Executive Summary

The Disaster Psychosocial Emergency Plan provides disaster psychosocial planners, managers, workers and community partners within the City of Ottawa with operational procedures to be followed when implementing the Disaster Psychosocial Outreach Programs following a large-scale disaster.

The Disaster Psychosocial Emergency Plan is the operational segment of the Disaster Psychosocial Guide. The Guide provides information on the disaster psychosocial model used in Canada, psychosocial programs to be implemented for residents, first responders and municipal employees from the initial disaster phase through the anniversary phase of a disaster as well as directions on how to organize, manage and deliver long-term psychosocial services to victims of a large-scale disaster.

For this plan to be effective it is important that all city staff and community partners be made aware of its provisions so that each of the three disaster psychosocial response programs is prepared to carry out its assigned functions and responsibilities in a large-scale disaster. The following paragraphs provide background information and some highlights of this plan.

The Disaster Psychosocial Emergency Plan was developed by the City of Ottawa Disaster Psychosocial Coordination Committee, which is responsible for overseeing the development of three long-term disaster psychosocial response programs. The programs are as follows:

The Personal Services Disaster Psychosocial Community Outreach Program (PS DP COP), which provides long term psychosocial services to Ottawa residents.

The First Responders Disaster Psychosocial Outreach Program (FR DP OP), which provides long-term psychosocial services to City of Ottawa first responders and their families.

The Employee Assistance Disaster Psychosocial Outreach Program (EA DP OP), which provides long-term psychosocial services to City of Ottawa municipal employees and their families.

The Disaster Psychosocial Emergency Plan is implemented in the event of a large-scale disaster when the psychosocial needs of victims exceed the resources and capabilities of regular psychosocial programs.

The Disaster Psychosocial Emergency Plan is based on an all-hazard approach, that is, it responds to the psychosocial effects common to all hazards rather than each separately.

The Disaster Psychosocial Emergency Plan operates within the parameters of the Personal Services plan; the Emergency Social Services plan which in turn is part of the City of Ottawa Emergency Plan.

Table of Contents

Executive Summary ................................................................................................... 2

Table of Contents ....................................................................................................... 3

1. Introduction .................................................................................................... 6

1.1 General Context .................................................................................... 6

1.2 Purpose .................................................................................................. 6

1.3 Promulgation Authority ........................................................................ 7

1.4 Legal Authority ..................................................................................... 7

1.5 Distribution ........................................................................................... 7

1.6 Aim ....................................................................................................... 7

1.7 Objectives ............................................................................................. 8

1.8 Scope .................................................................................................... 8

1.9 Planning Assumptions .......................................................................... 8

2. City of Ottawa Emergency Management System ........................................ 10

2.1 General .................................................................................................. 10

2.2 Disaster Psychosocial Outreach Programs – Link to the City Plan ....... 10

2.3 Municipal Decision Centres & Disaster Psychosocial

Outreach Programs (DPOPs) .................................................................. 11

2.3.1 Emergency Operations Centre ....................................................... 11

2.3.2 Emergency Site Management ........................................................ 11

2.3.3 Service Command Centre ............................................................. 12

2.3.4 Command Posts ............................................................................. 12

2.4 Disaster Psychosocial Outreach Programs - Coordination .................... 12

2.5 Communication Between Disaster Psychosocial Outreach Programs .... 13

3. Disaster Psychosocial Outreach Programs (DPOPs) –

Emergency Functions ...................................................................................... 14

3.1 Introduction………………………………………………………………14

3.2 Specific Tasks Assigned to the DPOPs .................................................. 14

3.2.1 Responsible ................................................................................. 14

3.2.2 Partner ......................................................................................... 15

3.2.3 Support ........................................................................................ 16

3.3 Disaster Psychosocial Outreach Programs - Common Organizational and Operational Emergency Management Planning and Preparedness Measures ................................................................................................. 16

3.3.1 Common Organizational and Operational Measures –

Prior to a Disaster ......................................................................... 16

3.3.2 Common Organizational and Operational Measures –

During a Disaster ........................................................................ 17

3.3.3 Common Organizational and Operational Measures –

After a Disaster ........................................................................... 17

3.3.4 Common Organizational and Operational Measures – Post Disaster ....................................................................................... 18

4. Alerting, Mobilization and Demobilization Procedures ............................... 19

4.1 General .................................................................................................... 19

4.2 Surveillance ............................................................................................. 19

4.3 Alerts ....................................................................................................... 19

4.3.1 Alert Scales ................................................................................. 19

(1) Normal ............................................................................ 19

(2) Low ................................................................................. 20

(3) Medium ........................................................................... 20

(4) High ................................................................................. 20

4.3.2 Alert Mechanisms ....................................................................... 20

(1) Detection ......................................................................... 20

(2) Reporting ......................................................................... 21

(3) Fan Out ............................................................................ 21

4.4 DPOPs – Alerting and Mobilization Procedures .................................... 21

4.5 Absences and Cover-Off .......................................................................... 22

4.6 Demobilization Procedures ..................................................................... 22

4.6.1 General ......................................................................................... 22

4.6.2 DPOPs – Demobilization Procedures .......................................... 22

4.6.3 Operational Debriefing ................................................................ 23

4.6.4 Emotional Debriefing ................................................................. 23

5. Administration and Reporting ........................................................................ 24

5.1 Records and Log Books .......................................................................... 24

5.2 Legal Issues ............................................................................................. 24

5.3 Reports .................................................................................................... 24

6. Communications ............................................................................................... 25

6.1 Telecommunication ................................................................................. 25

6.2 Telephone / Radio ................................................................................... 25 6.3 Public Information .................................................................................. 25

7. Resource Management ..................................................................................... 26

7.1 General ................................................................................................... 26

7.2 Personnel ................................................................................................ 26

7.3 Financial Resources ............................................................................... 26

7.4 Services ................................................................................................... 26

7.5 Material .................................................................................................. 26

8. Development and Maintenance of the Plan .................................................... 27

8.1 Development and Maintenance of the Plan ............................................ 27

8.2 Training ................................................................................................... 27

8.3 Exercises ................................................................................................. 27

Appendices

Appendix A Material and Supplies – DPOP Coordination Centres....................... 28

Appendix B DPOPs Situation Reports (SITREPS) ................................................. 29

Appendix C DPOPs Operations Log ....................................................................... 30

Appendix D Glossary ................................................................................................. 32

Appendix E Acronyms ............................................................................................... 35

1 Introduction

1.1 General Context

The City of Ottawa’s Emergency Management Program has identified the ten top potential disaster threats to the City and its residents. They are as follows:

· Infectious disease outbreak

· Earthquake

· Radiological emergency

· Water contamination

· Lifeline failure

· Ice Storm

· Terrorism

· Explosion

· Demonstration / Riot

· Hazardous Material Spill

If one of the above threats was to occur and cause a large-scale disaster, residents may die or be seriously injured, homes and property may be damaged and critical city infrastructures destroyed. Large-scale disasters can have distressing impact on people’s psychosocial well-being. Such events can impact peoples’ sense of safety and security, jeopardize their social and economic well-being and trigger a wide range of stress reactions. They may also affect the psychosocial well being of City of Ottawa residents and those of emergency management personnel – first responders (fire, police and paramedics) and municipal employees from various branches, departments and services as well as the families of the responders and city staff groups.

1.2 Purpose

The Disaster Psychosocial Emergency Plan describes the common response procedures that each of the following three City of Ottawa Disaster Psychosocial Outreach Programs would follow in a large-scale disaster to implement their respective long term psychosocial response plans:

· The Personal Services Disaster Psychosocial Community Outreach Program (PS DP COP), which provides long-term psychosocial services to Ottawa residents.

· The First Responders Disaster Psychosocial Outreach Program (FR DP OP), which provides long-term psychosocial services to City of Ottawa first responders and their families.

· The Employee Assistance Disaster Psychosocial Outreach Program (EA DP OP), which provides long-term psychosocial services to City of Ottawa municipal employees and their families.

1.3 Promulgation Authority

The Disaster Psychosocial Emergency Plan (DPEP) is issued by the Deputy City Manager, Community and Protective Services under the authority of the Mayor of Ottawa.

1.4 Legal Authority

The legal authority to conduct emergency planning and prepare this plan is provided by:

· The City of Ottawa Emergency Planning and Response By-Law 2005-92, and;

· The Province of Ontario Emergency Management and Civil Protection Act (2006).

1.5 Distribution

The Disaster Psychosocial Outreach Programs Emergency Plan will be distributed by the Chair, Disaster Psychosocial Coordination Committee (DPCC) to:

· The Deputy City Manager Community and Protective Services;

· The City of Ottawa Emergency Operations Centre;

· Emergency Social Services (ESS), Coordinator and Planning Committee;

· The ESS Emergency Command Centre;

· Personal Services Coordinator;

· Manager of the Employee Assistance Program;

· Manager of the Ottawa Fire Department CISM Team;

· Manager of the Ottawa Paramedics CISM Team;

· Manager of the Ottawa Police Service CISM Team; and,

· Director, Employment and Financial Assistance

· Medical Officer of Health

· Director, Legal Services

· Members of the Disaster Psychosocial Coordination Committee.

1.6 Aim

The Aim of the Disaster Psychosocial Emergency Plan is to ensure, in a large-scale disaster, an integrated, coordinated and effective long-term disaster psychosocial response to City of Ottawa residents, first responders, their families and employees and their families by the three City of Ottawa Disaster Psychosocial Outreach Programs.

1.7 Objectives

The objectives of the plan in a large-scale disaster are:

· To assess the long-term psychosocial effects of a disaster on residents, first responders and municipal employees.

· To implement a long-term disaster psychosocial response targeted to City of Ottawa residents, first responders, their families and employees and their families.

· To provide mechanisms for an increase in access and variety of disaster psychosocial resources commensurate with the nature and scale of the disaster.

· To coordinate and manage the delivery of disaster psychosocial services.

· To provide regular status reports on the program to the Emergency Social Services Planning Committee, the Disaster Psychosocial Coordination Committee, the Personal Services Program, the Employee Assistance Program (EAP), the Critical Incident Stress Management (CISM) Program and community partners.

· To ensure that a preventive stress management program is in place to assist disaster psychosocial response staff.

· To ensure the Plan is flexible and scalable to the magnitude and severity of the disaster.

1.8 Scope

The DPEP is implemented when a large-scale disaster occurs, that is, one where the magnitude of the event – number of people killed, injured or traumatized – overwhelms the normal psychosocial response resources of the City. Within the first 72 hours of a large-scale disaster, the Disaster Psychosocial Coordination Committee (DPCC) would meet to assess the psychosocial dimension of the event and recommend the implementation of the plan. The DPEP may also be implemented by the DPCC when an event significantly affects residents, first responders or municipal employees but the City’s Emergency Operation Centre is no longer active.

1.9 Planning Assumptions

The City of Ottawa Disaster Psychosocial Emergency plan is based on the following assumptions:

· The City of Ottawa is vulnerable to a number of hazards that may occur with or without warning. These hazards could result in deaths or serious injuries to residents, damage or destruction to homes and businesses, disruption of business and utility services and risks to health and well-being.

· City of Ottawa residents, first responders and employees will experience varying levels of stress and anxiety before, during and after a disaster.

· In a large-scale disaster, there will be a surge in demand for psychosocial services. The level of demand will vary with disasters of different magnitude and for different threats.

· Normal or routine emergencies are well within the response capability of the regular City of Ottawa psychosocial service agencies. Larger emergencies will strain the City’s capabilities and will require the activation of the Disaster Psychosocial Emergency Plan.

· Community based psychosocial organizations will be engaged to assist in the response.

· Mutual Aid agreements may be required to expand DPOP outreach capacity in a major disaster.

· Each of the three Disaster Psychosocial Outreach Program Coordinators are responsible for:

Ø Identifying and requesting that necessary resources – personnel, equipment and material - required by their program to provide appropriate disaster psychosocial services to their groups are in place.

Ø Ensuring that staff are trained and prepared for carry out their roles and responsibilities in a large-scale disaster.

· The appropriate Emergency Operations Centre member is responsible for securing the resources required to operate the Disaster Psychosocial Outreach Programs during a disaster.

2.3.3 Service Command Centres

Service Command Centres maintain their own services coverage, support EOC decisions, and manage operational needs for each service.

The Emergency Social Services Command Centre (ESSCC) is the Service Command Centre for ESS. It provides the emergency management and coordination for the six ESS functions: Food, Clothing, Personal Services, Registration and Inquiry, Reception and Lodging Services, and Public Health. The ESSCC manages the overall response and communicates with the Reception and Lodging Centres and other operational sites (hotels, morgue, hospitals and other relevant sites). The ESSCC has a 6 to 12 hour advanced planning requirement in the Response and Rescue Phases.

The Personal Services Disaster Psychosocial Community Outreach Program reports through Personal Services to the ESSCC.

The Employee Assistance Disaster Psychosocial Outreach Program reports through the Employee Assistance Program to the Corporate Services Command Centre.

The First Responders Disaster Psychosocial Outreach Program reports to the FR DP Coordination Committee, which will report through their respective services Command Centres.

2.3.4 Command Posts (CPs)

Command Posts manage the Service specific on-site response to the emergency. Together, the CPs at an emergency site are part of the emergency site management team. They report through the site manager to the EOC for operational requirements. For Service specific matters, CPs communicate with their respective Service Command Centre. Given the possibly rapidly changing situation, the CPs have a one-hour decision cycle.

Emergency Reception and Lodging Centres and other operational sites provide the six ESS services as well as Public Health to disaster victims. In that sense, they are front line operations and may be considered as an independent Command Post. Thus, they too have a one-hour decision cycle.

Disaster Psychosocial responders may offer services at various CPs based on the nature and scale of the event.

2.4 Disaster Psychosocial Outreach Programs - Coordination

Each of the three Disaster Psychosocial Outreach Programs – Personal Services, First Responders and Employee Assistance – operate their own coordination centres and report through their own management structure. They also provide a liaison officer to the Disaster Psychosocial Coordination Committee. The liaison officers report to the DPCC on the status and resource requirements of their respective programs.

The Disaster Psychosocial Coordination Committee monitors, coordinates and reports on the status and requirements of the three Disaster Psychosocial Outreach Programs to the Emergency Social Services Coordinator.

In a disaster, the DPCC may be co-located with the ESSCC and will operate on the same decision cycle and rely partly on ESS administrative and operations staff.

When operating independently, the DPCC will require its own operations and administrative staff and resources commensurate with the level of operations. Given the long-term nature of disaster psychosocial response programs, the DPCC will likely continue to operate, perhaps in a different venue, when other response operations have been demobilized.

2.5 Communication between Disaster Psychosocial Outreach Programs

The Disaster Psychosocial Coordination Committee establishes a communication protocol with the three Disaster Psychosocial Outreach Programs and with the ESS Command Centre. This protocol will be adjusted accordingly to meet the operational requirements of the disaster.

Each of the three Disaster Psychosocial Outreach Programs also set up communication protocols with their field response teams.

3. Disaster Psychosocial Outreach Programs - Emergency Functions

3.1 Introduction

The City of Ottawa Emergency Plan is based on a functional approach. This approach identifies what specific tasks, organized into 21 emergency functions, are required to respond to the needs of the population in an emergency.

Emergency Social Services (ESS) is one of those 21 major emergency functions. ESS is responsible for planning, organizing and managing the delivery of six basic emergency social services: Emergency Clothing, Emergency Food, Reception and Emergency Lodging, Registration and Inquiry and Personal Services.

Within ESS, Personal Services has been assigned the following emergency response tasks:

· Providing temporary care for unaccompanied children and dependant elderly.

· Assisting with the temporary care of residents from special care facilities.

· Offering or arranging for provision of financial and/or material assistance to disaster victims.

· Providing psychosocial support to meet disaster victim’s immediate and short term psychological and social needs created or aggravated by a disaster.

· In a large-scale disaster, offering long-term disaster psychosocial community outreach services to residents who are affected.

3.2 Specific Tasks Assigned to the Disaster Psychosocial Outreach Programs

In the City of Ottawa Emergency Plan, each Emergency Function has been assigned three varying degrees or divisions of responsibility for carrying out their response tasks: Responsible, Partner and Support. This section describes the three divisions of responsibility as they apply to the Disaster Psychosocial Outreach Programs.

3.2.1 Responsible

Responsible – means that the organization is the lead agency and is therefore responsible for the coordination necessary to implement the task.

The Disaster Psychosocial Outreach Programs are Responsible for the following functions or tasks following a large-scale disaster:

· Personal Services Disaster Psychosocial Community Outreach Program is responsible for developing, coordinating and managing the delivery of long term disaster psychosocial support to people of all age groups affected by a large-scale disaster:

o Children

o Adolescents

o Adults

o Seniors

o Special Needs Groups

· First Responders Disaster Psychosocial Outreach Program is responsible for developing, coordinating and managing the delivery of long term psychosocial support to first responders and their families. These include:

o Fire

o Police

o Paramedics

o In a mass casualty or prolonged disaster response the FR DP OP may take on the lead role in the provision of on-site psychosocial support to first responders during the response phase of a disaster.

· Employee Assistance Disaster Psychosocial Outreach Program is responsible for setting up, coordinating and managing the delivery of long term psychosocial support to municipal employees and their families.

o In a mass casualty or prolonged disaster response the EA DP OP may take on the lead role in the provision of on-site psychosocial support to municipal employees at various response sites including the EOC and Service Command Centres during the response phases of a disaster.

3.2.2 Partner

Partner means that the organization is a major contributor or critical stakeholder for the implementation of a task.

Depending on the nature and severity of a disaster, DPOPs may become a major contributor to the regular Personal Services, CISM, and EAP response programs by enhancing their capacity to respond. DPOPs responders may be assigned various disaster psychosocial response tasks such as:

· Providing psychosocial first-aid and support to residents in Emergency Reception and Lodging Centres, isolated in their homes or in a “shelter in place” situation.

· Providing grief support at morgues, hospitals or in mass casualty situations.

· Assisting in the content development and dissemination of psycho-educational information brochures.

· Providing contextual information to Corporate Communications. Providing spokespersons to address the psychosocial needs of various age groups.

· Providing Disaster Psychosocial Training through the Disaster Psychosocial Coordination Committee.

3.2.3 Support

Support: A Service/Department/Agency that can provide support if required.

For DPOP, the Support functions, based on the City of Ottawa Emergency Plan, include:

· Provision of DPOPs at quarantine sites;

· Supporting CISM teams and Employee Assistance Program;

· DPOPs for families of victims and the deceased;

· DPOPs at the morgue;

· Arrangements for DPOPs at mass burials; and,

· DPOPs at HAZMAT sites.

3.3 Disaster Psychosocial Outreach Programs – Common Organizational and Operational Emergency Management Measures and Processes

Although each of the three Disaster Psychosocial Outreach Programs, including the Disaster Psychosocial Coordination Committee, plan and organize their respective services independently, they follow standard organizational and operational planning and preparedness measures and processes to develop the response tasks assigned to them. Listed below are common disaster psychosocial emergency management measures and processes followed by each DPOPs prior to, during and after a disaster.

3.3.1 Common Planning and Preparedness Measures – Prior to a Disaster

The Prevention, Mitigation and Preparedness Phases are the time periods when each of the three DPOPs take the necessary steps to plan and organize their response. Summarized below are planning and preparedness steps common to each of the three DPOPs:

· Appoint a Coordinator of their respective DPOP.

· Establish a DPOP Planning and Coordinating Committee.

· Analyze psychosocial dimension of community threats for their respective client group.

· Prepare a list of DPOP response and recovery activities to be offered to their respective client group from the restoration phase to the anniversary phase.

· Establish what resources – human and material – are required to carry out DPOP recovery

activities.

· Prepare and carry out a survey of potential community partners to assist in the delivery of DPOP activities.

· Contact and recruit community partners.

· Sign Memoranda of Understanding (MOU) with community partners.

· Set-up DPOP Community Resource Directory.

· Train DPOP workers.

· Assign roles and responsibilities to DPOP workers.

· Identify DPOP response locations.

· Set-up DPOP Coordination Centre (DPOP CC) to coordinate response activities.

· Recruit and train DPOP CC personnel.

· Equip the DPOP CC.

· Work out coordination procedures with other ESS and emergency response organizations.

· Write all-hazard DPOP emergency plan.

· Set-up DPOP tabletop exercises.

· Participate in community wide exercises.

3.3.2 Common Organizational and Operational Measures – During a Disaster

The regular Personal Services, First Responder Critical Incident Stress Management and Employee Assistance Program psychosocial support staff are responsible for responding to the psychosocial needs of their clients groups during the warning, threat, impact and rescue phases of a disaster.

3.3.3 Common Organizational and Operational Measures – After a Disaster

The three DPOPs are mobilized only when a large-scale disaster occurs. They are then responsible to provide long-term disaster psychosocial support to their respective clients groups from the recovery phase of the disaster to its anniversary phase.

Here are the organizational and operational measures and processes common to the three DPOPs after a disaster:

· DPOP Coordinators are mobilized by their respective emergency management group acting upon the recommendation of the Disaster Psychosocial Coordination Committee.

· DPOP Coordinators mobilize DPOP Coordination Committee Members.

· DPOP Coordinators and DPOP CC prepare a psychosocial needs assessment for their respective client groups.

· DPOP outreach workers are mobilized to set up and deliver disaster psychosocial services to their respective client groups.

· DPOPs establish a management cycle.

· Once the Service Command Centre for each of the three DPOPs have been demobilized, the DPOPs may open Coordination Centres of their own to operate and manage their respective DPOPs. The Coordination Centres would operate from a suitable location with adequate administrative, operational and technical support.

· DPOPs establish communication links among themselves and with the Disaster Psychosocial Coordination Committee.

· DPOPs prepare an operational plan for delivery of long term disaster psychosocial outreach programs.

· Maintain liaison with the Disaster Psychosocial Coordination Committee.

· Monitor operations and adjust plans accordingly.

· Monitor and manage financial resources.

· Maintain administrative records.

· Report regularly to Disaster Psychosocial Coordination Committee and respective management teams and EOC representatives.

3.3.4 Common Organizational and Operational Measures – Post Disaster

Once the three DPOPs are demobilized, the requirement for post event reporting begins.

Each of the DPOP Coordinators proceed as follows:

· Clients who continue to require psychosocial support are referred to appropriate municipal or community services for ongoing services.

· Close respective DPOP Coordination Centres and returns equipment to storage.

· Turn over administrative and operational documents to respective management.

· Prepare initial post event reports to their respective management, to the ESS Planning Committee and to the Disaster Psychosocial Coordination Committee.

4. Alerting, Mobilization and Demobilization Procedures

This section describes standard alerting procedures followed by the City of Ottawa Emergency Plan for detecting an emergency, triggering a quick and effective response and for demobilization and reporting. The alert procedures for the Disaster Psychosocial Outreach Programs’ Emergency Plan are governed by the nature and extent of the disaster. The DPOPs are activated only in the case of a large-scale disaster and, if such a situation occurred, they would be mobilized in the restoration phase of a disaster.

4.1 General

The City of Ottawa emergency plan states that every emergency has the following common elements:

· Surveillance

· Alert

· Mobilization

· Debriefing

· Reporting

4.2 Surveillance

Surveillance is a normal function of all City services as they carry out their normal day-to-day duties. This activity is supplemented by the reporting of the media and by citizens of Ottawa. Thus, there are many possible “sensors” for reporting emergency incidents.

The Disaster Psychosocial Outreach Programs are meant for large-scale disasters and therefore do not have a surveillance role.

4.3 Alerts

4.3.1 Alert Scale

The Alert scale in Ottawa escalates from normal to low to medium to high.

· Normal: Standard Operating Procedures;

· Low alert level;

· Medium alert level:

· High alert level.

(1) Normal - refers to day-to-day departmental standard operating procedures followed during regular and current operations.

Psychosocial support for normal and current operations are delivered and managed by regular governmental and non-governmental agencies already operating in the community.

(2) Low – is the initial alert level designed to deploy the minimum required resources to control the event.

In a low alert stage, psychosocial support is provided by the regular Personal Services Program, Critical Incident Stress Management Program and the Employee Assistance Program.

(3) Medium alert level – is designed for responding to a situation requiring the coordination of 3 or more municipal services/departments. These situations typically call for some external response capabilities and require more support from management.

Psychosocial support is provided by the regular Personal Services Program, Critical Incident Stress Management Program and the Employee Assistance Program.

(4) High alert level – is for an event, which requires coordination of all available internal and external resources. The Emergency Operations Centre members will be called in to coordinate city wide emergency operations.

The Disaster Psychosocial Outreach Programs may become operational depending on the nature and extent of the disaster. Each DPOP is responsible for evaluating the disaster requirements of their respective client groups.

4.3.2 Alert Mechanisms

This section on Alert Mechanisms is for information purposes only. It is included so DPOP planners, managers and responders are aware of the City of Ottawa’s alert mechanism. As noted earlier, the three DPOPs are usually mobilized in the recovery phases of a large-scale disaster and are therefore not involved in the alert mechanism process. DPOP mobilization process and procedures are described in section 4.4.

When an event can potentially affect the integrity of Ottawa citizens, the City’s essential lifelines or the environment, the alert mechanisms need to be triggered. The Alert sequence is as follows:

· Detection

· Reporting

· Alert fan out

· Stand down

(1) Detection

Sources of alert will come from the public, City personnel or external public or governmental agencies. The situation will then be reported to the services dispatch through the 9-1-1 Centre or directly to Service management, the Corporate Call Centre or the Office of Emergency Management (OEM) Duty Officer.

(2) Reporting

The Service management representative or the OEM Duty Officer on call will then:

· Analyze the situation report

· Assess the alert levels

· Determine the level of alert

(3) Alert Fan Out

The Office of Emergency Management will determine and activate the appropriate alert level fan out procedure by forwarding a message to all Service Duty officers containing:

· The alert level

· The time, location and description of the event, and

· The call back number to confirm receipt of the notification.

Upon receipt of the alert message, the Duty officer should:

· Confirm reception of the message by calling the given number and collect more information;

· Depending on the alert level, notify or alert the Service Emergency Operations Control Group member; and

· Alert the appropriate personnel in his/her Service for activation of the Service plan.

4.4 DPOPs – Alerting and Mobilization Procedures

Mobilization procedure consists of all measures designed to prepare and organize responders for response. DPOP Coordinators and Responders will be mobilized according to the alert levels described below:

· Notified: DPOP responders are notified by their respective DPOP Coordinators and first hand information is provided.

· Alerted: DPOP responders are alerted by their respective program and can be asked to remain on standby so they are available for mobilization if required.

· Mobilised: DPOP responders report to their designated operational sites.

All three Disaster Psychosocial Outreach Programs are alerted when a large-scale disaster threatens or has occurred. DPOPs are alerted as follows:

· The Personal Services Disaster Psychosocial Community Outreach Program Coordinator will be alerted by the Personal Services Program Coordinator who will have been alerted by the ESS Coordinator.

· The First Responders Disaster Psychosocial Outreach Program Coordinator will be alerted by the representatives of the First Responders Planning and Coordination Committee who will have been advised by their respective Duty Officers/Dispatchers to an emergency.

· The Employee Assistance Disaster Psychosocial Outreach Program Coordinator will be alerted by the Manager of the Employee Assistance Program.

4.5 Absences and Cover-Off

In order to ensure an effective DPOP response, it is imperative that the DPOP Coordinators for each respective program can reach the correct DPOP personnel in a timely fashion. Should any member of the DPOP be unavailable to respond to an emergency for any reason it is expected that they will:

· Identify an alternate to cover-off all emergency functions in addition to the nominated alternate.

· Notify the DPOP Coordinator of the absence dates, and the alternate’s contact information.

· Ensure the alternate receives a briefing on responsibilities and any appropriate technical devices (pager, cell phone).

· Amend any out of office notification devices (voicemail, e-mail) to clearly identify the emergency cover-off.

4.6 Demobilization Procedures

4.6.1 General

The alert and response cycle is completed with demobilization, which is an integral part of the ongoing needs assessments and management of the disaster response

4.6.2 DPOPs Demobilization Procedures

Attention must be paid to the fact that the DPOPs do not demobilize at the same time as other emergency response organizations. While other City operations centres are standing down and focus is shifting from response and rescue operations to recovery and rehabilitation, the three DPOPs may be mobilizing and initiating outreach interventions. This shift in focus means that some regular disaster psychosocial response personnel will be demobilized while others will be reassigned to the three DPOPs.

The three DPOP Coordinators will assess the timing for the final demobilization after consultation with the ESS Coordinator and Planning Committee and the Disaster Psychosocial Coordination Committee.

4.6.3 Operational Debriefing

To ensure continuous improvement in the DPOPs response process, the DPOP Coordinators will hold an operational debrief after each event.

The objectives of the operational debriefing session are to:

· Identify areas of strength within each DPOP response.

· Identify areas for improvement within the response.

· Develop strategies to address the identified areas for improvement.

· Identify continuous improvement strategies to facilitate better communication, coordination and teamwork.

· Identify training gaps.

· Capture required revisions to the DPOP Plan.

· Identify areas of concern outside of the scope of DPOPs for discussion at the appropriate level of debrief.

The information shared will be transcribed and circulated by the Coordinators of each DPOP within 5 working days of the session with respective program managers, with the ESS Coordinator and Planning Committee and with the Disaster Psychosocial Coordination Committee.

4.6.4 Emotional Debriefing

Responders may be involved in an incident, which is so unusual or the sights and sounds so distressing that it produces a high level of emotional reaction that may be immediate or delayed. As a result of such an incident an individual’s usual coping mechanisms are overwhelmed and their ability to effectively function either then or later is significantly diminished. In order to assist DPOP responders to minimize long term emotional effects arising from exposure to a traumatic event, an emotional debriefing or other processes may be initiated.

Each of the DPOP Coordinators are responsible for ensuring that an emotional debriefing or other process is held in a timely fashion. This service will be offered to all DPOP responders. DPOP responders requiring additional psychosocial support following demobilization will be referred to appropriate Employee Assistance Programs or community agencies.

5. Administration and Reporting

5.1 Records and Log Books

During the emergency each of the three DPOPs must ensure that operational records and logbooks are maintained. These records will assist in managing the event and also in the recovery process and post-event reporting.

Provisions should be made for maintaining the following list of reports and records. The format and instructions for some reports may be dictated by higher echelon plans (the ESS plan and the City of Ottawa Plan).

· Coordinating Centre Group Operations Log

· Operational Logs from the three DPOP Outreach Program Coordinators

· Records of expenditures and obligations

· Human resource utilization (overtime and schedules)

· Situation Reports (SITREPS)

· Volunteer agency logs

· Offers of professional and non-professional DPOP services.

5.2 Legal Issues

Many legal issues must be addressed in pre-planning and monitored during operations. Some items to note are:

· Informed consent

· Confidentiality

· Liability, both personal and professional

· Procurement rules in emergencies

5.3 Reports

At each major shift in tempo (from Recovery to Rehabilitation to the Anniversary Phases of the disaster), the DPOP Coordinators should prepare an interim report for the ESS Planning Committee and the Disaster Psychosocial Coordination Committee and their own management.

The Disaster Psychosocial Coordination Committee and the three DPOP Outreach Program Coordinators must complete a report of their operations and send it to the ESS Coordinator and Planning Committee within 10 days of the end of the response. These reports should include the evolution of the management of the event, the decisions made, circumstances and difficulties encountered, and areas for improvement and recommendations.

6. Communications

6.1 Telecommunications

Telecommunications are managed by the Information Technology Services Branch. As well, radio communications can be provided by the Emergency Radio Group. DPOP requirements should be made known with a view to separate long-term operations.

6.2 Telephone / Radio

Telephones or alternate means of communication (short wave radio, courier, fax, E-mail) will be required in the three DPOP Coordination Centres. Cell phones, batteries and chargers are essential. The installation of telephones, equipment and the allocation of telephone numbers should be pre-planned with the Information Technology Services Branch.

6.3 Public Information

Client Services and Public Information (CSPI) is responsible for the coordination, preparation and dissemination of messages and public information material for the City. The DPOP Outreach Coordinators must ensure suitable messages are prepared in advance of emergencies and that CSPI is aware of psychosocial requirements and strategies.

Appendix A

Material Resources and Supplies for the DPOP Coordination Centres

1. Stationary Supplies

Pens, paper, pencils, tape, paper clips, hole punch (three and two), clipboards, staplers, staples and staple remover, marker pens (special markers for white boards), scissors, post-it notes, ruler, rubber bands, name tags, in/out baskets.

2. Furniture

Tables, chairs, desks, flip charts, white boards, file cabinets and folders.

3. Electronics

Fax machines (one In, one Out), photocopier, printer, computers, laptops, telephones, cell phones, batteries, and chargers, two-way radios, TV and cable, electronic white board (desirable).

4. Plans, Forms and Resources

· DPOP Plans and Guide

· City of Ottawa Plans: City Plan, ESS Plan, Personal Services Plan, First Responders Plan, EAP Plan, Corporate Services Emergency Management Plan.

· Telephone Books.

· PS DP COP, FR DP OP, EA DP OP Resource Directories

· List of DPOP and City of Ottawa telephone and e-mail addresses.

· Mutual Aid Agreements, Memoranda of Understanding and other plans.

· Maps of City with plastic overlay.

· Aerial photo of City.

· Duty Roster.

· Operations Log, personal log, SITREPS, in/out register.

· Radio diagram and net.

Appendix B

Disaster Psychosocial Outreach Programs

Situation Reports (SITREPS)

1. General

The aim of a Situation Report (SITREP) is to inform others of what has happened, what the consequences are, and what action has been taken. The SITREP contributes to the flow of information, which is so critical in disaster operations.

The SITREP may be used by:

· DPOP Coordinators to inform the DPOP managers or coordination committee as well as the DPCC of the status of operations.

The timings for SITREPS and other such reports will be set by the requirements and management cycle of the higher echelon officials as well as the circumstances of the disaster.

2. Content

The SITREP will provide a summary of operations up to the time it was written.

It will include:

· Name of Author

· Title/ Function of Author

· Incident: What happened (a brief description of the event)

· Effects: What are the results (numbers, location, extent etc.)

· Action taken: What has been done (who was notified, who responded, what measures have been taken).

Appendix C

Disaster Psychosocial Outreach Programs

Operations Log

1. General

The DPOP Operations Log is used to record operational activity and decisions during an emergency response. It is employed by the official recorder at the DPOP Coordination Centre and nominated DPOP recorders at Reception and Lodging Centres, and other operational sites.

The Log is opened when operations are commenced for an event or disaster. The DPOP Coordinators will begin and maintain the Log until a recorder has been nominated.

The Operations Log is used to record significant actions or requests for assistance and as such is a vital document in the analyses of what transpired during an event.

2 Description

· Boxes at the top of the form identify the location and page number.

· Boxes at the bottom of the form identify the author and the date.

· In the main body of the Log, the “Time/From/To portion is used to record when a message (phone call, e-mail, memo etc.) has been received, from whom receiver OR when a message was sent “To” someone.

· The “Description of Situation” is used to describe the nature of the message.

· The “Action taken/Remarks” column is used to describe what action has been taken by the Coordination Group/Supervisor/Leader.

· The “To Do” and “Done” columns are used to indicate the status of any action requests. It also serves as a useful indicator of the status of operations.

Disaster Psychosocial Services

Operations Log

Time	From	To	Description of Situation	Action Taken / Remarks	To Do	Done

Name _____________________________ Function _____________________

Signature __________________________ Date _________________________

Emergency Kit - An emergency kit consists of such essential items as water, food, clothing and first aid supplies for 3 to 5 days stored in a tote bag or back-pack and ready to go if a person has to evacuate on short notice.

Emergency Reception and Lodging Centre (ERLC) - Usually located outside the impact zone of the emergency, place to which evacuees can go to register, receive assistance for basic needs, information and referral to alternate accommodations if required. The Centre may also be adapted as dormitory type accommodation for large numbers of people in an emergency or disaster should alternate accommodations not be available.

Emergency Social Services (ESS) -Emergency Social Services is a pre-planned emergency response organization designed to provide those basic services considered essential for the immediate and continuing well-being of persons affected by a disaster. These services are: Emergency Clothing, Emergency Reception and Lodging, Emergency Food Service, Registration and Inquiry, Personal Services and Public Health.

Emergency Social Services Command Centre (ESSCC) -The location from which the Emergency Social Services Coordinator, Coordinators of each of the six services, and other support agencies would coordinate Emergency Social Services operations during or following a disaster or emergency.

Emergency Social Services Plan - A detailed written account of the policies and procedures to be followed in setting up and operating the Emergency Social Services response organization in a community.

Emergency Social Services Planning Committee – Comprised of representatives from the 6 emergency social services ensures that plans and an operational response are in place to fulfill the Emergency Social Services responsibilities identified in the City of Ottawa Emergency Plan

National Emergency - A National Emergency is an urgent and critical situation of a temporary nature that (a) seriously endangers the lives, health, or safety of Canadians and is of such proportions or nature as to exceed the capacity or authority of a province to deal with it, or (b) seriously threatens the ability of the Government of Canada to preserve the sovereignty, security, and territorial integrity of Canada and that cannot be effectively dealt with under any other law of Canada. Emergencies Act (1988), par. 3

Personal Services - Personal Services provide for the initial reception of disaster victims arriving at reception centres, inform them of immediate emergency help available, offer temporary care for unattended children and dependent elderly, assist with the temporary care of residents from special care facilities, provide or arrange for provision of financial and/or material assistance, and offer immediate and short-term psychosocial support to people with personal problems and needs created or aggravated by a disaster.

Personal Services Disaster Psychosocial Community Outreach Program is responsible for organizing, coordinating and managing the delivery of long-term disaster psychosocial services to City of Ottawa residents following a large-scale disaster.

Disaster Psychosocial Coordination Committee (DPCC) – It promotes, facilitates and monitors the development of the City of Ottawa’s three long-term disaster psychosocial response groups – Personal Services Disaster Psychosocial Community Outreach Program, First Responder Disaster Psychosocial Outreach Program and the Employee Assistance Disaster Psychosocial Outreach Program. The DPCC also monitors the delivery of psychosocial services to City of Ottawa residents, first responders, municipal employees as well as their families when a large-scale disaster occurs.

Appendix E

Acronyms

CISM	Critical Incident Stress Management
DPCC	Disaster Psychosocial Coordination Committee
DP OP	Disaster Psychosocial Outreach Program
EA DP OP	Employee Assistance Disaster Psychosocial Outreach Program
EA DP OP PCC	Employee Assistance Disaster Psychosocial Outreach Program Planning and Coordination Committee (Abbreviation EA CPP)
EMO	Emergency Management Ontario
EOC	Emergency Operation Centre
ESS	Emergency Social Services
ESSCC	Emergency Social Services Command Centre
FR DP OP	First Responder Disaster Psychosocial Outreach Program
FR DP OP PCC	First Responders Disaster Psychosocial Outreach Program Planning and Coordination Committee (Abbreviation FR PCC)
OEM	Office of Emergency Management (City of Ottawa)

PS DP COP	Personal Services Disaster Psychosocial Community Outreach Program
PS DP COP CPP	Personal Services Disaster Psychosocial Community Outreach Program Coordination and Planning Committee (Abbreviation COP PCC)
PSECC	Personal Services Emergency Coordination Centre
PSEPC	Public Safety and Emergency Preparedness Canada