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SUSSEX
EMERGENCY
RESPONSE
PLAN
Contents
INTRODUCTION .............................................................................................................................................. 1
GEOGRAPHIC LOCATION AND ZONING AREAS AND FEATURES ........................... 1
GOVERNMENTAL INFORMATION ...................................................................................................... 2
EMERGENCY MEASURES COMMITTEE ......................................................................................... 3
EMERGENCY OPERATIONS CONTROL CENTRE (EOC) .................................................... 3
EMERGENCY OPERATIONS CONTROL GROUP (EOCG) .................................................. 3
PLAN AUTHORITY .......................................................................................................................................... 4
OBJECTIVE .......................................................................................................................................................... 4
PLAN MAINTENANCE .................................................................................................................................. 6
ASSUMPTIONS ................................................................................................................................................ 6
IMPLEMENTATION OF THE PLAN ...................................................................................................... 7
ACTIVATION OF EMERGENCY OPERATIONS CONTROL GROUP ............................. 7
INFORMATION CENTRE AND LOCAL ASSISTANCE ........................................................... 8
OUTSIDE ASSISTANCE............................................................................................................................. 9
EMERGENCY AREA ....................................................................................................................................... 9
EMERGENCY DECLARATION ................................................................................................................. 9
TERMINATION OF OPERATIONS / RECOVERY ................................................................... 11
PLAN DEACTIVATION AND RESPONSE EVALUATION: ................................................ 11
1
INTRODUCTION
Peacetime emergencies are defined as situations abnormally affecting the lives
and property of our society which, by their nature or magnitude, require a
coordinated response by a number of agencies, both governmental and private,
under the direction of the appropriate elected officials, as being distinct from
routine operations such as firefighting, police activities or normal hospital
routines.
Peacetime emergencies include but are not limited to floods, hurricanes,
windstorms, blizzards, explosions, aircraft, rail or road crashes, toxic or
flammable gas escapes, building or structure collapse, uncontrollable fire or the
threat of the foregoing, in which immediate remedial actions will be required by
Sussex.
This Plan outlines the method by which such remedial actions will be provided
by Sussex having a population of 5,988 persons in an area of 20.113 square
kilometers.
GEOGRAPHIC LOCATION AND ZONING AREAS AND FEATURES
Sussex is situated in Kings County and is approximately 60 km north east of the
City of Saint John, 75 km south west of the City of Moncton and 120 km south
east of the City of Fredericton. There are three routes approaching Sussex;
Route #1 (east) from Saint John, Route #10 from Fredericton and Route #l
(west) from Moncton; with Route #121 traversing through the entire length of
Sussex. Also, the Canadian National Railway line, which serves the heavy
industries of this region runs through Sussex and is a direct link between
Halifax and Saint John.
The commercial area of Sussex includes a Downtown Business District as well
as one regional mall at the west end of town which also has individual
commercial establishments along that portion of Main Street, all of which serve
the Region's commercial needs.
Sussex has several large industries; namely food processing, mobile and
modular home manufacturing, concrete manufacturers, forest product
operations, asphalt plants, auto salvage yards, wood related industries,
manufacture of heating stoves and boilers and refrigeration equipment, the bulk
storage of oil and gasoline, and a machine shop in the Industrial Park, solid
waste transfer station, yarn mill, printing establishment, tire stores, heavy
equipment contractors and dealers, environmental recycling center, electrical
2
contractors and salvage yard. In close proximity are a silica mine, and sawmill.
and a natural gas source. A power substation is located on Route 111 (Post
Road).
Sussex has a mix of residential development with up to 24 unit apartment
buildings in different subdivisions. Three mini-home parks are located on Post
Road. There are Senior Citizen complexes located on or near major arterials and
highways.
The Sussex Health Centre serves Sussex with health services and Ambulance
NB with ambulatory services.
Sussex education facilities include two Elementary Schools8, a Middle School
and a Regional High School. The Sussex Middle School and Sussex Regional
High School provide regional education facilities. Sussex also has a Christian
educational school as well as a Christian university.
In addition, Sussex is served by a wide variety of church denominations, some
complete with halls. A good variety of service clubs, some with halls, also serve
the immediate area.
GOVERNMENTAL INFORMATION
Sussex is governed by a Mayor and seven Councilors and the town Hall is
administered by a Chief Administrative Officer, Town Treasurer, Town Clerk and
Administrative staff.
The Town Hall is located at 524 Main Street and accommodates Administration,
the Council Chambers and Committee Room.
In addition to the Town Hall, other municipal services include the Fire Hall,
located at 22 Maple Avenue which accommodates the Fire Department and the
Sussex Emergency Operations Control Centre (EOC); the 8th Hussars Sports
Centre, located at 8 Leonard Drive, which accommodates the Recreation
Department; the Community Services Department at 1067 Main Street, the
Library at 46 Magnolia Avenue and the two Works Centres located at 107
Leonard Drive and 77 Cougle Road which accommodates the Works Department
and its equipment.
The R.C.M.P. building is located at 43 Leonard Drive and accommodates the
Policing Services provided by the Royal Canadian Mounted Police for Sussex.
3
Sussex is served by Federal Offices that accommodate departments of the
Federal Government, including the Post Office. Also there are Provincial
Buildings that accommodate the Department of Family & Community Social
Services, Hospital Services, Service New Brunswick and Agricultural Services.
EMERGENCY MEASURES COMMITTEE
Sussex Emergency Measures Committee shall consist of the Mayor and
members of Council. Three (3) members of the Committee shall constitute a
quorum.
EMERGENCY OPERATIONS CONTROL CENTRE (EOC)
The primary Emergency Operations Control Centre (EOC) shall be located on
the second floor of the Sussex Fire Hall, 22 Maple Avenue. Should this location
be unsuitable due to the nature of the emergency, an alternate site will be
chosen by the Emergency Operations Control Group.
EMERGENCY OPERATIONS CONTROL GROUP (EOCG)
The EOCG organizational structure is flexible and can expand and contract as
needed. EOCG staff may be required to take on more than one role as
determined by the nature of the emergency event and availability of resources.
Due to the unpredictable nature of emergencies, it is vitally important that
EOCG staff adopt an attitude of flexibility and teamwork to complete the
remedial actions necessary for the emergency event.
All members of the EOCG are to maintain a log book to record the details of
their response to the emergency event.
Administration staff are critical to the smooth and efficient operation of the
EOC and will be called to respond as required.
Sussex Emergency Operations Control Group is responsible to:
a) Prepare or review contingency Plans and procedures;
b) Consider the deployment of support to an emergency;
4
c) Monitor operations, provide direction to staff, departments, and the
community;
d) Provide situation updates and make recommendations to the Council;
and
e) If the emergency escalates to the point where further powers are
required, the Emergency Measures Coordinator may recommend to
Mayor and Council that a State of Local Emergency (SOLE) be declared
in accordance with the Emergency Measures Act (R.S.N.B. 2011, c.
147), and Sussex Emergency Measures By-law, By-law #202-18.
PLAN AUTHORITY
This Plan is issued by Sussex Council, under the authority of the New
Brunswick Emergency Measures Act; and Sussex By-Law Number 202-18,
Emergency Measures By-Law enacted by Council on November 26, 2018 and
Village of Sussex Corner By-law #108-10 Emergency Measures Action Plan.
Responsibility for the management of municipal emergency operations rests
with the Mayor and Council. Mayor and Council are the ultimate authority for
decision making during an emergency while delegating operational decisions
to Sussex Emergency Operations Control Group. Sussex Emergency
Measures Coordinator is responsible for coordinating the efficient emergency
response operations in the community.
The Emergency Measures Coordinator may activate the Emergency
Response Plan either partially or in full, depending on the level of the
emergency.
OBJECTIVE
The objective of this Plan is to provide a prompt, coordinated and effective
response to emergencies by designating responsibilities and to determine
what immediate actions are to be taken by individuals, municipal services
and/or voluntary agencies in the event of an emergency.
The Plan is designed to provide direction and guidance for dealing with
emergencies ranging from a single municipal departmental response to a
fully coordinated, collective response by all municipal departments,
supported by Sussex. It may be implemented in whole or in part, depending
on the emergency.
5
This Plan is not designed to replace any existing municipal or agency specific
policies and procedures for dealing with day-to-day emergency and non-
emergency responses within the municipality.
Staff of Sussex shall be made available to support the Emergency
Operations Control Group, as deemed necessary and appropriate by the
Town Clerk.
This Plan of action is enacted for the efficient deployment of all services
required in order that the following be assured:
a) The earliest response to an emergency call by all services that may
be required;
b) An Emergency Operations Centre (EOC) be established within the
limits of Sussex and/or elsewhere according to the nature of the
emergency;
c) Crowd control be imposed such that operations are not impeded
and that additional casualties are avoided;
d) The rescue of trapped persons with the minimum of delay; and the
provision of first aid at the site as may be required;
e) Provision of controlled and unimpeded evacuation and balanced
distribution of casualties to hospital;
f) Immediate action be taken to eliminate all sources of potential
danger in the area of the emergency;
g) The evacuation of buildings considered to be in a hazardous
situation or location;
h) Provision of such social services as may be required for persons
involved and for emergency services personnel;
i) Ongoing maintenance of normal Municipal services outside the
Emergency Area as well as restoration of normal services; and
j) Factual official information be made available at the earliest time
to;
-
officials involved in emergency operations;
6
-
the news media to allay anxiety and to reduce the number of
spectators at the scene;
-
Sussex Facebook page and website; and
-
concerned individuals seeking personal information.
PLAN MAINTENANCE
An annual review of this Plan will be conducted to ensure contact information
remains valid. The Emergency Measures Coordinator shall undertake a
comprehensive review of the Plan including, as a minimum, changes to the
concept of operations to reflect lessons learned from exercises, response to
actual emergencies or any other changes noted. In addition, the Emergency
Measures Coordinator shall:
a) Establish supporting documents or annexes, such as notification
procedures, guidelines or an operations manual, as necessary;
b) Amend the Plan following any activation or exercise to incorporate
findings and recommendations from the After Action Review (AAR);
and
c) Review information on facilities and resources annually to ensure the
information is current.
ASSUMPTIONS
This Plan is based on the following assumptions:
a) Sussex staff is familiar with the Emergency Measures Plan, will attend
the required training, and will carry out their assigned responsibilities.
b) That staff have taken efforts to become personally prepared. In the
event of a major emergency, staff will ensure the safety and security
of their loved ones before reporting to work.
c) That during a major disaster, municipal resources may be
overwhelmed, and that the general public should be prepared to
survive on their own for a minimum of 72 hours to seven days
following an event.
d) That assisting and cooperating agencies and departments will develop
necessary Plans or procedures for the delivery of their assigned
emergency response and recovery responsibilities.
7
IMPLEMENTATION OF THE PLAN
Sussex Emergency Response Plan may be activated, in whole or in part, by
the Emergency Measures Coordinator or his alternate for the following
purposes:
a) Upon the declaration of a State Of Local Emergency by Council;
b) Upon the declaration of a state of emergency by the Minister of Public
Safety;
c) In response to emergency or public safety circumstances, actual or
anticipated, where the CAO is satisfied that it is appropriate to do so;
d) In support of operations of the municipality, where public safety is a
concern and where the CAO is satisfied that it is appropriate to do so;
and
e) During all or a part of emergency training exercises.
ACTIVATION OF EMERGENCY OPERATIONS CONTROL GROUP
When substantial municipal involvement is warranted or when there is a
need to coordinate a municipal response, Sussex Emergency Measures
Coordinator or his/her designate will activate the fan out list to notify
members of the Emergency Operations Control Group of the current level of
activation.
The Sussex Emergency Operations Control Group will use the following
activation levels:
a) Level 1 - Enhanced Monitoring: Continuous monitoring by all EOCG
members of an emergency situation that may require immediate
Municipal response.
b) Level 2 - Partial Activation: The Emergency Measures Co-Ordinator,
the Fire Chief and the Chief Administrative Officer are called in to
actively monitor, assist and support ongoing efforts towards an
emergency and determine whether Level 3 activation is warranted.
c) Level 3 - Full activation: All EOCG members are to report to the EOC.
The EOC will be managed by the Emergency Measures Coordinator or
his/her designate. The precise municipal representation in the EOC will
8
depend on the nature and scope of the emergency. It may also include
provincial, federal or other agency representatives as necessary.
The EOCG shall:
a) Coordinate municipal departments, agencies, and volunteer
organizations in supporting the emergency;
b) Consult with and co-ordinate emergency operations with vital public
service agencies or institutions;
c) Establish communications and work with key public and private sector
organizations which are involved with or could be affected by the
emergency situations;
d) Provide administrative and logistic support to organizations involved;
e) Be prepared to manage the expenditure of municipal funds required to
meet the response goals; and;
f) Take such action as is necessary to minimize the effects of an
emergency or disaster in Sussex and to the public.
INFORMATION CENTRE AND LOCAL ASSISTANCE
In addition to the above, and when required, the Emergency Operations
Control Group may take any of the following additional actions:
a) Request the assistance of personnel and equipment of voluntary
and other agencies not under municipal control as may be required
for emergency operations, e.g. St. John Ambulance, Red Cross,
Salvation Army, snowmobile clubs, local service clubs, church
groups, local industries, etc.
b) Establish a Public Information Centre for the issuance of accurate
releases to the news media and for the issuance of authoritative
instructions to the general public.
c) Establish a reporting and inquiry center to handle individual
requests for information concerning all aspects of the emergency.
9
OUTSIDE ASSISTANCE
If the implementation of all municipal actions is insufficient to control the
emergency, then assistance may be requested from the Provincial
Government. Where this assistance is outside normal departmental and
service arrangements of Sussex, the request should be made through the
New Brunswick EMO District Coordinator. This channel would normally be
used when Federal Assistance is requested.
EMERGENCY AREA
The Emergency Measures Committee, on the advice of the Emergency
Operations Control Group, may officially declare an emergency to exist and
may, for the purpose of the Plan, designate any area of Sussex as an
Emergency Area.
EMERGENCY DECLARATION
The Council of Sussex may, upon the advice of the Emergency Operations
Control Group (EOCG), declare that a state of local emergency exists and at
the same time, shall remain in session for the duration of the emergency
and before adjourning, make a declaration that the emergency no longer
exists.
In the event of an emergency or the threat thereof, the Mayor of Sussex has
the following responsibilities:
a) When the Mayor of Sussex, in consultation with the Emergency
Operations Control Group (EOCG), is satisfied that an emergency
exists or is imminent and Council in Session declares that an
emergency exists, he is to declare a State of Local Emergency in
accordance with the Emergency Measures Act, Section 10(2), and
10(3), that being: - to sign a declaration of local emergency
stating the nature of the emergency and the area in which it exists,
and then cause the declaration to be communicated to the public
and a copy to be sent immediately to the Minister of Public Safety
in accordance with Section 14 of the Emergency Measures Act
(RSNB 2011, c.147).
10
Also in the event of such a declaration, any of the following actions may be
taken:
a) to cause an emergency measures plan to be implemented;
b) to acquire or utilize or cause the acquisition or utilization of any
personal 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
personal property threatened by a disaster or emergency, and
make arrangements 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 into 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;
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TERMINATION OF OPERATIONS / RECOVERY
The municipal response will continue until assistance, direction and
coordination are no longer required and the operation is terminated. The
gradual reduction of EOC staff and the withdrawal of resources may
begin before termination, but it must be done in a Planned and coordinated
basis.
The Emergency Measures Coordinator is responsible for EOC deactivation.
The Coordinator considers the requirements of termination from the outset.
Criteria for terminating EOC operations may include but not limited to:
a) Individual EOC functions are no longer required;
b) State of Local Emergency is lifted;
c) Coordination of response activities and/or resources is no longer
required; or
d) Event has been contained and emergency personnel have returned
to regular duties.
PLAN DEACTIVATION AND RESPONSE EVALUATION:
The formal deactivation of the Plan or downgrading of emergency levels shall
be communicated to all agencies and organizations by the Emergency
Measures Coordinator.
An After Action Review and debriefing will occur no later than three (3)
business days after the termination of the emergency. Representatives from
all service groups and organizations involved in the response shall meet to
review the Plan. All feedback, take-a-ways and lessons learned will be noted
and reviewed.
MUNICIPAL
ROLES
AND
RESPONSIBILITIES
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TABLE OF CONTENTS:
TABLE OF CONTENTS: ..................................................................................................................... - 2 -
EMERGENCY OPERATIONS CONTROL GROUP'S RESPONSIBILITY ................................. - 3 -
MAYOR'S RESPONSIBILITY ............................................................................................................ - 3 -
EMERGENCY MEASURES COORDINATOR RESPONSIBILITIES .......................................... - 3 -
WORKS DEPARTMENT RESPONSIBILITIES ............................................................................... - 5 -
POLICE SERVICE RESPONSIBILITIES ......................................................................................... - 7 -
FIRE SERVICE RESPONSIBILITIES ............................................................................................... - 8 -
CHIEF ADMINISTRATIVE OFFICER RESPONSIBILITIES ......................................................... - 9 -
PUBLIC INFORMATION OFFICER .................................................................................................. - 9 -
TOWN CLERK/DUTY OFFICER RESPONSIBILITIES ............................................................... - 10 -
TOWN TREASURER RESPONSIBILITIES ................................................................................... - 11 -
COMMUNITY SERVICES DIRECTOR RESPONSIBILITIES ..................................................... - 11 -
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EMERGENCY OPERATIONS CONTROL GROUP'S RESPONSIBILITY
Sussex Emergency Measures Operational Control Group (EOCG) will be responsible to:
a.
Stand ready to support on-scene operations if required;
b.
Establish communications with the emergency site manager if required;
c.
Alert other agencies and departments which may be called upon to assist on-scene or in
an evacuation;
d.
Arrange for specialist response personnel if other systems fail to produce same;
e.
Be prepared to recommend to Sussex Council that conditions exists for Council to
declare a state of local emergency; and
f.
Pre-position assets and equipment in accordance with this PLAN.
MAYOR'S RESPONSIBILITY
In the event of an emergency, the Mayor as head of Council is responsible for the emergency
within his/her jurisdiction. As such, the Mayor must be prepared to:
a.
Chair meetings of Council;
b.
Make official requests for assistance to other municipalities or the Province as
recommended by the EOCG;
c.
Brief Councilors on the emergency using reports completed by the Emergency
Operations Control Group; and
d.
If required, and based on the recommendation of the Emergency Measures Coordinator
(EMC), and when authorized by Council declare a State Of Local Emergency (SOLE);
EMERGENCY MEASURES COORDINATOR RESPONSIBILITIES
The responsibilities of the Sussex Emergency Measures Coordinator are as follows:
a.
Alert the Mayor and the Regional Emergency Measures Coordinator (REMC) of an
emergency, or the threat of an emergency, which may involve municipal resources;
b.
Ensure that department heads and staff with designated emergency response duties
have been contacted;
c.
Authorize the activation of the Sussex Emergency Response Plan, in whole or in part as
required;
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d.
Notify all members of the Emergency Operations Control Group to assemble at the
Emergency Operations Centre (EOC) or alternate EOC if the primary EOC is
inaccessible/unavailable;
e.
Recommend to the Mayor when a declaration of a State of Local Emergency (SOLE) is
necessary;
f.
Publicize details of the declaration to the population of the area affected by the contents
of the declaration;
g.
Forward a copy of the declaration to the Provincial Minister of Public Safety;
h.
Provide regular updates as the principle advisor to the Mayor and members of Council on
emergency related matters;
i.
Chair business cycles relating to EOC activities;
j.
Coordinate and direct emergency response and/or support activities within the EOC;
k.
Ensure that situation reports are available, circulated, discussed and displayed within the
EOC for use by those with a "need-to-know;"
l.
Ensure that the following are advised of the activation, implementation, or termination of
the emergency response activities under the emergency plan:
i.
Mayor and Council;
ii.
Employees of the municipality;
iii.
Regional Emergency Management Coordinators (REMCs); and
iv.
The public at large.
m.
Establish and maintain a communication link with emergency responders so that timely
and accurate operational updates are obtained and provided;
n.
Provide support to emergency responders by responding to and facilitating requests from
the emergency site;
o.
Coordinate response activities with external agencies as required;
p.
Activate Mutual Aid Agreement, or any other agreement, when existing resources are
inadequate to meet the demands of the emergency;
q.
Assess emergency needs and establish a strategic direction;
r.
Commence long-term operational planning as soon as possible;
s.
Conduct a debriefing of the Emergency Operations Control Group within 48 hours after
termination of the emergency to review the preliminary report on emergency response
activities and make recommendations;
t.
Ensure through the Public Information Officer that:
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i.
The Media Centre is operational and the Public Information Officer is
available
ii.
Ensure that the location and telephone numbers of the Public Inquiry
Centre are broadcast and published for use by the public;
iii.
Approve all news releases and Public Service Announcements (PSAs)
prior to their release;
iv.
Approve all situation reports, prior to their release;
u.
Ensure through the Community Services Director that:
i.
A Manager of the Volunteer Registration Centre is appointed;
ii.
A Volunteer Registration Centre is set up off-site, where appropriate;
iii.
Liaison occurs with other levels of government and organizations regarding
non-routine human resource matters not contained within the Sussex P-1
Policy;
iv.
Staffs are assigned to Volunteer Registration Centre(s) to support
emergency response efforts;
v.
Liaison with an employee's next-of-kin in the event of injury or death; and
w.
Designate a department head to coordinate EOC activities during the temporary absence
of the Emergency Measures Coordinator from the EOC.
WORKS DEPARTMENT RESPONSIBILITIES
The responsibilities of the Sussex Works Department are as follows:
a.
Verify that the department's mobilization has been completed; and
b.
Brief the Emergency Measures Coordinator on the current departmental staffing and
anticipated needs.
Building Inspection:
a. Enforce regulations and codes pertaining to all types of construction;
b. Review architectural plans;
c. Issue building permits and inspect work sites to ensure conformance to regulations and
codes;
d. Obtain expert advice on the integrity of any damaged structure;
e. Report to the EOC, advise members on the integrity of any structure damaged as a result
of the emergency; and
f.
Inspect damaged structures, recommend repairs or demolition;
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Public Works:
a. Brief on matters relating to sewer systems, road conditions, safety and engineering
resources;
b. Provide personnel and material resources in support of emergency operations;
c. Assess waste management needs and arranging for delivery of temporary sanitation
facilities;
d. Provide discretionary assistance in search and rescue under the direction of the Fire
Chief;
e. Ensure that the streets are accessible to emergency response services;
f.
Establish priorities for restoration of municipal streets damaged during an emergency;
g. Maintain liaison with gas suppliers on the status of service within the municipality;
h. Maintain liaison with Department of Transportation and Infrastructure for information on
provincial roads and highways;
i.
Arrange for the demolition of unsafe structures when authorized by the Emergency
Operations Control Group;
j.
Establish priorities for restoration of damaged storm sewer drainage systems and roads;
and
k. Assist with evacuations.
Utilities:
a.
Brief members of the Emergency Operations Control Group on matters relating to:
i.
Sussex's potable water supply;
b.
Sanitary sewer systems including sanitary lift stations and lagoon;
c.
Provide potable water for commercial and industrial use;
d.
Arrange for an alternate source of potable water;
e.
Obtain situation reports from water and wastewater foremen and briefing the
Emergency Operations Control Group;
f.
Establish liaison with the local and provincial utilities;
g.
Arrange for the discontinuance of any utility service when the utility poses a threat to
response personnel or nearby residents when authorized by the Emergency Operations
Control Group;
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h.
Establish priorities for restoration of utilities that were damaged or discontinued;
i.
Establish a long-range utilities service plan that provides for water and sanitary sewer
requirements in support of emergency operations; and
j.
Establish a long-range utilities service plan that provides a level of service to areas
within Sussex which are unaffected by the emergency.
POLICE SERVICE RESPONSIBILITIES
The responsibilities of Personnel in the Sussex R.C.M.P. detachment are as follows;
a.
Obtain regular briefings from dispatch;
b.
Verify that the departments emergency mobilization has been completed;
c.
Report to the EOC and advising members of the Emergency Operations Control Group
on matters relating to crowd control, traffic control, protection of life and property, and
law enforcement;
d.
Ensure that outer perimeter is established at the emergency site;
e.
Ensure that a traffic control system is activated to facilitate the movement of emergency
vehicles to and from the outer perimeter, and that access to the emergency area is
controlled;
f.
Ensure that a system of crowd control or crowd dispersal is initiated in order to maintain
the integrity of the outer perimeter;
g.
Coordinate police activities relating to the evacuation of buildings or areas;
h.
Ensure the protection of public and private property within the emergency area;
i.
Brief the Emergency Measures Coordinator on emergency activities and obtaining
copies of the Situation Reports (SITREP's);
j.
Respond to immediate police needs arising from the emergency;
k.
Contact and assist the coroner (if required);
l.
Issue emergency passes directly to individuals who have a need to be on site
(excluding uniformed first responders);
m.
Establish liaison with the Humane Society when required;
n.
Arrange for additional police assistance when required or recommend mutual aid or
mutual assistance agreements as required;
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o.
Brief the Emergency Measures Coordinator on current departmental staffing and
anticipated needs; and
p.
Temporary Morgue - Should the Coroner determine the need to establish a temporary
morgue (in the event of multiple deaths), a location will be identified by the Police
Control Officer (PCO) in consultation with the Coroner, the Staging Area Coordinator
and the ESM. If a suitable facility is unavailable, a refrigeration truck will be requested
by the ESM and the Public Works and Utilities Control Officer (PWUCO). The RCMP
are responsible to maintain order at the temporary morgue site by
i.
Providing clerical and telephone reception services at the morgue;
ii.
Guarding and escorting the bodies; and
iii.
Participating in the identification process.
FIRE SERVICE RESPONSIBILITIES
The responsibilities of the Sussex Fire Department are as follows:
a.
Verify that the departmental mobilization has been completed;
b.
Advise the members of the Emergency Operations Control Group on matters relating to
rescue, firefighting and fire prevention within the emergency area;
c.
Direct and coordinate all firefighting operations as well as search and rescue
operations;
d.
Where possible, assume the lead role in conducting evacuations.
e.
Activate Mutual Aid Agreement(s) if/when required;
f.
Ensure dangerous goods support services are contacted if/when required;
g.
Determine whether additional special equipment or supplies will be required and, if so,
make the necessary arrangements for procurement e.g. air packs, special protective
clothing, etc;
h.
Brief the Emergency Measures Coordinator on the current departmental staffing and
anticipated needs;
i.
Provide equipment for resuscitation and trained manpower when and where required;
and
j.
Act as Emergency Site Manager if appointed by Emergency Measures Coordinator.
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M u n i c i p a l R o l e s & R e s p o n s i b i l i t i e s
3/6/2023
CHIEF ADMINISTRATIVE OFFICER RESPONSIBILITIES
The responsibilities of the Chief Administrative Officer are as follows:
a.
Authorize in the absence of the Emergency Measures Coordinator the activation or
implementation of the Municipal Emergency Response Plan in whole or in part as
necessary;
b.
Advise and assist the respective Mayor or his Alternate in the fulfillment of his/her
responsibilities;
c.
Provide immediate and continuing information of the developing emergency situation in
the municipality to the Emergency Measures Coordinator or, in his absence, to the
Provincial District Emergency Measures Coordinator;
d.
Acquire additional vehicles, equipment and personnel when rescue service is required;
e.
Co-ordinate pre-disaster planning;
f.
Assist in directing operations from Emergency Operations Centre (EOC);
g.
Prepare and write the situation reports;
h.
Ensure that all agencies involved are notified as quickly as possible when the
emergency is terminated;
i.
Request assistance from the province or federal government (as appropriate), through
the Provincial District Emergency Measures Coordinator;
j.
Ensure a reasonable level of service to unaffected areas in the Municipality; and
k.
Identify priorities for the re-establishment of services that have been temporarily
suspended or reduced as a result of the emergency.
PUBLIC INFORMATION OFFICER
In the event of an emergency, a Public Information Officer (PIO) will report directly to the
Emergency Measures Coordinator. The PIO will be supported by volunteers who have been
trained with regard to their delegated responsibilities. As a member of the Emergency Operations
Control Group, the PIO is responsible for the emergency response activities listed below:
a.
Alert the Emergency Measures Coordinator of an emergency or the threat of an
emergency which may involve local resources;
b.
Report and advise members of the Emergency Operations Control Group on matters
regarding information to and from the public and the media;
- 10 -
M u n i c i p a l R o l e s & R e s p o n s i b i l i t i e s
3/6/2023
c.
Activate, direct and control the operations of the Inquiry and Media Centres;
d.
Obtain reports on the status of the Media and Inquiry Centres and brief the Emergency
Measures Coordinator on the state of readiness;
e.
Schedule news conferences, interviews and meetings for the media in consultation with
the Emergency Measures Coordinator;
f.
Coordinate all news releases with the Emergency Measures Coordinator and the Mayor
(or designate);
g.
Arrange for additional facilities or resources that may be required to support the Media and
Inquiry Centers;
h.
Act as the spokesperson for Sussex during emergency situations;
i.
Prepare other news conferences;
j.
Be responsible for all media-related notifications i.e. news releases, news conferences,
public service announcements and interviews; and
k.
Coordinate media arrangements by:
i.
Ensure Media Centre is equipped and staffed to handle public enquiries;
ii.
Assist in the preparation and issue of press and public announcements;
iii.
Obtain situation reports from the Emergency Measures Coordinator;
iv.
Prepare information for the approval of the Emergency Measures Coordinator prior
to release to the media;
v.
Provide public information support services to the Emergency Site Manager (ESM);
vi.
Monitor the media and brief the Emergency Measures Coordinator on emerging and
ongoing issues; and
TOWN CLERK/DUTY OFFICER RESPONSIBILITIES
In the event of an emergency within the boundaries of Sussex, the Duty Officer, under the direction
of the Emergency Measures Coordinator is responsible for the emergency response activities
listed below:
a.
Complete and maintain accurate records as to why decisions are made;
b.
Provide information relating to the emergency to Reception Staff at Town Hall;
c.
Maintain and update the Emergency Response Plan and ensure each member of the
Emergency Operations Control Group is provided with a copy.
d.
Assist in coordinating training and exercises for all members of the EOCG and staff;
e.
Manage the Emergency Alerting System and broadcast alerts as required;
- 11 -
M u n i c i p a l R o l e s & R e s p o n s i b i l i t i e s
3/6/2023
f.
Manage multimedia and audiovisual equipment for use by members of the EOCG;
g.
Open and maintain the Main Event Log for the Emergency Operations Control Group
for the duration of the emergency;
h.
Upon Level 1 Activation, ensure that the Emergency Operations Centre is in a state-of-
readiness and disassemble at the termination of the emergency;
i.
Record the arrival and departure of members of the Emergency Operations Control
Group on the Duty Roster;
j.
Collect significant event forms from agencies and maintain the Significant Events
Board;
k.
Maintain map(s) of the community and affected area;
l.
Communicate with local restaurants to arrange for meals to be provided to members of
the Emergency Operations Control Group, Fire Department and Public Works
Department on schedule;
m.
Arrange for shift relief of EOC personnel; and
n.
Provide support to the Emergency Measures Coordinator and Emergency Operations
Control Group as necessary.
TOWN TREASURER RESPONSIBILITIES
It is required that a fair and impartial account of the various costs involved in the emergency
operation be kept.
The Treasurer will:
a. Keep account of emergency operation costs and prepare a statement of the cost at the
completion of the emergency; and
b. Compile and report on those costs for Emergency Relief Funding if available.
COMMUNITY SERVICES DIRECTOR RESPONSIBILITIES
The responsibilities of the Community Services Director are as follows:
a.
Contact owners of shelters for accommodation for evacuated residents;
b.
Contact Red Cross for their Administrative and Operational Services for evacuated
shelters;
- 12 -
M u n i c i p a l R o l e s & R e s p o n s i b i l i t i e s
3/6/2023
c.
Set up a Volunteer Registration Centre off-site, where appropriate; and ensure that a
manager of the Volunteer Registration Centre is appointed;
d.
Ensure that the Volunteer Registration Centre is appropriately staffed;
e.
Arrange for a food supply for evacuated shelters;
f.
Contact Family and Community Services for local support;
g.
Contact Sussex Division of St. John Ambulance;
h.
Contact Ambulance Services to transport residents who are in need of ambulance
assistance; and
i.
Arrange for and provide transportation vans or busses as required.
1/44
HAZARD
AND
RESPONSE ACTIONS
(Taken from Regional Emergency Response Plan)
2/44
1.21
Definitions
1.21.1
All-Hazards
Emergency
Management
Planning
An approach that recognizes that the actions required to mitigate the effects of
emergencies are essentially the same, irrespective of the nature of the event, thereby
permitting an optimization of scarce planning, response and support resources. The
intention of all-hazards generic emergency planning is to employ generic methodologies,
modified as necessary by particular circumstances.
All-hazards incorporates natural and man-made hazards threats including traditional
emergency management events such as flooding and industrial accidents; as well as
national security events such as acts of terrorism; and cyber events.
1.21.2
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.
1.21.3
Business
Continuity
Planning
An all-encompassing term that includes the development and timely execution of plans,
measures, procedures, and arrangements to ensure minimal or no interruption to the
availability of critical services and assets.
1.21.4
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.
1.21.5
CASARA
Canadian Air Search and Rescue Association.
1.21.6
CMRA
Canadian Marine Rescue Auxiliary.
1.21.7
Critical Service
Service whose compromise in terms of availability or integrity would result in a high degree
of injury to the health, safety, security or economic well-being of New Brunswickers, or to
the effective functioning of the Provincial or Municipal Government and must be
continuously delivered (has no or very limited downtime).
1.21.8
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.
1.21.9
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
Canadians 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.
1.21.10
Department
Department of the Government of New Brunswick and includes a crown agency,
corporation, board or commission established by the Government of New Brunswick.
1.21.11
DAAF
Department of Agriculture, Aquaculture and Fisheries;
1.21.12
DH
Department of Health
1.21.13
DHR
Department of Human Resources;
1.21.14
DTI
Department of Transportation and Infrastructure;
1.21.15
DEECD
Department of Education and Early Childhood Development;
1.21.16
DELG
Department of Environment and Local Government;
1.21.17
DERD
Department of Energy and Resource Development
1.21.18
Director
Director of New Brunswick Emergency Measures Organization.
1.21.19
EMCG
Emergency Measures Communication Group
1.21.20
Emergency
A present or imminent event which the Minister or municipality believes prompt co-
ordination of action or regulation of persons or property must be undertaken to protect
the environment or the health, safety or welfare of the civil population.
3/44
1.21.21
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 to provide for safety, health or
welfare of the civil population and the protection of property and the environment in the
event of such an occurrence.
1.21.22
ESM
Emergency Site Manager, a person designated to provide the required direction and
coordination of the on-site emergency response by participating agencies.
1.21.23
ICS
The Incident Command System (ICS) is 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.
1.21.24
Incident
An incident is an abnormal situation that demands a response for which regular
municipal standard operating procedures and resources are sufficient.
1.21.25
IRCS
Integrated Radio Communications System
1.21.26
JPS
Department of Justice and Public Safety
1.21.27
Liaison Officer
Representative from another agency who serves as a point of contact on-site.
1.21.28
Minister
Minister of Justice and Public Safety
1.21.29
NB EMO
Emergency Measures Organization as established by the Emergency Measures Act.
1.21.30
NB GSAR
New Brunswick Ground Search and Rescue.
1.21.31
NEA
National Emergency Agencies.
1.21.32
PEOC
Provincial Emergency Operations Centre (Fredericton)
1.21.33
PELT
Department of Post-Secondary Education, Training and Labour
1.21.34
PLGS OEC
Point LePreau Generating Station Off-Site Emergency Centre.
1.21.35
REAC
Committee
Regional Emergency Action Committee
1.21.36
REOC
Regional Emergency Operation Centre.
1.21.37
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.
1.21.38
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.
1.21.39
Risk
Management
The use of policies, practices and resources to analyze, assess and control risks to
health, safety, environment and the economy.
1.21.40
PSEPC
Public Safety and Emergency Preparedness Canada.
1.21.41
Situational
Awareness
Situational awareness is having insight into one's environment and circumstances to
understand how events and actions will affect objectives, both now and in the near
future.
1.21.42
SNB
Service New Brunswick
1.21.43
State of
Emergency
State of emergency declared by the Minister in accordance with the Emergency
Measures Act.
1.21.44
State of Local
Emergency
State of emergency declared by a municipality in accordance with the Emergency
Measures Act.
1.21.45
Standard
Operating
Procedures
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.
1.21.46
Threat
The presence of a hazard and an exposure pathway; threats may be natural or human-
induced, either accidental or intentional.
1.21.47
Threat
Assessment
The process of identifying or evaluating entities, actions, or occurrences, whether
natural or man-made, which has or indicate the potential to harm life, information,
4/44
operations and/or property.
1.21.48
Trunked Mobile
Radio (TMR)
A trunked radio system is a complex type of computer-controlled two-way radio system
that allows sharing of relatively few radio frequency channels among a large group of
users. Instead of assigning, for example, a radio channel to one particular organization
at a time, users are instead assigned to a logical grouping, a "talkgroup" for mutual aid
purposes.
1.21.49
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.
1.21.50
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.
5/44
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6/44
Part 2. Hazard, History, Vulnerability and Maximum Threat with Response Actions
2.1
Hazard
2.1.1
Hazards often lack the absence of predictability. As such, those hazards that may pose a threat within the
Province of New Brunswick are analyzed, and rated according to:
1.
History;
2.
Vulnerability;
3.
Maximum Threat; and
4.
Probability.
The following ratings provide a basis upon which recommended actions are derived.
2.2
History - H
2.2.1
Based on the number of occurrences within the Province/Region over the last 50 years, hazards will
receive the following rating:
1.
Low: Less than 0-1 occurrence;
2.
Medium: 2-3 occurrences; and
3.
High: Greater than 3 or more occurrences.
2.3
Vulnerability - V
2.3.1
Based on the number of people who might be affected, hazards will receive the following rating:
1.
Low: Less than 1 %;
2.
Medium: 1% - 10%; and
3.
High: Greater than 10%.
2.4
Maximum Threat - MT
2.4.1
Based on impacts to human life and/or property, hazards will receive the following rating:
1.
Low: Less than 5%;
2.
Medium: 5% - 25%; and
3.
High: Greater than 25%.
2.5
Probability of Occurrence - P
2.5.1
Based on the likelihood that the emergency will repeat, hazards will receive the following rating:
1.
Low: Less than 1 in 100 years;
2.
Medium: 1 in 50 years; and
3.
High: Greater than 1 in 10 years.
7/44
Part 2. Hazard and Response Actions
2.6.1
Hazards
Brief Description
H
V
MT
P
2.6.1.1
Avalanche/
Landslide
An avalanche/landslide occurs when large snow/mud mass
slides down a mountain/hillside.
L
M
L
L
2.6.1.2
Aviation Incident
An accident associated with the operation of an aircraft.
H
L
L
H
2.6.1.3
Blizzard/
Ice Storm
Severe winter storm with low temperatures, strong winds
and heavy snow.
H
H
H
H
2.6.1.4
Biological
Diseases that impact humans or animals.
M
H
H
M
2.6.1.5
Bridge
Structural or safety related issues that could force a bridge
to be temporarily closed.
M
L
M
M
2.6.1.6
Civil Disorder
Civil disorder is when many people are involved and are
set upon a common aim.
M
L
L
M
2.6.1.7
CBRN
Protective measures taken in situations in which chemical,
biological, radiological or nuclear hazards may be present.
L
L
L
L
2.6.1.8
Communication
Failure
Widespread breakdown of normal communication
capabilities.
M
M
L
M
2.6.1.9
Dam Breach
The spontaneous release of water from a barrier built to
hold back the flow of water.
L
M
L
L
2.6.1.10
Earthquake
An earthquake results from a sudden release of stored
energy that radiates seismic waves.
M
L
L
L
2.6.1.11
Electromagnetic
Pulse
An electromagnetic pulse (EMP) is an intense burst of
electromagnetic (EM) energy.
L
L
L
L
2.6.1.12
Engineering
Engineering hazards occur when structures used by
people fail.
L
L
L
L
2.6.1.13
Erosion
Erosion is a physical process by which shorelines and/or
roads are altered
M
M
M
M
2.6.1.14
Explosion
A violent and destructive shattering or blowing a part of
something, as is caused by a bomb.
M
L
L
M
2.6.1.15
Flash Flood
A sudden and destructive rush of water caused by heavy
rainfall.
M
L
L
L
2.6.1.16
Flood
The accumulation of water beyond its normal confines
such as a lake, or over land areas.
H
M
H
M
2.6.1.17
Forest Fire
An uncontrolled fire occurring in nature.
H
H
H
H
2.6.1.18
Fuel Shortage
A lack of combustible materials such as wood, coal, gas,
oil and propane.
L
M
M
L
2.6.1.19
Hazardous
Materials
Any substance or material that could adversely affect the
safety of the public, handlers or carriers.
M
H
H
H
2.6.1.20
Heat Wave
Heat which is considered extreme and unusual in the area
in which it occurs.
M
M
M
M
2.6.1.21
Hurricane/Post-
Tropical Storm /
Tornado
Cyclonic/Extreme high wind storms systems with speeds
between 80 km/h and 480 km/h or higher.
M
H
M
H
2.6.1.22
Mass Gathering
A public event which gathers more than 500 persons
indoors or outdoors.
L
L
L
L
8/44
2.6.1.23
Potable Water
Water system that serves a major residential development
becomes compromised.
M
H
M
M
2.6.1.24
Power Outage
An interruption of normal sources of electrical power.
H
H
M
M
2.6.1.25
Rail
A derailment can result in substantial loss of life or pose a
risk to the environment.
H
H
H
H
2.6.1.26
Rural Fire
Fire outside a municipality but inside a Local Services
District.
H
H
H
H
Hazards
Brief Description
H
V
MT
P
2.6.1.27
Thunderstorm
A system which produces violent hail, lightning, high winds,
flash floods and floods.
H
H
H
H
2.6.1.28
Tidal Surge
An abnormal rise of water generated by a storm, over and
above the predicted astronomical tides
H
L
L
H
2.6.1.29
Transportation
Anything which prevents materials and users from
reaching their intended destination.
M
M
M
M
2.6.1.30
Urban Fire
A fire involving buildings or structures within a municipality.
H
H
H
H
2.6.1.31
Waste Disposal
Removing and destroying or storing damaged, unwanted
domestic, agricultural /industrial products and substances.
M
L
L
L
9/44
2.6.1.1 AVALANCHE / LANDSLIDE
Hazard Description
An avalanche/landslide occurs when a large snow / mud / rock mass slides down
a mountain or hillside.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
Red Cross
-
Social
Development
-
DTI
-
Public Works
-
Fire Marshall
-
Technical
Inspections
Services
Depends on severity
however consider the
following:
-
Possible
Evacuation
-
Road Closures
-
Structure Stability
-
Engineering
advice will likely
be required
-
Long term
stabilization
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
All ICS Forms
10/44
2.6.1.2 AVIATION INCIDENT
Hazard Description
An incident or accident associated with the operation of an aircraft.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
Low-High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1). Note: Airport fire/rescue has lead
if an incident/accident occurs onsite. Offsite municipal/LSD Fire has lead.
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
Transport Canada
-
Coroner
-
Fire Marshall
-
Health
-
Red Cross
-
Airline Carrier
-
Airport Authority
-
Canadian Border
Security Agency
Depends on severity
however consider the
following:
-
Assist with
casualties
-
Possible
Evacuation
-
Road Closures
-
Structure Stability
-
Establish
Temporary
Shelters
-
Joint Rescue
Coordination
Centre
-
Possible
sequestering of
international
passengers
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
All ICS Forms
11/44
2.6.1.3 BLIZZARD / ICE STORM
Hazard Description
Severe winter storm with low temperatures, strong winds and heavy snow.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
Fire Marshall
-
DTI
-
Education
-
Health
-
Red Cross
-
NB Power
-
JPS
Communications
-
Off-Road Vehicle
Enforcement
-
Issue weather
warnings
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Rescue stranded
motorist
-
Monitor power
outages
-
Be prepared to
open warming or
reception centres
-
Assist DTI for
prioritizing route
clearing or
closures
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
All ICS Forms
www.Spotwx.com
12/44
2.6.1.4 BIOLOGICAL
Hazard Description
Diseases that impact humans and animals.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
Medium-High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1). Note: Health (DAFF for animals)
will be lead agencies as applicable. Specific tasks/direction will be issued as
required.
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
Education
-
Regional Health
Authority
-
Coroner
-
Red Cross
-
NB Power
-
Social
Development
-
Off-Road Vehicle
Enforcement
-
DAFF
-
Health
-
Issue public
warnings
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Monitor
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
All ICS Forms
13/44
2.6.1.5 BRIDGE
Hazard Description
Structural or safety related issues that could force a bridge to be temporarily
closed.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
DTI
-
Education
-
Red Cross
-
Social
Development
-
Environment
-
Fire Marshall
-
Issue public
warnings
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Be prepared to
assist isolated
communities
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
All ICS Forms
14/44
2.6.1.6 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
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
DTI
-
Environment
-
Fire Marshall
-
JPS Enforcement
Unit
-
Issue public
warnings
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Be prepared to
assist isolated
communities that
are denied
emergency
services
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
All ICS Forms
15/44
2.6.1.7 CHEMICAL, BIOLOGICAL, RADIOLOGICAL and NUCLEAR (CBRN)
Hazard Description
Protective measures taken in situations in which chemical, biological, radiological
or nuclear hazards may be present.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
Health
-
DAFF
-
Education
-
NB Power
-
DTI
-
Environment
-
Fire Marshall
-
CANUTEC
-
Carrier / ERAC
-
Issue public
warnings
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Heavy HAZMAT
deployment
-
Containment
-
Evacuation or
sheltering in
place
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
All ICS Forms
16/44
2.6.1.8 COMMUNICATION FAILURE
Hazard Description
Widespread breakdown of normal communication infrastructure/capabilities.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident
Commander is responsible for
all incidents or event activities.
Although other functions may be
left unfilled, there will always be
an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
Red Cross
-
Public Safety Access
Points (PSAP)
-
PMCC
-
DTI
-
Fire Marshall
-
EMCG
-
Communications
Stakeholders (Bell,
Aliant, Rogers)
-
Provincial Emergency
Information Services
-
Issue public
warnings with
pre-determined
messages
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Activate EMCG
messaging
-
Dispatch liaison
representatives
to municipal
EOCs
-
Use of SIMPLEX
radio
-
Activate all
provincial fire
halls
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and
display of incident information,
maintaining status of resources,
and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for
keeping track of incident-related
costs, personnel and equipment
records, and administering
procurement contracts
associated with the incident or
event.
Additional Instructions:
All ICS Forms
17/44
2.6.1.9 DAM BREACH
Hazard Description
The spontaneous release of water from a barrier built to hold back the flow of
water.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
D1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
Red Cross
-
DTI
-
Fire Marshall
-
Education
-
Social
Development
-
Issue public
warnings with
pre-determined
messages
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Consider
evacuations
-
Close roads or
reroute
-
Coordinate with
neighbouring
jurisdictions
-
Shut down
vulnerable power
grid
-
Relocate
hazardous
materials
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions: Dam break
-
Check cumulative precipitation using surface observation networks including CoCoRaHs.
-
Check model predictions for precipitation accumulation and intensity over the next 72 hours
http://www.cocorahs.org/Canada.aspx
All ICS Forms
18/44
2.6.1.10 EARTHQUAKE
Hazard Description
An earthquake results from a sudden release of stored energy that radiates
seismic waves.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation / Water / Civil
Disorder
H.V.MT.P
Low
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
D1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
Red Cross
-
DTI
-
Fire Marshall
-
Education
-
Technical
Inspection
Services
-
Social
Development
-
Issue public
warnings with
pre-determined
messages
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Consider
evacuations
-
Close roads or
reroute
-
Coordinate with
neighbouring
jurisdictions
-
Shut down
vulnerable power
grid
-
Relocate
hazardous
materials
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
19/44
2.6.1.11 ELECTROMAGNETIC PULSE
Hazard Description
An electromagnetic pulse (EMP) is an intense burst of electromagnetic energy
that affects communications.
Possible Effects
Limited access by first responders / Danger to Public Safety / Public Messaging
H.V.MT.P
Low
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
B1 of Activation Timeline (Annex C to Part 1). See 2.6.1.8 Communication
Failure for additional guidelines.
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
DTI
-
Fire Marshall
-
EMCG
-
Issue public
warnings with
pre-determined
messages
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Liaison
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
20/44
2.6.1.12 ENGINEERING
Hazard Description
Engineering hazards occur when structures used by people fail.
Possible Effects
Limited access by first responders / Danger to Public Safety / Public Messaging
H.V.MT.P
Low
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
B1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
DTI
-
Fire Marshall
-
Technical
Inspection
Services
-
Issue public
warnings with
pre-determined
messages
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Liaison
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
21/44
2.6.1.13 EROSION
Hazard Description
Erosion is the physical process by which shorelines and/or roads are altered.
Possible Effects
Evacuations / Jurisdictional Issues / losses to local economy / Limited access by
First Responders
H.V.MT.P
Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
B1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
Red Cross
-
DTI
-
Fire Marshall
-
Environment
-
Social
Development
-
Issue public
warnings with
pre-determined
messages
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
22/44
2.6.1.14 EXPLOSION
Hazard Description
A violent and destructive shattering or blowing a part of something as is caused
by a detonation.
Possible Effects
Danger to Public Safety
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
B1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
Fire Marshall
-
CANUTEC
-
Red Cross
-
Social
Development
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
23/44
2.6.1.15 FLASH FLOOD
Hazard Description
A sudden and destructive rush of water caused by heavy rainfall.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
B1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
DTI
-
JPS Enforcement
-
Fire Marshall
-
Education
-
DERD
-
DAFF
-
Health
-
Social
Development
-
Red Cross
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
24/44
2.6.1.16 FLOOD
Hazard Description
The accumulation of water beyond its normal confines such as a lake, or over land
areas.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional Issues
/ International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander
is responsible for all incidents or
event activities. Although other
functions may be left unfilled,
there will always be an Incident
Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
DTI
-
CVE
-
Fire Marshall
-
Education
-
DERD
-
DAFF
-
Health
-
Social Development
-
Red Cross
-
Issue public
warnings with pre-
determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Plans: Responsible for the
collection, evaluation, and display
of incident information,
maintaining status of resources,
and preparing the Incident Action
Plan and incident-related
documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or
event needs.
Finance: Responsible for
keeping track of incident-related
costs, personnel and equipment
records, and administering
procurement contracts
associated with the incident or
event.
Additional Instructions: River Flood
-
Check cumulative precipitation using surface observation networks including CoCoRaHs
http://www.cocorahs.org/Canada.aspx
-
Check model predictions for precipitation accumulation and intensity over the next 72 hours
-
If that particular river has a hydrometric station on it, monitor the water levels in real-time
http://wateroffice.ec.gc.ca/google_map/google_map_e.html?searchBy=p&province=NB&doSearch=Go
All ICS Forms
25/44
2.6.1.17 FOREST FIRE
Hazard Description
An uncontrolled fire occurring in nature.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1). Note: Forest Fires are managed by
DERD. Recommend visiting the following site for updates:
ttp://www2.gnb.ca/content/gnb/en/news/public_alerts/forest_fire_watch.html
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will
always be an Incident Commander.
-
Fire
-
Police
-
NB Ambulance
-
NB Power
-
DTI
-
CVE
-
Fire Marshall
-
Education
-
DERD
-
DAFF
-
Health
-
Issue public
warnings with pre-
determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the
collection, evaluation, and display of
incident information, maintaining
status of resources, and preparing
the Incident Action Plan and
incident-related documentation.
Logistics: Responsible for
providing adequate services and
support to meet all incident or event
needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the
incident or event.
Additional Instructions:
Forest Fire
-
When conditions are dry, check the probabilistic forecasts to determine the probability of various precipitation
amounts over a certain period up to 14 days
-
http://weather.gc.ca/ensemble/naefs/produits_e.html
-
If an actual fire has broken out, is short-term forecasting tools like www.spotwx.com to get a detailed view of
various weather parameters over time
26/44
-
If dealing with smoke from a nearby fire, the HYSPLT model can be used to give a first guess of where the
smoke will go
-
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 (kmz)
7) Click Request Trajectory
-
This should only be used as a first guess and further dispersion modeling can be run by Environment Canada
for larger fires
-
If dealing with smoke from distant fire, the following link is also useful in determining where the smoke will go
-
Public Site: http://weather.gc.ca/firework/index_e.html
All ICS Forms
27/44
2.6.1.18 FUEL SHORTAGE
Hazard Description
A lack of combustible materials such as wood, coal, gas, oil and propane.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
Low-Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
DTI
-
Carrier
-
Red Cross
-
CVE
-
Social
Development
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
28/44
2.6.1.19 HAZARDOUS MATERIALS
Hazard Description
Any substance or material that could adversely affect the safety of the public,
handlers or carriers.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
DTI
-
Carrier
-
JPS Enforcement
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Liaison with
carrier
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions
Chemical spill (water or land)
-
Check radar for precipitation
-
Check current temperature
-
Check current short-term predictions for sudden changes in temperature or wind
www.Spotwx.com
29/44
Hazardous Material Release (airborne)
-
Check radar for precipitation
-
Check current temperature
-
Check current short-term predictions for sudden changes in temperature or wind www.Spotwx.com
The HYSPLT model can be used to give a first guess of where the material will go 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 release
5) Select the latest model run
6) Under display option select Google Earth (kmz)
7) Click Request Trajectory
All ICS Forms
30/44
2.6.1.20 HEAT WAVE
Hazard Description
Heat which is considered extreme and unusual in the area of which it occurs.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
DTI
-
Fire
-
NB Amb
-
DTI
-
Carrier
-
Red Cross
-
CVE
-
DELG
-
DERD
-
DAFF
-
Health
-
Social
Development
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
31/44
2.6.1.21 HURRICANE / POST-TROPICAL STORM / TORNADO
Hazard Description
Cyclonic/Extreme high wind storm systems with speeds between 80 km/h and
480 km/h.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
Medium-High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
Fire Marshall
-
NB Power
-
NB Amb
-
DTI
-
Red Cross
-
JPS Enforcement
-
DELG
-
DERD
-
DAFF
-
Health
-
Social
Development
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions
-
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
32/44
the Atlantic http://www.nhc.noaa.gov/tafb/atl_anom.gif
-
Website showing the range of possible tracks of http://derecho.math.uwm.edu/models/
All ICS Forms
33/44
2.6.1.22 MASS GATHERING
Hazard Description
A public event which gathers more than 500 persons indoors or outdoors.
Possible Effects
Losses to local economy / Limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
Medium-High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs report CI impacts to LSM in turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
Red Cross
-
Health
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions
All ICS Forms
Mass Casualty Incident - http://www.who.int/hac/techguidance/MCM_guidelines_inside_final.pdf
34/44
2.6.1.23 POTABLE WATER
Hazard Description
Water system that serves a major residential development becomes
compromised.
Possible Effects
Limited access by First Responders / Danger to Public Safety / Casualties
H.V.MT.P
Medium
Immediate Actions (IA)
LSD/LSM Actions
Unlikely to affect rural communities. However, LSD Fire Chiefs will need to
monitor and report CI impacts to LSM. In turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Fire
-
NB Amb
-
Red Cross
-
Social
Development
-
DELG
-
DERD
-
Health
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
35/44
2.6.1.24 POWER OUTAGE
Hazard Description
An interruption of normal sources of electrical power.
Possible Effects
Limited access by First Responders / Danger to Public Safety / Casualties
H.V.MT.P
Medium
Immediate Actions (IA)
LSD/LSM Actions
Unlikely to affect rural communities. However, LSD Fire Chiefs will need to
monitor and report CI impacts to LSM. In turn LSM reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A3 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
Fire Marshall
-
NB Amb
-
NB Power
-
Red Cross
-
Social
Development
-
DAFF
-
DELG
-
DERD
-
Health
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions
All ICS Forms
36/44
2.6.1.25 RAIL
Hazard Description
A derailment can result in substantial loss of life or pose a risk to the
environment. Note: Derailments are very complex. It is highly recommended
that the attached links be visited regularly and reviewed for current best
Safety Practices.
Possible Effects
Losses to local economy / limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs will need to monitor and report CI impacts to LSM. In turn LSM
reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
NB Power or Local
Power Co
-
DTI
-
Fire Marshall
-
Social
Development
-
Red Cross
-
DPS Enforcement
-
DELG
-
DAFF
-
DERD
-
Health
-
Carrier
-
Carrier Security
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Coordinate with
carrier/security
provider
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
NB Southern Railway Safety: http://www.nbsouthern.com/NBM-railways-safety.aspx
37/44
New Brunswick & Maine Railways (NBM) are part of the J.D. Irving, Limited group of companies, a family-owned, New
Brunswick-based business with a 130-year history. NBM Railways is made up of the following three companies: New
Brunswick Southern Railway (NBSR), Eastern Maine Railway (EMR) and Maine Northern Railway (MNR). We're
committed to our people and the communities in which we do business, and travel through via our railways. The safe
operation of our business is a priority. We comply with - and in many cases exceed - the many safety regulations that
guide our industry, through Transport Canada and the Federal Railroad Administration (FRA) in the United States. It's a
commitment we take seriously each and every day.
We're committed to the safe operations of our business and strive to be the best in class in everything we do.
-All of our trains operate with a two-person train crew who complete a detailed inspection before every departure.
-All locomotives that are unattended and safely parked on rail sidings and rail yards will be completely secured and
rendered inoperable.
-Hand brake policies provide train crews with more specific guidance on their application to include the size of the train
and the terrain where the train is parked.
-On our high density railway lines, we undertake visual rail inspections three to five times per week, while industry
regulations require a weekly inspection.
-We use X-Ray and Ultrasonic technology to help identify any rail flaws not visible to the human eye, while industry
regulations require that we conduct this assessment yearly we often exceed these requirements.
-As we are part of the J.D. Irving, Limited group of companies, we have timely access to one of the best emergency
response teams in North America and top emergency response equipment.
CN Rail Safety: https://www.cn.ca/en/delivering-responsibly/safety
All ICS Forms
38/44
2.6.1.26 RURAL FIRE
Hazard Description
Fire outside a municipality but inside a Local Services District. Note: LSD
voluntary fire departments have lead.
Possible Effects
Losses to local economy / limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs will need to monitor and report CI impacts to LSM. In turn LSM
reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
NB Power
-
DTI
-
Fire Marshall
-
Social
Development
-
Red Cross
-
DPS Enforcement
-
DELG
-
DAFF
-
DERD
-
Health
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
39/44
2.6.1.27 THUNDERSTORM
Hazard Description
A system which produces violent hail, lighting, high winds, flash floods and/or
floods.
Possible Effects
Losses to local economy / limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs will need to monitor and report CI impacts to LSM. In turn LSM
reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
NB Power or Local
Power Co
-
DTI
-
Fire Marshall
-
Social
Development
-
Red Cross
-
DELG
-
DERD
-
Health
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
40/44
2.6.1.28 TIDAL SURGE
Hazard Description
An abnormal rise of water generated by a storm, over and above the predicted
astronomical tides
Possible Effects
Losses to local economy / limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs will need to monitor and report CI impacts to LSM. In turn LSM
reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
NB Power
-
DTI
-
Fire Marshall
-
Social
Development
-
Red Cross
-
DPS Enforcement
-
DELG
-
DAFF
-
DERD
-
Health
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
Storm Surge
o
To assess the risk of storm surge you will need tide information (times and magnitudes), storm surge
modeling and possibly wave modeling
o
Tides can be obtained at the Canadian Hydrographic Service website:
http://www.waterlevels.gc.ca/eng
o
Storm surge estimate will be obtained through Environment Canada warnings or more detailed
41/44
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 possible
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.
All ICS Forms
42/44
2.6.1.29 TRANSPORTATION
Hazard Description
Anything which prevents materials and users from reaching their intended
destination.
Possible Effects
Losses to local economy / limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
Medium
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs will need to monitor and report CI impacts to LSM. In turn LSM
reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
NB Power or Local
Power Co
-
DTI
-
JPS Enforcement
-
Carrier
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Liaison with
carrier
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
43/44
2.6.1.30 URBAN FIRE
Hazard Description
A fire involving buildings or structures within a municipality.
Possible Effects
Losses to local economy / limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
High
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs will need to monitor and report CI impacts to LSM. In turn LSM
reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
NB Power
-
DTI
-
Health
-
DERD
-
DAFF
-
DELG
-
Red Cross
-
Social
Development
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Possible
Evacuations
-
Be prepared to
open warming
centres or
reception centres
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms
44/44
2.6.1.31 WASTE DISPOSAL
Hazard Description
Removing and destroying or storing damaged, unwanted domestic,
agricultural/industrial products and substances.
Possible Effects
Losses to local economy / limited access by First Responders / Jurisdictional
Issues / International Implications / Danger to Public Safety / Casualties
H.V.MT.P
Low
Immediate Actions (IA)
LSD/LSM Actions
LSD Fire Chiefs will need to monitor and report CI impacts to LSM. In turn LSM
reports to REMC.
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
A1 of Activation Timeline (Annex C to Part 1).
The following actions may/may not occur, lead agencies procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
responsible for all incidents or event
activities. Although other functions
may be left unfilled, there will always
be an Incident Commander.
-
Police
-
Fire
-
NB Amb
-
DTI
-
Health
-
DELG
-
Issue public
warnings with
pre-determined
messages (if
applicable)
-
Use of
Sentinel/Alert
Ready (if
applicable)
-
Coordinate with
local disposal
businesses.
-
Identify
resources at
hand
-
Identify
resources
lacking
-
Identify
resources
required
-
Mutual Aid
request
-
Assess
Regional
Assistance
-
Assess
Provincial
Assistance
-
Assess
National
Assistance
Operations: Responsible for
directing the tactical actions to meet
incident objectives.
Plans: Responsible for the collection,
evaluation, and display of incident
information, maintaining status of
resources, and preparing the Incident
Action Plan and incident-related
documentation.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident-related costs,
personnel and equipment records,
and administering procurement
contracts associated with the incident
or event.
Additional Instructions:
All ICS Forms