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The Emergency Management Act defines emergency management as the prevention and mitigation of, preparedness for, response to, and recovery from emergencies. Public Safety Canada developed the FERP in consultation with other federal government institutions. Federal government institutions are responsible for developing emergency management plans in relation to risks in their areas of accountability. In order for this plan to be effective, all federal government institutions must be familiar with its contents.
The Minister of Public Safety is responsible for promoting and coordinating emergency management plans, and for coordinating the Government of Canada's response to an emergency. Pursuant to the Emergency Management Act, all federal ministers are responsible for developing emergency management plans in relation to risks in their areas of accountability. The FERP applies to domestic emergencies and to international emergencies with a domestic impact. The FERP does not replace, but should be read in conjunction with or is complimentary to, event-specific or departmental plans or areas of responsibility.
Canada's risk environment includes the traditional spectrum of natural and human-induced hazards: wildland and urban interface fires, floods, oil spills, the release of hazardous materials, transportation accidents, earthquakes, hurricanes, tornadoes, health or public health disorders, disease outbreaks or pandemics, major power outages, cyber incidents, and terrorism.
Past emergencies in Canada demonstrate the challenges inherent in protecting the lives, critical infrastructure, property, environment, economy, and national security of Canada, its citizens, its allies, and the international community.
During an integrated Government of Canada response, all involved federal government institutions assist in determining overall objectives, contribute to joint plans, and maximize the use of all available resources.
In most cases, federal government institutions manage emergencies with event-specific or departmental plans based on their own authorities. An explanation of the roles of the primary, supporting and coordinating departments follows below. A primary department is a federal government institution with a mandate related to a key element of an emergency. A supporting department is a federal government institution that provides general or specialized assistance to a primary department in response to an emergency. Public Safety Canada is the federal coordinating department based on the legislated responsibility of the Minister of Public Safety under the Emergency Management Act. As part of the coordinating department, the role of Public Safety Canada's Operations Directorate is to manage and support each of the primary functions of the Federal Emergency Response Management System (FERMS, see Section 2) at the strategic level, and Public Safety Canada Regional Offices perform the same role at the regional level. The Director General, Operations Directorate, in consultation with the Federal Coordinating Officer, determines the type of expertise required in the Government Operations Centre during an emergency response.
Representatives from non-governmental organizations and the private sector may be asked to support a federal response to an emergency and to provide subject matter expertise during an emergency.
Emergency Support Functions are allocated to government institutions in a manner consistent with their mandate (see Annex A for details on each function).
One or more Emergency Support Functions may need to be implemented, depending on the nature or scope of the emergency. The Federal Emergency Response Management System (FERMS) is a comprehensive management system which integrates the Government of Canada's response to emergencies.
This system provides the governance structure and the operational facilities to respond to emergencies. The FERMS provides the mechanisms and processes to coordinate the structures, the capabilities, and the resources of federal government institutions, non-governmental organizations and the private sector into an integrated emergency response for all hazards.
This section describes the key concepts related to the FERMS, including the federal governance structure, the federal response levels, the departmental roles, the primary functions of the FERMS, and the federal-regional component related to the FERMS.
Governance refers to the management structures and processes that are in place during non-emergency and emergency circumstances. The following section describes the federal governance structure for an integrated Government of Canada response.
Committees of Cabinet provide the day-to-day coordination of the government's agenda, including issues management, legislation and house planning, and communications. During an emergency, members of the Committee will receive summaries of decision briefs and other advice from members of the Committee of Deputy Ministers. During non-emergency (day-to-day) operations, the Committee of Deputy Ministers provides a forum to address public safety, national security, and intelligence issues. The Deputy Minister, Public Safety Canada (or delegate) serves as the Federal Coordinating Officer on behalf of the Minister of Public Safety. The Federal Coordinating Officer may also approve options and recommendations by the Committee of Assistant Deputy Ministers for consideration by the Committee of Deputy Ministers. During non-emergency (day-to-day) operations, the Committee provides a forum to discuss the Government of Canada's emergency management processes and readiness.
The Associate Assistant Deputy Minister of Emergency Management and National Security and the Canadian Forces – Commander of Canada Command co-chair the Assistant Deputy Ministers Emergency Management Committee. Counsel from the Department of Justice, Public Safety Canada, Legal Services Unit, supports management by providing advice on legal issues.
The Director General of Public Safety Canada Communications assumes the role of Public Communications Officer. The Government Operations Centre may request federal departmental representatives to support some or all of these primary functions based on the requirements of the response. The purpose for establishing and communicating emergency response levels with regard to a potential or occurring incident is to alert federal government institutions and other public and private sector emergency response partners that some action outside of routine operations, may, or will be required. The Government Operations Centre within Public Safety Canada routinely monitors a wide variety of human and natural events within Canada and internationally, and provides daily situation reports compiled from a variety of sources. The Director General, Operations Directorate, in consultation with the Associate Assistant Deputy Minister, will authorize the Government Operations Centre to communicate the response level of this plan to the Federal Government's emergency response partners. The three response levels defined below are intended to provide a logical progression of activity from enhanced monitoring and reporting to an integrated federal response. Note: Although the description of response levels are provided in a linear progression, it is often the case that, in response to a potential or occurring incident, linear escalation of response levels is not always followed. A Level 1 response serves to focus attention upon a specific event or incident that has the potential to require an integrated response by the Federal Government.
Detailed authoritative reporting of significant information from a multitude of sources about the event is developed and disseminated to federal emergency response partners to support their planning or response efforts. The assessment then guides the development of a strategic plan for an inte­grated response (if required). As part of the contingency planning process, relevant Emergency Support Functions are used to identify departmental responsibilities and issues. The Government Operations Centre serves as the coordination centre for the federal response, and provides regular situation reports as well as briefing and decision-making support materials for Ministers and Senior Officials. When an integrated response is required, all plans and arrangements for the federal response are escalated. The scope of the emergency will determine the scale and level of engagement of each of these functions. Public Safety Canada's Communications Directorate supports each of these functions and integrates the coordinated public communications response into the overall Government of Canada emergency response. The Situational Awareness Function provides appropriate emergency-related information to assist the Government of Canada and its partners in responding to threats and emergencies, and to help stakeholders make policy decisions. The Notification provides initial information on an incident, the source of reporting, current response actions, initial risk assessment, and the public communications lead. The Situation Report provides current information about an incident, the immediate and future response actions, an analysis of the impact of the incident, and issues identification.
The Decision Brief includes a Situation Report and it may also include options and recommended courses of action. Information obtained through the risk assessment process may be included in information products such as Situation Reports and Decision Briefs, as required. The Planning Function develops objectives, courses of action, and strategic advanced plans for the Government of Canada based on information from the Risk Assessment Function.
The Planning Function develops contingency plans for specific events or incidents that are forecasted weeks, months or years in advance, and for recurring events, such as floods or hurricanes.
A team of planners from both the Operations Directorate and other federal government institutions will devise and evaluate suitable approaches for response.
The Planning Function establishes objectives and develops an Incident Action Plan for each operational period. The Incident Action Plan Task Matrix lists the actions which the Government of Canada must undertake during response in order to achieve the objectives set by the management team.
Strategic Advance Planning identifies the potential policy, social, and economic impacts of an incident, the significant resources needed to address the incident, and potential responses to future incidents. Like the Incident Action Plan, the Strategic Advance Plan is based on information provided by the Situational Awareness and Risk Assessment Functions.
The Director General, Operations Directorate uses this tool to develop guidelines for planners prior to commencement of the planning phase.
In this organizational flow chart, which primarily flows from top to bottom, there are seven levels, grouped into three areas. Next, connected just under the Committee of Assistant Deputy Ministers, the Management area has two levels starting with the Director General Operations Directorate, which leads to the management team connected below, consisting of, horizontally, Primary Departmental Representatives, the Department of Justice, Directors of Primary Functions and the Director General, Communications Directorate (Privy Council Office participation).
The Government Operations Centre is a fourth area comprised of both Management and Primary Functions.
Public Safety Canada maintains a network of 11 Emergency Management and National Security Regional Offices. Federal departments frequently manage emergencies or provide support to a province or territory for events related to their specific mandate, within their own authorities and without requiring coordination from Public Safety Canada. When an emergency requires an integrated Government of Canada response, the Public Safety Canada Regional Director (Regional Director) coordinates the response on behalf of federal government institutions in the region. Regional public communications activities are consistent and integrated with the response activities of the Government of Canada. The Federal Coordination Steering Committee is a committee composed of senior regional federal government institution representatives.
The Federal Coordination Group is a standing committee composed of emergency management managers from federal government institutions in the region.
During a response, the activities of federal government institutions must be closely coordinated if the Government of Canada is to respond effectively. Based upon the direction from Public Safety Canada's Communications, Ministers' offices, and the Privy Council Office, this group coordinates the government's communications response to the public, to the media and to affected stakeholders.
In this organizational flow chart, which primarily flows from top to bottom, there are six levels, grouped into three areas. Financial management, as it applies to the FERP, follows the established Treasury Board guidelines on expenditures in emergency situations.
The costs of support actions in each department will be funded on an interim basis by reallocations from, or commitments against, available program resources.
The purpose of this annex is to provide an overview of the Emergency Support Function (ESF) structure as well as the general responsibilities of each of the thirteen (13) primary federal institutions.
ESFs are allocated to federal government institutions in a manner consistent with their respective mandated areas of responsibility, including policies and legislation, planning assumptions and a concept of operations.
A primary department is a federal government institution with a mandate directly related to a key element of an emer­gency.
Supporting departments are those organizations with specific capabilities or resources which support the primary department in executing the mission of the ESF. Both Agriculture and Agri-Food Canada and the Canadian Food Inspection Agency, share the role of primary department for ESF #3. The Federal Health Portfolio (Public Health Agency of Canada (PHAC) and Health Canada (HC)), share the role of primary department for ESF #5. Emergency Health includes: public health, medical care, environmental health, medical equipment, pharmaceuticals and health care personnel. Emergency Social Services includes: clothing, lodging, food, registration and inquiry, personal services, reception centre management and social services personnel.
This ESF encompasses the provision of environmental information and advice in response to emergencies related to polluting incidents, wildlife disease events or severe weather and other significant hydro-meteorological events. The scope of this ESF encompasses the provision of human and social services and the communication of information in response to emergencies related to the delivery of social benefits. The scope of this ESF encompasses the coordinated provision of the full range of law enforcement services by the RCMP, and the police services of other jurisdictions, during all-hazard emergency operations. The intent of this document is to provide a description of how Public Works and Government Services Canada (PWGSC) responds to emergencies of a magnitude such that they require federal coordination, as well as to international emergencies, to ensure continued and effective delivery of the department's diverse emergency goods and services, as required, in support to the lead responding department(s). The support function is one which demonstrates proactive leadership in assessing problems and scoping potential solutions to coordinate the mobilization and deployment of resources from their points of origin to the intended staging areas. This support function enables the dissemination of clear, factual, and consistent information about events of national significance and assisting, when possible, to minimize the threat to Canadians most likely affected by the event.
The ESF primary department should coordinate a regular review of their respective ESF with all supporting departments.
The Emergency Response Plan has been prepared at the direction of the Board of Trustees, the Chancellor of the California State University, and the President of Sonoma State University. The Sonoma State University Emergency Response Plan provides a framework for response to extraordinary emergency situations that could impact normal University operations. At a minimum, an emergency could involve response activities from Police, Rancho Adobe Fire District, Facilities Services, Environmental Health and Safety, and Medical services. The plan is designed to facilitate communication and decision making during emergencies in a manner that complies with Standardized Emergency Management System (SEMS) requirements of 8607 of the California Government Code and the National Incident Management System (NIMS) and the Incident Command System (ICS) requirements of the Homeland Security Presidential Directive HSPD-5.
The Emergency Plan provides a legal and conceptual framework for Sonoma State University’s preparedness and response to disasters. When civic authorities proclaim a State of Emergency that affects the University, the Plan Executive will activate the Emergency Plan.
The University administration is responsible for safeguarding the lives of its faculty, staff, students and other members of the University community. Section 3220, California Code of Regulations, requires a written emergency action plan that covers those designated actions that employers and employees must take to assure personal safety from fire and other emergencies. Section 8607, California Government Code, requires use of the Standardized Emergency Management System to coordinate disaster operations. Section 66210, California Education Code, requires each campus of the University of California and the California State University to establish an emergency evacuation plan for student housing. CSU Executive Order 1013 (supersedes Executive Order 921) requires the President to implement and maintain an emergency management system program. Homeland Security Presidential Directive (HSPD)–5, Management of Domestic Incidents, which directs the Secretary of Homeland Security to develop and administer a National Incident Management System (NIMS). There are a number of situations that may occur that result in disaster or the disruption of the normal operations of the University. Any incident, potential or actual, that will not seriously affect the overall functional capacity of the University community.
Any incident, potential or actual, that seriously disrupts the overall operation of the University.
A disaster is any event or incident that has taken place and has seriously impaired or halted the operations of the University. Emergency Management is defined as making the best possible use of available resources to cope with extreme conditions that endanger lives and property.
This Emergency Plan outlines the functions, duties and responsibilities necessary for the effective response to emergency situations. The University operates under the guidance of the President through the functional units (Academic Affairs, Administration and Finance, Development, Enrollment and Student Services, Student Affairs, University Affairs), each of which is directed by a Vice President. Sonoma State University follows the Standardized Emergency Management System (SEMS) as outlined under California Government Code 8607, which requires public agencies to follow an established organizational disaster response structure to increase communication and efficiency among emergency response agencies. All operations and facilities involved in emergency response activities shall take special note of the Americans with Disabilities Act (ADA) and appropriate attention shall be given to ensure that necessary considerations are given to accommodate victims with disabilities. The Academic Recovery Council (ARC) develops and presents to the Policy Council the recovery plans for academic programs and academic services. The Chief of Police will direct the implementation of decisions made by the Plan Executive and Policy Council, including the University’s Emergency Management Organization, and emergency response and recovery. The Operations section directs and controls the actions of the organization in response to the emergency or disaster.
The Emergency Operations Center (EOC) is a facility for centralized direction and control of the emergency organization and the campus community. The Operations Chief and assigned staff will direct and coordinate emergency operations from the EOC.
The functions and designated manager assigned to each Section, which complies with the basic SEMS functions: Operations, Planning and Intelligence, Finance and Logistics, are on the following page.
The following diagram depicts the relationship between the University Emergency Operations functions and external agencies contacted for resources and support. The Plan Executive is responsible for the Emergency Plan, convening the Policy Council and communicating policy decisions to the Operations Chief. The Operations Chief is responsible for directing field operations from the Emergency Operations Center (EOC) and is the primary liaison to the Plan Executive. The following are task assignments and responsibilities of Emergency Plan positions with titles of the Section Chiefs and descriptions of position responsibilities within the section. Coordinates the announcement of a campus emergency based on a proclamation from the Plan Executive, local governing body, California Governor, or U.S.
Life Safety Evacuation – Evaluate the need to evacuate people from hazardous or high risk areas (e.g. Valuable Materials Survey – Identify, survey and secure valuable materials on campus (e.g.
Students who are physically unable to attend class will be provided with information regarding classroom and academic assignments. Any questions regarding this notice should be directed to the appropriate School Dean’s Office.
To reduce the possibility of death and injury to members of the campus community through an organized evacuation procedure. When evacuation is deemed necessary, occupants will leave buildings immediately and orderly, via the nearest designated exit. If an elevator is out of service, it should be reported to Police Services by calling 911. Police Services will respond immediately upon receipt of a call of an inoperable elevator in which occupants are trapped. Police Services will assess the incident to determine if an emergency exists and if it is necessary to contact additional agency support for emergency evacuation, such as the Rancho Adobe Fire District.
Police Services will notify Facilities Services who will coordinate notification and response time with the elevator company. Police Services will place a notice on the elevator doors and attempt to comfort and reassure any occupants. Police Services will notify School Deans’ Offices, and the offices of the President and Vice Presidents if appropriate. If the elevator is unoccupied, the procedures described in Significant Power Outage will be followed.
Occupants should not evacuate from an inoperative elevator unless supervised by the fire department, qualified elevator repair engineer, or individuals trained in critical response. Safe Zones that are external to facilities have been designated as staging areas for evacuations on campus.
If evacuation from campus becomes necessary, Police Services or EOC personnel in collaboration with City emergency services will coordinate the evacuation route with civil authorities.
To provide instructions for assisting the EOC personnel in dealing with the human and economic effects of a major earthquake that would cause severe damage and endanger the lives of the University community. Historical and geological data substantiate the fact that the North Bay is within an area of potential major damage in the event of an earthquake of major magnitude.
University Police Services and additional emergency response personnel are assigned to assist students and employees and to prevent panic.
Search and Rescue teams, disaster service workers and similar functions will be made available for assignment. In the event of a catastrophic earthquake where outside areas are affected and travel is disrupted, employees and students may be required to remain at the University for an unusual length of time.
Once the safety and welfare of personnel and students is assured, and the danger to property and equipment is reduced, recovery and repair operations will receive primary consideration. To provide instructions for assisting the EOC personnel in dealing with the human and economic effects of an epidemic that would cause disruption to the operations of the University and endanger the lives of the University community. Although the exact cause and origin of an epidemic may not be anticipated or even able to be traced, planning for such an event is important in the response and attempt to control a disease. Student Health Center doctors and nurses who provide health care services and know of any case, or suspected case, of the diseases or conditions on the list must report such information to the local health officer. Reporting immediately by telephone specific communicable diseases listed by regulations, including: rabies, meningococcal infections, and hantavirus infections.
Reporting by FAX, telephone, or mail within one working day of identification of reportable communicable diseases listed, including tuberculosis, trichinosis, water-associated disease, hepatitis A, and meningitis. The County Health Officer will provide University health care providers with specific guidelines to respond to reportable diseases, including response required by campus administration.
Based on information from the County Health Officer, the University Policy Council may be required to make decisions regarding University operations and all or part of the EOC may be activated. The FAA has ruled that most flights, if not all, are banned from flight paths over congestion areas such as cities, but nothing could prevent a pilot from straying off course because of mechanical difficulties or acts of terrorists. As needed, Residence Life and Food Services will coordinate the temporary reassignment of rooms and eating arrangements.
EOC personnel will maintain a running log of resources and events during operations and serve as liaisons between responding emergency personnel and the Coroner. As needed, the Academic Recovery Council may be required to develop a plan for recovery of academic programs, classrooms, offices and laboratories.
To assist Emergency Operations Center personnel in dealing with fires that are beyond the scope of normal Police Services and Facilities Services operational plans. Any incident of a fire occurring on the Sonoma State University campus will involve Police Services, Facilities Services and the local Fire Department. Immediately respond to the reported site, perform an analysis of the hazard and communicate any viable information through the dispatcher to the Fire Department.
To assist Emergency Operations Center personnel in dealing with flood situations that are beyond the scope of normal Police Service and Facilities Services operational plans.
Any incident of flooding at the University or in the surrounding community will involve Police Services, Facilities Services, and policy decisions made by the Policy Council regarding the use of facilities and level of University operations.
Flooding should be immediately reported to Police Services so that an assessment of safety and potential for damage may be conducted.
If the University is closed due to flood conditions, emergency personnel may assist in coordinating transportation for employees and students to off campus areas. To assist EOC personnel in dealing with chemical, biological, and radioactive hazards that may endanger life, threaten the environment, or cause damage and loss of property.
All chemical, biological, and radioactive materials normally stored and properly handled pose no threat to the University community. The loss of life and containment of the substance are first priority in this type of hazard and immediate action taken may determine the outcome of the entire situation. An accidental release of hazardous materials on campus could pose a threat to individuals on campus and in the immediate vicinity.
The report of any suspected spill, reaction, release or condition involving hazardous chemicals or biological agents will be considered factual, by responding personnel, rather than a possibility. A HazMat incident should be reported to Police Services and Environmental Health and Safety. The Police Services Department will be responsible for establishing an initial safe perimeter to the incident and will remain in control of the scene until relieved by Environmental Health and Safety or the proper response agencies. To provide instructions for EOC personnel in dealing with civil unrest or terrorist activity that may cause damage and endanger the lives of the University community. Civil unrest, including riots or terrorist activity, creates a spontaneous disruption of normal orderly conduct and activities. Normal on-duty police personnel may not be able to adequately deal with civil unrest or terrorist activity without the assistance of additional resources.
A known or suspected incident of civil unrest or terrorist activity should be reported to Police Services.
Confirms notification with the University’s Chief of Police (or Operations Commander) who will coordinate the response and determine whether to request emergency assistance from other agencies. To provide instructions for EOC personnel in dealing with the economic and operational effects of a severe drought that may cause damage to facilities and grounds.
Historically, two years of limited rain and snow reduced runoff to streams and rivers to 47 percent and 22 percent for l976 and l977, respectively.
Since the effects of a severe drought may impact both the campus operations and the immediate off-campus community of residential and business operations, plans must be developed with the City of Rohnert Park, which still uses some well water. Campus landscaping and fountains will receive the lowest allocation in order to preserve the highest use priority that is maintaining fire suppression, academic programs and health services. To assist Emergency Operations Center personnel in dealing with a major power outage at the University. A major power outage can occur at any time and at any location and will significantly affect the University’s ability to function normally. Mass care centers, medical facilities, traffic and access control points, equipment staging areas, etc.
The major differences among the three exercise types is the variation in complexity and size.


A risk matrix is a tool used in the Risk Assessment process; it allows the severity of the risk of an event occurring to be determined. Under such legislation as the Northwest Territories Waters Act, the Territorial Lands Act, the Arctic Waters Pollution Prevention Act, and the Mackenzie Valley Resource Management Act, Indian and Northern Affairs Canada (INAC) has responsibilities with respect to the protection of land and water in the Northwest Territories and Nunavut.
These Guidelines update and expand on the Northwest Territories Water Board's 1987 Guidelines for Contingency Planning and are intended to complement other existing guidelines and requirements for Spill Contingency Planning in the North. The political and legislative environment in the North is in a period of unprecedented change. Spills of petroleum products and other hazardous materials cannot be entirely prevented; however, the impacts of spills can be minimized by establishing a predetermined line of response and action plan.
Under the NWT Waters Act and Section 6 g (i) and (ii) of the NWT Waters Regulations all operations requesting licences for water use and waste disposal must prepare comprehensive spill contingency plans. The purpose of this document is to provide guidance for the preparation of acceptable Spill Contingency Plans. Spill contingency planning and risk assessment for larger projects involving more complex infrastructure and activities are often required as a part of licencing. Wherever possible, these Guidelines were developed to minimize inconsistencies with other regulators' requirements. A Spill Contingency Plan identifies lines of authority and responsibility, establishes proper reporting and communication procedures and describes an action plan to be implemented in the event of a spill. The plan must reflect current state-of-the-art containment and clean up procedures and methods. It is recommended that a process for response to media and public enquiries should be discussed in the plan, as guidance for their employees.
The map should include any off-site areas that may be affected by a spill, such as nearby communities, wetlands, archaeological sites, protected areas, etc. Procedures for restoring affected areas, providing Inspectors with status updates and cleanup completion. Where appropriate, the procedures outlined above should discuss alternative actions to be taken in the case of impeding environmental conditions (e.g. The action plan should address spills of all sizes including the probable worst case scenario.
For smaller operations, it may be sufficient to develop one set of procedures to address all sizes of spills. Training employees to familiarize them with the action plan and testing the plan's elements through mock spill exercises is critical to ensuring the success of the plan. Projects with a large and complex scope, usually requiring a Type A licence, in some cases requiring Type B licences, may warrant a risk-based method of spill contingency planning. Land and Water Boards in the NWT issuing licences occasionally require general contingency plans that address all types of emergency situations, not just spills. There are several regulatory requirements, regulations, guidelines that are directly or indirectly linked to spill contingency planning in the NWT.
Company Unknown has prepared this spill contingency plan for drilling and exploration activities being undertaken at their camp on the west shore of Lake Invisible, Northwest Territories. The purpose of this plan is to outline response actions for potential spills of any size, including a worst case scenario for the Company Unknown site at Lake Invisible. Company Unknown is committed to the concept of sustainable development and the protection of the environment and human health. The Lake Invisible location of Company Unknown is used as a camp and staging area for local test drilling as well as exploration activities in the surrounding region. The camp is located xx kilometres north of Yellowknife on the west shore of Lake Invisible, at xox' N, xox' W.
The site is located 50 kilometres north of a licenced fishing lodge, 60 kilometres northwest of the XX Protected Area and Yellowknife is the nearest community. A map of the site including the location of fuel storage areas, offices, kitchen, sleeping shelters, generators, helicopter landing pad, drilling site and surrounding water bodies and direction of flow is presented in Figure 2.
Waste oil is stored in empty 200 L drums in either of the fuel storage areas, and shipped out by plane for off-site disposal at an appropriate waste facility. Motorized equipment on site includes two all-terrain vehicles, a small loader, a drill rig, three snow machines, a zodiac boat (for emergency response; eg.
Planning for an emergency situation is imperative, due to the nature of the materials stored on site as well as the remoteness of the site. The storage areas for diesel fuel, jet B fuel, gasoline and propane are lined with impermeable liners and bermed with 110% containment. The camp manager or designated fuel monitor conducts daily visual inspections to check for leaks or damage to the fuel storage containers, as well as for stained or discoloured soils around the fuel storage areas and adjacent motorized equipment. Gray water is piped to a sump at least 100 m inland of the kitchen, office and sleeping quarters. Several copies of the plan are kept on-site at all times at the two fuel storage areas, in the office and in the kitchen building. The camp manager should always keep the head of public relations informed of any news or updates of potential interest to the media or general public, such that the company is prepared to deal with inquiries any time. The flow chart depicted in Figure 3 identifies the response organization and when applicable their alternates, as well as the chain of command for responding to a spill or release.
An immediately reportable spill is defined as a release of a substance that is likely to be an imminent environmental or human health hazard or meets or exceeds the volumes outlined in Appendix B-3. In Table 2, a list of potential discharge events, with associated discharge volumes and directions is presented for the primary hazardous materials stored on site. Overall for all hazardous materials discussed below, impacts are lower during winter as snow is a natural sorbent and ice forms a barrier limiting or eliminating soil or water contamination, thus spills can be more readily recovered when identified and reported.
Worst case scenario: All fuel drums were punctured or open simultaneously and contents seeped into surrounding soil and water bodies. Worst case scenario: All cylinders were punctured or failed simultaneously and contents leaked into the surrounding environment and ignited leading to an explosion. Worst case scenario: All storage drums were punctured or open simultaneously and contents seeped into surrounding soil and water bodies. No matter what the volume is, notify camp manager via two way radio (all employees carry these, as well as on-site contractors if they are not accompanied by an employee).
Contain the spill – use contents of spill kits to place sorbent materials on the spill, or use shovel to dig dike to contain spill. Report spill immediately to camp manager, who will determine if spill is to be reported to the NWT 24-Hour Spill Line at 867-920-8130. Each spill kit, as well as the office and camp manager, will have copies of the NWT Spill Report form to be filled out (see Appendix B-2).
Have a contingency plan ready in case spill worsens beyond control or if the weather or topography impedes containment.
Spills on water such as rivers, streams or lakes are the most serious types of spills as they can negatively impact water quality and aquatic life. Booms are commonly used to recover fuel floating on the surface of lakes or slow moving streams. Weirs can be used to contain spills in streams and to prevent further migration downstream. In some situations barriers made of netting or fence material can be installed across a stream, and sorbent materials placed at the base to absorb spilled fuel. Note that in some cases, it may be appropriate to burn fuel or to let volatile fuels such as gasoline evaporate after containment on the water surface.
Spills on ice are generally the easiest spills to contain due to the predominantly impermeable nature of the ice. Burning should only be considered if other approaches are not feasible, and is only to be undertaken with the permission of the INAC or lead agency Inspector.
Snow is a natural sorbent, thus as with spills on soil, spilled fuel can be more easily recovered. Dealing with spilled fuel which exceeds the freeboard of a dyke or barrier would present a possible worst case scenario for the Company Unknown site. Another worst case scenario would be an excessive spill on water may be difficult to contain with the booms present at the site.
In most cases, spill cleanups are initiated at the far end of the spill and contained moving toward the centre of the spill. For most of the containment procedures outlined in Section C, spilled petroleum products and materials used for containment will be placed into empty waste oil containers and sealed for proper disposal at an approved disposal facility. Once a spill of reportable size has been contained, Company Unknown will consult with the INAC or lead agency Inspector assigned to the file to determine the level of cleanup required.
As planning for an emergency situation is imperative due to the materials stored on-site and the remoteness of the site, an employee and contractor training program has been prepared. The employee and contractor training program was developed by the manager of environmental health and safety, and has been disseminated by the camp manager.
A spreadsheet is kept by the camp manager and head office indicating the training undertaken, and expire dates of specific training e.g. In addition, all releases of harmful substances, regardless of quantity, are to be reported to the NWT spill line if the release is near or into a water body, is near or into a designated sensitive environment or sensitive wildlife habitat, poses imminent threat to human health or safety, poses imminent threat to a listed species at risk or its critical habitat, or is uncontrollable. On 21 August 2009 Montara experienced a well control incident resulting in an uncontrolled release of oil and gas into the marine environment lasting 74 days.
The initial emergency response activities were carried out professionally, with all 69 people on-board the West Atlas rig safely evacuated and transported to Darwin. PTTEP immediately accepted full responsibility for the incident and the response operations that followed, and has since funded extensive independent environmental monitoring and research to confirm there were no lasting negative impacts on the region’s biodiversity. PTTEP’s management culture, operational capabilities, safety processes and environmental systems have been transformed since 2009. The Federal Government signed a binding Deed of Agreement with the company in 2011 under which PTTEP’s commitment to the implementation of the Plan was monitored and audited. In August 2011 the company pleaded guilty to four charges in the Darwin Magistrates Court relating to workplace health and safety and failure to maintain good oilfield practice.
In June 2013 the Federal Government announced the end of the Deed of Agreement and the lifting of the special title conditions under which the company had been operating since 2011. Independent scientific studies have shown no oil from the Montara incident reached the Australian and Indonesian mainlands and that there has been little or no detectable impact from the spill on any marine eco-system or species in the Timor Sea. One of PTTEP’s most important responses to the 2009 Montara incident was to commission a new world class body of independent scientific research into the marine life and ecosystems of the Timor Sea. The result is the most comprehensive database ever generated of fish, birds, sea snakes and marine turtles, as well as shoreline and intertidal habitats for this region. These findings are now providing scientists, industry and regulators with a benchmark against which to measure and manage the valuable economic, environmental and social resources of the region. The Federal Government can become involved where it has primary jurisdiction and responsibility as well as when requests for assistance are received due to capacity limitations and the scope of the emergency.
Under the Emergency Management Act, the Minister of Public Safety is responsible for coordinating the Government of Canada's response to an emergency.
The FERP outlines the processes and mechanisms to facilitate an integrated Government of Canada response to an emergency and to eliminate the need for federal government institutions to coordinate a wider Government of Canada response. By this method, individual departmental activities and plans that directly or indirectly support the strategic objectives of this plan contribute to an integrated Government of Canada response. The Minister of Public Safety authorized the development of the FERP pursuant to the Department of Public Safety and Emergency Preparedness Act and the Emergency Management Act. Individual departmental activities and plans that directly or indirectly support the FERP's strategic objectives contribute to the integrated Government of Canada response. This plan has both national and regional level components, which provide a framework for effective integration of effort both horizontally and vertically throughout the Federal Government.
This occurs at the national and regional levels as necessary, based on the scope and nature of the emergency. While federal government institutions may implement these plans during an emergency, they must also implement the processes outlined in the FERP in order to coordinate with the Federal Government's emergency response. Public Safety Canada provides expertise in operations, situational awareness, risk assessment, planning, logistics, and finance and administration relevant to its coordination role. Several federal government institutions may be designated as primary departments, depending on the nature of the emergency. As such, Public Safety Canada is responsible for engaging relevant federal government institutions. In doing so, Public Safety Canada will work in cooperation with federal departmental representatives and other representatives to guide the integration of activities in response to emergencies. The Communications Directorate also provides support and strategic public communications advice on issues relating to the public and media environment as part of each of the primary functions of the FERMS.
The Director General of the Operations Directorate will guide the Government Operations Centre in requesting federal departmental representatives via departmental emergency operations centres, when available, or through pre-established departmental duty officers.
They include policies and legislation, planning assumptions and concept(s) of operations to augment and support primary departmental programs, arrangements or other measures to assist provincial governments and local authorities, or to support the Government Operations Centre in order to coordinate the Government of Canada's response to an emergency. It is based on the tenets of the Incident Command System and the Treasury Board Secretariat's Integrated Risk Management Framework. The FERMS can scale operations to the scope required by an emergency with the support and emergency response expertise of other federal government institutions. Although individual threats may be addressed in event-specific or departmental plans, the FERMS is the framework that guides an integrated Government of Canada response.
Trained and experienced managers and staff from the Communications Directorate of Public Safety Canada provide support. Under the FERP, the Government of Canada will engage existing governance structures to the greatest extent possible in response to an emergency.
During an emergency, the Committee coordinates the Government of Canada's response and advises Ministers. The Legal Services Unit from the primary departments, from the supporting departments, and from the Department of Justice provides additional support or advice as required during a potential or actual emergency.
The Public Communications Officer provides public communications advice as part of the management team, coordinates the integration of public communications within each of the primary functions, and provides leadership to the Government of Canada public communications community. They provide input on the support needs of their home institution in response to an incident. It is the principal location from which Subject Matter Experts and Federal Liaison Officers from federal government institutions, non-governmental organizations, and the private sector perform the primary functions related to FERMS. However, a potential or occurring incident may require response beyond normal monitoring and situational reporting.
At the Regional level, the Public Safety Canada Regional Director, in consultation with the Director General, Operations Directorate and the Government Operations Centre, will authorize the Federal Coordination Centre to communicate the response level of this plan to regional response partners. Federal Liaison Officers and Subject Matter Experts may be called upon to provide the Government Operations Centre with specific information or may be requested to be physically located in the Government Operations Centre during this level of escalation.
As an incident unfolds and the requirements for a federal response becomes clearer, a risk assessment is conducted.
Subject Matter Experts are usually required during the development of risk assessments and contingency planning. Federal Liaison Officers and Subject Matter Ex­perts from federal government institutions and other public sector partners are consulted and may be asked to provide further information relevant to the situation, either electronically or through their presence in the Government Operations Centre.
Federal Liaison Officers are usually required to participate in the Government Operations Centre throughout this level of escalation, whereas Subject Matter Experts from Primary and Supporting institutions will be requested to contribute to the on-going risk assessment and planning activities as required. The Director General, Operations Directorate, in consultation with the Associate Assistant Deputy Minister, will guide decisions regarding the scale and level of engagement. For certain short-term events, the Operations Function performs all primary functions pursuant to standard operating procedures or to the applicable contingency plan. The Situational Awareness Function issues a Situation Report for each operational period (or as directed by the Director General, Operations Directorate). The management team consults with the Federal Coordinating Officer before approving the proposed objectives and courses of action. The Government of Canada will implement Contingency Plans based on the nature of the incident, and it will modify the response to an incident based on changing circumstances. The development of an Incident Action Plan is based on the output of the situational awareness and risk assessment function and planning guidance. It identifies issues and activities arising during a response for the next five to seven days.
The Logistics Function is responsible for preventing the duplication of response efforts by government and non-government organizations. Horizontally, these include operations, situational awareness (Privy Council Office participation), risk assessment (Privy Council Office participation), planning, logistics and finance and administration.
These communications activities are coordinated under the authority of the Director General, Communications, Public Safety Canada, in consultation with the Privy Council Office. This position is critical in enabling the linkage between the National Emergency Response System and the FERP. The Federal Coordination Centre can carry out this responsibility and enhance the Federal Government's capability to respond to emergencies.
Under these guidelines, Ministers are accountable to the central financial departments and to Parliament for the emergency-related expenditures of their respective departments, crown corporations, or other government institutions. Public Works and Government Services Canada (PWGSC) will not fund such expenditures on an interim basis.
The Operations Directorate will maintain the FERP and its components as an evergreen document. One or more federal government institutions may be designated as primary, depending on the nature and scope of the incident. In addition, this ESF collects, evaluates, and shares information on energy system damage and estimations on the impact of energy system outages within affected areas. It also addresses HRSDC's support to the Government of Canada requirements in regards to communication with Canadians in affected areas during an emergency.
In addition, this ESF coordinates federal actions to support the provision of law enforcement services within impacted regions.
The ESF#12 is also the framework for Government of Canada institutions to share relevant communications information and to work collaboratively to achieve integrated and effective emergency communications. Additional reviews may be conducted if experience with a significant incident, exercise or regulatory changes indicate a requirement to do so. The plan describes the emergency response system that directs the immediate response to and recovery from a significant campus event or regional event that impacts the University. This plan outlines responses from organizational units including a Policy Council, an Academic Recovery Council, Operations, Planning and Intelligence, Finance and Administration and Logistics Sections. The use of SEMS, NIMS and the ICS system will facilitate coordination of information and resources among agencies, including the County of Sonoma Department of Emergency Services and the Governor’s Office of Emergency Services.
The Plan is designed to comply with the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
The Plan may be modified as a result of post-incident analyses, critiques, or as changes occur in responsibilities, procedures, laws or regulations pertaining to emergency management and operations. Further, this code requires that the employer review with each employee those parts of the plan that the employee must know to protect the employee in the event of an emergency. CSU Executive Order 921 (supersedes Executive Order 696) requires the President to implement and maintain an emergency management system program. Operational management of minor emergencies rests with the University’s Chief of Police. Resources include personnel, materials, sites or facilities, and plans — intended methods and modes of action. The Plan is primarily an administrative guide for rapid communication and decision-making.
When activated, the EOC communications will be established between SSU’s EOC and the Sonoma County Operational Area EOC. Members of the Policy Council may be required to accept alternate positions of authority or responsibility as needed. After the initial emergency response, recovery of academic operations through implementation of the academic recovery plan is the highest priority of the University.
During a declared emergency, the EOC will be activated and staffed to the extent required.
The Chief of Police serves as the primary Operations Chief and may designate an alternate.
The academic departments are available to support you in completing missed class work and have instructed the faculty to make accommodations to allow for make-up work.
If students have any post-event disability related accommodation needs, contact the Disabled Student Services at 707-664-2677. Trained staff members will be available to direct students, staff, faculty and visitors to the designated evacuation areas and safety zones. The following areas are designated as Safe Zones; however, in an emergency, these areas may not be safe. Once it is determined, emergency personnel will disseminate information about the evacuation routes. A major earthquake occurring near Sonoma State University, or within Sonoma County or the greater Bay Area, may result in high casualties, extensive property damage, fires, flooding, hazardous materials incidents, and other hazards. Although aftershocks are normal and must be anticipated, safe zones and routes of evacuation are the next consideration for public safety.
Operation of a Mass Care Facility will necessitate coordination with the Sonoma County Emergency Operations Center, the American Red Cross and other civil authorities. It must be noted that in such an emergency, our requests for assistance may be of a low priority to external agencies, and that University emergency capabilities must be maximized.
While shelter capability and food and water are limited, it may be necessary to house, feed, and provide drinking water for a large population. Assignment of personnel to safe areas and rooms may be necessary, and other actions such as eating schedules, emergency lighting and protection against looting may be required.
Completion of restoration efforts by Facilities Services may involve restoration of utilities, electrical and machinery areas, specialized areas such as medical services, information technology, offices and other support facilities. Title 17 of the California Code or Regulations, Section 2500, Reportable Diseases and Conditions, currently identifies 85 communicable diseases that every health care provider must report to the Health Officer at the Sonoma County Department of Health Services.
University Police Services and additional health care and emergency response personnel will assist students and employees in responding to such an emergency including providing measures to prevent the spread of the disease, quarantine, or restricted use of part or all of University facilities during the emergency.
If an epidemic is reported throughout the County, our requests for assistance may be of a low priority to the external agencies, and University emergency capabilities must be maximized.
In any case, it is wise to be prepared to handle or assist in handling explosions or major air collisions. A series of explosions may result if the incident occurs in an area of hazardous materials storage.
A fire in any University building or facility may result in the loss of life or injuries, damage to physical structures, release of chemicals or biological hazards. Due to the low lying area of the campus, and the hill and mountain areas that surround the campus providing significant storm water runoff, the University periodically experiences some level of flooding. Police Services may consult with Facilities Services to complete an assessment and provide the Plan Executive with an assessment and recommendations regarding University operations. Additional emergency response and recovery operations by Facilities Services and Environmental Health and Safety may be required to address problems associated with the water supply and sewer system for the University. During times of natural or unnatural disasters, these materials are a concern to the University community and emergency personnel who may respond to the effected area. Decisions to choose the right plan of action may be based on other circumstances that may have caused the spill, such as: earthquakes, fire, explosion, aircraft accident, flood, sabotage or vehicular accident. Petroleum fuel used for campus vehicles and heating and propane tanks outside of the Boiler Plant and Health Center are the most critical types of substance in large quantities of hazardous material on or transported through the campus. Civil unrest can be prompted by specific events, such as concerts, sporting events, criminal trials or political action. Since civil unrest or terrorist activity may occur anywhere on the campus or in the immediate community, plans must be developed on a generalized basis. During the incident it may be necessary to establish curfews and to evacuate all or part of the campus.
An event such as this may create drought conditions that impact normal University operations.
Facilities Services must develop concepts for water conservation plans, procedures for alerting individuals and, when necessary, reducing or eliminating campus operations and services due to severe drought or well failure.
The Operations Chief and Planning and Intelligence Section Chief will advise the Plan Executive when the need for policy decisions arise. Facilities Services will implement conservation and rationing plans and work with departments to monitor the requirements of the plans. For actual exercises, the number of evaluators varies based upon availability, community resources, and the size and type of exercise.
Of particular concern to INAC is the occurrence of spills and subsequent response and follow-up. It is recognized that site-specific activities will vary and in certain instances may necessitate deviations from these Guidelines. If these Guidelines are to keep pace with the shifting operational environment, and political and legislative developments, they must be a living document or they will lose their currency and effectiveness.
The remote location of developments in the NWT and the environmental sensitivity of the region underline the necessity for good spill contingency planning. These plans are required to establish a state of readiness which will enable prompt and effective response to possible spill events. The recommended structure and content of a spill contingency plan including response organization, action plan, resource inventory, and training is provided in Section 2.0. However, it is the developer's responsibility to comply with relevant regulators' requirements.


All the information necessary to effectively control and clean up a spill should be included in the plan. The plan should be updated annually, at a minimum, to reflect changes such as fuel storage locations, new hazardous materials on site, new construction and new personnel and contact information. Two or more maps at different scales may be needed to accommodate the on and off-site features.
It should begin by indicating the size of spill that could occur for each material stored on-site, the potential source of the spill and the potential impacts related to that spill. This part of the plan describes the communication system put in place by the plan holder to ensure an expedient response to a spill. At locations where spills may vary from those with little or no impacts to very large spills that could result in serious injury, fatalities or cause significant damage to the environment, it may be helpful to categorize spills by their potential hazards. This includes personnel and an inventory of and the location of clean up materials, tools and equipment. Training and training exercises can prepare personnel, evaluate the plan holder's ability to respond to a spill and demonstrate to government and to the public that there is adequate preparation should a spill occur. By initially developing a pollution potential assessment, based on data collected as part of the impact assessment phase, areas of potential risk to spills are identifid.
These may include fires, explosions, dam breaches, equipment failures, wildlife encounters, security threats and more.
The plan demonstrates that Company Unknown has appropriate response capabilities and measures in place to effectively address potential spills at its Lake Invisible site.
The plan identifies key response personnel and their roles and responsibilities in the event of a spill, as well as the equipment and other resources available to respond to a spill. All employees and contractors are aware of the locations of the plan on the site at Lake Invisible and in the head office in Yellowknife.
The fuel storage area near the helicopter pad is for storing diesel, jet B, gasoline and propane. Along with the preventative measures outlined below, adequate training of staff and contractors is paramount.
They are unloaded by airplane and helicopter pilots and Company Unknown staff and carefully placed in the fuel storage areas.
All inquiries are to be directed to the manager of public relations at the headquarters office in Yellowknife.
The duties of various response personnel are summarized, contact information is provided including 24-hour phone numbers for responsible people and the location of communications equipment on site is discussed. In the event of a spill involving danger to human life these phones will be used to contact emergency response personnel in Yellowknife. The camp manager will also inform the head office for tracking spills in company databases and notify the head office in the event of media inquiries.
The most likely discharge volume is indicated and the spill clean up procedures will focus on spills of this quantity. The quantity of waste oil drums would be quite limited as they would be shipped out by plane as they are filled up.
It is not readily biodegradable and has the potential for bioaccumulation in the environment. This could cause illness or death to aquatic life and indirectly affect wildlife feeding from the land and water. It is important to note that soil is a natural sorbent, thus spills on soil are generally less serious then spills on water as contaminated soil can be more easily recovered. Plywood or other materials found on site can be placed into and across the width of the stream, such that water can still flow under the weir. This should only be undertaken in consultation with, and after approval from the INAC or lead agency Inspector. By collecting surrounding snow, compacting it and mounding it to form a dyke down slope of the spill, a barrier is created thus helping to contain the spill. It can then be removed via pump into barrels, collected with sorbent materials, or mixed with snow and shovelled into barrels or bags.
Generally, small spills on snow can be easily cleaned up by raking and shovelling the contaminated snow into plastic bags or empty barrels, and storing these at an approved location.
By compacting snow down slope from the spill, and mounding it to form a dyke, a barrier or berm is created thus helping to contain the spill. To contain the overflow, a trench or collection pit would have to be created downstream of the spill to contain the overflow.
In this case, an emergency response mobile unit would have to be called in to deal with the spill using appropriate equipment. All materials mentioned in this section are available in the spill kits located at Camp Unknown.
The Inspector may require a site specific study to ensure appropriate clean up levels are met.
However, realistically government officials would not be able to reach the site until the next business day, depending on the severity of the spill. This has been carried out under the Montara Action Plan, which the company developed in close consultation with the Federal Government to address the root causes of the incident as identified by the Borthwick Commission of Inquiry in 2010.
Five independent reviews by Noetic Solutions, the independent auditors commissioned by the Federal Government had proved the company had transformed itself and introduced improved governance and operating systems, processes and standards.
The Federal Emergency Response Plan (FERP) is the Government of Canada's "all-hazards" response plan. During escalation of the FERP, other federal government institutions provide support to these areas and are further defined in Section 2. The regional component of the FERMS has similar functions as the Government Operations Centre when escalated. These decisions are based on the scope and scale of the emergency and the response required. An Incident Action Plan Task Matrix tracks the achievement of each objective (see Annex B - Appendix 4).
It also establishes and oversees the successful completion of the objectives set for each operational period. Primary departmental representatives are assigned by a primary department and are delegated authority to make decisions affecting that institution's participation in the response activities, following appropriate consultation with the leadership of their home institution. Federal government institution-specific operations centres support their departmental roles and mandates and contribute to the integrated Government of Canada response through the Government Operations Centre.
Federal Liaison Officers serve as the link between the Government Operations Centre and their home institution. The levels of response are calibrated to the scope and potential impact of the incident and the urgency of the required response. As well, depending upon the situation, a Level 2 response may return to a Level 1 response once risk assessment and contingency planning has occurred in anticipation of an incident.
This assessment, conducted in consultation with Subject Matter Experts, identifies vulnerabilities, aggravating external factors and potential impacts. Departmental emergency response plans are escalated and materiel and resources readied in anticipation of provincial or other requests for federal assistance, and the Government Operations Centre maintains constant communication with those activated centres. The Operations Directorate and other federal government institution planners develop the Action Plan Task Matrix.
It is intended to facilitate interdepartmental and intergovernmental coordination, without unduly restricting operations.
The Committee provides direction on emergency management planning and preparedness activities. The Regional Director co-chairs the local Federal Coordination Steering Committee and the Federal Coordination Group.
The group is composed of federal public communicators from affected federal government institutions. Each department must provide the necessary funds to pay the costs of their support actions, when payment is due.
The FERP will be formally reviewed based on lessons learned through exercises and actual events, and will be republished annually. It recognizes that, during an emergency, the Federal Government works with provincial and territorial governments, First Nations and Inuit health authorities, non-governmental organizations, and private health resources in Canada and internationally as required, depending on the nature of the emergency and the request for assistance. Recommended changes will be submitted through the primary department to respective senior management for approval. The primary goal of the plan is to provide a coordinated response that protects life, property, and the environment. The units assigned to the Emergency Operation Center will implement decisions of the Policy Council to coordinate field response activities. It is activated whenever a natural or induced emergency that affects the campus reaches proportions where such a situation cannot be controlled by routine measures. Minor emergencies, such as controlled fires, medical cases, and other isolated cases are to be reported immediately to Police Services at extension 9-1-1. Extensive use of SSU resources for support services as well as outside emergency services may also be required. The Emergency Operations Center (EOC) will be activated, and prudent use of all University resources is required during response and recovery operations.
All requests for assistance will flow through the appropriate Operational Area SEMS function.
Members of the Policy Council ensure that implementation of the Academic Recovery Plan is successfully accomplished in their respective units. The Associate Provost for Enrollment and Student Academic Services will chair the ARC and serve as liaison to the Emergency Operations Center.
The Operations Chief Section coordinates the initial response functions, including initial damage assessment, fire suppression, evacuation, lock down, safety and security. Employees with accommodation needs for any post-event related disability, contact the Disabled Employee Program, Human Services, 707-664-2227. Evacuation of all or part of campus facilities may be deemed necessary due to an earthquake, significant power outage, fire, hazardous material spill, explosion, or similar type of event. The exact time and place that an earthquake may strike cannot be anticipated; therefore, disaster planning is the only successful means of preventing or minimizing the danger to life and destruction to property.
Facilities Services will seal boiler tanks and other appropriate water sources for emergency drinking water. In addition, there are 3 non-communicable diseases or conditions and several locally reportable diseases that health care providers are required to report.
Any explosion might require the aid of the Fire, Police, and Environmental Health and Safety departments. Therefore, any suspected fire, smell of smoke, or visible manifestation of a fire must be considered as a working fire and treated by responding personnel as factual rather than as a possibility. Therefore, the course of action may have to concurrently consider another incident that initially caused the spill. Concepts for alerting individuals and, when necessary, evacuation of community members within areas threatened by civil unrest, must be developed and conceptualized early. The Plan Executive will notify the campus and local community of Severe Drought Conditions at the University. Irrigation will be contingent upon availability and needed reserve for fire suppression and related safety needs of the campus.
As a result, INAC has been party to the Spills Working Agreement since its inception in 1979. However, it is the responsibility of the operator to ensure that they meet all applicable regulatory requirements. To this end, Indian and Northern Affairs Canada (INAC), NWT Region, will update these Guidelines annually by means of external and internal reviews. The plans submitted to Land and Water Boards must demonstrate that the Licence Holder is capable of responding and taking appropriate action in the event of a spill. In some cases, general contingency plans are also required to address all types of emergency situations.
As a result, an easy-to-update format such as a binder where pages may be easily removed is most appropriate.
A flowchart should be prepared to depict communication lines and the response duties of each member of the response team.
The procedures should identify the containment and clean up strategies for various spill scenarios, with detailed instructions for how to achieve the strategies.
Site specific studies may need to be performed to determine the appropriate final clean up levels. Be sure to include the location and quantity of these resources on the map provided in the Introduction and Project Details section. This includes contact numbers for deploying off-site resources and an estimate of how long it takes to deploy them. Training should be performed annually at a minimum, and under typical operating conditions. To consider the combination of the probability and consequences of a spill incident, a technical analysis of the data will need to be conducted.
The basic approach to preparing a general contingency plan is very similar to that used for spill contingency plans. It details spill response procedures that will minimize potential health and safety hazards, environmental damage, and clean-up efforts. During the orientation meeting, training sessions are scheduled to ensure employees have an understanding of the steps to be undertaken in the event of a spill. The camp operates year round, except freeze-up and break-up, at varying levels of capacity. Thus the only people immediately affected by a potential spill are employees or contractors. Protective flame retardant clothing, steel toe boots, hard hats and safety glasses are worn while unloading the fuel drums. In addition the fuel drums used for the oil stoves heating common areas are in secondary containers that are leak proof and are placed on a drip tray. A checklist is used to ensure no areas have been missed and results of the inspections are recorded in the company database.
Additional copies of the plan can be obtained by contacting the company directly at the phone number, fax or email presented in section 1i). If the manager is not available, there will be another staff member available to act in this position.
Any spills less than these quantities do not need to be reported immediately to the spill reporting line.
In addition, all employees and contractors carry two-way radios for communication with the camp manager and other staff on site. The risk of a spill from a waste oil drum impacting the environment is very low as waste oil is stored in a bermed site designated for certain wastes.
Diesel burns slowly and thus risk to the environment is reduced during recovery as burn can be more readily contained compared with volatile fuels.
Propane is extremely volatile and is the most flammable material stored on site, thus immediate impacts to the surrounding environment are a concern.
Use the contents of the nearest spill kit to aid in stopping the spill if it is safe to do so.
Generally spills on land occur during the late spring, summer or fall when snow cover is at a minimum. A dyke needs to be built up to a size that will ensure containment of the maximum quantity of fuel that may reach it. It is recommended that the trench be dug to the bedrock or permafrost, which will then provide containment layer for the spilled fuel. If the spill is away from the shoreline a boat will need to be used to reach the spill, then the boom can be set out. If the quantity of spill is fairly large, a plastic tarp can be placed over the dyke such that the spill pools at the base of the dyke.
A pump with attached fuel transfer hose can suction spills from leaking containers or large accumulations on land or ice, and direct these larger quantities into empty drums. Following clean up, any tools or equipment used will be properly washed and decontaminated, or replaced if this is not possible.
Criteria that may be considered include natural biodegradation of oil, replacement of soil and revegetation. In addition, earth moving and other equipment located at Camp Unknown is also listed below. These risk factors include increased urbanization, critical infrastructure dependencies and interdependencies, terrorism, climate variability and change, scientific and technological developments (e.g.
The management team sets objectives based on guidance from the Federal Coordinating Officer. The responsible federal government institution's facilities manage Emergency Support Functions, which are integrated with the Government Operations Centre's efforts.
They provide knowledge of their home institution including roles, responsibilities, mandates and plans. At the regional level, the Federal Coordination Centre is established to respond consistently to the scope and nature of the emergency. During an incident, the Federal Coordination Group provides emergency management planning support and advice to the Federal Coordination Centre in a timely manner. The group gathers information for public communications products, advises Senior Officials on the public environment; supports public communications activities on the ground, and develops public communications activities and products for its respective institution.
Each department should be prepared to initiate separate expenditure records and, if necessary, control system modifications, immediately upon receipt of information that an emergency has occurred and that it will likely be involved. This review will include assessing the relevance of existing event-specific plans, developing new event-specific plans as required, and maintaining operational processes consistent with changes to departmental roles and responsibilities. Upon completion of the review process, primary departments will provide Public Safety Canada, Plans and Logistics Division with their updated ESF as per established timelines. The Plan serves as a guide for responding to major emergencies and disasters, with the goal of protecting lives and property through the effective use of available personnel and resources during emergency operations. Major policy considerations and decisions may be required from the Plan Executive with advice from the Policy Council. The Public Information Officer (PIO) of University Affairs will serve as the Policy Council’s Information Officer.
A cursory inspection by Police Services and Facilities Services personnel will be completed to determine what buildings should be evacuated, what hazardous areas should be avoided, and what safe routes of egress from the buildings and facilities may be available.
The Policy Council Public Information Officer will prepare notifications that include information on conservation or restriction plans and impact on programs and services. Some facilities, such as swimming pools, may be temporarily reallocated for fire suppression or related safety needs of the campus. The Land and Water Board issuing licences for specific projects will review all submitted plans and may require changes prior to final approval. General contingency plans follow the same basic format as spill contingency plans, and are discussed in Section 4.0.
Index tabs further increase the usability of the plan by improving access to specific information. Procedures will vary depending on whether the spill is on land, water, snow, or on or under ice. If a spill occurs, the level of success of the response effort should be examined and lessons learned should be incorporated into an updated spill plan. If spill response is primarily reliant on an off-site contractor, a written contract, mutual aid agreement or memorandum of understanding is strongly advised to ensure timely access to cleanup equipment. Specific instructions for spill contingency planning provided above should be used to develop general contingency plans, bearing in mind the additional situations that must be addressed. The plan has been prepared to ensure quick access to all the information required in responding to a spill. All employees and contractors are shown where spill kits are stored, are aware of their contents and are trained in using spill equipment and responding to spills. The lake is used for landing float planes in the summer and planes on skis in the winter on the north shore of the camp.
Regular maintenance and oil checks of all motorized equipment are also undertaken to avoid preventable leaks. If a reporter or member of the public arrives at the site unexpectedly, the official in charge of responding to their questions will be the camp manager or acting camp manager. Rather, these minor spills will be tracked and documented by the company and submitted to the appropriate authority either immediately upon request or at a pre-determined reporting interval.
Specific discharge rates are not indicated for each fuel type as these would vary from a few minutes to several hours, based on the source of leak or puncture. Tyvek suits and chemical master gloves are located in the spill kit and should be worm immediately if there is any risk of being in contact with fuel. It is important that all measures be undertaken to avoid spills reaching open water bodies.
A plastic tarp can be placed on and at the base of the dyke such that fuel can pool up and subsequently be removed with sorbent materials or by pump into barrels or bags.
It can then be removed using sorbents, booms or pumps and placed into barrels or plastic bags.
However, all possible attempts should be made to prevent spills from entering ice covered waters as no easy method exists for containment and recovery of spills if they seep under ice. Hand tools such as cans, shovels, and rakes are also very effective for small spills or hard to reach areas.
Public Safety Canada Watch Officers and Senior Watch Officers staff the Government Operations Centre during non-emergency (day-to-day) operations.
They are also responsible for briefing their home institution on developments related to the incident and its response. However, the supporting federal department and the Regional Director keep each other informed of these activities. These records must be supported by detailed operational logs, and they must be co-ordinated between headquarters and regions. Functions, principles and components of the ICS will be applied to organize and respond to the emergency or disaster. Other University executive officers may act as alternate for any of the above designees or work with the Policy Council as necessary. Any decision to evacuate will be made as soon as possible and activated by the use of loud speakers, telephones, direct contacts, fire alarms, and other methods available to emergency response personnel. It is imperative that the reporting person and the dispatcher ascertain all pertinent information during the initial report.
The inclusion of an appendix identifying or summarizing revisions or changes made in annual updates is recommended to facilitate review and to aid in conformity checks. An example flowchart is presented in Appendix B as part of the example Spill Contingency Plan.
If materials are to be disposed on or off-site, the plan should describe the disposal method and approved location.
This involves a sensitivity analysis to identify areas of the plan where a change in assumptions renders a change in results. The company is committed to keeping personnel up to date on the latest technologies and spill response methods.
Table 1 presents a list of hazardous materials on-site, the type of storage container, the average and maximum quantities stored and their storage location. Prior to responding to their questions, they should make every effort possible to contact the head of public relations to discuss the situation. If there is any doubt that the quantity spilled exceeds reportable levels, the spill will be reported to the NWT 24-Hour Spill Report Line.
If the spill is migrating very slowly a dyke may not be necessary and sorbents can be used to soak up fuels before they migrate away from the source of the spill. Subject Matter Experts provide expertise in specific scientific or technological areas or aspect of the response.
Departments may seek to recover these extraordinary costs through the process described in the Treasury Board guidelines referenced above. Provide criteria and procedures for scenarios which might require ignition and burning of oil or fuel spills. Be sure to identify any regulatory steps that must be taken to acquire regulatory approval for the waste management options outlined in the plan.
The process of risk assessment will help reduce areas of uncertainties in the spill contingency plan as assumptions are tested.
Booms are designed to float and have sorbent materials built into them to absorb fuels at the edge of the boom.
The 1994 Northridge earthquake, only a 6.7 magnitude, caused more than $20 billion in damages and killed 57 people. Fuel contained within the circle of the boom will need to be recovered using sorbent materials or pumps and placed into barrels or bags for disposal. Panic reactions may account for more deaths and injuries than the direct result of the earthquake.



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