CITY OF VERNON Emergency Management Plan. For more information, contact: Vernon Fire Rescue Services Phone:

Transcription

1 CITY OF VERNON Emergency Management Plan For more information, contact: Vernon Fire Rescue Services Phone:

2 Version: Final Page 2

3 TABLE OF CONTENTS 1.0 INTRODUCTION Emergency Management Framework Vulnerabilities based on Hazards, Risks and Vulnerability Assessment (HRVA) Purpose of this Plan Situation and Assumptions Authorities Provincial Legislations City Emergency Program Bylaw Declaring a State of Local Emergency Plan Activation CITY EMERGENCY MANAGEMENT PROGRAM Emergency Management Program Structure Emergency Policy Planning Committee (EPPC) Volunteer Program Emergency Support Services (ESS) Stakeholder Sub-Committee CONCEPT OF OPERATIONS BC Emergency Management Systems (BCEMS) Provincial Regional Emergency Operation Centre (PREOC) Site Level and Incident Commander Systems (ICS) Site Support Level Emergency Operations Centre Structure EOC Management Team EOC Activation Levels Business Continuity and Resumption Planning ROLES AND RESPONSIBILITIES Expectations for All City Personnel Version: Final Page 3

4 4.2 External Agencies Roles and Responsibilities Federal Agencies Public Safety Canada (PSC) Public Health Agency of Canada, Health Canada & Canadian Food Inspection Indigenous Services Canada), Crown-Indigenous Relations & Northern Affairs Other Agencies Roles and Responsibilities Provincial Agencies Emergency Management BC (EMBC) and Ministries BC Coroner Service Provincial Health Services Authority (PHSA) BC Emergency Health Services (BCEHS) BC Housing (BCH) School Districts and Schools Non-Government Organizations and Emergency Support Services Other Agencies Public Utilities Canadian Transport Emergency Centre (CANUTEC) Railways COMMUNICATIONS Internal Communications Staff and EOC Call Outs Documentation Public Communications External Agencies Public Communications TRAINING AND PLAN VALIDATION Training Validation Exercises EVACUATION PLAN General High Risk Area Evacuations Assumptions Version: Final Page 4

5 8.0 PLAN ADMINSTRATION 32 APPENDIX A - List of Reference Documents 33 APPENDIX B - Glossary and Acronyms 35 APPENDIX C - Hazard Specific Emergency Procedures 37 APPENDIX D - Hazard, Risks and Vulnerability Assessment (HRVA) 78 APPENDIX E - City of Vernon, Emergency Program Bylaw # APPENDIX F - City Emergency Plan Distribution List Version: Final Page 5

6 This page intentionally left blank Version: Final Page 6

7 Our Mission Emergency Management s business is to deliver effective and efficient local government services that benefit our citizens, our business, our environment and our future Version: Final Page 7

8 This page intentionally left blank Version: Final Page 8

9 1.0 INTRODUCTION Natural or human-made disasters and emergencies can occur at any time in any jurisdiction, sometimes without warning. The impacts of these events may cause disruptions in the City s delivery of services and programs, affecting normal operations, means of communications, and may stretch or overwhelm the City s resources as the City responds to and recovers from such events. The City of Vernon is committed to providing leadership to meet the challenges associated with emergency management, including planning and preparation to safeguard the City s assets and the health, safety and well-being of its workers and citizens and protect infrastructure and the environment. The City follows the principles and framework provided by the Province, through the British Columbia Emergency Management System (BCEMS) 1 and the BC Emergency Program Act and Regulations. 1.1 Emergency Management Framework Emergency Management is a shared responsibility and belongs to everyone including individual citizens, non-government organizations (NGO s), private businesses, commercial industries, crown corporations, social agencies and all levels of government. The City of Vernon s Emergency Management Plan uses and applies the concepts and principles of BCEMS. Priorities are guided by the following objectives: Ensuring the health and safety of responders Saving lives Reducing suffering Protecting public health Protecting government infrastructure Protecting property Protecting the environment Reducing social and economic losses The BCEMS has four inter-connected phases: Prevention and mitigation Preparedness Response and Recovery Activities in these four phases may affect work in the other phases. Good work done in the front end (prevention, mitigation and preparedness), reduces the effort and resources required in the back end (response and recovery). A collaborative and integrated approach encourages engagement and empowerment, thus enhancing the community s capacity and capabilities in managing disasters, large or small. Continuous improvement is supported by the sharing of information, effective communications, 1 See Appendix A for Glossary and Acronyms Version: Final Page 9

10 research, on-going education, training and exercises, not only within the City, but also with stakeholders and the public. 1.2 Vulnerabilities based on Hazards, Risks and Vulnerability Assessment (HRVA) The City of Vernon conducted a Hazards, Risks and Vulnerability Assessment in 2017 (see Appendix D). The results from that HRVA indicated that the City is most vulnerable to the following risks and hazards, in this order, with potentially greater impacts and consequences to the community than others: Interface and wild fires Floods Dangerous goods spills Human epidemic Urban / Rural fires Dam failure Landslide debris flow or subsidence Severe weather Critical facility failure Industrial fire Infrastructure failure Road transport accidents Explosions / Emissions Air transport accidents Rail transport accidents Avalanche Earthquake Marine transport accidents Volcanic eruptions The HRVA should be reviewed and updated from time to time to reflect changes and development in the City. 1.3 Purpose of this Plan The City of Vernon Emergency Management Plan (Plan) is prepared to provide an overall framework so that City staff can plan and prepare for, respond to, and recover from a disaster. It also outlines the concepts and structure of the Municipal Emergency Operations Centre (EOC). This City of Vernon Emergency Management Plan is prepared with an all hazards approach, and a broad scope to allow flexible response to any emergency situation. This Plan is not intended to provide detailed operational guidelines, or address detailed response protocols normally handled by the appropriate responding Divisions and Departments. Divisions and Departments are expected to develop, prepare and practice their own plans and protocols in greater detail, specific to their roles, responsibilities and expertise to support the City s actions during an emergency or a disaster Version: Final Page 10

11 1.4 Situation and Assumptions The City of Vernon is home to more than 40,000 residents with 16,000 dwellings, plus infrastructure, business and government entities in a mix of municipal and rural settings. The City of Vernon Emergency Program, through the Emergency Program Bylaw, provides incident support to a wide variety of emergency situations. Hazard, Risk and Vulnerabilities The City of Vernon has wildland interface areas with the majority of the population situated along transportation corridors in a valley environment. As a result, the three main hazards are: Interface fire Flooding Hazardous Materials This Plan assumes that: Residents and businesses will take personal responsibility to reduce their risk of exposure to hazards and will take measures to respond within their means to an emergency that affects them Emergency responders, both provincial and municipal, will respond to emergencies in accordance with their policies and procedures Responders will request the support of the City of Vernon Emergency Program to establish the EOC when the incident grows beyond their capability or jurisdictional responsibility Divisions and Departments will prepare their own emergency plans and hazard specific protocols that are integral and supplemental to this Plan Response priorities, as detailed in Section 1.1, will adhered to during activations The City may temporarily alter or cease normal operations, programs and/or services during an emergency or a disaster to minimize negative impacts from an event and/or to re-direct City resources to manage the most urgent needs The City will provide ongoing training and exercise opportunities to test and validate this Plan and other related emergency plans, and to strengthen the capacity of staff and responders to meet the needs during the response and recovery phases This Plan and other emergency plans are considered living documents, and are subject to change from time to time 1.5 Authorities Provincial Legislations Emergency Management legislations and regulations set out the legal basis for various levels of government to take action to manage a disaster or an emergency. They describe the responsibilities and applicable legal powers Version: Final Page 11

12 The BC Emergency Program Act identifies the roles and responsibilities of the Provincial government, local authorities (municipalities, regional districts or Treaty First Nations), describes the application of the extraordinary powers associated with a declaration of a State of Local or Provincial Emergency, tasks responsibilities to various ministries, and allows for the provision of financial support under certain circumstances (through the Compensation and Disaster Financial Assistance (DFA) Regulation). See Appendix A for list of reference documents. The Local Authority Emergency Management Regulation, embedded in the BC Emergency Program Act, sets out the expectations of what local governments are responsible for, including the establishment of an Emergency Management Program, an emergency management organization, the appointment of committees and a Program coordinator, the requirements to prepare local emergency plans, and the delegation of emergency powers, etc. Other legislations and regulations that may be applied in a disaster or an emergency include the following: Environmental Protection Act Public Health Act Water Act Wildfire Act Transportation Regulations, such as Dangerous Goods CSA Z1600, Emergency and Continuity Management Program Private industries, organizations and agencies are expected to meet the emergency management regulations, such as WorkSafe BC City Emergency Program Bylaw The City of Vernon Emergency Program Bylaw Number 5645, 2017 (see Appendix E) provides the authority for the City to establish an Emergency Management Program, an Emergency Management Organization, develop emergency plans, appoint appropriate committees, working groups or task forces, etc Declaring a State of Local Emergency (Refer to Appendix E) The BC Emergency Program Act, Division 3, Section 12, authorizes local governments to declare a State of Local Emergency and to use any of the extraordinary powers to manage an effective response, as required. Declaration of a State of Local Emergency should not be made lightly, as it will affect civil liberties. A declaration of a State of Local Emergency is often used for planned or mandatory evacuation of people and livestock, acquiring and using private properties, or for requiring any person to render assistance. A State of Local Emergency can be made most expediently by the Mayor s Order (or the Mayor s designate), although it can also be made through a bylaw or resolution process, both of which take longer to process than a Mayor s Order. Appendix E for list of reference documents Version: Final Page 12

13 When a State of Local Emergency is to be declared, the City must, as soon as possible: Complete the paper work required, outlining the geographic areas being covered, and a description of what the event (cause) is, what the impacts (consequences) are and identifying which of the extraordinary powers are to be used Send a signed copy to the Provincial Minister responsible for Emergency Management in BC via the Provincial Regional EOC (PREOC) office Notify the affected public Prepare key messages for the spokespersons and staff to answer inquiries from the public or the media related to the Declaration Activate and staff the EOC to support a Declaration of a State of Local Emergency A Declaration of a State of Local Emergency is NOT required to activate or implement any emergency plans, to gain liability protection under the Emergency Program Act, or to qualify for Disaster Financial Assistance. However, the EOC must be activated and staffed if a State of Local Emergency is declared. A Declaration of a State of Local Emergency lasts a maximum of 7 days. If the Declaration is needed for more than 7 days, then prior to its expiry, a formal extension must be made. The same process described above must be followed. An extension will only last a maximum of 7 days. To cancel a State of Local Emergency, similar paper work and the same notification process as above are required. If the Province declares a State of Provincial Emergency for the same geographical area(s) as the declared State of Local Emergency, then the Province s declaration supersedes that of the local government Plan Activation Emergency plans can be activated and implemented: Partially or entirely, at any time when an emergency or a disaster is anticipated or occurring Regardless whether the City s EOC is activated Regardless whether a State of Local Emergency has been or is being declared With or without a formal statement or announcement that an emergency plan has been activated Version: Final Page 13

14 The following City staff members, or their delegates, have been identified and authorized to activate this Plan. CITY POSITIONS Chief Administrative Officer (CAO) or designate Deputy Chief Administrator or designate RCMP Officer in Charge (OIC) or designate Director of Community Infrastructure and Development or designate Emergency Program Coordinator or designate Director of Fire Rescue Services or designate Director of Corporate Services or designate Director of Financial Services or designate Director of Recreation Services or designate Director of Operation Services or designate If none of the above positions or designates are available, this Plan can be activated by the most senior and available City staff member Version: Final Page 14

15 2.0 CITY EMERGENCY MANAGEMENT PROGRAM 2.1 Emergency Management Program Structure The City of Vernon s Emergency Management Program is structured, as shown in Figure 1. Figure 1. City of Vernon Emergency Management Program Structure The Director of Vernon Fire Rescue Services is appointed the responsibility for the emergency program and provides day to day administration and oversight of the Emergency Management Program. The Director of Fire Rescue Services may staff a position, Emergency Program Coordinator, to address these responsibilities. These responsibilities include: Develop and maintain emergency plans, and provide guidance to Divisions in preparation of divisional plans Coordinate, organize, and/or develop training for staff and volunteers Coordinate, organize, and/or develop exercises for staff and volunteers to validate, test, build capacity and enhance emergency plans and protocols Establish and maintain the primary and back up EOC facilities and their functionality Version: Final Page 15

16 Establish and maintain public education and public awareness programs Liaise with other government agencies, stakeholders and support agencies regarding emergency management issues, and acts as the primary contact to represent the City and its Emergency Management Program Participate in the Emergency Policy Planning Committee Provide regular reports to the CAO, and the Emergency Policy Planning Committee, and as required, to Mayor and Council Emergency Policy Planning Committee (EPPC) The Emergency Policy Planning Committee, chaired by the Mayor, formulates and approves the budget, provides and supports the general directions of the City s activities related to the mitigation, preparedness, response and recovery activities and initiatives and ensures the work of the Emergency Management Program progresses accordingly. This Committee meets twice per year. Sub-committees may be formed as needed, to include external agencies and groups for specific and ongoing projects Volunteer Program Emergency Support Services (ESS) Currently, the City Emergency Program has one active volunteer program. The City Emergency Program relies on the support of volunteers for its Emergency Support Services Program. Volunteers are the heart of the delivery of ESS. ESS volunteers typically work with displaced families to provide the assistance they need during and immediately following and emergency event. They work with community groups and staff to maintain a level of preparedness to manage support services. To support City funded ESS and other Emergency Program initiatives, volunteers become part of a comprehensive volunteer management program which includes recruitment, screening, training, exercises, coordination and recognition. The management of convergent volunteers during an emergency is also a key component of the ESS Program. The City maintains a contingent of paid on-call ESS Coordinators who carry the ESS on-call phone 24 hours a day, 7 days a week, 365 days a year. These coordinators are responsible for: Pre-planning volunteer availability for call outs Responding to ESS response requests from Vernon Fire Rescue Services, EOC, dispatch and other agencies as directed Acquiring a task number Activating or placing volunteer(s) on stand-by Notifying the ESS Coordinator and the EPC of ESS activation Reporting to and notifying the EPC and ESS Coordinator upon completion of their tasks Requesting additional assistance from the EPC and/or the ESS Coordinator and/or the EOC for tasks exceeding a Level 1 response Stakeholder Sub-Committee The Vernon Emergency Program Sub-committee (VEPs) was established in February In support of the Vernon Emergency Program, this group seeks to provide a means of coordinating and maintaining a level of emergency program awareness and inclusion throughout stakeholders. Stakeholder groups include, but are not limited to, neighborhood groups, nongovernment organizations (NGO s), business and industry, government agencies and subject matter experts Version: Final Page 16

17 The primary goals of VEPs are: Provide and share information, resources and opportunities within their areas of expertise to like-minded members Provide opportunities to increase coordination and dissemination of information and resources to stakeholders Provide the opportunity for stakeholders to align their activities with the City of Vernon s Emergency Program 3.0 CONCEPT OF OPERATIONS 3.1 BC Emergency Management Systems (BCEMS) The City of Vernon follows the concepts and principles of the BC Emergency Management Systems developed by the Province, led by Emergency Management British Columbia (EMBC), which provides the standards and best practices for emergency management. The application of BCEMS encourages the use of common terminology, similar functional organization structures and reporting for the site level and the EOC level in order to maximize collaboration, common understanding and effective communications. EMBC is the primary agency that is responsible for coordinating the Province s emergency management activities. EMBC liaises with local governments through the City s Emergency Management Program Coordinator and provides support to local governments as required Provincial Regional Emergency Operation Centre (PREOC) EMBC has six regional EOCs (PREOCs) in the Province that would be activated to support local authorities and their EOCs. The PREOC will, as appropriate, facilitate information sharing, coordinate meetings, and provide Provincial policy direction and resources to support local governments and Provincial agencies responding to an emergency or a disaster. The PREOC for the City of Vernon and the Central Region is located in Kamloops, BC. As needed, the PREOC will integrate its operations with the Provincial Emergency Coordination Centre (PECC) in Victoria, BC to coordinate the overall Provincial support to affected communities. The City of Vernon will establish and maintain communications with the PREOC to share information and situation awareness at the onset, during and after an emergency or a disaster. The PREOC will provide advice, and upon request, may provide assistance and/or resources based on priorities established by the Province. It is important that the City maintains regular communication with the PREOC either by phone, and/or EOC Situation Reports. 3.2 Site Level and Incident Commander Systems (ICS) At the site level, the City of Vernon expects its staff to be familiar with the use and application of the ICS. An Incident Commander (IC) may request the City to activate its EOC to provide support to site responders Version: Final Page 17

18 An Incident Commander is usually a senior representative of the Lead Agency or Division/Department. The Lead Agency refers to the agency externally or internally the Division/Department that has the most jurisdiction, authority and/or knowledge for a particular type of hazard. At the site level, a Unified Command model is often used when several responding agencies have shared responsibility or jurisdiction for the event. The following divisions/departments have been identified as the internal Lead Agencies for the various types of hazards that were identified as high risks to the City of Vernon, and will have a representative who will act as the Incident Commander at the site level, and a senior representative who will act as the Operations Section Chief in the EOC. Types of Events / Hazards Lead Agency (Internal Division / Department) 1. Fire - Interface & Wildfire Vernon Fire Rescue Services 2. Flood Vernon Operations/Public Works 3. Dangerous Goods Spill Vernon Fire Rescue Services 4. Human Epidemic Vernon Community Development and Infrastructure 5. Fire - Urban & Rural Vernon Fire Rescue Services 6. Dam Failure Vernon Engineering/Operations 7. Severe Weather Vernon Fire Rescue Services 8. Landslide, Debris Flow or Subsidence Vernon Fire Rescue Services/Operations 9. Critical Facility Failure Vernon Fire Rescue Services/Operations 10. Fire - Industrial Infrastructure Failure Vernon Fire Rescue Services 11. Transport Accident - Rail Vernon Fire Rescue Services/Operations 12. Transport Accident - Road North Okanagan RCMP For General EOC Hazard Specific Emergency Guidelines, see Appendix C Version: Final Page 18

19 3.3 Site Support Level The Emergency Operations Centre is a safe, centralized facility where key decision makers will meet and work together to provide site support to optimize an effective and efficient response and recovery. An EOC may operate 24 hours a day, 7 days a week, depending on the scale and scope of an emergency or a disaster. The City s EOC provides jurisdictional and policy direction, supports the coordination and allocation of resources for site responders based on established priorities, provides leadership and information to the community. The City has identified the following locations and facilities for its EOC operations in order of priority and accessibility. Redacted for public version. These facilities vary depending on situational requirements Version: Final Page 19

20 Version: Final Page 20

21 3.3.1 Emergency Operations Centre Structure The City of Vernon s EOC is structured based on EOC functions, consistent with the recommended practice from BCEMS, and many other agencies that use BCEMS. Figure 2 shows the function based organization chart of a fully expanded EOC, where all the sections, branches and units are shown. Emergency Operations Centre (EOC) Site Support Organization Chart Figure 2. City of Vernon Fully Expanded EOC Functional Organization Chart Version: Final Page 21

22 3.3.2 EOC Management Team The EOC Management Team members are the key decision makers in the EOC. They will meet periodically to share information and updates, to establish EOC priorities and in general, to determine how the EOC operations will function to provide site support to responders. It is ideal to pre-assign EOC roles/functions to staff members that are best qualified, based on training and experience (not necessarily the highest rank), and to have multiple backups for each of the key functions to ensure activated elements of the EOC will be staffed. Each EOC position should carry with it responsibilities at the level of authority required to complete the work. The following table identifies City staff members that are assigned to the EOC Management Team. EOC Management Team EOC Director Information Officer Liaison Officer Risk Management Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance Section Chief Assigned City Positions in Order of Priority Chief Administrative Officer (CAO) Deputy CAO, Director, Corporate Services Director, Human Resources Communications Officer, Corporate Services Administrative Assistant, Vernon Fire Rescue Services Director, Fire Rescue Services Emergency Program / ESS Coordinator Occupational Health & Safety Coordinator Occupational Health & Safety Coordinator Public Works Management System Coordinator Manager, Human Resources Director, Operation Services Director, Vernon Fire Rescue Services Deputy Chief, Vernon Fire Rescue Services Superintendent, North Okanagan RCMP Inspector, North Okanagan RCMP Staff Sergeant, North Okanagan RCMP Manager, Airport Services Assistant, Airport Services Manager, Public Works Manager, Utilities Manager, Current Planning / Approving Officer Director, Community Infrastructure & Development Director, Operation Services Manager, Information Services Manager, Procurement Technical Systems Administrator Applications System Administrator Systems Analyst Director, Financial Services Manager, Human Resources Manager, Financial Planning & Reporting Financial Analyst Version: Final Page 22

23 3.3.3 EOC Activation Levels Not all the elements in the EOC organization chart need to be activated and staffed for every emergency or disaster situation (see Figure 2). The City of Vernon can assess the situation and then determine what level the EOC should be activated. The EOC can expand and contract the functional elements as needed. The following represents typical EOC Activation Levels, subject to change depending on the scale and scope of the event. EOC Activation Level Possible Events EOC Functions to be Staffed 1 Small scale, localized event where site responders need support, or for potential or planned events 2 Medium size event, impacting part(s) of the City 3 Large scale event, major impacts in the City Liaison Officer 2 Information Officer Operations Section Chief Planning Section Chief EOC Management Team Members and some branches and units, as required All EOC functions activated and staffed 3.4 Business Continuity and Resumption Planning The City of Vernon will do its best to continue to provide essential services throughout an emergency or a disaster. However, in a disaster where the City is significantly impacted and resources are stretched, it is possible that some non-essential City operations and services may be disrupted, and temporary modifications or even stoppage may have to occur. The City is committed to continue its government business, and will resume or restore its operations and services as quickly and efficiently as possible. Essential services are identified in order to primarily sustain the health and safety of the community. They include, but are not limited to, the following in order of priority: Governance Emergency Services (e.g. fire and rescue, policing) Municipal Utilities (e.g. water, sewer, garbage collection) Municipal Infrastructures (e.g. roads and bridges, airport, City owned facilities) Inspections Permits Revenues (e.g. tax collection) Some resources are essential to continue City services and operations. They include, but are not limited to, the following: 2 EOC Director may or may not be present in the EOC, if not present, they are kept informed and updated Version: Final Page 23

24 Vital records and documents (especially legal in nature, engineering drawings, plans, maps, personnel information, contact lists, etc.) Telecommunications equipment and accessories (hardware and software, chargers, cords, etc.) Emergency supplies and provisions for workers for prolonged emergency response and recovery activities Human Resources to carry out the work Each Division / Department determines the minimum staffing and resource requirements to continue its essential operation and services. Their business continuity and resumption planning helps the City to make decisions related to staff reassignments, resource redirections and prioritizing service changes. 4.0 ROLES AND RESPONSIBILITIES Internal City divisions and departments have specific emergency management roles and responsibilities, as do external stakeholder organizations. The scale, magnitude and impacts of an event will determine which divisions and departments will have more or less involvement and priorities. In the context of emergency management, this section of the Plan describes the high level roles and responsibilities during the Preparedness (before an event), Response (during an event) and Recovery (after an event) phases. They are not intended to be in-depth operational guidelines. The Prevention and Mitigation Phase is the pre-event time to eliminate or reduce the risks of disasters to protect lives, property, the environment, and reduce economic disruption. Prevention/mitigation includes structural and non-structural mitigation measures applied holistically across the community, including building community resilience to cope with and recover from an emergency situation. The Preparedness Phase is the pre-event time to be ready to respond to a disaster and manage its consequences through measures taken prior to an event, such as emergency response planning, mutual assistance agreements, resource inventories, equipment, decision-support processes, training and exercising. The Response Phase is a critical time to act immediately before, during or after a disaster to manage its consequences through such actions as emergency response, emergency communication, evacuation, search and rescue, emergency medical assistance and emergency social supports to minimize suffering and loss. During this phase, significant resources are typically deployed to reduce the damage and manage the negative impacts to the City and its population Version: Final Page 24

25 The Recovery Phase is the time to repair or restore conditions to an acceptable level through measures taken after a disaster to recover from environmental, social and economic damages or losses. The transition from the response phase to recovery phase does not happen at the same time for everyone, similarly for the City Divisions and Departments. This phase may include stabilizing conditions for return of evacuees, trauma counselling, service restoration, reconstruction, economic impact studies and financial assistance. Recovery should consider continuous improvement of prevention and mitigation measures to further reduce disaster risk. Recovery operations by the City of Vernon are guided by the information on the EMBC website at: recovery/localemergency-programs/guidelines At this location, the user will find the Community Disaster Recovery Guide and associated Recovery forms and templates. Resilience should provide the foundation for all phases of the Emergency Management program. 4.1 Expectations for All City Personnel Emergency Management is a shared responsibility. The following are common roles and responsibilities for all City personnel for the three phases. Preparedness Be personally and family prepared for a disaster Be familiar with the emergency documents pertaining to your roles and areas of responsibilities Fully participate in applicable and available training and exercises Provide input, contributions and feedback for the relevant emergency documents that reflect your areas of responsibilities Participate in continuing education, preparedness and improvements Response Maintain a calm, caring and collaborative presence Fulfill your roles and responsibilities in the assigned capacities, including business continuity, in the office, at the site level or in the EOC. Be familiar with and, as needed, review the appropriate documents Be familiar with media and public messaging policies and guidelines. Know who is to speak with the media and the public, and what to say if queried Ensure regular reporting and effective communications. Ask questions to ensure shared understanding Keep clear and proper records of key decisions and actions pertaining to your areas of responsibility Take self-care and worker-care seriously Recovery Collect and submit all emergency related documents to the appropriate personnel for archival and claims purposes Return or replace borrowed resources Return to normal business as quickly as possible Participate in After Action Reviews and provide feedback to improve future actions Contribute to After Action Reports and emergency plan updates where appropriate Version: Final Page 25

26 4.2 External Agencies Roles and Responsibilities Large scale or widespread emergencies or disasters are not handled by a single agency. Many external agencies have a role to play, as a cooperating (provides physical, financial or people resources) and/or supporting (provides information and knowledge) agency. The agency inclusion in this Plan is not exclusive, as involvement will depend on the event. The organizations are stakeholders that are most likely to be involved Federal Agencies To request federal assistance of any kind, local governments are expected to contact the PREOC as a first contact Public Safety Canada (PSC) Public Safety Canada is the Federal Department responsible for Canada s national security, emergency management, countering crime via law enforcement and policing, and border strategies. The emergency management portfolio includes funding the Disaster Financial Assistance Program Public Health Agency of Canada, Health Canada and Canadian Food Inspection Agency The Public Health Agency of Canada (PHAC), Health Canada (HC) and the Canadian Food Inspection Agency (CFIA) all belong to the same Federal ministry. PHAC is primarily responsible for protecting the health and safety of Canadians through monitoring and preventing chronic diseases, preventing infectious disease outbreaks and managing public health emergencies. Health Canada helps Canadians maintain good health and respect individuals choices. CFIA, in collaboration and partnership with industry, consumers, and federal, provincial and municipal organizations, work towards protecting Canadians from preventable health risks related to food and zoonotic diseases Indigenous Services Canada) and Crown-Indigenous Relations and Northern Affairs ISC is responsible for or emergency management in First Nations communities (ISC). ISC now has an agreement with the BC Government to ensure that BC First Nations communities receive the same emergency response and services as other communities in BC. The Province manages programs like Emergency Support Services and Disaster Financial Assistance and ISC covers eligible costs for First Nations. ISC works closely with First Nations communities, the Province, First Nations Emergency Services Society (FNESS) and other partners to ensure the First Nations communities are supported and know where to seek assistance during emergencies Version: Final Page 26

27 4.3 Other Agencies Roles and Responsibilities Provincial Agencies Emergency Management BC (EMBC) and Ministries EMBC is currently part of the Ministry of Public Safety and Solicitor General. It plays a significant, lead role in facilitating effective preparedness and planning of Provincial ministries, assisting and enhancing the capacity of local authorities and First Nations in emergency management through legislated guidelines, strategies, sponsored training and awareness events such as Emergency Preparedness Week and Shakeout BC. The six PREOCs, operating under EMBC, provide direct support for local governments during response and recovery. EMBC also administers the Disaster Financial Assistance Program on behalf of the Federal government and provides direct support for First Nations communities. Certain ministries have been identified as the Lead Agency for specific hazards (refer to Schedule 1 of the Emergency Program Management Regulation, under the Emergency Program Act). The following are some of the more commonly known or occurring hazards and the corresponding Lead Ministries (in no particular order, extracted from the above mentioned Regulation, note that some ministry names have been changed): Hazards Crashes - Air, Marine and Motor Vehicle Dam Failures Explosions and Emissions Geological Hazards (e.g. landslides and avalanches) Hazardous Materials Earthquakes Severe Weather Storms Wildfires Human Disease and Epidemics Animal or Plant Disease and Epidemics Lead Ministry EMBC 3 - Ministry of Public Safety and Solicitor General Ministry of Environment and Climate Change Strategy Ministry of Environment and Climate Change Strategy Ministry of Transportation and Infrastructure Ministry of Environment and Climate Change Strategy EMBC - Ministry of Public Safety and Solicitor General EMBC - Ministry of Public Safety and Solicitor General, Ministry of Environment and Climate Change Strategy, Ministry of Transportation and Infrastructure Ministry of Forests, Lands, and Natural Resources Operations Ministry of Health Ministry of Agriculture 3 The Regulation, originally dated 1994, refers to Attorney General, to which EMBC previously belonged. EMBC currently belongs to the Ministry of Public Safety and Solicitor General Version: Final Page 27

28 BC Coroner Service The Coroner Service is responsible for inquiries and investigation of all unnatural, sudden, unexpected, unexplained or unattended deaths, and child deaths (under 19 years of age) in the Province. The Coroner Service will determine the identity of the deceased, classification of death, the circumstances in which a death occurs and provides recommendations to improve public safety and prevent deaths in similar circumstances. In emergency and disaster situations, the Coroner Service will work with local governments and local health authorities (Interior Health Authority (IHA)) to determine how best to deal with mass deaths, and with the RCMP to notify next of kin as expediently as possible Provincial Health Services Authority (PHSA) The Provincial Health Services Authority provides province-wide special programs and services, in collaboration with other health agencies, such as the following: BC Cancer Agency (BCCA) BC Centre for Disease Control (BCCDC) BC Children s Hospital and Sunnyhill Health Centre for Children BC Emergency Health Services (BCEHS) BC Mental Health and Substance Use Services BC Renal Agency BC Transplant BC Women s Hospital and Health Centre Cardiac Services BC Perinatal Services BC Under the Provincial Health Services Authority, Health Emergency Management BC (HEMBC) operates as a program that provides expertise, tools and support for BC Health Authorities for all four phases of emergencies BC Emergency Health Services (BCEHS) BCEHS includes BC Ambulance Service, Patient Transfer Network, and Trauma Services BC. The paramedics and emergency medical technicians provide out-of-hospital and inter-hospital care, by ground or air ambulance BC Housing (BCH) BC Housing assists local authorities to seek facilities and group lodging for displaced residents and disaster support workers. It also provides and coordinates emergency lodging supplies such as blankets, cots, etc. throughout the Province. In addition to assisting local governments to manage group lodging needs, BCH can provide guidance for post-earthquake or post-flooding Rapid Damage Assessment (RDA) of buildings School Districts and Schools School Districts and Schools operate under the Ministry of Education. School Districts are expected to have their own emergency plans. School Districts may provide guidance to individual schools on how to prepare and plan for emergencies Version: Final Page 28

29 4.3.2 Non-Government Organizations (NGO) and Emergency Support Services (ESS) There are many local NGOs that are available to provide resources and support for emergencies and disasters. Many are associated with the local government s Emergency Support Services Program. City staff usually manage and provide direction to its ESS Program personnel, who are primarily local volunteers. ESS is intended to provide short term support for immediate human needs for residents displaced by an emergency or disaster. This support may include food, lodging, clothing, emotional support, information about the emergency situation, and family reunification. Upon approval, the Province provides funding to reimburse local governments for eligible ESS costs. NGOs typically involved in ESS are: Canadian Red Cross (CRC) - provides registration services, group lodging facility management, pre-positioned supplies (e.g. cots, clean up kits) and family reunification support through their Central Registry Information Bureau (CRIB). They can also support donation management The Salvation Army (TSA) - provides meet and greet services at Reception Centers, mass feeding, emotional support and donation management St. John Ambulance (SJA) - provides first aid support, usually in Reception Centers. Other NGOs may include local service clubs and churches. 4.4 Other Agencies Public Utilities BC Hydro, FortisBC, Telus, Bell, Shaw and other larger mobile telephone service providers are the biggest utilities companies serving the City of Vernon and surrounding areas. BC Hydro, FortisBC, Bell and Telus have emergency plans of their own. They activate these emergency plans and establish their own EOCs during emergencies or disasters which affect their services Canadian Transport Emergency Centre (CANUTEC) CANUTEC operates under the auspices of Transport Canada with the mandate to regulate the handling and transporting of dangerous goods in all modes of transportation and to ensure public safety. CANUTEC provides assistance over the phone or website for information to emergency responders dealing with dangerous goods and hazardous materials Railways Rail service to and through Vernon is provided by Canadian National Railway (CN) Version: Final Page 29

30 5.0 COMMUNICATIONS (Detailed Plan Under Development) 5.1 Internal Communications The City has established call out protocols for City staff to support emergency situations. Site responders, such as Fire, RCMP and Operation Services, will apply existing standard operating procedures for call outs. If additional support is needed from the City s Emergency Operation Centre, the City will use its emergency call outs for extra staff support. During response to emergency events staff may be utilized to provide atypical services Staff and EOC Call Outs Each Division is responsible for calling out their own Divisional / Departmental staff based on priorities and needs. For emergencies and disasters, the Emergency Management Program Coordinator should be one of the first people to be notified so that determination can be made as to who else needs to be contacted. The EOC will activate its call out protocols depending on the circumstances, the level of EOC activation and the required EOC functions Documentation When the EOC is activated and operational and/or when a State of Local Emergency (SOLE) has been declared, all staff are expected to document, from their own positions and perspectives, key and relevant information for the purposes of demonstration of due diligence, protection of the City s reputation and image and to serve as the City s formal records. Documents may be used for cost recovery and claims or legal purposes, as well to help with information recall, during a prolonged event. 5.2 Public Communications For official and formal public communications, it is the responsibility of the Information Officer to prepare public and media information releases, prepare key messages for the City s spokespersons use, coordinate and facilitate media interviews and public meetings, and to coordinate responses to media and public inquiries. As needed, emergency instructions will be prepared and released in a written (media and public information releases) and a web based format. As applicable, maps, photos and/or videos may be used to support the communications requirements. The Information Officer position will work and coordinate information with the Emergency Program Coordinator, the CAO, Mayor and Council, and the EOC Management Team. Depending on the scope of the disaster, the RCMP may appoint a trained media relations officer (MRO) to work with the EOC Public Information Officer to answer inquiries from the media Version: Final Page 30

31 5.3 External Agencies Public Communications The Emergency Program Coordinator is responsible for communicating with external agencies for emergency and disaster situations. If the EOC is activated, the Emergency Management Program Coordinator will assume the role of the Liaison Officer, who will establish and maintain communications with the relevant external agencies, and facilitate the sharing of approved information in a timely manner. The Emergency Management Program Coordinator is responsible for maintaining the contact information of applicable external agencies. 6.0 TRAINING AND PLAN VALIDATION 6.1 Training Staff assigned to emergency roles should be offered regular training and exercise opportunities so that they become familiar and comfortable with their emergency roles and responsibilities. Training may be provided in the form of courses, orientations or seminars. All staff should be oriented with the City s emergency plans on a regular basis. 6.2 Validation Exercises After team members are familiarized with their emergency plans and roles, exercises should be conducted to validate the content of emergency plans, expectations and protocols. Exercises may be conducted in any of the following forms: Drills Table top exercises Functional exercises Full scale exercises It is crucial for team members to learn and practice their emergency roles and responsibilities, particularly if outside and beyond their routine roles and expectations, such as in the EOC. While full scale exercises typically garner a lot of positive public and media attention, it is the smaller and functional exercises that will help team members to become familiar and comfortable with their assigned emergency roles and expectations in a safe environment. 7.0 EVACUATION PLAN (Detailed Plan Under Development) 7.1 General Every evacuation is, of necessity, a unique event and requires detailed planning at the time to make it a success. Where possible, the City of Vernon will attempt to follow the three stage evacuation process, which involves (1) an evacuation alert, (2) an evacuation order and (3) the evacuation rescind. To assist in planning, the City of Vernon will be divided into zones as determined by the evacuation plan. For each zone, routing and resource planning figures will be provided as a guide to detailed planning Version: Final Page 31

32 7.2 High Risk Area Evacuations Areas including Tronson Road, Eastside Road, and Predator Ridge, present unique challenges with only one corridor providing both the access and egress routes. If there is an indication of an interface fire, even in circumstances that would normally only warrant an alert, an evacuation order would be issued to permit an organized and timely evacuation. 7.3 Assumptions Population and dwelling figures will be derived from the City of Vernon Assessment Authority data and is based on the criteria of 2.6 persons per dwelling.it is assumed the primary method of alerting the public will be through personal contact under the direction of the EOC. The Information Officer will be engaged to notify the affected residents through the use of the media. In exigent circumstances, the RCMP can facilitate notification through personal contact on a limited scale. The following guidelines are used to estimate resources required for personal contact notification during an evacuation: a. Single family dwellings in a square block setting - 2 people per block b. Single family dwellings in a spread out subdivision - 1 person for each 50 dwellings c. Small apartment building - 2 people per building d. Large apartment building - 2 people per floor The City of Vernon is responsible for issuing an evacuation order to their residents. The RCMP is an assistance agency and functions to provide public security and protection of property. The RCMP will coordinate with the EOC and other agencies (SAR, MOT, etc.) to maintain emergency response routes. Security will be located at each access control point. Other streets will be blocked with standard barriers appropriately signed. It is assumed the EOC have a marking strategy to identify: a. Homes notified b. Homes where there was no answer at the door and messages left e. Homes where occupants refuse to vacate 8.0 PLAN ADMINSTRATION This emergency plan will be reviewed and updated once a year. It is the responsibility of the Emergency Management Program Coordinator to initiate and administer the review and revision process, to solicit updates, and to maintain the currency of the emergency plan and content. Plan review and revision is targeted for completion by March 31, each year. The annual approval process will require the Director of Vernon Fire Rescue Services review and approval. If substantial changes are made, then the CAO, Mayor and Council s approval is required. Once all the revisions are completed, the updated version of the Plan will be shared electronically. (Refer to Appendix F, for distribution list of electronic copies of this Plan.) Version: Final Page 32

33 APPENDIX A - List of Reference Documents Titles Source BC Emergency Program Act Province Compensation and Disaster Financial Assistance Regulation Province or Federal Government Local Authority Emergency Management Regulation Province Environment Protection Act Province Public Health Act Province Wildfire Act Province Transportation Regulations Province or Federal Government CSA Z1600, Emergency and Continuity Management Program Canadian Standards Association City of Vernon Emergency Program (Bylaw #5645) City, see Appendix E Version: Final Page 33

34 This page intentionally left blank Version: Final Page 34

35 APPENDIX B - Glossary and Acronyms Acronyms Definitions BCCA BC Cancer Agency BCCDC BC Centre for Disease Control BCEHS BC Emergency Health Services BCEMS British Columbia (BC) Emergency Management System BCH BC Housing CANUTEC Canadian Transport Emergency Centre CAO Chief Administrative Officer CDART Canadian Disaster Animal Relief Team CEIC Canadian Employment and Immigration Centres CFIA Canadian Food Inspection Agency CRC Canadian Red Cross DABC Disability Alliance BC DFA Disaster Financial Assistance DOC Departmental Operations Centre DPS Disaster Psychosocial Services ECCC Environment and Climate Change Canada EOC Emergency Operations Centre EPC Emergency Program Coordinator EPPC Emergency Policy Planning Committee ESS Emergency Support Services FNESS First Nations Emergency Services Society HC Health Canada HRVA Hazards, Risks and Vulnerability Assessment IC Incident Commander ICS Incident Command System ISC Indigenous Services Canada MFLNRO Ministry of Forests, Lands, and Natural Resources Operations MOAg Ministry of Agriculture MOE Ministry of Environment MOH Ministry of Health MOTI Ministry of Transportation and Infrastructure MROC Municipal / Regional Operations Centre NGOs Non-Government Organizations OIC Officer in Charge PSSG Ministry of Public Safety and Solicitor General Version: Final Page 35

36 Acronyms SAR SPU PECC PHAC PHSA PREOC PSC SJA TSA VEPS Zoonotic Definitions Search and Rescue Structure Protection Units Provincial Emergency Coordination Centre Public Health Agency of Canada Provincial Health Services Authority Provincial Regional Emergency Operations Centre Public Safety Canada St. John Ambulance The Salvation Army Vernon Emergency Program Sub-committee A disease that normally exists in animals but that can infect humans Version: Final Page 36

37 APPENDIX C - Hazard Specific Emergency Procedures The following pages provide EOC staff with general EOC response guidelines for various hazards and incident types they may be tasked to support. The intent is for these guidelines to be used by The City of Vernon. ATMOSPHERIC HAZARDS POLICIES EOC DIRECTOR When and where possible, the EOC will endeavor to warn citizens of impending severe weather, working with meteorological First priority is snow/debris removal for emergency services and transportation of essential staff RCMP should consider waiving enforcement of on-road use of snowmobiles, quads, and ATV s Ensure snow/debris removal activities are coordinated Staff Liaison, Information, and Risk Management Officer positions Information Officer OPERATIONS Advise public of status and what self-help measures they can take Establish news release system Establish public inquiry system Coordinate working area and establish control perimeter RCMP RCMP, Coroner Unit RCMP Branch Transportation Unit Engineering Branch RCMP BC Ambulance Unit ESS Branch PLANNING Coordinate routes for emergency vehicles Establish temporary morgue, if required Coordinate the protection of property Assist emergency agencies with special transport problems Coordinate the elimination of hazards from damaged utilities Coordinate provision of auxiliary power Coordinate clearing and disposal of debris Coordinate SAR and checks for stranded motorists Coordinate search for trapped persons Notify hospitals of casualties, including number and type Coordinate transport of food, fuel, pharmaceutical supplies, medical personnel and others to points of need Supervise ESS accommodation and feeding of stranded persons HAZARD SPECIFIC CONSIDERATIONS Provide Operations Section with updated meteorological data Provide Operations Section with updated transportation route problems Version: Final Page 37

38 Advance Planning Unit LOGISTICS Supply Unit FINANCE AND ADMIN Track and relay highway condition reports and closures Consider possible major effects Injuries and fatalities Disruption of community Disruption of utilities Closure of traffic routes Damage to property, e.g., roof collapse from weight of snow, ice Disruption of communications Contact all snow/debris clearing apparatus available Contact all over-snow and ATV vehicle owners and clubs Contact food suppliers and determine on-hand supplies Consider equipment needs and sources Rescue equipment Police / EMBC Fire equipment Fire Ambulances BCAS / Industry / St. John Road clearing equipment Engineering / MOTI Auxiliary generators Various sources Barricades Engineering Mobile public address system RCMP / Fire / Radio Prepare equipment contracts for snow/debris removal Version: Final Page 38

39 AVALANCHES POLICIES EOC DIRECTOR Information Officer OPERATIONS ESS Branch RCMP Engineering Branch Health Branch PLANNING Situation Unit Advance Planning Unit Avalanches involving provincial roads are the responsibility of the Ministry of Transportation and Infrastructure (MOTI) Avalanches in the backcountry are the responsibility of the RCMP Department having jurisdiction, or if in a National Park, the Park Warden Service It is our policy to work cooperatively with these and other avalanche safety organizations, as needed and requested We will keep the public informed by releasing all confirmed avalanche warning information through local media sources HAZARD SPECIFIC CONSIDERATIONS Select RCMP or District Highways Manager as Operations Chief Staff Liaison, Information, and Risk Management Officer positions Establish adequate communications and news release systems Establish public inquiry system Establish proper jurisdiction, especially for avalanches Staff ESS positions for possible Reception Centers Coordinate traffic control Coordinate property protection and relocate resources where necessary Coordinate the elimination of hazards from utilities damaged by avalanche Establish emergency public health facilities Obtain and disseminate current meteorological data and avalanche forecasts Deploy field observers to gather intelligence as soon as possible Consider possible major effects Disruption of community Damage to property Contamination of normal water supplies Casualties Evacuation of population Dangers to public health Losses to local economy Version: Final Page 39

40 LOGISTICS Supply Unit HAZARD SPECIFIC CONSIDERATIONS Anticipate long term feeding / accommodation support of field workers Consider equipment needs and sources Transportation Road / Rail / Air Carriers Communication equipment EMBC / RCMP / Amateur Radio Heavy equipment (bulldozers) Engineering / Industry Auxiliary lighting Auxiliary power facilities Engineering / Utilities Mobile public address system RCMP / Fire / Radio Version: Final Page 40

41 DAMS FAILURES POLICIES EOC DIRECTOR (Command Staff) The dam owner is responsible under provincial legislation to provide warning and notification of potential and actual dam failure to downstream persons at risk The Dam Safety Branch of the Ministry of Environment is the regulatory agency It is our policy to provide support to Dam Safety Branch and Local Authorities, as needed and requested HAZARD SPECIFIC CONSIDERATIONS Upon notification of a potential or real dam failure, activate full EOC call-out (Level 3) Ensure safety of all responders Select RCMP or alternate as Operations Section Chief Notify EMBC that EOC is activated Make contact with BC Hydro or other dam operator and request attendance at EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Information Officer Establish news release system Establish public inquiry system OPERATIONS Ensure warnings to evacuate as needed are provided to all downstream persons ESS Establish a Registration Centre RCMP Support Incident Commander in defining working area, establishing control perimeter, and securing the scene for subsequent investigation RCMP & Planning Section Coordinate routes for emergency vehicles RCMP BCAS Unit RCMP Branch, Coroner Unit Utilities PLANNING Advance Planning Unit Coordinate traffic control Notify hospitals of casualties, including number and type Establish temporary morgue Coordinate the elimination of hazards from damaged utilities HAZARD SPECIFIC CONSIDERATIONS Prepare and provide inundation area information to EOC and Incident Commanders in the field Consider Possible Major Effects Injuries and fatalities Damage to property Involvement of dangerous goods e.g. propane tanks Version: Final Page 41

42 LOGISTICS Facilities Unit Supply Unit FINANCE AND ADMIN Disruption of traffic and communications Disruption of utilities Convergence of media, photographers, politicians Anticipate need for heavy equipment and sandbags Prepare to support long-term recovery and investigation operations Identify potential temporary morgue facilities Consider possible major effects Communication equipment EMBC / RCMP / Amateur Radio Equipment for constructing dikes Engineering / Industry Heavy equipment (bulldozer, etc.) Auxiliary lighting Auxiliary power facilities Medical and health supplies Food and lodging Pumps Storage facilities for equipment, furnishings and livestock Mobile public address system Chemical response team Engineering / Utilities Engineering / Utilities Health Emergency Support Services Engineering Province RCMP / Fire / Radio EMBC / Fire / Industry Establish Compensation, and Claims Unit and Cost Accounting Units Version: Final Page 42

43 This page intentionally left blank Version: Final Page 43

44 DISEASE AND EPIDEMICS - ANIMAL POLICIES In the event of a major outbreak of animal disease, Ministry of Agriculture is the primary response agency The EOC will liaise with MOAg and other appropriate agencies when required and able to do so with given resources. The EOC will also liaise with MOAg in regards to proper disposal of animals. EOC DIRECTOR (Command Staff) Information Officer OPERATIONS Health Branch PLANNING Situation Unit Advance Planning Unit LOGISTICS Supply Unit HAZARD SPECIFIC CONSIDERATIONS Notify PREOC when EOC is activated Select Ministry of Agriculture representative or alternate as Operations Chief Ensure all agency representatives contacted and requested to attend the EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish adequate communication and news release systems Establish public inquiry system Ministry of Agriculture representative as Operations Chief Coordinate investigation and mitigation of disease source HAZARD SPECIFIC CONSIDERATIONS Obtain and disseminate current epidemiological data Deploy field observers to gather intelligence as soon as possible Consider possible major effects Illness, injuries and death mass disposal of carcasses Damage to property Economic impact Panic Quarantine of livestock Anticipate long-term support of field workers Consider equipment needs and sources Transportation Food and lodging Face masks, gloves, PPE Version: Final Page 44

45 DISEASE AND EPIDEMICS - HUMAN POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS ESS Branch RCMP Branch Engineering Branch Health Branch Health, Environment & Engineering Branches PLANNING Situation Unit Advance Planning Unit In the event of a wide spread outbreak of disease, regardless of cause, the EOC should consider an automatic Level 3 response. Should the operational area of this EOC not be affected, it is our policy to provide support and assistance to other areas affected as needed and requested. This may include providing resources or receiving evacuees. HAZARD SPECIFIC CONSIDERATIONS Notify PREOC when EOC is activated Select Medical Health Officer or alternate as Operations Chief Ensure all agency representatives contacted and requested to attend the EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish adequate communication and news release systems Establish public inquiry system Staff ESS positions for possible reception centres Coordinate the evacuation of personnel Coordinate traffic control Coordinate the provision of potable water supplies Coordinate water quality monitoring Coordinate emergency public health measures Liaise with BC Centre for Disease Control Coordinate investigation and mitigation of disease source HAZARD SPECIFIC CONSIDERATIONS Obtain and disseminate current epidemiological data Deploy field observers to gather intelligence as soon as possible Consider Possible Major Effects Overloading of health care facilities Medical personnel affected Morgue facilities overwhelmed Contamination of normal water supplies Dangers to public health Adjacent communities may be affected as well, slowing assistance Losses to local economy Version: Final Page 45

46 LOGISTICS Anticipate long-term support of field workers Transportation Face masks/gloves Isolation equipment Consider equipment needs and sources Communication equipment Medical and health supplies Food and lodging Tankers for potable water supplies Mobile public address system Road / Air Carriers/ Rail Carriers Safety / Medical supply companies RCMP / Fire EMBC / Amateur Radio Health Emergency Support Services Utilities Version: Final Page 46

47 This page intentionally left blank Version: Final Page 47

48 DROUGHT POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS Health Branch PLANNING Situation Unit Advance Planning Unit LOGISTICS Supply Unit FINANCE AND ADMIN The EOC will ensure water supplies are identified for potable water, firefighting, and agricultural use, in that order. We will keep the public informed by releasing all confirmed drought information through local media sources. HAZARD SPECIFIC CONSIDERATIONS Ensure representatives from MOE, and ECCC (as appropriate) are contacted and requested to attend the EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Consider Engineering Branch Coordinator as Operations Section Chief Establish adequate communication and news release systems Establish public inquiry system Ensure various Water Management Districts are involved Establish emergency public health facilities Obtain and disseminate current meteorological forecasts by working with ECCC Deploy field observers to gather drought impact intelligence Consider possible major effects Disruption of agricultural operations Need for water rationing Contamination of normal water supplies Possible business closures due to lack of water Dangers to public health Losses to local economy HAZARD SPECIFIC CONSIDERATIONS Identify and locate alternative water supplies in anticipation of field requests Consider equipment needs and sources Water storage tanks Pumps Transportation for moving livestock Local businesses, Rail carriers Engineering EMBC / Agriculture Associations Establish Compensation, and Claims Unit and Cost Accounting Units Version: Final Page 48

49 EXPLOSIONS POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS ESS RCMP RCMP & Planning Section RCMP BC Ambulance Service Unit RCMP, Coroner Unit Engineering / Utilities PLANNING Advance Planning Unit In the event of a major explosion, regardless of the cause, life safety of both responders and impacted people will be the first priority. The EOC will support the Incident Commander, regardless of agency filling that role. It is our policy to assist in securing the site of the explosion to preserve evidence, ensure safety, and enhance privacy. Consider act of terrorism. HAZARD SPECIFIC CONSIDERATIONS Notify office of the Fire Commissioner and EMBC that EOC is activated Select RCMP or alternate as Operations Section Chief Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish news release system Establish public inquiry system Establish a Registration Centre Support Incident Commander in defining working area, establishing control perimeter, and securing the scene for subsequent investigation Coordinate routes for emergency vehicles Coordinate traffic and crowd control Notify hospitals of casualties, including number and type Establish temporary morgue Coordinate the elimination of hazards from damaged utilities HAZARD SPECIFIC CONSIDERATIONS Consider possible major effects Injuries and fatalities Panic and need for stress debriefing Fire Chance of secondary explosions Damage to property Release of toxic smoke, fumes Disruption of traffic and communications Disruption of utilities Version: Final Page 49

50 LOGISTICS Facilities Unit Supply Unit Convergence of media, photographers Prepare to support long-term recovery and investigation operation Identify potential temporary morgue facilities Consider equipment needs and sources Firefighting and rescue Fire / Engineering / SAR equipment Ambulances Communication Equipment Auxiliary lighting Barricades Equipment to repair public utilities Special equipment Mobile public address system Chemical response team Emergency feeding facilities Medical / Transportation / RCMP Ambulance / RCMP / Amateur Radio Engineering / Utilities Engineering Engineering / Utilities Chemical supplier RCMP / Fire / Radio EMBC / Fire / Industry Emergency Support Services Version: Final Page 50

51 FIRES URBAN AND RURAL POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS Fire Branch RCMP Ministry of Agriculture ESS RCMP Utilities Branch BC Ambulance Service Unit Health Branch RCMP Branch Urban and rural fires should be managed using ICS with the senior officer on scene from the fire department having jurisdiction being appointed by the Incident Commander. Assist the BC Wildfire Service, if requested, in monitoring local authority firefighting on rural fires to prevent the spread of fire to vegetation. HAZARD SPECIFIC CONSIDERATIONS Establish link with local authority EOC, if established Notify PREOC that EOC is established Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish news release system Establish public inquiry system Determine need for evacuation through Fire Commissioner or declaration, Fire Services Bylaw Notify Fire Commissioner Ensure that all utilities are advised Warn of potential spread of fire and need for fire breaks Evacuate for fire or explosion Coordinate the evacuation of personnel Coordinate the evacuation of livestock and/or domestic animals Establish ESS Staff ESS positions for possible reception centre Establish CDART response under ESS in the EOC and Ops at the site Coordinate defining the working area and establish control perimeter Secure disaster scene for subsequent investigation Coordinate traffic control and routes for emergency vehicles Coordinate the protection of property and relocate resources where necessary Coordinate the elimination of hazards from damaged utilities Notify hospitals of casualties Establish emergency public health facilities Establish temporary morgue, if needed Version: Final Page 51

52 PLANNING Advance Planning Unit LOGISTICS Supply Unit HAZARD SPECIFIC CONSIDERATIONS Supervise damage assessment Consider possible major effects Injuries and fatalities Fire Explosions and other hazards Damage to property Collapse of buildings and other structures Sudden hospital requirements Release of toxic smoke, fumes Disruption of traffic and communications Disruption of utilities Convergence of media, photographers Anticipate requests for additional supplies Anticipate requests for food, porta-potties Consider equipment needs and sources Firefighting and rescue Fire / Engineering / SAR equipment Ambulances BCAS / Industry / SJA Water tankers (street cleaners) Engineering Relay pumps Ambulance / RCMP / Amateur Communication equipment Radio Auxiliary lighting Engineering / Utilities Blankets and food Emergency Support Services Mobile public address system RCMP / Fire / Radio stations FINANCE AND ADMIN Chemical response team Anticipate compensation/claims. EMBC / Fire / Industry Version: Final Page 52

53 FLOODING POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS ESS RCMP Min of Agriculture RCMP Engineering Branch Utilities Branch Health Branch FLNRORD, MOE, MOTI and EMBC are the key provincial agencies. Private property owners are responsible for protective works on their property. We will keep the public informed by releasing all confirmed flood warning information through local media sources. A state of local or provincial emergency must be declared to cause an evacuation due to flooding. HAZARD SPECIFIC CONSIDERATIONS Ensure proper jurisdiction and Incident Command Select MOTI or alternate as Operations Chief Staff Liaison Officer, Information Officer, and Risk Management Officer positions Ensure representatives from DFO are contacted and requested to attend the EOC, if needed Establish adequate communications and news release systems Establish public inquiry system Ensure various water management districts are involved Staff ESS positions for possible reception centre Coordinate the evacuation of personnel Coordinate the evacuation of livestock - engage CDART Coordinate traffic control Engage FRU from RDEK engineering as required Coordinate the establishment of dikes, as required Identify the priority areas for sand bag deployment Coordinate the elimination of hazards from damaged utilities Establish emergency public health facilities Version: Final Page 53

54 PLANNING Situation Unit Advance Planning Unit LOGISTICS Supply Unit FINANCE AND ADMIN HAZARD SPECIFIC CONSIDERATIONS Obtain and disseminate current meteorological data and flood forecasts by working with MOTI and ECCC. Deploy field observers to gather flood intelligence as soon as possible. Consider possible major effects Disruption of community Damage to property Contamination of normal water supplies Casualties Evacuation of population Dangers to public health Losses to local economy Contact EMBC, CEIC for personnel Identify and locate additional sandbags / heavy equipment resources in anticipation of field requests Anticipate long term feeding / accommodation support of field workers Consider equipment needs and sources Transportation Road / Rail / Air Carriers Communication equipment EMBC / RCMP / Amateur Radio Equipment for constructing dikes Engineering / Industry Heavy equipment (bulldozers, etc.) Auxiliary lighting Engineering / Utilities Auxiliary power facilities Medical and health supplies Health Food and lodging Emergency Support Services Pumps Engineering Storage facilities for equipment furnishings and Province livestock Mobile public address system RCMP / Fire / Radio Establish Compensation, and Claims Unit and Cost Accounting Units Establish Disaster Financial Assistance Unit Version: Final Page 54

55 HAZARDOUS SPILLS POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS RCMP Responders should take defensive role until product and actions are identified. Spiller is responsible for clean-up and restoration. The community has a right to know both the hazard and risk. HAZARD SPECIFIC CONSIDERATIONS Select Fire Branch Coordinator or alternate as Operations Chief Staff Liaison Officer, Information Officer, and Risk Management Officer positions Ensure Safety Officer appointed at scene Ensure PREOC, MOE and other appropriate agencies notified Establish adequate communications and news release systems Establish public inquiry system Request representative from carrier/owner attend the EOC Ensure Environmental Health Officer and Fire Commissioner are notified Provide support to IC and/or local authorities Confirm Hot / Warm / Cold zones established and communicate to all agencies Coordinate traffic control Coordinate evacuation routes ESS BC Ambulance Unit RCMP, Coroner Unit Coordinate evacuation of high-hazard zones, considering responder safety Activate ESS for possible evacuation Notify hospitals of casualties Establish temporary morgue, if needed Version: Final Page 55

56 PLANNING Recovery Unit Advance Planning Unit LOGISTICS Supply Unit FINANCE AND ADMIN HAZARD SPECIFIC CONSIDERATIONS Ensure appropriate technical specialists contacted and available Determine nature of substance spilled and possible effects and inform Operations Section Chief, EOC Director, and Incident Commander Use Emergency Response Guidebook or contact CANUTEC at or *666 Define area of risk Commence evacuation Planning, if required, and warn adjacent areas Establish identification of spiller for cost recovery purposes Consider possible major effects Injuries and fatalities Tendency of people to disperse Damage to property Disruption of traffic Subsequent explosions and fire Need to decontaminate site responders, equipment, and vehicles Contamination of normal water supplies Need to evacuate population Dangers to public health and livestock Disruption of business and industrial activities Check on availability of specialized hazardous material supplies and consultants Consider support of long-term field operations Consider equipment needs and sources Ambulances BCAS / Industry / St. John Fire and rescue equipment Adjacent Fire Depts. / Industry (respirators and Communication EMBC / RCMP / Amateur Radio Decontamination equipment Industry Barricades Engineering Mobile public address system RCMP / Fire / Radio stations Chemical Response Team EMBC / Fire / Industry / MOE Ensure cost accounting is taking place for charge back to spiller Version: Final Page 56

57 LANDSLIDES POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS Fire, RCMP ESS RCMP Ministry of Agriculture RCMP Engineering Branch PLANNING Situation Unit Advance Planning Unit Regardless of where the incident occurs, responder safety will be considered first. Many landslides / slips involve multiple agencies and jurisdictions. HAZARD SPECIFIC CONSIDERATIONS Ensure representatives from MOTI, MOE, EMBC (as appropriate) are contacted and requested to attend the EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish adequate communications and news release systems Establish public inquiry system Establish proper jurisdiction Coordinate search and rescue of victims Staff ESS positions for possible reception centers Coordinate the evacuation of personnel, Coordinate the evacuation of livestock Coordinate traffic control Coordinate the protection of property and relocate resources where necessary Coordinate removal and disposal of slide material as required Coordinate the elimination of hazards from damaged utilities HAZARD SPECIFIC CONSIDERATIONS Deploy field observers to gather damage intelligence as soon as possible. To consider further slide potential, obtain current meteorological data. Consider possible major effects Casualties Damage to property Closure of roads and highways Damage to utilities and communication systems Contamination of normal water supplies Involvement of Dangerous Goods, (e.g. fuels) Evacuation of population from danger areas Dangers to public health Possible convergence of families and friends to help with search Disruption of community Version: Final Page 57

58 LOGISTICS Supply Unit Supply Unit FINANCE AND ADMIN Losses to local economy Identify additional heavy equipment in anticipation of field requests Anticipate long term feeding / accommodation support of field workers Consider equipment needs and sources Transportation Road / Air Carriers Communication Equipment EMBC / RCMP / Amateur Radio Heavy equipment Engineering / Industry (bulldozers) Auxiliary lighting Engineering / Utilities Auxiliary power facilities Medical and health supplies Food and lodging Engineering / Utilities Health ESS Establish Compensation and Claims Unit and Cost Accounting Units Establish Disaster Financial Assistance Unit Version: Final Page 58

59 LOST PERSON(S) POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS RCMP Branch PLANNING Advance Planning Unit The responsibility for lost persons on the ground and inland waters belongs to the RCMP department having jurisdiction that will act as Incident Commander. Local SAR volunteers aid them on the ground; the SAR manager will act as Operations Section Chief. In National Parks, the National Park Warden Service provides this service. The responsibility for lost persons from air or marine emergencies belongs to the federal government and coordinated through the Joint Rescue Coordination Centre. The vast majority of SAR missions will be managed from an Incident Command Post, or in rare circumstances an expanded ICP. Implementation of an EOC should be considered only when the incident involves large numbers of missing persons, large numbers of SAR resources, or intense media interest. The EOC will provide support and assistance as needed or requested. HAZARD SPECIFIC CONSIDERATIONS Select RCMP or alternate as Operations Chief for ground search. Staff Liaison Officer, Information Officer, and Risk Management Officer positions. Establish adequate communications and news release systems. Coordinate search teams, as requested Identify and stage backup SAR teams from adjacent communities HAZARD SPECIFIC CONSIDERATIONS Track and record search progress Assess characteristics of lost persons to identify areas with high probability of success Support SAR with GIS capabilities as requested Consider possible major effects Injuries and fatalities Possible high risk of involving many search aircraft Version: Final Page 59

60 LOGISTICS Supply Unit Convergence of families and friends of missing persons Need to support remote search teams Weather changes could affect SAR team safety Locate SAR resources in anticipation of field requests Anticipate long term feeding / accommodation support of SAR teams Consider equipment needs and sources Communication Equipment EMBC / RCMP / Amateur Radio Search and Rescue EMBC equipment Consider use of snowmobile, four-wheel drive and other similar clubs with local knowledge Version: Final Page 60

61 POWER OUTAGES POLICIES EOC DIRECTOR (Command Staff) OPERATIONS Engineering Branch Transportation Unit ESS Branch PLANNING Advance Planning Unit LOGISTICS The electrical utility provider is responsible for restoration of electrical power. The EOC may assist indirectly with such actions as coordinating the clearing of fallen trees from routes used by utility line crews, and providing priorities for energy restoration. Under no circumstances should non-utility responders handle power lines, as they may still be live. HAZARD SPECIFIC CONSIDERATIONS Select Engineering Branch Coordinator as Operations Chief Request utility representative attend at the EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Assist utility crews where possible Staff Engineering Branch Coordinator Coordinate the elimination of hazards from damaged utilities Coordinate provision of auxiliary power Coordinate transport of food, fuel, pharmaceutical supplies, medical personnel and others to points of need Supervise ESS accommodation and feeding of stranded persons Establish ESS Reception Centers for the aged/infirm HAZARD SPECIFIC CONSIDERATIONS Identify critical power needs (i.e., vulnerable populations) Identify if alternate suppliers available Provide Operations Section with updated meteorological data Consider possible major effects Injuries and fatalities, indirectly due to lack of power Panic, particularly in crowded areas Persons trapped in elevators and other powered devices Disruption of traffic Disruption of utilities and communications Locate and stage any power generation equipment Locate and stage any fuel for power generation equipment Ensure EOC and public safety facilities have auxiliary power Version: Final Page 61

62 Supply Unit FINANCE AND ADMIN Contact food suppliers and determine on-hand supplies Consider equipment needs and sources Auxiliary generators Various sources Auxiliary heaters Various sources Auxiliary lighting Fire Departments from adjacent areas Mobile public address RCMP / Fire / Radio system Welfare equipment Emergency Support Services Establish manual timekeeping / payroll system Version: Final Page 62

63 SEISMIC HAZARDS POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS Fire Branch ESS Branch RCMP Branch RCMP Branch, Coroner Unit RCMP Branch Fire Branch Engineering Branch Health Branch PLANNING Situation Unit Advance Planning Unit In the event of a major earthquake, the EOC should consider an automatic level 3 response. Should the operational area of this EOC not be affected, it is our policy to provide support and assistance to other areas affected as needed and requested. This may include providing resources or receiving evacuees. HAZARD SPECIFIC CHECKLISTS Notify PREOC when EOC is activated Select Fire Chief or alternate as Operations Chief Staff Liaison Officer, Information Officer, and Risk Management Officer positions Ensure all agency representatives contacted and requested to attend the EOC Establish adequate communications and news release systems Establish public inquiry system Request outside assistance, including military from PREOC if required Coordinate rescue of trapped, injured persons Staff ESS positions for possible reception centers Coordinate the evacuation of personnel Coordinate traffic control Coordinate temporary morgue Coordinate the protection of property and relocate resources where necessary Coordinate salvage operations of essential items Coordinate the elimination of hazards from damaged utilities Coordinate emergency public health facilities HAZARD SPECIFIC CHECKLISTS Obtain and disseminate current seismic data Deploy field observers to gather damage intelligence as soon as possible Consider possible major effects Injuries and fatalities Trapped persons Damage to property Damage to roads, bridges, utilities, buildings Version: Final Page 63

64 LOGISTICS Supply Unit FINANCE AND ADMIN Fire hazards and explosions Involvement of Dangerous Goods (e.g. fuels) Flooding from broken water mains Hypothermia if event occurs in winter Landslides Panic Contamination of normal water supplies Dangers to public health Adjacent communities may be affected as well, slowing assistance Losses to local economy Anticipate long term feeding/accommodation support of field workers Consider equipment needs and sources Transportation Road / Rail / Air carriers Rescue equipment of all kinds Public service maintenance vehicles Communication Equipment Heavy equipment (bulldozers) Auxiliary lighting Auxiliary power facilities Medical and health supplies Food and lodging Piping for water, sewer repairs Tanks cars for potable water supplies Mobile public address system All agencies Engineering / Utilities EMBC / RCMP / Amateur Radio Engineering / Industry Engineering / Utilities Engineering / Utilities Health Emergency Support Services Engineering / Industry Utilities / Railways RCMP / Fire / Radio Establish Compensation and Claims Unit and Cost Accounting Unit Version: Final Page 64

65 STRUCTURAL COLLAPSE POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS ESS RCMP Fire Branch RCMP BC Ambulance Unit RCMP, Coroner Unit Engineering /Utilities PLANNING Advance Planning Unit LOGISTICS Regardless of the cause, safety of the responders will be considered first. The EOC will ensure technical advice is available and Heavy Urban Search and Rescue experts (if available) are provided to the Incident Commanders. Immediately secure the site to preserve evidence, ensure safety, and enhance privacy. HAZARD SPECIFIC CONSIDERATIONS Notify PREOC if EOC is activated Select Fire Chief or alternate as Operations Chief Make contact with building owner and request attendance at EOC if appropriate Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish news release system Establish family inquiry system Establish a Registration Centre Support Incident Commander in defining working area, establishing control perimeter, and securing the scene for subsequent investigation Coordinate rescue Coordinate routes for emergency vehicles Coordinate traffic and crowd control Notify hospitals of casualties, including number and type Establish temporary morgue Coordinate the elimination of hazards from damaged utilities Obtain plans/blueprints of buildings involved HAZARD SPECIFIC CHECKLISTS Consider possible major effects Injuries and fatalities Fire Trapped people Involvement of dangerous goods, e.g., fuels Sudden hospital requirements Disruption of traffic and communications Convergence of media, photographers Version: Final Page 65

66 Facilities Unit Supply Unit Prepare to support long-term recovery and investigation operations Identify potential temporary morgue facilities Consider equipment needs and sources Firefighting and rescue equipment Fire / Engineering / SAR Ambulances BCAS / Industry / St. John Communication Ambulance / RCMP / Amateur Equipment Radio Auxiliary lighting Engineering / Utilities Barricades Engineering Power cranes Contractors Mobile public address RCMP / Fire / Radio stations Version: Final Page 66

67 TRANSPORTATION INCIDENTS - AIR POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS ESS RCMP RCMP & Planning Section RCMP RCMP, Coroner Unit Health Branch Engineering /Utilities Primary responsibility for aircraft crashes rests with the RCMP, airport authority (if on airport property) and the Transportation Safety Board (TSB). The RCMP will provide security and assist the Coroner. The TSB conducts the investigation. An EOC is not commonly activated for an aircraft crash. However in the event of a catastrophic incident, an EOC may be activated to provide support as needed and requested. HAZARD SPECIFIC CONSIDERATIONS Consider RCMP or alternate as Operations Section Chief Make contact with air carrier and request representative to attend EOC Ensure Airport Manager/Operations Manager is notified if not on airport property Ensure Transportation Safety Board and Rescue Coordination Centre contacted Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish news release system Establish family inquiry system Establish a Registration and Inquiry Centre Support Incident Commander in defining working area, establishing control perimeter, and securing the scene for subsequent investigation Coordinate routes for emergency vehicles Coordinate traffic and crowd control Establish temporary morgue Notify hospitals of casualties, including number and type Coordinate elimination of hazards from damaged utilities PLANNING Advance Planning Unit HAZARD SPECIFIC CONSIDERATIONS Consider possible major effects Injuries and fatalities Fire Explosion Damage to property Involvement of dangerous goods (e.g., fuels) Version: Final Page 67

68 LOGISTICS Supply Unit Special cargo problems Sudden hospital requirements Disruption of traffic and communications Disruption of utilities Convergence of media, photographers, politicians Convergence of friends and family members and need for grieving International considerations Prepare to support long-term recovery and investigation operations Facilities Unit should be identifying potential temporary morgue facilities Consider equipment needs and sources Firefighting and rescue equipment Fire / Engineering / SAR Ambulances BCAS / Industry / St. John Communication Equipment Ambulance / RCMP / Amateur Radio Auxiliary lighting Engineering / Utilities Barricades Engineering Mobile public address system RCMP / Fire / Radio stations Chemical response team EMBC / Fire / Industry / MOE Version: Final Page 68

69 TRANSPORTATION INCIDENTS - RAIL POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS ESS RCMP BCAS Unit RCMP, Coroner Unit Engineering / Utilities The responsibility for rail crashes on railroad property rests with the carrier Incidents involving injuries / fatalities or impacting areas off the right of way should be managed by the appropriate agency, (RCMP / BCAS / FIRE / MOE) as a single command or unified command based on the situation It is our policy to provide support as needed and requested by the rail carrier Responders should take a defensive role until the train cargo is determined to be of a manageable risk to our responders HAZARD SPECIFIC CONSIDERATIONS Select RCMP, Fire or Environment Branch Coordinator as Operations Chief Make contact with rail carrier and request attendance at EOC Ensure Transportation Safety Board contacted Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish news release system Establish family inquiry system Establish a Registration and Inquiry Centre Support Incident Commander in defining working area, establishing control perimeter, and securing the scene for subsequent investigation Coordinate routes for emergency vehicles Coordinate traffic and crowd control Notify hospitals of casualties, including number and type Establish temporary morgue Coordinate the elimination of hazards from damaged utilities PLANNING Advance Planning Unit HAZARD SPECIFIC CONSIDERATIONS Consider possible major effects Injuries and fatalities Fire Explosion Evacuation Damage to property Involvement of dangerous goods (e.g., fuels) Sudden hospital requirements Disruption of traffic and communications Version: Final Page 69

70 LOGISTICS Supply Unit Disruption of utilities Convergence of media, photographers, politicians Convergence of friends and family members and need for grieving Prepare to support long-term recovery and investigation operations Facilities Unit should be identifying potential temporary morgue facilities Consider equipment needs and sources Firefighting and rescue Fire / Engineering / SAR equipment BCAS / Transportation / Ambulances RCMP Communication equipment Ambulance / RCMP / Amateur Radio Auxiliary lighting Engineering / Utilities Barricades Engineering Mobile public address system RCMP / Fire / Radio Chemical response team EMBC / Fire / Industry / MOE LPG response team Version: Final Page 70

71 TRANSPORTATION INCIDENTS - ROAD / HIGHWAY POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS ESS RCMP BC Ambulance Service Unit RCMP Engineering / Utilities PLANNING Advance Planning Unit Most major motor vehicle crashes should be managed at the scene. RCMP is the lead agency. The EOC will provide support and assistance as needed or requested. HAZARD SPECIFIC CONSIDERATIONS Select RCMP or alternate as Operations Chief Make contact with motor carrier and request attendance at EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish news release system Establish family inquiry system Establish a Registration and Inquiry Centre Support Incident Commander in defining working area, establishing control perimeter, and securing the scene for subsequent investigation Coordinate routes for emergency vehicles Coordinate traffic and crowd control Coordinate requests for ambulance, wreckers, fire trucks and heavy equipment, as needed Notify hospitals of casualties, including number and type Establish temporary morgue Coordinate the elimination of hazards from damaged utilities HAZARD SPECIFIC CONSIDERATIONS Consider possible major effects Injuries and fatalities Fire Explosion Trapped motorists Damage to property Involvement of dangerous goods, e.g., fuels Special cargo problems, e.g., hazardous materials Sudden hospital requirements Disruption of traffic and communications Convergence of media, photographers, politicians Convergence of friends and family members and need for grieving Version: Final Page 71

72 LOGISTICS Facilities Unit Supply Unit Prepare to support long-term recovery and investigation operations Identify potential temporary morgue facilities Consider equipment needs and sources Wrecker / tower with RCMP / Garage cutting torches Firefighting and rescue Fire / Engineering / SAR equipment Ambulances BCAS / Industry / St. John Communication Ambulance / RCMP / Amateur equipment Radio Auxiliary lighting Engineering / Utilities Traffic barricades Engineering Mobile public address system RCMP / Fire / Radio stations Chemical response team EMBC / Fire / Industry / MOE Version: Final Page 72

73 VOLCANIC ASH FALLOUT POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS Engineering Branch Health Branch PLANNING Situation Unit Advance Planning Unit LOGISTICS Supply Unit In the event of a major eruption, the EOC should consider an automatic Level 3 response. Should the operational area of this EOC not be affected, it is our policy to provide support and assistance to other areas affected as needed and requested. This may include providing resources or receiving evacuees HAZARD SPECIFIC CONSIDERATIONS Notify PREOC when EOC is activated Select Fire Chief or alternate as Operations Chief Ensure all agency representatives contacted and requested to attend the EOC Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish adequate communications and news release systems Establish public inquiry system Coordinate the elimination of Ash from roads Coordinate emergency public health facilities Coordinate removal of ash from ventilation systems of critical Buildings Identify and assist people with respiratory difficulties HAZARD SPECIFIC CONSIDERATIONS Obtain and disseminate current plume data Deploy field observers to gather intelligence as soon as possible Consider possible major effects Respiratory difficulties Nonfunctioning combustion engines Panic Contamination of normal water supplies Dangers to public health Adjacent communities may be affected as well, slowing assistance Losses to local economy Anticipate long-term air quality problems Consider equipment needs and sources Transportation Road / Air Carriers/ Rail Public service maintenance vehicles Engineering / Utilities Version: Final Page 73

74 Communication Equipment Heavy equipment (bulldozers) EMBC / RCMP / Amateur Radio Engineering / Industry FINANCE AND ADMIN Auxiliary lighting Engineering / Utilities Auxiliary power facilities Engineering / Utilities Medical and health supplies Health Food and lodging Emergency Support Services Tankers for potable water Utilities supplies Mobile public address system RCMP / Fire Establish Compensation and Claims Unit and Cost Accounting Unit Version: Final Page 74

75 WILD FIRES POLICIES EOC DIRECTOR (Command Staff) Information Officer OPERATIONS Fire Branch RCMP ESS Branch Ministry of Agriculture / ESS Branch RCMP OPERTATIONS Engineering Branch Interface fires will be managed using unified command with Incident Commanders supplied by the BC Wildfire Service and the Fire Department having jurisdiction. The EOC will provide support and assistance to the BC Wildfire Service and local authorities as and when requested In the event of a pure wildfire, the EOC will provide support and assistance to the BC Wildfire Service as and when requested. HAZARD SPECIFIC CONSIDERATIONS Select Fire or alternate as Operations Chief Establish link with any activated DOC/MROCs (Southeast Fire Centre or otherwise) Notify PREOC that EOC is established Monitor that interface fire command is unified Staff Liaison Officer, Information Officer, and Risk Management Officer positions Establish news release system Establish public inquiry system Confirm communication link with Incident Commander, Fire Zone, or Fire Centre as appropriate Determine need for evacuation through Fire Commissioner, BC Wildfire, or declaration Establish communications with Fire Commissioner Office Determine Structure Protection needs (SPU) Ensure Utilities are advised Monitor potential spread of fire and need for fire breaks Coordinate the evacuation of personnel Establish ESS for evacuations / Reception Centre Coordinate the evacuation of livestock and/or domestic animals - Establish CDART under ESS in the EOC and Ops at the site Coordinate in defining working area and establish control perimeter Secure disaster scene for subsequent investigation Coordinate traffic control and routes for emergency vehicles Coordinate the protection of property and relocate resources where necessary HAZARD SPECIFIC CONSIDERATIONS Coordinate the elimination of hazards from damaged utilities Version: Final Page 75

76 BC Ambulance Service Unit Health Branch RCMP, Coroner Unit PLANNING Advance Planning Unit LOGISTICS Supply Unit FINANCE AND ADMIN Notify hospitals of casualties Establish emergency public health facilities Establish temporary morgue, if needed Supervise damage assessment Ensure risk management activities are being conducted Consider possible major effects Injuries and fatalities Fire Explosions of propane tanks and other hazards Damage to property Collapse of buildings and other structures Sudden hospital requirements Involvement of Hazardous Goods, e.g. fuels Release of toxic smoke, fumes Disruption of traffic and communications Disruption of utilities Convergence of media, photographers, politicians Possible need to relocate primary EOC Anticipate requests for additional supplies Anticipate requests for food / porta-potties Consider equipment needs and sources Firefighting and rescue Fire / Engineering / SAR / OFC equipment Ambulances Water tankers (street cleaners) Relay pumps BCAS/ Industry / St. John Engineering Engineering Communication equipment Ambulance / RCMP / Amateur Radio Auxiliary lighting Engineering / Utilities Blankets and food Emergency Support Services Mobile public address system RCMP / Fire / Radio Chemical response team EMBC / Fire / Industry / MOE Anticipate compensation/claims Version: Final Page 76

77 This page intentionally left blank Version: Final Page 77

78 APPENDIX D Hazard, Risks and Vulnerability Assessment (HRVA) 2017 F r e q u e n c y 6 5 (Risk Index: 5) TRANSPORT ACCIDENT- ROAD (Risk Index: 12) SEVERE WEATHER (Risk Index: 10) CRITICAL FACILITY FAILURE (Risk Index: 18) DANGEROUS GOODS SPILL (Risk Index: 15) DAM FAILURE, FIRE URBAN/RURAL (Risk Index: 24) FIRE- INTERFACE & WILDFIRE (Risk Index: 20) FLOOD Frequent or very likely Moderate or likely 4 (Risk Index: 8) FIRE INDUSTRIAL, INFRASTRUCTURE FAILURE, TRANSPORT ACCIDENT AIR (Risk Index: 12) LANDSLIDE, DEBRIS FLOW OR SUBSIDENCE (Risk Index: 16) EPIDEMIC HUMAN Occasional, slight chance 3 (Risk Index: 6) EXPLOSION OR EMISSIONS, TRANSPORT ACCIDENT - RAIL Unlikely, Improbable 2 (Risk Index: 2) TRANSPORT ACCIDENT- MARINE (Risk Index: 4) AVALANCHE Highly unlikely (rare event) 1 OTHER HAZARDS? (Risk Index: 2) VOLCANO ERUPTIONS (Risk Index: 4) EARTHQUAKE Very rare event Severity Version: Final Page 78

79 This page intentionally left blank Version: Final Page 79

80 APPENDIX E - City of Vernon, Emergency Program Bylaw #5645 City of Vernon EMERGENCY PROGRAM BYLAW # Version: Final Page 80

81 THE CORPORATION OF THE CITY OF VERNON BYLAW NUMBER 5645 A bylaw to develop and implement plans for emergencies and disasters in the City pursuant to the Emergency Program Act, R.S.B.C. 1996, c. 111 WHEREAS the Council for the City of Vernon is required by the provisions of the Emergency Program Act, R.S.B.C c. 111, as amended, to establish an emergency plan to prepare for, respond to and recover from emergencies and disasters; AND WHEREAS Council may appoint such committees as it considers necessary or desirable to assist it in meeting its obligations under the Act; AND WHEREAS Council may appoint a Coordinator of its emergency management organization; AND WHEREAS this bylaw is intended to provide a comprehensive program of emergency management by a coordinated response of Council, officers and employees of the City of Vernon, volunteer services and external agencies, that will respond to natural and man-made hazards with the goal of preserving life, property, the local economy and the environment in a comprehensive approach using prevention, mitigation, preparedness, response and recovery, all in a manner that will ensure the continuity of government;. NOW THEREFORE, THE COUNCIL FOR THE CITY OF VERNON in open meeting assembled, enacts as follows: 1. This bylaw may be cited for all purposes as Emergency Program Bylaw Number 5645, City of Vernon Emergency Program Bylaw Number 4713, 2002 and amendments thereto, is hereby repealed. 3. Definitions In this bylaw a. Act means the Emergency Program Act, R.S.B.C. 1996, c. 111, as amended, and any regulations thereunder; b. City means the City of Vernon; c. Chief Administrative Officer means the senior administrative officer of the City; d. Declaration of a state of local emergency means a bylaw or resolution of the Local Authority or an order of the Mayor that an Emergency or Disaster exists or is imminent and made in accordance with section 12 of the Act; Version: Final Page 81

82 e. Director of EOC means the Chief Administrative Officer or designate who provides overall direction in and is responsible for the operations in the Emergency Operations Center; f. Disaster means a calamity that i. Is caused by accident, fire, explosion or technical failure or by the forces of nature, and ii. has resulted in serious harm to the health, safety or welfare of people or in widespread damage to property; g. Emergency means a present or imminent event that i. is caused by accident, fire explosion or technical failure or by the forces of nature, and ii. requires prompt coordination of action or special regulation of persons or property to protect the health, safety or welfare of people or to limit damage to property; h. EOC means the Emergency Operations Centre as defined in the Emergency Program or such other facility as may be designated from time to time as the EOC by the Local Authority; i. Emergency Program Leadership Team means the group constituted as such pursuant to section 4.3 of this bylaw; j. Emergency Program Policy/Planning Committee means a Committee constituted pursuant to Section 4.2 of the bylaw; k. Emergency Program means the City s Emergency Program as adopted or implemented from time to time and any amendment thereto; l. Emergency Program Coordinator is a position responsible for the City s Emergency Program; m. Local Authority means the Council for the City of Vernon n. Mayor means the individual elected as Mayor of the City or, in the event the Mayor is absent, ill, or otherwise unable or unwilling to carry out or exercise his or her duties and powers under this bylaw and the Act, the person designated by the City s policy as the Acting Mayor at the relevant time; o. Minister means a member of the Executive Council appointed to head a ministry of the government of British Columbia; Version: Final Page 82

83 p. Order means a written statement or instruction giving effect to a Declaration of a state of local emergency by the Mayor, which Order must include the date of issuance and bear the name of the Mayor. 3. Emergency Program Administration 3.1 The Director of Fire Rescue Services is appointed by the Mayor and has responsibility for the emergency program. The Director of Fire Rescue Services may staff a position to address the responsibilities of the Emergency Program Coordinator. 3.2 An Emergency Policy/Planning Committee is hereby created which will meet not less than every 6 months. The following individuals may constitute the Committee: (a) (b) (c) the Mayor, who may act as Chair; the Chief Administrative Officer, or Acting CAO, or designate; the Deputy Chief Administrative Officer; (d) the RCMP Officer in Charge (OIC); (e) the Director or delegate, Community Infrastructure and Development; (f) the Emergency Program Coordinator or designate; (g) the Director of Fire Rescue Services or designate; (h) The Director or delegate, Corporate Services; (i) (j) (k) the Director or delegate, Financial Services; the Director or delegate, Recreation Services; the Director or delegate, Operation Services; and such other individuals as may be appointed to the Committee or sub- Committee(s) by the Chair from time to time. 3.3 With the exception of the Mayor, or any Council member(s), the positions listed in 4.2 shall be members of the Emergency Program Leadership Team. 4. Responsibilities 4.1 The Emergency Program Coordinator will be responsible for the following: (a) preparing the Emergency Program, which program must (i) provide a general direction and framework that covers prevention, mitigation, preparedness, response and recovery programs to deal with a Disaster or Emergency in the City, Version: Final Page 83

84 (ii) (iii) formulate roles and responsibilities for all officials appointed pursuant to this bylaw (whose roles and responsibilities are not otherwise defined herein), and formulate a budget for the City of Vernon Financial Plan; (b) (c) making and amending practices and procedures; establishing such sub-committees or working groups as it deems necessary to carry out its duties and obligations; (d) subject to the final approval of the Local Authority, (i) negotiating agreements with other municipalities or governments for the purpose of mutual aid or the formation of joint organizations, (ii) negotiating with individuals, societies, corporations or other legal entities other than government bodies for the engagement of one or more of their members deemed qualified to provided services necessary to achieve the objectives of this bylaw; (e) (f) (g) (h) (i) (j) serving as a member of the Emergency Program Policy/Planning Committee making such minor amendments to the Emergency Program as are necessary to ensure that the information contained in such Program remains current at all times, including, without limitation, updating telephone numbers, addresses, locations of equipment and response teams; providing day to day administration of the Emergency Program, including coordinating staff emergency management, encouraging public emergency management and coordinating with external organizations on emergency management; maintaining information on potential natural and man-made hazards and the impact that such hazards could have on the City; ensuring all City departments and Emergency Support Services develop and keep updated departmental emergency plans that are consistent with and support the Emergency Program; developing and keeping updated the City Emergency Plan which includes the EOC Plan Version: Final Page 84

85 (k) (l) (m) (n) (o) (p) coordinating, equipping and training the City s emergency volunteer services providing liaison on behalf of the City with other external support organizations selecting and processing candidates for Federal or Provincial Emergency Program courses conducting studies and exercise within the City to ensure that the Emergency Program is understood, effective and in a state of readiness acting as the point of contact for the City with the Provincial Emergency Program and other governments or agencies concerning emergency planning and operations; and when a Declaration of a state of emergency exists, acting as the City s liaison person between the Director or such other person the Minister may appoint pursuant to section 90(2) of the Act and the Local Authority. 4.2 The Emergency Operations Management and Policy Group will be responsible for the coordination and direction of overall operations undertaken by the City in accordance with its Emergency Program. 5. Declaration of a State of Local Emergency as provided in the Act 5.1 Subject to section 6.3, the Local Authority may, when satisfied that an Emergency or Disaster exists make a Declaration of a State of Local Emergency either by resolution or bylaw. 5.2 Subject to section 6.3 and provided that the Mayor has used his or her best efforts to obtain the consent of all other members of the Local Authority to a Declaration of a state of local emergency, the Mayor may, by Order, make a Declaration of a State of Local Emergency. 5.3 A Declaration of a state of local emergency, whether made by the Local Authority or the Mayor must: (a) (b) identify the nature of the Disaster or Emergency identify whether the Disaster or Emergency affects all of the City or only a portion thereof and, in the latter case, clearly identify the affected portion of the City; and (c) be made in the form annexed as Schedule A to this bylaw Version: Final Page 85

86 5.4 If a Declaration of a state of local emergency is made in accordance with this bylaw the Local Authority or Mayor, as applicable, must immediately: (a) (b) forward a copy of the Declaration of a state of local emergency, to the Minister; and cause details of the Declaration of a state of local emergency to be published by a means of communication that the Local Authority or Mayor, as the case may be, considers most likely to make the contents of the declaration known to the population of the affected area of the City. 6. Powers associated with the Declaration of a State of Local Emergency as provided for in the Act Once a Declaration of a state of local emergency has been made in the City the Emergency Operations Management and Policy Group will immediately assume responsibility for the Disaster or Emergency which prompted the Declaration of a state of local emergency in accordance with the division of responsibilities set out in sections 5.2 and 5.3 of this bylaw, the Act and the Emergency Program. In carrying out its duties and responsibilities the Emergency Operations Management and Policy Group may exercise any or all of the following powers of the Local Authority pursuant to the delegation provisions of section 6(4) of the Act, subject only to an order from the Minister directing the Local Authority and, through it to its delegates, to refrain or desist from exercising any one or more of the powers enumerated in paragraphs (a) through to and including (j) below: (a) (b) (c) (d) (e) (f) acquire or use any land or personal property considered necessary to prevent, respond to alleviate the effects of the Emergency or Disaster; authorize or require any person to render assistance of a type that the person is qualified to provide or that otherwise is or may be required to prevent, respond to or alleviate the effects of the Emergency or Disaster control or prohibit travel to or from any area of the City provide for the restoration of essential facilities and the distribution of essential supplies and provide, maintain and coordinate emergency medical, welfare and other essential services in any part of the City cause the evacuation of person and the removal of livestock, animals and personal property from any area of the City that is or may be affected by the Emergency or Disaster and make arrangement for the adequate care and protection of those persons, livestock animals and personal property; authorize the entry into any building or on any land, without warrant, by any person in the course of implementing the Emergency Program or if otherwise considered necessary to prevent, respond to or alleviate the effects of the Emergency or Disaster Version: Final Page 86

87 (g) (h) (i) cause the demolition or removal of any trees, structures or crops if the demolition or removal is considered necessary or appropriate in order to prevent, respond to or alleviate the effects of the Emergency or Disaster construct works considered necessary or appropriate to prevent, respond to or alleviate the effects of the Emergency or Disaster procure, fix prices or ration food, clothing fuel, equipment medical supplies or other essential supplies and the use of any property, services resources or equipment, within any part of the City for the duration of the Declaration of a state of local emergency under this bylaw 7. Cancellation of a Declaration of a State of Local Emergency The Local Authority or Mayor, as the case may be, must, when of the opinion that the Emergency or Disaster no longer exists in the City of part thereof for which a Declaration of a state of local emergency was made, cancel the Declaration of a state of local emergency was made, cancel the Declaration by means of a bylaw or resolution of the Local Authority or Order of the Mayor, as appropriate, and promptly notify the Minister of the cancellation of the Declaration of a state of local emergency. READ A FIRST TIME this 17 th day of July, READ A SECOND TIME this 17 th day of July, READ A THIRD TIME this 17 th day of July, ADOPTED this 14 th day of August, Akbal Mund Mayor Patti Bridal Corporate Officer Version: Final Page 87

88 SCHEDULE A Attached to and forming part of Bylaw #5645 Emergency Program Bylaw Number 5645, 2017 ORDER WHEREAS flooding is occurring in The Regional District of Anywhere; AND WHEREAS resident cottages are likely to be impacted by the flood waters in the Electoral Area B and people and property are directly threatened; AND WHEREAS this flooding emergency requires prompt coordination of action or special regulation of persons or property to protect the health, safety or welfare of people or to limit damage to property; NOW THEREFORE: IT IS HEREBY ORDERED pursuant to Section 12 (1) of the Emergency Program Act (RS, 1996, Chap 111) that a state of local emergency exists in the electoral area designated as J in the regional district due to potential damage and threat to persons and property and without accessing the emergency powers will be hampered in alleviating or at least mitigating the expected impacts; IT IS FURTHER ORDERED THAT The Regional District of Anywhere, its employees, servants and agents are empowered pursuant to Section 13 (1) of the Emergency Program Act to do all acts and implement all procedures that are considered necessary to prevent or to alleviate the effects of the emergency. ORDERED by the Chair, George this date September 28, 20XX to remain in force for seven days until October 05, 20XX at midnight unless cancelled by order of The Regional District of Anywhere or the Minister responsible. (Head of local authority) Version: Final Page 88

89 SCHEDULE A Attached to and forming part of Bylaw #5645 Emergency Program Bylaw Number 5645, 2017 Declaring State of Local Emergency Reference: Emergency Program Act Section 10 Emergency Powers Acquire or use any land or personal property considered necessary to prevent, respond to or alleviate the effects of an emergency or disaster. Authorize or require any person to render assistance of a type that the person is qualified to provide or that otherwise is or may be required to prevent, respond to or alleviate the effects of an emergency or disaster. Control or prohibit travel to or from any area of British Columbia. EOC Director Deputy EOC Director Delegated To Operations Section Chief Provide for the restoration of essential facilities and the distribution of essential supplies and provide, maintain and coordinate emergency medical, welfare and other essential services in any part of British Columbia. Cause the evacuation of persons and the removal of livestock, animals and personal property from any area of British Columbia that is or may be affected by an emergency or a disaster and make arrangements for the adequate care and protection of those persons, livestock, animals and personal property. Authorize the entry into any building or on any land, without warrant, by any person in the course of implementing an emergency plan or program or if otherwise considered by the minister to be necessary to prevent, respond to or alleviate the effects of an emergency or disaster. Cause the demolition or removal of any trees, structures or crops if the demolition or removal is considered by the minister to be necessary or appropriate in order to prevent, respond to or alleviate the effects of an emergency or disaster. Construct works considered by the minister to be necessary or appropriate to prevent, respond to or alleviate the effects of an emergency or disaster. Procure, fix prices for or ration food, clothing, fuel, equipment, medical supplies or other essential supplies and the use of any property, services, resources or equipment within any part of British Columbia for the duration of the state of emergency. NOTE: Other individuals/agencies may be included in the matrix at the discretion of the head of a local authority. Local authority may choose to enter other position descriptions. Incident Commander Version: Final Page 89

90 SCHEDULE A Attached to and forming part of Bylaw #5645 Emergency Program Bylaw Number 5645, 2017 EXTENTION REQUEST FOR State Of Local Emergency WHEREAS life and property remain at risk due to Wobashau Creek flooding in The Regional District of Anywhere; AND WHEREAS the Chair of The Regional District of Anywhere has requested to extend the duration of the declaration of a state of local emergency due to expire on October 05, 2011 at midnight; IT IS HEREBY APPROVED pursuant to Section 12(6) of the Emergency Program Act (RS, 1996, Chap.111) that The Regional District of Anywhere may extend the duration of a state of local emergency for a further seven days to October 12, 2011 at midnight. Solicitor General (Incumbent Minister) Solicitor General October 04, 2011 Date Signed Version: Final Page 90

91 State of Local Emergency Cancellation ORDER Date: October 08, 2011 WHEREAS the flooding at Wobashau Creek in The Regional District of Anywhere; AND WHEREAS this flooding emergency no longer requires prompt coordination of action or special regulation of persons or property to protect the health, safety or welfare of a person or to limit damage to property; IT IS HEREBY ORDERED pursuant to Section 14 (2) (ii) of the Emergency Program Act (RS, 1996, Chap 111) that a state of local emergency no longer exists in the electoral area J boundaries and is therefore cancelled effective this date at 1800hrs. Printed Name Version: Final Page 91