Municipal Emergency Response Plan — 2025 Draft Revision
Saint John, New Brunswick
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City of Saint John
Municipal Emergency Response Plan
Saint John Emergency Management Organization
City of Saint John P.O. Box 1971
Saint John, NB E2L 4L1
November 19, 2025
SAINT JOHN EMERGENCY RESPONSE PLAN
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MUNICIPAL EMERGENCY RESPONSE PLAN
FORWARD
Saint John Common Council adopted the city's original The City of Saint John Municipal Emergency Response Plan
(MERP) in 1998 and its most recent update in 2023. As part of the adoption of the updated MERP, Common Council,
in concert with the Public Safety Committee, adopted the Safety and Continuity Management Program of Plan / Do
/ Check / Act, and a Service Review Schedule which include a regular review of the MERP.
The Saint John Emergency Management Organization (SJEMO) in the winter of 2015, adopted the Incident Command
System (ICS) as the emergency management framework for managing large scale incidents. The following Municipal
Emergency Response Plan follows the nationally recognized Incident Command System.
GUIDING PRINCIPLES
In Canada, municipalities are responsible for the first response to emergencies within their boundaries, supported by
the provincial government if the scale of the emergency exceeds municipal capabilities.
SJEMO has adopted the following guiding principles to ensure the highest standard of municipal response.
-
SJEMO activation - The Saint John Emergency Management Organization is mobilized when an emerging
incident is beyond the scope, capacity and capability of primary response agencies and requires
coordination of resources.
-
Partnerships - All members of the community have a role to play in emergency management. Emergency
preparedness starts at the level of the individual and households and includes private sector businesses;
industrial partners; volunteer and non-government organizations and academia. Effective partnerships with
the emergency management organization and first response agencies must be based on effective
collaboration, coordination, and communication.
-
Continuous Improvement - SJEMO aspires to be better today than it was yesterday and better tomorrow
than it is today. Through a vigorous and systematic after-action review process following any incident,
SJEMO aims to learn from any gaps and improve emergency preparedness, emergency response and
measurement of success.
-
During emergency mitigation SJEMO will follow ICS identifying Problems and Priorities; setting objectives;
establishing strategies and dispatching resources to carry out the necessary tasks with a positive
perspective. All ideas and viable solutions will be explored. (See PPOST)
COMPANION PLANS (not accompanying the MERP)
-
Evacuation Plan
-
Pandemic Plan
-
Flood Mitigation Plan
-
Emergency Social Services Plan
-
Communication Plan - Including Crisis
Communication Plan
AMENDMENTS TO MUNICIPAL EMERGENCY RESPONSE PLAN (Proprietary)
-
All Hazards Municipal Response Actions including Site Specific Emergency Response Plans
AUTHORITY
This plan is adopted by Council, under the authority of the New Brunswick Emergency Measures Act; and The City of
Saint John By-Law Number EM-7, A By-Law to Formulate Plans in the Event of An Emergency, also known as the Saint
John Emergency Measures By-Law, originally enacted by Common Council on September 12, 2005 (See Appendix A
and B).
Responsibility for the management of municipal emergency operations rests with the Mayor and Council. Council is
the ultimate authority for decision-making during an emergency while delegating operational decisions to the Saint
John Emergency Management Organization Director.
SAINT JOHN EMERGENCY RESPONSE PLAN
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The EMO (Emergency Management Organization) Director is responsible for coordinating the efficient
emergency response operations in the community on behalf of the Mayor and Council. The Director may activate
the Emergency Operations Center partially or fully, depending on the magnitude of the emergency.
SAINT JOHN EMERGENCY RESPONSE PLAN
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TABLE OF CONTENTS
Part 1 - General Information
1.1
Background
1.2
Areas of Influence and Interest
1.3
Phases of an Emergency Operation
1.4
Graduated Response
1.5
Levels of Responsibility
1.6
Levels of Response
1.7
Authority - Minister of Justice and Public Safety
1.8
States of Emergency / Link to Emergency Measures Act (electronic copy only)
1.9
Saint John Emergency Management Organization (SJEMO)
1.10
Emergency Operations Centre (EOC)
1.11
Activation Timeline
1.12
Local Service districts
1.13
Emergency communications
1.14
Non-Governmental Organizations (NGOs) and Volunteer Agencies
1.15
Mutual Aid and Request for Assistance (RFA)
1.16
Termination of Operations
1.17
Plan Audits
1.18
Training and Exercises
1.19
Budget
1.20
Definitions
Part 2 - Hazard Identification and Risk Assessment (HIRA)
2.1
Risk
2.2
Likelihood
2.3
Consequence Ratings
2.4
Consequence Categories
2.5
HIRA Total Risk Score Ranges
2.6
Hazard Summary with Applicable Action(s)
2.6.1
Chemical, Biological, Radiological, Nuclear, or Explosive (CBRNE)
2.6.2
Flood
2.6.3
Extreme Weather (Blizzard/ Ice Storm/ Thunderstorm/ Hurricane)
2.6.4
Complex Fire (Structure/ Industrial)
2.6.5
Forest Fire/ Wildfire
2.6.6
Extreme Temperatures (Heat/Cold)
2.6.7
Power Outage
2.6.8
Landslide/Erosion/Earthquake
2.6.9
Public Health/Pandemic
2.6.10
Cyber Attack
2.6.11
Active/Violent Threat
2.6.12
Communication Failure
2.6.13
Air Quality
2.6.14
Aviation Incident
2.6.15
Port/ Marine (Cruise Ships/Cranes)
2.6.16
Potable Water
2.6.17
Civil Disorder
2.6.18
Critical Infrastructure Failure (Transportation/ Engineering)
Part 3 - Activation Levels, Municipal and Regional Roles and Responsibilities
3.1
Activation Levels
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3.1.1
Level 1 - Enhanced Monitoring
3.1.2
Level 2 - Partial Activation
3.1.3
Level 3 - Full Activation
3.2
Municipal Roles and Responsibilities
3.2.1
Emergency Management Council Committee
3.2.2
Site Incident Commander
3.2.3
Site Information Officer
3.2.4
Site Liaison Officer
3.2.5
Site Safety Officer
3.2.6
Site Operations Section
3.2.7
Site Planning Section
3.2.8
Site Logistics Section
3.2.9
Site Finance and Admin Section
3.3
Municipal Emergency Operations Centre (EOC) Team Responsibilities
3.3.1
Director of EOC
3.3.2
Liaison Officer of EOC
3.3.3
Risk Management Officer of EOC
3.3.4
Information Officer of EOC
3.3.5
Operations Section Chief of EOC
3.3.6
Planning Section Chief of EOC
3.3.7
Duty Officer of EOC
3.3.8
Logistics Section Chief of EOC
3.3.9
Finance and Administration Section Chief of EOC
3.4
Regional REAC/REOC Roles and Responsibilities
3.4.1
Tasks Common to All
3.4.2
Department of Justice and Public Safety (JPS) - REMC
3.4.3
NB Emergency Public Information (NBEMO-PIO)
3.4.4
Emergency Management Communications Group (EMCG)
3.4.5
Office of the Fire Marshall (OFM)
3.4.6
Royal Canadian Mounted Police (RCMP)
3.4.7
Department of Transportation and Infrastructure (DTI)
3.4.8
Department of Natural Resources and Energy (DNRE)
3.4.9
Ambulance New Brunswick (ANB)
3.4.10
Department of Health
3.4.11
Emergency Social Services (ESS)
3.4.12
Department of Education and Early Childhood Development (DEECD)
3.4.13
Canadian Red Cross
3.4.14
Department of Agriculture, Aquaculture and Fisheries (DAFF)
3.4.15
New Brunswick Power (Saint John Energy)
3.4.16
Department of Environment and Local Government (DELG)
4.1
Appendixes
4.1.1
Appendix "A" - NB Emergency Measures Act
4.1.2
Appendix "B" - The Saint John Emergency Measures By-Law
4.1.3
Appendix "C" - State of Local Emergency Template
4.1.4
Appendix "D" - Activation Timeline
SAINT JOHN EMERGENCY RESPONSE PLAN
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4.1.5
Appendix "E" - Contact List
4.1.6.
Appendix "F" -Planning "P"
4.1.7.
Annex "1" - Evacuation Plan (not attached as an appendix)
SAINT JOHN EMERGENCY RESPONSE PLAN
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PART 1 - GENERAL INFORMATION
Introduction
Purpose
The purpose of this Municipal Emergency Response Plan (MERP) is to outline procedures to be
followed by local government to provide a prompt and coordinated response to an emergency,
and activities that support emergency preparedness. The MERP addresses incidents that may
cause damage of a magnitude warranting activation of the Emergency Operations Centre (EOC).
Scope
The scope of this plan includes officials and staff of the municipality of Saint John and assisting
agencies within the boundaries of The City of Saint John. It also provides for support of neighbouring
jurisdictions under provincial or federal authority if called upon to do so. The MERP does not address
emergencies which are normally handled at the scene by the appropriate first responding agencies.
Vision
The vision of the Saint John Emergency Management Organization is for Saint John to be a disaster-
resilient and sustainable community in which private and corporate citizens collaborate with the
SJEMO to cultivate and sustain an effective community-based emergency preparedness culture.
Mission
The mission of the SJEMO is to develop, implement, and maintain a highly effective emergency
management program that takes an all-hazards, ICS-based approach to emergencies while
promoting continuous improvement through on-going education and review.
LIST OF AMENDMENTS:
AMENDMENT NO.
DATE
BY WHOM AMENDED
DATE AMENDED
01
2021-08-04
Public Safety Committee
2021-09-20
02
2023-10-25
Public Safety Committee
2023-10-25
03
2023-12-06
Public Safety Committee
2023-12-06
04
2025-11-19
Public Safety Committee
2025-11-19
Copies of the complete Municipal Emergency Response Plan and any amendments to be provided to
the following Distribution List by title or equivalent:
Mayor and Council
Commissioner of Human Resources
Chief Administrative Officer
Manager of Supply Chain Management
General Council
Commissioner of Growth and Community Services
Common Clerk
Commissioner of Public Works and Transportation
Fire Chief / Director of EMO
Commissioner of Utilities and Infrastructure
Police Chief
Chief of Staff and Chief Financial Officer
Director of External Relations
Operations Manager, Stormwater Rural
Manager of EMO/ Assistant Deputy Chief
Other Stakeholder agencies:
Saint John Energy
NBEMO
Saint John Transit
Horizon Health
SAINT JOHN EMERGENCY RESPONSE PLAN
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Red Cross
Salvation Army Industrial Stakeholders Public Health
1. General Information
1.1
Background
1.1.1
Emergency situations, at times, generate confusion with respect to roles, responsibilities, and
jurisdictions. By means of the following Municipal Emergency Response Plan, needless duplication of
effort or waste of resources will be reduced. MERP was developed using the Incident Command System
and was refined with the CSA (Canadian Standards Association) Z1600-17 Emergency and Continuity
Management Program.
MERP is divided into three colour-coded parts.
a.
Part 1 (Green): General Information.
b.
Part 2 (Yellow): Municipal Response/Actions; and
c. Part 3 (Red): Roles and Responsibilities during Activation.
1.2
Areas of Influence and Interest
1.2.1
In the event of an emergency, delineating areas of influence and interest is critical to managing and
coordinating, limiting disruption, and ensuring that only the resources required during the emergency
are used. As defined:
a.
The Area of Influence is tied to jurisdictions and the requisite authorities to commit the
necessary resources to influence the outcome of an emergency.
b.
The Area of Interest is defined by defined by geography, connectivity, and time. The Area
of Interest is further defined by actual or potential events, normally situated outside the
area of influence, which may impact the region.
1.3
Phases of an Emergency
1.3.1
An emergency will normally graduate through four distinct phases. They are:
a.
The Warning Phase consists of actions taken to counter and curtail the effects of the
incident. These include alerting the public and Municipal authorities and preparing
resources.
b.
The Impact Phase refers to the event itself.
c.
The Response Phase, which may overlap the Impact Phase, covers the period during which
the emergency is brought under control.
d.
The Recovery Phase is the clean-up period used to return the community to normal.
1.4
Graduated Response
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1.4.1
A graduated response allows for the control and coordination of resources assigned to deal with an
emergency. It allows for the use of only those resources, human and material, necessary to meet the
requirements of that emergency and speaks to attempting to deal with an emergency at the lowest
level practicable. In keeping with this concept, the response at the Municipal level will be tailored to
meet the circumstances of a given emergency.
1.5
Levels of Responsibility
1.5.1
The municipal level of emergency management falls into a graduating system of increased
responsibility, areas of influence and interest that are based on the various levels of government
authority in the Province of New Brunswick as follows:
a.
Individual - Individuals are responsible for themselves and their immediate family and
include household and neighbourhood preparations such as the 72 Hour Emergency
Preparedness Kit.
b.
Municipal/Local Authority Response - Municipal level resources managed by local
Mayors and Councils, and Local EMO.
c.
Regional - Regional level resources coordinated by the NB EMO Regional Emergency
Management Coordinators (REMC) and Regional Emergency Action Committees
(REAC).
d.
Provincial - Government of New Brunswick resources managed by the Department of
Justice and Public Safety (JPS) and NB EMO.
e.
National - Government of Canada resources managed by Public Safety Canada.
1.6
Levels of Response
1.6.1
A graduated response will focus efforts to ensure the lives and welfare, and property of citizens and
the environment are at the forefront of response actions. As such, the following levels of response
will be used:
a.
Individual Response - Assist municipal and local authorities in identifying the
emergency.
b.
Municipal or Local Authority Response - Municipal authorities are responsible for
dealing with the emergency.
c.
Regional Response - When the capacity of the local authority is exceeded or is likely to
be exceeded, a regional response is activated through the REMC.
d.
Provincial Response - When a regional response is insufficient, the REMC will request
assistance from the Provincial Emergency Action Committee (PEAC).
e. National Response - If additional response is required, federal support and assistance
will be arranged by the PEAC.
1.7
Authority - Minister of Public Safety
1.7.1
In accordance with the Emergency Measures Act, the Minister of Public Safety is responsible for
emergency declarations, executive coordination, and assigned executive powers.
The Minister advises the Premier and Executive Council on emergency management and security
matters, and coordinates the assistance provided by:
SAINT JOHN EMERGENCY RESPONSE PLAN
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a.
Department of Justice and Public Safety, Deputy Minister.
b.
Police, Fire and Emergency Services Division, Assistant Deputy Minister.
c.
Executive Director Emergency Services.
d.
Director Office of the Provincial Security Advisor; and
e.
Director Emergency Measures Organization.
The Minister shall coordinate emergency measures plans within the province and may delegate
powers vested in him by or under the Emergency Measures Act. Subject to the approval of the
Lieutenant-Governor in Council, the Minister may:
a.
Enter into agreements with the Government of Canada (GoC), the government of a
province or territory of Canada or the government of a state of the United States of
America, or an agent of any of them, with respect to emergency measures plans.
b.
Enter into agreements with the GoC and the Workplace Health, Safety and
Compensation Commission for the administration and payment of compensation
benefits to persons engaged in training or carrying out duties related to a state of
emergency or a state of local emergency: and
c.
Acquire by purchase or lease of real and private property for the purposes of
administering the NB EMO.
The Minister may:
a. Divide the Province into districts and sub-districts for the purposes of the Emergency
Measures Act.
b. After consultation with a municipality, designate the boundaries of the municipality to
include areas adjacent thereto.
c. Require municipalities to prepare emergency measures plans, including mutual
assistance programs, and to submit them to the Emergency Measures Organization for
review for adequacy and integration with the Municipal Emergency Response Plans.
d. Establish procedures for the prompt and efficient implementation of emergency
measures plans; and
e. Require any person to develop emergency measures plans in conjunction with the
Emergency Measures Organization or the municipalities to remedy or alleviate any
hazard to persons, property or the environment that is or that may be created:
1.
By a condition that exists or may exist on that person's property.
2.
By that person's use of property.
3.
An operation in which that person is or may be engaged; or
4.
By a process that that person is or may be utilizing.
1.8
States of Emergency: New Brunswick Emergency Measures Act
1.8.1
The Minister of Public Safety may at any time, when satisfied that an emergency exists or may exist,
declare a state of emergency in respect to all or any area of the province for a maximum of 14 days.
The mayor of a municipality may, under similar circumstances, declare a State of Local Emergency
(SOLE) in respect of that municipality or part of that community for a maximum of 7 days.
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When a state of emergency or a state of local emergency has been declared under this Act, the
Minister or the municipality shall immediately cause the details of the declaration to be
communicated or published by those means that the Minister or municipality considers the most
likely to make the contents of the declaration known to the civil population of the area affected.
On a state of emergency being declared in respect to the Province or an area of the Province, or on
a state of local emergency being declared in respect to a municipality or an area of a municipality,
the Minister may, during the state of emergency, in respect of the Province or an area of the
Province, or the municipality may, during the state of local emergency, in respect of the
municipality or an area of the municipality, as the case may be, do everything necessary for the
protection of property, the environment and the health or safety of persons therein, including:
a.
To cause an emergency measures plan to be implemented.
b.
To acquire or utilize or cause the acquisition or utilization of any private property by
confiscation or by any means considered necessary.
c.
To authorize or require any person to render the aid that the person is competent to
provide.
d.
To control or prohibit travel to or from any area or on any road, street, or highway.
e.
To provide for the maintenance and restoration of essential facilities, the distribution
of essential supplies and the maintenance and coordination of emergency medical,
social, and other essential services.
f.
To cause the evacuation of persons and the removal of livestock and movable property
threatened by a disaster or emergency, and plan for the adequate care and protection
of them.
g.
To authorize any person properly identified as authorized by the Minister, by the
Emergency Measures Organization or by the municipal emergency measures
organization to enter any building or on any land without warrant.
h.
To cause the demolition or removal of any building, structure, tree, or crop if the
demolition or removal is necessary or advisable for the purposes of reaching the scene
of a disaster, of attempting to forestall its occurrence or of combatting its progress.
i.
To procure or fix prices for food, clothing, fuel, equipment, medical or other essential
supplies and the use of property, services, resources, or equipment; and
j.
To order the assistance, with or without remuneration, of persons needed to carry out
the provisions mentioned in this section.
And in addition, the Minister may authorize or require a municipality to cause an emergency
measures plan for the municipality, or any part of the municipality, to be implemented.
1.9
Saint John Emergency Management Organization (SJEMO)
1.9.1
When a substantial municipal involvement is indicated or when there is a need to coordinate a
municipal response, SJEMO will be activated.
When credible information supports the need for a coordinated municipal response, SJEMO may be
assembled by the EOC coordinator or designate at any time before or during an emergency. The
SJEMO will use the following activation levels:
a.
Level 1 (Green): Enhanced Monitoring: Continuous monitoring by all SJEMO members
of an emergency that may require immediate municipal response.
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b.
Level 2 (Yellow): Partial Activation: Once notified, selected SJEMO members may be
called in to assist in supporting ongoing efforts towards an emergency.
c.
Level 3 (Red): Full activation: All SJEMO members are to report to the EOC or as
directed.
The EOC will be managed by the SJEMO Manager or his/her designate. The precise municipal
representation in the EOC will depend on the nature and scope of the emergency. It may also
include provincial, federal, or other agency representatives, as necessary.
SJEMO will:
a.
Assess a potential emergency within three risk areas:
-natural hazards - the risks associated with natural (geological, meteorological, or
biological) hazards (e.g., earthquake, landslide, flood, drought, pandemic influenza,
foot and mouth disease, insect infestation).
-intentional human actions - the risks associated with chemical, nuclear, or other
hazards, resulting from deliberate actions (e.g., terrorism, sabotage); and
-unintentional human actions - the risks associated with chemical, nuclear, or other
hazards resulting from accidents (e.g., hazardous material spill or release,
explosion/fire, water control structure/dam/levee failure).
b.
Prepare or review contingency plans and procedures.
c.
Consider the deployment of resources and Incident Commanders to an emergency.
d.
Monitor operations, provide direction to departments, regions, Incident Commanders.
e.
Provide situation updates and making recommendations to the Director; and
f.
If the emergency escalates to the point where further powers are required, the
Municipal EM Coordinator may recommend to Mayor and Council that a State of Local
Emergency be declared in accordance with the Emergency Measures Act (R.S.N.B.
2011, c. 147) and the municipal by-law (EM-7).
1.10
Emergency Operations Center (EOC)
1.10.1
When a substantial Municipal response is required, SJEMO will be activated and report to the EOC
or other assigned location(s). The EOC shall contain the necessary working accommodations and
communications to enable proper coordination. In addition to the EOC, departmental operation
centres or other designated facilities may be established to control and direct departmental
operations.
When required, the following activation levels will be used to notify members of SJEMO. The alert
will come from the SJEMO Director or designated alternate. The levels are:
a.
Level 1 (Green): Enhanced Monitoring: Continuous monitoring by all SJEMO members
of an emergency that may require immediate Municipal assistance.
b.
Level 2 (Yellow): Partial Activation: Once notified, selected SJEMO members may be
called to assist in supporting ongoing efforts towards an emergency.
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d.
Level 3 (Red): Full Activation: All SJEMO members are to report to the EOC or as
assigned (which could include remote location(s).
1.11
Activation Timeline (Municipal Activation Timeline link)
1.11.1
Irrespective of the emergency, when activated, the EOC will use the attached timeline to ensure
interoperability within the municipality and with those attending in a mutual aid capacity.
In addition, NB EMO is available 24 hours a day, 365 days a year. As part of their normal duties, the
NB EMO staff will monitor events that may impact New Brunswick.
1.12
Local Service Districts (LSDs)
1.12.1
The Department of Environment and Local Government (DELG) Local Service Managers (LSMs) are
members of the REAC. They will monitor, and if necessary, coordinate with the REMC for all
emergency planning and operations for LSDs.
On occasion, municipalities may be requested to support operations in neighboring LSDs. As such,
the City of Saint John will be prepared to assist. Cost capture will be initiated upon receipt of any
request.
1.13
Emergency Communications - / Crisis Communication
1.13.1
The City of Saint John will use the following communications platform:
a. Operational Communications: Routine communications will use the most efficient means
available with due regard to maintaining records of decisions and actions taken. Depending
on the nature of the emergency or immediacy of the communication, other means may be
required:
1. Trunked Mobile Radio (TMR) will allow all agencies to communicate verbally via a
mutual aid channel designated by Provincial Mobile Communications Center (PMCC).
Such a channel should be requested by the responding agency and maintained for the
duration of the event, with additional channels designated, as necessary. PMCC should
record all communication on this system.
2. Social Media, the City's website, cloud-based platforms, and other technology may be
used to connect the EOC to a REOC (Regional Emergency Operations Centre) to
simultaneously exchange information such as event logs, imagery, and detailed maps.
When available, these should be linked to ensure maximum awareness between various
agencies contributing to the response. Data must be captured and recorded at
scheduled intervals and during significant events.
3. Telephone: With reduction of the traditional land line within the municipal organization
and the increased use of cellular communications, cellular communication will be the
most popular method of rapidly connecting two individuals. Vulnerabilities include
downed lines or cell towers, loss of voice quality, restriction of information sharing and
poor record keeping.
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4. Virtual: With the increased use of virtual meeting platforms such as 'Teams' or 'Zoom',
it has become easier and more efficient to hold virtual briefing meetings. Vulnerabilities
of this method include no data connection or poor connection quality.
b. Public Information: Communicating information to the public in a clear and timely manner
is a crucial element of managing an incident. Consideration should be given during the
warning phase, if possible. Informing the public of registration and warming centers,
evacuation plans, and recovery operations will assist in reducing anxiety. Many methods
may be utilized.
1. ALERT READY is the national system used by a provincial authority in cases of serious
threat to life and safety. It employs interruptions to the public broadcasting systems
on radio and television. Eventually, it may also have the capability to target specific
cell towers for customized messaging. ALERT READY messaging is to be coordinated
through NBEMO.
2. Public messaging via social media is the most widespread and effective means of
distributing information as it increases coverage as recipients share with friends.
Various media such as e-mail, Facebook, Instagram, and others could be used. To
achieve maximum efficiency, a sole source of verified information should be utilized
to avoid conflicts. Frequent and timely updates must be maintained to prevent
disinformation.
3. Media conferences by persons in authority. Care in avoiding impromptu statements,
and the selection of a known and credible person of authority in the community is
recommended.
4. Self-registry by citizens on municipal warning systems such as the City of Saint John
Emergency Alert system allows for targeted messages over a broad spectrum of
events.
5. Posting written directives at warming shelters, municipal and public offices in
addition to pre-advising citizens of where and how to seek information during
emergencies will be implemented to ensure smooth communication during an
incident.
1.14
Non-Governmental Organizations (NGOs) / Volunteer Agencies
An effective emergency response will depend to a large degree on the full use of all resources in the
community. The province and most municipalities have several social services agencies, clubs,
organizations, and other civic-minded groups who can provide a wide range of skills, people, and
equipment.
Many volunteer agencies are prepared to offer their services in an emergency. These volunteers
should be encouraged. Where appropriate, a memorandum of understanding or a letter of intent
should be prepared and signed by municipal authorities and the volunteer agency.
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These memoranda or letters should specify the forms of assistance to be provided and the
arrangements, including financial, for its provision. These formal arrangements are useful to ensure
the coordination of volunteer activity. Procedures for obtaining and rendering assistance are to be
set out in Municipal Emergency Response Plans. Volunteer agencies will, depending on their
assigned task, be allotted to the appropriate emergency response departments who will control and
coordinate the volunteer agency response.
1.14.1
The following is an example list of NGOs and assisting agencies:
AGENCY
FORMS OF ASSISTANCE
DEPARTMENT
Emergency Measures
Communication Group (EMCG)
Communications
NB EMO
Civil Air Search and Rescue
Association (CASARA)
Air Searches & Air Support
DND and NB EMO
NB Ground Search & Rescue
Ground Searches
RCMP & NB EMO
Canadian Red Cross
Welfare, Registration & Inquiry
Emergency Social Services
(ESS)
Salvation Army
Social Services & Food Services
Emergency Social Services
(ESS)
St. John Ambulance
Medical
Emergency Social Services
(ESS)
RCMP Auxiliary Police
Law & Order
RCMP & NB EMO
Point Lepreau Wardens Service
Notification and Traffic Control
NB EMO
1.15
Mutual Aid and Request for Assistance (RFA)
1.15.1
The municipality may become overwhelmed at any time during an emergency. Therefore, additional
resources from neighbouring jurisdictions may be required. Mutual Aid arrangements as well as
arrangements with local volunteer agencies may be utilized.
However, when it is anticipated that quick access to additional resources is required, then a Request
Force Assistance (RFA) will be submitted to the REMC. The RFA will come from an authorized
municipal/LSD representative.
Requests for assistance from other Government of Canada departments, such as the Canadian
Armed Forces (CAF), will be coordinated by NB EMO who will determine if the request is required.
1.16
Termination of Operations / Recovery
1.16.1
The Municipal emergency response will continue until Municipal assistance, direction and
coordination are no longer required, and the operation is terminated. The gradual reduction of
departmental staff and the withdrawal of resources may begin before termination but must be
done in a coordinated fashion.
SAINT JOHN EMERGENCY RESPONSE PLAN
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If communities experienced significant impacts due to the emergency, there might be a need to
support and/or supplement personal, family, and community structures that may have been
damaged or disrupted.
1.16.2
The effects of an emergency depend directly on the type, severity, and duration of the event. Some
common effects of an emergency include:
a. Impact on Life / Social Effects:
(1) Loss of life.
(2) Injury to persons and animals
(3) Stress and psychological trauma.
(4) Focus on the short term, foregoing long-term goals and opportunities.
(5) Delay of programs that serve on long-standing social needs; and
(6) Gaps in community economic classes tend to widen.
b. Physical Effects:
(1) Damage to buildings, commercial structures, and community facilities.
(2) Alteration of the landscape, such as in landslide or major flood; and
(3) Environmental contamination by chemicals or pollutants.
c. Economic Effects:
(1) Loss of business.
(2) Loss of jobs; and
(3) Reduced cash flow within the community.
1.16.3
The following are possible participants during the recovery phase of an emergency:
Potential Participant
Services they may be able to provide:
Animal Care Groups
- Provide advice on animal care and temporary shelter for animals
Banks and Credit Union
- Provide financial support to residents and businesses.
NB Housing
- Provide temporary shelter during reconstruction.
Canada Post
- Temporary Mail delivery services
NB Social Services
- Ongoing financial assistance for homeless in the long term
- Additional assistance for persons already on assistance.
NB Health Authorities
- Provide advice on disease prevention during clean-up
- Provide advice on drinking water and septic system safety
- Arrange for inspections
- Provide advice on medical and mental health issues
Employment and Social
Development Canada
- Employment Insurance
SAINT JOHN EMERGENCY RESPONSE PLAN
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Insurance Corporations
- Vehicle and Property Damage Claims
- Cash advance for people with damage to homes and vehicles.
Local Government
- Public Information
- Debris removal
- Inspection Services and Building Permits
School Boards
- Identifying needs to change school season or school location, etc.
Utility Companies
- Electrical power, gas, telephone, cable, and internet services
- Information for safe re-entry
- Site inspection and reconnections
Volunteer Services
Agencies
- Distribution of support
- Debris removal
- Clean-up
- Temporary Shelter
- Rent or Income financial assistance.
Fundy Regional Service
Commission
- Debris removal
1.16.4
An After-Action Review (AAR) to evaluate the effectiveness of the emergency response will be
conducted within 14 days of the termination of the operation. The proceedings will be chaired by
the Director of SJEMO or designate and attended by the emergency response personnel involved in
the emergency.
After-Action Review: At the conclusion of an emergency, an After-Action Review (AAR) will be
completed using the following example: (Example)
Sustain
Remarks
Points to improve
Remarks
Business cycles were
completed.
This should continue
for further activations.
No phones during
the business cycle.
Remind everyone that
phones are to be turned off
1.17
Plan Audits
1.17.1
An annual review of MERP will be conducted to ensure contact information remains valid within
the attached annexes. In addition, MERP will undergo a rewrite if the standard operating
procedures are deemed to have significantly changed.
1.18
Training and Exercises
1.18.1
Training: SJEMO will utilize methods such as tabletop exercises, simulations, seminars or full-scale
exercises internally and/or in conjunction with external agencies annually to ensure interoperability
and proficiency.
Recall Exercise: Using the SJEMO fan-out, SJEMO will initiate a recall twice a year to confirm that
the contact information for public contacts, emergency contacts, City departments and external
agencies are kept up to date.
SAINT JOHN EMERGENCY RESPONSE PLAN
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1.19
Budget
1.19.1
The Saint John Emergency Management Organization budget is part of The City's annual budget and
is reviewed and approved by Council annually.
1.20
Definitions
1.20.1
Act (The Act)
New Brunswick Emergency Measures Act.
1.20.2
All-Hazards
Emergency
Management
Planning
An approach that recognizes that the actions required to mitigate the effects of
emergencies are the same, irrespective of the nature of the event, thereby
permitting optimization of scarce planning, response, and support resources. It
employs generic methodologies, modified as necessary by circumstances.
1.20.3
Assembly area
Designated area for evacuees to gather for processing and transport
1.20.4
Asset
Assets include but are not limited to information in all forms and media,
networks, systems, materiel, real property, financial resources, employee trust,
public confidence, and international reputation.
1.20.5
Business
Continuity Plan
A plan to minimize potential losses and maintain viable recovery strategies for
services, operations, or government following a disruptive event.
1.20.6
By-Law
Refers to the Saint John Emergency Measures By-Law
1.20.7
CANUTEC
Canadian Transport Emergency Centre operated by the Transportation of
Dangerous Goods (TDG) Directorate of Transport Canada. The Directorate's
overall mandate is to promote public safety in the transportation of dangerous
goods by all modes
1.20.8
CASARA
Canadian Air Search and Rescue Association.
1.20.9
CMRA
Canadian Marine Rescue Auxiliary.
1.20.10 Critical Service
A service which, if compromised, in terms of availability or integrity would result in
a high degree of injury to health, safety, security or economic well-being of the
population or effective functioning of Government and must be continuously
delivered.
1.20.11 Concept of
Operations
Concept of operations provides a framework to operationalize horizontal
management and an effective governance structure and delineates clear roles
and responsibilities of the principal committees and individuals central to each
phase of the incident management process.
1.20.12 Critical
Infrastructure
Critical infrastructure refers to processes, systems, facilities, technologies,
networks, assets, and services essential to the health, safety, security or
economic well-being of the population and the effective functioning of
government. Critical infrastructure can be stand-alone or interconnected and
interdependent within and across provinces, territories, and national borders.
Disruptions of critical infrastructure could result in catastrophic loss of life,
adverse economic effects, and significant harm to public confidence.
SAINT JOHN EMERGENCY RESPONSE PLAN
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1.20.13 Department
Department of the Government of New Brunswick and includes a crown agency,
corporation, board, or commission established by the Government of New
Brunswick.
1.20.14 DAAF
Department of Agriculture, Aquaculture and Fisheries.
1.20.15 DH
Department of Health
1.20.16 DHR
Department of Human Resources.
1.20.17 DTI
Department of Transportation and Infrastructure.
1.20.18 DEECD
Department of Education and Early Childhood Development.
1.20.19 DELG
Department of Environment and Local Government.
1.20.20 DNRED
Department of National Resources and Energy Development
1.20.21 Designated
Alternate
An individual to whom responsibility and authority for a particular function,
normally performed by another individual, has been officially delegated.
1.20.22 Director
Director of New Brunswick Emergency Measures Organization.
1.20.23 Disaster
An emergency that overwhelms the community's normal resources and coping
ability and therefore requires extraordinary measures including outside help.
1.20.24 EMCG
Emergency Measures Communication Group
1.20.25 Emergency
A present or imminent event which requires prompt coordination of action or
regulation of persons or property to protect life safety, property, the
environment or the health and welfare of the population.
1.20.26
Emergency
Management
Unit (EMU)
A territorial unit corresponding to part of the municipality identified for purposes
of emergency and evacuation planning, and recognized for its demographic,
environmental and logistical characteristics.
1.20.27
Emergency
Operations
Center (EOC)
An Emergency Operations Centre is a pre-designated facility staffed by an
established and recognized team of people who are responsible for providing
direction, coordination, communication, and support during emergency
operations. The EOC may be set up at any other suitable location.
1.20.28 Emergency
Response Plan
A plan, program or procedure prepared by the province or a municipality that is
intended to mitigate the effects of an emergency and protect life safety,
property, the environment or the health and welfare of the population in the
event of such an occurrence.
1.20.29 Emergency
Shelter
A publicly operated facility providing temporary or transitional accommodation.
1.20.30 Emergency Site
Manager (ESM)
Emergency Site Manager, a person designated to provide the required direction
and coordination of the on-site emergency response by participating agencies.
1.20.31
Emergency
Social Services
(ESS)
Emergency shelter services provided in an emergency either by the Canadian Red
Cross, Salvation Army, or Department of Emergency Social Services (ESS):
Services include registration and inquiry, Lodging, feeding, clothing, and personal
services.
SAINT JOHN EMERGENCY RESPONSE PLAN
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1.20.32
Hazard
Identification
and Risk
Assessment
(HIRA)
An assessment of the relative risk of occurrence and the potential impact on
people and property of the emergencies or disasters that could affect all or part
of the jurisdictional area for which the authority has responsibility.
1.20.33
Incident
An incident is an abnormal situation that demands a response for which regular
municipal standard operating procedures and resources are sufficient.
1.20.34
Incident Action
Plan (IAP)
A directive for managing each operational period during an emergency. It defines
the goals, objectives, resources, and direction for response during each
operational period and serves as the accountability document for the emergency
organization. It is also a tool for coordinating multi-agency response.
1.20.35
Incident
Command
System (ICS)
A standardized on-site management system designed to enable effective,
efficient incident management by integrating a combination of facilities,
equipment, personnel, procedures, and communications operating within a
common organizational structure.
1.20.36
IRCS
Integrated Radio Communications System
1.20.37
JPS
Department of Justice and Public Safety
1.20.38
Liaison Officer
Representative from another agency who serves as a point of contact on-site.
1.20.39
Minister
Minister of Justice and Public Safety charged with the administration of the
Emergency Measure Act.
1.20.40
Municipal
Emergency
Management
Council
Committee
Includes the members of Council appointed as per the Saint John Emergency
Measures By-Law.
1.20.41
Mutual Aid /
Mutual
Assistance
Agreement
A pre-arranged agreement entered into by two or more entities whereby the
parties to the agreement undertake to render assistance to one another.
1.20.42
NB EMO
New Brunswick Emergency Measures Organization as established by the
Emergency Measures Act.
1.20.43
NB GSAR
New Brunswick Ground Search and Rescue.
1.20.45
NEA
National Emergency Agencies.
1.20.46
PEOC
Provincial Emergency Operations Centre (Fredericton)
1.20.47
PELT
Department of Post-Secondary Education, Training and Labour
1.20.48
PIO
Public Information Officer, responsible for all official communication with the
public and the media on behalf of the city.
1.20.49
PLGS OEC
Point Lepreau Generating Station Off-Site Emergency Centre.
1.20.50
PSEPC
Public Safety and Emergency Preparedness Canada.
1.20.51
Reception
Center
A location where evacuees are received, documented, assessed for personal
needs, and referred
SAINT JOHN EMERGENCY RESPONSE PLAN
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1.20.52
REOC
Regional Emergency Operation Centre.
1.20.53
Risk
The combination of the likelihood and the consequence of a specified hazard
being realized; refers to the vulnerability, proximity, or exposure to hazards,
which affects the likelihood of adverse impact.
1.20.54
Risk
Assessment
The concept of risk is defined as a product or process which collects information
and assigns values to risks for the purpose of informing priorities, developing, or
comparing courses of action, and informing decision making.
1.20.55
Risk
Management
The use of policies, practices, and resources to analyze, assess and control risks
to health, safety, environment, and the economy.
1.20.56
Shelter-In-Place
Staying put and taking shelter rather than evacuating
1.20.57
Situational
Awareness
Situational awareness is being aware of one's environment and circumstances to
understand how events and actions will affect objectives.
1.20.58
SNB
Service New Brunswick
1.20.59
State of
Emergency
State of emergency declared by the Minister in accordance with the Emergency
Measures Act.
1.20.60
State of Local
Emergency
State of emergency declared by a municipality pursuant to subsection 11(2) of
the New Brunswick Emergency Measures Act or renewed pursuant to Section
18(2) of the Act.
1.20.61
Standard
Operating
Procedures
(SOP)
Standard Operating Procedures (SOPs) are a set of instructions constituting a
directive, covering those features of operations, which lend themselves to a
definite, step-by-step process of accomplishment.
1.20.62
PWT
Provincial Transportation and Infrastructure Department. Resource for
infrastructure failure including Cyber and structural.
Saint John Public Works and Transportation Department which deals with
roadway maintenance, traffic management, storm water management, solid
waste collection, transit, parking, and parks and recreation.
1.20.63
Threat
The presence of a hazard and an exposure pathway; threats may be natural or
human-induced, either accidental or intentional.
1.20.64
Threat
Assessment
The process of identifying or evaluating entities, actions, or occurrences, whether
natural or human activity, which has or indicates the potential to harm life,
information, operations and/or property.
1.20.65
Trunked Mobile
Radio (TMR)
A computer-controlled two-way radio system that allows sharing of few radio
frequency channels among a large group of users.
1.20.66
Unified
Command
An arrangement under ICS, which enables multiple agencies to respond jointly to
an incident under a single common command structure, with each agency
retaining control of its own resources and command structure.
1.20.67
Vulnerability
The conditions determined by physical, social, economic, and environmental
factors or processes, which increase the susceptibility of an organization or
community to the impact of hazards.
SAINT JOHN EMERGENCY RESPONSE PLAN
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1.20.68
Vulnerability
assessment
A process for identifying physical features or operational attributes that renders
an entity, asset, system, network, or geographic area susceptible or exposed to
hazards.
1.20.69
Warning Order
An official communication warning the public of the possibility of an impending
evacuation; shelter in place order or other emergency order.
PART 2 HAZARD IDENTIFICATION AND RISK ASSESSMENT
2. Hazard Identification and Risk Assessment (HIRA)
2.1
Risk = Likelihood x Consequence
2.2
Likelihood / Frequency - L
2.2.1
Based on the number of occurrences within the City of Saint John:
1.
Rare: Less than 1% chance in any year; Occurs every 100 years or more
2.
Very Unlikely: 1-2% chance in any year; Occurs every 50-99 years
3.
Unlikely: 2-5% chance in any year; Occurs every 20-49 years
4.
Probable: 5-20% chance in any year; Occurs every 5-19 years
5.
Likely: Over 20% chance in any year; Occurs ≤ 5 years
6.
Certain: Almost 100% chance in any year; The hazard commonly occurs annually
2.3
Consequences Rating - C
2.3.1
Based on the severity of each consequence the impact was rated as follows:
1.
None: Rated as Zero (0)
2.
Low: Rated as One (1)
3.
Medium: Rated as Two (2)
4.
High: Rated as Three (3)
2.4
Consequence Categories
2.4.1
The following consequences were considered in the risk assessment of each potential Hazard:
1.
Fatalities: Potential number killed because of the hazard
2.
Injuries / Illness: Potential number injured or ill because of the hazard
3.
Psychosocial: Potential number of people traumatized
4.
Social Connections: Potential impact on formal or informal networks of support including
family and community support.
5.
Evacuation or Shelter-In-Place: Potential for formal evacuation, shelter-in-place orders, or
people stranded.
6.
Property Damage: Potential for direct negative consequences of a hazard on buildings,
structures and other forms of property including crops.
7.
Critical Infrastructure Service: Potential for negative impact of a hazard on processes,
systems, facilities, technologies, networks, assets, and services essential to the health,
safety, security, or economic well-being of Canadians and functioning of government.
8.
Environmental Damage: Potential negative consequences of a hazard on the environment,
including soil, water, air, plants, and animals.
9.
Economic: Potential negative consequences of a hazard on commercial, industrial, or
regional economies.
10.
Reputational: The perception of one or more organizations or jurisdictions, in the minds of
its stakeholders, the public and others who are vital to its success.
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.5
HIRA Total Risk Score Ranges - Likelihood x Consequence
Total Risk
Score
Category
0 - 30
Very low
31 - 60
Low
61 - 90
Moderate
91 - 120
High
121 - 150
Very high
151 - 180
Extreme
2.6
Hazard Summary with Applicable Action(s)
Hazards
Brief Description
Likelihoo
d
Conseq
uence
Total
Risk
Score
RISK
Category
2.6.1
CBRNE
When chemical, biological,
radiological, nuclear, or
explosive hazards may be
present.
5
19
95
HIGH
2.6.2
Flood
Accumulation of water beyond
its normal confines such as a
lake, or over land areas.
4
19
76
MODERATE
2.6.3
Extreme
Weather
(Blizzard/
Ice Storm/
Hurricane)
Severe storm with high winds,
and heavy snow.
6
15
90
MODERATE
2.6.4
Complex
Structure Fire
A fire involving buildings or
structures within a
municipality.
5
22
110
HIGH
2.6.5
Forest/Wildlan
d Fire
Uncontrolled fire occurring in
nature.
5
20
100
HIGH
2.6.6
Extreme
Temperature
(Heat/Cold)
Temperature which is
considered extreme and
unusual in the area in which it
occurs.
6
12
72
MODERATE
2.6.7
Power Outage
An interruption of normal
sources of electrical power.
6
12
72
MODERATE
2.6.8
Landslide/
Erosion/
Earthquake
Erosion is a physical process by
which shorelines and/or roads
are altered. Landslide is when
5
13
65
MODERATE
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 24 of 66
large snow/mud mass slides
down a hillside. Earthquake is a
sudden release of stored
energy that radiates seismic
waves.
2.6.9
Public Health/
Pandemic
Diseases that impact humans
or animals.
5
13
65
MODERATE
2.6.10
Cyber Attack
An offensive maneuver that
targets computer information
systems, networks,
infrastructures, or
smartphones.
5
12
60
MODERATE
2.6.11
Active/ Violent
Threat
The use of physical force with
intent, effect, or reasonable
likelihood of causing pain,
harm, injury or damage to any
person or property.
3
19
57
LOW
2.6.12 Communication
Failure
Widespread breakdown of
normal communication
capabilities.
5
10
50
LOW
2.6.13
Air Quality
When outside air quality is
threatened or compromised.
5
10
50
LOW
2.6.14
Aviation
Incident
An accident associated with the
operation of an aircraft.
3
16
48
LOW
2.6.15
Port/ Marine
An incident involving the port
or marine vessel or equipment,
including cranes that could
affect the safety of operation
or individuals.
3
14
42
LOW
2.6.16
Potable Water
Water system that serves a
major residential development
becomes compromised.
4
10
40
LOW
2.6.17
Civil Disorder/
Mass Gathering
When many people are
involved and are set upon a
common aim. A public event
which gathers more than 500
persons indoors or outdoors.
3
13
39
LOW
2.6.18
CI Failure
(Transportation
/ Engineering)
Structural or safety related
issues related to critical
infrastructure include rail,
bridges, roads.
2
18
36
LOW
Reference: NB EMO National Disaster Data Bank
SAINT JOHN EMERGENCY RESPONSE PLAN
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HAZARD RESPONSE PLANS
2.6.1 CHEMICAL, BIOLOGICAL, RADIOLOGICAL, NUCLEAR, OR EXPLOSIVE (CBRNE)/HAZARDOUS
MATERIALS
Hazard Description
Protective measures taken in situations in which chemical, biological,
radiological, nuclear, or explosive hazards may be present. Unintentional
or intentional (CBRNE)
A violent and destructive shattering or blowing apart of something caused
by a bomb detonation, gas explosion or industrial accident.
Diseases that impact humans and animals.
Removing and destroying or storing damaged, unwanted domestic,
agricultural/industrial products and substances.
Any substance or material that could adversely affect the safety of the
public, handlers or carriers
Potential Impacts
Life Safety / Losses to local economy / Municipal Services / Jurisdictional
Issues / International Implications / Environmental Impact / Transportation
HIRA Total Risk Score
95 - HIGH
Immediate Actions (IA)
Municipal Actions
Municipal first responders' assessment and IAP creation. Possible EOC
activation (advise REMC change in status). Public Communication. Notify
OFM. Notify DELG.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force / RCMP
-
IT Department
-
Communications
-
Growth & Community
Development
-
Parks & Rec
-
Public Works and
Transportation
-
Finance
EXTERNAL
-
Ambulance NB
-
Issue public warnings
o City Communication
Plan
o Use of Alert Ready (if
applicable)
-
Heavy HAZMAT deployment
-
Isolation / Containment
-
Evacuation/ shelter in place
-
Comfort shelters or reception
centres
-
Coordinate with disposal
providers
-
Liaise with carriers
-
ERAC implementation
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
8. Request Federal Resources
(CBRNE)
SAINT JOHN EMERGENCY RESPONSE PLAN
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-
NBEMO
-
GNB Public Health
-
Horizon Health
-
Saint John Energy
-
DELG
-
Fire Marshall
-
CANUTEC
-
Carrier / ERAC
-
RCMP CBRNE Team
-
PLNGS
-
Red Cross
-
Emergency Social
Services (ESS) NB Power
-
Enbridge Gas
-
Liberty Gas
-
Horizon Health
Emergency Response Guide
through Transport Canada:
tc.canada.ca
Canutec online contact
information: 1-888-CANUTEC
(226-8832)
Public Health Guide
All ICS Forms
Additional Instructions
A. Chemical spill (water or land)
a. Check radar for precipitation
b. Check current temperature
c. Check current short-term predictions for sudden changes in temperature or wind:
www.Spotwx.com
B. Hazardous Material Release (airborne)
a. Check radar for precipitation
b. Check current temperature
c. Check current short-term predictions for sudden changes in temperature or wind
www.Spotwx.com
C. The HYSPLT model can be used to give a first guess of where the material will go READY
Current Meteorology (noaa.gov)
a. Select one starting location
b. Select Ensemble for type of trajectory
c. For meteorology select NAM CONUS
d. Enter coordinates of the release
e. Select the latest model run
f. Under display option select Google Earth
g. Click Request Trajectory
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.2 FLOOD
Hazard Description
The accumulation of water beyond its normal confines such as a lake, or
over land.
A sudden and destructive rush of water caused by heavy rainfall.
The spontaneous release of water from a barrier built to hold back the
flow of water.
An abnormal rise of water generated by a storm, over and above the
predicted astronomical tides.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy / Municipal
Services / Jurisdictional Issues / Environmental Impact / Transportation
HIRA Total Risk Score
95 - HIGH
Immediate Actions (IA)
Municipal Actions
Municipal assessment and IAP creation. Possible EOC activation (advise
REMC change in status). Public Communication.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Growth & Community
Services
-
GIS
-
Public Works &
Transportation
-
Communications
EXTERNAL
-
Ambulance NB
-
NBEMO
-
Saint John Energy
-
GNB Transportation &
Infrastructure
-
Education
-
Horizon Health
-
Issue public warnings with
pre-determined messages
(if applicable)
-
Use of emergency alert (if
applicable)
-
Possible Evacuations
-
Be prepared to open
comfort centres or
reception centres
-
Stage emergency response
resources in areas may be
isolated
-
Close roads or reroute
-
Coordinate with
neighbouring jurisdictions
-
Shut down vulnerable
power grid
-
Relocate hazardous
materials
NBEMO River Watch
River watch end when water
level in Jemseg is at 3.6m
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
SAINT JOHN EMERGENCY RESPONSE PLAN
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-
Emergency Social Services
(ESS)
-
Red Cross
-
DELG
-
Canadian Coast Guard
-
GNB Public Health
Additional Instructions:
- Refer to previous spring freshet notes, policies, & IAP's
Precipitation over the next 72 hours. http://www.cocorahs.org/Canada.aspx
Real-time water levels from hydrometric water stations. Real-Time Hydrometric Data - Water Level
and Flow - Environment Canada (ec.gc.ca)
Check cumulative precipitation using surface observation networks including Coco Rahs.
Check model predictions for precipitation accumulation and intensity over the next 72 hours
Storm Surge
o To assess the risk of storm surge you will need tide information (times and magnitudes), storm
surge modeling and wave modeling
o Tides can be obtained at the https://tides.gc.ca/en/stations/65
o Storm surge estimate will be obtained through Environment Canada warnings or more detailed
modelling provided is special briefing packages
o Check the Environment Canada Wave Model to see if there are any large waves approaching the
time of peak water level.
o Use the tide times and the storm surge model to find the predicted peak water level (consider
wave setup) - this will be the water level from chart datum
-
Total Water Level (CD) = (Tide) + (Predicted Storm Surge) + (Wave Setup)
o Optional: In some cases, you may want to convert the predicted water level relative to chart
datum to the water level relative to CGVD28 which is the reference level for heights in Canada.
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.3 EXTREME WEATHER (BLIZZARD / ICE STORM / THUNDERSTORM / HURRICANE)
Hazard Description
Severe winter storm with low temperatures, high winds, and heavy snow.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy / Municipal
Services / Jurisdictional Issues / Environmental Impact / Transportation
HIRA Total Risk Score
90 - MODERATE
Immediate Actions (IA)
Municipal Actions
-
Municipal assessment and IAP creation. Possible EOC activation
(advise REMC change in status). Public Communication.
-
Blizzard warning issued when winds of 40 km/h or greater are
expected to cause widespread reductions in visibility to 400 metres
or less, due to blowing snow, or blowing snow in combination with
falling snow for at least 4 hours.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Public Works and
Transportation
-
Growth & Community
Services
-
Arbourists
-
Communications
EXTERNAL
-
Ambulance NB
-
NBEMO
-
Education
-
Horizon Health
-
Red Cross
-
Saint John Energy
-
Enbridge Gas
-
Liberty Gas
-
Issue weather warnings
-
Use of emergency alerting
system (if applicable)
-
Monitor power outages
-
Be prepared to open
comfort or reception
centres
-
Tree Removal
-
Re-open roads
Proactive messages re.72 Hour
kit during monitoring phase
Resource Needs Assessment
-
Identify resources required
-
Identify resources at hand
-
Identify resources lacking
-
Mutual Aid request (PSCC)
-
Request Regional
Assistance (NBEMO)
-
Request Provincial
Assistance (NBEMO)
-
Request National
Assistance (NBEMO)
Additional Instructions: All ICS Forms - http://www.icscanada.ca/en/Forms.html
SAINT JOHN EMERGENCY RESPONSE PLAN
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-
The Canadian Hurricane Center (CHC) will provide the best information on how an
approaching tropical cyclone may affect Canada www.hurricanes.ca
-
Latest hurricane bulletins if CHC website has not been updated
http://kamala.cod.edu/offs/CWHX/wocn31.chunk.html
-
The National Hurricane Center in Miami also has lots if information on tropical cyclones
including forecasts, probability maps and reference information. http://www.nhc.noaa.gov/
-
Sea Surface Temperature (SST) anomaly map shows difference in water temperature
compared to average in the Atlantic http://www.nhc.noaa.gov/tafb/atl_anom.gif
-
Website showing the range of storm tracks http://derecho.math.uwm.edu/models/
-
City of Saint John Winter Storm Management:
https://saintjohn.maps.arcgis.com/apps/webappviewer/index.html?id=3268e3816a8140d6b
eeb904fd8db6ef5
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2.6.4 COMPLEX FIRE (STRUCTURE / INDUSTRIAL)
Hazard Description
A fire involving multiple buildings or structures within a municipality.
A fire involving heavy industry facilities and equipment.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy /
Municipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score
110 - HIGH
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Saint John Transit
-
Public Works and
Transportation
-
Communications
EXTERNAL
-
Ambulance NB
-
Saint John Energy
-
Enbridge Gas
-
Liberty Gas
-
Horizon Health
-
Emergency Social Services
(ESS)
-
Red Cross
-
Fire Marshal / Mutual Aid
-
GNB Public Health
-
Salvation Army
-
Neighbouring Fire
Departments including KV
Fire, Grand Bay Westfield,
and Simonds
-
Issue public warnings with
pre-determined messages
(if applicable)
-
Use of emergency
notification system (if
applicable)
-
Possible Evacuations
-
Be prepared to open
comfort centres or
reception centres.
-
Saint John Transit for
transit bus for shorter term
shelter.
-
Salvation Army may be an
option for rehab support
for First Responders
including food.
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
All ICS Forms
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2.6.5 FOREST FIRE / WILDFIRE
Hazard Description
An uncontrolled fire occurring in nature.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy /
Municipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score
100 - HIGH
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring. Communication to region. Request for support as
required.
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Public Works &
Transportation
-
Growth & Community
Services
-
Facility Management
-
Communications
EXTERNAL
-
Ambulance NB
-
Saint John Energy
-
Education
-
Horizon Health
-
GNB Public Health
-
Emera Pipeline
-
Irving Oil
-
Department of Natural
Resources & Energy
Development
-
DELG
-
Red Cross
-
Neighbouring Fire
Departments for mutual aid
assistance.
-
Issue public warnings with pre-
determined messages (if
applicable)
-
Use of Emergency Notification (if
applicable)
-
Possible Evacuations
-
Be prepared to open warming
centres or reception centres
-
Communications - public updates
Resource Needs
Assessment
1. Identify resources
required
2. Identify resources at
hand
3. Identify resources
lacking
4. Mutual Aid request
(PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
SAINT JOHN EMERGENCY RESPONSE PLAN
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Additional Instructions:
All ICS Forms: http://www.icscanada.ca/en/Forms.html
Forest Fire
-
Government of NB Fire Watch
o Fire Watch website updated daily at 2pm for Burn Bans between April and October
o Fire Dashboard updated daily
-
Fire Smoke Canada: https://firesmoke.ca/ Includes BlueSky Canada smoke forecasts, fire
weather forecasts, fire information Canada wide.
-
Air Quality Health Index
-
http://ready.arl.noaa.gov/hypub-bin/trajtype.pl
1) Select one starting location
2) Select Ensemble for type of trajectory
3) For meteorology select NAM CONUS
4) Enter coordinates of the fire
5) Select the latest model run
6) Under display option select Google Earth
7) Click Request Trajectory
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.6 EXTREME TEMPERATURES (HEAT/COLD)
Hazard Description
Heat/Cold which is considered extreme and unusual in the area in which it
occurs. When Environment and Climate Change Canada (ECCC) issues a
heat warning or extreme cold warning.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy / Municipal
Services / Jurisdictional Issues / Environmental Impact / Transportation
HIRA Total Risk Score
72 - MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Communications
-
Growth
-
Facility
Management
-
SJ Transit
-
Communications
EXTERNAL
-
GNB Public Health
-
Ambulance NB
-
Horizon Health
-
Emergency Social
Services (ESS)
-
Red Cross
-
SJ Energy
-
NB EMO
-
Issue public warnings with pre-
determined messages (if applicable)
-
Use of Emergency Notification (if
applicable)
-
Possible Evacuations
-
Be prepared to open comfort
centres or reception centres
-
Coordinate with Fresh Start Services
to open Emergency Homeless
Shelters
Resource Needs Assessment
1. Identify resources
required
2. Identify resources at
hand
3. Identify resources
lacking
4. Mutual Aid request
(PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
Additional Instructions:All ICS Forms
Local Air Quality Health Index: https://weather.gc.ca/airquality/pages/index_e.html
Heat Alert Criteria (per ECCC):
SAINT JOHN EMERGENCY RESPONSE PLAN
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Issued when 2 or more consecutive days of daytime maximum temperatures are expected to reach
30°C or warmer and nighttime minimum temperatures are expected to fall to 18°C or warmer.
Or
Issued when 2 or more consecutive days of humidex values are expected to reach 36 or higher.
Extreme Cold Warning Threshold Criteria (per ECCC)
Issued when the temperature or wind chill is expected to reach minus 35 degrees Celsius for at least
two hours.
Emergency Homeless Shelters: Fresh Start Services. https://freshstartsj.ca/about/programs/
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.7 POWER OUTAGE
Hazard Description
An interruption of normal sources of electrical power
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy /
Municipal Services / Jurisdictional Issues / Environmental
Impact / Transportation
HIRA Total Risk Score
72- MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality
may consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
Public Works and
Transportation
-
SJ Fire Dept
-
SJ Police Force
-
Growth &
Community Services
-
Facility Management
-
Communications
EXTERNAL
-
SJ Energy
-
NB Power
-
Ambulance NB
-
Horizon Health
-
Emergency Social
Services (ESS)
-
Red Cross
-
Issue public
warnings with
pre-
determined
messages (if
applicable)
-
Use of
Notification
system (if
applicable)
-
Possible
Evacuations
-
Be prepared
to open
comfort
centres or
reception
centres
-
Coordinate
power
restoration
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional Assistance (NBEMO)
6. Request Provincial Assistance (NBEMO)
7. Request National Assistance (NBEMO)
All ICS Forms
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2.6.8 LANDSLIDE/ EROSION/ EARTHQUAKE
Hazard Description
A landslide occurs when a large snow / mud / rock mass slides down a
mountain or hillside.
An earthquake results from a sudden release of stored energy that
radiates seismic waves.
Erosion is the physical process by which shorelines and/or roads are
altered.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy /
Municipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score
65- MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Public Works and
Transportation
-
Utilities and Public
Infrastructure
-
SJ Water
-
Technical Inspections
Services
-
Communications
EXTERNAL
-
Ambulance NBNBEMO
-
Emergency Social Services
(ESS)
-
Red Cross
-
SJ Energy
-
Enbridge Gas
-
Liberty Gas
-
Fire Marshall
-
Emera Pipeline
-
Urban Search & Rescue
(USAR)
Depends on severity however
consider the following:
-
Possible Evacuation
-
Road Closures
-
Structure Stability
-
Engineering advice will
likely be required
-
Long term stabilization
-
Emergency notification
-
Coordinate with
neighbouring jurisdictions
-
Shut down vulnerable
power grid
-
Relocate hazardous
materials
-
Be prepared to open
comfort centres/reception
centres
Resource Needs Assessment
-
Identify resources required
-
Identify resources at hand
-
Identify resources lacking
-
Mutual Aid request (PSCC)
-
Request Regional
Assistance (NBEMO)
-
Request Provincial
Assistance (NBEMO)
Request National
Assistance (NBEMO)
Additional Instructions:
http://www.icscanada.ca/en/Forms.html
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2.6.9 PUBLIC HEALTH PANDEMIC
Hazard Description
A disease outbreak that has spread across multiple countries and
continents and usually impacts many people
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy /
Municipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score
65- MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Human Resources
-
Communications
-
General Counsel
-
Procurement
EXTERNAL
-
Ambulance NB
-
GNB Public Health
-
SJRH
-
NBEMO
-
Emergency Social Services
(ESS)
-
Red Cross
-
Internal and External
Communication
-
Social distancing / Masking
-
Work from home options
-
Barriers installed / signage
-
Scheduling to ensure
minimal exposure
-
Testing procedures
-
PPE procurement
Resource Needs Assessment
-
Identify resources required
-
Identify resources at hand
-
Identify resources lacking
-
Mutual Aid request (PSCC)
-
Request Regional
Assistance (NBEMO)
-
Request Provincial
Assistance (NBEMO)
Request National
Assistance (NBEMO)
NOTES/ CONSIDERATION
See COVID Business Continuity Plans and Policies for reference.
Follow Public Health Guidelines
New Brunswick Pandemic Influenza Plan: http://www2.gnb.ca/content/dam/gnb/Departments/ps-
sp/pdf/emo/Pandemic_Planning-e.pdf
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2.6.10 CYBER ATTACK
Hazard Description
A cyber attack is any offensive maneuver that targets computer
information systems, computer networks, infrastructures, personal
computer devices, or smartphones.
Potential Impacts
Theft of valuable and sensitive data / Suspension of entire systems
/International Implications
HIRA Total Risk Score
60- MODERATE
Immediate Actions (IA)
Municipal Actions
Isolate and protect all portals into the cyber system that controls the
infrastructure. Provide separate water supply/potable water from
another source to bypass.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
o Strategic Services
o Communications
o Human Resources
o Information Technology
o SJ Fire Dept.
o SJ Police Force
o Public Works and
Transportation Services
o SJ Water
o Technical Inspections
Services
EXTERNAL
o Ambulance NB
o NB EMO
o SJ Energy
o Enbridge Gas
-
Suspension of employee
access to all IT assets
-
Collection of all IT assets for
the purpose of backup and
reset
-
Determine source and
reach of attack
-
Internal and External
communication
-
Implement business
continuity plans
Resource Needs Assessment
-
Identify resources required
-
Identify resources at hand
-
Identify resources lacking
-
Mutual Aid request (PSCC)
-
Request Regional
Assistance (NBEMO)
-
Request Provincial
Assistance (NBEMO)
Request National
Assistance (NBEMO)
NOTES/ CONSIDERATION
Refer to notes/ policies and actions from the 2020 Cyber Attack for the City of Saint John
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.11 ACTIVE/VIOLENT THREAT
Hazard Description
The use of physical force with intent, effect, or reasonable
likelihood of causing pain, harm, injury or damage to any person
or property
A public event which gathers more than 500 persons indoors or
outdoors.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local economy /
Municipal Services / Jurisdictional Issues / Environmental Impact
/ Transportation
HIRA Total Risk Score
57- LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality
may consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Police Force (Lead)
-
Saint John Fire
-
Public Works and
Transportation
-
Communications
EXTERNAL
-
Ambulance NB
-
Red Cross
-
GNB Public Health
-
NB Public Safety
-
NB EMO
-
KVPF
-
RCMP
-
Issue public warnings with
pre-determined messages
(if applicable)
-
Use of Emergency
notification (if applicable)
-
Possible Evacuations
-
Be prepared for mass
casualties
-
Traffic Control
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
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2.6.12 COMMUNICATION FAILURE
Hazard Description
Widespread breakdown of normal communication
infrastructure/capabilities.
Potential Impacts
Critical Infrastructure / Losses to local economy / Municipal
Services / Jurisdictional Issues / Transportation
HIRA Total Risk Score
50- LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality
may consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Information Technology
Dept.
-
Strategic Services
-
Public Safety and
Communication Center
(PSCC)
-
City Public Works and
Transportation
-
Communications
EXTERNAL
-
Ambulance NB
-
Saint John Energy
-
Fire Marshall
-
Communications
Stakeholders (Bell, Aliant,
Rogers)
-
Issue public warnings with
pre-determined messages
-
Use of emergency
notification system using
any available
communication methods
including HAM Radio; door-
to-door or flyers (if
applicable)
-
Activate Emergency
Management Consultative
Group (EMCG) messaging
-
Dispatch liaison
representatives to
municipal EOCs
-
Use of SIMPLEX radio
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
Additional Instructions: All ICS Forms
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2.6.13 AIR QUALITY
Hazard Description
If the outside air quality is threatened or compromised
Potential Impacts
Losses to local economy / Municipal Services / Jurisdictional
Issues / Environmental Impact / Active Transportation
HIRA Total Risk Score
50 - LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality
may consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Public Works &
Transportation
-
Growth & Community
Services
-
Facility Management
-
Communications
EXTERNAL
-
GNB Public Health
-
Ambulance NB
-
Saint John Energy
-
Education
-
Horizon Health
-
Emera Pipeline
-
Irving Oil
-
JDI
-
Department of
Environment & Local
Government DELG
-
Communications
-
Red Cross
-
Issue public warnings with
pre-determined messages
(if applicable)
-
Use of Emergency
Notification (if applicable)
-
Possible shelter in place
-
Possible Evacuations
-
Be prepared to open
comfort reception centres
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO)
SAINT JOHN EMERGENCY RESPONSE PLAN
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Additional Instructions:
All ICS Forms: http://www.icscanada.ca/en/Forms.html
Local Air Quality Health Index for New Brunswick:
https://weather.gc.ca/airquality/pages/provincial_summary/nb_e.html
Wildfire Smoke Prediction System: https://weather.gc.ca/firework/index_e.html
https://www.elgegl.gnb.ca/AirNB/en/SamplingLocation/Index
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.14 AVIATION INCIDENT
Hazard Description
An incident or accident associated with the operation of
an aircraft.
Potential Impacts
Critical Infrastructure / Life Safety / Losses to local
economy / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score
42 - LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts.
Municipality may consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible
Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Communications
EXTERNAL
-
Ambulance NB
-
DELG
-
Transport Canada
-
Coroner
-
Fire Marshall
-
Horizon Health
-
GNB Public Health
-
Red Cross
-
Marine (Port Authority and
Canadian Coast Guard)
-
Airline Carrier
-
Airport Authority
-
Canadian Border Security
Agency
-
Assist
with
casualtie
s
-
Possible
Evacuati
on
-
Road
Closures
-
Structure
Stability
-
Establish
Tempora
ry
Shelters
-
Joint
Rescue
Coordina
tion
Centre
(JRCC)
-
Sequeste
ring of
internati
onal
passenge
rs
Resource Needs Assessment
-
Identify resources required
-
Identify resources at hand
-
Identify resources lacking
-
Mutual Aid request (PSCC)
-
Request Regional Assistance (NBEMO)
-
Request Provincial Assistance (NBEMO)
-
Request National Assistance (NBEMO)
SAINT JOHN EMERGENCY RESPONSE PLAN
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Additional Instructions: All ICS Forms
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.15 PORT/MARINE (CRUISE SHIPS/CRANES)
Hazard Description
An incident involving the port or marine vessel or equipment, including
cranes that could affect the safety of operation or individuals.
Possible Effects
Danger to Public Safety/ Casualties / Deaths / Civil Disorder /
Evacuations / Limited Access by First Responders
HIRA Total Risk Score
42- LOW
Immediate Actions (IA)
Municipal Actions
Losses to local economy / Limited access by First Responders /
Jurisdictional Issues / International Implications / Danger to Public
Safety / Casualties / Deaths / Evacuation /
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
o SJ Fire Dept.
o SJ Police Force
o Public Works and
Transportation
o Saint John Water
o Communications
EXTERNAL
o Port Saint John
o NB EMO
o Department of Justice &
Public Safety
o Atlantic Towing (JDI)
o Ambulance NB
o Emergency Social Services
(ESS)
o Red Cross
o Horizon Health
o GNB Public Health
o Issue public warnings with
pre-determined messages
(if applicable)
o Use of Emergency
notification (if applicable)
o Possible Evacuations
o Be prepared for mass
casualties
o Traffic Control
Resource Needs Assessment
-
Identify resources required
-
Identify resources at hand
-
Identify resources lacking
-
Mutual Aid request (PSCC)
-
Request Regional
Assistance (NBEMO)
-
Request Provincial
Assistance (NBEMO)
Request National
Assistance (NBEMO)
NOTES/ CONSIDERATION
The Port is on Federal land.
SAINT JOHN EMERGENCY RESPONSE PLAN
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2.6.16 POTABLE WATER
Hazard Description
Water system failure where a large volume of customers is
compromised.
Possible Effects
Limited access by First Responders / Danger to Public Safety /
l
HIRA Total Risk Score
40 - LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality
may consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Water
-
SJ Fire Dept.
-
SJ Police Force
-
Public Works and
Transportation
-
Communications
EXTERNAL
-
Horizon Health
-
GNB Public Health
-
Ambulance NB
-
Red Cross
-
Emergency Social Services
(ESS)
-
Department of
Environment & Local
Government (DELG)
-
Issue public warnings with
pre-determined messages
(if applicable)
-
Use of Emergency
notification (if applicable)
-
-
Be prepared to secure,
organize, and deliver large
quantities of potable water.
-
Cleanup of system
-
Hazardous material in
supply
Resource Needs Assessment
-
Identify resources required
-
Identify resources at hand
-
Identify resources lacking
-
Mutual Aid request (PSCC)
-
Request Regional
Assistance (NBEMO)
-
Request Provincial
Assistance (NBEMO)
-
Request National
Assistance (NBEMO)
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2.6.17 CIVIL DISORDER
Hazard Description
Civil disorder is when many people are involved and are set
upon a common aim.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
HIRA Total Risk Score
39 - LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality
may consider EOC activation.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Public Works and
Transportation
-
Communications
EXTERNAL
-
Ambulance NB
-
GNB Public Health
-
Department of Justice &
Public Safety
-
Canadian Armed Forces
(CAF)
-
Department of Natural
Defence (DND)
-
Issue public warnings
-
Use of emergency
notification system (if
applicable)
-
Be prepared to assist
isolated communities that
are denied emergency
services
Resource Needs Assessment
1. Identify resources required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional Assistance
(NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National Assistance
(NBEMO)
Additional Instructions:
All ICS Forms
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2.6.18 CRITICAL INFRASTRUCTURE FAILURE (TRANSPORTATION/ ENGINEERING)
Hazard Description
Engineering hazards occur when structures used by people fail.
A derailment that can result in substantial loss of life and/or risk to the
environment.
Structural or safety related issues that could force a bridge to be
temporarily closed.
Possible Effects
Limited access by first responders / Danger to Public Safety /Casualties /
Deaths / Evacuation/ Jurisdictional Issues/ Public Messaging
HIRA Total Risk Score
36 - LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested Agencies
Possible Actions
Remarks
INTERNAL
-
SJ Fire Dept.
-
SJ Police Force
-
Public Works &
Transportation
-
Technical Inspection Services
-
Communications
-
Saint John Water
-
GIS
EXTERNAL
-
Ambulance NB
-
Saint John Energy
-
Red Cross
-
NB Southern Railway
-
CN Rail
-
Emergency Social Services
(ESS)
-
RST
-
Fire Marshall
-
Coroner
-
Transport Canada
-
Issue public warnings with
pre-determined messages
-
Use of emergency
notification system (if
applicable)
-
Liaison
-
Possible Evacuations
-
Be prepared to open
comfort centres or
reception centres
-
Be prepared for mass
containment
-
Be prepared to assist
isolated communities
Resource Needs Assessment
1. Identify resources
required
2. Identify resources at hand
3. Identify resources lacking
4. Mutual Aid request (PSCC)
5. Request Regional
Assistance (NBEMO)
6. Request Provincial
Assistance (NBEMO)
7. Request National
Assistance (NBEMO
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-
Canadian Coast Guard (CCG)
Environmental emergencies
-
DELG
-
DTI
-
GNB Public Health
Additional Instructions:
Emergency Response Guide through Transport Canada: tc.canada.ca
Canutec online contact information: 1-888-CANUTEC (226-8832)
PART 3 ACTIVATION LEVELS AND ROLES AND RESPONSIBILITIES
3. Activation Levels
3.1
Activation - Nominal Role / Fan Out Attached as Annex A to Part 1.
3.1.1
Level 1 - Enhanced Monitoring: Continuous monitoring by all SJEMO members of an emergency that may require
immediate regional assistance.
3.1.2
Level 2 - Partial Activation: Once notified, selected members of SJEMO may be called in to assist with supporting
ongoing efforts towards an emergency. Depending on the location of the emergency, the use of a virtual EOC may
be a viable option.
3.1.3
Level 3 - Full Activation: Once notified, all SJEMO members will report to the EOC. This will depend on the location
of SJEMO members at the time of notification.
3.2
Municipal Roles and Responsibilities
Public Safety Committee
3.2.1
a.
Provides overall emergency policy and direction to the EOC Director.
b.
Sets expenditure limits.
c.
Formally requests outside support/resources (e.g., Provincial and Federal support).
d.
Authorizes declaration and termination of "State of Local Emergency."
e.
Provides direction for emergency public information activities; and
f.
Acts as a spokesperson for the jurisdiction.
Command Staff at Site Responsibilities
3.2.2
Site Incident Commander (may have a deputy if required)
a. Reports to Municipal Emergency Operations Centre (EOC) Director if activated.
b. Responsible for overall management of the incident at the site.
c.
Ensures planning meetings are scheduled as required.
d. Approves and authorizes implementation of Incident Action Plan.
e. Determines incident objectives and strategy.
f.
Authorizes release of information to media.
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g.
Orders the demobilization of the incident when appropriate.
h. May provides advice and information to the executive group as requested; and
i.
Ensures overall incident objectives are being met by sections.
3.2.3
Site Information Officer (may have assistants as required)
a. Reports directly to the Incident Commander.
b. Advises the Incident Commander.
c.
Develops material for use for both media briefings and public communication.
d. Ensures the monitoring of print and electronic media coverage of the event; and
e. Oversees the flow of information within the EOC and with all response agencies.
3.2.4
Site Liaison Officer
a. Reports directly to the Incident Commander.
b. Serves as the primary contact for agency representatives.
c.
Advises agencies of operational updates and status; and
d. Monitors incident to identify current or potential inter-organizational problems.
3.2.5
Site Safety Officer (may have assistants as required)
a. Reports directly to the Incident Commander.
b. Identifies hazardous situations associated with the incident.
c.
Reviews the action plan for safety implications; and
d. Exercises authority to stop and/or prevent unsafe acts.
General Staff at Site Responsibilities
3.2.6
Site Operations Section
The Operations Section manages all tactical operations. The Section Chief is usually from the lead agency. ie. during
a large fire, this section should be managed by the Fire Chief (or designate).
a. Reports directly to the Incident Commander.
b. Manages all tactical operations.
c.
Assists in development of the operations portion of the incident action plan; and
d. Creates branches / divisions, task forces to carry out the strategies in the action plan as required.
3.2.7
Site Planning Section
The Planning Section collects, evaluates, processes, and disseminates information for use at the incident.
a. Reports directly to the incident commander.
b. Collects and processes information for situational awareness.
c.
Provides input and supervises the preparation of the Incident action plan.
d. Determines need for specialized resources; and
e. Monitors incident status and informs IC of any changes.
3.2.8
Site Logistics Section
All incident support is provided through the Logistics Section which ensures that, if resources are required for the
operations, they are provided as best possible given timing, circumstances, and other constraints.
a. Reports directly to the Incident Commander.
b. Monitors the resources for continuous operability.
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c.
Requests and releases resources as required; and
d. Oversees the demobilization of Logistics Section.
3.2.9
Site Finance / Administration Section
The Finance / Administration Section manages all financial aspects of the incident.
a. Reports directly to the Incident Commander.
b. Collects all documentation for the incident and provide financial updates as required.
c.
Ensures procurement procedures for supplies are prepared and completed; and
d. Ensures that all personnel time records are accurately completed and inputted.
3.3
Municipal Emergency Operations Centre (EOC) Team Member Responsibilities
3.3.1
EOC Director
Reports to: Emergency Management Council Committee
The EOC Director's primary responsibility is to coordinate the efficient response and manage all resources required
for the emergency. Responsibilities include:
a. activating the Emergency Operations Centre if required.
b. initiating the EOC fan-out/notification list.
c.
ensuring key EOC positions are staffed as required.
d. ensuring an up-to-date contact list is maintained for fan-out purposes.
e. reporting major events to New Brunswick Emergency Measures Organization.
f.
ensuring the development of an Incident Action Plan.
g.
ensuring EOC members take prompt and effective action in response to problems.
h. ensuring action logs are maintained by all EOC staff.
i.
requesting expert assistance as required.
j.
advising Council if there is a need to evacuate a specific area.
k.
coordinating evacuation with other EOC staff.
l.
consulting with Health/Social Services Agency Representative on the selection and opening of shelter(s)
and or reception centre(s).
m. monitoring the capacity of the area resources and if overextended, requesting assistance through mutual
aid and EMO, upon approval from Council.
n. informing EOC staff of major events as they arise.
o. ensuring communications are established.
p. ensuring a thorough situation briefing is conducted during shift changes and transfer of command.
q. ensuring that a main event log is maintained and safeguarded; and
r.
other duties as required.
3.3.2
Liaison Officer
Reports to: EOC Director
The Liaison Officer acts as the primary point of contact/coordination for outside agency representatives; other EOC's
and volunteer organizations. Responsibilities include:
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a. contacting outside agency representatives that have not acknowledged requests to report to the EOC; and
ensures required agencies are in the EOC
b. briefing agency representatives on their role and position within the EOC.
c.
acting as a point of contact for volunteers and/ or volunteer organizations.
d. providing specific services as requested by EOC Director.
e. assisting with coordinating how volunteers and/or volunteer organizations can assist with the response.
f.
other duties as assigned by the EOC Director.
3.3.3
Risk Management Officer
Reports to: EOC Director
The duties of the Risk Management Officer are as follows:
Risk Management - Monitors the safety of the EOC and that good risk management practices are applied
throughout the response organization. Protects the interests of all EOC participants, agencies, and organizations by
ensuring due diligence in information collection, decision-making, and implementation. Monitors situations for risk
exposures and ascertains probabilities and potential consequences of future events. Identifies and analyses liability
and loss exposures.
Safety - The Risk Management Officer maintains link with Safety Officers as applicable and provides advice on
safety issues. The Risk Management Officer has the authority to halt or modify all unsafe operations within or
outside the scope of the EOC Action Plan, notifying the EOC
Director of actions taken. It should be noted that while the risk management officer has responsibility for safety, it is
recommended that a safety specialist be appointed who is familiar with all aspects of safety and relevant legislation.
Security - The Risk Management Officer ensures that appropriate security measures have been established to allow
for only authorized access to the EOC facility and documentation.
3.3.4
Information Officer
Report to: EOC Director
The duties of the Information Officer are as follows:
a. maintaining an up-to-date list of all media services in the area.
b. implementing a crisis communication plan to support the incident action plan.
c.
leading an Emergency Public Information Team (if required).
d. establishing a media-briefing centre;
e. keeping the public informed of significant developments occurring during the emergency.
f.
briefing the media periodically.
g.
maintaining a log of all actions taken.
h. briefing the EOC Director during planning meetings.
i.
ensuring that replacement is thoroughly briefed during shift changes; and
j.
other duties as assigned by the EOC Director.
3.3.5
Operations Section Chief
Reports to: EOC Director
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The Operations Section focuses on the current operational period by liaising with and supporting the Incident
Management Team in accordance with the incident action plan. Responsibilities of the Operations Section Chief
include:
a. gaining and maintaining situational awareness.
b. consulting with the EOC Director to determine who will be in the Operations Section.
c.
receiving information from the Operations Section and forward to the appropriate people including the
Duty Officer.
d. ensuring situation reports are disseminated to the Operations Section.
e. briefing the EOC Director during planning meetings on the current situation.
f.
consulting with EOC Director, after planning meetings, on the appropriateness of the incident action plan.
g.
leading the operations section to achieve the objectives established in the incident action plan.
h. keeping the EOC Director and the Information Officer updated; and
i.
other duties as assigned by Operations Section Chief.
3.3.6
Planning Section Chief
Reports to: EOC Director
Planning Section Chief oversees the conduct of planning meetings, the development of incident action plans for
each planning cycle; and for managing and disseminating information. Responsibilities include:
a. chairing planning meetings.
b. providing leadership to additional planning staff.
c.
recommending objectives and their priorities to the EOC Director.
d. drafting incident action plans for the EOC Director's approval.
e. disseminating incident action plans to the EOC team.
f.
conducting planning for the next operational period; and
g.
performing other duties as assigned by the EOC Director.
3.3.7
Duty Officer
Reports to: Planning Section Chief
The Duty Officer manages and disseminates information. Responsibilities include:
a. assisting with setting up the EOC.
b. assisting with notifying EOC participants.
c.
opening, maintaining, and displaying a main event log.
d. maintaining situational awareness.
e. drafting and disseminating situational reports to EOC participants, Emergency Measures Organizations, and
other pertinent stakeholders.
f.
maintaining a map of the incident indicating the location of incidents and resources,
g.
providing a briefing of the current situation for the initial planning meeting.
h. other duties as assigned by the Planning Section Chief.
3.3.8
Logistics Section Chief
Reports to: EOC Director
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The Logistics Section provides EOC support such as security, feeding, amenities, backup power, telecommunications,
information technology, and mapping. Responsibilities of the Logistics Section Chief include:
a. maintaining a list of all telecommunications resources in the area.
b. providing telecommunications in support of emergency operations.
c.
ensuring EOC security arrangements are made.
d. ensuring EOC has sufficient log sheets, markers, status boards, writing paper, etc.
e. preparing meals and sleeping arrangements for EOC participants.
f.
facilitating mapping requests.
g.
briefing EOC participants, during planning meetings, on matters of importance.
h. working to support the incident action plan and/or fulfill direction given by the EOC Director.
i.
providing operators for the radio networks and the message centre;
j.
establishing a back-up network using Amateur Radio systems and assigning frequencies.
k.
maintaining office machinery, equipment, stationary.
l.
maintaining a sign-in sheet; and
m. ensuring sufficient telephone resources for EOC participants.
3.3.9
Finance and Administration Section Chief
Reports to: EOC Director
The Finance and Administration Section concerns itself with the financial aspects of an emergency, including
capturing the costs of dealing with an incident, procuring items, dealing with claims and compensation, and
recording the work hours of EOC participants. Responsibilities of the Finance and Administration Section Chief
include:
a. ensuring EOC participants sign in and out of the EOC.
b. developing a plan for capturing costs dealing with the incident.
c.
briefing EOC participants during planning meetings on matters of importance.
d. procuring of resources for the EOC or for resources requested by the Incident Management Team which
have been approved by the EOC Director.
e. working to support the incident action plan and/or fulfill direction given by the EOC Director.
f.
obtaining EOC participants' sign-in/sign-out times during deactivation; and
g.
assisting with DFAA claims, as required during the recovery phase.
3.4
Regional REAC/REOC Roles and Responsibilities
3.4.1
Tasks Common to All:
a.
On arrival, open and maintain departmental log
b.
Contact Provincial Emergency Operations Centre (PEOC) - maintain contact.
c.
Determine capability of department to respond to the emergency; and
d.
Review departmental emergency response plan or business contingency plan.
3.4.2
Department of Justice and Public Safety (JPS) - Regional EM Coordinator
a. Provide regular updates to the PEOC.
b. Lead the business cycles relating to REOC activities.
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c.
Coordinate response activities with external agencies.
d. Request assistance from province or federal government (as appropriate), through the PEOC.
e. Assess emergency needs and establish a strategic direction; and
f.
Monitor Municipal actions within regions.
g.
Assume EM coordinator role for unincorporated areas & LSD's
3.4.3
NB Emergency Public Information (NBEMO-PIO):
When required, the Director may appoint a PIO to a REOC.
3.4.4
Emergency Management Communication Group (EMCG):
a. Verify that the telecommunications mobilization is complete.
b. Report to the REOC on all matters related to telecommunications.
c.
Commence long-term telecommunications planning in response to this emergency.
d. Provide relief radio operators for stations operating under the control of the EMCG
e. Establish a telecommunications link with NB EMO/ PLGS Off-Site EOC (if required).
3.4.5
Office of the Fire Marshall Office (OFM):
a.
Report to the REOC on matters relating to rescue, firefighting, and fire prevention
b.
Activate Mutual Aid Agreement(s) - Fire - when required.
c.
Ensure that dangerous goods support services are contacted when required.
d.
Provide discretionary assistance to the ambulance and police services.
e.
Obtain updates from Fire Dispatch and the Fire Control Officer (FCO); and
f.
Assess the need for additional resources and request these through Fire Dispatch.
3.4.6
Royal Canadian Mounted Police (RCMP):
a.
Respond to immediate police needs arising from the emergency.
b.
Report to the REOC on matters relating to crowd control, traffic control, protection of life and property,
and law enforcement.
c.
Ensure the protection of public and private property within the emergency area.
d.
Assist in ground search and rescue (GSAR) operations (if required).
e.
Liaise with other polices services (as required); and
f.
Arrange for additional police assistance when required.
3.4.7
Department of Transportation and Infrastructure (DTI):
a.
Be responsible for the construction, repair and maintenance of all roads, bridges, highways and regional
wharves and ferries as may be required during the emergency.
b.
Assist with the implementation of emergency highway traffic control measures in conjunction with
Police services.
c.
Conduct damage assessment to the regional transportation system, facilities, and infrastructure.
d.
Inform the REOC immediately upon the closing of any regional roadways or municipal roads that are
necessary for emergency response operations, such as evacuation routes, and suggest alternative
routes.
e.
Give priority to maintaining and keeping open regionally controlled roads and assist in keeping
municipal roads open that are necessary to support emergency operations.
f.
Coordinate the mobilization of contractor equipment/personnel and engineering expertise to keep
regional roadways open,
g.
Expedite the issuing of permits to transportation companies that will engage in common, or contract
carrier operations related to the emergency; and
h.
Provide engineering, architectural contract, and administrative support to emergency construction
projects.
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3.4.8
Department of Natural Resources and Energy Development (DNRED):
a.
Responsible for the provision of emergency rescue services (rural) and emergency firefighting
assistance (rural).
b.
Assist in the evacuation and closure of regional Parks as required.
c.
Be prepared to provide facilities to be used as assembly, relocation, and dispatch areas for emergency
response operations, and temporary emergency care and accommodation.
d.
Implement water control measures as required or if requested; and
e.
Provide departmental equipment and personnel resources if requested.
3.4.9
Ambulance New Brunswick (ANB):
a.
Be prepared to provide comprehensive, region-wide ambulance services.
b.
Coordinate the communication and dispatch systems necessary to meet the requirements during an
emergency; and
c.
Provide regular updates to your PEOC representative.
3.4.10
Department of Health (DH):
a.
Activate the Provincial Health Plan (if required).
b.
Coordinate resources across the province to meet the requirements of the emergency, in coordination
with the PEOC, other government departments, public and private health practitioners where/when
required.
c.
Be prepared to arrange for the delivery of counselling services and critical stress debriefings to
emergency workers.
d.
Ensure records management protocols are in place for those patients hospitalized for casualties or
diseases related to the emergency.
e.
Arrange for the testing of agricultural and marine products identified as possibly being contaminated.
f.
Inspect buildings to identify radiological hazards resulting from the emergency.
g.
Provide and coordinate comprehensive assessments of the health impact, and the ability to continue
providing essential health services; and
h.
Act as the primary department for the liaison with Health Canada, Public Health Agency of Canada
Center for Infectious Disease Prevention and Control, other regional health authorities and IEMG Health
Officials for consultation and assistance.
3.4.11
Emergency Social Services (Department of Social Development) (ESS):
a.
Liaise with private social service organizations, including the Canadian Red Cross, during the emergency
and act as the link between them and the REOC.
b.
Be prepared to provide assessments of the impacts of the emergency on the delivery of essential social
services, including an evaluation of the need for special assistance to meet unique human service
demands.
c.
Be prepared to provide psychological support during and immediately after the emergency; and
d.
Maintain a resource list of housing and accommodations available for displaced persons.
3.4.12
Department of Education and Early Childhood Development (DEECD:
a.
Responsible for coordinating with administrators of New Brunswick Schools/Community Colleges for
the protection of their students during an emergency; and
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b.
Support the establishment of reception centres and shelters for evacuees by allowing the use of
buildings under your control for this purpose (only when officially requested).
3.4.13
Canadian Red Cross:
a.
When requested, establish a reception centre for Registration & Inquiry.
b.
Assists in reuniting families, and answer inquiries regarding the condition and whereabouts of missing
persons (if applicable).
c.
Provide Emergency Lodging for homeless, and evacuated persons.
d.
Provide food and meals to those persons without food or the ability to properly prepare food.
e.
Provide clothing or emergency covering until regular sources of supply are available.
f.
Provide for the initial reception of evacuees arriving at Reception Centres; inform them of immediate
emergency help; offer temporary care for unattended children and dependent elderly; assist with the
temporary care of residents from special care facilities; provide or arrange for provision of financial
and/or material assistance; and
g.
Offer immediate and long-term emotional support to people with personal problems and needs created
or aggravated by the emergency.
3.4.14
Department of Agriculture, Aquaculture, and Fisheries (DAAF):
a.
If required, in collaboration with Dept of Health, arrange sampling of locally produced foodstuff and
marine products, and delivery of samples to Health Canada (or other).
b.
Ensure for the disposal of condemned or contaminated foodstuff.
c.
In the event of an evacuation, help facilitate the movement and welfare of farm animals.
d.
In collaboration with Public Safety, Fisheries and Oceans, Canadian Coast Guard, and others, arrange for
the removal of fishing vessels in any danger area and direct them to safe harbours.
e.
Contact appropriate Wharfingers to prepare them for the arrival of redirected fishing vessels.
f.
Be prepared to assist other agencies as required; and
g.
Provide regular updates to your PEOC representative.
3.4.15
New Brunswick Power (Saint John Energy):
a.
Direct liaison with PEOC on a continual basis and ensure REOC is fully briefed; and
b.
Report to the REOC Coordinator on the current departmental staffing and anticipated needs.
3.4.16
Department of Environment and Local Government (DELG):
a.
Monitor and coordinate emergency planning and operations for local service districts (LSDs).
b.
Provide recommendations regarding assistance to individuals affected within the LSDs.
c.
Coordinate and monitor extraordinary regional expenditures related to an emergency.
d.
Facilitate liaison with local authorities and, if required, recommend the appointment of an official
administrator to act as council.
e.
If called upon, support the provision of shelter and accommodation for evacuated people who cannot
return to their homes for some time; and
f.
Provide guidance to assist in the determination of appropriate options for longer-term emergency
housing, when required.
4.1
APPENDIX
4.1.1
"A" New Brunswick Emergency Measures Act
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4.1.2
"B" The Saint John Emergency Measures By-Law
4.1.3
"C" Declaration of State of Emergency
4.1.4
"D" Activation Timeline
4.1.5
"E" Contact List - To be updated a minimum of once annually in May, to distribution list
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APPENDIX "A"
New Brunswick Emergency Measure Act
Most current to be found on Government of New Brunswick Web Site
APPENDIX "B"
Saint John Emergency Measures By-Law (www.saintjohn.ca) under by-laws
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Appendix "C"
DECLARATION OF A STATE OF LOCAL EMERGENCY
THE CITY OF SAINT JOHN
Section 11 (2) of the Emergency Measures Act
Whereas the area of herein described is or may soon be encountering an emergency that requires
the increased powers of the Emergency Measures Act to prevent harm or damage to the safety,
health, and welfare of persons, or to prevent damage to property, or the environment.
Emergency Area: Within the area(s) with the boundaries in the City of Saint John, County of Saint
John, Province of New Brunswick, as follows:
Nature of the Emergency:
AND WHEREAS the undersigned is satisfied that an emergency or threat of an emergency exists in the
above-noted municipality.
THE UNDERSIGNED HEREBY DECLARES pursuant to Section 11(2) of the Emergency Measures Act, a State
of Local Emergency in the Municipality noted above as of and from _________ o'clock in the forenoon
(_____) or afternoon (_____) of the day of _____, AD, 20 ____.
THIS DECLARATION OF A STATE OF LOCAL EMERGENCY shall exist until _____ o'clock in the forenoon
(_____) or afternoon (_____) of the day of _____, AD., 20____ or for a maximum of 7 days from the date
and time specified above unless the Declaration is renewed or terminated.
DATED at the City of Saint John, County of Saint John, Province of New Brunswick, on the ____ day of
_____________, AD 20____.
X______________________________________________
Mayor, City of Saint John
NOTE: This declaration is only valid for a maximum of 7 days with a further renewal of 7 days, if required.
Describe the boundaries
Describe the emergency in detail
Appendix "D"
Activation Timeline
City of Saint John Activation Timeline
Critical Infrastructure (CI) is defined as those physical and information technology facilities, networks, services, and assets, which, if disrupted or destroyed, would
have a serious impact on the health, safety, security, or economic well-being of New Brunswickers or the effective functioning of government. CI impacts that
require an immediate assessment in accordance with the recommended Activation Timeline.
LOW: Potential, imminent or actual threats, vulnerabilities, or incidents. Active Monitoring is mandatory.
MEDIUM: Potential, imminent or actual threats, vulnerabilities or incidents assessed as limited in scope but having impacts on critical infrastructure. Mandatory
monitoring is required. An escalation in REOC activation will likely be necessary.
HIGH: Potential, imminent or actual threats, vulnerabilities, or incidents where precautions and actions are required immediately.
Energy and Utilities - Electrical power,
Natural gas, Oil production.
Low: A-1
Medium: B-1
High: B-7
Transportation - Roads, Air, Rail,
Marine.
Low: B-1
Medium: D-1
High: D-7
Information and Communication
Technology - Telecommunications.
Low: B-1
Medium: B-7
High: C-1
Food - Food safety at production, Sales
and use nodes, Distribution.
Low: A-1
Medium: B-2
High: C-2
Government - Services, Public facilities,
Information, and information networks.
Low: A-1
Medium: B-1
High: B-7
Finance - Banking, Securities,
Investments, Integrity of electronic
banking systems.
Low: A-1
Medium: A-3
High: B-1
Health - Hospitals, Healthcare, Blood
Supply.
Low: A-1
Medium: C-1
High: D-1
Water - Drinking water, Wastewater
contamination.
Low: B-1
Medium: C-1
High: D-1
Safety - Hazardous substances,
Explosives, Nuclear waste, Emergency
services.
Low: A-1
Medium: B-7
High: C-1
Manufacturing - Chemical and strategic
manufacturers.
Low: A-1
Medium: B-1
High: C-1
Activation Timeline: Used in conjunction with the graduated response concept, it provides for a common operating tempo between municipalities. With the
assistance of the Red Cross, case by case request will be actioned. Note, that should an abnormal number of requests be received from a specific geographic area
then in accordance with C-7 of the activation timeline, the requirement for WCs will be assessed.
SAINT JOHN EMERGENCY RESPONSE PLAN
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Ser
Timeline
1
2
3
4
5
6
7
8
A
0 - 12 Hrs.
Initial CI Impact
Assessment
Liaise
with
REMC
Maintain
Situational
Awareness
Municipal Departments
provide updates to EOC
Coordinator
MEAC Activation
Level 1
Submit
Report to
Mayor and
Council and
NB EMO
B
12 - 24
Hrs.
Detailed CI Impact
Assessment
Liaise
with
REMC
Maintain
Situational
Awareness
Municipal Departments
provide updates to EOC
Coordinator
MEOC Activation
Level 1
Minor
Impacts Case
by Case
Municipal
Emergency
Response Plan
Activated
Submit
Report to
Mayor and
Council and
NB EMO
C
24 - 36
Hrs.
Final CI Impact
Assessment
Liaise
with
REMC
Municipal EOC
Activation
REOC Activation in support
of municipal activation(s)
Municipal
Departments
provide updates to
EOC Coordinator
Maintain
Situational
Awareness
Requirement
for WCs/RCs
Assessed
Submit
Report to
Mayor and
Council, and
NBEMO
D
36-48 Hrs.
Response Activities
to Critical
Infrastructure
Liaise
with
REMC
Emergency
Managed by
Municipalities
Maintain Situational
Awareness
Open WCs or RCs as
required
Municipal
Mutual Aid
Requests (if
required)
REOC Support
to
Municipalities /
LSDs
Submit
Report to
Mayor and
Council and
NB EMO
E
48 - 60
Hrs.
Monitor Critical
Infrastructure
Recovery Efforts
Liaise
with
REMC
EOC / WCs / RCs
Monitoring
Maintain Situational
Awareness
Regional Visits from
REMC / NBEMO
Submit
Report to
Mayor and
Council, and
NB EMO
F
60 - 72
Hrs.
Monitor Final
Critical
Infrastructure
Recovery Efforts
Liaise
with
REMC
EOC / WCs / RCs
Monitoring
Recommend WCs / RCs
closures if no longer
required
Monitor EOC
Deactivations
Submit
Report to
Mayor and
Council, and
NB EMO
G
72 + Hrs.
Critical
Infrastructure
Restoration Efforts
Ongoing or
Completed
Final
Liaison
with
REMC
Submit Final
Report to NB
EMO
MEOC Deactivation
Disaster Financial
Assistance (if
applicable)
Conduct an
AAR
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 64 of 66
Appendix "E" - Contact List to be updated annually - CONFIDENTIAL
APPENDIX "F" - PLANNING P
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 66 of 66
ANNEX "1" - EVACUATION PLAN
(Internal document)