HomeMy WebLinkAboutOES 03-07
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REPORT TO
EXECUTIVE COMMITTEE
Report Number: OES 03-07
Date: January 8, 2007
From:
Everett Buntsma
Director, Operations & Emergency Services
Subject:
Community Emergency Management Program
- New Bylaw, Program Description, and Plan
- File: A-2130-001
Recommendation:
1. That Report OES 03-07 of the Director, Operations & Emergency Services
regarding the Community Emergency Management Program be received;
2. That Bylaw # 5468/99 be rescinded; and
3. That the Community Emergency Management Program By-law be approved.
Executive Summary:
In 2003 the Provincial Government amended its emergency management legislation to
officially begin a new process of ensuring that Ontario communities are "disaster
resilient." The changes now require municipalities and provincial agencies to have
emergency management programs. Included in the definition of programs is the
requirement for emergency plans and other maters such as staff education and training,
public awareness and education, emergency information management systems, etc.
During the past three years, City staff has worked toward creating the necessary
documentation to ensure that Pickering is able to meet those requirements and ready
itself for any type of major crisis or emergency via the proposed new By-law,
Community Emergency Management Program, and Community Emergency
Management Plan.
Financial Implications:
Funding for the Community Emergency Management Program is contained in the
Current and Capital Budgets within the Operations & Emergency Services Department.
The 2006 approved Current Budget was $182,906 and $3,450 was allocated for capital
expenditures. Ontario Power Generation contributes $75,000 per year as contribution
in accordance with the 2005 - 2007 City/OPG Memorandum of Understanding on Fire
Protection and Community Emergency Management to co-finance the salary and
benefits of the Community Emergency Management Coordinator.
Report DES 03-07
Date: January 8, 2007
Subject: Community Emergency Management Program
Page 2
08:)
The 2007 Budget is being written to also include funding from the Federal Government's
Joint Emergency Preparedness Plan (JEEP) and a donation from a major utility that has
resource in Pickering. The proposal is to acquire some communications equipment that
will be used during community emergencies.
Sustainability Implications:
The Community Emergency Management Program is very consistent with the principles
of sustainability. Establishing and maintaining an emergency management program
and its various components is done so for the primary purpose of ensuring the
protection of people, property, economic stability, and the environment. Thus, all three
areas of focus that are found in Sustainability Pickering are addressed by implementing
the Community Emergency Management Program.
Background:
The Ontario Emergency Management and Civil Protect Act as amended in 2003, which
made it mandatory to for municipalities to adopt an emergency management program
by by-law. In December 2004 the Province issued a Regulation under the Act that
further described the requirements for a program. Contained in the definition of a
Program was a requirement to maintain a current emergency plan to govern large-scale
emergencies that are known as community emergencies.
The proposed Pickering Community Emer~lency Management By-law was developed to
replace the existing Pickering Emergency Bylaw #5468/99, which is now out of date in
terms of meeting current approaches to community emergency management. As
required under the new legislation and to fulfill the proposed By-law's requirements, the
Community Emergency Management Program and Community Emergency
Management Plan were written to provide specific direction to the City with its efforts to
be prepared fqr major crises and emergencies.
The principle change in emergency management approaches for Ontario consists of
moving to a "program approach" for the provision of emergency management.
Previously, the provincial government and most Ontario municipalities relied almost
solely on just having an emergency plan in place with few other actions to ready
themselves for major crises and disasters. The Ontario government's new scheme for
emergency management consists of considerable more actions and components in the
establishment of emergency management programs. The new approach is based on
international recognized practices for emergency management, which is now well
documented via written standards and usal~e around the world. Along with establishing
these new requirements for municipalities, the Province has also mandated its own
ministries and agencies to develop and maintain detailed emergency management
programs in an effort to ensure that the Province has "disaster resilient communities."
Report OES 03-07
Date: January 8, 2007
se~!ffit: Community Emergency Management Program
Page 3
The new Pickering Community Emergency Management Program was developed to be
consistent with the new approaches. The Program Description and Community
Emergency Management Plan were developed during the past two years in consultation
with the Community Emergency Management Program Committee, Regional staff, and
Emergency Management Ontario staff. The following points are intended to overview
the major features of the three attached documents.
NEW BYLAW
. Written in a simpler manner using fewer traditional legal terms and phrases.
. Does not contain the same volume of details as the current Bylaw.
. Serves as enabling legislation to allow the Community Emergency Management
Plan (CEMP), Supporting Plans, and Procedures to govern how community
emergencies are managed.
. Meets Provincial Requirements by adopting CEMP Program and CEM Plan.
. Allows the designation of any employee as an emergency worker.
. Allows the CAO to authorize minor routine changes to the Program and Plan
such as position title changes; major changes will continue to require Council
approval.
. Establlishes the CEMP Committee and allows the CAO to appoint the
membership.
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
. Conforms to Provincial legislative and standards requirements.
. Formally establishes the Program Approach to community emergency
management by addressing matters such a public awareness/education, staff
education/training, the establishment of an advisory committee, and other
program components that are listed in the Program Description.
. Based on National Fire Protection Association (NFPA) 1600, Standard on
Disaster/Emergency Management and Business Continuity Programs so as to
meet internationally recognized emergency management practices.
. Establishes a new structure of emergency management documents - e.g. the
Community Emergency Management Plan is a "master plan" that will be
accompanied by supporting plans, procedures, forms, and other internal and
external documents.
. Program exceeds current provincial regulatory requirements in preparation for
the future and is based on a need to have the most comprehensive and effective
emergency system in place that is commensurate with the hazards that exist in
Pickering.
Report OES 03-07
Date: January 8, 2007
Subject: Community Emergency ManagemHnt Program
Page 4
COMMUNITY EMERGENCY MANAGEMENT PLAN
091
The new Plan includes a series of new and needed sections or changes to appropriately
govern how a community emergency would be governed in Pickering, as described
below:
. More clearly defines how the City would manage a community emergency or.
major crisis,
. Written as a pre-emergency reference document with its greatest value being
experienced during when conducting education and training sessions,
. The Plan references a set of Checklists of Duties and Responsibilities for all of
the Municipal Control Group positions that will replace need for a large binders
and other resource materials on thEl desks at Municipal Emergency Operations
Centre,
. Accessibility issues were incorporatEid to address matters associated with people
who have special needs,
. It begins to incorporate the new Provincial Incident Management System (IMS)
on a phased-in basis that will evolve during the next few years,
. Establishes a new position titled Planning and Logistics Officer as one of the
important first steps toward formally iimplementing IMS,
. Addresses emergency site management issues, which were not included in the
previous plan but greatly needed,
. Written to address the "Human EIEiment" of emergency management such as
personal needs and concerns of emergency managers and responders - e.g.
sustenance, occupational health and safety, stress management, family support,
. Written to include a Chapter and other references on Emergency Information
Management, e.g. information dissemination to the media and public,
establishment of a public inquiry centre,
. The Plan outlines actions in Public Alerting that include but are not limited to the
new siren system,
. Recovery Planning is incorporated for the first time, which is a major phase of
any type of community emergency -- it addresses that matter from the corporate
and community perspectives, including consideration issues associated with
sustainability,
. It conforms to the Region of Durham Plans as required by the Act,
. It begins to address the matter of Continuity of Operations for the City as a
municipal government organization,
. Includes relations and involvement with the business community,
. Includes a new section on Financial Emergency Management,
. Human Resources Management issues are addressed in a new chapter and
various other areas of the Plan,
. Evacuation and Transit information was added to provide an overview of that
subject and references a supporting plan that will be developed later,
Report OES 03-07
Date: January 8, 2007
Subject: Community Emergency Management Program
Page 5
092
. Emergency Animal Services is a very new topic for emergency plans - the Plan
provides an overview and references a supporting plan that will be developed
later, and
. Nuclear Emergency Management information was provided as an overview,
which references the Nuclear Emergency Management Plan, thus avoiding the
redundancies that exist in both of the existing former plans.
Attachments:
1. Community Emergency Management By-law
2. Pickering Community Emergency Management Program Description, dated
December 13, 2006
3. Pickering Community Emergency Management Plan, dated December 13, 2006
Prepared By:
Everett nts
Director, Operations & Emergency Services
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A.L. (Joe) Hunwick~
Community Emerg'ency Management
Coordinator
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Attachments
Copy: Chief Administrative Officer
Recommended for the consideration of
Pickering City Council '\ \. j/
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THE CORPORATION OF THE CITY OF PICKERING
093
BY-LAVV NO. XXXX
Being a by-law to establish a Community
Emergency Management Program for
protecting property, the environment and the
health, safety and welfare of the inhabitants of
the City of Pickering.
WHEREAS pursuant to Subsection 2.1 (1) of the Emergency Management and Civil
Protection Act, R.S.O. 1990, Chapter E.B, (the "Act") every municipality shall develop
and implement an emergency management program and the council of the municipality
shall by by-law adopt the emergency management program;
AND WHEREAS pursuant to Subsection 2.1 (2) of the Act, the emergency management
program shall consist of, (a) an emergency plan; (b) training programs and exercises for
employees of the municipality and other person with respect to provisions necessary
services and procedures to be followed in e~mergency response and recovery activities; (c)
public education on risks to public safety and on public preparedness for emergencies;
and (d) any other elements required by the standards for emergency management
programs set under Section 14 of the Act. .
AND WHEREAS pursuant to Subsection 3 (1) of the Act every municipality shall formulate
an emergency plan governing the provision of necessary services during an emergency
and the procedures under and the manner in which employees of the municipality and
other persons will respond to the emergency and the council of the municipality shall by
by-law adopt the emergency plan.
AND WHEREAS pursuant to Section 11 of Ontario Regulation 380104 every municipality
shall have an emergency management pro!gram committee to advice on matters related to
the program.
NOW THEREFORE THE COUNCil OF THE CORPORATION OF THE CITY OF
PICKERING HEREBY ENACTS AS FOllOWS:
1. This By-law may be cited as the "Community Emergency Management By-law."
2. The City of Pickering Community Emergency Management Program, dated
December 13, 2006 is adopted.
3. The City of Pickering Community Emergency Management Plan, dated December
13,2006, is adopted.
Page 1 of 2
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4. The Mayor or Acting Mayor is authorized to declare an emergency and implement
the Community Emergency Management Plan.
5. The appointed officials identified in the Community Emergency Management Plan
and supporting plans are authorized to cause an emergency alert to be issued to
members of the Municipal Emergency Control Group and to take action under the
Community Emergency Management Plan where a community emergency or major
crisis exists, but has not yet been declared to exist.
6. This Bylaw, in accordance with prevailing legislation, designates all City employees
as emergency works in the event a community emergency is declared and
therefore all employees may be called out and assigned responsibilities to assist in
the implementation of the Community Emergency Management Plan.
7. The Chief Administrative Officer is authorized to approve minor changes to the
Community Emergency Management Program, including all of its components, and
the Community Emergency Management Plan as required.
8. The Chief Administrative Officer is authorized to establish a Community Emergency
Management Program Committee consisting of representatives from each
Department, Division, external agencies, organizations, and citizens at-large as
deemed appropriate.
9. By-law Number #5468/99 is repealed.
10. The provisions of this By-law shall come into force and effect upon final passage
thereof.
BY-LAW read a first, second and third time and finally passed this ?? day of ?????,
2007.
David Ryan, Mayor
Debi Bentley, City Clerk
Page 2 of2
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COMMUNITY EMERGENCY MANAGEMENT PROGRAM
PROGRAM DESCRIPTION
Revised: December 13, 2006
I
CITY OF PICKERING
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
o ~~OGRAM DESCRIPTION REVISED: December 13, 2006
,{\:rTACH(yIENT#~,".." TOREPORTt,tC,e:S. ,03-07
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TABLE OF CONTENTS
ITEM
PAGE
Introduction............................................................................................................... 3
Emergency Management Phases............................................................................ 4
Community Emergencies and Crises................................ ....................................... 5
Overview of Program Components ..........................................................................6
Community Emergency Management By-law....... ........... .................... ........ ......8
Community Emergency Management Coordinator............................................ 8
Community Emergency Management Program Committee ...............................8
Community Emergency Management Plan........................................................ 9
Community Emergency Management Supporting Plans .................................... 9
Community Emergency Management Procedures ...........................................1 0
Other Supporting External and Internal plans, documents, lists, etc. ...............10
Budget.............................................................................................................. 11
Municipal Emergency Operations Centre (and Alternate MEOC) ....................11
Municipal Emergency Control Group (MECG) .................................................11
MECG Education and Training......................................................................... 14
Cooperation and Sharing with Other Parties ....................................................14
Public Awareness, Education, and Preparedness............ ......... ........ ............... 15
Projects and Actions......................................................................................... 15
Emergency Response Capability..................................................................... 15
Annual Program Review and Report................................................................ 15
Framework For Community Emergency Management Programs ......Appendix A
Emergency Classifications Quick Reference Guide......................... ..Appendix B
Glossary of Terms, Acronyms, and Phrases ..................................... Appendix C
Page 2 of 22
ATTACHMENT#L TO REPORT # (:;F5 03- 0 7
CITY OF PICKERING _..3.-of .3 I
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
097
PROGRAM DESCRIPTION
REVISED: December 13, 2006
INTRODUCTION
Section 2.1 (1) of the Emergency Management and Civil Protection Act states
"Every municipality shall develop and implement an emergency management
program and the council of the municipality shall adopt by by-law the emergency
management program." The Act further requires that an emergency management
program shall consist of the following components:
(a) an emergency plan;
(b) training programs and exercises for employees of the municipality and other
persons with respect to provisions necessary services and procedures to be
followed in emergency response and recovery activities; and
(c) public education on risks to public safety and on public preparedness for
emergencies.
To further describe the components of an emergency management program and
establish additional requirements for municipalities and provincial government
ministries, Ontario Regulation 380/04 was enacted by the Province of Ontario. The
Regulation addressed the concepts of the "Framework For Community Emergency
Management Programs" document as a template for municipalities to use in
developing, implementing, and maintaining their locals programs (a copy of the
Framework document is attached as Appendix A). The Framework was based on
internationally recognized standards of emergency management practises, which
are listed and described under the headilng Emergency Management Phases. It is
also based on NFPA 1600, Standard on Disaster/Emergency Management and
Business Continuity Programs.
The City of Pickering Community Emergency Management Program (CEMP) is
based on the Framework document and includes additional components that are
required to ensure completeness of an effective program in accordance with NFPA
1600, Standard on Disaster/Emergency Management and Business Continuity
Programs. As per Ontario Regulation 380/04, the Pickering CEMP initially fulfilled
all of the necessary requirements of the Essential Level Emergency Management
Program as of December 15, 2004. As required by the Regulation, the City is
maintaining its Essential Level Program on an annual basis. Additionally, the
Pickering Program meets some of the Enhanced and the Comprehensive Program
requirements in preparation for future YBars when those levels will be required by
additional regulations.
Notwithstanding the regulatory requirements, the City of Pickering recognizes the
need for ensuring that community emergency management is well planned for in
advance of any community emergency that could occur so that it would be
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PROGRAM DESCRIPTION
REVISED: December 13, 2006
managed in an efficient and effective manner. In doing so, the City will also be
fulfilling its self-prescribed mandate to responsibly follow the principles of
community sustainability. The City therefore aims to eventually meet, and in some
cases, exceed the provincial requirements in an effort to be a municipal leader in
community emergency management throughout Ontario and Canada while also
holding true to the approaches found in the Sustainable Pickering program.
EMERGENCY MANAGEMENT PHASES
~
PREVENTION & MITIGATION
Eliminating or reducing the degree
of risk to human life, property, the
economy, and the environment
from natural, technological, and
human-caused hazards. Includes
measures like relevant legislation,
codes, urban planning practices,
operational actions, etc.
1
RECOVERY
Restorin~1 critical public
safety systems and
essential services to
minimum operating
levels following a
community emergency.
Includes damage
assessment,
counselling, debris
clearance,
infrastructure renewal,
decontamination, etc.
PREPAREDNESS
Prior to a community
emergency, developing
management and
operational capabilities for
an effective response.
Includes planning,
training, exercises, and
public education, etc.
t
INCIDENT
MANAGEMENTIRESPONSE
Taking immediate action during
and directly after a community
emergency to save lives, minimize
damage to property, and the
environment through an organized
set of actions under the Incident
Management System. Includes
activating emergency management
plans and providing response staff
and resources.
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A"TTACHMENT:tt...D2--- TO REPORT# ()'ES " 03- (.' 7
CITY OF PICKERING _ S~ of _ ~31
COMMUNITY EMERGENCY MANAGE.MENT PROGRAM
09;)
PROGRAM DESCRIPTION
REVISED: December 13, 2006
COMMUNITY EMERGENCY, MAJOR CRISIS, AND
ROUTINE RESPONSE EVENTS
DEFINITION
A community emergency or major crisis is an event that affects a large portion or
an entire community including its peoph3, property, infrastructure, economic
stability, and environment. A routine response is an event that does not impact
the community in a significant manner and is handled by existing response
resources primarily from the City and Region such as emergency medical, fire or
police services. All three categories include events that involve human,
technical, and environmental causes.
EXAMPLES
The following is a list of possible events that evolve into a community emergency
or major crises:
~ Public Health Outbreak
~ Extreme Weather Situation
~ Dangerous Goods Accident Involving Evacuation
~ Major Fire
~ Significant Building Collapse
~ Large Scale Chemical Accident
~ Act of Terrorism
~ Significant Transportation Accident
~ Nuclear Facility Accident or Failure
EVENT CLASSIFICATIONS
Event Classifications and Categories were developed to identify the various
types of situations, their intensities, and the typical management and response
requirements. A Quick Reference Guide was developed primarily for use by the
Page 5 of 22
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COMMUNITY EMERGENCY MANAGEMENT PROGRAM
100
PROGRAM DESCRIPTION
REVISED: December 13, 2006
Chief Administrative Officer and Fire Chief who chooses the notification and/or
response level of members of the Municipal Emergency Control Group (included
as Appendix A). The Guide is an important component of the Municipal
Emergency Control Group Notification Procedure. The Quick Reference Guide
includes a recommended set of notification levels which is intended as a decision
making starting point that can be altered at any time by the CAO or Chief - that
is, they may decide to increase or decrease the level of response to the
Municipal Emergency Operations Centre (MEOC).
PROGRAM COMPONENTS
The Pickering Community Emergency Management Program consists of a set of
components that are intended to establish a system that readies the City for any
type of community emergency or crisis. Some of the components are mandated by
Provincial legislation while others exist as per recommendations found in the NFPA
Standard 1600, which is an international recognized guide for establishing and
maintaining emergency management programs. In addition, the City has chosen a
level of emergency service that it deems appropriate and has therefore included
program features that support its own standard of care.
The next page contains Pickering's Program Components, which are described in
subsequent pages.
Page 6 of 22
ATTACHMENT#-2"w_" TO REPORT#O.ES ().5 -67
CITY OF PICKERING -7 of J I
COMMUNITY EMERGENCY MANAGEMENT PROGRAM 1 01
PROGRAM DESCRIPTION
REVISED: December 13, 2006
OVERVIEW OF PROGRAM COMPONENTS
+
Community Emergency Management By-law
Community Emergency Management Plan
Community Emergency Supporting Plans
Other supporting internal and external plans, procedures, lists, etc.
Program Budget
Community Emergency Management Program Committee
Community Emergency Management Coordinator
Municipal Emergency Operations Centre (MEOC) and the
Alternate MEOC
Municipal Emergency Control Group (MECG), Support and
Technical Staff
Elected Officials and Staff Education and Training
Public Awareness, Education, and Preparedness
Public Alerting System
Cooperation and sharing with other parties (Province, Durham
Region, Town of Ajax, OPG, Ajax Pickering Board of Trade, etc.)
Ongoing Projects and Actions (e.g. Hazard Identification and Risk
Analysis, Infrastructure Vulnerability Assessment)
Emergency Response Capability
Annual Program Review and Report
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Pickering's ability to manage a community emergency
Page 7 of 22
ATTACHMENT#_~._,ro REPORT# OES ~3-"' c7
CITY OF PICKERING 5? .of .....:;;;ll,
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
10';2
PROGRA.M DESCRIPTION REVISED: December 13, 2006
COMMUNITY EMERGENCY MANAGEMENT BY-LAW
The Emergency Management and Civil Protection Act requires municipalities to
enact a by-law to address community management issues including the
establishment of a Community Emergency Management Program. Included as a
component of the Program, must be an emergency plan, which must also be
adopted through a by-law. The City of Pickering Community Emergency
Management By-law Number XXXX adopts the Community Emergency
Management Program and the Community Emergency Management Plan.
By-law Number XXX further mandates the Mayor as Head of Council with authority
to declarE~ emergencies. It enables officials of the City of Pickering to take actions
in the form of community emergency management if conditions warrant such
actions. The by-law also establishes the Community Emergency Management
Committee and empowers the CAO and Committee to make necessary changes to
the Program, Plan, and other Program documents, and it mandates the Community
Emergency Management Coordinator position.
COMMUNITY EMERGENCY MANAGEMENT COORDINATOR
The Community Emergency Management Coordinator (CEMC) position is a
requireml3nt under the Emergency Management Regulation. The CEMC manages
the Community Emergency Management Program as described in the CEMC Job
Description (Appendix B). During a community emergency, the CEMC assumes
- the role of Municipal Emergency Control Group Advisor as a member of the
Municipal Emergency Control Group. Unlike most municipalities in the Province,
Pickering's CEMC is a full-time position within the Operations & Emergency
Services Department.
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
COMMITTEE
A Community Emergency Management Program Committee is required under the
Emergency Management and Civil Protection Act and its Regulation. To fulfil that
requirement, City Council approved the formation of the City of Pickering Program
Committee and its membership composition via a resolution. The Committee
Terms of Reference and Composition is contained in Appendix C.
Page 8 of 22
~,TTACHME:NT# ~,_., rOREPORT#()56- 63-61
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COMMUNITY EMERGENCY MANAGEMENT PROGRAM
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PROGRAM DESCRIPTION
REVISED: December 13, 2006
COMMUNITY EMERGENCY MANAGEMENT PLAN
The Community Emergency Management Plan is a document that describes the
management process that the City of Pickering uses for strategically and
operationally managing community emergencies or major crises. The Plan was
developed to incorporate the concepts of the Incident Management System. It also
mandates the development and maintenance of other documents that the Municipal
Emergency Control Group uses during their management of a community
emergency. Pursuant to the Emergency Management and Civil Protection Act, the
Pickering Community Emergency Management By-law adopted the Community
Emergency Management Plan and enables routine updating to occur under the
authority of the Chief Administrative Officer.
COMMUNITY EMERGENCY MANAGEMENT SUPPORTING PLANS
The Community Emergency Management Plan is augmented by a series of
supporting plans to address and govern specific issues. In accordance with the
Bylaw the supporting plans are approved by the CAD and can be amended as
required. The supporting plans include the following:
Divisional and Outside Agency Emergency Plans
o Municipal Property & Engineeringl Division Community Emergency Plan
o Culture & Recreation Division Community Emergency Plan
o Fire Services Division Community Emergency Plan
o Durham Region Transit Emergency Plan
o Durham Regional Police Service Directives
o Durham Emergency Medical Service Emergency Management Plan
o Veridian Community Emergency Plan
Evacuation and Transit Plan
Emergency Information Plan
Nuclear Emergency Management Plan
Communications Plans (technical and procedural)
MECG Education and Training Plan
Public Awareness and Education Strate~~ic Plan
Page 9 of 22
ATTACHMENT#~_" TOREPORT# IJ;E:"s:- t.'3'.-c.)
r-, CITY OF PICKERING /0 of .3 /
1 U {iCOMMUNITY EMERGENCY MANAGEMENT PROGRAM
PROGRAM DESCRIPTION
REVISED: December 13, 2006
Corporate Continuity of Operations and Recovery Plan
Community Emergency Recovery Plan
OTHER SUPPORTING INTERNAL AND EXTERNAL PLANS,
PROCEDURES, LISTS, ETC.
Emergency Contact Directory
MECG Checklists of Duties and Responsibilities
External Documents and List (Federal, Provincial, Regional, OPG)
Incident Management System Procedure
Emergency Contact Directory Maintenance Procedure
Creating and Maintaining Procedures Procedure
Staff EmE~rgency Contact Procedure
Monthly MEOC Inspection Procedure
Priority Access for Dialing Maintenance Procedure
Municipali Emergency Control Group Notification Procedure
Alternate Municipal Emergency Operations Centre Set-up Procedure
Web Site Use For Public Information Procedure
Community Emergency Management Program Forms
Critical Incident Stress Procedure
Employee Emergency NEWS Line Procedure
Emergency Animal Welfare Plan
Page 10 of 22
ATTACHMENT#-:~~...- rOREPORT# oES;03~C 7
CITY OF PICKERING .Lof -'~ I
.
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
105
PROGRAM DESCRIPTION
REVISED: December 13,2006
PROGRAM BUDGET
The Community Emergency ManagHment Program exists within the City's
Operations & Emergency Services Department. An annual program budget exists
to fund the Community Emergency Management Coordinator's salary and benefits,
operations and maintenance of the MEOCs, staff education and training, and public
awareness and education campaigns.
MUNICIPAL EMERGENCY OPERATIONS CENTRE
(AND ALTERNATE MEOC)
The City of Pickering Municipal Emergency Operations Centre (MEOC) is located
at the Claremont Community Centre, which is outside of the nuclear emergency
management Primary Zone (ten kilometres) as mandated by the Provincial Nuclear
Emergency Plan. The MEOC is a permanent "ready-to-go" facility that only
requires staffing to be functional. The main area of the MEOC is a 100m2 meeting
room that house separate work stations for each of the assigned members of the
Municipal Emergency Control Group. Each workstation is supplied with standard
and specialized items for the MECG to use. The MEOC has computers with
Internet and email options, a combination fax/printer/scanner/copier machine, a
printable whiteboard, a modern system with enough incoming/outgoing lines for all
positions, and a complete library all internal and external plans, procedures, and
other related documents.
Adjacent to the main meeting room is a conference area that doubles as a breakout
meeting room and rest area. Others areas in the Claremont Community Centre
can be used for Council meetings/briefings, media briefing and work areas, public
information centre, etc.
The facility is ideal in terms of its available parking facilities, optional meeting areas,
a commercial kitchen, and back-up electrical power supply. It greatest asset is its
distance away from Pickering's most significant technical hazards: the Canadian
National Railway line, Canadian Pacific Railway line, Highway 401, and the
Pickering Nuclear Generating Station.
MUNICIPAL EMERGENCY CONTROL GROUP (MECG)
The MECG is mandated by the Community Emergency Management Plan to
provide the following functions:
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.ATTACHMENT# rX._," TO REPO!rr1t..C~i~, 0 ,-(~ !
CITY OF PICKERING /d-. of. ..2L.L
lOG COMMUNITY EMERGENCY MANAGEMENT PROGRAM
PROGRA.M DESCRIPTION
REVISED: December 13, 2006
1. Conduct high-level strategic decision-making and planning.
2. Provide emergency site management oversight.
3. Provide resource acquisition and allocation for emergency site operations.
4. Conduct public emergency information services (public enquiry & media
services).
5. Provide Evacuation and Transit oversight
6. Provide Reception Centre and Evacuee Centre oversight
7. Support the Business Community and other Organizations
8. Ensure that other City services and functions are maintained
9. Provide external agency liaison.
The MECG is divided into five working teams to fulfill their Incident Management
System (IMS) duties and responsibilities of command, operations, planning,
logistics, and finance/administration. 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. The
following is a summary of the teams and their membership, which can be added
to as required depending on the type of emergency:
ADMINISTRATION TEAM
~ Municipal Emergency Control Group Manager (Admin. Team Leader)
~ Head of Council
~ Plal1ning and Logistics Officer
~ Municipal Emergency Control Group Advisor
~ Administration Support Coordinator
~ Administrative Support Staff (minimum of two)
COMMUNICATIONS TEAM
~ Clerical Officer (Communications Team Leader)
~ Emergency Information Officer
Page 12 of 22
ATTACHMENT#2.--. TOREPORT#cJE5 03 ,-c7
.~1 '"" J
-L:::.~ of -. ')
CITY OF PICKERING
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
PROGRAM DESCRIPTION
107
REVISED: December 13, 2006
EMERGENCY FIELD OPERATIONS TEAM
~ Fire Services Officer (Emergency Field Operations Team Leader)
~ Police Service Officer
MUNICIPAL OPERATIONS TEAM
~ Municipal Property & Engineerin~~ Officer (Municipal Operations Team
Leader)
~ Community Services Officer
~ Transit Officer
FINANCE AND RECOVERY TEAM
~ Finance Officer (Finance and Recovery Team Leader)
~ Recovery Officer
~ Business Officer
~ Accounting Officer
~ Human Resources Officer
~ Supply and Services Officer
The following describes the corporate positions that are assigned to MECG positions:
CORPORATE POSITION TITLE
Mayor
Chief Administrative Officer
City Clerk
Director, Planning & Development
Community Emergency Management Coordinator
Fire Chief
DRPS Ajax-Pickering Police Inspector
Director, Operations & Emergency Services
Division Head, Culture & Recreation
Division Head, Municipal Property & Engineering
Durham Region Transit - Durham West Ops. Mgr.
Director, Corporate Services & Treasurer
Supervisor, Customer & Administrative Services
Administrative Assistants
MECG TITLE
Head of Council
MECG Manager
Clerical Officer
Emergency Information Officer
MECG Advisor
Fire Services Officer
Police Services Officer
Planning and Logistics Officer
Community Services Officer
Municipal Property & Engineering Officer
Transit Officer
Finance & Recovery Officer
Administrative Support Coordinator
Administrative Support Staff
Page 13 of 22
/) :'},-/')'/
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ATTACHMENT#2:-. TO REPORT#j)(~
, ..,~
CITY OF PICKERING ( 't of~,
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
108 PROGRAM DESCRIPTION
REVISED: December 13, 2006
CORPORATE POSITION TITLE
Supervisor, Information & Support Services
Chief Building Official
Coordinator, Customer Care
Manager, Information Technology
Website Coordinator
Superintendent, Municipal Operations
Supervisor, Facilities Operations
Manager, Accounting Services
Manager, Supply & Services
Division Head, Human Resources
City Solicitor
Chief Executive Officer, Library
Manager, Corp. Promotions & Economic Devel.
Supervisor, Animal Services
Not identified at this time
MECG EDUCATION AND TRAINING
MECG SUPPORT TITLE
Mapping and Data Coordinator
Building Services Coordinator
Public Information Centre Coordinator
Information Technology Coordinator
Website Coordinator
Municipal Operations Coordinator
Facilities Coordinator
Accounting Coordinator
Supply & Services Coordinator
Labour Relations Coordinator
Legal Coordinator
Planning & Logistics Coordinator
Business Coordinator
Animal Services Coordinator
On-scene Media Coordinator
The MECG Education and Training Plan provides a template of topics and activities
that aim to establish an adequate knowledge and skills level for the members of the
Municipal Emergency Control Group, their alternates, and support staff. The Plan
addresses matters that involve attendance at internal and external courses,
seminars, etc. and the holding of exercises. Annually, a schedule shall be
developed to organize opportunities for staff to participate in. Pursuant to
Regulation, the City must conduct at least one major annual exercise. Such an
exercise shall be organized as part of the annual planning and will include smaller,
more spE~cialized exercises that cover specific matters such as notification,
communications, emergency site management, etc.
COOPERATION AND SHARING WITH OTHER PARTIES
The City of Pickering's Community Emergency Management Program relies heavily
up cooperation and assistance from other levels of government and organizations
that become partners in the Program. The Province of Ontario, the Regional
Municipality of Durham, the Town of Ajax, Toronto and Region Conservation
Authority, Ontario Power Generation, and the Ajax Pickering Board of Trade are
premier partners that assist the City and are assisted by the City. Other Durham
municipalities are also important entities in the Program along with various
organizations, volunteers groups, etc.
Page 14 of 22
ATTACHMENT# .~..,. TOREPORT# [/SSjJ3 -(I
CITY OF PICKERING ..J5......oL_3/
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
10.9
PROGRAM DESCRIPTION
REVISED: December 13, 2006
PUBLIC AWARENESS, EDUCATION, AND PREPAREDNESS
The City of Pickering recognizes that citizen involvement in community
emergencies is inevitable and potentially beneficial if proper information is provided
in advance of an event. A Public AwarElness, Education, and Citizen Preparedness
Plan outlines how the City will provide citizens with an understanding how the City
prepares for and manages community emergencies. The Plan, which is update
annually, aims to establish a series of actions that will instruct citizens on what they
can do to prepare themselves for major events and what to do should a community
emergency occur.
PROJECTS AND ACTIONS
From time to time special projects or processes are required as part of the
Program. One example of this is the Regulation requirement to conduct a Hazard
Identification and Risk Analysis project to establish, document, and address major
hazards that Pickering potentially faces. Another example is some ongoing
cooperative work in partnering with the Town of Ajax and the Ajax-Pickering Board
of Trade, which is aimed at developing and maintaining a strong public and private
emergency management relationship. Additional projects and actions will evolve
out of continued effort to develop, expand, and improve the Program, some of
which will be required by future regulatory demands.
EMERGENCY RESPONSE CAPABILITY
Emergency Response Capability involves the City's ability to commit its own and
externally supplied resources to a community emergency. Resources consist of
staff (including volunteers), equipments, facilities, systems, and services. The
assembly of adequate capability for community emergencies is a difficult task to
accomplish during an event. Therefore, for community emergency response, the
City of Pickering relies on a combination of its own resources that exist for normal
day-to-day services provision, and numerous preparedness arrangements to obtain
resources from external agencies and organizations.
The City of Pickering's Emergency Response Capability consists of direct
emergency response services from its own Divisions including Municipal Property &
Page 15 of 22
ATTACHMENT#~.." ro REPORT n()tS,63- 0;
CITY OF PICKERING lh_..of_ ~3 L
1 J 0 COMMUNITY EMERGENCY MANAGEMENT PROGRAM
PROGRAM DESCRIPTION REVISED: December 13, 2006
Engineering Division, Culture & Recreation Division, and Fire Services Division.
Direct response is also obtained from affiliate organizations including Veridian and
Durham Region Transit, and external agencies such as Durham Emergency
Medical Services and Durham Regional Police Service.
Other external response agencies and organizations that support the City's
response capability include but are not limited to: Red Cross, St John Ambulance,
Salvation Army, Amateur Radio Operators, Ontario Volunteer Emergency
Response Team, Durham Social Services Department, Durham Health
Department, Durham Public Works Department, Canadian Coast Guard Auxiliary,
the various school board that service Pickering, Emergency Management Ontario,
etc.
The organization and coordination of those resources during a community
emergency is as important as the existence of each service. Therefore, a formal
Emergency Site Management scheme is essential within the confines of the
Incident Management System. Future efforts will concentrate on promoting and
formally establishing a region-wide Incident Management System. Of great
importance to ensure and efficient and effective emergency response capability are
the divisional and other agency community emergency plans.
ANNUAL PROGRAM REVIEW AND REPORT
The Community Emergency Management Program Committee will conduct a review
of the Community Emergency Management Program in November of each year and
prepare a report to the Chief Administrative Officer for submission to Council
outlining tlheir findings as required by Ontario Regulation 380104. Every three years
an external review team that is appointed by the CAO will conduct a review of the
Program.
Page 16 of 22
.-y /C-, #" /)
ATTACHMEi\JT ti':;.2. ()/::.,,) Ci _j--C' /
CITY OF PICKERING'" ?? err 3 i
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
111
PROGRAM DESCRIPTION
REVISED: December 13, 2006
APPENDIX A
FRAMEWORK FOR COMMUNITY EMERGENCY MANAGEMENT
PROGRAMS
Page 17 of 22
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CITY OF PICKERING J2c.;'-of.._:;;~L_.
1110MMUNITY EMERGENCY MANAGEMENT PROGRAM
PROGRAM DESCRIPTION REVISED: December 13, 2006
APPENDIX B
EMERGENCY CLASSIFICATIONS QUICK REFERENCE GUIDE
Page 20 of 22
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CITY OF PICKERING 6((;2. '.' i\; :3'/
COMMUNITY EMERGENCY MANAGEMEN"fp'ROG'RAM
116 PROGRAM DESCRIPTION REVISED: December 13, 2006
APPENDIX C
GLOSSARY OF TERMS, ACRONYMS, AND PHRASES
Page 22 of 22
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117
CITY OF PICKERING
COMMUNITY EMERGENCY MANAGEMENT
GLOSSARY OF TERMS, ACRONYMS, AND
PHRASES
EMERGENCY CENTRES
CEOF ------------------------------------ Corporate Executive Operations Facility (OPG)
E OC -------------------------------------------------..---------- Erne rge n cy 0 peratio n s Centre
EWC-------------------------------------------------..---------------- Emerge ncy Worker Centre
G OC -------------------------------------------------..--------- Gove rn ment Operations Centre
I MO --------------------------------------------------..------ I ngestion Monitoring Organization
J I C ---------------------------------------------------..------------------- J oi nt Info rmation Ce ntre
JTCC ---------------------------;.------------------------------------ Joint Traffic Control Centre
LM C ------------------------------------------------------------------Local Med ia Centre (0 PG)
MA G -------------------------------------------------..---------------------- M i n istry Action G rou p
MEOC------ Municipal Emergency Operations Centre (Durham municipalities only)
NSC -------------------------------------------------..------------------- National Support Centre
OC --------- Operations Centre (each is preceded with Regional Department initial)
PEOC -------------------------------------------- Provincial Emergency Operations Centre
PIC ---------------------------------------------------..----------------- Pub I ic I nformation Centre
P J I C -------------------------------------------------..----- P rovi n cia I J oi nt I nformatio n Ce ntre
RE OC ---------------------------------------------- Reg ional Emergency Operations Centre
SMC -------------------------------------------------..------- Shift Management Centre (OPG)
ORGANIZATIONS
ARES ---------------------------------------------------- Amateur Emergency Radio Service
CNSC -----------------------------------------------.. Canadian Nuclear Safety Commission
C P ---------------------------------------------------..-------------------------------Comma nd Post
DEMO--------------------------------------------- Durham Emergency Management Office
DRARES -------------------------- Durham Region Amateur Emergency Radio Service
DRP S -----------------------------------------------.--------- Durham Regional Police Service
EMO --------------------------------------------------------- Emergency Management Ontario
M 0 E ----------------------------------------------------------------- M i n istry of the E nvi ro nme nt
MOHLC--------------------------------------------- Ministry of Health and Long Term Care
MO L -------------------------------------------------..--------------------------- M i n istry of Labou r
MTO -------------------------------------------------------- Ministry of Transportation Ontario
NGO -------------------------------------------------------- None Governmental Organization
OP G ------------------------------------------------------------------ 0 ntario Power Generatio n
OVERT ---------------------------------- Ontario Volunteer Emergency Response Team
R CG ---------------------------------------------------------------------- Reg iona I Control G rou p
TRCA ----------------------------------------- Toronto and Region Conservation Authority
c)" C..... (;..;
118~~g~~~~I:V EMERGENCY MANAGEMENId~MI~,9~GY
03"-()'7
1M S ---------..---------------------------------------------------- Incident Management System
REET -------..----------------------------------- Regional Environmental Emergency Team
PERT -------..---------------------------------------- Provincial Emergency Response Team
CA 0 --------..-------------------------------------------------------- Chief Ad m i n istrative Offce r
WSI B -------..------------------------------------------------- Workers Safety I nsurance Board
ODRAP ----..---------------------------------- Ontario Disaster Relief Assistance Program
H R ----------..------------------------------------------------------------------- Human Resou rces
EMERGENCY CLASSIFICATIONS
(see Emergency Classifications Quick Reference Guide for details)
COMMUNITY EMERGENCY CATEGORIES
Routine Incident
Major Emergency
Disaster
NUCLEAR EMERGENCY CATEGORIES
Reportable Event
Abnormal Incident
On-site Emergency
GenE~ral Emergency
LIQUID EMISSIONS EMERGENCY
(thene are no categories for this classification)
DEFINITIONS
Alternate Regional Emergency Operations Centre - Also known as the AREOC the
alternate site where the Regional Control Group meets to exercise direction and control
manage the emergency during an emergency.
Canadian Transportation Emergency Centre - Also known as CANUTEC, an
information service offered by Transport Canada for response personnel involved in
dangerous goods incidents CANUTEC provides technical information and
communication assistance.
CEMC - "Community Emergency Management Coordinator".
Gt
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;~g~~~~I:Y EMERGENCY MANAGEMEN:r!f!M~NC?J:E('iy< I 119
MUNICIPAL EMERGENCY CONTROL GROUP TITLES
Clerical Officer
Community Services Officer
Emergency Management Ontario (EMO) Advisor
Emergency Medical Service (EMS) Officer
Finance Officer
Fire Services Officer
Head of Council
Municipal Emergency Control Group (MECG) Advisor
Municipal Property & Engineering Officer
Pia n n ing and Log istics Office r -------------------------------------------------------------- P L 0
Police Services Officer
Public Health Officer
Pub I ic Info rmation Officer ----------------------..---------------------------------------------- PI 0
Social Services Officer
Transit Officer
Provincial Emergency Operations Centre Manager ------------------- PEOC Manager
Provincial Operations Centre Duty Officer
Emergency I nformation Officer ---------------..---------------------------------------------- E I 0
SPECIFIC NUCLEAR TERMINOLOGY
Contiguous Zone
Primary Zone
Secondary Zone
3km radius from Vacuum Building
3km to 10km radius from the Vacuum Building
10km to 50km radius from the Vacuum Building
Protective Action Level------------------------------------------------------------------------ PAL
Pub lic Action D irective------------------------------------------------------------------------ PAD
REGIONAL AND MUNICIPAL CONTROL GROUP SUPPORT TITLES
Administration Support Staff
Chief Building Officer
Human Resources Officer
Information Technology Officer
Public Information Centre Coordinator
MISCEllANEOUS TERMS
Flood Damage Centre: A term used by conservation authorities to designate a
geographic area that is prone to flooding.
EM S ---------------------------------------------------------------- Emergency Med ica I Service
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COMMUNITY EMERGENCY MANAGEME-N.T cfERMlNOLOGY
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121'1
EMERGENCY CONTROL GROUPS
MECG------..---------------------- Municipal Emergency Control Group (Pickering only)
CCG ---------.----------------------------------------------- Community Control Group (EMO)
I nfoG roup -..----------------------------------------------------------- P E OC Information G rou p
MCG--------..--------- Municipal Control Group (OTHER Durham municipalities only)
OpsGroup -..---------------------------------------------- Operations Group (Provincial only)
RCG --------..----------------------------------------------::.---------------- Region Control Group
CONTROL GROUP TEAMS (Pickering only)
Administration
Communications
Emergency Field Operations
Finance and Recovery
Municipal Operations
EMERGENCY MANAGEMENT DOCUMENTS
Checklist
Community Emergency Management Plan
Community Emergency Management Supporting Plan
Emergency Management and Civil Protection Act
Emergency Response Plan (same as Community Emergency Management Plan)
List
Procedure
Protocol
EMERGENCY SITE MANAGEMENT
E me rge ncy Site Man ager ------------------------------------------------------------------- ES M
Emergency Site Management Team --------------------------------------------------- ESTM
In cid ent Com ma nd e r ----------------------------------------------------------------------------- I C
I ncident Com mand Post ---------------------------------------------------------------------- I C P
Agency Commander (or Incident Commander)
Site Media Spokesperson
Hot Zone
Cold Zone
Primary Staging Area
Secondary Staging Area
Primary Evacuation Area
Secondary Evacuation Area
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COMMUNITY EMERGENCY MANAGEMENif? t:~NifNoLOGY
Page 5 of 9
121
Control Group - See "Municipal Control Group" or "Regional Control Group".
CriticallncidentlStress - is any situation faced by emergency service personnel or
others that causes them to experience unusually strong emotional reactions that have
the potential to interfere with their ability to function at the emergency scene or later.
Critical Infrastructure -Interdependent, interactive, interconnected networks of
institutions, services, systems, and processes that meet vital human needs, sustain the
economy (protect public safety and security), and maintain continuity of and confidence
in government.
Declaration of Emergency - A signed declaration made in writing by the Head of
Council in accordance with Chapter E 9, Section 4 (1) the Emergency Management Act,
R.S.O. 1990. This declaration is usually based on a situation or an impending situation
that threatens public safety, public health, the environment, critical infrastructure,
property, and lor economic stability and exceeds the scope of routine economic activity.
Declaration of Termination of Emergency - A signed declaration made in writing by
the Head of Council of a municipality may, in accordance with Chapter E 9, Section 4
(2) the Emergency Management Act, R.S.O. 1990. The declaration concludes that the
emergency in the municipality has been terminated.
Disaster - A widespread or severe emergency that seriously incapacitates a
community and strains community resources.
Emergency - A situation or impending situation caused by forces of nature, accident or
intentional act that constitutes a danger of major proportions to life and property.
Emergency Management - A planned, organized and comprehensive program of
activities taken by municipalities to prepare for and deal with actual or potential
emergencies or disasters. These activities include mitigation/prevention of,
preparedness for, response to and recovery from emergencies or disasters.
A state of readiness with respect to responding to emergencies that is dependent on
both the pre-planning and response capability of the organization.
Emergency Management Civil Protection Act, R.S.O. 1990 - Legislation issued by
the Province of Ontario that updates the Emergency Plans Act, 1983 and requires
municipalities to have an emergency management program that includes plans and
procedures, training programs and exercises, a public education program on the risks to
public safety and public preparedness and other elements required by the standards.
(Also see "Emergency Plans Act".)
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Emergency Management Coordinator - The staff person responsible in an
organization for reviewing, revising, updating and testing of the emergency plan,
implementing procedures and training staff. (Also see "CEMC".)
Emergency' Management Organization - All of the support organizations, DEMO,
Regional De~partments and volunteer agencies who may be required to respond in
support of any emergency within Durham Region.
Emergency' Plan - Documentation of the designation of authority, general operational
concepts and policies that form the basis for a co-ordinated approach to emergency
response.
Emergency Planning - A process whereby the designation of authority, agreements
regarding the use of equipment and personnel, general operational concepts and
emergency policies that form the basis for a co-ordinated approach to emergency
response are identified and developed.
Emergenc~' Planning Committee - A committee of municipal officials who meet on an
as required basis to provide comments and suggestions on how to modify and improve
emergency plans or any aspect of the emergency planning process. (See Durham
Emergency Management Coordinating Committee)
Emergenc)' Plans Act, 1983 - Former emergency management legislation issued by
the ProvincE~ of Ontario. It provided the authority for the development of a bylaw for the
formulation of a municipal emergency plan for the provision of necessary services
during an emergency and procedures to outline how municipal employees and other will
respond to an emergency. This legislation is now renamed the Emergency Management
Act, R.S.O. 1990.
Emergenc~r Response - Those activities and programs designed to address the
immediate and short-term effects of the emergency or disaster. Response activities
include warning the public, evacuation, sheltering, search and rescue, and other similar
activities. Restoration of facilities and utilities, emergency repairs to roads and bridges,
removal of debris, are all part of the final stages of response.
Evacuation Routes - A transportation route designed to direct evacuees away from
the area while providing access for emergency response vehicles into the area.
Evacuee Centre - A facility that has been set up to provide shelter, food and clothing
for evacuees for a relatively short or an extended period of time.
Evacuees -- All persons deprived of food shelter and clothing during an emergency.
This term includes those persons who were required to leave their homes as well as
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COMMUNITY EMERGENCY MANAGEMENTTERIVITN'OlOGY 12 a
Page 7 of9
those who were not at home at the time of the emergency and were not permitted to
return to their homes.
Exercises/Drills - Scheduled events that provide a realistic setting for practicing
emergency notification and response to evaluate emergency plans, implementing
procedures and resources.
Fan-Out Notification System - An internal telephone system made in an order of
hierarchy, where on the activation of the emergency plan, first responders and members
of the Community or Regional Control Groups are telephoned immediately and
instructed to report to their respective Municipal Emergency Operations Centre or
Regional Emergency Operations Centre to manage the emergency.
Flood - A flood is defined as a situation where water levels in a watercourse exceed
the channel banks with the potential for property or environmental damage and the loss
of life.
Hazard - Any situation with the potential for human injury or death, damage to property,
damage to the environment or some combination of these.
Hazard Analysis - A historical analysis used to evaluate the hazards within a specific
area and to prioritize them for the purposes of emergency planning and developing
mitigation measures.
Hazardous Materials - Substances that, if released from their protective containers,
may result in serious harm to life, property or to the environment. This term may be
interchanged with dangerous goods and usually describes both dangerous commodities
and specialized dangerous commodities.
Line Load Control- See "Priority Access Dialling".
MAA - Mutual Aid Agreement.
Media Spokesperson - A person in the Region or in a Municipality designated through
the respective operations centre to establish contact and maintain ongoing
communications with the media during an emergency.
Memorandum of Understanding - A more informal agreement developed between
two or more parties to render emergency assistance to parties of the agreement.
Mitigation/Prevention Plan - Based on the community risk assessment, each
community should implement a strategy to eliminate hazards or mitigate the effects of
hazards that cannot be eliminated. A mitigation plan should contain details on activities
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12 /i~OMMUNITY EMERGENCY MANAGEMENTrl:~MINOJ6Gy
t..tpage 8 of SI
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planned to eliminate or reduce the degree of risk to life property, and environment from
identified hazards.
Municipal Emergency Control Group (MECG) - A group comprised of key municipal
officials and support agencies that are responsible for decision-making and the
provision of essential services needed to minimize the effects of an emergency on a
municipality'.
Municipal Emergencies - All emergencies excluding nuclear emergencies at Pickering
or Darlington Nuclear Generating Stations, in or affecting specific communities within
Durham Region.
Municipal Emergency Operations Centre (MEOC) - The site in each municipality
where local governments exercise direction and control (manage the emergency) during
an emergency.
Mutual Assistance Agreement - Also known as an MM, is a formalized agreement
developed between two or more municipal jurisdictions to render emergency assistance
to parties ojf the agreement.
Notification - The transmission of a message to emergency management personnel
informing them of an emergency situation and if required, directing them to report for
emergency duty at an assigned facility at a designated time.
PEOC - See "Provincial Emergency Operations Centre".
Priority Access Dialing - A system available through Bell Canada whereby "analog"
phones lines required by emergency response agencies can be protected and
prioritized for emergency communications during system failures.
Provincial Emergency Operations Centre - Also known as the PEOC, the Provincial
site at the Office of Emergency Management Ontario where Provincial ministries
assemble to provide assistance to Ontario municipalities when requested with the
management of emergencies in their community. In the event of a nuclear emergency,
the PEDC takes full control of the emergency from the onset.
Public Alerting - A system put in place to alert the general public in the event of an
emergency or the threat of a potential or imminent emergency.
RCG - See "Regional Control Group".
Recovery Plan - A risk-based emergency plan that is developed and maintained to
recover from the effects of an emergency or a disaster and will assist with returning the
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COMMUNITY EMERGENCY MANAGEMENT TERMINOLOGY
Page 9 of 9
125
community back to normal as soon as possible while maintaining critical resident
services.
Regional Control Group - Also known as RCG, a group of trained individuals that
convene to manage a Regional emergency or provide support to local municipalities
who request assistance.
The Regional Control Group is comprised of Regional department staff, staff from first
response organizations, District School Boards, and liaison personnel from Emergency
Management Ontario, Ontario Power Generation or any other support organizations
directly or indirectly involved in the emergency.
Support organizations are invited at the discretion of the CAO and may include
Conservation Authorities, Railways or industrial partners.
Regional Emergency Operations Centre - Also known as the REOC, the site at
Regional Headquarters where the Regional Control Group meets to exercise direction
and control (manage the emergency) during an emergency.
Responders - Persons providing response actions during an emergency including
those working at the emergency site/facility and locations supporting the emergency site
(REOC, CEOC, Evacuee Centres, Emergency Worker Centres and Reception Centres).
Response - actions taken during an emergency to mitigate the effects of the
emergency including those taken at the emergency site/facility or any other locations
supporting the emergency.
REOC - See "Regional Emergency Operations Centre".
Shelter-in-Place - To stay indoors during an emergency when toxic fumes or radiation
hazards may exist in the immediate area. Shelter-in-place precautions may include
turning off air conditioners and ventilation systems, closing and sealing all windows and
doors.
Volunteer Organizations - Agencies that Durham Region may use for the provisions
of emergency services during an emergency. These may include but are not limited to
organizations such as the Canadian Red Cross and 81. John Ambulance.
0:\2005 DES RecordslS-5600 Community Emergency Management ProgramIS-5600-003-D5 Community Emergency Management Documents {Includes Plans &
Procedures)IListslGlossary of Terms.doc
December 1, 2006
ATTACHMENT# :3 . TOR~PORT#O&5 {)3-0/
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COMMUNITY EMERGENCY MANAGEMENT PROGRAM
COMMUNITY EMERGENCY
MANAGEMENT PLAN
Revised: December 13, 2006
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TABLE OF CONTENTS
12'1
PAGE NUMBER
CHAPTER 1
Executive Summary ................ ...... .................................. ................................................... 3
CHAPTER 2
Plan Development and Administration ...... ................................... ...................................... 7
CHAPTER 3
Municipal Emergency Control Group ................................................................................. 11
CHAPTER 4
Emergency Classifications, Notification Procedures and Plan Activation ......................... 15
CHAPTER 5
Municipal Emergency Operations Centre..... ......... ............. ................... ..... ......... ......... ..... 16
CHAPTER 6
Declaration and Termination Of An Emergency................................................................ 19
CHAPTER 7
Incident Management....... .......... ... .......... ....... ...... ....... ... ...... ..... ....... .................. ... .......... ... 23
CHAPTER 8
Emergency Information Management................................................................................ 33
CHAPTER 9
Nuclear Emergency Management ...................... ......................................................... ...... 36
CHAPTER 10
Human Resource Management.................... ..................... ......................................... ....... 39
CHAPTER 11
Emergency Management and Other Organizations .......................................................... 43
CHAPTER 12
Community Emergency Management Documents ............................................................ 49
CHAPTER 13
Evacuation and Transit ......... ....................... ...................................................................... 50
CHAPTER 14
Recovery............................................................................................................................ 53
CHAPTER 15
Corporate Continuity of Operations and Recovery............................................................ 60
CHAPTER 16
Emergency Financial Management.............. .................................................... ...... ........... 63
CHAPTER 17
Emergency Animal Services........................... ........................................... ............. ....... .... 65
APPENDIX A
MEOC Floor Plan....................... .................................................................... .................... 66
APPENDIX B
Emergency, Crisis and Routine Response Classifications ............................................... 68
APPENDIX C
Community Emergency Management Model................... ............................. ........ ............. 70
APPENDIX D
Plan Distribution.......... ...................... ........ .................... ....... .............................................. 72
APPENDIX E
Record of Amendments .. ................................................... ................ .......................... ...... 73
CITY OF PICKERING
Community Emergency Management Plan
Page 2 of 73
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CHAPTER 1
EXECUTIVE SUMMARY
DEFINITION OF A COMMUNITY EMERGENCY AND MAJOR CRISIS
A community emergency is a significant event that affects a large portion or an entire
community including its people, property, infrastructure, economy, and environment.
The term is Ulsed to distinguish the difference between the type of emergency event that
this Plan is intended to address as apposed to the routine emergencies that the primary
emergency response agencies (EMS, Fire, and Police) handle on a daily basis. A train
derailment involving the release of hazardous materials, which warrant an evacuation of
a large area of Pickering, is one example of a community emergency.
A community major crisis is an event that also affects a large area of the community. In
such a situation, the scale of damage or threat is less than a community emergency, but
more than a routine incident. A large-scale health issue such as the 2003 SARS
outbreak or the 2003 Cherrywood Transformer Station Oil spill are examples of
community major crises.
COMMUNITY EMERGENCY MANAGEMENT PROGRAM
This Plan is a component of the City of Pickering's Community Emergency
Management Program (see Program Description for an overview of other components).
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, documents like the Municipal
Emergency Control Group (MECG) Notification Procedure, the set of MECG Checklist
of Duties and Responsibilities, Divisional Emergency Plans, and Durham Region
Emergency Medical Service Major Response Plan, etc., were established and
maintained to augment this Plan.
GOAL AND OBJECTIVES OF THE PLAN
The goal of the City of Pickering Community Emergency Management Plan is to
establish a plan of action for the management of resources and situations. It will
provide for an efficient deployment and co-ordination of City and other external services
during a community emergency or major crisis. In doing so it will help to ensure the
provision of response and mitigative actions in order to achieve the following objectives:
(a) Protect and preserve life, property, economy, and the environment at single
and multi-site emergencies;
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Community Emergency Management Plan
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(b) Minimize the effects of the emergency on the community of Pickering,
including its inhabitants, property, and natural environment;
(c) Restore essential services;
(d) Manage the Recovery Phase;
(d) Assist other Durham area municipalities as requested in responding to their
emergencies or crises; and
(e) Provide resources to other communities outside the Region, as requested.
uE~5 0:3-0'7
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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. The Plan is best used when conducting emergency preparedness
work including education and training activities among staff and not during the conduct
of a community emergency or crisis. The Checklists and the supporting documents are
best used during an emergency because they are condensed forms of information than
the Plan, which can be easily referred to and used to guide and document the actions of
the officials who are managing and responding an emergency or crisis.
ENABLING OBJECTIVES
The Enabling Objectives of this Plan and emergency management in general are
intended to define and coordinate how specific functional actions are to be addressed
during an emergency or crisis event. The supporting plans are primarily intended to
provide direction on those actions, which are best described as tactical and operational
matters. For example, the Municipal Property & Engineering Divisional Emergency Plan
will outline details on the services that that Division will provide as its part in managing
and responding to the emergency or crisis.
INTRODUCTION TO THE PLAN
The Pickering Community Emergency Management Program is applied during the
following five phases of emergency management: Prevention, Mitigation, Preparedness,
Emergency Management/Response, and 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
(see "Community Emergency Management Program Description" for more details on the
Program Components).
The concepts for emergency management and this City of Pickering Community
Emergency Management Plan are based on the Province of Ontario's document titled
"Incident Management System For Ontario." 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.
This Plan has been prepared in order to provide key City of Pickering staff and external
CITY OF PICKERING
Community Emergency Management Plan
Page 4 of 73
130
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officials, who serve as the Municipal Emergency Control Group, with a prescribed
management process to guide the governance of community emergencies or crises. It
will specifically provide the details of how the City's Municipal Emergency Control Group
and the Emergency Site Management Team will function during a community
emergency or major crisis. During a community emergency, event management occurs
on-scene by the Emergency Site Management Team and off-site by the Municipal
Emergency Control Group. As prescribed by the Incident Management System, the
Emergency Site Management Team conducts on-scene strategic and
tactical/operational decision-making activities in consultation with the Municipal
Emergency Control Group when and where possible, while operating out of an Incident
Command Post (ICP). The Municipal Emergency Control Group is responsible for high-
level strategic decision-making and for resource sourcing and allocation from the
Municipal Emergency Operations Centre (MEOC).
For this Plan to be effective, it is important that all concerned with its use be made
aware of its provisions and that all of the emergency officials, departments, divisions,
and other agencies be prepared to carry out their assigned functions and
responsibilitit3S during a community emergency or crisis. The following sections provide
an overview of important background information and some of the highlights of this
Plan.
AUTHORITY
The Ontario Emergency Management and Civil Protection Act R.S.O. 1990, Chapter E.9
is the primary authority mandating and enabling municipalities to develop and use their
own emergency plans. The Act requires municipalities to approve a by-law to adopt
local emergency plans and to establish a community emergency management program.
For the actual emergency management of an incident, the Act states that the "head of
council of a municipality may declare that an emergency exists in the municipality or in
any part thE~reof and may take such action and make such orders as he or she
considers nEicessary and are not contrary to law to implement the emergency plan of
the municipality and to protect the property, and the health, safety and welfare of the
inhabitants of the emergency area." That provision therefore allows a municipality to
carry-out its 13mergency management functions pursuant to a plan like this one.
PLAN APPROVAL
Pursuant to the Emergency Management and Civil Protection Act, this Plan was
approved by Pickering City Council via By-Law Number ????
EMERGENCY MANAGEMENT STANDARDS
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Community Emergency Management Plan
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The Province of Ontario has developed and is promoting its current approaches to
emergency management based on what is termed "International Standards and
Recognized Practises." The basis for that unofficial standard is a formal standard
known as NFPA 1600, Standard on Disaster/Emergency Management and Business
Continuity Programs. The Province may in the future officially establish a province-wide
standard on emergency management through regulation and has already done so in a
partial manner via the Emergency Management and Civil Protection Act and its
Regulation. This Plan was developed to meet all of the current Provincial requirements
and most of the specifications of NFPA 1600.
HIGHLIGHTS OF THE PLAN
The City of Pickering has a responsibility for overseeing and supplying initial and
ongoing community emergency management function for large-scale events.
Subsequently, the City is responsible for governing all emergency activities until or if it is
superseded by a higher government authority, namely the Province of Ontario or
Government of Canada. Even if a senior level of government declares and/or assumes
control of an emergency, the City will remain responsible for the local control and
provision of services within its jurisdiction. The exception to this process is a nuclear
emergency in which the Province is immediately in-charge, followed by the Region of
Durham who the City would receive direction from.
Upon warning of an impending situation or notification of an ongoing community
emergency, the Fire Chief in consultation with the Chief Administrative Officer may
request the activation of the Municipal Emergency Control Group Notification
Procedure, which Pickering Fire Dispatch would conduct. MECG notifications are a
formal process that will be presented later in the Plan.
In accordance with the Emergency Management and Civil Protection Act, the Mayor or
Acting Mayor, as Head of Council, is ultimately in-charge and responsible for the City's
management and response to a community emergency. The Chief Administrative
Officer or alternate serves as the Municipal Emergency Control Group Manager to
provide overall leadership to the Municipal Emergency Control Group (MECG). The
MECG is comprised of the Mayor or Deputy Mayor plus senior City and outside agency
staff. At any time, the Mayor or Acting Mayor may request assistance from the Regional
Municipality of Durham by contacting the Regional Chair. Provincial assistance can
also be obtained by directly contacting the Province or through the Region of Durham.
This Plan can be fully or partially implemented with or without the declaration of an
emergency by the Head of Council. In implementing the Plan, the process should
normally involve the partial or full activation of the MECG Notification Procedure and the
partial or full opening of the Municipal Emergency Operations Centre (MEOC) or the
Alternate MEOC.
CITY OF PICKERING
Community Emergency Management Plan
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CHAPTER 2
PLAN DEVELOPMENT AND ADMINISTRATION
PLANNING AND 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 of Pickering shall retain overall control of an emergency
event that occurs within its jurisdiction. Pursuant to 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 nasponse officers.
During a community emergency or major crises, the City of Pickering 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
request and obtained, but coordinated through the Region.
HAZARD IDENTIFICATION AND RISK ANALYSIS
As required by the Emergency Management and Civil Protection Act, the City of
Pickering initially conducted a process of Hazard Identification and Risk Analysis (HIRA)
so as to dev1elop its Community Emergency Management Program, which includes this
Plan. HIRA is also reviewed and updated on an annual basis as part of the Program
and is a requirement for the annual Essential Level Program re-verification by the
Province. The HIRA process forms the basis of emergency planning in Ontario known
as a "risk-based approach" and has resulted in Pickering's focus on the types of
hazards discussed below.
While almost any type of community emergency could occur within the geographical
area of responsibility of the City of Pickering, those more likely to occur are: health
crises or emergencies, transportation accidents involving hazardous materials, floods,
tornadoes, hurricanes, blizzards, ice storms, air or rail crashes, toxic or flammable gas
leaks, electrical power blackouts, building or structural collapse, uncontrollable fires,
CITY OF PICKERING
Community Emergency Management Plan
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explosions, breakdown in flow of essential services/supplies, or any combination 13 3
thereof. Such events would adversely affect lives, property, economy, and the natural
environment of the community and is therefore classified as a community emergency
(see Appendix B for information on emergency classifications).
Although a nuclear emergency is considered to be highly unlikely, the potential impact
could be drastically greater than other types of community emergencies. Therefore,
from a risk management perspective using HIRA, a nuclear emergency is specifically
addressed by a supporting plan that governs the unique aspects of such an event. The
Pickering Nuclear Emergency Management Plan was therefore created to augment this
Plan and provide details of how a nuclear emergency should be managed. It was also
developed to be consistent with Region of Durham and Province of Ontario nuclear
plans and procedures.
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, and that local government can
continue to function. Buildings, roadways, vehicles, computers, etc. are a few examples
of physical resources. Systems involve processes and procedures and typically include
physical resources such as equipment as a means of operating services such as
telecommunications, Internet, electricity, etc. To meet the critical infrastructure criteria
that was established by the Province, resources or systems must be something that the
City and community at large cannot do without, or at least would suffer in a significant
way if it were absent or compromised.
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. A detailed classification of priority of each of the
infrastructures that were identified is subject to the type of event and its magnitude on a
community. Therefore, infrastructure assessment is a generalization of priority for each
of the items listed. That is, some critical infrastructures would pose less of a challenge
depending on the situation. For example, major food retailers are classified as a three
in this assessment because during a localized community emergency, which only
affects Pickering, alternate food retailers from adjacent communities could provide food
supplies. However, if the event were of a magnitude that it impacted most of the
Greater Toronto Area, this process would then rate food retailers as perhaps the highest
priority at number one.
It is important to note that some of the listed items are shared with other entities. For
example, Highway 401 is critical to the Province and other municipalities. And, it is a
Provincial responsibility, which the City has no control over. However, because it is a
major roadway that provides east and west travel through Pickering, especially for
evacuation purposes, it is classified as a Pickering critical infrastructure in addition to its
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Community Emergency Management Plan
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designation by other government jurisdictions.
PLAN MAINTENANCE
In accordance with the Community Emergency Management By-law, the Chief
Administrative Officer can approve minor changes to this Plan. The Community
Emergency Management Coordinator is responsible for maintaining the Plan. Major
amendments should be submitted to the Committee Emergency Management Program
Committee for review, followed by Council for approval.
After approvl3d amendments are made, circulated copies of the Plan must be updated
(see Appendix 0 for the Plan Distribution List). The CEMC must also provide notice of
the changes, and in some cases when necessary, conduct update session for members
of the Municipal Emergency Control Group and their alternates.
In accordance with the Emergency Management and Civil Protection Act, this Plan will
be annually tested when exercises are conducted to ensure that it is current and
functional.
CONFORMANCE WITH REGIONAL EMERGENCY PLAN
In accordance with the Emergency Management and Civil Protection Act, this Plan was
written to conform to the Durham Region Emergency Master Plan and its associated
plans and procedures.
DISTRIBUTION
Copies of this Plan are stored at the MEOC and Alternate MEOC along with a full set of
supporting plans, procedures, and other community emergency documents.
Emergency Management Ontario, Durham Emergency Management Office, and the
Pickering Library (4 copies) shall receive a copy of this Plan and any amendments. The
Plan is also maintained in electronic form on the City's Website under the Services
banner, the MEOC computer hard drives, and back-up CDs.
All members of the Municipal Emergency Control Group and Support Staff will receive
electronic copies of this Plan (in PDF form on CDs) and updated files after amendments
are completed and approved. See Appendix D for the Distribution List.
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ACCESS TO THE PLAN
The Community Emergency Management Plan is a public document and therefore can
be viewed at any time by members of the public. Copies of the Plan can be viewed by
going to any of the Pickering Public Library Branches or the Operations & Emergency
Services Department at City Hall. The Plan and its supporting documents can also be
viewed on the City's Intranet.
APPENDICES
The appendices of this Plan form part of the Plan to provide additional information and
details on specific matters.
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CHAPTER 3
MUNICIPAL EMERGENCY CONTROL GROUP
MECG COMPOSITION
The Municipal Emergency Control Group (MECG) for the City of Pickering may be
comprised of persons holding the positions described below, or their appropriate
alternates who attend at the Municipal Emergency Operations Centre (MEOC) to
strategically manage a community emergency or major crisis at the discretion of the
Chief Administrative Officer who serves as the MECG Manager.
The MECG is divided into five working teams to fulfill the Incident Management
System's set of the functional duties and responsibilities: command, operations,
planninq, !Qgistics, and finance. 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.
The followin~l is a list of the teams and the emergency management positions that are
assigned to each:
ADMINISTRATION TEAM
~ Municipal Emergency Control Group Manager (Admin. Team Leader)
~ Head of Council
~ Planniing and Logistics Officer
~ Municipal Emergency Control Group Advisor
~ Administration Support Coordinator
~ Administrative Support Staff (minimum of two)
COMMUNICATIONS TEAM
~ Clerical Officer (Communications Team Leader)
~ Emernency Information Officer
EMERGENCY FIELD OPERATIONS TEAM
~ Fire Services Officer (Emergency Field Operations Team Leader)
~ Police Service Officer
~ May also include EMS Officer or others as required
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MUNICIPAL OPERATIONS TEAM
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~ Municipal Property and Engineering Officer (Municipal Operations Team Leader)
~ Community Services Officer
~ Transit Officer
FINANCE AND RECOVERY TEAM
~ Finance Officer (Finance and Recovery Team Leader)
~ Recovery Officer
~ Business Officer
~ Accounting Officer
~ Human Resources Officer
~ Supply and Services Officer
The following describes the corporate positions that are assigned to MECG positions:
CORPORATE POSITION TITLE
Mayor
Chief Administrative Officer
City Clerk
Director, Planning & Development
Community Emergency Management Coordinator
Fire Chief
DRPS Ajax-Pickering Police Inspector
Director, Operations & Emergency Services
Division Head, Culture & Recreation
Division Head, Municipal Property & Engineering
Durham Region Transit - Durham West Ops. Mgr.
Director, Corporate Services & Treasurer
Supervisor, Customer & Administrative Services
Administrative Assistants
MECG TITLE
Head of Council
MECG Manager
Clerical Officer
Emergency Information Officer
MECG Advisor
Fire Services Officer
Police Services Officer
Planning & Logistics Officer
Community Services Officer
MP&E Officer
Transit Officer
Finance & Recovery Officer
Administrative Support Coordinator
Administrative Support
The Municipal Emergency Control Group may function with only a limited number of
persons depending upon the emergency. While the MECG may not require the
presence of all the people listed in the Group, this shall not preclude the notification of
all members of the MECG for the purpose of placing them in an "on-call" status if
required at a later time (see MECG Notification Procedure). The decisions and actions
of the MECG consist of overseeing, general governing, and supporting the operations
that occur at the declared emergency site{s). To a great extent, they "strategically"
manage an emergency situation by providing direction and guidance to the Emergency
Site Management Team and by sourcing available on-scene resources.
Members of Council
As earlier noted, the Mayor or Acting Mayor assumes the position of Head of Council in
accordance with the Ontario Emergency Management and Civil Protection Act. The
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
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Council up-to-date on the emergency and the decisions that are being made to manage
it. The Head of Council may choose to consult with Council on significant issues. See
the Council Members Checklist of Duties and Responsibilities.
Municipal Emergency Control Group Assistants
Each membHr of the Municipal Emergency Control Group should designate at least one
or two persons, (preferably from their own department, division, or organization)
depending on the nature and scope of the emergency, to handle in-coming and out-
going communications or assist as otherwise required.
The assistants will be responsible for operating telephones and other communications
devices and relaying messages between their respective representatives in the
Municipal Emergency Control Group and other key locations, typically those staff at the
emergency scene.
MECG Responsibilities
The MECG is collectively mandated to address the following functions:
1. Conduct high-level strategic decision-making and planning.
2. Provide emergency site management oversight.
3. Provide resource acquisition and allocation for emergency site operations.
4. Conduct public emergency information services (public enquiry & media
services).
5. Provide Evacuation and Transit oversight
6. Provide Reception Centre and Evacuee Centre oversight
7. Support the Business Community and other Organizations
8. Ensure that other City services and functions are maintained
9. Provide external government and agency liaison.
Individual Responsibilities
A set of Checklists of Duties and Responsibilities are maintained by the Community
Emergency Management Coordinator to provide all of the positions with a quick
reference guide and tool for completing tasks. The Checklist also serve as a method of
documenting actions that have been taken. Checklists are stored as working copies in
the MECG Resource Binders as part of a kit of materials for managing emergencies
(located at the MEOC and Alternate MEOC). Original copies are maintained in a
master binder of the Checklists, which is also stored at the MEOC and Alternate MEOC.
They can also be found in electronic form on all of the MEOC computers.
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MECG Support Staff
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The following municipal staff may be required to provide support, logistics and advice to
the Municipal Emergency Control Group:
CORPORATE POSITION TITLE
Supervisor, Information & Support Services
Chief Building Official
Coordinator, Customer Care
Manager, Information Technology
Website Coordinator
Superintendent, Municipal Operations
Supervisor, Facilities Operations
Manager, Accounting Services
Manager, Supply & Services
Division Head, Human Resources
Coordinator, Safety & Employee Development
City Solicitor
Chief Executive Officer, Library
Manager, Corp. Promotions & Economic Devel.
Supervisor, Animal Services
Senior Response Agency Officer
MECG SUPPORT TITLE
Mapping and Data Coordinator
Building Services Coordinator
Public Information Centre Coordinator
Information Technology Coordinator
Website Coordinator
Municipal Operations Coordinator
Facilities Coordinator
Accounting Coordinator
Supply & Services Coordinator
Labour Relations Coordinator
Occupational Health & Safety Coordinator
Legal Coordinator
Planning & Logistics Coordinator
Business Coordinator
Animal Services Coordinator
On-scene Media Coordinator
Notification of these staff members will be through individual department, division, and
organizational alerting fan-out procedures. Their roles and responsibilities will include
those listed in the Checklists of Duties and Responsibilities for each position and other
duties as assigned by the Municipal Emergency Control Group.
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CHAPTER 4
EMERGENCY CLASSIFICATIONS,
NOTIFICATION PROCEDURE, AND
PLAN ACTIVATION
EMERGENCY CLASSIFICATIONS
Community 13mergencies and major crises are defined as situations, or the threat of
impending situations that abnormally affect the lives and property of our society, which
by their nature or magnitude require a co-ordinated emergency management process
and response by a number of agencies, from governmental and the private sector. That
scale of emergency or crisis event, which falls under the overall direction of the Head of
Council, is distinct from routine operations carried out by emergency response agencies
via their normal day to day operating procedures, e.g. fire suppression, police activities,
normal hospital routines, or emergency medical responses.
In Durham, all emergencies except nuclear events have been classified and listed in an
ascending IE~vel of severity. Nuclear emergencies are classified under a separate
Federal classification scheme. See Appendix 8, Emergency Classifications Quick
Reference Guide for further description and examples of emergencies and other events
in Durham R'3gion, including the unique categories for nuclear events.
MUNICIPAL EMERGENCY CONTROL GROUP NOTIFICATION AND
PLAN ACrlV A TION
The Municipal Emergency Control Group (MECG) shall be made aware of the existence
of a pending or ongoing community emergency or major crisis via the MECG
Notification Procedure. The Procedure is conducted by a Fire Dispatcher under the
direction of the Fire Chief or his alternate in consultation with the Chief Administrative
Officer.
The Plan can be implemented through a partial notification of the members of the
Municipal Emergency Control Group or all of its members and with or without the
declaration of an emergency (see Chapter 6, Declaration and Termination Of An
Emergency).
MECG members are required to conduct a fan-out notification of staff that will support
their duties and responsibilities as prescribed in their respective divisional or agency
emergency plans.
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CHAPTER 5
MUNICIPAL EMERGENCY OPERATIONS CENTRE
141
MUNICIPAL EMERGENCY OPERATIONS CENTRE (Primary)
Introduction
In the event of a community emergency or major crisis, the Municipal Emergency
Operations Centre (MEOC) or Alternate MEOC will be opened. The Municipal
Emergency Control Group (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 Municipal Emergency Operations Centre.
The Facility
The primary Municipal Emergency Operations Centre for Pickering is located at the
Claremont Community Centre in a designated and secured area that occupies
approximately 100m2. Appendix A is the floor plan of the MEOC. The 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 MECG spends most of its time in the Command Room where each position has a
workstation that includes the necessary emergency management resources. The
Conference Room is an alternate location for business meetings to occur or for small
breakout meetings. It also serves as a rest area where refreshments are available. A
small Radio Room is located within the MEOC and is used for the establishment of
alternate communications arrangements or as a more private location to conduct
telephone conversations when needed. The Storage and Utility Room contains the
facility service equipment and doubles as a storage area for refreshment supplies,
maps, lockers, and chairs. One washroom is located within the area and additional
facilities are available in the Fire Station and other areas of the Claremont Community
Centre. The Fire Station washroom contains shower facilities if required. The Lions
Club area is suitable to use as the Rest Area for MECG and other staff members.
If a Media Briefing Room, Media Centre, or Council Meeting Room is required, there are
several good options available within the Community Centre. The set-up of these areas
is to be coordinated by the MECG Advisor in conjunction with the Planning and
Logistics Officer.
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Equipment
The MEOC is equipped with the following resources:
. Individual workstations 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 system consisting of normal switchboard features and sufficient
incoming/outgoing lines for all users to simultaneously make or receive calls.
. One satellite telephone transceiver connected to the main telephone system.
. Combination fax/scanner/copier/printer.
. One computer workstation and three wireless laptop computers.
. Wireless High-speed Internet Service.
. Electronic whiteboard with printer.
. A 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 (note that the
computers also store all of the forms on their hard drives plus a back-up CD is
available with currents files).
. Variety of hard copy maps of the City and Region.
. Standby diesel powered electrical generator that can supply most of the Claremont
Community Centre.
. Microwave oven, kettle, coffee maker, and basic refreshment supplies.
. Kits for personal needs including face clothes, towels, tooth brushes and paste.
MEOC Set-up
The Primary MEOC is always set-up with the exception of a few minor tasks. A
checklist of steps is posted in the MEOC entrance for the first person that arrives.
ALTERNATE COMMUNITY MUNICIPAL EMERGENCY OPERATIONS
CENTRE
Introduction
The Main Committee Room and its surrounding areas at City Hall are designated as the
Alternate MEOC. Administrative Support Staff shall conduct set-up of the facility under
the direction of the MECG Advisor in accordance with the Alternate MEOC Set-up
Procedure, which includes a floor plan.
The Alternate MEOC is an ideal setting to manage a major crisis or community
emergency that does not impact the area surrounding City Hall. It could be used in a
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partial set-up condition during the initial stages of an event prior to moving to the 14 J
primary MEOC. Its suitability arises from its convenience for staff and the features and
services available at City Hall. The Alternate MEOC should not be used for managing
nuclear emergencies because it is not beyond the provincially mandated Primary Zone
for nuclear emergency management.
The Facility
The Main Committee Room serves as the Command Room where the MECG conducts
most of its work. The Councillors' Lounge serves as a location for breakout meetings, a
rest area, and where media monitoring could occur. The CAO Board Room also serves
as breakout meeting room. The staff office that is located directly west of the Main
Committee Room can be used as an area for alternate communications or for private
conversations. Remaining areas at City Hall such as the Council Chambers and Main
Lobby are ideal for media briefings and Council meetings.
Equipment and Resources
The Alternate MEOC is equipped with most of the same resources and equipment that
the MEOC has. Those items are stored in cupboards within the room and assembled
as per directions that can be found in the Set-up Procedure.
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CHAPTER 6
DECLJ~RATION AND TERMINATION OF AN EMERGENCY
ACTION PRIOR TO DECLARATION
When an emergency exists, but has not yet formally been declared to exist, 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 A 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 and Acting 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. A declaration is produced using the Pickering 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).
In addition to the above, an emergency declaration grants the City the power to protect
volunteer emergency workers under the provisions of the Workplace Safety and
Insurance Board, (WSIB). By registering each volunteer who participates in a
"Declared Emergency", those people are then considered "City Workers", and protected
under the provisions of the WSIB. If an emergency situation requires the extensive use
of volunteers, an emergency declaration will protect only those volunteers who are
registered.
Upon such declaration, the following must be promptly notified via a faxed copy of the
Declaration IForm:
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(a) The Ontario Minister of Community Safety and Correctional Services through the
Provincial Emergency Operation Centre (see the Emergency Contact Directory
for contact information;
(b) The Durham Regional Chair through the Durham Emergency Management
Office;
(c) All Members of Council;
(d) 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 (see Chapter 8 and the Emergency Information
Plan).
When the resources of the City of Pickering are deemed insufficient to effectively control
the emergency, the Head of Council may request assistance from the Regional
Municipality of Durham by contacting the Regional Chair.
DECLARATION OF A REGIONAL EMERGENCY
(1) The Regional Chair or Acting Regional Chair, as Head of Council, in consultation
with the Regional Control Group is responsible for declaring an emergency to exist
within the Regional Municipality of Durham when:
(a) The Head of Council of an affected area municipality requests that the
Durham Region Emergency Master Plan be implemented; or
(b) The emergency affects a large portion of the inhabitants of more than one
area municipality within the Region; or
(c) The emergency requires extraordinary actions or expenditure of monies by
one or more Regional service for the protection of life and property.
(2) Upon declaration of an emergency, the Regional Chair notifies the following
persons:
(a) The Head of Council of affected area municipality(s);
(b) The Minister of Community Safety and Correctional Services;
(c) Regional Council.
(3) The Region ensures that the public, the media, and neighbouring municipal officials
are also advised of both the declaration and termination of an emergency.
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REQUEST F~OR PROVINCIAL ASSISTANCE
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(1) Under cl3rtain circumstances and/or when the combined resources of the Regional
Municipality of Durham and the area municipalities are deemed insufficient to
control the emergency, then the Head of Councilor Regional Chair may request
assistance from the Premier of Ontario. The requesting of said services shall not
be deemed to be a request that the Government of the Province of Ontario assume
authority and control of the emergency. Details of such a request are found in the
Durham Region Emergency Master Plan.
(2) Such a request shall be made to the Ministry of Community Safety and Correctional
Services.
(3) Under section 7 of the Emergency Management and Civil Protection Act, RSO
1990, Chapter E9, the Premier of Ontario may:
(a) Upon receiving such a request declare that an emergency exists throughout
Ontario or in any part thereof and may take such action and make such orders
as I,e or she considers necessary and are not contrary to law, and
(b) EXE~rcise any power or perform any duty conferred upon a minister of the
Crown or a Crown employee by or under an Act of Legislature, and
(c) Where a declaration is made and the emergency area or any part thereof is
within the jurisdiction of a municipality, the Premier of Ontario may, where he
or she considers it necessary, direct and control the administration, facilities
and equipment of the municipality to ensure the provision of necessary
services in the emergency area. Without restricting the generality of the
forEigoing, the exercise by the municipality of its power and duties, in the
emergency area, whether under an Emergency Plan or otherwise, is subject to
the direction and control of the Premier, and
(d) Require any municipality to provide such assistance as he or she considers
necessary to an emergency area or any part thereof that is not within the
jurisdiction of the municipality, and may direct and control the provision of such
assistance.
TERMINATION OF A MUNICIPAL EMERGENCY
The Forms Binder and all of the emergency management computers contain an
"Emergency Termination Form" that must be completed, signed by the Head of Council
and distributE~d.
(1) In accordance with the Emergency Management and Civil Protection Act, a
Municipal Emergency may be declared terminated at any time by:
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(a)
(b)
(c)
The Head of Council, or
The Municipal Council, or
The Premier of Ontario.
147
(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
(d) The Minister of Community Safety and Correctional Services
(e) . The Heads of Council in the neighbouring municipalities
(f) The Public via the Media
TERMINATION OF A REGIONAL EMERGENCY
(1 ) A Regional Emergency may be declared terminated at any time by:
(a) The Regional Chair or Acting Regional Chair, or
(b) Regional Council, or
(c) The Premier of Ontario.
(2) Upon termination of a Regional Emergency, the Regional Chair notifies:
(a) The Head of Council of affected area municipality(s)
(a) Regional Council
(g) Media outlets
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TO REPORT#tYlS
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CHAPTER 7
INCIDENT MANAGEMENT
INTRODUCTION
The Provincial Incident Management System (IMS) is evolving as a process to
standardize and formalize how all emergencies are managed in Ontario. This Plan shall
prescribe a phased-in approach to IMS to be consistent with the practises of the
Province and other Ontario municipalities. Pickering's IMS shall continue to generally
be based on the National concepts known as the Emergency Operations Centre and
Emergency Site Management models plus some of the fundamentals of the Incident
Management System as it develops on a province-wide basis.
For the most part, the former Pickering Emergency Plan terminologies, position titles,
and MECG configuration, which consisted of working teams, shall remain in use. Within
the IMS transitional period that will continue for several years, the Province and its
municipalities will experience ongoing changes. Therefore, this Plan shall adopt the
major principles of IMS and will be amended during the next few years as Ontario's IMS
reaches its full state of development and implementation.
The Pickering IMS Procedure will support this Chapter. When completed, that
document will provide specific details of how community emergencies and crises will be
strategically and operational managed on and off scene. Until then this Chapter will
provide details on IMS.
Community emergencies and major crises are managed in typically two locations
consisting of on-scene and off-scene areas. On-scene operational management occurs
under the direction of the Emergency Site Management Team, which consists of senior
officials from the response agencies. Off-scene strategic and support management
occurs among the members of the Municipal Emergency Control Group. The duties
and responsibilities for those emergency managers are outlined in this Chapter and in
more detail in the Checklists of Duties and Responsibilities and the Pickering Incident
Management System Procedure.
INCIDENT MANAGEMENT SYSTEM
The Province of Ontario has adopted the concepts of Incident Management System
(IMS) and is encouraging all municipalities to take the same action in an effort to
standardize and formalize how all emergencies are managed. This Plan is intended to
begin incorporating the features of IMS on a transitional basis. IMS is based on and
includes the processes that the Incident Command System (ICS) operates under. ICS
was initially developed for use by fire services and has evolved into a management
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scheme that most fire services now use throughout the world for controlling all of their
emergency response activities. IMS incorporates and maintains the principles of ICS 149
and expands its approaches to include off-scene emergency management that would
occur in emergency operations centres and other locations.
IMS is similar to the management process that the Government of Canada and the
Provinces have been presenting and promoting in courses and seminars for more than
a quarter century. The previous Pickering Emergency Plan was based on the Federal
and Provincial models. Pickering Fire Services currently uses the Oklahoma State
University Fire Protection Publications version of IMS to manage all of its responses.
Therefore, moving from the existing approach to IMS does involved drastic change, but
will take time to fully develop and implement.
IMS consists of five major functions as illustrated below (note that the Command
function contains three sub-functions):
Health &
Safety
Command
..
Liaison
1
1
Emergency
Information
1
1
1
Operations
c,E
Logistics
Administration/
Finance
".'
Members of the MECG and their support staff will achieve the five IMS functions during
the course of their assigned duties and responsibilities as prescribed in the Checklists of
Duties and Responsibilities for each position. During the IMS transitional period, the
following information summarizes which MECG Team is primarily responsible for the
conduct and/or coordination of each of the IMS functions. It is important to
acknowledge that to a certain extent, other Teams and their assigned staff will also be
involved with some of the same matters in the course of their work. For example,
although the Administration Team is responsible for liaison activities, during the course
of the work that the Emergency Field Operations will be conducting, they too will be
liaising with their counterparts in other organizations such as the Region of Durham or
Town of Ajax.
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IMS FUNCTIONAL TASKS ASSIGNED TO THE MECG TEAMS
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ADMINISTRATION TEAM
. Administration/Finance
. Health and Safety (at MEOC and other off-site locations)
. Plannin!J and Logistics
. Liaison
COMMUNICATIONS TEAM
. Emergency Information
. Administration (clerical functions)
EMERGENCY FIELD OPERATIONS TEAM
. Operations
. Health ~~ Safety (at on-scene operations)
. Logistics (on-scene issues in conjunction with the Emergency Site Management
Team)
. Plannin!J (on-scene issues in conjunction with the Emergency Site Management
Team)
MUNICIPAL OPERATIONS TEAM
. Operations
. Health ~~ Safety (at on-scene operations and other locations)
. Logistics
. PlanninJ (on-scene and off-scene issues)
IMS FUNCTIONAL RESPONSIBILITIES
The followin~~ functional responsibilities are to be applied where necessary and practical
to on-scene and off-scene emergency management activities.
Command
. Authorized to make strategic decisions, give formal orders, instructions or
directives - also includes the following three supporting functions:
./' Health & Safety - must ensure safety of all site personnel and pass on
information received from Command (MEOC) indirectly impacting the
overall safety of the emergency management efforts.
./' Liaison - staff that is located in the MEOC act as a link between
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Command (MEOC) and their organizations/group of organizations
involved in the management of the situation.
./' Emergency Information - development and timely dissemination of
approved emergency information messages and bulletins for the public via
the media and other means of communications and the provision of public
inquiry services.
Operations
. Responsible for coordinating the operational requirements (resources &
equipment) of the site as required to fulfill the emergency response and
management requirements.
Plannino
. Responsible for the development, dissemination and evaluation of emergency
management and response plans, which should be incident specific and may be
modified as required.
Loqistics
. Responsible for coordinating all material, services and equipment and the
resources required to respond to and manage the emergency
Finance & Administration
. Perform administrative, financial and staffing duties specific to the emergency,
including tracking incident-related costs, maintenance and scheduling of support
personnel, records and administrating contracts
IMS FUNDAMENTALS
IMS is premised on emergency managers being capable of and applying the following
qualities to be effective:
. Communicative
. Calm
. Creative
. Resourceful
. Flexible
. Disciplined
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IMS dictates that the ratio of supervisor to staff as approximately 1-5 and never greater
than 1-7. Known as the Span of Control, this concept is intended to ensure that
adequate supervision can be applied for efficiency, effectiveness, and safety reasons.
MUNICIPAL EMERGENCY CONTROL GROUP MEETINGS
As a major function within the Incident Management System, it is essential that the
Municipal Emergency Control Group members meet on a regular basis to share
information, identify actions, make decisions, and set priorities. Meetings should be
scheduled by the MECG Manager on a regular rotation, allowing time between
meetings for Municipal Emergency Control Group members to deal with their individual
responsibilitil3S as listed in the MECG Checklists of Duties and Responsibilities. Group
meetings arE~ best conducted in the Conference Room at the MEOC or the Councillors
Lounge at the Alternate MEOC and therefore away from distractions that may occur in
the MEOC's Main Meeting Room.
When the Municipal Emergency Control Group meet, there should be an attempt to
avoid interruptions (unless urgent), until the meeting is concluded. When a meeting
commences, all Municipal Emergency Control Group members will briefly update the
group on thH actions of their respective agency, identifying issues needing resolution
and seeking input from the group as a whole with the MECG Manager chairing each
meeting. Meetings serve as an opportunity for situation and actions updates, and to
provide a forum for discussion between the MECG as a whole. All MECG members
must be present at each meeting to hear reports from, and give reports to the group as
a whole. Assistant and Administrative Support Staff remain in the Command Room to
handle business until the MECG returns.
EVENT CLASSIFICATIONS
As noted in Chapter 4, events are formally classified by their significances, the levels of
response, and emergency management requirements (also see Appendix B).
Classifying an event will determine the extent to which this Plan is implemented and
subsequently, the level of notification that is conducted to alert the MECG.
EMERGENCY SITE MANAGEMENT
This Plan has retained the concept of Emergency Site Management that Public Safety
and Emergency Preparedness Canada has taught for many years. It is expected that
as the Province further develops the Incident Management System, some aspects of
this subject will need to be updated.
This Plan has remained consistent with the key point in Emergency Site Management,
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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.
153
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
Emergency Site Managers 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 anyone of the primary response
agencies, who will act as the "on-site general manager" of all functions of all
agencies. If the Municipal Emergency Control Group 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 playa dual role as ESM and Commander of the agency that he/she represents;
4. Have a separate commander for each agency. The Agency Commander shall work
with and respond directly to the Emergency Site Manager. 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; and
. Knowledge of the responding agencies' responsibilities and resources.
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Emergency Site Management Team
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The membms of the Emergency Site Management Team provide on-scene
managemenj[ while communicating with their respective member of the Municipal
Emergency Control Group (see Appendix C for the organizational flow chart).
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. Municipal Property & Engineering Commander, (e.g. Superintendent of Municipal
Operations).
6. 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
Emergency Site Manager in consultation with the Municipal Emergency Control Group
(e.g. CN Rail Manager, MTO 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 Emergency Site Manager in fulfilling his/her responsibilities when
required.
4. Establish and maintain contact with their respective supervisor at the MEOC.
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OPERATIONAL CONVENTIONS
155
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:
. Time - shall be local time and expressed as a 24-hour clock starting with zero
at midnight.
. 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 blowinq from;
ii. The direction in degrees the wind is blowinq to;
Hi. The wind is expressed in speed expressed in km/hr.
e.g. The wind is blowing from 270 0 to 90 0 at 15 km/hr.
o degrees
N
270 degrees
w
E
90 degrees
5
180 degrees
COMMUNICATIONS
Effective and regular communications among and between the emergency managers
and emergency responders is vital. For example, within the MEDC, 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
(ESMT) 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.
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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. Facsimile and email information
exchanging is used between emergency operations centres such as the City, Region,
Province, other municipalities. The MECG Notification Procedure relies on Bell Mobility
group paging services and telephone fan-out activities to contact support staff.
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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-scenH communications options are available.
Fixed satellite telephone services are integrated into the telephone systems at the
MEOC and at City Hall for use in the Alternate MEOC in case regular Bell Canada
telephone services fail - instructions on the use of those services are maintained at
each location. Both sites only have one line that is used for incoming and outgoing
calls. HowElver, voicemail services are included. One portable satellite telephone
service is also available for use at the Command Post and by other operational staff
(that telephone set can be obtained through the Community Emergency Management
Coordinator)" The satellite services are able to connect to any other satellite, cellular, or
land based telephone service providing that they are not also out-of-service. Satellite
telephone service will be most useful to provide the City with communications with other
emergency operations centres that also have that service (e.g. the Region, Province,
OPG all havH satellite telephone services).
Portable two-way services may also be used if telephone service is disabled. The
Police Services Officer will have a radio device that will permit direct communication
with other DHPS staff. The Fire Services Officer also possesses a two-way and will be
able to communicate with Pickering Fire Services staff and other municipal fire service
officials including the Regional Fire Coordinator who would be in the Regional
Emergency Operations Centre if opened.
Basic two-way radio service is available through the volunteer services of Durham
Amateur Radio Emergency Services (DRARES). That assistance can be obtained by
contacting the Durham Emergency Management Office or the Regional Control Group.
Antennas and two-way radio wiring were pre-installed at the MEOC and Alternate
MEOC. In addition to providing radio operators in emergency operations centres,
DRARES will also supply equipment and personnel to work in other locations such as
reception or evacuee centres. DRARES can also provide an Internet access service via
their network if required.
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ACCESSIBILITY
15'7
Throughout a community emergency or major crisis, special considerations, plans, and
actions are required to ensure that citizens with disabilities will be appropriately served.
Public alerting and evacuation actions are key areas that should be addressed.
Additionally, if the emergency is an event that involves situations whereby people
remain in their homes or other locations for extended periods of time, e.g. major power
outage, winter storm, etc., then the MECG should also develop action plans to assist
members of the community with a disability. These matters are therefore addressed in
other Chapters of this Plan and in specific supporting plan, such as the Evacuation and
Transit Plan.
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 Clerical Officer for filing in the Master Log Binder.
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. MEOC laptop computers contain a blank Microsoft
Word file that must be used for this Log. The laptop computer can be connected to a
projector to display the current Log information at all times in the MEOC. Copies of the
Status Log can also be printed or when appropriate, emailed to other emergency
operations centres.
The Clerical Officer is responsible to store copies of incoming and outgoing faxes and
emails.
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158
CHAPTER 8
EMERGENCY INFORMATION MANAGEMENT
This ChaptHr is intended to provide an overview of Emergency Information
Management. Details of how emergency information is conveyed to the public are
found in the Emergency Information Management Plan, which is a supporting document
to this Plan, and the Public Inquiry Centre Set-up and Operations Procedure.
Emergency Information Management is the responsibility of the Emergency Information
Officer (EIO} who is a member of the Communications Team within the Municipal
Emergency Control Group. The EIO works under the supervision of the Clerical Officer
at the MEOC. The EIO supervises the Public Inquiry Centre Coordinator when a public
inquiry centrE~ is established, the Website Coordinator if that system feature is used, and
the On-scene Media Coordinator. 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 Councilor other MECG members, distribute emergency information, and to
arrange for media briefings that could occur on-scene and off-scene.
There are three primary means of conveying information to the public:
. Through the Media (radio, television, newspapers)
. Via the City's Website
. From the Public Inquiry Centre
Information that is conveyed to the public must be conducted so as to ensure the
greatest numbers of people are able to receive and understand what is being provided.
Actions must also be taken to ensure that citizens with disabilities are able to receive
and understand the emergency information. Specific information and instructions for
people with all forms of disabilities, including sensory, physical, mental and cognitive,
must be conveyed in an appropriate manner.
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.
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. Where and when additional information can be obtained
159
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.
Current public alerting in Pickering consists of a telephone-based system that is
accessed by the Region of Durham for nuclear emergencies only in the Primary Zone.
Additionally, emergency personnel may be called upon to go do-to-door or use their
vehicle public address systems to notify the public of a threatening event of any type.
During large scale events, especially for example a nuclear emergency, the public
would be urged to tune into television and radio stations to obtain specific information
about the situation and what protective actions to take. Television and radio media can
be contacted directly by the MECG or via the Provincial Emergency Operations Centre
who has a special arrangement with Canada Newswire Service to disseminate
emergency information.
MEDIA MONITORING
The EIO should arrange for a support staff member in the MEOC 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 Rogers 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.
PUBLIC INQUIRY CENTRE
The City's Customer Care Centre shall initially provide information to residents during a
community emergency. The Public Inquiry Centre shall be opened when the MECG
determines that the volume of requests from the public exceeds the capability of the
Customer Care Centre. The Public Inquiry Centre (PIC) is located at City Hall and shall
be supervised by the PIC Coordinator. The City's telephone system is programmed to
provide the ability to process incoming calls in a call centre arrangement as per the
Public Inquiry Centre Set-up and Operating Procedure. The system can forward some
or all incoming City telephone numbers to the PIC.
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The PIC will receive information from the Municipal Emergency Control Group, which
can be conveyed to members of the public. PIC call-takers shall answer basic
questions from callers and/or shall arrange to obtain information from the MECG that
can be forwarded on to callers at another time.
Alternative PIC location arrangements are also addressed in the PIC Set-up Procedure.
Those arran!~ements will not provide the same level of service that the City Hall system
offers. Therefore, future efforts will involve established an enhanced Alternate PIC at
other locatiol1s in Pickering.
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.
From any computer that has Microsoft Front Page software installed on it and Internet
access, the website can be quickly amended. This process is supervised by the
Emergency Information Officer and conducted by that person, the Website Coordinator,
or the MECG Advisor.
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CHAPTER 9
NUCLEAR EMERGENCY MANAGEMENT
161
Nuclear Emergency Management is based on the same concepts that are contained in
this Plan. However, nuclear events vary from other community emergencies because
from the commencement of a situation, a nuclear event is under the control of the
Province of Ontario. The Province then directs the Region of Durham, who in turn
directs the City of Pickering in the provision of local emergency services. Emergency
management of nuclear events are also classified under a system that is different than
what is used for all other community emergencies (those categories and descriptions
are summarized in the Emergency Classifications Quick Reference Guide - see
Appendix B).
Nuclear Emergency Management is governed by the following nuclear specific plans:
. Provincial Nuclear Emergency Plan - Part 1
. Pickering Nuclear Emergency Plan - Part 2 (also a Provincial document)
. Durham Nuclear Emergency Plan (a Region of Durham document)
. City of Pickering Nuclear Emergency Management 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. The level of government involvement, number of operations centres, agencies,
and responders for nuclear emergencies is unprecedented with the exception of
a provincial emergency, major terrorism event, or war.
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5. Off-site responders (Fire, Police, etc.) would have very little ability or opportunity
to minimize on-site outcomes in comparison to other community emergencies.
6. A potEmtial exists for a gradual and controlled on-set of dangerous conditions,
which could extend to many hours, days, weeks, or months.
7. The fHar and paranoia that surrounds nuclear issues have significant potential to
invokH panic and severe actions on the part of citizens and perhaps emergency
responders.
8. 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 are severe and could extend for a longer period
of tim(~ than other emergency situations.
9. Protective actions, like the distribution of Potassium Iodide Pills, are unique to
nuclear emergency management.
10. A specific event classification system exists for nuclear emergencies separate
from other community emergencies.
11. Other municipalities and agencies beyond the jurisdiction of the City, and in
some cases the Region, handle Reception Centre and Evacuee Centre
mana!~ement.
. ,..,...,?
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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.
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12. Maintain normal and/or increase demand for fire and emergency response 16 3
services.
13. Provide services and information that are similar to the above during the recovery
phase.
SUMMARY OF NUCLEAR EMERGENCY MANAGEMENT
In summary, if a nuclear emergency is declared, from a Pickering perspective, it will be
managed in accordance with this Plan, the Pickering Nuclear Emergency Management
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. However, at no time does the City relinquish its roles
and responsibilities or localized decision making while providing the services that it is
mandated to provide during the response to a nuclear event. In short, the City remains
"on the front line" in regard to rendering direct services to the residents such as
coordination of evacuation activities.
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CHAPTER 10
HUMAN RESOURCE MANAGEMENT
INTRODUCTION
Responding to and managing a community emergency can pose a serious threat to the
health and safety of emergency workers at both the scene of the event and off-site
involving other emergency staff. Physical risks and emotionally stressful conditions can
impair performance and potentially cause injury and death among the people who are
mandated with providing emergency services to the community. The welfare of the
people who are serving as emergency workers must be treated with a high priority.
Therefore, emergency managers and supervisors must consistently view and treat
emergency workers and themselves as the City's most valuable and vulnerable
emergency nesource.
The Division Head, Human Resources assumes the position of Human Resources
Coordinator as a support staff member to the Municipal Emergency Control Group.
Working within the Administration Team of the MECG, the Human Resources
Coordinator 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 Chapter. 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 Coordinator.
The Health and Safety Coordinator is another key position that addresses human
resources issues and is conducted by the Coordinator, Safety & Employee
Development 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 Chapter.
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
declare:d and therefore all employees may be called out and assigned
responsibilities to assist in the implementation of the Community
Emergency Management Plan."
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Ensuring that positions are filled by people who have the necessary knowledge and skill 16 5
sets that is required to be successful in managing an emergency may be a challenge
associated with a shortage of available staff. In accordance with a basis principle of the
Incident Management System, selecting people based on their level of expertise may
have to override a more conventional approach that involves assignments based on
position title and the hierarchy of an organization. There may also be situations where
due to a shortage of personnel, a junior staff member may have to assume a position
that is normally occupied by someone like a Director or Division Head.
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 Human Resources
Coordinator's 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. In accordance with the Incident Management System (lMS),
the functional task of safety and health must be assigned as additional duties for
someone or as a full-time mandate in a position that will be titled Health and Safety
Coordinator. Also, depending on the event and circumstances, in addition to having an
on-scene Health and Safety Coordinator, it may be necessary to identify a staff member
at the MEOC to address health and safety matters - that would especially be required
when managing a health crisis or 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. The Human Resource Coordinator and the Health and Safety
Coordinator are collectively responsible for overseeing this function in conjunction with
incident command staff.
GENERAL STAFFING
In addition to ensuring that appropriate levels of staffing are available in the MEOC and
in the field for optional response functions, the MECG, under the guidance of the
Human Resources Coordinator must also make arrangements to ensure that staffing
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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.
MECG members are responsible for staffing issues within their own service areas
during an event. For example, the Division Head, Culture & Recreation, who serves as
the Community Services Officer, must ensure that managers and supervisors are
continuing to operate facilities, at least until a decision is made to close them down or
convert them to an emergency function. Those same employees may still be required
to provide other duties and directly work within the emergency response or support
teams.
SCHEDULIING
After the initial emergency management and response tasks are completed, the MECG
must ensure that formalized scheduling is conducted to arrange for additional staff and
staff replacements for on-scene and off-scene functions. The Human Resources
Coordinator is responsible to oversee this process and assist MECG members when
required. The Forms Binders and computers contain a copy of the MECG Work
Schedule Form, which should be completed as a collective effort among the MECG with
the assistance of the Human Resources Coordinator.
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.
The Claremont Community Centre houses a functional kitchen, which could be used to
prepare meals. A small supply of coffee, tea, pop, juice, and water supplies are kept in
storage at thl3 MEOC and Alternate MEOC. The Salvation Army may provide City staff
with assistance in providing meals and snacks for large numbers of staff over prolonged
periods of time if request through the Region of Durham.
During extended periods of work, staff members are to be provided with some basic
items to fulfil their personal hygiene needs and comforts. 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
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seriousness of a community emergency or major crisis can place a significant burden 16'(
on the emotional well being 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. In extreme situations, Critical Incident Stress Management Services may be
required and can be sourced through the Regional Control Group or Durham
Emergency Management Office.
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 Human Resources Coordinator.
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 volunteers to
assist with the provision of services. Volunteer activities could involve helping with
matters such as evacuations, the operation of a reception or evacuee centre, or general
support to members of the community in need. The Human Resources Coordinator is
responsibility for overseeing this process. The Coordinator will therefore need to recruit
City staff to manage the recruitment task. Additional assistance can be obtained from
the Durham Emergency Management Office or the Regional Control Group who would
arrange for help from organizations like the Red Cross, Salvation Army, or other
communities. Volunteers must be formally registered with the City via the completion of
the Volunteer Registration Form.
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CHAPTER 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 the Regional Control Group.
Ministry of Community Safety and Correctional Services
Emergency Management Ontario (EMO)
EMO operates the Provincial Emergency Operations Centre (PEOC) on a 24/7 basis
with at least one Duty Officer available at all times to process requests for information
and assistance. During a community emergency, the Provincial Emergency Response
Team (PERT) is made available to assist municipalities on an advisory basis. The Duty
Officer and/or a PERT member would be available to play a liaison role between the
City's MECG and the resources of the Province. Upon request, a PERT staff member
may be available to attend the Pickering MEOC to assist the MECG.
Throughout tile emergency, the City must keep the PEOC up-to-date on the situation by
completing and forwarding regular Situation Reports (an EMO form). That function is a
responsibility of the Clerical Officer 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.
Ministry of the Environment
The Ministry of Environment deals with releases of hazardous materials to the natural
environment. The Province has enacted a regulation requiring "forthwith notification" of
ministry's Provincial Spills Centre when hazardous materials are released into the
environment. MOE staff may be available to assist operational staff in the field with
advice and rE~source sourcing during an event. Environmental testing services are also
available through MOE and can be obtained by contacting the Provincial Spills Centre
or PEOC. For large-scale events, a Regional Environmental Emergency Team (REET)
may be assembled to assist with managing and responding to the event. REET is a
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program that is coordinated by MOE and Environment Canada (details can be found in
the MEOC Resource Sets).
169
Ministry of Labour
The Ministry of Labour deals with emergency worker health and safety. The Ministry
should be notified if an Emergency Declaration is made by the City of Pickering for
situations where ongoing or imminent serious danger is being posed to emergency
workers and in all cases when serious injury or death occurs to a worker. Notification of
the Ministry can be direct or via the PEOC.
Ministry of Natural Resources
The Ministry of Natural Resources deals with controlling forest fires and flooding in
areas that are not within the jurisdiction of the Toronto and Region Conservation
Authority. The Provincial Emergency Operations Centre will notify the Ministry of
Natural Resources if an Emergency Declaration is made by the City of Pickering as a
result of major fires involving opens lands, forests or for events involving flooding.
Ministry of Transportation
The Ministry of Transportation may be a key player in managing and responding to an
emergency that has occurred on Highways 401 and 407. Their roles would centre
exclusively on providing on-scene support and resources to the emergency response
agencies via Ministry staff or through the various contractors that perform road services
to the Province. It is essential that a senior MTO official and/or a contract
representative become a member of the Emergency Site Management Team. MECG
staff in the MEOC should liaise with off-scene MTO officials directly or via the PEOC.
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 involves
Durham Region's Police Service, Emergency Medical Services, Social Services
Department, and Public Works Departments. The Health Department may also become
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involved in matters involving health issues and in all nuclear events that are classified
as liquid emissions releases (in the latter case, Health plays the Regional Lead Role).
TOWN OF AJAX
A community emergency that is exclusively impacting Pickering or one that also impacts
Ajax warrants a close working relationship between both municipalities. Shared
resources are the typical type of assistance that each community can provide to one
another such as equipment, supplies, and/or staffing. Assistance from Ajax should
initially be requested through DEMO. During a large-scale event, if Ajax has assembled
its MECG, then direct contact should be made with the Ajax MECG (Ajax MEOC
telephone numbers are listed in the Durham Emergency Response Facilities Telephone
Directory).
CITY OF TORONTO
The City of Toronto is another source for additional resources and can be obtained via
DEMO or in conjunction with the PEOC during a large-scale emergency.
OTHER DURHAM AREA MUNICIPALITIES
As described earlier, the Durham Regional Control Group may assemble to support
area municipalities with management and response to a community emergency. In their
coordinating capacity, the RCG will notify and organize available resources and services
from other un-affected municipalities within Durham and beyond if required.
BUSINESS COMMUNITY
During a community emergency, local businesses must be as prepared as government
to ensure that they are as self sustained as possible and therefore drawing less on
public resources that will be managed by the City of Pickering. The ideal arrangement
involves a situation whereby businesses have their own emergency management,
business continuity, and business recovery plans to facilitate their ability to cope with
the impacts of a community emergency. A further ideal condition involves a level of
business emergency preparedness that would allow businesses to also assist the
community where possible during a community emergency by supporting other
businesses or by providing resources for use throughout the community, etc.
The Manager, Corporate Promotions & Economic Development serves as the Business
Coordinator, which is a support role to the MECG. Performing liaison activities between
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the MECG and business community is a primary responsibility along with other duties
that are listed in the Checklist of Duties and Responsibilities.
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NON-GOVERNMENTAL ORGANIZATIONS (NGO)
NGOs 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 NGOs 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.
Ontario Volunteer Emerqency 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 Reqion Amateur Radio Emerqency Service (DRARES)
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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 bacl<-up communications systems when primary systems failure. Basic two-
way voice communications is offered in two modes: a formal process that consists of
using a document titled "25 Word Radiogram"; or communications via direct use of their
two-way radios involving DRARES radio operators or emergency
management/response staff. They can also provide emergency Internet access via
their network that will support email services and in a very limited way the ability to use
other Internet services.
During a community emergency when ARES services are required, at least one radio
operator would be assigned by the ARES Durham Region Co-ordinator In Charge to be
stationed at the MEOC in the Radio Room (this is accessed and coordinated by the
Durham Emergency Management Office or the Regional Control Group if assembled).
The Radio Room is pre-wired to an antenna that is on the roof (the same applies to the
Alternate MEOC - see Set-up Procedure). The ARES Radio Operator is provided with
a Resources Binder that contains copies of the 25 Word Radiogram and other
materials. Tile Radio Operator is supervised by the MECG Clerical Officer and will work
directly with other MECG and Support staff as need arises.
DRARES can also provide volunteers and mobile communications equipment.
DRARES members are available upon request to attend locations such as reception
and evacuee centres or other emergency operations centres if communications services
are required.
TORONTO AND REGION CONSERVATION AUTHORITY (TRCA)
TRCA's role during a community emergency is typically a situation whereby lands that it
is responsible for are being impacted. A flooding emergency is the most likely event
that would have TRCA active in an emergency role. The link between TRCA and the
MECG is made directly.
TRCA provides flood alert services that are aimed at providing other organizations, such
as municipalities, with information about pending or ongoing flooding conditions. Flood
alerts have been incorporated into the City's MECG Notification Procedure.
OTHER ORGANIZATIONS
During previous community emergencies throughout Canada, various other
organizations, agencies, groups, etc. have contributed to the management and
response to events such as floods, tornadoes, hazardous materials events, etc. For
example, faith groups and socials clubs have provided food, clothing, spiritual support
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and many more offerings that have assisted during emergencies. During a Pickering
community emergency, it can be expected that similar offerings of help will be provided.
That assistance may be directly requested by the MECG or may be best coordinated by
the Durham Emergency Management Office or Regional Control Group.
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CANADIAN FORCES
Under extreme conditions and being dependant on the availability of assets and
personnel, resources from the Canadian Forces may be available to assist with
responding to a community emergency of any type. Federal policy only allows such
response when all or most local, regional, and provincial resources are exhausted and
in situations where no other option is available, such as a need for an emergency water
treatment plant, etc. Canadian Forces assistance must be requested through the
Province, either directly by the City or the Region of Durham.
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)
If the location of the community emergency was for example the Canadian National
Railway (CNR), then CNR is an "impacted organization." Under that scenario, CNR
would automatically' become a partner in managing and responding to the emergency.
For example, a senior staff member from CNR would become a member of the
Emergency Site Management Team and response staff from their company and others
that it contracted to assist with the event would become part of the emergency response
team.
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CHAPTER 12
COMMUNITY EMERGENCY MANAGEMENT DOCUMENTS
Community Emergency Management is governed, guided and facilitated by a large
variety and volume of internal and external documents. Copies of the most important
documents are maintained for reference purposes in sets that are stored as hardcopies
at the MEOC and Alternate MEOC. Those reference documents will be useful during
the management of a community emergency. City of Pickering and some external
document such as Provincial forms are stored electronically in the Operations &
Emergency Services Department folders on the City's servers, the MECG computers,
CDs, and memory sticks. .
The collection of reference documents are identified under the following categories:
. LAWS (Federal and Provincial Acts and Regulations, and the Municipal By-law)
. COMMUNITY EMERGENCY MANAGEMENT PLAN
. PROVINCIAL AND REGIONAL EMERGENCY PLANS/PROCEDURES
. COMMUNITY EMERGENCY MANAGEMENT SUPPORTING PLANS
. DIVISIONAL/AGENCY EMERGENCY RESPONSE PLANS
. MECG CHECK LISTS OF DUTIES AND RESPONSIBILITIES
. COMMUNITY EMERGENCY MANAGEMENT PROCEDURES
. COMMUNITY EMERGENCY MANAGEMENT FORMS
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CHAPTER 13
EVACUATION AND TRANSIT
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INTRODUCTION
Evacuation and Transit services are a primary function 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. A supporting plan titled
Evacuation and Transit Plan, which is in draft form, provides details on how this matter
is to be addressed. This Chapter is intended to provide an overview of the evacuation
function.
PLANNING PRINCIPLES
The draft Evacuation and Transit Plan is being developed in conjunction with the
following 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 or stretcher
services;
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5) Ensure consistency with Regional and Provincial Traffic Control Plans;
6) ReferencE~ evacuation and transit plans of the schools boards;
7) Address factors associated with the evacuation of Pickering Nuclear Generating
Station staff;
8) Ensure consistency between City and Regional Reception and Evacuee Centre
Plans.
EVACUATIION
Evacuation is an action that may be required very 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
egress 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 Provincial,
Regional, and City Nuclear Emergency Management Plans.
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 owns means of travel is
provided by Durham Regional Transit as governed by their Emergency Plan. Initial
Transit emergency services are managed by an on-scene Transit Commander who
joins the Eml3rgency Site Management Team. As an event grows and time progresses,
the coordination of Transit Services may become a responsibility of the Transit Officer
from the MEOC. In very large scale events, DRT may as per their Plan and the
Pickering Evacuation and Transit Plan, acquire assistance from other transit authorities
in the Greater Toronto Area.
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RECEPTION AND EVACUEE CENTRES
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The Community Services Officer 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 primary evacuation and reception
centres. They will assist with the organizing of secondary and tertiary centres while the
City will be principally responsible for the set-up and management of those sites.
A list of all evacuee and reception centres will be maintained and distributed by Durham
Region Social Services Department (list is stored in the Resources Collections at the
MEGCs).
When planning for the opening of reception and evacuee centres, the MECG should
consider past emergency event history from many other jurisdictions where it has been
shown that few residents choose to use such facilities. Post incident evaluations have
revealed that citizens from modern urban communities typically choose to stay with
relatives, friends, in hotels and motels and/or at their own recreational properties.
Therefore the number of facilities that are needed may be few to accommodate the
people who do not have other options available.
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CHAPTER 14
RECOVERY
INTRODUCTION
This Chapter will provide an overview of the Recovery Phase, which is detailed in the
Recovery Plan that has yet to be developed. The City's Director, Corporate Services
and Treasumr serves as the Finance and Recovery Officer and provides direction and
oversight for the Finance and Recovery Team.
Depending on the type of emergency, the Recovery Phase 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 Phase. 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.
This Plan assigns key civic officials the roles and responsibilities required to bring the
City of Pickering back to its pre-emergency state through numerous outlined activities.
The RecovelY Phase 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 emefgency 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 tlhat state until all or most recovery actions are complete. Emergency
Information Management will continue during the Recovery Phase 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. In light of these implications, the
Recovery Te!am and its following sub-committees and their organizational reporting
structures have been established for the Recovery Phase of an Emergency.
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RECOVERY TEAM
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The Recovery Team is comprised of the following positions:
179
~ Finance Officer (Finance and Recovery Team Leader)
~ Recovery Officer
~ Business Officer
~ Accounting Officer
~ Human Resources Officer
~ Supply and Services Officer
Representatives of other internal departments, Regional Municipality of Durham, the
Province of Ontario and other organizations may be added to the Team as required.
RESPONSIBILITIES OF RECOVERY TEAM
The roles and responsibilities of the Recovery Team are as follows:
1. Establishing at minimum the following sub-committees:
a) Human Needs
b) Infrastructure
c) Financial Disaster Relief
2. Ensuring that City of Pickering and Region of Durham elected officials and the
public are informed of the status and activities of the recovery process.
3. Ensuring that elected officials from other local area municipalities are kept
abreast of recovery activities, which may have an impact on those municipalities,
or other municipalities whose resources may be required.
4. Receiving information from, and providing direction to the Recovery sub-
committees to ensure that necessary services are provided and are being co-
ordinated.
5. Requesting funding from The Regional Municipality of Durham and other senior
levels of government.
6. Providing recommendations to Council concerning expenditure of funds, new by-
laws or changes to existing by-laws and such other matters as may require
Council approval.
7. Ensuring continuity of essential services to those residents not affected by the
emergency.
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8. Organizing the re-population of people who have evacuated the area, conducting
debris removal/disposal, and infrastructure restoral.
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8. Deciding on the termination of recovery activities and the de-activation of the
Recovery Sub-committees.
9. Preparing a final report on the recovery phase of the emergency for submission
to Council.
10. Making recommendations for amendments to the Recovery Plan.
HUMAN NIEEDS SUB-COMMITTEE
The followin~J, or their designated alternates, will form the Human Needs Sub-committee
and will meet at the direction of the Team Leader as required:
(a) Community Services Officer (Chair)
(b) Facilities Coordinator
(c) Human Resources Coordinator
(d) Durham Region Social Services Representative
(e) Canadian Red Cross Representative
Representatives of other internal departments/divisions, Region of Durham, the
Province of Ontario and other agencies, such as volunteer groups, may be added to the
Sub-committee as appropriate.
The roles and responsibilities of the Human Needs sub-committee are:
1. Ensurl3 the continued operation and eventual closure of reception and evacuee
centre(s), including the provision of housing, feeding, clothing, registration,
inquiry, and personal services.
2. Assist homeless citizens to locate long-term housing and have utilities
connected.
3. Coordiinate storage and distribution of donated materials.
4. Ensure that the needs of "special populations" such as children, dependent
adults, elderly, and others with disabilities are met.
5. Ensure health standards, including clean drinking water, are maintained
throughout the community.
6. Ensum that proper sanitation measures are taken, i.e. vermin control, garbage
collection, and sewage treatment.
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7.
Ensure Critical Incident Stress Management and other counselling services are
available to staff and the public.
181
8. Work with affected business/industry to ensure that employment opportunities
are restored at the earliest opportunity.
9. Assist affected citizens to replace documents that may have been lost in the
emergency.
10. Arrange financial assistance to those people in need.
11. Ensure mail service to residents within the affected areas.
12. Ensure that provision is made for the care of pets.
13. Arrange for secure storage of residents' property that has been recovered and
cannot immediately be secured by the resident.
14. Provide information on sources of retraining assistance for residents whose
employment has been affected, or who have been injured and cannot return to
their former employment.
15. Co-ordinate transportation for those in need of outpatient care or therapy.
16. Ensure that burials can be conducted in an appropriate manner.
17. Co-ordinate their activities with those of other sub-committees, and report
regularly to the Recovery Committee.
18. Ensure that detailed financial records relating to sub-committee's activities are
maintained.
19. Ensure registration and coordination of volunteers.
20. Prepare a final report on the sub-committee's activities, together with
recommendations for amendments to the Recovery Plan.
INFRASTRUCTURE SUB-COMMITTEE
The following, or their designated alternates, will form the Infrastructure Sub-committee
and will meet at the direction of the Chair as required.
(a) Municipal Property & Engineering Officer (Chairperson)
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(b) Building Coordinator
(c) Durham Public Works Department Representative
(d) Veridian Representative
(e) Enbridge Consumers' Gas Representative
(f) Bell Canada Representative
Representatives of other internal departments, Region of Durham, the Province of
Ontario, and other agencies may be added to the committee as appropriate.
The roles and responsibilities of the Infrastructure sub-committee are:
1. Determine, based on engineering advice, the extent of the damage to homes,
municipal and commercial buildings, together with damage to roads, bridges and
utilities.
2. Ensune (in conjunction with Durham Regional Police Service) that access to
unsafE~ areas or structures is restricted.
3. Maintain liaison with insurance adjusters concerning damaged structures, both
privatB and municipal.
4. Expedite demolition permits as required.
5. Ensune, when safe to do so, that residents are given an opportunity to secure
and/or remove personal property from damaged locations.
6. Ensune that traffic controls are restored, Le. lights, signage.
7. Expedite procedures to establish new housing, or rebuild/repair damaged
housing or other structures.
8. Ensur1e appropriate removal of debris (including hazardous and/or
organic/forestry materials), and arrange for sorting and recycling of as much
debris as possible.
9. Recommend, if appropriate, the waiving of tipping fees at the waste disposal site.
10. Ensure the safety of workers in the damaged area, including volunteers.
11. Continue to work with utilities to permanently restore services, Le. hydro, natural
gas, telephone.
12. Co-ordinate the use of volunteer labour to assist residents with clean-up on
private property.
13. Develop a list of reliable. contractors.
CITY OF PICKERING
Community Emergency Management Plan
Page 57 of 73
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14. Co-ordinate their activities with those of other sub-committees, and report 183
regularly to the Recovery Team.
15. Ensure that detailed financial records relating to the sub-committee's activities
are maintained.
16. Prepare a final report on the sub-committee's activities, together with
recommendations for amendments to the Recovery Plan.
FINANCIAL DISASTER RELIEF SUB-COMMITTEE
The roles and responsibilities of the Financial Disaster Relief Sub-committee are to be
carried out in accordance with the Ontario Disaster Relief Assistance Program
(ODRAP) utilizing a document titled "Guidelines for Disaster Relief Committees" from
the Ministry of Municipal Affairs (copies are stored in the MEOC and Alternate MEOC
Resource Sets). ODRAP only applies to natural disasters such as severe winds storms,
tornadoes, floods, etc. 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.
Representatives of City Council, other internal departments, Region of Durham,
Province of Ontario, and other agencies may be required to assist as required with this
Sub-committee.
PROVINCIAL AND FEDERAL ASSISTANCE
If Federal and Provincial assistance is required on an urgent basis, it should be applied
for through Emergency Management Ontario via the Region. Notwithstanding the
formality of that means of making application for financial assistance, the Head of
Council should directly contact Provincial Government officials to ensure that the
request is being processed. A formal prescribed process for managing such a request
does not exist. Therefore, it is advisable to use the same or similar ODRAP process for
emergencies that are not covered by ODRAP.
PUBLIC INFORMATION
It is vital that accurate and up-to-date information be provided regularly to residents
throughout the Recovery Phase.
CITY OF PICKERING
Community Emergency Management Plan
Page 58 of 73
~
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181 ~),'73
1
During Recovery, it is the responsibility of each sub-committee chair to ensure that
information flows between the Recovery Team and its sub-committees to the MECG
Emergency Information Officer who will coordinate the dissemination of information.
VC;; ..::>
05D7
CITY OF PICKERING
Community Emergency Management Plan
Page 59 of 73
s
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CHAPTER 15
CORPORATE CONTINUITY OF OPERATIONS AND
RECOVERY
185
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 continuity of operations and recovery actions, the City must ensure that it is able to
maintain its workforce in terms of sufficient staff availability, the health and safety of the
employees, sufficient physical and financial resources, and that its communications/data
infrastructure remains operational. This Chapter shall provide some basic guidelines to
follow while ensuring the continuity of City operations. Additional continuity of
operations and corporate recovery directives can also be found in the Influenza
Pandemic Emergency Management Plan. The MECG is mandated to collectively
conduct the following functions.
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. Chapters 7 and 10 (Incident
Management and Human Resource Management) both include details that address this
vital subject, including occupational health and safety, staff scheduling, general labour
relations issues, family needs, sustenance, and rest/rehabilitation. 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 the Human Resources Coordinator position as a member of the MECG
Administrative Team to oversee the HR functions. The HR Coordinator shall conduct
that work in association with the other members of the MECG in a coordinated manner.
COMMUNICATIONS I DATA RESOURCES
The maintenance of the City's communications and data resources such as the
telephone and computer systems is vitally important. Although some limited back-up
arrangements exist for community emergency management purposes, retaining the use
of the primary systems should be considered 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
CITY OF PICKERING
Community Emergency Management Plan
Page 60 of 73
186
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73
assumes the role of Information Technology Coordinator within the MECG
Communications Team and is responsible to ensure that the primary and secondary
systems and services are maintained during a community emergency (see Checklist of
Duties and R:esponsibilities).
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. For
example, if City Hall remains open and the Alternate MEOC is in use and/or some City
services are still operated out of City Hall, staff will be required to provide their services
at that location. During a power failure, the standby electrical generator will need to be
supervised and its fuel supply maintained - the same holds true for the primary MEOC
location. 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.
The Supervisor, Facility Operations will assume the role of Facilities Coordinator as a
member of the MECG Municipal Operations Team to oversee these actions (see
Checklist of Duties and Responsibilities).
FINANCIAL RESOURCES
Financial management during a community emergency is addressed in Chapter 16 and
as noted is managed under the supervision of the MECG Financial Officer. During a
community f~mergency 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, thus the Finance and Recovery Team will play an important support role in
managing the emergency. 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 management and respond to the emergency and for the
purpose of maintaining accurate records of the transactions. Payroll services is another
example of a service that will need to be addressed as part of managing the financial
issues during a community emergency and like other issues could be impacted by
circumstancHs surrounding the event that is being managed.
CITY OF PICKERING
Community Emergency Management Plan
Page 61 of 73
ONGOING ESSENTIAL SERVICES
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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 and emergency services and municipal
roads maintenance are two matters that must be considered primary services that
required continuation and specific actions that will be overseen by the MECG to ensure
continuity of services to the community. Animal services and municipal law
enforcement activities are examples of secondary essential services that will likewise
require decisions and actions if required.
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. This matter is the responsibility of the MECG to manage
simultaneously with the actions of the Finance and Recovery Team who will oversee
community recovery. Bases 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.
CITY OF PICKERING
Community Emergency Management Plan
Page 62 of 73
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CHAPTER 16
EMERGENCY FINANCIAL MANAGEMENT
INTRODUCTION
During a community emergency, the acquisition of resources and services may be
required in large quantities and within short periods of time. Therefore, arrangements
may be necE~ssary for the expenditures of large sums of money under circumstances
that normal corporate supply and service procedures do not appropriately address.
This Chapter is intended to briefly outline how financial management should be
conducted during a community emergency. For example, this Chapter will help to
ensure that proper records are kept to track all expenditures and to ensure that
appropriate approvals are obtained prior to all transactions. At the same time that
corporate emergency finances need to be managed, the Finance and Recovery Team
may be managing external funds in the form of donations and relief benefit distributions
- that matter is also addressed in the Recovery Chapter. Financial matters are also
covered in dl3tail within the Continuity of Operations Chapter in the Influenza Pandemic
Emergency Plan.
The Director, Corporate Services and Treasurer shall assume the Finance and
Recovery 01ficer position and provide direction to the Finance and Recovery Team
(also see Checklist of Duties and Responsibilities; Chapter 14, Recovery; and Chapter
15, Corporatl3 Continuity of Operations and Recovery).
EMERGENlCY SUPPLY AND SERVICES
As describecl earlier, 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 restoring the
community to its normal state as part of the Recovery Phase. The Supply & Services
Coordinator is responsible for overseeing these tasks and will work closely with other
members ojf the MECG and indirectly with members of the Emergency Site
Management Team in some circumstances (see Checklist of Duties and
Responsibilities ).
Conducting this work can be additionally challenged because of the short time frames
and challennes such as not having access to the day-to-day corporate purchasing
system. For example, during a community emergency, staff that perform the supply and
services role may not be located at City Hall or due to circumstances associated with
the emergency may not be able to use the electronic financial management system.
CITY OF PICKERING
Community Emergency Management Plan
Page 63 of 73
2 ~
ATTACHME~-; 7~ORT#tBQJ
Therefore, a manual emergency financial arrangement is required to ensure that the
basic principles of good financial management are followed.
18. n
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CITY OF PICKERING
Community Emergency Management Plan
Page 64 of 73
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CHAPTER 17
EMERGENCY ANIMAL SERVICES
INTRODUCTION
During a community emergency, especially under circumstances where evacuations are
conducted, domestic and wild animals could be impacted. The City's Supervisor,
Animal Services shall serve as the Animal Services Coordinator within the MECG's
Emergency Response Team to address matters that arise in association with
emergency animal services (see Checklist of Duties and Responsibilities).
EMERGENlCY ANIMAL SERVICES PLANS
The Emergency Animal Services Plan (pending development) will include details of the
services that the City will provide to ensure the welfare of animals during a community
emergency. The Durham Region Animal Services Emergency Support Plan provides
information for situations when the Region is assisting local municipalities primarily for
nuclear emergencies.
CITY OF PICKERING
Community Emergency Management Plan
Page 65 of 73
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APPENDIX A
MEOC FLOOR PLAN
19':
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CITY OF PICKERING
Community Emergency Management Plan
Page 66 of 73
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EMERGENCY, CRISIS & ROUTINE RESPONSE 193
CLASSIFICATIONS
CITY OF PICKERING
Community Emergency Management Plan
Page 68 of 73
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APPENDIX C
COMMUNITY EMERGENCY MANAGEMENT MODEL
CITY OF PICKERING
Community Emergency Management Plan
Page 70 of 73
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APPENDIX D
-5
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r:;e:>
C5Jj
PLAN DISTRIBUTION
19c7
RECIPIENT PLAN TYPE COPIES
Pickerino Public Librarv Printed 2
Durham Reoion Emeroencv Medical Service Emailed PDF 1
Durham Emeroencv Manaoement Office Emailed PDF 1
Municipal Emeroency Control Group Emailed PDF 13
Municipal Emeraency Operations Centre Printed 1
Alternate Municioal Emeraencv Operations Centre Printed 1
Veridian Connections Emailed PDF 1
Oshawa Central Ambulance Communications Centre Emailed PDF 1
Red Cross - Ontario Reoional Office Emailed PDF 1
Town of Aiax -- CEMC Printed 1
Durham Reoional Police Service - Emero. Plan. Officer Emailed PDF 1
Emeroency Manaoement Ontario - Community Officer Emailed PDF 1
City of Pickerina - Internet and Intranet PDF 2
CITY OF PICKERING
Community Emergency Management Plan
Page 72 of 73
198
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APPENDIX E
RECORD OF AMENDMENTS
DATE CHAPTER I ITEM SUMMARY OF APPROVAL
PAGE CHANGE
CITY OF PICKERING
Community Emergency Management Plan
Page 73 of 73