HomeMy WebLinkAboutFIR 01-18DICKERING
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Report to
Executive Committee
Report Number: FIR 01-18
Date: May 7, 2018
From: John Hagg
Fire Chief
Subject: Revisions to the Community Emergency Response Plan
- File: A-1440
Recommendation:
1. That Report FIR 01-18 of the Fire Chief be received;
2. That the Mayor and Council hereby appoint Fire Chief John Hagg, Community Emergency
Management Coordinator (CEMC) as Chair of the Community Emergency Management
Program Committee;
3. That the Mayor and Council hereby appoint the municipal positions of Chief Administrative
Officer, Director, City Development & Chief Building Official, Director, Community Services,
Director, Corporate Services & City Solicitor, Director, Engineering Services, Director,
Finance & Treasurer, Fire Chief/CEMC, City Clerk and any alternate CEMC(s) to the
Community Emergency Management Program Committee;
4. That Council approve the attached draft Community Emergency Management Plan that
includes the changes above and other minor housekeeping amendments;
5. That By-law 7440/15 be repealed in its entirety and that the attached draft By-law be
enacted.
Executive Summary: The purpose of the changes indicated within this Report is to align our
Community Emergency Management Program (CEMP) with the Emergency Management and
Civil Protection Act (EMCPA) and its supporting regulations.
The EMCPA and its supporting Regulation 380/04 (0 Reg 380/04) provide a number of
requirements for municipalities. One of the requirements contained within the regulations is that
every municipality is required to have a Community Emergency Management Program Committee
(CEMPC) that is appointed by Council.
The CEMPC's objectives are to review the City of Pickering Community Emergency Management
Program and Plan, provide recommendations for revisions and to advise Council on the municipal
emergency management program.
Financial Implications: There are no direct financial implications arising from this Report.
FIR 01-18 May 7, 2018
Subject: Revisions to the Community Emergency Response Plan Page 2
Discussion: The purpose of the changes indicated within this Report is to align our CEMP with
the Emergency Management and Civil Protection Act (EMCPA) and its supporting regulations and
ensure that we continue to achieve annual compliance with the EMCPA and its supporting
Regulation 380/04 (0 Reg 380/04).
The EMCPA and its supporting Regulation 380/04 (0 Reg 380/04) provide a number of
requirements for both ministries and municipalities.
The 0 -Reg 380/04 states:
Emergency Management Program Committee
11. (1) Every municipality shall have an emergency management program committee.
(2) The committee shall be composed of,
(a) the municipality's emergency management program coordinator;
(b) a senior municipal official appointed by the council;
(c) such members of the council, as may be appointed by the council;
(d) such municipal employees who are responsible for emergency management functions,
as may be appointed by the council; and
(e) such other persons as may be appointed by the council.
(3) The persons appointed under clause (2) (e) may only be,
(a) officials or employees of any level of government who are involved in emergency
management;
(b) representatives of organizations outside government who are involved in emergency
management; or
(c) persons representing industries that may be involved in emergency management.
(4) The council shall appoint one of the members of the committee to be the chair of the
committee.
(5) The committee shall advise the council on the development and implementation of the
municipality's emergency management program.
(6) The committee shall conduct an annual review of the municipality's emergency
management program and shall make recommendations to the council for its revision if
necessary.
CORP0227-07/01 revised
FIR 01-18 May 7, 2018
Subject: Revisions to the Community Emergency Response Plan Page 3
While the City of Pickering has always maintained a CEMPC, it was not indicated clearly in our
By-law or Plan that the CEMPC or its chair were appointed by Council.
In 2017, the Office of the Ontario Fire Marshall and Emergency Management (OFMEM) advised
the CEMC's across Ontario that it would begin to enforce regulation 380/04. This regulation states
that all municipal community emergency management plans must clearly indicate that each
member of the CEMPC and the Chair are to be appointed by Council.
The changes have now been reflected in the draft Community Emergency Management Plan (see
attached) and in attached revised draft by-law.
Other minor housekeeping amendments are related to position title changes amongst City staff
that have roles within the CEMP.
Attachments:
1. Emergency Response Plan Draft By-law.
2. Updated Draft of the City of Pickering Community Emergency Response Plan
Prepared By:
///
✓.E
Steve Boyd
Deputy Fire Chief
SB:jm
Approved/Endorsed By:
John Hagg
Fire Chief
Recommended for the consideration
of Pickering City Council
Tony Prevedel, P,Eng.
Chief Administrative Officer
ze Zola
CORP0227-07/O1 revised
Attachment # 1 to Report # FIR 01-18
The Corporation of the City of Pickering
By-law No. XXXX/18
1 of 5
Being a by-law to adopt a Community Emergency
Management Program (CEMP) and Emergency
Response Plan and to meet other Requirements under
the Emergency Management and Civil Protection Act,
and protect the health, safety, and welfare of the
Inhabitants of the City of Pickering.
Whereas under the Emergency Management and Civil Protection Act, R.S.O. 1990,
c. E.9 and Ontario Regulation 380/04 (the "Act") every municipality in the province is
required to:
1. Develop and implement a Community Emergency Management Program (CEMP),
which shall consist of:
• An emergency plan;
• Training programs and exercises for employees of the municipality and other
persons with respect to the provision of necessary services and the procedures
to be followed in emergency response and recovery activities;
• Public education on risks to public safety and on public preparedness for
emergencies; and
• Any other elements required by the standards for emergency management set
under the Act or by Emergency Management Ontario;
2. Designate an employee of the municipality or a member of the council as its
community emergency management program coordinator;
3. Establish an emergency management program committee;
4. Establish an emergency control group;
5. Establish an emergency operations centre to be used by the municipal emergency
control group in an emergency; and
6. Designate an employee of the municipality as its emergency information officer;
Whereas it is prudent that the community emergency management program developed
under the Act be in accordance with international best practices, including the five core
components of emergency management; prevention, mitigation, preparedness,
response and recovery;
Attachment # 1 to Report # FIR 01-18
2 of 5
By-law No. XXXX/18 Page 2
And whereas the purpose of such a program is to help protect public safety, public
health, the environment, critical infrastructure and property during an emergency and to
promote economic stability and a disaster resilient community;
Now therefore the Council of the Corporation of the City of Pickering hereby enacts as
follows:
Community Emergency Management Program
1. A -Community Emergency Management Program (CEMP) for the municipality will
be developed and reviewed annually by the Community Emergency Management
Program Committee (CEMPC). The program will be consistent with and in
accordance with the Act and international best practices including the five core
components of emergency management, namely: prevention, mitigation,
preparedness, response and recovery, and such program shall include:
a. training programs and exercises for employees of the municipality and other
persons with respect to the provision of necessary services and the
procedures to be followed in emergency response and recovery activities;
b. public education on risks to public safety and on public preparedness for
emergencies; and
c. any other elements required by the standards for emergency management
set under the Act or by Emergency Management Ontario.
2. The CEMP shall be consistent with the objectives of protecting public safety,
public health, the environment, critical infrastructure and property, and to promote
economic stability and a disaster -resilient community.
Emergency Response Plan
1. The Emergency Response Plan, which has been developed in accordance with
the requirements of the Act and international best practices, and which is attached
hereto as Schedule A is hereby adopted (the "Plan").
2. The Plan shall be reviewed annually by the Community Emergency Management
Coordinator (CEMC) and the City's Community Emergency Management Program
Committee, The CEMC is authorized to make such administrative changes to the
Plan as appropriate to keep the Plan current, such as personnel, organizational
and contact information updates. Any significant revision to the body of the Plan
shall be presented to Council for approval.
3. When an emergency exists but has not yet been declared to exist, City employees
and the Emergency Control Group may take such action under the Plan as may
be required to protect property and the health, safety and welfare of the
inhabitants of the City.
Attachment # 1 to Report # FIR 01-18 3 of 5
By-law No. XXXX/18 Page 3
Community Emergency Management Coordinator
1. The Fire Chief, is hereby appointed as the primary community emergency
management coordinator (the "CEMC") responsible for the emergency
management program for the City including maintenance of the Plan, training,
exercises, public education and such other duties and responsibilities as outlined
in the Act.
2. The Deputy Fire Chief(s), are hereby appointed as alternate CEMCs to act in
place of the primary CEMC in his/her absence.
Community Emergency Management Program Committee (CEMPC)
1. The Fire Chief is hereby appointed as chair of the Community Emergency
Management Program Committee.
2. The persons from time to time holding the following positions in the municipality,
or their designates, shall be members of the Community Emergency Management
Program Committee:
a. Chief Administrative Officer (CAO)
b. CEMC and Alternates CEMCs
c. Director,'City Development & Chief Building Official (CBO)
d. Director, Community Services
e. Director, Corporate Services & City Solicitor
f. Director, Engineering Services
g. Director, Finance & Treasurer
h. Fire Chief
3. The Community Emergency Management Program Committee shall advise
Council on the development and implementation of the City's Emergency
Management Program and shall review the program annually.
Municipal Emergency Control Group (MECG)
The persons from time to time holding the following positions in the municipality, or their
designates, shall be members of the Emergency Control Group (ECG):
1. Head of Council — Mayor
2. MECG Manager — Chief Administrative Officer
3. MECG Advisor — Fire Chief
Attachment # 1 to Report # FIR 01-18 4 of 5
By-law No. XXXX/18 Page 4
Municipal Emergency Control Group (MECG) Composition (continued)
4. Emergency Information Officer (Designated EIO) — Coordinator, Corporate
Communications & Community Engagement
5. Fire Services Officer — Deputy Fire Chief
6. IT Officer — Manager, Information Technology
7. Community Services & Facilities Officer— Director, Community Services
8. Operations Officer — Director, Engineering Services
9. Finance Officer — Director, Finance & Treasurer
10. Legal Officer — Director, Corporate Services & City Solicitor
11. Administrative Support Coordinator — Supervisor, Administrative Services
12. Administrative Support — Administrative Assistants
13. Durham Emergency Management Office (DEMO) — Director of Emergency
Management
14. Police Services Officer — DRPS Ajax, Pickering Inspector
15. Region of Durham Paramedic Service
16. Transit Officer - Durham Region Transit -Durham West Ops. MGR.
Emergency Operations Centre (EOC)
The Emergency Control Group has established a primary and an alternate Emergency
Operations Centre for use in an emergency and with the appropriate technological and
telecommunications systems to ensure effective communication in an emergency. The
locations of the Emergency Operations Centres are identified in an annex to the Plan.
Emergency Information Officer (EIO)
The City's Coordinator, Corporate Communications & Community Engagement is
hereby appointed as the Emergency Information Officer for the municipality to act as the
primary media and public contact for the municipality in an emergency. It is important to
note that the Corporate Communications Manager is designated as the Emergency
Information Officer. The ElOwill control all communications, press releases issued, and
social media messaging. However, the Mayor or his designate will conduct press
conferences and briefings.
Administration
1. The Plan shall be made available to the public for inspection on the City website
and for copying at City Hall, One the Esplanade, Pickering, Ontario during regular
business hours.
2. The Plan, or any amendments to the Plan, shall be submitted to the Chief,
Emergency Management Ontario identified in the Act.
Attachment # 1 to Report # FIR 01-18 5 of 5
By-law No. XXXX/18 Page 5
3. By-law 7440/15 is hereby repealed.
4. The provisions of this By-law shall come in to effect on the date of its passing.
By-law passed this XX day of XXXX, 2018.
David Ryan, Mayor
Debbie Shields, City Clerk
Attachment # 2 to Report # FIR 01-18 1 of 47
CGS
DICKERING
Community Emergency Management Plan
Revised: September 21, 2015 (approved By-law 7440/15)
Revised: April 17, 2018 (approved By-law XXXX/18)
Attachment # 2 to Report # FIR 01-18 2 of 47
Table of Contents Page
Section 1 4
Executive Summary 4
Section 2 8
Plan Development Administration 8
Section 3 12
Municipal Emergency Control Group (MECG) 12
Section 4 15
Emergency Levels, Notification Procedure, Plan Activation 15
Section 5 18
Municipal Emergency Operations Centre (MEOC) 18
Section 6 20
Declaration and Termination of an Emergency 20
Section 7 22
Incident Management System (IMS) 22
Section 8 28
Emergency Information Management 28
Section 9 30
Nuclear Emergency Management 30
Section 10 33
Human Resource Management 33
Section 11 36
Emergency Management and Other Organizations 36
Section 12 39
Evacuation and Transit 39
Section 13 41
Recovery Operations 41
Section 14 43
Business Continuity and Recovery 43
Section 15 45
Emergency Financial Management 45
Appendix A 46
Attachment # 2 to Report # FIR 01-18 3 of 47
Plan Distribution 46
Appendix B 47
Record of Amendments 47
Attachment # 2 to Report # FIR 01-18 4 of 47
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 4 of 47
Attachment # 2 to Report # FIR 01-18 5 of 47
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 is 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 5 of 47
Attachment # 2 to Report # FIR 01-18 6 of 47
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 6 of 47
Attachment # 2 to Report # FIR 01-18 7 of 47
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 7440/15 as
required by the Emergency Management and Civil Protection Act.
Section 1
Executive Summary Page 7 of 47
Attachment # 2 to Report # FIR 01-18 8 of 47
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 8 of 47
Attachment # 2 to Report # F 1 R 91-18 9 of 47
Hazard Identification and Risk analysis (continued)
Therefore, from a risk management perspective using NIRA, a nuclear emergency is
specifically addressed by supporting pians (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
Community Emergency Management
Coordinator
Community Emergency Management
Program Committee
Council
Approve minor changes to the plan
Maintain the plan
Review and recommend amendments to
the plan
Approve the Plan and major amendments
Community Emergency Management Program (CEMP)
The CEMP and its chair are appointed by Council.
Section 2
Plan Development Administration Page 9 of 47
Attachment # 2 to Report # FIR 01-18 10 of 47
The CEMP consists of the following staff:
1. Chief Administrative Officer (CAO)
2. CEMC and Alternates CEMCs
3. Director, City Development & Chief Building Official (CBO)
4. Director, Community Services
5. Director, Corporate Services & City Solicitor
6. Director, Engineering Services
7. Director, Finance &Treasurer
8. Fire Chief
9. Any Alternate CEMCs to the Emergency Management Program Committee
The committee is chaired by the Community Emergency Management Coordinator
(CEMC) and the role of the CEMP is to review the community and emergency
management plan and program according to a preparedness cycle that includes four
phases: Plan, Operate, Evaluate, and Corrective Action. Participation of the Pickering
Community 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.
Conduct Training
Planl
Analysis
Assessment
Audit
Corrective Action
Track
Assign Actions
Review Plans
Plan Again
Conduct Training
Evaluate
Plans
Procedures
Policies
Conduct Training
Operate
Exercise
Lessons
Leamed
Real World
Response
Conduct Training
After Action
Reports
Section 2
Plan Development Administration Page 10 of 47
Attachment # 2 to Report # FIR 01-18 11 of 47
Plan Maintenance (continued)
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 CMI 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 Municipal Emergency Operations Centre (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 A for the Distribution List.
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 11 of 47
Attachment # 2 to Report # FIR 01-18 12 of 47
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
Provincial Emergency Operations Centre (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.
It is important to note that the Corporate Communications Manager is designated as the
Emergency Information Officer (EIO). The EIO will control all communications, press
releases issued, and social media messaging. However, the Mayor or his designate will
conduct press conferences and briefings.
1. Head of Council — Mayor
2. MECG Manager — Chief Administrative Officer
3. MECG Advisor — Fire Chief
4. Emergency Information Officer (Designated EIO) — Coordinator, Corporate
Communications & Community Engagement
Section 3
Municipal Emergency Control Group (MECG) Page 12 of 47
Attachment # 2 to Report # FIR 01-18 13 of 47
Municipal Emergency Control Group (MECG) Composition (continued)
5. Fire Services Officer — Deputy Fire Chief
6. IT Officer — Manager, Information Technology
7. Community Services & Facilities Officer— Director, Community Services
8. Operations Officer — Director, Engineering Services
9. Finance Officer — Director, Finance & Treasurer
10. Legal Officer - Director, Corporate Services & City Solicitor
11. Administrative Support Coordinator — Supervisor, Administrative Services
12. Administrative Support — Administrative Assistants
13. Durham Emergency Management Office (DEMO) — Director of Emergency
Management
14. Police Services Officer — DRPS Ajax, Pickering Inspector
15. Region of Durham Paramedic Service
16. Transit Officer — Durham Region Transit -Durham West Ops. MGR.
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.
Section 3
Municipal Emergency Control Group (MECG) Page 13 of 47
Attachment # 2 to Report # FIR 01-18 14 of 47
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 14 of 47
Attachment # 2 to Report # FIR 01-18 15 of 47
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
Implications
On -Call Senior Officer
(OSO) Support
EOC
Notification
Level 0
Normal
• Business as usual
• Normal operations
• Business as usual
• Normal operations
• Operationally
ready
• No notification
required
Level 1
Incident
• Site: Managed by
Emergency
Services/Divisions
• OSO support available
24/7
• Operationally
ready
• No notification
required
Level 2
Municipal
Advisory
Event
&
Significant
Event
• Site: Managed by
Emergency
Services/Divisions
• Site: Site Incidentmonitor
Commander may
request support frominitiate
OSO
• Site: May request
the activation of the
EOC
• EOC: May be
activated
At the Request of the
Site Incident
Commander
OSO has the ability to:
• facilitate access to City
Divisions/External
Agencies and/or
• facilitate integration of
City Divisions/External
Agencies into IMS
structure and/or
• Attend Site as a Liaison
Officer
• Operationally
ready
• OSO may
• OSO may
Primary
Notification
• EOC may be
activated
Primary
Notification:
• MECG Manager
and Alternate
• Head of Council,
and Deputy Mayor
MECG Advisor,
Alternate MECG
Advisor and Fire
Services Officer
Primary Notification
Group may
determine to activate
Secondary
Notification
Level 3
Municipal Emergency&
Regional
Emergency
• EOC: Is activated
Emergency poses a
danger of major
proportions to life
and property, and/or
threatens social
order and ability to
govern, and/or a
declaration of an
emergency by
another level of
government.
OSO may remain on
scene as Emergency Site
Manager.
• EOC activated
Primary
Notification:
• MECG Manager
and Alternate
• Head of Council,
and Deputy Mayor
• MECG Advisor,
Alternate MECG
Advisor and Fire
Services Officer
• Primary
Notification Group
will activate
Secondary
Notification
Section 4
Emergency Classifications, Notification Procedure & Plan Activation Page 15 of 47
Attachment # 2 to Report # FIR 01-18 16 of 47
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 16 of 47
Attachment # 2 to Report # FIR 01-18 17 of 47
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 17 of 47
Attachment # 2 to Report # FIR 01-18 18 of 47
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 18 of 47
Attachment # 2 to Report # FIR 01-18 19 of 47
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 19 of 47
Attachment # 2 to Report # FIR 01-18 20 of 47
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 20 of 47
Attachment # 2 to Report # FIR 01-18 21 of 47
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 21 of 47
Attachment # 2 to Report # FIR 01-18 22 of 47
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 22 of 47
Attachment # 2 to Report # FIR 01-18 23 of 47
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.
Command
Operations
Planning
Logistics
Health & Safety
Liaison
Emergency &
Information
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 23 of 47
Attachment # 2 to Report # FIR 01-18 24 of 47
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 wilt 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 24 of 47
Attachment # 2 to Report # FIR 01-18 25 of 47
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 25 of 47
Attachment # 2 to Report # FIR 01-18 26 of 47
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.
Wind — shall always be referred to by the following three parameters:
i. The direction in degrees the wind is blowing from.
ii. The direction in degrees the wind is blowing to.
iii. 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 26 of 47
Attachment # 2 to Report # FIR 01-18 27 of 47
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 27 of 47
Attachment # 2 to Report # FIR 01-18 28 of 47
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 28 of 47
Attachment # 2 to Report # FIR 01-18 29 of 47
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's 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 Targe 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 BO 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 29 of 47
Attachment # 2 to Report # FIR 01-18 30 of 47
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 tum
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 30 of 47
Attachment # 2 to Report # FIR 01-18 31 of 47
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 31 of 47
Attachment # 2 to Report # FIR 01-18 32 of 47
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 32 of 47
Attachment # 2 to Report # FIR 01-18 33 of 47
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 33 of 47
Attachment # 2 to Report # FIR 01-18 34 of 47
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 34 of 47
Attachment # 2 to Report # FIR 01-18 35 of 47
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.
Section 10
Human Resource Management Page 35 of 47
Attachment # 2 to Report # FIR 01-18 36 of 47
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 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 36 of 47
Attachment # 2 to Report # FIR 01-18 37 of 47
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 Tess 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 37 of 47
Attachment # 2 to Report # FIR 01-18 38 of 47
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 (Veridian), etc.
Section 11
Emergency Management and Other Organizations Page 38 of 47
Attachment # 2 to Report # FIR 01-18 39 of 47
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 39 of 47
Attachment # 2 to Report # FIR 01-18 40 of 47
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 40 of 47
Attachment # 2 to Report # FIR 01-18 41 of 47
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 41 of 47
Attachment # 2 to Report # FIR 01-18 42 of 47
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.
Section 13
Recovery Operations Page 42 of 47
Attachment # 2 to Report # FIR 01-18 43 of 47
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 43 of 47
Attachment # 2 to Report # FIR 01-18 44 of 47
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 44 of 47
Attachment # 2 to Report # FIR 01-18 45 of 47
Section 15
Emergency Financial Management
Introduction
During a community emergency, the acquisition of resources and services may be
required in Targe quantities and within short periods of time. Therefore, arrangements
may be necessary for the expenditures of Targe 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.
Section 15
Corporate Continuity of Operations and Recovery Page 45 of 47
Attachment # 2 to Report # FIR 01-18 46 of 47
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 — Emu. Plan_ Officer
Emailed PDF
1
Emergency Management Ontario — GTA Field Officer
Emailed PDF
1
City of Pickering — Internet and Intranet
PDF
2
Appendix A
Corporate Continuity of Operations and Recovery Page 46 of 47
Attachment # 2 to Report # FIR 01-18 47 of 47
Appendix B
Record of Amendments
'1
Date
Section/Page
Item
Summary of Changes
Approval
Appendix B
Record of Amendments
Page 47 of 47