Disaster Response Plan
Disaster Response Plan
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Disaster Response Plan
Disclaimer
The materials contained in this Disaster Response Plan are intended to be used by the City of Port Moody EOC Staff for the purpose of emergency mitigation, preparedness, response and recovery planning.
Information and materials contained within this plan are not to be used in part or in whole for profit or personal gain in any manner.
Although every effort has been made to ensure the accuracy of the information contained within this manual, the use and/or interpretation is entirely at the risk of the user(s). The contributors and authors assume no responsibility and disclaim any liability resulting from the use and/or interpretation of the information contained herein.
Assumptions
The City of Port Moody may continue to be exposed to and subject to the impact of hazards described in the Hazard Risk and Vulnerability Analysis, as well as others that may develop in the future.
It is possible for a major disaster to occur at any time, and at any place. In many cases, dissemination of warning to the public and implementation of increased readiness measures may be possible. However, some emergency situations occur with little or no warning.
A single site emergency, i.e. fire or gas main breakage, could occur at any time without warning. The employees of the City of Port Moody affected cannot, and should not, wait for direction from the local response agencies such as police, fire and ambulance. Action is required immediately to save lives and protect property.
Following a major or catastrophic event, the City of Port Moody, its employees, businesses, residents and visitors may have to rely on their own resources and may need to be self-sustaining for up to 72 hours.
After a major or catastrophic event, there may be injuries of varying degrees of severity to staff and guests at municipal facilities. Rapid and appropriate response will reduce the number and severity of injuries.
Outside assistance will be available in most emergency situations. Since it takes time to summon external assistance, it is essential to be prepared to carry out initial emergency response on an independent basis.
Proper preparation such as emergency planning, training of staff, other personnel, and conducting periodic emergency drills and exercises will improve the city’s readiness to deal with emergency situations.
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Disaster Response Plan
Limitations
Limitations of a Integrated Joint Disaster Response Plan may become evident and the need to deviate from the plan may present itself if certain basic conditions / expectations prove not to be true during operations.
Promulgation Statement
“Port Moody, City of the Arts, a unique, safe, vibrant waterfront city of strong neighborhoods, a complete community that is sustainable and values its natural environment and heritage character”.
To achieve our Mission, The City of Port Moody has adopted a city-wide culture of emergency management best practices. The foundation of which include mitigation, preparedness, response & recovery strategies and processes. We are a fully engaged municipality whereby each municipal department is “all in” and is committed to contributing resources and the support of dedicated individuals. Collectively, we will ensure that the City of Port Moody responds appropriately to disasters that threaten our city, our residents, our businesses, our employees and our guests.
Equally important, we will apply all necessary resources to recover from the disruption caused by events that threaten the City of Port Moody’s ability to resume normal business practices
This Disaster Response Plan is the City of Port Moody’s official emergency response policy. It is the result of a comprehensive review and has been updated and is compliant with the Emergency Program Act and Regulations. It follows industry best practices and is written as a step-by-step guide for municipal EOC staff to refer from in the event that they are called upon to respond to a disaster or major event. This plan is a living document that is subject to frequent review, adjustments and amendments as necessary.
______Fire Chief
______Date
______Emergency Program Officer
______Date
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Record of Revisions
Record of Revisions
Page Date Section or Appendix Entered by Number
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Table of Contents Cover Page ...... 1 Disclaimer ...... 2 Record of Revisions ...... 4 Table of Contents ...... 5 Introduction ...... 8 Purpose of Plan ...... 9 Mission ...... 10 Response Goals ...... 10 Use of Resources ...... 10 Assumptions ...... 11 Limitations ...... 11 Emergency Measures Policy & Planning Committee (EMPPC) ...... 11 Legislation ...... 12 Emergencies Act ...... 12 Emergency Preparedness Act ...... 12 Provincial Emergency Program Act ...... 12 City of Port Moody Emergency Program By-law ...... 12 British Columbia Emergency Response Management System (BCERMS) ...... 13 Implementation of BCERMS ...... 14 Four Levels of BCERMS Emergency Response ...... 15 BCERMS Response Levels ...... 16 City of Port Moody Emergency Operations Centre Organizational Chart ...... 17 EOC Roles and Responsibilities ...... 18 Temporary Emergency Assignment Management System (T.E.A.M.S.) ...... 22 EOC Position Identification ...... 23 Responding to Emergencies ...... 24 Phases of Emergency Management ...... 24 EOC Stand Down ...... 25 Emergency Operations Activation Levels ...... 26 Authorization Levels ...... 27 Lead Departments ...... 27 Personnel for Activation Levels ...... 28 Emergency Operations Centre – Call-Out Flow Chart ...... 29 Emergency Operations Centre ...... 30 Departmental Operation Centre ...... 31 Emergency Operations Centre Facility ...... 31 EOC Activities ...... 31 EOC Structure ...... 32
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EOC Functions ...... 32 Operational Periods ...... 33 Incident Action Plan ...... 33 Plan Components ...... 33 Briefings ...... 33 Situation Reports ...... 34 Resource Requests ...... 34 Resource Management ...... 34 Emergency Operations Centre Set Up ...... 35 Documentation ...... 35 Position Logs ...... 36 Time & Date Recording ...... 36 Information Demand ...... 36 EOC Facility and Equipment ...... 37 Mutual Aid ...... 37 Requests for Provincial Assistance...... 37 Requests for Federal Assistance ...... 37 Supply Unit ...... 37 Essential Services ...... 38 Critical Facilities and Lifeline Systems ...... 39 Business Continuity ...... 40 Communications...... 41 Priority Messages ...... 41 Radio Messages...... 41 Message Numbering ...... 41 Message Precedence ...... 42 Internal Messages ...... 42 Internal Communication Direction and Flow ...... 42 Call Out Information ...... 43 Agencies ...... 44 Personnel ...... 50 Staffing Requirements ...... 50 Transfer of Responsibilities ...... 50 Staffing Considerations ...... 50 Risk Management ...... 50 Occupational Health and Safety Policy ...... 51 Critical Incident Stress ...... 51 Employee Assistance Program ...... 51 Public Safety Lifeline Insurance Coverage ...... 52
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Injury, Disability & Accidental Death - WorkSafeBC ...... 52 Accidental Death Dismemberment / Weekly Indemnify...... 53 General Liability Protection ...... 54 Good Samaritan Act ...... 54 General Insurance ...... 55 Disaster Response Routes ...... 59 EOC Position Checklists (Job Action Sheets) ...... 61 Critical Incident Stress Information ...... 143 Stakeholders ...... 145 Acronyms ...... 146 City of Port Moody Hazard Risk & Vulnerability Analysis (HRVA) ...... 149 Emergency Reference ...... 154 Terms of Reference ...... 155 Evacuation Contingency Plan ...... 161
Introduction
The City of Port Moody is a vibrant, dynamic community of mixed demographics. It is a crescent shaped city located at the top of Burrard Inlet and at the base of Eagle Mountain. Port Moody is located approximately 40 minutes from both downtown Vancouver and the U.S. Border, and is served by two international airports. Port Moody offers an abundance of recreational opportunities for residents and visitors alike. It is just steps from seaside parks, mountain trails and lakes.
Port Moody has a population of about 34,000 and growing. The service area is at the crossroads of a population of 350,000, connected by rapid transit, rail, major highways and a deep sea port.
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Disaster Response Plan
The community experiences a moderate coastal climate characterized by small seasonal variations in temperature and is conducive to year-round recreational pursuits and activities.
With all that the City of Port Moody has going for it, the city has adopted a culture of disaster resilience and readiness. Being disaster resilient is a continuous process of assessment, preparation, exercising, and re-evaluation. This Disaster Response Plan is an evolving document that will act as a guide during an emergency or disaster. The ultimate goal of our emergency management program is timely, effective service delivery to the employees, businesses and residents of this city.
It is strongly encouraged that all Port Moody EOC staff read and familiarize themselves with the emergency plan and their specific roles and responsibilities. It has been said that no one can ever really be fully prepared for a natural or man-made disaster but with continued training, planning, and exercising, we can build confidence to ensure we are ready to perform when called upon.
Emergencies and disasters, either natural or man-made, can happen in any jurisdiction at any time. Sometimes prior warning is provided, but many times this is not the case. The result can cause disruptions in normal operations and channels of communication and may prevent or delay available resources for effective response and recovery.
The City of Port Moody EOC Team is committed to providing leadership, direction and guidance to meet the challenges associated with emerging situations. This includes preparation and planning to safeguard the health, safety and welfare of our employees, businesses, residents, and guests. The City of Port Moody utilizes industry best practices in its approach to response and recovery planning to minimize the effects of disasters as much as possible. The City of Port Moody will achieve readiness and resiliency through comprehensive emergency management planning that is constantly being tested, up-dated, and improved.
The British Columbia Emergency Response Management System (BCERMS) principles developed by Emergency Management British Columbia Programs (EMBC) are incorporated into all areas of the City of Port Moody’s emergency mitigation, preparedness, response and recovery efforts.
The City of Port Moody is vulnerable to naturally occurring disasters as well as those that are caused by events which are precipitated by people. The following list identifies some hazards that could occur in our area: Fire - Interface & Wildfire Transport Accident – Rail - Dangerous Spill Landslide - Debris Flow or Subsidence Severe Weather Transport Accident – Road Transport Accident – Marine Epidemic – Animal Epidemic – Human
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Disaster Response Plan
Infrastructure Failure Earthquake
Purpose of Plan
The City of Port Moody Disaster Response Plan has been prepared to provide overall guiding principles to the Emergency Management Team for responding to and recovering from a potential or actual emergency or disaster. This plan will also prepare the City of Port Moody emergency personnel for their role when the need arises, to integrate the overall emergency response with other emergency response agencies.
This document does not address emergencies that are normally handled at the scene by the appropriate first responders. The guidelines address incidents or events that many cause damage of sufficient severity and magnitude to warrant activation of an Emergency Operations Centre. This response will aid in limiting the impact on residents, employees, property and the environment and works to ensure the continuation of local government.
The broad scope of the document allows a flexible response to any emergency situation and also provides some specific information such as how to activate an Emergency Operations Centre and how to react to a local state of emergency.
The Disaster Response Plan will also be used as a tool to provide guidelines on how the CPM should respond before, during and after a disaster and will be provided to those other organizations that are required to understand the CPM response structure and methodologies during these events.
Mission
The mission of the City of Port Moody’s Emergency Program is to:
Plan for response and train emergency personnel Mitigate the effects of emergencies and disasters Respond in an emergency or disaster Reduce property and economic loss Aid in recovery from disasters
Response Goals
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The EOC and other BCERMS level supports prescribed response goals set out in priority as follows:
Provide for the safety and health of all responders Save lives Reduce suffering Protect public health Protect government infrastructure Protect property Protect the environment Reduce economic and social losses
Action Plans from all BCERMS levels will take these goals into consideration
Use of Resources
The City of Port Moody will use its own resources to respond to emergency situations until emergency response personnel arrive. If additional resources are required, the following options exist:
Request assistance from volunteer groups active in disasters Request assistance from industry, commercial, agencies or individuals who have resources needed to assist with the emergency situation Request assistance from the Provincial Regional Emergency Operations Centre (PREOC) Request assistance from other neighboring local governments or communities
Assumptions
The following assumptions have been made: Staff are trained and familiar with their assigned duties and will execute their assigned responsibilities Not all functions are required to be implemented The carrier is responsible for HAZMAT incidents Residents, with the exception of lifesaving services, will be self-sustaining for a minimum of 72 hours Federal assistance may be available when required
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Assisting and cooperative agencies will develop necessary procedures for the delivery of their assigned emergency response and recovery responsibilities The majority of local governments and assisting/cooperating agencies are familiar with and are using the BCERMS standards and trained in their assigned duties
Limitations
It is the policy of the City of Port Moody that no guarantee is implied by this plan of a perfect response system. As personnel and resources may be overwhelmed, the City of Port Moody can only endeavor to make every reasonable effort to respond to the situation, with the resources and information available at the time.
Emergency Measures Policy Planning Committee (EMPPC)
Reporting to the City of Port Moody, the Emergency Measures Policy Planning Committee (EMPPC) will provide the framework for the Emergency Program. They will formulate roles and responsibilities, negotiate agreements, submit an annual budget, apply for grants and coordination of the Emergency Program’s activities.
The EMPPC will be chaired by the Mayor and shall consist of:
the Emergency Program Officer (who may act as co-chair) the City Manager the Chief Constable the Director of Emergency Social Services (ESS) the City Engineer the Director of Planning and Development Services the City Clerk the Fire Chief the Director of Corporate Services the Manager of Finance the Manager of Information and Technology or their designates or such individuals as may be appointed to the Committee or Sub-committee (s) by the Chair from time to time.
Legislation
(Excerpts taken from Introduction to Emergency Management in BC) In Canada, legislation and regulations outline emergency management responsibilities of the federal government, provincial governments, local authorities and the private sector.
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Two important statutes set out the broad responsibilities of the Government of Canada for emergency preparedness and response. These Acts, both adopted in 1988, are the Emergencies Act and the Emergency Preparedness Act.
Emergencies Act The Emergencies Act defines four categories of emergencies in which the federal government may be required to act.
Public welfare emergencies (natural or human disasters) Public order emergencies (threats to Canada’s internal security such as insurrections or acts of terrorism) International emergencies (external threats to Canada or its allies) and War
Emergency Preparedness Act
The Emergency Preparedness Act defines what the federal government and its institutions must do to ensure that they are always ready in an emergency.
Provincial Emergency Program Act
Local authorities have certain roles and responsibilities under the Emergency Program Act. Most activities in emergency management happen at the local authority level: decisions on mitigation and preparedness activities; most response activities and most recovery efforts.
City of Port Moody Emergency Program Bylaw
People look first to the local authority for help in an emergency or disaster. The authority and direction for the City of Port Moody to plan, conduct disaster exercises and respond to emergencies lies within the Emergency Program Bylaw.
BCERMS
Framework
The Province of British Columbia emergency management structure has developed and adopted British Columbia Emergency Response Management System (BCERMS) as a comprehensive management system that ensures coordinated and organized response to emergencies.
It is a comprehensive management system based upon the Incident Command System (ICS) that ensures a coordinated and organized response and recovery to all emergency incidents and
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Disaster Response Plan disasters. It provides the framework for a standardized emergency response in British Columbia. Although a complete organizational chart has been included for reference, it would depend on the scope of the emergency or disaster to what positions would be filled.
The framework of BCERMS is divided into five components that support standardized emergency management and response at all levels of response to an emergency or disaster.
Operations and Control
provides a common organizational structure and control method for the management of personnel, equipment, facilities and resources; enhances communications between agencies in the preparation and implementation of response operations: details a site response structure based on ICS, plus three levels of coordinated support and direction.
Qualifications
Establishes a standard for the management of each functional area and level within the emergency response management system.
Technology
Establishes the use of common technology in support of emergency operations.
Training
Mandates the training of designated personnel to meet the established standards.
Publications
Mandates distribution of a common set of forms, reports, instructional terminology and other written material in support of the standard.
Implementation of the BCERMS
The City of Port Moody employs BCERMS in managing emergencies. BCERMS is both a strategy and a set of organizational arrangements for directing and controlling field and operations. It is designed to effectively integrate resources from different agencies into a temporary emergency organization at an incident site that can expand and contract with the magnitude of the incident and resources on hand.
In order to clarify the roles, the official in charge will be known as EOC Director. The Director is responsible for carrying out the functions of command, managing the support of the incident. The Director may be the Chief Administrative Officer or designate, initially, but may transfer to
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Disaster Response Plan the appropriate emergency responder agency official. The five other major activities that form the basis of BCERMS are management, operations, planning, logistics, and finance/ administration. For small-scale incidents, the Director and one or two individuals may perform all of these functions. For larger emergencies, a number of individuals from different local emergency response agencies may be assigned to separate staff sections charged with those functions.
In emergency situations where other jurisdictions are providing significant response resources or technical assistance, in most circumstances there will be a transition from the normal BCERMS structure to a Unified Command structure. Designated individuals from one or more response agencies along with the Director will work jointly to carry out the response. This arrangement helps to ensure that all participating agencies are involved in developing objectives and strategies to deal with the emergency.
The first person to arrive at the EOC will implement the BCERMS team and serve as the Director until relieved by a more senior or more qualified individual. The area where the incident has occurred will establish an incident command post (ICP) and provide an assessment of the situation to the Director who in turn will provide same situation to local officials, identifying response resources required, while supporting site command.
For disaster situations, a specific incident site may not yet exist in the initial response phase and the local EOC may accomplish initial response actions, such as mobilizing personnel and equipment and issuing precautionary warning to the public. As the potential threat becomes clearer and a specific impact site or sites identified, an ICP may be established, and direction and control of the response transitioned to the ICP. This scenario would likely occur during a community wide disaster.
Four Levels of BCERMS Emergency Response
Site Level – 1001
BCERMS is used to manage the response. Responders may represent all levels of government and the private sector. Response on-site is directed by single site command or unified command.
Site Support Level – 1002
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When the site level response requires off-site support, an EOC may be activated. The EOC provides communication with the site level, provides policy guidance, manages multiple agency support to the site level and acquires and deploys additional resources, obtained locally or from other EOCs or the provincial regional level.
Provincial Regional Coordination Level – 1003
When the site support level (EOC) requires offsite support, the Provincial Regional Coordination level:
establishes and activates one or more Provincial Regional Emergency Operations Centres (PREOCs) manages the assignment of multiple ministry and agency support to individual site support locations or multiple site support level locations acquires and deploys resources at the request of the site support level provides emergency response services where incidents cross local authority boundaries or where local authorities are not organized to fulfill their role and coordinates with ministry regional centres when they are established.
Provincial Emergency Central Coordination - Level 1004
The Provincial Emergency Central Coordination Level manages the overall provincial government support for the regional levels. This level is comprise of the Provincial Emergency Coordination Centre (PECC) and the Central Coordination Group (CCG)
seeks direction of senior elected officials; obtains authority of the minister for a declaration of a provincial emergency; provides provincial policy guidance; establishes provincial priorities; manages provincial emergency public information activities; manages the acquisition and deployment of provincial, federal, inter-provincial and international resources; provides coordination and other support services to provincial ministry or crown corporation operations centres, as well as federal emergency response agencies. BCERMS Response Levels
Ministry Operations Provincial Emergency Centre (s) Coordination Centre 1004 1004
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Ministry Regional Provincial Regional Emergency Operations Centre (s) Emergency Operations Centre (s) 1003 1003
City of Coquitlam Departmental City of Port Moody City of Port Coquitlam Emergency Operations Emergency Operations City of Burnaby Centre (s) Centre Et Al. 1002 1002 1002 (If applicable)
Incident Command Incident Command Incident Command Post (s) Post (s) Post (s) 1001 1001 1001
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Port Moody EOC Site Support Organizational Chart
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EOC Roles & Responsibilities
Position Description The Policy Group is comprised of the head of the local authority, generally the Mayor and other officials from council in order to provide the EOC Director Policy Group with policy direction. The Policy Group is also responsible for making formal (Council) requests from the Provincial/Federal levels of support and authorizing the declaration and termination of a state of local emergency. The Policy Group is not located physically within the EOC. The CPM’s Emergency Program will be supported by the Emergency Measures Policy Planning Committee (EMPPC). This committee will provide policy direction to the Emergency Program Coordinator; who is responsible for Emergency Measures reviewing, revising and testing the plan and setting out program priorities for Policy Planning each year. Committee The EMPPC is responsible for overall emergency policy and coordination; public information and media relations; agency liaison; and risk management procedures. This is achieved through the joint efforts of local government agencies and private organizations. The Emergency Program Officer is responsible for overseeing and coordinating the Emergency Program within the City of Port Moody and the development, review and revision of the Disaster Response Plan. This role involves handling the program’s day-to-day business, ensuring that Emergency Program adequate attention is given to all its aspects, bringing issues requiring Officer direction to the attention of the Director of Fire Services. The Emergency Program Coordinator is expected to attend the City of Port Moody’s Emergency Management Program Planning Committee EMPPC) meetings. This committee meets at regular intervals. Has overall management responsibility for coordinating, supporting and assisting other agencies. Sets priorities for overall response/recovery efforts and ensures that an action plan is developed, monitors all planning, response and recovery actions. Establishes the appropriate staffing levels for the Director Centres and continuously monitors organizational effectiveness and takes direction from the policy group. The Director sets an operational period which is given to achieve a certain set of goals in a specific amount of time. Deputy Director Duties same as above The Information Officer develops accurate and complete information regarding incident cause, size, current situation, resource commitments, and other matters of general interest. Information Officer The Information Officer is the point of contact for the media and Information Officers from other agencies that desire information directly from the incident. There is only one Information Officer designated, although he/she may have assistants. The Liaison Officer is the point of contact for representatives from involved agencies other than the Incident Commander’s own agency. Agency representatives assigned to an incident represent the interests of their Liaison Officer agencies and have the authority to decide and commit on all matters for their agencies Assisting agencies provide direct tactical resources to the incident.
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Supporting agencies provide service and support activities for the incident.
The Risk Management Officer ensures that the concepts of risk management are applied throughout the organization and the operations being coordinated. Risk Management He/she is responsible for assessing hazardous and unsafe situations, personnel safety and security. Operations are responsible for coordinating all jurisdiction operations in Operations Section support of the emergency response through implementation of the Chief jurisdiction’s Action Plan. He/she is responsible for all incident tactical activities. Implements the objectives of the centre’s action plan assigned to the Fire Branch. The primary role is to help preserve property and life through the control of fire and hazardous materials and assist with the rescue of people. The major responsibilities are fire suppression, rescue and extrication, initial Fire Branch response to emergencies involving dangerous goods. The Fire Branch arranges for resources for fire suppression and hazardous materials control operations. It also coordinates the mobilization and transportation of all local and outside fire resources though the Logistics Section Coordinates all police and security services and implements activities required by the action plan. This branch has the basic duty to preserve and protect life. Police Branch The major responsibilities are to protect life, prevent crime, detect crime and apprehend criminals, control traffic, care for the dead (assist coroner) and manage evacuation operations. Contains the program that responds to the essential needs of individuals who Emergency Social have experienced an emergency or disaster. ESS provides food, clothing, Services Branch and lodging, helps reunite families and friends, and provides emotional support for victims, survivors and responders to an event. Maintains the public facilities and infrastructure needed by victims, survivors and responders. Some of their responsibilities are to protect environment, Engineering Branch preserve capital assets of the city, assist the police with traffic control, maintain emergency traffic routes, and ensure facilities are safe and operable. Coordinates environmental emergency services, specifically the branch Environment Unit assists and support response during incidents such as hazardous spills, waste disposal and dam failure. Coordinates utility services, specifically the branch assists and support Utilities Unit response during incidents with disruption of services Coordinates a number of emergency health and medical services throughout the jurisdictional area. The branch may be comprised of health inspection, public health, nursing, community care facilities, licensing, and nutrition, Health Branch continuing care, mental health, ambulance services and alcohol and drug programs. The Health Branch coordinates the movement of emergency hospitals, advanced treatment centres and casualty collection units supplied by Health Canada. Coordinates all emergency medical services and implements activities required by the action plan. This unit has the basic duty to preserve and BC Ambulance protect life. The major responsibilities are to provide emergency medical care, Service Unit triage and transport injured to health care facilities, care for the dead (assist coroner) and manage patient evacuation operations. The Planning Section is responsible for collecting, evaluating and Planning Section disseminating information; developing the jurisdiction’s Action Plan and Chief Situational Status in coordination with other functions; maintaining all EOC
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documentation. The planning Section Chief oversees the gathering and analysis of all data regarding operations and assigned resources, developing alternatives for strategic & tactical operations, conducting planning meetings for each operational period. Develops advance plans consisting of potential response and recovery related Advance Planning issues and activities likely to occur. They consider needs and actions two to three operational periods ahead. They determine future impacts and provide periodic briefings for the Director. All activities conducted during an emergency or disaster need to be documented. Proper records management is the responsibility of all Documentation individuals involved in a response however it is the Planning section that is responsible for collating all documentation. These records become important during event follow up and/or legal proceedings. Technical Specialists are personnel with special skills for use anywhere within the EOC organization and are assigned to the Planning Section. They are often certified in their field or profession and are activated only when needed. Technical At the discretion of the Planning Section Chief, Technical Specialists may Specialists report to an existing unit, or may form a separate unit within the Planning Section, depending on the needs of the incident. Technical Specialists may also be reassigned to other parts of the organization, such as Operations, to provide advice or implement tactical activities. The Situation Unit collects and organizes information, prepares summaries and develops projections and forecasts of future events related to the incident. Situation The unit prepares maps, intelligence and other information for use in the incident action planning process. This unit may use field observers to collect accurate information. The Demobilization Unit develops the Incident Demobilization Plan which will include specific demobilization instructions for both human and physical De-mobilization resources. It also will take into account the need for Critical Incident Stress debriefing. The Recovery Unit assesses government, community and individual family recovery needs. They identify immediate steps that can be taken to initiate a Recovery speedy recovery. The unit anticipates restorative actions required over the long term to reinstate services and to return the community to pre-emergency conditions. Logistics is responsible for providing facilities, services, personnel, equipment, Logistics Section communications and materials. He/she is responsible for providing facilities, Chief services and material in support of the incident. Provides communications systems (UHF, RHF, Amateur Radio, Cellular, Information / Data & Satellite and land line telephone) and computer resources and services. Computer Systems Ensures that EOC staff have full and ready access to communications & Unit computer systems resources and services. The Communications Unit develops plans to make the most effective use of incident assigned communication equipment and facilities. Communications The communication Unit has a major responsibility for planning and Unit coordinating effective communications due to the potential multi agency involvement in emergencies. Ensures that facilities are provided for support of the response, including EOC/DOC Support securing access to the facilities and providing staff, furniture, materials Unit Coordinator necessary to configure the facilities. Ensures food and refreshments are
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provided to EOC staff. Ensures security measures are taken to secure facilities.
Establishes, maintains and demobilizes all facilities used in support of operations. Facilities Unit The unit establishes the EOC, or other required facilities as directed by the EOC Director. The unit also provides and sets up necessary personnel support facilities such as feeding, sleeping, rehabilitation and sanitation areas. This unit also provides security services required to protect the integrity of the Security Unit EOC and/or facilities. This unit provides clerical support to the Logistics section, to include Clerical Unit assistance with documentation and scribing. The Food Unit determines food and water requirements for all event personnel. Activities typically include planning menus, ordering food, Food Unit organizing cooking facilities, cooking, serving and maintaining the food preparation and serving areas. Provides personnel resources as requested in support of the centre. They Personnel Branch identify, recruit and register volunteers as required and develop the centre’s organizations chart. Orders all off incident supporting and cooperating resources and all Supply Branch expendable and non expendable supplies required for incident support. Transportation Develops a transportation plan to support the centre and its activities. The Resources Unit ensures that all assigned personnel and resources are Resources checked in and are tracked and accounted for at the incident. Finance Section Finance is responsible for financial activities and other administrative aspects. Chief He/she is responsible for financial and cost aspects of the incident. Administers all financial matters pertaining to vendor contracts, rentals, leases and fiscal agreements. The unit coordinates with local jurisdictions on plans and supply sources, Procurement prepares and signs equipment rental agreements and processes all administrative paper work associated with equipment rental and supply contracts. Provides cost analysis data for the incident, performs cost effectiveness Cost Accounting analyses and provides cost estimates and savings recommendations for incident action planning. Records personnel and equipment time and manages commissary operations Time on large ongoing incidents. Tracks incidents which may give rise to a claim under Worker’s Compensation legislations. Tracks incidents which may give rise to a claim under the compensation Compensation and section of other relevant legislation and tracks situations that may give rise to Claims a claim in negligence for bodily injury and/or property damage. This unit works closely with the Documentation Unit at the site support level. They also maintain logs on claims; obtains witness statements, documents, investigations and follows agency requirements as applicable.
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Temporary Emergency Assignment Management System (TEAMS)
The Temporary Emergency Assignment Management System (TEAMS) is a system created to improve the province’s ability to staff emergency operation centres during an emergency response. Through TEAMS, the province will maintain a province-wide pool of staff trained and experienced in BCERMS. TEAMS’ staff will provide on-site support to implement BCERMS throughout British Columbia in emergency response situations.
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EOC Position Identification
Green - Red - Orange - Blue - Yellow - Grey - Director Management Operations Planning Logistics Finance
Public Finance & Planning Logistics EOC Director Information Section Chief Administration Section Chief Section Chief Officer Section Chief Police (Port Deputy EOC Risk Moody Police. Advanced Compensation & Director Management RCMP, Planning Unit Claims CP Police, etc. Information Damage Technology / Liaison Officer Fire Assessment Data & Cost Accounting Unit Computers
Assistant to Emergency Technical the EOC Support Procurement Specialists Director Services
Engineering Situation Unit Communications Time
Demobilization EOC-DOC Environment Unit Support
Utilities Recovery Facilities
Health Ambulance Security
Other Agencies Resources
Personnel
Transportation
Supply
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Responding to Emergencies
Phases of Emergency Management
This plan addresses emergency actions that are conducted during all six phases of emergency management.
Context
Emergency events can and do affect communities differently. The impacts can range from severe infrastructure damage, loss of life and injuries, to minor disruption and insignificant damage. The outcomes of disasters can be influenced by several variables, the magnitude of the event, the emergency preparations in place to prevent damage or harm to people, and our ability to respond effectively to reduce the impacts of such events. As an example, an earthquake will likely impact more people and cause more damage in an area of a city where buildings are older and in disrepair and don’t meet seismic standards than in another area where buildings meet strict building codes and construction standards.
A successful emergency response will totally rely on the emergency planning team’s awareness of the geographical area, the hazards they face and knowledge of the surrounding community. By also being aware of the strengths, weaknesses, infrastructure, capabilities and support of the community it will assist in providing the best response possible during an event such as a fire or earthquake.
Mitigation
The City of Port Moody will conduct mitigation & prevention activities as an integral part of the emergency management program. These activities are intended to raise awareness and reduce hazards and vulnerabilities, which may enhance our ability to respond and recover from potential threats, or lessen the consequences if and when they do occur. Mitigation and prevention should be a pre-disaster activity, although it may also occur in the aftermath of an emergency situation with the intent of avoiding repetition of the situation. To better prepare for threats to our community, an annual HRVA is conducted and reviews the following:
Identifying hazards Recording hazards Analyzing hazards Mitigating/preventing hazards Monitoring hazards
The City of Port Moody’s Hazard Risk and Vulnerability Analysis profile is at Appendix 12.9.
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Disaster Response Plan
Prepare
Preparedness activities are conducted to develop the response capabilities needed in the event of an emergency. Among the preparedness activities in the emergency operations program are:
Providing emergency equipment, facilities and equipment Emergency planning, including maintaining this plan and its appendices Training opportunities to emergency responders, emergency planning personnel, other local officials, agencies and volunteer groups who assist the city and its response to emergencies Conducting periodic drills and exercises to test emergency plans and training Completing an After Action Review after drills, exercises and actual emergencies
Respond
The City of Port Moody will respond to emergency situations effectively and efficiently. The focus of most of this plan and its appendices is on planning for effective response to the community and its citizens during emergencies. Response operations are intended to resolve an emergency situation quickly, while minimizing casualties and property damage. Response activities include, but are not limited to, warning, first aid, safety and security, evacuation, shelter and mass care.
Recover
If a disaster occurs, The City of Port Moody will carry out a recovery program that involves both short-term and long-term efforts. Short-term operations seek to restore vital services to the City of Port Moody and provide for the immediate basic safety needs of the citizens. Long-term recovery focuses on restoring the community to its normal state. The recovery process includes assistance to employees, families and members of the community.
EOC Stand Down
The EOC Director may stand down the EOC when:
Individual EOC functions are no longer required State of Local Emergency has been rescinded Coordination of response/recovery activities or of resources is no longer required Event has been contained and emergency personnel have returned to normal duties
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Emergency Operations Centre Activation Levels Activation Authorization Event/Situation Minimum Staffing Requirement Level Level Small event EOC Director Mayor One site EPO Chief Two or less ESS Administrative agencies involved Information Officer Officer Liaison Officer EPO One Operations Section Chief Police Chief Fire Chief Fire Duty Chief Engineering Public Works
Moderate event EOC Director Mayor Two or more sites EPO Chief Several agencies ESS Administrative involved Information Officer Officer Limited Liaison Officer EPO evacuations Risk Management Officer Police Chief Resources and Section Chiefs (as required) Fire Chief Two support required Police Fire Engineering Technology Specialist
Major event All EOC functions and Mayor Multiple sites positions City Manager Multiple agencies Policy Group EPO involved Agencies/Stakeholders (as Fire Chief Extensive required) Three evacuations Resources and support required
Notify City of Port Coquitlam, City of Burnaby, City of Coquitlam, EMBC PREOC
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Authorization Levels Authorized Call-out Levels Position Level 1 Level 2 Level 3 Mayor X X X Chief Administrative Officer X X X Emergency Program Officer X X X Police Chief X X Fire Chief X X X Engineering and Public Works X Fire Duty Chief X
Lead Departments Incident Lead Department Remarks Transportation Fire / Police Fire Incident/Explosion Fire / Police CBRNE / Terrorism Police / Fire Flood (Fraser or Alouette Rivers) Engineering Supported by BC Forest Interface Fire Fire Protection Branch Extreme Weather (wind, snow, freezing rainstorms and power Engineering outages HAZMAT Fire Epidemics, human Fraser Health Authority / PHAC Request to the CPM for support Epidemics, animals CFIA / AgCan / PHAC Request to the CPM for support Industrial emergencies (including Police / Fire explosions) Rural, urban, commercial Fire industrial fire Mud slides, washouts, land Engineering slippage, debris torrents Volcanic ash falls Engineering
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Personnel for Activation Levels Positions Level 1 Level 2 Level 3 EOC Director X X X Deputy EOC Director X Information Officer X X X Liaison Officer X X X Risk Management/Safety Officer X X X Operations Section Chief X X X Police Branch Coordinator X X Fire Branch Coordinator X X Emergency Social Services Branch X X X Engineering/Public Works Branch Coordinator X X Health Branch Coordinator (BCAS) X BC Ambulance Branch Coordinator X Planning Section Chief X X X Situation Branch Coordinator X Documentation Branch X Advance Planning Branch X Recovery Branch X Technical Specialists Branch X Resources Branch Logistics Section Chief X X X Information Technology Branch X Communications/Amateur Radio Unit X X EOC Support Branch X Facilities Unit X Security Unit X Supply Branch X Personnel Branch X Transportation Branch X Finance Section Chief X X Compensation & Claims Branch X Cost Accounting Branch X Procurement Branch X Time Branch X
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Disaster Response Plan
Emergency Operations Centre - Call out Flow Chart
Incident Not Occurring/Imminent or Incident Occurring
Responding Agency contacts Fire Dispatch/Police Dispatch
EOC Director Emergency Program Coordinator (EPC) Incident Command or Reporting Contact
Notify
Determine Mayor/ DOC CAO/Director Level of (Level 3 EOC requires their approval)
Initiate Terminate EOC EOC EOC Level 3 Callout Callout
EOC Director Information Officer Liaison Officer
EOC Level 2 Risk Management Officer Operations Section Chief
EOC Director Police Branch EOC Level 1 Fire Branch Information Officer Liaison Officer ESS Branch EOC Director Public Works Coordinator Information Officer Risk Management Officer Operations Secon Chief Health Branch Liaison Officer Ambulance Branch Risk Management Officer Police Branch Fire Branch Planning Section Chief Operations Section Chief Planning Section Members Planning Section Chief ESS Branch Public Works Coordinator Logistics Section Chief Logistics Section Chief Logistics Section Members Finance Section Chief Planning Section Chief Logistics Section Chief Finance Section Chief ESS Branch Finance Section Members Finance Section Chief
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Emergency Operations Centre (EOC)
The CPM`s EOCs are normally activated at the request of the Site Commander to provide overall jurisdiction direction, control, coordination and resource support.
By using the British Columbia Emergency Response Management System (BCERMS) principles with its five functional elements, an EOC will operate more effectively and consistently with its regional and provincial counterparts.
At any given time, provincial and federal agencies and group representation may be called to participate in the CPM’s EOC. Representation is limited to one participant and one alternate. It is the responsibility of the primary participant to ensure their alternate is adequately briefed and knowledgeable regarding the committee and its activities as well as their section/branch/unit’s emergency plan and programs
An EOC normally turns to the Provincial Regional Emergency Operations Centre (PREOC) for support when all their resources are exhausted or they require coordination that is outside of their jurisdiction.
In British Columbia, local governments are responsible for providing the initial response to most emergencies occurring within their municipal boundaries.
The provincial government is responsible for emergency response operations in unorganized areas of the province where there is no local government structure. When required the province may request assistance from local government private sector, agencies or the federal government. The provincial government will assume the direction and control of response operations in an organized area of the province if:
There has been a catastrophic event, which has rendered the local government incapable of providing direction and control.
There is an emergency situation of such a nature that the local government cannot provide adequate direction and control and as requested the provincial government has agreed that in the circumstances the request is reasonable.
The emergency falls under provincial jurisdiction.
As long as the capacity to deal with an emergency situation exists the operational responsibility for management of the emergency will remain at the lowest level of government possible.
When the capacity to do so is inadequate and governmental action is appropriate, the sequence of responsibility will start at the local level and as required move to the other senior levels of government. When appropriate, unified command will be established at each management level so that each ministry of agency involved has input into the decision making process.
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Departmental Operation Centre (DOC)
In some instances site support can be provided by Departmental Operations Centre (s) without the need to activate the EOC. They will generally be responsible to provide the same type of support as the EOC but at a much reduced level. In general if more than one DOC is activated, the EOC will be activated, once it is activated the DOC (s) will be subordinated to the EOC.
Emergency Operations Centre (EOC) Facility
The CPM’s EOC is not responsible to manage the site and should be located away from vulnerable or high risk area(s). IA primary and secondary site should be identified beforehand should the emergency require relocation.
The size of the EOC and number of staff are determined by the type, size and scope of the emergency event.
The layout and equipment for the EOC should be carefully planned and exercised in advance of potential activation. A facility that can offer a variety of rooms, large open spaces and facilitate technology is required.
The EOC will provide support to the site liaison by: Coordinating all emergency sites Implementing established emergency management polices Liaison with elected officials Coordinating and allocating resources Managing and disseminating information Planning anticipated activities as part of the overall response
EOC Activities
Site support activities may consist of but are not limited to the following:
Provide traffic control Establish and support ESS facilities Resource ordering, allocation and tracking Personal management, including volunteer recruiting and training Coordination of medical services Media liaison Finance and administration Overall security Coordination with assisting and cooperating agencies Keeping elected officials apprised with updated information
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Establishing the priority for restoring essentials services provided by the CPM Recommending to service providers the priorities for restoring essential services not provided by the CPM. This will be done through the PREOC if activated.
EOC Structure
Although a full complement of organizational charts is included in the appendix of this manual, not every function will be filled in every emergency or disaster.
The emergency at hand will dictate the functions that need to be activated. The minimal staff that an EOC can operate with is a Director.
The Emergency Program Coordinator (EPC) is responsible for ensuring that the EOC is ready for short notice activation by establishing regular maintenance and testing schedules.
The EOC contains information display materials, such as organizational charts, communications and other supporting equipment. EOC documentation and office supplies are also required to ensure efficient operations and effective emergency management on a 24/7 basis.
Five EOC Functions
Planning Collect, evaluate and disseminate information Develop Action Plan Develop situation reports Maintain all EOC documentation
Management Supervise implementation and co-ordination of EOC Public information Media relations Agency liaison Risk management
Operations Implement jurisdiction’s Action Plan Coordinate all jurisdictional operations Support the emergency response
Logistics Provide services and facilities Personnel Equipment Materials
Finance/Administration Perform financial activities Other administrative needs as required/requested
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Operational Periods
An operational period is a length of time, determined by EOC Director, to achieve a set of goals. Length will vary, depending on the situation at hand and should not exceed 24 hours but is more commonly 8 – 12 hours.
Incident Action Plan
The Planning Section is responsible for addressing the policies and priorities that support the Incident Commander at the site. They do this by following the procedures of the Action Plan. The EOC Director, in consultation with the Management Team, is responsible for approving the Action Plan for each operational period. Once approved, each section will assume responsibility for implementing their respective portions, including monitoring and evaluating progress of the plan.
The five primary steps in developing an Action Plan, in sequential order are:
1. Understand the current situation
2. Establish priorities, objectives and strategies
3. Develop Action Plan for next operational period
4. Evaluate the Plan and obtain appropriate approval
5. Anticipate what will happen following implementation of the Action Plan
Plan Components
In developing the Action Plan consider the following:
EOC policies and priorities Objectives Task assignments Distribution list Other components such as traffic plans, communications plan and organizational charts
Briefings
The EOC Management Team will facilitate briefings to share vital information between the agencies involved, ensuring clarity of situations that may arise. Briefings are facilitated by the Planning Section Chief and/or EOC Director who outlines the objectives of the meeting. In the early stages of the EOC activation, team briefings should be held every two hours to support response operations. Minutes of the meeting should be recorded. Attending members should be prepared with information on the current situation, unmet needs, future activities and public information needs. *Note – management meetings are separate from briefings
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Situation Reports
The Operations, Logistic and Finance Sections develop functional reports to submit to the Planning Section so that they may summarize the information onto a situation report. If the municipal EOCs are operational the situation report is then forwarded forwarded to the PREOC.
Resource Requests
Resource requests are normally generated in the Operations Section by requests from Site Level. If the Site’s Logistic Section cannot fill the need with available resources, a request is forwarded to the EOC through Operations/Logistics and sent for final approval by the EOC Director.
All resource requests must be labeled with one of the following priorities: Emergency – Life and death urgency Priority – Important to support operations within a specific time limit Routine – Supports regular operations
All resources will be in one of three status conditions: Available Assigned Out of Service
Resource Management
At all BCERMS levels, there are various activities to managing resources: directing, coordinating, tracking and inventorying All resources must be vetted, prioritized, tracked and signed off by management when closed. Resource requests are assigned the following priority:
Available Assigned Out of Service Resource requests are given the following priority setting levels:
Emergency – Life and death urgency Priority – Important to support operations within a specific time limit Routine – Supports regular operations
The Logistics team must be able to determine, in consultation with Operations and Planning Sections, the priority, current status, the section assigned, primary responsibility for action and the details of any action taken or planned for any resource requests. This information is critical during the briefing and the completion process.
It is the responsibility of the Logistics Resources Unit to track all resources which are “checked
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Disaster Response Plan
In” as one of the first steps in tracking.
The EOC management staff must be able to determine the current status of all requests, the section assigned primary responsibility for action and the details of any action taken or planned.
The Planning Section Chief holds a meeting every operational period that will review the requests for resources, support and personnel requests and implement them into an Action
Plan. Once the Director approves the Action Plan and if the Supply Unit has been activated it has the authority to order the resources.
When the jurisdiction’s resources are depleted or inadequate to deal with the incident, assistance will be requested from:
Commercial resources Neighbouring local governments Provincial government Non-governmental organizations/agencies
If the EOC cannot source the item requested then on the Director’s approval a request will be sent to the PREOC in support. All resource requests at the PREOC will be tracked, prioritized and assigned to one or more of the functional sections for action. High priority requests receive immediate action.
EOC Set Up
In a full activation the following function areas may be required:
All EOC functions (Management, Operations, Planning, Logistics and Finance/Admin) Communication Centre Meeting rooms Media relations rooms and personnel Public Information Centre and personnel Rest and eating areas for emergency personnel
EOC floor plans are included in the appendices.
Documentation
It is important to accurately document all activity during emergencies. EOC decisions EOC direction Resource requests
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Situation reports Functional position logs Cost accounting Time recording will use the 24-hour clock and is stated as local time to account for the time zone differences in BC. All measurements will use the metric format, except where law or convention dictates otherwise for some responders, such as mariners or aviators. At the end of the response and recovery operations all documentation will be collected and filed by the Documentation Unit for retention by the CPM.
Position Logs
The following applies to all Logs:
Must contain sufficient information to provide clear and concise documentation of important telephone calls, messages and actions taken.
Written messages received are to be filed separately and referred to by a message number in the log.
Log entries must be numbered in sequence. Log sheets are to be completed in duplicate/photocopied. One copy remains at the originator's desk and the other is passed to the clerical staff for consolidation in the master log maintained by the Planning Section.
Only important action need be recorded by each and every person activated in the EOC.
Time/Date Recording Time recording will utilize the 24-hour clock and be stated In Pacific Standard time.
All dates and times will be written as yy/mm/dd.
Information Demand
During major emergencies, demand for information is overwhelming. Local media require information to provide emergency instructions and situation reports to the public. Provincial and national media will demand information and will play a role in providing emergency information to members of the community which is experiencing the emergency. It is therefore imperative to work cooperatively with the media to achieve the goals of all concerned. In most cases, unless otherwise decided by the EOC Director during the specific incident, the EOC will provide information to the media. All media releases should be prepared by the EOC to ensure a consistent message format and intent is being given.
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EOC Facility and Equipment
In the event of an emergency that requires the activation of the EOC, there has been a primary and secondary site established.
Mutual Aid
Before requesting assistance from the PREOC, local resources and mutual aid agreements should be fully utilized.
Requests for Provincial Assistance or Control
Assistance can be requested from the provincial government if the required knowledge or expertise to deal with the emergency/disaster is unavailable. The CPM will assume control of the response and the provincial assisting agencies and personnel will take instruction from the EOC Director.
The request for assistance is made through the Provincial Regional Emergency Operations Centre (see appendix – contact list)
The following information should be provided with the request:
Situational briefing
Provincial agency/ministry and nature of assistance required
Specialized equipment and personnel
Time, location and point of contact
Support provided by In the unlikely event that the CPM is incapable in part or whole for responding, the provincial government upon request will assume control. In this situation the provincial ministry/agency is responsible for all aspects of the response and any CPM’s resources and personnel take direction and tasks from them.
Requests for Federal Assistance
When it is deemed necessary to request assistance from the federal government, it is made through the Provincial Regional Emergency Operations Centre using the same procedures as in a “Request for Provincial Assistance”.
Supply Unit
The Supply Unit locates and organizes the delivery of supplies and materials not provided through normal mutual aid or dispatch centres. When directed to by management the unit will also control the request and distribution of critical resources. This unit also coordinates procurement actions with the Finance/Administration Section.
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The EOC should have the following equipment and furniture:
Bottled Water Radio (battery operated)
Cell phones Relevant reference documents
Chairs Satellite phones
Computers Stationary items
EOC forms Tables
Fax Machines Telephones
Flip charts Toilet facilities
Laptop computers White boards
Loudhailer
Mapping
Essential Services
Are services that are required to continue during an emergency or disaster. They may be corporate or public in nature. In this plan, essential services and resources refers to only those required in the emergency and disaster context.
Internal essential services are those that are needed to maintain corporate functions.
External essential services are those which are utilized by the general public (i.e. Fire Rescue, Police). Some essential services may fit into both categories.
Essential resources are items that are required to allow essential services to operate.
They may include, but are not limited to, the following items:
Vital records Communication and information management equipment (hardware/software) Copies of essential references, plans, maps, documentation, contact lists, etc. Personnel Stationary supplies including specific forms Emergency provisions for workers (i.e. food/lodging)
The utilization of extra essential resources by non-essential services is dependent on time resource and priorities identified during the emergency or disaster.
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The following services are considered essential to an emergency response and as such they will be the prime focus of business continuity activities:
Fire suppression Urban Search and Rescue Emergency Medical Services Medical Services Water Fire suppression Potable water Law and Order (Safety and Security) Electricity Sewer Gas Emergency Social Services Transportation Communications First responder radio Telephone Amateur Radio Warning system 911 Centre Public information
Critical Facilities and Lifeline Systems
In order to maintain the essentials services described above, the following facilities have been designated as critical. As such they will receive priority for structural assessment, repair and provision of utilities. These facilities and lifeline systems in order of priorities are:
EOC Fire Halls Police Station ESS Reception Centres Temporary morgue facilities Disaster Response Routes BC Ambulance Unit Stations Eagle Ridge Hospital Fuel Sites
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Transportation Facilities Warning Systems Water Purification System Public Works Call Centres
Business Continuity
CPM must have the ability to continue providing leadership and essential services throughout an emergency or disaster. In most emergencies or disasters, only portions of the community will be impacted. CPM authorities must also continue to serve the needs of the unaffected parts of the community. In other situations, the event will be devastating for the CPM, integrated emergency plans are essential in order to reintroduce services as quickly and efficiently as possible.
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Communications
Between all BCERMS levels, there must be a dedicated effort to ensure that telecommunications systems, planning and information flow are being accomplished in an accurate and efficient manner. Standard protocols and terminology will be used at all levels of the organization. Plain English for all telecommunications will be used to reduce the confusion that can be created when radio codes are used. Standard terminology shall be established and used to transmit information, including strategic modes of operation, situation reports, logistics, tactical operations and emergency notification of imminent safety concerns. A communications centre is established by a Communication Unit to provide telecommunication services. This centre, while established and operated by the communications unit which is part of the Logistics Section, is located near the Operations Section and receives operational direction from the Operations Section Chief. Normal site communications will include land lines, cell and satellite telephones.
Some of the avenues that are available for communications besides telephones are: Amateur Radio, Auto Dial Valet - a notification system, MSAT, satellite phones, and Blackberry instant messaging.
Priority Messages
Priority over routine communications will be given to the transmission of emergency messages and notification of imminent hazards.
Radio Messages
EOC message forms should be used for all amateur radio communications. These forms must be clearly filled out by the originator in the areas provided and subsequently by the radio operator.
In drafting messages to be transmitted by an operator, be sure to be CLEAR and CONCISE. Once the message form leaves the originator’s desk, consider it transmitted “as is”. The operator will not be in a position to understand what you are trying to say and will simply read what you printed to the destination addressee.
Message Numbering
Message numbers provide identification and reference. These message numbers consist of the letter originator’s three letter code followed by three sequential digits starting with 001. The numbers continue to 999 and then the sequence is restarted at 001. The prefix codes for staff members are as follows:
Director DIR Liaison Officer LIA Information Officer IO
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Risk Management RSK Operations OPS Planning PLN Logistics LOG Finance/Administration FIN
Message Precedence
A large volume of messages will be handled in the Amateur Radio DOC. Therefore, the following system of precedence should be applied to set a level of precedence:
Emergency – Any message having life and death urgency
Priority – Important message/request with a specific time limit
Routine – Regular message traffic
Internal Messages
Internal messages are handled in the same way as a radio message, with the exception that the form is handed to the recipient. A standard three part memorandum form should be used for all internal written communications. These communications must be clearly marked with an originator’s message number, originating date and time and identify the originator’s name and functional position. In replying to an internal memorandum (using the same form) the same information is required.
Internal Communication Direction and Flow
There are (in broad terms) four types of information transactions common to emergencies:
Direction Situation reporting Resource requests General information
Policy, command and managerial direction follow the chain of command established at the site and site support level either through ICS or BCERMS.
Communication of general information, direction, priorities and resource requests use the lines of authority shown in the BCERMS organizational charts.
Situation reporting and assessments are managed in the Planning Section and may be collected from a number of sources including Operations, Logistics, Finance/Admin, Management sections and outside agencies. The Planning Section summarizes and analyzes the information
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Disaster Response Plan and develops it into an Action Plan for the next operational period.
Call out Information for Personnel
Caller is to request approximate time of arrival. Unless otherwise informed EOC personnel will report their EOC assignment areas. The following information is to be provided when calling out personnel to attend an activation:
Brief description of the event Incident type and designation Identification of who authorized the call out Reporting time, check in location and name of who to report to Expected length of call out Applicable transportation information such as known route and road closures Communications instructions, including contact number at EOC for families in case of emergency Reminder to bring in emergency grab and go kit and reference material
If no communication is possible, all personnel are to reports their predetermined EOC locations.
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Agencies
BC Ambulance Service
Provide mass casualty and health care services during major emergencies. Their responsibilities include:
Establishing an Emergency Medical Operations Command Centre Dispatching a representative to report to the CPM and DMR EOCs on request to assist with emergency response Adding staff and equipment as required by the severity of the emergency Establish communications with: The Emergency Medical Coordinator at the site of the emergency The Incident Commander Appointing an Emergency Medical Coordinator at the site of the emergency who will in turn will: Direct first aid and triage of casualties Ascertain the abilities of the hospitals in Maple Ridge and Pitt Meadows and nearby hospitals to accept casualties Keep hospitals informed of the number and type of cases they may expect Arrange in consultation with the Administrator of the MSA Hospital, and other hospitals if necessary, the required number of triage teams needed at site. Direct the transporting of injured persons to hospitals Coordinate emergency medical activities with the Incident Commander Establish unified command if required Representation in the EOC as required
BC Housing Management Commission
On the request of the CPM or the ESSD:
Assist with needs for shelter for survivors and response workers by providing access to buildings suitable for group lodging Provide bed/cots and bedding
BC Hydro and Power Authority
Maintains an Emergency Advisory Committee to coordinate response to widespread interruption of BC Hydro services, including:
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Co-ordination of restoration of service Damage assessment Allocation of manpower and equipment resources Establishment of priorities Representation in the EOC as required
Canadian Red Cross
On request from the CPM or ESSD:
Provides CRC volunteers to assist with registration and Inquiry Provides CRC volunteers to assist with responders’ registration Provides CRC volunteers to assist with recovery
Emergency Social Services
The primary function of an ESS level one response (one family, no reception centre) is to provide assistance to people that have been affected by disaster or emergency such as a house fire. ESS is responsible for providing the essential services such as:
Emergency lodging Emergency feeding Emergency clothing Personal services (emotional support) Registration and inquiry Group lodging Representation in the EOC
Fraser Valley Health Authority
Fraser Health provides a wide range of integrated health care services to more than 1.5 million people living in communities stretching from Burnaby to White Rock to Hope. Health care services range from acute care hospitals to community-based residential, home health, mental health and public health services, including the following emergency services:
Health representative to Emergency Operation Centres as able Mass immunizations Arrange health inspections of temporary emergency feeding and lodging facilities Arrange water quality checks and make recommendations such as, boil water advisory
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Arrange dissemination of special instructions concerning public health matters Notify other health agencies and senior levels of government about health related matters Arrange continuity of care for home care and mental health clients who have been evacuated to temporary accommodations Coordinate medical care for admitted patient/residents or victims presenting at acute care facilities
Mennonite Central Committee
On request from the CPM:
Will provide assistance with clean up and reconstruction of homes damaged in disasters Provides assistance in procuring bedding
Ministry of Agriculture and Food
Will assist agricultural producers with the coordination and orderly evacuation of livestock where losses due to a hazardous situation are imminent. Will assist in the acquisition of emergency feed and establishment of temporary milking/housing facilities Representation in the EOC as required
Ministry of Children and Families
At the request of the CPM:
Assumes custody of unaccompanied children under the age of 18 Provides trained workers to help children deal with the absence of parents and the disaster situation Representation in the EOC as required
Ministry of Environment, Lands and Parks
Through its waste management branch will provide:
Technical advice and may assume control of a spill incident Will ensure adequate disposal of hazardous materials and wastes from industry, institution, general public and from clean up operations
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Monitors and provides information on snow pack and melt as well as other factors causing high run off and potential flood conditions. Representation in the EOC as required
Ministry of Integrated Public Safety and Solicitor General – Emergency Management BC, Southwest Regional Office
Coordinates all requests for provincial and federal emergency assistance Provides assistance in evaluating the magnitude of the emergency and in assessing the communities’ ability to cope with the prevailing emergency conditions. Makes the appropriate request to provincial ministries and agencies for assistance if the CPM and DMR’s resources are not adequate for an effective response to the emergency Assists with the issuance of a Declaration of a State of Emergency and if necessary, request assistance from the federal government. Provides WorkSafe (WCB) coverage to registered emergency workers Establishes an emergency communications network in cooperation with provincial ministries, agencies and private organizations Provides and maintains a provincial public information program during phases of the emergency in cooperation with the emergency public information officers Liaises with the local EOC director as soon as they are aware of the emergency situation Representation in the EOC as required
Ministry of Public Safety and Solicitor General – Regional Coroner
Responsible for investigations and management of all fatalities Site investigation, including establishment of temporary morgue Body recovery Body transportation and storage Representation in the EOC as required
Amateur Radio Club
The responsibilities of the Amateur Radio Club during an emergency or disaster are:
Provide a representative to the EOC to determine its communications needs Provide an area-wide radio net in the event of telephone failure Organize local amateur radio operators in an effective amateur emergency communications plan to respond to emergencies or disasters or to provide mutual aid
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Liaise with regional (Fraser Valley) and provincial amateur communication coordinators to effectively integrate the local amateur communication plan with regional and provincial plans Establish effective call out procedures to alert operators during an emergency Inventory amateur radio operators and their communications resources Co-ordinate the deployment of amateur radio operators and resources during an emergency according to the needs of the EOC Ensure that net control operators are selected and trained Ensure that new control operators are selected and trained Ensure that amateur radio operators are trained in conducting emergency communications and in message handling Ensure that amateur radio operators properly registered so that WorkSafe (WCB) coverage is provided in an emergency or disaster
Search and Rescue
Provide emergency search and rescue services in CPM and DMR as well as mutual aid to other areas outside out jurisdiction. They will:
Have an efficient alert system and be composed of well trained, dedicated volunteers. Provision of an onsite command vehicle with communication capabilities Provide an advisor to the EOC Group Other tasks within their capabilities as requested by the Site Incident Commander, RCMP or EOC Director Representation in the EOC as required
Salvation Army
On request of the CPM and DMR or ESSD:
Provide trained volunteers for personal services at site and ESS Reception Centres Provide support to site response personnel
School District 43
The School Board has authorized the following actions in the event of a major emergency or disaster. The secretary treasurer of School District 34 shall:
Authorize the closure of selected schools and if necessary evacuate students and staff.
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In cooperation with ESS, select facilities to be used as reception center and ensure that the public is aware of the location of students and staff. The information will be publicized through the ESS/EOC Information Officer. Authorize the use of school buildings, kitchen or cafeterias equipment, for use in emergency group lodging and or feeding locations Authorize the use of the transportation fleet, maintenance facilities, equipment supplies and personnel. Representation in the EOC as required
St John Ambulance
On request from the CPM and DMR or ESSD:
Provide first aid services at the reception centres Provide assistance to BC Ambulance Services at the site
Telus
Responsibilities during an incident are:
Implement the Priority Access Dialling (have it identified as essential line treatment plan) system establishing five priorities for lines in an emergency as follows:
Emergency services – police, fire, EOC, Telus Public commercial service (phone booths) Federal and provincial governments Essential key personnel that have been identified who require an emergency call out Representation in the EOC as required
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Personnel
Staffing Requirements
The EOC must be able to function on a 24/7 basis from activation until demobilization. The EOC Director will determine appropriate staffing for each activation level.
EOC Management Team positions should be filled as a priority by qualified individuals. Initially, all positions may be staffed by the first person(s) available, no matter what their qualifications
Transfer of Responsibilities (Shift Changes)
When staff members transfer their responsibilities to another, a simple but formal transfer briefing will be required. Shifts should be no longer than 8 – 12 hours and should overlap by 15 – 30 minutes to enable staff to debrief with their replacements.
A transfer briefing should summarize the activities of the past shift, identify any outstanding activities and prioritize ongoing activities.
Staffing Considerations
Rest: Time must be allowed for meals, breaks and rests. It is better to schedule the time if possible, rather than leave these necessities unstructured.
Labour Relations: Rules and regulations regarding overtime, safety and WorkSafe BC (WCB) are not suspended during an emergency.
Briefings, Conferences: Activities such as briefings at the EOC that require staff to attend should be scheduled during their shift. Interrupting rest time should be avoided if at all possible.
Debriefing/Defusing: A defusing is done the day of the incident before the person(s) has a chance to sleep. The defusing is designed to assure the person/people involved that their feelings are normal, tells them what symptoms to watch for over the short term and to offer them a lifeline in the form of a telephone number where they can reach someone who they can talk to. Defusing is informal and limited only to individuals directly involved in the incident and EOC.
Employee Assistance Program: The City of Port Moody has available to any fulltime employee the Employee’s Assistance Program.
Risk Management
Management should evaluate the risk to personnel with respect to the purpose and potential results of their actions. In situations where there is risk to personnel, activities should be limited to defensive and protective operations.
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Occupational Health and Safety Policy
During emergency response and recovery operations the City of Port Moody’s WorkSafe procedures and regulations remain in effect.
Critical Incident Stress
The type of intervention used depends on the situation, the number of people involved, and their proximity to the event. The optimum is a three-step approach that addresses the trauma at various stages of progression: defusing, debriefing, and individual follow-up.
Defusing
A defusing is done the day of the incident before the person(s) has a chance to sleep. The defusing is designed to assure the person/people involved that their feelings are normal, tells them what symptoms to watch for over the short term and to offer them a lifeline in the form of a telephone number where they can reach someone who they can talk to. Defusing is limited only to individuals directly involved in the incident and are often done informally, sometimes at the scene. They are designed to assist individuals in coping in the short term and address immediate needs.
Debriefing
Debriefings are usually the second level of intervention for those directly affected by the incident and often the first for those not directly involved.
A debriefing is normally done within 72 hours of the incident and gives the individual or group the opportunity to talk about their experience, how it has affected them, brainstorm coping mechanisms, identify individuals at risk, and inform the individual or group about services available to them in their community. The final step is to follow up with them the day after the debriefing to ensure that they are safe and coping well or to refer the individual for professional counseling.
Follow-up
The important final step is follow-up. This is generally done within the week following the debriefing by team members as a check-in.
Employee Assistance Program
PPC Worldwide is a free, confidential service provided by the Employer. They offer expert information, advice and support. PPC Worldwide service is available 24 hours a day, 7 days a week, online or by phone. All services are completely confidential.
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Disaster Response Plan
Public Safety Lifeline Volunteers Insurance Coverage
The issue of WorkSafeBC coverage, liability protection and the Good Samaritan Act applicability for Public Safety Lifeline (PSL) volunteers arise repeatedly. The following is intended to clarify the above noted topics.
Injury, Disability and Accidental Death - WorkSafeBC
The Federal and Provincial governments have an agreement entitled “An agreement providing for sharing the cost of compensation in respect of the injury or death of Emergency Services Workers”. This agreement basically states that the Federal Government will pay 75% and the Province will pay 25% of the authorized claims for injured or killed “Emergency Service Workers”.
An “Emergency Services Worker (ESW)” is defined as any person who has volunteered for Emergency Services Work and has registered with the Provincial Emergency Services Coordinator. In British Columbia this is EMBC (PEP) and one of the key reasons we are adamant about volunteers registering with us and signing in on a task. The agreement also outlines that “Emergency Service Work” means, there is no compensation and the response activity has been authorized by PEP. WorksafeBC advises that it is the responsibility of PEP to designate who its “employees” are for the purposes of the agreement. PEP has said that persons, who are registered with the “public service lifeline”, including search and rescue volunteers, are Emergency Service Workers and thus considered employees for purposes of WorkSafeBC coverage.
NOTE: While we tend to gloss over the fact, the agreement does state that a Provincial Emergency Service Coordinator can be either the Minister or a local authority. This means that ESW at the municipal level are also covered when engaged in volunteer emergency services work.
The agreement states that WorkSafeBC decides whether or not the “accident occurred out of and in the course of Emergency Services Work” and that any payments are made based “in accordance with the provisions of the Worker’s Compensation Act”. If WorkSafeBC deems that the injury, death or illness meet the guidelines, the WorkSafeBC compensation process and claim criteria are then utilized. These are the same guidelines that are used in any workplace within the province. The main requirement is that the injury, death or illness must have both “arisen out of the employment” and “in the course of the employment”.
When there is no income history related to the “employment”, as is the case with many PEP PSL volunteers, WorkSafeBC will use the earnings in the workers ordinary employment for their calculations. There are criteria for calculating income for casual, part-time and new workers. For Emergency Services Workers who are unemployed and have no history of earnings, earnings are fixed by WorkSafeBC at a figure not less than $25.00 per week or more than the maximum under the Act. The maximum recognized earnings that will be used for the calculations, as of 2008 are $66,500. A critical factor to ensure prompt coverage is that any reports of injury or death are provided to the PEP Emergency Coordination Centre immediately, and the required paperwork is submitted to the Regional office as soon as practicable.
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Accidental Death and Dismemberment / Weekly Indemnity
The Accidental Death and Dismemberment policy covers volunteers for accidental death, or for any injury and/or disability they might suffer while performing their authorized duties on behalf of the Province. The insurer will pay a principal sum to a registered volunteer’s beneficiary if the volunteer suffers accidental death: the insurer will pay the principal sum, or a lesser amount, to the insured volunteer if he or she suffers accidental dismemberment or injury. It will also pay weekly indemnity benefits to an injured volunteer, the amount of these benefits depending on the extent of the injury and whether or not the volunteer was gainfully employed at the time of the accident. The insurer will also reimburse the injured volunteer for out-of-pocket expenses. There are guidelines outlined in the policy.
NOTE: PEP subscribes to the provincial AD&D coverage only for those individuals who fall outside WorkSafeBC coverage, i.e. the unemployable, retirees, stay-at- home parents. AD&D is not in addition but rather in place of WorkSafeBC coverage.
Coverage is available to registered volunteers while, and in consequence, of performing authorized duties on behalf of the Province of British Columbia while under the direction and control of the Province or a local authority. Coverage is provided as follows:
Accidental Death and Dismemberment
The principal sum of $40,000 is payable as a result of an accidental death and in the case of an accidental dismemberment or injury, the principal sum, or a lesser amount depending on the injury, is payable.
Weekly Accident Indemnity
Benefits are payable to injured insured persons who, as a result of an accident, received reduced remuneration from their regular, full time employment. Weekly benefit amounts are up to $300 for temporary total disability (maximum 52 weeks), and $150 for temporary partial disability (maximum 26 weeks). If the volunteer is not gainfully employed on a full time basis at the time of the accident, the benefits payable would be $100 for temporary total disability (maximum 52 weeks), and $50 for temporary partial disability (maximum 26 weeks).
Accident Reimbursement Expense
Expenses incurred by an injured volunteer for services such as hospital, ambulance, or nursing services or costs for prescription drugs, splits, crutches or other allowed costs to a limit of $2,500.
NOTE: This summary is intended only as a general outline as all of the above coverage is subject to policy terms and conditions. Further information is provided in Section 4.2, Appendix 1 of the Personnel Management Policies and Procedures Manual. Given that the maximum ($66,500) benefit payable may not meet the expectations of a volunteer that earns more
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Disaster Response Plan than the maximum benefit payable, supplementary death or disability insurance is recommended.
The Emergency Program Act Part 4, Section 18 provides exemption from civil liability for persons, both employees and volunteers, when carrying out measures relating to emergencies and disasters and for which the person(s) was not negligent.
General Liability Protection
The Commercial General Liability policy provides coverage both to the Province and to its volunteers. The policy insures both against third party legal liability resulting from claims due to damage to the property of others, and bodily injury or personal injury (libel, slander, etc.) to third parties, accidentally caused, which arise from the authorized duties of the volunteers on behalf of the Province. The limit of liability on the policy is $2 million per occurrence. The policy will also provide a defense and pay related defense costs.
Good Samaritan Act
The BC Government Risk Management Branch advises that as long as the volunteer responder is not receiving pay, or expecting to receive pay, for rendering emergency medical services or aid, they are NOT “employed expressly for the purpose” of rendering the medical services or aid. They advise that the phrase “employed expressly for the purpose” is interpreted in a manner that gives the word “employed” its ordinary meaning. In short, the opinion of the Province of BC is that PEP PSL Volunteers, who are not employed expressly for the purpose of rendering medical services or aid, are covered by the Good Samaritan Act.
If the volunteer is not a medical professional but is administering first aid within the limitations of his/her training or knowledge.
PSLV Insurance and Page 3 November 14, 2008 WorkSafeBC Coverage • Covered under the Commercial General Liability Policy. • Exempt from civil liability under the Emergency Program Act. • Exempt from liability under the Good Samaritan Act.
If the volunteer is a medical professional and does render medical treatment. • Not covered under the Commercial General Liability Policy. • Exempt from civil liability under the Emergency Program Act. • May be exempt from liability under the Good Samaritan Act subject to an interpretation of the term “employed expressly for the purpose” as it pertained to the circumstances at the time of the incident that gave rise to the claim.
EXCEPTIONS
The exemption from civil liability provided under the Emergency Program Act does not extend to liability incurred outside of a PEP approved task, likewise for the liability insurance provided by the province. Volunteer societies are encouraged to ensure that they have both appropriate and adequate insurance coverage to protect the society, its assets and its members and directors.
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The National Ground SAR Insurance Program, developed with the assistance of Algoma Insurance Brokers and J&H Marsh & McLennan, provides General and Professional Liability plus optional “add-ons” for individual accidental death/dismemberment. More information can be found at http://www.algomains.com/. The National Ground SAR Insurance Program is underwritten by Guardian Insurance and is available only through SARVAC or Algoma Insurance. You do not have to be a SARVAC member to apply nor does your group have to be incorporated as a Society.
General Insurance
The Province does not provide general insurance coverage for vehicles, water craft, buildings or other assets, therefore individuals and groups are encouraged to obtain appropriate insurance coverage. The Province may provide, in accordance to PEP Policy, reimbursement for the repair or replacement of property loss or damaged during a PEP authorized task. Reimbursement is normally limited the lesser of the repair or replacement cost or the amount of the insurance deductible in the case of vehicles and watercraft to a maximum of $1000. Societies encouraged to ensure they have adequate insurance coverage.
FREQUENTLY ASKED QUESTIONS (FAQ’S)
LIABILITY INSURANCE
1. What kind of liability protection is provided to Provincial Emergency Program (PEP) volunteers? Registered PEP volunteers have three levels of liability protection: Emergency Program Act: Section 18 of the Emergency Program Act, RSBC Chap. 111, 1996, provides exemption from civil liability (unless grossly negligent) for all measures relating to emergencies or disasters. This exemption from civil liability is provided to: volunteers members of a “local authority”, as defined in the Act any business or public institution authorized by a local authority or by PEP under a contract or PEP task number.
$2 million provincial liability insurance: The government maintains a comprehensive general liability insurance policy with a limit of $2 million covering all provincial volunteers. The policy includes legal representation provided by the provincial government. It is very unlikely that any registered PEP volunteer would require this coverage as they are provided exemption from civil liability in the Emergency Program Act. Coverage for $2 million is considered adequate based on a government risk assessment.
Good Samaritan Act: Under the Good Samaritan Act, a volunteer providing emergency aid to someone is not liable for injury or death (unless grossly negligent or employed expressly for the purpose of performing that service).
2. Who pays the legal costs if a lawsuit, covered by the $2 million policy, is instituted?
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The liability insurer (the government) provides a legal defence on behalf of the person named in an action.
3. Does the liability protection cover persons with professional credentials such as doctors and engineers?
Yes. They have the same coverage as any other volunteer. However, the liability insurance policy purchased by the government does not cover professional errors and omissions liability or medical malpractice liability. Professionals who perform a function for which they are certified or licensed by a professional standards association have a duty of care with respect to their profession. Therefore, they would be held accountable by their respective governing bodies for failure to meet their duty of care, regardless of whether or not they were acting as a volunteer. Acting as a volunteer does not absolve them of their professional responsibilities.
4. What types of events does the liability insurance provide coverage for? Liability insurance covers PEP authorized training and operational tasks only; it does not cover fundraising, social activities or public education activities such as mall displays or SAR prevention activities.
5. What liability do instructors bear when they certify that a volunteer is competent in a certain field? Instructors and students are included in the liability coverage. However, instructors are provided by PEP and the JIBC with course standards to which a person must qualify, and instructors must ensure these standards are not compromised when assessing students.
6. What is the liability of search managers who are allocating personnel in the field? Search managers are included in the liability coverage. However, they must act in good faith, knowing the skills and abilities of the personnel they are directing.
7. Are the assets of a society at risk from a civil suit in a negligence suit? Section 18 of the Emergency Program Act provides exemption from civil liability when an individual is carrying out authorized emergency measures. Societies are not provided an exemption from civil liability under the Emergency Program Act and as such societies are encouraged to purchase additional liability insurance for directors and officers should such suit arise.
8. Does the liability policy cover the directors and officers of a society? The provincially-funded liability insurance program does not cover the directors and officers of a society while they are acting in that capacity; it only covers authorized operational and training tasks, as such societies are encourage to purchase additional liability insurance for directors and officer should such a suit arise.
WORKSAFEBC COVERAGE
9. When does WorkSafeBC cover a volunteer? PEP registered volunteers are provided WorkSafeBC coverage through the Workers Compensation Act. For the purposes of WorkSafeBC coverage, volunteer activities are divided into four categories:
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Operational tasks: PEP volunteers are considered to be “on operational call”; therefore they receive coverage for the travel portion of their response (portal to portal) as well as for the operational tasks.
Training tasks: Travel related to training tasks is not subject to the same level of urgency, therefore the travel portion is not covered by WorkSafeBC. However, the training exercise itself is covered by WorkSafeBC.
Demonstrations and competitions: Demonstrations or competitions where there is a significant risk of injury are viewed as an opportunity to test the level and quality of training. A PEP training task number application should be submitted and a task number requested. Once assigned a training task number, the participating volunteers qualify for WorkSafeBC and liability coverage for the demonstration/competition, but not for travel to these activities.
Public education and displays: Public education activities, such as mall displays or parades, are not covered by WorkSafeBC.
10. What does WorkSafeBC pay for if I'm injured? WorkSafeBC pays applicable medical and rehabilitation expenses and partial wage replacement based on a percentage of your earnings. Wage replacement does not apply to persons whose present income is not affected by the injury. The maximum WorkSafeBC benefit is based on the average industrial wage which is currently $66,500. The $66,500 maximum applies to all BC workers who receive WorkSafeBC coverage in the province and is not specific to PEP volunteers. For more information on this topic please visit http://worksafebc.com/
11. What does WorkSafeBC pay if someone is killed while on a task? Funeral expenses, a one-time-only lump sum payment to your beneficiary, which is over and above the pension amount, and a pension based on a number of variables such as the age of the surviving spouse, the number of dependents and, most significantly, the volunteer’s average yearly earnings at the time of the death. For more information on this topic please visit http://worksafebc.com/
12. Will WorkSafeBC cover volunteers if the accident was their fault? Yes, WorkSafeBC is “no fault” and volunteers would be covered.
13. What conditions are there for WorkSafeBC coverage? Volunteers are covered whenever they are registered for a PEP authorized operational or training task (see categories explained in question 9 above).
14. If a PEP volunteer is injured and lifted out of a site by helicopter, does WorkSafeBC still apply? Yes, WorkSafeBC still applies.
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15. Are air crew (spotters) covered for WorkSafeBC while flying in a private aircraft? How does WorkSafeBC respond in relation to aircraft insurance? Yes, they are covered. WorkSafeBC coverage is primary; meaning no other insurance policy that may be in force at the time of the injury will pay compensation of any kind as long as WorkSafeBC coverage is applicable.
VEHICLE INSURANCE
16. Are volunteers covered for WorkSafeBC while travelling in a vehicle? How does WorkSafeBC pay in relation to ICBC insurance? Assuming volunteers are travelling to a PEP authorized training or operational task after being issued a task number, WorkSafeBC coverage would apply. WorkSafeBC would recover payments from ICBC.
17. If I use my vehicle as a volunteer for PEP tasks, how should my vehicle be rated for insurance? The vehicle should be rated for its normal use; volunteer work with the vehicle does not affect the insurance rating.
EQUIPMENT INSURANCE
18. How should the group equipment be insured? PEP does not provide coverage for equipment. The society or group should obtain insurance for their own equipment, including any vehicles, boats or aircraft.
19. Does PEP fund the repair or replacement of privately-owned or group-owned equipment used on an authorized operational task? Minor Personal/Group Equipment and Property: PEP will reimburse the full cost to repair or replace, whichever is less, when equipment and property are lost or damaged on an authorized operational task.
Major Equipment (personal vehicles, boats, generators, etc.): PEP will reimburse the lesser of the actual repair cost or the cost of the deductible portion of insurance coverage to a maximum of $1000, or if not insured, the maximum sum of $1000.
AGE FOR VOLUNTEERS
20. For WorkSafeBC and liability insurance purposes, what are the minimum and maximum ages for volunteers to enrol with PEP? The minimum age is 16; volunteers between 16 and 18 years of age require signed consent from their parent or guardian. There is no maximum age.
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Disaster Response Routes
Background – A Disaster Response Route (DRR) is a network of pre- identified routes that can best move emergency services in response to a major disaster.
Purpose – A DRR is for the movement of disaster response services and supplies that fall into two categories:
For the movement of disaster response personnel and resources to or from the affected areas. For the controlled movement of casualties and evacuees by emergency responders from the affected areas.
Authority – A local government, a BC Provincial ministry/agency, a federal department/agency (including military), or other entities designated by the Provincial Emergency Program have the authority to issue DRR tags1 and DRR Decals2 to their staff. It is the responsibility of the issuing authority to prevent unauthorized and inappropriate use.
Who are the “Users” of the DRR? - Persons authorized beforehand to respond to a disaster including the following:
First Responders (fire, police and ambulance) and the military Responders designated by local authorities, health authorities, utilities agencies, etc., including but not limited to marked fleet or entity specific vehicles.
How are the “Users” of the Disaster Response Routes Identified? First responders (fire, police and ambulance) and the military using marked vehicles are exempt from displaying the DRR Tag. Other vehicles must display the DRR Tag. 3 Vehicle operations using the DRR and not displaying a DRR tag must carry personal identification exhibiting a DRR decal. A DRR tag may be used when: You are travelling to and from work to assist with the response unless an alternate route is available.
While you are performing an essential service for work relating to the response
1 The DRR Tag – when a DRR is activated - is displayed in the middle of the front windshield of the vehicle authorized to use the route. 2 The DRR sticker is to be placed on the person’s picture identification (the person issued with DRR tag) 3 Vehicle operators not displaying a DRR tag are subject to delays and traffic control measures until their use of the DRR can be validated.
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A DRR tag may not be used: For the purpose of bypassing established guidelines
How are DRRs activated? – DRRs should be activated by a declaration of a local or provincial state of emergency. Once the need for DRRs exceeds a single jurisdiction or mode of transport, PEP – through the PREOC – will authorize and/or facilitate the activation of DRRs.
How is the Use of Disaster Response Routes Controlled? Traffic management on the DRR will be defined by the event and by the authority having jurisdiction in the need to control congestion. Traffic management may or may not be in place during the event and therefore public awareness and cooperation is necessary to keep these DRR clear of traffic following a major disaster, in the interest of saving lives, helping victims and protecting property.
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Disaster Response Plan
Generic EOC Checklist - For All Positions
Activation Phase:
Check in with the Personnel Unit (in Logistics) upon arrival at the EOC. Obtain an identification card and vest, if available. Complete PEP Task Registration Form (EOC 512). If you are a representative from 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 expected of you. Set up your workstation and review your Position Checklist, forms and flowcharts. Establish and maintain a Position Log (EOC 414) that chronologically describes the actions you take during your shift. Determine your resource needs, such as a computer, phone, fax, stationary, plan copies, and other reference documents. Participate in any facility / safety orientations as required.
Demobilization Phase:
Deactivate your assigned position and close out logs when authorized by the EOC Director or designate. Complete all required forms, reports, and other documentation. All forms and paperwork should be submitted through your supervisor to the Planning Section Documentation Unit, as appropriate, prior to your departure. If another person is relieving you, ensure they are thoroughly briefed before you leave your workstation. Clean up your work area before you leave. Return any communications equipment or other materials specifically issued for your use. Leave a forwarding phone number where you can be reached. Follow EOC checkout procedures, return to Personnel Unit (in Logistics) to sign out. Be prepared to provide input to the After Action Report. Upon request, participate in formal post-operational debriefs. Access critical incident stress debriefings, as needed.
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Policy Group
Composition could include:
Mayor and Elected Officials, and / or Senior Executives
Responsibilities:
1. Provides overall emergency policy and direction to the EOC Director. 2. Sets expenditure limits. 3. Formally requests outside support / resources (e.g., Provincial and Federal support). 4. Authorizes declaration and termination of “State of Local Emergency.” 5. Provides direction for emergency public information activities. 6. Acts as a spokesperson for the jurisdiction.
Activation Phase:
Convene as the EOC Policy Group at the EOC or designated site as recommended by the EOC Director. Obtain current situation status and a briefing on priority actions taken and outstanding, from the EOC Director. Follow the Generic Activation Phase Checklist (3.3).
Operational Phase:
Examine need for new or temporary policies, as required to support response operations. Consult with EOC Director to determine appropriate expenditure limits. As requested prepare for and participate in any media briefings. Ensure adequate public information materials are being issued from the EOC. Consult with EOC Director and / or Legal Advisors regarding any potential legal issues and recommended courses of action. Consult with EOC Director to determine need for extraordinary resources and / or outside assistance. Consult with EOC Director to determine need for Declaration and Termination of “State of Local Emergency.” Keep appraised as to the status of the emergency event by reviewing EOC Situation Reports.
Demobilization Phase:
Proclaim termination of the emergency response and have EOC proceed with recovery efforts. Ensure all paperwork has been forwarded to the Documentation Unit in Planning.
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Provide input to the after action report. Participate in formal post-operational debriefs. Recognize EOC staff members and response personnel for their efforts. Follow the Generic Demobilization Phase Checklist (3.3).
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EOC Director
Responsibilities:
1. Exercise overall management responsibility for the coordination between emergency response and supporting agencies in the EOC. In conjunction with Incident Commander(s), EOC General Staff and Management Staff, set priorities for response efforts in the affected area. 2. Provide support to local authorities and provincial agencies and ensure that all actions are accomplished within the priorities established. 3. Establish the appropriate staffing level for the EOC and continuously monitor organizational effectiveness to ensure that appropriate modifications occur as required. 4. Ensure that inter-agency coordination is accomplished effectively within the EOC. 5. Direct, in consultation with the Information Officer, appropriate emergency public information actions using the best methods of dissemination. Approve the issuance of press releases, and other public information materials as required. 6. Liaise with Policy Group and / or Elected Officials. 7. Ensure risk management principles and procedures are applied for all EOC activities.
Reports to:
Policy Group
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Obtain briefing from whatever sources are available. Obtain PEP task number if required. Determine appropriate level of activation based on situation as known. Mobilize appropriate personnel for the initial activation of the EOC. Respond immediately to EOC location and determine operational status. Determine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their sections as required. Operations Section Chief Logistics Section Chief Planning Section Chief Finance / Administration Section Determine which Management Staff positions are required and ensure they are filled as soon as possible. Information Officer Risk Management Officer Liaison Officer
Ensure EOC organization and staffing chart is posted and arriving team members are assigned appropriate roles.
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Establish initial priorities for the EOC based on current status and information from Incident Commander(s). Schedule the initial EOC Action Planning meeting and have Planning Chief prepare the agenda. Consult with Liaison Officer and General Staff to determine what representation is needed at the EOC from other emergency response agencies. Assign the Liaison Officer to coordinate outside agency response to the EOC, and to assist as necessary. Obtain personal telecommunications equipment if required.
Operational Phase:
Monitor general staff activities to ensure that all appropriate actions are being taken. Ensure that Operational Periods are established and that initial EOC response priorities and objectives are decided and communicated to all involved parties. In conjunction with the Information Officer, conduct news conferences and review media releases for final approval, following the established procedure for information releases and media briefings. Ensure that the Liaison Officer is providing for and maintaining effective interagency coordination. In coordination with Management Staff, identify priorities and management function objectives for the initial EOC Action Planning Meeting. Convene the initial EOC Action Planning meeting. Ensure that all Section Chiefs, Management Staff, and other key agency representatives are in attendance. Ensure that appropriate planning procedures are followed. Ensure the Planning Section facilitates the meeting appropriately. Once the Action Plan is completed by the Planning Section, review, approve and authorize its implementation. Conduct periodic briefings with the EOC Management Team to ensure response priorities and objectives are current and appropriate. (See EOC 401.) Establish and maintain contacts with adjacent jurisdictions / agencies and other BCERMS levels as appropriate. Conduct periodic briefings for Policy Group, elected officials or their representatives.
In conjunction with the Liaison Officer, prepare to brief elected officials on possibility for declaration of state of local emergency. Document all decisions / approvals. Approve resource requests not included in Action Plan, as required. Ensure Policy Group and / or elected officials are informed of State of Provincial Emergency if declared by the Attorney General, and coordinate local government Proclamations (if any) with other emergency response agencies, as appropriate. Assign in writing, delegated powers allowed under declaration if any are given.
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Assign special projects to Deputy Director, as needed. Brief your relief at shift change, ensuring that ongoing activities are identified and follow- up requirements are known.
Demobilization Phase:
Authorize demobilization of sections, branches and units when they are no longer required. Ensure that any open actions not yet completed will be handled after demobilization. Ensure that all required forms or reports are completed prior to demobilization. Ensure that an EOC after Action Report is prepared in consultation with the Planning Section and EOC Management Team. Terminate emergency response and proceed with recovery operations as proclaimed by Policy Group. Deactivate EOC when emergency event no longer requires the EOC activated. Ensure all other facilities are notified of deactivation. Follow the Generic Demobilization Phase Checklist (3.3).
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EOC Deputy Director
Responsibilities:
1. Assume the role of an EOC Director in his / her absence. See pages 3-9 for EOC Director responsibilities. 2. Undertake special assignments at the request of the EOC Director. 3. Ensure the efficient and effective flow of information within the EOC. 4. Ensure resource requests are prioritized and tracked. 5. Support EOC management by communicating policy direction and action priorities to all staff. 6. Coordinate internal functions of EOC for effective operational capability. 7. Monitor the health and welfare of EOC staff. Mediate and resolve any personnel conflicts. 8. Facilitate shift change briefings and operational debriefings.
Reports to:
EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Respond as requested, to EOC location and assist EOC Director in determining operational status. Obtain briefing from whatever sources are available. Supervise the set-up of the EOC for the most effective and efficient operations. Ensure EOC Management staff’s working area is set-up properly and that appropriate personnel, equipment and supplies are in place. Obtain personal telecommunications equipment if required.
Operational Phase:
Maintain a position log and any other relevant forms. Support management staff activities to ensure that all appropriate actions are being taken. Assist EOC Director in determining and communicating priorities, objectives and decisions to all EOC staff. Assist with preparations for EOC Action Planning meeting. Ensure EOC management team follows Status Report (EOC 401A). Ensure EOC management staff has sufficient administrative support. Coordinate additional staffing needs with Logistics Personnel Unit Coordinator. Ensure all positions use a Position Log (EOC 414). Participate in EOC Action Planning and Management Team meetings.
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Report significant events and any issues of concern to EOC Director and advise of your activities on a regular basis. Undertake special projects and assignments as directed by the EOC Director. Check with the General Staff on the health and welfare of all EOC staff. Authorize and coordinate additional support needs as required. Mediate and resolve any personnel conflicts. Consult with EOC Director on appointing additional staff to ensure 24-hour shift scheduling for both Director and Deputy positions. Arrange for and facilitate operational debriefs and critical incident stress debriefs for EOC staff, as required. Brief your relief at shift change, ensuring that ongoing activities are identified and follow- up requirements are known.
Demobilization Phase:
Assist EOC Director with demobilization procedures. Ensure that any operations not yet completed are handled and assigned after demobilization. Complete all required forms and reports prior to demobilization and forward to Documentation Unit. 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 facilitate staff debriefings and critical incident stress debriefs. Organize and coordinate staff recognition initiatives (i.e., thank you letters) for time and expertise staff contributed towards EOC operations. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Risk Management Officer
Responsibilities:
1. Risk Management - Ensures that good risk management practices are applied throughout the response organization and that every function contributes to the management of risk. Protects the interests of all EOC participants, agencies, and organizations by ensuring due diligence in information collection, decision-making, and implementation. Monitors situations for risk exposures and ascertains probabilities and potential consequences of future events. 2. Safety - The Risk Management Officer provides advice on safety issues. The Risk Management Officer has the authority to halt or modify any and all unsafe operations within or outside the scope of the EOC Action Plan, notifying the EOC Director of actions taken. It should be noted that while the risk management officer has responsibility for safety, it is recommended that a safety specialist be appointed who is familiar with all aspects of safety and relevant legislation. 3. Security - The Risk Management Officer ensures that appropriate security measures have been established to allow for only authorized access to the EOC facility and documentation.
Reports to:
EOC Director / Deputy
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Perform a risk identification and analysis of the EOC site and operations. Tour the entire facility area and determine the scope of ongoing and future operations. Monitor set-up procedures for the EOC ensuring that proper safety regulations are adhered to. Oversee that security checkpoints have been established at all EOC entrances to allow only authorized personnel access to the EOC, including staff sign-in and identification procedures.
Operational Phase:
Risk Management
Establish and maintain position log and other necessary files. Assess damage and loss, working with Planning’s Situation Unit and the Compensation and Claims function in Finance / Administration. Identify and document risk and liability issues; keep Planning Section Chief advised at all times.
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Disaster Response Plan
Gather and organize evidence that may assist all EOC organizations in legal defense that may be more difficult to obtain later. Conduct interviews and take statements to investigate major risk management issues. Advise EOC members on safety and risk management issues. Assist the EOC Director in reviewing press releases, public alerts and warnings and public information materials from a risk management perspective. Evaluate situations and advise the EOC Director of any conditions and actions that might result in liability (e.g., oversights, improper response actions, etc.) Identify potential claimants and the scope of their needs and concerns. Advise members of response organizations regarding options for risk control, during operational meetings and upon request. Advise on actions to reduce loss and suffering and, where appropriate, proactively support response and recovery objectives. Ensure Documentation Unit is secure and operating effectively. Advise Documentation Unit on the types of information to collect, flow of information, and confidentiality concerns. Organize and prepare records for final audit.
Safety:
Work with the EOC Support Branch Coordinator to become familiar with any hazardous conditions in the facility, especially following a seismic event. Conduct regular inspections of the facility. Coordinate with EOC Support Branch to obtain assistance for any special safety requirements. 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. Coordinate with Finance / Administration on any EOC personnel injury claims or records preparation as necessary for proper case evaluation and closure.
Security:
Monitor security checkpoints and EOC facility access. Address any security issues with the EOC Director recommending improvements where necessary.
Demobilization Phase:
Assist the EOC Director in de-activation activities including: Collection of all relevant papers and electronic records to the Documentation Unit. Assist with deactivation and EOC Director in preparing the After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Liaison Officer
Responsibilities:
1. The Liaison Officer functions as a point of contact for, and interaction with, representatives from other agencies arriving at the EOC. 2. Liaise with any DOCs (Department Operation Centres), MROCs (Ministry Regional Operation Centres), and organizations not represented in the EOC. 3. Coordinate agency representatives for the EOC as required ensuring adequate EOC structure, and filling all necessary roles and responsibilities enabling the EOC to function effectively and efficiently. 4. Assist and serve as an advisor to the EOC Director and Management Team as needed, providing information and guidance related to the external functions of the EOC. 5. Assist the EOC Director in ensuring proper procedures are in place for directing agency representatives, communicating with elected officials, and conducting VIP / visitor tours of the EOC facility. 6. Liaise with local authorities other EOCs, Provincial and Federal organizations, communicating EOC guidelines, directives, Action Plans and Situation Information.
Reports to:
EOC Director / Deputy Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC and obtain situation status and response priorities from EOC Director or Deputy. Ensure that an EOC staff check-in procedure is established immediately (EOC 511). Ensure registration procedures are established for outside agencies working within the EOC. Assist the EOC Director in determining appropriate staffing for the EOC. Ensure that an EOC organization and staffing chart is posted and updated. Provide assistance and information to General Staff regarding staffing EOC sections. Ensure that agency representatives’ telephone and / or radio communications are established and functioning. Obtain personal telecommunications equipment.
Operational Phase:
Assist the EOC Director and Management Team in developing overall EOC priorities as well as priorities for the initial Action Plan. Provide external and non-represented agencies information to the Planning Section to assist in the development, continuous updating and implementation of EOC Action Plans. Provide general advice and guidance to agencies and EOC staff as required.
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Disaster Response Plan
Ensure that all notifications are made to agencies not represented in the EOC. Ensure that communications with appropriate external non-represented agencies (such as: Utilities, Transportation, Volunteer Organizations, Private Sector, etc.) is established and maintained. (See EOC 410.) Assist EOC Director in preparing for and conducting briefings with EOC Management Team members, elected officials, the media, and the general public. Prepare external non-represented agency information for briefings with the EOC Management Team. Ensure that operational priorities and objectives identified in EOC Action Plans are communicated to external non-represented agencies. Facilitate completion of situation reports with external non-represented agencies and forward to the Planning Section. Advise the EOC Director of critical information and requests contained within agency situation reports. Forward approved EOC Situation Reports to non-represented agencies as requested. Assist the EOC Director in establishing and maintaining an Inter-agency Coordination Group comprised of outside agency representatives and executives not assigned to specific sections within the EOC, as required. In consultation with the Information Officer, conduct tours of EOC facility as requested. Provide assistance with shift change activity as required.
Demobilization Phase:
Notify external non-represented agencies in the EOC of the planned demobilization, as appropriate. Assist with the deactivation of the EOC at the designated time, as appropriate. Assist the EOC Director with recovery operations and assist with preparation of the After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Information Officer
Responsibilities:
1. Serve as the coordination point for all public information, media relations and internal information sources for the EOC. 2. Coordinate and supervise all staff assigned as Assistant Information Officers and their activities.
Public Information:
Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information. Ensure that a Toll-Free Public Information Service (hotline or call centre) is established for the public to access helpful information and advice. Provide the call takers with timely and accurate messaging sheets so that they offer only confirmed and approved information.
Media Relations:
Serve as the coordination point for all media releases for the EOC. Coordinate media releases with officials representing other affected emergency response agencies. Develop the format for press conferences and briefings in conjunction with the EOC Director. Maintain a positive relationship with the media representatives, monitoring all broadcasts and written articles for accuracy.
Internal Information:
In consultation with EOC Director and Liaison Officer, coordinate VIP and visitor tours of the EOC facility. Develop helpful messaging sheets and / or FAQ sheets (frequently asked questions and answers) to ensure consistent and accurate information sharing amongst EOC staff. Maintain a web site established for EOC information, as appropriate. Liaise with the Information Officers at site(s) other EOCs, DOCs, MROCs, PREOC and other external agencies.
Reports to:
EOC Director / Deputy
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Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Determine staffing requirements and make required personnel assignments for an Information Section. Assess information skill areas required in the EOC such as: writing, issues management, media relations, event planning, etc.
Operational Phase:
Obtain policy guidance and approval from the EOC Director with regard to all information to be released to the media and public. Refer to the jurisdiction’s Emergency Information Plan and Public Information Officer operational guidelines, sample forms, templates and other information materials, as appropriate. (See sample EOC 420 to 425.) Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations. Coordinate with the Situation Unit and identify method for obtaining and verifying significant information as it develops. Develop and publish a media briefing schedule, to include location, format, and preparation and distribution of handout materials. Implement and maintain an overall information release program. Establish a Media Information Centre, as required, providing necessary space, materials, telephones and electrical power. Maintain up-to-date status boards and other references at the media information centre. Provide adequate staff to answer questions from members of the media. Establish a Toll-Free Public Information Service and / or call centre to handle public inquiries and provide emergency support information. Consult with Logistics Information Technology Branch Coordinator for communication equipment needs and set-up. Interact with other EOCs as well as the PREOC and obtain information relative to public information operations. Establish distribution lists for recipients of all public information releases. Include Site Information Officers, PREOC Information Section, other EOCs' Information Officers, Local Authorities, Mayors and elected officials), local MLAs’ and MPs’ constituency offices, First Nations Groups, Emergency Social Service Groups, the Toll-free Public Information Service (hotline or call centre), etc. In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public. Liaise with Risk Management Officer to check for any potential liability or safety concerns.
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Disaster Response Plan
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. Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the disaster areas when safe. Arrange through logistics appropriate staffing and telephones to efficiently handle incoming media and public calls. In addition to identifying help sources contained within press releases, PSAs and bulletins, maintain a Disaster Assistance Information Directory, with numbers and locations to obtain food, shelter, supplies, health services, etc. Develop message statements for EOC Staff and the call takers of the toll-free hotline. Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired etc.). Monitor all media, using information to develop follow-up news releases and rumour control, consult with Risk Management Officer on appropriate wording and actions to take on correcting false or erroneous information. Ensure that file copies are maintained of all information released. Promptly provide copies of all media releases to the EOC Director. Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements are known.
Demobilization Phase:
Prepare final news releases and advise media representatives of points-of-contact for follow-up stories. Assist PREOC Director with demobilization procedures and contribute items of interest to the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Operations Section Chief
Responsibilities:
Ensure that the Operations Coordination function is carried out including coordination of response for all operational functions assigned to the EOC. Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively. Establish the appropriate level of Branch and Unit organizations within the Operations Section, continuously monitoring the effectiveness and modifying accordingly. Coordinate any activated DOCs in the operational area. Maintain a communications link between Incident Commanders (sites), DOCs and the EOC for the purpose of coordinating the overall response, resource requests and event status information. Ensure that the Planning Section is provided with Branch Status Reports and Major Incident Reports. Conduct periodic Operations briefings as required or requested by Director or Planning. Supervise the Operations Section.
Reports to:
EOC Director / Deputy
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including telecommunications, maps and status boards. Obtain a preliminary situation briefing from EOC Director, Planning Chief or other EOC Management Staff as appropriate. Based on the situation, activate appropriate branches based on functions or geographical assignments within the section. Designate Branch Coordinators as necessary:
Fire Police ESS Utilities Health Environmental Engineering/Public Works Air Operations Others as needed
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Establish radio or cell-phone communications with DOCs, other EOCs, or PREOC operating in the region and coordinate accordingly. Request additional personnel for the section from the Personnel Unit as necessary to maintain 24-hour staffing capabilities, as necessary. Confer with the EOC Director to ensure that the Planning and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations. Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section. Obtain a current communications status briefing from the Information Technology Branch Coordinator in Logistics. Ensure that there is adequate equipment and frequencies available for the Section. Based on the situation known or forecasted, determine likely future needs of the Operations Section. Identify key issues currently affecting the Operations Section; meet with Section personnel and determine appropriate section objectives for the first operational period. Review responsibilities of branches operating the Section; develop a plan / process detailing strategies for carrying out Operations objectives. Adopt a proactive attitude. Think ahead and anticipate situations and problems before they occur. Obtain personal telecommunications equipment.
Operational Phase:
Ensure that all Section personnel are maintaining their individual position logs and other paperwork as required. Conduct periodic briefings and work to reach consensus among Operations staff on objectives for each operational period. Ensure that all media contacts are referred to the Information Officer. Prepare for and participate in EOC Director's Action Planning meetings and other relevant EOC Management Team meetings. (See EOC 401A Status Report)
Provide the Planning Section Chief with the Operations Section's objectives prior to each Action Planning meeting. Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed. Ensure that situation and resources information is provided to the appropriate units in the Planning Section on a regular basis or as the situation requires, including Branch Status Reports and new incoming incident reports. Ensure that intelligence information from Branch Coordinators is made available to the Planning Section (Situation Unit) in a timely manner. Ensure that intelligence information from Branch Coordinators is made available to the Planning Section (Situation Unit) in a timely manner.
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Disaster Response Plan
Ensure that the branches coordinate all resource needs through the Logistics Section. Authorize resource requests and forward extraordinary and / or critical resource requests to the EOC Director for approval. (See EOC 414.) Ensure that fiscal and administrative requirements are coordinated through the Finance / Administration Section (e.g., notification of emergency expenditures and daily time sheets). Brief the EOC Director and other Management Team members on all major incidents. Brief Branch Coordinators and Section staff periodically on any updated information you may have received. Share status information with other sections as appropriate.
Demobilization Phase:
Deactivate branches and any organizational elements, when no longer required. Ensure that all paperwork is complete and logs are closed and sent to Documentation Unit. Ensure that any open actions are assigned to appropriate agency and / or EOC staff as appropriate. Ensure that any required forms or reports are completed prior to your release and departure. Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Air Operations Branch Coordinator
Responsibilities:
1. Organize aviation resources at the local level to support site operations. 2. As appropriate, initiate requests for Notice to Airmen (NOTAM). 3. Establish procedures for emergency reassignment of aircraft if required. 4. Coordinate with any provincial or regional authority’s Air Operations in the operational area. 5. Liaise with Air Operations at the PREOC.
Reports to:
EOC Operations Section Chief, or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Assess current level of local regional and provincial air operations in the operational area. Determine activation status of PREOC aviation resources and establish communication links with their Air Operations if necessary. Identify key issues currently affecting air operations; prepare initial report for Operations Section Chief.
Operational Phase:
Establish and maintain individual position log. Obtain briefing from Operations Section Chief. Liaise with BCAS Unit. Liaise with PREOC Air Operations. Receive resource requests and pass on to Operations Section Chief. Liaise with Logistics to coordinate air transport of personnel, material and evacuees, as required. Organize preliminary air operations. Initiate request for NOTAM if required. Schedule flights of non- emergency aircraft into the operational area if approved.
Evaluate requests for non-tactical use of emergency aircraft assigned to the EOC. Ensure proper safety and risk management measures are being taken in regards to aircraft. Pass critical status information to Operations Section Chief, Situation Unit and Resource Unit.
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Provide reports on air operations issues to Operations Section Chief. Forward daily air operations costs to Finance / Administration Section.
Demobilization Phase:
Follow the Generic Demobilization Phase Checklist (3.3). Determine demobilization status of aviation resources in the operational area and advise Operations Section Chief and Situation Unit. Complete all logs and documentation and forward to Documentation Unit. Ensure that all air expenditures and financial claims have been coordinated through the Finance / Administration section. Forward input for the EOC after Action Report to Operations Section Chief.
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Disaster Response Plan
Special Operations Branch Coordinator
Responsibilities:
1. Organize specialized resources at the site support (EOC) level to support site activities. 2. As appropriate, initiate requests for Notice to Mariners. 3. Establish procedures for emergency reassignment of specialized resources such as Heavy Urban Search and Rescue if required. 4. Coordinate with any regional or provincial special operations in the operational area. 5. Liaise with Special Operations at the PREOC.
Reports to:
EOC Operations Section Chief or, EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Assess current level of local, regional and provincial special operations in the operational area. Determine activation status of provincial authority specialized resources and establish communication links with their Special Operations Branch, if necessary. Identify key issues currently affecting special operations; prepare initial report for Operations Section Chief.
Operational Phase:
Establish and maintain individual position log. Obtain briefing from Operations Section Chief. Evaluate requests for tactical and non-tactical use of specialized resources assigned to the EOC. Receive resource and operational requests and forward to Operations Section Chief. Organize preliminary special operations. Initiate request for Notice to Mariners if required. Ensure proper safety and risk management measures are being taken in regards to special operations. Pass critical status information to Operations Section Chief, Situation Unit and Resource Unit. Provide reports on special operations issues to Operations Section Chief.
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Disaster Response Plan
Demobilization Phase:
Determine demobilization status of any specialized resources in operational area and advise Operations Section Chief and Situation Unit. Complete all logs and documentation and forward to Documentation Unit. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration section. Forward input for the EOC after Action Report to Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Fire Branch Coordinator
Responsibilities:
1. Arrange and coordinate for urban and wild land fire suppression, as well as hazardous materials support operations. 2. Acquire mutual aid resources, as necessary. 3. Coordinate the mobilization and transportation of all resources through the Logistics Section. 4. Complete and maintain branch status reports for major incidents requiring or potentially requiring regional and provincial response support, and maintain status of unassigned fire and HAZMAT resources in the area in conjunction with the Resource Unit. 5. Implement the objectives of the EOC Action Plan assigned to the Fire Branch. 6. Overall supervision of the Fire Branch.
Report to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Obtain briefing of the situation from the Operations Section Chief. Based on the situation, activate the necessary Units within the Fire Branch and coordinate their activities:
Structural Fire Suppression HAZMAT Unit Wild land Fire Suppression Unit Rescue Unit
If local authority mutual aid system is activated, coordinate use of area fire suppression resources with respective DOCs and / or EOCs. Prepare and submit a preliminary branch status report and major incident reports, as appropriate, to the Operations Section Chief. Prepare objectives for the Fire Branch and forward them to the Operations Section Chief prior to Action Planning meetings.
Operational Phase:
Ensure that Branch and Unit position logs and other files are maintained. Ensure that all interface fire operations are being managed utilizing, when required, Unified Command with the appropriate agencies.
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Disaster Response Plan
Confirm and resolve through the EOC Director, any response boundary issues that may restrict mutual aid. Liaise with Provincial Fire Commissioner as required. Liaise with Ministry of Forests personnel in the PREOC as required. Maintain current status on Fire suppression missions being conducted in the area. Provide the Operations Section Chief and the Planning Section with an overall summary of Fire Branch operations periodically or as requested during the operational period. Refer all contacts with the media to the Information Officer but be prepared to speak on technical matters when requested. Ensure that all fiscal and administrative requirements are coordinated through the Finance / Administration Section (notification of any emergency expenditures and daily time sheets). Prepare objectives for the Fire Branch for the subsequent operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting. Implement those objectives of the EOC Action Plan assigned to the Fire Branch. Provide your relief with a briefing at shift change; inform him / her of all on going activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Determine demobilization status of branch units and fire operations in the area, and advise Operations Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC Sections to follow up Ensure all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the After Action Report to the Operations Section Chief Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Police Branch Coordinator
Responsibilities:
1. Coordinate movement and evacuation operations with other Operations Section Branches. 2. Alert and notify the public of impending or existing emergency situations, public safety orders, requests and information within the jurisdiction, as required. 3. Coordinate law enforcement and traffic control operations, including evacuation, during a major emergency. 4. Coordinate all ground and inland water search and rescue operations and resource for the jurisdiction. 5. Coordinate Police Mutual Aid requests. 6. Supervise the Police Branch.
Reports to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Obtain a briefing of the situation from Operations Section Chief and Site Personnel. Based on the situation, activate the necessary Units within the Police Branch:
Police Operations Unit Coroner Unit Search and Rescue Unit Evacuation Unit
Coordinate mutual aid resources with other EOC Police Branch Coordinator(s) as required. Contact PREOC Police Branch Coordinator, if established, for the coordination of mutual aid resources. Provide an initial Police Services situation report to the Operations Section Chief. Based on initial EOC priorities prepare objectives for the Police Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting.
Operational Phase:
Ensure that Branch and Unit position logs and other appropriate files are maintained. Maintain current status on Police activities and Search and Rescue missions being provide the Operations Section Chief and the Planning Section with an overall summary of Police Branch operations periodically or as requested during the operational period.
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Disaster Response Plan
On a regular basis, complete and maintain the Police Branch Status Report. Refer all contacts with the media to the Information Officer but be prepared to speak on technical matters when requested by the Information Officer. Determine need for Police mutual aid. Determine need for Search and Rescue mutual aid. Determine need for Coroner's services. Ensure all resource requests are coordinated through the Logistics Section. Ensure that all fiscal and administrative requirements are coordinated through the Finance / Administration Section (notification of any emergency expenditures and daily time sheets). Prepare objectives for the Police Branch for the subsequent Operations period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning Meeting. Implement those objectives of the EOC Action Plan assigned to the Police Branch. Provide your relief with a briefing at shift change, informing him / her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Determine demobilization status of branch units and police operations in the area, and advise Operations Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow-up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3). Operational Phase: Ensure that Branch and Unit position logs and other appropriate files are maintained Maintain current status on Police activities and Search and Rescue missions being conducted in the area. Provide the Operations Section Chief and the Planning Section with an overall summary of Police Branch operations periodically or as requested during the operational period. On a regular basis, complete and maintain the Police Branch Status Report. Refer all contacts with the media to the Information Officer but be prepared to speak on technical matters when requested by the Information Officer. Determine need for Police mutual aid. Determine need for Search and Rescue mutual aid.
Determine need for Coroner's services. Ensure all resource requests are coordinated through the Logistics Section.
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Disaster Response Plan
Ensure that all fiscal and administrative requirements are coordinated through the Finance / Administration Section (notification of any emergency expenditures and daily time sheets). Prepare objectives for the Police Branch for the subsequent Operations period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning Meeting. Implement those objectives of the EOC Action Plan assigned to the Police Branch. Provide your relief with a briefing at shift change, informing him / her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Emergency Social Services Branch Coordinator
Note: This position should be filled by the Emergency Social Services Director.
Responsibilities:
1. Manages the ESS Branch of the EOC. 2. Coordinates the delivery of Emergency social Services (i.e., food, clothing, lodging and other essential services) as required for those impacted by the disaster and for response workers in the area. 3. Provides direction and support to all activated ESS facilities (i.e., Reception Centres, Group Lodging facilities). 4. Provides routine situation reports to the Operations Section Chief, Situation Unit and ESS Office at the PEP HQ in Victoria or the PREOC, if activated. 5. Requests mutual aid assistance and / or provincial ESS resources from the ESS Office at PEP HQ in Victoria, or from the PREOC, if activated, when local and / or regional ESS resources are exhausted. 6. Liaises with other agencies involved in the ESS response. 7. Confers with Operations Section Chief and EOC Director to ensure that ESS response is appropriate and that expenditures for ESS are authorized.
Reports to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility as requested. Ensure alternates are identified for your position to allow for 24 hour extended operations. Obtain briefing from Operations Section Chief or EOC Director. Assess level of ESS services needed and initiate call-out of ESS staff and volunteers as required. If appropriate, activate the ESS DOC to coordinate delivery of ESS services (via Reception Centres) and coordinate ESS resources with local suppliers and agencies. If ESS DOC is activated, establish telephone and / or radio communications with Reception Centres, Group Lodging facilities, and other ESS organizations. If ESS DOC is activated, establish telephone and / or radio communications with Reception Centres, Group Lodging facilities and other ESS organizations. Establish communications by phone with ESS Office in Victoria, 1-800-585-9559 or via the Emergency Coordination Centre, 1-800-663-3456.
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Disaster Response Plan
Ensure communication is established with ESS Branch Coordinators in EOCs in other affected communities and / or the ESS Branch Coordinator in the PREOC.
Operational Phase:
Establish and maintain a position log or other necessary files. Maintain communications with and provide direction to the Reception Centres and Group Lodging facilities and ESS DOC, if activated, pertaining to the level of services required and duration of services. Prioritize requests for ESS services. Coordinate activities with other volunteer agencies as required, (e.g., Red Cross, The Salvation Army, etc.) Prepare objectives for the ESS Branch for each operational period; provide them to the Operations Section Chief prior to the Action Planning meetings. Maintain ESS resource status board, keeping track of number and type of ESS resources deployed and still available and share this information with Ops Section Chief, PREOC and other EOCs upon request. Request and arrange for acquisition of provincial ESS resources (via PREOC) when local and regional ESS resources are insufficient to meet needs. Refer all contacts with the media to the Information Officer and ensure that critical ESS information (e.g., location of activated reception centres) is included in media releases. If ESS Mobile Support Team members are deployed to the area, maintain communications with the Team Leader to ensure appropriate placement and adequate support needs are met. Prepare and forward ESS situation reports to Operations Section Chief, and ESS Office in Victoria or ESS Branch Coordinator in the PREOC. Actively share ESS information with other branches and sections in the EOC. Maintain adequate records of financial expenditures. Ensure emergency expenses and extensions for ESS are pre-authorized by PEP through the EOC Director. Provide your relief with a briefing at shift change, informing him / her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Determine demobilization status of ESS services (e.g., closing of Reception Centres, Group Lodging facilities, etc.) and the deactivation of the ESS DOC and advise the Operations Section Chief. Collect and store all completed ESS forms and paperwork from all the ESS facilities. Consult with Documentation Unit for appropriate storage location. Complete personal logs and documentation and forward to Documentation Unit.
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Disaster Response Plan
Ensure any open actions are assigned to appropriate staff or other EOC sections to follow up on. Coordinate the transition from ESS to the local recovery organization to ensure follow up and / or continued services are provided to those impacted by the disaster. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Engineering Branch Coordinator
Responsibilities:
1. Survey all local facilities, assessing the damage to such facilities, and coordinating the repair of damage. 2. Survey all other infrastructure systems, such as local roads, bridges, sewer and water systems within the area. 3. Assist other sections, branches, and units as needed. 4. Supervise the Engineering Branch. 5. Liaise with other Engineering Branches in EOCs and PREOC.
Reports to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to the EOC facility and obtain a briefing on the situation from the Operations Section Chief and site personnel. Based on the situation, activate the necessary units within the Engineering Branch: Roads and Bridges Unit Damage / Safety Assessment Unit Public Works Unit Provide an initial situation report to the Operations Section Chief. Based on initial EOC priorities prepare objectives for the Engineering Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting.
Operational Phase:
Ensure that branch and unit position logs and other necessary files are maintained. Maintain current status on all engineering activities being conducted in the area. Ensure that damage and safety assessments are being carried out for both public and private facilities (See EOC 415). Determine and document the status of transportation routes into and within affected areas. Determine and document the status of public works (water and sewer systems) within affected areas.
Coordinate debris removal services as required. Provide the Operations Section Chief and the Planning Section with an overall summary of Engineering Branch activities periodically during the operational period or as requested.
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Ensure that all Unit Status Reports, as well as, the Initial Damage Assessment are completed and forwarded to the Operations Section Chief and Situation Unit. Refer all contacts with the media to the Information Officer. Be prepared to act as a spokesperson and offer technical information as requested. Ensure that all fiscal and administrative requirements are coordinated through the Finance / Administration Section (notification of any emergency expenditures and daily time sheets). Prepare objectives for the Engineering Branch for each operational period; provide them to the Operations Section Chief prior to the Action Planning meeting. Implement EOC Action Plan assignments for Engineering Branch and Units. Provide your relief with a briefing at shift change, informing him / her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Determine demobilization status of branch units and engineering operations in the area, and advise Operations Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Environmental Branch Coordinator
Responsibilities:
1. Assist and / or coordinate local response to hazardous spills, waste disposal and dam failure. 2. Liaise with regional, provincial, and federal environment officials and the private sector.
Report to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility as directed. Obtain a briefing from the Operations Section Chief. Assess and anticipate environmental concerns and recommended responses in support of the emergency situation.
Operational Phase:
Establish and maintain position logs and other necessary files. Determine the scope of environmental assistance required in consultation with Operation Section Chief and other Branch Coordinators. Determine the status and availability of waste storage and disposal facilities in the area. Liaise with Health Branch to assist and consult with exposure to hazardous materials and impacts on water and air resources. Develop intelligence of environmental issues, damage and threats. Forward to Situation Unit. Prioritize environmental issues. Liaise with Engineering and Utilities Branch Coordinators to assist with dam safety issues as required. Coordinate HAZMAT response and support in cooperation with Fire Branch Coordinator, for situations involving hazardous materials. Liaison with Environmental Branches in other EOCs and PREOC if established.
Demobilization Phase:
Determine demobilization status of environmental services in the area, and advise Operations Section Chief.
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Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Utilities Branch Coordinator
Responsibilities:
1. Survey all utility systems, and provide restoration priorities to providers. 2. Assist other sections, branches, and units as needed. 3. Liaise with other utility representatives not present in EOC.
Reports to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to the EOC facility and obtain a briefing from the Operations Section Chief. Provide an initial Utilities Situation Report to the Operations Section Chief. Based on initial EOC priorities prepare objectives for the Utilities Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting.
Operational Phase:
Establish and maintain communications with the utility providers in the affected area. Determine the extent of damage to utility systems in the affected area. Coordinate with the Liaison Officer to establish whether agency representatives from affected utilities are available to attend the EOC. Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems. Keep the Health Branch Coordinator informed of any threats (real or potential) regarding water contamination issues. Keep the Engineering Branch Coordinator informed of the restoration status. Complete and maintain Utilities Status Reports, and share with Operations Section Chief, Branch Coordinators and Situation Unit. Refer all contacts with the media to the Information Officer, and be prepared to speak to technical issues as requested. Provide your relief with a briefing at shift change, informing him / her of all the ongoing activities, branch objectives for the operational period, and any other pertinent information.
Demobilization Phase: Determine demobilization status of the Utilities Branch and utility operations in the area, and advise Operations Section Chief.
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Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Livestock Branch Cooridnator
Responsibilities:
1. Coordinate the evacuation of livestock 2. Coordinate the distribution of required feed 3. Coordinate the disposal of livestock casualties
Reports to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to the EOC facility and obtain a briefing from the Operations Section Chief. Provide an initial Livestock Situation Report to the Operations Section Chief. Based on initial EOC priorities prepare objectives for the Livestock Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting.
Operational Phase:
Establish and maintain communications with the farms and agencies in the affected area. Determine the extent of damage to livestock in the affected area. Coordinate with the Liaison Officer to establish whether agency representatives are available to attend the EOC. Ensure that support to agency providers is available as necessary to facilitate recovery measures in the affected areas. Keep the Health Branch Coordinator informed of any threats (real or potential) regarding contamination issues. Complete and maintain Livestock Status Reports, and share with Operations Section Chief, Branch Coordinators and Situation Unit. Refer all contacts with the media to the Information Officer, and be prepared to speak to issues as requested. Provide your relief with a briefing at shift change, informing him / her of all the ongoing activities, branch objectives for the operational period, and any other pertinent information.
Demobilization Phase:
Determine demobilization status of the Livestock Branch and operations in the area, and advise Operations Section Chief.
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Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Health Branch Coordinator
Responsibilities:
1. Ensure coordination of hospitals, health units, continuing care, mental health and environmental health within the area. 2. Assist the BCAS Unit Coordinator in ensuring that casualties are evenly distributed to receiving facilities. 3. Coordinate provision of public health measures including epidemic control and immunization programs, in consultation with Medical Health Officer. 4. Ensure that potable water supplies are inspected and monitored. 5. Ensure that food quality is regulated and inspected. 6. Ensure that sewage systems are operating at acceptable levels. 7. Coordinate and support health services for physically challenged or medically disabled persons. 8. Coordinate the activation of emergency hospitals and advanced treatment centres supplied by Health Canada. 9. Assist in identifying and mobilizing available ambulance and auxiliary ambulance resources as required. 10. Coordinate health care needs at Reception Centres with ESS Branch Coordinator. 11. Determine the status of medical and care facilities within the affected area and availability of facilities in surrounding area. 12. Assist with the coordination of the transportation of people injured in the disaster and health care personnel to appropriate medical facilities as required. 13. Assist with the coordination of pharmaceuticals as required. 14. Assist with the coordination of other health care resources as required. 15. Liaise with Health Branches activated in other EOCs and at PREOC.
Reports to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility, as advised. Obtain a briefing from the Operations Section Chief. Assess and anticipate health services required to support the situation.
Operational Phase:
Establish and maintain position logs and other necessary files. Determine the status and availability of medical facilities in the area affected and outside
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areas, including special treatment facilities for trauma, pediatrics, burn and psychiatric patients. Establish communications with appropriate health services. Determine capacity of various health services. Prioritize health issues. Prepare initial briefing for Operations Section Chief Establish BC Ambulance Service Unit and Regional Health Authorities Unit. Liaise with ESS Branch Coordinator to assist with sheltering of displaced home care clients if needed. Coordinate with Logistics Section assistance to move and establish advanced treatment centre and / or 200 bed emergency hospital if needed. REMEMBER: These units are not small and take time to establish. Liaise with PREOC Health Branch, if established. If local facilities are, or soon will be overwhelmed, contact other unaffected areas to receive patients. If mass feeding areas are established, ensure food quality and other public health issues are addressed. Establish radio or telephone communication with area hospitals and other medical facilities to determine their capability to treat casualties. Establish radio or telephone communication with BC Ambulance Regional Dispatch Centre. Determine the status and availability of mutual aid resources in the operational area, specifically industrial first-aiders, St. John Ambulance and private / industrial ambulances. Determine the scope of ambulance resources and medical transport needs. Coordinate with the Logistics Section, Transportation Unit, to acquire suitable non- ambulance transportation such as buses for people injured in the disaster as required or requested. Coordinate with BCAS Air Dispatch and the Air Operations Branch for air transportation needs. Coordinate with the Logistics Section to obtain necessary supplies and equipment to support disaster medical operations in the field. Advise Operations Section Chief and Branch Coordinators of all significant events. Prepare Health Services objectives for the EOC Action Plan for each operational period and submit to Operations Section Chief prior to Action Planning meetings. Reinforce the use of proper Procedures for media contacts. This is particularly critical in emergency medical situations where statistical information is requested by the media. Consider need for critical incident stress debriefings for responders and people impacted by the disaster. Ensure proper documentation of plans, actions and decisions.
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Demobilization Phase:
Determine demobilization status of Health Services in the area, and advise Operations Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Ambulance BCAS Branch Coordinator
Comprised of:
Designated BCAS Staff
Responsibilities:
1. Assist in identifying and mobilizing available ambulance and auxiliary ambulance resources as required. 2. Coordinate the transportation of people injured in the disaster and health care personnel to appropriate medical facilities as required.
Reports to:
EOC Operations Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility, as advised. Obtain a briefing from the Operations Section Chief. Assess and anticipate health services required to support the situation.
Operational Phase:
Establish radio or telephone communication with area hospitals and other medical facilities Establish radio or telephone communication with BC Ambulance Regional Dispatch Centre. Determine the status and availability of mutual aid resources in the operational area, specifically industrial first-aiders St. John Ambulance and private / industrial ambulances. Determine the scope of ambulance resources and medical transport needs. Coordinate with the Logistics Section, Transportation Unit, to acquire suitable no ambulance transportation such as buses for people injured in the disaster as required or requested. Coordinate with BCAS Air Dispatch and the Air Operations Branch for air transportation needs
Demobilization Phase:
Determine demobilization status of Ambulance Services in area, and advise Operations
Section Chief.
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Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow-up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Forward any input towards the EOC after Action Report to the Operations Section Chief. Follow the Generic Demobilization Phase Checklist (3.3).
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Planning Section Chief
Responsibilities:
1. Ensures that the following responsibilities of the Planning Section are addressed as required:
Collect, analyze, and display situation information Prepare periodic Situation Reports Prepare and distribute EOC Action Plan and facilitate Action Planning process Track Resources Conduct Advance Planning activities and report Document and maintain files on all EOC activities Provide technical support services to the various EOC sections and branches.
2. Establishes the appropriate level of organization for the Planning Section. 3. Exercises overall responsibility for the coordination of branch / unit activities within the section. 4. Keeps the EOC Director informed of significant issues affecting the Planning Section. 5. In coordination with the other Section Chiefs, ensures that Status Reports are completed and utilized as a basis for EOC Situation Reports, and EOC Action Plans.
Reports to:
EOC Director / Deputy
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to the EOC facility and obtain a briefing from the EOC Director. Ensure that the Planning Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. Based on the situation, activate units within the Planning section as needed and designate Leaders for each unit:
Situation Unit Documentation Unit Advance Planning Branch
Demobilization Branch Recovery Branch Technical Specialists Branch Request additional personnel for the section from Logistics as necessary to maintain a 24-hour operation. Meet with Operations Section Chief; obtain and review any major incident reports.
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Review responsibilities of units in Planning Section; develop plans for carrying out all responsibilities. Make a list of key issues to be addressed by Planning; in consultation with section staff, identify objectives to be accomplished during the initial Operational Period. Keep the EOC Director and EOC Management Team informed of significant events. Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
Operational Phase:
Ensure that Planning position logs and other necessary files are maintained. Ensure that the Situation Unit is maintaining current information for the EOC Situation Report. Ensure that major incident reports and branch status reports are completed by the Operations Section and are accessible by Planning Section. It is recommended to provide a Planning Liaison to Operations Section. Ensure that an EOC Situation report is produced, approved and distributed to EOC Sections, PEP or PREOC at least once, prior to the end of the operational period (others may be produced as directed by EOC Director). 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. Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods. Chair the EOC Action Planning meetings approximately two hours before the end of each operational period. Ensure that objectives for each section are completed, collected and posted in preparation for the next Action Planning meeting. Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period. Work closely with each branch / unit within the Planning Section to ensure the section objectives, as defined in the current EOC Action Plan are being addressed. Ensure that the Advance Planning unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall priorities of the EOC. Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required. Provide technical services, such as environmental advisors and other technical specialists to all EOC sections as required. Ensure that fiscal and administrative requirements are coordinated through the Finance / Administration Section.
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Ensure Risk Management Officer is involved in Action Planning process.
Demobilization Phase:
Ensure Demobilization Plan for the EOC is complete, approved by the EOC Director and distributed to all EOC sections. Oversee preparation of the EOC After Action Report, by the Recovery Unit. Determine demobilization status of all Planning Units and advise the EOC Director. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Planning staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Review EOC After Action Report prior to submitting to EOC Director and Management Team for approval. Follow the Generic Demobilization Phase Checklist (3.3).
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Advance Planning Unit Coordinator
Responsibilities:
1. Develop an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours. 2. Review all available Situation Reports, Action Plans, and other significant documents. 3. Determine potential future impacts of the event or disaster, particularly issues that might modify the overall EOC priorities and objectives. 4. Provide periodic briefings for the EOC Director and Management Team addressing Advance Planning issues. 5. Supervise the Advance Planning Unit.
Reports to:
EOC Planning Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain situation briefing from the Planning Section Chief. Ensure adequate staffing level for the Advanced Planning Unit.
Operational Phase:
Maintain a position log, and other relevant documentation. Review the current Situation Report and include recent updates. Meet individually with the EOC Management Team and determine best estimates of the future direction and outcomes of the event or disaster. Develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 36 to 72 hour time frame. Submit the Advance Plan to the Planning Section Chief for review and approval prior to implementation via briefings with the EOC Director and Management Team. Review Action Planning objectives submitted by each section for the forthcoming operational period. In conjunction with the Management Team, recommend a transition strategy to the EOC Director when EOC activity shifts predominately to recovery operations. Assist Recovery Unit Coordinator in developing initial relief plans.
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Demobilization Phase:
Determine demobilization status of the Advance Planning Unit and advise EOC Planning Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Planning staff or other EOC sections to follow up on. Provide input towards the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Documentation Unit Coordinator
Responsibilities:
1. Collect, organize and file all completed event or disaster related forms, including: all EOC position logs, Situation Reports, EOC Action Plans and any other related information, just prior to the end of each operational period. 2. Provide document reproduction services to EOC staff. 3. Distribute the EOC Situation Reports, EOC Action Plan, and other documents, as requested. 4. Maintain a permanent archive of all Situation Reports and EOC Action Plans associated with the event or disaster. 5. Assist Recovery Unit with preparation and distribution of the EOC After Action Report. 6. Supervise the Documentation Unit.
Reports to:
EOC Planning Section Chief EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain a situation briefing from the Planning Section Chief.
Operational Phase:
Maintain a position log and other relevant documentation. Meet with the Planning Section Chief and Risk Management Officer to determine what EOC materials should be maintained as official records. Initiate and maintain a roster and organization chart of all activated EOC positions to ensure that position logs are accounted for and submitted to the Documentation Unit. Meet with the Recovery Unit Coordinator to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes. Reproduce and distribute approved Situation Reports and EOC Action Plans. Ensure distribution includes the PREOC. Keep extra copies of reports and Plans available for special distribution as required. Set up and maintain document reproduction services for the EOC. Assist the Recovery Unit in preparing the EOC After Action Report.
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Demobilization Phase:
Determine demobilization status of the Documentation Unit and advise the EOC Planning Section Chief. Complete all logs and documentation. Ensure any open actions are assigned to appropriate Planning staff or other EOC sections to follow up on. Assist with distribution of the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Technical Specialists Unit Coordinator
Responsibilities:
1. Provide technical observations and recommendations to the EOC in specialized areas. 2. Ensure that qualified specialists are available in the areas required by the particular event or disaster. 3. Supervise the Technical Specialists Unit.
Reports to:
EOC Planning Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to the EOC facility and obtain a situation briefing from the Planning Section Chief.
Operational Phase:
Maintain a position log and other necessary files. Coordinate technical staff that they are located and mobilized with Logistics Section. Assign technical staff to assist other EOC Sections in coordinating specialized areas of response or recovery. Assign technical staff to assist the Logistics Section with interpreting specialized resource capability and requests. Maintain inventory of technical specialists. On request, prepare to provide centralized technical specialties such as meteorological, fire behaviour or engineering expertise for multiple incident sites.
Demobilization Phase:
Determine demobilization status of the Technical Specialists Unit and advise the EOC Planning Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Technical Staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Provide input towards the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Situation Unit Coordinator
Responsibilities:
1. Oversee the collection, organization, and analysis of disaster situation information, including damage assessments. 2. Ensure that information collected from all sources is validated. 3. Ensure that Situation Reports are developed for dissemination to EOC staff and to the PREOC. 4. Ensure that an EOC Action Plan is developed for each operational period based on objectives developed by each EOC Section. (See EOC 402.) 5. Ensure that an ongoing link is established with the Operations Section for the purpose of collecting accurate situation information in a timely manner. 6. Ensure that all maps, status boards and other displays contain current and accurate information. 7. Supervise the Situation Assessment Unit.
Reports to:
EOC Planning Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to the EOC facility and obtain a briefing from the Planning Section Chief. Ensure there is adequate staff, including Observers (if needed) available to collect and analyze information and facilitate the Action Planning Process. Examples: Observers can be placed in the Operations Section as well as out at the sites to help collect necessary information. Prepare Situation Unit objectives for the initial Action Planning meeting.
Operational Phase:
Ensure position logs and other necessary files are maintained. Assign a Situation Staff member to observe the Operations Section and collect situation status information on a regular basis. Ensure each EOC section & branch provides the Situation Unit with status updates on a regular basis. Oversee the collection and analysis of all incident or disaster related information. Oversee the preparation and distribution of the EOC Situation Report. (See EOC 501.) Coordinate with the Documentation Unit for the reproduction of relevant plans and distribution as required.
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Meet with the Information Officer to coordinate access to current information. Prepare a status report for the EOC Action Planning meeting. (See EOC 401A.) Ensure each EOC section provides their objectives at least 30 minutes prior to each Action Planning meeting. Convene the Action Planning meeting and assist Planning Section Chief in facilitating the 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.) Following the meeting, send approved Action Plan to the Documentation Unit for distribution prior to the next operational period. (See EOC 402.) Ensure that adequate staff members are assigned to maintain all maps, status boards and other displays. Status Board information should include Event Name, PEP Task # and columns for: Sequential Numbering System for new incidents, Date and Time, Incident Details, Response taken (includes activities and resources), Open or Closed Status, and a column for Follow-up Required.
Demobilization Phase:
Determine demobilization status of the Situation Unit and advise the Planning Section Chief. Complete all logs and forms and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Planning staff or other EOC sections to follow up on. Provide input toward the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Demobilization Unit Coordinator
Responsibilities:
1. Develop a Demobilization Plan for the EOC based on a review of all pertinent Planning Section documents, and Situation Reports, and status of EOC priorities and objectives. 2. Supervise personnel assigned to the Demobilization Unit.
Reports to:
EOC Planning Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain a current situation report from the Planning Section Chief.
Operational Phase:
Monitor current EOC Action Plans, Situation Reports, and resource assignment lists. Consult with Section Chiefs, Branch Coordinators, Liaison Officer and EOC Director for demobilization policies and procedures. Draft Demobilization Plan and circulate to the Planning Section Chief EOC Director and EOC Management Team for review. Finalize the Demobilization Plan for approval by the EOC Director. Demobilization Planning must occur at least once during the operational period for as long as EOC Sections are formally staffed. Advise all Section Chiefs to ensure that demobilized staff complete and forward to Documentation Unit all reports, time sheets, and exit surveys prior to leaving the EOC.
Demobilization Phase:
Initiate the Demobilization Plan for the EOC as approved by the EOC Director. Complete all logs and documentation and forward to documentation unit. Ensure all equipment and materials are returned to their proper places. Provide input towards the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Recovery Unit Coordinator
Responsibilities:
1. Assess the requirements for assistance for community and individual recovery from a major emergency or disaster. 2. Identify immediate steps (short-term relief efforts) that can be taken to initiate and speed recovery within the area. 3. Anticipate actions required over the long term to restore local services and return the area to pre-emergency conditions. 4. Supervise the Recovery Unit and all recovery operations unless otherwise directed by the Planning Section Chief and / or EOC Director.
Reports to:
EOC Planning Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain current situation briefing from Planning Section Chief.
Operational Phase:
Establish and maintain position log and other necessary files. Act as the liaison for the EOC and other disaster assistance agencies to coordinate the recovery process. Ensure that short-term relief efforts such as: interim housing, counseling, utility restoration, debris removal, building safety inspections, etc. have been planned for and initiated. Prepare Recovery Plan, including actions required by priority, for recovery of public and private infrastructure, public and private property, mental health, public health, and the social economic fabric. Obtain EOC Director’s approval of plan and disseminate to EOC Management Team. Coordinate recovery plans and Disaster Financial Assistance (DFA) with Cost Accounting Unit. Assist DFA Unit with plans for establishing a “One-Stop Shopping” Recovery Centre, as required.
In consultation with the other Planning Section Units and EOC Management Team prepare the EOC after Action Report.
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Submit after Action Report to Planning Section Chief for review and approval prior to conducting briefings with the EOC Director and Management Team.
Demobilization Phase:
Determine demobilization status of the Recovery Unit and advise the EOC Planning Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Planning staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Follow the Generic Demobilization Phase Checklist (3.3).
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Logistics Section Chief
Responsibilities:
1. Ensure the Logistics function is carried out in support of the EOC. This function includes providing telecommunication services and information technology, locating or acquiring equipment, supplies, personnel, facilities, and transportation as well as arranging for food, lodging, and other support services as required both for the EOC and site requirements. 2. Establish the appropriate level of branch and / or unit staffing within the Logistics Section, continuously monitoring the effectiveness of the organization and modifying as required. 3. Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame. 4. Coordinate closely with the Operations Section Chief to establish priorities for resource allocation within the operational area. 5. Keep the EOC Director informed of all significant issues relating to the Logistics Section. 6. Ensure critical resources are allocated according to EOC Action Plan policy, priorities and direction. 7. Coordinate with ESS Branch Coordinator on the provision of food and lodging for 8. EOC and Site Personnel. 9. Supervise the Logistics Section.
Reports to:
EOC Director / Deputy
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Ensure the Logistics Section is set up properly and that appropriate personnel, equipment and supplies are in place, including maps, status boards, vendor references, and other resource directories. Based on the situation, activate branches / units within the section as needed and designate Branch and Unit Leaders for each element:
Information Technology Branch EOC Support Branch (Facilities, Communications Unit, Computer Unit, Security Unit, Clerical Unit, Systems Unit) Supply Unit Transportation Unit Personnel Unit Resources Branch
Mobilize sufficient section staffing for 24-hour operations. Establish communications with the Logistics Section at the PREOC if activated.
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Advise Units within the section to coordinate with appropriate Branches in the Operations Section to prioritize and validate resource requests from Incident Commanders and DOCs. This should be done prior to acting on a request. Meet with the EOC Director and Management Team to identify immediate resource needs. Meet with the Finance / Administration Section Chief and determine level of purchasing authority for the Logistics Section. Assist Unit Leaders in developing objectives for the Logistics section as well as plans to accomplish their objectives within the first operational period, or in accordance with the EOC Action Plan. Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
Operational Phase:
Ensure that Logistic Section position logs and other necessary files are maintained. Meet regularly with section staff and work to reach consensus on Logistics section objectives for forthcoming operational periods. Provide the Planning Section Chief with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting. Attend and participate in EOC Action Planning meetings. Provide periodic Section Status Reports to the EOC Director and Situation Unit. Ensure that the Supply Unit coordinates closely with the Purchasing Unit in the Finance / Administration Section and that all required documents and procedures are completed and followed. Ensure Supply and Personnel Units coordinate relevant activities with appropriate Functional Branch Coordinators in the various EOC Sections. Ensure that transportation requirements, in support of response operations, are met. Ensure that all requests for facilities and facility support are addressed. Ensure that all resources are tracked and accounted for in cooperation with the Planning Section Resource Unit, as well as resources ordered through Mutual Aid. Provide Section Staff with information updates via section briefings, as required. Provide your relief with a briefing at shift change, informing him / her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Identify high cost resources that could be demobilized early and advise other Section Chiefs. Ensure coordination with Operations before commencing demobilization.
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Determine demobilization status of the Logistics Section and advise the EOC Director. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Logistics staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administrative Section. Provide input towards the EOC after Action Report. Follow the Generic Demobilization Phase Checklist
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Information Technology Branch Coordinator
Responsibilities:
1. Ensure radio, telephone, and computer resources and services are provided to EOC staff as required. 2. Oversee the installation of communications resources within the EOC. Ensure that a communications link is established with Incident Commander(s), DOCs, other EOCs, MROCs and PREOC, if established. 3. Determine specific computer requirements for all EOC positions. 4. Implement available computer systems for internal information management and include message and e-mail systems, as available. 5. Ensure that the EOC Communications Centre is established to include sufficient frequencies to facilitate operations, and that adequate communications operators are available for 24-hour coverage. 6. Develop and distribute a Communications Plan which identifies all systems in use and lists specific frequencies allotted for the event or disaster. 7. Supervise the Communications Branch.
Reports to:
EOC Logistics Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain a situation briefing from Logistics Section Chief. Based on the situation, activate the necessary units within the Information Technology Branch:
Communications Unit Computer Systems Unit
Prepare objectives for the Information Technology Branch; provide them to the Logistics Section Chief as directed. Create email accounts for the following section heads: Director Information Officer Risk Management Liaison Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance Section Chief
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Operational Phase:
Ensure that Information Technology Branch position logs and other necessary files are maintained. Keep all sections informed of the status of communications systems, particularly those that are being restored. Coordinate with all EOC Sections / Branches / Units regarding the use of all communication systems. Ensure that the EOC Communications Centre is activated to receive and direct all event or disaster related communications to appropriate destinations within the EOC. Provide necessary telecommunications when Information Officer establishes a Media Information Centre. Provide necessary telecommunications when Information Officer establishes a toll free Public Information Line or Call Centre. Ensure that adequate communications operators and call takers are mobilized to accommodate each discipline, on a 24-hour basis or as required. Ensure that a communications link, (if available), is established with the PREOC. Continually monitor the operational effectiveness of EOC communication systems. Provide additional equipment as required. Ensure that technical personnel are available for communication equipment maintenance and repair. Mobilize and coordinate amateur radio resources to augment primary communication systems as required. Keep the Logistics Section Chief informed of the status of communication systems. Prepare objectives for the Communications Unit; provide them to the Logistics Section Chief as directed. Refer all contacts with the media to the Information Officer.
Demobilization Phase:
Determine demobilization status of the Information Technology Branch and advise the EOC Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Logistics staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Follow the Generic Demobilization Phase Checklist (3.3).
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EOC Support Branch Coordinator
Responsibilities:
1. Ensure that 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. 2. Ensure food and refreshments are provided to EOC staff. 3. Ensure security measures are taken to secure all facilities from access by unauthorized people. 4. Ensure acquired buildings, building floors, and or workspaces are returned to their original state when no longer needed. 5. Supervise the Support Branch.
Reports to:
EOC Logistics Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain situation briefing from Logistics Section Chief Ensure adequate staffing levels to meet needs of Support Branch.
Operational Phase:
Establish and maintain a position log and other necessary files. Activate Facilities Unit, Security Unit, and Clerical Unit if required. Work closely with the Deputy EOC Director, IT Branch Coordinator, and other sections in determining facilities and furnishings required for effective operation of the EOC. Coordinate with Branches and Units in the Operations Section to determine if assistance with facility acquisition and support is needed at the site level. Arrange for continuous maintenance of acquired facilities, ensuring that utilities and restrooms are operating properly. Keep inventory lists. (See EOC 523.) If facilities are acquired away from the EOC, coordinate with assigned personnel and designate a Facility Manager. Develop and maintain a status board or other reference which 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. Ensure all structures are safe for occupancy and that they comply with appropriate regulations & bylaws.
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Arrange for and supervise food and lodging services for EOC staff. (See EOC 508.) Coordinate activities with ESS Branch Coordinator and Supply Unit Coordinator. Arrange for and supervise security staff for EOC facilities. Arrange for and supervise clerical staff for the EOC. Keep the Logistics Section Chief informed of significant issues affecting the Support Branch.
Demobilization Phase:
As facilities are vacated, coordinate with the facility manager and IT Branch Coordinator to return the location to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility. Determine demobilization status of the EOC Support Branch and advise the EOC Logistics Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Logistics staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Provide input towards the EOC After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Personnel Unit Coordinator
Responsibilities:
1. Provide personnel resources as requested in support of the EOC and Site Operations. 2. Identify, recruit and register staff and volunteers as required. 3. Develop an EOC organization chart. 4. Supervise the Personnel Unit.
Report to:
EOC Logistics Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain situation briefing from Logistics Section Chief.
Operational Phase:
Establish and maintain position log and other necessary files. Check in all incoming EOC personnel. (See EOC 511 and PEP Task Reg. EOC 512.) In conjunction with the Documentation Unit, develop a large poster size EOC organization chart depicting each activated position. Upon check-in, indicate the name of the person occupying each position on the chart. The chart should be posted in a conspicuous place, accessible to all EOC personnel. Coordinate with the Deputy EOC Director and Risk Management Officer to ensure that all EOC staff, including volunteers, receives a current situation and safety briefing upon check-in. Establish communications with volunteer agencies and other organizations that can provide personnel resources. Process all incoming requests for personnel. Identify the number of personnel, special qualifications or training, where they are needed and the person or Unit they should report to upon arrival. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly. Maintain a status board or other reference to keep track of incoming personnel resources. Coordinate with the Deputy EOC Director and Risk Management Officer to ensure access, badging or identification, and proper direction for responding personnel upon arrival at the EOC. Develop shift schedules. (See EOC 503.)
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Assist the Operations Section with ordering of mutual aid personnel resources as required. Coordinate all requests for personnel resources from the functional branches with the EOC Operations Section prior to acting on request. In coordination with the EOC Deputy Director, determine the need for counselling and critical incident stress debriefing for EOC staff and emergency workers; acquire mental health specialists as needed. Arrange for childcare services for EOC personnel as required. Establish and staff registration locations to register volunteers, and issue disaster service worker identification cards. Ensure that accommodation is arranged for out-of-town personnel. Coordinate with ESS Branch and Supply Unit. Coordinate with Transportation Unit ground transportation requirements. Keeps the Logistics Section Chief informed of significant issues affecting the Personnel Unit.
Demobilization Phase:
Determine demobilization status of the Personnel Unit and advise the EOC Logistics Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Logistics staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Provide input towards the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Transportation Unit Coordinator
Responsibilities:
1. In coordination with the Engineering Branch Coordinator, and Planning’s Situation Unit, develop a Transportation Plan to support the EOC Action Plan. 2. Arrange for the acquisition or use of required transportation resources. 3. Coordinate air transportation needs with Air Operations Branch. 4. Supervise the Transportation Unit.
Reports to:
EOC Logistics Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain a situation briefing from the Planning Section Chief.
Operational Phase:
Establish and maintain a position log and other necessary files. Routinely coordinate with the Situation Unit to determine the status of transportation routes in and around the area. Routinely coordinate with the Engineering Branch Coordinator to determine progress of route recovery operations. Develop a Transportation Plan which identifies routes of ingress and egress; thus facilitating the movement of response personnel, the affected population, and movement of resources and materials. Establish contact with local transportation agencies and schools to establish availability of equipment and transportation resources for use in evacuations and other operations as needed. Coordinate transportation activities and needs with Supply and Personnel Units, Branches, Information and Liaison Officers. Keeps the Logistics Section Chief informed of significant issues affecting the Transportation Unit.
Demobilization Phase:
Coordinate return of all transportation resources, no longer required. Determine demobilization status of the Transportation Unit and advise the EOC Logistics Section Chief.
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Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Logistics staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Provide input towards the EOC After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Supply Unit Coordinator
Responsibilities:
1. Oversee the acquisition and allocation of supplies and materials not normally provided through mutual aid or normal agency channels. 2. Coordinate actions with the Finance / Administration Section. 3. Coordinate delivery of supplies and materials as required. 4. Allocate critical resources as required and directed. 5. Supervise the Supply Unit.
Reports to:
EOC Logistics Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain situation briefing from Logistics Section Chief. Ensure adequate staffing levels for Supply Unit.
Operational Phase:
Establish and maintain a position log and other necessary files. Determine if requested types and quantities of supplies and materials are available in inventory or from the area. Determine spending limits with the Purchasing Unit in Finance / Administration. Obtain a list of pre-designated emergency purchase orders as required. Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and materials, and also verify that the request has not been previously filled through another source. Generate an expenditure authorization form for EOC Director signature. In conjunction with the Resource Unit, maintain a status board or other reference depicting supply actions in progress and their current status. (See EOC 515.) Determine if the item can be provided without cost from another jurisdiction or through the PREOC. Determine unit costs of supplies and materials from suppliers and vendors and if they will accept purchase orders as payment, prior to completing the order. Orders exceeding the purchase order limit must be approved by the Finance / Administration Section before the order can be completed.
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If vendor contracts are required for specific resources or services, refer the request to the Finance / Administration Section for development of necessary agreements.
Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pickup and delivery through the Transportation Unit. Coordinate donated goods and services from community groups and private organizations. Consult with ESS Branch Coordinator on procedures for collecting, inventorying, and distributing usable donations. Keep the Logistics Section Chief informed of significant issues affecting the Supply Unit.
Demobilization Phase:
Determine demobilization status of the Supply Unit and advise the EOC Logistics Section Chief. any open actions are assigned to appropriate Logistics staff or other EOC sections to follow-up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Provide input towards the EOC After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Resource Unit Coordinator
Responsibilities:
1. Coordinate with the branches and units in the Operations and Logistics Sections to capture and centralize resource status information. Note: This position tracks resources; it does not obtain or supply them. 2. Develop and maintain resource status boards, and / or other tracking and display systems. 3. Supervise the Resource Unit.
Reports to:
EOC Logistics Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to the EOC facility and obtain a briefing from the Logistics Section Chief. Ensure there is adequate staff to fill the Resource Unit responsibilities.
Operational Phase:
Establish and maintain a position log and other necessary files. Coordinate closely with the Operations Sections Branches and Logistics Section Units particularly Supply, Personnel, and Transportation. Obtain from Logistics Section Chief or EOC Director list of known critical resources. Obtain copies of critical resource requests from the Logistics Section, post the request on a status board and track the progress of the request until filled. Status boards should track requests by providing at a minimum, the following information: date and time of the request, items requested, priority designation (precedence level), time the request was processed and estimated time of arrival or delivery to the requesting party. Work closely with Operations and Logistics and assist in notifying requesting parties of the status of their resource request. This is particularly critical in situations where there will be delays in filling the request. An additional status board may be developed to track resource use by the requesting party. Information categories might include the following: actual arrival time of the resource, location of use, and an estimate of how long the resource will be needed. Keep in mind that it is generally not necessary to track mutual aid resources unless they are ordered through the Logistics Section.
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Demobilization Phase:
Keep Demobilization Unit informed of committed resources. Determine demobilization status of the Resource Unit and advise the Planning Section Chief. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Logistics Staff or other EOC sections to follow up on. Ensure that all expenditures and financial claims have been coordinated through the Finance / Administration Section. Provide input towards the EOC after Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Finance / Administration Section Chief
Responsibilities:
1. Ensure that all financial records are maintained throughout the event or disaster. 2. Ensure that all on-duty time is recorded and collected for all personnel. 3. Ensure there is a continuum of the payroll process for all employees responding to the event. 4. In consultation with EOC Director determine spending limits, if any, for Logistics, Operations, and Management Staff. 5. Ensure that workers’ compensation claims, resulting from the response are processed within a reasonable time, given the nature of the situation. 6. Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation. 7. Activate units within the Finance / Administration Section as required; monitor section activities continuously and modify the organization as needed. 8. Ensure that all recovery documentation and Disaster Financial Assistance paperwork is accurately maintained and submitted to PEP. 9. Supervise the Finance / Administration Section.
Reports to:
EOC Director / Deputy
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Ensure that the Finance / Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place. Based on the situation, activate Units within Section, as needed, and designate Unit Coordinators for each element:
Time Unit Purchasing Unit Compensation and Claims Unit Cost Unit
Ensure that sufficient staff is available for a 24-hour schedule, or as required. Consult with EOC Director for spending limits. Meet with the Logistics and Operations Section Chiefs and review financial and administrative requirements and procedures; determine the level of purchasing authority to be delegated to each. Meet with all Unit Coordinators and ensure that responsibilities and procedures are clearly understood.
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In conjunction with Unit Coordinators, determine the initial Finance / Administration Action Planning objectives for the first operational period. Notify the EOC Director when the Finance / Administration Section are operational. Adopt a proactive attitude, anticipating situations and problems before they occur.
Operational Phase:
Ensure that Finance / Administration position logs and other necessary files are maintained. Note: Jurisdiction should use the same financial, cost accounting and time sheet forms used in non-emergency times. Ensure that displays associated with the Finance / Administrative Section are current, and that information is posted in a legible and concise manner. Participate in all Action Planning meetings. Provide cost estimates to Action Planning Process. Brief all Unit Coordinators and ensure they are aware of the EOC priorities particularly those affecting the Finance / Administration Section, as defined in the Action Plan. Keep the EOC Director, Management Team, and Elected Officials aware of the current fiscal situation and other related matters, on an ongoing basis. Ensure that the Cost Unit maintains all financial records throughout the event or disaster. Ensure that the Time Unit tracks and records all agency staff time. In coordination with the Logistics and Operations Sections, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner. Ensure that the Compensation and Claims Unit Processes all workers’ compensation claims, resulting from the disaster, in a reasonable timeframe, given the nature of the situation. Ensure that the Time Unit processes all time sheets and travel expense claims promptly. Ensure that all cost documentation and Disaster Financial Assistance is accurately maintained by the Cost Unit during the response, and submitted on the appropriate forms to PEP.
Demobilization Phase:
Determine demobilization status of the Finance / Admin Section and advise the EOC Director. Ensure that all expenditures and financial claims have been processed and documented. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Finance / Administration staff or other EOC sections to follow up on. Provide input towards the EOC After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Compensation and Claims Unit Coordinator
Responsibilities:
1. Oversee the investigation of injuries and property / equipment damage claims arising out of the emergency. 2. Complete all forms required by Worker's Compensation Act. 3. Maintain a file of injuries and illnesses associated with the event or disaster including results of investigations. 4. Liaise and consult with the Risk Management Officer on all injury claims. 5. Supervise the Compensation and Claims Unit.
Reports to:
EOC Finance / Administration Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain a situation briefing from Finance / Administration Section Chief.
Operational Phase:
Establish and maintain a position log and other necessary files. Maintain a chronological log of injuries and illnesses, and property damage reported during the event or disaster. Ensure all injury and damage claims are investigated as soon as possible. Prepare appropriate forms for all verifiable injury claims and forward them to WCB within the required timeframe consistent with the jurisdictions and / or PEP policies and procedures. Coordinate with the Risk Management Officer regarding loss control and the mitigation of hazards. Forward copies of equipment or property damage claims to the Recovery Unit, Cost Accounting Unit and Risk Management Officer. Keep the Finance / Administration Section Chief informed of significant issues affecting the Compensation and Claims Unit.
Demobilization Phase:
Determine demobilization status of the Compensation and Claims Unit and advise the EOC Finance / Administration Section Chief.
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Ensure that all expenditures and financial claims have been processed and documented. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow-up on. Provide input towards the EO Phase Checklist (3.3).
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Disaster Response Plan
Cost Accounting Unit Coordinator
Responsibilities:
1. Collect and maintain documentation of all disaster information for reimbursement through PEP. 2. Gather fiscal recovery information from agencies providing emergency response, support and assistance. 3. Prepare and maintain a cumulative cost report for the event or disaster. 4. Prepare and coordinate disaster financial assistance documents and claims with PEP and / or PREOC. 5. Supervise the Cost Accounting Unit and all financial assistance operations.
Reports to:
EOC Finance / Administration Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain a situation briefing from the Finance / Administration Section Chief.
Operational Phase:
Establish and maintain a position log and other necessary files. Compute costs for use of equipment owned, rented, donated or obtained through aid. Obtain information from the Resource Unit regarding equipment use times. Ensure that PEP has provided a task number for the incident. Ensure all EOC Sections are provided with relevant PEP task numbers. Ensure that each section is documenting cost recovery information from the onset of the event or disaster; collect required cost recovery documentation daily at the end of each shift. Advise staff of Disaster Financial Assistance rules and procedures. Meet with the Documentation Unit Coordinator and review EOC position logs, journals, all status reports and Action Plans to determine additional cost recovery items that may have been overlooked. Prepare Disaster Financial Assistance documentation necessary to recover all allowable emergency response funds and financial assistance from PEP. Contact PEP DFA Coordinator for assistance and guidance. Act as the liaison with PEP’s DFA Adjusters and Coordinator. Contact and assist Incident Commander(s) and Branch Coordinators in obtaining their response agencies cumulative cost totals for the event or disaster, on a daily basis.
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Prepare and maintain a cost report for the Finance / Administration Section Chief, EOC Director, and Situation Unit. The report should provide cumulative analyses, summaries, and total emergency related expenditures for the local authority jurisdiction. In coordination with Documentation Unit organize and prepare records for PEP. Organize and prepare records for final audit. Assist Planning Section with preparation of the EOC after Action Report. Keep the Finance / Administration Section Chief informed of all significant issues involving the Cost Accounting Unit.
Demobilization Phase:
Determine demobilization status of the Cost Accounting Unit and advise the EOC Finance / Administration Section Chief. Ensure that all expenditures and financial claims have been processed and documented. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Finance / Administration Section staff or other EOC sections to follow up on. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Procurement Unit Coordinator
Responsibilities:
1. Coordinate vendor contracts not previously addressed by existing approved vendor lists. 2. Coordinate with Supply Unit and Operations Section on all matters involving the purchase, hire, contract, rental and leases. 3. Supervise the Procurement Unit.
Reports to:
EOC Finance / Administration Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain situation briefing from Finance / Administration Section Chief.
Operational Phase:
Establish and maintain position logs and other necessary files. Review emergency procurement procedures. Provide sufficient copies of Expenditure Authorization Form. Prepare and sign contracts as needed; obtain concurrence from the Finance / Administration Section Chief. Ensure that all EOC personnel know financial processes. Ensure that all contracts identify the scope of work and specific site locations. Negotiate rental and lease rates not already established, or purchase price with vendors as required. Identify and report vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during disasters. Finalize all agreements and contracts, as required. Verify costs data in the pre-established vendor contracts and / or agreements. In coordination with the Logistics and Operations Sections, ensure that the Procurement Unit processes Expenditure Authorization Forms and Purchase Orders and develops contracts in a timely manner. Keep the Finance / Administration Section Chief informed of all significant issues involving the Procurement Unit
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Disaster Response Plan
Demobilization Phase:
Determine demobilization status of the Procurement Unit and advise the EOC Finance / Administration Section Chief. Ensure all expenditures and financial claims have been processed and documented. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate staff or other EOC sections to follow up on. Provide input towards the EOC After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Time Unit Coordinator
Responsibilities:
1. Track, record, and report all on-duty time for personnel, including hired and contracted, working during the event or disaster. 2. Ensure that hired and contracted personnel time records, travel expense claims and other related forms are prepared and submitted to budget and payroll office. 3. Supervise the Time Unit.
Reports to:
EOC Finance / Administration Section Chief or EOC Director
Activation Phase:
Follow the Generic Activation Phase Checklist (3.3). Report to EOC facility and obtain situation briefing from Finance / Administration Section Chief.
Operational Phase:
Establish and maintain position logs and other necessary files. Initiate, gather, or update time reports (use jurisdictions regular payroll time sheets) from all personnel, including volunteers assigned to each shift; ensure that time records are accurate and prepared according to policy. Obtain completed personnel Check-in Lists (EOC 511) from the Personnel Unit. Must include all EOC Personnel as well as personnel assigned to the Site level. 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. Establish a file for each employee or volunteer within the first operational period to maintain a fiscal record for as long as the employee is assigned to the response. Keep the Finance / Administration Section Chief informed of significant issues affecting the Time Unit.
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Disaster Response Plan
Demobilization Phase:
Determine demobilization status of the Time Unit and advise the EOC Finance / Administration Section Chief. Ensure that all expenditures and financial claims have been processed and documented. Complete all logs and documentation and forward to Documentation Unit. Ensure any open actions are assigned to appropriate Finance / Administration Section staff or other EOC sections to follow-up on. Provide input towards the EOC After Action Report. Follow the Generic Demobilization Phase Checklist (3.3).
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Disaster Response Plan
Critical Incident Stress Information Sheets
You have experienced a traumatic event or a critical incident (any event that causes unusually strong emotional reactions that have the potential to interfere with the ability to function normally). Even though the event may be over, you may now be experiencing or may experience later, some strong emotional or physical reactions. It is very common, in fact quite normal, for people to experience emotional aftershocks when they have passed through a horrible event.
Sometimes the emotional aftershocks (or stress reactions) appear immediately after the traumatic event. Sometimes they may appear a few hours or a few days later. And, in some cases, weeks or months may pass before the stress reactions appear.
The signs and symptoms of a stress reaction may last a few days, a few weeks, a few months, or longer, depending on the severity of the traumatic event. The understanding and the support of loved ones usually cause the stress reactions to pass more quickly. Occasionally, the traumatic event is so painful that professional assistance may be necessary. This does not imply craziness or weakness. It simply indicates that the particular event was just too powerful for the person to manage by himself.
THINGS TO TRY:
WITHIN THE FIRST 24 - 48 HOURS periods of appropriate physical exercise, alternated with relaxation will alleviate some of the physical reactions. Structure your time; keep busy. You’re normal and having normal reactions; don’t label yourself crazy. Talk to people; talk is the most healing medicine. Be aware of numbing the pain with overuse of drugs or alcohol, you don’t need to complicate this with a substance abuse problem. Reach out; people do care. Maintain as normal a schedule as possible. Spend time with others. Help your co-workers as much as possible by sharing feelings and checking out how they are doing. Give yourself permission to feel rotten and share your feelings with others. Keep a journal; write your way through those sleepless hours.
Do things that feel good to you. Realize those around you are under stress.
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Don’t make any big life changes. Do make as many daily decisions as possible that will give you a feeling of control over your life, i.e., if someone asks you what you want to eat, answer him even if you’re not sure. Get plenty of rest. Don’t try to fight reoccurring thoughts, dreams or flashbacks - they are normal and will decrease over time and become less painful. Eat well-balanced and regular meals (even if you don’t feel like it).
FOR FAMILY MEMBERS & FRIENDS
Listen carefully. Spend time with the traumatized person. Offer your assistance and a listening ear if (s)he has not asked for help. Reassure them that they are safe. Help them with everyday tasks like cleaning, cooking, caring for the family, minding children. Give them some private time. Don’t take his anger or other feelings personally. Don’t tell him that he is “lucky it wasn’t worse;” a traumatized person is not consoled by those statements. Instead, tell him that you are sorry such an event has occurred and you want to understand and assist him.
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Stakeholders
BC Hydro Health Canada
Fraser Health Authority Metro Vancouver Regional District
BC Transit Ministry of Agriculture and Land
Business Improvement Association Ministry of Transportation & Highways
Canadian Food Inspection Agency Private Schools
Canadian Pacific Railway Police
Chamber of Commerce Salvation Army
City of Burnaby School District 43
City of Coquitlam Shaw Cable Society for the Prevention of Cruelty to City of Port Coquitlam Animals (SPCA) Coast Mountain Bus Lines St John Ambulance
Department of National Defense (DND) Telus
Emergency Management BC (PEP) Translink
Fortis Gas
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Acronyms This list of acronyms is for reference purposes as they are often heard and utilized within an Emergency Operations Centre environment. It is by no means a complete list.
ADRA Adventist Development and Relief Agency BCAS British Columbia Ambulance Service BCERMS British Columbia Emergency Response Management System CAF Canadian Armed Forces CBRNE Chemical, Biological, Radiological, Nuclear & Explosives CCG Central Coordination Group CCRU Community Crisis Response Units CDCC Canadian Disaster Child Care CEPR Community Emergency Program Review CFIA Canadian Food Inspection Agency CPM City of Port Moody CRCS Canadian Red Cross Society CRIB Central Registry and Inquiry Bureau CUPE Canadian Union of Public Employees DCAP Disaster Community Assistance Program DFA Disaster Financial Assistance DHS United States Department of Homeland Security DND Department of National Defense DOD Department of Defense (US) DOC Department Operations Centre DPAC District Parent Advisory Committee EHS Emergency Health Services EMC Emergency Management Committee EMBC Emergency Management British Columbia EOC Emergency Operations Centre EPO Emergency Program Officer EOCD Emergency Operations Centre Director EPICC Emergency Preparedness for Industry and Commerce Council EMPPC Emergency Measures Policy & Planning Committee ESB ESS Staffing Bureau ESS Emergency Social Services ESSA Emergency Social Services Association ESSD Emergency Social Services Director
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FEMA Federal Emergency Management Agency (DHS) FNESS First Nations Emergency Services Society FR Family Reunification FSC Finance Section Chief GIS Geographical Information System HC Health Canada HSO Health and Safety Officer IC Incident Commander ICP Incident Command Post ICS Incident Command Site INAC Indian and Northern Affairs Canada IO Information Officer JEPP Joint Emergency Preparedness Program JIBC Justice Institute of BC LO Liaison Officer LSC Logistics Section Chief MAF Ministry of Agriculture and Food MHR Ministry of Human Resources MOE Ministry of Environment MOF Ministry of Forests MOT Ministry of Transportation OSC Operations Section Chief OVERBC Organizations Volunteering for Emergency Recover in BC PECC Provincial Emergency Coordination Centre PEP Provincial Emergency Program PIO Public Information Officer PSC Planning Section Chief PHSA Provincial Health Services Authority PHAC Public Health Agency of Canada RMO Risk Management Officer PREOC Provincial Regional Emergency Operations Centre RECC Regional Emergency Coordination Centre SAR Search and Rescue SC Site Command SCP Site Command Post SD43 School District 43 SO Safety Officer TEAMS Temporary Emergency Assignment Management System
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WALP Ministry of Water, Air, Land and Parks WSB Work Safe British Columbia (formerly Workers’ Compensation Board) WEMD Washington State Emergency Management Division
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City of Port Moody Hazard, Risk & Vulnerability (HRVA) Profile
The City of Port Moody conducts an annual Hazard, Risk and Vulnerability Analysis (HRVA) to help us make risk-based choices to address vulnerabilities, mitigate hazards and prepare for response to and recovery from hazardous events in our city. Risk-based means based on informed choices of alternate unwanted outcomes. In other words, communities make risk reduction choices based on the acceptability of consequences and the frequency of hazards
Hazard:
Is a situation or source for causing potential harm in terms of human injury.
Risk:
Is the chance of injury or loss as defined as a measure of the probability and severity of an adverse effect to safety, health, property, then environment or other things of value.
Vulnerability:
People, property. Infrastructure, industry and resources or the environment that are particularly exposed to potential adverse effects from a hazard event. The four groups of vulnerabilities to consider are social, physical, economic and environmental
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Risk Priority Matrix (City of Port Moody - October 17, 2012)
Very Low Low High Very High
Frequent or
6 very likely
(Risk Index: 15) DANGEROUS GOODS SPILL, (Risk Index: 20) LANDSLIDE, FIRE – DEBRIS FLOW INTERFACE & OR Moderate or WILDFIRE, 5 SUSIDENCE, likely TRANSPORT SEVERE ACCIDENT - WEATHER, RAIL TRANSPORT ACCIDENT ROAD (Risk Index: 8) EPIDEMIC – (Risk Index: 12) ANIMAL, TRANSPORT Occasional EPIDEMIC – 4 ACCIDENT slight chance HUMAN, MARINE INFRASTRUCTURE FAILURE
(Risk Index: 12) (Risk Index: 9) (Risk Index: 3) (Risk Index: 6) EARTHQUAKE, Unlikely EXPLOSION OR 3 STORM SURGE FLOOD FIRE- improbable EMISSIONS INDUSTRIAL
Highly unlikely 2 (rare event
(Risk Index:2) OTHER TRANSPORT 1 Very rare event HAZARDS? ACCIDENT – AIR, TSUNAMI 1 2 3 4
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Risk Priority List
PRIORITY HAZARD & RISK INDEX (Risk Index: 20) 1 FIRE – INTERFACE & WILDFIRE TRANSPORT ACCIDENT - RAIL (Risk Index: 15) DANGEROUS GOODS SPILL LANDSLIDE DEBRIS FLOW or 2 SUBSIDENCE SEVERE WEATHER TRANSPORT ACCIDENT - ROAD (Risk Index: 12) 3 EARTHQUAKE FIRE - INDUSTRIAL (Risk Index: 12) 4 TRANSPORT ACCIDENT - MARINE (Risk Index: 9) 5 EXPLOSON OR EMISSIONS (Risk Index: 8) EPIDEMIC – ANIMAL 6 EPIDEMIC – HUMAN INFRASTRUCTURE FAILURE (Risk Index: 6) 7 FLOOD (Risk Index: 3) 8 STORM SURGE (Risk Index: 2) 9 TRANSPORT ACCIDENT – AIR TSUNAMI
No hazards with likelihood or impacts assigned “Don’t Know”
Hazards with specific vulnerability or capability issues to consider (Response of “Don’t Know” or “True)
HAZARD REQUIRES MITIGATION or ASSESSMENT CRITICAL FACILITY FAILURE VULNERABLE POPULATION CRITICAL FACILITY FAILURE VULNERABLE AREAS CLOSE TO HAZARD DANGEROUS GOODS SPILL VULNERABLE POPULATION DANGEROUS GOODS SPILL VULNERABLE AREAS CLOSE TO HAZARD EARTHQUAKE VULNERABLE POPULATION
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EARTHQUAKE VULNERABLE AREAS CLOSE TO HAZARD EPIDEMIC ANIMAL VULNERABLE POPULATION EPIDEMIC ANIMAL VULNERABLE AREAS CLOSE TO HAZARD INADEQUATE HAZARD-SPECIFIC CONTINGENCY EPIDEMIC ANIMAL PLANS EPIDEMIC HUMAN VULNERABLE POPULATION EPIDEMIC HUMAN VULNERABLE AREAS CLOSE TO HAZARD EPIDEMIC HUMAN INADEQUATE HAZARD-SPECIFIC CONTINGENCY PLANS EXPLOSION OR EMISSIONS VULNERABLE POPULATION EXPLOSION OR EMISSIONS VULNERABLE AREAS CLOSE TO HAZARD FIRE- INDUSTRIAL VULNERABLE POPULATION FIRE - INDUSTRIAL VULNERABLE AREAS CLOSE TO HAZARD FIRE – INTERFACE & WILDFIRE VULNERABLE POPULATION FIRE – INTERFACE & WILDFIRE VULNERABLE AREAS CLOSE TO HAZARD FLOOD VULNERABLE AREAS CLOSE TO HAZARD INFRASTRUCTURE FAILURE VULNERABLE POPULATION INFRASTRUCTURE FAILURE VULNERABLE AREAS CLOSE TO HAZARD LANDSLIDE, DEBRIS FLOW OR VULNERABLE POPULATION SUBSIDENCE LANDSLIDE, DEBRIS FLOW OR VULNERABLE AREAS CLOSE TO HAZARD SUBSIDENCE SEVERE WEATHER VULNERABLE POPLUATION SEVERE WEATHER VULNERABLE AREAS CLOSE TO HAZARD STORM SURGE VULNERABLE POPLUATION STORM SURGE VULNERABLE AREAS CLOSE TO HAZARD TERRORISM VULNERABLE POPLUATION TERRORISM VULNERABLE AREAS CLOSE TO HAZARD TERRORISM INADEQUATE HAZARD-SPECIFIC CONTINGENCY PLANS TRANSPORT ACCIDENT - AIR VULNERABLE POPLUATION TRANSPORT ACCIDENT - AIR VULNERABLE AREAS CLOSE TO HAZARD TRANSPORT ACCIDENT - AIR INADEQUATE HAZARD-SPECIFIC CONTINGENCY PLANS TRANSPORT ACCIDENT - MARINE VULNERABLE POPLUATION TRANSPORT ACCIDENT - MARINE VULNERABLE AREAS CLOSE TO HAZARD TRANSPORT ACCIDENT - MARINE INADEQUATE HAZARD-SPECIFIC CONTINGENCY PLANS TRANSPORT ACCIDENT - RAIL VULNERABLE POPLUATION TRANSPORT ACCIDENT - RAIL VULNERABLE AREAS CLOSE TO HAZARD TRANSPORT ACCIDENT - ROAD VULNERABLE POPLUATION
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TRANSPORT ACCIDENT - ROAD VULNERABLE AREAS CLOSE TO HAZARD TSUNAMI VULNERABLE POPLUATION TSUNAMI VULNERABLE AREAS CLOSE TO HAZARD
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Emergency References
BC Association of Emergency Managers: http://www.bcaem.ca BC Centre for Disease Control: http://www.bccdc.ca/default.htm BC Hydro: http://www.bchydro.com Canadian Food Inspection: http://www.inspection.gc.ca Canadian Risk and Hazard Network: http://www.crhnet.ca Cascadia Region Earthquake Workgroup: http://www.crew.org/index.php Disaster Recovery of Canada: http://www.dri.ca Emergency Social Services: www.ess.bc.ca First Nations Emergency Services Society of BC: http://www.fness.bc.ca Fortis Gas: http://www.terasengas.com/ Health Canada on Line: http://www.hc-sc.gc.ca/home-accueil/search-recherche/a-z-eng.php Health Link: http://www.healthlinkbc.ca/healthguide.stm Ministry of Environment: Flood advisories and warnings: http://bcrfc.env.gov.bc.ca/warnings/index.htm Water Supply and drought advisories: http://bcrfc.env.gov.bc.ca/bulletins/index.htm Collection, quality assurance, analysis and archiving of snow data: http://bcrfc.env.gov.bc.ca/data/index.htm Ministry of Transportation – Disaster Response Routes: http://bcrfc.env.gov.bc.ca/data/index.htm Ministry of Transportation – Road Conditions: http://www.drivebc.ca Provincial Emergency Program: www.pep.bc.ca Union of BC Municipalities: http://www.ubcm.ca
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Terms of Reference
Action Plan (See Incident Action Plan.)
Agency An agency is a division of government/nongovernmental organization with specific functions.
Agency Dispatch The agency or jurisdictional facility from which resources are allocated to incidents
Agency Executive or Administrator Chief Executive Officer of the agency or jurisdiction that has responsibility for the incident
Agency Representative(s) An individual who has been designated and given authority to make decisions on behalf of the agency on matters affecting the incident. Agency Representatives report to the Liaison Officer.
Assigned Resources Resources checked in and assigned work task on an incident
Assignments Tasks given to resources to perform within a given operational period, based upon tactical objectives in the Incident Action Plan.
Branch An organizational level which has responsibility for parts of the incident operations.
British Columbia Response Management System (BCERMS) The British Columbia Response Management System is a management structure that clarifies and coordinates a response.
Chain of Command A series of positions in order of authority.
Check – In The process whereby employees, personnel, management, agencies and volunteers sign in on a PEP Task Registration Form.
Chief The title for individuals responsible for management of a functional section.
Command The act of controlling and directing resources through explicit authority.
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Coordination The process of systematically analyzing a situation, developing relevant information and Informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process does not involve dispatch actions. Personnel are responsible for coordination and may perform command or dispatch functions within the limits established by specific agency delegations procedures and legal authority.
Coordination Centre Term used to describe any common facility that is used for the coordination of jurisdictional or other agency resources in support of one or more incidents.
Coordinator The BCERMS title for the individual responsible for coordination of functional sections. The term Coordinator is used at the EOC, PREOC and PECC.
Critical Resource Material, personnel and finances that are in short supply that are needed by more than one responding agency and are in high demand.
Department Operations Centre (DOC) A group separated from the EOC that coordinates departmental activities in support of the department’s responsibilities. DOCs interact with the overall EOC and their agency representatives.
Deputy A qualified individual who can be delegated the authority to manage or perform a specific task.
Direction Directions given by the Operations Section Chief appropriate for the selected strategy.
Director(s) The title given to individuals responsible for the supervision of the EOC.
Disaster As defined in the Emergency Program Act, a “disaster” means a calamity that:
Is caused by accident, fire, explosion, or technical failure or by the forces of nature. Has resulted in serious harm to the health, safety or welfare of people, or in widespread damage to property. A disaster that impacts CPM would more than likely result in the requirement for external resources or assistance.
Disaster Response Route Pre-determined transportation routes within the Greater Vancouver Regional District that are
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Dispatch The implementation of a command decision to move a resource or resources from one place to another.
Emergency A situation defined by the Emergency Program Act, Environment Management Act and other provincial acts and regulations.
Emergency Operations Centre (EOC) A facility established by an agency to coordinate the overall response.
Emergency Program Coordinator An individual that has the authority and responsibility for coordination of emergency management for their jurisdiction.
Emergency Response Plan The plan that each jurisdiction has and maintains for responding to incidents based on hazard and risk analysis.
EOC Management This refers to the EOC Director, Liaison Officer, Risk Manager Officer and Information Officer.
EOC Management Team This refers to the EOC Director, Liaison Officer, Risk Manager Officer, Information Officer and all EOC Section Chiefs.
Essential Services Essential services are those that are required to continue during a crisis, whether it is a disaster or an emergency. Essential services in this plan will refer to those only in the emergency or disaster context.
Event An occurrence based on a hazard identified (i.e. earthquake, interface fire or flood).
Extraordinary Resources The resources required for response or recovery that are unusual and/or have significant cost implications. Extraordinary resource request must go through the EOC Director
Function The BCERMS reference to the five major components and also sometimes referred to in describing an activity.
Incident(s) An occurrence either human-caused or by natural phenomena, that requires emergency response.
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Incident Action Plan Contains objectives summarizing strategy and specific tactical actions and supporting information for the next operational period. The plan should have a number of forms attachments (e.g., safety plan, communications plan, map, etc.).
Incident Commander The individual responsible for the management of all operations at the incident site.
Incident Command Post (ICP) The location at which the primary command functions are executed. It may be located at the site of the incident.
Incident Command System 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
Jurisdiction The range or sphere of authority. Agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation.
Jurisdictional Agency An agency having jurisdictional responsibility for a distinctive geographical area.
Life Safety Refers to the joint consideration of both the life and physical well-being of individuals.
Managers Individuals that are assigned specific managerial responsibilities.
Management by Objectives In BCERMS this is a top-down management activity that involves a three-step process to achieve the goals. The steps are establishing the incident objectives selecting the appropriate strategy (s) to achieve the objectives and implementing the strategy.
Mobilization The process and procedures used by all agencies and organizations activating assembling and transporting all resources that have been requested to respond to or support an incident.
Multi Agency Incident An incident requiring action from multiple agencies that have statutory responsibility for incident mitigation.
Mutual Aid Agreement Written agreements between agencies and / or jurisdictions that have agreed to assist each other upon request.
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Officer The title for the person responsible for the Command Staff positions of Safety, Liaison, and Information
Operational Guidelines An agencies written procedure (s) that establishes a commonly accepted course of action and specified the functional limitations of personnel in performing emergency operations.
Operational Period The period of time scheduled for processing of a given set of operational actions as specified in the action plan. Operational Periods can be of various lengths, although usually not over 24 hours.
Planning Meeting A meeting held throughout the duration of an incident, to select specific strategies. On larger incidents the planning meeting is a major element in development of the Incident Action Plan.
Provincial Central Coordination Level A coordination level within the BC Emergency Response Management System, which is activated to coordinate all provincial resources. This level interacts with the Provincial Regional Coordination Level.
Provincial Emergency Coordination Centre (PECC) Provincial Emergency Coordination Centre will be established to manage activities at the Provincial Central Coordination Level.
Provincial Regional Coordination Level A coordination level which coordinates provincial resources on a regional basis. This level interacts with Municipal and Ministry EOCs.
Provincial Regional Emergency Operations Centre (PREOC) A Provincial Regional Operations Centre manages activities at the Provincial Regional Coordination Level and coordinates the joint efforts of government/non-government agencies.
Radio Cache A supply of radios stored in a pre-determined location for assignments to incidents
Recovery The activity that occurs after or during the response phase of an emergency and the immediate threat no longer exists.
Resources The personnel and equipment available for assignment during emergency incidents.
Risk Management Risk Management is the process of making and carrying out decisions that will minimize the adverse effects of injuries, accidental losses and liability upon an organization.
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Section The organizational level responsible for a functional area.
Section Chief An individual responsible for the command of the Operations, Planning, Logistics, or Finance/Administration sections.
Segment A geographical area in which a task force/strike team leader or supervisor of a single resource is assigned authority and responsibility for the coordination of resources and implementation of planned tactics. A segment may be a portion of a division or an area inside or outside the perimeter of an incident. Segments are identified with Arabic numbers.
Span of Control Used to maintain supervisory levels within a command structure which is 1 to 5 with no more than 7 individuals reporting to a supervisory level.
State of Local Emergency The state that is required to obtain extraordinary powers to effectively respond to an emergency or disaster. A declaration is made by council and must be approved by the Province.
Strategy The general plan or direction selected to accomplish incident objectives.
Supervisors The title for individuals responsible for command of a branch or unit.
Supporting Agency The term used in the BCERMS to designate assisting and cooperating agencies.
Supporting Materials Refers to the several attachments that may be included with an action plan.
Support Resources Non-tactical resources under the supervision of the BCERMS sections.
Technical Specialists Personnel with special skills that can be used where required within the BCERMS organization.
Unit(s) The organizational element having functional responsibility for a specific activity.
Unity of Command The concept by which each person within an organization reports to one and only one designated person.
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Evacuation Contingency Plan
SECTION 10
EVACUATION/EMERGENCY RESPONSE CONTINGENCY PLAN
The Emergency Program Act (1993) permits the head of a local authority to declare a State of Local Emergency which allows the local authority to order an evacuation.
An evacuation may also be ordered by the provincial minister responsible for the Emergency Program Act (1993) if a State of Emergency (provincial) is declared.
An order to evacuate can also be given under certain conditions by a fire commissioner under Section 25 of the Fire Services Act (Rs1979, c.133) or by a peace officer or forest officer under Section 115.1 of the Forest Act (Rs1979,c.140).
In some cases, clear and obvious risks will dictate the need for evacuation while in other cases a precautionary evacuation may be justified to avoid an expected risk. Circumstances may also exist where it may be better for people to remain in their homes to avoid subjecting them to having to move through hazardous areas or conditions such as toxic gases.
For the purpose of planning for a disaster or major emergency which may occur, the city has been divided into ten (10) geographic areas with the waters of Burrard Inlet included. This will allow for minor evacuations of limited areas or a major evacuation for events affecting a larger portion of the population of the city. These areas were identified based upon access and egress routes, natural and man-made boundaries, and identified pre-existing high risk potential disaster locations. Included in the planning for each area are:
description of area boundaries probable disaster locations emergency response routes staging areas closed areas evacuation routes response if evacuation not necessary, and emergency parking areas
These areas are not mutually exclusive. A disaster may affect one area in which case the plan for that area alone would be implemented, however, in a number of cases, the plans for adjoining areas may have to be implemented as well. In the event of a large scale disaster or major emergency, all ten plans will have to be implemented as a whole.
When preparing the plan, the following disasters/major emergencies were considered: air crash explosion building collapse
earthquake
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fire flood landslide major motor vehicle incident marine incident rail incident dangerous goods spill/incident other natural and man-made catastrophes
The emergency response and evacuation routes identified in the plan are intended as recommended routes and should be used as a guideline. The possible scenarios and eventualities of any disaster are too numerous to account for, thus members must remain flexible and adapt to the situation as it presents itself by making use of the routes available.
NOTE:
The major routes that lead out of the City are the following: Barnet Highway (west) Clarke Road Gatensbury Road Moray Street Dewdney Trunk Road Barnet Highway (east) Guildford Way Noons Creek Drive Heritage Mountain Boulevard First Avenue
Traffic should be directed to the closest available safe route out of the city, ideally in the opposite direction of responding emergency vehicles.
It must be borne in mind that response to or evacuation from an area may not be available by land and may necessitate the crossing of Burrard Inlet by utilizing the resources available from:
Coast Guard and Coast Guard Auxiliary Vancouver Harbour Master Vancouver Police Department Marine Squad Coquitlam and North Vancouver RCMP Marine Units Seabus Commercial marine two (tug) companies Burrard Water Taxi BC Ferry Fireboats Private pleasure craft owners
Locations to evacuate by water can be limited due to low tides. The locations with the best deep water access at low tide are Ioco Yacht Club on the north side and Reed Point Marina on the south side.
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Events may make it impractical for evacuees to leave an area by private vehicle or it may be preferable to use mass commercial transportation from evacuation points in which cases the following may be used:
BC Transit vehicles Handi-dart vehicles (for physically disabled) School buses Private commercial buses
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