HOW TO USE THE AVALANCHE ANNEX
Transcription
HOW TO USE THE AVALANCHE ANNEX
Kenai Peninsula Borough Annex 5 Avalanche HOW TO USE THE AVALANCHE ANNEX While no plan can replace the common sense and good judgment of personnel involved in managing a disaster emergency, this Emergency Operations Plan Annex provides a system to manage the preparation for, response to, and recovery from an avalanche disaster/emergency. In the event that you need to use this volume: STEP ONE Turn to the appropriate section you are seeking information about. STEP TWO Read the information in that section. STEP THREE Refer to other Sections, other Annexes, and the KPB EOP as appropriate for additional information. SECTION 1 AVALANCHE RESPONSE PLAN This section provides an overview of the avalanche response processes and essential information for avalanche recovery operations. SECTION 2 STANDARD OPERATING GUIDELINES This section contains guidelines for use by the EOC IMT in developing courses of action, managing the incident, and coordination with organizations and agencies involved in the response and recovery from the incident. SECTION 3 EOC POSITION CHECKLISTS This section contains the position descriptions and responsibilities for the various IMT positions. It also contains forms and documents that may be used by the IMT during a response to an avalanche. Revised December 2012 1 I. Kenai Peninsula Borough Purpose Annex 5 Avalanche Plan This Avalanche plan provides guidance for the Kenai Peninsula Borough’s response to an avalanche event. It addresses concepts for emergency management actions during the warning, response, and recovery phases. General in application, flexible during response and recovery, it provides the overall structure needed for operational planning and execution. This Annex must be used in conjunction with community and State plans and Standard Operating Guidelines. This annex may be placed into operation whenever a local or borough declared emergency or disaster occurs due to avalanche. This Annex supplements the KPB Emergency Operations Plan (EOP) which provides the overall guidance for emergency response activities in the borough. II. Authority The KPB is authorized by AS 26.20.060 and KPB Code of Ordinances Section 2.45.010, to plan for and respond to public emergencies and disasters affecting the KPB. The Borough Mayor or designee must declare a local emergency or disaster to allow activation of this plan. Per 17 AAC 25.100. Road closures and restrictions: the Department of Transportation and Public Facilities may prohibit the operation of vehicles upon any highway or may impose restrictions on any aspect of vehicle operation on any highway whenever the highway, in the judgment of the commissioner, may be seriously damaged or destroyed by such operation or whenever it is deemed necessary by the commissioner in the interests of safety to the traveling public. The restrictions shall be effective after due notice has been given to the public except in an emergency requiring immediate action. Per AS 18.60.120. Search and Rescue Parties: Upon being notified that a person is lost, injured, killed, or is in need of immediate rescue, the commissioner of public safety or a designee may appoint a competent person to organize, direct, and guide a search and rescue party for the purpose of rescuing or retrieving the person or the person's remains. III. Situation and Assumptions Situation. Many snow avalanches occur in Alaska every year. The exact number is undeterminable, as most occur in isolated areas and are unreported. Avalanches tend to occur repeatedly in localized areas and can shear off trees, cover communities and transportation routes, destroy buildings and cause death. Avalanches cause two primary hazards: road blocks and death or significant injury. Fatalities are the bestdocumented impact related to avalanches and Alaska leads the nation in avalanche accidents per capita. Page | 1 of 8 Kenai Peninsula Borough Annex 5 Avalanche Plan Road blocks are a major concern where roads intersect an avalanche path. The major impacts associated with road blocks are snow removal, traffic diversion/road closure; both necessitate personnel and equipment. In the case of Lowell Point, an avalanche may cause the community to be isolated until the avalanche is cleared. Because the Kenai Peninsula is connected to Anchorage and the rest of the state by a single highway and rail line, avalanches blocking either can effectively isolate the entire Peninsula creating potential logistic and medical challenges. Avalanches that can affect infrastructure (ex. back-country powerlines, AKRR) are a hazard primarily in the East Zone of the Borough. Although the Central and South Zones also have terrain where avalanches are possible, these slopes are generally away from roads and developed areas. One exception is the Sterling Highway near Cooper Landing. Between March of 1999 and January of 2010, 14 people were killed in avalanches on the Kenai Peninsula, most commonly in the area around Turnagain Pass. Most were engaged in off-road recreation, but one was a heavy equipment operator, working to clear the Seward Highway from an earlier avalanche. His D6 Caterpillar was swept 400 feet off the road by a second avalanche. Areas of high avalanche hazard along primary roadways include: Mile 18 – 23 Seward Highway (Crown Point) Mile 61 – 67 Seward Highway (Turnagain Pass) Mile 28 – 39 Seward Highway (Moose Pass to just north of Tern Lake) Mile 38 – 39 Sterling Highway (just west of Tern Lake) Mile 1 – 4 Hope Highway Mile 9 – 15 Hope Highway Avalanche gate locations along Seward / Sterling Highway: • Summit Lake (MP 46) • Summit Lake (MP 43.8) • Devil’s Creek (MP 39.6) • Tern Lake (MP 36.4) • Sterling Highway (MP 40.2) Emergency Call Boxes are located at: • Turnagain Pass (MP 68.5) • Hope Highway Junction (Hope Highway MP 0.2) • Summit Lake Lodge (MP 45.8) • Sterling Highway (MP 40) Page | 2 of 8 Kenai Peninsula Borough Annex 5 Avalanche Plan Several areas of the Alaska Railroad also run through avalanche terrain and are frequently impacted. Although the eastern Kenai Peninsula is the most avalancheprone, other areas have avalanche terrain as well. In December 2001, an avalanche in the Kenai National Wildlife Refuge near Skilak Glacier, approximately 30 miles south of Skilak Lake, killed at least 143 caribou. Although there is little infrastructure in the southcentral part of the peninsula, the area is popular for outdoor recreation, particularly snowmobiling. Planning Assumptions. A. Large avalanche cycles are caused by weather that is also likely to hamper search efforts. B. Roads may be blocked, making it difficult to reach the people needing rescue. C. Hypothermia, frostbite and additional avalanches in the area may become a threat to searchers. D. The scene may become icy or wet or otherwise slippery, and transportation from other communities may be interrupted, making additional resources unavailable. E. Multi-day search and/or cleanup efforts may be hampered by additional periods of ever-changing high avalanche danger. IV. Concept of Operations Although conditions that increase the likelihood of avalanches can be forecast, actual avalanche events usually occur without warning. During avalanche response/recovery operations, the KPB EOC functions primarily as a coordination center in support of the on-scene Incident Commander. Other functions the KPB EOC may be called upon to perform include: Joint Information Center (JIC) activities and possibly establishing shelters for displaced/isolated individuals. See Standard Operating Guidelines and the KPB EOP for additional information on Alert, Warning/Public Information functions and contact information. The Sheltering Annex (Annex 2) and the Pet Shelter Annex (Annex 4) should be consulted for guidance when shelter activities are warranted. Large avalanche cycles are caused by weather that is also likely to hamper search efforts. Roads may be blocked, hypothermia may become a threat to searchers, the scene may become icy or wet or otherwise slippery, and transportation from other communities may be interrupted, making additional resources unavailable. Multi-day search and/or cleanup efforts may be hampered by additional periods of high avalanche danger. Page | 3 of 8 Kenai Peninsula Borough Annex 5 Avalanche Plan KPB OEM/EOC should consider potential avalanche impacts to: • • • Transportation: There is high potential for avalanche closures along portions of the Seward and Sterling highways. Not only may vehicles be damaged/buried by avalanche debris, but travelers may be cut off by avalanches covering the roadway (in front and behind) and unable to move out of the area. Large avalanches may take DOT several days to clear and may effectively cut off the entire peninsula (or portions) to road traffic. Coordination with KPBSD should be considered during periods of high avalanche danger to preclude school buses (local and visiting sports teams) from being trapped Public Utilities: Power lines running through avalanche areas are vulnerable to avalanche damage. During periods of high avalanche potential, close coordination with utility companies is important to rapid restoration of power. Coordination may include: damage assessments, coordination with impacted communities, and public information on duration of outage estimates. Back-Country Recreation: Avalanches are a serious threat to back-country recreational skiers and snowmachiners. A percentage of both of these groups engage in high-risk activities that might not only be involved in an avalanche but actually cause an avalanche. Ongoing public awareness and safety programs may mitigate some of the danger, but encouraging the practice of using avalanche beacons, traveling in groups, having communication tools that function in the back country (SPOT, satphone, FRS/GRMS), and being aware of avalanche danger areas/conditions are some of the safety considerations to note. KPB OEM should coordinate with DOT, and verify that 511.gov information sources are updated by DOT, when avalanche mitigation measures (105mm howitzer) are planned in order to pass information along to KPBSD and other appropriate organizations and communities. Due to the unpredictable nature of avalanche mitigation operations, extended road closures may result. Qualified KPB Citizen Emergency Response Corps (CERT) personnel may assist in avalanche search and rescue operations. Although KPB OEM is not a primary avalanche response organization, the following are concepts for avalanche Search and Rescue (SAR) that should serve as a guide to successful response. Rescuer safety is the top priority. There will be strong social, political and economic pressure to violate that rule and rush in without delay. Crowd control may be difficult, yet safety must not be compromised. The response may need many properly equipped Page | 4 of 8 Kenai Peninsula Borough Annex 5 Avalanche Plan volunteers. Volunteer screening and management will be an important aspect of response. The Incident Commander (or designee) will make a scene safety decision before search efforts within the avalanche zone can begin. The IC may halt rescue efforts in the avalanche zone if the scene is not safe, and will go directly to the scene, with or in advance of the first search team. A. Goals - Organized avalanche rescue has 2 goals, in this order: 1. Keep the searchers safe. 2. Recover the victims. Everything else just supports Goals 1 and 2, no matter how complex the rescue may appear. B. Scene Rules: 1. No one may enter the avalanche zone until the IC has determined that the scene is safe. The IC is the only individual permitted to make the scene safety decision, and his/her decision is final. Once the scene is declared safe by the IC, organized rescue efforts may begin. 2. All KPB personnel entering avalanche zones should have a beacon. C. Initial Search Guidelines 1. Urban Avalanche SAR • Cover the entire area quickly, searching for obvious clues, visual or auditory finds, and survivors. • Avalanche dogs are the best tools, if they are available. • Most urban victims or survivors will not be wearing beacons, but it is possible that some may be. Listen for signals during initial search. • Do not use heavy equipment on or in snow that may contain a victim. • Shovel snow by hand onto tarps; use heavy equipment to haul it away. • Snow disposal location must be located, and should take into consideration contaminants and pollutants as well as health hazards. • Use frequent quiet periods, where all equipment is turned off, radios are turned down, and searchers are silent, to listen for cries. • Recognize that urban residents may not all be inside buildings when a slide hits. • If you don’t find people outside buildings with visuals, clues, beacon signals, or dogs, begin probe lines in the most-likely areas. Use fingertipto-fingertip spacing; probe left, center, and right. Probes are much more effective in debris without building parts. Page | 5 of 8 Kenai Peninsula Borough Annex 5 Avalanche Plan 2. Highway Avalanche SAR • Determine if anyone is missing. Search usually begins only if there is a witness, a visible vehicle part, or if someone is reported overdue. • Car probe pattern is fingertip-to-fingertip, probe center only. Advance 2 or 3 steps, depending on the size of the missing vehicle. • Search dogs are particularly valuable. D. Interviews with survivors, witnesses, family and neighbors are the principle source of information on who is missing. V. Organization and Assignment of Responsibilities KPB EOC will provide support and coordination for avalanche response and recovery activities in the borough that occur outside of incorporated city jurisdictions and for the on-scene IC, DOT,AST, and public utility recovery operations. DOT will act as the primary agency responsible for road closures, road clearing, and snow removal at avalanche sites involving public roadways. DOT will assure appropriate public information is posted on 511.gov resources. AST will function as primary agency for back-country search and rescue operations and will assist DOT with public road closure/safety operations. AKRR is responsible for all avalanche operations that affect railways and railroad property. AST may assist AKRR personnel with back-country search and rescue operations affecting AKRR passengers and personnel. The Incident Commander(IC) is the person in charge of the incident and must be fully qualified to manage it. Initially, the IC will be the senior first responder to arrive at the scene, but as more responders arrive command will transfer to Avalanche IC. As the situation grows, the IC may have one or more deputies from the same agency or different agencies. His/her command staff may include an Avalanche Specialist. The Incident Commander will determine the need for a separate Operations Section at an incident or event. Until Operations is established as a separate section, the IC will have direct control of tactical operations. Once activated, the IC assigns an individual as the Operations Section Chief for each operational period. The Operations Chief will be the most qualified person to control tactical operations. Page | 6 of 8 Kenai Peninsula Borough VI. Annex 5 Avalanche Plan Direction, Control, and Coordination The on-scene Incident Commander is responsible for all tactical operations and resources placed at their disposal. The KPB EOC will be notified by either the Alaska State Troopers or the Alaska Department of Transportation of the occurrence of an avalanche requiring an emergency response. Organizations responding to an avalanche will follow the direction, control and coordination outlined in Section V of this plan. Additional information and coordination with the Alaska Mountain Rescue Group (www.amrg.org), the Alaska Search and Rescue Association (alaskasar.org), Alaska Search and Rescue Dogs (www.asard.org) is available on line at the sites indicated. Liaison officer(s) from the various avalanche response agencies may not be able to travel to the EOC but coordination may be effected telephonically or on line. VII. Communication Communication systems, procedures, resources are defined in the Region E Tactical Interoperable Communication Plan (TICP). Some communications systems may be affected by damage done during the incident and workarounds will need to be coordinated with the Communication Unit Leader(s) assigned to the KPB IMT and the on-scene incident command. The Alaska Land Mobile Radio (ALMR) system provides the backbone for tactical communication among first responders in the KPB. ALMR talk groups available for use during evacuation activities are listed in the TICP and will be assigned by dispatch personnel. Alaska State Troopers should consider the use of unencrypted channels during Search and Rescue procedures. Avalanche risk areas are also susceptible to dead zones in ALMR coverage and responders should consider using conventional frequencies loaded on their ALMR radios. Alaska Amateur Radio Emergency Service (ARES) and amateur radio operators offer resilient, flexible and survivable communication capabilities that may complement other tactical and operational communication systems. Other communications, command and control systems (Incident Action Planner (IAP), Homeland Security Information Network (HSIN, KPB mobile EOC unit) are also available for coordinating warning, response, and recovery efforts during an avalanche response. Other communication devices particularly useful during avalanche response operations include: Avalanche beacons, SPOT beacons, FRS/GMRS radios, and sat phones for back-country response. Page | 7 of 8 Kenai Peninsula Borough Annex 5 Avalanche Plan VIII. Administration, Finance, and Logistics A. Kenai Peninsula Borough is only responsible for appropriate costs associated with emergency response actions and directives issued by the Kenai Peninsula Borough. B. All logistical needs associated with a KPB response to an avalanche event must be processed through the KPB OEM or EOC on a resource order form. C. Any agency initiating an avalanche event response or expending funds without approval of the KPB will not be reimbursed by KPB. Agencies needing to conduct immediate response actions due to life safety concerns shall contact KPB as soon as possible to coordinate response activities. D. Transportation (other than POVs) and snow removal equipment is primarily owned by DOTPF or by privately owned companies and must be contracted in order to provide the service. MOAs, MOUs, and retainers with these companies will facilitate the efficient procurement of their services and resources during an avalanche response. E. Expenses for snow/debris removal will be borne by the agency/owner of the affected property. F. Local resources will be committed before local governments request assistance from higher levels of government. G. KPB will assist communities affected by the incident by facilitating/ coordinating the recovery and disaster assistance processes. Page | 8 of 8 Avalanche Warning Phase RESPONSE ACTIONS (Weather/conditions are such that threat of an Avalanche exists) Confirm forecasts with National Weather Service and Chugach National Forest Avalanche Information Center Identify at-risk areas. Identify mitigation measures that may reduce impact or severity of avalanche(s). Disseminate public information. Issue public safety announcements regarding avalanche-prone areas, winter storm safety rules, winter automobile travel considerations, advice on actions if trapped in a vehicle by a blizzard/avalanche, and information pertaining to avalanche slide areas and avalanche control actions along the highway systems. Arrange for public alert and warning as appropriate. If appropriate, consider evacuation of high-risk areas. Ensure First Responders and public refer to avalanche risk information resources such as Chugach National Forrest Avalanche Information Center. POTENTIAL CONTACTS See Appendix C for phone numbers KPB OEM Emergency Managers in affected communities SEOC Fire and Police Department in affected area KPBSD National Weather Service Radio Stations in Affected area Ensure evacuation routes are passable. AST Evaluate potential need for sheltering displaced persons and their pets. ADOTPF (if roadways are threatened) Assess current readiness levels of heavy equipment for response activities (snow removal, etc). Law enforcement personnel in affected area If appropriate, preposition emergency equipment, fuel, and medical supplies in safe area for use after avalanche. Check generators and other backup power sources. Arrange for safe delivery of incoming response personnel and supplies. American Red Cross (if relocation is required) Coordinate with ADOTPF for avalanche mitigation operations (105mm howitzer) and potential effects. Chugach National Forrest Avalanche Information Center Consider potential avalanche impacts to transportation, public utilities/services, and back-country recreation activities. CERT members Page | 1 of 3 511 Alaska Highway Conditions Avalanche Response Phase RESPONSE ACTIONS (An Avalanche has occurred) Review Warning checklist. Continue to monitor forecasts and CNFAIC information. As appropriate, activate IMT, establish command center. Establish a watch/ observation system for future avalanches. Continue to disseminate public information. Account for all persons from affected areas. Limit travel/recreation in affected areas and secure evacuated areas. Determine the need to establish shelters (people/pets) for those who may be without heat or essential services. Maintain flow of information with community/state emergency response agencies. Inform EMS, clinics of injuries. POTENTIAL CONTACTS See Appendix C for phone numbers Notify all other organizations listed under WARNING PHASE (above) as appropriate. Clinic in affected area (if injury/death) DHS/EM (disaster relief) FEMA (disaster relief) SEOC (if established) American Red Cross (disaster relief & relocation/sheltering) Establish emergency medical care facilities and arrange for medical evacuations, as necessary. Salvation Army AK (disaster relief) Establish resource tracking and cost accounting system KPBSD If conditions warrant, declare a borough disaster emergency and request state disaster emergency declaration. AKRR Alaska Mountain Rescue Group Alaska Search and Rescue Association Alaska Search and Rescue Dogs Page | 2 of 3 Avalanche Recovery Phase RESPONSE ACTIONS Review Warning & Response checklists. Coordinate recovery activities with local and state relief agencies. Provide Damage Report, for forwarding to SEOC. Identify safety hazards and undertake corrective action. Establish disaster aid centers to process applications for individual and family rehabilitation. Arrange for snow and debris clearance. Coordinate with damaged utilities and transportation systems (air, road, port) and assist as requested. Perform damage assessments. Continue to disseminate public information regarding ongoing hazards and relief efforts. Establish Community Healing Program, if needed. Provide monetary figures necessary to support a request for disaster declaration. Complete and submit appropriate agency documentation and reports. Perform a post-incident critique. Page | 3 of 3 POTENTIAL CONTACTS See Appendix C for phone numbers Ensure that all organizations listed under WARNING and RESPONSE phases have been notified, as appropriate. Central Peninsula Counseling Services (community healing) Avalanche Checklist EOC Director Borough Mayor EOC Director Incident Commander As required Liaisons Operations Section Chief Planning Section Chief PIO Liaison Communications Telecommunications Logistics Section Chief Finance Section Chief Position Description: The EOC Director is responsible for the overall coordination of EOC operations ensuring that all functional activities within the EOC are appropriately activated, staffed, and operating effectively as it carries out emergency warning, response, and recovery efforts. Primary Department: KPB Office of Emergency Management Supporting Departments: All KPB Departments (as assigned) Reports To: KPB Mayor Responsibilities: 1. Assess the Situation – Gather information about the event/incident. Assess the magnitude and severity of the situation to determine the appropriate type and level of EOC activation and coordination 2. Support On-Scene Incident Commander(s) – Provide support to Incident Commander(s) and agencies and ensure all actions are coordinated within established priorities. 3. Develop/Approve EOC Action Plans – Prepare EOC Incident Action Plans (IAP) with the input of other EOC members based on an assessment of the situation and available resources. Set priorities and response objectives based on the event. Page | 1 of 6 4. Inform KPB Citizens – In consultation with the PIO Liaison, disseminates alert, warning, and situation information to persons affected by the event 5. Inform Personnel - Coordinate the dissemination of information and situation reports to local and state government organizations, to all KPB personnel/employees and appropriate support agencies. 6. Manage the EOC – Establish the appropriate EOC staffing level and continuously monitor organizational effectiveness. Direct the overall incident coordination with the Multiagency Coordination Group and other agencies using Unified Command, where appropriate. Supervise the Command and General Staff and ensure welfare and safety of incident personnel. Activation Phase: □ Obtain a briefing on the current situation from all sources including the Incident □ □ □ □ □ □ □ □ □ Commander(s) in the field. Contacts may include the following agencies: o Chugach National Forest Avalanche Information Center o 511 Alaska Highway Conditions o Alaska Department of Transportation and Public Facilities o Alaska State Troopers o National Weather Service o Alaska Railroad o Local Community’s Leadership and First Responders o Public Utilities affected by avalanche Consider potential avalanche impacts to transportation, public utilities, services and back country recreation. Coordinate with ADOTPF for avalanche mitigation operations (105mm howitzer) and potential effects. Determine appropriate level of EOC activation and mobilize appropriate personnel based on situation, including appointing Section Chiefs from available personnel depending on type of event. The EOC will normally act in a coordination role during avalanche response/recovery operations. Consider activating the Public Information Officer (PIO) position to facilitate public awareness. Inform Borough Mayor, appropriate Borough Departments and local jurisdictions and State EOCs that the KPB EOC is activated. Receive written authorization from Borough Mayor. Coordinate the setup of the EOC and ensure that all equipment and services are available for an extended activation which is dependent on the nature of the avalanche(s). Ensure that all required communications systems are operational in the EOC Greet, brief and assign EOC Staff as they arrive until the Planning Section Chief is established and can assume this function. Select a name for the incident – keep it short but descriptive. Page | 2 of 6 Operational Phase: 1. Assess the Situation □ Gather Information – Collect information relevant to the emergency situation at hand from a range of sources, in coordination with the Planning Section, if activated. Determine status of disaster declaration and delegation of authority. □ Assess the Situation – Continuously assess the magnitude and severity of the current situation and potential for future avalanche threats, considering: o Threats to life, health and environment of the area. A safety officer should have avalanche qualification. o Availability of first responders and other human resources o Availability of support resources o Ensure that all local, State, Federal, and private sector/volunteer agencies impacted/involved with the incident have been notified o Assistance available from any external agencies or source (MOU, MOA, SEOC, See Section 2 of this Annex: Avalanche Standard Operating Guideline for additional contact organizations) □ □ □ □ Assess Needs – Perform a rapid needs assessment based on information at hand to determine if the EOC will need to be activated for support or as the Incident Command Post. Select EOC Activation Level – Determine the initial level of EOC Activation and the operational period (See Section 5 of KPB EOP). Mobilize the appropriate personnel for the initial activation. Alert EOC Personnel – Alert the appropriate EOC Personnel for the initial EOC activation. Brief Staff – Identify incident objectives and any policy directives for the management of the incident. Provide an overview of the current situation and incident activities and how the EOC will organize in response to the incident. Determine the time and location of the first planning meeting. NOTE: The Incident Commander and Section Chiefs MUST PERFORM ALL REQUIRED FUNCIONS THAT ARE NOT STAFFED. 2. Support Sites □ Establish Communications – Establish and maintain communications with on- scene Incident Commander(s), responding agencies, community leadership, and arrange for regular briefings. Page | 3 of 6 □ Support On-Scene Incident Commanders – Liaise with on-scene Incident Commander(s) to determine the demands at the avalanche site. Provide support to Incident Commander(s) and requesting agencies and ensure that all EOC actions are coordinated within established priorities. □ Approve Resource Requests – Approve requests for additional resources including equipment and personnel for on-scene Incident Commander(s). o o o o o o □ □ □ Budget and set up Finance Project Code Review requests for critical resources Confirm who has ordering authority Confirm any orders that require Command authorization Approve shelter activation Issue Evacuation Notice (if appropriate) and coordinate with KPB Mayor Release Resources – Coordinate with on-scene Incident Commander(s) to release and/or demobilize resources from the scene, when appropriate. Anticipate Site Needs – Consult with the Planning Section Chief on incident status and resources assigned to the scene and anticipate additional requirements needed to support the response. Coordinate Damage Assessments – Coordinate with affected jurisdictions, agencies, property owners, etc. to capture accurate damage assessments for recovery/mitigation efforts. 3. Develop and Approve EOC Action Plans □ Develop Action Strategies – Consult with the MAC Group, EOC Management Staff, and Section Chiefs regarding appropriate actions and events which impact the operations. □ Develop Support Strategies – Consult with the MAC Group, EOC Management Staff and Section Chiefs regarding appropriate support actions. Set priorities and objectives to support on-scene Incident Commander(s). Consider support for the following strategies: Secure the hazard zone(s) Search and rescue of missing or trapped personnel Provide Triage and first aid Abate hazards and identify mitigation measures to reduce impact or severity of future avalanches o Notify public and others of the emergency o Evacuation or Shelter in Place o Evacuation and Shelter (people and pets) implementation o o o o Page | 4 of 6 □ Prepare EOC Action Plan – Prepare an initial EOC Action Plan within 30 minutes of EOC Activation. This Plan does not have to be in writing but should include: Incident Name Current Situation Incident Commanders name and Incident Command Post if established Current and anticipated weather Anticipated operational period (4 – 8 – 12 hours) Next Briefing Time o o o o o o □ Schedule and Hold Planning Meeting – Call at least one EOC Action Plan Planning meeting each operational period or whenever the situation or EOC staff changes significantly. The meeting should not be longer than 30 minutes. Attendance should include all EOC Management, Section Chiefs and agency representatives. □ Prepare EOC Incident Action Plan (IAP) – Authorize the Planning Section to prepare the IAP for the next operational period. Once the plan is complete review, approve/sign, authorize distribution and implementation of the Plan. o Review IAP for completeness and accuracy o Verify that objectives are prioritized and plan has resources and personnel committed to ensure objectives are achieved o Approve necessary changes to strategic goals and IAP. □ Monitor Needs – Monitor EOC Operations to anticipate problems with meeting the objectives outlined in the EOC Action Plan. Develop contingency plans to ensure flexible response to potential/emerging threats. o Coordinate damage assessment activities and collect damage assessment information o Identify safety hazards and coordinate corrective action. o Coordinate for debris clearance 4. Inform Others and Borough Personnel □ Inform EOC Staff – Hold regular briefings of all EOC participants to keep them informed on the situation. This briefing should not be longer that 30 minutes and may include a summary by the Incident Commander(s) or a representative. □ Inform State and Local Agencies – Keep agencies informed on the incident status, priorities and objectives. Alert them to any issues that may arise in the future. See potential contact organizations in Section 2 of this Annex. o Provide Damage Report, for forwarding to SEOC. o Coordinate with damaged utilities (Chugach Electric) and transportation systems and assist as requested. o Continue to monitor situation. Page | 5 of 6 o Maintain flow of information with community/state emergency response agencies □ Inform Borough Personnel – Keep the EOC Public Information Officer up to date on new information, as appropriate. Review and approve all releases and other public information materials. Keep Borough Mayor, Assembly, State representatives informed on incident-related problems and progress. o Issue public safety announcements regarding avalanche prone areas, winter storm safety rules, winter automobile travel considerations, advice on actions if trapped in a vehicle by a blizzard, and information pertaining to avalanche slide areas and avalanche control actions along the highway systems. Demobilization Phase: □ Coordinate recovery activities with local and state relief agencies. □ Provide Damage Report, for forwarding to SEOC. □ Establish Community Healing Program, if needed. □ Perform a post-incident critique. □ Complete and submit appropriate agency documentation and reports. Provide monetary figures necessary to support a request for disaster declaration. □ Demobilize EOC General Staff – Continue to monitor the situation and release or demobilize EOC Staff that are no longer need to support the incident. Have all Section Chiefs complete an After Action Report prior to departure for their Section. □ Demobilize EOC Management Staff – Continue to monitor the situation and release or demobilize EOC Management Staff that are no longer necessary to support the EOC or the incident. Have all EOC Management staff complete an After Action Report prior to departure. □ Demobilize the Incident Commanders Position – With the approval of the MAC Group/Borough Mayor demobilize the Incident Commanders and EOC Deputy Directors position (if appointed). □ Deactivate the EOC – Deactivate the EOC with the concurrence of the MAC Group/Borough Mayor. If the Incident Commander is still on-scene inform the IC that the EOC is secure and that he/she is to use normal communications means to request any additional assistance. Page | 6 of 6 Position Checklist Finance/Administration Section Chief EOC Director Finance Section Chief Position Description: The EOC Finance/Administration Section Chief provides overall administrative and financial services to sites and the EOC including financial and cost analysis, accounting, filing and invoice preparation. Reports To: The EOC Director Responsibilities: 1. Record Personnel Time – Collect and process on-duty time for EOC personnel, first responder, and agency representatives. 2. Coordinate Emergency Purchasing – Control acquisitions associated with emergency response and recovery including purchase orders and contracts. 3. Coordinate Compensation and Claims – Process workers’ compensation claims following Station policies and procedures. 4. Record Costs – Maintain financial records for response and recovery throughout the event. Keep the EOC Director aware of the current fiscal situation 5. Manage the FinanceSection – Establish the appropriate Finance Section Units and continuously monitor organizational effectiveness. Activation Phase: □ Follow the Generic ‘EOC Activation’ Checklist. □ Obtain briefing on the current situation from the EOC Director. Page | 1 of 3 □ Based on the situation, activate any additional support as required to man the section. Operational Phase: 1. Document Personnel Time □ Record Time Sheets – Collect and record on-duty time of all EOC personnel, first responders and agency representatives/liaisons. If possible, use the same time sheet forms used during normal day-to-day operations. 2. Coordinate Purchasing □ Issue Emergency Purchase Orders – Organize and control any emergency purchase orders required during response and recovery operations. Obtain approval for the purchase order from the EOC Director based on KPB policies and procedures. □ Determine Spending Limits – Meet with the EOC Director and / or MAC Group to determine if there are any spending limits for this incident based on KPB policies and procedures. □ Lead the EOC in Financial Procedures – Meet with the Logistics and Operations Section Chief and review any financial and administrative requirement and procedures. 3. Coordinate Compensation and Claims □ Process Claims – Ensure that workers’ compensation claims resulting from the response are processed following KPB policies and procedures. 4. Record Costs □ Develop a Cost Record System – Maintain all financial records throughout the incident or disaster. If possible, use the same system that is used for daily financial records just coded differently for the incident. □ Informs EOC Director – Keep the EOC Director aware of the current fiscal situation and other matters related to finance on an ongoing basis. Page | 2 of 3 5. Mange the Finance Admin Section □ Set up the Section – Ensure that the Finance Section area is set up properly and the appropriate personnel, equipment, and supplies are in place, including telecommunications equipment, maps, and status boards if the Section is in the EOC. □ Ensure Appropriate Personnel – Request additional personnel for the Section from the Human Service Branch in the Logistics Section to maintain staffing especially for 24-hour activation. Coordinate with the EOC Director regarding the need for Agency Representatives from external agencies. □ Briefs the Finance Section – Brief the staff periodically on any updated information you may have received. □ Ensure Documentation – Ensure that all Section personnel maintain their individual position logs and other paperwork as required. □ Participate in EOC Action Planning Meetings – Collect objectives from each activated Planning Unit prior to each Action Planning meeting. Demobilization Phase: 1. Demobilize the Finance/Admin Section □ Demobilize EOC Finance Section – Demobilize the EOC Finance Section when authorized by the EOC Director. □ Complete Paperwork – Ensure that all Finance Section paper work, including individual position logs are complete and sent to the Documentation Unit. □ Participate in the After-Action review. □ Follow the Generic “Demobilization” Checklist prior to departure. Page | 3 of 3 Avalanche Checklist Logistics Section Chief EOC Director Logistics Section Chief Position Description: The EOC Logistics Section Chief coordinates the arranged for personnel, facilities, services, equipment, materials, and transportation in support of the EOC Director, incident site, and within the EOC itself. The Section Chief is responsible for all required Section functions that are not staffed or delegated. Reports To: The EOC Director Branches Reporting to the Logistics Section: Supply Branch Transportation Branch Human Services Branch Communications Unit Responsibilities: 1. Support EOC Operations – Provide and maintain EOC facilities and personnel providing food, water, office supplies, and required repairs in coordination with other Departments and EOC sections. 2. Supply Equipment and Material Resources – Coordinate all requests for resources from initiation to delivery in support of the Incident Commander. 3. Coordinate Personnel – Acquire and assign personnel with appropriate qualifications to support requests. 4. Arrange Transportation – Coordinate transportation requests in support of response operations in coordination with other Departments and agencies. Page | 1 of 5 5. Manage the Logistics Section – Establish the appropriate Logistics Section Branches and Divisions and continuously monitor organizational effectiveness. Activation Phase: □ Follow the EOC activation Checklist □ Obtain a briefing on the current situation from the EOC Director o Review situation and resource status for number of personnel assigned to incident o Determine which incident facilities have been/should be activated □ Based on the situation, activate the appropriate branches and designate Branch Directors as necessary: o Supply Branch o Resource Unit o Transportation Branch o Human Services Branch o Communications Unit Leader □ Consider potential avalanche impacts to transportation, public utilities/services, and back-country recreation activities. □ Evaluate potential logistic requirements for sheltering displaced persons and their pets. □ Assemble and brief EOC Logistics Section staff assigned to the EOC: o Assign work locations and preliminary work tasks to Section personnel. o Provide summary of current situation. o Provide summary of the kind and extent of Operations support that may be asked for. o Provide initial assignments and specific actions which require immediate attention. □ Consider the need for EOC facility security and assign personnel as appropriate. Page | 2 of 5 Operational Phase: 1. Support EOC Operations □ Supply EOC Materials – Provide and maintain the EOC with food, water, and office supplies when activated for long operational periods. 2. Supply Equipment and Material Resources to Sites □ Assess logistics situations and processes and implement appropriate actions to ensure efficient ordering, tracking, and delivery of resources to incident. □ Coordinate all requests for resources from initiation of order to site delivery. Validate resource requests from Incident Commanders prior to acting on requests. □ □ □ □ If appropriate, preposition emergency equipment, fuel, and medical supplies in safe area for use after avalanche. Locate equipment and supplies to fill requests. Work with the Operations Section Chief to establish priorities for resource allocation. Ensure critical resources are allocated according to the EOC Action Plan, and Borough policies and direction. Arrange for safe delivery of incoming response personnel and supplies. Ensure that all resources are tracked from initiation of order to site delivery and for accounting and finance purposes. 3. Coordinate Personnel □ Coordinate requests for personnel from the within the EOC, from department operations centers, and from Incident Commanders and assign available personnel appropriate with their training and qualifications. □ Acquire and assign personnel with appropriate qualifications. Support site requests for personnel accounting for priorities among all sites and as determined by the Operations Section and / or EOC Director. Coordinate with avalanche specialist organizations (Chugach National Forest Avalanche Information Center, Alaska Mountain Rescue Group, Alaska Search and Rescue Association, Alaska Search and Rescue Dogs, etc.) for assignment of technical specialist(s). Page | 3 of 5 4. Arrange Transportation □ Coordinate requests for transportation. o o o o o o o o Determine the following: What is being transported? (equipment, materials, personnel) What is the quantity? (size, weight, number of personnel) Is the material considered hazardous? Where is the pickup point? Where is the delivery point? Who is the requestor? Who will receive it at the location? When is it needed? Forward this information to the Transportation Branch so that the proper mode of transportation can be acquired. □ Coordinate transportation assets with responding agencies and affected jurisdictions/property owners 5. Participate in preparation of IAP □ Provide input on resource availability, support needs, identified shortages, and □ □ □ □ response timelines for key resources. Coordinate with Plans Section on future operational needs (both current and contingency) in order to anticipate logistical requirements. Ensure Incident Communications Plan (ICS Form 205) is prepared. Ensure Medical Plan (ICS Form 206) is prepared. Assist in the preparation of the Transportation Plan. 6. Manage the Logistics Section □ Set up the Section – Ensure that the Logistics Section area is set up properly and the appropriate personnel, equipment, and supplies are in place, including telecommunications equipment, maps, and status boards. □ Ensure Appropriate Personnel – Maintain staffing in EOC at appropriate levels especially for 24-hour activation. Coordinate with the Liaison Officer regarding the need for Agency Representatives from external agencies. □ Brief the Section – Brief the Branch Directors and all Section staff periodically on any updated information you may have received. Page | 4 of 5 □ Ensure Documentation – Ensure that all Section personnel maintain their individual position logs and other paperwork as required and submit records/logs to Documentation Unit. □ Participate in EOC Action Planning Meetings – Collect objectives/status of resource requests, etc. from each activated Logistics Branch prior to each Action Planning meeting. □ Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance Section. Demobilization Phase 1. Demobilize the Logistics Section □ Demobilize EOC Logistics Section Staff – Continue to monitor the situation and demobilize branches and organizational elements when no longer required. Ensure that any operation actions are assigned to the appropriate EOC Staff or agencies as appropriate. □ Demobilize EOC Logistics Section – Demobilize the EOC Logistics Section when authorized by the EOC Director □ Complete Paperwork – Ensure that all Logistics Section paper work, including individual position logs are complete and sent to the Documentation Unit in the Planning Section □ Participate in the After-Action Review □ Follow the Generic “Demobilization” Checklist prior to departure. Page | 5 of 5 Avalanche Checklist Operations Section Chief EOC Director On-scene Incident Commander Operations Section Chief Position Description: The EOC Operations Section Chief coordinates resource requests, resource allocations, and response operations in support of on-scene Incident Commanders and EOC Director objectives. The Operations Section Chief is responsible for all required Section functions that are not staffed or delegated. (Note: Appointment of the Operations Section Chief is determined by the type of event) Reports To: The EOC Director Positions Reporting to the Operations Section Chief: Fire, EMS and Hazmat Branch Law Enforcement and Safety Branch Air Operations Branch Public Works Branch Shelter Branch Search and Rescue Branch Evacuation Branch Damage Assessment Branch Note: These positions may not be physically located in the EOC but rather in Department Operations Centers. Page | 1 of 7 Responsibilities: 1. Maintain Communications – Establish communication links with Incident Command Posts, Borough Department Operations Centers, and any operational and/or supporting agencies 2. Coordinate Response – Direct the coordination of operations in cooperation with any other responding agency. 3. Coordinate Resource Requests – Collect and coordinate resource requests from Incident Commanders, Command Posts, Borough Department Operations Centers (DOC), and other supporting agencies by working with Logistics. 4. Participate in EOC Action Planning Meetings – Prepare Operations Section objectives for presentation at the EOC Action Planning Meeting, at least once in each operational period. 5. Share Operational Information – Collect and distribute operational information to Planning, Information Officer and other Sections. 6. Manage the Operations Section – Establish the appropriate Operations Section Branches and Divisions and continuously monitor organizational effectiveness. Activation Phase: □ Follow the EOC activation Checklist to set up the Operations Section □ Obtain a briefing on the current situation from the EOC Director o Determine current situation status (ICS Form 201) o Determine current incident objectives and strategy o Determine status of current tactical assignments o Determine Incident Action Plan(IAP) status o Determine current resource status (ICS Form 201) o Determine time/location of first Planning Meeting o Determine if any contingency plans are in work o Confirm resource ordering process with Logistics Section □ Based on the situation, activate the appropriate Branches and designate Branch Coordinators as necessary to ensure operational efficiency, personnel safety, and adequate span of control o Emergency Services Branch o Law Enforcement Branch o Evacuation Branch Page | 2 of 7 o Shelter/Facilities Branch o Search and Rescue Branch o Damage Assessment Branch NOTE: The Section Chief must perform all required functions that are not staffed □ Review the Annexes appropriate to the response o Evacuation Annex 1 o Shelter Annex 2 o Special Needs Annex 3 o Pet Shelter Annex 4 o Refer to both the Plan and the SOGs in each annex as appropriate □ Consider potential avalanche impacts to transportation, public utilities/services, and back-country recreation activities. □ Assemble and brief EOC Operations Section staff: o Assign work locations and preliminary work tasks to Section personnel. o Provide summary of current situation o Provide summary of the kind and extent of Operations support that may be required to support incident response o Provide initial assignments and specific actions which require immediate attention. Operational Phase: 1. Maintain Communications □ Determine Status – Obtain a current communications status briefing from the Communications Officer. Status shall include internal and external communications resources. □ Obtain Equipment – Ensure that there is adequate equipment and assigned frequencies available for the Operations Section when radio communications are used. Work with the EOC Communications Officer to fill any gaps. □ Establish and Maintain Communications – Establish and maintain communications links (e.g. radio or telephone contact) with the Incident Commander or the Operations Section at each Incident Command Post (ICP). Establish and maintain communications links each KPB Department Operations Center (DOC), and each supporting agency. o Keep Planning Section up to date on resource and situation status o Keep EOC Director apprised of status of operational efforts Page | 3 of 7 o Keep Safety Office involved in tactical decision making o Coordinate with Public Information Office on Alert/Warning and Public Service Announcements o Coordinate with Liaison Officers to ensure effective use of cooperating agency resources and efforts. o Establish and maintain communications with community EOCs to determine possible consequences and nature of assistance required by each area. o Notify Communication Unit Leader (Logistics Section) of communication needs and problems. Note: the Operations Section at an ICP could be the Incident Commander. 2. Coordinate Response □ Develop Objectives and Tactics – Coordinate with EOC Director, Planning, and Logistics Sections to develop incident objectives and manage tactical operations to meet those objectives. o Coordinate search and rescue efforts both locally and off-road with CES, AST, and responding agencies. o Consider potential impacts to transportation, public utilities/services, communications, and public health services. o Limit travel in affected areas and secure evacuated areas. o Coordinate with communities, KPBSD, and Red Cross to develop shelter plan for evacuees and their pets as required. □ Assess life/safety issues – Coordinate with Safety Officer to ensure first responders and incident response personnel take appropriate safety precautions. o Adjust perimeters, as necessary to ensure scene security o Evaluate and enforce use of appropriate protective clothing/equipment □ Implement Objectives – Work closely with each Branch Coordinator in the Operations Section to ensure implementation of all objectives defined in the current EOC Action Plan. □ Coordinate with other Sections – Meet with and coordinate with the other EOC Section Chiefs on a regular basis. o Location, status and assignment of resources. o Effectiveness of tactics o Desired contingency plans Page | 4 of 7 □ Coordinate Response – Coordinate the overall response, resources and event status information. 3. Coordinate Resource Requests □ Establish and Demobilize Staging/Marshalling Areas – As operational needs dictate: o Brief Staging Area Manager (if assigned) on types and numbers of resources to be maintained in Staging/Marshalling Area. o Brief tactical elements (Branches, Divisions/Groups, Task Force/StrikeTeam Leaders) on assignments, ordering process, protective equipment, tactical assignments, etc. □ Coordinate Internal EOC Resource Requests – Ensure that all Operations Section branches coordinate all internal resource requests through the Logistics Section. □ Coordinate External Resource Requests– Authorize external resource requests and forward extraordinary and critical resources requests to the EOC Director for approval – prior to forwarding to the Logistics Section. □ Coordinate Mutual Aid Requests, if Required – Forward requests for outside agency or State/Federal assistance to the EOC Director. Requests for this type of assistance are made by the EOC Director. □ Document Resource Requests – Ensure that all resources requests are documented by each Branch. □ Track Costs – Alert the Finance Section Chief of involving extraordinary requests to track cost for those resources. 4. Participate in EOC Action Planning Meetings □ Set the Operational Period – Determine if the incident is likely to last beyond one operational period and coordinate with the EOC director and Command Staff to set the operational period. □ Determine Issues and Objectives – Identify key issues currently affecting the Operations Section. Meet with Section personnel and determine appropriate section objectives for each operations period. Page | 5 of 7 □ Determine Needs – Based on the known or forecasted situation, determine the likely future needs of the Operations Section. □ □ □ Contribute to the EOC Action Plan – Write the Operations portion of the IAP. Prepare for and participate in the EOC Action Plan meetings and other relevant EOC Management Team meetings. o Identify assignments by Division or Group o Identify specific tactical assignments o Identify resources needed to accomplish assignments. Determine Strategies – Detail the strategies required for carrying out the objectives of the Operations Section. Brief Operations Section Personnel – After the EOC Action Planning meeting, brief the Operations Section Personnel on the results of the meeting. 5. Share Operations Information □ Keep the Planning Section Informed – Ensure that all situation and resources information is provided to the Planning Section as the situation and/or resources requires, including Branch Status Reports and new incoming incident reports. □ Keep the EOC Director Informed – Brief the EOC Director and other EOC Policy Group Members as new information is available. □ Keep the Planning Section Informed – Ensure that all situation and resources information is provided to the Planning Section as the situation and/or resources requires, including Branch Status Reports and new incoming incident reports. □ Brief the Operations Section – Brief the Branch Directors and all Section staff periodically on any updated information you may have received. Manage the Operations Section □ Set up the Section – Ensure that the Operations Section area is set up properly and the appropriate personnel, equipment, and supplies are in place, including telecommunications equipment, maps, and status boards. □ Ensure Appropriate Personnel – Request additional personnel for the Section from the HR Unit in the Logistics Section to maintain staffing especially for 24Page | 6 of 7 hour activation. Coordinate with the Liaison Officer regarding the need for Agency Representatives from external agencies. □ Brief the Operations Section – Brief the Branch Directors and all Section staff periodically on any updated information you may have received. □ Ensure Documentation – Ensure that all Section personnel maintain their individual position logs and other paperwork as required. o Time sheets, activity logs, equipment use documentation, etc. □ Participate in EOC Action Planning Meetings – Collect objectives from each activated Operations Branch prior to each Action Planning meeting. □ Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance Section. Demobilization Phase: 1. Demobilize the Operations Section □ Demobilize EOC Operations Section Staff – Continue to monitor the situation and demobilize branches and organizational elements when no longer required. Ensure that any operation actions are assigned to the appropriate EOC Staff or agencies as appropriate. □ Demobilize EOC Operations Section – Demobilize the EOC Operations Section when authorized by the EOC Director □ Complete Paperwork – Ensure that all Operations Section paper work, including individual position logs are complete and sent to the Documentation Unit in the Planning Section □ Participate in the After-Action review. □ Follow the Generic “Demobilization” Checklist prior to departure. Page | 7 of 7 Avalanche Checklist Planning Section Chief EOC Director Planning Section Chief Position Description: The EOC Planning Section Chief provides overall collection, evaluation and dissemination of all information concerning the incident, and oversees efforts to understand the current situation, predict further events and damages, and prepares the EOC Action Plan(s). The Planning Section Chief is responsible for all planning functions unless assigned or delegated. Reports To: The EOC Director Positions Reporting to the Planning Section Chief: Documentation Unit Situation Unit Technical Services –Maps and Diagrams Technical Services - Weather Responsibilities: 1. Assess the Situation – Gather reliable information about the incident. Collect, analyze, and display situation information for the EOC. Prepare periodic Situation Reports (SitReps). 2. Prepare EOC Action Plan – Chair the EOC action planning meetings during each operational period. Prepare and distribute the approved EOC Action Plan to EOC Staff. 3. Keep Records – Document and maintain paper and electronic files on all EOC activities. Page | 1 of 6 4. Chair EOC Action Planning Meetings – Prepare Section objectives for presentation at the EOC Action Planning Meeting, at least once in each operational period. 5. Anticipate Future Events – Conduct advance planning activities to forecast events and requirements beyond the current operational period. Report recommendation to the EOC Director. 6. Coordinate Technical Services – Provide technical services to EOC Sections and branches as requested. 7. Manage the Planning Section – Establish the appropriate Planning Section Units and continuously monitor organizational effectiveness. 8. Prepare After Action Report – Coordinate the assembly of the EOC Lessons Learned from contributions from EOC Staff and from supporting and contributing agencies. Activation Phase: □ Follow the EOC activation Checklist □ Obtain a briefing on the current situation from the EOC Director o Determine current resource status (ICS Form 201) o Determine current situation status (ICS Form 201) o Determine current incident objectives and strategy o Determine Incident Action Plan(IAP) status o Determine time/location of first Planning Meeting o Determine if any contingency plans are in progress □ Based on the situation, activate the appropriate Units and designate Unit Leaders as necessary o Documentation Unit o Situation Unit o Technical Services, Maps and Diagrams (Technical Services may include Avalanche specialist, Avalanche Search and Rescue specialist, etc.) o Technical Services, Weather □ Refer to the EOP Hazard Annexes in the EOP for EOC organization charts. □ Assemble and brief EOC Planning Section staff: o Assign work locations and preliminary work tasks to Section personnel. o Provide summary of current situation Page | 2 of 6 o Provide summary of the kind and extent of Operations support that may be asked for (Search and Rescue, Evacuation, Sheltering (including pets), snow removal, damage assessments, etc) □ Provide initial assignments and specific actions which require immediate attention. □ Establish and maintain resource tracking system. □ Complete ICS Form 201 (if not previously completed) and provide copies to EOC Director, command staff, and appropriate organizations. □ Obtain/develop incident maps/charts/diagrams. □ Compile incident status summary information and display for EOC use. □ Consider potential avalanche impacts to transportation, public utilities/services, and back-country recreation activities. □ Establish planning and reporting schedule for EOC and determine operational periods with EOC Director. Operational Phase: 1. Assess the Situation □ Collect Information – Collect, analyze, and display situation information. Meet with the Operations Section Chief to obtain and review any major incident reports. □ Prepare EOC Situation Report – Produce the Initial EOC Situation Report (SitReps) for the Incident Commander within 30 minutes of EOC Activation. Produce additional EOC Situation Reports with each operations period or when the incident or emergency has a significant operational change. □ Display Information – Ensure that all EOC status boards and other displays are kept current and that posted information is neat and legible and correct. Ensure that the Incident Commander has immediate and unlimited access to all status reports and displays. 2. Prepare the EOC Action Plan □ Establish Information requirements/reporting schedules for use in preparing the IAP. □ Ensure detailed contingency plan information is available for consideration by Operations and Command. □ Verify that all support and resource needs are coordinated with Logistics Section prior to release of IAP. Page | 3 of 6 □ Include fiscal documentation forms in IAP as requested by the Finance/Admin Section. □ Coordinate IAP changes with the General Staff and distribute written changes as appropriate. □ Coordinate development of the Incident Traffic Plan with Operations Section. □ Coordinate safety message with Safety Officer. □ Coordinate preparation of the Incident Communications Plan and Medical Plan with Logistics and Operations Sections. □ Ensure EOC Section Chiefs provide their section’s objectives at least 30 minutes prior to each Action Planning Meeting. □ Prepare an EOC Action Plan for each operational period, based on objectives developed by each EOC Section. □ In preparation for the Action Planning Meeting, ensure that all EOC priorities and objectives are posted and distributed. □ Chair the EOC Action Planning Meetings approximately two hours before the end of the operational period. Sample Planning Meeting Agenda Agenda Item Responsible Party 1. Briefing on situation/resource status Planning/Operations Section Chiefs 2. Discuss Safety Issues Safety Officer 3. Set/confirm incident objectives Incident Commander 4. Plot control lines/division boundaries Operations Section Chief 5. Specify tactics for each Division/Group Operations Section Chief 6. Specify resources needed for each Division/Group Operations/Planning Section Chiefs Group 7. Specify facilities and reporting locations Operations/Planning/Logistic Section Chiefs 8. Develop resource order Logistics Section Chief 9. Consider comm/medical/transportation plans Logistics/Planning Section Chiefs 10. Provide financial update Finance/Admin Section Chief 11. Discuss interagency liaison issues Liaison Officer(s) 12. Discuss information issues Public Information Officer 13. Finalize/approve/implement plan Incident Commander/All Page | 4 of 6 3. Keep Records □ Document EOC Records – Document and maintain files on all EOC activities including: EOC Action Plans, Situation Reports, Resource Orders, Damage Assessments, Injury/Fatality Reports, Radio Messages/Logs, Email logs, Position Logs. □ Document Planning Meetings– Following the meeting; send the approved IAP to the Documentation Unit for distribution prior to the next operational period. Minimum distribution: Command, Command Staff, General Staff, Division/Group Supervisors. 4. Anticipate Future Events □ Consider Future Events – Highlight forecasted events or conditions likely to occur beyond the forthcoming operational period, particularly those situations which may influence the overall priorities of the EOC. □ Prepare Plans – Develop contingency plan and reports as required. o o o o Review current and projected incident and resource status. Develop alternative strategies. Identify resources required to implement contingency plan. Document alternatives for presentation to Incident Commander and for inclusion in the written IAP. □ Meet with Operations Section Chief and/or Command, to discuss proposed strategy and tactics and diagram incident organization and resource location. 5. Coordinate Technical Services □ Request Technical Services – Coordinate and manage technical services such as mapping/GIS services, weather, and environmental advisors and others as requested by EOC sections. o Establish Weather Data Monitoring/Reporting System 6. Manage the Planning Section □ Set up the Section – Ensure that the Planning Section area is set up properly and the appropriate personnel, equipment, and supplies are in place, including telecommunications equipment, maps, and status boards. □ Ensure Appropriate Personnel – Request additional personnel for the Section from the Human Service Branch in the Logistics Section to maintain staffing especially for 24-hour activation. Coordinate with the EOC Director regarding the need for Agency Representatives from external agencies. Page | 5 of 6 □ Brief the Planning Section – Brief the Unit leaders and all staff periodically on any updated information you may have received. Brief on-coming Plans Section Chief and staff on IAP, incident status, and ongoing Planning Section issues. □ Ensure Documentation – Ensure that all Section personnel maintain their individual position logs and other paperwork as require. □ Participate in EOC Action Planning Meetings – Collect objectives from each activated Planning Unit prior to each Action Planning meeting. □ Support Financial Objectives – Coordinate daily time sheets and emergency expenditures with the Finance Section. Demobilization Phase 1. Demobilize the Planning Section □ Demobilize EOC Planning Section Staff – Continue to monitor the situation and demobilize units and organizational elements when no longer required. Ensure that any operation actions are assigned to the appropriate EOC Staff or agencies as appropriate. □ Demobilize EOC Planning Section – Demobilize the EOC Planning Section when authorized by the Incident Commander □ Complete Paperwork – Ensure that all Planning Section paper work, including individual position logs (ICS Form 214) are complete and sent to the Documentation Unit. Ensure preparation of final incident package and route to OEM and Borough Mayor. □ Participate in the After-Action review. □ Follow the Generic “Demobilization” Checklist prior to departure. Page | 6 of 6