they should be included as representatives on Tahltan’s Multi-Agency Regional Committee.
6.0 Tahltan’s Emergency Operations Centre (EOC)
Tahltan’s EOC is responsible for the operational implementation of the Emergency Plan and for the coordination and direction of overall operations in respect of preparation for, response to, and recovery from the emergency or disaster. The Emergency Plan can be activated whether the Emergency Operations Centre is activated in partial or full activation. In larger incidents responders at the site may require additional coordination, support and policy direction. In circumstances where existing site response cannot adequately respond to the emergency an Emergency Operations Center (EOC) may be activated. The EOC provides policy direction and coordinates resource requests from the site and manages all off- site activities. Refer to Appendix 5-1 (Checklist – Incident Report Flow Chart) to determine what to do when an incident is reported. Refer to Appendix 5-2 (EOC Activation Checklist) for a comprehensive decision guide for actions.
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Emergency Operations Centre Locations
The Primary EOC is located at: » Tahltan Band Office Council Chambers, 75 Sawtooth Rd Telegraph Creek, BC
Alternate locations (external site) include: » Samaritan’s Purse Restaurant, Dease Lake, BC » School Building (SD #87), 1 Lake Road, Dease Lake, BC
EOC Organizational Structure
The following diagram displays the organizational structure of the EOC. The EOC is activated dependent on the emergency response and support required and follows the BC Emergency Management System - Incident Command Structure (ICS) model. The EMBC provincial guide can be found on the weblink provided in Appendix 1-4 (Contacts A-Z). Refer to Appendix 1-2 (Contacts - Tahltan EOC Incident Command Structure and Contacts) specific for their Emergency Operations Centre (EOC) and assigned individuals to their respective areas. The Figure 6.1 below outlines a basic response structure for small incident response where the Tahltan community would typically have capacity to initiate and deliver with assistance of supporting subject matter expertise (e.g., engineer assessments) as required. It is important to note in small incident EOC response, provincial/federal financial recoveries may not be accessible in all cases, however activating (or exercising) the EOC will ensure that Tahltan’s response and recovery is effective.
Figure 6.1: Incident Command Structure (ICS) Org Chart – Small Incident
Figure 6.2 on the next page refers to a large-scale event response and requires involvement of external supporting agencies and provincial/federal assistance.
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Figure 6.2: Incident Command Structure (ICS) Org Chart – Large Incident
In the large scale EOC response you will note a policy group section. The Policy Group is comprised of Chief & Council, Band Manager and senior EOC staff, where appropriate.
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Basic EOC Roles & Responsibilities
Figure 6.3 introduces basic roles and responsibilities for each section in the Emergency Operations Centre. EOC roles and responsibilities are defined in more detail for each position in Appendix 4 (Roles and Responsibilities – EOC).
Figure 6.3: General Functions of the Emergency Operation Centre Function Basic Roles for Each Section in the EOC Responsible for: » Overall emergency policy and event coordination (through the joint efforts of EOC Director government agencies and private organizations as required) ‘The Leader’ » Leadership direction as advised by Chief and Council » Information collection, management and distribution » The control of all operations within the EOC identified in this Emergency Plan Responsible for: » Coordinating all jurisdictional operations in support of the emergency Operations response through implementation of the jurisdiction’s action plan ‘The Doers’ » Directs resources » Carries out the response activities described in the plan » Directs operations and ensures safety of staff Responsible for: » Development of situational awareness by collecting, evaluating, and disseminating information Planning » Developing the jurisdiction’s action plan in coordination with other functions ‘The Thinkers’ » Maintaining documentation supporting other sections as required » Collects and evaluates information » Maintains resource status (personnel, equipment)
Responsible for: Logistics » Provides support to meet the incident needs ‘The Getters’ » Providing facilities services, resources, personnel, equipment and materials » Provides other services to support the incident Responsible for: Finance/ » Financial activities and other administrative aspects Administration » Monitors costs related to the incident ‘The Payers’ » Provides accounting, procurement, time recording and cost analysis
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Authority to Activate and Levels of the EOC
The Band Manager and/or the Chief have the authority to activate the EOC. There are three levels of EOC activation, described below. The EOC can also be partially activated when only a few positions are enabled (e.g., perhaps only for an hour or two per day). Typically, this may be the case when there is some element of limited planning and/or logistics support as the event progresses.
Level 1 EOC Activation Level 1 action reflects events that are normally managed by community resources on a regular basis. However, there is potential for the event to escalate and requires monitoring only. There is little or no need for site support activities and the event will be closed in a relatively short time. This level may require the activation of an ICP.
Level 2 EOC Activation 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. If the event cannot be managed appropriately from the site, this level requires the activation of an EOC, and notification to EMBC.
Level 3 EOC Activation Level 3 events are of large magnitude and/or long duration or may have multiple sites that involve multi-agencies and multi-government response.
Emergency Operations Centre (EOC) Set-up
See Appendix 5-3 (EOC Setup and Supplies Checklist) for a complete checklist of actions and resources required to set up an Emergency Operations Centre.
Declaration of a State of a Local Emergency (SOLE)
The purpose of declaring a State of an Emergency is to allow certain emergency powers to the local authority to be in place (prior to any action by the local authority), as described under the legislation and as outlined in Appendix 6-17 (Band Council Resolution – Declaration of a State of Emergency) are delegated to the Emergency Operations Centre staff for action. A Band Council Resolution may be required by Tahltan, in order to declare a State of an Emergency, however this is not required under the provincial or federal legislation and is solely upon decision of the Tahltan Band Council. When issuing, a Declaration of a State of an Emergency expiration dates and/or extensions would also need to be considered. See EMBC request forms to declare a State of Emergency provided in Appendix 6 (Forms). Note: its best practice that a State of Local Emergency is declared prior to an evacuation alert or order as this creates one simple process for all communities with the intention of reducing communication barriers. It is also important to note that a declaration of State of Local Emergency is not required to access financial support from EMBC. Issuing a declaration is a recommended practice and is used to communicate the severity of a situation to community members and various agencies. The declaration of a State of a Local Emergency takes time and is important to plan for in advance.
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Discussions with the Regional District Emergency Program Coordinator may assist towards a joint declaration, where appropriate.
General EOC Operations
Further to the appendix documents provided for roles and responsibilities for the various positions of the Emergency Operations Centre (see Appendix 4 – Roles and responsibilities - EOC), there are several checklists available refer to Appendix 5 (Checklists) to: » Activate the EOC; » Respond to the top 10 hazards; » Setting up Emergency Support Services - reception centre; and » Setting up Recovery operations.
Rescinding of a State of an Emergency
Rescinding of a State of an Emergency will be required this form can be found on the EMBC forms webpage for reference. See Appendix 6 (Forms) for a list of source locations for common templates.
Additional forms area also available such as if the community requires an extension to the original declaration.
De-activation of the Emergency Operations Centre
The EOC Director will terminate the EOC activity for the current event and implement the de-activation plan. De-activation or event demobilization is the orderly, safe and efficient return of an incident resource to its original location and status. This includes personnel, volunteers, facilities, equipment, supplies and other resources. The process can begin at any point of the emergency, but to facilitate accountability, it should begin as soon as the identified resource is no longer required. The components of demobilization include: » Reduction of staffing levels as the required services are reduced; » Compilation and storage of documentation for easy retrieval, should this be necessary after the emergency/disaster; » Closing of facilities; » Return/restocking of equipment and supplies; and » Conduct of exit interviews to capture lessons learned and identify strengths and areas of improvement.
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7.0 Hazard, Risk and Vulnerability Assessment
The following list of hazards were identified in 2012 following a Hazard, Risk and Vulnerability Assessment. In 2019, this previous list was reviewed and narrowed down to encompass relevant hazards in the local area. It is best practice to review hazards, risks and vulnerabilities annually. See Figure 7.1 the Hazard Matrix at a glance, and Figure 7.2 for a complete list. Please note: In Figure 7.2 new columns have been added under ‘probability’ to help prompt the next review in 2020 (some have been adjusted and further analysis can be expanded from ‘unlikely’ and ‘likely’ (previously assessed) to include all levels. It is important to note as events occur, each event must be considered in the context of impact on the entire community related to public safety.
Figure 7.1: Hazards Matrix
Very High Fire - Structural Wildfire - Interface
Extreme Weather Ice Jams High Landslide Volcano Power Interruption Flood
Pandemic Inland Tsunami Explosion Moderate Earthquake Probability Food Shortage Structure Collapse Lost Person(s)
Hazardous Spill Dam (structure) Low Transp. Incident Failure
Risk Level Minor Moderate Major Catastrophic Very High High Moderate Consequences Low
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Figure 7.2: List of Hazards, Probability and Impact HAZARD DESCRIPTION PROBABILITY IMPACT Rare (R); Very Unlikely (VU); Unlikely (U); e.g., High (H); Probable (P); Likely (L); Certain (C) Medium (M); Low (L)
R VU U P L C H M L Fire Including structure fire, wildfire, peat bog fire ü ü Landslide Including debris slide ü ü Extreme weather Including heatwave, snowstorm, windstorm, ü ü drought Explosion ü ü Power Interruption e.g. caused by lightning strikes, ice storm ü ü Volcano ü ü Pandemic - Disease Impacting humans or animals ü ü Structure Collapse ü ü Ice Jams ü ü Flood ü ü Lost Person(s) ü ü Food shortage Including fish supply ü ü Transportation Incident Including MVA or plane crash ü ü Water control structure e.g. tailing pond failure or dam failure ü ü failure Hazardous Material Spill e.g. impacting water supply ü ü Earthquake ü ü Inland Tsunami ü ü
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8.0 Communication and Information Management
Communication and information management refers to an organized, integrated and coordinated mechanism to ensure the accurate, consistent and timely delivery of information to all EOC personnel, assisting and cooperating agencies, site support personnel, and the public (e.g. community, media, government officials). Regarding response operations, the goals of communication and information management are to: » Standardize key information so that it can be accessed and shared easily; » Establish a process and schedule that promotes the regular sharing of timely information, internally and externally; » Link the operational and support elements, internally and externally; » Coordinate communications with adjacent communities where appropriate; » Provide a common operating picture and situational awareness for response personnel and organizations; » Maximize the use of readily available resources, including the Internet and web-based tools; » Ensure the secure management and timely release of sensitive information; » Ensure the release of credible and accurate information to the public and other partners/stakeholders; and » Determine a plan to handle the media, as relevant to each event.
On onset of an emergency response, it is best practice to develop a schedule for communications to and from the various targets, dependent on the level of acuteness of the event, and adjusted as required.
Key Targets
There are various targets and each event will have specific agencies or personnel. Determine a schedule and format appropriate for each. Some of the common targets include: » Chief and Council; » EOC – internal correspondence; » Supporting agencies and government EOCs; » Surrounding or partnering local authorities; » Community; » Media; and » Any other Government officials (e.g., MLAs)
Communication Methods
During response and recovery, the following types of communication occur: » Strategic communication between support elements and Leadership/Other Agencies involved in high- level strategic decision making; » Tactical communication between field personnel and EOC Logistics providing direct resource assistance; » Support communication among logistical elements and partnering agencies not involved in the EOC; and » Public communication to and from the public or specific partner/stakeholder groups.
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A particular method (or methods) may be most effective for a specific type of communication. Identifying the appropriate method is key. Key steps for emergency communications include: 1) Identifying what information is needed and why; 2) Identify triggers to deliver the information; and 3) Identifying the key targets to receive identified information. Key considerations include: » Use common terminology and plain language to communicate clearly and effectively; » Ensure information security protocols are adequate to prevent untimely release of information; » Coordination in the release of information; » Effective use of the media (e.g., use of social media in distribution and public monitoring); and » Engage in a variety of media.
Messaging to the General Public and External Sources
It is best practice to develop a web page and automated email system (or text message system) that the general public can register to and receive regular news bulletin updates as issued by the EOC. Many areas have access to regional systems already set up through the Regional District office or regional support agency. Contact your Regional District Emergency Program Coordinator to collaborate and develop a system in advance. Advertise in advance the website location and common general phone number/email address for all general enquiries. At minimum, develop form templates in advance that suits your local community for: » News bulletins to the general public (date and number each bulleting starting with #1); » Briefings to Chief and Council; » Briefings to government agencies and representatives (e.g. MLAs); and » Briefings to internal EOC personnel. In Appendix 6 (Forms) there are incident status forms, incident status summary forms and action plan summaries that each EOC section is required to fill out and submit to the Information Officer on a schedule as defined by the EOC team. These forms can be used to compile information to the general public.
Handling the Media
Handling the media is always difficult, however the media can be very useful to disseminate information as you require. Prepare in advance and discuss a plan dependent on each event. As media representatives contact the EOC main phone, a strategy may include the following: » Advise the receiving EOC administrator to take their name (with agency name), number/email, along with their questions or interests (refer to Appendix 6 (Forms); » Advise that their request will be considered, and someone will call them back; » Forward all media information to the EOC Information Officer for consideration; » Ensure media is contacted within a reasonable time period, or else they will determine their own story;
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» The Information Officer, along with the EOC Director and other senior personnel will discuss requests together and develop a plan; » Coordinate responses (where possible) with other requests to ensure consistent messaging is being delivered; » Once a contact list is developed, news bulletins can be released via email in conjunction to other messaging to the general public. When preparing media information consider your three top themes and messages to deliver and develop the content to distribute around this format.
9.0 Financial Management
Refer to the Emergency Management BC Financial Assistance for Emergency Response and Recovery Costs (A Guide for BC Local Authorities and First Nations). Quick reference checklists are included in the guide to determine what eligible costs are covered by the province, and what are not, as per the legislation. Be prepared to make decisions based on the possibility that the local authority may need to cover the costs being that funding approvals may not necessarily be quick in nature or approved. Refer to Appendix 5-7 (Financial Management Checklist). There are different costs eligible during ‘response’ as compared to ‘recovery’, therefore it is important to reference the provincial guide to verify eligibility of cost recoveries. For financial requests during the ‘response’ stage, it is important to use language, where relevant to the community disaster, as prioritized in Figure 4.4 that describes the BC Emergency Management System Response Goals. Be prepared to consider all funding sources that include: » Insurance; » Disaster Financial Assistance (DFA) Program; and » Grants, special funding, recovery loans. It is critical that the community is organized with a financial person assigned from onset of disaster response to ensure that costs are tracked and documented through out the process. Refer to Appendix 6 (Forms) for a sample of some of the financial and administration forms commonly used.
10.0 Emergency Recovery Roles and Procedures
Recovery operations in the EOC utilize the same functional positions as in response but may involve different tasks. Refer to the This section summarizes the core functions in recovery to assist the effort. Note that the functions may be decentralized due to the duration of the recovery process. In order to understand the scope of the recovery process, a generally accepted rule is for everyone day of the event the recovery period will require forty days (if the event lasts 4 days; recovery period will take 160 days).
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Refer to Appendix 5-6 (Disaster Recovery Planning Operations) to review a summary of key actions.
EOC Director Responsibilities The EOC Director is responsible for leading the overall recovery effort. During prolonged recovery efforts, consideration should be given to identifying a position responsible for the oversight of recovery to perform the required submission and liaison with EMBC and Indigenous Services Canada (ISC).
Operations Responsibilities The Operations Section is responsible for restoring community services and utilities to normal pre- emergency/disaster day-to-day operations.
Planning Responsibilities The Planning Section documents and provides direction for recovery activities. Planning involves consideration of long-term hazard mitigation as part of the recovery process.
Logistics Responsibilities The Logistics Section is responsible for obtaining resources necessary to carry out recovery operations. This includes coordination of volunteers and staging areas for heavy equipment.
Finance/Administration Responsibilities Finance/Administration handles the community’s recovery financial transactions, including the recovery of funds associated with assisting other agencies.
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Appendix 1-1 – Contacts – Key Contacts – First to Call Appendix 1-2 – Contacts – Tahltan Incident Command Structure ORG Chart Appendix 1-3 – Contacts – Tahltan EOC Contacts Appendix 1-4 – Contacts – A to Z Contacts Key Contacts – First to Call
KEY CONTACTS Emergency Management BC (EMBC) 1-800-663-3456 (get a Task reference #)
Priority Contact Office Home Cell Email 1 Shana Dennis [email protected] 2 Chief Rick McLean [email protected] 3 James Henyu [email protected] 4
Other: 1 Tahltan RCMP staff 2 Tahltan RCMP staff
1 Tahltan Fire response staff 2 Tahltan Fire response staff
Appendix 1-1 – Contacts – Key Contacts – First to Call Page 1 of 1 TAHLTAN’S INCIDENT COMMAND STRUCTURE
EOC DIRECTOR
Name Alternate Name Alternate Name Information Officer Name
Deputy Director Liaison Officer Assign when required Assign when required
Risk Management Officer Assign when required
Operations Section Planning Section Logistics Section Finance/Admin Section Chief Chief Chief Chief Name Alternate Name Alternate Name Alternate Name Alternate Name Name Name Name
Support Staff Support Staff Support Staff Support Staff Name Name Name Name
Support Staff Support Staff Support Staff Support Staff Name Name Name Name
Last Revision: 2019-11-01 Tahltan's Emergency Operation Centre (EOC) Staff
EOC CONTACTS
Contact EOC Title Office Home Cell Email Chief Rick McLean EOC Director [email protected] Shana Dennis Director - alternate James Henyu Information Officer
Dwayne Etzerza EOC Operations Section Chief Operations Chief - Alternate Operations Support Staff Operations Support Staff
Randy Jackson EOC Planning Section Chief Planning Chief - Alternate Planning Support Staff Planning Support Staff
Kim Rowe EOC Logistics Section Chief Logistics Chief - Alternate Logistics Support Staff Logistics Support Staff
Shana Dennis EOC Finance / Admin Section Chief Finance / Admin Chief - Alternate Finance / Admin Support Staff Finance / Admin Support Staff
Appendix 1-3 – Contacts – Tahltan EOC Contacts Page 1 of 1 A - Z CONTACTS
Category Location Company / Organization Address Contact Primary Ph. Secondary Ph. Fax Email Website Equipment Aircraft Atlin Atlin Air Lakeshore Drive, V0W 1A0 Chris Moser 250-651-0025 FW: Beaver, Cessna 207 Aircraft Atlin Discover Helicopters Box 178, 178 6th St., V0W 1A0 Norm Graham 250-651-7569 250-651-7667 [email protected] www.discoveryheli.ca RW: 206B, 206L Aircraft Atlin Tundra Helicopters 17 300 Surprise Lake Rd, V0W 1A0 250-651-2444 [email protected] www.tundrahelicopters.ca RW: MD369, 206B, 206L, AS350B5 *RW = Rotary Wing Aircraft Bob Quinn Lakelse Air (Pacific Western) 250-237-3245 [email protected] www.lakelseair.com RW: 204C, 212, 206, 206L, AS350B2, AS350D2, AS355N, R44 Aircraft Dease Lake Lakelse Air (Pacific Western) Box 245, Airport Rd, V0C 1L0 James Carr 250-771-5911 [email protected] www.lakelseair.com RW: 204C, 212, 206, 206L, AS350B2, AS350D2, AS355N, R44 Aircraft Dease Lake Tsayta Aviation Ltd. Dennis Bodar 250-771-3238 [email protected] www.flightsnorth.com FW: Otter, Islander, Beaver, Cessna 206 Aircraft Dease Lake Tundra Helicopters Box 597, Y0A 1C0, Hwy 37 Steve Harrison 250-771-3898 250-536-4644 [email protected] www.tundrahelicopters.ca RW: MD369, 206B, 206L, AS350B4 Aircraft Haines Junction Trans North Turbo Air Ltd. Y0B 1K0 Clint Walker 867-634-2242 867-335-2242 867-634-2449 www.tntaheli.com www.tntaheli.com RW: MD500, 206B, 206L3, 206L4, AS350B2, AS350B5 Aircraft Smithers Tsayta Aviation Ltd. 6210 Hurricane st, V0J 2N2 250-847-9500 [email protected] www.flightsnorth.com FW: Otter, Islander, Beaver, Cessna 206 Aircraft Telegraph Creek Tsayta Aviation Ltd. Box , Glenora Rd V0J 2W0 250-235-3701 [email protected] www.flightsnorth.com FW: Otter, Islander, Beaver, Cessna 206 Aircraft Watson Lake Northern Rockies Air Charter 123 Thompson Rd., Y0A 1C0 867-536-2364 FW: Beaver, Cessna 206 *FW = Fixed Wing Aircraft Watson Lake Northern Rockies Air Charter 123 Thompson Rd., Y0A 1C0 Darwin Cary 867-536-2364 FW: Beaver, Cessna 206 Aircraft Watson Lake Trans North Turbo Air Ltd. Frank trail Y0A 1C0 Clint Walker 867-536-2100 867-536-2110 [email protected] www.tntaheli.com RW: MD500, 206B, 206L3, 206L4, AS350B2, AS350B3 Aircraft Watson Lake Tundra Helicopters Box 597, Y0A 1C0 Steve Harrison 867-536-7858 [email protected] www.tundrahelicopters.ca RW: MD369, 206B, 206L, AS350B3 Aircraft Whitehorse Fireweed Helicopters Box 26, Y1A 5X9 Bruno Meili 867-668-5888 867-668-7875 [email protected] www.fireweedhelicopters.ca RW: MD500D, MD520, 206B, 206L, 206L3, 206L4, 204C Aircraft Whitehorse Trans North Turbo Air Ltd. Box 8, 115 RR, Y1A 5X9 Clint Walker 867-668-2177 867-668-3420 [email protected] www.tntaheli.com RW: MD500, 206B, 206L3, 206L4, AS350B2, AS350B4 Bulk Fuel Atlin Discovery Helicopters Box 178, 178 6th St., V0W 1A0 Norm Graham 250-651-7569 250-651-7667 Jet B Bulk Fuel Atlin Pinetree Services 360 Surprise Lake, V0W 1A0 250-651-7746 250-651-7781 [email protected] All Types Bulk Fuel British Columbia Chevron Vancouver 1200 - 1050 West Pender Street V6E 3T4 800-668-5300 Bulk Fuel Dease Lake Lakelse Air (Pacific Western) Box 245, V0C 1L0, Airport Rd, V0C 1L0 James Carr 250-771-5911 [email protected] Av-gas/Jet B Bulk Fuel Dease Lake Petrocan Boulder 100, V0C 1L0 Robert Wank 250 -771-4381 Diesel, Gas Bulk Fuel Stewart Granmac Services 606 5th ave, V0T 1W0 250-636-2307 250-636-2402 Jet A, Diesel / gas Bulk Fuel Terrace Northwest fuels 5138 Keith Ave, V86 1K9 250-635-2066 800-308-2066 [email protected] gas / diesel Bulk Fuel Watson Lake North 60 Petrol Km 1023 Alaska Hwy, Y0A 1C0 Reception 867-536-7385 867-536-2204 Jet B, Av-gas, Diesel, Gas Cassiar Atlin Atlin IA Base-Bunkhouse 250-651-7648 Cassiar Atlin Atlin IA Base-Main 250-651-7638 250-651-7780 Cassiar Atlin Atlin IA Base-Warehouse 250-651-7613 Cassiar Watson Lake Watson Lake Airport Watson Lake, Y0A 1C0 Reception 867-536-2905 Cassiar Watson Lake Watson Lake IA Base –Main 867-536-7369 867-536-7384 867-536-7370 Cooks Atlin Taku River Tlingit Box 132, V0W 1A0 Reception 250-651-7900 Cooks Dease Lake TNDC Box 250, V0C 1L0 Clem Pelletier 250-771-5482 250-771-5454 [email protected] Cooks Iskut Iskut First Nations V0C 1K0 Reception 250-234-3331 250-234-3200 Cooks Telegraph creek Tahltan band Box 46, Sawtooth Rd, V0J 2W0 250-235-3151 250-235-3244 Cooks Watson lake Liard First Nations Robert Campbell Hwy, Y0A 1C0 Rose 867-536-5200 867-536-2332 Delivery Atlin Atlin trucking & Cartage ltd 372 Surprise lake Rd, V0W 1L0 250-651-7617 866-651-7575 250-633-6858 Delivery Stewart Seaport Limousine (Bus Terrace-Stewart) 306 5th Ave, V0T 1W0 250-636-2622 Delivery Terrace A.S.E Delivery 2710 Hall Street, V8G 2R7 250-635-8246 Delivery Terrace Bandstra Transportation 3111 Blakeburn St, V8G 3J1 250-635-2728 Delivery Terrace Greyhound Bus Lines 4650 Keith Ave, V8K 4K1 250-635-3680 [email protected] Delivery Terrace Terminal Express 4904 Hwy 16, 250-638-1326 Delivery Terrace Van-Cam 3550 River drive, V8G 3P1 250-635-6245 Delivery Watson Lake Robert & Laurie Freight Srvcs. Inc. 231 Canyon Blvd, Y0A 1C0 867-536-7245 867-334-4737
Delivery Watson Lake Sidhu Trucking 46 Macdonald Rd, YT, Y1A 4L2 867-334-3874 Delivery Watson Lake Twilite Services Adela Trail, Y0A 1C0 867-536-2256 Delivery Whitehorse A1 Trucking 31445 Whitehorse, Y1A 6K6 867-668-8140 Emergency Atlin Fire Dept. Box 202, V0W 1A0 Reception 250-651-7666 250-651-7582 Emergency Atlin Northern Health Authority Box 330, 164 Thrid St, Reception 250-651-7677 250-651-7687 https://www.northernhealth.ca/ Emergency Atlin RCMP Box 10, 180 3rd st, V0W 1L0 Reception 250-651-7511 250-651-7696
Emergency British Columbia BC Air Ambulance 800-461-9911 250-374-5937 Emergency British Columbia BC Centre for Disease Control 655 West 12th Avenue, Vancouver 604-707-2400 www.bccdc.ca
Emergency British Columbia BC Hydro Power Outage 888-769-3766 British Columbia Emergency Management https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response- Emergency British Columbia System (BCEMS) recovery/emergency-management-bc/bcems
https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency- British Columbia Emergency Management services/emergency-preparedness-response- Emergency British Columbia System (BCEMS) Province Wide - Guide recovery/embc/bcems/bcems_guide_2016_final_fillable.pdf
https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency- British Columbia Emergency Management services/emergency-preparedness-response- Emergency British Columbia System (BCEMS) Province Wide - Quick Reference recovery/embc/bcems/bcems_brochure.pdf
Emergency British Columbia Crisis Mental Health 3412 Kalum st, V8G 0G5 Terrace 250-631-4202 250-638-4082 250-631-4282 Emergency British Columbia Emergency Management BC (EMBC) 800-663-3456 www.embc.ca
Emergency British Columbia Emergency Management BC (EMBC) NW Region - First Nations Coord. Char Etzerza 250-615-4800 [email protected]
Emergency British Columbia Emergency Management BC (EMBC) Emergency Management Tech Jennifer Agar 250-615-4800 [email protected]
https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response- recovery/emergency-management-bc/emergency-management-training-and- Emergency British Columbia Emergency Management BC (EMBC) EMBC Training Courses exercises/em-training-program A - Z CONTACTS
Category Location Company / Organization Address Contact Primary Ph. Secondary Ph. Fax Email Website Equipment
https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response- recovery/emergency-management-bc/emergency-management-training-and- Emergency British Columbia Emergency Management BC (EMBC) EMBC Training Webinars exercises/em-training-program/emergency-management-webinars
https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency- services/emergency-preparedness-response-recovery/local- Emergency British Columbia Emergency Management BC (EMBC) Reception Centre Operational Guidelines government/eoc_operational_guidelines.pdf https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency- Disaster Financial Assistance (DFA) Guide for services/emergency-preparedness-response- Emergency British Columbia Emergency Management BC (EMBC) Local Authorities & First Nations recovery/embc/dfa/financial_assistance_guide.pdf
Emergency British Columbia Forest Fire Reporting 800-663-5555 Emergency British Columbia Incident Command Structure (ICS) http://www.icscanada.ca/ Emergency British Columbia Poison Control 800-567-8911 Emergency Dease Lake BC Ambulance Burnie Vanderkst 250-771-3333 Emergency Dease Lake Emergency Support Services Box 149, Dease Lake Ave, V0C 1L0 Justin Waite 250-771-4335 250-771-4440 Emergency Dease Lake Fire Dept. Box 149. 8 Stikine St, V0C 1L0 Justin Waite 250-771-3134 250-771-2222 250-771-5702 [email protected] Emergency Dease Lake RCMP Box 130, 50 Boulder streets, V0C 1L0 Reception 250-771-4111 250-771-4432 Emergency Dease Lake RCMP Aboriginal Liaison Cst. Sofia Delisimunovic 250-771-4111 Emergency Dease Lake Stikine Health Centre Box 386, 7171 Hwy 37, V0C 1L0 Reception 250-771-5024 250-771-5024 Emergency Good Hope Fire Dept. 250-239-3900 Emergency Iskut Iskut Valley Health V0C 1K0 Reception 250-234-3511 Emergency Lower Post Lower Post Fire Dept. Box 10, V0C 1W0 John Forsberg 250-779-3333 250-779-3161 Emergency RDKS Emergency Support Services Director Michelle Taylor 250-641-6844 250-638-6976 Emergency Smithers Fire Dept 250-877-1562 250-847-2015 [email protected] Emergency Telegraph Creek RCMP Box 84, 5 Telegraph Rd, V0J 2W0 250-235-3111 250-235-3112 Emergency Telegraph Creek RCMP Aboriginal Liaison Cst. E. Chrona 250-235-3111 Emergency Telegraph Creek RCMP Aboriginal Liaison Sargent Steven Woodcox [email protected] Emergency Terrace Emergency Support Services Regional Manager Maurie Hurst 250-615-4800 [email protected] Emergency Terrace Mills Memorial Hospital 4720 Haugland Ave, 250-635-2211 Emergency Terrace St. John Ambulance 250-635-5500 www.sja.ca Emergency Teslin RCMP Box 29, 9 Johnston Ave, Y0A 1B0 867-390-5555 867-390-2905 Emergency Watson Lake RCMP Box 40, Y0A 1C0 867-536-2677 867-536-5555 867-536-7425 Emergency Watson Lake Watson Lake Fire Dept. Box 590. Y0A 1C0 Scott Mclean 867-536-7442 867-536-7522 Emergency Whitehorse, Yukon Poison Control 800-393-8700 First Aid Burns Lake Grizzly Mountain Medical Srvcs Box 454, 224 Gerow island Rd, V0J 1E0 Olivia Jensen 250-692-4066 250-692-4065 [email protected] First Aid Francois Lake Frontline Medical Services Box 502, 18311 Parington Rd, V0J 1R0 Bryan Worral 250-251-4222 250-695-6966 250-695-6966 [email protected] First Aid Smithers Jade First Aid Box 661, V0J 3A0 250-847-4332 250-847-5514 First Aid Smithers Karen Wilson “ITEC” RR#1, Site 3, Comp.21, V0J 2N0 250-847-3509 First Aid Telkwa Northwest 1st Aid 32340 Yellowhead Hwy, V0J 2X2 250-846-5159 250-847-0326 [email protected] First Aid Vanderhoof Northland First Aid 16552 Sturgeon Pt. Rd. B2562, V0J 3A0 250-567-4718 250-567-8684 250-567-4719 Flaggers Atlin Pilot car and flagging Box , V0W 1A0 T Timpany 250-651-7769 Flaggers Telegraph creek T & M Flagging Box, Sawtooth Rd, V0J 2W0 250-235-3012 250-235-3073 Government Atlin Conservation Officer 3rd St, V0W 1A0 250-651-7501 250-651-7707 Government British Columbia Assembly of First Nations Across Canada Chief Perry Bellegarde 613-241-6789 613-241-5808 www.afn.ca Government British Columbia Child Protection Services Province Wide 310-1234 800-663-9122 Government British Columbia Emergencies Act https://laws-lois.justice.gc.ca/eng/acts/E-4.5/page-1.html
Government British Columbia Emergency Management Act https://laws-lois.justice.gc.ca/eng/acts/E-4.56/
Government British Columbia Emergency Program Act http://www.bclaws.ca/Recon/document/ID/freeside/00_96111_01 Emergency Program Management Government British Columbia Regulation http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/477_94
https://www.canada.ca/en/environment-climate-change/services/canadian- Government British Columbia Environmental Protection Act environmental-protection-act-registry/publications/canadian-environmental- protection-act-1999.html Government British Columbia Fire Dept Henry Carlick 250-234-3503 http://iskut.org/
Government British Columbia First Nations and Inuit Health 844-666-0711 866-913-0033 https://www.canada.ca/en/indigenous-services-canada/services/first-nations-inuit- health.html Non-insured health benefits for First Nations Government British Columbia First Nations and Inuit Health 855-550-5454 http://www.hc-sc.gc.ca/fniah-spnia/nihb- and Inuit ssna/index-eng.php http://www.hc-sc.gc.ca/fniah-spnia/nihb-ssna/index-eng.php Government British Columbia First Nations Health Authority (FNHA) 800-317-7878 Government British Columbia Fisheries and Oceans Terrace 250-615-5350 Government British Columbia Indian Act https://laws-lois.justice.gc.ca/eng/acts/i-5/
Government British Columbia Indigenous Services Canada (ISC) 604-775-5100 800-567-9604 https://www.canada.ca/en/indigenous- services-canada.html https://www.canada.ca/en/indigenous-services-canada.html Local Authority Emergency Management Government British Columbia Regulation http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/380_95 Ministry of Environment & Climate Change Environmental Violations, Dangerous Wildlife & Government British Columbia 800-663-9453 Strategy (MOE) Human Conflicts A - Z CONTACTS
Category Location Company / Organization Address Contact Primary Ph. Secondary Ph. Fax Email Website Equipment Ministry of Environment & Climate Change Government British Columbia Spill & Hazmat Reporting 800-663-3456 Strategy (MOE) Government British Columbia Ministry of Highways Ministry of Indigenous Relations & Government British Columbia General Enquiries 800-663-7867 Reconcilitation (MIRR) Government British Columbia Public Health Authority of Canada https://www.canada.ca/en/public-health.html
Government British Columbia Regional District - Kitamat-Stikine (RDKS) Mobile ESS Naomi Nyuli 250-615-6100 250-635-9222 [email protected] Emergency Program Coordinator & Fire Chief - Government British Columbia Regional District - Kitamat-Stikine (RDKS) Rick Boehm 250-638-1466 250-641-0911 Thornhill Fire Dept. Asst. Emergency Program Coordinator & Government British Columbia Regional District - Kitamat-Stikine (RDKS) Deputy Fire Chief - Thornhill Fire Dept. Chris England 250-638-1466 250-641-0911 Government British Columbia Transportation Acts & Regulations https://www.tc.gc.ca/eng/acts-regulations/menu.htm Government British Columbia Water Act http://www.bclaws.ca/civix/document/id/92consol16/92consol16/79429 Government British Columbia Wildlife Act http://www.bclaws.ca/Recon/document/ID/freeside/00_96488_01 Government Dease Lake BC Parks Box 70, Hwy 51, V0C 1L0 Dan Chris 250-771-4591 250-847-7320 250-771-4704 Government Dease Lake Conservation Officer 250 771-3566 250-771-3567 Government Dease Lake FLNRORD -Cassiar Field Office Box 337, V0C 1L0 Claus Rygaard 250-771-5561 250-771-5571 250-771-5702 [email protected] Ministry of Transportation & Infrastructure 250-771-4510 Government Dease Lake (MOTI) Box 148, V0C 1L0 Sandra Griffiths 250-771-4511 250-847-7403 [email protected] Government Dease Lake School District #87 Superintendant Mike Gordon 250-771-4440 Government Dease Lake Tahltan Central Government President Chad Norman Day [email protected] Government Dease Lake Tahltan Central Government Office 250-771-3274 Government Dease Lake Tahltan Central Government Executive Director Calum Carlier 250-641-3993 Government Dease Lake Tahltan Central Government Steve Martin 250-771-5611 Government Northern BC FLNRORD General Enquiries 800-663-7867 Government Northern BC FLNRORD Sr. Wildfire Officer - Aviation Alexander MacLean 250-877-9323 250-847-6613 Government Northern BC FLNRORD Forest Fire Reporting ONLY 800-663-5555 Government Northern BC FLNRORD First Nations - Resource Manager Jim D'Andrea 250-847-6303 [email protected] Government Northern BC FLNRORD Sr. Wildfire Officer - Operations Ryan Chapman 250-847-6611 [email protected] Government Northern BC FLNRORD Deputy Fire Centre Manager Tony Falcao 250-635-9735 [email protected] Government Smithers FLNRO – Skeena Stikine Bag 5000, V0J 2N0 Reception 250-847-6300 888-540-8611 250-847-6353 Government Telegraph Creek Tahltan Band Chief & Council Chief Rick McLean 250-235-3151 250-961-4350 www.tahltan.ca Government Telegraph Creek Tahltan Band Chief & Council Band Manager Shana Dennis [email protected] http://www.rdks.bc.ca/content/telegraph-creek-townsite Government Telegraph Creek Tahltan Band Chief & Council Councillor Geraldine Quock Government Telegraph Creek Tahltan Band Chief & Council Councillor Chad Day Government Telegraph Creek Tahltan Band Chief & Council Councillor Richard (Rocky) Jackson [email protected] Government Telegraph Creek Tahltan Band Chief & Council Councillor Lorgan Bob 250-235-3421 Government Telegraph Creek Tahltan Band Chief & Council Councillor Dwayne Day Government Terrace City of Terrace Emergency Program Coordinator 250-638-4734 Government Terrace City of Terrace Emergency Management BC Information 250-615-4800 Government Watson Lake Watson Lake municipal office Box 590, 710 Adela Trail, Y0A 1C0 Reception 867-536-8000 867-536-7522 Lodging Atlin Adanac Moly Corp. 4th St, V0W 1L0 604-516-0253 90 person mine camp Lodging Atlin Atlin Inn & Kirkwood Cabins Box 39, First st, V0W 1L0 Eddie 250-651-7546 [email protected] 8 Rooms, Kitchenettes Lodging Atlin Atlin Recreation Center Sinclair ave, V0W 1L0 250-651-7510 [email protected] Kitchen and Large seating area Lodging Atlin Brewery Bay Chalet Box 349, 210 McBride Blvd, V0W 1L0 250-651-0040 250-651-0041 High Speed Internet Lodging Atlin Minto View Cabins Box 31, V0W 1L0 250-651-2253 250-483-3733 250-651-2253 [email protected] 38 km from town Lodging Atlin Moore House B&B Box 69, V0C 1L0 250-651-0015 800-339-2665 Lodging Atlin Norsemen Adventures Campgorund Warm Bat Rd, V0W 1L0 250-651-7535 18 campsites at $16.00/night Lodging Atlin Northern Place B&B 250-651-7503 Lodging Atlin Pine Creek Campground 18 campsites at $10.00/night Lodging Atlin Quilts and Comfort B&B Box 59, V0W 1L0 250-651-0007 800-836-1818 [email protected] Lodging Atlin Sweet Ezzz B&B 203 3rd st, V0W 1L0 250-651-2241 250- 651-2201 Lodging Bell 2 Bell II Lodge Box249, Kitmat-Stikine A, V0J 3S0 Amon & Nathascha 888-655-5566 888-499-4354 275-4912 [email protected] 20 rooms, meals, room for camp, tents Lodging Cassiar zone Surprise Lake Camp 250-651-2270 Close to Atlin Lodging Cassiar zone Terminus Mtn. Wilderness Adventures Dale Drinkall [email protected] Cabins Meals, Camp Lodging Dease Lake Arctic Divide Inn 6904 Hwy 37, V0C 1L0 Derek Ingram 250-771-3119 250 771-3903 [email protected] 8 rooms Lodging Dease Lake Northway Motor Inn 158 Boulder st, V0C 1L0 Bob Henderson 250-771-5341 44 rooms Lodging Iskut Mountain shadow RV park Box 3, V0C 1K0 250-234-3333 [email protected] Room for camp, tents Lodging Iskut Redgoat Lodge Box 119, V0J 1K0 Mitch Cunningham 250-234-3261 Camp catering, hostel, camping, food Lodging Iskut Tatogga Lake Resort Box 913 Smithers BC, V0J 2N0 John Wright 250-234-3526 250-643-2575 [email protected] 10 cabins, meals, lots of room for camp Lodging Iskut Tenajon Motel & Café Hwy 37, V0J 1K0 250-234-3141 250-234-3603 23 rooms, meals, Camp catering 0700 - 2000 Lodging Watson Lake Andra's Hotel Box 861, 609 Frank Trail, Y0A 1C0 Reception 867-536-7712 867-536-7563 29 Rooms, Meals Lodging Watson Lake Big Horn Motel Box 851, Frank trail Y0A 1C0 Reception 867-536-2020 867-536-2021 29 Rooms (a few kitchenettes), No meals Lodging Watson Lake Dragons Den Box 861, 711 Frank Trail, Y0A 1C0 Reception 867-536-7115 867-536-7563 30 rooms (renovated), Meals 1100 - 2000 Lodging Watson Lake Hadwen’s Airport B&B Box 115, 276 Stubenberg Blvd, Y0A 1C0 Reception 867- 536-2220 Rooms, breakfast, loan car for pilots Services Atlin Atlin Tlingit Development Corporation Box 408, V0W 1L0 Reception 250-651-7539 250-651-0039 Services Atlin Atlin Trading Post 190 1st Ave, V0W 1A0 250-651-7574 Services Atlin Bob Smallwood Box , 384 Surprise lake Rd, V0W 1A0 Bob Smallwood 250-651-2488 Services Atlin Coastal Mountain Contracting Box 232, 256 Green st, V0W 1A0 Donald Shaw 250-651-7672 [email protected] A - Z CONTACTS
Category Location Company / Organization Address Contact Primary Ph. Secondary Ph. Fax Email Website Equipment Services Atlin Connolly, Daniel Box 349, V0W 1L0 Daniel Connolly 250-651-7445 250-651-7675 [email protected] Services Atlin Diane Florance Box , V0W 1A0 Diane Florance 250-651-7499 Services Atlin Discovery Construction & Services Ltd. Box 410, 1# Brigde end Rd, V0W 1A0 Richard Cowan 250-651-7847 Services Atlin Food Basket 150 2nd st, V0W 1A0 250-651-7676 Services Atlin Glen Harper Pilman Rd, V0W 1L0 Glen Harper 250-651-7756 Services Atlin Hel’en Wheels – Helen 1 1st, Airport Rd, V0W 1A0 Helen Smith 250-651-2226 [email protected] Services Atlin Iron Horse Contracting Box 48, V0W 1A0 250-651-7773 Services Atlin Northwest Contracting 250-651-7534 Services Atlin Pine Tree Shell Station 3rd St, Discovery V0W 1A0 250-651-7746 Services Atlin Ralph Johnson 250-651-7660 Services Atlin Robs Contracting 250-651-2488 Services Atlin Silk Pig Construction 250-651-7754 Services Atlin Taku River Tlingit First Nation Box 132, V0W 1A0 250-651-7900 250-651-7909 [email protected] Services Atlin Thoma G Gary Thoma 250-651-7764 250-638-8137 ext Services British Columbia Canadian First Nations Radio Craig Ellis 222 250-615-7271 [email protected] For Everything That's Community Health Services British Columbia (FETCH) http://pacificnorthwest.fetchbc.ca/index.html https://www.healthlinkbc.ca/explore- Services British Columbia Health Canada health-topics https://www.canada.ca/en/health-canada.html https://www.canada.ca/en/health-canada.html https://irc.jibc.ca/modules/module-3-working-in-a-reception-centre/reception- Services British Columbia Justice Institute of BC centre-set-up/ Services British Columbia Mennonite Disaster Service [email protected] Services British Columbia Suicide Distress Line (24 hours) 800-784-2433 Services British Columbia Urban Systems Simon Duplus [email protected] Services British Columbia VictimLINK - 24 hour Help & Information 800-563-0808 Services Dease lake Charles Shop and Tire Repair Hwy 51, 2104 V0C 1L0 Chairle 250-771-5700 Services Dease lake CHD Holding tire & repair Hwy 51, 2104 V0C 1L0 Chairle 250-771-5700 Services Dease lake Cleanslate Industry Sal / KC Box Tatcho st, V0C 1L0 Kimberley Nole 250-771-3033 Services Dease Lake Northwestel Box First ave, V0C 1L0 250-771-3101 Services Dease Lake Peoples Haven Kim Row [email protected] Services Dease Lake Peoples Haven Nancy 250-771-5577 Services Dease Lake Samaritan's Purse Larry Nanninga [email protected] Services Dease Lake Super A Store Box Hwy 37, V0C 1L0 Robert Wank 250-771-4381 Services Dease lake Turtles Tire & repair shop Box Commerical Dr, V0C 1L0 Eugene Etzerza 250-771-3405 Services Iskut Health Services 250-234-3511
Services Northern BC Indigenous Health 250-649-7226 [email protected] Services Smithers Salvation Arm 250-847-1501 Services Telegraph Creek Tahltan Centre Box 24, Sawtooth, V0J 2W0 Avan Tashoots 250-235-3131 Services Telegraph Creek Woman's Shelter 250-235-3120 Services Terrace Sexual Assualt Centre (24 hours) 250-635-1911 Services Watson Lake Campground Services ? ? 867-536-7448 Services Watson Lake Jarands Home Building Center 1001 Centennial Ave, Y0A 1C0 867-536-7417 Services Watson Lake Twilite Services 500 Adela Trail, Y0A 1C0 867-536-2265 Services Watson Lake Watson Lake Foods Super A 716 Adela Trail 867-536-2250 Utilities Atlin BC Hydro 800-663-5203 Utilities British Columbia BC Hydro Community Relations Coord. Dave Mosure 250-561-4906 Utilities Dease Lake BC Hydro Hwy 37, V0C 1L0 Cory Higgins 250-771-4361 250-771-4361 Utilities Non Integrated Area BC Hydro Sr Ops Manager Sandy Reid 778-866-0511 [email protected] Utilities Northern BC BC Hydro Community Relations Bob Grammar 250-561-4858 Utilities BC Hydro General Enquiries 888-769-3766 Vehicles Dease Lake Clean Slate Industries Ltd Box Tatcho st, V0C 1L0 Kimberley Nole 250-771-3033 [email protected] Vehicles Whitehorse Budget Rent a Car 75 Barkley Grow Crescent, YT Y1A 6E6 867-667-6200 Vehicles Whitehorse Driving Force 213 Range Rd, YT Y1A 3E5 867-322-0255 HIRED EQUIPMENT
City Company Address Contact Primary Ph. Secondary Ph. Fax Email Equipment Make Year Model Size GVW Feature(s) Blue Book Atlin Atlin Tlingit Development Corp. Ervin 250-651-7774 250-651-7931 [email protected] Water Tender Atlin Bob Smallwood Bob Smallwood 250-651-2488 [email protected] Bulldozer Caterpillar 1977 D8K Atlin Bob Smallwood Bob Smallwood 250-651-2488 [email protected] Dump Truck Westernstar 1979 White 3000gal tandem axle dump truck Atlin Bob Smallwood Bob Smallwood 250-651-2488 [email protected] Excavator Kubota 2008 KX080-3 thumb, 36" mower head, 24" digging bucket, 60" clean upbucket Atlin Bob Smallwood Bob Smallwood 250-651-2488 [email protected] Excavator Dosaan 2013 DL300LC thumb, 2yrd digging bucket, 25yrd clean up bucket Atlin Bob Smallwood Bob Smallwood 250-651-2488 [email protected] loader Dosaan 2015 DL250-3 c-can forks, 2.5yrd bucket Atlin Coastal Mountain Contracting Box 232, V0W 1A0 Donald George Shaw 250-651-7672 [email protected] Excavator Kubota 2007 KX91-3 9,000 kg 7658 with thumb Atlin Coastal Mountain Contracting Box 232, V0W 1A0 Donald George Shaw 250-651-7672 [email protected] Trailer Trail Tech 2007 L270HD 3 - 7 ton 14 feet Atlin Daniel Connelly Daniel Connelly 250-651-7445 [email protected] Bulldozer Bobcat Atlin Daniel Connelly Daniel Connelly 250-651-7445 [email protected] Dump Truck Atlin Daniel Connelly Daniel Connelly 250-651-7445 [email protected] Excavator Kubota KH007 Atlin Daniel Connelly Daniel Connelly 250-651-7445 [email protected] Excavator Hitachi EX400 Slingable Atlin Daniel Connelly Daniel Connelly 250-651-7445 [email protected] Loader Kubota 950C Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Backhoe Case 560 Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Bulldozer Caterpillar 1979 D8K brush blade, C-blade, Ripper Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Bulldozer Caterpillar 1968 D8H brush blade, C-blade, Ripper Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Excavator Komatsu 1997 PC 220 LC High floatation, dig bucket, clean-up bucket, thumb Atlin Iron Horse Contracting Lloyd Brown Flat Deck Hiab 1HC tandem Atlin Iron Horse Contracting Lloyd Brown Flat Deck 3 Axel equipment trailer Atlin Iron Horse Contracting Lloyd Brown Flat Deck 5ton with winch + ginpoles Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Highboy Freuhauf 1985 48 ft Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Loader Caterpillar 1968 966 C Bucket, forks, log grapple Atlin Iron Horse Contracting Lloyd Brown Skid Steer John Deere 440B Winch + backhoe attatchments Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Skid Steer Case 430 Atlin Iron Horse Contracting Lloyd Brown truck dump 1HC tandem Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Water Tanks 500 Gal Atlin Iron Horse Contracting Box 48 Lloyd Brown 250-651-7773 Water Tanks 4,000 Gal Atlin Northwest Contracting Lance & Linda 205-651-7531 [email protected] Bulldozer D7 Atlin Northwest Contracting Lance & Linda 205-651-7531 [email protected] Flat Deck Atlin Northwest Contracting Lance & Linda 205-651-7531 [email protected] Highboy Atlin Otter Creek Mines Trent Wenzel 250-651-7503 Bulldozer Komatsu 375 Atlin Otter Creek Mines Trent Wenzel 250-651-7503 Excavator Komatsu 650 Atlin Otter Creek Mines Trent Wenzel 250-651-7503 Excavator Komatsu 650 Atlin Otter Creek Mines Trent Wenzel 250-651-7503 Excavator Komatsu 650 Atlin Otter Creek Mines Trent Wenzel 250-651-7503 Loader Komatsu 450 Atlin Paycore 743-5425 Hidden lk Rd, V0J 2E0 Brennan Dyck 250-968-4452 250-968-4451 [email protected] Crawler Komatsu 2009 D375-5EO Ripper Atlin Pine Tree Service 360 Surprise Lake Rd., V0W 1A0 Sheldon 250-651-7636 250-651-7635 [email protected] Loader Caterpillar 2003 938 Atlin Pine Tree Service 360 Surprise Lake Rd., V0W 1A0 Sheldon 250-651-7636 250-651-7635 [email protected] Lowbed Great Dane 1986 Step deck Atlin Pine Tree Service 360 Surprise Lake Rd., V0W 1A0 Sheldon 250-651-7636 250-651-7635 [email protected] Lowbed Arnes 1985 Atlin Pine Tree Service 360 Surprise Lake Rd., V0W 1A0 Sheldon 250-651-7636 250-651-7635 [email protected] Water Tender International 1992 2,000 Gal Atlin Pine Tree Service 360 Surprise Lake Rd., V0W 1A0 Sheldon 250-651-7636 250-651-7635 [email protected] Water Tender Ford 1987 1,800 Gal Atlin Terry Timpany Terry Timpany 250-651-7769 Backhoe John Deere 2008 310 SJ 3 buckets, 4:1, forks Atlin Terry Timpany Terry Timpany 250-651-7769 Bulldozer Caterpillar 1996 D6D Winch, blade Atlin Terry Timpany Terry Timpany 250-651-7769 Bulldozer Caterpillar 2008 D6D Blade, bucket, Atlin Terry Timpany Terry Timpany 250-651-7769 Bulldozer Bobcat 773 Atlin Terry Timpany Terry Timpany 250-651-7769 Flat Deck Hitachi 2006 2 ton Picker, 4x4 Burns Lake Lakes District Maintenance Box 939 250-692-7766 250-692-3930 Water Tender International 1992 2,500 Gal Dease Lake 37 Contracting Box 358, V0C 1L0 Richard Brown 250-771-3737 [email protected] Dump Truck Kenworth 1995 40,000 Tri-axle Sec. 16.2-C Dease Lake 37 Contracting Box 358, V0C 1L0 Richard Brown 250-771-3737 [email protected] Excavator Caterpillar 2008 320 Mulcher, brusher Dease Lake 37 Contracting Box 358, V0C 1L0 Richard Brown 250-771-3737 [email protected] Excavator Caterpillar 2006 320CL 20,000 Thumb, brush guard Sec 7.3 Class 4 Dease Lake 37 Contracting Box 358, V0C 1L0 Richard Brown 250-771-3737 [email protected] Excavator Caterpillar 2008 325 DL Thumb Dease Lake 37 Contracting Box 358, V0C 1L0 Richard Brown 250-771-3737 [email protected] Loader Caterpillar 2012 930 Forks, blade, buckets Dease Lake 37 Contracting Box 358, V0C 1L0 Richard Brown 250-771-3737 [email protected] Lowbed trident 2006 39,000 Dease Lake 37 Contracting Box 358, V0C 1L0 Richard Brown 250-771-3737 [email protected] Lowbed Fruehauf 1980 Sec. 16.2-C Dease Lake Charlie Shop Charlie 250-771-5700 Flat Deck Trailer 2015 2500 3-7 tilt deck tandom axle Dease Lake Charlie Shop Charlie 250-771-5700 Skid Steer John Deere 2010 320 Trencher, auger, buckets (3), forks Dease Lake Dave Frocklage Box 315, V0C 1L0 Dave Frocklage 250-771-5708 250-638-7064 250-771-5708 [email protected] Excavator Caterpillar 2007 320CL 20,000 Sec. 7.3 Class 8 Dease Lake Dave Frocklage Box 315, V0C 1L0 Dave Frocklage 250-771-5708 250-638-7064 250-771-5708 [email protected] Excavator Caterpillar 2012 321DLCR 50,000 Sec. 7.3 Class 8 Dease Lake Dave Frocklage Box 315, V0C 1L0 Dave Frocklage 250-771-5708 250-638-7064 250-771-5708 [email protected] Excavator Caterpillar 2014 336E Dease Lake Dave Frocklage Box 315, V0C 1L0 Dave Frocklage 250-771-5708 250-638-7064 250-771-5708 [email protected] Excavator Caterpillar 2007 330DL 30,000 Sec. 7.3 Class 5 Dease Lake Dease Lake Concrete & Forming Ltd. Box 58, V0C 1L0 250-771-3320 250-771-3322 Backhoe John Deere 1990 6,188 Forks, clean-up bucket Dease Lake Dease Lake Concrete & Forming Ltd. Box 58, V0C 1L0 250-771-3320 250-771-3322 Dump Truck Freightliner 1987 42,700 Dease Lake Dease Lake Concrete & Forming Ltd. Box 58, V0C 1L0 250-771-3320 250-771-3322 Excavator Link-belt 1997 2800 Quantum 21,000 kg Sec 13.39 Dease Lake Dease Lake Concrete & Forming Ltd. Box 58, V0C 1L0 250-771-3320 250-771-3322 Office Trailer Superior 2002 30,000 kg Tri-axle Dease Lake Dease Lake Concrete & Forming Ltd. Box 58, V0C 1L0 250-771-3320 250-771-3322 Tractor Freightliner 1987 Dease Lake Lakes District Maintenance Box 340 Joe Waite 250-771-3000 [email protected] Dump Truck Mack 2005 7416 25,400 Dease Lake Tahltan Band Council Dwayne Etzerza 250-235-3151 250-235-3241 [email protected] Backhoe Volvo 2007 BL70 Buckets 2, forks Dease Lake Tahltan Band Council Dwayne Etzerza 250-235-3151 250-235-3241 [email protected] Bobcat Case 1840 Auger, bucket HIRED EQUIPMENT
City Company Address Contact Primary Ph. Secondary Ph. Fax Email Equipment Make Year Model Size GVW Feature(s) Blue Book Dease Lake Tahltan Band Council Dwayne Etzerza 250-235-3151 250-235-3241 [email protected] Bulldozer Caterpillar D6 Dease Lake Tahltan Band Council Dwayne Etzerza 250-235-3151 250-235-3241 [email protected] Excavator Volvo 2013 EC300DL Dease Lake Tahltan Band Council Dwayne Etzerza 250-235-3151 250-235-3241 [email protected] Loader SDLG LG956L Dease Lake Tahltan Nation Development Corp. Box 250, V0C 1L0 Hankin Asp 250-771-5482 250-771-5462 250-771-5454 [email protected] Bulldozer Caterpillar 1994 D8N Dease Lake Tahltan Nation Development Corp. Box 250, V0C 1L0 Hankin Asp 250-771-5482 250-771-5462 250-771-5454 [email protected] Bulldozer Caterpillar 1999 D7R Dease Lake Tahltan Nation Development Corp. Box 250, V0C 1L0 Hankin Asp 250-771-5482 250-771-5462 250-771-5454 [email protected] Bulldozer Caterpillar 2000 D7R Dease Lake Tahltan Nation Development Corp. Box 250, V0C 1L0 Hankin Asp 250-771-5482 250-771-5462 250-771-5454 [email protected] Bulldozer Caterpillar 2001 D7R Dease Lake Tahltan Nation Development Corp. Box 250, V0C 1L0 Hankin Asp 250-771-5482 250-771-5462 250-771-5454 [email protected] Bulldozer Caterpillar 2000 D6M Dease Lake Tahltan Nation Development Corp. Box 250, V0C 1L0 Hankin Asp 250-771-5482 250-771-5462 250-771-5454 [email protected] Excavator Caterpillar 2008 330D Dease Lake Tahltan Nation Development Corp. Box 250, V0C 1L0 Hankin Asp 250-771-5482 250-771-5462 250-771-5454 [email protected] Lowbed Peterbuilt 2009 388 60 ton dual-axle Iskut Grassy Ventures Mile 415 Hwy 37 N V0J 1K0 Dave Middleton 250-234-3434 [email protected] Excavator Caterpillar 1998 320B Bush guarding, thumb, 2 buckets Iskut Grassy Ventures Mile 415 Hwy 37 N V0J 1K1 Dave Middleton 250-234-3434 [email protected] Loader Caterpillar 1977 966C Grapple, bucket Iskut Grassy Ventures Mile 415 Hwy 37 N V0J 1K2 Dave Middleton 250-234-3434 [email protected] Lowbed Aspen 2000 50 ton Tri-axle Sec 16.2-C Iskut Grassy Ventures Mile 415 Hwy 37 N V0J 1K3 Dave Middleton 250-234-3434 [email protected] Lowbed Witzco 1993 Tri-axle Sec 16.2-C Iskut Grassy Ventures Mile 415 Hwy 37 N V0J 1K4 Dave Middleton 250-234-3434 [email protected] Tractor Peterbuilt 1997 6,350 Goose neck Iskut Grassy Ventures Mile 415 Hwy 37 N V0J 1K5 Dave Middleton 250-234-3434 [email protected] Water Tender Freightliner 1997 5,000 Gal Water Pump Iskut Mark Frocklage & Gay Frocklage Box 35, 40 Mile Flats, V0J 1K0 Mark Frocklage 250 771-3777 250 234-3303 [email protected] Bulldozer Caterpillar 1988 D6C 35,000 Sec. 15.1 Class 4 Iskut Mark Frocklage & Gay Frocklage Box 35, 40 Mile Flats, V0J 1K0 Mark Frocklage 250 771-3777 250 234-3303 [email protected] Bulldozer Caterpillar 1985 D8 31,751 Sec. 15.1 Class 6 Iskut Mark Frocklage & Gay Frocklage Box 35, 40 Mile Flats, V0J 1K0 Mark Frocklage 250 771-3777 250 234-3303 [email protected] Water Tender Westernstar 19 2800Gal Lower Post Ivon Kechika Contracting Ltd. Box 66, V0C 1L0 Derek Loots 250-779-3010 250-779-5043 250-779-3001 [email protected] Bulldozer Caterpillar 2008 D6T 45,000 w/LGP Sec 15.1 Class 4 Lower Post Ivon Kechika Contracting Ltd. Box 66, V0C 1L0 Derek Loots 250-779-3010 250-779-5043 250-779-3001 [email protected] Lowbed Freightliner 2004 57,999 Sec 16.2-C Lower Post Ivon Kechika Contracting Ltd. Box 66, V0C 1L0 Derek Loots 250-779-3010 250-779-5043 250-779-3001 [email protected] Water Tender Kenworth 2002 4,000 Gal Spraybar Sec 16.4 Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7377 [email protected] Camp Numerous Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7378 [email protected] Crawlers Caterpillar 2003 D9R Ripper Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7379 [email protected] Crawlers Caterpillar 1984 D8K 300 H.P. Ripper, tilt angle dozer, winch Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7380 [email protected] Crawlers Caterpillar 2008 D6T Winch Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7381 [email protected] Crawlers Caterpillar D6R Winch, 6-way blade, LGP, 6-way Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7382 [email protected] Excavator Caterpillar 2013 320E Hyd thumb, bush guarding, catwalks Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7383 [email protected] Excavator Caterpillar 2006 320CL Hyd thumb, bush guarding, catwalks Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7384 [email protected] Excavator John Deere 2004 450C Catwalks Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7385 [email protected] Excavator Case 1995 904B Hyd thumb, bush guarding, catwalks Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7386 [email protected] Feller Buncher Timber jack 1990 850 28" head brush cutter, brush head, grapple, thumb Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7387 [email protected] Loader Caterpillar 1987 966D 5yrd bucket Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7388 [email protected] Loader Komatsu 1999 WA380 Log grapple Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7389 [email protected] Loader John Deere 1990 644D Bucket, pallet forks, log grapple Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7390 [email protected] Skidder Clark 1988 668F 3000L water tank + chains, custom 3000L tank, grapple Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7391 [email protected] Tender International 2003 1192 -T/A 16,000 49,999 self-loading 3" cam-Loc connections spray bar Watson Lake 16142Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7361 780-984-9647 867-536-7392 [email protected] Tender International 1998 9300-T/A 16,000 49,999 self-loading 3" cam-Loc connections spray bar Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7362 780-984-9648 867-536-7393 [email protected] Tractor trailer Kenworth 2008 T-800 6-10 axle 63,999 Watson Lake 16142 Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7363 780-984-9649 867-536-7394 [email protected] Tractor trailer Kenworth 2007 T-800 6-10 axle 63,999 Winch Watson Lake 16142Yukon Inc box 867, Y0A 1C0 Kerry Peters 867-536-7364 780-984-9650 867-536-7395 [email protected] Tractor tailer Westernstar 2005 4964FX 6-7 Axle 63,999 Watson Lake Twilite Services Ltd. Box 250, Y0A 1C0 867-536-2265 867-536-2523 [email protected] Skid Steer John Deere 1999 260 3 ton forklift Sec 9.1 SPILL RESPONSE 1 # Priority 2# Safety 3# Noitfy Northwest Fire Centre 4# Notify EMBC 5# Containment & recovery # identify spilled material 1) Provide first aid to injured person 1-250-847-1101 summer 1-250-663-3456 *Mark the extent (permeter) of Gasoline Motor sport; petrol 2) Determine safety & Protective 1-250-847-6600 winter the spill area Class 3 - Combustable liquid equipment for the work around the Initial Spill Description *Dig recovery ditches or pits Packing group 2 spill Description of the spill where, when & how around the permeter to contain 3) Prioritze the safety action plan *Identify the volume the spill *Note the duration of spill from * Use adsorbent pads to remove tank or hose free product & excaves the *Note any potenial fire hazards containment soil *Note any other physical hazards *determine if the spill can be stopped * Determine if the spill can bc contained at the source FIRE DEPT. City Fire Chief Address Primary Ph. Secondary Ph. Email Radio Vehicles Equipment Volunteers
Scott Odian 250-651-7496 250-651-7582 Atlin Box 202, V0W 1A0 [email protected] 149.62 1000 Gal Pumper, 1500 Gal Tanker, Pick-up Inductor Nozzle, Rescue 10 Atlin TBA 149.62 Atlin-TRT Andy Carlick Box V0W 1A0 250-651-7931 250-651-7812 [email protected] 1 1200gal, 3000gal 6 Dease Lake Justin Waite Box 149, 8 Stikine St., V0C 1L0 250-771-4567 250-771-3134 [email protected] tx: 163.89 800 Gal Pumper, 1000 Gal Tanker 20
Elvis Fjellner 250-239-3034 250-239-3900 Good Hope Box 79, V0C 2Z0 [email protected] 1000 Gal Pumper, 1500 Gal Tanker 3
Henry Carlick 250-234-2222 250-771-3503 2 tenders, 1500gal/500gal, Iskut Box 30, V0C 2Z0 [email protected] 500& 1500 Gal Pumper, 1 3500 gal 5
Iskut Jackie Jr Carlick Iskut Band Council 250-234-3511 250-234-3157 Lower Post Ellen Jenson Box 10, V0c 1W0 250-779-3161 250-779-3099 1000 Gal Pumper, 2000 Gal Tanker, 3x3500 Gal Water Trucks 8
David Quash 250-235-2222 250-235-3707 Telegraph Creek Box 46, V0J 1W0 [email protected] 350 Gal Snuffer truck Foam and 6" draft 2
Charlie Crane 867-536-2222 867-536-4755 Watson Lake Box 590, Y0Z 1C0 867-536-8008 or 8000 or 2347 or 7400 tx: 155.5 1000 Gal Pumper, 1000 Gal Tanker, 1700 Gal Water Truck 1700gal/1000gal/250gal 23
APPENDIX 2 ROLES AND RESPONSIBILITIES - LOCAL AUTHORITY
Appendix 2-1 – Roles and Responsibilities – Chief and Council Appendix 2-2 – Roles and Responsibilities – Band Manager Appendix 2-3 – Roles and Responsibilities – Emergency Program Coordinator Appendix 2-4 – Roles and Responsibilities – Emergency Management Committee Appendix 2-5 – Roles and Responsibilities – Multi-Agency Regional Committee
Roles and Responsibilities Local Authority
Chief and Council
Chief and Council are ultimately responsible for support activities to an emergency event in their communities. The ongoing duties of the Chief and Council (with support through the Band Manager) include: ⃣ Ensure that there is an emergency program with appropriate planning and training in place ⃣ Approve Tahltan’s Emergency Management Plan, and any other associated plans to ensure effective preparedness, mitigation, response and recovery operations
When the Emergency Plan is activated, the Band Manager (or designate) will be delegated as the EOC Director and the EOC Director will report directly to Chief and Council (EOC Director duties are outlined in Appendix 4). The Chief or the Band Manager has the authority to activate the Emergency Management Plan. During an emergency event the Chief and Council duties include: ⃣ Provide guidance throughout the emergency response and recovery process (Chief and council are typically not directly involved in response and recovery operations unless staffing shortages are experienced) ⃣ Provide policy direction and make up the core of the EOC Policy Group (along with the Band manager, which may also include any Elders and/or Knowledge Keepers as appropriate) ⃣ Provide interpretation of existing policies, or developing new policies to address emerging situations ⃣ Provide continuity of governance throughout the response and recovery efforts ⃣ The Chief will speak on behalf of the community interests in all media interviews (with assistance from the Information Officer) ⃣ Chief and Council may declare a State of Local Emergency and any subsequent evacuation alerts, orders and rescinds as appropriate (with assistance from the Band Manager and/or EOC Director assigned)
Chief and Council have a political role in terms of community leadership and protection. It is important that they are seen by community members and the network of supporting agencies as a confident and cohesive unit.
Appendix 2-1 – Roles & Responsibilities – Local Authority – Chief and Council P a g e | 1 of 1 Roles and Responsibilities Local Authority
Band Manager
The Band Manager is responsible for all aspects of the Emergency Program, which includes mitigation, preparedness, response, and recovery. ⃣ Ensures that the four elements of the program (mitigation, preparedness, response, and recovery) are in place and seeks out funding opportunities as necessary. ⃣ Oversees activities related to mitigation that include hazard identification and pursues funding opportunities for threat reduction projects ⃣ Oversees activities related to maintaining a constant state of preparedness for the community ⃣ Oversees the development and maintenance of the Emergency Management Plan ⃣ Ensures that there is a current Emergency Plan in place, and that staff are trained in their roles within that plan ⃣ Oversees the Emergency Program Coordinator position that typically manages the daily responsibility for maintenance of the emergency management plan, the training of staff and the exercising of the plan ⃣ Assumes the EOC Director role, or assigned position in the EOC during emergency events (EOC Director duties are outlined in Appendix 4) ⃣ Reports to Chief and Council during emergencies ⃣ Provides direction as part of the core group of the EOC Policy Group (along with Chief and Council, which may also include any Elders and/or Knowledge Keepers as appropriate) ⃣ Provide interpretation of existing policies, or developing new policies to address emerging situations (as part of the EOC Policy Group) ⃣ Ensures that a framework for recovery is strongly linked to the Band’s Business Continuity Plan is maintained within the Emergency Plan (During an event, a Recovery Manager can be brought in at the early stages to ensure appropriate planning is in place)
Fundamental to an effective program is an Emergency Plan. The Band Manager (or Chief) has the authority to activate the Emergency Plan as appropriate.
Appendix 2-2 – Roles & Responsibilities – Local Authority – Band Manager P a g e | 1 of 1 Roles and Responsibilities Local Authority
Emergency Program Coordinator (EPC)
The duties of the Emergency Program Coordinator include, but are not limited to, the following: ⃣ Provide a single point of contact for the overall Emergency Management Program ⃣ Prepare an annual budget, based on input from the Emergency Management Committee ⃣ Manage contracts on behalf of the Emergency Management Program, such as specialists to provide training, exercises or planning ⃣ Implement, monitor and evaluate a training and exercise program ⃣ Coordinate annual assessments of Hazards, Risk and Vulnerabilities and evaluation of mitigation projects ⃣ Coordinate implementation of strategies selected by the Emergency Management Committee, (e.g., hold public awareness sessions and schedule all annual or bi-annual meetings) ⃣ Lead the coordination of and chair all emergency management meetings with the Emergency Management Committee and multi-agency meetings ⃣ Liaise and build ongoing relationships with all supporting agencies ⃣ Prepare and lead presentations on the program to community members and other groups who may request such a presentation ⃣ Update Emergency Management Plan and all other associated plans and documents ⃣ Coordinate the purchase and tracking of all equipment, materials and supplies on behalf of the program ⃣ Liaise with regional and provincial government authorities, businesses and industry in the area on concerns of mutual interest and potential cost share programs ⃣ Initiate, maintain and support volunteer programs ⃣ Report on the effectiveness of the emergency management program to Chief and Council ⃣ Research, apply for and acquire alternative funding
Appendix 2-3 – Roles & Responsibilities–Local Authority–Emergency Program Coordinator(EPC) P a g e | 1 of 1 Roles and Responsibilities Local Authority
Emergency Management Committee
The duties of the Emergency Management Committee include, but are not limited to, the following: ⃣ Meet on a regular basis as led by the Emergency Program Coordinator ⃣ Advise on strategies as outlined in the goals and objectives of the emergency program ⃣ Review policies and procedures contained within all emergency plans ⃣ Identify and participate in training and exercises ⃣ Provide input to implementation of emergency management strategies ⃣ Identify and participate in the planning and evaluation of local mitigation projects such as flood protection works, wildfire fuel reduction and local development controls ⃣ Support the development of response policies and procedures, such as evacuations, communication plans and emergency support services ⃣ Evaluate the progress of the program on an annual basis and consider recommendations for improvement ⃣ Assist with the development of budgets
Appendix 2-4 – Roles & Responsibilities – Local Authority – Emergency Mngt. Committee P a g e | 1 of 1 Roles and Responsibilities Local Authority
Multi-Agency Regional Management Committee
The duties of the Emergency Management Committee include, but are not limited to, the following: ⃣ Meet on a regular basis as led by the Emergency Program Coordinator ⃣ Participate in meetings to collaborate and provide insight particular to their area of expertise ⃣ Contribute to the efforts of building relationships with other regional agencies ⃣ Advise on strategies (within their respective areas) as outlined in the goals and objectives of the emergency program ⃣ Identify and participate in training and exercises where possible ⃣ Provide input to implementation of emergency management strategies ⃣ Support the development of response procedures, such as evacuations, communication plans and emergency support services ⃣ Provide input on recommendations for improvement
Appendix 2-5 – Roles & Responsibilities – Local Authority – Multi-Agency Regional Committee P a g e | 1 of 1
APPENDIX 3 ROLES AND RESPONSIBILITIES - SUPPORTING AGENCIES
Appendix 3-1 – Roles and Responsibilities - Support Agency Roles
Roles and Responsibilities Supporting Agencies
Roles & Responsibilities of Key Response and Support Agencies Each of the following agencies have either a mandate to support public safety and/or have some support services that can be engaged. Consider requesting that any of these agencies that you engage provides a liaison to physically attend the EOC. Some may have limited capacity, but others will be able to provide a liaison. All will provide a primary contact. Consider establishing a regular schedule of communications with each of the agencies that are involved in support. Most will defer to the daily EMBC coordination call held at your request, but it is critical for enhanced situational awareness that you have constant regular communications with the agencies, appropriate to the severity and stage of the event.
Agency Roles & Responsibilities RCMP » Has a legal mandate for public safety, which includes leading tactical and strategic evacuations as well as maintaining security on the evacuated properties » Will require information, direction and support from the Community EOC related to evacuation routes, and reception centres » Anticipate that they will not be able to provide enough resources for 24/7 security in the evacuated areas » Provide liaison to attend EOC as required BC Emergency » Is responsible for medical aid to injured people Health Services » Have a mandate to evacuate any facilities that are owned by the Interior (BCEHS) – formerly Health Authority and used to provide medical care BC Ambulance » During initial response stages, they may provide dedicated support to the responder agencies » Provide liaison to attend EOC as required Ministry of » Responsible for traffic control in and out of evacuated areas; can provide Transportation & flagging contractors Infrastructure » Do not provide security checkpoint services (MoTI) » Have the authority to stop and redirect traffic » Often able to provide some assistance to traffic management planning, particularly in early response stages » Provide liaison to attend EOC as required BC Wildfire Service » Responsible for wildfire suppression on crown lands & on IR by agreement (part of FLNRORD) with ISC » May provide a dedicated community liaison to the EOC if requested » Will not put out structure or vehicle fires » Will provide sprinkler protection units and personnel for protection work around structures and critical infrastructure
Appendix 3-1 – Roles & Responsibilities – Supporting Agencies – Support Roles P a g e | 1 of 4 Emergency » Provides an EMBC Task Number for tracking purposes; this is necessary for Management BC any cost reimbursements from the Province (EMBC) » Can provide financial support, secure additional resources and coordinate the support from a wide variety of external agencies » Upon request from the community EOC, they will host a multi-stakeholder coordination call starting in the first hour after the event has initiated and then scheduled as required » It can be beneficial to request that an EMBC Regional Manager attend the EOC in person for the first few operational periods » Can also provide expertise and support for community recovery planning First Nations Health » Can provide support through existing programs for community wellness Authority (FNHA) and health emergency management » May provide subject matter expertise and/or environmental health staff to support re-entry planning and rapid damage assessment » Provide liaison to attend EOC as required
Northern Health » Maintain a network of hospitals, clinics and first aid posts in rural areas Authority (NHA) » BCEHS has agreement with NHA for transport of medically infirm from their facilities during an evacuation; confirm with NHA that this extends to their home stay clients » Can provide technical subject matter expertise to support re-entry planning » Provide liaison to attend EOC as required First Nations » Can provide technical guidance around wildland fuels management and Emergency Services structural fire protection Society (FNESS) » May be able to source EOC support personnel internally and/or from other communities » Provide liaison to attend EOC as required Indigenous Services » Has a legal mandate for the protection of all status community members, Canada (ISC) which they extend through an agreement with EMBC to provide emergency management support services » May provide funding for unusual expenses not typically covered through the Provincial legislation
Ministry of » Can provide community liaison services if requested Indigenous » Can provide support to consultation activities related to longer term Relations and recovery Reconciliation » May provide program support & expertise to economic recovery activities; (MIRR) may or may not have funding sources Ministry of » Can provide expertise and coordinate resources for hazardous materials Environment & spill response Climate Change » May provide subject matter experts for advance planning support for Strategy hazardous materials management and natural resource management in EOC on a temporary basis
Appendix 3-1 – Roles & Responsibilities – Supporting Agencies – Support Roles P a g e | 2 of 4 Ministry of » Can provide subject matter expertise and forecasting services for inland Forests, Lands, flood activities Natural Resource » Can provide technical subject matter expertise to natural resource Operations and management and reforestation Rural » May provide some expertise for support to rural economic development Development recovery (FLNRORD) » Provide liaison to attend EOC as required Canadian Red » Can provide services related to family reunification and reception centre Cross management » Ability to fund activities related to emergency shelter, food and clothing after EMBC Emergency Support Services (ESS) program support is unavailable » Can raise and distribute funds targeted at the specific event and develop programs for distribution of funds to local community members, businesses, and governance » Provide liaison to attend EOC as required Salvation Army » Can provide volunteer services related to food & hydration, spiritual care, donations management, disaster social services, and long-term recovery » Have some capacity around emergency financial assistance to support survivor essential needs » Provide liaison to attend EOC as required
Mennonite » Can mobilize and support large numbers of volunteers for clean-up, repair Disaster Service and rebuilding homes » Provide liaison to attend EOC as required Samaritan’s Purse » Can mobilize and support large numbers of volunteers for disaster debris clean up in homes and neighbourhoods » Provide liaison to attend EOC as required
St. John » Can provide first aid services for reception centres and muster points Ambulance » May have some capacity around transportation of medically infirm but BCEHS should be consulted prior to engaging St John Ambulance for medical transport » Provide liaison to attend EOC as required
Canadian Armed » Can provide personnel and support for activities in support of wildfire and Forces flood control » Activated when the Province is in a heightened level of emergency and resource availability is limited, and where there are imminent threats to public safety » Activated upon a request from EMBC through Public Safety Canada » Provide liaison to attend EOC as required Regional District » May provide support personnel to EOC under contract; possibility of joint Kitimat Stikine EOC model » May provide ESS support for evacuation in the form of personnel, reception centre and/or evacuee temporary shelter
Appendix 3-1 – Roles & Responsibilities – Supporting Agencies – Support Roles P a g e | 3 of 4 Regional District » Not officially classified as a regional district; administered by Province of BC Stikine » No resources available to support
City of Terrace » May provide support personnel to EOC under contract » May provide ESS support for evacuation in the form of personnel, reception centre and/or evacuee temporary shelter
Town of Smithers » May provide support personnel to EOC under contract » May provide ESS support for evacuation in the form of personnel, reception centre and/or evacuee temporary shelter
Town of Watson » May provide ESS support for evacuation in the form of personnel, reception Lake centre and/or evacuee temporary shelter » Any engagement for out-of-province support should be requested and supported through EMBC
Appendix 3-1 – Roles & Responsibilities – Supporting Agencies – Support Roles P a g e | 4 of 4 APPENDIX 4 ROLES AND RESPONSIBILITIES - EOC
Appendix 4-1 – Roles and Responsibilities – EOC – EOC Director Appendix 4-1a – Roles and Responsibilities – EOC – Deputy EOC Director Appendix 4-1b – Roles and Responsibilities – EOC – Policy Group Appendix 4-1c – Roles and Responsibilities – EOC – Risk Management Officer Appendix 4-1d – Roles and Responsibilities – EOC – Liaison Officer Appendix 4-1e – Roles and Responsibilities – EOC – Information Officer Appendix 4-2 – Roles and Responsibilities – EOC – Operations Section Chief Appendix 4-2a – Roles and Responsibilities – EOC – Operations – Health Branch Coordinator Appendix 4-2b – Roles and Responsibilities – EOC – Operations – Emer. Support Serv. Branch Coord. Appendix 4-3 – Roles and Responsibilities – EOC – Planning Section Chief Appendix 4-3a – Roles and Responsibilities – EOC – Planning – Situation Unit Coordinator Appendix 4-3b – Roles and Responsibilities – EOC – Planning – Documentation Unit Coordinator Appendix 4-3c – Roles and Responsibilities – EOC – Planning – Resource Unit Coordinator Appendix 4-3d – Roles and Responsibilities – EOC – Planning – Recovery Unit Coordinator Appendix 4-4 – Roles and Responsibilities – EOC – Logistics Section Chief Appendix 4-4a – Roles and Responsibilities – EOC – Logistics – Info. Technology Branch Coordinator Appendix 4-4b – Roles and Responsibilities – EOC – Logistics – EOC Support Branch Coordinator Appendix 4-4c – Roles and Responsibilities – EOC – Logistics – Supply Branch Coordinator Appendix 4-4d – Roles and Responsibilities – EOC – Logistics – Personnel Branch Coordinator Appendix 4-5 – Roles and Responsibilities – EOC - Finance / Administration Section Chief Appendix 4-5a – Roles and Responsibilities – EOC - Finance / Administration – Time Unit Coordinator Appendix 4-5b – Roles and Responsibilities – EOC – Finance / Admin. – Procurement Unit Coordinator Appendix 4-5c – Roles and Resp. – EOC – Finance / Admin. – Comp. and Claims Unit Coordinator Appendix 4-5d – Roles and Resp. – EOC - Finance / Administration – Cost Accounting Unit Coordinator EOC Director
Responsibilities: Whomever fills the role of EOC Director should be someone with decision making authority within the Band governance and administrative structure. 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. The EOC Director should where possible delegate activities to the appropriate section or position. If not, then the responsibility for the task ultimately rests with the EOC Director to complete.
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, 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 support coordination with other agencies as appropriate.
Reports To: Policy Group
Getting Started: q Obtain a briefing from Incident Commander(s) or other person(s) reporting emergency, if available. q Mobilize appropriate personnel for the initial activation of the EOC. Refer to Section 5 of Tahltan Emergency Management Plan. q Select a name for the incident, such as "Jan 6 Snow" or "Downtown Explosion." Keep it short but descriptive.
Appendix 4-1 – Roles & Responsibilities – EOC – EOC Director P a g e | 1 of 4 EOC Director
q Determine location of the EOC, considering hazards. Communicate EOC location to others. q Obtain the EMBC Task Number for the incident, if available, from the Emergency Coordination Centre at EMBC or from the PREOC, if activated. Ensure the EMBC Task Number is prominently displayed in the EOC. q 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.
Main Checklist: 1. Assess the Situation
q Gather Information – Collect information relevant to the emergency situation at hand from a range of sources, in coordination with the Planning Section, if activated. q Assess Situation – Continuously assess the magnitude and severity of current situation and potential for future threat, considering: q Risks to life, health, environment, and local economy in the region q Availability of first responders and other human resources q Assistance available by external agencies q Assess Needs – Perform a rapid needs assessment based on information at hand. q Select EOC Activation – Determine the initial EOC level of activation and operational period. Mobilize appropriate personnel for the initial activation of the EOC. q 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
q Establish Communications – Establish communications for regular contact with Incident Commanders. q 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. q Approve Resource Requests – Approve requests for additional resources, including Tahltan and other first responders, Tahltan staff, and local volunteers. Ensure resources are being tracked in the Planning Section. q Release Resources – Coordinate with Incident Commander(s) to release resources from the site, when appropriate.
Appendix 4-1 – Roles & Responsibilities – EOC – EOC Director P a g e | 2 of 4 EOC Director
q Anticipate Site Needs – Consult Planning Section Chief on incident status and resources assigned and anticipate site requirements.
3. Develop / Approve Action Plans
q 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: q Secure hazard zones q Search and rescue trapped personnel q Provide first aid and triage q Abate hazards q Notifying public and others of emergency q Evacuation q 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. q 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. q Monitor Needs – Monitor operations to anticipate problems with meeting objectives. Re-assign initial EOC personnel to new actions, as appropriate.
4. Inform Others
q Inform EOC Staff – Hold regular briefings of all Tahltan 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. q Inform Policy Group at the Tahltan – Keep the Policy Group informed on the incident status, priorities, and objectives. Alert them to any policy issues that may arise in the future. q Inform PREOC. Establish and maintain contact with adjacent jurisdictions and the PREOC, if one has been established. Keep the PREOC Director informed. q 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.
Appendix 4-1 – Roles & Responsibilities – EOC – EOC Director P a g e | 3 of 4 EOC Director
5. Manage the EOC Group
q Select EOC Functions – Determine which EOC functions are needed, matching the needs of the incident. q 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. q Set Operational Periods – Designate the operational periods according to the situation and display in a prominent location. q 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. q Monitor Effectiveness – Monitor general staff activities to ensure that all appropriate actions are being taken. Continuously monitor the EOC organizational effectiveness. q Assume Control of EOC – Direct the overall incident coordination with other agencies with jurisdiction under Unified Command, where appropriate.
Before Leaving: Follow Generic EOC Checklist – For All Positions
q Deactivate the EOC. q Prepare the EOC After Action Report.
Appendix 4-1 – Roles & Responsibilities – EOC – EOC Director P a g e | 4 of 4 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 counseling, as required.
Reports To: EOC Director
Getting Started: Follow Generic EOC Checklist – For All Positions
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
Appendix 4-1a – Roles & Responsibilities – EOC – Deputy EOC Director P a g e | 1 of 3
Deputy EOC Director
❑ 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 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 Counseling – Arrange for and facilitate critical incident stress debriefs for EOC staff, as required.
Appendix 4-1a – Roles & Responsibilities – EOC – Deputy EOC Director P a g e | 2 of 3
Deputy EOC Director
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.
Appendix 4-1a – Roles & Responsibilities – EOC – Deputy EOC Director P a g e | 3 of 3
Policy Group
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: q Convene as the EOC Policy Group at the site and times recommended by the EOC Director. q Obtain current situation status and a briefing on priority actions taken and outstanding, from the EOC Director.
Before Leaving: q Establish the requirements for debriefing response and recovery personnel and set a due date for the After Action Report.
Appendix 4-1b – Roles & Responsibilities – EOC – Policy Group P a g e | 1 of 1 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 Tahltan 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 Tahltan EOC facility and documents.
Reports To: EOC Director
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Manage Risks
q Evaluate Damage and Potential Losses – Collect damage and financial loss information, working with the Planning Section Chief. q Evaluate Liability Exposure – Evaluate situations and advise the EOC Director of any conditions and actions that might result in liability exposure for the Tahltan program, such as improper response or evacuation procedures. q Advise Response Organizations – Advise members of response organizations regarding options for risk control, during operational meetings and upon request. q Promote Loss Prevention – Advise on actions to reduce loss and suffering and, where appropriate, proactively support response and recovery objectives. q Identify Claimants – Identify potential claimants against the Tahltan and the scope of their needs and concerns.
Appendix 4-1c – Roles & Responsibilities – EOC – Risk Management Officer P a g e | 1 of 2 Risk Management Officer
q 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. q Interview Witnesses – Conduct interviews and take statements that address major risk management issues. q Assist Public Information – Assist the EOC Director in reviewing press releases, public alerts and warnings, and public information materials. q Organize Records – Organize and prepare records for final audit.
2. Ensure EOC Safety
q Identify EOC Hazards – Review any hazardous conditions of the facility with the EOC Logistics Section Chief, especially following a seismic event. q Assist in Acquiring Safety Equipment – Assist EOC Logistics Section Chief in obtaining any special safety equipment or procedures for the EOC. q 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. q Support Personnel Injury Claim Investigation – Work with the EOC Finance / Administration Section Chief on any EOC personnel injury claims or records. q Advise on EOC Setup – Monitor set-up procedures for the EOC, ensuring that personnel adhere to proper safety regulations.
3. Ensure EOC Security
q 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. q Improve Security, Where Needed – Address any security issues with the EOC Director, recommending improvements where necessary. q Secure Documentation –Advise Planning Section on the types of information to collect, the organization of collected information, confidentiality, document security measures taken.
Before Leaving: q Assist the EOC Director in de-activation activities including: q Collection of all relevant documents and electronic records q Collection of all material necessary for After Action Report q Security of EOC records q Follow the generic Demobilization Checklist.
Appendix 4-1c – Roles & Responsibilities – EOC – Risk Management Officer P a g e | 2 of 2 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
q Greet Agency Representatives – Identify yourself as the principal point of contact for representatives from other agencies arriving at the Tahltan EOC. q 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. q Assist with Access to EOC Equipment and Supplies – Ensure that agency representatives have access to functioning telephone, radio communications, and other EOC equipment.
Appendix 4-1d – Roles & Responsibilities – EOC – Liaison Officer P a g e | 1 of 3 Liaison Officer
2. Keep External Agencies Informed
q 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). q Work With External Agencies – Liaise with local authorities, other 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. q 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
q Advise on EOC Organization – Work with the EOC Director to ensure the EOC organizational structure meets the requirements of the situation. q 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. q 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
q 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. q 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. q 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.
Appendix 4-1d – Roles & Responsibilities – EOC – Liaison Officer P a g e | 2 of 3 Liaison Officer
5. Lead VIP Tours
q Lead VIP Tours – Conduct VIP and visitor tours of the affected areas in the region and the EOC facility, and explain the functions within. q Participate in Media Tours – Working with the EOC Information Officer, conduct media tours of EOC facility as requested.
Before Leaving: q Notify external non-represented agencies in the EOC of the planned demobilization, as appropriate. q Assist with the deactivation of the EOC at the designated time, as appropriate. q Follow the Generic "Before Leaving" Checklist.
Appendix 4-1d – Roles & Responsibilities – EOC – Liaison Officer P a g e | 3 of 3 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.
Appendix 4-1e – Roles & Responsibilities – EOC – Information Officer P a g e | 1 of 4
Information Officer
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 ❑ Tahltan 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, 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 Tahltan 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
Appendix 4-1e – Roles & Responsibilities – EOC – Information Officer P a g e | 2 of 4
Information Officer
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 Tahltan 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 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.
Appendix 4-1e – Roles & Responsibilities – EOC – Information Officer P a g e | 3 of 4
Information Officer
❑ 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. ❑ 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.
Appendix 4-1e – Roles & Responsibilities – EOC – Information Officer P a g e | 4 of 4
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: q Follow the Generic "Getting Started" Checklist. q Based on the situation, activate appropriate branches and designate Branch Coordinators as necessary: · Fire · Police · Ambulance · Health · Emergency Social Services · Environmental · Engineering · Utilities · Others as needed
Appendix 4-2 – Roles & Responsibilities – EOC – Operations Section Chief P a g e | 1 of 4 Operations Section Chief
Main Checklist: 1. Maintain Communications
q Determine Status – Obtain a current communications status briefing from the EOC Logistics Section Chief. q Obtain Equipment – Ensure that there is adequate equipment and frequencies available for the Operations Section. Work with the EOC Logistics Section Chief. q 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
q 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. q Determine Needs – Based on the known or forecasted situation, determine likely future needs of the Operations Section. q 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). q Determine Strategies – Detail the strategies required for carrying out the objectives of the Operations Section.
3. Coordinate Response
q Implement Objectives – Work closely with each Branch Coordinator in the Operations Section to ensure implementation of all objectives defined in the current Action Plan. q Coordinate Response – Coordinate overall response, resources and event status information. 4. Coordinate Resource Requests
q Coordinate Internal Resource Requests – Ensure that Operations Section branches coordinate all initial resource needs through the Logistics Section. q 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 EMBC Task Number and Expenditure Authorization Form Number, if applicable. q Coordinate Mutual Aid Requests, If Required – Forward requests for mutual aid under existing agreements to the EOC Director for
Appendix 4-2 – Roles & Responsibilities – EOC – Operations Section Chief P a g e | 2 of 4 Operations Section Chief
consultation with the Tahltan Policy Group. Requests for assistance should be made by the Tahltan Chief or Council to the local authority providing resources. q Track Costs – Alert the Finance / Admin Section Chief of the request to track costs.
5. Share Operational Information
q 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. q Keep EOC Director Informed – Brief the EOC Director and other EOC Group members. q Brief Operations Section – Brief Branch Coordinators and Section Staff periodically on any updated information you may have received. q Keep PREOC Informed – Share status information with PREOC, as appropriate.
6. Manage the Operations Section
q 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. q 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. q Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. q 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). q Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance/Administration Section.
Before Leaving: q Deactivate branches and any organizational elements when no longer required. q Determine demobilization status of all operations and advise the EOC Director.
Appendix 4-2 – Roles & Responsibilities – EOC – Operations Section Chief P a g e | 3 of 4 Operations Section Chief
q Ensure that all paperwork is complete, and logs are closed and sent to the Documentation Unit in the Planning Section. q Ensure that any open actions are assigned to appropriate agency and/or EOC staff as appropriate. q Follow the Generic "Before Leaving" Checklist.
Appendix 4-2 – Roles & Responsibilities – EOC – Operations Section Chief P a g e | 4 of 4 Operations - 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: q Follow the Generic "Getting Started" Checklist. q Establish communications with Health Authority local EOC, and with Health Branches in other EOCs and at the PREOC. q Determine capability of Health Authority to treat casualties. q Determine the status and availability of mutual aid resources in the operational area, specifically industrial first-aiders, St. John Ambulance and private / industrial ambulances. q Assess and anticipate health services required to support the situation.
Main Checklist: 1. Coordinate Preventative Measures in Public Health
Appendix 4-2a – Roles & Responsibilities – EOC – Operations–Health Branch Officer P a g e | 1 of 3 Operations - Health Branch Coordinator
q Coordinate Immunization and Epidemic Control – Provide public health measures including epidemic control and immunization programs in consultation with Medical Health Officer. q Monitor Potable Water – Ensure that potable water supplies are inspected and monitored. q Monitor Food Quality – Ensure that food quality is regulated and inspected. q Monitor Sewage Systems – Ensure that sewage systems are operating at acceptable levels. q Coordinate Health Inspection of Mass Feeding – If mass feeding areas are established, advise Environmental Health Officers on locations for inspection purposes. q Monitor Stress – Consider the need for critical incident stress debriefings for responders and affected persons.
2. Assist Ambulance Branch with Medical Transportation
q Advise Ambulance – Advise on ambulance resources and medical transport needs. q Assist Ambulance Resources – Assist in identifying and mobilizing available ambulance and auxiliary ambulance resources as required. q Assist Medical Transportation – Assist with the transportation of injured victims and health care personnel to appropriate medical facilities as required or requested. q Assist Acquiring Non-Ambulance Transportation – Coordinate with the Logistics Section to acquire suitable non-ambulance transportation, such as buses for injured. q Assist Medical Air Transportation – Coordinate air transportation with Air Operations Branch. q 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
q 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. q Assist Acquiring Pharmaceuticals – Assist with the coordination of pharmaceuticals as required or requested. q Coordinate Support for Disabled – Coordinate and support health services for physically challenged or medically disabled persons. q Assist Other Health Care – Assist with the coordination of other health care resources as required or requested.
Appendix 4-2a – Roles & Responsibilities – EOC – Operations–Health Branch Officer P a g e | 2 of 3 Operations - Health Branch Coordinator
q Assist Sheltering Home-Care Clients – Liaise with ESS Branch Coordinator to assist with sheltering of displaced home care clients if needed. q 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
q 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 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
q Work with PREOC – Liaise with the PREOC for coordination of regional resources, as required. q 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. q Report on Status – Forward Health Branch status reports to the EOC Resource Unit in the Planning Section. q 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.
Appendix 4-2a – Roles & Responsibilities – EOC – Operations–Health Branch Officer P a g e | 3 of 3 Operations - Emergency Support 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
q Determine ESS Needs – Determine status of emergency and assess the level of ESS needed. q Identify EMBC Task Number – Note EMBC Task Number and relay it to all Reception Centre Managers.
2. Acquire ESS Resources
q Alert ESS Teams – Initiate call-out to ESS Volunteers and ESS agencies (e.g., Red Cross, Salvation Army) and advise to "stand- by."
Appendix 4-2b – Roles & Responsibilities – EOC – Operations-ESS Branch Coordinator P a g e | 1 of 3 Operations - Emergency Support Services Branch Coordinator
q Activate Reception Centres – Open one or more Reception Centers, Group Lodgings or other alternate services. q 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. q 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.
3. Coordinate Reception Centres and Other ESS Services
q 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. q 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. q 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. q Authorize ESS Expenditures – Ensure emergency expenses and extensions for ESS are pre-authorized by the Min. Human Resources. q 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
q 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. q 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.
Appendix 4-2b – Roles & Responsibilities – EOC – Operations-ESS Branch Coordinator P a g e | 2 of 3 Operations - Emergency Support Services Branch Coordinator
5. Manage the Health Branch
q 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. q 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. q Report on Status – Forward Health Branch status reports to the EOC Resource Unit in the Planning Section. q 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: q 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. q 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. q 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. q Collect all other completed ESS paperwork from all the ESS service centres and deliver to the Documentation Unit for appropriate storage. q Participate in debrief and assemble ESS "lessons learned" and suggestions for improvements. q Follow the Generic "Before Leaving" Checklist.
Appendix 4-2b – Roles & Responsibilities – EOC – Operations-ESS Branch Coordinator P a g e | 3 of 3 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
Appendix 4-3 – Roles & Responsibilities – EOC – Planning Section Chief P a g e | 1 of 4
Planning Section Chief
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 ▪ Recovery Planning Unit ▪ 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.
Appendix 4-3 – Roles & Responsibilities – EOC – Planning Section Chief P a g e | 2 of 4
Planning Section Chief
❑ 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.
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
Appendix 4-3 – Roles & Responsibilities – EOC – Planning Section Chief P a g e | 3 of 4
Planning Section Chief
❑ 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 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.
Appendix 4-3 – Roles & Responsibilities – EOC – Planning Section Chief P a g e | 4 of 4
Planning - 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 incidents 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
q 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. q Collect EOC Information – Collect status information from each active EOC Section and Management Staff Officer on a regular basis.
2. Assess Damage
q 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.
Appendix 4-3a – Roles & Responsibilities – EOC – Planning – Situation Unit Coord. P a g e | 1 of 2 Planning - Situation Unit Coordinator
q 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. q Document Damage – Prepare a Damage Assessment (Form EOC 415). Ensure copies go to Risk Management Officer, Recovery Unit, and Documentation Unit. q Assist Recovery Effort – Cooperate with the Recovery Organization in assessing damage.
3. Organize Information
q Organize Collected Information – Create organizational schemes for collected data to facilitate storage and retrieval of information. q Archive Information – Arrange for secure storage of collected information.
4. Analyze Information
q 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
q 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. q 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). q Support Information Release – Meet with the Information Officer to coordinate access to current information.
Before Leaving: Follow the Generic Before Leaving Checklist.
Appendix 4-3a – Roles & Responsibilities – EOC – Planning – Situation Unit Coord. P a g e | 2 of 2 Planning - 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.
4. Organize and Secure Documents
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
q Identify Materials to Collect – Meet with the EOC Director to confirm what EOC materials should be maintained as official records. See suggestions, attached. q Collect Documents – Collect records from each active EOC function daily. Collect, organize and file all completed event or disaster related documents. q 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
q Record Minutes – Take minutes at all EOC briefings and meetings. q Photograph Important Information – Photograph whiteboards (time and date), and other important information generated at the EOC.
Appendix 4-3b – Roles & Responsibilities – EOC–Planning–Documentation Unit Coord. P a g e | 1 of 2 Planning - Documentation Unit Coordinator
3. Copy and Distribute Plans and Reports
q 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. q Photocopy and Produce Documents – Provide document production services to EOC staff.
4. Organize and Secure Documents
q Store Documents – Arrange for dedicated filing cabinets, preferably ones that can be locked and are fire resistant. Prepare file folders to reflect contents. q 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.
Appendix 4-3b – Roles & Responsibilities – EOC–Planning–Documentation Unit Coord. P a g e | 2 of 2 Planning - 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
q 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. q 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
q Identify Resources – Use EOC Form 516 to identify resource kind and type, and whether they are Available, Assigned, or Out-of- Service. q 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. q Track Resources – Track the progress of resource requests until filled. Coordinate closely with the Operation Section Branches and
Appendix 4-3c – Roles & Responsibilities – EOC – Planning – Resource Unit Coord. P a g e | 1 of 2 Planning - Resource Unit Coordinator
Logistics Section units, particularly Supply, Personnel, and Transportation.
3. Distribute / Display Resource Information
q Create Status Board – Develop and maintain resource status boards and/or other tracking display systems. See Resource Status Board sample. q 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.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-3c – Roles & Responsibilities – EOC – Planning – Resource Unit Coord. P a g e | 2 of 2 Planning - 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
q Determine Immediate Recovery Needs – Assess the need for immediate reconstruction efforts, such as utility restoration and debris removal. q 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
q Issue Public Messages – Initiate public messages to request donations in the form of cash until specific needs can be
Appendix 4-3d – Roles & Responsibilities – EOC – Planning – Recovery Unit Coord. P a g e | 1 of 2 Planning - Recovery Unit Coordinator
identified. Work with the Information Officer to ensure this message is released as soon as possible.
3. Prepare Tahltan Recovery Plan
q 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. q 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 Tahltan.
4. Prepare Community Recovery Plan
q Access Victim Information – Assist ESS Reception Centres in collecting evacuee information and sharing data with the Recovery Organization. q Develop Community Recovery Plan – Formulate a community recovery plan for the incident, including recommendations for: · Recommended Functions · Priority of Efforts · Support Requirements · Coordination Requirements · Reporting Requirements
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-3d – Roles & Responsibilities – EOC – Planning – Recovery Unit Coord. P a g e | 2 of 2 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
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 telecommunications at media centre, working with the Information Officer. ❑ Support Reception Centre Communications – Establish communications at Reception Centres, working with the ESS Branch Director.
Appendix 4-4 – Roles & Responsibilities – EOC – Logistics Section Chief P a g e | 1 of 3
Logistics Section Chief
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.
Appendix 4-4 – Roles & Responsibilities – EOC – Logistics Section Chief P a g e | 2 of 3
Logistics Section Chief
6. Manage the Logistics Section
❑ 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.
Appendix 4-4 – Roles & Responsibilities – EOC – Logistics Section Chief P a g e | 3 of 3
Logistics - 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: q Follow the Generic "Getting Started" Checklist. q Based on the situation, activate the necessary units within the Information Technology Branch: q Communications Unit q Computer Systems Unit q Prepare objectives for the Information Technology Branch; provide them to the Logistics Section Chief prior to the initial Action Planning meeting. q 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
Appendix 4-4a – Roles & Responsibilities – EOC – Info. Tech. Branch Coord. P a g e | 1 of 3 Logistics - Information Technology Branch Coordinator
q Supply EOC Telephone and Fax Connections – Ensure telephone and fax resources and services are provided to EOC staff, as required. q Support Call Centre – Provide necessary telephone equipment and service if and when Information Officer establishes a toll-free Public Information Line or Call Centre. q Post Communications Status Board – Create and maintain a telephone and radio communications status board and assign telephone numbers to EOC functions.
2. Establish and Maintain EOC Radio Communications
q Set up EOC Radio Communications – Mobilize and coordinate amateur radio resources to augment primary communication systems as required. q 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. q 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. q 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
q Support Media Communications – Provide necessary telecommunications when Information Officer establishes a Media Information Centre.
4. Establish Communications at Reception Centres
q Support Reception Centre Communications – Assist ESS Branch Director with telephone and radio communications at Reception Centres. q Assign External Radio Personnel – Assign volunteer radio operators to external locations as required.
5. Support Use of Information Technology in EOC
q Assess EOC Computer Needs – Determine computer requirements for all activated EOC functions.
Appendix 4-4a – Roles & Responsibilities – EOC – Info. Tech. Branch Coord. P a g e | 2 of 3 Logistics - Information Technology Branch Coordinator
q 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. q Train EOC Users – Inform all EOC Sections/Branches/Units regarding the use of information technology. q Troubleshoot EOC Systems – Ensure that computer technical personnel are available for equipment and application program maintenance and repair. q Track Expenses – Inform the EOC Support Branch Coordinator of any purchases or acquisitions of computer equipment. q Maintain Status Board – Create and maintain an Information Technology status board.
Before Leaving: q Ensure that all expenditures and financial claims have been coordinated through the Finance / Admin Section. q Follow the Generic "Before Leaving" Checklist.
Appendix 4-4a – Roles & Responsibilities – EOC – Info. Tech. Branch Coord. P a g e | 3 of 3 Logistics - 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
q Identify EOC Facility Needs – Determine facilities and furnishings required for effective operation of the EOC, working with the EOC Director. q 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. q 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. q 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
q Furnish EOC – Provide furniture, supplies, and materials necessary to configure the EOC facilities in a manner adequate to accomplish the mission. q 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.
Appendix 4-4b – Roles & Responsibilities – EOC – Logistics – Support Branch Coord. P a g e | 1 of 2 Logistics - EOC Support Branch Coordinator
q Maintain EOC Inventory – Maintain an inventory list of items used by the EOC in response and recovery. q Maintain EOC Facilities Status Board – Develop and maintain a status 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
q Support EOC Safety – Ensure all structures are safe for occupancy and that they comply with appropriate regulations and bylaws. q 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
q Manage Clerical Support for EOC – Arrange for and supervise clerical staff for the EOC.
Before Leaving: q As facilities are vacated during demobilization, coordinate with the facility manager to return the EOC facility to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility. q Follow the Generic "Before Leaving" Checklist.
Appendix 4-4b – Roles & Responsibilities – EOC – Logistics – Support Branch Coord. P a g e | 2 of 2 Logistics - 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
q 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. q 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
q 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. q Estimate Arrival Time – Determine the estimated time of arrival of supplies and advise the requesting parties accordingly.
3. Coordinate the Delivery of Supplies
Appendix 4-4c – Roles & Responsibilities – EOC – Logistics – Supply Branch Coord. P a g e | 1 of 2 Logistics - Supply Branch Coordinator
q Arrange to Supply Supplies – Supply material and equipment resources to sites. Coordinate delivery of supplies and materiel as required. q Coordinate Delivery – Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pick up and delivery through the Transportation Unit. q 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
q 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. q 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. q Control Costs – Identify high-cost resources that could be demobilized early and advise other Section Chiefs. Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-4c – Roles & Responsibilities – EOC – Logistics – Supply Branch Coord. P a g e | 2 of 2 Logistics - 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
q 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. q 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. q 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. q 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
q 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.
Appendix 4-4d – Roles & Responsibilities – EOC – Logistics – Personnel Branch Coord. P a g e | 1 of 2 Logistics - Personnel Branch Coordinator
q Acquire EOC Personnel – Acquire EOC personnel from 1) Within the jurisdiction, 2) Among outside agencies, and 3) Among community volunteers. q Maintain EOC Personnel Status Board – In conjunction with the 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. q Receive and Orient EOC Personnel – Check in all incoming EOC personnel (See Form EOC 511 and Form EMBC 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. q Manage EOC Shift Schedules – Develop shift schedules. q Accommodate EOC Personnel – Arrange accommodation for out- of-town personnel. Coordinate with ESS Branch, Supply Unit, and Procurement Unit. q Manage EOC Stress Counseling – In coordination with the Risk Management Officer, determine the need for crisis counseling for both site and EOC emergency workers, including volunteers. Acquire mental health specialists, as needed.
3. Coordinate Volunteers
q Liaise with Volunteer Agencies – Establish communications with volunteer agencies and other organizations that can provide personnel resources. q Register Volunteers – Register convergent volunteers, as required, using Form EOC 511 and Form EMBC Task Registration Form 512.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-4d – Roles & Responsibilities – EOC – Logistics – Personnel Branch Coord. P a g e | 2 of 2 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
Main Checklist: 1. Record Personnel Time
q Record Time Sheets – Collect and record on-duty time for all EOC personnel, including volunteers and Tahltan representatives. Note: Use the same time sheet forms used in non-emergency times, if possible. q Forward Time and Expenses for Processing – Forward timesheets and expense forms to Tahltan office for prompt processing for Tahltan employees.
2. Coordinate Purchasing
q Determine Spending Limits – In consultation with EOC Director determine spending limits, if any, for Logistics, Operations and Management Staff. q Lead EOC in Financial Procedures – Meet with the Logistics and Operations Section Chiefs and review financial and administrative requirements and procedures.
Appendix 4-5 – Roles & Responsibilities – EOC – Finance–Admin. Section Chief P a g e | 1 of 3 Finance / Administration Section Chief
q 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. q 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
q Process WCB Claims – Ensure that workers’ compensation claims resulting from the response are processed within a reasonable time. q Document Potential Legal Claims – Document any claims or threats of claims from disaster victims.
4. Record Costs
q Develop Cost Record System – Maintain all financial records throughout the event or disaster. q 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. q Submit Cost Summaries to PREOC – Ensure that all documentation and local government financial assistance paperwork is accurately maintained and submitted to EMBC. q 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
q 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. q Ensure Appropriate Personnel – Request additional personnel for the section as necessary to maintain 24-hour staffing capabilities, as necessary. q Ensure Documentation – Ensure that all section personnel maintain their individual position logs and other paperwork as required. q Participate in Action Planning Meetings – Collect objectives from each activated Finance / Admin Branch prior to each Action
Appendix 4-5 – Roles & Responsibilities – EOC – Finance–Admin. Section Chief P a g e | 2 of 3 Finance / Administration Section Chief
Planning meeting. Participate in Action Planning Meetings, using EOC Briefing Format (Form EOC 401A). q Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with other EOC Sections.
Before Leaving: Follow the Generic Before Leaving Checklist.
Appendix 4-5 – Roles & Responsibilities – EOC – Finance–Admin. Section Chief P a g e | 3 of 3 Finance / Administration - 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 Tahltan Treasurer – Submit personnel time records, travel expense claims and other related forms for employees to the Tahltan Treasurer.
Reports To: EOC Finance / Admin Section Chief
Getting Started: Follow the Generic "Getting Started" Checklist.
Main Checklist: 1. Establish Time Unit Procedures
q 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. q 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. q 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
q Assemble Time Records – Initiate, gather, or update time reports from all EOC personnel, including volunteers and agency representatives assigned to each shift. q Verify Time Records – Check time records to ensure they are accurate and prepared according to policy. q Track Overtime Costs – Maintain a daily overtime spreadsheet to estimate overtime payments for Tahltan 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.
Appendix 4-5a – Roles & Responsibilities – EOC – Finance–Admin. Time Unit Coord. P a g e | 1 of 2 Finance / Administration - Time Unit Coordinator
q Collect Overtime Records – Ensure all Tahltan staff daily complete a timesheet called the “daily salary spreadsheet.” Submit the completed 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 Treasurer
q Submit Staff Records for Payment – Submit personnel time records, travel expense claims and other related forms for employees to the Tahltan Treasurer.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-5a – Roles & Responsibilities – EOC – Finance–Admin. Time Unit Coord. P a g e | 2 of 2 Finance / Administration - 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
q Confirm Procurement Authorization – Review emergency procurement procedures and policies of the Tahltan, including the identity of EOC personnel authorized to commit the Tahltan to a contract. q Advise EOC Personnel on Procurement Procedures – Ensure that all EOC personnel know the approved processes for procurement, including contracting procedures. q Obtain Contact Forms – Obtain approved contract forms for use in all EOC procurement.
2. Coordinate Contracts
q 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. q 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. q 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.
Appendix 4-5b – Roles & Responsibilities–EOC–Finance–Admin. Procure. Unit Coord. P a g e | 1 of 2 Finance / Administration - Procurement Unit Coordinator
3. Submit Procurement Records to Cost Unit
q Forward Contracts for Payment – Forward costs and payment schedules to Tahltan Treasurer for processing of all EOC contracts.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-5b – Roles & Responsibilities–EOC–Finance–Admin. Procure. Unit Coord. P a g e | 2 of 2 Finance / Administration - 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 Injury Claims –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
q 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. q 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. q Track Equipment Damage Claims – Maintain a chronological log of equipment damage claims reported during the event.
2. Manage Injury Claims
q Receive Injury Claims – Receive and record all reports of injuries associated with the response effort. Establish a separate file for each reported incident. q Investigate Injury Claims – Where injuries occur to Tahltan employees or EOC volunteers, ensure all injury claims are investigated as soon as possible.
Appendix 4-5c – Roles & Responsibilities – EOC – Finance–Admin. Compensation & Claims Unit Coord P a g e | 1 of 2 Finance / Administration - Compensation and Claims Unit Coordinator
q Prepare WCB Forms – Prepare appropriate forms for all verifiable injury claims and forward them to WCB within the required timeframe. q Track Injury Claims – Maintain a chronological log of injuries and illnesses reported during the event.
3. Manage Private Property Loss or Damage Claims
q 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. q Investigate Damage Claims – Ensure all private property claims are investigated as soon as possible. q Track Damage Claims – Maintain a chronological log of private property damage reported during the event.
4. Submit Claim Summaries to Cost Unit
q Forward summary of claim estimates to Cost Unit for processing.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-5c – Roles & Responsibilities – EOC – Finance–Admin. Compensation & Claims Unit Coord P a g e | 2 of 2 Finance / Administration - 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
q 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. q 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. q 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
q 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. q Maintain Cumulate Costs – Prepare and maintain a cost report to provide cumulative analyses, summaries, and total emergency related expenditures for the local jurisdiction. q Organize Cost Records – Organize and prepare records for final audit.
Appendix 4-5d – Roles & Responsibilities – EOC – Finance–Admin. Cost Accounting Unit Coord. P a g e | 1 of 2 Finance / Administration - Cost Accounting Unit Coordinator
3. Coordinate Financial Assistance for Tahltan
q Confirm EMBC Task Number – Ensure that EMBC has provided a task number for the incident. q Identify Sources of Financial Assistance – Coordinate all financial assistance with agencies offering emergency response support. Contact the EMBC Recovery Office for assistance and guidance. q Assemble Cost Records – Working with the EOC Documentation Unit, organize and prepare cost records for submission to EMBC and other provincial organizations.
Before Leaving: Follow the Generic "Before Leaving" Checklist.
Appendix 4-5d – Roles & Responsibilities – EOC – Finance–Admin. Cost Accounting Unit Coord. P a g e | 2 of 2 APPENDIX 5 CHECKLISTS
Appendix 5-1 – Checklist – Incident Report Flow Chart Appendix 5-2 – Checklist – Emergency Operations Centre Activation Appendix 5-3 – Checklist – Emergency Operations Centre Setup and Supplies Appendix 5-4 – Checklist – Checking in and Checking out of EOC Appendix 5-5 – Checklist – Emergency Support Services – Reception Centre Set Up Appendix 5-6 – Checklist - Disaster Recovery Planning Appendix 5-7 – Checklist – Financial Management Appendix 5-8 – HRVA Response Checklist – Explosion Appendix 5-9 – HRVA Response Checklist – Extreme Weather Appendix 5-10 – HRVA Response Checklist – Flood Appendix 5-11 – HRVA Response Checklist – Missing Person (and Person in River) Appendix 5-12 – HRVA Response Checklist – Pandemic Appendix 5-13 – HRVA Response Checklist – Power Outage Appendix 5-14 – HRVA Response Checklist – Structure and Wild Fire Appendix 5-15 – HRVA Response Checklist – Structure Collapse Appendix 5-16 – HRVA Response Checklist – Transportation Incident Appendix 5-17 – HRVA Response Checklist – Landslide – Debris Slide – Rock Slide Incident Report Flow Chart
Appendix 5-1 – Checklist – Incident Report Flow Chart P a g e | 1 of 1 Emergency Operations Centre (EOC) Activation Checklist
The Community Emergency Operations Centres (EOC) can be activated and staffed to meet the dynamic and scalable needs of an emerging event that presents some level of threat to the public safety of the community. There is information in the emergency plan that identifies an organizational structure based on the Incident Command System (ICS) model. It is important to note that not all boxes may need to be filled and it may be reasonable that one person can fill more than one box. The primary role of an EOC is to provide support to site level operations. The Incident Commander at site typically determines best response tactics. The EOC typically does not provide tactical direction for site level operations but there may be times when it is necessary. An example might be where any response activities are left up to the first responders who are expert at what they do whereas a community evacuation could be managed under the Operations section at the EOC. Note that a Declaration of State of Local Emergency is not required to activate your EOC. An EOC us usually activated to support response activities. An EOC can also be activated for such activities as advance planning, moving vulnerable populations ahead of an alert or order, and/or to move domestic livestock. Considerations for activating an EOC in part or full can include: 1) Is there a significant number of people at risk? 2) Is there a potential threat to people, property and/or the environment? 3) Is there a risk that the event will escalate in impact? 4) Is the extent of current damage unknown? 5) Are there limited local resources to assist with the incident or event? 6) Is a coordinated multi-agency response required because of: » A large or widespread event » Multiple emergency sites » Multiple agencies responding
Contact EMBC in the earliest stages of the event to advise of the need for an EOC and to obtain an EMBC Task Number. The task number will be critical to any expense reimbursements back to the community from the Province. It will also provide some levels of WorkSafe and liability coverage. Confirm with EMBC that the type of event will be supported for EOC activation. Some event types will fall under the mandate of other agencies and will not be supported by EMBC. Event types that will be supported by EMBC can include: » Evacuations where there is imminent threat to public safety » Planning and support for response to natural events such as wildfire, flood, and landslides
Event types that will not be supported by EMBC can include: » Public health events such as pandemic » Large social events such as music festivals » Economic disruption
Appendix 5-2 – Checklist – EOC – Activation P a g e | 1 of 5 » Loss of critical utilities such as power, domestic water systems, and communications
Also engage EMBC early in the response stage in discussions related to long-term recovery support and activities where it is apparent that there will be a long-term commitment required. The level of EOC activation required will depend on the nature of the event and threat and is best determined in consultation between the Emergency Program Coordinator (EPC), Band Manager, and Chief and Council. You should consider the best information available and recommendations from other response agencies. Consider the long-term potential for an event or incident when determining the location of the EOC. Having to relocate an EOC when the emergency event or incident is at full speed can be disruptive to operational support and may impact the evacuated community members as well. Find a safe, suitable location that won’t be compromised. The Band Manager will assume or delegate the role of EOC Director and ensure that the EOC is activated and staffed to the appropriate level. The EPC typically assumes the role of EOC Liaison and maintains regular contact with responding and supporting agencies, and other stakeholders as appropriate. The Chief and Council assumes the role of Policy Group and provides guidance and oversight to the EOC Director. They are typically not located directly inside the EOC. The personnel authorized to activate the EOC are: » Chief and Council » Band Manager » Emergency Program Coordinator » Fire Chief
Considerations for Activating Partial or Full EOC Partial Activation – where the event is small that it requires short term and/or limited support. This can also be where there is an event in relative proximity and/or in some stage of imminence to threaten some or all of the Community where it warrants a heightened level of situational awareness across concerned agencies. Partial activations can also be done to begin advance planning for an event where there is some indication of imminence of threat to the community. It may not be necessary to fill every box on a standard EOC org chart, and in most cases during a partial activation an individual can assume more than one role. It may only be necessary to staff the EOC for part of the day, so that personnel can resume their regular duties somewhat. That said, consider that it is easier to staff the EOC heavy in the earlier stages and then release resources when no longer needed than it is to scramble to find resources if the event grows significantly. ⃣ Establish contact and maintain regular situation updates from and with lead agencies ⃣ Confirm with Community Leadership, Band Manager and EPC that one or more of these conditions exist: » An event that requires support beyond what the ESS program can provide » An event is developing that may not be an immediate threat, but concerns over imminence of that threat require advanced levels of monitoring and situational awareness for planning purposes beyond what the EPC can manage
Appendix 5-2 – Checklist – EOC – Activation P a g e | 2 of 5 » A request to support another community or agency has been received ⃣ Determine level of EOC activation required, and for what activities it needs to be activated ⃣ Call EMBC to obtain task number: 1-800-663-3456. Be prepared to provide details to the extent possible about: » Type and nature of the event or threat, including how imminent it is » Best estimate of how many people and/or properties are threatened » Location and contact information for the EOC or primary community representative » Request stakeholder coordination call through EMBC as required; this can be all- stakeholders or limited to only those that are being impacted and/or have a direct response or support role » Request any additional assistance you need through EMBC ⃣ Determine appropriate EOC staffing levels and call out personnel as required. Consider at a minimum: » EOC Director – this could be the EPC or designate who reports to the Band Manager at this level of activity » Operations Section Chief » Planning Section Chief » Provide staff with brief situational awareness so that they can prepare their regular workload and personal life ⃣ Establish suitable facility for EOC. At lower levels of activity, this could be from people’s work desks, or it could require a dedicated space with these considerations: » Is there any potential that the incident or event could grow to threaten the current EOC location?; if so consider alternate location(s) » Suitable work-space with desks, chairs, phones, computers, stationary etc. » Status board, white boards, flip charts & maps » Secure from general public random visits; able to be locked to maintain confidentiality around event » Consider a dedicated room for meetings, calls etc. that can be controlled for general public random visits » Staff sign-in/out process » Quick access to Emergency Plan, Activation Plan and Business Continuity Plan
Full EOC Activation A full activation of the EOC may occur when the event or incident imminently threatens public safety and/or community critical infrastructure. A full activation will almost always exceed your local capacity so anticipate reaching out to neighbouring communities and/or requesting additional assistance through organizations like FNESS and EMBC. It is easier to staff the EOC up heavy at the start and release people if not needed than it is to try to find people when things are really busy. Confirm that external support staff contract costs may be eligible for reimbursement through EMBC. Consider that a full EOC activation can last a few days or much longer so ensure that long term staffing and wellness concerns are top of mind. ⃣ Establish contact and maintain regular situation updates from lead agencies
Appendix 5-2 – Checklist – EOC – Activation P a g e | 3 of 5 ⃣ Confirm with Community Leadership, Band Manager and EPC that one or more of these conditions exist: » An event has occurred that requires some level of evacuation alert or order that will impact the community at large » An event is developing that may become an imminent threat within a relatively short period of time, where pre-evacuation planning is required for community members and/or domestic livestock » A request to support evacuation from another community or agency has been received
⃣ Determine level of EOC activation required, and for what activities it needs to be activated » Call EMBC to obtain task number: 1-800-663-3456. Be prepared to provide details to the extent possible about: » Type and nature of the event or threat, including how imminent it is » Best estimate of how many people and/or properties are threatened » Location and contact information for the EOC or primary community representative » Request stakeholder coordination call through EMBC as required; this can be all- stakeholders or limited to only those that are being impacted and/or have a direct response or support role » Request any additional assistance you need through EMBC
⃣ Determine appropriate EOC staffing levels and call out personnel as required. Consider at a minimum: » EOC Director » Operations Section Chief » Planning Section Chief » Logistics Section Chief » Finance Section Chief » Public Information Officer » Policy Group » Risk or Safety Officer » Deputy positions in the sections that might require it » Recovery planner – this position can begin with initial scoping around impacts, damages etc. and transition over to recovery planning as required » Other subject matter expert positions as required » Section support positions as required » Provide staff with brief situational awareness so that they can prepare their regular workload and personal life
Appendix 5-2 – Checklist – EOC – Activation P a g e | 4 of 5 ⃣ Establish suitable facility for EOC. Consider: » Is there any potential that the incident or event could grow to threaten the current EOC location?; if so consider alternate location(s) » Dedicated spaces for breakout meetings, advance planning, public information officers, agency representatives, and other activities as appropriate » Suitable voice and internet communications; confirm that costs to install adequate IT may be reimbursed through EMBC » A space where the section chiefs can be working in the same large room for a majority of the time » Suitable work-spaces with desks, chairs, phones, computers, stationary etc. » Status boards, white boards, flip charts & maps » secure from general public random visits; able to be locked to maintain confidentiality around event » Consider a dedicated secure room for meetings, calls etc. where access can be controlled » Staff sign-in/out process » Adequate parking for additional EOC personnel » Quick access to Emergency Plan, Activation Plan and Business Continuity Plan » Consider offering a quiet rest area for EOC staff » Ensure all contracts for facility and support to the facility are in place ⃣ Set up section work-stations and other rooms as required ⃣ Contact and invite response, support agencies, and impacted utilities owners to: » Request an agency representative to the EOC » Participate in regular briefings and calls ⃣ Anticipate needs for 3 to 7 days and develop staffing plan. Consider length of shift and whether 24/7 coverage is required ⃣ Brief incoming EOC staff on: » The daily schedules of activities » Rules around using the facility » Facility evacuation and safety procedures ⃣ Begin demobilization planning several days before EOC will need to shut down » Ensure that all workstations and/or section kits are cleaned and restocked as appropriate » Ensure that all documentation has been given to the planning section and that it has been filed or stored properly; this includes emails and digital files
Appendix 5-2 – Checklist – EOC – Activation P a g e | 5 of 5 Emergency Operations Centre (EOC) Set Up - Supplies List
The following lists are a guide to consider for equipping the Emergency Operation Centre (EOC). If there is no dedicated facility available, then consider assembling mobile EOC kits with these supplies.
EOC Furniture & Equipment
⃣ Desks and/or folding tables to accommodate each section and its expansion to a full activation ⃣ Chairs ⃣ White boards ⃣ One or more clocks on the walls, all synchronized ⃣ Shredding machine ⃣ Garbage cans ⃣ Kettle & coffee maker; include tea, coffee and condiments ⃣ Water dispenser ⃣ Trays for ‘inboxes’ for workstations
EOC Communications, Computers & Audio Visual ⃣ Telephones / Satellite phone ⃣ 2 Way radios ⃣ Consider unlisted numbers for the various EOC positions that are not made available to the general public ⃣ Public number(s) for general public support; ideally available 24/7 in the earlier stages of the response and scaled back down to reasonable times as the event stabilizes and then slows down ⃣ Projector and screen to display from EOC computers; consider spare bulbs for projector ⃣ One or more large screen TV set(s) for monitoring news and displaying status boards; ideally these can be connected to the internet and/or your information systems ⃣ Adequate computers for the EOC staff ⃣ Adequate printers for the EOC staff ⃣ Fax machine ⃣ Consider a plotter for printing larger maps ⃣ Consider multi-function devices ⃣ Ensure back up supply of toners ⃣ Amateur radio station if available; use as back up communications and contact with EMBC and other support agencies ⃣ Recording device for meetings & important conversations ⃣ Chargers for popular mobile phone types; iPhone, mini-USB etc.
Appendix 5-3 – Checklist – EOC – Setup and Supplies P a g e | 1 of 2 EOC Planning & Reference Materials ⃣ Copy of Emergency Plan ⃣ Copy of Evacuation Plan ⃣ Copy of Community Business Continuity Plan ⃣ Copies of other relevant plans
EOC Stationary & Office Supplies
⃣ Pens, pencils, markers, dry erase markers ⃣ Photocopy paper; different sizes ⃣ Notepads / Message pads ⃣ Flip chart stands and paper ⃣ Envelopes ⃣ File folders and file boxes ⃣ Tape - scotch, masking and duct ⃣ Staplers and staples ⃣ Thumbtacks and paperclips ⃣ 3 ring binders and 3 hole punch ⃣ Garbage bags ⃣ Toilet paper ⃣ Batteries for various devices
EOC Other
⃣ Extension cords / power bars ⃣ UPS units (Uninterrupted Power Supply) – a short term (ie. 15 min) battery/instantaneous power backup for computers/data ⃣ Name identification tags ⃣ EOC vests ⃣ Emergency flashlights & battery powered lighting ⃣ Workstation log books for recording calls, conversations and decisions for each position ⃣ Disposable recyclable cups and plates ⃣ First Aid Kit ⃣ Generator
Appendix 5-3 – Checklist – EOC – Setup and Supplies P a g e | 2 of 2 Checking in and Checking out from the EOC Checklist
Checking in and out of an EOC using a standard sign in/out form and tracking who is there and when is important for 2 reasons:
1. If the EOC has to evacuate, the sign in/out sheet can be used to check that everyone who was in the building is accounted for
2. When submitting for EOC and staffing costs, the sign in/out sheet can be used as verification documentation for your cost reimbursement submission to EMBC or ISC.
Checklist – For All Functions – Checking in and out of the EOC
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. ⃣ Participate in any facility/safety orientation briefing, as required. ⃣ If you represent an outside (non-jurisdictional) agency, register with the Liaison Officer. ⃣ 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 or dedicated Position Notebook that chronologically describes the actions you take, conversations you have, and decisions you make 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. 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 counseling and debriefings, as needed. Appendix 5-4 – Checklist – Checking in and Checking out of the EOC P a g e | 1 of 3 Incident Command System template forms are available online at: https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery/local-emergency- programs/eoc-forms Common Responsibilities – All Incident Personnel
This listing provides an overview of the common responsibilities applicable to all EOC personnel. In most cases, these tasks are not repeated in the following position-specific checklists. Some tasks are one-time actions, while other tasks are repetitive for the duration of the incident.
Activation
» Applicable to staff at all response roles: Incident Command, Incident Support, Area Command » Specific responsibilities may be customized to the response role, as required
Activation Actions
⃣ Receive assignment from your organization, including: » Job assignment (e.g. Situation Unit Leader, etc.) » Position checklist (if applicable) » Resource order number, request number or manifest number, (as applicable) » Reporting location » Reporting time » Travel instructions (if applicable) » Safety instructions (if applicable) » Any special instructions (e.g., travel, radio frequency) ⃣ Upon incident arrival, check-in at designated Check-In location, using an Incident Check-In List or EOC Check-In List) - Check-In may be found at: » Emergency Operations Centre (EOC) » Incident Command Post (ICP) » Base or Camps » Staging Areas » Helicopter Landing Zones ⃣ Receive briefing from immediate supervisor. Clarify any questions. ⃣ Set up your workstation, review your position responsibilities and acquire work materials. ⃣ Establish and maintain an Activity Log Form that chronologically describes your actions taken during your shift. ⃣ Organize and brief subordinates (if applicable) on: » Specific job responsibilities. » Co-workers within job function. » Define functional work areas. » Eating/sleeping arrangements. » Procedural instructions for obtaining additional supplies, services and personnel.
Appendix 5-4 – Checklist – Checking in and Checking out of the EOC P a g e | 2 of 3 » Identification of operational period work shifts. » Clarification of any important points pertaining to assignments. » Provisions for specific debriefings/handover at the end of the operational period. » The current Incident Action Plan or Incident Briefing, if an Incident Action Plan has not yet been developed. ⃣ Know the assigned contact information requirements for your area of responsibility (e.g. phone number, radio frequency, PIN, email, etc.) and ensure that communication equipment is operating properly.
Operational Actions
1) Conduct all tasks in a manner that ensures safety and welfare of you and your co-workers utilizing accepted risk analysis methods. Maintain accountability for assigned personnel with regard to exact location(s) and personal safety and welfare at all times. 2) Use clear text and ICS terminology (no codes) in all communications. 3) Complete forms and reports required of the assigned position and send through the supervisor to the Planning Section (Documentation Unit, if activated). Most large incidents rely heavily on the use of ICS forms to manage information/resources and maintain accountability. Ensure all forms are dated using the YYYY/MM/DD format. 4) Maintain an Activity Log. 5) At the end of your shift, provide a detailed handover briefing to your relief. Ensure that all in-progress activities, outstanding issues, and follow-up requirements are identified.
Demobilization Actions
⃣ Respond to demobilization orders and brief subordinates regarding demobilization. Ensure you are debriefed by your supervisor. ⃣ Deactivate your assigned position and close out logs when authorized by your supervisor. ⃣ Complete all required forms, reports and other documentation. All forms should be submitted through your supervisor to the Planning Section, as appropriate, prior to your departure. ⃣ Be prepared to provide input to the after-action report. ⃣ If another person is relieving you, ensure they are thoroughly briefed before you leave your workstation. Note any outstanding issues or unusual events. ⃣ Clean up your work area before you leave. ⃣ If de-activating email accounts or telephones, set required notifications (e.g. out-of-office email or voicemail notification). ⃣ Leave forwarding contact information where you can be reached. ⃣ Turn in assigned equipment. ⃣ Complete a Demobilization Checkout Form. ⃣ Send all completed forms and reports through your supervisor to the Planning Section (Documentation Unit, if activated).
Appendix 5-4 – Checklist – Checking in and Checking out of the EOC P a g e | 3 of 3 Emergency Support Services (ESS) Reception Centre Set-up Checklist
Reception Centres are often set up to support community evacuations that exceed the capabilities of the local Emergency Support Services (ESS) volunteer team. Reception Centres are a point of collection for evacuees to register for and receive support services and reunite families that may have been split up during the evacuation. Set up and management of Reception Centres is a fairly mature business practice in BC. Reception Centres are often managed under the Incident Command System (ICS) and can be attended by several support agencies. If not available locally, Emergency Support Service (ESS) teams can be requested through EMBC. They will deploy with all the necessary equipment to manage a reception centre. They will need a facility and basic equipment like tables and chairs upon arrival. Emergency Support Service (ESS) teams can manage the Reception Centre or contractors can be engaged to manage the centre, in turn leaving the ESS volunteers to focus on support to the evacuees. The Canadian Red Cross can also provide Reception Centre Managers under contract but eligibility for cost reimbursement for this should be confirmed with EMBC prior to engagement. The local community is responsible to secure a suitable facility, and have it supported to the extent necessary through the EOC. Typically, large buildings such as gymnasiums, churches, service club halls, and community centres can serve well as Reception Centres. For additional reference, please see the EMBC ESS Reception Centre Operational Guidelines document and the JIBC Reception Centre Set-up, Module 3 website. ⃣ Secure a suitable facility that: » Can manage the number of estimated volume of evacuees, including possible expansion if other evacuations occur in the area » Has enough space for other support agencies » Can facilitate some level of food services, whether it be a commercial kitchen or imported food trucks » Where no readily available hotel rooms are available, consider the mass shelter model which may be co-located with the Reception Centre » Has adequate parking » Has adequate washroom and personal hygiene facilities » May possibly allow for domestic pets to be kenneled in close proximity » Will be available for the expected duration of the evacuation ⃣ If no local Emergency Support Services (ESS) capacity, call EMBC to request ESS assistance. Prepare to offer information about: » Estimated number of people who will be evacuated and require assistance » Where they are coming from and where they are going » Any known evacuee situations requiring special conditions or attention related to transportation, housing, diet, language and/or religion » Requirements for mass shelter as appropriate » Location of reception centre(s)
Appendix 5-5 – Checklist – ESS – Reception Centre Set Up P a g e | 1 of 3 ⃣ You may be asked to provide: » Tables and chairs for workstations » Security personnel to watch over donated goods and supplies » Logistics support from the EOC, including people to help with the initial set up of signs, workstations etc. » Additional telephones and internet access ⃣ Consider a Resiliency Centre model where all support agencies including government ministries, non-government organizations and other organizations as appropriate come together under one roof to form a ‘one stop shop’ single point of contact location. These often serve to reduce some of the anguish and trauma that evacuees may experience when they are left to figure out their way through the maze of support agencies. ⃣ Consider requesting Disaster Psychosocial Support personnel through EMBC. These are volunteer teams of health and wellness professionals who can attend Reception Centres to support volunteers and evacuees. The Justice Institute website provides sample floor plans for context of a Reception Centre set-up.
Sample Floor Plan – Minimal Services Set Up
Appendix 5-5 – Checklist – ESS – Reception Centre Set Up P a g e | 2 of 3 Sample Floor Plan – Full Services Set Up
Appendix 5-5 – Checklist – ESS – Reception Centre Set Up P a g e | 3 of 3 Disaster Recovery Planning Checklist
The recovery phase of an event is often the longest and most complex, and if not done properly can create additional trauma to the evacuees and community members who were either indirectly or directly impacted by the event or incident. Community recovery works best when it is led by the community and supported in a coordinated manner by other government agencies, non-government organizations (NGO), and community groups. Community recovery also works best when planning begins at the outset of the event or incident. Multiple agencies have mandates and capacity to support disaster recovery and often they are involved in the early stages of response. There may be some support through federal and provincial government sources, and indeed many of their ministries and agencies have some mandates around public safety and recovery. Non- government organizations can bring financial and labour support from (inter)national networks. Local and regional programs can also play a role. The recovery planning process can begin under the Emergency Operation Centre (EOC) response organization, but at some point, it may make sense to break away into its own organization. While response activities are winding down, the recovery organization can be staffing up to meet its needs. The organization can be run by a Recovery Manager who will report directly to the Band Manager and take guidance from Community Leadership. A community recovery organization can operate effectively under the principles of the Incident Command System (ICS). Initially, most activities in the early stages may be within the Planning Section but it will soon evolve into the Operations Section with support from Logistics and Finance. There will be requirements for public information early on as well. Once the initial excitement and shock of the event and its impacts set in, affected community members, businesses etc. will want to know how they are being supported in recovery. Consider a regular public information practice to keep the community members informed. There are 2 critical elements to a successful community recovery that should begin within the 2nd operational period after any evacuation and/or event that causes significant disruption to parts of the local population: 1) Form up an ‘Unmet Needs Committee’ with all the appropriate support agencies to address any unmet needs to individuals and/or groups; designate someone to manage this daily until things stabilize and all the unmet needs have been identified and resolved to the extent possible. 2) Develop a caseworker model for the community members who will require support through the longer recovery phase: » The number of caseworkers and types of skills required will depend on the scope and nature of the impacts » The skills of the caseworkers required will depend on the nature of the impacts » Caseworkers ideally would come from existing local community programs and organizations
Most of the activities of a recovery program can be grouped into one of the following 5 categories. The best people to lead recovery activities in each of these categories will come from within the community and/or one of the local or regional established community programs or organizations. In some cases, these existing programs or organizations may have some additional depth in personnel and/or financial support. Other options could include short-term temporary contracts with community members and/or other communities to provide support or hiring consultants and contractors. Consider the fact that there are large consulting firms in Western Canada that specialize in recovery planning, and they have a role at some point, but they will not likely have experience in developing community led Appendix 5-6 – Checklist – Disaster Recovery Planning Operations P a g e | 1 of 4 recovery organizations in the early stages and will almost certainly not know your community. Your best option will be to work with firms that you already know and trust. Examples of where to source team leads for these categories and activities could look like: » Human wellness – existing community health and wellness programs within the Band Administration structure, First Nations Health Authority (FNHA), Northern Health Authority (NHA), First Nations Emergency Services Society (FNESS) » Housing – existing housing programs within the Band Administration structure, FNHA » Critical infrastructure - existing public works program within the Band Administration structure; engineering firms who already know the community » Economic – economic development program within the Band Administration structure, existing local and regional economic development programs; BC Economic Development Association economic disaster recovery teams » Environmental - existing environmental programs within the Band administration structure, past or current environmental consultants who already know the community Initial recovery activities and longer-term planning should be based in part on your community Business Continuity Plan, which will identify the critical services and programs that need to be in place early in the process.
Recovery Planning Checklist
⃣ Insert a Recovery Planner position into the EOC organization by the 2nd operational period in response. This position can: » Collect data on the numbers of affected community members, businesses and other organizations » Collect data on damages and impacts to properties and infrastructure » Analyze the data against the priorities identified in the Community Business Continuity Plan » Begin developing the framework for a recovery plan » Categorize estimated impacts into one of 5 broad areas: · Human wellness · Housing · Critical infrastructure · Economic · Environmental » Start to identify the short-term and long-term needs in each of those categories and match them to funding sources » Transition over to become the Recovery Manager or prepare the plan framework for a new Recovery Manager ⃣ Engage EMBC around support and recovery planning tools. » Identify funding sources and eligible activities for cost reimbursements » Identify tools and plan templates that are appropriate to your needs » Request subject matter experts as required
Appendix 5-6 – Checklist – Disaster Recovery Planning Operations P a g e | 2 of 4 ⃣ Engage Indigenous Services Canada (ISC) around: » Support for funding and costs not considered eligible by EMBC » Support for planning around their mandated services such as housing, water delivery, critical infrastructure etc. ⃣ Based on those early identified needs, start developing an organization under an Incident Command Structure (ICS) model with the primary goal of identifying and prioritizing immediate short-term needs and addressing them, and then developing the longer-term recovery plan. Minimum positions to consider getting in place early in the planning process, depending on levels of support available from the EOC, could look like: » Recovery Manager » Recovery Operations Section Chief · Human Wellness Branch Team Lead · Housing Branch Team Lead · Critical Infrastructure Branch Team Lead · Economic Branch Team Lead · Environmental Branch Team Lead · Case Workers Team Lead · Unmet Needs Committee Team Lead · Recovery Planning Section Chief » Recovery Logistics Section Chief » Recovery Finance Section Chief » If the scope of recovery activities in the housing, critical infrastructure and/or environmental branches is significant, consider engaging a professional project manager to support the Recovery Manager and Team Leads ⃣ Assemble an initial Unmet Needs Committee to address short term critical human wellness needs. This committee would start off meeting daily and would be comprised of individuals and organizations who have some capacity to fill those needs. As caseworkers come into the process, they will also become part of this committee. The committee can last until the caseworkers and their support networks are firmly established. The team structure could look something like: » Unmet Needs Committee Team Lead » Human Wellness Branch Team Lead » Housing Branch Team Lead » Non-Government Organizations (NGO’s) » First Nations Health Authority (FNHA) » Northern Health Authority (NHA) » Any local/regional health and wellness program representatives » Caseworkers » Consider a modified version for economic recovery unmet needs
Appendix 5-6 – Checklist – Disaster Recovery Planning Operations P a g e | 3 of 4 ⃣ Identify an office or facility that the Recovery organization will be working from. Ensure: » Confirmed access for the anticipated duration of the recovery program » Adequate furniture (desks, tables etc.) » Adequate phones » Computers, printers and audio-visual equipment as necessary » Rooms that can be used for private and confidential conversations in meetings and by case workers and community members » General office supplies and stationary ⃣ Set up regular practices for keeping the Community Leadership, support agencies and stakeholders informed » Consider daily or regular briefings, meetings, and/or conference calls » Daily distribution of situation reports and incident action plans to a closed list to be used as internal planning documents; not for public distribution ⃣ Set up a regular practice for keeping the community members informed. Consider: » Regular community meetings; start with higher frequency in the early stages and then transition to weekly, bi-weekly or monthly as appropriate » A dedicated public phone number where they will get a person who can provide them updates and/or guidance if they have questions; hours of access can start out longer in the early stages and transition to regular business hours as things stabilize » Regular updates to community bulletin boards, website & through social media » Consider that there may be some community members who have challenges around modern technology.
Appendix 5-6 – Checklist – Disaster Recovery Planning Operations P a g e | 4 of 4 Financial Management Checklist
In an emergency it is easy to become panicked and overwhelmed. Preparing a financial procurement plan now will help keep you focused and consistent with policy and procedures when emergencies happen.
Know the legislation, understand what is eligible and be ready.
It is important to establish financial response and recovery personnel from the onset of the disaster event and the EOC activation.
Getting Started:
⃣ Activate the EOC Finance / Admin Chief position and associated roles ⃣ Contact Emergency Management BC (EMBC) Provincial Emergency Coordination Centre (PREOC) 1-800-663-3456 and inform them of the situation ⃣ Following a disaster, the provincial government may declare the event eligible for Disaster Financial Assistance (DFA) – ask if the event qualifies ⃣ Where needed hire other personnel to assist (forward requests to EMBC as such positions are required) ⃣ Once EMBC declares the event, obtain the assigned task number. You will be required to reference this number on all invoices and contracts, backfill hire letters etc. ⃣ Track and submit ‘Resource Requests’ known as Expenditure Authorization Forms (EAF) to the PREOC. This process provides flexibility needed to allow the legislation to work as intended—to help those most in need. ⃣ Align all EAF requests with the BC Emergency Management System Response Goals outlined in Tahltan’s Emergency Management Plan ⃣ Prepare a daily expense report ⃣ Collect and organize documentation, hire letters, time cards, payroll, overtime etc. ⃣ Verify payment of materials, supplies and equipment
Remember to document everything and invoice according to response and recovery for ease of claims processing.
Appendix 5-7 – Checklist – Financial Management P a g e | 1 of 1 Response Action Plan Explosion - Checklist
⃣ Assess your own safety and the safety of the area around you. Consider need for tactical or strategic evacuation orders. Activate Emergency Plan and use appropriate checklists. ⃣ Contact RCMP & advise of the event » Location, size and timing of the event » Any known or suspected trapped, injured people and/or fatalities
⃣ If within community boundaries, call the Fire Department to determine needs and initiate response as appropriate to their training: 911 NEED TAHLTAN FD NUMBER ⃣ Contact BC Emergency Health Services (BC Ambulance) if any known injuries: » Toll-free outside 911 areas: 1-800-461-9911 » Sat-Phone: 1-250-374-5937
⃣ If outside community boundaries and/or EMBC task # needed, call EMBC 1-800-663-3456. Provide initial information: » Location of incident » Known impacts » Evacuation required (yes/no); if yes then estimated number of evacuees and where they’re going » Request stakeholder coordination call if necessary » Confirm lead agency responsibilities and request additional support resources and support if unable to fill locally
⃣ Consider the need for: » partial or full EOC activation to support response & recovery; engage local ESS or request support from EMBC 1-800-663-3456 » Security and access control into operations and evacuation area » Recovery planner in early response stages if impacts on homes & critical infrastructure » Mortuary services from Coroner’s Service if fatalities; activate through RCMP » Critical incident stress support for responders and community:
§ For responders & EOC staff, request Disaster Psychosocial Support team through EMBC 1-800-663-3456 § For community members, request support through First Nations Health Authority
⃣ If EOC activation, develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies ⃣ Develop Incident Action Plan daily & distribute to internal support agencies only ⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-8 – HRVA Response Checklist - Explosion Page | 1 of 1 Response Action Plan Extreme Weather - Checklist
⃣ Monitor current status of weather forecast: » Forecast weather: Dease Lake 14 day, Telegraph Creek 14 day
⃣ Determine if weather conditions present an immediate threat to community and/or critical infrastructure. Call EMBC to determine if any support is required and/or to determine what support activities might be eligible under an EMBC task # at 1-800-663-3456. Provide initial information: » Estimated area(s) impact on community members, critical infrastructure, homes and other values at risk as appropriate » Status of threat to community » Pre-evacuation required (yes/no); if yes then estimated number of evacuees and where they’re going » Request stakeholder coordination call if necessary » Request additional resources and support if unable to fill locally » Request subject matter experts to assess situation if required
⃣ Assess your own safety and the safety of the area around you. Consider need for evacuation pre- planning. Activate Emergency Plan and use appropriate checklists.
⃣ Consider the need for: » Partial or full EOC activation to support planning; engage local ESS or request support from EMBC 1-800-663-3456 » Evacuation pre-planning for vulnerable population » Security and access control into evacuation area(s) » Activation of Community Business Continuity Plan
⃣ If partial or complete EOC activation, develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies as appropriate
⃣ Develop Incident Action Plan daily & distribute to internal support agencies only
⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-9 – HVRA Response Checklist – Extreme Weather P a g e | 1 of 1 Response Action Plan Flood - Checklist
⃣ Monitor current status of flood forecast: » Province of BC River Forecast Centre » Water levels: Stikine River at Telegraph Creek, Tuya River near Telegraph Creek » Forecast weather: Dease Lake 14 day, Telegraph Creek 14 day ⃣ Determine whether flood presents an immediate threat to community and/or critical infrastructure. Call EMBC to request subject matter experts to assess situation if required: 1- 800-663-3456
⃣ Assess your own safety and the safety of the area around you. Consider need for evacuation alerts or orders. Activate Emergency Plan and use appropriate checklists. ⃣ If EMBC task # needed, call EMBC 1.800.663.3456. Provide initial information: » Estimated area(s) of flood impact on community members, critical infrastructure, homes and other values at risk as appropriate » Status of threat to community » Evacuation required (yes/no); if yes then estimated number of evacuees and where they’re going » Request stakeholder coordination call if necessary » Request additional resources and support if unable to fill locally
⃣ Consider the need for: » Partial or full EOC activation to support response & recovery; engage local ESS or request support from EMBC 1-800-663-3456 » Evacuation pre-planning for vulnerable population » Evacuation pre-planning for domestic livestock » Traffic control for evacuees outbound and response vehicles inbound » Security and access control into flood operations and/or evacuation area » Recovery planner in early response stages if impacts on homes & critical infrastructure » Mortuary services from Coroner’s Service if fatalities; activate through RCMP » Critical incident stress support for responders and community: § For responders & EOC staff, request Disaster Psychosocial Support team through EMBC 1-800-663-3456 § For community members, request support through First Nations Health Authority
⃣ Develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies ⃣ Develop Incident Action Plan daily & distribute to internal support agencies only ⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-10 – HVRA Response Checklist – Flood P a g e | 1 of 1 Response Action Plan Missing Person/Person in River - Checklist
⃣ Assess your own safety and the safety of any residents involved in a “hasty” search. A hasty search is the initial search usually conducted by locals before RCMP and Search and Rescue (SAR) teams arrive at site
⃣ Contact RCMP & advise of the event including information on: » Location, nature and timing of the event » Who is missing? » Description of missing person(s), what they were wearing, any vehicle they may be in or driving » Point last seen, direction of travel, and contact info for the person who saw them last » Any family, friends or others who might have insights into why this person has gone missing » Whether this person is armed and/or considered dangerous to self or others
⃣ Professional SAR teams are very self-sufficient and set up their own EOC team but may require some support from the community, particularly if the search expands over many days. If support is required for the SAR teams, contact to discuss eligibility of cost reimbursements EMBC 1-800- 663-3456. Request additional resources and support if unable to fill locally
⃣ Consider the need for: » Partial or full EOC activation to support response » A community representative as liaison to the SAR teams » Security and access control into search operations area » Critical incident stress support for responders and community: § For responders request Disaster Psychosocial Support team through EMBC 1-800-663- 3456 § For community members, request support through First Nations Health Authority NUMBER?
⃣ If EOC activation, develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies
⃣ Develop Incident Action Plan daily & distribute to internal support agencies only
⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-11 – HVRA Response Checklist – Missing Person (and Person in River) P a g e | 1 of 1 Response Action Plan Pandemic - Checklist
⃣ In consultation with Tahltan Health & Social Services, First Nations Health Authority (FNHA), Northern Health Authority (NHA) Province, First Nations and Inuit Health within Indigenous Services Canada (ISC), and Health Canada to determine if a pandemic threat exists and if so, activate Community Pandemic Plan
⃣ Assess your own safety and the safety of the area around you. Consider need for evacuation pre- planning. Activate Community Pandemic Plan.
⃣ Note that EMBC support for EOC and evacuation activities related to health epidemics and pandemics does not exist under their legislation. Any support will have to come through the medical services agencies. Consult with ISC and EMBC around support eligibility for: » Evacuations » EOC activation » Response activities outside existing health agency mandates
⃣ Consult your Community Emergency Plan for guidance on how to set up support for the event. Consider that some practices may transfer over: » EOC organization structure that may be appropriate » Evacuation pre-planning practices » Engaging ESS support through EMBC as appropriate » Activation of the Community Business Continuity Plan as appropriate » Practices related to public and stakeholder communications
⃣ If partial or complete EOC activation, develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies as appropriate
⃣ Develop Incident Action Plan daily & distribute to internal support agencies only
⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-12 – HVRA Response Checklist – Pandemic P a g e | 1 of 1 Response Action Plan Power Outage - Checklist
⃣ To report a power outage, call 1 888 POWER ON (1-888-769-3766)
⃣ Assess your own safety and the safety of the area around you.
⃣ Note that EMBC support for EOC and evacuation activities related to power outages does not exist under their legislation. Consult with ISC and EMBC around support eligibility for: » Evacuations » EOC activation » Response activities outside existing health agency mandates
⃣ Consult your Community Emergency Plan for guidance on how to set up support for the event. Consider that some practices may transfer over: » EOC organization structure that may be appropriate » Evacuation pre-planning practices » Engaging ESS support through EMBC as appropriate » Activation of the Community Business Continuity Plan as appropriate » Practices related to public and stakeholder communications
⃣ If partial or complete EOC activation, develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies as appropriate
⃣ Develop Incident Action Plan daily & distribute to internal support agencies only
⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-13 – HVRA Response Checklist – Power Outage P a g e | 1 of 1 Response Action Plan Fire – Structure and Wildfire - Checklist
⃣ Assess your own safety and the safety of the area around you. Consider need for evacuation alerts or orders. Activate Emergency Plan and use appropriate checklists.
⃣ If house or structure fire, call the Fire Department: 911 (Urban) NEED TAHLTAN FD NUMBER
⃣ To report a wildfire, call BC Wildfire Service (BCWS) 1.800.663.5555
⃣ If EMBC task # needed, call EMBC 1.800.663.3456. Provide initial information: » Location of fire » Size » Threat to community » Evacuation required (yes/no); if yes then estimated number of evacuees and where they’re going » Request stakeholder coordination call if necessary » Request additional resources and support if unable to fill locally
⃣ Consider the need for: » partial or full EOC activation to support response & recovery; engage local ESS or request support from EMBC 1-800-663-3456 » Structure Protection Units from BCWS » First aid support if not supplied by BCWS » Evacuation pre-planning for vulnerable population » Evacuation pre-planning for domestic livestock » Traffic control for evacuees outbound and response vehicles inbound » Security and access control into fire operations and/or evacuation area » Recovery planner in early response stages if impacts on homes & critical infrastructure » Mortuary services from Coroner’s Service if fatalities; activate through RCMP » Critical incident stress support for responders and community: · For responders & EOC staff, request Disaster Psychosocial Support team through EMBC 1-800-663-3456 · For community members, request support through First Nations Health Authority
⃣ Develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies ⃣ Develop Incident Action Plan daily & distribute to internal support agencies only ⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-14 – HVRA Response Checklist – Structure and Wild Fire P a g e | 1 of 1 Response Action Plan Structure Collapse - Checklist
⃣ Assess your own safety and the safety of the area around you. Consider need for tactical or strategic evacuation orders. Activate Emergency Plan and use appropriate checklists.
⃣ Contact RCMP & advise of the event » Location, size and timing of the event » any known or suspected trapped, injured people and/or fatalities
⃣ Contact BC Emergency Health Services (BC Ambulance) if any known injuries: » Toll-free outside 911 areas: 1-800-461-9911 » Sat-Phone: 1-250-374-5937
⃣ If within community boundaries, call the Fire Department to assess search and rescue needs and initiate as appropriate to their training: 911 (Urban) NEED TAHLTAN FD NUMBER
⃣ If outside community boundaries and/or EMBC task # needed, call EMBC 1-800-663-3456. Provide initial information: » Location of incident » Size » Known impacts » Evacuation required (yes/no); if yes then estimated number of evacuees and where they’re going » Request stakeholder coordination call if necessary » Confirm lead agency responsibilities and request additional support resources and support if unable to fill locally ⃣ Consider the need for: » partial or full EOC activation to support response & recovery; engage local ESS or request support from EMBC 1-800-663-3456 » Security and access control into evacuation area » Recovery planner in early response stages if impacts on homes & critical infrastructure » Mortuary services from Coroner’s Service if fatalities; activate through RCMP » Critical incident stress support for responders and community: § For responders & EOC staff, request Disaster Psychosocial Support team through EMBC 1-800-663-3456 § For community members, request support through First Nations Health Authority
⃣ If EOC activation, develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies ⃣ Develop Incident Action Plan daily & distribute to internal support agencies only Develop Situation Report daily & distribute to internal support agencies only Appendix 5-15 – HVRA Response Checklist – Structure Collapse P a g e | 1 of 1 Response Action Plan Transportation Incident - Checklist
⃣ Assess your own safety and the safety of the area around you. EOC support from community is typically not required unless it is a large event such as a bus crash. Support for EOC activation in these cases may not be available so consult with EMBC on eligible support activities at 1-800- 663-3456
⃣ Contact RCMP & advise of the event » Location, size and timing of the event » Any known or suspected trapped, injured people and/or fatalities
⃣ If within community boundaries, call the Fire Department to determine needs and initiate response as appropriate to their training: 911 NEED TAHLTAN FD NUMBER
⃣ Contact BC Emergency Health Services (BC Ambulance) if any known injuries: » Toll-free outside 911 areas: 1-800-461-9911 » Sat-Phone: 1-250-374-5937
⃣ RCMP is lead agency on all traffic incidents until status of criminality has been confirmed. BCEHS is lead agency on transport of injured persons. Extrication from vehicles over banks may require specialized road rescue teams. These two agencies will access road rescue teams as appropriate. Road rescue teams may be flown in by helicopter from Terrace as flight conditions permit.
⃣ Consider the need for: » Critical incident stress support for responders and community: § For responders & EOC staff, request Disaster Psychosocial Support team through EMBC 1-800-663-3456 § For community members, request support through First Nations Health Authority
⃣ Develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies
⃣ Develop Incident Action Plan daily & distribute to internal support agencies only
⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-16 – HVRA Response Checklist – Transportation Incident P a g e | 1 of 1 Response Action Plan Landslides / Debris Slide – Rock Slides - Checklist
⃣ Assess your own safety and the safety of the area around you. Consider need for tactical or strategic evacuation orders. Activate Emergency Plan and use appropriate checklists. Search and rescue activities in landslides and debris flows are very dangerous, and often required highly trained specialty teams.
⃣ Contact RCMP & advise of the event » Location, size and timing of the event » Any known or suspected trapped, injured people and/or fatalities
⃣ If within community boundaries, call the Fire Department to assess search and rescue needs and initiate as appropriate to their training: NEED TAHLTAN FD NUMBER
⃣ Contact BC Emergency Health Services (BC Ambulance) if any known injuries: » Toll-free outside 911 areas: 1-800-461-9911 » Sat-Phone: 1-250-374-5937
⃣ RCMP If outside community boundaries and/or EMBC task # needed, call EMBC 1-800-663- 3456. Provide initial information: » Location of incident » Size » Known impacts » Evacuation required (yes/no); if yes then estimated number of evacuees and where they’re going » Request stakeholder coordination call if necessary » Confirm lead agency responsibilities and request additional support resources and personnel support if unable to fill locally
⃣ Consider the need for: » Access control into the site to prevent further threat to public safety » partial or full EOC activation to support response & recovery; engage local ESS or request support from EMBC 1-800-663-3456 » Security and access control into evacuation area » Recovery planner in early response stages if impacts on homes & critical infrastructure » Mortuary services from Coroner’s Service if fatalities; activate through RCMP » Critical incident stress support for responders and community:
Appendix 5-17 – HVRA Response Checklist – Landslide – Debris Slide – Rock Slide P a g e | 1 of 2 ▪ For responders & EOC staff, request Disaster Psychosocial Support team through EMBC 1-800-663-3456 ▪ For community members, request support through First Nations Health Authority
⃣ If EOC activation, develop and maintain current daily EOC Organization Chart & contact info for distribution to supporting agencies.
⃣ Develop Incident Action Plan daily & distribute to internal support agencies only
⃣ Develop Situation Report daily & distribute to internal support agencies only
Appendix 5-17 – HVRA Response Checklist – Landslide – Debris Slide – Rock Slide P a g e | 2 of 2 APPENDIX 6 FORMS
Appendix 6-1 – Form – Locations of Form Templates Appendix 6-2 – Form – Communications – Media Tracking Report Appendix 6-3 – Form – Emergency Support Services Situation Report Appendix 6-4 – Form – Finance-Admin – Daily Overtime Spreadsheet Appendix 6-5 – Form – Finance-Admin – EMBC Response Claim Invoice Submission Appendix 6-6 – Form – Finance-Admin – EOC Expenditure Authorization Form (EAF) Appendix 6-7 – Form – Logistics – Resource Request Appendix 6-8 – Form – Logistics – EOC Check in – Check out Log Appendix 6-9 – Form – Logistics – EOC Staff Food and Lodging Tracking Appendix 6-10 – Form – Plan Maintenance – Plan Testing Record and Exercises Appendix 6-11 – Form – Plan Maintenance – Distribution List Appendix 6-12 – Form – Planning – Incident Status Report Appendix 6-13 – Form – Planning – Incident Status Summary Appendix 6-14 – Form – Section Chiefs – Action Plan Summary Appendix 6-15 – Form – Planning - Incident Report Appendix 6-16 – Form – Plan Maintenance – Record of Amendments Appendix 6-17 – Form – Band Council Resolution – Declaration of a State of Emergency Appendix 6-18 – Form – EMBC Declaration Request – State of Local Emergency Declaration Appendix 6-19 – Form – EMBC Extension Request – State of Local Emergency Extension Appendix 6-20 – Form – EMBC Cancellation Request – State of Local Emergency Cancellation Appendix 6-21 – Form – EMBC – Situation Report Locations of Form Template
There are a number of template forms available online to adapt for your purposes. Refer to the following website locations for access as you need and adapt to suit your purpose. Create a central location of forms specific for your community. 1) Emergency Operations Centre Operational Guidelines (PDF). Justice Institute of BC. https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/emergency-preparedness- response-recovery/local-government/eoc_operational_guidelines.pdf » See Section 4-1 in link above
2) Emergency Operation Centre Forms and Templates https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery/local- emergency-programs/eoc-forms
Appendix 6-1 – Form – Locations of Form Templates P a g e | 1 of 1 Media Tracking Report
Event:
Date: Time Media Source Reporter’s Name Phone Questions/Notes Number ( ) -
( ) -
( ) -
( ) -
( ) -
( ) -
Appendix 6-2 – Form – Communications – Media Tracking Report P a g e | 1 of 2 ( ) -
( ) -
( ) -
( ) -
( ) -
( ) -
Appendix 6-2 – Form – Communications – Media Tracking Report P a g e | 2 of 2 Emergency Support Services Local Situation Report
FROM: EOC – ESS BRANCH COORDINATOR EMBC Task #:
TO: PREOC – ESS BRANCH COORDINATOR
Community Name: Date: Time:
Community Contact: Position:
Phone Number: ( ) - Fax Number: ( ) -
Response Outlook: Improving Unchanged Deteriorating
Reporting Period: From: To:
Current ESS Reception Centre & Group Lodging Status:
Reception Centre / Group Address or Location Lodging Name
Total number of evacuees registered to date
Number of Evacuees in group lodging (current number) Number of Evacuees in commercial accommodation (current number)
Number of ESS workers activated this reporting period (total): Volunteers Community Staff Local Authority Staff
Estimated cost of referrals (food, clothing, lodging) this reporting period $ Estimated cost of on-site ESS operations this reporting period $
Appendix 6-3 – Form – ESS – Situation Report P a g e | 1 of 2 Current ESS Priority Needs (Personnel / Supplies / Information)
Resource Request Attached: Yes or No
Future Outlook / Planned Actions:
Comments:
Signed off by: Name Position
PREOC Use Only Check One: This Report was
Received by fax or email from community Created at PREOC via phone call to community contact
Completed at PREOC by: ______Name Position
Appendix 6-3 – Form – ESS – Situation Report P a g e | 2 of 2 DAILY OVERTIME SPREADSHEET
Date: Local Authority: Task #:
Reason Shift Reg. Start Reg. End Total O/T Hrs. @ Hrs. @ Hrs. @ Cost of Name for O/T Type Rate Pattern Time Time O/T Start O/T End Hrs. 1.0 1.5 2.0 O/T
SAMPLE: Jane Doe In EOC Full Time M-F; 8 hrs./day 8:00 AM 4:00 PM 4:00 PM 9:00 PM 5.0 - 2.0 3.0 $ 188.34 J. Smith In EOC Casual as & when req'd.n/a n/a 8:00 AM 9:00 PM 13.0 8.0 2.0 3.0 $ 339.15
Total Overtime $ -
Appendix 6-4 – Form – Finance-Admin - Daily Overtime Spreadsheet - (Page 1 of 1) RESPONSE CLAIM SUBMISSION INVOICE
Date:
Claimant:
Address:
City: Postal Code:
Event Name: Task #: Claim #:
Incident # (s): Final Claim: Yes No
Total Claim:
Claim Prepared By: Position:
Contact Information: Phone: Email:
Signature of Claimant: By signing and submitting this Response Claim Submission Invoice, the claimant acknowledges and agrees that: (a) Her Majesty the Queen in right of British Columbia, as represented by the Minister of Public Safety and Solicitor General (the “Province”), will only pay for items that meet eligibility requirements from eligible claimants as set out in Emergency Program Act, the regulations, and policies, and that payment to claimants or for items that do not meet these requirements may be denied; and (b) the Province’s obligation to pay the claimant is subject to the Financial Administration Act, which makes that obligation subject to an appropriation being available in the fiscal year of the Province during which payment becomes due.
EMBC ADMINISTRATIVE USE ONLY:
Date Received Stamp: Qualified Received Date:
Qualified Receiver Signature (Print Name)
CERTIFIED THAT THE AMOUNT TO BE PAID is correct is in accordance with appropriate statute or owner authority for payment and/or contract and where applicable, that the work has been performed, and goods supplied and the services rendered and/or conditions met.
Spending Authority Signature (Print Name)
RESP SERV LINE STOB PROJECT
COMMIT SUPPLIER SITE INVOICE# RESPONSE CLAIM DETAILS
Claimant: Event Name:
Task #: Claim # Incident #:
Link to EMBC Financial Guidelines: RESPONSE COSTS https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/emergency-preparedness-response-recovery/embc/dfa/financial_assistance_guide.pdf
Date Goods or (A) (B) Services Received (if Row Approved Invoice or bill of different from date of Proof of Payment Net Invoiced Costs Total Eligible = Number Vendor EAF # Invoice # sale date invoice) method Purpose (net of taxes) PST Gross GST Gross Invoice Total Columns A+B Cancelled chq, ABC Traffic Service Ltd. EAF 123 5444-03 June 30, 2018 May 1 - 2, 2018 EFT etc. Traffic control to keep public from danger $ 1,875.00 $ - $ 93.75 $ 1,968.75 $ 1,875.00
1 - -
2 - -
3 - -
4 - -
5 - -
6 - -
7 - -
8 - -
9 - -
10 - -
11 - -
12 - -
13 - -
14 - -
15 - -
16 - -
17 - -
18 - -
19 - -
20 - -
$ - $ - $ - $ - $ - EOC EXPENDITURE AUTHORIZATION FORM Event: Date: EAF#:
EMBC Task #: Time:
Requesting Organization/Community:
Authorized Representative: Name: Location:
Telephone: Fax: Email:
Description of Expenditure: (include nature of goods and/or services being acquired/provided, desired outcome, location, date/time planned…)
Amount Expenditure Requested: Not to Exceed:
EOC Approved for Processing by: Expenditure Request Approved by: Approvals
Position: Position: EOC Director (or designate) Date/Time: Date/Time:
PREOC Approved for Processing by: Not Approved Expenditure Authorized by: Approvals
Position: Operations Section Chief Position: PREOC Director (or designate) Date/Time: Date/Time: Distribution: EOC Director PREOC Director EOC Operations Section PREOC Operations Section EOC Planning Section PREOC Planning Section EOC Logistics Section PREOC Logistics Section EOC Finance & Admin Section PREOC Finance & Admin Section Other: Other: Comments:
Appendix 6-6 – Form – EOC Expenditure Authorization Form (EAF) P a g e | 1 of 1 Resource Request
Date of Request: Time of Request: Request No.
Priority: High (Emergency) Medium (Priority) Low (Routine) Task No.
Requested by: Name Dept/Agency/Function Contact Number
What is being Requested? Resource Quantity: Type/Kind: Units of When Measure: Required:
Mission (Purpose for Resource)
Resource must come with: Fuel Meals Operator(s) Water Maintenance Lodging Power
Other:
Special Instructions (e.g. Safety message, ingress/egress routes…)
Forward Request To: (Organization/Agency/Vendor who ultimately obtains resource – use required fields only) Contact Organization/ Name/Position: Agency/Vendor:
Contact No.: Estimated Cost:
Actions Taken:
Delivery/Assigned Location (use required fields only) Location/ Site Street Name: Address: Report Contact City, Province: To: Number: Intersection Intersection Street 1: Street 2:
Completed by: Name Function/Title Date & Time Entered
Financial Approval Spending Name Function/Title Signature Authority:
Distribution: Operations Planning Logistics Finance Other:
JIBC 10/16 EOC Check-In / Check-Out Event: EMBC Task #: Date:
Operational From: To: Check-In Location: Period:
Check- Print Name EOC Assignment Check- Agency / Organization In Section Position Out
Prepared by:
Appendix 6-8 – Form – Logistics – EOC Check in and Check out Log – Page 1 of 1 EOC 511
EOC Staff Food & Lodging
Event: Date: Operational From: To: EMBC Task Prepared by: Period #:
Food Time: Menu Supplier Delivered or Qty Picked Up B L D S Legend: B = Breakfast D = Dinner L = Lunch S = Snack Lodging Lodging # of Staff # of Rooms Date From: Date To: Location
Comments:
Appendix 6-9 – Form – Logistics – EOC Staff Food and Lodging Tracking P a g e | 1 of 1 EOC 508 Plan Maintenance – Plan Testing and Exercises
Plan Maintenance Testing Record
# in Attendance Type of Testing or (Note: Record Revisions Required? Date Exercise conducted by: Attendance) YES NO Notes
Appendix 6-10 – Form – Plan Maintenance – Plan Testing and Exercises Page | 1 of 2 Attendance Record
Name Agency Contact Info
Appendix 6-10 – Form – Plan Maintenance – Plan Testing and Exercises Page | 2 of 2 Plan Maintenance - Distribution List Form
Plan Distribution List
» Send Plans to those on list. Document where the binder will be stored. » Ensure “receipt memo” received from all who were sent a plan.
Date 1st Edition Revision Revision Revision Sent Version No. Given to: Name – Agency - Location Sent Out Sent Out Sent Out Out Ver. 11 Shana Dennis – Tahltan Band Manager - Band office Ver. 11 Fire Chief - Tahltan Fire Department - Fire Station ….to fill out
Appendix 6-11 – Form – Plan Maintenance – Distribution List P a g e | 1 of 1 Status Report Incident/ Section/Function Event Name: Reporting: Date: Time: Task No.
Prepared by: Name Dept/Agency Contact Number
Current Situation: What is currently occurring within the area of responsibility for the Section/Function?
Outstanding Issues/Challenges: What issues within the current operational period still need to be resolved?
Anticipated Priorities/Activities: What will the Section/Function priorities be during the next operational period?
Other Comments/Issues: Are there any public information (media), safety or other issues that need to be reviewed?
Distribution: Section/Function Personnel Planning EOCD Other:
JIBC 10/16 INCIDENT STATUS SUMMARY – GENERIC (IMS 209-G)
1. Incident Name: Date From: Date To: 2. Operational Period: Time From: Time To: 3. Current Situation:
4. Future Outlook:
5. Anticipated Actions:
6. Attachments (check if attached): Organization Assignment List (IMS 203) Incident Organization Chart (IMS 207) Incident Map 7. Prepared By (Planning Section Chief): Name: Signature: 8. Approved By (Incident/EOC Command): Name: Signature: Date/Time:
IMS 209-G Page 1 of 2 IMS Forms Package IMS 209-G Incident Status Summary
Purpose: The Incident Status Summary-Generic (IMS 209-G) provides a general overview or ‘snapshot in time’ of the current situation, future outlook and anticipated actions at a particular stage during incident response operations. It is generally used for the following purposes: 1. To provide Command Staff and other incident management personnel with basic information for planning for the next operational period. 2. Sued by the Situation Unit personnel for posting information on Status Boards or circulating as required. 3. Provides information to the Information Officer for preparing news media releases. 4. Summarizes incident information for local and off-site coordination/operations centers. 5. To brief incident officials
Preparation: The IMS 209-G is prepared by the Situation Unit Leader or Planning Section Chief. It should contain the most accurate and up-to-date information available at the time it is prepared.
Distribution: The IMS 209-G may be scheduled for presentation to the Planning Section Chief and the other General Staff prior to each Planning Meeting and may be required at more frequent intervals by the Incident or EOC Commander, or the Planning Section Chief. It may also be distributed to Information Officer and/or local/off-site coordination/operations centers. The IMS 209-G is duplicated and distributed to the Incident or EOC Commander and staff, all section Chiefs, Planning Section Unit Leaders, and organization dispatch centers. It is posted on the display board located at the Incident Command Post. All completed original forms must be given to the Documentation Unit.
Note: This is an all-hazards generic version of IMS 209-G. Additional hazard or discipline-specific versions or sections may be developed or used as required.
Item # Item Title Instructions
1. Incident Name Print the name assigned to the incident. Enter the start date (YYYY/MM/DD) and time (using the 24-hour 2. Operational Period clock) and end date and time for the operational period, to which the form applies.
3. Current Situation Enter a concise summary of current situation at time of report. Note potential future developments based on current information. 4. Future Outlook This section is for the IC/UC to discuss/project their future outlook, goals, requirements, needs and issues.
5. Anticipated Actions Enter the key strategic actions anticipated to be required.
Check the detailed forms that are attached. Include additional forms 6. Attachments as needed.
Enter the name and position of the person completing the form 7. Prepared By (usually the Situation Unit Leader or Planning Section Chief). Enter the name and position of the person approving the form 8. Approved By (usually the Incident or EOC Commander). Enter the date (YYYY/MM/DD) and time approved (24-hour clock).
IMS 209-G Page 2 of 2 Action Plan Incident/ Jurisdiction/ Event Name: Agency: Date Time Task Prepared: Prepared: No.: Prepared for Start End Operational Period No.: Date&Time: Date&Time:
Objectives/Priorities: What high-level activities are necessary to complete during this next operational period? 1. Responsible Related Tasks
2. Responsible Related Tasks
3. Responsible Related Tasks
4. d Tasks Responsible Relate
5. Responsible Related Tasks
6. Responsible Related Tasks
Planning Chief Director Date/Time Approved Recommended by: Approved by:
Distribution: Mgmt Team Planning EOCD EOC Personnel Other:
JIBC 10/16 Incident Report
Original Report: OR Incident Update: Update #:
Date of Incident Time of Incident Task or Update: or Update: No.
Reported Name Dept/Agency Contact Number by: Critical Information Incident Location/ Type: Site Name: Incident Incident Major Assistance Required Name: Status: Assistance Required Incident Worsening Improving Under Control Prognosis: Stable Unknown Resolved Lead Unknown Agency: Closed Related Severity: Major Unknown Event: Moderate Minor Initial Situation Summary/ Nature of Update:
Anticipated Actions/ Support Required:
Location Location/ Site Name: Street City, Address: Province: Intersection Intersection Street 1: Street 2: Casualties & Infrastructure Confirmed Estimated Heavy Moderate Light None Fatalities Building Damage Injuries Utilities Damage Evacuees Road Damage Other Supporting Agencies: Other Responding Agencies and Contact Information
ICP Established: Yes No ICP Location:
Completed Name Function/Title Date & Time Logged/ by: Entered:
Distribution: Operations Planning EOCD Other: JIBC 10/16 Record of Amendments Form
Approved by Amendment Chief and Council? Change Number Page or Revision Made by? Sent to Distribution List? (e.g. Ver 11 – 1) Description of Change Appendix Date Amended (initial) (initial) Ver 11 Full revision All 2019-11-01 Urban Systems
Appendix 6-16 – Form – Plan Maintenance – Record of Amendments P a g e | 1 of 1 Band Council Resolution Declaration of a Local State of Emergency
WHEREAS there is______in close proximity to the Tahltan; (‘Event’ Name) AND WHEREAS there is imminent threat to life or property;
AND WHEREAS this ‘Event’ 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 THAT the Tahltan employees, servants and agents are empowered by a duly signed Band Council Resolution pursuant to the Indian Act (R.S. 1985) to do all acts and implement all procedures that are considered necessary to prevent or to alleviate the effects of the emergency, including:
· Acquire or use any land or personal property considered necessary to prevent, respond to or alleviate the effects of an emergency or disaster. · 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. · Control or prohibit travel to or from any area designated in the declaration within the local authority's jurisdiction. · 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 the local authority's jurisdiction. · Cause the evacuation of persons and the removal of livestock, animals and personal property from any area designated in the declaration within the local authority's jurisdiction 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. · 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 local authority to be necessary to prevent, respond to or alleviate the effects of an emergency or disaster. · Cause the demolition or removal of any trees, structures or crops if the demolition or removal is considered by the local authority to be necessary or appropriate in order to prevent, respond to or alleviate the effects of an emergency or disaster. · Construct works considered by the local authority to be necessary or appropriate to prevent, respond to or alleviate the effects of an emergency or disaster.
ORDERED on this date, ______by:
______Chief of Tahltan Council Member(s) of Tahltan
At ______to remain in force for seven days until ______at ______(Time) (Date) (Time)
Unless cancelled or extended by order of the Tahltan. Appendix 6-17 – Form – Band Council Resolution–Declaration of State of Emergency P a g e | 1 of 1 Declaration of State of Local Emergency ORDER
WHEREAS there is a [type of hazard] within the jurisdiction of [Local Authority/First Nation]
AND WHEREAS the [nature of emergency] poses an existing or imminent threat to people and property within the area known as [jurisdictional area where emergency exists, i.e. Electoral Area A, IR#1];
AND WHEREAS this [type of hazard] 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) / Band Council] that a state of local emergency exists in [specific geographic boundaries of designated area] due to [short hazard description] and [short consequence statement];
IT IS FURTHER ORDERED THAT the [name of Local Authority/First Nation], its employees, servants and agents are empowered pursuant to [Section 13 (1) of the Emergency Program Act/ Band Council] to do all acts and implement all procedures that are considered necessary to prevent or to alleviate the effects of the emergency.
ORDERED by the [head of Local Authority / Band Chief] this date, [date – mm/dd/yyyy], to remain in force for seven days until [date – mm/dd/yyyy] at midnight unless cancelled by order of [name of Local Authority/First Nation] [or the Minister responsible]. ______[Board Chair or Designate, Mayor or Designate, Chief or Designate] [Name of Local Authority/First Nation]
NOTE: Non-Treaty First Nations are not required by legislation to issue a State of Local Emergency; it is a recommendation that they do so in order to communicate their emergency situation to Emergency Management BC and Indigenous Services Canada.
Appendix 6-18 – Form – EMBC Declaration Request – State of Local Emergency Declaration P a g e | 1 of 1 Extension Request For State of Local Emergency
WHEREAS life and property remain at risk due to [short hazard description] in [name of the local authority];
AND WHEREAS response to this [short hazard description] continues to require use of the emergency powers to regulate persons or property to protect the health, safety or welfare of people or to limit damage to property;
The Chief Tahltan of Tahltan Band Council has requested to extend the duration of the declaration of a state of local emergency due to expire on [date] at midnight.
(Head of the local authority)
Date Signed
Minister Decision
IT IS HEREBY APPROVED / NOT APPROVED pursuant to Section 12(6) of the circle decision Emergency Program Act (RS, 1996, Chap.111) that Tahltan Band Council may extend the duration of a state of local emergency for a further seven days to [date] at midnight.
(Minister responsible)
Date Signed
Appendix 6-19 – Form – EMBC Extension Request – State of Local Emergency Extension P a g e | 1 of 1 State of Local Emergency
CANCELLATION ORDER
Date: [date]
WHEREAS [description of hazard and emergency] in Tahltan Band Council;
AND WHEREAS this [hazard type] emergency no longer 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;
IT IS HEREBY ORDERED pursuant to Section 14 (2) (ii) of the Emergency Program Act (RS, 1996, Chap 111) that a state of local emergency no longer exists in [specific geographic boundaries of designated area] and is therefore cancelled effective this date at [time].
______Printed Name [Head of the Local Authority]
______Signature
Appendix 6-20 – Form – EMBC Cancellation Request–State of Local Emergency Cancellation P a g e | 1 of 1 Situation Report – Part 1: Summary
Jurisdiction/ City, Agency: Province:
Date of Report: Time of Report: Report Number: Primary Contact Information Final Report: Name: Function/Title:
Phone: Satellite/Other Phone:
Email: Frequency/Call Sign: Site-Support Facility EOC/ECC Activation Level: Hours of Yes No Activated: Level 1 Level 2 Level 3 Operation: General Incident/Event Information Event Name: Task No.:
Overall Major Assistance Required Incident Worsening Overall Major Status: Assistance Required Prognosis: Stable Severity: Moderate Under Control Improving Minor Resolved Unknown Unknown Unknown Closed
Initial Situation Summary (What has happened and/or changed since the last Situation Report? Bold new information.)
Current Objectives/ Priorities:
Future Objectives/ Priorities:
Concerns/ Problems:
Prepared Name Function/Title Date & Time by:
Approved Planning Chief EOC Director Date & Time by:
Distribution: Planning EOCD Other:
JIBC 10/16 Page 1 of 3 Situation Report – Part 2: Details (Local Authority)
Jurisdiction/ City, Agency: Province:
Date of Report: Time of Report: Report Number: Site-Support Activities Declaration Effective Anticipated Yes No Issued: Date: Cancellation Date: Protective Measures in EFFECT: Shelter-in- Coverage # Persons Yes No Place: Area(s): Impacted:
Evacuation Coverage # Persons Yes No ALERTs: Area(s): Alerted:
Evacuation Coverage # Persons Yes No ORDERs: Area(s): Evacuated:
Reception Centre(s)/Group Lodging Facilities ACTIVATED: Yes No Total # Facility Name Address Capacity Comments Registered (Hours of Operations) 1 2 3
Disaster Response Routes ACTIVATED: Yes No Details/Routes Activated: Major Impacts People Under Alert Evacuated Homeless Injured Fatalities Missing Impacts: Confirmed None Unconfirmed (In addition to confirmed) Details/ Comments:
Livestock/ Animal Type Under Alert Evacuated Homeless Injured Fatalities Disposed Animal Impacts: None
Details/ Comments:
Transportation Impacts: Area(s)/Location(s) of Impact Nature of Impact (closure, shutdown, Details/Comments: (length of None blockage, reduced service…) closure, anticipated opening…) Roads/Highways Bridges/Tunnels Railways Waterways Public Transit
JIBC 10/16 Page 2 of 3 Utility Impacts: Water Sewer Electricity Gas Telephone Cellular None # Without Service % of Community Without Service Details/ Comments:
Structure Impacts: % Minor % Moderate % Severe Details/Comments: None Damage Damage Damage (Limited Use) (Unusable) Residential Commercial Industrial Institutional
Rapid Damage Assessment CONDUCTED: Yes Not Planned To be Implemented # of Buildings Red Yellow Green Details/ (Restricted (Unsafe) (Inspected) Inspected/Tagged Use) Comments: Resource Information Surplus/ Resource Location Details/Comments Available Type/Name Resources: None
Critical Resources DESIGNATED: Yes No Name of Critical Resource(s)/Details:
Public Information and Media Issues
Other Comments
Attachments:
Distribution:
JIBC 10/16 Page 3 of 3
APPENDIX 7 MAPS
Appendix 7-1 – Map 1 – Tahltan Reserve Boundaries Appendix 7-2 – Map 2 – Community Reserve Map – Dease Lake 9 Appendix 7-3 – Map 3 – Community Reserve Map – Guhthe Tah 12 Telegraph Crk 6 Telegraph Crk 6a Appendix 7-4 – Map 4 – Community Reserve Map – Tatcho Creek 11
Last updated by rbanga on October 30, 2019 at 11:30 AM Last exported by rbanga on October 30, 2019 11:30 AM U:\Projects_KEL\2204\0011\01\D - Design\GIS\Projects\Pro_Projects\Pro_Projects - RevA.aprx\Map 1 Tahltan Reserve Boundaries Last printed by rbanga on September 25, 2017 11:46 AM CREEKSALMON 3 TAHLTANUPPER 4 TELEGRAPH CREEK 6A G U H T H E T A H 1 2 FORKSTAHLTAN 5 H e lis p o t 2 (b e s id e c e m e te ry ) T E LE G R A P H C R E E K 6 A ir S trip g ro u n d e n tra n c e TAHLTAN 1 © O p e n S tre e tM a p (a n d ) c o n trib u to rs , C C -B Y -S A , MEADOWHIUSTA'S 2 CREEK 8 CLASSY TAHLTAN 10
T e le g ra p h C re e k R d DRAFT A ir S trip g ro u n d e n tra n c e
T e le g ra p h C re e k
112 km to D E A S E L A K E 9 $ CREEKTATCHO 11
Highway 37
Iskut
Dease Lake $
83.5 km to Iskut N a m e : N A D 1 9 8 3 U T M Z o n e 9 N - DataD a BC ta S o uC rc o o e s rd : in a0 te S y s te m : Date:Revision:Status:Checked:Project #: p reo c f isdth e ra e Tlo win h c in e fo a ga tio rm cis c n a u n tioo ra o f t n ca g y lls u & he a o x rac is w o n tin n m te o p g e n le din th . te fo isIt n rm e wd s ra a ill s tio wob f e in n in th gw fo h eto rm e re thlo a s c e tio p a r o tes n n h ss& o ib h w e o ility n s w tao n ro b on f lis n oth h t.th e th is u e s e r Legend Author: E m erg en cy M an ag em en t F irs tH N e lis a tio p o n t s 2 R (b e s e e s rv id e e Bc o e u m n e d te a rie ry ) s A ir S trip g ro u n d e n tra n c e T a h lta n R e s e rv e 5,000 2 0 1 9 DRAFT/ 1 0 /RB 3 0 2 2 0 4 .0 0 1 1 .0 1 A Boundaries Meters Inset Map Optional 10,000 (W h e n p lo tte d a t 1 1 "x 1 7 ") Scale: 15,000 ISKUT 6 1:340,000 · N
¯ ¯ C B o l r
u i
t
m
i s
b
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i a Last updated by rbanga on October 30, 2019 at 7:47 AM Last exported by rbanga on October 30, 2019 7:47 AM
U:\Projects_KEL\2204\0011\01\D - Design\GIS\Projects\Pro_Projects\Pro_Projects - RevA.aprx\Map 2 -Community Reserve Map Dease Lake 9 Last printed by rbanga on September 25, 2017 11:46 AM
1150
1100 1000
1050
950
900
850 800 Dease Lake © O p e n S tre e tM a p (a n d ) c o n trib u to rs , C C -B Y -S A , D E A S E L A K E 9
$
6 5 2 k m to (N e x t m a jo r c e n tre
W h ite h o rse ) 800
DRAFT
850
Highway 37 Highway $
4 .5 k m to (N e a re s t to w n 900 D e a se L a k e )
950 C o m m u n ity R e s e rv e M a p - DataD a BC ta NS a o m uC e rc o : N o e s A rd : D in 1 a 90 te 8 3 SU y T s M te Z m o n : e 9 N Date:Revision:Status:Checked:Project #: p reo c f isdth e ra e Tlo win h c in e fo a ga tio rm cis c n a u n tioo ra o f t n ca g y lls u & he a o x rac is w o n tin n m te o p g e n le din th . te fo isIt n rm e wd s ra a ill s tio wob f e in n in th gw fo h eto rm e re thlo a s c e tio p a r o tes n n h ss& o ib h w e o ility n s w tao n ro b on f lis n oth h t.th e th is u e s e r Author: Legend TAHLTANUPPER 4 E m erg en cy M an ag em en t F o reLocal s t SHighway e rvE ic m e eR rg o a e d n cy R o u te s 200 D e a s e L a k e 9 2 0 1 9 DRAFT/ 1 0 /RB 3 0 2 2 0 4 .0 0 1 1 .0 1 A Meters CREEKCLASSY 8 400 (W h e n p lo tte d a t 1 1 "x 1 7 ") CREEKTATCHO 11 R ET S A E R T L V 'A E HN OIN . D1 IA 3 N POINTONE 1 MILE Scale: 600 D E A S E L A K E 9 1:14,000 C r y · L a N ¯ ¯ k e Last updated by rbanga on October 30, 2019 at 7:54 AM Last exported by rbanga on October 30, 2019 7:54 AM U:\Projects_KEL\2204\0011\01\D - Design\GIS\Projects\Pro_Projects\Pro_Projects - RevA.aprx\Map 3 -Community Reserve Map Guhthe Tah 12 Telegraph Creek 6 Telegraph Creek 6A Last printed by rbanga on September 25, 2017 11:46 AM S a w m ill L a k e E m e rg e n c y O p e ra tio n s C e n tre L o c a tio n 1 B a n d O ffic e G U H T H E T A H 1 2
400 Fire Hall © O p e n S tre e tM a p (a n d ) c o n trib u to rs , C C -B Y -S A , 350 Fuel and Store H eH lis e p a o lth t - c aE re ld e C r's e n L te o r d g- e
- HelispotRec Centre 300
300
250 School (b e s id e c e m e te ry ) TELEGRAPH CREEK 6A TELEGRAPH CREEK 6 Helispot 2 T a h lta n M a in te n a n c e Y a rd TowerC o m m u n ica tio n s F u e l S to ra g e
200
S tik in e R iv e r 400
1 1 2 k m to (N e a re s t to w n
D e a se L a k e )
DRAFT
$ C re e k 6 T e le g ra p h C re e k 6 A Date:Revision:Status:Checked:Project #: - DataD a BC ta NS a o m uC e rc o : N o e s A rd : D in 1 a 90 te 8 3 SU y T s M te Z m o n : e 9 N p reo c f isdth e ra e Tlo win h c in e fo a ga tio rm cis c n a u n tioo ra o f t n ca g y lls u & he a o x rac is w o n tin n m te o p g e n le din th . te fo isIt n rm e wd s ra a ill s tio wob f e in n in th gw fo h eto rm e re thlo a s c e tio p a r o tes n n h ss& o ib h w e o ility n s w tao n ro b on f lis n oth h t.th e th is u e s e r Author: Legend C o m m u n ity R e s e rv e M a p G u h th e T a h 1 2 T e le g ra p h CREEKSALMON 3 TELEGRAPH CREEK 6A E m erg en cy M an ag em en t A ir S trip g ro u n d e n tra n c e F o reTrail s t SLocal e rv icCollector e RArterial o a d HighwayE m e rg e n cy R o u te s B a n d O ffic e C e nE tre m eC L rg e o nE e c tre m n a c tio e y CL rg O o n o e m c p2 n a e m c tio ra y u O tio n n ica p1 n e s ra tio tio n s n T s o w e r TAHLTANUPPER 4 100 FORKSTAHLTAN 5 CREEKTELEGRAPH 6 RIVERSTIKINE 7 Meters 2 0 1 9 DRAFT/ 1 0 /RB 3 0 2 2 0 4 .0 0 1 1 .0 1 A G U H T H E T A H 1 2 P M TAHLTAN 1 r o o v u 200 i MEADOWHIUSTA'S 2 n n TAHLTAN 10 t c CREEKCLASSY 8 i E a d l z P (W h e n p lo tte d a t 1 1 "x 1 7 ") i z a a r 300 k Scale: SchoolR e c MC e a nM in tre o te Tcemetery) n- I aHHH n ig e e c lis e lis hH w pY p e o a a oH lis t y rd t e p2 a o lthF(b t u - e e c E s l a id lda re n e e dC r's eS n toL te o re d r g- e YardT a h lta n M a in te n a n c e F u e l S to ra g e Fire Hall C e nE tre m e L rg o e c n a c tio y O n p3 e ra tio n s 1:7,500 CREEKTATCHO 11 ISKUT 6 LAKEKLUACHON 1 Last updated by rbanga on October 30, 2019 at 8:00 AM Last exported by rbanga on October 30, 2019 8:00 AM U:\Projects_KEL\2204\0011\01\D - Design\GIS\Projects\Pro_Projects\Pro_Projects - RevA.aprx\Map 4 – Community Reserve Map Tatcho Creek 11 Last printed by rbanga on September 25, 2017 11:46 AM
900 750
800 850 © O p e n S tre e tM a p (a n d ) c o n trib u to rs , C C -B Y -S A ,
CREEK 11 TATCHO 750
1 1 2 k m to (N e a re s t to w n T a ts h o C re e k
750 2 .1 k m to (N e a re s t to w n
D e a se L a k e ) T a n z illa R iv e r
DRAFT D e a se L a k e )
$
$ C o m m u n ity R e s e rv e M a p TELEGRAPH Date:Revision:Status:Checked:Project #: - DataD a BC ta NS a o m uC e rc o : N o e s A rd : D in 1 a 90 te 8 3 SU y T s M te Z m o n : e 9 N p reo c f isdth e ra e Tlo win h c in e fo a ga tio rm cis c n a u n tioo ra o f t n ca g y lls u & he a o x rac is w o n tin n m te o p g e n le din th . te fo isIt n rm e wd s ra a ill s tio wob f e in n in th gw fo h eto rm e re thlo a s c e tio p a r o tes n n h ss& o ib h w e o ility n s w tao n ro b on f lis n oth h t.th e th is u e s e r Author: CREEKSALMON 3 Legend CREEK 6A E m erg en cy M an ag em en t TAHLTANUPPER 4 FORKSTAHLTAN 5 CREEKTELEGRAPH 6 100 RIVERSTIKINE 7 P E m e rg e n cy R o u te s T a tc h o C re e k 1 1 M G U H T H E T A H 1 2 r o TAHLTAN 1 o Meters v u 2 0 1 9 DRAFT/ 1 0 /RB 3 0 2 2 0 4 .0 0 1 1 .0 1 A i n n MEADOWHIUSTA'S 2 TAHLTAN 10 t c CREEKCLASSY 8 i E a d 200 l z P i z a D E A S E L A K E 9 a r k (W h e n p lo tte d a t 1 1 "x 1 7 ") 300 CREEKTATCHO 11 Scale: R ET S A E R T L V 'A E HN OIN . D1 IA 3 N ISKUT 6 LAKEKLUACHON 1 1:7,564 P S r o t i v k i i n n
c e i
a R
l
P i
v e a r r k APPENDIX 8 ACRONYMS AND DEFINITIONS
Appendix 8-1 – Acronyms and Definitions Acronyms and Definitions
Agency: An agency is a division of government with a specific function, or a non-governmental organization (e.g., private contractor, business etc.) that offers a particular kind of assistance. In the Incident Command Structure (ICS), agencies are defined as jurisdictional (having statutory responsibility for incident mitigation) or assisting and / or cooperating (providing resources and / or assistance).
Agency Representative: An individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matter affecting that agency’s participation at the incident. Agency Representatives report to the Liaison Officer.
Assisting Agency: An agency directly contributing tactical or service resources to another agency.
British Columbia Emergency Management System (BCEMS): The British Columbia Emergency Management System (BCEMS) is a comprehensive management scheme that ensures a coordinated and organized Provincial response and recovery to any and all emergency incidents. The broad spectrum of components of the BCEMS includes: operations and control management, qualifications, technology, training and publications and is based on the Incident Command System (ICS).
Chain of Command: A series of management positions in order of authority.
Check-In: The process whereby resources first reports to an incident. Check-in locations include: Incident Command Post (Resource Unit), Incident Base, Camps, Staging Areas, Helicopter Landing Zones etc.
Chief: The title for individuals responsible for command and / or management of functional sections within the Incident Command Structure including Operations, Planning, Logistics and Finance / Administration sections.
Command: The act of directing and / or controlling resources by virtue of explicit legal, agency, or delegated authority. May also refer to the Incident Commander.
Appendix 8-1 –Acronyms and Definitions P a g e | 1 of 6 Cooperating Agency(s): An agency supplying assistance other than direct tactical or support functions or resources to the incident control effort (e.g., Emergency Support Services, utility companies, etc.).
Critical Resource: Material, personnel and finances that are in short supply and are needed by more than one incident management team or are needed for high priority assignments.
Department Operations Centre (DOC): A group of senior staff typically from the lead agency who coordinate support of the department’s responsibilities and commitment to the emergency response. DOCs interact with the overall EOC and their agency representative or senior personnel at the scene. (e.g., Fire Department, Public Works Department, etc.)
Emergency: A situation as defined by Emergency Program Act, Environment Management Act and other provincial/federal acts and regulations.
Emergency Coordinator: The individual within a local authority that has coordination responsibility for jurisdictional emergency management (also referred to as the Emergency Program Coordinator).
Emergency Incident: An occurrence either human caused or by natural phenomena, that requires action by response personnel to prevent or minimize loss of life or damage to property, environment and reduce economic and social losses.
Emergency Management Plan: The plan that each jurisdiction has and maintains for responding to incidents based on hazard and risk analysis.
Emergency Operations Centre (EOC): A designated facility established by an agency or jurisdiction to coordinate the overall agency or jurisdictional response and support to an emergency response. An Emergency Operations Centre (EOC) is activated to oversee and coordinate activities in the event of a major emergency.
Appendix 8-1 –Acronyms and Definitions P a g e | 2 of 6 Emergency Support Services (ESS): Emergency Support Services is a component of the Provincial Emergency Program. ESS are services that are provided short term (generally 72 hours) to preserve the emotional and physical well-being of evacuees and response workers in emergency situations. Teams are established in local municipalities and assemble together for meetings and contingency planning. For longer term emergency support services contact Emergency Management BC for support services.
Finance / Administration Section: The section responsible for all incident costs and financial considerations. Includes the Time Unit, Purchasing Unit, Compensation / Claims Unit, and Cost Unit.
Helicopter Landing Zone: Any designated location where a helicopter can safely take off and land. Some helicopter landing zones maybe be used for loading and unloading of supplies, equipment, personnel and medical evacuation.
Incident Action Plan: Contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The Plan may be oral or written. When written, the Plan may have a number of forms as attachments (e.g., traffic plan, safety plan, communications plan, map etc.).
Incident Commander (IC): This individual or lead agency is responsible for the management and coordination of all operations at the on - site Incident Command Post during an emergency/disaster.
Incident Command System (ICS): A standardized on-scene 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.
Incident Name: When multi-agencies are responding to one incident the jurisdictional agency will name the incident (in clear text) using a common geographical or functional reference. All cooperating and assisting agencies will use the identified incident name.
Appendix 8-1 –Acronyms and Definitions P a g e | 3 of 6 Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s), and the tactical direction of resource. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been assigned. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.
Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one information Officer per incident. The Information Officer may have assistants.
Initial Response: Resources initially committed to an incident.
Jurisdiction (Jurisdictional): The range or sphere of authority. Agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation.
Liaison Officer: A member of the Command Staff responsible for coordination with representatives from cooperating and assisting agencies.
Logistics Section: The Section responsible for providing services, and support to the incident.
Ministry Emergency Operations Centre (MEOC): The Ministry Emergency Operations Centre is the provincial coordination centre for ministry’s resources (also see PREOC and PECC).
Mobilization: The process and procedures used by all agencies an organization activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
Multi-Agency Incident: An incident where one or more agencies assist a jurisdictional agency or agencies. May ge single or unified command.
Appendix 8-1 –Acronyms and Definitions P a g e | 4 of 6 Mutual Aid Agreement: Written agreement between agencies and / or jurisdiction in which they agree to assist one another upon request, by furnishing resources.
Operations Section: The section responsible for all tactical operations at the incident. Includes Branches, Divisions and / or Groups, Task Forces, Strike Teams, Single Resources, and Staging Areas.
Planning Meeting: A meeting held as needed throughout the duration of an incident, to select specific strategies and tactics for incident control operations, and for service= and support planning. ON larger incidents, the planning meeting is a major element in the development of the Incident Action Plan.
Planning Section: Responsible for the collection, evaluation, and dissemination of information related to the incident, and for the preparation and documentation of action plans.
Provincial Emergency Coordination Centre (PECC): The Provincial Emergency Operations Centre (PECC) is established to manage activities at the Provincial Emergency Coordination Centre (PECC) level. The PECC provides inter-region policy direction and coordination for emergencies involving more than one PREOC. It acts as an overall provincial coordination centre in the event of simultaneous multi-region disasters, such as earthquakes, floods or interface fires.
Provincial Emergency Management Program (EMBC): EMBC assumes the following responsibilities in the event of a major emergency or disaster and includes: » Coordinating all requests for provincial or federal emergency assistance » Providing appropriate requests to provincial ministries, if the requesting party’s resources are not adequate for an effective response to the disaster » Recommending to the Provincial Government that a Provincial State of Emergency be declared » Maintaining a Provincial Public Information program during all phases of a disaster
Provincial Regional Emergency Operations Centre (PREOC): An Emergency Operations Centre established and operated at the regional level by provincial agencies to coordinate provincial emergency response efforts
Radio Cache: A supply of radios stored in a pre-determined location for assignment to incidents.
Appendix 8-1 –Acronyms and Definitions P a g e | 5 of 6 Reporting Locations: Location or facilities where incoming resources can check-in at the incident.
Risk Management: Risk Management is the process of making and carrying out decision that will minimize the adverse effects of injuries, accidental losses and liability upon an organization. Making these decisions requires the five steps in the decision process. The five steps in the decision process are: » Identifying exposure to loss » Examining alternative techniques for dealing with the exposures » Selecting the best techniques » Implementing the chosen techniques » Monitoring and improving the response
Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have assistants.
Section: That organization level of the Incident Command Structure with responsibility for a major functional area of the incident, e.g., Operation, Planning, Logistics, Finance / Administration.
Single Command: Single Command has one Incident Commander.
Span of Control: To maintain supervisory levels within the command structure, an effective span of control is required. Span of Control within the range of 1 to 3 and 1 to 7 individuals reporting to a supervisory level. The range of 1 to 5 is considered being the optimum number of individuals reporting to the next higher supervisory level.
Staging Area: Staging Areas are locations set up at an incident where resources can be placed while awaiting a tactical assignment. Staging Areas are managed by a staging area manager in the Operations Sections.
Strategy: The general plan or direction selected to accomplish incident objectives.
Appendix 8-1 –Acronyms and Definitions P a g e | 6 of 6