City of Lloydminster Emergency Response Plan 2017...Emergency Response Plan 2017- City of Lloydminster 2 Index Reviews, Updates, Revisions p.4 Definitions p. 5 Part 1-Authority p

Emergency Response Plan 2017- City of Lloydminster

1

City of Lloydminster Emergency Response Plan

2017


2

Index

Reviews, Updates, Revisions p.4

Definitions p. 5

Part 1-Authority p. 6

Introduction p. 6

1(1) Authority p. 7

1(2) State of Local Emergency p. 7

1(3) Implementation of the Emergency Plan p. 7

1(4) Bylaw & Approval of Plans p. 7

1(5) Requests for Assistance p. 7

Part 2- Overview of Plans, Roles & Responsibilities

2(1) Overview of Lloydminster Emergency Plans p. 8

2(2) Hazard Identification & Risk Analysis p.9

2(3) EOC Organizational Chart p. 10

2(4) DSS Organizational Chart p. 11

2(5) Executive Committee Overview p. 12

Part 3- Response

3(1) Notification p. 13

3(2) Activation of EOC p. 13

3(3) Disaster Notification & Mobilization Threshold Guidelines p. 14

3(4) Deactivation p. 15

Part 4- Recovery

4(1) Recovery Planning p. 15

Part 5- Program Evaluation

5(1) Testing p. 15

5(2) Training p. 15-16

Part 6 Financial Procedures

6(1) Financial Procedures p. 16

6(2) HR Procedures p. 16

Appendix

A1 Occasions for Municipalities or Local Authorities to Call the POC p. 18

A2 EOC Set-up Instructions p. 19

A3 EOC Floor Plan- EOC 2nd

Level RCMP Building p. 20

A4 EOC Floor Plan- Fire Hall #2 (Secondary EOC) p. 21

B1 Declaration of State of Local Emergency & Declaration of State of Local Emergency in Absence of Quorum of Council Templates

p. 22-23

B2 Extension of State of Local Emergency p. 24

B3 Termination of State of Local Emergency p. 25

C1 Resource Lists p. 26

D1 Maps p. 26

E1 ICS Forms p. 26

ANNEX- Pandemic Plan p. 27

Definitions p. 28-29

Introduction p. 30

Part 1 Pandemic Information Overview

1(1) Pandemic Information Overview p. 31

1(2) World Health Organization Pandemic Phases p. 32-33

Part 2- Pandemic Roles & Responsibilities

2(1) Roles & Responsibilities of Key Stakeholders in Pandemic p. 34-35

Part 3- Pandemic Communications

3(1) Communications p. 36

Part 4- Pandemic Planning Considerations

4(1) Treatment p.37


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4(2) Challenges p. 37

4(3) Social Distancing p. 38

4(4) Staffing- General guidelines During Pandemic p. 38-40

4(5) City Human Resources- Pandemic Guideline p. 40

4(6) Morgue Capacity p. 41

Part 5- City Pandemic Guidelines

5(1) Preparedness Plans p. 42-43

5(2) Response Plans p. 44-47

5(3) Recovery Plans p. 48

Part 6- Occupational Health & Safety Control Measures

6(1) Biohazard Control Measures- Pandemic Influenza p. 49

6(2) Biohazard Control Measures: Best Practice Guideline- Pandemic Influenza p. 50-51

6(3) Psychosocial Hazards & Controls- Pandemic Influenza p. 51-52

Part 7

7(1) Training p.52

Appendix

A1 Staying Healthy at Work p. 53

A2 Staying Healthy at Home p. 54

A3 Self-care Guidelines p. 55

A4 When to Seek Medical Attention p. 55

A5 The Difference Between Influenza, a Cold and Stomach Flu- Common Indicators p. 56

B1 Hand Washing Techniques p. 57

B2 When to Wash Your Hands p. 58

C1 Cough/Sneeze Etiquette p. 58

References/Works Cited p. 59


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Reviews, Updates & Revisions Each emergency plan comprising a component of the City of Lloydminster’s overall

emergency plan shall be reviewed annually. All changes and revisions must be made through the Emergency

Management Coordinator.

Date Pages Description of Revision Made Signature

Apr. 7/15

p.27 Operations Chief- responsibility added: maintain communication link between IC (sites) and EOC

Anne Danielson

Apr. 7/15 p.36 Planning Chief- responsibilities added for clarification of role

Anne Danielson

Apr. 7/15 p. 37 Situation & Documentation- responsibilities added for better clarification of role

Anne Danielson

Apr. 7/15 p. 31 Logistics Chief- responsibilities added for better clarification of role

Anne Danielson

Apr. 7/15 p. 42-43 Finance Chief- responsibilities added for better clarification of role

Anne Danielson

Apr. 7/15

p. 11-12 Org chart revisions- Units added Anne Danielson

Apr.17/15

p.33 Added info re: fuel cards and logs to ground unit Emergency Checklist

Anne Danielson

Apr. 17/15

p. 15 Secondary location for Ops Centre: Airport

Anne Danielson

Oct. 8/15 p. 11-12 Organizational Charts Anne Danielson Dec. 15/15

p. 18 Annual city-wide testing of Emergency

Alert Anne Danielson

Dec. 13/16 p. 12-13 Organizational Charts Anne Danielson

Dec 13/16 p. 21-59 Removed Roles & Responsibilities Emergency Management Planning Agency

Anne Danielson


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Definitions

AEMA-Alberta Emergency Management Agency

CAO- Chief Administrative Officer

Emergency Alert- this refers to the automated notification system the City uses to notify residents of an

emergency/disaster incident via phone, text and/or email through the notification system provider (Everbridge).

EMO- Emergency Management Organization. In this plan encompasses the group of both City & community partner

organizations and staff that comprise both the Emergency Management Planning Agency and the Emergency

Management Working Group

EOC- A pre-identified location for carrying out coordinated emergency response and recovery activities including

planning, logistical and operational support functions of Incident Command as well as Disaster Social Services

ERP- Emergency Response Plan

DSS- Disaster Social Services. Provides basic essential items to victims, evacuees and affected residents by providing:

lodging, food, water, personal services and other basic necessities as may be required

Incident Command/IC- On-site at incident and manages all objectives, plans and resources for the emergency response

IT-Information Technology

Lloydminster Executive Emergency Management Committee- Consists of the Mayor and all Councillors, who will

review, advise and approve emergency plans and programs

Lloydminster Emergency Management Planning Agency- Consists of City Directors and Managers as deemed

applicable; as well as community agencies as determined as appropriate by the Emergency Management Coordinator in

advising on the development of all-hazards emergency plans and programs

Lloydminster Emergency Management Working Group- A group of external community partner stakeholders who may

assist with preparedness, response and recovery activities as determined appropriate by the Emergency Management

Coordinator

Local Authority- refers to the local government of Lloydminster including the elected Mayor as the Chief Executive

Officer of the municipality as well as councillors

MOU- Memorandum of Understanding. A formalized agreement between two or more parties

OFC-Office of the Fire Commissioner. Provides technical advisory services to Alberta communities and organizations that

deliver fire and emergency response and prevention services for citizens

PDA Team- Personal Disaster Assistance Team.

PNHR – Prairie North Health Region. The designated Provincial Health Region under which Lloydminster falls

POC- Provincial Operations Centre. Acts as nerve centre for coordinating resources and emergency response from the

Provincial level. Organize information and implement plans to protect welfare of residents during an emergency situation

SOLE- State of Local Emergency

SEMFS- Saskatchewan Emergency Management & Fire Safety


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Part 1- Authority

Introduction

This plan is meant to guide the City of Lloydminster through an emergency in order to ensure an efficient and coordinated

response following an emergency for the protection and provision of the immediate needs of ratepayers and to reduce the

extent of negative impact on people and the environment.

The City of Lloydminster’s emergency plans are a foundation on which to create a community-oriented, comprehensive

emergency management program that strives to strengthen community partnerships and build awareness and by doing so

work towards a more prepared and resilient City.

Individual Executive Emergency Management Committee and Emergency Operations Centre roles and responsibilities

can be found on the City’s web site, internal drive, with each staff member assigned a position and with the Emergency

Management Coordinator.

Anne Danielson Emergency Management Coordinator City of Lloydminster


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1(1) Authority

Every local authority is required to have emergency plans in place that lay out the procedures and manner in which

persons will respond to the emergency. Furthermore, the local authority is responsible for the direction and control of the

local authority’s response at all times, except where the capacity of the local authority is exceeded or the Government

assumes control.

-Pursuant to c.E-6.8, s.11 of the Alberta Emergency Management Act. 1(2) State of Local Emergency

In accordance with provincial legislation governing emergency management, a local authority may at any time when it is

satisfied that an emergency exists or may exist in its municipality, may make a declaration of a state of local emergency

relating to all or any part of the municipality.

A State of Local Emergency will be declared if the powers authorized under it will aid in mitigating the effects of the

emergency and/or protection of life and/or property. The Executive Emergency Management Committee is responsible for

ensuring that the State of Local Emergency is submitted to AEMA and Saskatchewan Emergency Management & Fire

Safety.

Termination of a State of Local Emergency

When in the opinion of the local authority, an emergency no longer exists in the area with respect to which a local

emergency declaration was made, it shall be terminated. A copy of the termination must be submitted to AEMA and

Saskatchewan Emergency Management & Fire Safety. It is the responsibility of the Executive Emergency Management

Committee to ensure that the Termination of the State of Local Emergency is submitted.

1(3) Implementation of the Emergency Plan

The emergency plan may be implemented in whole or in part as authorized by the following:

a) the Mayor or designate,

b) the Emergency Management Co-ordinator or designate; c) City of Lloydminster Fire Chief or designate;

d) City of Lloydminster RCMP Detachment Commander or designate;

1(4) Bylaw & Approval of Plan

The City of Lloydminster Emergency Management Bylaw No. 06-2013 lays out the roles and responsibilities of the local

authority preceding, during and following a large-scale emergency. It makes allowance for the establishment of an

Executive Emergency Management Committee and Emergency Management Planning Agency and the authorities

thereof. The bylaw also sets out the procedures for declaring, extending and terminating a State of Local Emergency. The

Emergency Management Bylaw is pursuant to the Alberta Emergency Management Act as set forth within the City of

Lloydminster Charter.

This plan shall be approved by Council on an annual basis and in accordance with the City of Lloydminster Emergency

Management By-law No.06-2013.

1(5) Requests for Assistance:

Requests for additional assistance may be made through the Province’s emergency management agency- Alberta


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Emergency Management Agency/Saskatchewan Emergency Management & Fire Safety. Request for additional

assistance does not override the local authority’s control of the emergency.

Part 2 Overview of Plans, Roles & Responsibilities

2(1) Overview of Lloydminster Emergency Plans

There are presently four main plan components comprising the City of Lloydminster’s emergency plans. These all-hazards

plans have been implemented by the City of Lloydminster and may be used individually or together as the emergency

dictates. As the City’s emergency management program continues to progress, subsequent plans and components may

be added with approval of the Executive Emergency Management Committee. Each organization/role within the plans is

responsible for ensuring their own duties are carried out to the best of their abilities. Where duties are delegated to other

staff within the department it is the responsibility of the position listed in the organizational flow chart to oversee

subordinates and ensure that duties delegated are completed.

The plan has currently been broken down into the following components to make the plan more manageable and

functional:

Lloydminster Emergency Response Plan

The Lloydminster Emergency Response Plan makes provisions for the declaration of a State of Local Emergency and

lays out the responsibilities of the Executive Emergency Management Committee. This emergency plan provides the

basic guiding elements for all of the City’s emergency plans. The City’s Pandemic Plan is included as an annex to the

Emergency Response Plan.

Disaster Social Services Plan

The Disaster Social Services Plan makes provisions for providing for the basic needs of evacuees. The plan also includes

an annex detailing the Lloydminster Trauma Response Team Protocol- a community partnership for responding to

traumatic events.

Evacuation & Shelter-In-Place Plan

The Evacuation & Shelter-in-Place Plan lays out the procedures for both shelter-in-place incidents and evacuations

including evacuation notifications, evacuation routes, maps, resources and re-entry procedures. The plan also includes a

separate annex for procedures and resources for acquiring transportation for the movement of people into or out of an

area.

Emergency Information & IT Plan

The Emergency Information & IT Plan includes details for notifying the public of a large-scale emergency and details of

the City’s Emergency Alert public notification system including procedures for activation and ongoing public information

updates. The plan also makes provision for emergency communications in the event that regular communication systems

are interrupted.


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2(2) HIRA The Hazard Identification and Risk Analysis for the City of Lloydminster has been completed in consultation

with key members of the Emergency Management Planning Agency. Additional information regarding the HIRA can be

found at the office of the Emergency Management Coordinator or electronically in the EMO File on the City Drive.

The following hazards have been given numerical weightings based on the assessment of the following categories:

Frequency, Factors That May Change the Hazard Frequency and Social Impacts. Weightings can range from Very Low-

less than 10 to Extreme- anything over 50. The higher the rating, the more susceptible the community is to that particular

hazard or the impact of that hazard based on the assessed categories.

Special note: The Oil and Gas Emergency category listed below also includes natural gas leaks which contributed to an

overall much higher rating.


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2(3) EOC Organizational Chart


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2(4) DSS Organizational Chart


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2(5) Executive Emergency Management Committee (Mayor & Council)

Preparedness:

Annually review emergency plans, programs and hazard risk and vulnerability assessment

Responsible for knowing their roles and the City’s roles in an emergency

Participating in trainings, exercises and/or workshops as may be necessary

Response:

This group is ultimately responsible for the emergency from beginning to end and ensuring the overall protection

and welfare of residents and the environment is maintained

Responsible for declaring a State of Local Emergency should one exist and ensuring that details of such are

made public immediately

Responsible for submitting Declaration of a State of Local Emergency to both Alberta Emergency Management

Agency and Saskatchewan Emergency Management & Fire Safety

Request extension of a State of Local Emergency and/or terminate a State of Local Emergency and ensure the

details of such are made public immediately

Keep the public informed and work with the Information Officer to ensure that the public are kept informed of all

developments during the emergency

Recovery:

Ensuring the City’s representation and involvement in any Recovery Operations


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Part 3 Response

3(1) Notification

Notification will be initiated by the lead on-site emergency service by contacting the Emergency

Management Coordinator

After hours notification will follow the same information route

Emergency Management Coordinator or designate will immediately implement staff call-out

utilizing Emergency Alert for Employees

Depending on incident- will issue or delegate an authorized staff member to issue Emergency

Alert to public

In event that all communication systems are down, Amateur Radio will be used to call staff in

3(2) Activation of EOC

EOC Locations

1. Primary EOC-Public Safety Building 5106-44th St.

Located upstairs in Bill Cornfoot EOC Room

2. Secondary EOC- Fire Hall #2 2716-59 Ave.

Located in EOC Board Room

The EOC will become operational if an incident occurs requiring partial or complete activation of the EOC

Once the EOC is activated the Emergency Management Coordinator or her designate will assume the

position of EOC Director

Floor plans and instructions for set- up of both Primary & Secondary EOC can be found in Appendix of

this plan as well as posted in both EOC Rooms

Secondary Location for Ops Centre Based Personnel:

The airport will be a secondary location to the Ops Centre for the following units in the event that the Ops Centre

cannot be utilized:

Ground Support, Staging, City Utilities, Facilities & Supply Units


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3(3) Disaster Notification & Mobilization Threshold Guidelines

Levels Threshold Emergency Management

Support

EOC Notification DSS

Level 0 Normal

Normal day-to-day operations

Normal day-to-day operations

Canadian Red Cross PDA Team notified if needed

Level 1 Minor

Site managed by Emergency Services Departments- less than 50 people

Emergency Coordinator notified & contacts external agencies if needed

EOC members may be put on stand-by

Canadian Red Cross PDA Team notified if needed. DSS City staff may assist informally where needed

Level 2 Major localized

Affects more than 50 people total for more than 4- 6 hours OR Is a large-scale planned event

-Emergency Coordinator notified & contacts internal and external agencies as needed

EOC may be partially activated

Key EOC members notified

DSS partially activated

Level 3 Major

-Major incident impacts one or more areas of the city -Back-up support and resources required by Incident Command

-Emergency Coordinator notified -SOLE declared

-EOC fully activated

-Executive Emergency Management Committee, EOC & DSS members notified via automated call out system or phone tree -Public notified

-DSS fully activated & reception centre fully activated. -Lodging facilities set-up/ arranged

Level 4 Catastrophic- exceeds capacity

Major disaster affects large area(s) of the City or entire City -Has catastrophic impacts and/or effects will be felt for extended period of time

-Internal and external resources motivated -Assistance from Province requested -SOLE declared

-EOC fully activated

- Executive Emergency Management Committee, EOC & DSS members notified and EOC fully activated -Public notified -Hosting arrangements notified and implemented as needed

-DSS fully activated & reception centre fully activated. -Lodging facilities set-up/ arranged


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3(4) Deactivation

Deactivation of EOC will occur when the Emergency Management Planning Agency is satisfied that the emergency has

been resolved to the extent that EOC functions are no longer needed and pre-emergency operations can continue

Notification

The Executive Emergency Management Committee will terminate a State of Local Emergency once the

emergency has passed, immediate response operations have ceased and there is no need for use of State of

Local Emergency powers

Details of termination of a State of Local Emergency will be made public immediately

IC/EOC response staff are notified and stand down

DSS staff are notified and stand down

Deactivation

All emergency response facilities will be deactivated including EOC, Reception Centre and short-term congregate

facilities

Volunteer assistance with clean-up will be organized through HR Unit

Closing dates of Reception Centre and any remaining short-term congregate facilities will be publicized

All reports will be submitted to Emergency Coordinator for integration into final report

All facilities will be cleaned up and left in pre-emergency condition

Recovery activities, if not already begun, will be initiated if necessary

An inventory of supplies for EOC and Reception Centre use will be taken and re-stocked as necessary

Part 4 Recovery

4(1) Recovery Planning:

All efforts will be made to assess and respond to remaining community concerns. Recovery shall focus on building back

better in order to increase resiliency and implement action plans based on lessons learned and emergency debriefs with

response staff, organizations and volunteers.

Where necessary, recovery teams may be formed to address unmet needs of community and a forum for community

consultation offered.

Part 5 Program Evaluation

5(1) Testing

All emergency plans shall be reviewed and updated accordingly on an annually scheduled basis for approval by the

Executive Emergency Management Committee.

Exercise of emergency plans shall occur annually and be followed by recommended action plans to address any gaps.

Exercises may occur in partnership and/or consultation with other outside organizations. Exercises are meant to be a test

of the City’s preparedness and response capabilities.

The City’s overall emergency management program shall take into consideration action plans from emergency exercises,

public awareness and education, community partnerships and focus on building community capacity and resilience.

5(2) Training

Training for key members should be provided at least once annually. In addition, stakeholder meetings will occur at

minimum on a quarterly basis. Regular training and exercises are a means to help all group members’ build on their skills


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and knowledge as well as keep well-informed, prepared and ready to respond within their own capacity as part of a larger

emergency management team.

Type Frequency of Testing

AEMA Emergency Alerting System Quarterly

Emergency Alert-Public Opt-in Notification Monthly

Emergency Alert-DSS Employee Notification Monthly

Emergency Alert- EOC Employee Notification Quarterly

Emergency Alert- City-wide Test Annually

Emergency Exercises Annually

Training At minimum- annually

Part 6- Financial Procedures

6(1) Financial Procedures

All Branch Directors and Section Chiefs are responsible for approval of costs spent within their Branch/Section

during an emergency

All Units should get approval of expenditures charged to the City from Branch Director and/or Section Chief

All expenditures must indicate where and from whom the resource is being requisitioned/procured and for whom

or for which part of the City it is being provided (see ICS Form 204-for use by Operations Chief/Branch Director)

Best practices include securing a cost estimate of resources provided

All resources (personnel & equipment) must be checked in and checked out in order to track total time of

resources used which could have impact on costs. Thorough tracking of resources is required to ensure efficient

and cost-effective uses of resources

Financial processing procedures will follow the normal process. Anything outside these guidelines must be pre-

approved by Finance

6(2) City Human Resources Unit- Disaster Guidelines

Overtime Procedures:

Union staff overtime procedures will follow collective agreement

Out of scope staff: Adequate time off will be provided on an incident by incident basis.

General Pandemic Procedures:

In event of pandemic, employees will be instructed to go home if they are not feeling well

Depending on severity of pandemic and based off of recommendation from PNHR, alternate work sites and

schedules may be considered as appropriate

Staff requested to fill positions that typically have a higher rate of pay will receive that rate. Staff who fill positions

that typically have a lower rate of pay than their own regular position will not receive a reduction in pay

In accordance with Occupational Health & Safety- employees who feel they are in particular danger or at risk

during a pandemic, may refuse to work, in this case they will be required to let their supervisor know and will be

requested to use holiday time or time off without pay. Refusals to work are required to be investigated by the

Occupational Health Committee

Other day-to-day HR operating procedures will be reviewed and may be temporarily adjusted to meet the

demands of the pandemic (ex: requirements for doctors notes for sick days lasting longer than 2 days may be

temporarily suspended due to increased pressure on the healthcare system and region).


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Detailed Roles & Responsibility Checklists for Executive Committee Members

and EOC Staff can be found on personnel emergency management flash drives,

on the internal City Z Drive and with the Emergency Management Coordinator.


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Appendix A1- Occasions for Municipalities/Local Authorities to Call the POC

Upon the declaration of a State of Local Emergency (SOLE), or the extension or cancellation of an already declared SOLE. The SOLE form should also be faxed to the POC fax at 780-644-7962.

Activation of a Municipal EOC: a. For an incident which requires, or may require, mutual aid or other resources external to the municipality; b. For an incident which may result in a request for disaster assistance funding; or c. For an incident which has generated, or may generate, significant media attention.

Any evacuation which requires the activation of a reception centre by municipal Disaster Social Services.

Any significant or long-term disruption or potential disruption of critical community services including: a. Fire b. Police c. Hospital d. Emergency Social Services e. Utilities (water treatment, phones, electricity, gas, etc.) f. Major Transportation Routes (including rail) g. Emergency Management Systems h. 911 i. Emergency Warning Systems

Any incident where the municipality has requested, or anticipates the possible need to request, the assistance of a provincial or federal department or agency.

Any emergency incident which crosses, or has the immediate potential to cross, municipal boundaries.

Any event within the municipality which directly affects, or has the potential to directly affect, provincial/federal employees and/or provincial/federal infrastructure (for example a fire in a provincial office building).

Any incident which is beyond the scope, or may become beyond the scope, of the municipality’s resources to provide an adequate response.

High Intensity Residential Fire (HIRF), which is defined as a fire which involves three or more adjacent dwellings (homes, mobile homes, apartments or condominiums) including those under construction.

When fire investigation support is required. All reportable fires must still be reported to the Fire Commissioner’s Office, even if investigative support is requested.

When municipal resources have been requested by another municipality for mutual aid.

At any time if unsure which external agency or resource to call to report and/or assist with an emergency incident.


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Appendix A2- EOC Set-up Instructions

EOC Set- Up Instructions:

Separate current large table into small workstations along outside wall and utilize folding table(s) for scrum area in middle of EOC- refer to floor plan that indicates who sits where

EOC supplies can be found in cupboards in EOC- additional supplies can be found in EMO/Bylaw Storage Room. Retrieve individual position boxes from EMO/Bylaw Storage Room at RCMP Building and place at each assigned position table as per floor plan. Please note that some positions will be expected to share phone lines.

Secondary EOC supplies can be found at Fire Hall #2 in the north closet

Place office chair at each station

Set-up grey folding table for scrum area

Take out updated City map from white cylindrical tube and place on scrum table

Ensure EOC log and sign-in/out sheets are filled out

Ensure Time Event Logs have been distributed to all staff and/or journal

Amateur radio operators work station has been pre-designated and set-up

Ensure radios are charged/charging

Turn on Smart Board/TVs/Screens

Keep any remaining EOC supplies in accessible location

EOC General Maintenance

Ensure EOC is kept secure and only authorized staff have access

Ensure break area is set-up for staff

Ensure EOC is kept tidy and adequate storage/data supplies present to store confidential information

Staff schedule- staff should not work more than 12 hours in a day and not more than 3 consecutive 12 hour days in a row without a day off. Each dept./organization supervisor is responsible for ensuring adequate staff respite

Primary EOC RCMP Building Phone Line Assignments (All lines are VOIP):

Emergency Coord. & Operations both have VOIP & Analog capability. Analog phones have their own numbers, separate from VOIP

EOC Fire Hall #2 Direct Phone Line Assignments (All lines are analog)

Fire Hall #2:*** AT NO TIME SHOULD ANY PERSONNEL BE WANDERING THROUGH APPARATUS BAYS DURING ANY

INCIDENT AS THERE MAY BE MEMBERS AND LARGE EQUIPMENT MOVING IN THOSE AREAS***


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Appendix A3 City of Lloydminster EOC Room 2nd Floor RCMP Building Primary EOC

All Phones: 780-875-6184 Ext. 222_

Analog (Ops /Emerg Coord.) (780) 808-2183/808-2263

Smar

t TV

Scrum

Tables

W

S N

E

Smartb

oard

Door Door Logistics Ext.2226

Operations Ext. 2227 Dig/Analg

Analg: 780-808-2183

Planning & GIS

Ext. 2228

Info Officer & Situation Unit

Ext. 2224

DSS Director Ext. 2223

Extr

a

(Ext

ern

al

Par

tner

s)

Ext.

22

25

Emergen

cy Co

ord

.. &

Scribe

Ext. 2222

Dig/A

nalg

An

alg: 780

-808

-22

63


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Appendix A4- EOC Floor Plan Fire Hall #2

City of Lloydminster EOC

Fire Station #2

Secondary EOC Room Layout

Kitchen

Ch

air Storage

20

1

20

2

Info

Off

(F

ire)

20

3

Situ

atio

n

Un

it

(RC

MP

)

204 EMC & EMC

Scribe

(EMS)

205 206

Logistics (City)

207 GIS

208 Operations

20

9

Safety O

fficer

(Spare

#1)

Washrooms

EOC

Equ

ip.

SCRUM TABLES

205 Planning

Co

pier &

Fax (Sp

are

#3)

21

0

DSS

Dire

ctor

(Spare

#2)


22

Appendix B1- Declaration of State of Local Emergency Form

SAMPLE ONLY

Date: _________ Time: _________a.m. / p.m. (Circle appropriate option)

Moved by:__________________

Seconded by: ______________

I, (state name and elected City position) on behalf of the Council of the City of Lloydminster, hereby declare a State of

Local Emergency for the City of Lloydminster due to (state nature of emergency) in (specify area(s) of City experiencing

the emergency). This State of Local Emergency shall remain in effect for seven days from this date or until such time as it

is extended, terminated or expires at the end of seven days.

Pursuant to ________ the Council of Lloydminster has by resolution declared this State of Local Emergency this (day) of

(month) (year).

The City of Lloydminster:

(Printed Name)

(Signature)

Fax this form to the AEMA Provincial Operations Centre at: 780-644-7962

& Saskatchewan Emergency Management & Fire Safety: 306-787-1694


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Declaration of a State of Local Emergency in Absence of Quorum of Council

SAMPLE ONLY

Date: __________ Time: ___________ a.m. / p.m. (Circle appropriate option)

We, (state names and elected City positions) on behalf of the Council of the City of Lloydminster, hereby declare a State

of Local Emergency for the City of Lloydminster due to (state nature of emergency) in (specify area(s) of City

experiencing the emergency). Due to the extent of the emergency there is insufficient time to convene a regular meeting

of Council. Therefore, in the interest of public safety we (names and elected City positions) are declaring a State of Local

Emergency on behalf of the City of Lloydminster this (day) of (month) (year).

1. (Printed name)

(Signature)

2. (Printed name)

(Signature)


& Saskatchewan Emergency Management & Fire Safety at: 306-787-1694


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Appendix B2- Extension of State of Local Emergency

Sample Only

Date: ___________ Time: __________ a.m. / p.m. (Circle appropriate option)

Moved by: __________________

Seconded by: ______________

I, (state name and elected City position) hereby request an extension of the declared State of Local Emergency in

Lloydminster (due to- indicate reason for requested extension) upon approval of the Minister.


(Printed Name)

(Signature)




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Appendix B3- Termination of State of Local Emergency

SAMPLE ONLY

Date: ________ Time: _____________ a.m. / p.m. (Circle appropriate option)

Moved by: ______________________________

Seconded by: ____________________________

I, (state name and elected City position) on behalf of the Council of the City of Lloydminster, hereby terminate the State of

Local Emergency issued the (day) of (month) (year) for the City of Lloydminster.

Dated this day ________ of month __________ year _________


(Printed Name)

(Signature)




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Appendix C1- Resource Lists

For a complete list of resources please see Z Drive in EMO file, Resources Binder in EOC or Emergency Coordinator.

Appendix D1- Maps

Emergency management map with the following layers can be found on electronic file on City EMO drive, City

MapViewer, hard copies in Resource Binder in EOC, on City Staff EMO flash drives or with Emergency Coordinator:

Staging Areas

Camp

Evacuation Routes

Schools

Parks

Other maps available electronically and in hard copy in EOCs include:

Baseline street Map

Sewer Map

Storm Map

Fibre Optic Map

Airport Grid Map

Franchise Utilities Maps

Appendix E1- ICS Forms

EOC forms can be found in electronic City EMO file on Z drive, in hard copies Resource Binder in EOC or with

Emergency Coordinator. If your position is responsible for filling out a form, you can also find a copy of it on your flash

drive and in your positions’ EOC box at the Emergency Operations Centre. If the position lead is not capable of filling out

the form, they must ensure that this responsibility has been appropriately delegated and follow-up to ensure that detailed

documentation has been completed and submitted to the Documentation Unit & Situation Unit to compile as part of the

Incident Action Plan. New forms are typically to be filled out at the beginning of every Planning Cycle (following every

Planning Meeting).


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City of Lloydminster Pandemic Plan 2017

Annex to City of Lloydminster Emergency Response Plan


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Definitions

AHS-Alberta Health Services

Antiviral-as defined in this plan refers to a drug meant to treat the symptoms of pandemic influenza, but is not

intended to prevent or cure the virus.

BCP-Business Continuity Planning

EOC-Emergency Operations Centre

Executive Emergency Management Committee - Consists of the Mayor and all Councillors, who will review,

advise and approve emergency plans and programs

HEOC-Health Emergency Operations Centre

HR- Human Resources

Incident Command System (ICS)- a standardized management system that can be used to meet the needs

of small- large incidents and allows personnel from a variety of agencies and organizations to work together

in a common management structure, thereby facilitating better communication and a more efficient use of

resources

OH&S-Occupational Health &Safety

Pandemic- caused by a strain of the influenza A virus. Is transmissible between human to human contacts

with continued spread among people in two or more countries in one WHO region. There are 6 WHO Regions

which include: Africa, Americas, Eastern Mediterranean, Europe, Southeast Asian, & Western Pacific. With

new virus strains there is not likely to be any immunity built up in the population against the virus, allowing

these strains to travel quickly and infect many people at a time.

PHAC-Public Health Agency of Canada

Planning Agency -Consists of City Directors and Managers as deemed applicable; as well as community

agencies as determined as appropriate by the Emergency Management Coordinator in advising on the

development of all-hazards emergency plans and programs

PNRHA-Prairie North Regional Health Authority, under which the City of Lloydminster falls.

PPE-Personal Protective Equipment

RHA- Regional Health Authority

Saskatchewan Ministry of Health (MoH) - provides leadership to Saskatchewan’s healthcare system

including coordinating and supporting health response of RHAs.

SK-Saskatchewan

SPIP-Saskatchewan Pandemic Influenza Plan

Vaccine- as defined in this plan refers to an inoculation meant to immunize people against a pandemic


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influenza

WHO-World Health Organization

Working Group A group of external community partner stakeholders who may assist with preparedness,

response and recovery activities as determined appropriate by the Emergency Management Coordinator


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Introduction

Unlike other types of disasters, a pandemic poses its own unique challenges, not only in terms of affecting the

health of residents, but the affect that it can have on local, regional, provincial and national workforce, a

consequence that if not planned for can exacerbate an already critical situation. Particularly vulnerable during a

pandemic are those essential services which must continue to meet the basic needs of residents including:

water treatment and waste management, road maintenance, fire services, garbage removal and overall

functioning of the City. For this reason, pandemic planning has a more focused approach on education &

communication, psychosocial health and business continuity including occupational health and safety and

human resource considerations. By incorporating key pandemic planning into our emergency plans we

continue to apply an all-hazards approach to planning for and coping with disasters.

As with the City’s other plans, the pandemic plan takes in to consideration the emergency management cycle

including preparedness, response and recovery.

Anne Danielson City of Lloydminster Emergency Management Coordinator


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Section1- Pandemic Information Overview

1(1 )Pandemic Information Overview

A pandemic may arrive in two or more different waves- each wave lasting anywhere from 8-10 weeks, with an

overall cumulative time of a pandemic lasting between 12-18 months1. The average total rate of sick employee

absenteeism in a normal winter is 8%. However, in general, it’s estimated that 15-35% of the population may

become ill2.

In Saskatchewan, it’s estimated that 46,800 people will become ill, while it’s estimated that 124 additional

people may die from influenza complications3 (these statistics include clinically, outpatient and those ill enough

to require hospitalization).Similarly, it’s estimated that in Alberta over 70% of the population may be infected

over the course of the pandemic, with 15-35% of the population becoming clinically ill and the remainder being

carriers of the virus4.

Note: All numbers for Saskatchewan and Alberta are from 2009.

An influenza pandemic is caused by influenza A and can occur at any time of year. It’s spread from person to

person in respiratory droplets (coughing, sneezing, talking), when a person touches respiratory droplets left on

the surface by an infected person (ex: doorknob) and then touches their own mouth or nose before washing

their hands. It may also be spread through the air, as it can travel up to 2 meters in the air before landing. It

can survive on hard surfaces 24-48 hours, on soft, porous surfaces for 8-12 hours and on the hands for up to 5

minutes5. Infected persons are contagious from 24 hours prior to onset of symptoms and up to 7 days after

onset of symptoms (may be longer in children and some adults)6.

Proper hand washing with soap and water and regular disinfection of surfaces is the best way to prevent the

spread of the influenza virus.

Businesses are advised to plan for a 1/3 absenteeism rate at the peak of the pandemic, with typical estimates

being between 20-25% for absenteeism rates in Alberta and Saskatchewan respectively. With these numbers

in mind, it’s important to consider that natural disasters and human caused disasters do not stop just because

there is a pandemic present- there is the potential for the Local Authority to need to maintain essential

services, provide support to the PNHR and deal with a natural or technological emergency at the same time.

Flow of Information:

Internationally, the World Health Organization (WHO) will notify the Public Health Agency of Canada (PHAC)

whenever a new respiratory disease is detected anywhere in the world. The PHAC will then notify provincial

and territorial health officials (ex: Saskatchewan Ministry of Health & Alberta Health Services) who will then

1 Alberta’s Plan for Pandemic Influenza p. 6. 2009.

2 Alberta’s Plan for Pandemic Influenza p. 6-7. 2009.

3 PNHR Pandemic Influenza Plan p. 4. 2009.

4 Alberta’s Plan for Pandemic Influenza p. 6. 2009.

5 Best Practice Guidelines or Workplace Health &Safety During Pandemic, p. 8. Government of Alberta. 2009.

6 ARHA Pandemic Plan, p. 13-2, 4-5, 4-36. 2009.


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notify regional health officials (ex: Prairie North Health Region). At both a provincial and local level, the local

health authority will implement response within the incident command system framework.

1(2)World Health Organization Pandemic Phases

Both Saskatchewan and Alberta follow the same pandemic categorization phases as the World Health

Organization (WHO) outlined below:

Preparedness & Planning

Phase Description Phases 1-3 predominantly animal infections. Few human to human infections

Phase 1 No viruses circulating among animals have been reported to cause infections in humans

Phase 2 An animal influenza virus circulating among domesticated or wild animals is known to have caused infection in humans, and is therefore considered a potential pandemic threat.

Phase 3 An animal or human-animal influenza reassortant virus has caused sporadic cases or small clusters of disease in people, but has not resulted in human-to-human transmission sufficient to sustain community-level outbreaks. Limited human-to-human transmission may occur under some circumstances.

Response & Mitigation

Phase 4 Is characterized by verified human-to-human transmission of an animal or human-animal influenza reassortant virus able to cause “community-level outbreaks.” Phase 4 indicates a significant increase in risk of a pandemic but does not necessarily mean that a pandemic is a forgone conclusion.

Sustained human to human transmission

Phase 5 Is characterized by human-to-human spread of the virus into at least two countries in one WHO region. While most countries will not be affected at this stage, the declaration of Phase 5 is a strong signal that a pandemic is imminent.

Widespread human infection


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Phase 6 The pandemic phase, is characterized by community level outbreaks in at least one other country in a different WHO region in addition to the criteria defined in Phase 5. Designation of this phase will indicate that a global pandemic is under way.

Widespread human infection

Phases courtesy of World Health Organization 2013. http://www.who.int/csr/disease/swineflu/phase/en/

In addition to these phases, should a new influenza virus occur at the same time as one or more other

subtypes globally the pandemic phase will immediately be issued as Phase 6. The Pandemic Influenza

Committee for Canada will follow the same procedures.

http://www.who.int/csr/disease/swineflu/phase/en/


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Section 2- Pandemic Roles & Responsibilities

2(1) Roles & Responsibilities of Key Stakeholders in Pandemic (as outlined in Saskatchewan Pandemic

Influenza Plan for the Healthcare System p. 6-9):

Public Health Agency of Canada (PHAC)

Liaison with international community on health issues

Responsible for stockpiling and distribution of antivirals from federal stockpile

Ensure safety and responsible for distribution of vaccine

Analyzes and reports epidemiological information

Implements national health communication strategies

Health Canada

Responsible for emergency health care of community reserve First Nations

Providing occupational healthcare for federal employees

Responsible for approving drugs and vaccines

Saskatchewan Ministry of Health:

Plays key decision making role in pandemic

Has presence in HEOC including Minister of Health and Chief Medical Health Officer who will be lead

personnel on the provincial pandemic response

I. Population Health Branch

Responsible for development of Saskatchewan’s Pandemic Influenza Plan

Is the main provincial link between the province and PHAC on technical and operational

matters relating to pandemic preparedness

II. For more detailed roles and responsibilities of SK Ministry of Health including: Health

Emergency Management Branch, SK Influenza Advisory Group, Health Emergency Management

Steering Committee, North & South Pandemic Forums and the Provincial Planning Management

Committee. Please see page 9 of the Saskatchewan Pandemic Influenza Plan for the Healthcare

System for more info.

PNHR7:

Local lead authority on pandemic response including communications

Maintains a regional pandemic plan

Holds accountable each PNHR affiliated facility for complete plans

Ensures coordination of services with external stakeholders

7 PNHR Pandemic Influenza Plan. 2009


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PNHR Public Health Services:

Responsible for mass vaccine programs

Ambulance

May be asked to provide additional services (ex: mutual aid) where necessary and/or possible

Local Authority

The local authority will assist the PNHR however it can within its capacity to do so

The 5 significant ways that the Local Authority will endeavor to assist the PNHR during a pandemic

include:

1. Providing transportation to vaccine centres

2. Providing personnel and/or volunteers where possible to assist at mass vaccine centres or with traffic flow,

administrative and liaison type roles at the hospital

3. Provide alternate sites/facilities in which to set-up mass vaccine centres or Influenza Assessment Centres,

where possible

4. Assist with communication by assisting in distributing information to the public and City staff, where

requested

5. Ensure that the City’s pandemic plan is kept up to date and includes recommendations for keeping staff

healthy at work and business continuity considerations, thereby ensuring that the City can continue to provide

essential services to residents as well as helping to alleviate the pressure on local healthcare.

Influenza Assessment Centres

If needed, Influenza Assessment Centres will be set-up within the Region as indicated in the SPIP. Alberta

Health Services have also identified potential use of these within their plan. These centres would be located

off-site of hospital and would be specifically for people with minor -moderate influenza symptoms. These

centres would be for identifying those with the illness and would assist in reducing surge of those carrying the

illness within the hospital.

Health Links

Provincial healthcare information hot line staffed 24/7 by registered nurses

This will be the be the first point of contact promoted by SK MoH for the general public, not requiring

emergency care

The number is 811


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Section 3- Pandemic Communications

3(1) Communications

Local Flow of Information:

Unlike some other disasters, in a pandemic the local health authority will be the lead organization in this

community response. The City of Lloydminster will be notified of presence of pandemic influenza in Canada by

the Prairie North Health Region.

A provincial Health Emergency Operations Centre (HEOC) will be activated and will supply information

provincially to regional EOCs such as PNHR’s located in Battlefords Union Hospital Nursing Conference

Room8

Depending on impact of the pandemic, the City may, if necessary or requested by PNHR set-up its EOC to

provide support to PNHR and local health sites. This may be for coordination purposes, more than operational.

In this regard, the typical roles of EOC staff may be revised to better suit the needs of a pandemic, rather than

a natural or technological disaster.

The public will be encouraged by Saskatchewan Health to phone Health Link at 811 as a first point of

contact.

8 PNHR Pandemic Influenza Plan p. 6. 2009.


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Section 4- Special Pandemic Planning Considerations

4(1) Treatment

A vaccine is not expected to become available for a pandemic influenza for 4-6 months after it first appears

and becomes a pandemic (through human to human transmission and travels within the population

extensively). Antivirals such as Tamiflu and Relenza may be prescribed to treat symptoms of the flu but are not

recommended as a cure for infection. Antivirals may be used to delay arrival of pandemic by treating early

cases with antivirals to contain an outbreak in high risk locations such as care homes that provide services and

lodging for multiple numbers of people9. Canada has stockpiled these antivirals to distribute when needed and

in accordance with established guidelines for distribution. It is expected that the province of Saskatchewan’s

stockpile of antiviral medications in addition to the National Emergency Stockpile will provide enough antiviral

for 25% of the province of Saskatchewan’s population10.

When a vaccine does become available it is expected it will only be available in batches. Vaccine will be

distributed by PHAC based on vulnerability of population to becoming infected and on priority basis. It will then

be distributed to Provinces in batches. SK and AB will distribute these in a fair and equitable way targeting

those most at risk first.

4(2) Challenges

Supply Chain Interruption-because the work force is likely to suffer twice or more its’ normal absenteeism

rates, there is likely to be supply chain interruption. This may apply to various goods and services. In extreme

cases, travel may be restricted and borders closed. It’s important to note that many of the medical supplies and

equipment in Canada originate from outside of the country.

Large area affected- because a pandemic is widespread, unlike other disasters, in which mutual aid may be

called on to assist, in a pandemic, such options may not be available (for example, if the neighboring

community is already short-staffed due to absenteeism)

Family-care- even for those employees who do not become infected, many will need to stay at home to care

for infected dependent family members

9 Alberta’s Plan for Pandemic Influenza, p.46. 2009.

10 Saskatchewan Pandemic Influenza Plan for the Healthcare System p. 18. 2009.


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4(3) Social Distancing

In general, social distancing is not a recommended course of action in terms of closing businesses and schools

in order to try to prevent the virus from spreading. Research shows that this may only be effective in the initial

stages of a pandemic in order to delay it. However, once a pandemic reaches a community and has sustained

human to human contact, though there are steps people can take to reduce their likelihood of contracting it

(such as self-care and cleaning guidelines) there is little a community can do to stop the pandemic. In addition,

the virus may not show symptoms for 24 hours after the infection and can be spread through human to human

contact and within 2 meters of an infected person, making it difficult to tell in the first 24 hours who does or

does not have the virus. Furthermore, social distancing (such as cancellation of community meetings, etc.)

may only have further detrimental psychosocial impacts on the community and its members.

In the event that social distancing becomes a recommended course of action, PNHR Public Health will give

this instruction.

4(4) Staffing-General Guidelines During Pandemic

During a pandemic staffing shortages may require people to do jobs that they are unfamiliar with or don’t do on

a regular basis. Procedures for providing staff to fill-in roles are listed below to ensure on the job employee

safety.

Identify critical services and staff needed to fill those services (see types of service categories below)

Identify minimum level of staffing required

All critical staff positions should have an alternate staff member or more listed who can temporarily fill

that role based on their experience, expertise, skills and knowledge

Identify non-critical services (those which can function at lower level or be suspended during

pandemic). Cross-train these staff or use these staff as alternates where they are qualified and

competent to do so

Employees should not be placed in roles with which they are unfamiliar

Ensure that there are no interdependencies in critical staff roles (so that if 1 or 2 people are away there

is not a cascading effect in which critical jobs cannot be completed)

Consider regularly having identified “alternates” work in their alternate role to maintain familiarity with

the task

Ensure that all alternates are trained, qualified, experienced and competent to fill the alternate role

they have been assigned

Consider keeping a roster or turn-over list of recently retired employees and/or volunteers who are

competent in filling roles or filling less critical roles and allowing other current and more senior staff to

fill critical roles as alternates (ex: while a volunteer may not be able to fill managerial role or specific

trades role, they may be able to fill in part time in areas that do not require special training in order to

maintain services or in roles in which a more brief training is sufficient to help them complete the job

safely and effectively)

Outline staff and volunteer roles to Workers Compensation Board to ensure you’ve met proper

staff/volunteers guidelines


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Service categories:

Critical Threat to life. Services without which immediate loss of life could result (ex: Fire, RCMP, 911)

Vital Essential for community. Lack of these services could result in secondary emergencies/disasters (ex: water treatment and sewage, roads, landfill/waste management)

Necessary Necessary for community to continue to function (ex: City Management, Finance,)

Other Those services that could be temporarily suspended with minimal impact to overall essential operations of City over a sustained period of time

Below is excerpt of minimum standards regarding staff attendance & absence during pandemic/emergency.

Please see Saskatchewan Guidelines for Occupational Health and Safety During Pandemic Influenza11

for a complete list.

Hours of work and overtime

As per collective agreement

Days of rest Employees who usually work 20 hours or more per week get 24 consecutive hours away from work once every seven days (except when fighting forest or prairie fires). • Employees in the retail trade get two consecutive days off every seven days. In the retail trade, the two consecutive days off do not apply to: - businesses with less than 10 employees, or - employees who work less than 20 hours per week. • Employers can apply for a permit or variance.

Emergencies An emergency is something that the employer could not be expected to see coming. • In an emergency, the employer can change an employee’s work schedule without providing at least one-week’s advance notice. • The employer can require employees to work overtime. • Requirements for notice or pay in lieu of notice continue to apply during emergencies.

Job-protected leave for illness or injury

In most cases, employers may not discharge or discipline employees who have worked for them for at least 13 continuous weeks because they are absent due to an illness or injury to themselves or to a member of their immediate family: - if the absence is due to serious illness or injury, and does not exceed 12

11

Best Practice: Guidelines for Occupational Health and Safety During Pandemic Influenza, p. 29-31. Saskatchewan Ministry of

Advanced Education & Labour 2009.


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weeks in a period of 52 weeks; • Employers must not discriminate against employees who are absent because they are complying with a public health certificate or isolation order or because they have been conscripted to provide medical services.

Sick pay As per collective agreement Bereavement leave After working for the employer for at least three

continuous months, if a member of the employee’s “immediate family” dies, the employee can get a “bereavement leave” of up to five working days. • Employees get bereavement leave if the employee’s spouse dies, or if the parent, grandparent, child, brother or sister of the employee or employee’s spouse dies. • Employees must take their bereavement leaves in the period from one week before the funeral to one week after the funeral. • Employees do not have to be paid for the time they are on leave.

Discharges and lay-offs

A lay-off means the temporary termination of an employee for a period longer than six scheduled working days. Employees who are sent home for less than six days have not been laid-off and are still employees.

4(5) City Human Resources - Pandemic Guidelines

Overtime Procedures:

Union staff overtime procedures will follow collective agreement

Out of scope staff: Adequate time off will be provided on an incident by incident basis.

General Pandemic Procedures:

In event of pandemic, employees will be instructed to go home if they are not feeling well

Depending on severity of pandemic and based off of recommendation from PNHR, alternate work sites

and schedules may be considered as appropriate

Staff requested to fill positions that typically have a higher rate of pay will receive that rate. Staff who fill

positions that typically have a lower rate of pay than their own regular position will not receive a

reduction in pay

In accordance with Occupational Health & Safety- employees who feel they are in particular danger or

at risk during a pandemic, may refuse to work, in this case they will be required to let their supervisor

know and will be requested to use holiday time or time off without pay. Refusals to work are required to

be investigated by the Occupational Health Committee

Other day-to-day HR operating procedures will be reviewed and may be temporarily adjusted to meet

the demands of the pandemic (ex: requirements for doctors notes for sick days lasting longer than 2

days may be temporarily suspended due to increased pressure on the healthcare system and region).


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4(6) Morgue Capacity

In Lloydminster, the hospital morgue has room for 2 bodies and the funeral home has room for approximately 4

bodies. Should additional cold storage for bodies be required, consideration will be given to the psychosocial

and economic impacts of storage location. All efforts will be made first to obtain a refrigerated tractor trailer in

which to store bodies prior to burial. The Coroner’s office may be able to assist with securing refrigerated

trucks for morgue purposes.

Where arrangements for refrigerated trucks cannot be accommodated, the City together with Coroner,

Lloydminster Hospital and PNHR will designate secondary locations for cold storage and staffing. All attempts

will be made to avoid community locations that may have negative and lasting psychosocial and economic

impacts on the public, particularly school facilities and those frequented by the public such as major sports

facilities.

Where community facilities are the only alternative a decision will be made as to which facility will be used

based on a number of variables including, location, security and being cognizant that other city facilities may

be required in the event of a secondary compounded disaster (ex: a disaster requiring reception centre

services, etc.).

Long-term care facilities and those that care for the elderly may have a sustained increase in number of deaths

due to pre-existing underlying health issues, making residents more susceptible to the negative effects of an

influenza pandemic.


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Section 5- City Pandemic Guidelines

5(1) Preparedness Plans

Pandemic Phase 1-3 Preparedness & Planning

Role

Action

Executive Emergency Management Committee

o Support pandemic planning initiatives and annually review pandemic plan as part of the City’s Emergency Response Plan

EOC Director /Emergency Management Coordinator

o Predetermine sites that may be requested by PNHR as alternate health care sites for triage, vaccine clinics, etc. Consult with PNHR as needed

Planning Agency o Provide ongoing public awareness in conjunction with PNHR regarding self-care practices as needed and requested

Working Group o Provide ongoing public awareness in conjunction with PNHR regarding self-care practices as needed and requested


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City Dept. Directors & Managers o Consider biggest risks/vulnerabilities in terms of supply chain and /or transportation disruption. Identify back-up sources for your department

o Pre-stock commonly ordered supplies in

anticipation of pandemic and supply chain/transportation disruptions

o Regularly provide all employees with

orientation to pandemic plans and/or flu prevention info

o Identify staff that have the necessary

equipment and supplies to work at home should social distancing become necessary (ex: vpn to access workplace computer). For those who don’t have VPN, consider adding it now.

o Ensure all back-fill and reassigned staff have

been properly trained and cross-trained recently (please document)

o Develop lists of additional personnel resources

and train as necessary

o Plan around how long physical resources can go without maintenance, parts, supplies before they pose health and safety risk and/or need to be shut down

o Annually review all Department Plans and

ensure all contacts and resource lists are up to date

People Dept. o Ensure HR Pandemic Policies & Procedures are in place and ready to be implemented pre-pandemic

o Consider how over-time policies etc. may be affected during pandemic


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5 (2) Response Plans

Pandemic Phase 4-6

Role

Action- Check When Complete


o Implement City Pandemic ERP

o Consider if State of Local Emergency needs to be declared- remembering that it cannot be declared for an area in which a Public Health emergency has already been declared

o Implement mutual aid agreements between

communities where necessary, and possible

o Provide public awareness regarding local authority’s response during pandemic- in conjunction with PNRHA where necessary or possible


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EOC Director /Emergency Management Coordinator

o Implement City Pandemic ERP

o Make recommendation on if State of Local Emergency needs to be declared- remembering that it cannot be declared for an area in which a Public Health emergency has already been declared

o Ensure any alternate sites designated for PNHR use have been notified and are available for triage, vaccine clinics, etc.

o Reassign DSS staff and EOC staff in emergency plans, where possible to other roles in City Pandemic Plans (ex: assisting PNHR with logistics of mass vaccine clinics)

o Check with local businesses where necessary

or applicable to ensure they’ve stocked up on or have contingency plans in place for potential in-demand items

o Monitor public info from PNHR, Health

Canada, PHAC, MoH and ensure that the public is kept informed (Information Officer & Emergency Coordinator)

o Contact AEMA/Saskatchewan Emergency Management & Fire Safety re: Recovery programs to see if any expenses potentially recoverable under DFA. Ensure tracking of all costs

o Ensure all City staff are provided with awareness sessions on risks during pandemic, the local emergency response and the local authority’s pandemic plan

o Implement mutual aid agreements between communities where necessary, and possible


46

Safety Officer o Ensure departments have stocked up on supplies to avoid supply chain disruptions



o Monitor public info from PNHR, Health Canada, PHAC, MoH and ensure that the public is kept informed (Information Officer & Emergency Coordinator)

o Ensure all City staff are provided with awareness sessions on risks during pandemic, the local emergency response and the local authority’s pandemic plan

o Consider with People Dept. and Directors social distancing measures that could be put into place to reduce potential exposure of staff to virus, if it becomes necessary

Planning Agency o Support public awareness efforts & campaigns

by PNHR and work with them and offer to assist in getting information out.

o Check with local businesses (ex: grocery, pharmaceutical) to ensure they are prepared and stocked up on potential in-demand items as well.

o Provide coordination and support to PNHR in

response to pandemic

Working Group o Support public awareness efforts & campaigns by PNHR and work with them and offer to assist in getting information out.

o If possible and where requested provide

volunteers/staff to assist at vaccine centres, etc.


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City Dept. Directors & Managers o Implement Departmental Occupational Health & Safety and contingency plans

o Prioritize City services department plans as to which ones need to be maintained (Public Works, Water, Roads, Garbage Removal, Fire, Finance etc.) and which ones can function at very low level or be temporarily suspended during pandemic in order to re-assign staff & resources to critical services.



o Identify which current staff can be re-assigned

to alternate essential service positions

o Be sure to identify vulnerable staff such as elderly, single parents who have children to care for etc. and plan to back-fill these positions within department plans.

o Ensure all contacts are up to date and that

contacts for any additional alternate staff are listed and accessible to other staff

o Arrange for more frequent cleaning of workplaces with janitorial staff, if necessary

o Provide employees with their own hand

sanitizer and make available in public areas

o Provide employees with supplies to regularly clean their workspaces

o Record and track all costs incurred related to

pandemic

People Dept. o Ensure HR Pandemic Policies & Procedures

are meeting needs of employees as best as possible


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5(3) Recovery Plans-Pandemic

Role Action-Check When Complete


o Support recovery actions of departments and community partners

Emergency Management Coordinator / Safety Manager

o Arrange for psycho-social counselling for volunteers, staff etc.

o Ensure any application for any

applicable recovery programs are made

o Review and debrief staff and amend pandemic plan as necessary

o Assess community recovery needs

and positive steps that can be taken to assist where possible and/or work with Planning Agency and Working Group to provide referrals

Planning Agency o Assess community recovery needs and positive steps that can be taken to assist where possible and/or work with Working Group to provide referrals

Working Group o Assess community recovery needs and positive steps that can be taken to assist where possible and/or work with Planning Agency to provide referrals

City Dept. Managers/Directors o Evaluate departmental plans and make revisions where necessary

o Ensure all staff who have put in long hours during response are given appropriate time off and encourage them to take time off rather than work until burn-out or exhaustion

People Dept. o Ensure all staff who have put in long hours during response are given appropriate time off and encourage them to take time off rather than work until burn-out or exhaustion.

o Evaluate and revise HR Pandemic Policies & Procedures where necessary


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Section 6-Occupational Health & Safety Control Measures

6(1)Biohazard Control Measures- Pandemic Influenza

A pandemic influenza is classified as a Biological Hazard under OH&S Hazard Assessment categories.

However, the effects of a pandemic influenza can also cause psychological/psychosocial hazards. For this

reason 2 control checklists have been created for Pandemic Influenza: Biological Hazard & Control Checklist

and Psychological Hazard Assessment & Control Checklist.

Minimal to Higher Job Tasks classifications adapted from Best Practice Guideline for Workplace Health &

Safety During Pandemic Influenza 12

Workspace Job Task & Description

Minimal Exposure Job Tasks

Employees with no contact to pandemic influenza infected persons in the workplace

Jobs that are typically performed outdoors (with good ventilation)

Jobs that are typically not performed within larger groups and are performed independently or in teams of approximately 2 or less people

Lower Exposure Job Tasks

Workers who may be exposed to infected persons from time to time in relatively large well ventilated workspaces

Jobs in which occasional contact with the public occurs and which typically take place indoors in well ventilated spaces

Jobs which require occasional group work and regular meetings in well ventilated areas

Moderate Exposure Job Tasks Jobs working with public on routine basis. May require close contact with clients or coworkers within a distance of 2 meters. Jobs in areas open to public in which potential exposure can occur

In general these are frontline jobs

High Exposure Job Tasks

Workers who may have contact with symptomatic infected persons in small, poorly ventilated workspaces

Jobs that require close contact with clients (less than 2 meters) who may show symptoms of pandemic influenza including: Childcare/Youth providers/programmers, Adult Program coordinators

Please note: even though jobs have been assessed from minimal to high exposure and proactive steps will be

taken to limit its spread, there is no guarantee that an employee will not contract the pandemic influenza virus

at work

12

Best Practice Guideline for Workplace Health & Safety During Pandemic Influenza, p. 12 & 16. Government of Alberta. 2009.


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6(2) Biohazard Control Measures-Pandemic Influenza. Adapted from Best Practice Guideline for

Workplace Health & Safety During Pandemic Influenza 13

1st Choice Engineering Controls Ex: Physical barriers Ventilation

Physical barriers such as Plexiglas, depending on severity of pandemic infection rate in the community, may be option for employees working reception and finance positions

Ventilation- should already be provided for as part of OH&S. Particular attention may need to be paid to those buildings that are not City property, but in which City staff work

Check last maintenance and cleaning of ventilation systems in all buildings. If they are past due or coming due, appointments should be made to have maintenance completed and cleaned as soon as possible

2nd Choice Administrative Controls Ex: Policies & Procedures HR Pandemic Policies Employee Training

HR

Assign those staff who have self-identified as immune-compromised or pregnant or special medical concerns to jobs with lower exposure to pandemic influenza

Social Distancing

Social distancing practices may be implemented with approval of HR and based on HR’s procedures and guidelines.

Please see Appendix A2 regarding self-care at home and practical social distancing measures

Cleaning Procedures

Establish workplace cleaning procedures for pandemic influenza

Consideration of increase in number of times cleaning staff clean workplaces

Provision of hand sanitizer to staff and hand sanitizer in all public areas

Training

Signage regarding proper handwashing and cough/sneeze etiquette posted in public places

Info distributed to staff on workspace cleaning, handwashing and proper cough/sneeze etiquette

Other training as necessary through monthly OH& S Dept. meetings

13

Best Practice Guideline for Workplace Health & Safety During Pandemic Influenza, p. 12 & 16. Government of Alberta. 2009.


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3rd Choice PPE Ex: gloves, masks, eye protection

PPE

In general, specialized or additional PPE will not be made available to staff for the purposes of protecting against pandemic influenza as for those most at risk (various front-line staff) the negative effects of wearing such PPE could outweigh the positive effects-especially in regards to psychosocial impacts.

6(3) Psychosocial Hazards & Controls- Pandemic Influenza

In the case of pandemics an employees’ work task may not be a fair representation of the psychosocial stress

they may encounter. For example, they may work in a minimal exposure job, but experience significant

psychosocial stress due to a family member or work colleague falling ill or succumbing to the effects of a

pandemic. Similarly, a person in a high risk job may not be impacted as severely as expected. Controls in

place for psychosocial hazards are listed on the following page.

Psychosocial

Depending on the extent of the pandemic including number of people affected and length of pandemic,

psychosocial reactions may vary within the community. For instance, those disasters which tend to last

longer and for which there is no immediate foreseeable end to, tend to impact the mental health of

those affected more than those that last a short time with an identifiable end.

If the pandemic causes significant social disruptions including closure of businesses (due to staffing

shortages), significant sick time leave etc. it may also have negative economic impacts for some

residents, depending on the sick leave and family leave policies at their place of work (ex: if they have

to stay home to take care of sick family members). This negative economic impact can further

compound psychosocial issues

A pandemic may cause a significant number of deaths within the community. The number of deaths as

well as the social fabric of the community (ex: a tight-knit community) can further exacerbate the

psychosocial effects of a pandemic. In this regard, informal counselling services as well as professional

counselling and mental health services may be in high demand

Stigmatization of those with the virus also has the potential to occur, which would further exacerbate

psychosocial effects. Steps should be taken to ensure that stigmatization does not occur, as it can have

lasting effects on an individual as well as the larger community

From a City perspective, we will look to PNHR Mental Health to lead and oversee public mental health

services


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Controls in Place

Engineering Controls N/A

Administrative Controls HR policies and procedures implemented to handle staff absenteeism

Scheduling of staff that helps to reduce exposure to influenza virus provided where necessary and where possible under guidance from PNHR.

Staff schedules that allow for appropriate rest and breaks between shifts where employees are working overtime

Specific HR policies will vary depending on extent and impact of pandemic

PPE Controls Accessible and confidential counselling services through Employee Assistance Program

Employee Education/orientation about pandemic plans, and self-care

Employee education and information about signs of depression, anxiety and mechanisms for coping

Debriefing provided for employees following pandemic

Recognition of employees who have been directly impacted by pandemic and employees who have put in extra shifts to respond to pandemic

Other psychosocial considerations provided as appropriate

Section 7- Pandemic Training

7(1) Training

The pandemic plan shall be reviewed annually for completeness by the Emergency Management

Coordinator and any required changes or updates made.


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Appendix

The following may be used and distributed as helpful information to employees during a pandemic.

A1 Staying Healthy at Work:

Eat at your own desk or away from others (or go home for lunch, avoid crowded restaurants, etc.)

Consider use of Skype, FaceTime or other video conferencing and telephone conferencing applications

(depending on the severity of the pandemic, this can even be an option for staff within the same office

building)

For meetings that must be face-to-face, ensure it is in a large well-ventilated room where everyone can

be at least 1 metre apart. A better option may be to meet outdoors for maximum ventilation

Avoid hand shaking, hugging etc. Pandemic= personal space

Similarly you may encourage, clients, members of public, etc. for which you have meetings with to meet

or provide info via alternate means (phone, fax, email, video and telephone conferencing)

In more extreme cases it may be necessary for employees to be scheduled on rotating shifts that avoid

face-to-face contact and /or consider the potential of employees to work from home via computer,

remote access and consider forwarding phones. Such decision will require the input and authorization

of the People Department.

Drive, walk or ride your bike (rather than car pool or public transportation)

Keep office door closed

Sit at back (or front) of class away from others

Use stairs instead of elevators

Remove all brochures, magazines, books etc. from waiting areas, coffee and break rooms14

Remember- symptoms that you have the flu may not appear immediately-always follow proper cough

and sneeze etiquette whether you think you have the flu or not!

If you do not feel well prevent the spread of influenza, follow-up with Health Link at 811 and/or health

clinic & DO NOT COME TO WORK!

14

Assiniboine Regional Health Authority


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A2 Staying Healthy at Home Courtesy of Assiniboine Regional Health Authority Pandemic Plan s.4

p. 39 & s.4 p.41

Check up on family, friends, neighbors who live alone

Offer to get groceries and run errands for family/friends/neighbors who may be at higher risk of

getting influenza (ex: elderly persons, persons with chronic medical conditions, young children or

single moms of young children)

Keep emergency phone numbers and self-care instructions in a place where everyone can find

them (ex: refrigerator door)

Arrange for childcare that minimizes exposing your children to crowds. Most family pets are not at

risk of getting or passing influenza. However, pigs, birds/poultry and horses can get influenza. If you

have these animals as pets or you live on a farm, you should take extra special care in washing

your hands after coming in contact with them.

Stock up on household items (groceries, cleaning supplies, medication, hygiene items)

Shop at smaller stores with smaller line-ups and/or shop at off-peak hours, find out which stores are

open later or 24 hours

Phone grocery store order in and pick-up or have groceries delivered

Pay bills remotely (ex: over phone, online, by mail)

Avoid crowds

Have a family emergency plan, including who will care for children, if daycares and schools are

closed.

If you feel unwell, stay home, rest and drink plenty of fluids

Remember- symptoms that you have the flu may not appear immediately-always follow proper cough

and sneeze etiquette whether you think you have the flu or not!

If you do not feel well prevent the spread of influenza, follow-up with Health Link at 811 and/or health

clinic & DO NOT COME TO WORK!


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A3 Self-Care Guidelines Courtesy of PHAC and Assiniboine Regional Health Authority

Wash your hands with warm water and soap: before and after eating, after being in a public place,

after using the washroom, after coughing/sneezing, after touching common surfaces, after using tissues

Where soap and water are not available use waterless sanitizing gel

Clean & disinfect common surface regularly for example: doorknobs, keyboards, light switches, phones

Cover your nose and mouth when coughing/sneezing and cough/sneeze into your arm, not your hands

Use disposable one use tissues and dispose of them in proper garbage receptacle

Do not share food or drink utensils

Keep hands away from your nose, eyes and face

Minimize visitors to your home

If you do not feel well, stay home

Do not visit people with the flu- unless absolutely necessary

Eat healthy, rest well and stay active to keep your immune system strong

Get the influenza vaccine when available

A4 When to Seek Medical Attention Courtesy of Government of Alberta (Alberta Health Services):

If you are normally a healthy person and have been suffering with the flu, it’s time to seek emergency medical

care EMS- 911 or Health Links- 811 if:

Shortness of breath while resting or doing very little activity

Difficult or painful breathing Coughing up bloody sputum (spit);

Increased wheezing;

Chest pain;

Fever for three or four days without improvement;

Feeling better then suddenly having a high fever or becoming ill again

Extreme drowsiness and difficulty awakening

Disorientation or confusion

Severe earache

Sudden inability to function in a normally independent elderly person

Have constant vomiting or diarrhea, especially in an elderly person.


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A5 The Difference Between Influenza, a Cold and Stomach Flu- common indicators Courtesy of

Alberta Health Services (www.health.alberta.ca)

The chart below shows the differences between influenza, a cold and a stomach upset.

Type of infection Respiratory infection Gastrointestinal infection

Description /

symptoms

Influenza Common cold Stomach upset*

Virus involved Influenza A or B Many different kinds of

viruses such as rhinovirus,

coronavirus, adenovirus, etc.

Norovirus (Norwalk-like

viruses) is the most

common.

Fever Usually high, beginning

suddenly and lasting 3–4 days.

Sometimes Rarely

Headache Usually, can be severe. Rarely Sometimes

Chills, aches,

pain

Usually, and often severe. Rarely Common

Loss of appetite Sometimes Sometimes Frequently – usually nausea,

vomiting and diarrhea occur

as well.

Cough Usually Sometimes Rarely

Sore throat Sometimes Sometimes Rarely

Sniffles or

sneezes

Sometimes Usually Rarely

Extreme

tiredness

Usually – tiredness may last 2–

3 weeks or more.

Rarely Sometimes

Involves whole

body

Usually Never Stomach and bowel only.

Symptoms

appear quickly

Yes More gradual Yes

Possible

Complications (Health problems)

Pneumonia, kidney failure,

swelling of the brain and death.

Sinus infection or ear

infection.

Dehydration (losing more

fluid than you take in).

Vaccine Yearly vaccine provides

protection against two influenza

A strains and one influenza B

strain.

No vaccine available. No vaccine


57

B1 Hand Washing Techniques Courtesy of Health Canada (www.hc-sc.gc.ca)

Hands spread an estimated 80% of common infectious diseases.15 The following info may be provided to

employees as a reminder about the importance of hand washing and that there is a technique for it to be most

effective.

Proper Hand Washing With Soap

Wash your hands frequently with soap and water for at least 20 seconds. In most cases antibacterial soap is not necessary for safe, effective hand hygiene.

Remove any hand or arm jewelry you may be wearing and wet your hands with warm water. Add regular soap and rub your hands together, ensuring you have lathered all surfaces for at least 15 seconds. How long is 15 seconds? The length of time it takes to sing Happy Birthday.

Wash the front and back of your hands, as well as between your fingers and under your nails.

Rinse your hands well under warm running water, using a rubbing motion.

Wipe and dry your hands gently with a paper towel or a clean towel.

Turn off the tap using the paper towel so that you do not re-contaminate your hands.

When using a public bathroom, use the same paper towel to open the door when you leave.

If skin dryness is a problem, use a moisturizing lotion.

If you have sensitive skin or are in a position where you must wash your hands constantly, you might want to use an alcohol-based hand rub instead.

An alcohol-based hand rub can be used if soap and water are not available.

Proper Technique for Using Alcohol-based Hand Sanitizer

If your hands are visibly soiled, it is best to use soap and water. If it's not possible to wash with soap and water, use towelettes to remove the soil, then use an alcohol-based hand rub.

Use hand rubs according to the manufacturer's instructions. Make sure your hands are dry, as wet hands will dilute the product.

Use enough product to cover all the surfaces of your hands and fingers.

Rub your hands together until the product has evaporated. If dry skin is a problem, use a moisturizing lotion.

Wash your hands often, especially after coughing, sneezing or using tissues, before and after eating, before preparing food, after handling raw meat, after petting an animal, and after using the bathroom

If you use bar soap, keep it in a self-draining holder that can be cleaned thoroughly before a new bar is added.

Don't use a standing basin of water to rinse your hands.

Don't use a common hand towel.

15

Public Health Agency of Canada


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B2 When To Wash Your Hands (Courtesy of Public Health Agency of Canada Get the Dirt on Clean Hands! www.publichealth.gc.ca)

Wash your hands several times a day with soap and warm water, especially:

Before meals

Before feeding children, including breastfeeding

Before and after preparing food

After using the toilet

After changing diapers or helping a child use the toilet

After blowing your nose, coughing or sneezing

After playing with shared toys

Before and after visiting with people who are sick

After handling animals or their waste.

C1 Cough/Sneeze Etiquette

Cover your nose and mouth with a tissue

Dispose of the tissue immediately in a proper garbage receptacle

Wash your hands with warm water and soap for at least 15-20 seconds

Use disposable tissues

If you do not have a tissue cough into the crook of your elbow or your upper arm. Your sleeve will catch

and trap respiratory droplets

If you do not have soap and water available to wash your hands, use an alcohol based hand sanitizer


59

References and works cited

Alberta Health Services. Comparison Chart: Influenza, Cold, Upset Stomach.

http://www.health.alberta.ca/health-info/influenza-compare-symptoms.html

Assiniboine Regional Health Authority (2009). Assiniboine Regional Health Authority Pandemic Influenza

Response Plan. http://www.assiniboine-rha.ca/images/uploads/1_Pandemic_section_1.pdf

Government of Alberta (2009). Best Practice Guidelines for Workplace Health & Safety During Pandemic

Influenza. http://humanservices.alberta.ca/documents/WHS-PUB_bp002.pdf

Government of Alberta, Alberta Health Services (2009). Influenza Self-Care It’s in Your Hands.

http://www.albertahealthservices.ca/Diseases/hi-dis-influenza-self-care-booklet.pdf

Government of Alberta., Alberta Health and Wellness (2009).Alberta’s Plan for Pandemic Influenza.

http://www.health.alberta.ca/documents/Pandemic-Plan-2009-Alberta.pdf

Health Canada. The Benefits of Hand Washing. http://www.hc-sc.gc.ca/hl-vs/iyh-vsv/diseases-maladies/hands-

mains-eng.php

Prairie North Health Region (2009). PNHR Pandemic Influenza Plan.

http://www.pnrha.ca/bins/doc.asp?rdc_id=3330

Public Health Agency of Canada (2006). The Canadian Pandemic Influenza Plan for the Health Sector.

http://www.phac-aspc.gc.ca/cpip-pclcpi/

Public Health Agency of Canada (2009). Get the dirt on clean hands! Your top questions answered.

http://www.phac-aspc.gc.ca/im/iif-vcg/wh-lm-eng.php

Saskatchewan Ministry of Advanced Education, Employment & Labour. Best Practice: Guideline for

Occupational Health and Safety During Pandemic Influenza (2009). http://lrws.gov.sk.ca/best-practice-

guidelines-ohs-during-pandemic-influenza

Saskatchewan Ministry of Advanced Education, Employment and Labour (2009). Best Practice: Guideline for

Occupational Health and Safety During Pandemic Influenza. http://lrws.gov.sk.ca/best-practice-guidelines-ohs-

during-pandemic-influenza

Saskatchewan Ministry of Health (2009).Saskatchewan Pandemic Influenza Plan for the Healthcare System.

http://www.health.alberta.ca/health-info/influenza-compare-symptoms.html

http://www.assiniboine-rha.ca/images/uploads/1_Pandemic_section_1.pdf

http://humanservices.alberta.ca/documents/WHS-PUB_bp002.pdf

http://www.health.alberta.ca/documents/Pandemic-Plan-2009-Alberta.pdf

http://www.hc-sc.gc.ca/hl-vs/iyh-vsv/diseases-maladies/hands-mains-eng.php

http://www.hc-sc.gc.ca/hl-vs/iyh-vsv/diseases-maladies/hands-mains-eng.php

http://www.pnrha.ca/bins/doc.asp?rdc_id=3330

http://www.phac-aspc.gc.ca/cpip-pclcpi/

http://www.phac-aspc.gc.ca/im/iif-vcg/wh-lm-eng.php

http://lrws.gov.sk.ca/best-practice-guidelines-ohs-during-pandemic-influenza




Documents

City of Lloydminster Emergency Response Plan 2017...Emergency Response Plan 2017- City of Lloydminster 2 Index Reviews, Updates, Revisions p.4 Definitions p. 5 Part 1-Authority p