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Home My WebLink AboutOES 03-07 CiuJ o~ 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 That Bylaw # 5468/99 be rescinded; and 3.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 f, i I --to I' ) . 'Iii j' '" // . /..', ... ./....... t....../'/ . / A.L. (Joe) Hunwick~ Community Emerg'ency Management Coordinator EB:alh Attachments Copy: Chief Administrative Officer Recommended for the consideration of Pickering City Council '\ \. j/ ---------. I . .Ese'?-1 ,r.\TTAcHMEN'r/L~L.." REPORT#{, .~..:>-() -L-. of_.!21_ 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 09/i r;- S (, n)_ .-"7 ',.'{.-".t.i\.r....,"'.~JIE...I"1" R"cnOR"j".J, ('{:::.', .. )" -0 / /--~ I ': '~"'l ",r~ R f r''ljl ~ . L,. r ~ T)" ~_,,'- '. _~_ or ..._a.__. 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 /' j-;':': /t ,') /(,''') '-'~'}U"r:'T".L)"'<) L...; j I t\~,f' i\! 1'1 _ . 09 .". ;J ell,! 0# 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 2_of,~_ 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 Page 3 of 22 _~1 ~"n ~C"C'" '.... C-..-? ..,., '()<..,rn -','f 'J,-" / <5'- , I Al iACHMENT#__..".....,. . \.,.. REPOR I n_ '0' ~ i CITY OF PICKERING it oL.;;:J.L~. o 9 [tOMMUNITY EMERGENCY MANAGEMENT PROGRAM 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. +-I Page 4 of 22 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 \~~"'~ACUMEN T#' ~ "":PC)I)T t" 0.2 S 0.4> YI A. I I ~ n.. __,,"~"".., Itl.. " ,. ,'~ __"~:;..,_,,. .:;') -L, .f CITY OF PICKERING fJ of....3.L, ." 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 + + + + + + + + + + + + + + + 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 ""\ ~l . CITY OF PICKERING ...!.L_of~;iL COMMUNITY EMERGENCY MANAGEMENT PROGRAM 1 r) ,... l ~j 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: Page 11 of 22 .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 /) :'},-/')'/ L". .._1 '- ,~ -\ -y 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 :;tI ('I) <: Cii~ ('I) 0- o n ... o cr- ('I) ""I tv o o .... ". o I \'1) .0 \Di C! .-1 j (\I)! i i. ~ ("'f"..i.............'~1 ",' , ~ "," ~j~ ," J. -! ril "'C Vl :: "02:: g o' ~ ~. "S!..g $:I) 0 = >-+, ~ ~ "0 0; o <: (tl 0.. (tl S (tl 0; (Jq (tl = n '< - ...... 0.. 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'.' 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 '","/ IX) "",""""Dl' J'{',';:::'S' ' /;s- -('-1 "" r,;- ~> ~ 1~, .v . ,-. L' , ... ......,.::.~,....~.,..w_ . ~.'... ". \",11" '\ .. ',;' .." .. .i~_,~" 0+,._;1L. -..-- 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 Qtf; (;3--(; / ;~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 l',>\~:-.-~ ~""1 .fl..Ir'~ ~~'" .') ! " ,:co ( l-j"'" ," ",~ j ... r/"- i ,..",-. .'1 'f....,r.... _' rr_".........,._..."..".,.. t::S 6 -, C-J r;:. ,;: "';"\ t~ ":;" J__~ '0 _ ''''' ,- . ~\i'io,.t'\)i,\!1 \:'~t..f'L,;',g":'L_'__'_'~ -~ I I COMMUNITY EMERGENCY MANAGEME-N.T cfERMlNOLOGY Page 2 of 91 121'1 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 ~1 -(- /"'''' ." ..., tt ,0-. ,~qjf'\i)T'u Qt::'..).,. L~5 -0 '.. I _~': ''''"".~' , ,;..., to", = \ 'J 1 J --"_...""'" ........ ' ' 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".) MI':NT'J.! ...., O"''''''R''.''O~'"''''' /\z:S' 0:/-.'7 . .;.,. c'^ ~ ~ .:j,.,. ~", I L.'L..-:" (..) :.J \..., .1.:. '. _~.,_...'"._. !... ,.....P I," It.. '_." c2K",. '7 / --" 12 ;2 COMMUNITY EMERGENCY MANAGEMEN I TERMlNOtoGY Page 6 of9 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 i, ,9-(..:ES' (j 3-'c "7 . ~~~ 31 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 ~. 12 /i~OMMUNITY EMERGENCY MANAGEMENTrl:~MINOJ6Gy t..tpage 8 of SI o :3 ~o ) 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 Q !!,g~S Q:3 --07 Sf, 3/ 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/ 126 COMMUNITY EMERGENCY MANAGEMENT PROGRAM COMMUNITY EMERGENCY MANAGEMENT PLAN Revised: December 13, 2006 l~ .Wil*~k~1:~' :? ."ll~-"~~A~~.IJffit ATTACHMENT~..3_... TO~.;PORT#U~0_~ 03-c7 0: --2~ 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 "6" ;,;:? ,',', ',.' ,~.". .' . (ic',j {.!? --0; -.., ~."-~. .. 73 "I." '!::';~j _ "" ".s ..... -...~ 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; CITY OF PICKERING Community Emergency Management Plan Page 3 of 73 '''I'm.l"'" '.U !V'!:~ 0"", i::J A"p,en h:!\!! t;,_,,;;?. " ... "2 ", --!::t..~ u,.." .d..) (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 0:3-0'7 129 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 '-' >.:) C'c:: .$ C!J- (\ 7 __,.::i. .. ..23 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 CITY OF PICKERING Community Emergency Management Plan Page 5 of 73 ATTACHMENT#~, TOREPORT#tJ3.SQ3--c'7 f~) . '2 s ~;:_-,.-,- (:~ ---".,... ,~",'~" 131 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 Page 6 of 73 ,.,d l'. B C)7--c""'7 .....,,..>.'<<. -' ) 1.3"") . ~.." 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 Page 7 of 73 ATTACHMENT# ;1 TO REPORT# O.E5 cJ3 --0] <::?< ..-'f 7 o of /,'., 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 CITY OF PICKERING Community Emergency Management Plan Page 8 of 73 ,..., _? (..1 -1'7 ",,,.,_~,,,L'd' <,/",)"", dEr6.7-67 134 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. CITY OF PICKERING Community Emergency Management Plan Page 9 of 73 3 c ,j,.'". {;c-S 65'--'-0"'7 - I ,/'/ "..i~ ,._-:L, 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. CITY OF PICKERING Community Emergency Management Plan Page 10 of 73 135 (.i,rTt\CHtJjENT#~3 TO REPORT~~~.....:?3.(f~ -'L.~". ,_-Z;3.m 136 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 CITY OF PICKERING Community Emergency Management Plan Page 11 of 73 MUNICIPAL OPERATIONS TEAM -. ,-) ceso3 (; ./2. 23 13', ~ 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 CITY OF PICKERING Community Emergency Management Plan Page 12 of 73 ..'~ 1"lthIT # C~~;L.~ TO REPORT# (C30 J.{-:J J?Z3. 138 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. CITY OF PICKERING Community Emergency Management Plan Page 13 of 73 MECG Support Staff -3 ~.ull1: ,,13,. . /\,:;?'" J".~ (;:1 LL-.) ..,::Y , 139 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. CITY OF PICKERING Community Emergency Management Plan Page 14 of 73 08503'-0'1 .,..., '1 I..) 140 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. CITY OF PICKERING Community Emergency Management Plan Page 15 of 73 '"1'''[\'.''' 3 ~\/,~... r. '\~ ~ ti; !'_ ~ "IF ;~ZSu3 --67 '7 .., J 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. CITY OF PICKERING Community Emergency Management Plan Page 16 of 73 -7 .~...;, /1 ...?.........3......... _."....{o~.. ,. .. .. ..... I c{6.5 (3'-() J 142 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 CITY OF PICKERING Community Emergency Management Plan Page 17 of 73 ATTACHMENT#'.3 TOREPORT1t1E\ 03--ci} ,( -, Ii of 7. "') , 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. CITY OF PICKERING Community Emergency Management Plan Page 18 of 73 144 ...., _5 C: 7 otrS," 4..?t.T) "7-"7 o 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: CITY OF PICK.ERING Community Emergency Management Plan Page 19 of 73 '-..5 " C ,). A~<! ,I":::>, (cS 63-Ln 145 (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. CITY OF PICKERING Community Emergency Management Plan Page 20 of 73 ....... ~::.> iJescv't.(} 146 REQUEST F~OR PROVINCIAL ASSISTANCE ,9-1 Z~}....., (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: CITY OF PICKERING Community Emergency Management Plan Page 21 of 73 ,3 . &;;x 73 '.{JC <., 03 --() 7 (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 CITY OF PICKERING Community Emergency Management Plan Page 22 of 73 148 TO REPORT#tYlS ",13.... 63"C? 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 CITY OF PICKERING Community Emergency Management Plan Page 23 of 73 ;~TTACHMENT#'-?)"~"~TOREPORT~..s ....df./_of.~:1 j o3~C7 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. CITY OF PICKERING Community Emergency Management Plan Page 24 of 73 .., .' ....~.) 15 0 . c:]~5:..,. -.":Z~3 IMS FUNCTIONAL TASKS ASSIGNED TO THE MECG TEAMS t:)es 03-C; 7 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 CITY OF PICKERING Community Emergency Management Plan Page 25 of 73 ......... ". r;l. {):2~~ , 15 " 1 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 CITY OF PICKERING Community Emergency Management Plan Page 26 of 73 3 0/605-<57 15 ~': J?:.1,~22L 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, CITY OF PICKERING Community Emergency Management Plan Page 27 of 73 ,..:3 ~p. ~-,';;;1-23_,.. /!~C c/ c:.,., ,.) (iJt)} 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. CITY OF PICKERING Community Emergency Management Plan Page 28 of 73 154 Emergency Site Management Team 3 N3S 63-(J} Z"7 "'" . "'<, -.,.,..~~..!~ 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. CITY OF PICKERING Community Emergency Management Plan Page 29 of 73 3 tt!:Li3~C'! 2'2 " ."...::1. 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. CITY OF PICKERING Community Emergency Management Plan Page 30 of 73 156 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. ;' i,t., ,..., <)';T,i~""HtJJ"":.rr# ..,,.,'ro' REP"C')' R' "d}tf;,')CU07 \. ,11:1', _m."~,"'" r.;, i t',r.."',,,,,',,,,,,, , ",/"? ,.-/~ 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. CITY OF PICKERING Community Emergency Management Plan Page 31 of 73 3 .3d.. 73 CES ()3'-O) 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. CITY OF PICKERING Community Emergency Management Plan Page 32 of 73 -. ,.5 OE5 OJ -07 ..73.. 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. CITY OF PICKERING Community Emergency Management Plan Page 33 of 73 ...., ~J --, / J . .,>"':( . cE5 (j3-C~7 7.3~ . 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. CITY OF PICKERING Community Emergency Management Plan Page 34 of 73 160 "7 ,,_ __-:5 .3..S- - L-~GSLJ'Z -'(!7 . .... _., 7- .,.:;;..2.... 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. CITY OF PICKERING Community Emergency Management Plan Page 35 of 73 ? :::.:::> ! 3{~"'=~~ ~2J_, Cc:? 03 --07 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. CITY OF PICKERING Community Emergency Management Plan Page 36 of 73 16._ 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. . ,..,...,? pC.,) l(]~67 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. CITY OF PICKERING Community Emergency Management Plan Page 37 of 73 ."'J' {)E.3.-{.3--0 -7 '"?<:?" -:> ~~c!_,..z~ 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. CITY OF PICKERING Community Emergency Management Plan Page 38 of 73 C6S'B3-~(j7 16 (l 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." CITY OF PICKERING Community Emergency Management Plan Page 39 of 73 3 ....11f/...1.3". ()(:~ {}3-CS7 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 CITY OF PICKERING Community Emergency Management Plan Page 40 of 73 <)(3!;' 05-07 16 G "...,itl.. .:Z",..i" 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 CITY OF PICKERING Community Emergency Management Plan Page 41 of 73 ..:3., _!t~_ofZ3 oC::.) (/J-CT? 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. CITY OF PICKERING Community Emergency Management Plan Page 42 of 73 .,""") .5 Ji:.3,,",23~, cES Ci3-C7 1'~''''' . OCi 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 CITY OF PICKE:RING Community Emergency Management Plan Page 43 of 73 J4:..-4.... of -"~73- OF!) .. 63 --OJ 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 CITY OF PICKERING Community Emergency Management Plan Page 44 of 73 ~ C (,;fTi\CHMENT# . -5 _. TO REPORT# oe~_ 170 _Jf~)_,of__Z~ 03-67 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 CITY OF PICKERING Community Emergency Management Plan Page 45 of 73 ~s.' -,'" .'.:' ..,...."<\ ,( ._ t.;- ,""Z..3.~, the MECG and business community is a primary responsibility along with other duties that are listed in the Checklist of Duties and Responsibilities. 171 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) CITY OF PICKERING Community Emergency Management Plan Page 46 of 73 17~2 ~ ,"" t ".,.,~~ I"" 4' ? ''''''I R~'T.),')r\"o,' DE c- l':\l.,~t'"~jry~t:~\~ ~ ~~''''''''''''',.~~'''''_:,' ~ \~, ..:.t ~ ~-.;\ i N'_.~~,.N""'_"'."~' _'i:::t::o{ _.713 08D'1 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 CITY OF PICKERING Community Emergency Management Plan Page 47 of 73 -5 ,~rt ,:r.3 ~ 0301 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. 173 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. CITY OF PICKERING Community Emergency Management Plan Page 48 of 73 174- ---? ~ P'PT:\C}WlENT#5 ~,TO REPORT# D~)':; ; TZ1nf ,,"', 2 ' "+""'~'''' ( --f.-.2.. 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 CITY OF PICKI:RING Community Emergency Management Plan Page 49 of 73 -3 5Q~7,8 rES D& CHAPTER 13 EVACUATION AND TRANSIT 175 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; CITY OF PICKERING Community Emergency Management Plan Page 50 of 73 176 !}/"~ -"'n\i11'."; -3 "1..0. ~i::~]O. ~)I(;.~ S';,'ldf'~:i'Ii&:;'~1 f"(__."".",,-"t,:,.> I'\..r- f\1 "~..:;J 2l..cf~ 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. CITY OF PICKERING Community Emergency Management Plan Page 51 of 73 3 t:3Cb-- 7 3 ues o!30:::r- RECEPTION AND EVACUEE CENTRES 177 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. CITY OF PICKERING Community Emergency Management Plan Page 52 of 73 .::z ~_/ .CS,3 73 Q5S. Q301 178 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. CITY OF PICKERING Community Emergency Management Plan Page 53 of 73 RECOVERY TEAM 3 5..J. 7. ('..........3 l5B5 0&): 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. CITY OF PICKERING Community Emergency Management Plan Page 54 of 73 .3 180 .'2'Q......?,:75 8. Organizing the re-population of people who have evacuated the area, conducting debris removal/disposal, and infrastructure restoral. ~ ego,;,: I 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. CITY OF PICKERING Community Emergency Management Plan Page 55 of 73 3 5~~73 085 o&.,'q 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) CITY OF PICKERING Community Emergency Management Plan Page 56 of 73 3 5~2 ff;-S 03D 18~~ 73 (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 .3 5~C "7~3 DF.-S of<1J7 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 ~ SC" 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 roC? ~7.3 cf> o3Ef7 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 .5 ~'d (Jf;5 0301 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 ,,,,,,,,,, 3 DeS '.. ~.. ;. '.0 ~""~ ~ "',~:"".. ~,~ ,'.' ,Pi I t-);"i H',! f t",' '.,.", "'~"')" ,- ;"0' .",," ':;' , ,.... '''0-:1, . '.<,,, '"'~''''' ,"' , P,,,'l'\tr' I" .).,~, 'r .1 - ~~-"t -j . ,\," ~.~.~, " ~-O"-B 18"'" " I I 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 :> l.a373 oe5 o <~fJ7 18f~ 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 . ;:J CITY OF PICKERING Community Emergency Management Plan Page 64 of 73 lo~ dU 3 cg~ 0..s=........... 7B. 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. 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'c ::> E E o o g '" ".' ~ ~~ 00 ~ C\J~ ~g Ow 8~ ~i> oz APPENDIX D -5 'Jd::, 73.., 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 i~:.~.Ti\CH1"lENT #_,3 ..... t:J:ff:?o.3 Dr :::1..3...:732 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