Sheridan College, Davis Campus

Emergency Operations Center

Operational Guidelines

Carey Linton2/26/2012

Table of Contents

(Page)

1) Introduction

2) Basic ICS Module

3) Five EOC Functions

3.1) Activation Levels

4-5) Activation level Chart

5.1) Activation Authority

6) EOC Activation Procedures

6.1) Deactivation of EOC

6.2) Call Out/Notification Procedures

7) EOC Activation Flow Chart

8) Activation/Deactivation Checklist

8.1) EOC Locations

8.2) EOC Equipment

9) Portable EOC Kit

10) EOC Floor Plan

11) Information Management and Information Flow

11.1) EOC Security

12) Life Support

12.1) Standard Operating Procedures

12.2) Plan Updates

12.3) Exercise and Training

13) References

1. Introduction

An EOC is vital for Sheridan College to continue to deliver its mission/mandate to its internal and external shareholders. A functional EOC is also important in providing safety and security of life to its patrons. The Sheridan College EOC is to be a safe and secure location from which emergency actions and procedures can be implemented in a well communicated and coordinated fashion. This document’s intended use is for those involved at the Sheridan College EOC.

This plan gives authority within the EOC to the Emergency Control Group (ECC). The ECC will operate under the Incident Command System (ICM), a modular organization of functions capable of handling both small and large events. Within the structure the maximum allowable span of control in seven (7) persons.

This plan will also outline activation and call out procedures, communications, floor plans, materials and supplies, personnel, primary/secondary and alternate locations, documentation, as well as updating and exercising the plan.

The EOC plan does not address specific hazards as it is not a procedural response plan as such. Rather, potential area specific hazards are viewed in relation to general activation protocols such as loss of life, damage to critical infrastructure or imminent threat. Nor does this document include incidents that are normally handled by trained first responders.

2. Basic ICS Module

This organization chart depicts a very basic form. However, the necessary roles within the planning, logistics, and financial sections are shown as they very rarely change per event. The operation section is left collapsed as its expansion, and into what roles, is dependent on the event.

View Annex 1 for detailed roles and responsibilities

3. Five EOC Functions

(Fig.1) EOC Functions

3.1. EOC Activation Levels

This document suggests a four level system. The first level (standby) used differently in this approach than in many others. For this document, standby refers to a state of readiness on behalf of EOC members before any opening of the EOC actually occurs. The level of activation is determined by scope, magnitude, and stage of the event (Emergency Management BC, n.d.). Not every role will be filled at the EOC. The roles and persons at the EOC are dependent on the event. Similar to the ICS, the absolute minimum of persons is one, the EOC Director. However, it may be easier to have command staff and sections chiefs on location with the EOC Director. During a unpredictable, fast onset type event, it is easier to contract the module than to rapidly expand in a reactionary fashion.

FUNCTION ROLECommand/Management Overall management, coordination authority

during an event Roles within the Command Staff:

o Safety Officer, Public Information Officer, Liaison Officer and Legal Services

Responsible for coordinating tactical assignments as per strategic goals

Coordinates required on-site branches, teams, units, task forces etc.

Operations Section

Planning Responsible for evaluating possible action plans, strategic goals, and situational reports

Analyze incoming information Can include technical/specialist position

assignments

Logistics Responsible for providing materials, personnel, food, services and equipment

Finance and Administration Responsible for financial activities and other administrative tasks:

o Cost Unit, Time Unit, Procurement Unit Compensations Unit

4. EOC Activation Levels

llklklklkkjnACTIVATION LEVEL SITUATION/EVENT STAFFING REQUIREMENTS

Level 1- Standby Information has been received about a possible event that poses no imminent threat to life, infrastructure, or property as of yet

Ice storms, Weather watch, High winds, Extreme temperatures, High precipitation

EOC is not activated physically. Key staff communicate using

online capabilities Key EOC persons are contacted

and monitor the situation using

o Radio, TV, Internet etc.

Persons are advised to remain in a state of readiness

Level 2- Minimal Activation (Monitoring)

Small Event Information has been

received that possible situation is approaching and may have a minimal impact on life, property or infrastructure.

Ice storms, Weather watch, High winds, Extreme temperatures, High precipitation

Single agency involved

EOC Director, Liaison Officer

All Section Unit Chiefs (as required)

Level 3- Partial Activation (functional)

Moderate event Localized flooding Small Fire Extreme Weather Localized HAZMAT moderate damage to “life

line” infrastructure moderate threat to health

and safety Moderate amount of people

at risk More than one agency

involved Limited Evacuation Some support required

EOC Director and all Command Staff

All Section Unit Chiefs (recommended)

5. EOC Activation Levels (Continued)

5.1. Authority to Activate EOC

The EOC can be activated by the following:

Chief Executive of Sheridan College EOC Director Emergency Manager Head Director of Sheridan Security Services EOC may be activated by persons of authority outside of Sheridan College

o City Manager or Mayoro City EMCo Fire Chief or Police Chief

Declaration of Emergency by town, region or province

ACTIVATION LEVEL SITUATION/EVENT STAFFING REQUIREMENTS

Level 4- Full Activation Major/Wide spread event Multiple Jurisdictions Massive Evacuations Multiple agencies involved Imminent threat to persons Disaster Declaration

o Regional, Provincial etc.

Major Support Required Serious threat to “life line”

infrastructure, persons, and property.

All EOC Staff Technical Specialist as

required Regional and other

representatives as required.

6. EOC Activation Procedure

When authority has been given to activate the EOC has been given, a member of the Finance and Administration Section (as delegated) will begin a call-out procedure. This role has been given to a member of this section as part of the role required, for other purposes, is to maintain personal information on EOC members.

6.1. De-activation of EOC

The authority to terminate EOC operations rests with the EOC Director/Emergency Manager unless otherwise delegated to another person of high authority (as listed above) by the EOC Director/Manager. The Demobilization Unit Leader is to supervise and coordinate the de-activation procedures. Deactivation checklist is attached to the end of the document in Annex 2. Some criteria for termination of EOC operations include:

Individual EOC functions no longer needed Event has subsided or incident maintained

o Emergency personnel have returned to regular activities and duties Declaration of emergency recalled Coordination and of response activities, resources and agencies no longer needed

(Emergency Management BC, n.d.)

6.2. Call Out/Notification

Call out/Notification can be initiated by the EOC Director or any persons appropriately designated. In most cases, the call out procedures will be done by the EOC Director, communicating through the EOC at Activation Levels One and Two. The EOC Director will first contact Section Chiefs who will then be responsible for contacting persons for ICS expansion. One the Liaison Officer has been contacted by the EOC Director; he/she will begin communication with external agencies. The call out procedure is to be done by phone (land line, cellular, and pager). A group email is also to be sent. The notification must include the following information:

Brief description of event Who activated the EOC and why Whom to report to upon arrival Suggestions on personal items that are important

o Glasses, medicine, toothbrush etc

EOC members are will reply with an estimated time of arrival to the EOC.

8. Activation Checklist

The first person to arrive at the EOC location after activation is required to follow the steps given in the activation checklist. The activation checklist must be completed and signed by the EOC member. The checklist is attached to the end of the document in Annex 2.

8.1. EOC Locations

The primary EOC location will be located at the Sheridan College Mississauga Campus. This site is closer to Davis Campus than Oakville and will therefore be more readily accessible. The Mississauga campus is a new, state of the art building that has many of the features necessary for proper EOC functions. The Mississauga area in which it is located is also further back from Lake Ontario and the harbour front. Mississauga also borders Brampton directly and shares many of the same highways. This adds to a coordinated and timely response. Also, in the event that the highway system is affected, there are numerous roads that go directly into the Mississauga Campus Area. The Mississauga campus has the facilities for long term operations.

The secondary EOC location will be located at the Oakville Campus. This location is a good secondary location as it is easily accessible using the same highway system used to move from Brampton to Mississauga. There are many other viable routes if the highway system is affected. Also, the environment and technologies available will be similar, adding to a sense of continuity through-out the move to the secondary location. The Oakville location has the facilities for long term operations. One main assumption however, is that the event is not wide spread enough to affect both Mississauga and Brampton.

8.2. EOC Equipment

The EOC locations will be set up for immediate activation and must include the following equipment:

Hardwire telephone lines- Minimum of 7 as per ICS span of control One satellite Phone Radio Communications to maintain communication with incident site Emergency power capabilities- Minimum 72 hours Fire suppression systems Internal HVAC capabilities On site accommodation resources- may be set as needed One site washrooms and showers

Food/Water supplies- apple to maintain operations for a minimum of 72 hours Printer, Scanner, Copy and Fax Ergonomic Seating Video Power bars, extension cords, outlet expansion materials Standard office equipment and supplies Standard emergency supplies and first aid Personal preparedness package (water tight) per key individual

o Glasses, Medicine, Batteries, Flashlight, Blanket, Water bottles, Granola/protein bars, multi-vitamins, extra cell phone, contact list, pen/pencil, note-pad, small first aid kit, chemical light stick, sealable plastic bags, personal comfort item

Projector White Board Local Area/Campus map Manuals and directories Section identification vests and personal ID tags- coloured as per section Phone/Contact list Portable EOC kit ICM Forms

9. Portable EOC kit

EOC’s must have a portable EOC kit in the event that all EOC locations have been compromised and an EOC site must be selected and operational quickly and ad-hoc. A portable EOC kit should include the following:

Mobile satellite phone (hand-held preferred – in-vehicle optional) Notebook computer 4 in 1 printer/copier/scanner/fax Erasable marker board 3500 watt generator (minimum size) 5 gal fuel can Standing table-top file system Stationery, writing utensils, file folders Stapler, paper-clips, asst. tapes, glue-stick EOC identification banner Non-electronic phone sets (2 minimum) Extension cords (100’ 12 gauge + varying length 16 gauge) Phone cords (several in varying lengths) Phone cord couplers/splitters Simple tool set (screwdrivers, pliers, etc) Water and shock resistant carrying case(s) for above

These materials have been selected as per the Bela Coola Emergency Plan, 2005, p.7

10. EOC Floor PlanBased on the nature of the existing buildings chosen as EOC locations, the board room/Hybrid form has been selected. The main room will be a board room, with other adjacent room acting as communication rooms, “chill out” room and media room. The following floor plan is what the main room will look like. Other break out rooms will exist on the exterior.

Steven C. Curtis, All Hands Consulting. Building and exercising you EOC (n.d) Retrieved from www.allhandsconsulting.com/toolbox/DesigningEOCWorkshop.ppt

This hybrid format has been chosen as it initiates face to face communication and decision making. It also allows for important conversations, debates, and expansionary roles to be allocated to other rooms across or adjacent to the board room. Media and other noisy teams will be placed in these rooms.

11. Information Management and Information Flow

Information is to be processed using the ICS forms and procedures. The forms ICS 201 to 229 include important documentation such as incident action plans (IAP), Situational Reports, Incident Objectives, Incident Status, Assignment Lists, Resource Assignment Summary, EOC Check in list, Safety Plan, and Activity Logs. IMS forms are attached to the end of the document in Annex 3.

Steven C. Curtis, All Hands Consulting. Building and exercising you EOC (n.d) Retrieved from: www.allhandsconsulting.com/toolbox/Designing EOC Workshop.ppt

11.1. EOC Security

EOC security is to be handled by the campus security force. A Security Officer will be located at the main entrance to the EOC facilities. Entrance to the EOC will be limited to assigned individuals. The Security Officer will be given an updated personnel list when activation increases. List updates will also be given every operational period or when the ICS is expanded. The EOC sign in list is attached to the end of the document in Annex 4.

12. Life Support

Arrangements must be made with food providers who regularly supply food for regular campus food services. This will be handled via the procurement unit leader within the Finance and Administration Section. This type of procurement must be done using a signed agreement of Emergency Procurement, outlining issues such as compensation after the EOC has been deactivated. A copy of the Emergency Procurement document is attached at the end of this document in Annex 5.

Mutual Aid agreements are to be made with fire, police and EMS services prior to EOC activation. This guarantees the safety of EOC personnel and ensures the operations are continued.

12.1. Standard Operating Procedures

SOPs must be completed and signed by the EOC Director for the use of the EOC equipment and facilities. The SOPs must be clearly marked and visible to those using EOC equipment. Clearly marked SOPs for equipment such as fax machines and telephones are important when dealing with an Emergency. Incoming and outgoing communication must have a SOP. These SOPs must be located directly adjacent to the communication device being used. All communication SOPs are to logged using a communication log document. Copies of these SOPs are attached to the end of this document in Annex 5.

12.2. Plan Updates

The EOC plan is to be updated on an annual basis at a minimum. The plan must also be updated if major staff or a number of secondary staff has been changed. The plan must be updated after an incident and the completion of an After Action Report if flaws are identified. The plan may also be updated following an exercise After Action Report if flaws are identified. Plan updates must be signed by the EOC director or designated persons. An After Action Report template is attached to the end of the document in Annex 6.

12.3. Exercise and EOC Training

The EOC facilities are to be tested on an annual basis. Exercises may take a variety of forms depending on a Needs Assessment. Functional exercises and operational training annually is mandatory. EOC training is to be provided on an individual basis during periods of employee turn-over. EOC training will also be done when new technology, forms, or procedures are implemented. After Action Reports will be done following training and exercises. If serious flaws are identified, the Plan Update process will be implemented. The After Action Report will

include a lessons learned portion, summarising the exercise for those not normally assigned to EOC roles.

13 Forms and Documents

Annex 1- Detailed roles and responsibilities for ICS Annex 2- EOC Activation and De-activation checklist Annex 3- IMS Forms 200-229 Annex 4- EOC security sign-in list Annex 5- Emergency procurement forms Annex 6- Equipment and facility SOPs Annex 7- After Action Report template

References

Bela Coola Emergency Plan 2005 Updated 25/03/2005. Retrieved from: https://vista.sheridaninstitute.ca/webct/urw/lc2060373011.tp0/cobaltMainFrame.dowebct

Emergency Management BC, Emergency Operations Center-Operational Guidelines, 2 nd ed. (n.d) Retrieved from: http://www.pep.bc.ca/training/EOC_Level_2.pdf

Steven C. Curtis, All Hands Consulting. Building and exercising you EOC (n.d) Retrieved from: www.allhandsconsulting.com/toolbox/Designing EOC Workshop.ppt