How To Handle A Building Failure

Transcription

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 [email protected] Norm Dei Back up [email protected] [email protected] Paul Guy Spokesperson Paul [email protected] Amy Hacala Communications Officer [email protected] [email protected] Steve Lewis Back up [email protected] Steve Hagerman Records Management Contact [email protected] Laurie Gault TSC Contact Laurie [email protected] Tina Locke-Setter Back up Tina [email protected] GENERAL INFORMATION Page 4 of 6

8 Appendix A DEPARTMENTAL CONTACTS Name Role Location Business Phone John Vandenberg PPD Contact Home Phone Cellular Fax [email protected] Derrick Briggs Backup [email protected] Susan Eveleigh Backup [email protected] Maurice Evans Fort Smith Region contact Fort Smith Maurice [email protected] Gordie Villebrun Back up Fort Smith [email protected] Roy Clarke Inuvik Region contact Inuvik [email protected] Lorne Browne Back up Inuvik [email protected] Brian Pruden North Slave Region contact [email protected] Doug Morrison Back up Doug [email protected] Ron McRae Electrical/Mechanical [email protected] Richard Marion Back up [email protected] 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 [email protected] Richard [email protected] Brian Nagel Norm Dei Infrastructure, Operations and Accommodations Services Back up [email protected] [email protected] Ron McCagg Ft Simpson Area contact Fort Simpson [email protected] Ray Michaud Back up Fort Simpson [email protected] Curt Snook Hay River Area contact Hay River Curt [email protected] Clell Crook Back up Hay River Clell [email protected] Carl McLellan Norman Wells contact Norman Wells [email protected] Campbell Fudge Backup Norman Wells [email protected] 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

22 Deactivation: When the first responders have departed the site, the facility has been secured and initial salvage activities have been completed, the Regional Superintendent may declare that the major incident is over and deactivate the major incident plan. This decision must be taken in consultation with responding agencies, regulatory authorities, client, and PWS senior management. At this time, PWS staff return to their normal duties, and normal procurement and administrative processes resume. The Logistics Coordinator, On-Site Coordinator and other staff as directed will submit their Incident Logs and other documents to the Team Leader for preparation of the Incident Response Report. The Regional Superintendent will forward the report to the Deputy Minister within five working days following deactivation. Further distribution is at the discretion of the Deputy Minister. The Regional Superintendent and the client will establish a joint recovery planning team Investigation: In all cases, it will be assumed that a qualified third party firm will be employed to conduct a forensic investigation. The purpose of the investigation will be to determine the mechanism of the failure and the specific factors that contributed to the failure. Care must be taken in the early stages of the response to acquire and preserve evidence required for the investigation. This may require that salvage work be delayed until an investigator can make a site inspection. Since a forensic analysis may be required to pursue a claim of negligence against parties that may have contributed to the failure, Risk Management and Insurance of the Department of Finance must be consulted. The Deputy Minister, in discussion with the Minister, the facility user, Risk Management and Insurance and the appropriate regulatory authorities shall make a determination of the need for a forensic investigation and such other reviews or investigations that may be deemed necessary. Where a review or investigation is determined to be required, the Deputy Minister shall take the appropriate action to initiate such a review or investigation. MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 12 of 15

23 APPENDIX A: Contacts Following are the contacts in descending order of priority. Regulatory and Resource Agencies Telephone and Fax #s Community Fire Department; for local numbers, see the emergency pages of the NorthwesTel telephone book or xxx-2222 (xxx = community specific) ml Royal Canadian Mounted Police (RCMP); for local numbers, see the emergency pages of the NorthwesTel telephone book or ml Office of the Fire Marshal (MACA, GNWT); the Area/Regional Assistant Fire Marshal (in their absence, the NWT Fire Marshal) Community Senior Administrative Officer; for local numbers, see Electrical / Mechanical Safety Section (PWS, GNWT): the Manager or Acting Mgr. (Only if incident involves boilers, elevators, pressure vessels, gas or electrical safety.) Workers Safety and Compensation Commission (NWT): the Chief Safety Officer (Only if incident affects workers safety, e.g., asbestos removal, indoor air quality, structural repairs, etc.) Client department(s): the Regional Superintendent or CEO (For department(s)/groups that own and/or occupy the facility.) PWS Deputy Minister, (Will notify appropriate client Deputy Minister(s).) Risk Management and Insurance (Department of Finance, GNWT): the Risk Manager (in their absence, the Insurance Claims Coordinator) Asset Management Division (PWS, GNWT): the Director of Asset Management (in their absence, the Manager of Technical Support Services) Records Manager, PWS, (Will notify client s Records Coordinator.) Technology Service Centre (TSC) Service Desk xxx-1111 (xxx = community specific) (fax, YK) (fax) (Pager) (fax) (fax) 867-xxx-xxxx (fax) (fax) (fax) (fax) Toll Free (fax) MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 13 of 15

24 APPENDIX B: Incident Response Report The Incident Response Report should normally include the following: 1. Incident Description a. Description b. Date and time c. Location d. First responders e. Time of notification f. Time of activation of major incident plan g. Name of authority activating major incident plan 2. Major Incident Team a. Names of designated team members b. Time of appointment of team members 3. Operations Centre a. Location of operations centre b. Resources provided 4. Chronology of Events a. Events, decisions and actions b. Dates and times c. Directions issued by regulatory agencies (attach copies) 5. Communications a. Public meetings b. Media communications (attach copies) c. Media reports (attach copies) 6. Costs a. Estimate of response costs 7. Response Issues a. Jurisdiction issues b. Organization issues c. Resourcing issues d. Communication issues MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 14 of 15

25 8. Follow-up Required a. Recovery planning b. Investigation c. Final accounting d. Prevention 9. Attachments a. Media communications b. Media reports c. Regulatory directives d. Photos MAJOR INCIDENT RESPONSE GUIDELINES BUILDING FAILURE Page 15 of 15

26 Table of Contents Part 3 - Fuel Spill Response Guidelines 1.0 Introduction Purpose and Objectives: Scope: Abbreviations and Definitions: List of Tank Farms and Sensitive Areas around the Community Policies Relating to Plan Implementation Assumptions Plan Distribution and Contact: Government of the Northwest Territories Supervisor/ On-Scene Commander (OSC) Canadian Coast Guard (CCG) Northwest Territories Power Corporation (NTPC) Northern Transportation Company Ltd. (NTCL) Robinson Enterprises Ltd. (RTL) Arctic Dove Ltd. 9 OIL SPILL RESPONSE GUIDELINES

27 1.0 INTRODUCTION The Government of the Northwest Territories, Department of Public Works & Services, Petroleum Products Division (PPD) have developed Emergency Spill Action Plans for each community within the PPD service area. These plans are on file at each location referred to in Section 1.7 below. The PPD Emergency Action Plans should be the primary information resource used in the event of an emergency fuel spill incident. 1.1 Purpose and Objectives: The purpose of this Fuel Spill Action Plan is to outline the general steps to be taken if a spill results from PPD operations. Specific situations may require adapting the plan to fit the situation. The Fuel Spill Action Plan describes the roles and responsibilities of key organizations and personnel, as well as the procedures and policies for responding to a spill while protecting the safety and health of the response team, the community and the environment. The Fuel Spill Action Plan will be reviewed on an as and when needed basis. PPD s on-site representative will activate the Fuel Spill Action Plan and become the On- Scene Commander (OSC) for any oil spills that it may be responsible for. PPD will also: Comply with existing regulations; Take every reasonable measure to protect the environment; Co-operate with other agencies that need help with fuel spills and any related environmental clean-up; Keep abreast with best available spill prevention and response equipment and technology, and will ensure its employees and Community Contractor s employees are adequately trained in fuel spill prevention and emergency response procedures; Keep employees, government officials and the public informed. 1.2 Scope: This Fuel Spill Action Plan only applies to the equipment and property used by PPD in its operations, as well as any other environmental and animal pathways or recipients affected by a fuel spill as a result of PPD s operations. In the case of marine re-supply operations, PPD assumes responsibility for the re-supply product once it enters the re-supply connection point enroute to the fuel storage facility. OIL SPILL RESPONSE GUIDELINES Page 1 of 9

28 1.3 Abbreviations and Definitions: CCG GNWT Lead Agency NTPC OSC PPD Canadian Coast Guard. Government of the Northwest Territories The organization that assumes legal responsibility for the response to a spill and the restoration of the affected human and natural environment. Northwest Territories Power Corporation On-Scene Commander Assumes lead on-site supervisory responsibility for all containment, clean-up and recovery operations. The position is generally given to the most senior representative present from the lead agency. Petroleum Products Division ENR - EPD Department of Environment and Natural Resources - Environmental Protection Division OIL SPILL RESPONSE GUIDELINES Page 2 of 9

29 1.4 List of Tank Farms and Sensitive Areas around the Community: Main Tank Farm Airport Tank Farm Shore Manifold Physical Environment Rivers, Streams, Creeks and Lakes Drinking Water Sources Recreational Areas Wildlife OIL SPILL RESPONSE GUIDELINES Page 3 of 9

30 1.5 Policies Relating to Plan Implementation: Use these priorities in the order they are listed when making decisions about the spill response. Safety is always the number one priority and should never be overlooked in order to make easier or speed up any phase of the spill response. Safety of personnel. Safety of the facility. Safety of the people and property next to the facility. Preventing fire and explosion. Keeping the fuel spill as small as possible. Reporting the fuel spill. Keeping the environmental impact of the fuel spill as small as possible. Cleaning up the fuel spill. Safety of Personnel and the Community: When considering the safety of the workers, the facility and the community, planners will limit the exposure of any person to hazardous substances. Fire & Explosion: All personnel must use personal safety equipment, particularly eye and skin protection (e.g. safety glasses & rubber gloves), disposable suits, and rubber boots. Use high-visibility vests when working in reduced light conditions, such as during the winter months or during the night. Consider the temperature and weather. Warming facilities, shelter, hot food and/or drinks should be provided if the weather conditions might lead to weather-related injuries and/or dehydration. The On-Scene Commander (OSC) must be aware of the reduced ability of personnel and equipment to work in cold conditions, and plan accordingly. The OSC must consider the evacuation of any part of the community that could be exposed to hazardous levels of the spilled fuel. This includes the threat of any potential fumes that may travel down wind for some distance in concentrations that may be hazardous to people s health. Regardless, residents must be informed of the threat if there is any danger of exposure. The Community Emergency Response Plan should be referred to if people need to be evacuated to a safer area. Safe areas may generally be found up wind and/or up hill from the incident location, and at least several hundred metres distance. Alternative options include the school and/or the Recreation Centre. Care should be taken to keep any potential sources of ignition away from the vicinity of the spill area. This includes the area downwind that may be exposed to flammable vapours being transported by the wind. Turn off all sources of ignition. This includes vehicle engines, lights, and furnaces. Smoking is prohibited within 30 m (100 feet) of any fuel spill. The seriousness of the possible consequences of smoking near any spilled product will be made clear to workers. OIL SPILL RESPONSE GUIDELINES Page 4 of 9

31 Vehicles will only be moved from the area in case of a fire, and providing it is safe to do so. Sensitive Environmental Areas (Shorelines): Petroleum Products Division considers all shorelines to be environmentally sensitive areas, regardless of designations by other agencies. Therefore, the response to any shoreline affected by a spill will be to minimize the environmental impact, and, where feasible, return the area to its former natural state. Prevention and Preparedness: Prevention is always the safest, and most effective method of stopping a fuel spill. PPD recognizes that there is no substitute for training and safety to prevent accidents to personnel, the facility and its equipment. Training is a key component of PPD s prevention policy. PPD is working hard to develop a training course that will ensure all tank farm contractors receive the appropriate training to help them to do their job safely and effectively. A safe work site is far less likely to have an incident. Signs are placed in and around each facility to warn of any potential dangers. Equipment and structures used in the operation of the facility all meet the most current version of the National Fire Code of Canada. 1.6 Assumptions: Response strategies and procedures are written for a spill of 1,000 litres (1 m 3 ) or more. The response to a spill smaller than 1,000 litres should still use this Fuel Spill Action Plan. The On-Scene Commander should assess the spill and adapt the Plan as necessary on a case-by-case basis. For spills larger than 1,000 litres on water, the CCG will respond to on a contract basis. Once they have been contracted they will engage their emergency spill response plan on behalf of the party responsible for the spill. OIL SPILL RESPONSE GUIDELINES Page 5 of 9

32 1.7 Plan Distribution and Contact: Organization Contact Position/Title Location, Number PPD Tank Farm Fuel Delivery Contractor Community Office Community Foreman PWS Regional Office Maintenance Coordinator PPD Regional Office PPD Officer PPD Headquarters Coordinator Fuel Operations (867) ENR - EPD EPD Officer (867) NTPC Environmental Manager Hay River (867) For additional copies, contact: Coordinator Fuel Operations Public Works & Services Petroleum Products Division P.O. Box 1320, NT X1A 2L9 (867) phone (867) fax OIL SPILL RESPONSE GUIDELINES Page 6 of 9

33 In the event of a fuel related spill in any of the 16 communities where the GNWT has a tank farm, PPD plays an important role in the management of the spill on site. PPD WILL CONTACT PWS HEADQUARTERS TO ACTIVATE THE PWS MANAGEMENT TEAM TO ASSIST WITH THE FOLLOWING: Media Relations Logistics (Food, Accommodation, Transportation, etc) Cost Accounting Procurement PWS Protocols 2.1 GOVERNMENT OF THE NORTHWEST TERRITORIES (GNWT) Department of Environment and Natural Resources Environmental Protection Division (ENR EPD) ENR - EPD is the regulatory body and lead agency for any spills that impact Commissioners land within the Northwest Territories. Petroleum Products Division (PPD) PPD is responsible for any spills resulting from the equipment or operations of the PPD facility. PPD is also responsible for any spills that impact the water and originate from the equipment or operations of the PPD facility. The PPD on-scene representative at the time of the spill will assume the duties and responsibilities of the On-Scene Commander (OSC). The PPD on-scene representative at the time of the spill is responsible for filling out any Spill Reports and reporting the details of the spill to the GNWT 24 hr. Spill Hotline and the PPD Officer, or the Coordinator Fuel Operations in, if the PPD Officer is not available, as soon as possible, (i.e. once any initial response actions have been taken to help any injured personnel and/or to stop and contain the spill from spreading). 2.2 SUPERVISOR / ON-SCENE COMMANDER (OSC) The On-Scene Commander (OSC) is initially the most senior representative from the lead agency present at the time of the spill. Generally, this person will be the most experienced person on-scene to assume responsibility for making sure the spill is properly contained and cleaned up, as well as being responsible for the safety of everybody involved in the clean-up, the general OIL SPILL RESPONSE GUIDELINES Page 7 of 9

34 public and the surrounding environment until a more experienced supervisor may be available. - The OSC s first priority is always the safety of the workers and the general public. No emergency is considered so important that any worker should be asked to risk their own safety. - The responsibilities of the OSC begin before a spill has occurred. Personnel who may have to become the OSC should be already familiar with the operation of the facility; the various actions that will need to be taken in the event of an incident; the potential resources, both human and equipment, that will be available; and the potential hazards and concerns that will need to be taken into account while dealing with the spill, such as location of drinking water sources, environmentally sensitive areas to be aware of, etc. The OSC is directly responsible for: o Identifying any risks involved with clean-up and related operations. o Providing protective clothing and equipment to reduce any potential health or safety risks to personnel while working to clean up the spill. o Ensuring that all personnel understand and follow the policies outlined in the Spill Action Plan. o Evaluating and correcting any unsafe operations or work practices (e.g. not wearing proper Personal Protection Equipment) before an incident occurs. 2.3 CANADIAN COAST GUARD (CCG) - For spills larger than 1,000 litres on water, the CCG will respond to on a contract basis. Once they have been contracted they will engage their emergency spill response plan on half of the party responsible for the spill. 2.4 NORTHWEST TERRITORIES POWER CORPORATION (NTPC) - NTPC is responsible for any spills that may occur as a result of their own operations and at their own facility. - PPD and NTPC have an informal understanding that in the event of a spill at either facility, both parties agree to share available equipment and resources as needed. OIL SPILL RESPONSE GUIDELINES Page 8 of 9

35 2.5 NORTHERN TRANSPORTATION COMPANY LTD. (NTCL) - NTCL is responsible for the transport and delivery of all petroleum products by summer tug/barge re-supply to the PPD tank farm facility. PPD does not take over responsibility for any of the products being delivered until the products have entered the shore manifold en route to the tank farm via the marine re-supply pipeline. - NTCL is responsible for any spills originating from their equipment. The company have its own written response procedures and carries all of the necessary equipment on board in order to respond to a spill. 2.6 ROBINSON ENTERPRISES LTD. (RTL) - RTL is responsible for the transportation and delivery of various petroleum products by truck to road accessible communities within the PPD service area. PPD does not take over responsibility for any of the products being delivered until the products have entered the resupply pipeline manifold at the PPD tank farm facility. - -RTL is responsible for any spills originating from their equipment, from the time that the petroleum products are in their care, control and custody. The company has its own written response procedures and carries all of the necessary equipment on board in order to respond to a spill. 2.7 ARCTIC DOVE LTD. - Arctic Dove Ltd. is responsible for the transport and delivery of diesel fuel by truck from NTPC Inuvik tank farm storage to Tsiigehtchic and Ft. McPherson. PPD does not take over responsibility for any of the products being delivered until the products have entered the resupply pipeline manifold at the PPD tank farm facility. - - Arctic Dove Ltd. is responsible for any spills originating from their equipment, from the time that the petroleum products are in their care, control and custody. The company has its own written response procedures and carries all of the necessary equipment on board in order to respond to a spill. - OIL SPILL RESPONSE GUIDELINES Page 9 of 9