HomeMy WebLinkAboutFIR 05-15 Cat/ 00 Report to
Executive Committee
PI KERIN Report Number: FIR 05-15
Date: September 14, 2015
From: John Hagg
Fire Chief
Subject: Community Emergency Management Plan
- File: S-5600-002
Recommendation:
1. That the City of Pickering Community Emergency Management Program
Description dated September 1, 2015 (Attachment 1), be adopted;
2. That the City of Pickering Community Emergency Management Plan, dated
September 1, 2015 (Attachment 2), be adopted;
3. That By-law 6719/07 be rescinded; and
4. That the draft Community Emergency Management By-law to establish a
Community Emergency Management Program for the City of Pickering, as noted
in Attachment 3, be enacted.
Executive Summary: The Community Emergency Management Program and the
accompanying Plan was prepared in 2006, and adopted by Council in 2007 under By-
law 6719-07. While the Program and associated documents were still relevant and
functional, it was determined that an extensive review of our Emergency Program and
Plan was in order. The re-write of the Program and Plans are submitted for Council's
consideration.
Financial Implications: There are no financial implications with this report.
Discussion: The City of Pickering is vulnerable to numerous hazards such as:
• Natural Hazards — severe weather, floods, blizzards, tornadoes, food or human
health emergencies;
• Human-caused Hazards — incidents intended to do harm to public safety and
security, civil disorder, war, bomb threats, improvised explosive devices. Chemical,
Biological, Radiological, Nuclear and Explosive (CBRNE) agents may be used on
their own or in combination with these devices; and
• Technological Hazards — incidents involving hazardous materials, utility and
power failures, transportation accidents, aircraft accidents, water supply failures,
FIR 05-15 September 14, 2015
Subject: Community Emergency Management Plan Page 2
building or structural collapse, critical resource shortages, or computer-related
incidents.
The Provincial Emergency Management and Civil Protection Act(EMCPA) is the
legislation that provides the municipality and its employees and agents authorization to
respond to an emergency.
Section 2.1 of the Act requires municipalities to develop and implement an emergency
management program and adopt it by By-law. An emergency management program
must consist of:
i) An emergency plan;
ii) Training programs and exercises for employees of municipalities, and other
persons with respect to the provision of required services and procedures to be
followed in emergency response and recovery activities;
iii) Public education on risks to public safety and on public preparedness for
emergencies; and
iv) Any other element required by standards for emergency management programs
that may be developed by the Minister of Community Safety and Correctional
Services.
The current Community Emergency Management Program and Plan were adopted by
By-law#6719-07. The approved Program and Plan is legislatively compliant, however
we undertook a comprehensive review to ensure current and relevant best practices
were included. From that process, we have revised and updated both the overarching
Program, and the accompanying Plan for Council's consideration.
The Program consists of a set of components that are intended to establish a system
that prepares the City for any type of community emergency or crisis. It is the over-
arching program that outlines our requirements and responsibilities.
The aim of the Plan is to provide the framework within which extraordinary
arrangements and measures can be taken to protect the health, safety, and welfare of
the inhabitants of the City of Pickering when faced with an emergency.
The Plan makes provisions for the earliest possible coordinated response to an
emergency, an understanding of the personnel and resources available to the City, and
recognition that additional expertise and resources can be called upon if required. It is
designed to ensure that all agencies that may become involved are aware of their roles
and responsibilities during that emergency.
The Plan is flexible enough to adapt to a broad spectrum of disasters, and it outlines
how the City will respond to, recover from, and mitigate the impact of a disaster. It
unifies the efforts of City Departments for a comprehensive and effective approach for
responding to and reducing the impacts of a public emergency. It is intended to increase
the emergency response capability of the City of Pickering by establishing a plan of
action to efficiently and effectively deploy services.
CORP0227-07/01 revised •
FIR 05-15 September 14, 2015
Subject: Community Emergency Management Plan Page 3
Attachments:
1. City of Pickering Community Emergency Management Program
2. City of Pickering Community Emergency Management Plan
3. Draft By-law
Prepared By: Approved/Endorsed By:
41,1
Fred Hyland John Hagg
Deputy Fire Chief/CEMC Fire Chief/CEMC
JH:nrm
Recommended for the consideration
of Pickering City Council
cad, Ae,e6. ZG( 2D LS
Tony Prevedel, P.Eng.
Chief Administrative Officer
CORP0227-07/01 revised
ATTACHMENT# TO REPORT#�
C,1
I 411-LilitlIer
Community Emergency Management
Program Description
Revised: December 13, 2006 (approved By-law 6719/07)
September 01, 2015 (approved By-law####/15)
ATTACHMENT#'.TO REPORT#.=°'-IS
Table of Contents Page
Introduction 1
Community Emergency, Crisis, and Routine Response 1
Definition 1
Examples 1
Event Classifications & Categories 2
Program Components 2
Overview of Program Components 2
Emergency Management Phases 3
Community Emergency Management By-law 4
Community Emergency Management Program 4
Committee 4
Community Emergency Management Plan 4
Community Emergency Management Supporting Plans 5
Other Supporting Internal and External Plans, Procedures, Lists, etc. 5
Municipal Emergency Control Group (MECG) 5
MECG Education and Training 6
Cooperation and Sharing With Other Parties 6
Public Awareness, Education, and Preparedness 6
Hazard Identification and Risk Analysis 6
Emergency Response Capability 7
Annual Program Review and Report 7
ATTACHMENT#oTO REPORT# r 5._15
Introduction
Section 2.1 (1) of the Emergency Management Act states "Every municipality shall develop
and implement an emergency management program and the Council of the municipality
shall adopt by by-law the emergency management program." The Act further requires that
an emergency management program shall consist of the following components:
a) An emergency plan;
b) Training programs and exercises for employees of the municipality and other person
with respect to the provision of necessary services and procedures to be followed in
emergency response and recovery activities; and
c) Public education on risks to public safety and on public preparedness for emergencies.
Community Emergency, Crisis, and Routine Response
Definition
A community emergency or major crisis is an event that affects a large portion of a
community including its people, property, infrastructure, economic stability, and
environment. A routine response is an event that does not impact the community in a
significant manner, and is handled by existing response resources primarily from the
City and Region. All three categories include events that involve human, technical, and
environmental causes.
Examples
The following is a list of possible events that could be classified as a community
emergency, crises, or routine response:
• public health outbreak
• extreme weather situation
• dangerous goods accident involving evacuation
• major fire
• significant building collapse
• large scale chemical accident
• act of terrorism
• significant transportation accident
• nuclear facility accident or failure
Community Emergency Management Program
Program Description Page 1 of 7
• ATTACHMENT# TO REPORT
Event Classifications & Categories
Event classifications and categories were developed to identify the various types of
situations, their intensities, and the typical management and response requirements. A
Quick Reference Guide was developed primarily for use by the Chief Administrative
Officer (CAO) and Fire Chief who choose the notification and/or response level of
members of the Municipal Emergency Control Group. The Guide is an important
component of the Municipal Emergency Control Group Notification Procedure. The
Quick Reference Guide includes a recommended set of notification levels which is
intended as a decision making starting point that can be altered at any time by the CAO
or Fire Chief—that is, they may decide to increase or decrease the level of response to
the MEOC.
Program Components
The Community Emergency Management Program consists of a set of components that
are intended to establish a system that readies the City for any type of community
emergency or crisis.
Overview of Program Components
• Community Emergency Management By-law
• Community Emergency Management Plan
• Community Emergency Management Program Committee
• Community Emergency Management Coordinator
• Municipal Emergency Operations Centre (MEOC) and the Alternate MEOC
• Municipal Emergency Control Group (MECG)
• Staff Education and Training
• Public Awareness, Education, and Preparedness
• Public Alerting System
• Hazard Identification and Risk Analysis
• Critical Infrastructure Inventory
• Annual Program Review and Report
• Pickering's ability to manage a community emergency
Community Emergency Management Program
Program Description Page 2 of 7
ATTACHMENT#__,_TO REPORT#=s-'s
Emergency Management Phases
Prevention/Mitigation
Eliminating or reducing the degree
of risk to human life, property, the
economy, and the environment
from natural, technological, and
human-caused hazards. Includes
measures like relevant legislation,
codes, urban planning practices,
operational actions, etc.
Recovery Preparedness
Restoring critical public safety Prior to a community
systems and essential services to emergency, developing
minimum operating levels management and operational
following a community capabilities for an effective
emergency. Includes damage response. Includes planning;
assessment, counselling, debris training, exercises, and public
clearance, infrastructure renewal, education, etc.
decontamination, etc.
Incident Management/Response
Taking immediate action during
and directly after a community
emergency to save lives, minimize
damage to property, and the
environment through an organized
set of actions under the Incident
Management System. Includes
activating emergency
management plans and providing
response staff and resources.
Community Emergency Management Program
Program Description Page 3 of 7
ATTACHMENT#i_TO REPORT ‹)S 13
Community Emergency Management By-law
The Emergency Management Act requires municipalities to enact a by-law to address
community management issues including the establishment of a Community Emergency
Management Program. A component of the Program, must include an emergency plan,
which must also be adopted through a by-law. The City of Pickering Community
Emergency Management By-law Number XXXX adopts the Community Emergency
Management Program and the Community Emergency Management Plan.
By-law Number XXX further mandates the following:
• Mayor as Head of Council with authority to declare emergencies
• enables officials of the City of Pickering to take actions in the form of community
emergency management if conditions warrant such actions
• establishes the Community Emergency Management Committee
• empowers the CAO and Committee to make necessary changes to the Program,
Plan, and other Program documents
• creates the Community Emergency Management Coordinator position.
The Community Emergency Management Coordinator (CEMC) position is a requirement
under the Emergency Management Regulation. The CEMC manages the Community
Emergency Management Program. During a community emergency, the CEMC assumes
the role of Municipal Emergency Control Group Advisor as a member of the Municipal
Emergency Control Group.
Community Emergency Management Program
Committee
A Community Emergency Management Program Committee is required under the
Emergency Management Act and Regulation. By-law Number XXXX,mandates the
formation of the City of Pickering Committee whose members are appointed by the CAO.
Community Emergency Management Plan
The Community Emergency Management Plan is a document that describes the
management process that the City Pickering uses for strategically and operationally
managing community emergencies or crises. The Plan was developed to incorporate the
concepts of the Incident Management System. It also mandates the development and
maintenance of other documents that the Municipal Emergency Control Group uses
during their management of a community emergency.
Community Emergency Management Program
Program Description Page 4 of 7
1 TO REPORT#fie`�'--�
ATTACHMENT#___.
Community Emergency Management Plan (continued)
Pursuant to the Emergency Management Act, the Pickering Community Emergency
Management By-law adopted the Community Emergency Management Plan and enables
routine updating to occur under the authority of the CAO.
Community Emergency Management Supporting Plans
The Community Emergency Management Plan is augmented by a series of supporting
plans to govern specific issues. They are listed as follows:
• Durham Emergency Medical Service Emergency Management Plan •
• Veridian Community Emergency Plan
• Durham Region Emergency Plan
• Durham Region Nuclear Emergency Response Plan
• Province of Ontario Nuclear Emergency Response Plan
• Business Continuity and Recovery Plan
Other Supporting Internal and External Plans, Procedures, Lists, etc.
• Emergency Contact Directory
•
• MECG Checklists of Duties and Responsibilities
• External Documents and List (Federal, Provincial, Regional, OPG)
• MEOC Inspection Procedure
• Municipal Emergency Control Group Notification Procedure
• Municipal Emergency Operations Centre Set-up Procedure
• Web Site Use for Staff Information Procedure
• Community Emergency Management Program Forms
• Employee Emergency NEWS Line Procedure
Municipal Emergency Control Group (MECG)
The MECG is mandated by the Community Emergency Management Plan to provide the
following functions:
1. Conduct high-level strategic decision-making and planning.
2. Provide emergency site management oversight.
3. Provide resource acquisition and allocation for emergency site operations.
4. Conduct public emergency information services (public enquiry & media •
services).
Community Emergency Management Program
Program Description Page 5 of 7
ATTACH M ENT# TO REPORT#
Municipal Emergency Control Group (MECG) (continued)
5. Provide Evacuation and Transit oversight.
6. Provide Reception Centre and Evacuee Centre oversight.
7. Support the Business Continuity of the City functions.
8. Provide external agency liaison.
MECG Education and Training
The MECG should receive education and training to establish adequate knowledge and
skills. Their alternates and support staff should also receive training. Annually, a
schedule shall be developed to organize opportunities for staff to participate in training
and the City must conduct at least one major annual exercise. Such an exercise shall be
organized as part of the annual planning.
Cooperation and Sharing With Other Parties
The Community Emergency Management Program relies heavily on cooperation and
assistance from other levels of government and organizations that become partners in the
Program. The Regional Municipality of Durham, the Town of Ajax, Ontario Power
Generation, and The Province of Ontario are partners that assist the City and are assisted
by the City. Other Durham municipalities are also important entities in the Program along
with various organizations, volunteers groups, etc.
Public Awareness, Education, and Preparedness •
It is recognized that citizen involvement in community emergencies may be beneficial if
proper information is provided in advance of an event. Public Awareness, Education, and
Citizen Preparedness should be ongoing, with the aim to establish a series of actions that
will instruct citizens on what they can do to prepare themselves for major events and what
to do should a community emergency occur.
Hazard Identification and Risk Analysis
The requirement to conduct a Hazard Identification and Risk Analysis (HIRA) that will
establish, document, and address major hazards that Pickering may potentially face. The
HIRA shall be updated annually and shared with Durham Region Emergency
Management Office.
Community Emergency Management Program
Program Description Page 6 of 7
ATTACHMENT# _TO REPORT#____F" .15
Emergency Response Capability
Emergency Response Capability involves the City's ability to commit its own and
externally supplied resources to a community emergency. Resources consist of staff,
equipment, facilities, systems and services. The assembly of adequate capability for
community emergencies is a difficult task to accomplish during an event. Therefore, for
community emergency response, the City of Pickering relies on a combination of its own
resources that exist for normal day-to-day services provision, and numerous preparedness
arrangements to obtain resources from external agencies and organizations.
The City of Pickering's emergency response capability consists of direct emergency
response from the Fire Services Department. Response is also obtained from affiliate
organizations including Veridian, Durham Transit, Durham Emergency Medical Services
and Durham Regional Police Service.
Other external response agencies and organizations that support the City's response
capability include but are not limited to: Red Cross, St John Ambulance, Salvation Army,
Amateur Radio Operators, Ontario Volunteer Emergency Response Team, Durham Social
Services Department, Durham Health Department, Durham Public Works Department,
Canadian Coast Guard Auxiliary, the various school boards that service Pickering,
Emergency Management Ontario, etc.
Annual Program Review and Report
The Community Emergency Management Program Committee will conduct a review of the
Community Emergency Management Program in November of each year and prepare a
report to the Chief Administrative Officer outlining their findings as required by the
Provincial regulation that addresses program verifications.
Community Emergency Management Program
Program Description Page 7 of 7
Cit11 at,
:' era 13.1LiR_
PIKERIN
Community Emergency Management Plan
Revised: December 13, 2006 (approved By-law 6719/07)
September 1, 2015 (approved By-law ##/##)
•
ATTACHMENT#.---TO REPORT#.— S-15
Table of Contents Page
Section 1 1
Executive Summary 1
Section 2 5
Plan Development Administration 5
Section 3 9
Municipal Emergency Control Group (MECG) 9
Section 4 11
Emergency Levels, Notification Procedure, Plan Activation 11
Section 5 14
Municipal Emergency Operations Centre (MEOC) 14
Section 6 16
Declaration and Termination of an Emergency 16
Section 7 18
Incident Management System (IMS) 18
Section 8 24
Emergency Information Management 24
Section 9 26
Nuclear Emergency Management 26
Section 10 29
Human Resource Management 29
Section 11 32
Emergency Management and Other Organizations 32
Section 12 35.
Evacuation and Transit 35
Section 13 37
Recovery Operations 37
Section 14 39
Business Continuity and Recovery 39
Section 15 41
Emergency Financial Management 41
ATTACHMENT#
a_TO REPORT# -.-1S
•
Appendix A 42
Plan Distribution 42
Appendix B 42
Record of Amendments 43
ATTACHMENT#--
TO REPORT "15
Section 1
Executive Summary
Highlights of the Plan
This Plan is a component of the City of Pickering's Community Emergency
Management Program, and provides key City of Pickering staff and external officials,
who serve as the Municipal Emergency Control Group, with a prescribed management
process to guide the governance of community emergencies or crises. It specifically
provides details on how the City's Municipal Emergency Control Group and the
Emergency Site Management Team will function during a community emergency or
major crisis.
The City is responsible for overseeing and supplying initial and ongoing community
emergency management functions for large-scale events. The exception to this
process is a nuclear emergency. The Province is immediately in charge, followed by
the Region of Durham and the City would receive direction from the Region.
Upon warning of an impending situation, or notification of an ongoing community
emergency, the Fire Chief or Community Emergency Management Coordinator, in
consultation with the Chief Administrative Officer and the Mayor, may request that Fire
Services Dispatch activate the Municipal Emergency Control Group Notification
Procedure.
An emergency may result from an existing danger or it may be a threat of an impending
situation abnormally affecting property or the health, safety and welfare of the
community. Its nature and magnitude requires a controlled and coordinated response
by a number of agencies, both governmental and private, under the direction of the
Municipal Emergency Control Group, as distinct from routine operations carried out by
an agency or agencies, e.g., firefighting, police activities, normal hospital routines.
There are three major categories of hazards that may pose a threat to the City of-
Pickering:
• Natural Hazards — severe weather, floods, blizzards, tornadoes, food or human
health emergencies;
• Human-caused Hazards — incidents intended to do harm to public safety and
security, civil disorder, war, bomb threats, improvised explosive devices and
improvised dispersal devices. Chemical, Biological, Radiological, Nuclear and
Explosive (CBRNE) agents may be used on their own or in combination with these
devices;
Section 1
Executive Summary Page 1 of 43
•
ATTACHMENT#_L) TO REPORT
Highlights of the Plan (continued)
• Technological Hazards — incidents involving hazardous materials, utility and power
failures, transportation accidents, aircraft accidents, water supply failures, building or
structural collapse, critical resource shortages, or computer-related incidents.
Goal and Objectives of the Plan
The aim of the City of Pickering Emergency Plan is to provide the framework within
which extraordinary arrangements and measures can be taken to protect the health,
safety, and welfare of the inhabitants of the City of Pickering when faced with an
emergency.
The plan unifies the efforts of City Departments for a comprehensive and effective
approach for responding to and reducing the impacts of a public emergency. It is
intended to increase the emergency response capability of the City of Pickering by
establishing a plan of action to efficiently and effectively deploy emergency services.
This will help to ensure the provision of response and mitigated actions to achieve the
following objectives:
• protect and preserve life, property, economy, and the environment.
• minimize the effects of the emergency on the City of Pickering, including its inhabitants,
property and natural environment.
• restore essential services
• manage the Recovery Phase
• assist other Durham area municipalities as requested in responding to their
emergencies or crises.
• provide resources to other communities outside the Region, as requested.
This Plan is a resource document that t t at i s accompanied by a variety of supporting plans,
procedures and other documents such as the set of Checklists of Duties and
Responsibilities.
Plan is for use as a resource during municipal emergencies as well as for education
and training for emergency preparedness.
Checklists and supporting documents are best used during an emergency because
they are condensed forms of information from the Plan which can be easily used to
guide and document the actions of the officials who are managing and responding to an
emergency.
Other Components such as the supporting internal and external documents provide
additional and specific details on managing community emergencies and major crises
that may occur within the City of Pickering. For example:
Section 1
Executive Summary Page 2 of 43
T#_� TO REPORT#_ :JJ
ATTACHMENT .-
Goal and Objectives of the Plan (continued)
• Municipal Emergency Control Group (MECG) Notification Procedure
• The City of Pickering Emergency Contact Directory
Introduction to the Plan
The Pickering Community Emergency Management Program is applied during the
following five phases of emergency management:
1. Prevention
2. Mitigation
3. Preparedness
4. Emergency Management/Response
5. Recovery
This Plan is intended to address the last two phases, but has evolved specifically out of
work that was conducted during the Preparedness Phase. By addressing those
phases, the Plan will have achieved a large number of the components of the
Community Emergency Management Program Incident Management System (IMS) -
The Incident Management System (IMS) is a process that governs how all emergencies
should be managed to ensure an effective and efficient utilization of emergency
resources.
During a community emergency event, management occurs on-scene by the
Emergency Site Management Team (usually Fire Services, Durham Police and/or
Durham Emergency Medical Service) and off-site by the Municipal Emergency Control
Group.
The role of the Municipal Emergency Control Group is to coordinate at the MEOC and
serve as an established and recognized point of authority for the coordinated
management of resources, personnel and incident information.
The MEOC does not replace the need for a sound command structure at the Site level
but, rather, complements it with further coordination, resource management, information
management and overall Site support.
The MEOC operates under the principles of the Incident Management System (IMS)
and is organized around the same five major functions found at the Incident Site:
Command, Operations, Planning, Logistics and Finance &Administration.
The following Sections provide an overview of important background information and
some of the highlights of this Plan.
Section 1
Executive Summary Page 3 of 43
ATTACHMENT#___TO REPORT#._S'./5
Legal Authority
Legislation under which the municipality, its' employees and agents are authorized to
respond to an emergency are as follows:
Provincial Emergency Management and Civil Protection Act(EMCPA). Section 2.1 of
the Act requires municipalities to develop and implement an emergency management
program and adopt it by by-law. An emergency management program must consist of:
a) An emergency plan.
b) Training programs and exercises for employees of municipalities and other persons
with respect to the provision of required services and procedures to be followed in
emergency response and recovery activities.
c) Public education on risks to public safety and on public preparedness for
emergencies; and
d) Any other element required by standards for emergency management programs that
may be developed by the Minister of Community Safety and Correctional Services.
In developing the emergency management program, the municipality must identify and
assess various hazards and risks to public safety that could give rise to emergencies
and identify the facilities and other elements of the infrastructure that are at risk of being
affected by emergencies.
Each municipality must conduct training programs and exercises to ensure the
readiness of employees of the municipality and other persons to act under the
emergency plan. Each municipality shall review and, if necessary, revise its emergency
plan on an annual basis.
The Minister of Community Safety and Correctional Services can establish standards
for development and implementation of emergency management programs and for the
formulation and implementation of emergency plans.
Plan Approval
This Plan was enacted by Pickering City Council via By-law Number XX/15 as required
by the Emergency Management and Civil Protection Act.
Section 1
Executive Summary Page 4 of 43
•
ATTACHMENT#.L..-TO REPORT# 5-J5
Section 2
Plan Development Administration
Planning & Emergency Management Assumptions
This Plan is only intended to coordinate events that have been classified as community
emergencies or major crises. Therefore, routine emergencies are managed by
response agencies using their normal operating procedures.
With the exception of nuclear emergencies, health emergencies, and other provincially
declared emergencies, the City shall retain overall control of an emergency event that
occurs within its jurisdiction.
As indicated in the Ontario Emergency Management and Civil Protection Act, the "Head
of Council," which for the City of Pickering is the Mayor or a Member of Council who
was appointed by Council to act as the Mayor, assumes executive authority of a
community emergency or major crisis. As a member of the Municipal Emergency
Control Group (MECG), the Head of Council works with the MECG to strategically direct
emergency functions that occur within the City and coordinates resource acquisitions
and allocations to the site of an emergency or other locations. On-scene emergency
management is conducted, in consultation with the MECG, by an Emergency Site
Management Team comprised of senior emergency response officers.
During a community emergency or major crisis, the City may request assistance from
the Region of Durham and/or other Durham local municipalities. Assistance from
beyond the jurisdiction of the Regional Municipality of Durham may be requested and
obtained, but coordinated through the Region.
Hazard Identification and Risk Analysis
As required by the Emergency Management and Civil Protection Act, the City annually
conducts a process of Hazard Identification and Risk Analysis (HIRA) as a basis to
develop its Community Emergency Management Program.
Community emergencies are those events that would adversely affect lives, property,
economy and the natural environment of the community.
Nuclear Emergencies -Although a nuclear emergency is considered to be highly
unlikely, the potential impact may be greater than other types of community
emergencies.
Section 2
Plan Development Administration Page 5 of 43
ATTACHMENT# TO REPORT#
Hazard Identification and Risk analysis (continued)
Therefore, from a risk management perspective using HIRA, a nuclear emergency is
specifically addressed by supporting plans (Durham Nuclear Emergency Response
Plan and Ontario Provincial Nuclear Emergency Response Plan) that governs the
unique aspects of such an event.
Critical Infrastructure Identification
From a municipal perspective, critical infrastructure is simply defined as:
Physical resources and systems that a community is reliant upon to ensure that:
• human needs are met
• public safety and security are maintained
• local government can continue to function
As required by the Emergency Management and Civil Protection Act, the City annually
maintains a list of Pickering's critical infrastructure, and prioritizes each on a scale from
one to five, with one being the most critical to be used for emergency planning and
incident management purposes.
Plan Maintenance
Roles in accordance with the Community Emergency Management By-law:
Area of Authority Role
Chief Administrative Officer Approve minor changes to the plan
Community Emergency Management Maintain the plan
Coordinator
Community Emergency Management Review and recommend amendments to
Program Committee the plan
Council Approve the Plan and major amendments
Updating the Plan - The Emergency Plan will be maintained, reviewed, and updated
according to a preparedness cycle that includes four phases: Plan, Operate, Evaluate,
and Corrective Action. Participation of the Pickering Emergency Management Program
Committee during all phases of this cycle ensures that the plan reflects the current
policies, organizational structures, and methodologies utilized by the City of Pickering.
Section 2
Plan Development Administration Page 6 of 43
ATTACHMENT#�_TD REPORT# �'� oS°lam
Plan Maintenance (continued)
Plan
Analysis
Conduct Training Assessment Conduct Training
Audit
Corrective Action Operate
Track
Assign Actions Exercise Real World
Review Plans Response
Plan Again
Lessons After Action
Learned Reports
Evaluate
Plans
Conduct Training Procedures Conduct Training
Policies
Testing the Plan - In accordance with the Emergency Management and Civil Protection
Act, this Plan will be annually tested when exercises are conducted to ensure that it is
current and functional.
Conformance with Regional Emergency Plan
In accordance with the Emergency Management and Civil Protection Act, this Plan was
written to conform to the Durham Region Emergency Master Plan and its associated
plans and procedures.
Distribution
Copies of this Plan are stored at the MEOC and Alternate MEOC along with a full set of
supporting plans, procedures and other community emergency documents.
Emergency Management Ontario, Durham Emergency Management Office, and the
Pickering Library shall receive a copy of this Plan and any amendments. The Plan is
also maintained in electronic form on the City's Website. All members of the Municipal
Emergency Control Group and Support Staff will receive electronic copies of this Plan
(in PDF form and updated files after amendments are completed and approved. See
Appendix D for the Distribution List.
Section 2
Plan Development Administration Page 7 of 43
ATTACHMENT# TO REPORT#
Plan Development Administration (continued)
Access to the Plan
The.Community Emergency Management Plan is a public document and can be viewed
at any time by members of the public. Copies of the Plan can be viewed at Pickering
Public Library Branches or online at www.pickering.ca
Appendices
The appendices of this Plan form part of the Plan to provide additional information and
details on specific matters.
•
•
Section 2
Plan Development Administration Page 8 of 43
ATTACHMENT#a TO REPORT#� ����
Section 3
Municipal Emergency Control Group (MECG)
In accordance with the Emergency Management and Civil Protection Act, the following
depicts key roles and responsibilities:
Municipal Emergency Control Group (MECG) is comprised of the Mayor or Deputy
Mayor plus senior City and outside agency staff. At any time, the Mayor or Deputy
Mayor may request assistance from the Regional Municipality of Durham by contacting
the Regional Chair. Provincial assistance can also be obtained by contacting the PEOC.
This Plan can be fully or partially implemented with or without the declaration of an
emergency by the Head of Council.
Mayor or Deputy Mayor, as Head of Council is ultimately in-charge and responsible
for the City's management and response to a community emergency.
Chief Administrative Officer or alternate serves as the Municipal Emergency Control
Group Manager to provide overall leadership to the MECG.
Municipal Emergency Control Group (MECG) Composition
The MECG for the City of Pickering is comprised of persons holding the positions
described below, or their appropriate alternates who attend at the MEOC to strategically
manage a community emergency or major crisis at the discretion of the Chief
Administrative Officer who serves as the MECG Manager.
Each position has a unique Checklist of Duties and Responsibilities. A list of the
assigned members and their contact information, plus the personnel that are designated
as Support Staff, is published in the Emergency Contact Directory and regularly updated.
1. Mayor or Deputy Mayor
2. Chief Administrative Officer (CAO)
3. DRPS Inspector
4. Fire Chief
5. Director Corporate Services & City Solicitor
6. Director Engineering & Public Works
7. Director Culture & Recreation
8. Division Head, City Administration
Section 3
Municipal Emergency Control Group (MECG) Page 9 of 43
ATTACHMENT#S2,—TO REPORT#=S-15
Municipal Emergency Control Group (MECG) Composition (continued)
9. Manager Information Technology
10.Corporate Communications
11.DEMO
12.Durham EMS
13.Veridian
14.Durham Region Transit
Roles & Responsibilities
Each position also maintains a list of internal and external resources that are
incorporated into the Emergency Contact Directory. This list will contain the contact
information for any contact that may be required in an emergency. This listing will be
kept current and updated semi-annually.
Each member of the Municipal Emergency Control Group should designate at least one
or two persons, from their own department to act as a scribe during the emergency.
The Municipal Emergency Control Group provides the City with an effective vehicle for
developing and maintaining a comprehensive emergency management program, as
defined under the Emergency Management and Civil Protection Act, and to manage
emergency response activities, which will ensure:
• mitigation, preparedness, response & recovery
• support of emergency operations at the site(s)
• overall strategic management of the emergency
• risk identification, critical infrastructure protection
• mobilization of all municipal, voluntary, and other agencies required
• prevention of further injury, loss of life, property damage
• alternate accommodation for evacuated persons
The MECG may function with only a limited number of persons depending upon the
emergency.
Members of Council
The Mayor or Deputy Mayor assumes the position of Head of Council in accordance
with the Ontario Emergency Management and Civil Protection Act. Members of Council
are not members of the Municipal Emergency Control Group, and therefore are not
present in the MEOC. The Head of Council is responsible to keep Council up-to-date
on the emergency, and the decisions that are being made to manage it.
Section 3
Municipal Emergency Control Group (MECG) Page 10 of 43
ATTACHMENT# TD REPORT#���)5
Section 4
Emergency Levels, Notification Procedure, Plan Activation
Emergency Levels
Most emergencies are managed at the scene by Emergency Services and are considered
routine operations. Emergencies of greater magnitude do happen from time to time, and require
an emergency management response structure beyond normal daily operations. The response
required must be appropriate to the magnitude of the incident as defined in the Emergency
Levels classification.
Levels Operational On-Call Senior Officer EOC Notification
Implications (OSO) Support
Level 0 • Business as usual • Business as usual • Operationally • No notification
Normal • Normal operations • Normal operations ready required
Level 1 • Site: Managed by • OSO support available • Operationally • No notification
Incident Emergency 24/7 ready required
Services/Divisions
Level 2 • Site: Managed by At the Request of the • Operationally Primary
Municipal Emergency Site Incident ready Notification:
Services/Divisions Commander • OSO may • MECG Manager
Advisory • Site: Site Incident OSO has the ability to: monitor and Alternate
Event Commander may • OSO may•& request support from facilitate access to City •
initiate Primary Head of Council,
Significant OSO Divisions/External Notification and Deputy Mayor
Event Agencies and/or MECG Advisor,
• Site: May request • facilitate integration of • EOC may be Alternate MECG
the activation of the City Divisions/External activated Advisor and Fire
EOC Agencies into IMS Services Officer
• EOC: May be structure and/or Primary Notification
activated • Attend Site as a Liaison Group may
Officer determine to activate
Secondary
Notification
Level 3 • EOC: Is activated OSO may remain on • EOC activated Primary
Municipal Emergency poses a scene as Emergency Site Notification: .
Emergency& danger of major Manager. • MECG Manager
proportions to life and Alternate
Regional and property, and/or • Head of Council,
Emergency threatens social and Deputy Mayor
order and ability to • MECG Advisor,
govern, and/or a Alternate MECG
declaration of an Advisor and Fire
emergency by Services Officer
another level of Primary
government. Notification Group
• will activate
Secondary
Notification
Section 4
Emergency Classifications, Notification Procedure & Plan Activation Page 11 of 43
ATT ACHMENT#__:_4 TO REPORT#.-(36-J 5
Municipal Emergency Control Group Notification
The means by which MECG members are notified of an emergency or pending
emergency is outlined in the Municipal Emergency Control Group Notification
Procedure. The procedure is primarily utilized by Fire Services Dispatchers and is used
to notify members of the MECG of a need to respond to the Municipal Emergency
Operations Centre (MEOC) or a need to remain on-call for potential response to the
MEOC. It is based on Provincial and Regional Notification Procedures and emergency
event classifications that are prescribed by the Province and Region. The Procedure
applies to all types of emergencies including those involving the Pickering Nuclear
Generating Station.
The emergency classifications are grouped as:
• General Emergencies
• Nuclear Emergencies
• Nuclear Liquid (radioactive) Emissions
Each includes sub-classifications that specify the level of action that is to be taken by
members of the MECG. Classification details are contained in this Procedure. There
are two levels of notifications.
1. Primary Notification consists of the MECG Manager, the Head of Council, the
MECG Advisor and the Fire Services Officer.
2. Secondary Notification includes all other MECG Officers and the Administrative
Support Coordinator.
Plan Activation
While any member of the Municipal Emergency Control Group has the authority and
responsibility to request an activation of the MEOC and otherwise initiate the
implementation of the Emergency Plan, it is generally the decision of the Mayor in
consultation with the CAO. Requests to activate the MEOC are directed to either the
CAO or the Fire Chief/Community Emergency Management Coordinator (CEMC).
The Emergency Level Chart identifies the criteria which will trigger the Municipal
Emergency Operations Centre (MEOC) to be activated.
1. During a "Level 2 — Municipal Advisory Event or Significant Event", the Site
Incident Commander may request support from the CEMC or Fire Chief,
including requesting the activation of the MEOC.
Section 4
Emergency Classifications, Notification Procedure & Plan Activation Page 12 of 43
ATTACHMENT °?TO REPORT#=.
Plan Activation (continued)
2. During a "Level 3 — Municipal Emergency or Regional Emergency", the Fire Chief
or CEMC will activate the MEOC.
Criteria and triggers for activating the MEOC are based on the Emergency Levels
Chart and a culmination of the following decision factor guidelines contributing to
heightened media attention:
• Public Health & Safety (Actual or Potential)
• Essential Lifelines (Critical Infrastructure)
• Municipal Services Continuity
• Operational Efficiency
The MEOC may be activated with or without a Declaration of an Emergency or
Provincial Emergency; however, it will be activated once a Declaration has been
made.
•
•
Section 4
Emergency Classifications, Notification Procedure & Plan Activation Page 13 of 43
•
ATTACHMENT#. TO REPORT#`C�5 )S
Section 5
Municipal Emergency Operations Centre (MEOC)
In the event of a community emergency or major crisis, the MEOC or Alternate MEOC
will be opened. The MECG and Support Staff will assemble and work together at the
MEOC to make decisions, share information and provide strategic "off scene"
emergency management as required to mitigate the effects of the emergency. The
Chief Administrative Officer serves as the MECG Manager and is responsible for the co-
ordination of all actions within the MEOC.
MEOC (Primary)
The Facility
The Main Committee Room (Meeting Room 1), at City Hall serves as the Primary
MEOC. This room is not dedicated to this emergency management function, and must
be set up if required. The CAO Boardroom (Meeting Room 2) also serves as breakout
meeting room. Remaining areas at City Hall such as the Council Chambers and Main
Lobby are ideal for media briefings and Council meetings.
Equipment
The MEOC is equipped with the following resources:
• individual laptop computers for each MECG position
• resource binders for each MECG position including a Checklist of Duties and
Responsibilities, blank Activity Log Sheets, plus internal and external contact
information.
• telephone
• one satellite telephone •
• combination fax/scanner/copier/printer
• Wireless High-speed Internet Service
• full set of documents that include copies of internal and external emergency
management laws, plans, procedures, guides, etc.
• forms binder containing a blank copy of all forms required
• variety of hard copy maps of the City and Region
• standby diesel powered electrical generator
• microwave oven, kettle, coffee maker, and basic refreshment supplies
•
Section 5
Municipal Emergency Operations Centre (MEOC) Page 14 of 43
ATTACHMENT#_ _TO REPORT# 4 /`''
MEOC Set-up
The MECG Advisor shall coordinate set-up of the facility under the direction of the IT
support staff in accordance with the MEOC Set-up Procedure, which includes a floor
plan.
Alternate Community Municipal Emergency Operations Centre
The Facility
The alternate Municipal Emergency Operations Centre for Pickering is located at the
Claremont Fire Hall. This room is not dedicated to this emergency management
function, and must be set up if required. The attached Claremont Community Centre
includes areas that are suitable to complement the MEOC such as a commercial
kitchen, large foyer area, gymnasium, and ample parking for vehicles.
The Alternate MEOC is an ideal setting to manage a major crisis or community
emergency that impacts the area surrounding City Hall.
If a Media Briefing Room, Media Centre, or Council Meeting Room is required, there are
several good options available. The set-up of these areas is to be coordinated by the
MECG Advisor.
Equipment and Resources
The Alternate MEOC is equipped with the same resources and equipment that the
MEOC has. Those items are stored in a large Box within the MEOC.
Alternate MEOC Set-up
The MECG Advisor shall coordinate set-up of the facility under the direction of the IT
support staff in accordance with the MEOC Set-up Procedure, which includes a floor
plan.
•
Section 5
Municipal Emergency Operations Centre (MEOC) Page 15 of 43
ATTACHMENT#_____T4 REPORT
Section 6
Declaration and Termination of an Emergency
Action Prior to Declaration
•
When an emergency exists, but has not yet formally been declared, in accordance with
the Pickering Community Emergency Management By-law, municipal employees may
take such action(s) under this Community Emergency Management Plan as may be
necessary to protect the lives, property, and environment of the inhabitants of the City of
Pickering.
Declaration of Municipal Emergency
In accordance with the Emergency Management and Civil Protection Act, only the Head
of the Council is able and responsible for declaring that a municipal emergency exists
within the boundaries of the City of Pickering. In accordance with the Pickering
Community Emergency Management By-law, the Head of Council position can only be
occupied by the Mayor or Deputy Mayor. The decision to declare an emergency is
usually made in consultation with other members of the Municipal Emergency Control
Group and must include a statement of the level of Plan activation. To determine if a
declaration is warranted, see the "Province of Ontario Checklist For Declaring An
Emergency" document. A declaration is produced using the "Declaration of a State of
Emergency Form". The declaration of an emergency is outlined in the Head of Council
Checklist of Duties and Responsibilities.
A declaration of an emergency allows the Head of Council to "take such action and
make such orders as he or she considers necessary and are not contrary to law to
implement the emergency plan of the municipality and to protect property and health,
safety and welfare of the inhabitants of the emergency area." R.S.O 1990, c.E.9, s. 4
(1).
Upon such declaration, the following must be promptly notified:
1. The Durham Regional Chair through the Durham Emergency Management Office.
2. All Members of Council.
3. Neighbouring municipal heads of council through their Community Emergency •
Management Coordinators or via DEMO.
Immediately after the declaration notifications are completed, a media release must be
prepared and circulated to media outlets.
Section 6
Declaration and Termination of an Emergency Page 16 of 43
ATTACHMENT#�_TO REPORT
Declaration of Municipal Emergency (continued)
When the resources of the City of Pickering are deemed insufficient to effectively control
the emergency, or the service required falls under Region's responsibilities, the Head of
Council may request assistance from the Regional Municipality of Durham by contacting
the Regional Chair.
Termination of a Municipal Emergency
An "Emergency Termination Form" must be completed, signed by the Head of Council
and distributed.
1. In accordance with the Emergency Management and Civil Protection Act, a
Municipal Emergency may be declared terminated at any time by:
a) The Head of Council, or
b) The Municipal Council, or
c) The Premier of Ontario
2. Upon termination of a Municipal Emergency, the Head of Council must ensure that
the following are notified:
a) The Regional Chair
b) All members of Council
c) The Minister of Community Safety and Correctional Services
d) The.Heads of Council in the neighbouring municipalities
e) The Public via the Media
Section 6
Declaration and Termination of an Emergency Page 17 of 43
ATTACHMENT REPORT#r x'15
Section 7
Incident Management System (IMS)
First responders (Police, Fire, and Durham EMS) and Departments manage many
emergencies that occur on a day-to-day basis. As the magnitude of an emergency
increases, so will the requirement for additional support from within the City. The
MECG'may elect to call upon neighbouring municipalities to provide mutual assistance
in accordance with standing agreements. The City may also call upon the Provincial
government to provide supplemental financial and/or physical resources necessary to
deal with the overall impacts of the public emergency.
The City's Emergency Plan adopts the principles of an existing Incident Management
System (IMS). The Incident Management System can be used in any size or type of
emergency to manage response personnel, facilities and equipment. Incident
Management System principles include the use of common terminology, modular
organization, integrated communications, unified command structure, action planning,
manageable span-of-control, pre-designated facilities and comprehensive resource
management. The basic functional modules of the Incident Management System
(Command, Operations, Planning, Logistics and Finance &Administration) can be
expanded or contracted to meet requirements as an event progresses.
When emergency site personnel determine a situation represents a threat beyond its
day-to-day operations or the emergency is of such a type as to threaten the well-being .
of the municipality in part or as a whole, the MECG will be notified.
The response to an emergency in the City will be managed using the Pickering
Emergency Management Plan.
1. Each Director is in command of the overall operation of his or her organization.
2. Use of mutual aid assistance for cooperative response will be entered into and
maintained with adjoining municipalities for the purpose of reciprocal assistance in
the event of public emergencies.
3. Normal communication modes and reporting channels will be used to the maximum
practical extent possible. Emergency communications systems will be fully
operational and will be used in the event that commercial communications systems
are disrupted, saturated, or otherwise unavailable.
4. City Departments will employ their standard business continuity and business
resumption planning principles to ensure the continuity of essential services.
5. Day-to-day functions that do not contribute directly to the operation may be
suspended for the duration of the public emergency. Efforts that would normally be
required of those day-to-day functions will be redirected to accomplish the
emergency task.
Section 7
Incident Management System (IMS) Page 18 of 43
ATTACHMENT#—_-6 o TO REPORT#r -16
Incident Management Systems (IMS) (continued)
The goal of the Incident Management System is to provide an effective, flexible, and
consistent structure and process that is scalable to manage incidents by all levels of
government, emergency response organizations, communities, ministries, non-
government organizations (NGOs), and the private sector.
As a major function within the IMS, it is essential that the MECG members meet on a
regular basis to share information, identify actions, make decisions, and set priorities.
Meetings should be scheduled by the Duty Officer on a regular rotation, allowing time
between meetings for MECG members to deal with their individual responsibilities as
listed in the MECG Checklists of Duties and Responsibilities.
Health & Safety
Command
Liaison
Emergency &
Information
I
Operations Planning Logistics Administration
& Finance
As an incident escalates, the MECG Advisor will be responsible for directing the
evolution of the MECG into this standardized IMS structure.
Emergency Site Management (ESM)
This Plan has remained consistent with the key point in Emergency Site Management,
that an Emergency Site Manager (ESM) shall be appointed by the MECG Manager to
coordinate on-scene emergency management and response activities. The ESM is not
a "commander" in the sense that he or she is directing orders to the members of the
Emergency Site Management Team. Rather, in a form of joint command, the Team
makes the major collective decisions, while individual response agency decisions are
separately made by the agency commanders.
Section 7
Incident Management System (IMS) Page 19 of 43
ATTACHMENT#-Z2—TO REPORT#
Guiding Principles
Each site shall operate under the following conventions:
1. Be generally controlled by one person who is referred to as the Emergency Site
Manager (ESM). In some situations, it may be necessary for two or more ESM if
there are several distinct sites, or if situations exist where one person cannot handle
an entire scene.
2. Have an ESM, which may be a senior officer from any one of the primary response
agencies, who will act as the "on-site general manager" of all functions of all
agencies. If the MECG has assembled, the ESM shall answer directly to the MEOC
Manager.
3. At larger incidents, the appointed ESM will leave the specific command of his/her
agency to another officer from his/her respective agency. During smaller incidents,
the ESM may be an officer from one of the emergency response agencies who will
then play a dual role as ESM and Commander of the agency that he or she
represents.
4. Have a separate commander for each agency. The Agency Commander shall work
with and respond directly to the ESM. The Agency Commander shall at all times
maintain control over:his/her own people and resources.
5. Have an Incident Command Post (ICP) established during the initial stages of the
incident and subsequently conduct Emergency Site Management activities at that
location.
ESM Selection
The ESM shall be selected by the MECG and officially appointed by the MECG
Manager. The incident type and the following factors should be considered during this
process:
• availability and approval from the person's home agency to perform the ESM role.
• education, training, and field experience that is commensurate with the duties and
responsibilities.
• knowledge of the responding agencies' responsibilities and resources.
Emergency Site Management Team
The members of the Emergency Site Management Team provide on-scene
management while communicating with their respective member of the MECG.
Section 7
Incident Management System (IMS) Page 20 of 43
ATTACHMENT _TO REPORT#__ S
Emergency Site Management Team (continued)
The Emergency Site Management Team is comprised of persons holding the following
positions or their appropriate alternates:
1. Emergency Site Manager when appointed by the Municipal Emergency Control
Group Manager
2. Fire Commander (e.g. Deputy Fire Chief, Platoon Chief)
3. Police Commander, (e.g. Duty Inspector, Patrol Sergeant)
4. Emergency Medical Service Commander, (e.g. Shift Manager)
5. Site Media Coordinator
Additional personnel called in or added to the Emergency Site Management Team may
include any other officials, experts or representatives deemed necessary by the ESM in
consultation with the MECG (e.g. CN Rail Manager, Ministry of Transportation
Supervisor, Veridian Supervisor).
Upon notification that this Plan is to be implemented, members of the Emergency Site
Management Team shall:
1. Assemble at the Incident Command Post, which should be located at, or as near the
site of the emergency as is practical (note that this group of emergency response
managers might have already assembled during the initial stages of the emergency
and could be informally managing the event).
2. Direct the response activities of members of their own respective services in
accordance with the strategic and tactical decisions made by the Emergency Site
Management Team (ESMT).
3. Assist the ESM in fulfilling his/her responsibilities when required.
4. Establish and maintain contact with their respective supervisor at the MEOC.
Operational Conventions
The following emergency management operational conventions shall be utilized in
conjunction with this Plan and are consistence with conventions used by the Province
and Region:
Section 7
Incident Management System (IMS) Page 21 of 43
ATTACHMENT#?TO REPORT#.��' S
•
Operational Conventions (continued)
a) Time - shall be local time and expressed as a 24-hour clock starting with zero at
midnight.
b) Location —shall be expressed in urban areas by referencing streets, roads,
highways, creeks or other significant landmarks.
c) Wind — shall always be referred to by the following three parameters:
1. The direction in degrees the wind is blowing from.
2. The direction in degrees the wind is blowing to.
3. The wind is expressed in speed expressed in km/hr.
Communications
Effective and regular communications among and between the emergency managers
and emergency responders is vital. For example, within the MEOC, staff must ensure
that they convey and obtain information that is necessary to effectively manage the
emergency. Members of the MECG and the Emergency Site Management Team must
likewise be routinely sharing information. Additionally, if the event involves a need for
assistance from beyond the City, then communications is required with others like the
Regional Control Group.
Group meetings and person-to-person exchanges in the Incident Command Post or at
the MEOC are the common means of conveying and receiving information. The
telephone system, including cellular service, is the most common means of externally
communicating. Two-way radio service is also used for on-scene/off-scene
communications by emergency response staff. Fax and email information exchanging
is used between emergency operations centres such as the City, Region, Province and
other municipalities.
Technical Failures and Alternatives
The loss of communications capability would have a significant impact on managing a
community emergency. Therefore, provisions have been made to ensure that on-scene
and off-scene communications options are available.
Satellite telephone is available for use in case regular telephone services fail.
Instructions on the use of those services are maintained at each location. Portable two-
way services may also be used if telephone service is disabled. The Police Services
Officer and the Fire Services Officer will have a radio device that permits direct
communication with on-scene DRPS staff and Pickering Fire Services staff.
Section 7
Incident Management System (IMS) Page 22 of 43
ATTACHMENT# A TO REPORT#��'15
Technical Failures and Alternatives (continued)
Basic two-way radio service is available through the volunteer services of Durham
Region Amateur Radio Emergency Services (DRARES). That assistance can be
obtained by contacting the Durham Emergency Management Office.
Record Keeping
Each member of the MECG is assigned a Resource Binder that contains copies of
Activity Log Forms. Those Logs must be kept current to record details of the major
decisions and actions that occur. When a person hands off his/her responsibilities to an •
alternate, the completed Logs must be reviewed with the person who is taking over and
then forwarded to the Duty Officer for filing.
On an ongoing basis, a collective log is kept by one of the Administrative Support staff
members in the form of an electronic Event Status Log. Information for that Log is
obtained from business meetings and when significant events occur or new information
is received from external sources. The laptop computer can be connected to a projector
to display the current Log information at all times in the MEOC. Copies of the Event
Status Log can also be printed or when appropriate, emailed to other emergency
operations centres.
•
Section 7
Incident Management System (IMS) Page 23 of 43
P
ATTACHMENT#_TO REPO RT# -1
Section 8
Emergency Information Management
This Section is intended to provide an overview of Emergency Information
Management. Emergency Information Management is the responsibility of the
Emergency Information Officer (EIO) who is a member of the Municipal Emergency
Control Group. The EIO works under the supervision of the Duty Officer at the MEOC.•
The EIO supports the Public Inquiry Centre as per the EIO's Checklist of Duties and
Responsibilities, the primary tasks are to gather information about the community
emergency, prepare media releases and other documents such as speaking notes for
the Head of Council or other MECG members, distribute emergency information, and to
arrange for media briefings that could occur on-scene and/or off-scene.
There are four primary means of conveying information to the public:
• via the City's Website (pickering.ca)
• through social media (Twitter, Facebook)
• through the Media (radio, television, newspapers)
• from the Public Inquiry Centre (Customer Care Centre)
Examples of Emergency Information
• that an emergency has occurred and/or that the Head of Council has declared the
emergency in accordance with the Emergency Management and Civil Protection Act.
• the level of risk that exists.
• what the City and others are doing to respond and manage the emergency.
• what the public should immediately do, such as; evacuate, shelter, wait for additional
information and instructions, etc.
• where and when additional information can be obtained.
Public Alerting
Public alerting is a process of initially conveying emergency information to the public.
Its primary purpose is to notify the public that something has happened and to provide
brief information on what to do and where to obtain additional information. Public
alerting is also used to subsequently communicate with citizens when an escalation of
the emergency has occurred. It is conducted when follow-up information is urgently
needed to inform people of new information such as the requirement for the expansion.
of an evacuation area, etc.
Section 8
Emergency Information Management Page 24 of 43
n
ATTACHMENT#_TO REPORT# 1 S"i6
Public Alerting (continued)
Current public alerting in Pickering consists of sirens and a telephone-based system
that is accessed by the Region of Durham for nuclear emergencies only in the Primary
Zone. Additionally, the city website and social media accounts may be used to
disseminate information to the public. As well, emergency personnel may be called
upon to go do-to-door or use their vehicle public address systems to notify the public of
a threatening event of any type. During large scale events, especially for example a
nuclear emergency, the public would be urged to tune into television and radio stations
to obtain specific information about the situation and what protective actions to take.
Media Monitoring
The EIO should arrange for a support staff member to monitor the media to ensure that
the emergency information is being conveyed in a timely and accurate manner. The
MEOC and Alternate MEOC have Cable television service for monitoring television
broadcast— both locations have television sets available for viewing. Both emergency
operations centres also have portable am/fm radio receivers for radio broadcast
monitoring. It is important that Social Media is monitored as well.
Public Inquiry Centre
The City's Customer Care Centre shall be the Public Inquiry Centre (PIC) during an
emergency, and will provide information to residents during a community emergency.
The PIC will receive information from the EIO and the Municipal Emergency Control
Group, which can be conveyed to members of the public.
City Website
The City's main web page can be altered to provide current emergency information to
the public as per arrangements found in the Website Emergency Information Procedure.
This process is supervised by the Duty Officer.
•
Section 8
Emergency Information Management Page 25 of 43
ATTACHMENT#&TO REPORT FR
Section 9
Nuclear Emergency Management
Nuclear Emergency Management is based on the same concepts that are contained in
this Plan. However, nuclear events vary from other community emergencies because
from the commencement of a situation, a nuclear event is under the control of the
Province of Ontario. The Province then directs the Region of Durham, who in turn
directs the City of Pickering in the provision of local emergency services. Nuclear
Emergency Management is governed by the following nuclear specific plans:
• Provincial Nuclear Emergency Response Plan
• Durham Nuclear Emergency Response Plan
A series of supporting plans and procedures also provide direction such as the
Province's Joint Traffic Control Plan, Joint Information Centre Operating Procedures,
Radiation Triage Plan, Durham Regional Police Traffic Control Plan, Emergency Worker
Protection Plan, etc. and the Region's Nuclear Emergency Notification Procedure,
Emergency Work Centre Procedures, Potassium Iodide Distribution Procedures, etc.
Unique Aspects of Nuclear Emergency Management
The following is a list of nuclear emergency management characteristics that set it apart
from other community emergencies and major crises:
1. Provincial power and control over an event is unprecedented in relation to other
community emergencies.
2. Ontario Power Generation, as the facility manager, maintains considerably greater
control over its site than in other community emergencies.
3. Regional power and control over an event is unique in comparison to other
community emergencies.
4. Off-site responders (Fire, Police, etc.) would have very little ability or opportunity to
minimize on-site outcomes in comparison to other community emergencies.
5. The likelihood of a nuclear emergency is considered much lower than that of other
emergencies, yet the potential outcome in terms of the impact on people, the
environment and economy may be severe and could extend for a longer period of
time than other emergency situations.
Section 9
Nuclear Emergency Management Page 26 of 43
ATTACHMENT# TO REPORT 1l6
Unique Aspects of Nuclear Emergency Management (continued)
6. Protective actions, like the distribution of Potassium Iodide Pills, are unique to
nuclear emergency management.
7. A specific event classification system exists for nuclear emergencies separate from
other community emergencies.
8. . Other municipalities and agencies beyond the jurisdiction of the City, and in some
cases the Region, handle Reception Centre and Evacuee Centre management.
Pickering Emergency Management and Civil Protection Activities during a
Nuclear Emergency
1. Provide public information in conjunction with the Province, Region, and Ontario
Power Generation (citizen enquiry and media information dissemination).
2. Assist citizens with special needs and concerns during sheltering or evacuation
conditions (e.g. pet care information/services, property protection).
3. Notify industry and commerce to suspend work and shelter or evacuate.
4. Assist police services with providing road barricades.
5. Assist polices services with traffic control (restricted entry and exit from City).
6. Ensure that all occupants of City facilities are sheltered or evacuated.
7. Schedule City staffing resources and supporting those staff members during the
performance of their duties in the field.
8. Support City staff member's families during the emergency.
9. Assist school boards with sheltering and/or evacuation if required.
10. Distribute Potassium Iodide pills to City staff.
11. Assist Durham Public Health with the distribution of Potassium Iodide pills to citizens.
12. Maintain normal and/or increase demand for fire and emergency response services.
13. Provide services and information that are similar to the above during the recovery
phase.
Section 9
Nuclear Emergency Management Page 27 of 43
ATTACHMENT#---TO REPORT# -15
Summary of Nuclear Emergency Management
In summary, if a nuclear emergency is declared in Pickering it will be managed in
accordance with this Plan, the Provincial Nuclear Emergency Response Plan, the
Durham Nuclear Emergency Response Plan and the other City supporting plans and
procedures. The City of Pickering is subordinate to the Region and Province in terms of
major strategic decision-making and public information dissemination.
Section 9
Nuclear Emergency Management Page 28 of 43
r�R�s�1.5
ATTACHMENT# TO REPORT#_____
Section 10
Human Resource Management
Introduction
Responding to and managing a community emergency can pose a serious threat to the
health and safety of workers at both the scene of the event and off-site involving other
staff. Physical risks and emotionally stressful conditions can impair performance and
potentially cause injury and death among the people who are mandated with providing
services to the community. The welfare of the people who are serving as workers must
be treated with a high priority. Therefore, managers and supervisors must consistently
view and treat workers and themselves as the City's most valuable and vulnerable
resource.
The Division Head, Human Resources assumes a support role to the Municipal
Emergency Control Group. Reporting to the MECG Manager, the Human Resources
Division Head is responsible to complete the actions that are listed in the position's
Checklist of Duties and Responsibilities including an oversight of all matters related to
human resources as outlined in this Section. In addition to overseeing human
resources functions that are associated with City staff, volunteer management is a task
that falls within the scope of the Human Resources.
The Coordinator, Health & Safety is another key position that addresses human
resources issues. A Checklist of Duties and Responsibilities outlines the mandate for
that position in addition to tasks that are described in this Plan and specifically this
Section.
Staffing Issues
A shortage of available staff during a community emergency is a distinct possibility,
especially if an event extends for many days or weeks. The City of Pickering
Community Emergency Management By-law contains the following wording that is
intended to help offset some of the staffing challenges that could be experienced:
"This By-law, in accordance with prevailing legislation, designates all City employees as
emergency workers in the event a community emergency is declared and therefore all
employees may be called out and assigned responsibilities to assist in the •
implementation of the Community Emergency Management Plan."
Section 10
Human Resource Management Page 29 of 43
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Staffing Issues (continued)
During a community emergency, management and supervisory staff shall retain their
responsibility to ensure that a sufficient number of staff members within their own areas
(for both on-scene and off-scene functions) are available. The Division Head, Human
Resources' mandate is to generally oversee those actions and to assist with that work
when needed.
Health and Safety
The health and safety of emergency workers, including volunteers, is a shared
responsibility of all who are involved in managing, supervising, and responding to a
community emergency. Accountability of emergency staff is another fundamental
principle of IMS that must be addressed within the scope of health and safety. This
mostly applies to on-scene emergency management/response. However, it can also
apply to the off-scene work that is conducted at the MEOC. The IMS principle of
"accountability" is a process of tracking where staff are, what they are doing, how long
they have been performing their tasks, and when should they be removed from their
current tasks so that rest breaks can occur for rehabilitation purposes. As with other
human resource matters, emergency managers and supervisors are responsible to
ensure that accountability actions are taken.
General Staffing
In addition to ensuring that appropriate levels of staffing are available in the MEOC, the
MECG, under the guidance of the Division Head, Human Resources must also make
arrangements to ensure that staffing issues are addressed for other City functions and
services during a community emergency. The Employee News Line Procedure outlines
a means of helping to keep all employees informed of the event status and any
requirements for their services. A backdoor page on the City's Website is also available
to staff. MECG members are responsible for staffing and scheduling issues within their
own service areas during an emergency.
Sustenance and Personal Needs
It is essential to ensure that drinks, snacks, and meals are provided to all staff that work
in the MEOC, on-scene and throughout the community. Arrangements for sustenance
and other personal needs for on-scene and off-scene staff is a joint responsibility of the
Emergency Site Management Team and the MECG. During a prolonged event, one
person may need to be specifically assigned the duties of arranging for sustenance.
During extended periods of work, staff members are to be provided with some basic
items to fulfil their personal hygiene needs and comforts.
Section 10
Human Resource Management Page 30 of 43
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Sustenance and Personal Needs (continued)
The MEOC and Alternate MEOC are equipped with some basic supplies such as
toothbrushes and paste, face clothes and towels, deodorant, etc.
Stress Management
Extreme workloads, short timeframes, closeness of working conditions, and the
seriousness of a community emergency or major crisis can place a significant burden
on the emotional wellbeing of emergency managers, support staff, and responders.
The MECG must routinely monitor its own stress levels and those of other staff and then
take the necessary steps to minimize the outcomes. Staff scheduling to arrange for
reasonable shift periods and breaks are important measures to facilitate in controlling
stress.
Family Needs
During prolonged events or even short-term situations, when staff members are
concerned for their loved ones, especially if they may be in danger, staff may not be
able to function as well as needed. In such cases, the MECG should make
arrangements to have an individual or a team designated to address issues related to
family and friends of those who are managing and responding to the emergency or
crisis. This matter is a responsibility of the Division Head, Human Resources.
Record Keeping
Detailed records must be maintained to document the names, activities, and amount of
time that staff and volunteers commit to working during a community emergency.
These actions are vital for WSIB and payroll purposes.
Volunteer Recruitment and Management
A community emergency or major crisis may prompt a need to recruit non-affiliated
volunteers to assist with the provision of services. The Division Head, Human
Resources is responsible for overseeing this process. The Division Head will therefore
need to recruit City staff to manage the recruitment task. Additional assistance can be
obtained from the Durham Emergency Management Office who would arrange for help
from organizations like the Red Cross, Salvation Army, or other communities.
Volunteers must be formally registered with the City via the completion of the Volunteer
Registration Form.
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Section 10
Human Resource Management Page 31 of 43
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Section 11
Emergency Management and Other Organizations
Province of Ontario
Provincial Ministries and their various organizational units may be requested to assist
the City with emergency management and response — some of those entities have
specific pre-assigned duties to perform during emergencies. Requests for assistance
from the Province can be made directly by City staff or through the Durham Emergency
Management Office and/or by contacting the Provincial Emergency Operations Centre
(PEOC).
Ontario Fire Marshal Emergency Management (OFMEM)
OFMEM operates the Provincial Emergency Operations Centre (PEOC) on a 24/7 basis
with at least one Duty Officer available at all times to process requests for information
and assistance.
Throughout the emergency, the City must keep the PEOC up-to-date on the situation by
completing and forwarding regular Situation Reports (an OFMEM form). That function
is a responsibility of the Administrative Support Coordinator and is listed in that
position's Checklist of Duties and Responsibilities.
During an event that is a declared emergency by the Premier, the PEOC is fully opened
and staffed by ministerial and other provincial staff.
Region of Durham
Prior to the Region opening their Regional Emergency Operations Centre (REOC),
assistance and coordination from the Region can be obtained by contacting the Durham
Emergency Management Office (DEMO) or the 24/7 DEMO Duty Officer. If the REOC
is opened, direct contact can be made (all contact numbers are listed in the Emergency
Contact Directory). Durham Region may be able to provide resources that are within its
direct control or play a coordinating role in situations when outside resources are
required —this can occur even if a Regional emergency is not declared or if the REOC
is not opened. The resource sourcing and coordination role is especially evident in a
situation where surrounding municipalities are offering to assist Pickering or if they too
are impacted by the same event that is affecting Pickering. It is most likely that a
community emergency in Pickering would initially, and on an ongoing basis, involve •
Durham Region's Police Service, Emergency Medical Services, Social Services
Department, and Public Works Departments. The Health Department may also become
involved in matters involving health issues and in all nuclear events.
Section 11
Emergency Management and Other Organizations Page 32 of 43
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Business Community
During a community emergency, local businesses must be as prepared as government
to ensure that they are as self-sustained as possible and therefore drawing less on
public resources that will be managed by the City of Pickering. The ideal arrangement
involves a situation whereby businesses have their own emergency management,
business continuity, and business recovery plans to facilitate their ability to cope with
the impacts of a community emergency. A further ideal condition involves a level of
business emergency preparedness that would allow businesses to also assist the
community where possible during a community emergency by supporting other
businesses or by providing resources for use throughout the community, etc.
The Coordinator, Economic Development serves a support role to the MECG that
reports to the Duty Officer. Performing liaison activities between the MECG and
business community is a primary responsibility along with other duties that are listed in
the Checklist of Duties and Responsibilities.
Non-Governmental Organizations (NGO)
NGO's have historically played significant and very successful roles in emergency
management and response. They have supported governments by providing human
resources from their own complements or through volunteers, expertise in a variety of
disciplines, facilities, vehicles, equipment, supplies, counselling services, etc.
Assistance from NGO can be obtained through DEMO and may include, but are not
limited to the following organizations:
St John Ambulance
St John Ambulance may provide basic first aid services in support of Durham Region
Emergency Medical Services and Pickering Fire Services. Volunteer first aid providers
and mobile first aid vehicles from within the area and beyond can be requested to
attend emergency sites for large-scale events.
Canadian Red Cross
Canadian Red Cross may provide support in the operation of reception centres and
evacuee centres under the direction of City and Regional staff. Registration, ongoing
operations, and counselling services are examples of the assistance that can be
obtained from Red Cross. Their provincial, national, and international network of
resources is extensive and therefore quite suitable to assist with helping to manage the
human needs of citizens who are impacted by a community emergency. Red Cross
may also provide and/or arrange for outside volunteers to assist.
Section 11
Emergency Management and Other Organizations Page 33 of 43
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Ontario Volunteer Emergency Response Team (OVERT)
OVERT is a Durham based service that provides volunteers to predominately support
police services. Search and basic rescue services are their feature offerings. In
extreme situations, OVERT may provide some security or traffic control services under
police supervision.
Salvation Army
Salvation Army services include emergency food services and counselling to
emergency managers, responders and citizens. Through the provincial network of
resources, they are able to dispatch mobile food kitchens that are equipped to provide
refreshments and meals at emergency scenes, reception centres, evacuate centres, or
the MEOC.
Durham Region Amateur Radio Emergency Service (DRARES)
DRARES is part of the provincial, national, and international network of volunteers and
equipment that can provide emergency communications on-scene and off-scene during
emergencies. Their primary purpose during a community emergency is to augment
existing back-up communications systems when primary systems failure.
Environment Canada
During an event that is impacting or potentially impacting Lake Ontario, Environment
Canada will provide advisory assistance to emergency responders. Arrangements for
this service are coordinated by the MOE.
Environment Canada also provides weather forecasting and alerting services via the
Internet and through the Weather Radio Service. Weather alerting has been
incorporated into the MECG Notification Procedure.
Impacted Organization (when applicable)
Railway companies (CN Rail, CP Rail), Pipelines (Enbridge, Trans-Canada), chemical
manufacturers, electrical utilities (Verdian), etc.
Section 11
Emergency Management and Other Organizations Page 34 of 43
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Section 12
Evacuation and Transit
Introduction
Evacuation and Transit services are primary functions of emergency management and
response that could save many lives and prevent serious injury during events such as
situations involving hazardous materials. It consists of the safe and prompt movement
of people from areas that are or may be exposed to danger. This Section is intended to
provide an overview of the evacuation function.
Planning Principles
1. Address evacuation and transit issues as two distinct functions:
a) Evacuation begins with public notification and concentrates on traffic
management.
b) Transit concentrates on the mass movement of people who do not have their
own transportation and public who may have their own means of transportation,
but are urged not to use it due to traffic congestion.
2. Address the two phases of emergency management:
a) The period of time when the on-scene emergency response agencies are
managing the event prior to when Municipal Emergency Control Group (MECG)
assembles.
b) The period of time afterwards which may involve 60 to 90 minutes into the
incident when the MECG begins to strategically manage evacuation and transit.
3. Address issues to cover all types of emergencies with specifics noted for nuclear
emergencies.
4. Arrange for a variety of options to be used for providing emergency transit services
with particular attention paid to ensuring that services are adequately provided to
residents with special accessibility requirements such as wheelchair.
5. Ensure consistency with Regional and Provincial Traffic Control Plans.
Section 12
Evacuation and Transit Page 35 of 43
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Evacuation
Evacuation is an action that may be required soon after an emergency situation occurs.
The initial decision to evacuate people is typically one that is made by on-scene
commanding officers from fire and police services. The conduct of an initial evacuation
is normally completed by Regional and/or Provincial police personnel using their vehicle
public address systems for public alerting purposes.
As an event grows and time progresses, police resources may be augmented by City
staff or community volunteers. In addition to public alerting, police services will manage
traffic flows to ensure quicker evacuation from the affected areas of the community. It is
important to note that a separate, but similar, process exists for Nuclear Emergencies
and can be found in the PNERP and the DNERP.
If an emergency event becomes one that warrants off-site emergency management
through the processes that are contained in this Plan, the MECG assumes a strategic
role in controlling the evacuation activities, but is always managed in conjunction with
on-scene commanders who form the Emergency Site Management Team.
Transit
The provision of transportation for citizens without their own means of travel is provided
by Durham Regional Transit.
Reception and Evacuee Centres
The Culture and Recreation Department is responsible for Evacuee and Reception
Centre management. Both services are provided with and/or through Durham Region
Social Services Department in conjunction with the Canadian Red Cross. During an
event, the MECG determines the extent to which such services are required and then
formally, through the Head of Council to the Regional Chair, requests assistance from
the Region in evacuee and reception centre services.
The Region will organize, set up, and manage evacuation and reception centres.
Section 12
Evacuation and Transit Page 36 of 43
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Section 13 •
Recovery Operations
Introduction
Recovery planning ensures there is a one stop shop for identification of issues,
coordination of resources, accurate reliable information, and that recovery occurs in a
timely manner. It allows for an accountable, transparent process to ensure recovery
services are accessible and applied in a consistent manner City-wide. Recovery is a
coordinated process of supporting affected communities in the reconstruction of the
physical infrastructure and restoration of emotional, social, economic and physical
well-being.
Depending on the type of emergency, the Recovery Operations could be minimal in
terms of resources that are required_and monies spent or time needed to return the
community to its pre-emergency state. However, if casualties, environmental damaged,
demolished buildings and/or disrupted public services and infrastructure result from the
emergency, the recovery phase may actually impact more on the community than the
initial phases of the emergency itself and may be ongoing for many days or weeks.
The nature of the emergency and the final authority responsible will determine who will
take the lead role in the Recovery Operations. For example, if the City were
responsible for controlling the emergency, the City would also lead the recovery.
Similarly, if the emergency were declared at a higher level of government, then that
level would take the lead and the City would be subordinate. However, it would still
have a significant role to play at the local level.
Recovery Operations will be activated at the direction of the Municipal Emergency
Control Group, consistent with other Sections of the Community Emergency
Management Plan. It will normally occur once the immediate management and
response to the emergency has been completed. It is possible to simultaneously
conduct emergency response activities and recovery measures. It can therefore be
difficult to precisely define where one phase begins and where one ends. Recovery
efforts are typically initiated while a state of emergency is still in effect and while it
remains in that state until all or most recovery actions are complete. Emergency
Information Management will continue during the Recovery Operations to keep the
public informed of state of progress that is being made during Recovery. Issues to be
addressed fall broadly into three areas: human issues, infrastructure re-establishment,
and financial disaster relief. Resolving these issues has obvious financial, economic,
social, environmental, and political implications.
Section 13
Recovery Operations Page 37 of 43
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Financial Disaster Relief
It is imperative that detailed records are kept to record staff time and damage to City
property that occurs as a result of the emergency. Application to the Ontario Disaster
Relief Assistance Program (ODRAP) will require details and documents related to all
City activities related to the response. ODRAP only applies to natural disasters such as
severe winds storms, tornadoes, floods, etc. Application must be completed within
fourteen days after the emergency occurs. City Council must pass a resolution to
request the Minister of Municipal Affairs and Housing to declare a "disaster area" to
qualify for ODRAP assistance.
Provincial and Federal Assistance
If Federal and Provincial assistance is required on an urgent basis, it should be applied
for through the PEOC or via the Region.
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Section 13
Recovery Operations Page 38 of 43
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Section 14
Business Continuity and Recovery
Introduction
In addition to the City's role in providing support to the community, as an organization, it
must prepare itself to ensure that it can remain in operation during a community
emergency and then restore itself and services to pre-emergency conditions. Through
its business continuity and recovery actions, the City must ensure that it is able to:
• maintain its workforce in terms of sufficient staff availability
• health and safety of the employees
• provide sufficient physical and financial resources
• ensure communications/data infrastructure remains operational
This Section shall provide some basic guidelines to follow while ensuring the continuity
of City operations.
Human Resources
The availability of adequate numbers of human resources ranks very high in priority in
terms of maintaining continuity of operations for the City. In summary, without its staff,
the City of Pickering will not be able to adequately provide its essential emergency
related services or its reduced routine services that may be offered during a community
emergency. As earlier noted, the Division Head, Human Resources assumes a support
role to the MECG to oversee the Human Resources functions.
Communications/Data Resources
The maintenance of the City's communications and data resources such as the
telephone and computer systems is vitally important. Retaining the use of the.primary
systems is essential for emergency management functions and the continuation of
normal City services, even under conditions where some elimination of normal services
occurs. The Manager, Information Technology assumes a role on the MECG, and is
responsible to ensure that the primary and secondary systems and services are
maintained during a community emergency (see Checklist of Duties and
Responsibilities).
Section 14
Corporate Continuity of Operations and Recovery Page 39 of 43
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Facilities
During a community emergency, City facilities will require special attention due to the
limitation of some services and the closure of some buildings. Meanwhile, the
maintenance and ongoing operation of other facilities will require more effort. During a
power failure, the standby electrical generators will need to be supervised and their fuel
supplies maintained. The City facilities that remain open for other use will also require
ongoing maintenance and in some cases special set-up arrangements to ready them for
use during a community emergency.
Financial Resources
During a community emergency some high level decisions and subsequent actions will
be required to ensure that financial matters are being dealt with in an effective and
efficient manner. The availability of operating funds and other financial functions such
as accounting and supply/services is important to ensure that adequate resources are
acquired to manage and respond to the emergency and for the purpose of maintaining
accurate records of the transactions. Payroll is another example of a service that will
need to be addressed as part of managing the financial issues during a community
emergency.
Ongoing Essential Services
During a community emergency a decision will need to be made by the MECG on the
continuation of non-essential services such as recreation programs, planning/building,
or library services, etc. The continuation and even enhancement of essential services
must be a high priority for the MECG. Fire Services and municipal roads maintenance
are two matters that must be considered primary services that require continuation and
specific actions that will be overseen by the MECG to ensure continuity of services to
the community.
Corporate Recovery
In addition to overseeing community recovery efforts, the City will need to address its
own recovery from the emergency to restore its losses and resume the provision of
normal services. Based on the type of event and its magnitude, the MECG should
develop a recovery action plan to direct the actions of restoring normal City business.
Section 14
Corporate Continuity of Operations and Recovery Page 40 of 43
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Section 15
Emergency Financial Management
Introduction •
During a community emergency, the acquisition of resources and services may be
required in large quantities and within short periods of time. Therefore, arrangements
may be necessary for the expenditures of large sums of money under circumstances
that normal corporate supply and service procedures do not appropriately address.
This Section is intended to briefly outline how financial management should be
conducted during a community emergency.
The MECG is tasked with sourcing resources that will support the work that is being
conducted by the emergency responders and other staff who are minimizing the
impacts of the emergency and subsequently working to restore the community to its
normal state as part of the Recovery Operations.
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Section 15
Emergency Financial Management Page 41 of 43
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Appendix A • -
Plan Distribution
Recipient Plan Type Copies
Pickering Public Library Printed 2
Durham Region Emergency Medical Service Emailed PDF 1
Durham Emergency Management Office Emailed PDF 1
Municipal Emergency Control Group Emailed PDF 13
Municipal Emergency Operations Centre Printed 1
Alternate Municipal Emergency Operations Centre Printed 1
Veridian Connections Emailed PDF 1
Oshawa Central Ambulance Communications Centre Emailed PDF 1
Red Cross — Ontario Regional Office Emailed PDF 1
Town of Ajax -- CEMC Emailed PDF 1
Durham Regional Police Service — Emerg. Plan. Officer Emailed PDF 1
Emergency Management Ontario — GTA Field Officer Emailed PDF 1
City of Pickering — Internet and Intranet PDF 2
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Appendix A
Plan Distribution Page 42 of 43
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Appendix B
Record of Amendments
Date Section/Page Item Summary of Changes Approval
Appendix B
Record of Amendments Page 43 of 43
ATTACHMENT REPORT
The Corporation of the City of Pickering
By-law No. 40.4, 141p
Being a by-law to establish a
Community Emergency Management Program
for protecting property, the environment
and the health, safety and welfare of the
Inhabitants of the City of Pickering.
Whereas pursuant to Subsection 2.1 (1) of the Emergency Management and Civil
Protection Act, RS.O. 1990, Chapter E. 9, (the " Act") every municipality shall develop
and implement an emergency management program and the council of the municipality
shall by by-law adopt the emergency management program; and
Whereas pursuant to Subsection 2.1 (2) of the Act, the emergency management
program shall consist of, (a) an emergency plan; ( b) training programs and exercises
for employees of the municipality and other persons with respect to provisions
necessary services and procedures to be followed in emergency response and recovery
activities; (c) public education on risks to public safety and on public preparedness for
emergencies; and (d) any other elements required by the standards for emergency
management programs set under Section 14 of the Act; and
Whereas pursuant to Section 11 of Ontario Regulation 380/04 every municipality shall
have an emergency management program committee to provide advice on matters
related to the program.
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
1. This By-law may be cited as the "Community Emergency Management By-law."
2. The City of Pickering Community Emergency Management Program, dated
September 1, 2015 is adopted.
3. The City of Pickering Community Emergency Management Plan, dated
September 1, 2015, is adopted.
4. The Mayor is authorized to declare an emergency and implement the Community
Emergency Management Plan.
5. The appointed officials identified in the Community Emergency Management
Plan and supporting plans are authorized to cause an emergency alert to be
issued to members of the Municipal Emergency Control Group and to take action
By-law No ATTACHMENT#3 TO REPORT Page 2
under the Community Emergency Management Plan where a community
emergency or major crisis exists, but has not yet been declared to exist.
6. This By-law, in accordance with prevailing Legislation, designates all City
employees as emergency workers in the event a community emergency is
declared, and therefore all employees may be called out and assigned
responsibilities to assist in the implementation of the Community Emergency
Management Plan.
7. The Chief Administrative Officer is authorized to approve minor changes to the
Community Emergency Management Program, including all of its components,
and the Community Emergency Management Plan as required.
8. The Chief Administrative Officer is authorized to establish a Community
Emergency Management Program Committee.
9. By-law Number 6719/07 is repealed.
10. The provisions of this By-law shall come into effect on the date of its passing.
By-law passed this day of September, 2015.
David Ryan, Mayor
Debbie Shields, City Clerk