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Municipal Emergency Plan
Emergency Plan approved by Council By-law 2023-084 dated December 5, 2023.
The Corporation
of
The Township of Havelock-Belmont-Methuen
1
Table of Contents
Emergency Plan
Foreword
..................................
3
Section
1
Purpose
..................................
4
Section
2
Authority
..................................
5
Section
3
Application
..................................
10
Section
4
Confidentiality of EMP
..................................
10
Section
5
Incident Management System (IMS)
..................................
11
a) IMS Overview
b) IMS Key Functions
c) IMS Principles
d) Municipal Hierarchy
e) MOC (IMS) Standard Colours and I.D.
f) IMS Organizational Structure
g) MOC Functional Process
h) Establishing Command
i) Transfer of Command
j) MOC Action Plan
k) Operating Period
l) Expansion of the MCG and IMS
Section
6
Municipal Control Group (MCG)
..................................
18
a) Municipal Control Group Responsibilities
b) Municipal Operations Centre
c) Municipal Control Group
d) Notification of Municipal Control Group
e) Requests for Assistance
f) Declared State of Emergency (Notification)
2
Emergency Response Plan
Section
7
Policy Group
....................................
23
Section
8
MOC Commander
....................................
25
Section
9
Safety Officer (Command Staff)
....................................
28
Section
10
Liaison Officer (Command Staff)
....................................
30
Section
11
Emergency Information Officer (Command
Staff)
....................................
32
Section
12
DRO - Documentation Registration Officer
(Command Staff)
....................................
35
Section
13
Operations Section Chief
....................................
37
Section
14
Planning Section Chief
....................................
40
Section
15
Logistics Section Chief
....................................
43
Section
16
Finance and Administration Section Chief
....................................
45
Section
17
Municipal Services/Resources
....................................
47
a) Chief Administrative Officer (CAO)
b) Police Services (OPP)
c) Fire and Emergency Services
d) Public Works
Section
18
Allied Agencies
....................................
50
a) Emergency Social Services
b) Medical Officer of Health
c) Emergency Medical Services (EMS)
Section
19
Non Government Organizations (NGO)
....................................
53
a) Canadian Red Cross (CRC)
b) Salvation Army
c) St. John Ambulance
d) Amateur Radio (ARES)
Section
20
Incident Commander (Site)
....................................
55
Section
21
Community Emergency Management
Coordinator (CEMC)
....................................
56
3
Emergency Plan
Foreword
Municipal Emergencies could be defined as situations caused by the forces of nature, an accident,
an intentional act, or otherwise that constitutes a danger of major proportions to life or property.
The situations or the threat of impending situations, abnormally affecting the lives and property of
our society, by their nature and magnitude require a controlled and co-ordinated response by a
number of agencies, both governmental and private, under the direction of the appropriate elected
officials, as distinct from routine operations carried out by an agency or agencies such as police
forces, fire departments, emergency medical services.
Whenever an emergency occurs, which affects the lives and property of citizens, the initial and
prime responsibility for providing immediate assistance rests with the local municipal government.
This emergency plan is designed for the designated Municipal Control Group to utilize an Incident
Management System (IMS) to ensure the co-ordination of municipal, provincial, federal, private, and
volunteer services in an emergency to bring the situation under control as quickly as possible.
All municipal officials of the Township of Havelock-Belmont-Methuen, whether elected or appointed,
must be fully conversant with the contents of this emergency plan and be prepared at all times to
carry out the functions and responsibilities allotted to them.
The Township of Havelock-Belmont-Methuen wishes to acknowledge the Township of Otonabee-
South Monaghan for allowing us to utilize their plan.
4
Section 1
Purpose:
The purpose of this Emergency Plan is to:
a) comply with the Emergency Management and Civil Protection Act, Section 3 (1) and
Ontario Regulation 380/04 that require a municipality to have an Emergency Plan and an
Emergency Response Plan in place;
b) establish, by By-law, a Council-approved policy document titled: ³Municipal Emergency
Plan´. The Municipal Emergency Plan shall be used during an emergency, (³emergency´:
defined on page 7.) and shall include:
i)
the approval of Incident Management System (IMS) as the response system/process
to be used to provide a co-ordinated, early response to an emergency, using the
resources available, in order to protect the health, safety, welfare and property of the
inhabitants of the emergency area. IMS can also be used prior to the declaration of an
emergency and through the recovery stage of an emergency;
ii)
the establishment of a procedure for the formal declaration and termination of an
emergency within the Township;
iii)
the establishment of a Municipal Control Group (MCG) and a Municipal Operations
Centre (MOC) with a mandate to:
a)
provide support to the emergency incident site(s),
b)
provide for the requirements of the broader affected area,
and,
c)
provide for business continuity for the Corporation and the community;
iv)
the provision of both an effective training program and the deployment of all
resources required in an emergency situation in the Township of Havelock-Belmont-
Methuen.
5
Section 2
Authority:
(Compliance with Legislation / Regulation / Policy Statements / Standards / By-law)
Authority for the development, content, and implementation of the Municipal Emergency Plan is
provided or referenced in the following:
a) Emergency Management and Civil Protection, Act;
Section 3 (1) states: ³Every municipality shall formulate an emergency plan governing the
provision of necessary services during an emergency and the procedures under and the
manner in which employees of the municipality and other persons will respond to the
emergency and the council of the municipality shall by by-law adopt the emergency plan´.
2002, c. 14, s.5 (2)
Declaration of emergency
Section 4. (1) states: ³The head of council of a municipality may declare that an emergency
exists in the municipality or in any part thereof and may take such action and make such
orders as he or she considers necessary and are not contrary to law to implement the
emergency plan of the municipality and to protect property and the health, safety and welfare
of the inhabitants of the emergency area.´
Declaration as to termination of emergency
Section 4. (2) states: ³The head of council or the council of a municipality may at any time
declare that an emergency has terminated.´
b) Ontario Regulation 380 /04;
Regulation 380 /04 Part II: Municipal Standards: Sections 10 through 15 provides direction
on:
Section 10 Emergency Management Program Co-ordinator
Section 11 Emergency Management Program Committee
Section 12 Municipal Emergency Control Group
Section 13 Emergency Operations Centre
Section 14 Emergency Information Officer
Section 15 Emergency Response Plan (detail provided below)
Sections 15 (1) and 15 (2) state:
15 (1):
The emergency plan that a municipality is required to formulate under
subsection 3 (1) of the Act shall consist of an emergency response plan.
6
15 (2):
An emergency response plan shall,
(a)
Assign responsibilities to municipal employees, by position, respecting
implementation of the emergency response plan; and
(b)
Set out the procedures for notifying the members of the municipal
emergency control group of the emergency
c) Incident Management System (IMS) for Ontario (Doctrine) December,
2008
(Established under the authority of the Office of the Deputy Minister of Community Safety and the Office of the
Sector Officer, Emergency Management Ontario, Ministry of Community Safety and Correctional Services and
approved January 30, 2009.)
The Doctrine is a comprehensive document providing the following content:
General
The Introductory Module
The Response Module
The Enabling Module
The Supporting Module (contains Annexes A through F)
Section 5 of this Emergency Plan provides additional detail on IMS as outlined in the
Doctrine.
For assistance in the use of this Emergency Plan, we provide three definitions as stated in
Annex D-Glossary and Acronyms of Key Terms of the Doctrine:
Definition of Emergency (Also defined in the EMCP Act):
A situation or an impending situation that constitutes a danger of major proportions that could
result in serious harm to persons or substantial damage to property and that is caused by the
forces of nature, a disease or other health risk, an accident or an act whether intentional or
otherwise.
Definition of Incident:
An occurrence or event, natural or human-caused that requires an emergency response
to protect life, property, or the environment.
An incident may be geographically confined (e.g. within a clearly delineated site or sites) or
dispersed (e.g. a widespread power outage or an epidemic). Incidents may start suddenly
(e.g. a chemical plant explosion) or gradually (a drought). They may be of a very short
duration (a call for emergency medical assistance), or continue for months or even years.
Incidents can, for example, include major disasters, terrorist attacks or threats, emergencies
related to wild-land and urban fires, floods, hazardous materials spills, nuclear events,
aircraft emergencies, earthquakes, hurricanes, tornadoes, tropical storms, war-related
disasters, public health and medical emergencies and other emergencies.
7
Definition of Incident Management System (IMS):
A standardized approach to emergency management encompassing personnel, facilities,
equipment, procedures, and communications operating within a common organization
structure. The IMS is predicted on the understanding that in any and every incident there are
certain management functions that must be carried out regardless of the number of persons
who are available or involved in the emergency response.
d) Accessibility for Ontarians with Disabilities Act / Ontario Regulation
429/11 and 191/11;
The Act specifically identifies Standards to be set by Regulation.
Ontario Regulation 429/07 sets out requirements for Accessible Standards for Customer
Service and Providing Documents in an Accessible Format
The Township of Havelock-Belmont-Methuen shall provide Emergency Plan information in
an accessible format, upon request, in accordance with the Customer Service Policy and
Procedures #2009 - 02, in compliance with the Accessibility for Ontarians with
Disabilities Act.
Ontario Regulation 191/11 clarifies information requirements related to emergencies and to
emergency plans.
Key references are provided as follows:
Emergency procedure, plans or public safety information
13. (1) In addition to its obligations under section 12, if an obligated organization prepares
emergency procedures, plans or public safety information and makes the information
available to the public, the obligated organization shall provide the information in an
accessible format or with appropriate communication supports, as soon as practicable, upon
request.
13. (2) Obligated organizations that prepare emergency procedures, plans or public safety
information and make the information available to the public shall meet the requirements of
this section by January 1, 2015.
e) Municipal Freedom of Information and Protection of Privacy Act, R.S.O.
1990, Chapter M. 56
The Municipal Emergency Plan is a public document, excluding the appendices, which
are deemed confidential.
As stated in the Municipal Freedom of Information and Protection of Privacy Act, R.S.O.
1990,
8
Section 8. (1) A Head of an institution may refuse to disclose a record if the disclosure
could reasonably be expected to,
(i)
endanger the security of a building or the security of a vehicle carrying items, or of
a system or procedure established for the protection of items, for which protection
is reasonably required;
Section 9 (1); A head shall refuse to disclose a record if the disclosure could reasonably
be expected to reveal information the institution has received in confidence from,
(a)
the Government of Canada;
(b)
the Government of Ontario or the government of a province or territory in Canada;
(c)
the government of a foreign country or state;
(d)
an agency of a government referred to in clause (a), (b) or (c); or
(e)
an international organization of states or a body of such an organization.
Section 10 (1) (a); A head shall refuse to disclose a record that reveals a trade secret or
scientific, technical, commercial, financial or labour relations information, supplied in
confidence implicitly or explicitly, if the disclosure could reasonably be expected to,
(b)
Result in similar information no longer being supplied to the institution where it is in
the public interest that similar information continues to be so supplied;
Section 13; A head may refuse to disclose a record whose disclosure could reasonably
be expected to seriously threaten the safety or health of an individual.
f) Canadian Standards Association ( CSA ) Canadian Emergency
Management and Business Continuity Program Standard ( CSA Z1600 );
Business Continuity Program Standard CSA Z1600, establish a common set of criteria for
disaster management, emergency management, and business continuity programs. This
Standard was published in 2008.
While CSA Z1600 is non-binding, the IMS doctrine is designed to be consistent with it.
Below is an extract from the CSA Z1600 Standard:
6.5 Incident management
6.5.1*
The entity shall establish an incident management system to direct, control, and coordinate
operations during and after an emergency.
6.5.2
The incident management system shall assign specific organizational roles, titles, and
responsibilities for each incident management function.
6.5.3
9
The entity shall establish procedures for coordinating response, continuity, and recovery
activities.
g) By-law # 2017 -116 passed by the Council of the Corporation of the
Township of Havelock-Belmont-Methuen
By-law No 2017-116 of the Township of Havelock-Belmont-Methuen as certified by the Clerk
of the Township documents Council¶s official approval of this Municipal Emergency Plan.
This Plan and By-law have been filed with Emergency Management Ontario, Ministry of
Community Safety and Correctional Services.
10
Section 3
Application:
All elected or appointed municipal officials of the Township have an obligation to be fully aware of
the contents of this Emergency Plan and must be prepared, at all times, to carry out the functions
and responsibilities assigned to them.
Section 4
Confidentiality of Plan
The Township of Havelock-Belmont-Methuen Municipal Emergency Plan is a public document,
excluding the appendices, which are deemed confidential.
As defined in the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990,
Chapter M. 56, the Head of an institution may refuse under that Act to disclose a record:
a) If the record contains information required for the identification and assessment activities
associated with the Hazard and Risk assessment and Infrastructure Identification;
b) Reveals a trade secret or scientific, technical, commercial, financial or labour relations
information, supplied in confidence implicitly or explicitly;
c) If its disclosure could reasonably be expected to prejudice the defence of Canada or of
any foreign state allied or associated with Canada or be injurious to the detection,
prevention or suppression of espionage, sabotage or terrorism.
d) If the record contains personal information.
11
Section 5
Incident Management Systems (IMS)
a) IMS Overview:
The designated Municipal Control Group (MCG) for the Corporation of the Township of Havelock-
Belmont-Methuen has adopted the Province of Ontario Incident Management System (IMS) as the
tools and process to assist them in managing an emergency incident should it occur. In doing so, it
will allow them to be efficient and effective in taking action in the best interest of the residents and
citizens they serve.
The IMS applies a functional approach to emergency management. In doing so, allows for the
utilization of available personnel to fulfill the required functional roles regardless of their normal daily
positions and assignments within the Township. It is however important to note that some functional
requirements in the Municipal Operations Centre (MOC) are best suited by individuals who possess
the required training, competency, and professional skills to fulfill the functional responsibilities.
The five functions of the Incident Management System as listed in the following chart (Sec 5 b) are
the responsibility of the Municipal Operations Centre (MOC) Commander. The first arriving
Municipal Control Group (MCG) member will assume the function of the MOC Commander. The
MOC Command function may be transferred as other members of the MCG arrive. The MOC
Commander has the authority to delegate functions as required (tool box approach) and in doing so
may establish each level as the need arises. The general practice is the more complex the incident;
the larger the command structure in order to effectively and efficiently manage the incident.
It is important to note the MOC Commander is responsible for ensuring all functions of the IMS are
completed regardless if he/she chooses to delegate the function or not.
12
b) IMS Key Functions:
The five key functions of IMS are; Command, Operations, Planning, Logistics, and Finance/
Administration. Refer to the following chart for an IMS Functions Guide. Municipal Control Group
members assuming the primary functions of IMS should have previously achieved the required
training to do so.
Note: Detailed responsibilities for each of the IMS Functions are found in Sections 7 to 15.
Key IMS Functions & Responsibilities
Function
General Responsibilities
MOC Commander
Responsible for the overall management of the MOC facility and assigned
resources within the MOC, and the provision of support to Site Incident Command.
Safety Officer
Command Staff
Monitors safety conditions and develops safety measures related to the overall
health and safety of all incident responders. The Safety Officer must have the
knowledge and professional experience to be able to control or reduce
occupational hazards and exposures. (usually not delegated, remains as the I/C
responsibility)
Emergency Information Officer
Command Staff
Responsible for the development and release of emergency information regarding
the incident to the public. Command must approve all emergency information that
the EIO releases.
Liaison Officer
Command Staff
Serves as the primary contact for Assisting or Supporting Organizations and
advises Command of issues related to outside assistance and support, including
current or potential inter-organization needs.
Operations Section Chief
Responsible for providing overall supervision and leadership to the Operations
Section, including the implementation of the Municipal Operations Centre Action
Plan (MOC AP), as well as the organization and assignment of all operations
resources.
Planning Section Chief
Responsible for providing overall supervision and leadership to the Planning
Section as well as the organization and assignment of all planning resources.
Responsible for coordinating the development of the MOC AP for each operational
period and the collection, collation, evaluation, analysis and dissemination of
incident information.
Logistics Section Chief
Responsible for providing facilities, services and materials in support of the
incident. Participates in the development of logistics-related Section of the MOC
AP, and activates and supervises the Branches and Units as well as the
organization and assignment of resources within the Logistics Section.
Finance & Administration Section
Chief
Responsible for financial and administrative support to an incident, including all
business processes, cost analysis, financial and administrative aspects and
ensures compliance with financial policies and procedures. Provides direction and
supervision to Finance & Administration Section staff including their organization
and assignment.
13
c) IMS Principles
It is important to note that the five (5) key Functions of the Incident Management System are
consistent throughout the Planning, Emergency Response, Mitigation, and the Recovery stages of
an Emergency.
The following seventeen (17) standard principles provide guidance to implementation of the key
functions:
1. Standard Terminology
10. Integrated communications
2. Applicability
11. Sustainability
3. Management by Objectives
12. Modular & Scalable Organization
4. Simplicity & Flexibility
13. Information Management
5. Standardization
14. Inter-Organizational Collaboration
6. Interoperability
15. Comprehensive Resource Management
7. Unity of Command
16. Designated Incident Facilities
8. Span of Control
17. Accountability
9. Consolidated Incident Action Plan
d) Municipal Hierarchy
Unlike other emergency services the Municipal Corporation has no official designated ranking
structure as found in the chain of command of emergency services, i.e. from Recruit to Section
Chief. The corporate structure does however have a natural inferred hierarchy that is applicable to
an Incident Management System.
The following applies to the Havelock-Belmont-Methuen Municipal Control Group (MCG) for the
purpose of implementing the Incident Management System. (Listed in descending order)
Head of Council (Mayor)
Chief Administrative Officer/Clerk (CAO)
Treasurer
Manager of Public Works
Fire Chief
Chief Building Official
Supervisor of Parks, Recreation and Facilities
Administrative Staff
Note: The Head of Council (Mayor), and in his/her absence the Deputy Mayor, are designated
officials by legislation. Under this IMS structure they, and as needed other members of Council,
form the ³Policy Group´. This is a designated separate entity, yet an intricate part of the Incident
Management System.
14
e) MOC Standard Colours and Identification
The Township of Havelock-Belmont-Methuen Municipal Operations Centre (MOC) adopts the
Colour identification system set out in the Province of Ontario IMS Doctrine.
MOC Commander, Command Staff, and General Staff will wear a ³Coloured Vest´ with
Function I.D. name on the back.
All other management, subordinates, and staff will be identified by lanyards with a Coloured
Tag and Function I.D. Name
f) IMS Functional Structure
Command
Operations
Section
Logistics Section
Command Staff
Planning Section
Policy Group
Finance / Admin
Section
Note: See example HBM Organizational Charts (Sec 5 I).
g) MOC Functional Process
The following list outlines a typical functional cycle within the MOC. The IMS is reliant upon an
approved MOC Action Plan (Sec 5 j) with specific objectives and operational period of time.
i.
Establish Command Function
ii.
Set up MOC
iii.
Begin information gathering process (size up) (Incident Briefing)
iv.
Perform Planning Function (expand as required)
Function I.D.
Colour
MOC Commander &
Command Staff
Green
Operations Section Chief
Red
Planning Section Chief
Blue
Logistics Section Chief
Yellow
Finance / Admin. Section Chief
Grey
15
v.
Determine Primary Objectives & Strategy
vi.
Develop MOC Action Plan & Operational Period (acquire approval)
vii.
Perform Logistics Function (expand as required)
viii.
Perform Operations Function (expand as required) (Operations Briefing)
ix.
Perform Finance Administration Function (expand as required)
x.
Evaluate, Adjust, and Re-Evaluate
Once established the functions remain ongoing until the demobilization of the IMS structure and
Command is terminated.
h) Establishing Command
The ³function´ of MOC Command will be assumed by the first arriving MCG member based on the
above noted hierarchy (Sec 5 d). The MCG member shall remain as the MOC Commander until
relieved by the arrival of a senior or higher ranking MCG member or when a shift change is
necessary.
The CAO has the authority to assume and/or delegate MOC Command as he/she determines the
emergency situation requires.
i) Transfer of Command
MOC Command, Command Staff, and General Command level transfers will take place via a
detailed face to face briefing and exchange of information, with the final approval and acceptance of
the new MOC Commander, Command Staff, and General Command.
j) MOC Action Plan
The MOC Commander is responsible for the development of the MOC Action Plan (MOC AP),
either personally or by delegation with the assignment of a Planning Section Chief. The MOC AP
will identify the strategy and objectives of the MCG for a specified operational period. The MOC AP
requires final approval of the MOC Commander prior to implementation.
k) Operating Period
Members of the Municipal Control Group will gather at regular intervals to inform each other of
actions taken, pertinent information, and problems encountered. The Operational Period is set as
the specific time period in order to achieve the objectives of the MOC AP.
The MOC Commander will establish the frequency of briefings/meetings based on the MOC AP and
the specified Operational Period. Meetings/briefings will be kept as brief as possible thus allowing
members to carry out their assigned responsibilities.
Under the direction of the MOC Commander and/or the Planning Section Chief, the Documentation
Registration Officer (DRO) will ensure the status board is maintained and information/maps etc. are
to be prominently displayed and kept up to date.
Example: MOC Action Plan and Operational Period Development
16
l) Expansion of the MCG & IMS
The MOC Commander shall be responsible to assign and delegate the primary functions of the IMS.
In many instances the Base Model (Level 1) may be all that is required for a Township the size of
Havelock-Belmont-Methuen. However, as the incident grows more assistance may be required in
all or some of the functional areas. This process is governed by the ³span of control´ and modular
organization. For example; the addition of branches, divisions and/or sectors may be required.
17
Twp. of Havelock-Belmont-Methuen MOC/IMS Base Model (Sample Level 1)
Twp. of Havelock-Belmont-Methuen Expanded Model (Sample Level 2)
The IMS Structure may be expanded or contracted as required based on the span of control as
needed.
Note: CEMC is to be present in the EOC to liaise with the PEOC/EMO until responsibility
transferred.
18
Section 6
Municipal Control Group (MCG) / Municipal Operations Centre (MOC)
a) Municipal Control Group (MCG) Responsibilities:
The general responsibilities of the MCG during an emergency are:
1. Providing support to the incident site, including:
Setting priorities and strategic direction,
Information collection, collation, evaluation and dissemination,
The management of resources,
Finance and Administration approvals.
2. Providing for the Corporation and the Community at Large:
Ensuring that business continuity and essential services are maintained and/or
restored Corporately, and for the Community at large, including where possible,
the areas impacted by the emergency
3. Under specific circumstances, the MCG may also exercise the following
functions.
Performing an Area Command role for multiple Incident Sites
Performing an Incident Command role.
_____________________________________________________________________________
Additional Responsibilities:
In addition the members of the Municipal Control Group (MCG) are likely to be responsible for the
following actions or decisions:
Calling out and mobilizing their emergency services, agency and equipment; Coordinating
and directing their service and ensuring that any actions necessary for the mitigation of the
effects of the emergency are taken, provided they are not contrary to law;
Determining if the location and composition of the Municipal Control Group are appropriate;
Establishing direct continuous communications with the Policy Group and the Incident Site.
Advising the Head of Council (Mayor) as to whether the declaration of an emergency is
recommended;
Advising the Head of Council (Mayor) on the need to designate all or part of the Township as
an emergency area;
Ensuring that an Incident Commander (I/C) is established for each incident location;
Ensuring support to the site I/C by offering equipment, staff and resources, as required;
Ordering, coordinating and/or overseeing the evacuation of residents considered to be in
danger;
19
Discontinuing utilities or services provided by public or private concerns, i.e. hydro, water,
gas, closing down a shopping plaza/mall;
Arranging for services and equipment from local agencies and non-governmental
organizations (NGO) i.e. private contractors, industry, volunteer agencies, service clubs;
Notifying, requesting assistance from and/or liaison with various levels of government and
any public or private agencies not under community control, as considered necessary;
Determining if additional volunteers are required and if appeals for volunteers are warranted;
Determining if additional transport is required for evacuation or transport of persons and/or
supplies;
Ensuring that pertinent information regarding the emergency is promptly forwarded to the
Emergency Information Officer, for dissemination to the media and public;
Determining the need to establish additional advisory groups and/or subcommittees/working
groups for any aspect of the emergency including recovery;
Authorizing expenditure of money required for dealing with the emergency;
Notifying the service, agency or group under their direction, of the termination of the
emergency;
Maintaining a log outlining decisions made and actions taken;
Participating in the debriefing following the emergency.
Notifying the County Control Group as required.
b) Municipal Operations Centre (MOC)
Upon notification, the Municipal Control Group shall report to the primary Municipal Operations
Centre, in the event this operation centre cannot be used, the alternate MOC shall be activated. The
primary and secondary MOC locations are identified in Appendix ³A´ being the Notification and
Recall of the Municipal Control Group.
The MOC is a facility that the Municipal Control Group (MCG) has strategically predetermined as its
location and equipped to facilitate executive decision-making and coordination. The MOC is
equipped with technological communication devices and equipment that is readily available to the
members of the Municipal Control Group to assist them in carrying out their assigned functions and
duties.
20
c) Municipal Control Group (MCG)
The emergency response will be directed and controlled by members of the Municipal Control
Group (MCG) performing the functions of IMS. They are responsible for coordinating the provision
of management and resources necessary to minimize the effects of an emergency on the
community. (See appendix A)
The MCG may consist of the following positions:
i.
Head of Council (Mayor)
ii.
Deputy Mayor
iii.
Chief Administrative Officer/Clerk
iv.
OPP
v.
Fire Chief
vi.
Public Works
vii.
Chief Building Official
viii.
Treasurer
ix.
Supervisor of Parks, Recreation and Facilities
x.
Municipal Staff
xi.
Designated Public Volunteers
The MCG may function with only a limited number of persons depending upon the emergency.
While the MCG may not require the presence of all the people listed as members of the MCG, all
members of the MCG shall be notified when activation occurs.
When an emergency exists but has not yet been declared to exist, MCG members may take such
action(s) under this emergency response plan as may be required to protect property and the
health, safety and welfare of the Township of Havelock-Belmont-Methuen.
The following chart identifies the suggested assigned responsibilities for primary and alternate MCG
members. It is recognized that any member of the MCG may be required to carry out one or more of
the five functions of the IMS or be assigned to perform a supporting role.
Primary
Alternate
Policy Group
Head of Council (Mayor)
Deputy Mayor
MOC Commander
CAO/Clerk or designate
CBO or designate
Safety Officer
MOC Commander
MOC Commander
Liaison
Municipal Staff
Municipal Staff
Doc. Reg. Officer (DRO)
Deputy Clerk
Emergency Information
Officer
Economic Development Officer Deputy Clerk
Operations
Police, Fire, Public Works,
Parks & Rec.
Police, Fire DC, Public Works,
Parks & Rec.
Planning
Logistics
Administration
CAO/Clerk
CBO
Finance
Treasurer
Deputy Treasurer
21
d) Notification Procedure of the Municipal Control Group (MCG)
The Township of Havelock-Belmont-Methuen Municipal Plan and the Municipal Control Group
(MCG) are notified via the municipal emergency phone tree notification system.
The Municipal Emergency Plan and the Municipal Operations Centre may be activated in response
to a variety of problems and any one of the members of the Municipal Control Group (MCG) may
call and/or initiate activation.
Notification Purpose:
The purpose of the Notification Procedure is to alert members of the MCG of the emergency and to
relay that information to the rest of the Municipal Control Group in a timely manner.
Refer to Appendix ³A´, Emergency Notification Procedure and backup procedure.
The ³Notification of Emergency Alert´ form is attached as Appendix ³B-1´. The Emergency
Notification ³Fan Out´ Contact List, including contact numbers for requesting assistance, is attached
as Appendix ³B-2´
e) Requests for Assistance
Assistance may be requested from Peterborough County at any time by contacting the County
Control Group as per Appendix ³H´, Peterborough County (COC) activation. The request shall not
be deemed to be a request that the County assume authority and control of the emergency.
Assistance may also be requested from the Province of Ontario at any time without any loss of
control or authority. A request for assistance should be made by contacting Emergency
Management Ontario through the Provincial Operations Centre or the OPP Duty Officer.
Assistance may be requested from other Municipalities who are participating in the Municipal Mutual
Assistance Agreement as per Appendix ³Q´.
Assistance may be requested from other Municipalities who are participating in the Peterborough
County Fire Services Emergency Plan, commonly referred to as Mutual Aid.
f) Declared State of Emergency (Notification)
The Head of Council (Mayor), or in his/her absence the Deputy Mayor, of the Township of
Havelock-Belmont-Methuen, as the Head of Council, is responsible for declaring an emergency.
This decision is usually made in consultation with other members of the Municipal Control Group.
Upon declaring or terminating an emergency, the Head of Council (Mayor) will notify:
Emergency Management Ontario, Ministry of Community Safety and Correctional Services;
Council;
County Warden, as appropriate;
Public;
Neighbouring community officials, as required;
Local Member of the Provincial Parliament (MPP);
Local Member of Parliament (MP);
22
A municipal emergency may be terminated at any time by:
Head of Council (Mayor) or in his/her absence the Deputy Mayor; or
Council; or
Premier of Ontario.
23
Section 7
Policy Group
Policy Group Members:
The Head of Council (Mayor) or designate, CAO/Clerk
The Head of Council (Mayor) and/or his/her designate are members of the policy group in order to
fulfill legislative duties, and shall enlist other such persons, including legal advisors, to form part of
the Policy Group as he/she deems necessary to assist in the functions of the Policy Group.
Policy Group Function:
The Policy Group is an intricate and required part of the IMS Structure during a Municipal State of
Emergency. The purpose of the Policy Group is provide a structure to allow a functional avenue for
advice and assistance, as required, to the MOC Command Team in order to make the best
informed decisions regarding the emergency situation.
The number of the Policy Group members is dependent upon the incident type, severity, and size,
and is at the discretion of the Head of Council (Mayor) to seek and request assistance as required.
Responsibilities:
1. The Head of Council (Mayor) and/or his/her designate as head of the Municipal Council of
the Township of Havelock-Belmont-Methuen has designated authority under legislation
when a potential or real state of emergency exists within the Township.
2. The Head of Council (Mayor and/or his/her designate reside as the head of the Policy Group
in the IMS structure, providing governance, direction, and advice to the MOC Commander
throughout the emergency.
3. The Head of Council (Mayor) and/or his/her designate shall declare a state of emergency,
as required.
4. The Head of Council (Mayor) and/or his/her designate shall terminate the declared state of
emergency, as required.
5. The Head of Council (Mayor) and/or his/her designate shall provide information to the
Municipal Council and other levels of government with regards to impacts of an emergency,
as required.
6. The Head of Council (Mayor) and/or his/her designate will provide information necessary to
keep the media and public informed in concert with the MOC Command.
Activation Phase:
Common MOC check-in activities:
Sign in on the MOC Check-in/Check-out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set up/replenish your workstation and request necessary resources ± e.g., computer, phone,
pager/cell phone, stationary, and necessary reference documents (e.g. plans).
Review your Position Checklist,
Establish/maintain a Position Log.
24
Obtain situational information from whatever sources are available, e.g. briefing minutes,
status information boards, Situation Reports, Status Reports, Review of Position Log, etc.
Specific functional activities:
Determine appropriate level of activation based on available situation information, in
consultation with MOC Commander.
Consult with MOC Commander to determine what other Council Members, Municipalities
and levels of Government have been notified.
Operational Phase:
Declaration of the state of emergency in consultation with the MOC Command, as required.
Monitor MOC activities and advise MOC Commander of any further actions required to
ensure operational efficiency and effectiveness.
Document all decisions, approvals, and significant actions in the Position Log.
Attend periodic MCG briefings to share status and situational information.
In conjunction with the MOC Commander and Emergency Information Officer, review media
releases for final approval.
Conduct/participate in media briefings as required in coordination with the Emergency
Information Officer.
Approve allocation priorities for critical resource requests, as required.
Brief incoming Policy Group members at shift change, ensuring that ongoing activities are
identified and follow-up requirements are known.
Advise and consult with MOC Command regarding MOC demobilization strategies.
Conclude emergency response and transition to recovery phase in consultation with
Policy/Executive Group.
Demobilization Phase:
Declare termination of the state of emergency in consultation with the MOC Command.
Deactivate your assigned position after all other MOC functions are demobilized.
Ensure that any open actions are completed.
Complete all required forms, reports, and position logs and submit to Documentation Unit.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g. sign out, leave a contact phone number, return
equipment or other materials, etc).
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
25
Section 8
MOC Commander
Reports to: Policy Group
Responsibilities:
1. Exercise overall management responsibility for activation, coordination, and demobilization
of site support activities in the MOC.
2. Determine MOC priorities and objectives in consultation with MCG and monitor continuously
to ensure appropriate actions are taken and modified as necessary.
3. Ensure sufficient support, policy advice, and resources are made available in order to
accomplish priorities and objectives.
4. Ensure appropriate staffing levels for the MOC are established and maintained to support
organizational effectiveness.
5. Direct appropriate emergency public information actions in consultation with the Emergency
Information Officer, ensure appropriate risk management measures, including worker care
strategies, are instituted; and ensure communications are established with appropriate
assisting and cooperating agencies.
6. Maintain communication link with Policy Group.
Activation Phase:
Common MOC check-in activities:
Sign in on the MOC Check-in/Check-out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set up/replenish your workstation and request necessary resources ± e.g., computer, phone,
pager/cell phone, stationary, and necessary reference documents (e.g. plans).
Review your Position Checklist, as well as checklists of other positions you are responsible
for.
Establish/maintain a Position Log.
Obtain situational information from whatever sources are available, e.g. briefing minutes,
status information boards, Situation Reports, Status Reports. Review of Position Log, etc.
Specific functional activities:
Determine appropriate level of activation based on available situation information.
Determine/assess which Sections or functions are needed and ensure appropriate personnel
are mobilized for the initial activation of the MOC.
Assign MOC Command Staff and General Command Staff personnel as required
Ensure the MOC IMS organizational staffing chart showing assigned positions is posted.
Establish initial priorities for the MOC based on current status and information from Incident
Commander(s), and communicate to all involved parties.
Schedule MOC Action Planning meeting, and as needed appoint and have the Planning
Section Chief prepare the agenda.
Consult with Liaison Officer and the MCG to determine what representation is needed at the
MOC from other organizations or assisting agencies.
26
Operational Phase:
Monitor MOC activities and advise the MCG of any further actions required to ensure
operational efficiency and effectiveness.
Document all decisions, approvals, and significant actions in the Position Log.
Conduct periodic MCG briefings to share status and situational information.
Identify higher level Management priorities, in coordination with the Policy Group for
inclusion in the initial MOC Action Planning meeting.
Convene the initial MOC Action Planning meeting; ensure objectives, strategy, and
operational periods are established and appropriate planning procedures are followed.
Review, approve, and authorize implementation of MOC Action Plan objectives and strategy
once completed by the Planning Section.
Consult periodically with the MCG to ensure MOC AP priorities for the operational period
remain current and appropriate.
Ensure the Liaison Officer establishes contact with Peterborough County COC, adjacent
jurisdictions/agencies and other levels of site support as appropriate, and that contact is
maintained.
Ensure that the Liaison Officer establishes and maintains effective inter-agency coordination
with cooperating agencies and other stakeholders.
In conjunction with the Emergency Information Officer, review media releases for final
approval.
Conduct/participate in media briefings as required in coordination with the Emergency
Information Officer.
Approve MOC Situation Reports, prior to distribution.
Approve allocation priorities for critical resource requests, as required.
Conduct periodic briefings for the Policy Group.
Ensure the Policy Group and MCG are informed and/or involved with any emergency
declarations or senior policy directives, as applicable.
Supervise the MCG personnel.
Brief incoming MOC Commander at shift change, ensuring that ongoing activities are
identified and follow-up requirements are known.
Ensure a Demobilization Plan is developed prior to the demobilization phase.
Advise and consult with Policy Group regarding MOC demobilization strategies.
Authorize demobilization in whole or in part of the IMS structure when they are no longer
required.
Conclude emergency response and transition to recovery phase in consultation with Policy
Group.
Demobilization Phase:
Deactivate MOC when emergency event no longer requires the MOC activated, and ensure
all other facilities are notified of deactivation.
Deactivate your assigned position after all other MOC functions are demobilized.
Ensure that any open actions are completed.
Complete all required forms, reports, and position logs and submit to Documentation Unit.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g. sign out, leave a contact phone number, return
equipment or other materials, etc).
Access critical incident stress management support, as needed.
Be prepared to contribute to an MOC Post Incident Action Report (PIAR).
Participate in formal post-operational debriefings, as required by your organization.
27
Section 9
Safety Officer ³SO´± (Command Staff)
Reports to: MOC Commander
Responsibilities:
1. Ensure that good risk management practices are applied throughout the MOC and that every
function contributes to the management of risk.
2. Protect the interests of all MOC participants, agencies and organizations by ensuring due
diligence in information collection, decision-making, and implementation.
3. Monitor situations for risk exposures and ascertain probabilities and potential consequences
of future events.
4. Provide advice on safety issues.
5. Ensure the implementation of appropriate safety measures and worker care practices in the
MOC.
6. Exercise authority to halt or modify any and all unsafe operations within or outside the scope
of the MOC Action Plan, and notify the MOC Commander of actions taken.
7. Ensure that appropriate security measures have been established to allow for only
authorized access to the MOC facility and documentation.
Activation Phase:
Common MOC Check-In Activities:
Sign in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set-up/replenish your workstation and request necessary resources ± e.g. computer, phone,
pager/cell phone, stationary, and necessary reference documents.
Review your Position Checklist, as well as checklists of any other positions for which you are
responsible.
Establish and maintain a Position Log.
Obtain situational information from whatever sources are available, e.g. briefing minutes,
status information boards, Situation Reports, Status Reports, review of Position Log, etc.
Specific Functional Activities:
Report to MOC Commander to obtain current situation status, priorities, and specific job
responsibilities.
Perform a risk identification and analysis of the MOC and activities.
Request the assistance of a safety specialist, if you are not familiar with all aspects of safety
and relevant legislation.
Monitor set-up procedures for the MOC to ensure that proper safety regulations are adhered
to.
Ensure that security protocols are implemented; including checkpoints at all MOC entrances
to allow only authorized personnel access to the MOC, as well as staff sign-in and
identification procedures.
Coordinate health, safety and worker care information for staff orientation briefings.
28
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
Brief the incoming MOC Safety Officer at shift change, ensuring that ongoing activities are
identified and follow-up requirements are known.
Review and assess reports of damage and loss. If assigned, work with the Situation Unit in
Planning and the Compensation and Claims function in Finance.
Identify and document risk and liability issues, and ensure that the MOC Commander is
advised.
Gather and organize evidence that may assist MOC organizations in future legal defense.
Assist the MOC Commander in reviewing news releases, public alerts and warnings, and
public information materials from a risk management perspective.
Evaluate situations for risk exposure and advise the MOC Commander of any conditions and
actions that might result in liability (e.g. oversights, improper response actions, etc.).
Conduct interviews and take statements to investigate major risk management issues.
Identify potential claimants and the scope of their needs and concerns.
Advise personnel regarding strategies for risk management and loss reduction.
Assist the MOC Commander in deactivation activities, including collection of all relevant
paper and electronic records, and any materials necessary for after-action reporting
procedures, and organizing records for final audit.
Monitor and evaluate MOC activities to ensure applicable occupational health and safety
standards are implemented and adhered to.
Coordinate with Finance on any MOC personnel injury claims or records preparation, as
necessary for proper case evaluation and closure.
Coordinate with Logistics Personnel Unit to ensure that appropriate worker care measures
are implemented, and all MOC personnel are aware of their responsibilities in this regard.
Monitor security checkpoints and MOC facility access.
Address security issues with MOC Command, recommending improvements where
necessary.
Demobilization Phase:
Deactivate your assigned position when authorized by the MOC Commander.
Assist with the deactivation of the MOC at designated time, as appropriate.
Ensure that any open actions in your position log, that are not yet completed at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs, prior to demobilization.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g. sign out, leave a contact phone number, return
equipment or other materials, etc.).
Be prepared to provide input to the MOC Post Incident Action Report (PIAR).
Coordinate critical incident stress and other debriefings, as necessary.
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
29
Section 10
Liaison Officer ³LO´± (Command Staff)
Reports to: MOC Commander
Responsibilities:
1. In consultation with the MCG, ensure procedures are in place for working and
communicating with the Peterborough County Operations Centre (COC) and other
government and Non-Government Organization (NGO) agency representatives.
2. Request agency representatives for the MOC, as required by the MCG, to ensure all
necessary roles and responsibilities are addressed, enabling the MOC to function effectively
and efficiently.
3. Maintain a point of contact, and interact with representatives from other agencies arriving at
the MOC.
4. Liaise with relevant operation/coordination centres or agencies/departments not represented
in the MOC.
5. Assist and advise the MOC Commander and the MCG as needed, and provide information
and guidance related to external agencies and organizations.
6. In coordination with the Emergency Information Officer, assist the MOC Commander in
ensuring proper procedures are in place for communicating with the Policy Group, and
conducting VIP/visitor tours of the MOC facility.
7. Liaise with local authorities, other MOCs and Provincial and Federal organizations and share
information in accordance with MOC and organizational policies.
Activation Phase:
Common MOC Check-In Activities:
Sign in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set up/replenish your workstation and request any necessary resources ± e.g. computer,
phone, pager/cell phone, stationary, and necessary reference documents.
Review your Position Checklist, as well as checklists of any other positions for which you are
responsible.
Establish/maintain a Position Log.
Obtain situational information from whatever sources are available, e.g. briefing minutes,
status information boards, Situation Reports, Status Reports, review of Position Log, etc.
Specific Functional Activities:
Report to MOC Commander to obtain current situation status, priorities, and specific job
responsibilities.
Assist the MOC Commander in identifying appropriate personnel to staff the MOC, if
required.
Provide assistance and information to the MCG regarding external assisting organizations.
Establish contact with external agencies, and confirm that contact information for agency
representatives (e.g. telephone, radio, internet) is current and functioning.
Ensure registration and sign-in procedures are established for external assisting agencies
working within the MOC.
30
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
In conjunction with the MOC Commander and the MCG, participate in developing overall
MOC priorities and action planning process.
Provide status reports and situation information from non-represented cooperating agencies
to the MOC Commander and in the MCG briefings, as appropriate.
Provide general advice and guidance to agencies and MOC staff, as required.
Ensure that all notifications (e.g. emergency declarations) are made to agencies not
represented in the MOC.
Ensure that communications with appropriate external non-represented agencies (such as:
public utilities and transportation, volunteer organizations, private sector, etc.) are
established and maintained.
Assist the MOC Commander in preparing for and conducting briefings with the MCG
members, elected officials, and other stakeholders.
Assist external non-represented cooperating agencies with completing of status and situation
reports where necessary, and forward to the Planning Section.
Advise the MOC Commander of critical information and requests contained within agency
situation reports.
Forward approved MOC Situation Reports to non-represented agencies, as requested.
Assist the MOC Commander in establishing and maintaining an inter-agency coordination
group comprised of external cooperating agency representatives and executives not
assigned to specific Sections within the MOC and other stakeholders, as required.
In consultation with the Emergency Information Officer, conduct tours of MOC facility as
requested.
Brief the incoming MOC Liaison Officer at shift change, ensuring that ongoing activities are
identified and follow-up requirements are known.
Assist with the deactivation of the MOC at the designated time, as appropriate.
Notify external non-represented agencies in the MOC of the planned demobilization, as
appropriate.
Assist the MOC Commander with the transition to recovery phase.
Demobilization Phase:
Deactivate your assigned position when authorized by the MOC Commander.
Ensure that any open actions in your position log, that are not yet completed at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs, and submit to Documentation Unit
prior to demobilization.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g., sign out, leave a contact phone number, return
equipment or other materials, etc).
Be prepared to provide input to the MOC Post Incident Action Report (PIAR).
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
31
Section 11
Emergency Information Officer ³EIO´± (Command Staff)
Reports to: MOC Commander
Responsibilities:
1. Serve as the coordination point for all public information, media relations and internal
information sources for the MOC.
2. Ensure that the public within the affected area received complete, accurate, and consistent
information about life safety procedures, public health advisories, assistance and recovery
programs and other vital information.
3. Coordinate media releases with officials representing other affected municipalities, county
and emergency response agencies and other levels of authority.
4. Develop the format for news conferences and briefings in conjunction with the MOC
Commander.
5. Maintain a positive relationship with the media representatives, monitoring all broadcasts and
written articles for accuracy.
6. In consultation with MOC Commander and Liaison Officer, coordinate VIP and visitor tours of
the MOC facility.
7. Liaise with the Emergency Information Officers at site(s), relevant operation/coordination
centres and with external agencies.
8. As directed, activate the Public Inquiry Center, in accordance with Appendix I2.
9. As directed, activate the Public Information Plan, in accordance with Appendix I1.
Activation Phase:
Common MOC check-in activities:
Sign-in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set-up/replenish your workstation and request necessary resources ± e.g. computer, phone,
pager/cell phone, stationary, and necessary reference documents.
Review your Position Checklist, as well as checklists of any other positions for which you are
responsible.
Establish and maintain a Position Log.
Obtain situational information from whatever sources are available, e.g. briefing minutes,
status information boards, Situation Reports, Status Reports, review of Position Log, etc.
Specific Functional Activities:
Report to MOC Commander to obtain current situation status, priorities, and specific job
responsibilities.
Determine staffing requirements for the Information function.
Assess information skill areas required in the MOC such as: writing, issues management,
media relations, event planning, etc. and assign appropriate personnel.
32
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
Obtain policy guidance and approval from the MOC Commander with regard to all
information to be released to the media and public.
Refer to the Emergency Public Information Plan of the organization, as well as sample forms,
templates and other information materials.
Coordinate with the Planning Sector and identify methods for obtaining and verifying
significant information as it develops.
Implement and maintain an overall information release program, and establish appropriate
distribution lists.
Monitor all media, using information to develop follow-up news releases and rumour control.
Keep the MOC Commander advised of all incoming media releases, unusual requests for
information, and all major critical or unfavourable media comments. Recommend procedures
or measures to improve media relations.
Develop and publish a media briefing schedule to include location, format, and preparation
and distribution of handout materials.
At the request of the MOC Commander, prepare media briefing notes for elected officials
and/or Policy/Executive Group members and provide other assistance as necessary.
Establish a media information centre, as required.
Maintain up-to-date status boards and other references at the media information centre.
Provide adequate staff to answer questions from members of the media.
Establish Public Information Service and/or call centre, to handle public/stakeholder inquiries
and provide emergency support information by activating the City of Peterborough Public
Information Centre.
Develop public information message statements for MOC Staff and call takers.
Interact with other MOCs to obtain information relative to public information initiatives.
In coordination with the MCG and as approved by the MOC Commander, issue timely and
consistent advisories/instructions for life safety, health, and assistance to the public.
Liaise with MOC Risk Management to check for any potential liability or health safety
concerns.
In coordination with Operations Section, ensure that adequate staff is available at incident
sites to coordinate and conduct tours of the disaster areas when safe.
Ensure that file copies are maintained of all information released.
Supervise Information personnel, if any.
Brief the incoming MOC Information Officer at shift change, ensuring that ongoing activities
are identified and follow-up requirements are known.
Demobilization Phase:
Assist with the deactivation of the MOC at designated time, as appropriate.
Deactivate your assigned position when authorized by the MOC Commander.
Prepare final news releases and advise media representatives of points-of-contact for follow-
up stories.
Ensure that any open actions in your position log, that are not yet completed at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs, and submit to Documentation Unit
prior to demobilization.
Clean up your work area before you leave.
33
Follow MOC check-out procedures.
Be prepared to provide input to the MOC Post Incident Action Report (PIAR).
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
34
Section 12
Documentation Registration Officer ³DRO´ ± (Command Staff)
Reports to: MOC Commander
Note: If/when the Functions of Logistics and/or Planning have been assigned the DRO will
report/supply the Check-in/registration information to Logistics, and the Events Log documentation/
information to Planning.
Further; to avoid confusion and pending staff availability, in conjunction with the size and
requirements of the emergency situation, the MOC Commander should give consideration to
splitting the responsibilities of this position between two persons.
General Responsibility:
The Documentation Registration Officer (DRO) supports the efficient functioning of the Municipal
Operations Centre and IMS Structure.
Responsibilities:
1. Perform Check-in/ Check-out registration functions for the MOC, and record the arrival and
departure of the MCG members.
2. Keep a sequential events time log/documentation of information on the main events status
board and other required forms.
3. Ensure log supplies, forms and office supplies are of adequate supply for the MOC.
4. Ensure MCG members individual Position Logs are being completed and collected at the
end of each shift.
5. Establishes a shift change schedule for the MCG members and alternates.
Activation Phase:
Common MOC Check-In Activities:
Sign in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set-up/replenish your workstation and request necessary resources ± e.g. computer, phone,
pager/cell phone, stationary, and necessary reference documents.
Review your Position Checklist, as well as checklists of any other positions for which you are
responsible.
Establish and maintain a Position Log.
Obtain situational information from whatever sources are available, e.g. briefing minutes,
status information boards, Situation Reports, Status Reports, review of Position Log, etc.
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
In conjunction with the MOC Commander and the MCG, participate in developing overall
MOC priorities and action planning process.
Perform Check-in/ Check-out registration functions for the MOC, and record the arrival and
departure of the MCG members on an ongoing basis.
35
Notify Police of issues with non-MCG members attempting to enter the MOC.
Record and keep a current sequential events and time log/documentation of information on
the main events status board and other required forms.
Ensure log supplies, forms and office supplies are of adequate supply for the MOC.
Ensure MCG members individual Position Logs are being completed and collected at the
end of each shift.
Establishes a shift change schedule for the MCG members and alternates.
Provide general advice and guidance to agencies and MOC staff, as required.
Advise the MOC Commander of critical information and requests identified through the event
log recording and documentation function.
In consultation with the Emergency Information Officer, conduct tours of MOC facility as
requested.
Brief the incoming MOC Documentation Registration Officer at shift change, ensuring that
ongoing activities are identified and follow-up requirements are known.
Assist with the deactivation of the MOC at the designated time, as appropriate.
Assist the MOC Commander with the transition to recovery phase.
Collect and organize completed forms from MCG members.
Demobilization Phase:
Deactivate your assigned position when authorized by the MOC Commander.
Ensure that any open actions in your position log, that are not yet completed at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs, and submit to Documentation Unit
prior to demobilization.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g., sign out, leave a contact phone number, return
equipment or other materials, etc).
Be prepared to provide input to the MOC Post Incident Action Report (PIAR).
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
Collect and organize completed forms from MCG members.
36
Section 13
Operations Section Chief
Reports to: MOC Commander
Responsibilities:
1. Exercise overall responsibility for coordination and supervision of all required functions within
the MOC Operations Section.
2. Establish the appropriate level of branch and/or unit staffing within the Section, continuously
monitoring the effectiveness of the Section and modifying as required.
3. Ensure that Section objectives and assignments identified in MOC Action Plans are carried
out effectively.
4. Maintain a communications link between Incident Commanders (sites) and the MOC for the
purpose of coordinating the overall site support response, resource requests and event
status information.
5. Provide timely situational and resource information to MOC Commander, and as assigned
Planning Section.
6. Keep the MOC Commander informed of significant issues relating to the Section.
7. Conduct periodic briefings for the MOC Commander and the MCG.
8. Supervise Operations Section personnel.
Activation Phase:
Common MOC Check-In Activities:
Sign in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set up/replenish your workstation and request necessary resources ± e.g. computer, phone,
page/cell phone, stationary, and necessary reference documents.
Review your Position Checklists, as well as checklists of any other positions for which you
are responsible, and develop plans for carrying out all responsibilities.
Establish and maintain a Position Log.
Obtain situational information from whatever sources are available, e.g. briefing minutes,
status information boards, Situation Reports, review of Position Log, etc.
Specific Functional Activities:
Report to the MOC Commander to obtain current situation status, priorities, and specific job
responsibilities. A preliminary situation briefing may be provided by the Planning Section
Chief or other MOC Management Staff, as appropriate.
Ensure that the Operations Section is set up properly and that appropriate personnel,
equipment, and supplies are in place, including telecommunications, maps and status
boards.
Activate appropriate branches based on functions or geographical assignments within the
Section and designate Branch Directors as necessary.
Establish radio or cell-phone communications with the COC, other MOCs, and/or other levels
of response operating in the region and coordinate accordingly.
Coordinate with the Liaison Officer regarding the need for Agency Representatives in the
MOC.
37
Consult with Logistics to ensure that there are adequate communications equipment and
frequencies available for the Operations Section.
Meet with the Finance/Admin Section Chief and determine level of purchasing authority for
the Section.
Coordinate with the MOC Commander and Planning Section Chief regarding strategies for
accurate and timely flow of information.
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
Ensure that all Section personnel maintain position logs and other paperwork, as required.
Supervise Section personnel.
Monitor Section staffing levels and request additional personnel as necessary to cover all
required shifts.
Conduct periodic Section briefings/meetings and work to reach consensus among
Operations staff on key issues and priorities to include in the Situation Report.
Provide Section staff with information updates via Section briefings, as required.
Based on the situation known or forecasted, anticipate potential challenges and future needs
of the Operations Section.
Provide a Situation Report to the Planning Section Chief prior to the end of each operational
period to facilitate Action Planning for the next operational period.
Participate in the MOC Action Planning process and all the MCG meetings/briefings.
Ensure that the Operations Section objectives, as defined in the current Action Plan, are
being addressed, and monitor progress, as necessary.
Ensure that situation and resources information, as well as new incident reports and
intelligence information, is provided to Planning Section on a regular/urgent basis.
Ensure that the branches coordinate all resource needs through the Logistics Section.
Authorize resource requests from the incident site(s) and forward extraordinary and/or critical
resource requests to the MOC Commander for approval.
Ensure all expenditures and financial claims are coordinated through the Finance/Admin
Section.
Brief the MOC Commander and the MCG on all major incidents.
Deactivate Section branches and any organizational elements, when no longer required.
Ensure that all paperwork is complete and logs are closed and sent to Documentation Unit,
and any open actions are reassigned to appropriate jurisdictional and/or MOC staff.
Brief the incoming MOC Operations Section Chief at shift change, ensuring that ongoing
activities are identified and follow-up requirements are known.
Demobilization Phase:
Deactivate your assigned position and the Section when authorized by the MOC
Commander.
Ensure that any open actions in your position log, that are not yet completed at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs and submit to Documentation Unit
prior to demobilization.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g., sign out, leave a contact phone number, return
equipment other materials, etc).
Be prepared to provide input to the MOC Post Incident Action Report (PIAR).
38
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
39
Section 14
Planning Section Chief
Reports to: MOC Commander
Responsibilities:
1. Exercise overall responsibility for coordination of all required functions within the MOC
Planning Section.
2. Establish the appropriate level of branch and/or unit staffing within the Planning Section,
continuously monitoring the effectiveness of the organization and modifying as required.
3. Ensure Section objectives and assignments identified in MOC Action Plans are carried out
effectively.
4. Ensure the MOC Commander is informed of significant issues affecting the Planning Section.
5. In coordination with the other Section Chiefs, ensure that Situation Reports are submitted to
Planning Section and used as the basis for the MOC Action Plans.
6. Supervise Planning Section personnel.
Activation Phase:
Common MOC Check-In Activities:
Sign in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set up/replenish your workstation and request necessary resources ± e.g. computer, phone,
pager/cell phone, stationary, and necessary reference documents.
Review your Position Checklist, as well as checklists of any other positions for which you are
responsible, and develop plans for carrying out all responsibilities.
Establish and maintain a Position Log.
Obtain situational information from whatever sources are available, e.g., briefing minutes,
status information boards, Situation Reports, Status Reports review of Position Log, etc.
Specific Functional Activities:
Report to MOC Commander to obtain current situation, priorities, and specific job
responsibilities.
At the request of the MOC Commander, provide a preliminary situation briefing to other the
MCG personnel, as required.
Ensure that the Planning Section is set up properly and that appropriate personnel,
equipment, and supplies are in place, including maps and status boards.
Activate appropriate units based on functions required within the Section and designate Unit
Coordinators, as necessary.
Meet with Operations Section Chief to obtain and review any major incident reports and
coordinate for accurate and timely information sharing.
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
Ensure that all Section personnel maintain position logs and other paperwork, as required.
Supervise Section personnel.
40
Monitor Section staffing level and request additional personnel, as necessary, to cover all
required shifts.
Conduct periodic Section briefings/meetings and work to reach consensus among planning
staff on key issues and priorities to include in the Situation Report.
Provide Section staff with information updates via Section briefings, as required.
Ensure that the Situation Unit is maintaining current information for the MOC Situation
Report.
Ensure that situation and resources information, as well as new incident reports and
intelligence information, as completed by the Operations Section, are accessible by the
Planning Section.
Ensure that an MOC Situation Report is produced, approved and distributed to MOC
Sections and other relevant operation/coordination centres, prior to the end of each
operational period.
Ensure that all status boards/displays are kept current.
Ensure that Emergency Information Officer has immediate unlimited access to all situational
information.
Develop a Situation Report prior to the end of each operational period to facilitate Action
Planning for the next operational period.
Chair the MOC Action Planning meetings.
Participate in the MOC Action Planning process and all the MCG meetings/briefings.
Ensure that the Planning Section objectives, as defined in the current Action Plan, are being
addressed, and monitor progress, as necessary.
Ensure that objectives for each Section are completed, collected and posted in preparation
for the next Action Planning meeting.
Ensure that the MOC Action Plan is completed, approved, and distributed prior to the start of
the next operational period.
Develop and distribute, as needed, reports which highlight forecasted events and/or
conditions likely to occur beyond the forthcoming operational period.
Ensure that files are maintained on all MOC activities and provide reproduction and archiving
services for the MOC, as required.
Provide technical services, such as environmental advisors and other technical specialists, to
all MOC Sections, as required.
Ensure all expenditures and financial claims are coordinated through the Finance Section.
Ensure a Demobilization Plan is developed, approved and distributed to all Sections.
Brief the incoming MOC Planning Section Chief at shift change, ensuring that ongoing
activities are identified and follow-up requirements are known.
Demobilization Phase:
Deactivate your assigned position and the Section when authorized by the MOC
Commander.
Ensure that any open actions in your position log, that are not yet completed at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs, and submit to Documentation Unit.
Clean up your work area before you leave.
Follow MOC check-out procedures.
Be prepared to provide input and assist in preparation of the Post Incident Action Report
(PIAR).
Participate in formal post-operational debriefings, as required by your organization.
Access critical incident stress management support, as needed.
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Section 15
Logistics Section Chief
Reports to: MOC Commander
Responsibilities:
1. Exercise overall responsibility for coordination of all required functions within the MOC
Logistics Section.
2. Establish the appropriate elements within the Logistics Section, continuously monitoring the
effectiveness of the organization and modifying, as required.
3. Ensure Section objectives/assignments in the MOC Action Plans are carried out.
4. Keep the MOC Commander informed of significant issues relating to the Logistics Section.
5. Coordinate closely with the Operations Section Chief to establish priorities for resource
allocation within the operational area.
6. Ensure critical resources are allocated according to approved plans.
7. Ensure necessary food and lodging is provided for MOC and site personnel.
8. Supervise Logistics Section personnel.
Activation Phase:
Common MOC Check-In Activities
Set up and/or assign the MOC Check-In/Check-Out Log to be set up.
Sign in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for first shift, if required.
Set up/replenish your workstation and request necessary resources ± e.g. computer, phone,
pager/cell phone, stationary, and necessary reference documents.
Review your Position Checklist, as well as checklists of other positions for which you are
responsible.
Establish and maintain a Position Log.
Obtain situational information from whatever resources are available, e.g., briefing minutes,
status information boards, Situation Reports, Status Reports, review of Position Log, etc.
Specific Functional Activities:
Report to MOC Commander to obtain current situation status, priorities, and specific job
responsibilities.
Ensure the Logistics Section is set up properly and that appropriate personnel, equipment
and supplies are in place, including maps, status boards, vendor references and other
resources.
Activate appropriate units based on functions required within the Section and designate
Branch or Unit Coordinators, as necessary.
Advise Units within the Section to coordinate with the Operations Section to prioritize and
validate resource requests from Incident Commanders at sites.
Meet with the MOC Commander and the MCG to identify immediate resource needs.
Meet with the Finance/Admin Section Chief and determine level of purchasing authority for
the Section.
42
Assist logistics personnel in developing objectives for Section as well as plans to accomplish
their objectives within the first operational period, or in accordance with the MOC Action
Plan.
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
Ensure that all Section personnel maintain position logs and other paperwork, as required.
Supervise Section personnel.
Monitor Section staffing levels and request additional personnel as necessary to cover all
required shifts.
Provide a Situational Report to the Planning Section Chief prior to the end of each
operational period to facilitate Action Planning for the next operational period.
Participate in the MOC Action Planning process and all the MCG meetings/briefings.
Ensure that the Logistics Section objectives, as defined in the current Action Plan, are being
addressed, and monitor progress, as necessary.
Ensure that transportation requirements, in support of response operations, are met.
Ensure that all requests for facilities and facility support are addressed.
Ensure that all resources are tracked and accounted for in cooperation with the Planning
Section, as well as resources obtained through mutual aid.
Ensure all expenditures and financial claims have been coordinated through the Finance /
Administrative Section.
Identify high cost resources that could be demobilized early and advise other Section Chiefs.
Ensure coordination with Operations before commencing demobilization.
Ensure that all paperwork is complete and logs are closed and sent to Finance/Admin, and
any open actions are reassigned to appropriate jurisdictional and/or MOC staff.
Brief the incoming MOC Logistics Section Chief at shift change, ensuring that ongoing
activities are identified and follow-up requirement are known.
Demobilization Phase:
Deactivate your assigned position and the Section when authorized by the MOC
Commander.
Ensure that any open actions in your position log, that are not yet complete at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs, and submit to Documentation Unit
prior to demobilization.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g., sign out, leave a contact phone number, return
equipment or other material, etc).
Be prepared to provide input to the Post Incident Action Report (PIAR).
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
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Section 16
Finance/Administration Section Chief
Reports to: MOC Commander
Responsibilities:
1. Exercise overall responsibility for coordination of all required functions within the MOC
Finance/Administration Section.
2. Establish the appropriate level of branch and/or unit staffing within the Finance/Admin
Section, continuously monitoring the effectiveness of the organization and modifying as
required.
3. Ensure Section objectives and assignments identified in the MOC Action Plans are carried
out effectively.
4. Keep the MOC Commander informed of significant issues relating to the Finance/Admin
Section.
5. Supervise Finance Section personnel.
Activation Phase:
Common MOC Check-In Activities:
Sign in on the MOC Check-In/Check-Out Log.
Participate in facility/safety orientation on arrival for the first shift, if required.
Set up/replenish your workstation and request necessary resources ± e.g. computer, phone,
pager/cell phone, stationary and necessary reference documents.
Review your Position Checklist, as well as checklists of any other positions for which you are
responsible.
Establish and maintain a Position Log.
Obtain situational information from whatever sources are available, e.g., briefing minutes,
status information boards, Situation Reports, Status Reports, review of Position Log, etc.
Specific Functional Activities:
Report to MOC Commander to obtain current situation status and specific job
responsibilities. A preliminary situation briefing may be provided by the Planning Section
Chief or other MOC Management Staff, as appropriate.
Ensure that the Finance/Admin Section is set up properly and that appropriate personnel,
equipment, and supplies are in place.
Activate appropriate units based on functions required within the Section and designate
Branch or Unit Coordinators, as necessary.
Consult with MOC Commander for spending limits.
Consult with the Policy Group as necessary.
Meet with the Logistics and Operations Section Chiefs and review financial and
administrative requirements/procedures; determine the level of purchasing authority to be
delegated to each.
In conjunction with Unit Coordinators, determine the initial Finance Action Planning
objectives for the first operational period.
44
Operational Phase:
Document all decisions, approvals, and significant actions in the Position Log.
Ensure that all Finance/Admin Section personnel maintain position logs and other
paperwork, as required.
Supervise Finance/Admin Section personnel.
Monitor Finance/Admin Section staffing levels and request additional personnel, as
necessary, to cover all required shifts.
Provide Finance/Admin Section staff with information updates via Section briefings, as
required.
Ensure that displays associated with the Finance/Admin Section are current, and that
information is posted in a legible and concise manner.
Participate in all action Planning meetings.
Provide a Situational Report, including cost estimates, to the Planning Section Chief prior to
the end of each operational period to facilitate Action Planning for the next operational
period.
Participate in the MOC Action Planning process and all the MCG meetings/briefings.
Ensure that the Finance Section objectives, as defined in the current Action Plan, are being
addressed, and monitor progress, as necessary.
Keep the MOC Commander and the MCG informed of the current fiscal situation and other
related matters, on an on-going basis.
Ensure that financial records are maintained throughout the event of disaster.
Ensure that the personnel records and all staff time are tracked and recorded.
In coordination with the Logistics and Operations Sections, ensure that purchasing
processes, purchase orders and contract development are conducted in a timely manner.
Ensure that the compensation claims, resulting from the disaster, are properly recorded and
reported in a reasonable timeframe, given the nature of the situation.
Ensure that time sheets and travel expense claims are processed promptly.
Ensure that all cost and claim documentation is accurately maintained during the response.
Brief the incoming Finance Section Chief at shift change, ensuring that ongoing activities are
identified and follow-up requirements are known.
Demobilization Phase:
Ensure that all expenditures and financial claims have been processed and documented.
Deactivate your assigned position and the Section when authorized by the MOC
Commander.
Ensure that any open actions in your position log, that are not yet completed at time of
demobilization, are reassigned.
Complete all required forms, reports, and position logs, and submit to Documentation Unit
prior to demobilization.
Clean up your work area before you leave.
Follow MOC check-out procedures (e.g., sign- out, leave a contact phone number, return
equipment or other materials, etc).
Be prepared to provide input to the MOC Post Incident Action Report (PIAR).
Access critical incident stress management support, as needed.
Participate in formal post-operational debriefings, as required by your organization.
45
Section 17
Municipal Services/Resources
The following subsections identify/assign responsibilities for the provision of inherent Municipal
Services and Resources in support of the Incident Management System and MOC Command in the
event of the MOC activation. Municipal managers, staff and other agencies are to provide the
following as needed:
a) Chief Administrative Officer ³CAO´
The Services of the CAO continue to be:
The CAO oversees the management of the Municipal Corporation, the individual departments within
the corporation, and all staff. The CAO is responsible for maintaining the Business Continuity of the
Municipal Corporation and the Municipal Community during an emergency incident, as well as
providing support and participating in the IMS.
The responsibilities of the Chief Administrative Officer are, but not limited to, maintaining
and providing the following:
Arrange and provide for Mutual Assistance as required.
Maintain and provide contact lists and directories for Administrative Level government and
agencies.
Determine the level of staffing required for municipal operations not directly associated with
an emergency and arrange support services.
Ensure that the necessary administrative and clerical staffs are provided to assist the
Municipal Control Group and IMS Structure.
Secure the necessary financial reports and support from existing financial institutions and/or
Provincial or Federal authorities.
Ensure that the appropriate legal and statutory requirements are met. Legal assistance shall
be provided by the Solicitor.
Ensure the Municipal Corporate Business Continuity Plan is maintained and available.
Perform and provide other such CAO Functions as required.
b) Police Services ³OPP´
The Services of the Police continue to be:
The Protection of life and property through, Preservation of the Peace, Prevention of Crime,
Crowd and traffic control, and Investigation of Crime.
The responsibilities of the Police are, but not limited to, maintaining and providing the
following:
The Police Service will implement its procedure for Major Incident Plan including the
following: Alert and assist other emergency agencies.
Control and disperse crowds within the Emergency Area.
Control traffic in the immediate vicinity of the Emergency Area to facilitate the movement of
emergency vehicles.
46
Provide traffic control to facilitate movement of ambulances to hospitals and medical facilities
and to assist in the movement of other emergency vehicles to and from the Emergency Area.
Alert persons endangered by the disaster and evacuate buildings or areas as authorized and
directed by the Municipal Control Group.
Prevent unauthorized entry into the Emergency Area and maintain law and order, and
prevent looting within the Emergency Area.
Maintain order in any evacuation centre.
Provide notification of fatalities to the coroner.
Provide assistance to the coroner in the location and operation of a temporary morgue.
Provide communications between the MOC and Police Command.
c) Fire and Emergency Services
The Services of the Fire Department continue to be:
The Protection of Life, Property, and the Natural Environment, through Fire Prevention,
Public Education, Code Enforcement, and Emergency Fire and Rescue Response.
The responsibilities of the Fire Service are, but not limited to, maintaining and providing the
following:
Provide for the activation of Mutual Aid as required.
Provide operations connected with the fighting of fires.
Provide rescue and extrication operations.
Provide Medical Aid in concert with EMS and the Departments Level of Training.
Provide a list of personnel, equipment and apparatus for the Fire and Emergency Services.
Provide equipment and manpower to assist in pumping operations, conditions permitting.
Activate the Peterborough County Emergency Fire Services Plan (Mutual Aid), as required.
Provide interpretation, advice and assistance on the Transportation of Hazardous Materials
through CANUTEC, the M.O.E. Spills Action Centre and the Emergency Response Guide.
Provide Building information through departmental pre-plans and inspection records.
Activate Provincial HUSAR Response Team, as required.
Activate Provincial HAZMAT Response Team, as required.
Provide Hydro related updates as required through usage of protected contact numbers.
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d) Public Works
The Services of Public Works include those areas of operation associated with general construction,
maintenance and repair of roadways, physical infrastructure, urban and rural forestry, solid waste
collection and disposal, landfill sites, street lighting, and municipal water supply systems.
The responsibilities of Public Works are, but not limited to, maintaining and providing the
following:
Provide an inventory of equipment and personnel available to assist in the response to an
emergency.
Ensure that an inventory of contractors and equipment suppliers is available to assist in an
emergency.
Ensure that a list of transportation companies with contacts and equipment available to
assist in an emergency is provided.
Ensure that all vehicles, equipment and personnel are available for assistance.
Provide barriers and flashers for control for the Emergency Area.
Clear debris, snow or other obstructions in and around the Emergency Area.
Arrange delivery of emergency water supplies for human consumption.
Conduct emergency pumping operations, sandbagging and other flood and water control
measures.
Maintain the essential services of sanitary sewers and storm sewers as required for health
and safety purposes.
Provide supplies of fuel and oil for emergency services vehicles.
Arrange for the provision of portable washrooms and other sanitary facilities and provide
essential waste disposal.
Maintain essential streets and access routes for pedestrian and vehicular access.
Arrange and provide transportation for evacuation, as required.
Provide equipment and personnel to assist in the clearing of trees and property.
The Superintendent of Public Works shall in concert with the Municipal contracted water
supply and maintenance professional, provide the Municipal Control Group with information
as to the operations, capabilities, and safety of Municipal Supply Systems.
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Section 18
Allied Agencies
a) Emergency Social Services
Activation
The City of Peterborough Emergency Social Services (ESS) Team may be activated either directly
or during a multi-municipal event, via the MCG Liaison Officer, through the County of Peterborough
Emergency Operations Centre. When an ESS Team representative is required to attend the County
of Peterborough Emergency Operations Centre, they will be assigned to the Logistics sector.
General
The responsibilities of the Emergency Social Services Team include those areas of operation
associated with:
a. Provision of Reception/Evacuation centre services, including registration and inquiry,
emergency feeding, emergency clothing, emergency lodging and personal services.
b. Co-ordination of supply and demand of ESS human resources, both volunteer and
compensated.
Resources
The City of Peterborough Community Emergency Management Coordinator will maintain a list of
equipment and ESS personnel available to assist in the response to an emergency, including
volunteer and community partner agencies
Evacuation Centres
The City of Peterborough Community Emergency Management Coordinator will maintain a list of
City of Peterborough facilities that have been identified as suitable Reception/Evacuation Centre
sites. The County of Peterborough and Township Community Emergency Management
Coordinators¶ will identify and provide details of sites in the County of Peterborough, which are
suitable for the provision of Reception Centre/Evacuation services during a localized emergency
event.
Responsibilities
The responsibilities of Emergency Social Services staff in the City Emergency Operations Centre
shall be:
Establish Reception/Evacuation Centres with regards to the opening, security, facility
contact, identification and coordination of the required ESS functions and necessary human
resources.
Work with the impacted Township to coordinate the movement of people from the
emergency area to Reception/Evacuation Centres, once the Centres have been established.
Work with the United Way of Peterborough and District to select the most appropriate site(s)
for registration of human resources.
Maintain records of human resources/administrative details, evacuee details and costs
associated with the provision of emergency social services, and arrange for the provision of
such details to the responsible Township(s) for cost recovery purposes. When applicable,
provide such details to the Ministry of Municipal Affairs and Housing for consideration under
the Ontario Disaster Relief Assistance Program (ODRAP).
49
Coordinate transportation for ESS Team human resources, as required.
Obtain assistance, if necessary, from the Provincial Ministry of Community and Social
Services.
Maintain a log of all actions taken.
b) Medical Officer of Health
Activation
The Medical Officer of Health may be activated either directly or during a multi-municipal event, via
the MCG Liaison Officer, through the County of Peterborough Emergency Operations Centre. When
a representative is required to attend the MOC they will be assigned to the appropriate IMS Sector
by the MOC Commander.
General
The responsibilities of the Medical Officer of Health include those areas of operation associated
with:
Communicable Diseases
Health Inspection Services
Advice on Medical Services
Public Health Advisory
Responsibilities of the Medical Officer of Health
The office of the Medical Officer of Health shall:
Provide information and instructions to the County Control Group (C.C.G.) and the
population on matters concerning public health.
Protect the health of the community from inherent health threats by enforcement of the
applicable legislation.
Continue delivery of established programs to ensure continuity of care and general health
protection.
Activation and direction of the Pandemic Influenza Contingency Plan ³Appendix K-1´
Activation and direction of the Extreme Heat Response Plan ³Appendix K-2´
Activation and direction of the Extreme Cold Response Plan ³Appendix K-3´
Maintain a log of all actions taken
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c) Emergency Medical Services (EMS)
General Responsibilities:
The general responsibilities of Emergency Medical Services include those areas of operation
associated with:
Ensuring provision of emergency medical services at the site of the emergency
Ensuring continuity of emergency medical services coverage is maintained throughout the
remainder of the community/county.
Liaise with the Peterborough Regional Health Centre to help facilitate medical services at the
hospital.
Responsibilities of the Emergency Medical Services:
Emergency Medical Services shall ensure the following:
Establish an ongoing communication link with the senior EMS official at the scene of the
emergency.
Obtain EMS from other Municipalities for support, if required.
Ensuring sufficient resources are available and assigned in order to perform triage treatment
and transportation for the emergency.
Advising the CCG if other means of transportation is required for a large-scale response.
Liaise with the Ministry of Health and Long Term Care Central Ambulance Communication
Centre to ensure balanced emergency coverage is available at all times throughout the
community.
Assist other health institutions to deliver emergency services to victims of the emergency.
Ensure liaison with the receiving hospitals.
Ensure liaison with the Medical Officer of Health, as required.
Ensure distribution of casualties in an appropriate and effective way.
Maintain a log of all actions taken.
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Section 19
Non Government Organization(s) (NGO)
a) Canadian Red Cross (CRC)
Activation
The Township of Havelock-Belmont-Methuen and the Canadian Red Cross have entered into a
services agreement attached as Appendix O.
The Canadian Red Cross may be activated as directed by the MOC Commander, via the MCG
Liaison Officer by following the activation directions found in the Red Cross agreement.
General
To provide registration and inquiry services at evacuation/reception centres in support of the
emergency response.
To provide staff and resources to perform the emergency lodging requirements at designated
reception/evacuation centres.
To provide other such services as described within the agreement.
Responsibilities of the Canadian Red Cross (CRC)
Upon receiving notification by the MOC Commander, the Red Cross shall:
Activate the local Red Cross Emergency Response Plan.
Establish and maintain contact with the Municipal Control Group in the Municipal Operations
Centre.
Provide staffing and management of reception and information centres.
Provide an emergency lodging service that organizes safe, temporary lodging to persons in
need.
Maintain a record of all actions taken.
b) Salvation Army
Activation
The Salvation Army may be activated either directly or during a multi-municipal event, via the MCG
Liaison Officer, through the County of Peterborough Operations Centre. When a representative is
required to attend the MOC they will be assigned to the Logistics sector.
General
To provide immediate food, drink and clothing to persons in need, due to the emergency.
Responsibilities of the Salvation Army:
Upon receiving notification from the Municipal Control Group, the Salvation Army shall:
Activate the local Salvation Army¶s emergency response system.
Establish and maintain contact with the MOC or COC Commander.
52
At the request of the MCG or CCG, provide food and clothing at the reception and
evacuation centres.
Mobilize and co-ordinate the response of Salvation Army personnel from outside the
Peterborough area, if required.
Maintain a log of all actions taken.
c) St. John Ambulance
Activation
The St John Ambulance Service may be activated either directly or during a multi-municipal event,
via the MCG Liaison Officer, through the County of Peterborough Operations Centre. When a
representative is required to attend the MOC they will be assigned to the Logistics sector.
Responsibilities of the St. John Ambulance
St John Ambulance shall:
Upon receiving notification, activate the organization.
Provide assistance as required in the delivery of triage, first aid and casualty handling, at the
Reception Centres and/or Evacuation Centres.
Maintain a log of all actions taken.
d) Amateur Radio (ARES)
Activation
The Amateur Radio Emergency Services may be activated either directly or during a multi-municipal
event, via the MCG Liaison Officer, through the County of Peterborough Operations Centre. When a
representative is required to attend the MOC they will be assigned to the Logistics sector.
Responsibilities of the Amateur Radio Emergency Service
Under the direction of the Logistics Officer, the Amateur Radio Emergency Service shall:
Provide radio communication where needed, in support of the municipal emergency
response.
Designate operators to report to the Municipal Operations Centre.
Activate all ARES members to monitor the appropriate frequency and to remain on stand-by.
Maintain a record of all activity and IN/OUT@ message register.
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Section 20
Incident Commander ³I/C´ - (Site)
Reports to: MOC Commander
Activation:
The first arriving agency, officer or senior personnel will establish Incident Command.
The Incident type will generally dictate the agency who will assume command, and the type of
command structure, be it single or unified.
Transfer of Command:
The transfer of command will take place as per agency protocols; normally the arrival of higher
ranking officers will initiate the transfer of command.
The transfer of command will take place with a detailed face to face briefing.
Incident Command
There is one Incident Commander per Incident/Site. In the event there is more than one Incident
location/site there will be an Incident Commander (I/C) established for each location/site.
Area Command may be established in the event of multiple sites.
The Incident Commander's role is to provide the necessary on-site management, direction, control
and coordination of the emergency response by establishing Incident Command, an Incident
Command Post, and by implementing the Provincial Incident Management System (IMS).
Responsibilities of the Incident Commander
The I/C shall:
Assume and establish the appropriate Command Structure for the Incident (Single or
Unified).
Implement the IMS and direct, control and coordinate the on-site emergency response.
Establish and provide for Planning, Logistics, Administration and Operations, as required.
Establish an Incident Command Post (ICP).
Establish and maintain emergency response communications.
Establish and maintain communications with the Municipal Operations Centre.
Provide Situational Reports to on-site personnel and agencies.
Provide Situational Reports to the Municipal Control Group.
Conduct size-up and develop an Incident Action Plan and set the Operational Period.
Conduct the necessary briefings as required.
Seek approval from MOC on financial limits for procurement of resources.
Provide for site visits and tours of Municipal and other Government Officials, as required.
Take such action as deemed necessary to minimize the effects of the emergency or disaster.
Maintain a log of all actions taken.
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Section 21
Community Emergency Management Coordinator (CEMC)
Responsibilities of the Community Emergency Management Coordinator (CEMC) include:
Successfully complete all training, as required by Emergency Management Ontario, and
maintain familiarity at all times with current standards and legislated community
accountabilities, ensuring that senior management and elected officials are aware of the
latter.
Identify emergency management program financial and resource requirements and prepare,
or assist in the preparation of, an annual emergency program budget submission.
Form a Community Emergency Management Program Committee.
Conduct the community¶s Hazard Identification and Risk Assessment process.
Prepare community emergency response plan and submit changes to EMO.
Ensure the designation and development of an appropriate community Municipal Operations
Centre.
Conduct the critical infrastructure identification process.
Document the existing community emergency response capability, and identify and attempt
to address additional needs.
Conduct annual training for the members of the Municipal Control Group and Municipal
Operations Centre staff.
Conduct an annual exercise to evaluate the community emergency response plan.
Identify individual(s) to act as community emergency information staff.
Develop and implement a community emergency management public awareness program.
Conduct an annual review of the community emergency management program.
Provide emergency management expertise and administrative support to the Municipal
control group during an emergency.
Maintain the response plan to ensure it is up to date and accurately reflects the community
risk assessment and emergency management program priorities.
Liaise with the sector EMO Community Officer, at all times, to ensure that the community
emergency management program maintains the legislated standards.
Maintain familiarity with the Joint Emergency Preparedness Program (JEPP) and prepare or
assist others too, in the preparation of funding requests to be submitted on the community¶s
behalf.
Monitor the community¶s level of mandated emergency program achievements and process
the required verification documents to Emergency Management Ontario.
Ensure that equipment and supplies are available in the designated (MOC) municipal
operations centre.
Compile a final report on the emergency.
Complete form C-1 and submit to EMO on an annual basis.