[insert local authority name/logo here]
Emergency Information
Response Plan
Final version of template: September 2007
i
Background
This Emergency Information Response Plan template is a result of initiatives carried out by the Joint Emergency Liaison Committee‘s Emergency Information Communicators Working Group starting in March 2005. The primary purpose of the Working Group was to: Develop a shared understanding in the Information/Communications Officer field regarding inter-municipal and regional mechanisms for sharing and coordinating information provided both to the public, to the media, and within the internal organizations in emergency situations. The template is intended to assist Information Officers and/or Emergency Program Coordinators in creating an Emergency Information Response Plan for their local authority. The concept of managing emergencies and emergency information is initiated at the site. While this template primarily focuses on Emergency Operations Centres, the principles can be applied to the management of emergency information at the various stages of an emergency, including site level. Furthermore, this template is designed to reinforce the ongoing coordination and interface between site and site support levels required to ensure consistency of messaging and a cooperative approach to delivering pertinent information to internal and external stakeholders. Each organization‘s completed Plan should address the roles and responsibilities, lines of authority and resources necessary to provide information to the media, community, organization and external stakeholders during a major emergency or disaster. Plan developers and/or administrators must populate and validate this template with information that is relevant to the specific structure, context and resources of their organization/local authority. In general, key information that needs to be modified or deleted is italicized and/or placed within square brackets. The importance of effectively reviewing and customizing all parts of this template cannot be understated, as the context or specific characteristics of each individual jurisdiction can not be fully addressed in a generic template. In addition to the general template design, the response plan also provides a sample ―Response Tool Kit‖ in Section 2.0. This tool kit is intended to provide Information Officers with quick and easy access to key information and tools that can assist with the initial response efforts. ii
Acknowledgments
The Joint Emergency Liaison Committee (JELC) produced this template with contributions and support from the Emergency Information Communicators Working Group; participants of the workshops, think tanks and exercises; and, the Emergency Management Division of the Justice Institute of British Columbia. Working group members included emergency management and communications professionals from local, regional, provincial and federal government together with utilities and emergency communication service representatives. This template has been reviewed by the Greater Vancouver Regional Emergency Planning Committee and the Lower Mainland Communicators. The Emergency Information Response Plan was also widely used during the 2006 winter storms‘ response and again during the 2007 spring freshet planning. Feedback received from its use during these events was incorporated along with the emergency exercise and workshop revisions; this final ‗approved‘ template is the result. The JELC EIC working group would like to acknowledge the numerous people and organizations who provided this invaluable feedback. Funding for the JELC is provided jointly by Lower Mainland Municipalities and the Provincial Government. Additional funding for this initiative was made possible through a Joint Emergency Preparedness Program (JEPP) cost-sharing grant from the Federal Government.
iii
Distribution List
One copy of this Plan and any future amendments must be delivered to each of the following: Distributed to: TITLE/POSITION Mayor Chief Administrative Officer Manager DEPARTMENT/ ORGANIZATION Office of the Mayor Administrative Offices Corporate Communications Department DATE
Emergency Program Emergency Management Coordinator Office
Amendment Record
AMENDMENT NUMBER DATE SECTIONS AMENDED OR ADDED INSERTED BY
KEEP THIS PLAN UP-TO-DATE AND ENSURE IT IS EASILY ACCESSIBLE. Additional copies or current amendments may be requested from the [Corporate Communications Department and/or Emergency Program Coordinator.]
iv
[Insert endorsement from Senior Management and/or Elected Official.]
Communication is a key factor in the local authority’s response to any major emergency or disaster. When an event arises, timely, accurate, clear, concise and credible messages have a tremendous impact on how the public reacts during the emergency, and their perception of the response or recovery efforts. This Emergency Information Response Plan has been designed to aid the jurisdiction in responding to an event that overwhelms our regular information communication processes. It spells out the crucial first steps and formalizes the organization’s procedures. The goals of this Emergency Information Response Plan are to: rapidly provide access to timely, accurate, clear, consistent and credible information to the public, media, employees and external stakeholders; address, as quickly as possible, rumours, inaccuracies and misperceptions; coordinate communication efforts with partner organizations; fulfill information requests from the publics, media, municipal staff and other interested or affected parties; eliminate or reduce public fear or inappropriate behaviour; and direct resident and business community action.
I have reviewed and approved the attached Emergency Information Response Plan and hereby pronounce that this is the information plan to follow during a major emergency or disaster. Sincerely,
v
Table of Contents
1. Introduction.............................................................................................................................................. 1-1 1.1. 1.2. 1.3. 1.4. 2. Preface ............................................................................................................................................. 1-1 Purpose and Scope ............................................................................................................................ 1-2 Communication Principles & Policies ............................................................................................... 1-2 Training and Exercises ...................................................................................................................... 1-2
Response Tool Kit..................................................................................................................................... 2-1 2.1. 2.2. 2.3. Section Overview .............................................................................................................................. 2-1 Critical Steps – The First Hours ........................................................................................................ 2-2 Message Development Worksheet ...................................................................................................... 2-5 Information Officer – Position Description and Checklist .................................................................. 2-8 Expanding the Information Officer Function .................................................................................... 2-11 Spokesperson Information Sheet ...................................................................................................... 2-12 News Conference/Media Briefing Planning Checklist....................................................................... 2-14
Media Enquiry Tracking Sheet ........................................................................................................................ 2-7 2.4. 2.5. 2.6. 2.7. 3.
Concept of Operations.............................................................................................................................. 3-1 3.1. 3.2. 3.3. 3.4. BCERMS/EOC Overview and Structure ............................................................................................. 3-1 Local Authority Roles and Responsibilities ........................................................................................ 3-3 Internal Information Verification and Approval Procedures ............................................................... 3-6 Plan Activation Procedures ............................................................................................................... 3-6
4.
External Communication Roles ............................................................................................................... 4-1 4.1. 4.2. 4.3. 4.4. 4.5. 4.6. 4.7. External Agency Roles and Responsibilities ....................................................................................... 4-1 Local Authorities and Local Government Bodies................................................................................ 4-1 Provincial Government ..................................................................................................................... 4-2 Federal Government ......................................................................................................................... 4-3 Message Expectations ....................................................................................................................... 4-4 Message Timeline and Flow .............................................................................................................. 4-5 Joint Information Centre ................................................................................................................... 4-6
5.
Methods of Communication ..................................................................................................................... 5-1 5.1. 5.2. 5.3. 5.4. Media Relations and Management ..................................................................................................... 5-1 Public Information ............................................................................................................................ 5-3 Internal Communication .................................................................................................................... 5-6 External Communication ................................................................................................................... 5-7
6.
Hazard Specific Information .................................................................................................................... 6-1 6.1. Frequently Asked Question Sheets ..................................................................................................... 6-1
vi
6.2. 6.3. 7.
Sources of Standard Hazard Messaging ............................................................................................. 6-6 Hazardous Materials Incidents .......................................................................................................... 6-7
Appendices ............................................................................................................................................... 7-1
vii
1. Introduction
1.1. Preface
Disasters and major emergencies can present difficult challenges for a local authority. The effective exchange of emergency information with the community and, more importantly, those impacted directly by the event is critical to the success of the response. Planning for this exchange of emergency information between internal and external stakeholders, the community (both residents and businesses) and the media greatly increases the local authority‘s chances of an effective response and organized recovery from the emergency event. This Response Plan will assist Information Officers in providing the media with accurate information, help control rumours, and present a positive image of your local government. More specifically, it will address the organization‘s need to develop procedures to disseminate and respond to requests for disaster information, including procedures to provide information to internal and external audiences, including the media, and manage their inquiries. This includes the capacity to establish and maintain: A central contact for the media – the Information Officer A system for gathering, monitoring, and disseminating emergency information A method to coordinate and clear information for release Pre-scripted information bulletins, FAQ‘s and fact sheets Protective action guidelines/recommendations – standardized messaging
It is important to recognize that the exchange of emergency information does not and cannot occur in isolation of other response and recovery activities. For this reason, this Plan is to be considered an Annex or Appendix to the community‘s primary Emergency Plan. The Emergency Information Response Plan expands upon the basic information provided in the community‘s Emergency Plan and provides specific communication information, systems/protocols and resources in support of the Information Officer‘s duties within the Emergency Operations Centre, at an Incident Command Post or at other related sites (i.e., ESS Reception Centre…). However, the Plan does not address or respond to the day-to-day communication needs or other crisis communication needs that the local authority may face. Existing policies, procedures or protocols should be in place to address these other crisis communication issues.
1-1
1.2. Purpose and Scope
The purpose of the Emergency Information Response Plan is to provide Information Officers with direction, information and resources when responding to the emergency information needs of the local authority. This is done so that a standardized, efficient and coordinated communications response occurs both internally and inter-jurisdictionally. There is information within this Plan that may support others involved in the exchange of information, such as the Emergency Program Coordinator or designated spokespersons, but the intended audience of the Plan is the Information Officer and their team of information communicators. The scope of this Plan is intended to support communication activities from initial response through to the recovery phase of a major emergency.
1.3. Communication Principles & Policies
The plan‘s communication principles are designed to strategically guide the way in which an organization communicates with staff, the community and media during a disaster. As an organization identify your communications principles by addressing questions such as: what is the commitment to the staff, community and media?; generally what are the top priorities in a disaster (e.g. the organization‘s top priority is the safety and well-being of our employees and the community and this principle guides all decisions and actions regarding communications)?, how would you describe the way in which you intend to communicate with stakeholders (e.g. to be open, honest, accessible, and compassionate)?
-
As part of this section, also include any corporate policies that may influence who talks to the media or coordinates the media requests, who determines the organization‘s spokesperson, what type of information staff at every level should address when speaking with the media/public, etc.
1.4. Training and Exercises
Even the best plan cannot fully prepare the local authority to effectively respond and recover from a disaster or major emergency. Therefore, the local authority has a training and exercise program in place, which complements this Response Plan. Plan orientations and training are to be provided to all personnel with assigned response duties. Exercises are conducted in connection with the organization‘s overall emergency program at least once a year. For further information on the training and exercise program, contact the [Corporate Communications Manager] or the Emergency Program Coordinator.
1-2
2. Response Tool Kit
2.1. Section Overview
This section consists of a variety of checklists, worksheets, information sheets and other tools to assist the Information Officer and their team in completing key responsibilities during an incident. Specifically, this includes: Critical Steps – The First Hours - A checklist that identifies the crucial steps to be considered and or acted upon during the first hours of a major emergency. Depending on the magnitude and scope of the event (there may be additional requirements) this list provides a starting point for the Information Officer and their team. Message Development Worksheet – The development of your key messages is critical to effective communication. This worksheet walks you through a fivestep process in developing these messages. Media Enquiry Tracking Sheet – The way you are able to respond to media calls may make a difference in how the media portrays the jurisdiction‘s responsiveness and professionalism. This tracking sheet provides a start to managing the surge of media calls that may be received. An expanded version of this tool is also available in Appendix H. Information Officer - Position Description and Checklist – Within the EOC environment every function has a position checklist. Understanding your role during the activation, operational and demobilization phases within the EOC will assist greatly in addressing the information needs. Expanding the Information Officer Function – As the complexity and/or size of an event increase, there may be a time when key information activities need to be divided into functional areas to best respond to the complexity and diversity of the workload. This information sheet provides an overview of common functional areas that might need to be considered. Spokesperson Information Sheet – There are times when your designated spokesperson may want a quick review of speaking tips, especially if they have not had sufficient time to prepare for a public statement. This information sheet would be helpful in preparing for any public interview. News Conference/Media Briefing Planning Checklist – Need to arrange a media briefing or news conference? This checklist provides some key information to consider.
2-1
2.2. Critical Steps – The First Hours
ACTIVATION – Incident Commander 1 Identify initial threat/risk information 2 Identify what information the community already has; what information is 3
already in stream to come out Identify need for community and interagency information may be agency representative). Don red IO vest.
Done
4 Appoint Field Information Officer (may be municipal information officer, or SITE COORDINATION – Field Information Officer / Incident Commander
1 2 3 4 1 2 3 4 5 6 7 Incident Commander or Field Information Officer (FIO) to notify Senior Information Officer (SIO) of anticipated information needs Determine location at site for media gathering Determine anticipated staffing needs at site for additional information support Discuss communications strategy and message coordination with SIO
Done Done
ACTIVATION and COORDINATION – Senior Information Officer
Activate EOC Information Officer function, as needed, report to EOC Director Notify initial information/communication team of activation Set-up and equip physical workspace Confirm operational status of communication systems with Logistics Section (i.e., phone, cellular, fax, email, internet…) Confirm internal communication/information processes with EOC Team Dispatch Field Information Officer(s)/Personnel to incident site(s), as required Confirm communication protocols with supporting agencies/organizations – is there a need for a JIC?
SITUATION ASSESSMENT – SIO or Delegate
1 Gather and confirm facts with EOC Planning & Management Team:
What happened? What was done to prevent/mitigate the situation? What can be done to prevent it from getting worse? What are other organizations doing to address the event? Is there any investigation? If so, who is involved? How has the organization been directly impacted? Is the organization‘s workforce impacted? What level of damage has been reported? What do they want/need to know? What are their perceptions? What should the public be doing? What is being said about the event/incident? Is it accurate?
Done
2 3 4
Determine who is being affected by the event:
Activate media and internet monitoring:
Obtain technical/subject matter expertise, as required.
2-2
ESTABLISH INITIAL PRIORITIES and KEY MESSAGING – SIO
1 2 3 4 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 1 2 3 Determine initial information/communication priorities and strategies Initiate development of key messages (i.e., objectives, audiences, content…) Determine anticipated staffing needs for (EOC, call centre, media centre, shift changes, etc). Organize assignments and develop work plans
Done
MEDIA RELATIONS
Confirm media contacts and direct them to current information from your organization Confirm and brief the organization‘s spokesperson(s) Prepare and coordinate initial media briefing/news release Prepare media packages (fact sheets, FAQ‘s maps, etc.) Organize media schedule Record/track all media enquiries Establish media centre, briefing facilities and media briefing schedule as required Provide regular updates for media including briefings, conferences and releases Monitor media for accuracy and advise on corrections as needed
Done
PUBLIC INFORMATION
Develop and release precautionary, life-safety or threat information
Express empathy, public concern; reassure public of the plan that is in place
Done
Establish call centre/hotline to provide information and respond to public questions Start public call monitoring to catch trends; identify rumours and build FAQs Activate the emergency internet site and post current event information. Develop and release multi-lingual messaging as necessary Develop, review and/or implement strategies to advise public about declaration/evacuation Develop and release public responder/volunteer information as necessary
Done
INTERNAL COMMUNICATIONS
Establish and coordinate Policy Group (Mayor/Council/Board) briefings Provide employees with personal safety and up-to-date event/incident information Establish employee information line
2-3
4 5 6 7
Develop/provide public messaging sheets for frontline personnel (i.e., operators, switchboard, reception, call centre, responders) Advise employees on protocols/procedures for responding to media enquiries Obtain regular event information/briefings from Operations and Planning Sections Ensure key message and updates are provided to all functions including Field Information Officers, emergency call centre, media centre, spokespersons.
Done
EXTERNAL COMMUNICATIONS
1 2 3 4 5 Via the Liaison Officer, advise partners and stakeholders of current situation Through the agencies‘ Information Officer, maintain close communications with relevant external agencies (i.e., neighbouring jurisdictions, school districts, health authority, provincial regional EOC, response agencies…) Establish/follow protocols for release of public information including processes for ensuring messages are consistent across jurisdictions Attend media briefings/news conferences put on by relevant outside jurisdictions/agencies Request and monitor news releases, FAQs and other external documents from outside agencies to include on website and in other mediums, as applicable
MONITOR, EVALUATE AND REVIEW
1 2 3 Continually review and revise key messaging on (website, public, internal…) Update and distributed/post revised FAQ Sheets Monitor media for misinformation and advise on corrections as needed
Done
2-4
2.3. Message Development Worksheet
Event Name: Message Number: Step 1: Decide on the three key message topics: 1. 2. 3. Step 2: Consider the following:
Audience: Demographics (age, language, culture) Relationship to event Level of concern Purpose of Message: Call to action/public direction Clarify event status Give facts and/or provide update Address rumours Satisfy media requests Method of Delivery: Through spokesperson/inperson Web release Call centre/frontline personnel Radio Print media release Other:
Date/Time:
Step 3: Consider the six emergency message components: 1. 2. Expression of empathy: Clarify Facts Who: What: Where: When: Why: How: 3. 4. 5. 6. What we are doing: Potentially questions: Statement of commitment: For more info: 2-5
Step 4: Develop complete key message for each of the three message topics Topic 1: Complete Message:
Supporting Facts:
Topic 2: Complete Message:
Supporting Facts:
Topic 3: Complete Message:
Supporting Facts:
Step 5: Check your message for the following and revise as needed
Positive action steps Honest open tone Speaking only on behalf of your organization Information is confirmed Tested for clarity Jargon avoided Simple words, short sentences used Aware of difficult ?s Humour avoided Judgmental phrases avoided Speculation and assumptions avoided Negativity avoided
2-6
Time Questions
Action taken or required – By whom?
Event Name:
Media Outlet
Reporters Name
Callback Number(s)
Request/
Call Status
Media Enquiry Tracking Sheet
Date:
2-7
2.4. Information Officer – Position Description and Checklist
Responsibilities:
1. 2. Serve as the coordination point for all public information, media relations and internal information sources for the EOC. Coordinate and supervise all staff assigned as Assistant/Field Information Officers and their activities.
Public Information:
3. Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information. Ensure that a Toll-Free Public Information Service (hotline or call centre) is established for the public to access helpful information and advice. Provide the call takers with timely and accurate messaging sheets so that they offer only confirmed and approved information.
4.
Media Relations:
5. 6. 7. 8. Serve as the coordination point for all media releases for the EOC. Coordinate media releases with officials representing other affected emergency response agencies. Develop the format for press conferences and briefings in conjunction with the EOC Director. Maintain a positive relationship with the media representatives, monitoring all broadcasts and written articles for accuracy.
Internal Information:
9. In consultation with EOC Director and Liaison Officer, coordinate VIP and visitor tours of the EOC facility.
10. Develop helpful messaging sheets and/or FAQ sheets (frequently asked questions and answers) to ensure consistent and accurate information sharing amongst EOC staff. 11. Maintain a website established for EOC information, as appropriate. 12. Liaise with the Information Officers at site(s) other EOC‘s, DOC‘s, MROC‘s, PREOC and other external agencies.
Reports to:
EOC Director/Deputy
Activation Phase Checklist: 2-8
Check in with the Personnel Unit (in Logistics) upon arrival at the EOC. Obtain an identification card and vest, if available. Complete EOC Check-In List (EOC 511) and EMBC/PEP Task Registration Form (EOC 512).
Report to EOC Director to obtain current situation status, messages that need to get out, messages that are already out, and specific job responsibilities expected of you. Set up your workstation and review your Position Checklist, forms and flowcharts. Establish and maintain a Position Log (EOC 414) that chronologically describes the actions you take during your shift. Determine your resource needs, such as a computer, phone, fax, stationary, plan copies, and other reference documents. Participate in any facility/safety orientations as required. Assess information skill areas required in the function such as: writing, issues management, media relations and event planning. Determine staffing requirements (both immediate and ongoing) and designate personnel assignments within the Information function. Obtain policy guidance and approval from the EOC Director with regard to all information to be released to the media and public. Refer to the jurisdiction‘s Information Communicators Response Plan and/or Crisis Communications Plan, sample forms, templates and other information materials, as appropriate. (See sample EOC 420 to 425.) Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavourable media comments. Recommend procedures or measures to improve media relations. Coordinate with the Situation Unit and identify method for obtaining and verifying significant information as it develops. Develop and publish a media briefing schedule, to include location, format, and preparation and distribution of handout materials. Implement and maintain an overall information release program. Establish a Media Information Centre, as required, providing necessary space, materials, telephones and electrical power. Maintain up-to-date status boards and other references at the media information centre. Provide adequate staff to answer questions from members of the media. As needed, establish a Toll-Free Public Information Service and/or call centre to handle public inquiries and provide emergency support information. Consult with Logistics for communication equipment needs and set-up. Interact with other EOCs as well as the PREOC and obtain information relative to public information operations. Establish distribution lists for recipients of all public information releases. Include Field Information Officers, PREOC Information Section, other EOCs' Information Officers, Local Authorities, Mayors and elected officials, local MLAs‘ and MPs‘ constituency offices, First Nations Groups, the Toll-free Public Information Service (hotline or call centre), etc.
Operational Phase Checklist:
2-9
Approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public. Liaise with Risk Management Officer to check for any potential liability or safety concerns. At the request of the EOC Director, prepare media briefings for elected officials and/or Policy Group members and provide other assistance as necessary to facilitate their participation in media briefings and news conferences. Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the disaster areas when safe. Arrange through logistics appropriate staffing and telephones to efficiently handle incoming media and public calls. In addition to identifying help sources contained within press releases, PSAs and bulletins, maintain a Disaster Assistance Information Directory, with numbers and locations to obtain food, shelter, supplies, health services, etc. Develop message statements for EOC Staff and the call takers of the toll-free hotline. Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired etc.). Monitor all media, using information to develop follow-up news releases and rumour control, consult with Risk Management Officer on appropriate wording and actions to take on correcting false or erroneous information. Ensure that file copies are maintained of all information released. Promptly provide copies of all media releases to the EOC Director. Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements are known. Prepare final news releases and advise media representatives of points-of-contact for follow-up stories. Assist EOC Director with demobilization procedures and contribute items of interest to the EOC After Action Report. Deactivate your assigned position and close out logs when authorized by the EOC Director or designate. Complete all required forms, reports, and other documentation. All forms and paperwork should be submitted through to the Planning Section (Documentation Unit), as appropriate, prior to your departure. Clean up your work area before you leave. Return any communications equipment or other materials specifically issued for your use. Leave a forwarding phone number where you can be reached. Follow EOC checkout procedures. Return to Personnel Unit (in Logistics) to sign out. Be prepared to provide input to the After Action Report. Upon request, participate in formal post-operational debriefs. Access critical incident stress debriefings, as needed.
Demobilization Phase Checklist:
2-10
2.5. Expanding the Information Officer Function
When dictated by the size or complexity of an event, the role of the Information Officer may be divided into various functional areas. The specific responsibilities of each function and the number of personnel assigned will need to be clearly defined when the actual needs of the event are known. The following list provides a general overview of some potential functions. 2.5.1. Media Coordination Manages media enquiries - prioritizing requests according to deadlines Supports spokesperson and seeks out alternate spokespersons as required and directed Identifies opportunities to promote key messages Anticipates the direction of media enquiries and assists in preparing effective responses Assists with strategic message development with Information Officer and spokesperson Monitors media coverage and seeks to correct inaccuracies Provides summaries of coverage from all outlets, as well as actual, specific examples of coverage to be corrected Maintains related research files May be a contracted service through an outside source, with pre-determined requirements. Oversees distribution systems, including e-mail and fax for external and internal audiences Establishes routine procedure for ensuring appropriate proofreading, sign-off and quick delivery of information products Assigns and coordinates copying jobs, and may distribute fact sheets to media and other external and internal audiences Function may be provided by the Clerical Unit in the Logistics Section and would work closely with Documentation Unit in Planning Ensures elected officials, VIP‘s and community group leaders are informed of applicable organizational communication activity Coordinates VIP roles in tours, public events, memorial services, and other special events Provides a communication channel between elected leaders and organization‘s senior administration Needs to be sensitive to the perceptions/reality of action that could be considered political
2.5.2. Media Monitoring/Research
2.5.3. Clerical Support
2.5.4. VIP and Special Events
2-11
2.5.5. Call Centre Provides the community with event-specific information; monitors and responds to their questions and concerns. Directs/coordinates a team of call centre operators Monitors out-going messages and correct inaccuracies Monitors enquiries to support FAQ development and rumour control measures Coordinates media facility/centre Liaises with media representatives Supports the release and exchange of information with the media Deals with rumours, gathers facts and holds briefings Addresses physical and/or logistical needs of the centre with support from the Logistics Section in the EOC
2.5.6. Media Centre
2.6. Spokesperson Information Sheet
Whenever possible, the media should be directed to a designated spokesperson or Information Officer. There are times when, with microphones on and cameras running, this may not be possible. The following tips might be helpful during any challenging interviews. General Considerations: Acknowledge the media‘s presence Avoid blocking a camera or saying ―no comment‖ If you have other urgent matters to attend to, tell them and redirect them or provide a timeframe when comments can be made Whenever possible, direct the media to the Information Officer or agency media/communications contact Don‘t forget the local media if overwhelmed by provincial, national or even international media outlets. The local folks will be with you for the long haul CAC Messaging Technique - When required to make an unprepared statement remember to express: Concern – Make sure the reporter knows that you and your organization are concerned about the health and well-being of those involved and of the overall event. Action – Outline the steps/processes that are being taken to help people during and after this emergency. Answer factual questions about what is happening. Commitment – Emphasize that the goal of your organization/the response/recovery is to support those impacted to the greatest extent possible. Further Points: Stick to the facts - don‘t offer personal opinions or speculate 2-12
If you don‘t know, offer to find the answer, or refer the reporter to someone who might know Don‘t comment on the investigations of others, even if you might know the answer Do not disclose personal/confidential information about those involved or the event, unless authorized to do so If key messaging or an ―issues note‖ is available for the topic being discussed – use it and stick to the key messaging whenever possible Whenever possible, respect the timelines/deadlines of the different media outlets Remember, you have the right to end the interview
Useful Phrases: ―The most important point is…‖ ―That is a matter for…‖ ―Before we wrap up, I‘d like to emphasize…‖ ―That depends. One thing for certain is…‖ ―That would be speculation. What I can tell you is…‖ ―That is true. However, it‘s important to remember…‖
2-13
2.7. News Conference/Media Briefing Planning Checklist
Location: Suitable location has been selected. Location is safe for media and officials. Sufficient space is available for anticipated number of media. Space meets technical requirements of media (i.e., lighting, electrical…) Inviting the Media: Event has been scheduled at a time suitable to the different media outlets and their deadlines. Reporters from all media types (i.e., print, television, radio…) have been invited. Local media outlets have not been overlooked. Brief Media Advisory has been sent out to media with information on news conference/briefing. If matter is urgent, reporters/news directors/editors have been contacted in person. Physical Set-up: Appropriate type of spokesperson set-up has been determined (sitting, standing or other…). Professional stage, lighting and sound, have been arranged as necessary. Rental of any other necessary equipment has been arranged. All necessary tables and chairs have been set-up. Podium and back drop have been set-up as required (make sure flags are displayed as per standard protocol). Line feed/multiplexer has been provided for podium microphone. Refreshments have been arranged as necessary (water for speakers). Signage has been posted directing media to conference/briefing area. Media registration desk has been established at entrance to conference/media area. Location has been provided at the rear of the room to accommodate cameras. Room has been configured to provide speakers with an exit route that does not require them to make their way through the audience. Media packages are provided at registration table with backgrounders, FAQ‘s, biographies of speakers (as necessary), or other relevant information. Attendance of ―non-speaking‖ response personnel has been limited at event. 2-14
Conducting Event Prior to entering room, meet with Spokesperson(s) to determine key messages and speaker order. Person has been designated to moderate the event. Moderator or speakers are prepared to introduce themselves by name, title and organization. It has been identified in advance if questions will be taken or if only a statement will be made. Media has been advised of time permitted/schedule for questions (they understand there will be a limit to questions). A person has been identified to select reporters who will be asking questions. Media has been advised that only questions pertaining to the topic at hand will be discussed (use as applicable). Person has been designated to coordinate visuals/PowerPoint, as necessary. Copies of any visuals used have been made available to the media. Post-Event Following news conference/media briefing, assess: Were key messages delivered? How was the spokesperson‘s delivery? Any ―next day‖ issues to prepare for? Any need to follow-up with specific media to clarify issues? What can be done next time to improve the event?
2-15
3. Concept of Operations
3.1. BCERMS/EOC Overview and Structure
The [local authority] utilizes the British Columbia Emergency Response Management System (BCERMS) in response to major emergencies and disasters.
LEVEL
Site Level Site Support Level Provincial Regional Coordination Level Provincial Central Coordination Level
LOCATION
Incident Command Post (ICP) Emergency Operations Centre (EOC) Provincial Regional Emergency Operations Centre (PREOC) Provincial Emergency Coordination Centre (PECC)
Activation and operation of the site and site support levels are the responsibility of the local authority. The provincial regional and provincial central levels are the responsibility of the provincial government.
LEVEL
Site
KEY FEATURES Command of incident/event occurs at this level (single or unified command) Resources applied to solve the problems Responders may come from all levels of government or other agencies/organizations Activates to support large or complex events Provides policy direction, coordination of agencies, and resource management Ensures effective communications, public information and appropriate warnings Coordinates, facilitates and manages information, policy direction and regional resources Provides support to local authorities Coordinates provincial agency response Coordinates provincial resources and prioritizes provincial government objectives Provides support to Provincial Regional Coordination Level Links to the federal disaster support system
Site Support
Provincial Regional Coordination
Provincial Central Coordination
3-1
At all levels of BCERMS, a consistent structure is used to effectively respond to an incident. This structure consists of the following five functions:
Command or Management
Operations Section
Planning Section
Logistics Section
Finance/ Administration Section
3.1.1. Emergency Operations Centre When activated for large or complex emergency events, the Emergency Operations Centre (EOC) is the location where key management decisions are made on behalf of the local authority. When fully expanded, the EOC consists of the following functions:
Policy Group
EOC Director
Risk Management Deputy Director Liaison Information
Provincial Regional Coordination Level (PREOC)
Agency Representatives
Public Information Media Relations Internal Information
Operations Section
Air Operations Special Operations Functional Branches Fire Police
Planning Section
Situation Resources Documentation Advance Planning Demobilization Recovery Technical Specialists
Logistics Section
Information Technology
Finance/Admin Section
Time Procurement Compensation and Claims Cost Accounting
Communications Computer Systems EOC Support Facilities Security Clerical Supply Personnel Transportation
DOC's
Ambulance Health Emergency Social Services
Incident Commander(s) Site Level
Environmental Engineering Utilities Others
Dependent upon the scope and complexity of the emergency event, only the required functions need to be staffed. When a function is not staffed, the responsibility of that function moves to the next higher position within the structure.
3-2
3.1.2. EOC Reporting Structure Within the EOC, the functions which have most responsibility for information and communication management include the Planning Section and the Information Officer. The Information Officer and the Planning Section Chief both report to the EOC Management Team and to the EOC Director. When activated, the EOC is the central location where emergency information communication issues are handled. Although Information Officers or other information communicators may reside at various response sites and facilities, the overall coordination, management and approval of the information need to originate from the Information Officer and ultimately the EOC Director within the Emergency Operations Centre. The Information Officer would also be responsible for supporting and supervising any assistants, the emergency call centre and media centre coordinators or additional support personnel who are assigned to their function. Details on these additional functions can be found in the Internal Roles and Responsibilities Section of this Plan.
3.2. Local Authority Roles and Responsibilities
This section provides a high-level overview of roles and responsibilities of the designated positions as it relates to emergency information communication. For more detailed responsibilities, refer to the individual Position Checklists within the EOC Operational Guidelines and/or the local authorities Emergency Plan. NOTE: The bracketed title following each position reflects the most common BCERMS/EOC function that these positions may fill during a response. This may vary between different organizations. 3.2.1. Mayor and Council/Board (Policy Group) The role of the Mayor and Council is to act as the Policy Group for the Emergency Operations Centre Director, and in doing so to establish overarching priorities for the local authority during the emergency. Their role is also to approve Declarations of State of Local Emergency and fulfill other high level responsibilities in support of the event. With respect to the provision of information, the responsibility of the Policy Group is to support the EOC Director and Information Officer(s) by: Advising on the direction and suitability of emergency public information activities Establishing an appropriate spokesperson from Council Representing the local authority at public events, forums or town hall meetings, as requested Preparing for and speaking on behalf of the local authority at news conferences/media briefings, as requested
3-3
3.2.2. Chief Administrative Officer (EOC Director) The role of the Chief Administrative Officer (CAO) is to retain overall management responsibility by assuming the role of EOC Director. The EOC Director‘s role is not to direct site activities but rather to ensure the coordination of site and supporting organizations, maintain EOC organizational effectiveness and ensure appropriate risk management principles are applied. With respect to the provision of information communication, the role of the EOC Director is to: Assign, supervise and support the Information Officer with the implementation of effective information communication strategies Review all news releases, and other public information materials for final approval Facilitate the identification of and ensure the resolution of critical information communication issues within the EOC Management Team Ensure the Policy Group has current and accurate information in order to effectively address their responsibilities Represent the local authority at public events, forums, town hall meetings, news conferences and media briefings, as required
3.2.3. Corporate Communications Manager (Information Officer) The Information Officer is the coordination point for all public information, media relations, and internal and external communication pertaining to the emergency event. This includes the supervision of any support personnel, emergency call centre and media centre staff. More specifically, the Information Officer is responsible for: Ensuring that the public within the effected area receive complete, accurate and consistent information about life-safety issues, and response and recovery activities Ensuring that the local authority has suitable capacity to receive and address enquiries from the public Liaise with and support Information Officers who may be located at other sites or response facilities Developing and providing local authority personnel with relevant and accurate event information Writing and coordinating news releases with officials representing other responding agencies or authorities Maintaining positive media relations Facilitating news conferences and media briefings Monitoring and correcting media broadcasts to ensure accuracy
REFER to the Information Officer‘s Position Description and Checklist found in this plan for a more detailed description of duties and responsibilities. 3-4
3.2.4. Senior Management/Directors (Section Chief) The role of Senior Management and Directors will depend upon the specific roles that are assigned to them. As suitable, senior management may be appointed to an Information Officer or Section Chief role on the EOC Management Team. In general, with respect to the provision of information, the responsibility of the Management Team is to support the EOC Director and Information Officer by: Advising them on any public information or media issues that are brought to their attention Providing timely and accurate operational information pertaining to their assigned areas of responsibility Ensuring that the personnel they oversee are familiar with the organization‘s expectation around the release of public information and media statements
3.2.5. Senior Response Personnel (Incident Commanders) Depending on the nature of the response, Senior Response Personnel (i.e., Fire Chief, Police Chief…) from the local authority may find it necessary to take on the role of Incident Commander, who oversees the first responder activities at the site. As part of the overall management of the incident site, the Incident Commander is responsible for addressing the information issues at the site or they may assign an Information Officer to fulfill this function. The Incident Commander or, if assigned, the Information Officer at the site is responsible for: Communicating with the EOC, when activated, on any media relations, communications or public information requirements or issues Determining and communicating any restrictions on the release of information to the EOC or other agencies Supporting the EOC on the development of public information and media materials Represent the local authority at designated response related forums, town hall meetings, news conferences and media briefings, if fulfilling Incident Commander duties Supporting the EOC with the media or VIP tours of the response sites and activities, as suitable
3.2.6. Spokespersons There are various individuals from within the organization, who could be designated as an official spokesperson. The designated spokesperson should be charismatic, confident and caring as they are in a position to 3-5
bring the organization to life. They will be reaching various audiences where written words could not, and will be putting a personal face on the organization. In general, the spokesperson is responsible for: Developing personal skills as an effective spokesperson Being involved in the development of the message to strengthen confidence and ownership when speaking Understanding the organization‘s policies and the events requirements around the release of information Staying within the scope of his responsibilities, unless authorized to speak for others Telling the truth and being as open as possible
REFER to the Section 2.7 for a Spokesperson Information Sheet, which provides additional information on speaking to the media.
3.3. Internal Information Verification and Approval Procedures
During the activation of the Emergency Operations Centre, all public releases of information must be reviewed and approved by the EOC Director. Depending on the nature of the information, the EOC Director may also require that this information be reviewed and approved by the Policy Group. The EOC Director will expect that all response-related information is first verified through the Operations Section Chief and/or the relevant Incident Commander(s). No information should be released to the public without first being reviewed, verified and/or approved by the management representatives (Section Chiefs or Officers) from applicable functions within the EOC. [Modify, adjust this section to reflect additional internal approval requirements or processes from your organization.]
3.4. Plan Activation Procedures
This Plan is an Annex to the local authorities‘ Emergency Plan and/or EOC Plan and specifically supports the Information Officer within the Emergency Operations Centre. As such, this Plan is activated once the EOC has been activated. Note: Although this Plan is designed to support the Information Officer within the EOC, there are resources within this Plan that may be useful during any crisis communication response. Should an event occur of significant magnitude to require activation of the Emergency Operations Centre, the Incident Commander initiates the activation of the Emergency Information function or the EOC by notifying 3-6
the Emergency information Officer or EOC Director. Staff with predesignated response roles will report to the EOC at the following location. Primary EOC Location: Alternate EOC Location: [Insert Primary EOC Location] [Insert Secondary EOC Location]
Once the scope of the information/communication needs have been identified, additional personnel may need to be mobilized. General EOC personnel will be mobilized as described in the local authorities Emergency Plan, according to Emergency Call Out Procedures. Mobilization of personnel with specific information/communication skill sets will be the responsibility of the Information Officer or their designate. The Information Officers Contact List, which is located in Appendix D of this Plan, can provide easy reference to these personnel. Note: It is the responsibility of the [Corporate Communications Manager] to maintain appropriate contact lists for internal IO personnel/resources, external stakeholder/resources and media representatives/outlets.
3-7
4. External Communication Roles
4.1. External Agency Roles and Responsibilities
With various levels of government and other autonomous organizations involved in a response effort, it can be difficult to maintain a strong understanding of and connection with these different agencies. With multi-jurisdictional and regional level events, a strong understanding of the communication role and responsibilities is critical for clear and consistent public communications. Emergency Information Communicators should establish pre-event contact with their counterparts at external agencies in order to further clarify roles and facilitate effective communications when an event occurs. The sections below provide a general overview of the roles of various agencies. Further information on external communications can also be found in Section 5.4 of this Plan.
4.2. Local Authorities and Local Government Bodies
In addition to the activities of the affected organization, other local authorities/local government bodies (i.e., municipalities, regional districts, school boards, health authorities…) may also have a responsibility to release public information about an event. When information is relayed to the public, it is a safe bet that the information will not remain within the political/jurisdictional boundaries of the issuing agency. For this reason, it is critical that a mechanism be implemented to review content for general consistency. The public, media, internal and external communications role of other local authorities/local government bodies may include: The release of information about the direct impact to their organization including their departments, services, employees or citizens/clients For municipal governments, the release of information pertaining to the public within their jurisdiction For regional districts, the release of information pertaining to regional services (i.e., drinking water, air quality…) and public safety issues in unincorporated (electoral) areas.
4-1
4.3. Provincial Government
Provincial government communication is handled through the Public Affairs Bureau (PAB). The Bureau has the responsibility for leading and coordinating communications with internal and external stakeholders. Public Affairs Bureau TEAMS members usually staff the PECC or PREOC information functions, but in smaller, short-lived or quickly escalating incidents--program staff or contractors may staff these functions. Responsibilities and reporting structure are consistent regardless of the person in the position. When the provincial emergency management structure is activated, Information Officers within the PECC or PREOC report to the Director within the applicable coordination/operations centre. If provincial TEAMS Information Officers are providing support at a local authority EOC--they report to the EOC Director. Likewise, if they are at site they report to the Incident Commander. When the PREOC is activated to a higher level, deployed provincial TEAMS Information Officers (IO) will work in a coordinated manner with spokespeople and information officers in other involved agencies and levels of government to support their counterparts at the local authority level. The British Columbia Crisis Communications Strategy for Major Provincial Emergencies is used to guide the activities of provincial Information Officers. The strategy is an all-hazards approach, which outlines procedures and best practices in activating public information units within the BCERMS structure. Depending on their place within the structure, provincial information officers will ensure appropriate information is provided to the public and media, which may include: Upon request, supporting local authority in gaining information to provide timely, accurate public safety information, which could include such things as weather forecasts, stream conditions, provincial highway and road status Informing the public, media, local governments and stakeholders as to what measures the Province has in place. The status of any activated public information services including the Central Registration and Inquiry Bureau (CRIB) which provides family reunification services Information about emergency management structure and operational protocols in emergency situations
4-2
Provide media, public and stakeholders with regular updates/overview on regional or provincial situation through appropriate spokesperson(s) and arrange media, news conference and VIP tours as directed
4.4. Federal Government
Unless federal departments or areas under federal jurisdiction are impacted by the event, the federal government will generally not release specific information pertaining to the event. When federal resources are activated they will assess their impact and communication with the next level lower of government to provide assistance as requested. The emergency communications role of the Federal Government may include: Release of information about impacted federal departments/ services and public safety messaging for areas under federal jurisdiction; Release of information about the federal governments support to the province and disaster funding assistance.
The federal government would be involved in an emergency in the following circumstances: The provincial government requests federal support or resources; The federal government is implementing the national support plan; A federal department is the lead agency and may require resources from other federal departments; Federal assets have been or may be impacted by the emergency in which business recovery/continuity efforts need to be implemented.
Public Safety Canada coordinates and supports with federal departments, international and other levels of government, first responders, community groups, and private sector. If the federal government is the lead during an emergency, a federal agency is designated as the organization within whose jurisdiction the emergency falls. In this role, the agency leads communications efforts related to the emergency. National headquarters (Ottawa) coordinates and initiates decision-making across various federal departments through the Government Operations Centre (GOC) which operates 24/7. Public Affairs headquarters delivers communications during an emergency and also deploys surge capacity to the local level. At the regional level, PUBLIC SAFETY CANADA provides site support fostering cooperation and information flow between federal departments and with the Province. A Federal /Provincial MOU is in place allowing the Province to request federal emergency communications assistance in support of the Province. 4-3
4.5. Message Expectations
Following an event, the public may not distinguish the types of questions that are appropriate for each level of government, but will rather direct questions to all levels of government. The public may be asking government the following questions: Level of Government Local Message Type What is happening? Who is responsible? What are you doing about it? What is the impact to me? How can I assist? What compensation is provided? What controls/regulations are in place/required/were broken? Why did this happen? Why was this allowed to happen? Why did you not prevent it? Who is responsible?
Provincial/Federal
Likewise, the type of information provided by the different levels of government will also differ. The following table provides an indication of the types of messages that could be expected from each level of government. Level of Government Local Message Type Public Safety/Risk Message (What to do…) ESS Information (Reception Centres) Evacuation Routes/Road Closures States of Local Emergency Public Reassurance Future Plans/Timelines Mitigation Actions Contact/Further Information Direction Impact/Involvement of Ministries/Agencies Support Role of Province Messages from Technical Experts Messaging on Financial Support (DFA) Emergency Management Structure Support role to Province Impact/Involvement of Federal Government Technical Information/Expertise
Provincial
Federal
4-4
4.6. Message Timeline and Flow
In order to maintain public confidence, it is imperative that all stakeholders communicate to ensure consistent messaging and release only information that is relevant to their organization and response level. The following chart provides a sample of planning tasks and messaging that could be released by the different levels of government following an event that occurs at the local level.
Federal Government
Information gathering/ validation/exchange, support to province...
Contact
Impact to federal departments/ agencies, federal response undertaken, support to province
Provincial Government Legend: Planning tasks Public message types Local Authority
Information gathering/ validation/exchange, support to local level...
Contact
Impact to provincial services, support to local authorities, activation of provincial response services/systems
Capacity building, information gathering/ validation/exchange...
Specific public safety/response information, impact to local departments/agencies, public confidence messages
Event Occurs (Time)
All levels of government should gathering information prior to public release, including making contact with other applicable levels of government.
4-5
4.7. Joint Information Centre
The following information about Joint Information Centers (JIC) is intended to provide a brief overview of their functions and uses. Note that, currently, the concept of a JIC is still in formation in BC, and will require time and resources to develop into a working model. JICs have been used in emergency situations throughout the world, sometimes under other names such as HIC (Humanitarian Information Centre, a function generally run by the United Nations in overseas disasters), as well as locally such as teleconferencing to bring together necessary Information representatives.
A Joint Information Centre (JIC) is a function where Information Officers or their representatives can share and exchange critical emergency information, participate to create standardized emergency messaging, discuss concerns regarding discrepancies or gaps in emergency information, and participate in centralized media briefings as required or appropriate. The JIC can function either as a physical location - central to the needs of all participants - or can be run 'virtually', through such means as teleconferencing, internet and other data-exchange means. The actual method of operating a JIC - physical or virtual - will be determined in each emergency situation based on the available resources (i.e., physical location, overall 'sponsor' or administrator for the function), and the needs, practicality and accessibility to participants. In some circumstances, multiple JICs may be required (i.e., for complex incidents spanning a wide geographic area or multiple jurisdictions). The advantage of a JIC is that it ensures participants have the most current and accurate information about the overall event and any specific incidents, from the multiple perspectives of the various participants. For this reason, the primary objective of a JIC is the coordination of information, following a cooperative model, rather than the 'command and control' of information; ultimate authority to release or manage information ultimately comes back to the individual responsibilities of the various participating agencies. Participants in a JIC are determined by the emergency situation. Generally speaking, all impacted jurisdictions, agencies, private sector and nongovernmental organizations (NGO's) should participate, even though the focus of their emergency information may vary. For example, Local Authorities and Provincial Government representation might both focus their information on the activities of their respective levels of government, but ensure that any information that overlaps is consistent and synchronized; a utility company or an NGO would provide information on their activities and again synchronize with the other participants, including government. The JIC is generally chaired by a representative of the administrating or sponsoring agency. The schedule of briefings for JIC participants would be determined by the Chair (i.e., daily, twice daily). If the JIC is physically located, media briefings may be organized to coordinate with the timing of JIC participant briefings (i.e., 1 hour after a JIC briefing, a media briefing may be held nearby where each agency can participate). 4-6
5. Methods of Communication
In addition to media relations and management, the Information Officer is responsible for the provision of public information, internal communication and the information exchange with relevant external organizations. This Section provides information on various methods that may be appropriate to maintain effective communication during an emergency event. The Information Officer must assess each individual situation and determine which approaches would be most suitable in meeting the needs of the event. It is also important to remember that communication should be a two-way process. The opportunity to collect information from the media, public and internal and external stakeholders should always be considered when selecting communication methods. Prior to utilizing any of these methods of communication, it is important to first identify your purpose for communicating and the audiences you will be communicating with. For example, with the public you may decide that there are different messages necessary for those evacuated, those receiving the evacuees and the general community. After determining the purpose and audiences, draft up your key messages and secondary messages. To assist with this message development, a Message Development Worksheet is provided in Section 2.3, which outlines a five-step process.
5.1. Media Relations and Management
Major emergencies and disasters will attract media interest. Information Officers must recognize that the media can be a resource, especially when information needs to get to the public in a timely manner. They are experts at reaching the public and the safety official needs to accept, plan for and manage their involvement. The media is made up of reporters, personalities and production crews whose goal is to entertain, inform and educate their target markets. There are four general types of media, which include television, print/press, radio and the Internet. 5.1.1. Media/News Releases If it is important enough to say, it is important enough to put in down on paper. The media/news releases should be written like an article with an account of the situation in one or two pages. It should tell who, what, where, when, why, and how in the first paragraph. All media/news release must follow the organization‘s standard format. REFER to the Appendix G for a Standard News Release Template and sample News Releases.
5-1
News releases may be distributed by various forms including, fax, email, face-to-face, Internet and commercial press services. In case more than one release goes out each day, always place the time and a sequence number on all releases. REFER to the Local and Regional Media Contact List provided in Appendix E for media distribution information. Depending upon your target audience, it may also be important to include ethnic and/or multi-lingual media outlets in order to get your message to the appropriate audiences. 5.1.2. Media Advisories Media Advisories are used to announce an upcoming event so that the media can easily assess the event and decide on coverage. The advisory should include the same who, what, when, where, why, and how as the release, but not exceed one page in length. REFER to the Local and Regional Media Contact List provided in Appendix E for media distribution information. Websites and voice mail recordings are also good methods to provide advisory and key message information to the media. 5.1.3. News Conference/Media Briefings Regular or ideally daily conferences or briefings held with community leaders and/or experts related to the event will provide the media with much needed copy and footage. News Conferences are generally considered more formal in nature with advanced notice and media kits being prepared. Media Briefings and opportunities are usually less formal in nature and may be held in a meeting room or out in the field. Regardless of the format, always remember to coordinate the time of the conference/briefing with the deadlines of the media outlets attending. REFER to News Conference/Media Briefing Planning Checklist found in Section 2.7, for further information. Depending upon the location, additional equipment may be required to set-up for a news conference. This could include staging, sound systems, lights, backdrops and podiums. As necessary, equipment is available from the following suppliers: [Identify the suppliers that have been identified to provide news conference equipment.] 5.1.4. Media Centre As needed, a Media Centre should be established to provide media with a functional working space and an easy access to news releases, fact sheets, media kits, spokespeople and other media material. The centre
5-2
should be set-up near the event or Emergency Operations Centre, but not close enough to interfere with response activities. The services provided at the media centre can vary depending upon the scope of the event, but it may include workstations for media, briefing/news conference area, internet, telephone and fax services. Refreshment services such as food and coffee may also need to be made available. The following locations have been identified as potential media centers in the local authority: Primary Media Centre: [insert location details here] Alternate Media Centre: [insert location details here] 5.1.5. Media Monitoring Set up a team or contract with a service whose function is to monitor and analyze all media types on a 24x7 basis. When a story or rumour appears whose content is not accurate or favourable to your cause, you will now have an effective apparatus to react with quickly and be in a position to neutralize the negative content. In some cases - try to obtain wire service copy before it is transmitted - many an error has been stopped in its track by assisting and working closely with the media to help them keep their facts straight and accurate. The following media monitoring services may be utilized when required: [insert names, contact information and service descriptions for existing media monitoring companies/services] 5.1.6. Media Pool Coverage Preventing the media from obtaining coverage of an event can create significant problems. One strategy is to provide this coverage in a controlled manner through a media pool which allows a limited number of select media outlets to cover the event from a designated location or locations. Suggestions for membership in the pool should come from the media covering the event and usually includes at least one representative from each medium.
5.2. Public Information
Communication with the public can be a critical element in response and recovery. Establishing and maintaining effective communication channels is critical to a successful response. During a crisis period everyone wants information immediately. It is vital to plan mechanisms to foster communication in ways that people can ask questions as well as receive information. Consider the following tools to effectively establish and maintain meaningful emergency communication with the public:
5-3
5.2.1. Alerting Systems [Local authorities may be utilizing or have access to various public alerting system including sirens, phone, internet or radio-based alerting systems. A description of the systems and the procedures for use, including a list of those authorized to activate them, should be included here.] 5.2.2. Call Centre If the public call volume is exceeding or expected to exceed regular reception/switchboard handling capabilities, a call centre or expanded call handling capabilities should be established. The following phone number has been pre-designated for emergency information line/call centre use ONLY: Call Centre Phone Number: [insert number here] Note: During non-emergency times this number is [directed to the main switchboard.] [Provide specific details on the location, configuration and, technical support required to fully activate the call centre.] Important considerations: Be prepared to redirect callers from neighbouring jurisdictions or callers requesting information that is the responsibility of other organizations Call takers/operators with multiple languages should be available Common and consistent, scripts/information sheets and FAQ‘s must always be used by call takers As a tool in rumour control and FAQ development, call takers should be making a note of all public question types
5.2.3. Internet/Website The local authority‘s website can be a great tool in providing information to the public, either directly or through the media. In order for this to be effective, the information must always remain current and relevant. A prominent link must be created on the main website page (not buried several pages down) and updates must be posted daily or hourly with event/disaster-specific information. Activation can be supported through the EOC Logistics Section and the local authority‘s webmaster. Webmaster: [Insert name/number of person responsible for updating website information.] Emergency Template Web Pages or ―dark pages‖. Pre-designed, scripted and authorized web pages that reside on a server behind the live site. During an emergency, these pages can be quickly loaded onto the live site to provide valuable information to the public and media without delay. 5-4
[Create sample generic web pages that can updated with specific information that then taken live when needed. Identify details on these pages here. ] 5.2.4. Meetings/Public Forums/Town Hall Meetings (Face-to-Face) A public meeting will allow the community to express concerns, ask questions, share comments and the local authority to provide event specific information. A clear purpose, agenda and process for the meeting should be outlined and communicated in advance to all. Depending on the public atmosphere, large meetings can intensify conflicts rather than resolve controversies if not handled properly. If this might be an issue, consider smaller group meetings to better focus and manage the process. Meetings may also be held with selected members of the public (i.e., evacuees). Regular/daily meetings of this nature may go a long way in addressing issues early before they could become major problems. During large events, these types of information meetings could be held at an ESS Reception Centre or other location where those impacted by the event may already be gathering. Public Meeting Locations: [List potential meeting locations, including details about capacity, amenities, rates, contacts…] 5.2.5. Translation Services To ensure crucial information reaches all segments of the community, information may need to be provided in various languages. Language and translation services to support the Emergency Call Centre, and assistance with the translation of public information should be pre-identified in the plan. These services may be provided by: Emergency Social Services Volunteers Employees Telecommunication providers of language line services Community Organizations (e.g. SUCCESS Multicultural Services, MOSAIC) Multilingual media outlets
[List translation resources, including contact information and the type of services provided and language capacity…] 5.2.6. Flyers/Newsletters A printed document provides the public with a source of information that can be kept and referred to at a later date. It can contain a brief summarization of current or proposed activities, explain the role of the local authority, announce new findings, provide precautionary information, and outline other information relevant to the response or recovery. 5-5
Commercial Printers: [Identify commercial printing companies including contact information and capabilities.] Methods of Distribution: [Outline the various local means/processes for distribution of printed materials.]
5.3. Internal Communication
Keeping employees, volunteers and other internal stakeholders informed about the emergency event is an important part of the overall communications plan. There are many formal and informal channels where information is exchanged between response workers, regular employee and the public or other external partners. Many of the methods used to inform the public can also be used within an organization to advise employees or volunteers. The following methods should also be considered: 5.3.1. FAQs/Fact Sheets Frequently Asked Questions (FAQs) and/or facts sheets should be maintained throughout the event and distributed to key internal stakeholders such as operators, call takers and frontline personnel. An appropriate version of these documents should also be made available to all employees and volunteers even if they are not directly involved in the response or recovery efforts. These documents can also aid in orienting new response workers. 5.3.2. Intranet The local authority‘s intranet should be utilized to provide response and recovery information to employees. The posted information must be easily accessible and kept current in order for it to be utilized effectively. [Identify the procedures for posting information on the local authority’s intranet site.] 5.3.3. Employee Information Line Following events that disrupt regular business of the local authority and/or for larger and regional emergencies, an employee information line should be activated. This unlisted phone line can provide employees with current event information, precautions, employee expectations, response directions and update on the business functions of the organization. The phone line can be staffed or provide a prerecorded message. When leaving a pre-recorded message always start off with ―This is update number…‖, so that employees can tell if the message has changed without having to listen to the full information. Employee Information Line: [Insert pre-designated phone number.] [Outline procedures for phone line activation and recorded message maintenance, if equipped.] 5-6
5.3.4. Email and Text Messaging With so many personnel having cell phones/personal digital assistants (PDAs) and personal/home access to email, the use of email and/or text messaging can be an effective tool to communicate with internal stakeholders. [Identify any specific software, electronic mailing lists and/or processes for distributing text messages.]
5.4. External Communication
There are many external people or organizations with a special connection to the local authority and the response efforts. Some of these groups will vary depending upon the specific nature of the event, but there are some core stakeholders that will remain constant. 5.4.1. Government and Non-Government Agencies In addition to the legislated responsibilities to communicate with the provincial government and some of their agencies, the local authority should also maintain a solid working relationship with associated jurisdiction and key response and recovery agencies and organizations. When these agencies have a response or supporting role in the emergency, communication protocols should be established with the EOC Operations Section or Liaison Officer as per the standard protocols established in the community‘s Emergency Plan. 5.4.2. Other Stakeholders Many non-response external stakeholders may be interested in how the emergency event will impact them. Remember that an emergency event may be an opportunity to strengthen relationships with these stakeholders as they see the local authority in action. These stakeholders may be relying on messaging coming from the EOC Information Officer. Many of the methods described earlier can be used to communicate with these groups, but it is important to adjust the key messages as necessary to meet the information needs of these groups.
5-7
6. Hazard Specific Information
6.1. Frequently Asked Question Sheets
FAQ - Emergency Management (General) FAQ - Declaration of State of Local Emergency
NOTE: This FAQ section will need to be expanded to meet the specific needs (hazard and risks) of the local authority and community. The following FAQ’s are provided as samples. 6.1.1 FAQ – Emergency Management (General) 1. When is a local authority responsible for emergency response and recovery?
A local authority is at all times responsible for the direction and control of the local authority‘s emergency response and recovery, except: if local emergency plans conflicts with provincial plans; if ordered by the Province to stop using any/all of the powers obtained through a state of local emergency or when a provincial state of emergency is declared for areas within the jurisdiction of the local authority. Reference: Emergency Program Act [Sections: 6(1), 8(2), 13(2), 14(3)]
2. What is the Provincial Emergency Program’s (EMBC/PEP) role in emergency management?
EMBC/PEP is responsible for the design, development and readiness status of the provincial emergency management structure and is committed to supporting local authorities in their efforts to minimize human suffering and property loss caused by emergencies and disasters. In order to have an immediate activation capability, EMBC/PEP has established six Provincial Regional Emergency Operations Centres (PREOCs), which are the primary line for coordinating provincial regional support during a major event.
3. Is a local authority legally required to maintain and exercise an emergency plan?
YES - A local authority must prepare emergency plans respecting preparation for, response to, and recovery from emergencies and disasters. A local authority must also establish and maintain a program of exercises and training for all staff assigned responsibilities within the Plan. Reference: Emergency Program Act [Sec. 6(2)], Local Authority Emergency Management Regulation [Sec. 2(3)]
4. What is the one power/duty, under the Emergency Program Act, that elected officials within a local authority may NOT delegate? 6-1
The power to declare a state of local emergency may not be delegated. All other powers and duties may be delegated to the emergency management organization, committee, subcommittees or an appointed Emergency Program Coordinator. Reference: Emergency Program Act [Sec. 6(4)]
5. Why would a local authority declare a state of local emergency?
The mandatory evacuation of people, livestock or access to private property where public safety is the issue are the most frequently cited reasons to declare a state of local emergency. There are also other extraordinary powers that can be obtained through the declaration process to support communities in effectively responding to the event. Reference: Guidelines for Declaring State of Local Emergency, EMBC/PEP
6. Do you need legal authority to require people to evacuation their homes or businesses?
YES. This authority can be obtained through a variety of legislation. Local authorities can require people to evacuate through a Declaration of a State of Local Emergency under the Emergency Program Act. Local authorities can also use enact mandatory evacuation through the Fire Services Act and the Office of the Fire Commissioner and the Police Act. Reference: Guidelines for Declaring State of Local Emergency, EMBC/PEP
7. What is the difference between an evacuation alert and an evacuation order?
An evacuation ―alert‖ is used to advise the affected population of an impending danger. The evacuation at this stage the movement of handicapped persons, transient population including vacationers, and in some cases, school population, and any voluntary evacuees, should become a priority. An evacuation ―order‖ is a directive to individuals that they are to NOW ordered to leave the area for their own safety. Reference: Operational Guidelines for Evacuation, EMBC/PEP, 2005
8. Who is responsible for creating news releases and making public announcements?
Many agencies and levels of government may have a need to release information to the public during an event. Although there may be a need to have information released in a timely manner, Information Officers from all levels of government must communicate to ensure that clear, consistent and accurate information is being released to the public. The release of inconsistent information can significantly reduce the credibility of all responding agencies and make it more difficult to maintain public trust. It is best for local authorities and other agencies to review news/media releases with the PREOC prior to releasing them to the public.
9. When should a local authority activate their Emergency Operations Centre?
When requested by an Incident Commander or Senior Local Authority Official to provide overall jurisdictional direction and control, coordination and resource support. This could be as a result of a large/widespread event, multiple emergency sites/responding agencies, limited site resources, uncertain conditions, information management issues, state of local emergency, community evacuation… Reference: Emergency Operations Centre – Operational Guidelines, EMBC/PEP, 2002
6-2
10. Who is best suited as Director within your Emergency Operations Centre?
Generally, it is felt that the senior administrator from a local authority should fulfill the role of EOC Director when the EOC is activated. This position requires someone with strong management skills whereas the Operations Section Chief is more suited to someone with specific operational knowledge related to the event.
11. Does a local authority need to declare a state of local emergency in order to be eligible for Financial Assistance from the provincial government?
NO - Although there are other conditions to obtaining financial assistance, a declaration is not one of them. Reference: Financial Assistance – A Guide for Local Authorities and First Nations, EMBC/PEP Guidelines for Declaring State of Local Emergency, EMBC/PEP
12. Does a EMBC/PEP Task Number ensure your organization will be compensated by the Province for response and recovery costs?
NO - A Task Number is a provincial tracking number used to manage information about an event. Local authorities should request a Task Number from EMBC/PEP when engaged in an emergency. In the event that the Province provides financial assistance, this number must be quoted on all eligible expenditures. Reference: Financial Assistance – A Guide for Local Authorities and First Nations, EMBC/PEP
6.1.2. FAQ - Declaration of State of Local Emergency Reference: Guidelines for Declaring State of Local Emergency, EMBC/PEP 1. Who can declare a state of local emergency?
A local authority, as designated by the Emergency Program Act, which has primary responsibility for response to an emergency or disaster. The Province acts in support of and at the request of the local authority when the need for response exceeds the capabilities of the local government. In an area where there is no local authority the Province is responsible for the response. A regional district may declare for designated electoral areas within its jurisdiction, but NOT for individual local authorities within that regional district. A local authority‘s declaration is applicable ONLY to a geographic area within that local authority‘s jurisdiction.
2. Why would a local authority declare a state of local emergency?
Section 12 of the Emergency Program Act allows the local authority to declare a state of local emergency if extraordinary powers are required to respond effectively to an emergency or disaster. Evacuation of people and livestock, or access to private property where public safety is the issue, are the most frequently cited reasons to declare a state of local emergency.
3. Does a Declaration of a State of Local Emergency override provincial or federal acts or regulations?
NO. A Declaration of a State of Local Emergency only provides the authority to override local bylaws, but not provincial or federal legislation. In an emergency where provincial regulation must be overridden in order to save lives, the provincial government would
6-3
have to declare a provincial state of emergency and delegate the authority to the local government.
4. When is a declaration of a state of local emergency NOT required?
A declaration is not needed to implement part or all of a local emergency response plan; to gain liability protection under the Emergency Program Act; and to qualify for disaster financial assistance under the Emergency Program Act.
5. How would a local authority declare a state of local emergency?
Declarations can be made in two ways: the mayor or regional chair may declare a state of local emergency by a written order; or the municipal council or the regional district board may pass a bylaw or resolution declaring a state of local emergency.
6. Are local authorities required to fax a copy of the declaration, along with related documents, to EMBC/PEP?
A local authority must forward a signed copy of the declaration, a map designating the geographic boundaries, a copy of any publication notice and a copy of any Delegation Order which designates persons or agencies who can apply the extraordinary powers to EMBC/PEP.
7. How can the public notice or cancellation be accomplished?
The details of the notice or cancellation of the emergency declaration are published by means of a communication likely to make the contents known to the majority of the population of the affected area (usually local media).
8. What are the limitations of a state of local emergency?
A local declaration is limited geographically to the jurisdiction of the declaring local authority and the powers required.
9. When is a local declaration cancelled?
A Declaration of a State of Local Emergency is cancelled when: it expires after each seven day period unless extended by the approval of the Solicitor General; the Solicitor General cancels it; it is superseded by a provincial state of emergency; or it is cancelled at any time by bylaw, resolution or order.
10. How can a local declaration be extended?
A request for an extension will be forwarded to the director of EMBC/PEP at least three days prior to the expiration of the original declaration. The director of EMBC/PEP will present the request to the Solicitor General for approval.
11. How does a local authority use the emergency/extraordinary powers?
A local authority may authorize selected persons/agencies to use the extraordinary powers assumed under a declared state of local emergency. Such authorized use of extraordinary power, together with such terms, conditions or limitations as the local authority may impose, must be defined following a Declaration of a State of Local Emergency. Although such authorization and limitations must be documented, they are not part of the declaration itself. The local authority is responsible for the exercise of the extraordinary powers by any person or agency acting on behalf of the declaring authority.
6-4
12. Why should local authorities consult with EMBC/PEP staff prior to a declaration?
Consultation with a EMBC/PEP regional manager or EMBC/PEP management prior to initiating a declaration is advisable to confirm that the nature and extent of the required extraordinary powers in the declaration will meet the requirements intended.
13. Will EMBC/PEP staff consult with local authorities prior to the Declaration of a Provincial State of Emergency?
When possible, EMBC/PEP will consult with local authorities prior to declaring a provincial state of emergency to confirm the nature and extent of extraordinary powers that the Province will assume.
14. Under a provincial state of emergency, how will the Province delegate authority to local authorities and other agencies?
The Province will delegate its authority, in writing, through the Provincial Regional Emergency Operations Centre (PREOC) to each local authority and agency.
6-5
6.2. Sources of Standard Hazard Messaging
Provincial Emergency Program All-Hazard Emergency Preparedness Workbook & Website http://www.EMBC/PEP.bc.ca/hazard_preparedness/AllHazards_WEB.pdf The All-Hazard workbook provides information and useful guidelines to help you protect your family and property. When a disaster strikes, there won‘t be time to find flashlight batteries or replace missing first aid supplies. It is important to know the dangers that exist in your community and to design your Family Emergency Plan with those hazards in mind. The workbook address Earthquakes, tsunamis, floods, landslides, avalanches, interface fires, severe storms and hazardous material spills, which are some of the dangers that could threaten lives and cause extensive damage in our Province. Public Safety Canada 72 Hours – Preparedness Website www.getprepared.ca PUBLIC SAFETY Canada‘s family preparedness website provides preparedness tips for developing a family emergency plan, organizing an emergency supplies kit and what to do during emergencies. Talking About Disaster: Guide for Standard Messaging http://www.redcross.org/disaster/safety/guide.html The purpose of the Talking about Disaster: Guide for Standard Messages is to assist those who provide disaster safety information to the general public. The information presented is based on historical data for the United States and is appropriate for use in the United States and its territories. Some of the information may not apply to other countries. The guide contains awareness and action messages intended to help people reduce their risk of injury or loss in the event of natural and human-caused disasters. Awareness messages provide general information about the threats presented by each type of disaster. Action messages describe what people should do to prepare for and get safely through a disaster. Also included are statistics and other supporting information that reinforces the credibility and importance of each message.
6-6
6.3. Hazardous Materials Incidents
Find out what types of hazardous materials incidents could occur in your area. Ask your Local Emergency Planning Committee (LEPC) or local emergency manager about the storage and use of hazardous chemicals in your area. AWARENESS MESSAGES Why talk about hazardous materials incidents? From industrial chemicals and toxic waste to household detergents and air fresheners, hazardous materials are part of our everyday lives. Affecting urban, suburban, and rural areas, hazardous materials incidents can range from a chemical spill on a highway to the contamination of groundwater by naturally occurring methane gas. Chemical plants are one source of hazardous materials, but there are many others. Your local service station stores gasoline and diesel fuel, hospitals store a range of radioactive and flammable materials, and there are about 30,000 hazardous materials waste sites in the country. Many communities have a Local Emergency Planning Committee (LEPC) that identifies industrial hazardous materials and keeps the community informed of the potential risks. All companies that have hazardous chemicals must adhere to the reporting requirements of the local government and/or LEPC. The public is encouraged to participate in LEPCs. Contact your local emergency management office to find out if your community has an LEPC and how you can participate. What are hazardous materials? Hazardous materials are substances that, because of their chemical nature, pose a potential risk to life, health, or property if they are released. Hazards can exist during production, storage, transportation, use, or disposal of such substances. How can I protect myself in the event of a hazardous materials incident? The best ways to protect yourself are to be familiar with the potential dangers, know the warning system in your community, and be prepared to evacuate or shelter-in-place. Increased awareness about possible hazardous materials threats in your area will help you remain alert to these threats and contribute to your safety. For example, learning to detect the presence of a hazardous substance, researching response and evacuation plans, and becoming familiar with local warning systems will help you protect yourself and those around you. In addition, you can contribute to the Local Emergency Planning Committee or local emergency management office discussions about hazardous materials issues that directly affect your community. What is the best source of information in the event of a hazardous materials incident? Depending on where you live, sirens, warning signals, and local radio and television stations may be used to alert residents if a hazardous materials incident occurs. However you learn of a hazardous materials incident, listen to a local radio or television station for further emergency information. Local officials are the best source of information in the event of a hazardous materials incident.
6-7
ACTION MESSAGES Be Prepared for a Hazardous Materials Incident. Protect Yourself. CORE ACTION MESSAGES Determine your risk. Prepare members of your household. Be ready to evacuate or shelter-in-place.
For general preparedness, every household should create and practice a Family Disaster Plan and assemble and maintain a Disaster Supplies Kit. In addition, all households should take specific precautions to protect themselves in the event of a hazardous materials incident and plan and practice what to do should one occur. You should: Evaluate the risks to your household using information from your Local Emergency Planning Committee (LEPC) and local emergency management office. Determine how close you are to factories, freeways, or railroads that may produce or transport toxic waste. Remember that some toxic chemicals are odourless. Learn about your community‘s plans for responding to a hazardous materials incident at a plant or other facility, or a transportation incident involving hazardous materials. Talk to your LEPC or emergency management office. Find out from the fire or police department what the hazardous materials warning procedures are for your area. These could include: o Outdoor warning sirens or horns o Information provided on radio and television o ―All-Call‖ telephoning—an automated system for sending recorded messages by telephone o News media—radio, television and cable o Residential route alerting—messages announced to neighbourhoods from vehicles equipped with public address systems Choose and prepare your shelter-in-place room. Be ready to evacuate or shelter-in-place. Take your pets with you if you evacuate and keep them with you if you are sheltering in place. What to Do During a Hazardous Materials Incident CORE ACTION MESSAGES Avoid the incident site. Evacuate or find shelter. During a hazardous materials incident: If you witness (or smell) a hazardous materials release, call 9-1-1 or your local emergency number, or the fire department as soon as safely possible. If you hear a warning signal, listen to a local radio or television station for further information. Follow instructions carefully. Stay away from the incident site to minimize the risk of contamination.
6-8
If you are caught outside during an incident, try to stay upstream, uphill, and upwind. Remember that gases and mists are generally heavier than air and hazardous materials can quickly be transported by water and wind. In general, try to go at least one half mile (10 city blocks) from the danger area; for many incidents you will need to go much farther. If you are in a motor vehicle, stop and find shelter in a permanent building if possible. If you must remain in your car, keep the car windows and vents closed and shut off the air conditioner and heater. If asked to evacuate your home, do so immediately. Take your animals with you, but do not endanger yourself to do so. If authorities indicate there is enough time, close all windows, shut vents, and turn off attic, heating, and air conditioning fans to minimize contamination.
Note: Be aware that, if there is a hazardous materials incident while your children are at school, you probably will not be permitted to pick them up. Schools and other public buildings may institute procedures to shelter-in-place. Even if you go to the school, the doors will probably be locked to keep your children safe. Follow the directions of your local emergency officials. If you are told to stay indoors (shelter-in-place) rather than evacuate: Follow all instructions given by emergency authorities Get household members and pets inside as quickly as possible Close and lock all exterior doors and windows. Close vents, fireplace dampers, and as many interior doors as possible Turn off air conditioners and ventilation systems. In large buildings, building superintendents should set all ventilation systems to 100 percent recirculation so that no outside air is drawn into the building. If this is not possible, ventilation systems should be turned off Go into the pre-selected shelter room (an above-ground room with the fewest openings to the outside). Ten square feet of floor space per person will provide sufficient air to prevent carbon dioxide buildup for up to five hours Take a battery-powered radio, water, sanitary supplies, a flashlight, and the shelter kit containing pre-cut plastic sheeting, duct tape, scissors, and modeling clay or other materials to stuff into cracks. Take your Disaster Supplies Kit Close doors and windows in the room and seal the room using the pre-cut plastic sheeting, duct tape, and modeling clay or other material: o Tape around the sides, bottom, and top of the door o Cover each window and vent in the room with a single piece of plastic sheeting, taping all around the edges of the sheeting to provide a continuous seal o If there are any cracks or holes in the room, such as those around pipes entering a bathroom, fill them with modeling clay or other similar material If authorities warn of the possibility of an outdoor explosion, close all drapes, curtains, and shades in the room. Stay away from windows to prevent injury from breaking glass. Remain in the room, listening to a local radio or television station until you hear that authorities advise you to leave your shelter. When authorities advise people in your area to leave their shelters, open all doors and windows and turn on the air conditioning and ventilation systems. These measures will flush out any chemicals that infiltrated the building. Avoid contact with spilled liquids, airborne mists and powders, and condensed solid chemical deposits. Keep your body fully covered to provide some protection. Wear gloves, socks, shoes, pants, and long-sleeved shirt. Prevent your animals from contacting any of
6-9
these substances. Most animals will groom themselves by licking, and may ingest toxins more readily this way. Do not eat food or drink water that may have been contaminated. Be prepared to turn off the main water intake valve in case authorities advise you to do so.
What to Do After a Hazardous Materials Incident CORE ACTION MESSAGES Stay away until officials say it is safe to return. Use proper decontamination procedures.
6-10
After a hazardous materials incident: Do not return home until local authorities say it is safe. Upon returning home, open windows and vents and turn on fans to provide ventilation. Be aware that a person or item that has been exposed to a hazardous chemical may be contaminated and could contaminate other people or items. If you or your animals have come in contact with or have been exposed to hazardous chemicals, you should: o Follow decontamination instructions from local authorities. (Depending on the chemical, you may be advised to take a thorough shower, or you may be advised to stay away from water and follow another procedure.) Get medical treatment for unusual symptoms as soon as possible o If medical help is not immediately available and you think you might be contaminated, remove all of your clothing and shower thoroughly (unless local authorities advise you to do otherwise). Change into fresh, loose clothing and get medical help as soon as possible o Place exposed clothing and shoes in tightly sealed containers, for example, plastic bags with twist-ties. Do not allow them to contact other materials. Call local authorities to find out about proper disposal o Advise everyone who comes in contact with you that you may have been exposed to a toxic substance Find out from local authorities how to clean up your land and property. Report any lingering vapours or other hazards to your local emergency services office.
From: Talking About Disaster: Guide for Standard Messages. Produced by the National Disaster Education Coalition (NDEC), Washington, D.C., 2004. www.disastereducation.org
6-11
7. Appendices
A. B. C. D. E. F. G. Glossary of Emergency Management Terms/Acronyms Glossary of Media Terms Plan Amendment Request Information Officers Contact List Local and Regional Media Contact List Information Officer Function - Equipment Checklist News Release and Public Information Sheet Templates General News Release Template Evacuation News Release Template H. Forms and Worksheets Media Enquiry Tracking Sheet –Expanded Format
7-1
Appendix A - Glossary of Emergency Management Terms/Acronyms
BCERMS – British Columbia Emergency Response Management System The British Columbia Response Management System is a comprehensive management structure scheme that ensures a coordinated and organized provincial response and recovery to any and all emergency incidents. The broad spectrum of components of BCERMS includes operations and control management, qualifications, technology, training and publications. The Central Coordination Group Provides overall direction to all provincial agencies and resources supporting or assisting with the emergency situation. The Community Emergency Program Review is a web tool for community use to see how prepared the community is for emergencies. The mission of the Canadian Forces and the Department of National Defense is to defend Canada, its interests and its values, while contributing to international peace and security. EMBC/PEP is the direct link to requesting CF emergency assistance for the Province. A financial assistance program to help disaster victims resort or replace essential items that are not insurable. The mission of the Department of National Defense is to defend Canada, its interests and its values, while contributing to international peace and security. EMBC/PEP is the direct link to requesting DND emergency assistance for the Province. An operations centre established and operated by a department of a jurisdiction or agency to coordinate their emergency response efforts. Structure and function is similar to EOC. The Emergency Coordination Centre at the Provincial Emergency Program headquarters receives and disseminates information from multiple sources regarding emergency situations. The 24-hour Emergency Coordination Centre also serves as the ―incident message centre‖ for the Provincial Emergency Coordination Centre. A pre-designated facility established by a local authority, jurisdiction or agency to coordinate the site response and support in an emergency. The Emergency Preparedness for Industry and Commerce Council is a nonprofit government endorsed society supported by and for the benefit of business and institutions throughout British Columbia, to influence and help businesses prepare for emergencies and disasters.
CCG – Central Coordination Group CEPR – Community Emergency Program Review CF – Canadian Forces
DFA – Disaster Financial Assistance DND – Department of National Defense
DOC – Department Operations Centre ECC – Emergency Coordination Centre
EOC – Emergency Operation Centre EPICC – Emergency Preparedness for Industry and Commerce Council
7-1
EPC – Emergency Program Coordinator ESS – Emergency Social Services
Responsible for the management/coordination of emergency preparedness, response, and recovery activities on behalf of the local authority. Emergency Social Services are those services that are provided short term (generally 72 hours) to preserve the emotional and physical well-being of evacuees and response workers in emergency situations. An Emergency Social Services Director is a person appointed by the local authority, responsible for the management and coordination of the local ESS Program. The US Government organization responsible for preparing for, preventing, responding to, and recovering from disasters. Operated by Public Safety Canada out of their National headquarters in Ottawa, the Government Operations Centre operates 24/7 and coordinates/initiates decision-making across various federal departments. The hazard, risk and vulnerability analysis is one part of the tool kit prepared by EMBC/PEP for communities to use in their emergency planning to identify the hazard and the risk it poses to the community. A standardized at-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. BC‘s emergency management structure is based on this system. The Inter-Agency Emergency Preparedness Council, which is made up of applicable provincial ministries, government corporations and other government agencies, facilitates the coordination of plans and procedures, recommends preparedness, response and recovery measures and ensures plans and procedures are consistent with those of other ministries and the overall government strategy. INAC has primary, but not exclusive, responsibility for meeting the federal government‘s constitutional, treaty, political and legal responsibilities to First Nations, Inuit and Northerners. A partnership between Local Governments in the Lower Mainland and the Province of British Columbia, which works towards addressing emergency management issues of a regional nature within the Lower Mainland of British Columbia. A federal cost-sharing program with the Province and local authorities that encourages the provinces and territories to undertake emergency preparedness projects that support national priorities.
ESSD – Emergency Social Services Director FEMA – Federal Emergency Management Agency GOC – Government Operations Centre
HRVA – Hazard, Risk and Vulnerability Analysis
ICS – Incident Command System
IEPC – Interagency Emergency Preparedness Council
INAC – Indian and Northern Affairs Canada JELC Joint Emergency Liaison Committee
JEPP – Joint Emergency Preparedness Program
7-2
JIBC/EMD – Justice Institute of BC/Emergency Management Division
The Emergency Management Division of the Justice Institute of BC is a post-secondary institution that develops and delivers Emergency Management, Emergency Social Services and Search and Rescue training for the Provincial Emergency Program and other clients. An Operations Centre established and operated by a ministry to coordinate their emergency response efforts. Structure and function is similar to PREOC. Mobile Support Teams are a provincial regional ESS resource, which if requested by a local authority, can be deployed to provide on-site training, consultation and support to any community not able to mobilize a sufficient number of trained ESS volunteers during an evacuation. The Public Affairs Bureau ensures that information about government programs and services is accessible to British Columbians. The bureau also has the responsibility for leading and coordinating communications with internal and external stakeholders. The Provincial Emergency Program is part of the Ministry of Public Safety and Solicitor General and is mandated to coordinate the Province‘s integrated emergency responses and assistance to communities in an emergency. An Emergency Operation Centre established and operated at the provincial central coordination level to direct and coordinate the provincial government‘s overall emergency or disaster response and recovery efforts. Located at the Provincial Emergency Program (EMBC/PEP) headquarters in Victoria. Public Information Officer is a title used for a person, typically in government, who compiles and disseminates public information, usually through the media. Within an EOC structure, this person is usually referred to as the Information Officer. An Emergency Operations Centre established and operated at the regional level by provincial agencies to coordinate provincial emergency response efforts.
MOC – Ministry Operations Centre MST – Mobile Support Team
PAB – Public Affairs Bureau
EMBC/PEP – Emergency Management BC/Provincial Emergency Program PECC – Provincial Emergency Coordination Centre
PIO – Public Information Officer
PREOC – Provincial Regional Emergency Operations Centre
Public Safety Canada
As Canada‘s lead department in public safety, Public Safety Canada works with six agencies (Royal Canadian Mounted Police, Canadian Security Intelligence Service, Canada Border Service Agency, Correctional Service Canada, National Parole Board, Canada Firearms Centre. They are united in a single portfolio and report to the same Minister. The result is better integration among federal organizations dealing with national security, emergency management, law enforcement, corrections, crime prevention and borders.
7-3
TEAMS – Temporary Emergency Assignment Management System
A pool of provincial employees, managed by the Provincial Emergency Program, from across government who have training and experience managing emergency operations and communications during disasters. As part of an integrated response model, TEAMS can support government at all levels during major emergencies or disasters.
7-4
Appendix B - Glossary of Media Terms
Assignment Desk Backgrounder At broadcast bureaus and stations, the staff responsible for dispatching camera crews and reporters to cover news events. Embellishment of an announcement to a news release that gives background information to further encourage coverage. Usually longer and more general in content. Could be written in point-form/factual manner or in descriptive/narrative way. A print media term for a headline for a story of unusual importance, stretching the entire width of the page. One page synopsis or biography detailing the history, development and philosophy of a person or group. Used by media as reference material. Name of writer/reporter, usually printed at beginning of story. Brochures, pamphlets or other resource tools that can be used to attract positive response. Written material that is read over the air. The caption to a picture or other graphic element of a story. People always identified from left to right. A line at the beginning of a printed news story or news release giving the place and date of the story's origin. An expression of opinion by print editorial staff/columnists OR all coverage obtained by all forms of media on a subject matter. A one page sheet that covers the five ―w‘s‖ and how of an event and/or provides a detailed overview that provides readily available information at a glance. A longer, more probing article or story (as opposed to an ―objective‖ news item or account). Magazines and newspapers may have a features department or desk. To send a program or signal. For instance, feeding a program from one station via satellite to other stations. A selection or sections of film already shot. The focus that a media story takes. The publicist and media may not always have the same hook for each story. First paragraph or sentence of a news story that is used to capture attention. Reporters, personalities and production crews whose goal is to entertain, inform and educate the target markets. Four types, television, print/press, radio and internet.
Banner Bio
Byline Collateral Materials Copy Cutline Dateline Editorial Fact Sheet
Feature
Feed Footage Hook Lead Media
7-5
Media Advisory
An announcement to media that may not be necessary to editorial content, but contains elements significant to the story (i.e., announcement of a news release). An information package that includes relevant materials that the media will need to develop a story. See News Release. TV equipment used outside the studio. A device, connected to the main microphone at a news event, which individual broadcast journalists or crews can patch into, eliminating the need for a forest of mikes at the podium. Each mult unit usually handles 12-24 separate lines. See Assignment Desk. A planned gathering of media representing all mediums, with announcements made by the client. Media kits are usually handed out. A one-page story, written by a media relations specialist, which contains information about an event. Presenting your information to the media in a way that encourages editorial coverage by making it relevant, topical and newsworthy. A camera crew and reporter(s) assigned to cover a story or event on behalf of all media and to share materials with them. Often used when tight space and security are considerations or when it is unlikely that any "news" will be made. See News Conference. A broadcast coming from outside the studio. A feed from one point of origination to various downlink sites. An impromptu gathering of media around a spokesperson, where questions are asked by media and answers provided by the spokesperson. A ―quotable quote‖ spoken by a person, which appears in media coverage. Strong sound bites are about 10 seconds in length. Lying, deception, distortion or twisting of facts to create a message with an appearance of truth. A commentary or report by a TV correspondent seen on camera, usually at the scene of the action. Used to open, close, or bridge the elements of a report. The television equivalent of a news release. A news bureau that reporters file stories with, which are distributed via wire copy to media throughout a specified region (i.e., BN, AP, CP, Reuters…)
Media Kit Media Release Mobile Unit Mult, Mult Box or Multiplexer
News Desk News Conference
News Release Pitch
Pool
Press Conference Remote Satellite Tour Scrum
Sound Bite Spin Stand Up
VNR (Video News Release)
Wire Service
7-6
Appendix C - Plan Amendment Request
Procedure: Utilize the form below to submit any changes, corrections or additional to the Plan administrator. Revisions and updates to this document will be made when necessary.
To: From: Date: Subject: Plan Section: Page Number
Please revise the Response Plan as follows:
Reasons for revisions:
Signature: Approved by:
7-7
Appendix D - Information Officers Contact List
Information Officer/Communications Team: Name Position/Areas of Expertise Email Cellular Work Home
Internal Contacts: Name Position Email Cellular Work Home
External Contacts: Name Agency Email Cellular Work Fax
7-9
Appendix E - Local and Regional Media Contact List
Media Outlet Type Contact Email Fax Telephone
* Preferred method of contact 7-11
Appendix F - Information Officer Function – Equipment Checklist
Supplies/Equipment Computers with printer access LAN and Internet access Fax machine (pre programmed for broadcast fax releases) TV/VCR/DVD and cable connection Tape Recorder (batteries and extra tapes) AM/FM Radio and recording capabilities Several tables/desks and chairs Digital camera Telephones Cellular phones with chargers Photocopier access Office supplies including pens/markers, highlighters, tape, white paper, notebooks, coloured paper, poster board, file folders, sticky notes, stapler, paper clips, hole punch, in/out baskets, presentation folders/media kit supplies… Whiteboard, bulletin board message board Name tags Phone books, directories, contact lists… Templates, logos, samples, forms (electronic copies) of resource materials Templates, logos, samples, forms (paper/hard copies) of resource materials Podium, lighting, microphone, flags (news conference supplies) Information Communicator's Response Plan Location How to Obtain
7-13
Appendix G - News Release and Public Information Sheet Templates
General News Release Template Evacuation News Release Template
[Insert additional relevant releases and information sheets]
7-15
General News Release Template [organization logo/name] [organization‘s address] [city, province, postal code] [phone, fax, website]
FOR IMMEDIATE RELEASE
[Insert release date.] [HEADLINE – Insert your primary message to the public.] [Dateline - your location capitalized] – [Describe the current situation in two or three sentences.] [Insert a quote from an official spokesperson demonstrating leadership and concern for those impacted.] [Identify actions being taken.] [List actions that will be taken.] [List information on possible reactions of the public and ways citizens can help.] [Insert a quote from an official spokesperson providing reassurance.] [Provide reference/contact information/website address so that the public can access more information.]
- more [Insert “more” on bottom of first page, if longer than one page.]
- 30 [Provide media contact information.] [Name/Position (Information Officer)] [Telephone/Fax/Email]
7-16
Evacuation News Release Template
[organization logo/name] [organization‘s address] [city, province, postal code] [phone, fax, website]
FOR IMMEDIATE RELEASE
[Insert release date.] An evacuation [alert/order] has been issued for the [local authority name] as a result of the [type of emergency event]. [city/town], BC – A [size/intensity] [incident] [has occurred/is occurring] in [location]. Because of the potential for danger to life and health the [local authority] [has/have] [ordered/recommended] everyone within [number/distance] kilometers of that area to [prepare to evacuate/evacuate/shelter-in-place] [immediately/as soon as possible]. [Insert a quote from an official spokesperson demonstrating leadership and concern for those impacted.] If you are in the following areas, you [must/should] [prepare/leave/shelter-in-place] [immediately/as soon as possible]. The areas involved are as follows: [north/south/east/west] [north/south/east/west] [north/south/east/west] [north/south/east/west] [street/highway/other significant geographical point] [street/highway/other significant geographical point] [street/highway/other significant geographical point] [street/highway/other significant geographical point]
[Identify further response actions being taken, including locations (ESS Reception Centres) where citizens should go once they have or when they evacuated.] [List actions that will be taken to stabilize the situation] Further instructions will be given to those directly impacted. Citizens are to monitor [local] radio for additional information. This message will be repeated. [Provide reference/contact information/website address so that the public can access more information.] - 30 [Provide media contact information.] [Name/Position (Information Officer)] [Telephone/Fax/Email]
7-17
Appendix H - Forms and Worksheets
Media Enquiry Tracking Sheet – Expanded Format [Insert additional relevant forms and worksheets]
Media Enquiry Tracking Sheet – Expanded Format Time of Call: Call Taken by: Callers Name: Contact Information: Phone/Cellular: Fax Email Other: Deadline or Date/Time of Interview: Topic:
(what is story about)
Date of Call:
Media Outlet:
Story Context:
(How is it being framed, who else is being interviewed…)
Specific Questions:
Interview Details:
Anticipated Length: Live In-Person Location:
Taped Phone
Satellite Tour
Action Required: No further action required
Return call expected Other: From:
Action Taken:
Responded based on FAQ‘s Directed to website for details Directed to scheduled media briefing Referred to outside source Interview scheduled/confirmed Other:
Source:
7-20
7-21