|
|
|
|
|
|
 |
 |
|||||||
|
 |
|
 |
|
 |
|
 |
|
|||||||
 |
 |
 |
 |
 |
|
|
|
|
||||||||||||||||||||||||||||||||||||
Appendix 2
EMERGENCY RESPONSE POLICY
Approved by Board of Directors – April 24, 2008, Approved January 2009
POLICY STATEMENTSt. Leonard’s Community Services is committed to emergency response planning. The health and safety of staff, clients and the community is integral to the Agency’s operational planning. Emergency planning will ensure a timely and appropriate response to emergencies and compliance with applicable laws. While St. Leonard’s Community Services respects the rights defined by the Employment Standards Act, the Occupational Health and Safety Act and the Human Rights Code, these rights may be temporarily superseded by the immediacy of an emergency. All staff having a direct continuing role in emergency planning activities will contribute to the development and maintenance of this policy and will act in compliance with the policy at all times. PURPOSE OF THE POLICYThe purpose of the Emergency Response Plan is to prepare St. Leonard’s staff for procedures required in the event of an emergency ensuring the highest possible standard to protect the health and safety of staff and clients. The Plan is intended to be co-ordinated with municipal, provincial and federal services as well as other social service agencies. DEFINITION AND EXAMPLES OF AN EMERGENCY
Emergencies could originate from either internal or external factors but would fall into one of three categories:
RESPONSIBILITYThe Executive Director will be responsible for ensuring compliance with this policy. The Executive Director will have the authority to declare an event/situation an emergency, or delegate the authority as required. Once an event/situation meets the conditions of an emergency, the following steps will be taken:
EMERGENCY RESPONSE TEAMThe St. Leonard’s Management Team and Facilities Manager will function as an Emergency Response Team. The Executive Director will be the chair of the Team responsible for the development and administration of the Emergency Response Plan. In the case of Natural or Man-Made Emergencies, the Facilities Manager will function as the Emergency Response Co-ordinator responsible for the operation of each plan including continuous onsite departmental emergency response training for all staff. The Executive Assistant will be present to record meeting minutes. Each department will have a designated health and safety representative who will liase with the Emergency Response Co-ordinator and ensure all departmental staff members are trained to respond appropriately in an emergency. Under the direction of the Executive Director, or in his absence his designate, the Team will:
INTERNAL COMMUNICATIONSOnce an event/situation has been declared an emergency, notifications and updates will be available to all staff on the Agency’s intranet whenever possible. During an emergency, cell phones and/or fail-safe phones will be used. The Addiction and Mental Health Centre at 133 Elgin Street will function as the Emergency Operations Centre for communication purposes. Any emergency listed below will trigger an automatic meeting of the Emergency Response Team at 9:00 a.m. the following calendar day at the Emergency Operations Centre. Further meetings will be scheduled as needed by the Emergency Response Team. An Emergency Supply Kit will be stored at the Youth Action Centre for use at the Administration office including a portable generator to power communication systems. MEDIAThe media will be used to make timely announcements to the public as required. CONTINGENCY PLANNING In addition to the above, all residential locations will have on site an operational barbecue with a minimum of 2 propane tanks. Monthly health and safety inspections will include a checklist of the above items. EMERGENCY CALL LIST All staff are responsible to make themselves aware of the emergency call list and how to activate the call system. The emergency call list will be added to the agenda of semi-annual Emergency Response Training and will be the responsibility of the Emergency Response Team to update and keep contact list current. RISK ANALYSISIt will be the responsibility of the Health and Safety Committee to carry out a risk analysis to identify the worst probable emergency cases that could realistically happen. Knowing what to expect and what options are available makes for better preparedness in the event of an emergency. Identifying the hazards or any physical situation with a potential for human injury or damage to property is the first step in emergency response planning. This makes it possible to determine what human and material resources are needed to reduce the consequences of an emergency and the need for external resources if the emergency escalates beyond the capabilities of the Agency. Risk analysis identifies the extent and likelihood of consequences associated with hazards by asking the following questions:
After carrying out the risk analysis, the health and safety committee will identify contingencies in order to respond effectively in the event of an emergency. These contingencies are outlined in the Emergency Response Policy. Examples of emergencies and contingencies are listed below.
EG. LIGHTNING STRIKE Impact – Tree falls on facility, suspected structural damage. Contingencies – Front line staff will ensure the safety of clients/staff and will continue to monitor the situation and continued safety of all. Front line staff will notify the Service Director of the department of all emergencies, who will make a decision if and when to activate a long-term plan.
LOSS OF PRIMARY HEAT SOURCE Impact – Staff and clients cannot work/live under such conditions for periods beyond 12 hours. Depending on the outdoor temperature, water systems will freeze over time creating stress for staff and clients. Short-Term Contingency (under 12 hours) – Front line staff will come to work with sufficient clothing to work in adverse conditions and ensure an adequate supply of clothes, blankets and bedding for clients. Long-Term Contingency (over 12 hours) - The Emergency Response Team will meet to discuss evacuation, relocation of clients, property, files and acquisition of needed supplies and equipment. Front line staff will notify the Service Director of the department of all emergencies, who will make a decision if and when to activate a long-term plan.EG. LOSS OF ELECTRICITY Impact – Staff and clients are at risk of injury, which will create stress. There is also a risk of theft and vandalism of property. Contingencies – Service Directors or delegates will ensure the continuous functioning of emergency lighting systems for equipped locations.Service Directors or delegates will ensure a supply of flashlights, batteries, candles and waterproof matches are on hand as part of the Emergency Supply Kit. Front line staff will notify the Service Director of the department of all emergencies, who will make a decision if and when to activate a long-term plan. If after 12 hours, there remains a disruption in electricity, members of the Emergency Response Team will discuss contingency planning. EG. LOSS OF WATER Impact - Shortage of water for drinking, bathing, toilets, dishes and clothes will pose health risks and bring about significant stress for staff and clients Contingency – Service Directors or delegates will ensure that all clothing, linens and bedding are washed regularly to maintain an adequate back up supply. Service Directors or delegates will ensure an adequate supply of sanitizing hand cleaner, and disposable paper plates, cups and cutlery. It will be the responsibility of the Service Directors or delegate to ensure each of their departments is adequately supplied with clean bottled drinking water sufficient for 5 days for each resident. In the event of a disruption in the municipal water supply, Service Directors will maintain contact with the Facilities Manager who in turn will work co-operatively with municipal and provincial officials in order to restore water to staff and clients. Procedures for addressing a disruption in water supply are outlined in the Red Box for residential locations. Front line staff will notify the Service Director of the department of all emergencies, who will make a decision if and when to activate a long-term plan. If after 12 hours, there remains a disruption in water supply, members of the Emergency Response Team will discuss contingency planning. EG. LOSS OF COMMUNICATION SYSTEMSImpact - Inability to communicate by telephone or email with police, fire, ambulance, emergency response team members, government funders and community partners. Contingencies – Service Directors will ensure that fully charged cell phones are on hand along with car battery-operated boosters. Service Directors will also ensure that fail-safe land phones are on site or located in the emergency supply kit. Service Directors will ensure an adequate supply of paper and pens and that manual recording systems are in place that staff are trained to use. Service Directors will ensure that vehicles are properly maintained with a ½ tank of gas. EG. LOSS OF ACCESS TO STORES/BANKSImpact - Inability to obtain cash, buy food, medical supplies or emergency equipment. Contingencies – Service Directors or delegate will ensure the availability of a 5-day supply of food. Service Directors will also ensure an adequate supply of medications including prescription drugs are filled 5 days before running out. Service Directors or delegates will ensure that fully stocked first aid kits are on site. Administration will maintain back up funds for all residential locations. Front line staff will notify the Service Director of the department of all emergencies, who will make a decision if and when to activate a long-term plan.
LOSS OF LIFE-STAFF OR CLIENT The suspected death of a staff or client is treated as a medical emergency until the staff or client has been officially pronounced dead by a coroner. The body of the deceased must remain at the location until the coroner arrives. In the event that staff discover an unconscious staff or client, the following steps will be followed:
CLIENT: Serious Occurrence and/or Incident reporting procedures must be followed in the event of a client death while in care (see Documenting Policies 2-100 and 2-110). Immediate responses must include the following contacts:
The Service Director/delegate, when aware, will ensure that Ministry contacts and personnel are advised of the date of any coroner’s inquest. Clients directly involved with the incident will be offered support through Agency and/or external services. If the deceased client is from a residential program and shared a bedroom with another client, every attempt will be made to move the client to alternative accommodations within the residence. Staff directly involved with the incident will be taken off shift and provided with a debriefing and/or referral to the Employee Assistance Plan Contractor by the Manager or delegate. EMPLOYEE: Critical Injury reporting procedures must be followed in the event of a staff death while on shift. Immediate responses must include the following contacts:
Notification of the deceased staff’s family will be done by the Service Director. BOMB THREAT OR HOSTAGE TAKINGIf a bomb threat or hostage taking occurs, the front line staff will carry out the following steps:
Front line staff will notify the Service Director of the department of all emergencies, who will make a decision if and when to activate a long-term plan. UNEXPECTED PROGRAM CLOSURE In the event that a sudden program closure occurs, the following steps will be carried out:
EMERGENCY RESPONSE TRAINING AND INFORMATION BOXES (RED BOXES) Emergency Response Training will be considered a necessity for all staff and will include the fundamentals such as knowledge and use of response procedures and equipment. Staff identified in the plan will be thoroughly familiar with Agency policy and procedures for responding to emergencies. Departments will have on site, “Emergency Information Boxes” which are painted red and contain coloured cue cards outlining information concerning the appropriate response in the event of an emergency. The Red cue card will contain phone numbers for ambulance, police, poison control, and fire alarm contractor. The Green cue card will contain phone numbers for Residences, On-Call Personnel and certified Agency health and safety representatives. The Blue cue card will contain phone numbers of Agency contractors for plumbing and heating. The Pink cue card will contain phone numbers of Agency contractors for electrical, security and phone systems. The Yellow cue card will contain instructions concerning the location of warning alarm systems, electrical fuse box panels, main hydro shut off, heating and air conditioning units and water main shut offs. In addition, all Red Boxes will contain an Emergency Call List and a current copy of the Emergency Response Policy. Cue cards will instruct staff who to contact in the event of various emergencies (i.e. flood or power outage). All staff will be oriented as to the contents and instructions in the Emergency Information Boxes. Staff will be trained to operate emergency response equipment including generators, to test and document functioning warning systems (i. e. panic buttons, fail safe phones) monthly and to check that all necessary supplies are present in the Emergency Supply Kit. The Emergency Supply Kit will include a supply of flashlights, batteries, candles, extension cord, radio, and fail safe phone. Emergency response training will occur on an ongoing basis through mock emergencies that are arranged by the Emergency Response Co-ordinator in co-operation with the departmental health and safety representative and the appropriate Service Director. Evacuation procedures will be practised monthly by means of fire drills. Departmental Managers, Service Directors and the Executive Director will document fire drills monthly. The Emergency Response Plan will be reviewed annually by the Health and Safety Committee. Recommended changes or additions will be forwarded to the Management Team to be reviewed at the Annual Work Plan meetings. INITIAL EMERGENCY RESPONSEOn-duty front line staff will be trained and empowered to respond immediately to emergency situations without the requirement of first contacting management personnel. All staff will be trained to recognize and respond to emergency signals such as sirens, fire bells, smoke alarms and CO alarms. (All these devices have a distinct sound). In the case of fire, front line staff will contact the fire department (911). In all other situations, depending on the nature of the emergency, on-duty front line staff will contact police and if necessary Damar Security Systems, giving as reason for the call to initiate “Emergency Contacts”. Staff will provide Damar with the system number. This will enable Damar to access the St. Leonard’s Community Services information screen, which will instruct dispatch to start calling emergency response team members. Damar Security Systems will contact a member of the Emergency Response Team. The contacted team member will be responsible for calling other members of the Emergency Response Team if needed, additional staff if needed and other relevant authorities. On-duty front line staff can expect to receive a telephone call from their Service Director, delegate or Emergency Response Team member, if possible, within 1 hour of placing a call to Damar Security Systems who will activate the emergency call list. EVACUATION AND RELOCATION PROCEDURESStaff and Client Responsibilities On-duty front line staff may at their discretion, initiate the immediate evacuation of all clients and staff to the grounds or to a reception area in another building. Each departmental Emergency Information Box will contain evacuation and relocation information including instructions concerning relocation sites, vital materials (i.e. food, medicine, linens and files) to be relocated, and specific instructions regarding how to leave the evacuated site. When communication is cut off, the evacuation will occur at 8:00 p.m. when possible. Where possible, clients will carry their own personal property and bedding supplies. Relocation Sites Roy Walsh Home, Varency Home and the Youth Resource Centre residences may be used on a brief emergency basis to accommodate one another’s evacuees. The Addictions and Mental Health Centre located at 133 Elgin Street may be used on a brief emergency basis to accommodate Buffalo Street Residence’s evacuees. The Administration Office, Addictions and Mental Health Centre, Dunnville Employment Centre, 12 Market Street and Youth Action Centre may be used on a brief emergency basis to accommodate one another’s evacuees or the evacuees from other community facilities. In the case of a pandemic, the Emergency Response Team will gauge the necessity of evacuation of non-residential residents to a separate site based on the above relocation sites. Traffic Flow Clients and staff will be evacuated in accordance with the procedures outlined in the Fire Safety Plans, which are posted at all facilities. Supervision of TrafficWhether evacuation involves a short period of time outdoors in the immediate vicinity or movement to temporary lodging in another facility, it is imperative that all evacuees be accounted for at all times. Front line staff, who will be responsible to account for all evacuees, will directly supervise traffic flow. Method of Priority Evacuation Any client requiring special assistance will be evacuated first. Transportation Transportation will be provided where possible by all available staff using personal vehicles, Agency vehicles and/or taxis. Staff will accompany clients to their destination if possible. The following is a list of Agency vehicles, locations, VIN numbers and licence plate numbers:
CIRCUMSTANCES REQUIRING LONGER TERM EVACUATION AND RELOCATION In the event that evacuated clients cannot return to their residence within 24 hours, the Service Director in co-operation with the Executive Director will authorize long-term relocation arrangements. Longer-term arrangements may involve the departmental Service Directors overseeing the transfer of clients to public accommodations, other residential facilities outside the area, or other arrangements satisfactory to the relevant authorities. Service Directors will relocate files and essential materials if necessary to secure storage facilities. MUTUAL AID AGREEMENTS Mutual Aid Agreements with other agencies to share personnel and equipment will be negotiated by the Emergency Response Co-ordinator in consultation with the Health and Safety Team. Agreements could be made with city, police, fire and health services, CAS and with the funding ministries. REPORTING To ensure public safety, and to satisfy legal and insurance requirements, staff responding to the emergency will complete a post emergency report within 24 hours of the event (i.e. Serious Occurrence, Incident Report). This form will be co-signed by the Service Director, the Emergency Response Coordinator and the Executive Director. In the event that emergencies include an infectious disease outbreak or are anticipated to overwhelm local capacity, our Local Health Integration Network (LHIN) should be notified no later than the next business day. The following protocol should be followed to report an event/situation to the LHIN:
5. POST-EMERGENCY ANALYSIS: DAMAGE CLAIMS ASSESSMENT Once an emergency has passed, or at the earliest opportunity, front line staff on duty and the Facilities Manager (Emergency Response Co-ordinator) will document all damage before the Director of Finance submits a claim. POST-EMERGENCY COUNSELLING Staff involved with the emergency will be offered therapeutic debriefing through supervision meetings, staff meetings or EAP services within 24 hours of the event. This counselling will be over and above the regular EAP entitlement for each staff DISTRIBUTION The Executive Assistant will ensure dated copies of the emergency response plan are distributed to all departments and staff having responsibility in the plan. UPDATING Emergency Response Planning will be an ongoing activity of the Emergency Response Team requiring continuous adjustment due to changes in operations, staff, contact names and numbers or regulations. The Plan will be kept current by means of an annual review as part of the Agency planning cycle. APPROVAL The Emergency Response Team will be responsible for recommending changes in the Plan to the Board of Directors who will have authority to approve the Plan. |
 |
| For website inquiries please contact webmaster@st-leonards.com. |
