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