Lessons Learned from the Flood of 2013

Darius Delon, CCIB FCIP CRM

AVP, Risk Services - MRU

Authority of EOC in minds of others

• The authority of the group rests with the communication that occurs before the group meets. Do staff know that once an EOC is activated that each EOC chief has control.

• During an EOC, normal business/school process needs to take a backseat to EOC duties – without delay.

• Prepare staff, let them know the role of EOC team members, ahead of time.

Confusion around the roles and overlap

• People end up assuming multiple roles during an event which causes confusion

• Planning, and other roles, need to be better defined and need training individually and in a group

EOC members and Executives – Who Leads

• If you add an unplanned executive member to the EOC the dynamic is thrown off and there is confusion.

• Even with the best intentions – executive members, unless they are on the EOC, need to remain in their role as executive and non-eoc member.

• Executive members need training on what their role is during an activation.

Communication - Internal

• With students – need to improve speed of communication with students – how fast will your email reach the student?

• With staff – how do you connect with staff? Email usually works when they get into the office – what happens when you try and tell them to not come in – phone/text/web/social media, etc.

Communication - External

• The flood caused direct damage and EOC activation along with a need to help others.

• Communication with external agencies is critical.

• Let them know your status – operating or non-operating.

• Ask for help and help others.

Liaison Officer

• If you don’t have one – you need one.• Outside agencies are a big help, and you

can help them.• The liaison officer needs to be identified

ahead of time and allow them to develop contacts within the community.

Documentation

• Good documentation helps in the transition phase – critical. Needs to be in writing and electronic with remote access available for pre-reading for the next shift.

• Get more documentation support.• Get more documentation support.• Get more documentation support.

Shift Changes during a long EOC activation

• Plan for shift changes early in the eoc activation – a fresh person is a more effective person.

• Shift changes bring new positive skills to the table since each person is different.

• Shift changes help to train the other section chiefs and give important, difficult to get, experience to others.

EOC Site

• Don’t be surprised that after your first big EOC activation you decide to get a bigger space.

• Lots of activity is going on and people need the tools to do the job.

• EOC sites range from a CEMA dedicated multi-million dollar site to a dedicated room, a good boardroom, a small boardroom or no room.

• Best to dedicate some sort of room now, plus an alternate room if your primary is out of commission.

Identification Cards

• Need to adequately ID you members.• Internal staff need to know who has authority.• External staff, police, need to let you into the

site.• Liaison with external staff will need

confirmation of identity – theirs and yours.• Ask external people for proof of ID – what is

their role in the situation (Dr, Nurse, EOC member, or someone pulling a prank)

EOC Tools

• The correct tools make the work easier for all.

• Dedicated phones plus a real telephone line in case of power outage.

• Back-up power needed in the room.• Access to the room – keys and swipe cards.• Laptops, printers, note-pads, pens, phone

chargers, whiteboards, flip-charts, etc.• Vests and name tags for the EOC members.

Debrief After

• Learn your own lessons after the flood.• What worked well – celebrate your

successes with your staff and EOC members.

• What did not work well. Do not play the blame game – figure out how to collaboratively fix the situation.

• The success or failures do not rest on one person – it is a team effort!