Incident Management Plan Doc No.: APA-L2-009 Rev: 4 Page 1 of 33 Date: 03/25/2018 Rev Sections Review / Revision History Date Prepared By Authorized By 1 Annex A – 1.3 Update of– Points of Contact April 28, 2014 EMS S. Griffiths 2 Annex A Update of, Position Titles, Contact Numbers June 15, 2016 EMS S. Griffiths 3 All Update to new format 02/26/2017 L. Judge S. Griffiths Add info from drill program 4 10 Added TBA for Director of Operations March 25,2018 L. Judge As per SharePoint 5 10 Updated Dispatch Team Lead to Dispatch Manager; removed Jeff McGrath from St. John’s Port Contacts March 28, 2018 J. Holland
Transcript
Incident Management Plan Doc No.: APA-L2-009
Rev: 4 Page 1 of 33
Date: 03/25/2018
Rev Sections Review / Revision History Date Prepared By Authorized By
1 Annex A – 1.3 Update of– Points of Contact April 28, 2014 EMS S. Griffiths
2 Annex A Update of, Position Titles, Contact Numbers June 15, 2016 EMS S. Griffiths
3 All Update to new format 02/26/2017 L. Judge S. Griffiths
Add info from drill program
4 10 Added TBA for Director of Operations March 25,2018 L. Judge As per SharePoint
Life-Saving & Fire Drills ............................................................................................................... 22
9.0 Plan Review ..................................................................................................................................... 23
General ........................................................................................................................................ 23
10.0 Annex A – Halifax Incident Management Plan ................................................................................ 24
Plan A: Launch/Pilot Boat Accident ............................................................................................ 24
Plan B – Collision or Grounding (Pilot Embarked) ....................................................................... 24
Points of Contact ......................................................................................................................... 25
Annex B Fundy, NB ...................................................................................................................... 25
Annex C Placentia / ST JOHN’S, NL .............................................................................................. 26
Annex D – Strait Of Canso, NS ..................................................................................................... 26
Annex E – Sydney, NS .................................................................................................................. 26
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Annex F – IMP Terminology ........................................................................................................ 26
Canadian Merchant Services Guild Members’ Guide In Case Of Marine Occurrences ............... 31
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1.0 Introduction
General
1.1.1 This Incident Management Plan (IMP) is intended to provide a framework to allow the Atlantic
Pilotage Authority (APA) to respond, within its scope of responsibility, to major incidents that may
occur. Under the Pilotage Act, the APA has been charged with the requirement to “establish,
operate, maintain and administer in the interests of safety an efficient pilotage service” in Atlantic
Canada.
1.1.2 The IMP is intended to address situations beyond operational emergencies of an immediate
nature, for example: situations such as a major pilotage incident, or an incident that affects APA-
owned pilot boats. The IMP is intended for handling incidents that require a more significant or
sustained organizational response. It must be emphasized that the pre-planned actions herein
focus on the types of incidents most likely to occur that may require the activation of the plan.
This is a framework that exists to support any incident that may require a robust, organization-
wide response.
1.1.3 The plan recognizes that other parties may have defined or regulated authority in the event of
such an incident. These parties include the vessel Master, Port Authorities, Transport Canada,
Canadian Coast Guard (including Marine Communications and Traffic Services), Transportation
Safety Board, Emergency Measures Organizations, and provincial and municipal government
departments. The plan focuses on internal responses and those required to support the lead
agency, and does not presume to transfer responsibilities from any other parties to the APA.
1.1.4 The APA recognizes that, in the event of a serious incident, its role will be as a part of an overall
response. It is prepared to assist within its area of responsibility, and to assist in other matters
when requested by the lead agency or overall Incident Commander/On-Scene Commander.
SCOPE
1.2.1 This IMP details the organization and processes that will be implemented by APA during a
significant incident that requires a whole-team, comprehensive approach to mitigate the impact of
the incident, while ensuring that APA’s capability and reputation are maintained at a high level.
The plan will cover the Authority’s organizational structure in Halifax and the Dispatch, Launch
and Pilotage Operations across its operations in Atlantic Canada. Each geographic area will be
covered by a separate Annex.
References
1.3.1 Canada Standards Association issued Z1600-08 – Emergency Management and Business
Continuity Programs.
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1.3.2 National Incident Management System’s Incident Command System (ICS1).
1.3.3 Federal Emergency Response Plan (FERP) – Government of Canada (2010).
Authority
1.4.1 Pursuant to the Pilotage Act, the Atlantic Pilotage Authority (APA) is responsible for the operation,
maintenance and administration of a safe and efficient pilotage service in Atlantic Canada.
Therefore the APA must establish pre-planned procedures to enable the continued operation of a
pilotage service while effectively responding to an incident.
1.4.2 Pursuant to the Emergency Preparedness Act, the APA is responsible for identifying the civil
emergency contingencies that are within or related to the Authority’s area of accountability and
develop an Incident Management Plan (IMP). As such, this plan will also be used should APA be
called upon to support other organizations during a public emergency.
Mission
1.5.1 The APA is committed to maximizing the use of its resources/assets to meet the goals in a safe
and environmentally responsible manner. The APA will accomplish its mandate by providing the
necessary expertise and experience, associated with the appropriate technology, and
management systems to meet the needs of the shipping industry and related stakeholders.
1 ICS is the most common emergency management system in North America
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2.0 Incident Management Plan (IMP)
General
2.1.1 For the purposes of this plan, an incident is defined as an event that has the potential to attract
media or legal attention that impacts upon the commercial activities of the port, marine safety,
maritime security, or environmental protection stemming from the activities in which APA or its
contractors and pilots are involved.
2.1.2 An incident can also involve providing support to external agencies that are facing an
emergency. APA’s Incident Management Plan enables the organization to respond effectively,
either individually or as part of a multi-agency approach, during an incident or accident and is
defined as:
2.1.3 “Co-ordinated measures which collectively provide prompt and effective response to and control
of incident-based situations in order to reduce physical damage or personnel or financial loss.”2
APA Corporate Approach to Incident Planning & Response
2.2.1 From the outset, the IMP has been designed to be compatible with the Incident Command
System (ICS) prevalent throughout North America. The Incident Command System-compatible
Incident Planning Process utilized by the APA is as follows:
• Identify potential threats
• Determine scope of the plans
• Determine response and recovery objectives
• Establish plan(s) (response & recovery)
• Establish command and control structure (Incident Command System compatible) with subsidiary functions to:
• Train APA personnel
• Test plan
Operational Threats
2.3.1 For the purposes of Incident Management, APA is at risk from:
• Onboard fire or accidents (e.g. Collisions and Groundings or serious injury/death)
• Sabotage & Security related incidents
• Environmental disasters such as pollution and hazardous materials spills
2 Critical Infrastructure Institute, CIP & Business Continuity Planning (2011)
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2.3.2 It must be emphasized that these threats differ in nature from expected operational emergencies
such as a ship dragging an anchor or breaking away from a berth. These types of emergencies
tend to be of short duration, and are normally handled without the requirement to activate the
Incident Management Team (IMT). This is because the APA response would likely be effected
before a whole-organization response could be mounted. The IMP is intended to address
situations beyond these operational emergencies of an immediate nature. For example, a major
pilotage incident may require a more significant organizational response than a vessel breaking
away from a berth. Although the latter is a serious occurrence, it would normally require a rapid
and short-lived response. It must be emphasized that the pre-planned actions herein are related
to specific types of incidents. These focus on the types of incidents most likely to occur that may
require the activation of the plan, but the IMP is a framework that exists to support any incident
that may require a robust organization-wide response.
Stakeholders
2.4.1 Given the huge geographical area that APA covers there are a number of disparate, external,
public and private stakeholders whose relationship with APA is fundamental to the successful
delivery of pilotage services across Atlantic Canada. This organisational reality has led to the
creation of an IMP that is compatible with the structure and general principles of the Incident
Command System and recognizes that other entities would normally be the lead organization
under most circumstances.
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3.0 Incident Command and Structure
The Incident Command System (ICS)
3.1.1 “A standardized on-scene emergency-management concept specifically designed to allow its
user(s) to adopt an integrated organizational structure equal to the complexity and demands of
single or multiple incidents, without being hindered by jurisdictional boundaries.”3
3.1.2 A lexicon of commonly used Incident Command System terminology is at Annex F.
APA’s Incident Command System Compatible Structure
3.2.1 It is intended for APA to follow an Incident Command System-compatible approach to Incident
Management and, as required by events, form an Incident Management Team (IMT). The
following structure demonstrates how the normal Incident Command System structure can be
adapted to provide an optimum response across a number of staff domains and areas of activity
with very few people. The Incident Management Team will be formed to:
• Manage internal and external communications
• Plan and direct response and recovery activities
• Monitor the recovery progress
• Provide or reallocate recovery resources
Figure 1: The Incident Management Team - APA’s Incident Command System - Compatible Structure
Incident Management Team Composition
3 Source: Justice Institute of BC, on ICS)
CEO
(Incident Commander)
Dispatch Team Lead
(Operations)
Media
Relations
CFO & Director of Finance
(Logistics & Finance)
Director of Operations
(Incident Coordinator/Plans)
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3.3.1 The Incident Management Team is comprised of APA Executives, Managers and Subject Matter
Experts. These people are divided across the normal Incident Command System domains
(Plans, Operations, Logistics and Finance) so as to ensure a comprehensive approach is
maintained. In the event that an individual in the Incident Management Team is unable to fulfill
the role, it is important that another individual is delegated the responsibilities.
Planning Process
3.4.1 Given its widespread use, a simplified version of the Incident Command System planning cycle is
considered the most appropriate for APA’s planning and for the resumption of normal operations.
Figure 2: Simplified Planning Cycle
Incident Action Plan (IAP) - The Planning Deliverable
Emergency
Evaluate the situation – Dispatcher’s
Immediate Actions / Brief CEO & IMT
Members
Derive incident objectives –
IMT Meet / Incident Brief - Set Objectives
Decide on Strategy –Plan APA Response /
IMT Prepare IAP
Allocate Resources –Execute the IAP and
Evaluate
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3.5.1 The Incident Action Plan is a consolidated incident-related plan that will allow APA to formalise its
response and activities when dealing with a sizeable incident or accident. Incidents will be
managed by setting specific objectives and ranking them in priority. An Incident Action Plan
ensures that all personnel are working in concert toward the same goals set for that operational
period and provide a coherent means of communicating the overall incident objectives for both
operational and support activities. They include measurable objectives to be achieved in a time
frame called an Operational Period, after which the planning cycle recommences. The Incident
Action Plan must, as a minimum, answer four questions:
• What do we want to do to meet objective(s)? (Response and Recovery Objectives with timeline across both Plans and Operations)
• Who is responsible for doing it? What manpower is allocated to the Incident (including those working with other agencies)?
• How do we communicate with each other?
• Any logistics considerations?
Command and Control
3.6.1 Conceptually there are two spheres of command and control: internal and external. The CEO or
designate will be in charge of the Incident Response and act as the Incident Commander (IC)
within APA’s scope of responsibility and authority. In a multi-agency response when APA is in a
supporting role, they will perform the APA Incident Co-ordinator’s role – see below. Heads of
Departments are responsible for emergency functions as described in this plan, under the
coordination of the Director of Operations. These activities and responsibilities focus on
executing APA’s mandate, either independently or in support of a lead agency, according to the
situation. APA will not exert command and control externally.
3.6.2 Under federal emergency procedures, a lead agency is designated according to the specific
circumstances of the emergency. When tasked by the lead agency, emergency operations may
be conducted by APA beyond its normal mandate, usually in support of other Government
Agencies, particularly the Canadian Coast Guard. In a catastrophic incident, APA will interact
with other stakeholders to support emergency management, and may co-locate Dispatch
functions with another marine organization’s Emergency Operations Centre, such as the Halifax
Port Authority. An APA Incident Coordinator may also be part of the supporting team at an
Emergency Operations Centre.
Assignment of Responsibilities
3.7.1 Heads of departments will ensure they are prepared for an incident or accident.
• Assign a representative, if required, to assist with the situation in the Dispatch Office.
• Operate in accordance with normal policies and procedures and ensure that the Incident Management Plan has been implemented.
• f necessary, an on-scene coordinator (default – Director of Operations) is to take charge of APA’s responsibilities at the command and control site of major operations (e.g. an Emergency Operations Centre), and ensure that a clear chain-of-command for APA is established. Normal chains-of command are not to be bypassed.
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• Ensure that provision has been made for their department to function on a 24-hour basis if it appears this will be required.
• Advise the Director of Operations of any special requirements or funding that is required to meet the emergency situation.
• Ensure that the Director of Operations is receiving up to date Situation Reports on the actions being taken by their department.
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4.0 Pre-Planned Responses
Pilotage Incident
4.1.1 Under the Atlantic Pilotage Regulations (section 25) pilots have the obligation to “immediately
report to the Authority by the fastest means available all known details of the incident”.
The fastest means is by voice communications and the Regulations require that pilots follow up
with a written report within 72 hours of the incident.4
4.1.2 It is essential that APA receive the basic facts surrounding the situation as soon as possible, as
they will need to respond to external agencies and the media. The Pilot shall communicate the
details of the situation to the Duty Officer (during working hours the pilot will make the initial report
to the Director of Operations) by phone (VHF radio secondary). This is to be done as soon as
practicable in light of the specific circumstances in the case of an ongoing incident.
4.1.3 The initial report to the APA should consist of at least the following details:
4.1.4 Basic details of the incident: what, where and when (APA does not require information on how
the incident occurred unless the pilot has information relating to an apparent equipment casualty)
4.1.5 Assessment Based on Observation (without speculation):
• Whether or not the pilot requires APA assistance (e.g. relief pilot)
• Whether there is any pollution or threat of pollution or other apparent consequences for Marine Safety, Security and or the Environment
• The pilot’s initial intentions/recommendations
4.1.6 Once the urgent communications have been made, the pilot may communicate with the Canadian
Merchant Service Guild when it is practicable. The Guild will address its responsibilities and
contact the APA as required. In order to accurately capture the details of the incident, the pilot
should, as soon as possible given the circumstances, start recording the events and actions
leading up to the incident or accident so as to document the situation as he sees it, as details
may be difficult to recollect after the fact. Although specific circumstances (such as language
barriers) may limit the information available to the pilot, such details based on observation without
speculation would include:
• What happened (both events and actions leading up to the incident)?
• Are there any apparent consequences for Marine Safety, Security and or the Environment?
• What has been the ship’s response to events thus far?
• What has been the APA pilot’s response to the situation?
• What resources does the ship have at its disposal to deal with the consequences of the incident?
4 If requested, the pilot would normally assist the master in making the required occurrence notification to Marine
Communications and Traffic Services.
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4.1.7 As the situation allows, after contacting the Guild and receiving advice as required, pilots should
be prepared to speak with APA again if necessary for the purpose of providing amplifying facts
related to the information passed with the initial report, which will allow the APA to respond to the
situation and deal with regulatory agencies. It must be emphasized that this communication is
not intended to address culpability or liability; it is simply to gather any additional facts necessary
for the APA to deal with the situation. The APA will not require the pilot to provide any
information related to liability or culpability related to the incident.
4.1.8 It is expected that the Guild will assist the pilot in meeting his obligation under the Regulations to
provide a written report within 72 hours of the incident.
4.1.9 Pilots are not to provide statements or give interviews to media or third parties except where
required to do so by a regulatory body, such as Transport Canada or the Transportation Safety
Board. The pilot should advise the Guild or his counsel when an interview is requested or
required by a regulatory agency. The APA expects to be advised as soon as possible after any
request for an interview is made.
4.1.10 APA will endeavour to dispatch a relief pilot. As such, prepare a turnover for the relief pilot and
continue keeping a log of all events and decisions. A pilot incident checklist is provided at
Appendix 1.
4.1.11 In the event of a serious incident (collision or grounding) involving a ship under the pilotage of an
APA pilot, and if circumstances allow, every effort should be made to relieve the onboard pilot, so
that he can concentrate on collating a record of the incident and be removed from the immediate
stress of the situation.
Launch/Pilot Boat Incident
4.2.1 In the event of a serious launch incident it may be advisable to activate the Incident Management
Team. The focus is to supplement the initial actions of the launch master and ensure the
continuation of operations.
Receipt of Emergency Call at APA
4.3.1 The Dispatcher shall commence an Incident Log to record the details of the pilot’s or launch
master’s report and any details copied on the radio. S/he shall immediately brief the Duty Officer
(during working hours the Director of Operations), who is then to brief the CEO/Chief Financial
Officer (as required) and activate the Incident Management Team if deemed appropriate (Note:
during working hours the pilot will make the initial report to the Director of Operations). Any
authorised person may activate the Incident Management Team. Once the Incident Management
Team is assembled and briefed, the Director of Operations or designate will contact the CEO to
update him on the situation along with their recommendations. The CEO will notify outside
agencies at his discretion.
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4.3.2 Once the immediate actions and call out have been completed, Dispatch is to start recording the
events and actions leading up to the incident or accident so as to provide background information
for the Incident Management Team. Try to answer the following questions (facts only – no
speculation):
• What happened (both events and actions leading up to the incident)?
• Are there consequences for Marine Safety, Security and or the Environment?
• What have been the APA and other agency responses to events thus far?
• Are all APA Personnel accounted for?
• What resources does APA have at its disposal to deal with the consequences of the incident?
• Who are APA and the embarked Pilot communicating with?
• Does APA need the support of other agencies and or outside expertise?
Emergency Operations Centre (EOC)
4.4.1 In the event that the incident response requires a multi-agency approach, it is highly likely APA’s
CEO (or designate) will need to integrate into Halifax Port Authority’s Emergency Operating
Centre. That presence within the Emergency Operating Centre can be physical or virtual
dependent upon the circumstances of the case and numbers of personnel available to APA to
man their own operations.
Supporting an Emergency
4.5.1 In the event of a major emergency or a catastrophic incident or for events which require the
activation of the Federal Emergency Response Plan (FERP) or Marine Events Response
Protocol (MERP) an Emergency Operating Centre will be activated. It is highly likely the CEO (or
designate) will perform the duties as APA’s liaison officer, which will likely be at HPA’s
Emergency Operations Centre. APA’s resources will be coordinated as required to assist.
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5.0 Communications and Recordkeeping
Communications
5.1.1 The following communications are to be monitored during the incident response and recovery
phases of any incident:
• VHF channels 12/14/ 16 & 23
• Mobile Phone
• Dispatch E-mail
Recordkeeping
5.2.1 All personnel involved in managing an incident shall keep a formatted log.5 This log is to include
the time of all significant events and decisions. Once the CEO has deemed the response
complete, all logs shall be turned over to the Director of Operations, who is to ensure their
security.
5 Use of the log at Annex F should be the norm.
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6.0 Media and Internal Communications
General
6.1.1 All newsrooms are equipped with scanners, which constantly monitor marine, police, fire and
emergency response bands and many also routinely monitor analog cellular telephone calls.
Assume that any incident, no matter how minor, reported or unreported, has the potential to
become a news story very quickly.
Communications Objectives
• To coordinate and manage the flow of information by providing a central location to ensure that timely, accurate and accessible information is available to staff, the community and other stakeholders.
• To earn the confidence of employees, customers, stakeholders and shareholders while responding and handling an emergency situation.
• To protect the reputation of the APA, minimizing negative impact on the corporate image.
• To reinforce the APA’s leadership by creating a strong presence during an emergency situation or major public relations issue.
• To create a widespread understanding of the APA’s approach to managing crisis situations.
Proactive Media Stance
6.3.1 Adopting a proactive news media stance from the outset will help APA influence the public
message and shape their perception. Avoiding the media is not an option. The media need to
have early information, even if generic; otherwise they will become frustrated and obtain
information from a third party. For just these types of incidents APA possesses pre-existing “B
Roll” video (available from the APA website) and print-media fact sheets.
6.3.2 One of the key principles of media management will be that APA has a single point of contact for
all news media. This will be the CEO, unless the duties are explicitly delegated to another
member of the staff or a media relations agency. The Chief Financial Officer and then the
Director of Operations are the alternate media spokespersons. No other member of APA is
authorized to discuss any issues pertaining to APA or pilotage; all news media inquiries will be
directed to the Halifax Office so media interest can be managed efficiently, effectively and
consistently.
6.3.3 Because APA is a 24/7 operation, news media will likely contact the APA Dispatch Centre (426-
7609 and 426-7610). Ideally, all calls from the media will be initially screened by another member
of the staff, but this may not be possible.
Actions on Receiving a Media Call
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6.4.1 When a reporter calls seeking an interview, the CEO or designated media representative is under
no obligation to grant one. The person taking the call is to get the full name, contact details, the
media outlet they represent, the nature of the inquiry and specifically what they would like to
discuss. Tell them that you will pass this on immediately and that the CEO or designated
spokesperson will respond shortly, or at an agreed time if they wish to make an appointment.
Pass the message immediately to the CEO or designate. This will allow time to consider a
response and speak to legal or media counsel from a media agency if deemed appropriate. All
news media inquiries must be responded to in a timely and professional manner.
6.4.2 The initial statement regarding the incident, which will be released by the CEO, will play an
important role in the communications that will follow. This statement should be factual, accurate
and honest, and should generate public confidence in the APA’s ability, along with other
stakeholders, to respond to the situation. The following is an example of the initial statement
format:
6.4.3 As APA will not be the lead agency for the response to, or investigation of an incident, it is
important to coordinate with those agencies and ensure that they field media queries appropriate
to their role. Once the initial media contact has been made with APA, the CEO (or media agency)
will provide contact information. In order to avoid being swamped by media requests, APA will
establish a media communications plan whereby regular updates will be provided as they relate
to APA’s mandate. Consideration should be given to engage the media agency to coordinate this
task as it can be challenging, demanding and onerous.
6.4.4 The APA website should be updated as soon as practicable with an incident situation report and
kept up to date in cadence (hourly initially) with the published media communications plan.
6.4.5 As soon as practicable after notification of an incident establish print and broadcast News Media
Monitoring through the media agency for the appropriate geographic area and give them
notification their advisory services will be required.
Regarding the report of a ____________________________, this is what we can confirm at the present time. At
approximately _______________, we were alerted that there has been a _______________________________ at
_______________________. The situation at the scene is being managed by _______________________. At this
point, we do not have any other details regarding what happened, but we will update you as soon as we have
additional verified information. The lead agency for this incident is ___________________. Thank you for your
cooperation and understanding.
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Stakeholder and Internal Communications
6.5.1 Once the CEO has been briefed, the Director of Operations or APA Duty Officer is to draft an
email situation report for the APA Board and other key stakeholders for the CEO’s review and
release. To facilitate this task an address group (see contacts) has been created, which shall be
supplemented as the situation dictates. It is important that all be reminded not to discuss the
situation with media but to refer enquiries to the APA spokesperson.
6.5.2 Internal communications are a vital component of the communications function within any
organization. Employees are key stakeholders, and thus, it is important that they receive frequent
communications. Communicating with staff during a crisis is fundamental to the success of the
response. Keeping staff informed and ensuring that each individual understands his or her role
will enable prompt response to inquiries with accurate and timely information. The situation
reports to the Board and key stakeholders can be simply modified to suit this requirement through
an internal email.
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7.0 Testing and Training
Testing
7.1.1 The procedures and contact lists of this plan shall be updated and tested at least once a year.
Any defects or deficiencies are to be corrected. A follow up test is to be conducted within a
month of any major corrective action.
Incident Command System Training
7.2.1 As a priority, all members of the Incident Management Team should be Incident Command
System qualified to at least ICS level 200, as this is deemed to be the appropriate level for
managers within the Incident Command System structure. The following APA staff members are
to undertake on-line ICS training: CEO, Chief Financial Officer, Director of Operations, and
Director of Finance; whenever possible, staff should participate in HPA’s annual training to
become more familiar with their Emergency Operations Centre structure.
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8.0 Drills
General
8.1.1 Various drills are required by regulations, and are necessary so that APA's operational
employees and contracted crews can respond quickly and properly in the event of a marine
emergency.
8.1.2 It is mandatory that the following drills be performed on each pilot boat owned by the APA:
• Person Overboard Drills
• Steering Gear Drills
• Life-saving & Fire Drills
8.1.3 In a marine emergency, survival often depends on the quick and efficient response that can only
be learned by practicing realistic drills. Person Overboard Drills and some aspects of Life-saving
& Fire Drills need to be executed at "real time" speed, while preserving the safety of the
participants.
8.1.4 Critiques after every drill help ensure that the maximum learning takes place. Crews should
examine the underlying causes for successful or failed drills and identify every opportunity for
improving their performance in an emergency.
Scheduling & Conducting Drills
8.2.1 By the first week in January, the QOHS Coordinator shall circulate Halifax, Saint John and
Placentia Bay Drills Schedules for that year. The Drills Schedules may be incorporated as part of
the Pilot Boat Crew Schedules.
8.2.2 It is the responsibility of the on-duty Launchmaster to ensure that drills are conducted. The Drills
Schedules establish minimum requirements. Drills may be conducted more often, to further
improve the level of emergency preparedness.
8.2.3 Although drills are scheduled for the first day of a crew's on-duty rotation, the crew can chose
when during their rotation to conduct the drill. This allows the crew some flexibility to take
weather/sea conditions and vessel traffic into consideration. For example, Person Overboard
Drills in Halifax are scheduled for Mondays, but the designated crew may choose to conduct the
drill on Tuesday. Drills on the Saint John pilot boat are scheduled for each Monday, but the
designated crew may conduct that drill anytime during the week. The important thing is for
designated crews to perform their assigned drills before rotating off that series of shifts.
8.2.4 Although casual Launchmasters and Deckhands are not specifically identified in the drills
schedules, they are still expected to participate fully in this program:
8.2.5 When casual Launchmasters are on duty, they are responsible to ensure that drills are performed
as scheduled.
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8.2.6 Each casual Launchmaster and Deckhand, when scheduled to work during daylight hours, must
ensure that he/she has participated in at least one drill within the past 30 days. If not, he/she is
responsible to coordinate and perform an appropriate drill.
8.2.7 For safety reasons, drills shall generally be scheduled and conducted during daylight hours.
8.2.8 Whenever practical, drills should be conducted while a Pilot is onboard the pilot boat. This is
necessary so that Pilots are acquainted with emergency procedures. Having a Pilot onboard also
provides an extra margin of safety should something unforeseen occur during a drill.
8.2.9 Any deficiencies discovered during drills shall be immediately reported to the Pilot Boat
Administrator using a Repair Request.
Keeping of Drills Logs
8.3.1 A Drills Log shall be kept onboard each APA pilot boat. For each drill performed, an entry shall be
made in the Drills Log by the on-duty Launchmaster. The entry shall include the date, time,
Deckhand's name and type of drill conducted.
8.3.2 If a scheduled drill cannot be held (for any reason), the on-duty Launchmaster must still make an
entry in the Drills Log. Nothing should be indicated in the "Drill" column, and the "Notes" column
should be used to identify why the drill was not performed. If the weather or some other
circumstance prevents the crew from conducting part of a drill, it is important that the remainder
of the drill be carried out as scheduled. That should also be recorded in the "Notes" column on
the log.
8.3.3 The QQOHS Coordinator shall make arrangements, each January, to collect and archive the
previous year's Drills Log sheets for each pilot boat.
Contracted Crews and Vessels
8.4.1 Contracted crews working on vessels owned by the APA must observe the requirement to
perform drills and maintain Drills Logs, as described in this program. Contractors are responsible
for developing appropriate drills schedules for their crews.
8.4.2 Contractors that use other vessels to provide services to APA are responsible to ensure the
safety of their crews and APA Pilots. It is strongly advised that they use this Drills Program as a
guideline, or adopt other measures that are at least equivalent. Drills logs must be kept.
Person Overboard Drills (MOB)
8.5.1 The Safe Operating Procedure for "Person Overboard" should be reviewed before conducting
each drill.
8.5.2 For safety reasons, a practice dummy (Zeek) shall be used when performing person overboard
drills, rather than putting a real person in the water.
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8.5.3 Over a period of time, a variety of retrieval situations and maneuvers should be practiced.
Available equipment such as a Jason's Cradle, Mate-saver, davit, harnesses and tethers should
be used when conducting drills.
Steering Gear Drills
8.6.1 Operation of the following shall be checked and tested (if vessel is equipped):
• main steering gear
• remote steering gear control system (located at stern on the Placentia Pilot)
• auxiliary (emergency) steering control system
• rudder angle indicators in relation to actual position of rudders
8.6.2 When performing the checks, the rudders must be operated throughout their full range of
movement to verify proper function.
8.6.3 Oil reservoirs must be checked and topped-up as necessary, taking care to use the appropriate
oil.
8.6.4 Steering gear and linkages shall be visually inspected for signs of excess play and wear, and
lubricated. Note: Before entering a lazarette, review and observe the Safe Operating Procedure
for "Entering Confined Spaces".
Life-Saving & Fire Drills
8.7.1 The Fire Control Plan should be reviewed before conducting each drill.
8.7.2 During each drill, the Launchmaster and Deckhand shall complete the APA-021 Life-Saving &
Fire Equipment Checklist.
8.7.3 Defects and/or hazards shall be indicated in the "NOT OK" column on the front of the form.
8.7.4 For defects/hazards that are corrected immediately, those corrective actions taken should be
noted on the back of the checklist. All outstanding concerns and corrective actions must also be
noted on the back, along with any suggestions for improvement.
8.7.5 If corrective action is required to address a serious hazard, the Pilot Boat Administrator should be
notified immediately.
8.7.6 Launchmasters must ensure that completed Life-saving & Fire Equipment Checklists are
forwarded promptly to the QOHS Coordinator (generally within two days of completion).
8.7.7 The QOHS Coordinator shall review all completed checklists. If there are outstanding corrective
actions, the QOHS Coordinator shall discuss the concerns with the Pilot Boat Administrator
and/or Director of Operations (as appropriate). Each person responsible for correcting a concern
shall be noted on the checklist, along with a reasonable date for expected completion. The QOHS
Coordinator shall then provide each person responsible for correcting a concern with a copy of
the relevant checklist, and shall file the original in the "Actions Pending" file.
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8.7.8 Once a corrective action is completed, the person responsible shall record that on his/her copy of
the checklist, initial the date, and return the copy to the QOHS Coordinator. Returned copies shall
be stapled to the original.
8.7.9 Once all corrective actions are completed and the copies returned and stapled to the original, the
QOHS Coordinator shall remove the checklist from the "Actions Pending" file and archive it for
future reference.
8.7.10 The QOHS Coordinator is responsible for monitoring the "Actions Pending" file and following-up
on overdue corrective actions.
8.7.11 The QOHS Coordinator shall make a report at each WHSC meeting, indicating:
• the number of checklists received since the last report versus the number expected
• the approximate number of corrective actions that were identified on those checklists
• significant observations and accomplishments
• overdue corrective actions
9.0 Plan Review
General
9.1.1 The Director of Operations is responsible for the IMP and, in consultation with other members of
the Incident Management Team, shall review the plans annually or after a significant change in
personnel or duties. Reviewers of these IMPs should assess their accuracy, relevance and
effectiveness. Continuous appraisal of an IMP is deemed essential by Public Safety Canada for
maintaining its effectiveness. This can be performed by an internal review, or by an external
audit.
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10.0 Annex A – Halifax Incident Management Plan
Plan A: Launch/Pilot Boat Accident
Likely causes (Mechanical/Engineering Failure, Fire, Flood or Launch Damage)
Plan B – Collision or Grounding (Pilot Embarked)
ImmediateIncident
•Launch Standard Operating Procedures and complete
•Check that personnel are accounted for and safe
Rescue
•Await Search and Rescue personnel to arrive on scene (if required)
•Contact Emergency Services, Pilot Boat Manager and the Maintenance Contractor (if required)
Contact
•Pilot Boat Manager will arrange for replacement boat crew (if required)
•Contact Director of Operations and pass Situation Report
Immediate Actions
•Stabilise the situation (Pilot)
•Pilot contacts Dispatch (brief Situation Report)
•Pilot or Dispatch will then contact APA Duty Officer & provide Situation Report
•Dispatch to commence record keeping log for the incident
•Is relief pilot required? (Pilot/APA Duty Officer to determine)
Response
•Dispatch/Director of Operations/Duty Officer to activate APA IMT (call personnel)
•APA Duty Officer/Director of Operations to brief CEO & IMT when in place
•Director of Operations (or designate) to arrange relief for the onboard pilot
•Director of Operations to liaise and coordinate with lead organizations as required
Recover
•Transcribe and safeguard Record Incident Log
•IMT to formulate the IAP within multi-agency response if required
•Director of Operations to liaise and coordinate with lead organizations as required
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Points of Contact
Police / Fire / Ambulance 911
APA Duty Officers
Name Section Office Cell Home
Director of Operations TBA
Operations 902-426-6389 902-476-4719 902-407-9422
Director of Finance Brian Bradley
Finance 902-426-1964 902-223-2421 902-457-1233
Chief Financial Officer (CFO) Peter MacArthur
Finance 902-426-8657 902-478-2829 902-435-4329
Chief Executive Officer (CEO) Sean Griffiths
Executive 902-426-2553 902-478-2830 902-444-9786
APA – Operations Contact Section Office Cell Home
Dispatch Operations 902-426-7609 or 902-426-7610
902-456-6880 & 902-476-6673
Dispatch Manager Julie Harvey
Operations 902-426-8652 902-223-2860 902-422-2860
Dispatch Emergency Operations 902-476-6673
Dispatch Toll-Free No. Operations 1-877-272-3477
MCTS Regional Offices
Section Primary Secondary Cell
Halifax 902-426-7244 902-426-9750
Fundy 902-426-7244 902-426-9750
Placentia Bay / St. John’s 709-722-2083 709-227-2182 709-227-5731
Sydney 1-800-686-8676 902-564-7751
Halifax Port Authority
Director of Marine Operations (Mark Adcock) 902-426-5311 902-229-1208
Fundy MCTS: 902-426-7244 or 902-426-9750 Saint John Port Authority: Captain Chris Hall – Vice-President Operations & Harbour Master - 506.650.3373, [email protected]
10.8.3 Comprehensive resource management ensures that visibility is maintained over all resources so
they can be moved quickly to support the preparation and response to an incident, and ensuring
a graceful demobilization. It also applies to the classification of resources by type and kind, and
the categorization of resources by their status.
10.8.4 Coordinate. Bring (parts, movements, etc.) into proper relation, cause to function together or in
proper order.
10.8.5 Coordinating department. Public Safety Canada is the federal coordinating department based
on the legislated responsibility of the Minister of Public Safety under the Emergency Management
Act. As such, Public Safety Canada is responsible for engaging relevant federal departments in
an integrated Government of Canada response to an emergency.
10.8.6 Emergency. A present or imminent incident requiring the prompt coordination of actions, persons
or property in order to protect the health, safety or welfare of people, or to limit damage to
property or to the environment. (Source: An Emergency Management Framework for Canada)
10.8.7 Emergency support function. Emergency support functions are emergency response actions in
support of the needs that are anticipated to arise prior to or during an emergency.
10.8.8 Emergency Operations Centre. A designated facility established by an agency or jurisdiction to
coordinate the overall agency or jurisdictional response and support to an emergency.
10.8.9 Incident. An abnormal situation that requires prompt action to prevent or limit injury to persons or
damage to services, property or the environment.
10.8.10 Management by objectives. This is one of the principles of the Incident Command System.
Personnel agree to the objectives and understand their overall direction to attain the objective.
10.8.11 Operational period. An operational period is a length of time to achieve a given set of objectives.
The length of the operational period may vary and is determined by the emergency. An
operational period is usually 8–12 hours. (Source: Justice Institute of BC, on ICS)
10.8.12 Preparedness. The range of deliberate, critical tasks and activities necessary to build, sustain,
and improve the operational capability to prevent, protect against, respond to, and recover from
domestic incidents. Preparedness is a continuous process.
10.8.13 Primary/Lead department. A federal department with the legislated mandate related to a key
element of an emergency. Depending on the nature of the emergency, there may be multiple
primary departments.
10.8.14 Private sector. Organizations that are not part of any governmental structure, including for-profit
and not-for-profit organizations, formal and informal structures, commerce, industry, private
emergency response organizations, and private voluntary organizations.
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10.8.15 Resource management. Efficient incident management requires a system for identifying
available resources at all jurisdictional levels to enable timely and unimpeded access to
resources needed to prepare for, respond to, or recover from an incident.
10.8.16 Situational / Domain awareness. Is the process of collecting, analyzing, and disseminating
intelligence, information, and knowledge within a given domain or situation.
10.8.17 Supporting departments. Supporting departments are federal departments that provide general
or specialized assistance to a primary department during an emergency.
10.8.18 Threat. The presence of a hazard and an exposure pathway; threats may be natural or human-
induced, either accidental or intentional. (Source: EM Framework for Canada).
10.8.19 Unified Command. Where there is more than one agency with incident or management
jurisdiction or when incidents cross political jurisdictions: agencies work together through the
dedicated members of the UC to establish a common set of objectives and strategies. (Source:
NIMS [2008] p.130)
10.8.20 Unity of command. Each individual participating in the operation reports to only one supervisor.
This concept is fundamental to the Incident Command System chain of command structure.
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Annex G: Incident Log
Incident Name Date
Summary of Situation Events
Time Event / Decision / Objective Location / Comment
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11.0 Appendix 1
Pilot Incident Checklist
1. As soon as practicable after MCTS notification6, contact APA Director of Operations
(working hours) (902) 426-6389 or (902) 476-4719 or dispatcher (902) 426-7610 / 7609 (Halifax Pilots). All other Pilots call 1-877-272-3477. Please provide:
• Basic details of the incident: what, where and when (APA does not require information on
how the incident occurred unless the pilot has information relating to an apparent
equipment casualty)
• Whether or not the pilot requires APA assistance (e.g. relief pilot)
• Professional assessment on whether there is any pollution or threat of pollution or other apparent consequences for Marine Safety, Security and or the Environment
• The pilot’s initial intentions/recommendations
2. Contact Canadian Merchant Service Guild. (Dartmouth: (902) 466-5622; St. John's: (709) 722-
1615; elsewhere and after hours: 1 888 427-4477).
3. Do not provide statements or give interviews to media or third parties. Refer media to APA.
4. Keep a running log (facts only - no speculation) on a best effort basis:
• What happened (both events and actions leading up to the incident)?
• Are there any apparent consequences for Marine Safety, Security and or the Environment?
• What has been the ship’s response to events thus far?
• What has been the APA pilot’s response to the situation?
• What resources does the ship have at its disposal to deal with the consequences of the
incident?
5. APA may request clarifying information for the purpose of gathering amplifying facts after the
initial report, which will allow the APA to better respond to the situation.
6 If requested, the pilot would normally assist the master in making the required occurrence notification to Marine
Communications and Traffic Services.
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12.0 Appendix 2
Canadian Merchant Services Guild Members’ Guide In Case Of Marine
Occurrences
12.1.1 The attached aide memoir is appended as reference material that may be helpful as a
supplement to the direction provided in the Incident Management Plan. It does not form part of
