Bylaw A 2024-020 Being a Bylaw to Establish a Municipal Emergency Plan
Joly, Ontario
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Schedule "A" To Bylaw A-2024-020
Municipal Emergency Plan
This IMS based Emergency Plan is issued under the authority of the Councils of
the Municipalities of Sundridge, Strong, Joly, South River as per corresponding
By-laws listed in Appendix "A" of this document.
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Municipal Emergency Plan
Table of Contents
Foreword ......................................................................................................................... 5
Acronyms ........................................................................................................................ 6
Section 1 - Purpose ......................................................................................................... 6
Section 2 - Authority ........................................................................................................ 7
Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9. ......................... 7
Ontario Regulation 380/04. .............................................................................................. 8
Incident Management System (IMS) for Ontario (Doctrine) December 2008. .................. 8
Accessibility for Ontarians with Disabilities Act /Ontario Regulation 429/11 and 191/11. 9
Canadian Standards Association (CSA) Canadian Emergency Management and
Business Continuity Program Standard (CSA Z1600) ................................................... 11
Section 3 - Application ................................................................................................... 11
Section 4 - Confidentiality of Plan .................................................................................. 12
Section 5 - Incident Management Systems (IMS) .......................................................... 12
IMS Key Functions ........................................................................................................ 13
Key IMS Functions & Responsibilities: ........................................................................................ 13
IMS Principles ................................................................................................................ 14
Municipal Hierarchy: ...................................................................................................... 15
EOC Standard Colours and Identification ...................................................................... 15
IMS Functional Structure ............................................................................................... 16
EOC Functional Process ............................................................................................... 16
Establishing EOC Coordinator ....................................................................................... 17
Transfer of Coordinator .................................................................................................. 17
Incident Action Plan ....................................................................................................... 17
Operating Period ........................................................................................................... 17
Expansion of the MECG & IMS ...................................................................................... 18
Section 6 - Municipal Emergency Control Group (MECG) / Emergency Operations Centre
(EOC) ............................................................................................................................ 19
Municipal Emergency Control Group (MECG) Responsibilities: ..................................... 19
Emergency Operations Centre (EOC) ........................................................................... 21
Municipal Emergency Control Group (MECG) ................................................................ 21
Notification Procedure of the Municipal Emergency Control Group (MECG) .................. 24
Requests for Assistance ................................................................................................ 24
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Declared State of Emergency (Notification) ................................................................... 24
Section 7 - Policy Group ................................................................................................ 25
Section 8 - EOC Coordinator ......................................................................................... 28
Section 9 - Safety Officer "SO" (Coordinator Staff) ......................................................... 30
Section 10 - Liaison Officer "LO" (Coordinator Staff) ...................................................... 33
Section 11 - Emergency Information Officer "EIO" (Coordinator Staff) ........................... 36
Section 12 - Documentation Registration Officer "DRO" (Command Staff) .................... 38
Section 13 - Operations Section Chief "OSC" ............................................................... 41
Section 14 - Planning Section Chief "PSC" ................................................................... 44
Section 15 - Logistics Section Chief "LSC" .................................................................... 46
Section 16 - Finance/Administration Section Chief "FASC" ............................................ 49
Section 17 - Municipal Services/Resources ................................................................... 52
Chief Administrative Officer "CAO"/Clerk Administrator "CA" .......................................... 52
Police Services "OPP" ................................................................................................... 52
Fire and Emergency Services ........................................................................................ 53
Public Works ................................................................................................................. 54
Section 18 - Allied Agencies .......................................................................................... 55
Emergency Social Services ........................................................................................... 55
Medical Officer of Health ............................................................................................... 56
Emergency Medical Services (EMS) .............................................................................. 57
Section 19 - Non-Government Organization(s) (NGO) .................................................... 57
Section 20 - Incident Commander "I/C" (Site) ................................................................ 58
Section 21 - Community Emergency Management Coordinator (CEMC) ...................... 59
Foreword
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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 coordinated response by several 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
coordination of municipal, provincial, federal, private, and volunteer services in an
emergency to bring the situation under control as quickly as possible.
All officials of the Municipalities of Sundridge, Strong, Joly and South River 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.
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Acronyms
"CEMC"
Community Emergency Management Coordinator
"DRO"
Documentation Registration Officer
"EIO"
Emergency Information Officer
"EMPCA"
Emergency Management Civil Protection Act
"FASC"
Finance/Administration Section Chief
"I/C"
Incident Commander
"IMS"
Incident Management System
"LO"
Logistics Officer
"MECG"
Municipal Emergency Control Group
"EOC"
Emergency Operations Centre
"IAP"
Incident Action Plan
"OSC"
Operations Section Chief
"PEOC"
Provincial Emergency Operations Centre
"PSC"
Planning Section Chief
"SSJSR"
Sundridge Strong Joly South River
"CAO/CA"
Chief Administrative Officer/ Clerk Administrator
"EOCC"
Emergency Operations Centre Coordinator
"PIAR"
Post Incident Action Report
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: "Municipal Emergency Plan". The
Municipal Emergency Plan shall be used during an
emergency, ("emergency": 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 coordinated, 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.
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ii.
the establishment of a procedure for the formal declaration
and termination of an emergency within the Municipalities
of SSJSR;
iii.
the establishment of a Municipal Emergency Control Group
(MECG) and an Emergency Operations Centre (EOC) 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 Municipalities
and the community.
iv.
the provision of both an effective training program and the
deployment of all resources required in an emergency
situation within the Municipalities of Sundridge, Strong, Joly,
South River
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:
Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9.
Section 3 (1) states: "Every municipality shall formulate an emergency plan governing
the provision of necessary services during an emergency and the procedures under and
the manner in which employees of the municipality and other persons will respond to
the emergency and the councils of the municipalities shall by by-law adopt the
emergency plan". 2002, c. 14, s.5 (2)
Declaration of emergency
Section 4. (1) states: "The 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
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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 to terminate an emergency
Section 4. (2) states: "The head of council or the council of a municipality may at any
time declare that an emergency has terminated."
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.
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.
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 Chief, 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)
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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, three definitions as stated in Annex
D-Glossary and Acronyms of Key Terms of the Doctrine are provided below:
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.
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 predicated 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.
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 Municipalities of Sundridge, Strong, Joly, South River shall provide Emergency
Plan information in an accessible format upon request in accordance with the municipal
Accessible Customer Service Policy.
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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 support, 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 December 31, 2024.
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 appendices which are
deemed confidential.
As stated in the Municipal Freedom of Information and Protection of Privacy Act, R.S.O.
1990,:
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.
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Section10 (1) 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.
Canadian Standards Association (CSA) Canadian Emergency
Management and Business Continuity Program Standard (CSA Z1600)
Business Continuity Program Standard (CSA Z1600) establishes 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
The entity shall establish procedures for coordinating response, continuity, and recovery
activities.
By-laws (Appendix A) of the Municipalities of Sundridge, Strong, Joly, South River as
certified by the Clerks of the Townships/Villages documents with Council's official
approval of this Municipal Emergency Plan.
This Plan and By-law have been filed with the Office of the Fire Marshal and Emergency
Management Ontario, Ministry of Community Safety and Correctional Services.
Section 3 - Application
All elected or appointed municipal officials of the Townships/Villages 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.
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Section 4 - Confidentiality of Plan
The Municipalities of Sundridge, Strong, Joly, South River 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 defense 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.
Section 5 - Incident Management Systems (IMS)
IMS Overview
The designated Municipal Emergency Control Group (MECG) for the Corporations of
the Village of Sundridge, Township of Strong, Township of Joly, Village of South River
have adopted the Province of Ontario Incident Management System (IMS) as the tool
and process to assist the MECG 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 fulfil the required functional roles regardless
of their normal daily positions and assignments within the Municipalities. It is however
important to note that some functional requirements in the Emergency Operations
Centre (EOC) are best suited by individuals who possess the required training,
competency, and professional skills to fulfil the functional responsibilities.
The five functions of the Incident Management System are the responsibility of the
Emergency Operations Centre (EOC) Coordinator. The first arriving Municipal
Emergency Control Group (MECG) member will assume the function of the EOC
Coordinator. The EOC Coordinator function may be transferred as other members of
the MECG arrive. The EOC Coordinator has the authority to delegate functions as
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required (toolbox 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 to effectively and efficiently manage the incident.
It is important to note the EOC Coordinator is responsible for ensuring all functions of
the IMS are completed regardless of if he/she chooses to delegate the function or not.
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 Emergency Control Group members assuming the primary functions of IMS
should have previously achieved the required training to do so.
Key IMS Functions & Responsibilities:
Function
General Responsibilities
Policy Group
Fulfil legislative duties, provide a structure to allow a functional
avenue for advice and assistance, as required, to the EOC Team.
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.
EOC Coordinator
Responsible for the overall management of the MOC facility and
assigned resources within the EOC, and the provision of support
to 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. EOC Coordinator
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 the EOC Coordinator of issues related
to outside assistance and support, including current or potential
inter- organization needs.
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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
8. Span of Control
15. Comprehensive Resource
Management
2. Applicability
9. Consolidated Incident Action Plan
16. Designated Incident Facilities
3. Management by
Objectives
10. Integrated communications
17. Accountability
4. Simplicity & Flexibility
11. Sustainability
5. Standardization
12. Modular & Scalable Organization
6. Interoperability
13. Information Management
7. Unity of Command
14. Inter-Organizational Collaboration
Operations Section Chief
Responsible for providing overall supervision and leadership to
the Operations Section, including the implementation of the
Incident Action Plan (IAP), 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 IAP 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 IAP, 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.
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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 Chief. The corporate structure does however have a natural inferred
hierarchy that is applicable to an Incident Management System.
The following applies to the SSJSR Municipal Emergency Control Group (MECG) for the
purpose of implementing the Incident Management System. (Listed in descending
order)
>Clerk/ Administrator (C/A)
>Policy Group (Head of Council)
>Department Managers
>Working Foreman/Supervisors
>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 "Policy Group". This is a designated separate entity, yet
an intricate part of the Incident Management System.
EOC Standard Colours and Identification
The municipalities of SSJSR Emergency Operations Centre (EOC) adopt the Colour
identification system set out in the Province of Ontario IMS Doctrine.
All MECG will be identified by lanyards with a Coloured Tag and Function I.D. Name:
Function I.D.
Colour
Policy Group
White
MOC Commander & Command Staff
Green
Operations Chief
Red
Planning Chief
Blue
Logistics Chief
Yellow
Finance / Admin. Chief
Grey
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IMS Functional Structure
EOC Functional Process
The following list outlines a typical functional cycle within the EOC. The IMS is reliant
upon an approved Incident Action Plan with specific objectives and operational period of
time.
i.
Establish Coordination Function
ii.
Set up EOC
iii.
Begin information gathering process (size up) (Incident Briefing)
iv.
Perform Planning Function (expand as required)
v.
Determine Primary Objectives & Strategy
vi.
Develop Incident 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 the EOC Coordinator has deemed the EOC operations terminated.
Finance / Admin
Section
Logistics Section
Planning Section
Operations
Section
EOC Policy Staff
Coordinator
Policy Group
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Establishing EOC Coordinator
The "function" of EOC Coordinator will be assumed by the first arriving MECG member
based on the above noted hierarchy (Sec 5 d). The MECG member shall remain as the
EOC Commander until relieved by the arrival of a senior or higher ranking MECG
member or when a shift change is necessary.
The C/A has the authority to assume and/or delegate EOC Coordinator as he/she
determines the emergency situation requires.
Transfer of Coordinator
EOC Coordinator, Coordinators Staff, and General Coordinator 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 EOC Coordinator.
Incident Action Plan
The EOC Coordinator is responsible for the development of the Incident Action Plan
(IAP), either personally or by delegation with the assignment of a Planning Section
Chief. The IAP will identify the strategy and objectives of the MECG for a specified
operational period. The IAP requires final approval of the EOC Coordinator prior to
implementation.
Operating Period
Members of the Municipal Emergency 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 IAP.
The EOC Coordinator will establish the frequency of briefings/meetings based on the
IAP 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 EOC Coordinator and/or the Planning 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.
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Expansion of the MECG & IMS
The EOC Coordinator 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
the Municipalities the size of SSJSR. However, as the incident grows more assistance
may be required in all or some of the functional areas. This process is governed by the
"span of control" and modular organization. For example, the addition of branches,
divisions and/or sectors may be required.
Municipalities of SSJSR EOC/IMS Base Model (Sample Level 1)
EIO
DRO
Logistics
Operations
LO
EOC
Coordinator
NGO/outside
agencies
Police
Fire
Public
Works
Policy
Group
Finance /
Administration
Planning
Safety Officer
Tool Box
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Municipalities of SSJSR 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 until responsibility
transferred.
Section 6 - Municipal Emergency Control Group
(MECG) / Emergency Operations Centre (EOC)
Municipal Emergency Control Group (MECG) Responsibilities:
The general responsibilities of the MECG 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.
Safety Officer
Finance / Administration
Planning
Logistics
Operations
EIO
LO
EOC
Coordinator
Public Works
NGO/outside
agencies
Fire
Events Log
Documentation Unit
EOC Check -in
Registration
Police
Tool Box
Policy Group
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2. Providing for the Municipality(s) 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 MECG 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 Emergency Control Group (MECG) 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 Emergency
Control Group is appropriate.
- Establishing direct continuous communications with the Policy Group
and the Incident Site.
- Advising the Head of Council (Mayor/Deputy Mayor) as to whether the
declaration of an emergency is recommended.
- Advising the Head of Council (Mayor/Deputy Mayor) on the need to
designate all or part of the Municipality 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.
- Discontinuing utilities or services provided by public or private concerns,
i.e. hydro, water, gas, closing 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.
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- Notifying, requesting assistance from and/or liaison with various levels of
government and any public or private agencies not under municipal
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.
Emergency Operations Centre (EOC)
Upon notification, the Municipal Emergency Control Group shall report to the primary
Emergency Operations Centre, in the event this operation centre cannot be used, the
alternate EOC shall be activated. The primary and secondary EOC locations are
identified in
Appendix "B".
The EOC is a facility that the Municipal Emergency Control Group (MECG) has
strategically predetermined as its location and equipped to facilitate executive decision-
making and coordination. The EOC is equipped with technological communication
devices and equipment that is readily available to the members of the Municipal
Emergency Control Group to assist them in carrying out their assigned functions and
duties.
Municipal Emergency Control Group (MECG)
The emergency response will be directed and controlled by members of the Municipal
Emergency Control Group (MECG) performing the functions of IMS. They are
responsible for coordinating the provision of management and resources necessary to
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minimize the effects of an emergency on the community. Confidential contact
information can be found in Appendix "C".
The MECG consists of the following positions:
a. Head of Council - Mayor (one from each municipality)
b. Chief Administrative officer/Clerk Administrator (one from each municipality)
c. Head of Public Works Department (one from each municipality)
d. CEMC (Shared position amongst members of the shared service)
e. Fire Chief (one from each of the two departments)
f. Alternate CEMC (one from each municipality)
g. Emergency Information Officer
The following Positions may assist the MECG
a. Facilities/Recreation Manager(s)
b. Deputy Fire Chief/Fire Prevention Officer
c. Police OPP
d. CN Railroad Representative
e. Hydro One Representative
f. EMS Supervisor Parry Sound
g. I.T. Systems Analyst
h. Human Resources Coordinator
i. Planner
j. Deputy Clerk
k. Ham Radio Operator (local)
l. Deputy Treasurer
m. Other Municipal staff. As required
n. Lakeland Power
o. Enbridge
p. Red Cross
q. Trans Canada Pipeline
r. OPP Dispatch
* Note: The Fire Chief is most likely to be deployed on-scene and may be acting as on-
site Incident Command as well. Fire Chief will liaise with the MECG.
The MECG may function with only a limited number of persons depending upon the
emergency. While the MECG may not require the presence of all the people listed as
members of the MECG, all members of the MECG shall be notified when activation
occurs. When an emergency exists but has not yet been declared to exist, MECG
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 Municipalities of
Sundridge, Strong, Joly, South River.
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The following chart identifies the suggested assigned responsibilities for MECG
members. It is recognized that any member of the MECG may be required to carry out
one or more of the five functions of the IMS or be assigned to perform a supporting role.
Operations
Facilities Maintenance Coordinator
Manager of Recreation Services
Deputy Fire Chief /
Fire Prevention
Officer
Public Works Supervisor
Logistics
Suggested MECG or support staff member
Policy Group
Mayor
Deputy Mayor
EOC Coordinator
CAO/CA
Manager of Financial Services/Treasurer
Manager of Community & Corporate Services/Clerk
Revenue Coordinator/Accounting Assistant -
Deputy Treasurer / I. T. Coordinator
I.T. Systems Analyst
Human Resources Coordinator
Finance/Administration
Safety Officer
Liaison Officer
Doc. Reg. Officer (DRO)
Emergency Information
Officer
Clerk/Administrator
Planning
Manager of Building and Planning
Manager of Public Works
Manager of Community & Corporate Services/Clerk
Revenue Coordinator/Accounting Assistant -
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Notification Procedure of the Municipal Emergency Control Group
(MECG)
i. The members of the Municipal Control Group (MECG) are notified in order by
telephone starting at the top of the list and working down until all members or alternates
have been contacted. (see contact list in Appendix "C").
ii. The Municipal Emergency Plan and the Emergency Operations Centre may be
activated in response to a variety of problems and any one of the members of the
Municipal Emergency Control Group (MECG) may call and/or initiate activation.
Notification Purpose:
The purpose of the Notification Procedure is to alert members of the MECG of the
emergency and to relay that information to the rest of the Municipal Emergency Control
Group in a timely manner.
Requests for Assistance
Assistance may be requested from neighbouring Municipalities at any time by
contacting the neighbouring Municipality's "Head of Council". The request shall not be
deemed to be a request that the neighbouring Municipality 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 The
Provincial Emergency Operations Centre (PEOC).
Assistance may be requested from other Municipalities who are participating in the
Municipal Mutual Assistance Agreement as per Appendix "K".
Assistance may be requested from other Municipalities who are participating in what is
commonly referred to as Mutual Aid.
Declared State of Emergency (Notification)
The Head of Council (Mayor), or in his/her absence the Deputy Mayor, that are listed
members of the MECG, is responsible for declaring an emergency. This decision is
usually made in consultation with other members of the Municipal Emergency Control
Group.
Upon declaring or terminating an emergency, the Head of Council (Mayor/Deputy
Mayor) will notify:
- Office of the Fire Marshal and Emergency Management Ontario,
- Ministry of Community Safety and Correctional Services.
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- Council.
- Public.
- Neighbouring community officials, as required.
- Local Member of the Provincial Parliament (MPP).
- Local Member of Parliament (MP).
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.
Section 7 - Policy Group
Policy Group Members:
The Head of Council (Mayor/Deputy Mayor) or designate, CAO/CA, and/or Manager of
Financial Services and/or Manager of Community & Corporate Services.
The Head of Council (Mayor/Deputy Mayor) and/or his/her designate are members of
the policy group in order to fulfil 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 providing a structure
to allow a functional avenue for advice and assistance, as required, to the EOC
Coordinator 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/Deputy Mayor) to seek
and request assistance as required.
Responsibilities:
1. The Head of Council (Mayor/Deputy Mayor) and/or his/her designate as
head of the Municipal Council of the Joint Municipalities of SSJSR has
designated authority under legislation when a potential or real state of
emergency exists within the Municipality.
2. The Head of Council (Mayor/Deputy Mayor) and/or his/her designate
26
reside as the head of the Policy Group in the IMS structure, providing
governance, direction, and advice to the EOC Coordinator throughout the
emergency.
3. The Head of Council (Mayor/Deputy Mayor) and/or his/her designate shall
declare a state of emergency, as required.
4. The Head of Council (Mayor/Deputy Mayor) and/or his/her designate shall
terminate the declared state of emergency, as required.
5. The Head of Council (Mayor/Deputy Mayor) and/or his/her designate shall
provide information to the Joint Municipal Councils and other levels of
government with regards to impacts of an emergency, as required.
6. The Head of Council (Mayor/Deputy Mayor) and/or his/her designate will
provide information necessary to keep the media and public informed in
concert with the EOC Coordinator.
Activation Phase:
Common EOC check-in activities:
- Sign in on the EOC 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.
- 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 EOC Coordinator.
- Consult with EOC Coordinator to determine what other Council
Members, Municipalities and levels of Government have been
notified.
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Operational Phase:
- Declaration of the state of emergency in consultation with
the EOC Coordinator, as required.
- Monitor EOC activities and advise EOC Coordinator of
any further actions required to ensure operational
efficiency and effectiveness.
- Document all decisions, approvals, and significant actions in the Position
Log.
- Attend periodic MECG briefings to share status and situational information.
- In conjunction with the EOC Coordinator 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 EOC Coordinator regarding
EOC 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 EOC Coordinator.
- Deactivate your assigned position after all other EOC functions are
demobilized.
- Ensure that any open actions are completed.
- Complete all required forms, reports, and position
logs and submit them to Documentation Unit.
- Clean up your work area before you leave.
- Follow EOC 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.
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Section 8 - EOC Coordinator
Reports to: Policy Group
Responsibilities:
1. Exercise overall management responsibility for activation, coordination, and
demobilization of site support activities in the EOC.
2. Determine EOC priorities and objectives in consultation with MECG 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 EOC 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 EOC check-in activities:
- Sign in on the EOC 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
29
information.
- Determine/assess which Sections or functions are needed and ensure
appropriate personnel are mobilized for the initial activation of the EOC.
- Assign EOC Sector Staff and General Staff personnel as required
- Ensure the EOC IMS organizational staffing chart showing assigned positions is
posted.
- Establish initial priorities for the EOC based on current status and information
from Incident Commander(s) and communicate to all involved parties.
- Schedule Incident Action Planning meeting, and as needed appoint and have
the Planning Chief prepare the agenda.
- Consult with Liaison Officer and the MECG to determine what representation is
needed at the EOC from other organizations or assisting agencies.
Operational Phase:
- Monitor EOC activities and advise the MECG of any further actions required to
ensure operational efficiency and effectiveness.
- Document all decisions, approvals, and significant actions in the Position Log.
- Conduct periodic MECG briefings to share status and situational information.
- Identify higher level Management priorities, in coordination with the Policy
Group for inclusion in the initial Incident Action Planning meeting.
- Convene the initial Incident Action Planning meeting; ensure objectives,
strategy, and operational periods are established and appropriate planning
procedures are followed.
- Review, approve, and authorize implementation of Incident Action Plan
objectives and strategy once completed by the Planning Section.
- Consult periodically with the MECG to ensure IAP priorities for the operational
period remain current and appropriate.
- Ensure the Liaison Officer establishes contact 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 EOC Situation Reports, prior to distribution.
- Approve allocation priorities for critical resource requests, as required.
- Conduct periodic briefings for the Policy Group.
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- Ensure the Policy Group and MECG are informed and/or involved with any
emergency declarations or senior policy directives, as applicable.
- Supervise the MECG personnel.
- Brief incoming EOC Coordinator 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 EOC 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 EOC when emergency event no longer requires the EOC activated,
and ensure all other facilities are notified of deactivation.
- Deactivate your assigned position after all other EOC 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 EOC 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 EOC Post Incident Action Report (PIAR).
- Participate in formal post-operational debriefings, as required by your
organization.
Section 9 - Safety Officer "SO" (Coordinator Staff)
Reports to: EOC Coordinator
Responsibilities:
1. Ensure that good risk management practices are applied throughout the EOC and
that every function contributes to the management of risk.
2. Protect the interests of all EOC 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
31
consequences of future events.
4. Provide advice on safety issues.
5. Ensure the implementation of appropriate safety measures and worker care
practices in the EOC.
6. Exercise authority to halt or modify any and all unsafe operations within or outside
the scope of the Incident Action Plan and notify the EOC Coordinator of actions
taken.
7. Ensure that appropriate security measures have been established to allow for only
authorized access to the EOC facility and documentation.
Activation Phase:
Common EOC Check-In Activities:
- Sign in on the EOC 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 EOC Coordinator to obtain current situation status, priorities, and
specific job responsibilities.
- Perform risk identification and analysis of the EOC 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 EOC to ensure that proper safety regulations
are adhered to.
- Ensure that security protocols are implemented, including checkpoints at all EOC
entrances to allow only authorized personnel access to the EOC, as well as staff
sign-in and identification procedures.
- Coordinate health, safety, and worker care information for staff orientation briefings.
32
Operational Phase:
- Document all decisions, approvals, and significant actions in the Position Log.
- Brief the incoming EOC 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 EOC
Commander is advised.
- Gather and organize evidence that may assist EOC organizations in future legal
defense.
- Assist the EOC Coordinator 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 EOC Coordinator 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 EOC Coordinator 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 EOC activities to ensure applicable occupational health and
safety standards are implemented and adhered to.
- Coordinate with Finance on any EOC 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 EOC personnel are aware of their
responsibilities in this regard.
- Monitor security checkpoints and EOC facility access.
- Address security issues with EOC Coordinator, recommending improvements
where necessary.
Demobilization Phase:
- Deactivate your assigned position when authorized by the EOC Coordinator.
- Assist with the deactivation of the EOC at designated time, as appropriate.
- Ensure that any open actions in your position log, that are not yet
33
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 EOC 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 EOC 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.
Section 10 - Liaison Officer "LO" (Coordinator Staff)
Reports to: EOC Coordinator
Responsibilities:
In consultation with the MECG, ensure procedures are in place for working and
communicating with the other government and NON-Government (NGO) agency
representatives.
1. Request agency representatives for the EOC, as required by the MECG, to
ensure all necessary roles and responsibilities are addressed, enabling the
EOC to function effectively and efficiently.
2. Maintain a point of contact and interact with representatives from other
agencies arriving at the EOC.
3. Liaise with relevant operation/coordination centres or agencies/departments
not represented in the EOC.
4. Assist and advise the EOC Coordinator and the MECG as needed, and
provide information and guidance related to external agencies and
organizations.
5. In coordination with the Emergency Information Officer, assist the EOC
Coordinator in ensuring proper procedures are in place for communicating
with the Policy Group, and conducting VIP/visitor tours of the EOC facility.
6. Liaise with local authorities, other EOCs and Provincial and Federal
organizations and share information in accordance with EOC and
organizational policies.
Activation Phase:
Common EOC Check-In Activities:
34
- Sign in on the EOC 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 EOC Coordinator to obtain current situation status, priorities, and
specific job responsibilities.
- Assist the EOC Coordinator in identifying appropriate personnel to staff the EOC,
if required.
- Provide assistance and information to the MECG 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 EOC.
Operational Phase:
- Document all decisions, approvals, and significant actions in the Position Log.
- In conjunction with the EOC Coordinator and the MECG, participate in developing
overall EOC priorities and action planning process.
- Provide status reports and situation information from non-represented
cooperating agencies to the EOC Coordinator and in the MECG briefings, as
appropriate.
- Provide general advice and guidance to agencies and EOC staff, as required.
- Ensure that all notifications (e.g. emergency declarations) are made to agencies
not represented in the EOC.
- Ensure that communications with appropriate external non-represented agencies
35
(such as: public utilities and transportation, volunteer organizations, private
sector, etc.) are established and maintained.
- Assist the EOC Coordinator in preparing for and conducting briefings with the
MCG members, elected officials, and other stakeholders.
- Assist external non-represented cooperating agencies with completing status and
situation reports where necessary, and forward to the Planning Section.
- Advise the EOC Coordinator of critical information and requests contained within
agency situation reports.
- Forward approved EOC Situation Reports to non-represented agencies, as
requested.
- Assist the EOC Coordinator in establishing and maintaining an inter-agency
coordination group comprised of external cooperating agency representatives and
executives not assigned to specific Sections within the EOC and other
stakeholders, as required.
- In consultation with the Emergency Information Officer, conduct tours of EOC
facility as requested.
- Brief the incoming EOC Liaison Officer at shift change, ensuring that ongoing
activities are identified, and follow-up requirements are known.
- Assist with the deactivation of the EOC at the designated time, as appropriate.
- Notify external non-represented agencies in the EOC of the planned
demobilization, as appropriate.
- Assist the EOC Coordinator with the transition to recovery phase.
Demobilization Phase:
- Deactivate your assigned position when authorized by the EOC Coordinator.
- 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 EOC 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 EOC 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 11 - Emergency Information Officer "EIO"
(Coordinator Staff)
Reports to: EOC Coordinator
Responsibilities:
1. Serve as the coordination point for all public information, media relations
and internal information sources for the EOC.
2. Ensure that the public within the affected area receive 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 EOC Coordinator.
5. Maintain a positive relationship with the media representatives, monitoring
all broadcasts and written articles for accuracy.
6. In consultation with EOC Coordinator and Liaison Officer, coordinate VIP
and visitor tours of the EOC 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
9. As directed, activate the Public Information Plan
Activation Phase:
Common EOC check-in activities:
- Sign-in on the EOC 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.
37
Specific Functional Activities:
- Report to EOC Coordinator to obtain current situation status, priorities, and
specific job responsibilities.
- Determine staffing requirements for the Information function.
- Assess information skill areas required in the EOC such as: writing, issues
management, media relations, event planning, etc. and assign appropriate
personnel.
Operational Phase:
- Document all decisions, approvals, and significant actions in the Position Log.
- Obtain policy guidance and approval from the EOC Coordinator regarding all
information to be released to the media and public.
- 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
rumor control.
- Keep the EOC Coordinator 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 EOC Coordinator, 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.
- Develop public information message statements for EOC Staff and call
takers.
- Interact with other EOCs to obtain information relative to public information
initiatives.
38
- In coordination with the MECG and as approved by the EOC Coordinator,
issue timely and consistent advisories/instructions for life safety, health, and
assistance to the public.
- Liaise with EOC 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 EOC 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 EOC at designated time, as appropriate.
- Deactivate your assigned position when authorized by the EOC Coordinator.
- 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.
- Follow EOC check-out procedures.
- Be prepared to provide input to the EOC Post Incident Action Report (PIAR).
- Access critical incident stress management support, as needed.
- Participate in formal post-operational debriefings, as required by your
organization.
Section 12 - Documentation Registration Officer
"DRO" (Command Staff)
Reports to: EOC Coordinator
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.
39
Further, to avoid confusion and pending staff availability, in conjunction with the size
and requirements of the emergency situation, the EOC Coordinator 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
Emergency Operations Centre and IMS Structure.
Responsibilities:
1. Perform Check-in/ Check-out registration functions for the EOC and record
the arrival and departure of the MECG 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
EOC.
4. Ensure MECG members individual Position Logs are being completed and
collected at the end of each shift.
5. Establishes a shift change schedule for the MECG members and alternates.
Activation Phase:
- Common EOC Check-In Activities:
- Sign in on the EOC 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 EOC Coordinator and the MECG, participate in developing
overall EOC priorities and action planning process.
40
- Perform Check-in/ Check-out registration functions for the EOC and record the
arrival and departure of the MECG members on an ongoing basis.
- Notify Police of issues with non-MECG members attempting to enter the EOC.
- Record and keep a current sequential event 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 EOC.
- Ensure MECG members individual Position Logs are being completed and
collected at the end of each shift.
- Establishes a shift change schedule for the MECG members and alternates.
- Provide general advice and guidance to agencies and EOC staff, as required.
- Advise the EOC 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 EOC
facility as requested.
- Brief the incoming EOC Documentation Registration Officer at shift change,
ensuring that ongoing activities are identified, and follow-up requirements are
known.
- Assist with the deactivation of the EOC at the designated time, as appropriate.
- Assist the EOC Coordinator with the transition to recovery phase.
- Collect and organize completed forms from MECG members.
Demobilization Phase:
- Deactivate your assigned position when authorized by the EOC Coordinator.
- 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 EOC 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 EOC 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 MECG members.
-
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Section 13 - Operations Section Chief "OSC"
Reports to: EOC Coordinator
Responsibilities:
1. Exercise overall responsibility for coordination and supervision of all required
functions within the EOC 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 Incident Action
Plans are carried out effectively.
4. Maintain a communications link between Incident Commanders and the EOC
for the purpose of coordinating the overall site support response, resource
requests and event status information.
5. Provide timely situational and resource information to EOC Coordinator, and as
assigned Planning Section.
6. Keep the EOC Coordinator informed of significant issues relating to the
Section.
7. Conduct periodic briefings for the EOC Coordinator and the MECG.
8. Supervise Operations Section personnel.
Activation Phase:
Common EOC Check-In Activities:
- Sign in on the EOC 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.
42
Specific Functional Activities:
- Report to the EOC Coordinator to obtain current situation status, priorities,
and specific job responsibilities. A preliminary situation briefing may be
provided by the Planning Chief or other EOC 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 other EOCs, 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 EOC.
- Consult with Logistics to ensure that there is adequate communications
equipment and frequencies available for the Operations Section.
- Meet with the Finance/Admin Chief and determine level of purchasing
authority for the Section.
- Coordinate with the EOC Coordinator and Planning 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 Chief prior to the end of each
operational period to facilitate Incident Action Planning for the next
operational period.
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- Participate in the Incident Action Planning process and all the MECG
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 the 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 EOC Coordinator for
approval.
- Ensure all expenditures and financial claims are coordinated through the
Finance/Admin Section.
- Brief the EOC Coordinator and the MECG 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 EOC staff.
- Brief the incoming EOC 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
EOC Coordinator.
- 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 them to
Documentation Unit prior to demobilization.
- Clean up your work area before you leave.
- Follow EOC check-out procedures (e.g., sign out, leave a contact phone
number, return equipment other materials, etc.).
- Be prepared to provide input to the EOC 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 14 - Planning Section Chief "PSC"
Reports to: EOC Coordinator
Responsibilities:
1. Exercise overall responsibility for coordination of all required functions within
the EOC 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 Incident Action Plans
are carried out effectively.
4. Ensure the EOC Coordinator is informed of significant issues affecting the
Planning Section.
5. In coordination with the other Section Chiefs, ensure that Situation Reports
are submitted to the Planning Section and used as the basis for the Incident
Action Plans.
6. Supervise Planning Section personnel.
Activation Phase:
Common EOC Check-In Activities:
- Sign in on the EOC 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 EOC Coordinator to obtain current situation, priorities, and specific
job responsibilities.
45
- At the request of the EOC Coordinator, provide a preliminary situation briefing
to other the EOC staff, 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.
- 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 EOC
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 EOC Situation Report is produced, approved and distributed to
EOC 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 Incident Action Planning meetings.
- Participate in the Incident Action Planning process and all the MECG
meetings/briefings.
- Ensure that the Planning Section objectives, as defined in the current Action
46
Plan, are 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 Incident 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 EOC activities and provide reproduction
and archiving services for the EOC, as required.
- Provide technical services, such as environmental advisors and other technical
specialists, to all EOC 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 EOC 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 EOC
Coordinator.
- 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 EOC 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.
Section 15 - Logistics Section Chief "LSC"
Reports to: EOC Coordinator
47
Responsibilities:
1. Exercise overall responsibility for coordination of all required functions within the
EOC 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 Incident Action Plans are carried
out.
4. Keep the EOC Coordinator 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 EOC and site personnel.
8. Supervise Logistics Section personnel.
Activation Phase:
- Common EOC Check-In Activities
- Set up and/or assign the EOC Check-In/Check-Out Log to be set up.
- Sign in on the EOC 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 EOC Coordinator 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.
48
- 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 EOC Coordinator and the MECG to identify immediate resource
needs.
- Meet with the Finance/Admin Chief and determine level of purchasing authority for
the Section.
- 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 Incident 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 Incident Action Planning process and all the MECG
meetings/briefings.
- Ensure that the Logistics Section objectives, as defined in the current Incident
Action Plan, are 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 EOC staff.
- Brief the incoming EOC Logistics Section Chief at shift change, ensuring that
ongoing activities are identified, and follow-up requirements are known.
49
Demobilization Phase:
- Deactivate your assigned position and the Section when authorized by the EOC
Coordinator.
- 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 EOC 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.
Section 16 - Finance/Administration Section Chief "FASC"
Reports to: EOC Coordinator
Responsibilities:
1. Exercise overall responsibility for coordination of all required functions within the
EOC 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 Incident Action
Plans are carried out effectively.
4. Keep the EOC Coordinator informed of significant issues relating to the
Finance/Admin Section.
5. Supervise Finance Section personnel.
Activation Phase:
Common EOC Check-In Activities:
- Sign in on the EOC 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.
50
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 EOC Coordinator to obtain current situation status and specific job
responsibilities. A preliminary situation briefing may be provided by the
Planning Chief or other EOC 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 EOC Coordinator 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.
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 Incident Action
51
Planning for the next operational period.
- Participate in the Incident Action Planning process and all the MECG
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 EOC Commander and the MECG 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
Emergency
- 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
EOC Coordinator.
- 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 EOC 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 EOC Post Incident Action Report (PIAR).
- Access critical incident stress management support, as needed.
- Participate in formal post-operational debriefings, as required by your
organization.
52
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
EOC Coordinator in the event of the EOC activation. Municipal managers, staff and
other agencies are to provide the following as needed:
Chief Administrative Officer "CAO"/Clerk Administrator "CA"
The Services of the CAO/CA continue to be:
The CAO/CA oversees the management of the Municipal Corporation, the individual
departments within the corporation, and all staff. The CAO/CA 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/ Clerk Administrator are, but not
limited to, maintaining and providing the following:
1. Arrange and provide Mutual Assistance as required.
2. Maintain and provide contact lists and directories for Administrative Level
government and agencies.
3. Determine the level of staffing required for municipal operations not directly
associated with an emergency and arrange support services.
4. Ensure that the necessary administrative and clerical staff are provided to assist
the Municipal Emergency Control Group and IMS Structure.
5. Secure the necessary financial reports and support from existing financial
institutions and/or Provincial or Federal authorities.
6. Ensure that the appropriate legal and statutory requirements are met. Legal
assistance shall be provided by the Solicitor.
7. Ensure the Municipal Corporate Business Continuity Plan is maintained and
available.
8. Perform and provide other CAO/CA Functions as required.
Police Services "OPP"
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.
53
The responsibilities of the Police are, but not limited to, maintaining and providing the
following:
1. The Police Service will implement its procedure for Major Incident Plan
including the following: Alert and assist other emergency agencies.
2. Control and disperse crowds within the Emergency Area.
3. Control traffic in the immediate vicinity of the Emergency Area to facilitate the
movement of emergency vehicles.
4. 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.
5. Alert persons endangered by the disaster and evacuate buildings or areas as
authorized and directed by the Municipal Emergency Control Group.
6. Prevent unauthorized entry into the Emergency Area and maintain law and
order and prevent looting within the Emergency Area.
7. Maintain order in any evacuation centre.
8. Provide notification of fatalities to the coroner.
9. Provide assistance to the coroner in the location and operation of a temporary
morgue.
10. Provide communications between the EOC and Police Command.
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:
1. Provide for the activation of Mutual Aid as required.
2. Provide operations connected with the fighting of fires.
3. Provide rescue and extrication operations.
4. Provide Medical Aid in concert with EMS and the Departments Level of
Training.
5. Provide a list of personnel, equipment and apparatus for the Fire and
Emergency Services.
6. Provide equipment and manpower to assist in pumping operations, conditions
permitting.
7. Activate the Emergency Fire Services Plan (Mutual Aid), as required.
8. Provide interpretation, advice and assistance on the Transportation of
54
Hazardous Materials through CANUTEC, the M.O.E. Spills Action Centre and
the Emergency Response Guide.
9. Provide Building information through departmental pre-plans and inspection
records.
10. Activate Provincial HUSAR Response Team, as required.
11. Activate Provincial HAZMAT Response Team, as required.
12. Provide Hydro related updates as required through usage of protected contact
numbers.
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:
1. Provide an inventory of equipment and personnel available to assist in the
response to an emergency.
2. Ensure that an inventory of contractors and equipment suppliers is available to
assist in an emergency.
3. Ensure that a list of transportation companies with contacts and equipment
available to assist in an emergency is provided.
4. Ensure that all vehicles, equipment and personnel are available for assistance.
5. Provide barriers and flashers for control for the Emergency Area.
6. Clear debris, snow or other obstructions in and around the Emergency Area.
7. Arrange delivery of emergency water supplies for human consumption.
8. Conduct emergency pumping operations, sandbagging and other flood and
water control measures.
9. Maintain the essential services of sanitary sewers and storm sewers as
required for health and safety purposes.
10. Provide supplies of fuel and oil for emergency services vehicles.
11. Arrange for the provision of portable washrooms and other sanitary facilities and
provide essential waste disposal.
12. Maintain essential streets and access routes for pedestrian and vehicular
access.
13. Arrange and provide transportation for evacuation, as required.
14. Provide equipment and personnel to assist in the clearing of trees and property.
15. The Superintendent of Public Works shall in concert with the Municipal
55
contracted water supply and maintenance professional, provide the Municipal
Emergency Control Group with information as to the operations, capabilities,
and safety of Municipal Supply Systems.
Section 18 - Allied Agencies
See Appendix C and D for secondary and tertiary response contact information.
Emergency Social Services
Activation
The Red Cross may be activated either directly or during a multi-municipal event, via
the MECG Liaison Officer, through the Emergency Operations Centre. When a Red
Cross Team representative is required to attend the Emergency Operations Centre,
they will be assigned to the Logistics sector.
General
The responsibilities of the Red Cross 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 Red Cross human resources, both
volunteer and compensated.
Evacuation Centres
The Community Emergency Management Coordinator (CEMC) will maintain a list of
Joint Municipalities facilities that have been identified as suitable Reception/Evacuation
Centre sites (see Appendix "G"). The Community Emergency Management Coordinator
will identify and provide details of sites in the joint Municipalities, which are suitable for
the provision of Reception Centre/Evacuation services during a localized emergency
event.
Responsibilities
The responsibilities of Red Cross staff in the Emergency Operations Centre shall be:
1. Establish Reception/Evacuation Centres with regards to the opening, security,
facility contact, identification and coordination of the required Red Cross
functions and necessary human resources.
2. Work with the impacted Municipality(s) to coordinate the movement of people
from the emergency area to Reception/Evacuation Centres, once the Centres
have been established.
3. Maintain records of human resources/administrative details, evacuee details and
56
costs associated with the provision of emergency social services and arrange for
the provision of such details to the responsible Municipality(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).
4. Coordinate transportation for Red Cross Team human resources, as required.
5. Obtain assistance, if necessary, from the Provincial Ministry of Community and
Social Services.
6. Maintain a log of all actions taken.
Medical Officer of Health
Activation
The Medical Officer of Health may be activated either directly or during a multi-
municipal event, via the MECG Liaison Officer, through the Emergency Operations
Centre. When a representative is required to attend the EOC they will be assigned to
the appropriate IMS Sector by the EOC Coordinator.
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:
1. Provide information and instructions to the Municipal Emergency Control
Group (MECG) and the population on matters concerning public health.
2. Protect the health of the community from inherent health threats by
enforcement of the applicable legislation.
3. Continue delivery of established programs to ensure continuity of care and
general health protection.
4. Activation and direction of the "Pandemic Influenza Contingency Plan"
5. Activation and direction of the "Extreme Heat Response Plan"
6. Activation and direction of the "Extreme Cold Response Plan"
7. Maintain a log of all actions taken
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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 Regional Health Centre/Unit to help facilitate medical services
at the hospital.
Responsibilities of the Emergency Medical Services:
1. Emergency Medical Services shall ensure the following:
2. Establish an ongoing communication link with the senior EMS official at the scene
of the emergency.
3. Obtain EMS from other Municipalities for support, if required.
4. Ensuring sufficient resources are available and assigned to perform triage
treatment and transportation for the emergency.
5. Advising the MECG if other means of transportation is required for a large-scale
response.
6. 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.
7. Assist other health institutions to deliver emergency services to victims of the
emergency.
8. Ensure liaison with the receiving hospitals.
9. Ensure liaison with the Medical Officer of Health, as required.
10. Ensure distribution of casualties in an appropriate and effective way.
11. Maintain a log of all actions taken.
Section 19 - Non-Government Organization(s) (NGO)
Non-Government Organizations (NGO) that could provide assistance in an emergency
include:
Canadian Red Cross St. John Ambulance
Amateur Radio Emergency Services (ARES)
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Section 20 - Incident Commander "I/C" (Site)
Reports to: EOC Coordinator
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:
1. Assume and establish the appropriate Command Structure for the Incident
(Single or Unified).
2. Implement the IMS and direct, control and coordinate the on-site emergency
response.
3. Establish and provide Planning, Logistics, Administration and Operations, as
required.
4. Establish an Incident Command Post (ICP).
5. Establish and maintain emergency response communications.
6. Establish and maintain communications with the Municipal Operations Centre.
7. Provide Situational Reports to on-site personnel and agencies.
8. Provide Situational Reports to the Municipal Emergency Control Group.
9. Conduct size-up and develop an Incident Action Plan and set the Operational
Period.
10. Conduct the necessary briefings as required.
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11. Seek approval from EOC on financial limits for procurement of resources.
12. Provide for site visits and tours of Municipal and other Government Officials, as
required.
13. Take such action as deemed necessary to minimize the effects of the
emergency or disaster.
14. Maintain a log of all actions taken.
Section 21 - Community Emergency Management
Coordinator (CEMC)
Responsibilities of the Community Emergency Management Coordinator
(CEMC) include:
1. Successfully complete all training, as required by the Office of the Fire Marshal
and Emergency Management Ontario and always maintain familiarity with current
standards and legislated community accountabilities, ensuring that senior
management and elected officials are aware of the latter.
2. Identify emergency management program financial and resource requirements and
prepare, or assist in the preparation of, an annual emergency program budget
submission.
3. Form a Community Emergency Management Program Committee.
4. Conduct the community's Hazard Identification and Risk Assessment process.
5. Prepare community emergency response plan and submit changes to EMO.
6. Ensure the designation and development of an appropriate community Municipal
Operations Centre.
7. Conduct the critical infrastructure identification process.
8. Document the existing community emergency response capability and identify and
attempt to address additional needs.
9. Conduct annual training for the members of the Municipal Emergency Control
Group and Emergency Operations Centre staff.
10. Conduct an annual exercise to evaluate the community emergency response plan.
11. Identify individual(s) to act as community emergency information staff.
12. Develop and implement a community emergency management public awareness
program.
13. Conduct an annual review of the community emergency management program.
14. Provide emergency management expertise and administrative support to the
Municipal control group during an emergency.
15. Maintain the response plan to ensure it is up to date and accurately reflects the
community risk assessment and emergency management program priorities.
16. Liaise with the sector Emergency Management Ontario field Officer, always, to
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ensure that the community emergency management program maintains the
legislated standards.
17. 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.
18. Monitor the community's level of mandated emergency program achievements and
process the required verification documents to the Office of the Fire Marshal and
Emergency Management Ontario.
19. Ensure that equipment and supplies are available in the designated (EOC)
municipal operations centre.
20. Compile a final report on the emergency.
21. Complete form C-1 and submit to EMO on an annual basis.
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APPENDICES LIST
A- Municipal By-law documents
B- Emergency Operation Centres
C- MECG Contact List
D- Municipal staff & outside agencies contact list
E- Joint Municipal H.I.R.A. document
F- Joint Municipal C.I. document
G- Reception/Evacuation Centres
H- EOC forms
I- EOC material list
J- EOC layout diagram
K- Municipal Mutual Assistance Agreement
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APPENDIX "A"
63
APPENDIX "B"
EMERGENCY OPERATION CENTRES
1) PRIMARY EOC
Strong Municipal Building/Office
28 Municipal Lane
Sundridge Ontario
P0A 1Z0
2) SECONDARY EOC
South River Municipal Building/Office
63 Marie Street
South River Ontario
P0A 1X0
64
APPENDIX "C"
65
APPENDIX "D"
Municipal Staff & Outside Agencies
66
APPENDIX "E'
67
APPENDIX "F"
68
APPENDIX "G"
RECEPTION/EVACUATION CENTRES
1) Sundridge Strong Joly Arena and Hall
14 Albert Street N
Sundridge Ontario
P0A 1Z0
2) South River- Macher Community Centre
1 Lincon Avenue
South River Ontario
P0A 1X0
69
APPENDIX "H"
70
APPENDIX "I"
71
APPENDIX "J"
72
APPENDIX "K"