Public Works and Services(PWS) Emergency Plan

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1 Public Works and Services(PWS) Emergency Plan GENERAL INFORMATION

2 Table of Contents Part 1 General Information Part 2 Major Incident Response Guidelines Part 3 Fuel Spill Response Guidelines GENERAL INFORMATION

3 Table of Contents General Information Part 1 General Information Purpose Authority Who is in Charge? PWS Role Level of Response Level I Local Control with Support Level II Territorial Control Level III Major Emergency Assignments Regional Offices Electrical/Mechanical Safety Design and Technical Services Infrastructure, Operations and Accommodations Services Technology Service Centre (TSC) Corporate Services Records Management Petroleum Products Division - Operations Section When to take Action Communications APPENDIX A: Departmental Contacts... 4 GENERAL INFORMATION

4 Part 1 General Information 1.1 PURPOSE This plan tells PWS how to respond to emergencies in the NWT. 1.2 AUTHORITY Civil Emergency Measures Act Northwest Territories Emergency Plan 1.3 WHO IS IN CHARGE? The Assistant Deputy Minister of Asset Management is our department coordinator of emergency operations. In each regional office, the Regional Superintendent is the main contact. 1.4 PWS ROLE Provide special equipment and personnel Give professional help with reconstruction Assess damage to public facilities and recorded information. Help find housing for GNWT emergency workers Give technical advice about electrical and mechanical installations, pressure vessels and gas installations related to the emergency. Provide emergency mail or courier services 1.5 LEVEL OF RESPONSE PWS provides help for Level II and III emergencies. Level I Local Control with Support PWS may name an on-site advisor to travel to the local authority s Emergency Operations Centre, or to the emergency site, to provide help. Level II Territorial Control Advice and help is given to the local authority as directed by the Territorial Emergency Operations Centre (TEOC) Hour Emergency Number Contact Person: Eric Bussey Telephone Alternate: Kevin Rowe - Telephone GENERAL INFORMATION Page 1 of 6

5 Level III Major Emergency A Joint Support Centre is set up in. This Centre coordinates PWS support activities. 1.6 ASSIGNMENTS See Appendix A for list of contacts. 1.7 Regional Offices: Provide special equipment and personnel as required for this emergency Give professional help in reconstruction Provide emergency mail or courier services Contacts are the Regional Superintendents, Regional Manager and Area Managers. 1.8 Electrical/Mechanical Safety Section provides technical advice on electrical installations, pressure vessels and gas installations related to the emergency. 1.9 Design and Technical Services provide: Special equipment and personnel as needed for this emergency Professional help in reconstruction Damage assessment 1.10 Infrastructure, Operations and Accommodations Services: Helps find accommodation for GNWT emergency workers 1.11 Technology Service Centre (TSC) provides: IT support services as needed during an emergency When necessary, damage assessment for TSC equipment (The TSC has separate Disaster Recovery Documentation and Procedures from those detailed in this document. The TSC maintains all of its Disaster Recovery Documentation in electronic format on the primary GNWT file servers located in the Stuart M. Hodgson Building Data Centre. This documentation is replicated daily to a stand-alone system located at the Government Warehouse for use in the event of an emergency. Disaster Recovery Documentation for Regional Centres (Inuvik, Norman Wells, Fort Simpson, Hay River and Fort Smith) are handled in an identical manner.) GENERAL INFORMATION Page 2 of 6

6 1.12 Corporate Services Records Management: Assess damage and/or vulnerability to damage to GNWT records Provide technical advice and support in the restoration of damaged documents Petroleum Products Division (PPD) Operations Section: Provides technical advice and guidance on proper methods for cleaning up a fuel spill Assumes a lead role in investigating the cause of the spill (PPD has individual Fuel Spill Response Plans for each of the communities where the GNWT provides the fuel service. These plans are located with PPD- HQ in, in Fort Simpson with PPD, in Inuvik with PPD, with ENR - Environmental Protection Division - HQ's and Regions and in the community with the Fuel Delivery Contractor, the Senior Administrative Officer and the Community Foreman.) 1.14 WHEN TO TAKE ACTION The Departmental Coordinator or Regional Superintendent may activate the department s response to an emergency COMMUNICATIONS The Deputy Minister is the primary spokesperson on behalf of PWS. The PWS Communications Officer helps with our response to media and public questions. The Communications Officer coordinates all information given to the media or the public. GENERAL INFORMATION Page 3 of 6

7 Appendix A DEPARTMENTAL CONTACTS Name Role Location Business Phone Home Phone Cellular Fax Mike Burns Emergency Co-ordinator Mike Norm Dei Back up Paul Guy Spokesperson Paul Amy Hacala Communications Officer Steve Lewis Back up Steve Hagerman Records Management Contact Laurie Gault TSC Contact Laurie Tina Locke-Setter Back up Tina GENERAL INFORMATION Page 4 of 6

8 Appendix A DEPARTMENTAL CONTACTS Name Role Location Business Phone John Vandenberg PPD Contact Home Phone Cellular Fax Derrick Briggs Backup Susan Eveleigh Backup Maurice Evans Fort Smith Region contact Fort Smith Maurice Gordie Villebrun Back up Fort Smith Roy Clarke Inuvik Region contact Inuvik Lorne Browne Back up Inuvik Brian Pruden North Slave Region contact Doug Morrison Back up Doug Ron McRae Electrical/Mechanical Richard Marion Back up GENERAL INFORMATION Page 5 of 6

9 Appendix A DEPARTMENTAL CONTACTS Name Role Location Business Phone Sukhi Cheema Richard Cracknell Design and Technical Services Back up Home Phone Cellular Fax Richard Brian Nagel Norm Dei Infrastructure, Operations and Accommodations Services Back up Ron McCagg Ft Simpson Area contact Fort Simpson Ray Michaud Back up Fort Simpson Curt Snook Hay River Area contact Hay River Curt Clell Crook Back up Hay River Clell Carl McLellan Norman Wells contact Norman Wells Campbell Fudge Backup Norman Wells GENERAL INFORMATION Page 6 of 6

10 Table of Contents Major Incident Response Guidelines Part 2 Major Incident Response Guidelines Building Failures Objectives Scope Assumptions Application Acronyms Declaration of Major Incident Incident Response Team Operations Centre Team Leader Responsibilities Logistics Coordinator Responsibilities On-Site Coordinator Responsibilities Communications Financial Administration and Procurement Staff Staff and Contractor Safety Deactivation Investigation APPENDIX A: Contacts APPENDIX B: Incident Response Report MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE

11 Part 2 Major Incident Response Guidelines 2.1 BUILDING FAILURES Objectives: The guidelines have been developed to meet these specific objectives: 1. Minimize personal injury and property loss/damage. 2. Minimize program or service disruption. 3. Ensure coordination of response activities with external agencies. 4. Ensure effective internal leadership and management of the incident response Scope: These guidelines apply to a major incident at a GNWT facility maintained by PWS. Such failures could be the result of fire, flood or structural failure or any other cause where: Damage to the facility and/or its contents is expected to be severe. An urgent response is required. Such response is technically, organizationally or jurisdictionally complex. Minor incidents can be dealt with using normal repair and maintenance procedures. These guidelines supplement the PWS Emergency Plan, which is part of the GNWT s overall Northwest Territories Emergency Plan. However, these guidelines do not require that a state of emergency be declared before they can be implemented. The procedures in these guidelines are targeted for the first 24 to 48 hours following the incident. They mainly address Stage 2 as noted below Assumptions: There are three stages in the response to a facility incident: Stage 1: Reaction the facility occupant and the first responders (RCMP, fire department, ambulance) take steps to protect persons and contain damage. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 1 of 15

12 Stage 2: Stage 3: Response various agencies mobilize to assist the first responders and to undertake security, salvage and other activities. Recovery business resumption plans are prepared and implemented. For the purposes of these guidelines, it is assumed that Stage 1 is underway or complete. Specifically, it is assumed that the facility has been evacuated and first responders have been notified, are on site, and have initiated actions to protect persons and contain damage. For the purposes of these guidelines, it is assumed that Stage 3 will require a separate plan that addresses the specific circumstances of the incident. For some facilities, particularly those that are considered mission critical, a business resumption plan will have been prepared and maintained by the building occupant. For other facilities, a onetime plan may be prepared as part of the Stage 3: Recovery. Note: In general, the first responders are in charge of the site during Stage 1. During this period, PWS plays a support role, providing assistance to first responders as necessary and preparing for a more active role in Stage 2. After the first responders have brought the situation under control, and as the responders are leaving the site, PWS will normally take the lead in securing the site and undertaking preliminary salvage operations. Such activities must be coordinated with the building user and regulatory authorities (RCMP, WSCC, OFM, Electrical/Mechanical Safety Section of PWS), any of which may place restrictions or conditions on access or activities at the site. Similarly, the Risk Management and Insurance Section of the Department of Finance may require that activities be restricted pending inspection by an insurance adjuster or forensic investigator. Each incident will demand different resources and approaches, which take into account the facility type, location and the resources available at the time of the incident. In certain specialized facilities (correctional centres, airports and hospitals, etc.) where the continuation of program activities is of paramount importance, the facility users will have their own major incident response plans, and PWS will play a support role rather than a leadership role. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 2 of 15

13 Note: It is important for the Team Leader (see 2.1.9) to establish an appropriate relationship with the facility user early in the response to ensure effective coordination and clear leadership responsibility Application: These guidelines are intended to establish a normal approach and structure for dealing with a major incident. However, it is recognized that each incident is different. Therefore, these guidelines can be modified and adapted as necessary by the Team Leader to reflect the particular circumstances and the available resources Acronyms: OFM: Office of the Fire Marshal; includes local Assistant Fire Marshals WSCC: Workers Safety and Compensation Commission EMO: Emergency Measures Organization, MACA HVAC: Heating, Ventilating and Air-Conditioning Declaration of Major Incident: The Regional Superintendent is authorized to declare a major incident and initiate actions in accordance with this plan. The Regional Superintendent is also authorized to declare the incident over and to deactivate this plan Incident Response Team: 1. Team Leader: The Regional Superintendent will assume the duties of Team Leader, unless otherwise directed by the Deputy Minister. 2. Logistics Coordinator: The Team Leader will assign a Logistics Coordinator, who is normally the Regional Manager, Area Manager, Facilities Manager, Maintenance Coordinator, Manager of Finance and Administration, or Project Officer. The Logistics Coordinator must be: capable of working in a team. capable of dealing with a variety of contractors, staff and agency representatives. experienced in acquiring and mobilizing material and human resources. able to communicate clearly. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 3 of 15

14 3. On-Site Coordinator: The Team Leader will assign an On-Site Coordinator, who is normally the Regional Manager, Area Manager, Facilities Manager, Maintenance Coordinator, or Settlement Maintenance Supervisor. In many communities PWS has no staff. The On-Site Coordinator could be a contractor or other designated community official. The On-Site Coordinator must be: capable of taking command of PWS on-site activities. familiar with the facility. technically trained. able to communicate clearly Operations Centre: Base Site The PWS regional office will normally be the designated base of operations. The Team Leader and Logistics Coordinator will normally operate out of this office. This location maximizes the access to information and logistical support. , fax and telephone communications are readily available. When the Team Leader and Coordinators are out of this office, they are to carry cell or satellite phones (if available). A site office is required for the On-Site Coordinator. This may be located in an adjacent building; however, in some cases a building will not be available and the On-Site Coordinator will be forced to work from a vehicle parked at or near the site. This Coordinator will require a cell or satellite phone (if available) for communications, an incident logbook (preferably hard cover), flashlight, and digital camera. A supply of hard hats and safety glasses are required for site inspections. Reflective vests, snow fencing and barrier tape are also recommended Team Leader Responsibilities: The Team Leader has overall responsibility for directing the PWS response to the incident. Specific functions include: Deciding what changes to the guidelines, if any, are necessary to address the specific circumstances of the incident; Designating and providing direction to an On-Site Coordinator and a Logistics Coordinator; Placing other PWS staff on standby and authorizing their participation in the response as required. Shift work may be required to provide relief and backup to the response team; MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 4 of 15

15 Monitoring staff and providing adequate rest periods and relief staff during the response; Establishing communication and coordination structures with the responding agencies, regulatory authorities, client, and PWS senior management; Convening team meetings as required; Reviewing and seeking approval for media communications with the Deputy Minister; Issuing notice through appropriate channels to affected persons (clients, service providers, public) advising them to stay away from the incident site until such time as first responders have completed their work and the situation has been stabilized; Directing staff with regard to the proper handling of public and media communications, in particular, informing staff that they must not make statements or casual remarks to the public or the media about the incident; Acting as the Department s designated spokesperson (see Communications); Maintaining an incident log (hardcover or electronic); Deactivating the major incident response plan, in consultation with responding agencies, regulatory authorities, client, and PWS senior management; Preparing or directing the preparation of the incident response report; Participating in the post-incident investigation; and Participating in the Stage 3: Recovery, as required. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 5 of 15

16 Logistics Coordinator Responsibilities: The Logistics Coordinator provides communication and logistical support for the On-site Coordinator, which may include: Providing notice to the appropriate regulatory and resource agencies per Appendix A: Contacts that a major incident has been declared; Receiving requests from the On-Site Coordinator for staff, contractors, materials, equipment and information and initiating follow-up actions including: identifying and assigning appropriate staff procuring contractor support using existing as and when service contracts or initiating new contracts procuring materials and equipment from Departmental inventories, suppliers or contractors obtaining information from Departmental staff, files, databases and other sources Receiving telephone calls from staff, contractors, suppliers, first responders, regulatory agencies, clients and the public, and where appropriate directing them to other staff; Note most calls should be routed through the Logistics Coordinator in order to avoid overwhelming the On-Site Coordinator and to facilitate recording actions and discussions in the Incident Log. Establishing a system to handle after-hours calls; Keeping an incident log (electronic or hard copy) of all activities. The log includes details of events, including the related names, dates, times, and descriptions as follows: notes from telephone calls and meetings decisions made and actions taken, requests made, directions received details of visits to the operations base by emergency or regulatory personnel (fire department, OFM, MACA EMO staff, etc.), program personnel, media representatives, contractors and consultants, including directions given to or received from them details of staff assigned to assist either at base or on-site MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 6 of 15

17 description of work assigned to contractors, details of what resources they are requested to provide and how long they are to be on-site, under what contractual arrangements and at what cost description of equipment and materials obtained, from whom, under what contract arrangements and at what cost. Note: Information contained in the log is also important after the incident to support payments to staff, contractors and suppliers, and for postincident investigations. However, maintaining the log must not be allowed to get in the way of responding to the incident. Obtaining status reports from the On-site Coordinator for editing and distribution to PWS senior managers and the client representatives; Preparation of the standard Property Loss Forms as required by Risk Management; and Assisting with preparation of the Incident Response Report (see Appendix B) On-Site Coordinator Responsibilities: The On-Site Coordinator provides front-line supervision and support for PWS activities. The On-Site Coordinator provides assistance as requested by the first responders and coordinates PWS activities at the site. This may include: Establishing communication and coordinating activities with the on-site staff of the responding agencies, regulatory authorities and client; Providing access to the facility by first responders and other authorized persons; Preventing access to the facility by unauthorized persons; Providing information on the building to first responders such as: potential hazards, i.e., friable asbestos, stored gases location of critical equipment (valves, switches, etc.) access hatches floor plans MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 7 of 15

18 Coordinating the disconnection of utility services (fuel, water, power, etc.) and equipment (HVAC, emergency generators) if required, and if this can be safely done; Setting up an on-site incident centre; Taking action to limit further damage, such as: controlling entry of flood water into the facility or redirecting the water away from sensitive areas removing water that was discharged during fire fighting containing spills draining water systems where there is a risk of freezing protecting salvageable equipment, materials, records etc. by covering or otherwise protecting them from further damage providing temporary blocking of the damaged structure removing vehicles and equipment from the vicinity of facilities Note: The On-Site Coordinator is expected to be fully occupied by identifying tasks, liaising with on-site client representatives and responders, supervising contractors and staff, and documenting on-site activities. In most cases therefore, the On-Site Coordinator will rely upon the Logistics Coordinator to line up contractors and suppliers, arrange transportation, obtain facility plans, screen phone calls, pass on status reports, etc. The two Coordinators are thus expected to work closely together. Identifying requirements for staff, contractors, materials, equipment, information and submitting requests to the Logistics Coordinator; Supervising contractors and PWS staff while they are on site including: directing work advising of hazards ensuring protective clothing and equipment is used shutting down work where the risk is deemed to be too great Establishing ongoing security for the site, which may include: providing security guards to prevent unauthorized access, particularly after hours securing doors and other openings (locks, plywood, fencing, etc.) arranging drive-by patrols by PWS staff and RCMP installing intruder alarms MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 8 of 15

19 In consultation with the program manager, identifying records for removal and, under direction of the Records Manager, initiating restoration of damaged records; Note: Government records that have been water damaged require special handling and prompt attention. The client program manager will identify records of importance. The PWS Records Manager will provide technical advice and support in the restoration of the damaged documents. Coordinating the restoration of basic facility systems such as electricity and heat; Preserving evidence for, and being available to assist, regulatory agencies and forensic experts as required; Providing regular status reports to the Logistics Coordinator; Keeping an incident log (preferably hardcover) of all activities. To the extent possible, the log includes details of events including names, dates, times, and descriptions as follows: description of the incident, observations on the extent of damage, names of witnesses, names of injured parties and the extent of their injuries conditions at the site such as the weather, organizations effected details of site visits by emergency or regulatory personnel (fire department, OFM, MACA EMO staff, etc.), program personnel, media representatives, contractors and consultants, including directions given to or received from them identification of the individual and agency in charge of the site and any changes that occur over the duration of the response decisions made and actions taken, requests made, directions received details of PWS staff assisting on site including names, times, duties description of work carried out by contractors and details of what resources they used and how long they were on site, description of deliveries of equipment and materials notes from telephone calls and meetings Note: Information contained in the log is also important after the incident to support payments to staff, contractors and suppliers, and for postincident investigations. However, maintaining the log must not be allowed to get in the way of responding to the incident. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 9 of 15

20 Taking photographs at various times during the incident. Photos should attempt to capture the progress and extent of damage, indicators of the cause, and significant response actions. Still photos may be supplemented by videotape Communications: During the response to a major incident, public and media interest will be high. To minimize the opportunity for misinformation, it is important that regular and accurate communications are provided. Communication channels must be clear and information must be as current, complete and accurate as possible, and free from speculation. Normally, the Team Leader will be the Department s designated spokesperson and will speak to the public and media on technical aspects of the response. The facility user will also have a spokesperson who will speak on issues related to delivery of the program or service for which the facility was used. No other staff are permitted to speak to the public or media unless specifically authorized by the Deputy Minister. In the case of a major incident, it is expected that the Minister s office will play a part in public and media communications. The Deputy Minister will ensure coordination between communications issued by the Minister s office and those issued by the Team Leader. The Communication Officer (Corporate Services Division) will assist with the preparation and review of press releases, media advisories, communication plans, and presentations. Public or user meetings will be organized as required Financial Administration and Procurement: Normal financial and procurement processes and procedures must be maintained where they do not interfere with the primary objective of protecting persons and property. Existing as and when contracts and standing offer agreements can be used to acquire services and materials for use at the site. In a major incident, however, it may be necessary to go outside the existing contracts to acquire resources. The Financial Administration Manual, Section 9904 Government Contract Regulations, Part 2 Tenders, allows the contract authority to waive normal tendering procedures where, Performance of the contract is urgently required and delay would be injurious to the public interest. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 10 of 15

21 Normal signing and contract authorities continue to apply during a major incident. Expenditure approvals can be provided verbally by the appropriate authority, but must be recorded in the incident log. In the interests of expediency, directions to contractors and suppliers will frequently be verbal. However, authorities must maintain records of calls made and directions given in order to ensure that a proper accounting can be done and bills paid at a later date. Coordinators must record these instructions in their Incident Logs. Following deactivation of the incident, the Team Leader will initiate an accounting of all costs and ensure that appropriate documentation is completed Staff: The Collective Agreement continues to apply during a major incident. Standby and overtime pay must be granted to staff that are required to participate in the response after normal working hours. Care must be taken to ensure that staff understand their status during the response to avoid later disputes over standby and overtime claims Staff and Contractor Safety: Staff and contractors are not to be placed into situations of risk for which they have not been trained and/or for which they are not adequately equipped. Staff and contractors are not to enter a damaged facility until the appropriate regulatory authorities (Fire Marshal, WSCC, Electrical/Mechanical Safety) have deemed it safe to do so. Staff and contractors are not to work alone or unsupervised in or around the damaged facility. Proper protective equipment (hard hats, safety boots and glasses, etc.) is to be worn by all staff, contractors and others on site. Where hazardous materials are suspected to be present, the first responders and the WSCC must be notified. Any personnel that enter the area where hazardous materials are suspected to be present must be made aware of the situation and wear appropriate protective equipment. Plans for removal of hazardous materials must be approved by WSCC before the work is started and only qualified contractors are to be used for removal of hazardous materials. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 11 of 15

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