A Guide to an Emergency Management Plan
October 2014
Prevention
Recovery and
Mitigation
Preparedness
Response
1
ACKNOWLEDGEMENTS
This document, A Guide to an Emergency Management Plan, was realised with the funding support and
guidance of the Toronto Central Local Health Integration Network (TC LHIN) and developed in
partnership with the following organizations:
Bellwoods Centres for Community Living
CAH-Les Centres d'Acceuil Héritage
City of Toronto, Long-Term Care Homes and Services Division
ESS-Etobicoke Services for Seniors
Fred Victor Mission
Neighbourhood Link
Regeneration House
Salvation Army Maxwell Meighen Centre
SPRINT
TCHC-Toronto Community Housing Corporation
Toronto Red Cross
West Neighbourhood House
WoodGreen Community Services
The goal of this project was to create emergency management planning templates to assist TC LHIN
agencies to build or augment their emergency management plans and to enhance their ability to
respond appropriately and efficiently during an emergency. The objective is to keep clients, staff and
other stakeholders safe and informed during emergencies and to reduce the impact of an emergency
situation. A special thanks to representatives from TCHC and City of Toronto, Long-Term Care Homes
and Services for attending and to PSHSA-Public Services Health & Safety Association for facilitating the
networking sessions and preparing and assembling the guide.
Sujata Ganguli
Executive Director
St. Clair West Services for Seniors
Disclaimer: The material contained in this guide is for information and reference purposes only and not intended as legal
advice. The adoption of the practices described in this guide may not meet the needs, requirements or
obligations of individual workplaces. Use, reproduction and/or duplication of this guide is recommended and
encouraged.
2
Table of Contents
ACKNOWLEDGEMENTS........................................................................................................................ 2
TABLE OF CONTENTS ........................................................................................................................... 3
INTRODUCTION...................................................................................................................................... 5
RISK ASSESSMENT ................................................................................................................................. 8
Hazard Identification................................................................................................................................. 8
Assessment ............................................................................................................................................... 8
Risk Assessment Scale ............................................................................................................................... 9
Risk Assessment Matrix .......................................................................................................................... 10
Assessment Strategies ............................................................................................................................ 10
PLANNING .............................................................................................................................................. 11
CHAIN OF COMMAND ......................................................................................................................... 12
COMMUNICATION................................................................................................................................ 14
MUTUAL AID ......................................................................................................................................... 14
TRAINING ................................................................................. ERROR! BOOKMARK NOT DEFINED.
EVALUATION ......................................................................................................................................... 15
APPENDIX............................................................................................................................................... 16
PLANNING - Bomb Threat & Suspicious Package Procedure .................................................................. 16
PLANNING - Heat Stress Policy ............................................................................................................... 17
PLANNING - Lockdown Policy ................................................................................................................. 18
PLANNING - Emergency Kits ................................................................................................................... 21
R &R - Roles & Responsibilities .............................................................................................................. 22
R & R - Job Action Sheet - Human Resources Officer Job ....................................................................... 25
R & R - Job Action Sheet - Finance Officer .............................................................................................. 26
3
R & R - Job Action Sheets - Incident Manager ........................................................................................ 27
R & R - Job Action Sheet - Liaison Officer ............................................................................................... 28
R & R - Job Action Sheet - Logistic Officer............................................................................................... 29
R & R - Job Action Sheet - Operations Officer......................................................................................... 30
R & R - Job Action Sheet - Planning Officer (Planning Group) ................................................................ 31
R & R - Job Action Sheet - Safety Officer................................................................................................. 32
R & R - Job Action Sheet - Security Coordinator ..................................................................................... 33
R & R - Job Action Sheet - Public Information Communications Officer ................................................ 34
R & R - Staffing Help ................................................................................................................................ 35
R & R – Equipment Log............................................................................................................................ 36
R & R - Vendor List .................................................................................................................................. 36
R & R - Internal Contacts ......................................................................................................................... 38
R & R - External Contacts ........................................................................................................................ 38
COMMUNICATION - Emergency Risk Levels by Client ............................................................................ 39
COMMUNICATION - Emergency Risk Levels by Site ............................................................................... 40
COMMUNICATION – Fan-Out System..................................................................................................... 42
MUTUAL AID – Mutual Assistance Form................................................................................................. 44
MUTUAL AID - Mutual Aid Agreement/Letter of Understanding ........................................................... 45
MUTUAL AID - Summary of Mutual Aid Providers .................................................................................. 47
TRAINING - Tabletop Exercise Template................................................................................................. 48
TRAINING - Tabletop Exercise - Evacuation & Gas Explosion ................................................................. 50
TRAINING - Tabletop Exercise - Blackout ................................................................................................ 53
REFERENCES & LINKS ....................................................................................................................... 55
4
INTRODUCTION
Proper emergency planning is necessary to help your organization minimize the damage that an
emergency has on workers, clients, the business and property. Although emergency management
planning does not prevent emergencies, it does help protect lives, equipment, the environment and
property. This is done by developing a clearly defined and systematic emergency management plan.
Research has shown that workplaces that have developed effective emergency management plans are
capable of resuming normal operations six times faster and suffer 70 per cent fewer losses when facing
natural or man-made emergencies.
It is important to recognize that emergency management is a cyclical approach continuously requiring
change to adopt a new normal state. It includes a focus on prevention, preparedness, response and
recovery and mitigation.
Prevention
Recovery and
Mitigation
Preparedness
Response
If a common language and approach is adopted then all groups: healthcare and community care
organizations, local authorities, government agencies, fire, ambulance, police and community partners
can respond more cohesively and efficiently.
The Incident Management System (IMS) is an effective tool for coordinating the response of many
agencies to a disaster. It is an international protocol for emergency management. Organizations that
adopt an IMS approach will manage with greater effectiveness and coordination of response.
5
This guide is structured on the IMS. Terminology and position titles used in this guide are consistent with
those used in the IMS. This guide, however, does not provide an exhaustive description of the IMS or indepth guidance on establishing an IMS.
Such guidance may be found at http://www.emergencymanagementontario.ca
Emergencies may result from a variety of causes, natural or man-made. They may be simple or complex.
A simple incident may involve few resources, be located within a small geographical area and last for
only a short period of time. For example: a single house fire, a water main break, a call for medical
assistance or non-routine snow clearance.
A complex incident may involve the coordination of vast resources from many organizations and from
municipal, provincial and federal governments, for example in the event of a major nuclear incident. The
geographic location may be diffuse as, for example, in a major computer virus alert wherein vulnerable
equipment may be located throughout the province. A complex incident may persist for weeks, for
example, in extensive flooding; or even months, for example, in a medical epidemic.
Currently, the province of Ontario has
identified 37 types of hazards, classified
according to their general source: natural
technological or human-caused.
REFER TO
http://www.emergencymanagementon
tario.ca/english/emcommunity/Provinci
alPrograms/hira/hira_2012.html .
Below the most relevant hazards in Ontario.
Natural hazards
•
•
•
•
•
•
•
•
•
Windstorm
Flood
Tornado
Landslide
Hurricane
Forest fire
Winter/ice storm
Epidemic/pandemic
Extreme weather (heat/cold)
Man-made hazards (human acts or omissions)
•
•
CBRN disasters (chemical, biological, radiological, nuclear)
Building fire
6
•
•
•
Explosions
Major transportation accident
Power failure (black out or other system failure)
Emergencies can have a variety of effects on an organization or its surroundings.
Injuries to People
•
•
•
•
•
•
•
Burns, bleeding
Injuries to muscles, joints, bones
Concussion
Emotional trauma
Infection
Poisoning
Death
Property Damage
•
•
•
Compromised building structure
Building collapse
Inoperable equipment or loss of equipment
Impact on the Environment
•
•
•
•
Air contamination
Soil contamination
Water contamination
Destruction of wildlife and vegetation
Business Interruption
•
•
•
•
•
Service disruption
Loss of business
Loss of customers/patrons
Poor public image
Financial loss
7
RISK ASSESSMENT
A risk assessment will provide a relatively quick and easy way to formally identify the potential threats
associated with emergencies.
Each organization, in consultation with its Joint Health and Safety Committee (JHSC), should complete a
Hazard Identification and risk Assessment (HIRA) and use it to formulate an emergency management plan
specific to its needs.
Hazard Identification
The hazard identification process identifies both potential and actual man-made and natural threats,
from within the workplace and from the surrounding community and geographic region. It identifies
threats of both internal and external emergencies. Understanding the specific hazards that pose a threat
to a given workplace enables the JHSC and the employer to prepare an emergency management plan
that is tailored to the specific needs of the organization.
Assessment
After identifying potential hazards, the next step is to assess the likelihood of the hazards resulting in an
emergency and the degree of risk they present to an organization.
A risk assessment in its simplest form includes asking two questions:


What is the likelihood of an emergency if the hazard is not controlled?
What is the severity of the outcome if the emergency occurs? (e.g., minor internal incident,
catastrophic event, community-wide disaster)
Estimate the number of people or physical assets that are likely to be threatened, as well as probable
consequences of the emergency.
Based on the hazard identification, consider the impact of the emergency on staff, residents/patients,
family members, volunteers, etc.
Do you anticipate it could interrupt business or service provision, if so, how?
8
Risk Assessment Scale
Probability Rating
Description
A
Highly Likely
B
Likely
C
Possible
Possible chance of occurrence
D
Unlikely
Minimal chance
Severity Rating
Description
4
3
2
1
Definition
High chance of occurrence
Moderate chance of occurrence
Definition
Extremely harmful
 Fatal injuries or major disabling
injury/illness (resulting in permanent
Catastrophic
impairment)
 Imminent danger and/or jeopardy to any
life
Harmful
 Physical and/or psychological injury
Critical
resulting in lost time > 5 days
 Event resulted in major
property/equipment damage
Slightly harmful
 Physical and/or psychological injury
resulting in lost time 1-5 days, medical aid
Serious
or first aid
 Event resulted in moderate
property/equipment damage
N Peripheral
Marginal
 Observed hazard but has not caused harm
 Evidence of minimal property damage
OSACH 2009. Adapted from: Canadian Centre for Occupational Health and Safety 2009 (based on Occupational Health and Safety Management Systems - Guide:
British Standard, BS 8800, BSI 2004; and Managing Safety the Systems Way: Implementing OHSAS 18001 using BS 8800, BSI 2004) and The University of Western
Australia, Safety Risk Management Procedures.
9
Risk Assessment Matrix
Probability Rating
Severity Rating
A. Highly Likely
B. Likely
C. Possible
D. Unlikely
4- Catastrophic
High
High
Moderate
Low
3 -Critical
High
High
Moderate
Low
2- Serious
Moderate
Moderate
Moderate
Very Low
Low
Low
Very Low
Very Low
1- Marginal
Adapted from St. Michael’s Hospital- Enterprise Risk Management Framework
Assessment Strategies
Assess resources and capabilities by identifying whether or not currently available resources such as
facilities, equipment and supplies, and capabilities of the workforce, such as expertise, experience and
training are sufficient to respond effectively to an emergency. Whenever possible, deficiencies should be
corrected immediately.
10
PLANNING
In order for any health & safety initiative to be effective, it must be supported by senior management.
They are ultimately responsible for the development, review and the allocation of resources. Employers
need to review or develop the initial plan with workers. The plan needs to be reviewed when someone
makes a change to it (i.e. change in responsibilities; addition of a new emergency that can affect your
workplace; change in risk assessment, etc.). A copy of the plan should be kept in a conspicuous location,
so that workers have easy and quick access to it.
Although this reference guide has been created
for you to use, please remember that it needs to
be tailored to suit your agency. Not every
document in this guide will be equally useful to
you; please take the time to review the
documents carefully.
The emergency management plan should address
all potential emergencies that can affect your
workplace. For that reason, it is very important to
conduct a hazard assessment for your
organization.
REFER TO Appendix “PLANNING”
for examples of policies for various
emergencies:
Bomb Threat Procedure
Heat Stress Policy
Lockdown Policy
Emergency Kit
By doing an assessment, you will determine which hazards, and therefore potential emergencies, can
have an impact on your organization. Procedures for the various emergencies need to be detailed to
ensure that adequate responses are followed by staff. The use of diagrams, floor plans and maps are
effective ways to show workers and others the path that needs to be followed during an emergency.
Emergency Planning for People with Disabilities / Special Needs
While disasters and emergencies affect everyone, their
impact on people with disabilities/special needs is often
compounded by factors such as electrical power, elevators,
accessible transportation and communication – all of which
can be compromised in emergency situations.
Create a support network for each person with
disabilities/special needs, develop an individual emergency
plan and prepare an emergency kit with this support
network.
REFER TO “Emergency Preparedness
Guide
for
People
with
Disabilities/Special
Needs”
http://www.getprepared.gc.ca/cnt/rsr
cs/pblctns/pplwthdsblts/indexeng.aspx. Appendix X7
11
CHAIN OF COMMAND
A chain of command needs to be established for business continuity during an emergency. It describes
responsibilities and authority to make certain decisions. Although ideal, you are not required to have
one person for each function, as one person can wear multiple hats in the chain of command. Please
note that it is very important to have backups for each function.
Incident Management System Chain of Command
The following is a summary of the roles and responsibilities of the members of the Incident
Management System (IMS). It is imperative that members are designated prior to an emergency
occurring. See detailed version in the appendix, under R&R and the Job Action Sheets.
Incident Commander




Initiates the IMS response
Is responsible for the overall management of the incident
Determines the objectives/strategies, coordinates all activities and authorizes all action plans.
Leads the team
Safety



Be involved in an ongoing process of hazard identification and risk assessment for occupational
health and safety
Have in your possession a written policy /procedure for workplace accident or incident
investigation
Have in your possession a written policy /procedure to deal with work refusal and work stop
orders
Communications


Clearly define internal and external lines of communication during emergencies
Establish strategies for communicating critical information to staff and their families
12



Make sure that communication equipment (i.e. two-way radio; battery pack/emergency power
supplies; wind-up radio) is available for use
Train staff in communication strategies and the operation of equipment
Establish and test a written emergency fan-out system
Liaison


Identify community partners and include them in the development and testing of the plan
Develop and secure written mutual aid agreements with community partners
Administration – Human Resources



Determine staffing levels needed to respond safely in an emergency
Develop a contingency plan for increasing and relieving your workforce
Maintain a data bank of information on available and reserve employees and volunteers
Administration – Psychosocial Support Services



Set up psychosocial support services for staff
Educate staff to recognize psychosocial stress in themselves and others
Establish a critical incident stress management program to assist staff
Planning Function – Drills, Exercises, and Training




Assess training need for staff based on the HIRA and learning needs assessment
Develop or access curriculum to meet identified needs
Provide different modes of training, education and mock drills: provide general and specific
training; Clearly define the frequency of drills; Conduct drills and training on all shifts
Evaluate training needs annually and maintain all records
Logistics – Security



Identify and assess all security threats to staff and the workplace
Develop written policies and procedures for security measures; test
the procedures
Write procedures for the proper use, maintenance and operation of
security systems
Logistics – Personal Protective Equipment (PPE) and Respiratory Protection




Assign someone to procure PPE for staff
Use the HIRA to aid in the selection of type and quantity of PPE
Train staff in the use, care and maintenance of PPE
Write policies and procedures for the use of respirators (if required
in an emergency)
REFER TO Appendix
“R & R”
Roles &
Responsibilities
Job Action Sheets
Staffing Help
Equipment Log
Vendor List
Internal Contacts
External Contacts
13
COMMUNICATION
Communication is a key part of emergency management. Without the ability to share information
effectively, a situation cannot be mitigated. For example notifying employees of changes becomes a
necessary part of daily activities during an
emergency. It is necessary to establish protocols for
communicating to staff a set of incident objectives
REFER TO Appendix “COMMUNICATION”
and strategies that are developed at the command
level. Clearly communicate to all staff information
Emergency Risk Level by Client
regarding the emergency by a variety of methods
Emergency Risk Level by Site
Fan-Out System
including email, phone and fan-out.
External communications: write a crisis
communication plan and detail how you will
communicate with your clients/patients/ stakeholders; with local authorities, partners, contractors,
suppliers, other resources; with media. IMPORTANT: all information and communications must focus on
interest of employees and clients/patient’s protection and well-being.
MUTUAL AID
Mutual aid is when one organization helps out another. For this guide's purposes, they provide support
in response to an emergency (i.e. shelter; food; a location to set-up a command station if you are not
able to work from your office, etc.). It is very important to have multiple organizations, prior to having
an actual emergency, who can offer that assistance. It is also preferable to have a written agreement
with them, instead of a verbal agreement to ensure that you have proof of your mutual aid discussions
in case of occurrences of staffing changes.
A written mutual aid agreement clearly communicates
roles, responsibilities, accountabilities and distribution
of resources in a multi-organization response.
Community partners that are not affected by the
emergency can then offer help quickly and effectively.
Mutual aid agreements may include provision of:






REFER TO Appendix “MUTUAL AID”
Mutual Assistance Form
Mutual Aid Agreement/Letter of
Understanding
Summary of Mutual Aid Providers
Alternative care sites
Alternative site for Central Command Centre
Emergency medical services
Human resources
Food, pharmaceuticals, water, medical supplies or personal protective equipment
Transportation services
14
TRAINING
Individual and collective trainings are an important part of emergency preparedness. Employees need
to know what actions are required for each potential emergency. Part of the training should include
reviewing and understanding the emergency plan; this not only includes the workers who make up the
IMS, but all staff. Consult with your Joint Health & Safety Committee (JHSC) to determine the frequency
for training.
Training should include specialised training for the
REFER TO Appendix “TRAINNING”
response team. All workers should be trained in key
emergency techniques such as evacuation, lockdown
Tabletop Exercise Template
procedures and reporting procedures during an
Tabletop Exercise - Gas Explosion &
emergency. Training can and should be done in the
Evacuation
form of a drill. Drills should always be followed by
Tabletop Exercise - Blackout
debriefs. A debrief session ensures that everyone
knows what transpired during the drill or mock
emergency. It involves a review of the drill, what
happened, what was done correctly and what needs improvement. A mock drill can be used as a
method of evaluating your emergency plan (please see the Evaluation section).
EVALUATION
Emergencies are ever-changing, so plans must be dynamic to ensure hazards are controlled and risks are
eliminated or minimized. The Occupational Health & Safety Act (OHSA) requires employers to annually
review written policies and procedures in consultation with the JHSC. All aspects of the emergency
management plan should be evaluated at least once per year. The annual evaluation of the emergency
management plan reviews:




The scope, functionality, execution and effectiveness of the plan
The responsibilities of the workplace parties – employer, managers, charge persons, staff,
volunteers, students, etc. – in the IMS, and to whom they are accountable
The HIRA upon which the plan was originally developed
The training program that supports the execution of the emergency management plan
Continuous quality improvement is an important aspect of emergency management. As previously
mentioned, your emergency management plan must be a dynamic tool.
The results of regular drills and exercises can be used to review actual responses in addition to
conducting a detailed audit. Any deficiencies are identified and the plan is updated to ensure continued
protection of staff, clients, other stakeholders and the workplace.
15
APPENDIX
PLANNING - Bomb Threat & Suspicious Package Procedure
Responding properly to a bomb threat call can save lives, prevent injuries, and maybe even help find the
would-be bomber. Although bomb threats are typically seen as the work of cranks or not-so-funny
pranksters, recent increases in terrorism have made it important that all bomb threats be taken
seriously. It is much better to assume that a threatening call is deadly serious than to shrug it off as a
prank only to find out through a tragedy that there really was a bomb.
If you or your business receives a written bomb threat or a suspicious package, the note or package
should be handled as little as possible in order to preserve fingerprint, handwriting, postmarks,
typewriting and other evidence. The person receiving it should save all items connected with the note or
package, such as the envelope and its contents. The note and other items should be placed in a bag and
delivered to the police. More commonly, bomb threats are received over the phone. When this occurs,
the person taking the call should try to give someone nearby a note about the call and ask him or her to
call the local emergency number or the business's security number.
The following procedures can help the person taking a bomb threat call respond appropriately.
1.
Remain calm. Be courteous and do not interrupt the caller
2.
Note whether the caller is male or female, an adult or a child
3.
Keep the caller on the phone as long as possible. Do not hang up until the caller does. The phone
company may be able to trace the call if you stay on the line long enough.
4.
If the switchboard or a caller ID system displays the caller’s phone number, write it down.
5.
Ask questions to get information. Write all information down
6.
Try to find out:









The location of the bomb
The time of detonation
What kind of bomb it is and what it looks like
Where the caller is
How the caller knows about the bomb
If the caller is familiar with the building
When the bomb is set to explode
Whether other bombs have been placed and where
Why the bomb was placed.
16
7.
Inform the caller that the building is occupied and that the bomb could cause injuries or death.
8.
Listen for any background noises and any caller mannerisms, voice characteristics or accents.
9.
After the caller hangs up, call your local emergency number and the owner or manager of the
business in which you are working. Explain the situation.
10.
Avoid using cellular telephones, walkie-talkies, beepers or two-way radios during a bomb threat.
Some bombs can be set off by these communication devices.
Suspicious Mail or Packages
In the event that a suspicious package is delivered to your office, isolate it immediately and call 911.
•
•
•
Do not handle it
Don’t open smell or taste
Wash hands immediately with soap and water.
Some businesses will conduct a search for unusual items that the police and fire personnel could
overlook. Staff members should take a quick look around their work area for suspicious items or
changes in the arrangement of equipment, furnishings, or other articles. No one, though, should touch,
handle, or move any suspicious object they might find.
PLANNING - Heat Stress Policy
OBJECTIVE
Extreme heat is an emergent problem in Southern Ontario. Historically, this region has been
unprepared for long periods of very high temperatures. There occur an estimated 120 premature deaths
yearly in Toronto. By 2030, Toronto will experience 75 extreme heat days per year, most likely in July
and August, with lesser likelihood in June or September.
To ensure that guidelines are in place to operate during periods when the hot, humid climate reaches a
range that could create a hazardous environment for personnel to work in. The humidex combines the
temperature and humidity into one number to reflect the perceived temperature measuring how hot it
actually feels outside.
POLICY/PROCEDURE
Organizations should discuss this policy with their employees during a monthly safety meeting prior to
July 1 every year. Hazards associated with heat stress, policy guidelines, and preventative measures
should be covered with all personnel during this meeting training session.
ROLES AND RESPONSIBILITIES
Toronto Public Health issues Heat Alerts and Extreme Heat Alerts. HSPs are to incorporate Extreme
Heat considerations into Emergency Plans according to their client population.
17
Preparedness Activities may include:
- Registering with Toronto Public Health to receive Heat Alerts via email, text or fax
- Identifying clients at risk in Extreme Heat and design individualized care plans
- Familiarizing with City of Toronto’s “Hot Weather Response Plan” and the roles of Community
Partners
- Increasing awareness of availability and accessibility of cooling services such as Cooling Centres,
Public Libraries, and Swimming Pools.
- Providing education and training to staff regarding Extreme Heat and emergency preparedness
- Organizations are responsible to ensure that potable water is available to workers at all times during
the humid, hot weather.
- The supervisor will be responsible to make the final decision at the point when the heat and
humidity has reached a hazardous situation, based on policy guidelines, to stop work, send the
affected personnel home and notify the Executive Director and the Health, Safety and
Environmental Coordinator
- Employees experiencing symptoms of heat stress will report to first-aid personnel immediately to
obtain proper medical attention.
PLANNING - Lockdown Policy
Lockdown procedures are required when building occupants are required to take refuge in a secure
location, e.g. in offices or classrooms and are usually initiated when it is unsafe to evacuate the building.
They are usually associated with unauthorized personnel gaining access to the premises.
Risk factors may be identified that would warrant the development and implementation of lockdown
procedures for a facility or group of facilities. Such risk factors may include:




Past occurrences at the facility or similar type of facility
Past occurrences at neighboring facilities
Proximity of the facility to potentially risk areas (schools, courts, etc.)
Advice of the Toronto Police Service
Senior staff will initiate lockdown of one or all of its facilities as required for an emergency situation
when occupants cannot be safely evacuated. Specific procedures keep staff, clients and visitors safe in
the event of a serious accident, violent incident or act of terrorism.
A lockdown in an emergency situation isolates staff, clients and visitors from danger by requiring
everyone to remain inside the building. Lockdown procedures are invoked in situations which constitute
life threatening events, and where a facility evacuation is contraindicated, and could be fatal.
Lockdown procedures should never interfere with the occupants’ abilities to evacuate promptly should
the circumstance warrant it. Lockdown drills will be held and documented annually. The lockdown drill
will replicates a hypothetical lockdown circumstance, and lasts until the managers of the drill declares it
to be complete. Managers and supervisors are knowledgeable about the lockdown policy when
lockdown is necessary and how to assist.
18
There are three types of lockdown:
i.
ii.
iii.
Shelter in place
Partial lockdown (hold and secure)
Full lockdown
Shelter in Place
This type of lockdown is normally referred to when an environmental threat is present outside and it is
not possible or advisable to evacuate the facility. This type of action is normally in response to an air
contaminant and involves keeping the air contaminates outside the building and keeping persons from
unnecessarily putting themselves in medical danger.
i.
ii.
iii.
iv.
v.
Building Manager will advise staff of a shelter in place requirement
All occupants should be advised to move to appropriate area away from the hazard
Close all windows and doors
Ensure all exterior door are locked, turn off heating, air conditioning and ventilation system
if necessary
Monitor radio and television stations for further updates and advise occupants when it is
safe to leave.
Hold and Secure or Partial Lockdown
This type of lockdown is used when a serious environmental/physical threat is present outside of the
facility or in the neighbourhood and prevention measures need to be enacted to:


Protect individual(s) from leaving the facility and entering into an area of danger, or
Prevent the threat from entering the facility.
This event is normally communicated to staff by emergency responders and is the responsibility of the
most senior person on site to communicate to the rest of the staff and visitors. Staff should be aware of
what is going on inside the building and the reason for the lockdown but continue with their normal day
activities.
The most senior staff on site will alert building occupants /visitors of the lockdown and will:






Call 911 immediately if police and emergency responders have not been informed
Lock all outside doors immediately unless advised by emergency response team
Activate the fan-out to advise staff to remain clear of the area
Monitor situation as it develops
Only when advised by emergency personnel inform occupants that the emergency has been
lifted
Once the lockdown has been lifted, the designate will provide an explanation of why the
lockdown was initiated.
19
Full Lockdown
A full lockdown is used in a serious emergency situation where the danger is in the building or where the
danger exists immediately outside the facility. A lockdown minimize access and visibility and shelters
staff, clients and visitors in secure locations. This type of lockdown is used when the physical threat is
already in the facility and measures need to be enacted to:



Prevent the threat from accessing areas/assets being threatened;
Protect assets (individuals) from entering areas where the threat may be present; and,
Protect assets (individuals) from remaining in areas where the threat may be moving to.
This type of lockdown will usually involve police and emergency services and be coordinated by them.
i.
ii.
iii.
iv.
v.
vi.
vii.
Turn lights off in the offices, close blinds and avoid all interior windows to prevent visibility
from the outside
Staff/clients and visitors should stay in their office or area in which they are located at the
time of the lockdown.
Staff, clients and visitors in open areas should be brought to the safest location
The most senior staff present secures the building entrance to ensure that no unauthorized
persons can access the building.
All staff clients and visitors should be moved to the safest area of the building away from
the outside situation; the safest area will depend on the situation , but will normally be as
far away as possible from the emergency situation
No one should leave the building until advised by the police or fire that it is safe to do so.
Advise staff offsite to remain clear by fan-out or other means
Note
During the lockdown do not pull the fire alarm. Ensure that all staff follows lockdown procedures and
follow the following procedures:







Remain calm and reassure clients and visitors that the emergency is under control.
Direct clients in hallways to seek shelters in the nearest office or meeting room.
Document names of all people in each room.
Turn off cell phones (to prevent them from ringing) radios, and TV’s which could result in
identifying where clients/staff are located.
Keep land line clear for the use of emergency services.
Keep everyone facing away from glass and doors, windows and open or exposed situations
where possible.
Close shades and turn off lights.
20




Assist all staff clients to move down onto the floor unless they hear otherwise from someone in
authority.
Encourage all individuals to move as little noise as possible.
Wait to release anyone unless directed by emergency services or management.
Open the doors only when the “all clear” is given by emergency service.
PLANNING - Emergency Kits
Being prepared means being equipped with the proper supplies you may need at home during the first
72 hours in the event of an emergency or disaster. Keep your supplies in an easy-to-carry emergency
preparedness kit that you can use at home or take with you in case you must evacuate. Consider the
needs of all family members and add relevant items (baby supplies, pet food, extra reading glasses…) to
your basic supplies.
Personal Emergency Kit
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Bottled water (at least 3 L /person/day)
Food (canned; dried foods) – easy-to-prepare-items
Flashlight & batteries
Radio and batteries or crank radio
Spare batteries (for radio & flashlight)
First -aid kit
Candles
Matches/lighter (in a waterproof container)
Whistle (to attract attention, if needed)
Extra cash
Important papers (passports, birth certificates, insurance policies, medical information…)
Medication (7 –day supply)
Can opener
Blankets or sleeping bags
Toilet paper
Playing cards, games
Backpack/duffel bag (to hold all the emergency kit items)
SITE Emergency Kit (agency, office, Supportive Housing sites, etc.)
o
o
o
o
o
Flashlight & battery
Battery operated radio or crank radio
Head lamps
Spare batteries (for flashlight; radio; flashlight & head lamp)
Cell phone chargers
21
R &R –
Roles & Responsibilities
See below for a detailed
presentation of roles and
responsibilities of the members of
the Incident Management System
(IMS).
It is imperative that members are
designated prior to an emergency
occurring.
Role
Synopsis of Responsibilities
Incident Commander (IC)




Liaison Coordinator





Communication
Coordinator







Staff Position &
Back-up
initiate Incident Command System
response
determines objectives/strategies
coordinates all activity
authorizes all action plans coordinates
with Operations Coordinators, medical
care
ensures adequate staffing
develops and provides information to
media, staff, agencies
establishes media centre
controls media on site (assisted by
security)
coordinates released information with
other agencies
notifies media about casualty status
posts general notices for staff
serves as point of contact for assisting
and coordinating activities between
Incident Commander and various
groups/agencies
establishes contact with liaison
coordinators
ensures accurate message routing
screens all incoming memos/faxes and
relays as necessary to Executive Director
posts general notices for staff daily
22
Safety Coordinator







Planning Officer or
Planning Group




Security Coordinator


Operations Coordinator



Finance Coordinator





Logistics Coordinator
-
Security
Transportation


responsible for safety and staff for
duration of pandemic
assesses and anticipates unsafe
situations
evaluates need for equipment, supplies
(PPE)
liaises with Logistic Officer
observes staff for signs of stress and
ensures respite as needed
investigates incidents
monitors staff for Return to Work
(RTW)/refusal to work
identify and establish data elements and
data sources
implement data collection and analysis
procedures
consider the event impact from the long
term perspective
consider a long range plan for
organizational response
ensure that the facility is safe and
secure
secure areas as needed to limit
unauthorized personnel access
coordinates and supervises client care
ensures all areas are adequately staffed
ensures all decisions are appropriately
documented
ensures adequate documentation and
recording of personnel
tracks incident costs and monitors
financial assets
supervise expenditures related to
emergency
update Incident Commander as
requested
track any funding information pertinent
to incident
organizes and enforces scene/facility
protection/traffic security
ensures ambulance entry and exit
routes remain open
23
-
Food services
Environmental
services
PPE







Human Resources
Coordinator

Scribe (or Secretary)




responsible for appropriate directional
signage throughout facility
assists with media control
prepares to manage large numbers of
people
ensures security of food, water, medical
supplies
liaises with emergency service agencies
as required
organizes and directs operation
associated with maintenance of the
physical environment and supplies
maintains a current materials and
supplies status of all areas
organizes staff/manpower to manage
incident
manages the reallocation of staff
manages union issues/grievances as
they pertain to the emergency
supports Incident Commander as
required
attends briefings and keeps notes
updated for logistics (e.g. food, supplies,
room etc.)
24
R & R - Job Action Sheet - Human Resources Officer Job
Human Resources Officer Job Action Sheet
Position Assigned to:
Back Up Assigned to:
Direct Reports:
Mission: Coordinating between departments to ensure business continuity
Prior Actions Required:
 Assess risk levels for various emergencies that could affect organization
 Update staff qualifications and training
 Ensure external contract workers are qualified and available during emergency situations
(including signed contacts with external agencies)
 Ensure emergency lists are updated
 Ensure fan-out lists are up-to-date
Immediate Actions Required:
 Assume HR role
 Prepare to receive a briefing from Incident Commander
Secondary Actions Required:
 Ensure a designate has been identified to fill your role in your absence (keep up to date)
 Provide appropriate communication to departments on its operational guidelines
 Coordinate with Operations Coordinator to establish priorities and ultimately formulate decision
for HR allocation during the response
 Provide information to Operations Coordinator that may be required for decision making for HR
allocation
 Be prepared to comment on the sustainability of operations from a HR perspective
 Document action and decisions on a continual basis
 Be prepared to update IC as requested
Recovery:




Participate in event debriefing
Contact Employee Assistance Programs, as required
Evaluate strategies for emergency measures and facilitate any required improvements
Return to normal function
25
R & R - Job Action Sheet - Finance Officer
Finance Officer Job Action Sheet
Position Assigned to:
Back Up Assigned to:
People Reporting Information to you:
Mission: Monitor all aspects of the administrative/financial processes. Authorize expenditures to carry
out the Incident Action Plan and ensure appropriate documentation. Monitor the utilization of financial
assets. Document expenditures relevant to the emergency incident and prepare for ministry
compensation.
Immediate Actions Required:




Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Finance Officer
Prepare to receive a briefing from IMT
Establish initial briefing with Planning and Logistics Officers
Secondary Actions Required:
 Ensure a designate has been identified to fill your role in your absence (keep up to date)
 Receive regular updates from Planning and Logistics and document action and decisions on a
continual basis
 Other duties as assigned by the IMT
 Track all costs associated with emergency
 Be prepared to brief the IMT on financial impact as requested
 Track funding information pertinent to incident
Recovery
 Receive all logs, notes and relevant information for the debriefing session from Planning and
Logistics
 Participate in event debriefing
 Follow up on any funding pertinent to incident
 Evaluate strategies for emergency measures and facilitate any required improvements
 Return to normal function
26
R & R - Job Action Sheets - Incident Manager
Incident Manager Job Action Sheet
Position Assigned to:
Back Up Assigned to:
People Reporting to you:
Incident Management Team
Mission: Organize and direct Emergency Plan. Give overall directions for emergency response.
Immediate Actions Required:
 Read all Job Action sheets before proceeding
 Activate the Emergency Plan – have X contact all incident team members and establish time to
report to IMT
 Brief the Board of Directors
 Assign Scribe
 Organize and direct IMT as per IMS model
 Set immediate priorities
 Assign communication responsibilities for public and media
 Initiate fan-out if required
 Ensure that all costs will begin to be tracked
Secondary Actions Required:







Ensure a designate has been identified to fill your role in your absence (keep up to date)
Ensure your IMT is taking rest breaks
Consider need of staff and volunteers re food and shelter
Consider a Town Hall Session (cafeteria chat)
Consider what to tell the public – coordinate messaging with Public Health Unit
Ensure scribe can reach all IM members at all times
Link with community to assist with offsite care
Recovery




Demobilize the IMT
Participate in event debriefing
Evaluate strategies for emergency measures and facilitate any required improvements
Return to normal function
27
R & R - Job Action Sheet - Liaison Officer
Liaison Officer Job Action Sheet (internal)
Position Assigned to:
Back Up Assigned to:
People Reporting Information to you:
Internal
Mission: Function as incident contact person for internal purposes
Immediate Actions Required:





Read all Job Action sheets before proceeding
Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Liaison Co-coordinator
Prepare to receive a briefing from IMT
Establish initial contacts with liaison counterparts both locally and provincially.
Secondary Actions Required:









Ensure a designate has been identified to fill your role in your absence (keep up to date)
Provide updates and appropriate information to staff and if necessary external agencies
Respond to requests and complaints from incident personnel regarding inter-agency issues.
Other duties as assigned by the IMT
Monitor the incident(s) and identify current occupational problems
Establish contact with Communications Officer to ensure common messaging
Report on current or anticipated shortage in staff
Maintain a list of all assisting agencies including their resource availability
Observe all staff for signs of stress. Report issues to the Safety Officer
Recovery




Participate in event debriefing
Evaluate strategies for emergency measures and facilitate any required improvements
Identify gaps and facilitate required improvements
Return to normal function
28
R & R - Job Action Sheet - Logistic Officer
Logistics Officer Job Action Sheet
Position Assigned to:
Back Up Assigned to:
People Reporting Information to you:
Mission: Organize, direct and coordinate the acquisition of space, security, supplies and equipment
including IT and telecommunication equipment. Provide nutrition, lodging and family support for staff
as needed.
Immediate Actions Required:






Read all Job Action sheets before proceeding
Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Logistics Officer
Prepare to receive a briefing from IMT
Ensure necessary resources to support the medical objective(s) are available
Ensure transportation of equipment and supplies as necessary
Secondary Actions Required:








Ensure a designate has been identified to fill your role in your absence (keep up to date)
Track supplies and receipts in coordination with Finance Officer
Receive updates regarding critical resources and reconcile with projected need
Provide information to Operations Officer that may be required for decision making for
resource allocation
Be prepared to comment on the sustainability of operations from a materials perspective (e.g.
supplies/equipment)
Document action and decisions on a continual basis
Maintain resource listings, vendor references, and other resource directories
Be prepared to update IMT as requested
Recovery
 Participate in event debriefing
 Evaluate strategies for emergency measures and facilitate any required improvements
 Return to normal function
29
R & R - Job Action Sheet - Operations Officer
Operations Officer Job Action Sheet
Position Assigned to:
Back Up Assigned to:
People Reporting Information to you:
Mission: Activate and coordinate specific tasks and objectives that may be required to achieve the goals
of the Incident Action Plan; and to carry out directions of the Incident Commander. To relate
challenges, need for resources identified by staff to the Incident management Team (IMT).
Immediate Actions Required:







Read all Job Action sheets before proceeding
Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Operations Officer
Prepare to receive a briefing from IMT
Prioritize and establish guidelines
Implement all steps to increase capacity and supplement staff
In collaboration with IMT, suggest restrictions/suspension of visiting practices
Secondary Actions Required:
 Ensure a designate has been identified to fill your role in your absence (keep up to date)
 Ensure updates about adequate staff and supplies for current conditions in regards to the
delivery and quality of care
 Receive updates from Logistics Officers regarding critical resources and reconcile with projected
need
 Review staffing with redeployment centre to ensure optimal use of HR
 Document action and decisions on a continual basis
 Be prepared to update IMT as requested
Recovery
 Participate in event debriefing
 Evaluate strategies for emergency measures and facilitate any required improvements
 Return to normal function
30
R & R - Job Action Sheet - Planning Officer (Planning Group)
Planning Officer Job Action Sheet OR (Planning Group)
Position Assigned to:
Back Up Assigned to:
People Reporting Information to you:
Mission: Identify and establish data elements and data sources, implement data collection and analysis
procedures so that trends and forecasts can be identified related to the incident. Organize and direct all
aspects of Planning. Ensure the distribution of critical information. Compile scenario/resource
projections from the Incident management Group and perform long range planning. Document and
distribute the Incident Action Plan and evaluate progress.
Immediate Actions Required:





Read all Job Action sheets before proceeding
Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Planning Officer
Prepare to receive a briefing from IMT
Establish a process for short and long term planning to execute normal business level
Secondary Actions Required:






Ensure a designate has been identified to fill your role in your absence (keep up to date)
Consider the event impact from the long term perspective
Consider a long range plan for organizational response
Ongoing review of emergency and contingency plans
Document action and decisions on a continual basis
Be prepared to update IMT as requested
Recovery
 Participate in event debriefing
 Evaluate strategies for emergency measures and facilitate any required improvements
 Return to normal function
31
R & R - Job Action Sheet - Safety Officer
Safety Officer Job Action Sheet
Position Assigned to:
Back Up Assigned to:
People Reporting Information to you:
Mission: Develop and recommend measures for ensuring the health and safety (including psychological
and physical), of staff. Assess and/or anticipate hazardous and unsafe situations. Monitor work
environment and ensure occupational health and safety regulations are followed.
Immediate Actions Required:








Read all Job Action sheets before proceeding
Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Safety Officer
Prepare to receive a briefing from IMT
Assess and anticipate unsafe situations
Develop and recommend measures for staff safety based on information provided
Be alert to any hazardous conditions throughout the facility
Be prepared to temporarily stop work and/or prevent unsafe acts until safety conditions met
Secondary Actions Required:









Ensure a designate has been identified to fill your role in your absence (keep up to date)
Provide required information to Liaison Officer for external agencies such as Public health
Evaluate need for additional equipment and liaise with Logistics Officer
Monitor safety conditions and develop measures to ensure the safety of all assigned staff
throughout the emergency
Observe all staff and volunteers for signs of stress and inappropriate behaviour
Ensure staff is provided with appropriate rest and respite as required
Investigate accidents that may occur during the emergency (can be deferred as appropriate)
Coordinate return to work and work exemption policies
Document action and decisions on a continual basis; be prepared to update IMT as requested
Recovery
 Participate in event debriefing
 Evaluate strategies for emergency measures and facilitate any required improvements
 Return to normal function
32
R & R - Job Action Sheet - Security Coordinator
Security Officer Job Action Sheet
Position Assigned to:
Back Up Assigned to:
People Reporting Information to you:
Mission: To ensure that the facility is safe and secure.
Immediate Actions Required:







Read all Job Action sheets before proceeding
Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Security Officer
Prepare to receive a briefing from IMT
Assess and discuss with IMT need for controlled entry access/exits for staff and visitors
Coordinate the security of facility
Be prepared to post signage as required
Secondary Actions Required:







Ensure a designate has been identified to fill your role in your absence (keep up to date)
Work with Communications Officer to limit access and direct media
Liaise with Operations Officer for reports of security, traffic control, signage issues
Secure areas as needed to limit unauthorized personnel access
Liaise with external emergency services as appropriate
Document action and decisions on a continual basis
Be prepared to update IMT as requested
Recovery
 Participate in event debriefing
 Evaluate strategies for emergency measures and facilitate any required improvements
 Return to normal function
33
R & R - Job Action Sheet - Public Information Communications Officer
Public Information Communications Officer Job Action Sheet
Position Assigned to:
Back Up Assigned to:
People Reporting to you:
Mission: The department spokesperson and person responsible for releasing approved messaging and
information from the IMP regarding the incident to the media and to the public.
Immediate Actions Required:







Read all Job Action sheets before proceeding
Upon notification of the IMT activation, report to the EOC (boardroom)
Assume role of Public Information Communications Officer
Prepare to receive a briefing from IMT
Assess media needs & keep media contact information current
Identify key spokespeople and conduct media training as required
Review and refine key message statements and ensure all public information releases are
approved by the IMT
Secondary Actions Required:
 Ensure a designate has been identified to fill your role in your absence (keep up to date)
 Establish media restricted areas; Coordinate with Security Officer if required
 Develop regular updates for all staff in conjunction with the IMT and release according to
established information cycle
 Arrange for interviews, teleconferences, video conferences, satellite broadcasts, website
revisions, broadcast faxes, etc., upon approval by the IMT
 Monitor broadcast and print media, using information to develop follow-up news releases and
rumour control; Update social media feeds
 Ensure file copies are maintained of all information released and provide copies to IMT
 Organize and prepare support materials for daily media briefings
 Be prepared to develop formal letters to staff/families assuring them of the hospital’s desire to
keep them safe and to encourage them to come to work
 Other duties as assigned by the IMT
Recovery
 Participate in event debriefing
 Evaluate strategies for emergency measures and facilitate any required improvements
 Return to normal function
34
R & R - Staffing Help
Position
Job Description/Task
Number of Request
Duration Request
Doctors
Nurses
Medical Staff from
Clinics which have
been closed
Respiratory
Technicians
Lab Technicians
Housekeeping/Enviro
nmental Services
Dietary
Social Workers
Security
35
R & R – Equipment Log
Date
Inspector
First Aid Box
R & R - Vendor List
Portable Heating/Ventilation/Air
Conditioning Systems
Business Hours
After Hours
Generator & Fuel
Business Hours
After Hours
36
Food Services
Business Hours
After Hours
Others
Business Hours
After Hours
37
R & R - Internal Contacts
Internal
Contact
Key Contact (Name, job
position & function)
Email Address
Work Number
Cell
Number
Work Number
Cell Number
Home number
Date: ________________
Scheduled Review Date: _______________
R & R - External Contacts
External
Contact
(Company
name)
Key Contact (Name, job
position & function)
Email Address
Date: ________________
Scheduled Review Date: _______________
38
COMMUNICATION - Emergency Risk Levels by Client
Emergency Response Levels (ERL)
Guidelines
ERL 1
Client requires assistance within 1-12 hrs
Very High
Client requires mechanical/electrical equipment to sustain
life
Needs service within -12 hrs
Client requires professional assistance in the event of an
evacuation (i.e. ambulance)
ERL2
The client requires assistance within 12-24 hrs
High Risk
Client has high needs and has limited support network
Needs service within 13-24 hrs
Client requires non-professional assistance in the event of
an evacuation
ERL3
The client requires assistance within 25-72 hrs
Medium Risk
Needs service within 72 hrs
YOU MIGHT WANT TO CONSIDER ADDING EXAMPLES UNDER THE GUIDELINES such as:
ERL1:
-Client on life-sustaining electrically powered equipment with no available family support (e.g.
ventilator, suction, oxygen compressor)
-Client completely dependent on others for care and has no support (bedridden)
-Client is medically unstable, has a life threatening or quickly deteriorating health status and is at
significant risk of hospitalization if service(s) are not provided.
ERL2:
-Client on life-sustaining equipment but has good support
-Client with complex medical needs needing medical intervention
-Clients with compromised immune systems
ERL3:
-Client who have a deteriorating condition and may be at risk of hospitalization if services delayed for
too long or health status changes
-Client in this category may be similar to a higher risk client but remain uncompromised because of a
good support network
39
COMMUNICATION - Emergency Risk Levels by Site
LEVELS
DESCRIPTION
ONE





TWO






Minor-manageable at site level;
local resources
Low impact on people &
minimal damage to property
(<$50k)
Single unit/building affected;
possible short-term
evacuation/displacement for a
short period of time (e.g. 4-6
hours)
No or low media attention
e.g. minor floods/fires/personal
injury
Moderate incident- disruption
that requires resources beyond
those available on site
Multiple units/buildings
affected/threatened; impact on
large area of city (no heat,
power or hot water, fire alarm
system) (7-12 hours)
Moderate impact on
people/community and
moderate impact on
impact/damage to property
(fire and flood)
Evacuation and moderate
displacement of tenants
(medium period of time 7-12
hours)
Likely media attention
Injury of resident or staff
ACTIVATION
(CALL)
NOTIFICATION
(EMAIL)
EXTERNAL
SUPPORT
Who to call in
this situation
Who to notify by
email
No notification or
activation
Who to call in
this situation
Who to notify by
email
After hours-call
to OEM standby
line
Activation of
Community
Partners as
required
Support with
initial
displacement
including:
accommodation
assistance, food,
transportation
40
THREE








Major incident (units/houses
rendered uninhabitable due to
fire/flood) that requires
extensive resources, supports
and coordination from across
the organization
Serious injury (life threatening)
or death (staff or tenant) on
company property
High impact on
people/community and high
impact/damage to property
($250k+)
Multiple units/buildings
affected/threatened; normal
operation reduced/suspended
(heat/hot water, power) for an
extended period of time (e.g.
12+ hours)
Widespread evacuation and
longer-term displacement of
tenants where period of time
exceeds 12+ hours
Significant coordination
required with external recovery
agencies via City of Toronto
Media attention on site
Major impairment of Fire Alarm
monitoring system including
sprinkler system
Who to call in
this situation
Who to notify by
email
Regular & After
Hours- call to
OEM standby line
City to lead
Emergency
Human Services
Response
City’s OEM
activates to
support site
On-site support
(up to 14 days)
for: meals,
hotels,
transportation,
vulnerable
population
assessment etc.
41
COMMUNICATION – Fan-Out System
Effective communication is vital in any emergency management plan. It means having critical information
relayed quickly and accurately, both internally and externally.
It includes a clear process with accountability for triggering the fan-out system (telephone –tree) that is
tested on a regular basis to ensure it is reliable.
The fan-out system must be available to all staff, tested at least once per year and reviewed and revised
each year or as information changes or testing indicate the need for improvement.



Maintain up to date information for each employee
Distribute contact numbers to appropriate people (include statement regarding confidential
information)
Post emergency contact numbers near phone in case 911 does not work
Procedure
When news of an emergency is received by the person who will assume duties as the director of the
Emergency Operations Centre, activate the fan-out system.
The calls must be placed quickly for maximum effectiveness. Each person will have a list of telephone
numbers and contacts to call. All calls will be placed within minutes of the initial message to the director.
The calls can be made in this sequence:
A to B to C to D
A calls four people
B calls three people
C calls two people
D calls one person
A flow chart of the fan-out will allow a streamline process and improve communication.
42
Flow Chart
A
B
B
C
C
B
B
C
C
C
C
C
C
C
D
C D
D
D
D
C
D
D
D
D
E
E
E
E
E
E
E
E
E
E
D
D
D
E
E
E
E
E
E
D
D
D
D
D
D
D
D
D
C
D
D
D
C
C
E
E
E
E
E
E
E
E
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MUTUAL AID – Mutual Assistance Form
I, _________________________CEO of _____________________________, on this date
_________________________, do hereby confirm the request of ___________________________, to
provide assistance in the form of:
Type of Assistance
Yes/No
Start Date
End Date
Staff
Services
Equipment
Space
Materials/Supplies
Network Access
The above confirms the assistance verbally requested on__________________, by
_____________________.
44
MUTUAL AID - Mutual Aid Agreement/Letter of Understanding
This Mutual Aid Assistance Agreement made this day____ of __________, ____,
between: ________________________________________ and
____________________________________________________
1. General
a. A wide range of emergencies, natural and man-made, may occur and have an impact on [Party One]
or [Party Two]. In the event such an emergency occurs, [Party One] and [Party Two] wish to provide
assistance to each other as may be required. THEREFORE, in consideration of the following terms
and conditions, [Party One] and [Party Two] agree that:
[Party One] and [Party Two] will provide assistance to each other in response to an Emergency.
However, [Party One] and [Party Two] acknowledge and agree that this Agreement does not impose
any binding obligation on either party to provide Emergency Assistance. Rather, this Agreement is a
statement of the parties' intention to provide such Emergency Assistance voluntarily.
b. In this Agreement, the party requesting Emergency Assistance shall be called the "Requesting
Party", and the party providing Emergency Assistance shall be called the "Providing Party".
2. Authorization to Request/Offer Assistance
a. Each party hereby authorizes its CEO or such other senior officer of the party to request
assistance or to agree to provide assistance to the other party.
3. Personnel
a. Where the assistance of any of the personnel of the Providing Party is provided to the
Requesting Party, such personnel shall at all times continue to be employees of the Providing
Party and shall at no time and for no purpose be deemed to be employees of the Requesting
Party.
b. While responding to a request from the Requesting Party for Emergency Assistance, personnel
of the Providing Party will at all times be under the control and supervision of the Requesting
Party.
c. During such time as personnel of the Providing Party are responding to a request from the
Requesting Party for Emergency Assistance, such personnel shall comply with all safety
regulations of the Requesting Party. It shall be the responsibility of the Requesting Party to
make such safety regulations known to personnel of the Providing Party.
45
4. Personal Protective Equipment
a. Personnel of the Providing Party who are providing Emergency Assistance under this Agreement
shall be equipped by the Providing Party with working and protective equipment that is
normally used by personnel of the Providing Party.
b. The parties agree that their intent is to provide Emergency Assistance when requested to do so
by the other party. However, at all times and in all cases the Providing Party shall be entitled, in
its sole discretion, to refuse to provide any personnel or equipment to the Requesting Party or
to withdraw any or all personnel or equipment provided to the Requesting Party.
5. Cost
a. The Requesting Party shall reimburse the Providing Party for all of its costs and expenses
incurred in providing the Emergency Assistance to the Requesting Party including, without
limiting the generality of the foregoing,
(i) salaries and wages;
(ii) use of equipment, materials, supplies, etc.;
(iii) transportation; and (d) other additional costs. [The Providing Party and its personnel
shall not expect nor receive compensation or reward for emergency medical services or
first aid assistance provided by doctors, registered nurses, or other registered health
discipline members.]
b. The Providing Party shall invoice the Requesting Party for all such costs and expenses. The
Requesting Party shall be entitled to receive from the Providing Party written documentation
supporting the invoice before providing any reimbursement.
6. Record Keeping
a. The Providing Party shall keep for one (1) year all timesheets and records related to personnel
or equipment provided as Emergency Assistance that may be necessary to verify the amounts
invoiced under Section 5 of this Agreement.
7. Liability
a. The Requesting Party shall indemnify and hold harmless the Providing Party, its directors,
officers, agents, employees, contractors, and persons employed by such contractors from and
against all losses, damage, costs, expenses, and liability resulting from injury to or death of any
person or damage to or destruction of property, arising out of the provision of Emergency
Assistance by the Providing Party, whether or not such losses, damage, costs, expenses, or
liability results entirely or in part from the negligence or other fault of the Providing Party or any
of its directors, officers, agents, employees, contractors, or persons employed by such
contractors, except such losses, damage, costs, expenses, or liability caused by the gross
negligence or willful misconduct of the Providing Party's directors, officers, agents, employees,
contractors, or persons employed by such contractors.
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8. Terms and Termination
a. Requests for Emergency Assistance under this Agreement shall be directed to the persons
designated below:
(i) [Party One]
(ii) Site contact:
(iii) 24-hour contact:
(iv) [Party Two]
(v) Site contact:
(vi) 24-hour contact:
b. Either party may withdraw from this Agreement on thirty (30) days' prior written notice to the
other party.
c. This Agreement is effective as of the last date of execution set out below.
[Party One]
[Party Two]
Per: ____________________
Per: ____________________
Date: ____________________
Date: ____________________
MUTUAL AID - Summary of Mutual Aid Providers
Service to be
Provided
Mutual Aid
Provider (name)
Contact name (s)
Contact phone &
email
Date Mutual
Contract was
Written (or last
updated)
47
TRAINING - Tabletop Exercise Template
Tabletop Exercise
Date Scheduled :
Initial Time:
Facilitator:
Purpose:
Duration of Exercise: 33.5 hrs
Site:
The purpose of this exercise is to give the participants an opportunity to evaluate their current
emergency management plans and capabilities for responding to an emergency.
Scope:
The scope of this exercise will focus on AGENCY'S role in response to the potential consequences of an
emergency. More important than minute details are processes and decision making. The emphasis
should be on coordination, integration, problem identification, and problem resolution.
Objectives:
Participants will demonstrate the ability to:
1. Identify priorities and responsibilities
2. Reorder priorities based on new information
3. Develop priorities in response to unexpected events
Players:
Narrative:
Problem Statements:
-Consider the following:
 What resources/support will you need for the protection of clients?
 What resources/support will you need in place to protect your workers?
 How will you communicate in an emergency? With whom?
-List 5 key steps you would take in the initial response to the situation.
Scenario Development (Move I)
Problem Statements:
-Identify key factors required to support your emergency plan & promote business continuity
Scenario Development (Move II)
48
Problem Statements:
-Who is in charge? Who is the new incident commander?
- Identify key factors required to promote business continuity re: meals on wheels
Scenario Development (Move III)
Problem Statements:
-What are the first steps for the recovery phase?
What are the lessons learned?
How will they be applied?
When will they be applied?
49
TRAINING - Tabletop Exercise - Evacuation & Gas Explosion
Tabletop Exercise Evacuation due to a Gas Explosion
Date Scheduled :
Initial Time:
Facilitator:
Purpose:
Duration of Exercise: 33.5 hrs
Site:
The purpose of this exercise is to give the participants an opportunity to practice emergency responses
and capabilities for responding to an emergency.
Scope:
The scope of this exercise will focus on agencies' role in response to the potential consequences of a gas
explosion. More important than minute details are processes and decision making. The emphasis should
be on coordination, integration, problem identification, and problem resolution.
Objectives:
Participants will demonstrate the ability to:
1. Identify priorities and responsibilities
2. Reorder priorities based on new information
3. Develop priorities in response to unexpected events
Players:
Narrative:
Agency Total Help provides personal care to vulnerable people in the community. People you serve
include individuals with physical and intellectual disabilities. Ten Clients are located throughout a large
apartment building that is managed by Toronto Housing. Your employees are responsible for providing
personal care and assistance to the clients. There is also an outreach program which provides service to
clients in their homes.
Friday, June 27th, 2014
It is a hot June day. It is the day before the 2014 World Gay Pride Parade. It is expected that over 2
million people will descend on Toronto streets. The parade will be passing close to your building. There
will be many road closures early Saturday morning that will affect access to the building and your
outreach program clients.
Saturday, June 28th, 2014
Despite your best effort to move some of your clients from their apartment building, many have either
chosen to stay and watch the parade from their balcony or did not have anywhere else to go.
50
The breakdown is as follows:
-5 clients remain in the building
-They live between the 2nd and 22nd floor.
-The client on the 2nd floor only requires light care.
-There are 2 clients who are on the 8th floor. One has an oxygen tank and uses a walker to get around.
The other is in a wheelchair and requires assistance in and out of it. Both speak limited English and do
not have family in the GTA.
-The client on the 10th floor is partially disabled and does not have any family living in Ontario.
-The client on the 22nd floor has family in the GTA, but has recently been in the hospital due to a broken
hip caused by a fall.
Most of your clients, who live in houses, chose to stay in them.
Problem Statements:
-Consider the following:
 What resources/support will you need for the protection of clients?
 What resources/support will you need in place to protect your workers?
-List 5 key steps you would take in the initial response to the situation.
Scenario Development (Move I)
6:00 a.m.
The main road closest to your building is now closed and will not reopen until 6 p.m. TTC buses that
normally run in front of your building have been diverted. The closest bus stop is 5 blocks away.
10:00 a.m.
The parade begins.
11:00 a.m.
There is a thundering ‘bang’ that can be heard in downtown Toronto. There is a rising plume of heavy
black smoke in the distance. The sound of fire trucks approaching and the news reported breaking news
of an explosion of some sort.
11:25 a.m.
You receive word from a PSW, who is already in the building that it and surrounding homes need to be
evacuated due to a natural gas leak. When the worker heard of the news, they were caring for the 8th
floor client who uses the walker.
You are told by the PWS that they believe that they are the only Agency Total Help worker in the
building.
Problem Statements:
-Consider the following:
51






Identify key factors required to support your emergency plan & promote business continuity
List 5 key steps you would take in the initial response to the situation.
What resources/support will you need for the protection of clients?
What resources/support will you need in place to protect your worker(s)?
How will you communicate in an emergency? With whom?
Who is in charge?
Scenario Development (Move II)
Sunday
No one can return to the building or surrounding homes.
Problem Statements:

Identify key factors required to promote business continuity re: meals on wheels
Scenario Development (Move III)
Monday, June 30th, 2014
It is the Monday before Canada Day, and the police have given the all clear. Your clients can go back to
their home. All roads are open.
Problem Statements:
-Consider the following:
 What are some of the challenges you face?
 What are the first steps for the recovery phase?
What are the lessons learned?
How will they be applied?
When will they be applied?
52
TRAINING - Tabletop Exercise - Blackout
Tabletop Exercise Blackout
Date Scheduled :
Initial Time:
Facilitator:
Purpose:
Duration of Exercise: 33.5 hrs
Site:
The purpose of this exercise is to give the participants an opportunity to evaluate their current
emergency management plans and capabilities for responding to an emergency (blackout in Toronto
and surrounding areas).
Scope:
The scope of this exercise will focus on AGENCY'S role in response to the potential consequences of a
blackout. More important than minute details are processes and decision making. The emphasis should
be on coordination, integration, problem identification, and problem resolution.
Objectives:
Participants will demonstrate the ability to:
1. Identify priorities and responsibilities
2. Reorder priorities based on new information
3. Develop priorities in response to unexpected events
Players:
Management
Narrative:
Thursday, October 11th.
It has been an unusually cold fall. The heating system has been activated since the end of September.
News forecast indicate a terrible storm moving along the eastern seaboard has dumped large quantities
of rain in New Jersey and New York. By all indication the storm is heading towards Ontario. A severe
thunderstorm threat has been issued for Toronto and surrounding areas.
Friday, October 12th.
Lightning brightens the dark sky in the early hours of the morning. Heavy rainfall is interrupted with
large sound of thunder throughout the morning. Lightning strikes a tree; which falls on a transmission
line. There is a brown out which caused short pause in the electrical system.
6:00a.m.
Rain continues to fall. Some employees are already en-route to provide service to clients. The forecast
has predicted inclement weather for the next two days. The power is lost in all areas of the GTA except
the Durham region and parts of the Regional Municipality of York (York Region). Street lights no longer
work and there are reports of numerous cars crashes.
53
Problem Statements:
-Consider the following:
 What resources/support will you need for the protection of clients?
 What resources/support will you need in place to protect your workers?
 How will you communicate in an emergency? With whom?
-List 5 key steps you would take in the initial response to the situation.
Scenario Development (Move I)
It is Friday afternoon, 50% of your community care workers cannot access their regular clients. Sixty
percent of your volunteers will not be able to work.
Problem Statements:
-Identify key factors required to support your emergency plan & promote business continuity
Scenario Development (Move II)
It is Saturday and the power has not come back in Toronto. Sunny brook is running low on fuel for their
diesel fueled combustion engine generator. They are no longer able to provide food for the meals on
wheels program.
You just received devastating news, your Incident Commander(s) were involved in a car crash, and are
hospitalized with major injuries.
Problem Statements:
-Who is in charge? Who is the new incident commander?
- Identify key factors required to promote business continuity re: meals on wheels
Scenario Development (Move III)
It is Monday, Thanksgiving day, power has been restored.
Problem Statements:
-What are the first steps for the recovery phase?
What are the lessons learned?
How will they be applied?
When will they be applied?
54
References
Be Pandemic Prepared: Protecting our Community and Health Care Staff, OSACH 2006
Gustin J. F. (2010). Disaster & Recovery Planning: A Guide for Facility Manager, 5th Edition. The
Fairmount Press Inc.
Health and Safety in Emergency Management: A Guide for the Protection of Community and Health
Care Staff, OSACH, 2006
Planning Guide for the Emergency Operations Centre, Province of New Brunswick, 2001.
http://www2.gnb.ca/content/dam/gnb/Departments/ps-sp/pdf/emo/opscentre-e.pdf
Toronto Central Local Health Integrated Network: Integrated Health System Emergency management
plan, 2013
U.S. Department of Labor 2001, OSHA. How to Plan for Workplace Emergencies and Evacuations.
https://www.osha.gov/Publications/osha3088.pdf?utm_source=Publicaster&utm_medium=email&ut
m_campaign=52_Tips_Week_26&utm_content=How+to+Plan+for+Workplace+Emergencies+and+Evac
uations
Links
Public Services Health & Safety Association
1) General Website: www.pshsa.ca
2) Resource manuals:
a) Health & Safety in Emergency management
A Guide for the protection of Community & Healthcare Staff
http://www.pshsa.ca/products/health-and-safety-in-emergency-management/
b) Be Pandemic Prepared: Protecting Our Community and Health Care Staff
http://www.pshsa.ca/training/be-pandemic-prepared-protecting-our-community-and- health- carestaff/
Toronto Central Local Health Integration Network
1) General Website: http://www.torontocentrallhin.on.ca/
2) Emergency Preparedness Resource page:
http://www.torontocentrallhin.on.ca/resources/emergencypreparedness.aspx
55
The Office of Emergency Management
1) General Website:
http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=4b3307ceb6f8e310VgnVCM10000071d60f
89RCRD
2) Incident Management System (IMS) implementation guide and training session
http://www.emergencymanagementontario.ca/english/emcommunity/ProvincialPrograms/IMS/ims_ma
in.html
3) A Guide to Business Continuity Plan
http://www1.toronto.ca/city_of_toronto/office_of_emergency_management/files/pdf/oem_continuity
_planning.pdf
4) Your personal Preparedness Guide
https://www1.toronto.ca/city_of_toronto/office_of_emergency_management/files/pdf/oem_booklet.p
df
5) Emergency planning for people with Disabilities / Special Needs
http://www.getprepared.gc.ca/cnt/rsrcs/pblctns/pplwthdsblts/index-eng.aspx. Appendix X7
56