HomeMy WebLinkAboutCAO 02-14 City,00 - Report to •
Executive Committee
I KERIN Report Number: CAO 02-14
Date: April 14, 2014
From: Tony Prevedel
Chief Administrative Officer
Subject: Ice Storm (2013)
- Update
- File: 0-2040
Recommendation: That Report CAO 02-14 of the Chief Administrative Officer be
received.
Executive Summary: The December 2013 Ice Storm had a severe impact on the
City of Pickering community and the City's resources. This report will provide an
overview of our successes and lessons learned, including a relevant status update.
Financial Implications: On January 13, 2014, Pickering Council passed Resolution
#157/14 declaring the City a "Disaster Area"for the purpose of being eligible for the
Ontario Disaster Relief Assistance Program (ODRAP). Staff have been providing
current and estimated ice storm recovery updates to the Province on a weekly basis.
The following is a summary of the City's estimated costs:
Description Cost Estimate
2013 Emergency Response $ 115,580
2013/14 Clean-up 414,264
Tree Canopy Restoration 1,831,680
Total Estimated Costs To-Date $ 2,361,524
On February 26, 2014, the Province announced that the ice storm costs would be
eligible for Provincial assistance. It is our understanding that those costs included in the
Emergency Response and Clean-up ($529,844) will be eligible for the funding program.
It should be noted that the program details have not yet been released by the Province.
It appears that the tree canopy replacement costs will not be funded, which will become
a 2015 to 2018 budget pressure.
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Report CAO 02-14 April 14, 2014
Subject: Ice Storm 2013 Page 2
Discussion: The ice storm that started December 21, 2013 created very difficult
conditions throughout the Greater Toronto Area (GTA). This storm hit Pickering in full
force, causing treacherous winter conditions, and significant tree damage which caused
widespread power outages, transportation hazards and safety issues for our
community.
Public safety and effective emergency response resulted from a collaborative approach
with other agencies, strong communication, and the effective deployment of resources
to address issues on a priority basis. Staff carried out an effective emergency response
and recovery process to ensure the safe use of our roads, sidewalks, and facilities. This
included hazard and debris removal from roads, sidewalks, and facilities. We have
made great strides in our debris removal, which includes parks and trails. Staff continue
efforts on tree debris management, maintenance and a tree replacement plan.
The following will provide an overview of staffs actions with respect to managing the
storm, challenges and opportunities for improvement.
1. Emergency Management
The ice storm that occurred overnight on December 21, 2013 was one of the most
severe and widespread weather events that have occurred in the GTA in many years.
The storm caused severe damage to the electrical grid across the region and it left
approximately 10,000 homes in Pickering without power; some for as long as 7 days.
The storm was not only a test for staff involved in emergency response, winter control
and dealing with the thousands of downed and damaged trees and branches, it was
also a test for our emergency management program.
There was no formal activation of our Municipal Emergency Operations Centre
(MEOC), but the Public Information Centre (Customer Care Centre) and key staff
were in place to communicate with our community and Veridian immediately on the
morning of December 22, 2013.
Debriefing Sessions - During the storm and the days that followed, staff
communicated throughout to ensure the most effective community response. During
this time, we made note of our successes and areas that required additional review
and improvement. Ongoing discussions and decisions were made with a core staff
team throughout the week. Once we were in recovery mode, a debriefing session
was held with key staff. During that time, we made note of the issues and successes
of the community response for future consideration.
Some of the immediate issues required funding and through Council's support,
approval was received in the 2014 Budget.
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The following highlights those initiatives, and implementation is ongoing:
• new diesel powered generator for Fire Hall 2
• upgrade to generator circuits at City Hall, Recreation Complex and Fire Hall 5
• new radio system for Operations vehicles
• enhanced WiFi at City Hall
• tablets and laptop computers for key staff in the Municipal Emergency Control
Group (MECG)
Veridian Connections — Naturally, communication with Veridian Connections was
key during this time. Our Community Emergency Management Coordinator (CEMC),
worked closely with key Veridian staff to be kept apprised of progress related to
power restoration.
Obtaining timely information from Veridan was a challenge for City officials and our
community. Designating specific communication contacts is key to ensure
coordinated and consistent messaging. Veridian staff worked diligently to update
City staff, and stakeholders, however their resources were taxed as they provided
•
services to three municipalities.
A debriefing session was held on February 20, 2014 to discuss feedback and future
plans to enhance responsiveness to our community. The meeting was very
productive, generating some ideas for implementation and future exploration such as:
• enhancing tree maintenance within easements on private property
• developing a tree trimming standard/plan (urban, rural, private property)
• providing the City with a plan outlining Veridian's infrastructure
• the City will provide Veridian with information related to emergency management,
and training contacts
• providing Veridian with access to refuel their fleet at the City's Operations Centre
to alleviate the need to return to their depot during emergency situations
• establishing areas for mobile devices to be re-charged during lengthy power
outages
• Veridian will schedule annual meetings with Community Emergency
Management Coordinators to review emergency plans/procedures, evacuation
centre locations, and key contacts
Overall, the Community Emergency Management Plan worked very well. Ongoing
training and review of procedures with staff and affected agencies will support and
enhance our emergency management responsiveness.
2. Roads & Parks Operations
As there was some advance notice of severe weather conditions, Operations staff
prepared for the storm by ensuring there was an adequate supply of salt, additional
tire chains for salt trucks, and chains available for graders. The Forepersons and
Lead Hands were briefed on Friday, December 20, 2013 regarding the potential for
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having to exceed the stipulated 7-day/70 hour work cycle, due to potentially
hazardous situations predicted by the impending freezing rain and ice storm.
Due to the effects of the storm, City crews performed winter control practically
nonstop from Friday, December 20 at 3:30 am until approximately 3:30 pm Monday,
December 23. All available staff were deployed and responded well to the
conditions; including those that were scheduled to be on vacation.
One of the biggest constraints was the severity and magnitude of trees and branches
that were damaged, and blocking roads, driveways and sidewalks. Removing tree
branches from roads was a number one priority. City staff using chainsaws, gradall
excavators and other means available, commenced tree clearing operations
immediately. The City's tree maintenance contractor had a crew available and
commenced clearing trees on Sunday, December 22 until Tuesday, December 24,
and continued with the immediate cleanup response on Thursday, December 26 and
Friday, December 27.
The devastation of trees and their impact on neighbourhood streets was significant.
Early reports estimated that there were 1,500 street trees of various sizes and
species damaged by the storm, and needed to be dealt with. Additional resources
were required, so for the months of January and February additional contracted
services were retained, resulting in two bucket truck crews and three brush chipping
crews being deployed. An additional chipper was rented, allowing two City chipping
crews to assist as well. With the amount of snow that continued to accumulate in
January and February, clearing all brush from the boulevards was impeded. To date,
approximately 95% of all City streets have been visited once to remove
dangerous/broken branches and to chip brush. Another round of chipping will be
required to clear the remaining debris this spring. Although the immediate clean-up
needs on the roads has been addressed, there are many trees that will need to be
removed in their entirety, as they are no longer healthy, or are vulnerable in the event
of another significant storm. The cost to complete this is significant, and staff need to
determine if these costs will be eligible for Provincial assistance.
Due to limited access during winter months, the tree damage in our parks and open
spaces has not been fully assessed, and only partially cleaned up. An initial estimate
of 300 trees damaged by the storm has been made.
Watercourses and culverts were inspected for brush debris and cleaned up where
required to prevent potential flooding. Monitoring is ongoing as the spring melt
occurs, since branches may get carried downstream and jammed at culvert locations.
While staff have made significant progress, Operations staff continue to monitor
areas and address the needs of the storm clean up.
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3. Warming Centre
Pickering City Hall and the Pickering Recreation Complex were considered priority
areas for power restoration. This was extremely helpful allowing us to designate the.
Recreation Complex as a Warming Centre on Monday, December 23, 2013. This
was an excellent facility for this purpose since there are so many amenities and room
options including showers, kitchen, secure area for pets, smaller meeting rooms for
cots and the banquet halls for dining and watching movies. The Claremont
Community Centre was also available during the storm to area residents and officially
operated as a Warming Centre for one day.
Over the course of the week, more than 647 residents took advantage of the
Warming Centre, and either stayed for the night, received a hot meal and/or came in
to warm up, refresh, charge phones/computers and receive updates.
This could not have been achieved without the assistance and coordination of key
community partners such as:
• Durham Region Social Services & Public Health
• Canadian Red Cross
• Ontario Volunteer Emergency Response Team (OVERT)
• St. John Ambulance
• Salvation Army
We were also very pleased to receive food and refreshment donations from local
restaurants and stores. This was particularly helpful and appreciated due to the fact
that this occurred over the Christmas week.
The success of our Warming Centre could not have been achieved without the
endless support of our staff. Many staff graciously accepted the opportunity to work
over the Christmas Holidays putting aside their personal holiday plans in order to
ensure the needs of our residents were met.
4. Communication
The most critical observation was communication issues, and how to improve
community engagement moving forward. This included call centre staffing,
coordinated and timely messaging utilizing numerous service channels (telephone,
social media, email, website updates and media updates). It was certainly
recognized that we need more media exposure for our citizens to receive updates,
particularly through larger media outlets.
Communication during such an event is always a difficult challenge. Providing a
central source for timely and consistent information and messaging was key. The
following will provide an overview of communication initiatives, challenges and new
opportunities.
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Customer Care Centre (Public Information Centre) - The central point of
communication was by telephone through our Customer Care Centre not only related
to winter control, but in response to providing power outage updates. Veridian lines
were taxed, and we were able to support those communication efforts.
On December 22, 2013 we partially activated our Public Information Centre at City
Hall. We experienced a few barriers given that initially power was out at City Hall,
and we were operating on our backup generators, which only provided coverage in
certain areas. Staff were able to address these issues, and open the Customer Care
Centre to field calls. We have reviewed requirements, and funding was included in
the 2014 Budget to increase back up power coverage within City Hall, as well as
increased WiFi capability. This is particularly important should such an event extend
over a longer period of time, and additional staff be required to carry-on City
business.
We have procedures in place to activate an expanded Call Centre and call-in staff in
other areas to assist if need be. However, in this instance we were able to work
within our existing staff complement. Available Customer Care staff were called in
from their vacations, and were willing to assist and provide the necessary support.
We also relied on our After-Hours Call Centre to field calls when required. We had
constant contact with them through email and by telephone to share information
received, and to refer people to our website and social media channels for updates
as well. This proved to be very successful.
Walk-in traffic was minimal. This is likely due to the fact that the initial effects of the
storm started on a Sunday, and carried on through the week of Christmas. We
monitored residents' enquiries and issues, and did not feel it was necessary to
extend hours at City Hall, since we were able to field calls, and provide updates
through social media, website, emails and media releases. Residents did have the
opportunity to attend the Recreation Complex Warming Centre for updates if desired.
Signage - The LED sign at the Recreation Complex would have been helpful to
promote its use as a Warming Centre, and a source for updates, however due to a
programming glitch we were unable to use it. This has since been resolved.
Through the debriefing sessions we learned that the City has 2 solar powered sign
boards that could have assisted in such situations. This will be noted in our listing of
resources for future reference. Additional signage at City Hall and all facilities will be
part of our enhancements moving forward.
Other Key Communication Channels - Other key communication channels were
through social media, email, website updates, and media releases. Through our
efforts:
• we reached almost 16,000 people through facebook
• used twitter
• posted media releases received by Veridian and issued 4 from Pickering
• posted storm updates and public service messaging on our website
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We linked to Veridian's website 19 times from our home page and social media sites
to share their daily, hourly updates during the week of the storm. The general subject
matter release was also modified several times to reflect updates from our
Operations staff, Customer Care staff, and Veridian and included general subject
matter such as:
• current number of customers out
• notifications of newly energized areas
• Warming Centre details, plus number of individuals utilizing it
• safety messaging, including road safety (lights out), fire safety, downed wires,
spoiled food, and waste
• other City facilities that remained opened
• contact information encouraging people to call/email our Customer Care,
Veridian, and follow us on social media for regular updates to their phone
• links to third party websites, including Veridian and the Region of Durham
During the week of the storm, we received 1,088 comments on our public Facebook
wall, pictures, status updates, and 592 shares (people sharing content directly to their
profiles from ours). We estimate that between December 21 and December 28, City
staff provided approximately 110 Facebook updates. Twitter was updated less as we
did not have as much traffic/engagement.
As a result, our Facebook traffic has increased significantly, and more people are
relying on us as a central source of communication.
Media Coverage - Even though we reposted Veridian's media releases through our
communication channels, and issued our own media releases, we were not receiving
coverage specifically related to Pickering. Unfortunately, we cannot dictate what the
media chooses to report. This concern has been raised to our Members of Provincial
Parliament, asking that the Province enact legislation that Toronto media report
updates on all GTA municipalities, and not just Toronto, Peel Region and York
Region under such circumstances.
It is interesting to note that several News Advertiser reporters follow the City's social
media channels, meaning they would receive instant updates anytime something was •
posted on Facebook or Twitter.
2-Way Communication Radios - Communication Radios and GPS systems
installed within the City fleet were not reliable during the event, causing difficulty to
confirm which winter control routes were complete. The 2014 Capital Budget included
funding for"public works grade" mobile radios for the NexGen radio system. This is
the Region's new interoperable radio system which will be utilized by Durham
Regional Police, all 8 Regional Fire Departments, Region Works, and other municipal
•
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Subject: Ice Storm 2013 Page 8
works and parks departments as well as Durham Region Transit in the future. This
interoperable feature will be invaluable in emergency situations.
Mobile Phones - Many of our Operations staff had recently been assigned smart
phones. Even though cell service at times during this particular storm event was
intermittent, overall it provided the opportunity to update corporate communications
during storm events to ensure staff can communicate with the Customer Care
Centre, After-Hours Call Centre, and update social media. Favourable comments
have been received related to our responsiveness.
Emergency Preparedness Communication - In our efforts to enhance
communication, particularly related to emergency preparedness, we have been
sharing media releases/public service announcements over Facebook/Twitter and
City App with additional promotions using the hash tag #BePrepared. This messaging
includes planning for safety during severe weather (including flooding and power
outages). Our messaging over social media has potentially reached thousands of
followers based on others sharing our messages (including Durham Regional Police,
Red Cross and other Firefighter Associations).
Social media efforts will continue regularly, and will include our website
pickering.ca/BePrepared as a resource once the content has been refreshed.
Currently online, we have an emergency preparedness video and other resources
including public education tools from Emergency Management Ontario and tips from
the Region of Durham covering winter weather preparedness, power outages,
nuclear public safety, and the 72-hour Be Prepared kit
While we understand that not everyone has access to social media, we have to use
various communication channels to get information to the public. This can be quite a
challenge during a storm or any emergency, given that telephone lines and power are
often challenged.
City staff will continue to engage the public and enhance our emergency
preparedness messaging and public information plans to meet the diverse needs of
our community. This is also done in consultation with resources from Durham
Emergency Measures and Emergency Management Ontario.
Corporate Communications - Through the realignment of staff resources, we were
able to formalize a Corporate Communications Section reporting through the Office of
the CAO. This provides an opportunity to dedicate resources to enhance our
communication initiatives, ensuring consistent key corporate messages are relayed
to our community. This is particularly important during any emergencies or special
circumstances such as the Ice Storm in December 2013.
As we move forward, this will allow us to educate our community on emergency
preparedness, provide information related to resources, and tools to keep and
sources to receive updates on matters that may affect them (winter storms, flooding,
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power outages etc). We will continue to promote our Customer Care Centre, website
and social media as key resources.
5. Financial Impacts
The financial impacts of the storm and related issues can be broken down into three
distinct areas: emergency & clean-up costs, tree canopy restoration financial
implications and financial planning for severe weather related events.
i. Emergency & Clean-Up Costs
An important step was the application for the Ontario Disaster Relief Assistance
Program (ODRAP). City staff were quickly able to pull together all of the
information required to apply for ODRAP under very tight timelines for Council
Approval. At a Special Meeting of Council on January 13, 2014, Pickering
Council passed Resolution #157/14 declaring the City a "disaster area" for the
purpose of being eligible for the Ontario Disaster.Relief Assistance Program
ODRAP. A copy of the completed application is included as (Attachment 1).
The City has received confirmation that it is eligible for some of the ODRAP
funding. It is our understanding that the emergency and clean up costs currently
estimated at $529,844 will be 100% funded by the Province. Staff have made
this assumption based on the Provincial Government's announcement of
February 26, 2014 (Attachment 2). The Provincial Government announcement
did not reference the tree canopy replacement costs. It should be noted that the
program details have not yet been released by the Province. Once the details
are known, Finance staff will be able to confirm the actual reimbursement
amount.
At this current time, there is a possibility that the cost estimate could be higher
once we have an opportunity to start working in City parks and open spaces,
watercourses and culverts. There is a potential financial risk to the City if the
Provincial program has a fixed end date and not all of the clean-up work has
been completed by this date. Under this scenario, the City would probably have
to finish the clean-up work and this cost would be funded by a transfer from the
rate stabilization reserve as per Recommendation #12 (Budget Report FIN 05-
14).
ii. Tree Canopy Restoration and Financial Implications
The preliminary estimate for the removal and replacement of the City's damaged
tree canopy is $1.8 million ($1.5 m street trees and $300,000 park trees). This
cost is based on replacing 1,800 trees with an average tree replacement cost of
$1,000. It is estimated that approximately $750 of this cost is for removing the
remainder of the tree, and stump removal. The residual amount reflects the
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Subject: Ice Storm 2013 Page 10
replacement tree cost. There is a very slight chance that the Province may
announce a tree canopy funding program in its upcoming budget.
The absence of senior government funding will translate into a financial
challenge to the City during the next few years. Without this funding, the City
would focus on replacing only "street trees". The $1.5 million cost allocated over
four years would represent an additional cost of$375,000 per year or a 0.75%
levy increase per year. At this current time, staff are not recommending
increasing the 2015 budget.
The preliminary financing strategy is to use some of the annual tree maintenance
funds to remove the ice storm damaged street trees. Staff have estimated that
there may be up to $100,000 available from the tree maintenance program to be
re-directed towards the tree canopy replacement program. Under this scenario, it
would take many years to replace the tree canopy. Over the next few months,
staff will be exploring alternative financing strategies including an "Adopt a Tree"
program that would provide an income tax charitable receipt for making a
donation to the City tree canopy replacement program.
iii. Financial Planning for Severe Weather Related Events
Although the majority of the response planning for the next severe weather event
is mainly in other City areas such as Engineering & Public Works, Facilities and
Emergency Management; Finance also plays an integral role. The City's
insurance program ensures that the City's assets are financially protected. The
2014 Capital Budget included additional funding for enhanced emergency
response. During the year, further reviews will be conducted, and if required
additional resources will be identified in the 2015 budget.
The ice storm event demonstrates the need for the Corporation to ensure that it
has adequate financial resources to meet the financial challenges under such
circumstances. Pickering has one major financial resource and/or reserve (Rate
Stabilization Reserve) that can be used during such situations. At the end of
2014, this reserve will still have a projected healthy balance. The key challenge
is to ensure that this reserve maintains its healthy balance measured against the
many cost pressures or project spending demands of the corporation.
Conclusion
The 2013 Ice Storm was one of the most severe and widespread weather events that
impacted our community in many years. Through the efforts and team work of many we
were able to provide an effective response to our community. Naturally, there are
lessons to be learned, with some changes and adjustments required to our procedures.
Staff will continue to review and make modifications along the way, working with other
agencies as deemed necessary. The clean-up and restoration will continue for many
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Subject: Ice Storm 2013 Page 11
months to come. Financial impacts and cost recovery will continue to be monitored,
and included in our financial strategy.
Attachments:
1. ODRAP Completed Application (Municipal Disaster Information) Form
2. Ministry of Municipal Affairs & Housing Press Release (February 26, 2014)
"Province to Cover Ice Storm Recovery Costs"
Prepared By: Approved/Endorsed By:
AA°
odgso J•hn H.gg
Division Head, City Administration Fire Chief/Community Emergency Management
Coordinator
L.AI:10%
Ric and Hol Worn
Dctor, Engineering & Public Works
Marisa Carpinoi
Director, Cultur- • Recreation
•
Stan Karwowski
Division Head, Finance &Treasurer
Recommended for the consideration
of Pickering Ci Counc/',
// Vadzot 20/4
Tony Prevedel, P.Eng. •
Chief Administrative Officer
CORP0227-07/01 revised
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•
ATTACHMENT# I TOREPORT#(Po o a-iu-
1 a>%
MUNICIPAL DISASTER INFORMATION
City of Pickering
PART A General Information r
Date/Time Emergency Declared under EMCPA: Date of disaster assistance resolution:
N/A January 13,2014
Type of Disaster(for example flood,snow storm) Comments(details of the event):
Winter ice storm A winter ice storm on December 21st/22nd caused widespread
power outages and damage to trees resulting in transportation
hazards and safety issues for our residents. On Sunday,
December 22"d,the City of Pickering officially opened two warming ,
centres for its residents,one of which remained open until Friday,
December 28d'. As a result of the transportation hazards and
• warming centres,the City incurred unplanned labour costs,
overtime and other expenses to ensure the comfort and safety of
the City's residents. The City will also incur substantial costs
going forward for the continued cleanup of trees and branches,as
well as the costs for tree replacement.
• Impacted Area(Name of municipality and specific neighbourhood,if applicable):
Entire geographical area of the City of Pickering
•
Characteristics of impacted area(population,community characteristics—dense urban aiea/farm community/cottages,conservation area,
river,park):
Population:95,000
Community Characteristics: Urban,Rural,Parks and Greenspace
PART B_:.Contacts,..;
•
Municipal Representative(Name&Title) Phone Nun?ber
Stan Karwowski,Division Head,Finance&Treasurer 905-420-4640
Emergency Management Ontario Officer . Phone Number
JoAnn Kroph-Hedley,EMO,Sevem Sector Field Officer 905-377-1648
PART C-Personal Injury:and Loss _. ,
Did an evacuation occur? Anticipated length: Are there serious in juries to Are there any fatalities?
people?
Yes No >14 days
If yes approximate number <14 days_
of people? Yes No ' Yes No
Estimated Cost of Evacuation:$ Types,of eligible costs incurred costs incurred to operate
shelter(s):$
Estimated Cost of Shelter:$
PART D-Private Property Damage ,,,; -, .•i,
Number of primary residences Nature of Damage(i.e.sewage back-up,roof Estimated value of the damage:
damaged: shingles,flooded basements):
$
N/A Number of damaged properties with
insurance coverage:
Number'of small businesses Nature of Damage(including inventory): Estimated value of the damage:
damaged: • $
N/A Number of damaged properties with
insurance coverage:
Number of Farms damaged: Nature of Damage: Estimated value of the damage:
N/A $
Number of damaged properties with
• insurance coverage:
•
DRU/MICL-2010
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ATTACHMENT# f TO REPORT#CAO oo2-I11--
or<a
?PARTsE° Municipal Pro`pert i Damage t' ` :`. k = .t f
Municipal Facilities damaged: Nature of Damage: Estimated value of the damage:
$ •
N/A Municipal facilities with insurance
coverage:
Is there damage to roads and Nature of Damage: Estimated value of the damage:
bridges? .
Yes No
Other municipal infrastructure Nature of Damage: Estimated value of the damage:
damaged?
N/A Which of these assets are covered by
• insurance?
Other municipal assets Nature of Damage: Estimated value of the damage:
damaged?
$2,125,390.50
Tree canopy Broken and fallen trees and/or branches Which of these assets are covered by
insurance?
None
Other Costs incurred by Nature of costs(e.g.sandbagging,equipment Estimated Costs:
Municipality: use;water,food for volunteers)
1. Protective/Preventative $5,898.18
measures Food,supplies,answering service
2. Extraordinary,incremental Labour and overtime for tree branch
salaries/wages removal and warming centres $117,955.87
PARTTF-Other.PropertyDamar,e r3 � � :°,7 ,X31 _ x ,
What Non-Profit organizations Nature of Damage: Estimated value of the damage:
sustained property damage(e.g.
church,rotary club)?
Which of these properties are covered
N/A by insurance?
•
•
Other .
Is there a need for early financial assistance? If yes why? •
NO
Note: This form,along with documentary evidence such as media clippings,photographs,and any other information which the council may
' consider pertinent,should accompany your resolution.
DRU/ IICL-2010 13
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ATTACHMENT# TO REPORT# � O o - "i t+
VOntario NEWS
Ministry of Municipal Affairs and Housing
Province to Cover Ice Storm Recovery Costs
Ontario Providing Assistance to Impacted Municipalities •
NEWS February 26, 2014
Ontario is helping municipalities affected by the December 2013 ice storm by working with the
federal government to fund 100 per cent of their eligible recovery costs through a one-time Ice
Storm Assistance Program.
While program details are still being finalized, eligible costs may be as much as $190 million
based on estimates from municipalities. It is anticipated that the program would cover costs
related to the immediate emergency response, such as setting up warming centres, and the
subsequent cleanup of debris necessary to protect public safety.
Costs incurred by the province for a natural disaster of this size qualify for federal government
assistance under the Disaster Financial Assistance Arrangements program. Ontario intends to
seek federal reimbursement for costs under this program.
As many municipalities continue to clean up, the province is working with them to assess the
damage and determine the full extent of ice storm related costs.
QUOTES
"Ontario is stepping up to the plate and supporting our cities and towns with the costs incurred
in the aftermath of the December ice storm. Our new program will provide the financial
support the affected communities need to fully recover from this significant event."
— Linda Jeffrey, Minister of Municipal Affairs and Housing
QUICK FACTS
• The December 2013 ice storm caused widespread damage and blackouts across
southern,western and eastern Ontario.
• At the peak of the ice storm, over 800,000 hydro customers were without power.
• The province has previously supported municipalities with one-time programs, including
tornado assistance for Leamington and Midland in 2011, and the 1998 ice storm
assistance program.
LEARN MORE
• December 2013 Ice Storm
•
Mike Maka, Minister's Office,416-585-6842 ontario.calmunicipal-news
May Nazar, Communications Branch, 416-585-7066 Disponible en frangais
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