Emergency Management Response Plan,
Amended 2018
Approved by Sarnia City Council May 7, 2018

 

 

CONTENTS

SECTION 1 – INTRODUCTION. 2

SECTION 2 – RISK ANALYSIS. 7

SECTION 3 – IMPLEMENTATION OF EMERGENCY PLAN. 14

SECTION 4 – EVACUATION / SHELTER-IN-PLACE AND PUBLIC NOTIFICATION. 20

SECTION 5 -DECLARATION OF AN EMERGENCY. 26

SECTION 6 – EMERGENCY OPERATIONS CENTRE. 49

SECTION 7 – CONCEPT OF MUNICIPAL EMERGENCY SITE CO-ORDINATION. 52

SECTION 8 – MEDIA POLICY. 68

SECTION 9 – PRIMARY CONTROL GROUP RESPONSIBILITIES. 73

SECTION 10 – SECONDARY CONTROL GROUP RESPONSIBILITIES. 89

10.6 City of Sarnia Airport Manager. 91

SECTION 11 – ARRANGEMENTS WITH OTHER SERVICES. 95

SECTION 1 – INTRODUCTION

1.1   Emergency Definition

The Emergency Management and Civil Protection Act defines an emergency as, “…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;”  In this Emergency Plan, emergencies are defined as situations abnormally affecting the lives and property of our society which, by their nature and magnitude, require a controlled and coordinated response by a number of agencies, both Government and private, under the direction of the Head of Council, as distinct from routine operations carried out by an agency or agencies, e.g. firefighting, police activities, normal hospital routines, etc.

1.2   Legislation

 The Emergency Management and Civil Protection Act replaces the Emergency Plans Act of 1983 and later the Emergency Plans Act R.S.O. 1990. Whereas the previous Act gave municipalities the authority to create emergency plans, the new Act requires each municipality to develop, implement and maintain an emergency management program. On November 19, 2002 Bill 148 received Royal Assent allowing the Act to provide for declaration of death in certain circumstances and to amend the Emergency Plans Act. On this date Bill 148 changed the name of the Act to the Emergency Management and Civil Protection Act. The Act requires municipalities, ministers of the Crown and designated agencies, boards, commissions and other branches of government to develop and implement emergency management programs, consisting of emergency plans, training programs, and exercises, public education and any other element prescribed by regulation. The Emergency Management and Civil Protection Act, is the primary authority enabling passage of the municipal by-law formulating this emergency plan, which will also govern the provision of necessary services during an emergency.

1.3   Objective of Plan

To safeguard the property, health, safety and welfare of the inhabitants faced with an emergency. This allows for the protection of people, property and the environment with a controlled and coordinated response by a number of agencies.

1.4   Intent of Plan

The plan is intended to provide:

  1. The earliest possible response to an emergency with services required, and the establishment of overall control of emergency operations.

  2. Earliest possible population control to minimize crowd assembly.

  3. To maintain order at the site so emergency operations are not impeded and casualties are avoided.

  4. Immediate action to defuse sources of potential danger in the area of the incident.

  5. Prompt evacuation of any building considered being in a hazardous situation.

  6. Controlled evacuation and balanced distribution of casualties to hospitals.

  7. Total or partial evacuation of the area.

  8. Immediate rescue of persons affected by the incident and protection for the emergency service personnel involved.

  9. Essential social services as required for persons affected by the incident and emergency services personnel involved.

  10. Authorization of expenditures.

  11. Factual official information at the earliest time to: all Officials involved in the emergency operations.

  12. To provide officials with a level of familiarity essential to a methodical and coordinated response.

1.5   Conceptual Response

The Sarnia Emergency Management Response Plan can be implemented in whole or in part in response to the community need. Plan implementation procedures (see Section 3) and Public Notification Procedures (Section 4) are clearly outlined. From this point the plan is designed to adhere to the chronological events anticipated with most risk-based emergency situations. It should be noted that although the Sarnia Emergency Management Response Plan is as thorough as possible, it might not address every possible situation. The Plan is an outline of the conceptual response to an emergency. The principles or concepts are to be applied to all incidents if effective coordinated response is to be achieved. This allows Police, Fire, Emergency Medical Services, City Engineering, Sarnia Transit, Community Services, and various other organizations a frame work to work within a unified command structure.

1.6   Implementation

The Sarnia Police Service will be responsible for initiating the call out when required.

1.7   Callout

If the Primary Control Group is called out, the persons listed in Sarnia Emergency Management Operational Guides call out list will be called. Only one person under each position needs to be contacted. This person is the first name. Designates are called only when the first person is not reached.  If police ask for Primary and Secondary Control Groups, See Sarnia Emergency Management Operational Guides call out list throughout this Plan wherever a representative is mentioned his or her alternate may be substituted as required. Members of the Primary Control Group can be placed on standby when only a notification needs to take place or in some cases a conference bridge may be used when the group at large needs to have input at the same time. These processes can now be done using the internal notification system “Everbridge”.

 

1.8   Emergency Management Program Committee

 Intent:

 The Sarnia Emergency Management Program Committee is the critical management team that oversees the development, implementation, and maintenance of Sarnia’s Community Emergency Management Program.

 Standard:

Under the Emergency Management and Civil Protection Act each municipality is required to have an Emergency Management Program Committee, which along with the City’s Community Emergency Management Coordinator, must annually review the City of Sarnia’s Emergency Management Response Plan to ensure continuing relevance and effectiveness. The CEMC, Chair of the Emergency Management Program Committee and the Head of Council will be required at various times to submit forms to Emergency Management Ontario verifying the level of the community’s emergency program.

 Organizational Structure:

 The current Emergency Management Program Committee consists of the following:

Director of Parks and Recreation

Emergency Management Coordinator (CEMC)

A Senior Police Representative from the Sarnia Police Service

A senior representative from the Sarnia Fire Rescue Service or Sarnia Fire Chief

Amateur Radio Emergency Services (ARES)

Sarnia Engineering / Public Works

 

The Sarnia CEMC can also consider the previous and following individuals/organizations and others for inclusion in the Emergency Program Committee or as a working group / advisory group if required:

 

Sarnia Transit

Educational Rep. (Public, Separate & Private

An Elected Official

Planning & Development (Land Use Planner)

Industrial Rep. CAER / CVECO

EMS Manager

Bluewater Power Rep.

Community Health Services

Bell Canada Rep.

Hydro One Rep.

Volunteer Organizations (Salvation Army Etc.

Social Services / Organizations at large

Union Gas Rep.

Bluewater Health Rep. (Hospital)

Environmental Organization Rep.

Natural Resources Rep.

 

 Sarnia Emergency Management Program Committee Mandate:

 When considering specific representation on the Committee or on a Working group the Sarnia Emergency Management Program Committee and the Sarnia CEMC will ensure that the individual has the expertise relating to their task on the committee. The Sarnia Emergency Management Program Committee should have a chairperson on a rotation basis. The Sarnia CEMC will provide emergency management expertise and administrative support while another person serves as chairperson. The CEMC will ensure that there are regular scheduled meetings. It is vital that Emergency Program Committee members attend these meetings to provide or enhance the effectiveness of the Sarnia Emergency Program Response Plan.

 

 1.9   See Sarnia Emergency Management Program Reporting Structure Chart:

SARNIA EMERGENCY MANAGEMENT REPORTING STRUCTURE

 

SECTION 2 – RISK ANALYSIS

 

2.1   Risk Analysis Definition

Risk Analysis is the assessment of potential risk a municipality may suffer in an emergency situation in any given area of the community.

2.2   Technique of Assessment

 

Many variables are considered during the risk assessment process.

  • Potential consequences

  • Probability of a given event

  • Current level of preparedness

  • Level of staff competency

  • Geographic location with respect to water, prevailing winds, etc.

  • Possible scenarios

2.3   Reason for a Risk Analysis

Essentially the reason for a risk analysis is to evaluate and take inventory of the actual or perceived threats in the Municipality.  This process results in a list of events that an effective Emergency Management Response Plan should address.  Due to the fact virtually all emergencies require an Operations Centre, Site Coordinator and Responders in the field, specific examples are of limited value.

2.4   Potential Threats

 

Recognizing this is not a specific list recorded in this section, it is intended to provide direction for the planning process. The Emergency Management and Civil Protection Act specifically outline provisions for the protection of information which if disclosed “could reasonably be expected to prejudice the defence of Canada or of any foreign state allies or associated with Canada or be injurious to the detection, prevention or suppression of espionage, sabotage, or terrorism” (Section 2.1 (4), Emergency Management and Civil Protection Act). This section outlines the Potential Risk but in no great detail. Detailed Analysis of Risk and Critical Infrastructure for security, because of volume will be kept in the Sarnia Emergency Operations Room as Operational Policies / Guides & Resources.  No Hazard identification and risk assessment, or the information of critical infrastructure, can be released to the public without the prior consent of the municipal council. Sarnia City Council has the discretion of directing the release of information but must have regard for both national and local security concerns.

General Hazards Checklist

Definitions:

Hazard:     An event or physical condition that has the potential to cause fatalities, injuries, property damage, infrastructure damage, agricultural loss, damage to the environment, interruption of business, or other types of harm or loss.

Likely:       The listed hazard has occurred in recent memory and is likely to occur again.

Possible:    The listed hazard has not occurred in recent memory, but could occur based on prior incidence or “expert” assessment (e.g., a nuclear facility, terrorism, an earthquake).

Unlikely:    The hazard has never occurred and likely will not occur in the foreseeable future (e.g. a mine emergency where there is no mine).

 

The focus of this plan is on the following threats, which are marked as likely:

 

Natural Events:

 

Technological Events:

 

Human Events:

 

2.5   Additional Information Sections

The following information in Sections 2.6 to 2.17 is presented for the benefit of out-of-town agencies, organizations or personnel who may be requested to provide assistance in the event of an emergency.

2.6   Population

The City of Sarnia with a population of approximately 73,000 is situated at the junction of the St. Clair River and Lake Huron.  It is serviced by road, rail, air and water. According to the 2006 Census of population, there were 31,691 private dwellings within Sarnia. The population blooms during day time and early evening hours because the city host the vast majority of shopping, banking, working population for the entire County of Lambton.

Main road access is via Highways:

  • #402 from London

  • #22 from London

  • Blue water Bridge from the State of Michigan

  • #40 from the south

  • Lambton Road #7 from the northeast

Trucking with cargoes of petrochemical products is extremely heavy on highways throughout Lambton County, particularly on Highways #402, #40 and #22 to London.

2.7   Rail Lines and Air Service

Rail lines serving Sarnia are the CNR from London and points east, and the CSXT from the south.  VIA Rail and CNR provide passenger and freight traffic while the CSXT operate tank car traffic in and out of the petrochemical complex.  Air service is provided by Air Canada Express, Huron Aviation Inc and Huron Flight Centre Inc.

2.8   Waterways

From approximately April 1st to December 1st, the St. Clair River (Sarnia’s Western boundary) is one of the busiest waterways in the world.  Great Lakes vessels and ocean vessels move along the river with cargo of every type.  Vessels stop at Sarnia to refuel and take on petrochemical and agricultural products.  Directly north of the City sits Lake Huron, the second largest fresh water lake in Canada.  Pleasure craft abound in the area. The City of Sarnia owns and operates the Sarnia Harbour including Sidney Smith Wharf and the North Slip.

2.9   Health Care

Hospital serving the City:

  • Bluewater Health Norman St Site Hospital at 89 Norman Street – This facility is composed of three adjoining buildings (1) the Russel Building (2) The London Rd Building and (3) the Norman Building

Lambton County EMS Ambulance Service provides coverage for the Sarnia area.  Various walk-in clinics are also located within the City.

The Medical Officer of Health and the main offices of the Community Health Services Department are located at 160 Exmouth Street. There is also an Advanced Treatment Centre at the Bluewater Health Norman St.

2.10  Utilities

Utilities are provided by:

  • Bluewater Power (Hydro)

  • Union Gas Limited / Union Energy

  • The City of Sarnia which is responsible for the water distribution/sewer lines in the Municipality.

  • Hydro One provides power to a number of Industries in the area.

2.11  Communications

Communications are extensive in the area.  Bell provides telephone service from out of town sources to chemical plants, Police Service, weather office, etc.  A radio link connects chemical plants in the petrochemical complex to Sarnia Central Communications Centre.

2.12  Amateur Radio

An Amateur Radio Net, known as Communications Ontario (COMSONT NET), operates on a regular basis throughout Ontario and is available for emergency purposes.  Contact with Ottawa Emergency Planning Canada and the Emergency Planning Officers in the various areas is maintained.  The Province of Ontario Provincial Operations Centre will join the COMSONT network if needed during the course of the emergency.  The Emergency Operations Control Centre has an Amateur Radio Emergency Service Radio that provides communications with the Sarnia Mobile Command Centre, the Norman Street Site Blue Water Health Hospital and with the City’s Emergency Reception Centre at Lambton College. Numerous additional communications nets are also available. The Sarnia Mobile Command Post Centre has in place Amateur Radio Transceivers, Sarnia CVECO Radio on the Sarnia Police Service Radio Frequency, Fire Service Radio, Police Radio, EMS Radios, Industrial Radios and numerous other services.   Amateur Radio Emergency Services operators are available to the Centre 24 hours a day.

2.13  Media Coverage

Radio coverage is provided by:

  • CHOK 1070 AM /103.9 FM, The FOX9 FM, K106.3 (Blackburn Radio)

  • WHLS 105.5 (Port Huron AM)

  • WPHM 1380 (Port Huron AM)

  • WSAQ 107 (Port Huron FM)

  • WHLX 1590 (Marine City AM)

  • WNFA 88.3 (Port Huron FM)

  • CFCO 92.9 FM 630 AM in Chatham-Kent

  • CKLW 800 in Windsor

  • CKCI 103.3 FM Points Eagle radio

  • Other stations in Detroit, Michigan

T.V. can be received from:

  • London (Channel 10)

  • TVO HD Windsor

  • CBC ENGLISH Windsor

  • CTV two Windsor

  • CTV CKCO-3 in Kitchener

  • Global T.V. in Toronto

  • Numerous stations from Detroit, Michigan

Cable systems service is available, bringing in stations in VHF and UHF channels and Community Channel Cable 6 / 700 ( “YOUR TV”).  The Emergency Operations Centre also houses a two way direct link to CHOK 1070 AM/103.9 FM, CFGX The FOX 99.9 FM, K106.3 (Blackburn Radio) for public notification.

2.14  Public Transportation

Public transportation is provided by Sarnia Transit, which consists of twenty-six (26) radio-equipped buses, plus six (6) Care-A-Van units used to transport the disabled.

2.15  Reciprocal Aid Agreements

A Reciprocal Aid Agreement exists between the City of Port Huron, Michigan and the City of Sarnia, dealing with:

  • Fire

  • Social Services

  • Operations Departments

  • Emergency Medical Services

  • Transit Services

  • Customs and Immigration

  • Amateur Radio Emergency Service direct radio link to St. Clair County’s E.O.C. in Port Huron, Michigan.

This Emergency Plan also allows the City of Sarnia to establish other reciprocal aid agreements with local school boards, private facilities, municipalities within the County of Lambton (Ontario) and within the St. Clair County (Michigan) as well as with the two aforementioned Counties. Reciprocal aid will be provided based on authorization by the Primary Control Group and/or the Emergency Operations Centre Chair.

 

SECTION 3 – IMPLEMENTATION OF EMERGENCY PLAN

3.1       Emergency Preparedness

Emergency preparedness is a tool.  It permits officials to manage a transition from a state of normal operation to that of an emergency response in a disaster and back to normal again.  Proper management of this transition should allow the resolution of emergencies at minimum cost to the municipality, and reduce the time spent dealing with the event.

Emergency preparedness is based on identifiable hazards that fall under the broad categories of natural, technological, and human caused emergencies. These emergencies can happen at any time and in any place, with or without warning. Emergency management planning consists of prevention, mitigation for; preparedness for; response to; and recovery from emergency situations occurring within our jurisdiction.

3.2       Types of Emergencies

The type of emergency operation to be conducted will be dictated by the level of warning.  Emergencies or disasters have been classified into five categories:

  • Gradual

  • Sudden

  • Predictable

  • Unpredictable

  • Unexpected

3.3   Type of Management Operations

Three different types of emergency management operations may take place:

  • Pre-emergency (gradual, predictable)

  • Life-saving (sudden/unpredictable/unexpected)

  • Post-emergency (applicable to all)

3.4       Pre-emergency Operations

Pre-emergency Operations is the type of operation based on the premise that sufficient warning allows the mobilization of resources.  The operation will deal with:

  • Warning the public for example warning people to stay indoors also referred to as sheltering-in-place

  • The evacuation of those who wish to leave

  • Allocation and announcement of main evacuation routes to reception areas

  • Establishment of reception centres

  • Action to reduce the impact of the oncoming emergency

  • Security to protect evacuated property from looting

3.5       Life-saving Operations

Life-saving Operations occurs when insufficient warning has prevented the municipality from conducting a pre-emergency evacuation.  This operation will:

  • Deal with the rescue of the injured

  • Provide for placement of the homeless

  • Fire-fighting

  • Route clearance

  • Care

  • Evacuation of homeless

  • Salvage, etc. in and around the damaged area immediately after impact

3.6   Recovery Phase

Post-emergency Operations is the type of operation that leads to full recovery and a return to a state of normality. It would consist of:

  • Road and debris clearing

  • Damage assessments

  • Rebuilding

  • Health hazard elimination

  • Re-establishment of essential services

  • Financial assistance

  • Legal reporting and claim investigation

  • ODRAP Ontario Disaster Assistance Program Ministry of Municipal Affairs and Housing

The Emergency Plan is implemented in the same way under any emergency.

3.7       Reconnaissance

Upon receiving information that a situation exists that could cause or has caused extensive damage either to life, property and/or the environment, a reconnaissance mission will be performed by field personnel from any or all initial responding agencies.

This is designed to evaluate the possible impact of the situation on the community at large.  When a consensus is reached by initial first responders that:

  • The situation may pose a large burden on first responders

  • The situation may escalate to a larger less manageable situation

  • The community at large is at danger

  • Evacuation or Shelter-in-place is required (See Sarnia Emergency Management Operational Guides

Police will notify the Central Communications Centre that the Emergency Plan should be activated.

3.8   Activation of Primary Control Group

 

        The Emergency Operations Centre and Plan can be activated for any emergency for the purpose of managing an emergency. Further to the above paragraph, any Municipal Department can initiate the implementation of the plan.  Only Primary Control Group Members listed in section 3.13 have the authority to have the Primary Control Group assembled at the Sarnia Emergency Operations Centre (EOC)

3.9   Notifying Primary Control Group

The first step in implementing the plan is notifying the Primary Control Group. The Primary Control Group member listed in section 3.13 who wants the Control Group assembled will contact the Duty officer at the Sarnia Police Service and instruct him / her to have all members of the Primary Control Group notified to attend the EOC. (Emergency Operational Guides & Policy will be followed)  The Sarnia police officer in-charge will notify all Primary Control Members to attend the EOC. The officer in charge of the Sarnia Police Service will automatically notify the Primary Control Group members when either an evacuation or Shelter-in-place is necessary (Sarnia Emergency Management Operational Guides &  will be followed).  If evacuation or containment is not certain, than the officer in charge of the Sarnia Police Service will notify the Chairman of the Primary Control Group, advise the Chairman of the situation and request direction on whether the Primary Control Group is to be assembled or not assembled.  It is possible that the Primary Control Group could be put on standby.  This is a decision of the Chairman.

3.10  What Implementation Results In

To make a responsible decision about implementing the plan one must realize the consequences of its implementation.

Implementing the plan will:

  1. Assemble the Primary Control Group (see Section 9)

  2. Initiate effective Site Co-ordination (Section 7)

  3. Facilitate a coordinated approach to evacuation or containment (Shelter-in-place) if needed (see Section 4)

  4. Release Police or Fire from the overall response, hence affording them to focus all efforts on a single goal.

  5. Accommodate the transfer of factual information to the media and the community.

3.11  Implementation

 

Sarnia Police Service will be responsible for calling the Primary Control Group at all times.

3.12  Actual Callout

If the Primary Control Group is called out, the persons listed in the Sarnia Emergency Management Operational Guides will be called. Only one person under each position needs to be contacted. This person is the first name. Designates are called only when the first person is not reached. If police ask for Primary and Secondary Control Groups, the Sarnia Emergency Management Operational Guides  will be followed)  NOTE: Sarnia Dispatch can be requested to call out the Primary Control Group and /or Emergency Shelter Group using the internal notification system or by manually calling them.

 

3.13 Further to the above paragraph, the following members of the Primary Control Group and their alternates in their absence listed in the Sarnia Emergency Management Operational Guides have the authority to invoke the plan and to have the Primary Control Group Assemble at the E.O.C.:

  • Head of Council

  • Sarnia City Chief Administrative Officer (CAO)

  • Sarnia Police Chief

  • Sarnia Fire Chief

  • Medical Officer Of Health

Any of the above mentioned members or their alternates would also contact the Primary Control Group Chair or the alternate to discuss the assembling of the Control Group.

 

3.14  Notifying Primary Control Group for Aamjiwnaang Community issues

 

The first step in implementing the plan is to notify the Primary Control Group. The Aamjiwnaang Chief when an issue affects the Aamjiwnaang Community – he/she will notify the Chair of the Primary Control Group by way of calling the Sarnia Police Service Officer in-charge and will request that the Sarnia Primary Control Group assembles.  Primary Control Group will assemble in all cases when either a significant evacuation or Shelter-in-Place Order is necessary. If evacuation or containment is not necessary, the officer in charge of the Sarnia Police Service will notify the Chairman of the Primary Control Group, advise the Chairman of the situation and request direction on whether the Primary Control Group is to be assembled or not assembled. It is possible that the Primary Control Group could be put on standby. This is the decision of the Chairman. Some examples for but not limited to calling the Control Group to assemble may include: a major power failure, a community wide ice storm, a pandemic, a chemical release, a major snow storm, major flooding, a rail or highway transportation emergency, an emergency involving damage to a critical infrastructure (Water treatment Plant) (Hospitals), an act of terrorism, etc.  In all cases the Primary Control Group Members or their alternates as mentioned in 3.8 have the authority to call the control group together.

3.15  When it is used

 

Members of the Primary Control Group will attend the Emergency Operations Centre whenever they are requested by the Chairperson, and or by the direction of the following Primary Control Group members or their alternates:

  • Head Of Council

  • Sarnia City Chief Administrative Officer (CAO)

  • Sarnia Police Chief

  • Sarnia Fire Chief

  • Medical Officer of Health

Activation of Sarnia’s Primary Control Group Members (Communications Flow Chart)

SECTION 4 – EVACUATION / SHELTER-IN-PLACE AND PUBLIC NOTIFICATION

4.1       Evacuation Definition

Evacuation is the removal of residents from a given area that has been deemed a danger zone.  Evacuation requires the notification of the Primary Control Group Chair in all cases and that other guidelines as per the Sarnia Emergency Management Operational Guides to be followed.

4.2       Shelter-in-place Definition

Shelter-in-place is the process of keeping residents indoors in an attempt to lessen the effects of the emergency.  Sheltering-in-place requires the notification of the Primary Control Group Chair in all cases and that other guidelines as per the Sarnia Emergency Management Operational Guides to be followed.

4.3       Public Notification Definition

Public Notification is the process of informing the community of a potential or existing emergency situation.

4.4       Evacuation Routes

The City of Sarnia has Emergency Detour Routes posted to re route traffic during an Emergency road closure but they have not posted Emergency Evacuation Routes. Emergency Evacuation Routes are always dependent on the extent, location and scope of the emergency therefore there is no set emergency evacuation route applicable in all cases. The Primary Control Group at the Sarnia Emergency Operations Centre in the Sarnia Police Service will assess each situation. It will be this Control Group that will issue a Shelter-In-Place or Evacuation order. If it issues an evacuation order, it will also state the routes that are to be followed and also the destinations for evacuees. It is important for the public to adhere to evacuation instructions to avoid further delays in traffic congestion that may occur (See Sarnia Emergency Management Operational Guides).

4.5       When to Evacuate

Evacuations can and should be considered under two sets of circumstances:

  • Precautionary

  • Life saving

  1. Precautionary Evacuations

The key elements are time and potential risk.  The logistics of

evacuating a segment of the community is overwhelming.

Emergency management personnel must evaluate the following

criteria before making the decision to conduct a precautionary

evacuation.

Time –      Is there enough time to evacuate the given area?  This includes notifying the citizens, setting up a reception centre, calling out additional resources, etc.

  • Is the problem likely to escalate?

  • What would the impact be if it does?

  • Are toxic gases or vapours involved?

  • How long is the incident likely to continue?

  • What are existing resources?

All of these factors must be considered when a precautionary

evacuation is being entertained.  The Primary Control Group usually

initiates precautionary evacuations.

  1. Life Saving Evacuations

The other type of evacuation is that of the life saving evacuation.

Section 3.5 outlines the criteria of life saving operations.  Emergency

Management personnel must consider the following criteria:

  • Is the problem likely to escalate?

  • What is the impact if it does?

  • Is the situation virtually over?

  • Is there any time to conduct the evacuation?

Life saving evacuations are usually conducted immediately following

the incident.  First responders on the scene initiate life saving

evacuations, utilizing the  most appropriate facility as a Reception Centre.  Such was the case in July of 1991 when a propane fire resulted in the evacuation of a southerly                 segment of Sarnia.

4.6       When to Issue A Shelter-In-Place Order

A Shelter-In-Place Order will be issued when the potential risk is seen as short in longevity.  The philosophy is that it makes more sense to keep the people in their homes or businesses, than ask them to evacuate, hence running the risk of getting caught in transit.

Sheltering-In-Place should be entertained when:

  • The situation will be short lived, such as a toxic gas or vapour cloud passing over the city.

  • The law of averages suggests loss of property and life will be less if people are not centralized in one location, such as a tornado.

  • Time is not available.

  • The velocity of the wind is high and the direction is appropriate.

The instructions that should go out to the community during a Shelter-In-Place, that is the result of a toxic gas or vapour release, is:

  • Go inside.

  • Close doors and windows.

  • Shut off ventilation systems.

  • Run a sink of water to wet towels and a covered supply of drinking water in the refrigerator.

  • Place wet towels along base of doors, etc.

Instructions on where to go in the home are also very important.  A propensity to go to the basement tends to take over.  The problem here is that toxic gas releases that require evacuation are usually always heavier than air, meaning they settle in low places.  This could lead to tragedy, if in fact; persons congregate in a low area when they should be as elevated as possible.  Emergency Management Personnel should always obtain this information prior to issuing any containment order.

4.7   How to Evacuate

All evacuations have key elements. The following steps should be followed

in this order:

  • Assess the situation.

  • Consider possible escalation of the situation.

  • Make the decision to evacuate.

  • Determine what the evacuation parameters are.

  • Determine where the Reception Centre is going to be located.

    • Notify the Reception Centre Manager to set up a Reception Centre.

    • Establish communication with the Reception Centre (this can be done by dispatching the Amateur Radio Club).

    • If the Primary Control Group is not congregated, assemble them.

    • Prepare a Public Notification News Release.

    • Notify the local radio stations, asking them to broadcast the Public Notification News Release

    • have the Primary Control Group Public Information Officer notify 2-1-1

    • Activate the Municipal Sirens, MyCNN Notification System, notify local Radio and Media. Depending on the length of the emergency, Emergency Management Ontario and Alert Ready may be required

    • Conduct follow-up actions

Notwithstanding that all of the above-mentioned steps are consistent in both precautionary and life saving operations, the only factor that will change is who is initiating the evacuation.

        Life saving evacuations could be initiated by the Sarnia Fire & Rescue Services and / or by the Sarnia Police Service. In all cases it will be the Sarnia Police service that will be responsible for the evacuation and call out of Emergency Reception Centre set up. This provides continuity of response for small or large evacuations and frees up operations for the incident commander. Large-scale evacuations require a number of resources to manage evacuation route and traffic management issues, which is predominately a policing issue.

The Primary Control Group will initiate precautionary Evacuations.

4.8   Public Notification

The Provincial System has to go through Emergency Management Ontario’s “Alert Ready” system.

4.8.1         Emergency Alert Radio System

 

The City of Sarnia now has the ability to locally interrupt after hours The Fox 99.9 FM, K106.3 and CHOK 1070 AM & 103.9 FM Radio Broadcasting to provide notification to the listening area through contacting Emergency Management Ontario.  During working hours a direct line can be used to local radio stations from the City’s Sarnia’s Emergency Operations Centre (See Sarnia Emergency Management Operational Guides).

4.8.2         Cable Television

 

The City of Sarnia Emergency Operations Centre, can contact TV viewers through contacting Emergency Management Ontario. This process could be used when an incident could last a longer period of time than the norm.

4.8.3         Municipal Sirens

 

Currently the area is served with fifteen (15) Municipal Sirens four (4) in the South end of the City, (4) in the Central and west/north part of the city, one (1) in Point Edward, three (3) in the Aamjiwnaang Community and Riverview community of Sarnia, and three (3) in Corunna. The Sirens are tested by the Sarnia Police Service every Monday at 12:30 p.m. and are used for Chemical Emergencies and tornado warnings (See Sarnia Emergency Management Operational Guides) on Civic Notification Protocol)

  • MyCNN Automated Notification System

In additional to Sirens a new notification system referred to as (MyCNN) My Community Notification System allows Sarnia Police Service to notify residents listed in the white pages and those who have self-subscribed to the system available on the City of Sarnia Web Site. Individuals in the community can be officially notified by the municipal authorities by various methods which include by:

  • By Phone notification to their home / work and /or /Cell Phone

  • By E-Mail to an E-Mail provided by the citizen

  • By a Text message provided by the citizen

4.9   Reception Centre Definition

A Reception Centre is a centre in a location that is considered a safe area.  The Reception Centre is intended to receive evacuees (For a detailed Internal Protocol for Emergency Reception Centre Plan the Sarnia Emergency Management Operational Guides will be followed. Normally a reception centre requires the following essentials:

  • Large meeting room, like a hall or gym

  • Washroom facilities

  • Kitchen facilities

  • Adequate parking

  • Heat, hydro, etc.

4.10  Who Sets Up a Reception Centre

Sarnia Parks and Recreation (Community Services) staff, assisted by the Salvation Army of Sarnia and various volunteer agencies are responsible for setting up a Reception Centre.  It is essential that certain issues be considered when setting up a reception centre.  They are:

  • A Reception Centre Manager

    • A place to facilitate the registration of evacuees and respond to their inquiries (This provided by the Sarnia-Lambton Red Cross.

    • A Personnel Needs Centre

    • Food and Beverage Centre

    • Clothing Centre

    • Lodging Centre

    • Security Centre

    • A location for media briefings

    • First Aid

    • Care for the victims, etc.

4.11  Reception Centre Manager

The Reception Centre Manager is responsible for the entire Reception Centre.

He/she will ensure:

  • Proper set up of the Reception Centre occurs

  • Proper liaison with volunteer organizations occurs

  • Timely updates are provided to the evacuees, following an evacuation.

4.12  Reception Centre Kit

Extra Reception Centre Kits are located in Shelter Trailers and will be required when a Reception Centre is assembled.  See (Sarnia Emergency Management Operational Guides).  In addition to this, trailers full of cots, blankets and pillows are also readily available with Sarnia Emergency Management.

4.13  Recognized Large Scale Reception Centres

A list of Recognized Reception Centres as follows:

  • Lambton College (Permanent Reception Centre kits in place)

  • Alexander Mackenzie High School

  • Northern High School

  • Patrick’s High School

  • Great Lakes Secondary High School

4.14  Internal Procedural Emergency Reception Centre Plan

For smaller incidents the City of Sarnia will use City owned building as short-term reception centres based on the level of need (See Sarnia Emergency Management Operational Guides).

 

 

SECTION 5 -DECLARATION OF AN EMERGENCY

5.1   Declaration of Emergency Definition

The Declaration of an Emergency is the process of recognizing that a given situation can or will have a major impact on the community and additional financial and equipment resources are required. An emergency is defined under the Emergency Management and Civil Protection Act as “a situation, or an impending situation caused by the forces of nature, an accident, an intentional act or otherwise that constitutes a danger of major proportions to life or property”

5.2   Who Declares an Emergency?

Under the Emergency Management and Civil Protection Act, only the Head of Council of a municipality or his or her designate and the Premier of Ontario have the authority to declare an emergency.  This decision is a result of advice from the Primary Control Group. An emergency declaration may extend to all or any part of the geographical area under the jurisdiction of the municipality (Emergency Management and Civil Protection Act Section 4 (1)).  Criteria for declaring an emergency are:

  • Is the situation under control?

  • Is it likely to be under control soon?

  • Does the municipality have adequate resources to deal with the situation?

  • Can the municipality afford the expense of the response?

See Sarnia Emergency Management Operational Guides for Declaration Forms and for additional Guidelines.

5.3   How an Emergency is Declared?

Head of Council will notify:

  • Emergency Management Ontario in Toronto. (See Sarnia Emergency Management Operational Guides ) Phone Lists for Contact information. Various phone numbers and communication methods are available in the Sarnia Emergency Management Operational Guides to contact Emergency Management Ontario which is the 24/7 Provincial Emergency Operations Centre. A copy of the Emergency Declaration should than be faxed to the Provincial Operations Centre as soon as possible. (See Sarnia Emergency Management Operational Guides ) as well as to :

  • Sarnia City Council;

  • The Community of Sarnia;

  • Neighbouring Community officials, as required;

  • The local Member of Provincial Parliament (MPP);

  • The local Member of Parliament (MP).

5.4       A Community Emergency may be terminated at any time by:

 

  • The Head of Council; or

  • Sarnia City Council; or

  • The Premier of Ontario

5.5       When terminating an emergency, the Mayor will notify:

 

  • Emergency Management Ontario in Toronto. Emergency Phone Lists for Contact information and various phone numbers and communication methods are available in the Sarnia Emergency Management Operational Guides. To contact Emergency Management Ontario which is the 24/7 Provincial Operations Centre. A copy of the Emergency Declaration should than be faxed to the Provincial Emergency Operations Centre as soon as possible.

  • Sarnia City Council;

  • The Community of Sarnia;

  • Neighbouring Community officials, as required;

  • The local Member of the Provincial Parliament (MPP);

  • The local Member of the Parliament (MP).

5.6   Emergency Management and Civil Protection Act

A copy of the Emergency Plans Act follows this section for further assistance.

EXPLANATORY NOTE

This Explanatory Note was written as a reader’s aid to Bill 148 and does not form part of the law. Bill 148 has been enacted as Chapter 14 of the Statutes of Ontario, 2002.

The Bill enacts the Declarations of Death Act, 2002 and amends the Emergency Plans Act.

 

 

DECLARATIONS OF DEATH ACT, 2002

The proposed Act provides a new process for obtaining a court order declaring that a person is dead, in circumstances where no physical evidence is available but it is reasonable to presume death. The proposed Act will allow a single application to be brought for all legal purposes. Currently it is necessary to bring separate court proceedings for different purposes such as probating a will, claiming life insurance proceeds or permitting a surviving spouse to remarry.

Consequential amendments are made to the Courts of Justice Act, the Insurance Act, the Marriage Act and the Registry Act.

AMENDMENTS TO THE EMERGENCY PLANS ACT

The Bill changes the name of the Emergency Plans Act to the Emergency Management and Civil Protection Act and amends the Act as follows:

  1. It requires municipalities, ministers of the Crown and designated agencies, boards, commissions and other branches of government to develop and implement emergency management programs, consisting of emergency plans, training programs and exercises, public education and any other element prescribed by regulation. The development of emergency management programs must involve the identification and assessment of the various risks and hazards to public safety that could give rise to emergencies and the identification of facilities and other elements of the infrastructure at risk from emergencies.

  2. Municipalities, ministers of the Crown and designated agencies, boards, commissions and other branches of government are required to conduct training programs and exercises to ensure their readiness to act under their emergency plans. They are also required to review and, if necessary, revise their emergency plans annually.

  3. The current Act permits municipalities to formulate emergency plans. The amendments to the Act make it mandatory that every municipality formulate an emergency plan. Section 9 of the current Act sets out the features that may be included in an emergency plan. The amendments to the Act make these features mandatory elements of emergency plans.

  4. The title of the Director, Emergency Measures Ontario is changed to Chief, Emergency Management Ontario. Under the current Act, the Director is responsible for monitoring, co-ordinating and assisting in the formulation and implementation of emergency plans. The amendments make the Chief responsible for these functions in respect of emergency management programs. In addition, all emergency plans are to be submitted to the Chief for safekeeping.

  5. The Lieutenant Governor in Council is empowered, on the recommendation of the Attorney General, to temporarily suspend the operation of a provision of a provincial statute, regulation, rule, by-law or order to facilitate providing assistance to victims of an emergency or to help the victims and general public deal with the emergency and its aftermath. The temporary suspension may be imposed on provisions that establish limitation periods, provide for benefits or compensation payable as a result of the emergency or require the payment of court fees or fees for anything done in the administration of justice.

  6. The current Act requires the Lieutenant Governor in Council to formulate an emergency plan respecting nuclear emergencies. The Bill gives the Solicitor General the power to formulate emergency plans respecting other types of emergencies.

Emergency Management and Civil Protection Act

R.S.O. 1990, Chapter E.9

Notice of Currency:*  This document is up to date.

*This notice is usually current to within two business days of accessing this document. For more current amendment information, see the Table of Public Statutes – Legislative History Overview.

Amended by:  1999, c. 12, Sched. P, ss. 3-9; 2002, c. 14, ss. 2-16; 2002, c. 17, Sched. C, s. 10; 2003, c. 1, s. 14; 2006, c. 13, ss. 1, 2.

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CONTENTS

1.

Definitions

2.

Administration of Act

2.0.1

Cabinet advisory committee

2.1

Municipal emergency management programs

3.

Municipal emergency plan

4.

Declaration of emergency

5.

Conformity with upper-tier plan

5.1

Emergency management programs of provincial government bodies

6.

Emergency plans of provincial government bodies

6.1

Chief, Emergency Management Ontario

6.2

Emergency plans submitted to Chief

7.

Definitions

7.0.1

Declaration of emergency

7.0.2

Emergency powers and orders

7.0.3

Powers of the Premier

7.0.4

Delegation of powers

7.0.5

Proceedings to restrain contravention of order

7.0.6

Reports during an emergency

7.0.7

Termination of emergency

7.0.8

Revocation of orders

7.0.9

Disallowance of emergency by Assembly

7.0.10

Report on emergency

7.0.11

Offences

7.1

Orders in emergency

7.2

Orders, general

8.

Lieutenant Governor in Council to formulate plan

8.1

Other emergency plans

9.

What plan may provide

10.

Public access to plans

11.

Protection from action

12.

Right of action

13.

Agreements

13.1

Action not an expropriation

14.

Standards for emergency management programs and emergency plans

15.

Crown bound

Definitions

  1.   In this Act,

“Crown employee” means a Crown employee within the meaning of the Public Service Act; (“employé de la Couronne”)

“emergency” means 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; (“situation d’urgence”)

“emergency area” means the area in which an emergency exists; (“zone de crise”)

“emergency management program” means a program developed under section 2.1 or 5.1; (“programme de gestion des situations d’urgence”)

“emergency plan” means a plan formulated under section 3, 6, 8 or 8.1; (“plan de mesures d’urgence”)

“employee of a municipality” means an employee as defined in section 278 of the Municipal Act, 2001; (“employé municipal”)

“head of council” includes a chair of the board of an improvement district; (“président du conseil”)

“local board” means a local board as defined in the Municipal Affairs Act; (“conseil local”)

“local services board” means a Local Services Board established under the Local Services Boards Act; (“régie locale des services publics”)

“member of council” includes a trustee of the board of an improvement district; (“membre du conseil”)  R.S.O. 1990, c. E.9, s. 1; 1999, c. 12, Sched. P, s. 3; 2002, c. 14, s. 3; 2002, c. 17, Sched. C, s. 10 (1, 2); 2006, c. 13, s. 1 (2).

Administration of Act

  1. The Solicitor General is responsible for the administration of this Act.  R.S.O. 1990, c. E.9, s. 2.

Cabinet advisory committee

2.0.1  The Lieutenant Governor in Council may appoint, from among the members of the Executive Council, a committee to advise the Lieutenant Governor in Council on matters relating to emergencies.  2006, c. 13, s. 1 (3).

Municipal emergency management programs

2.1  (1)  Every municipality shall develop and implement an emergency management program and the council of the municipality shall by by-law adopt the emergency management program.  2002, c. 14, s. 4.

Same

(2)  The emergency management program shall consist of,

(a) an emergency plan as required by section 3;

(b) training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities;

(c) public education on risks to public safety and on public preparedness for emergencies; and

(d)   any other element required by the standards for emergency management programs set under section 14.  2002, c. 14, s. 4.

Hazard and risk assessment and infrastructure identification

(3)  In developing its emergency management program, every municipality shall identify and assess the various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure that are at risk of being affected by emergencies.  2002, c. 14, s. 4.

Confidentiality for defence reasons

(4)  Subject to subsection (5), a head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, may refuse under that Act to disclose a record if,

  • the record contains information required for the identification and assessment activities under subsection (3); and

(b) its disclosure could reasonably be expected to prejudice the defence of Canada or of any foreign state allied or associated with Canada or be injurious to the detection, prevention or suppression of espionage, sabotage or terrorism.  2002, c. 14, s. 4.

Same

(5)  A head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, shall not disclose a record described in subsection (4),

(a) if the institution is a municipality and the head of the institution is not the council of the municipality, without the prior approval of the council of the municipality;

(b) if the institution is a board, commission or body of a municipality, without the prior approval of the council of the municipality or, if it is a board, commission or body of two or more municipalities, without the prior approval of the councils of those municipalities.  2002, c. 14, s. 4.

Confidentiality of third party information

(6)  A head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, shall not, under that Act, disclose a record that,

(a) contains information required for the identification and assessment activities under subsection (3); and

(b) reveals a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence implicitly or explicitly.  2002, c. 14, s. 4.

Meetings closed to public

(7)  The council of a municipality shall close to the public a meeting or part of a meeting if the subject matter being considered is the council’s approval for the purpose of subsection (5).  2002, c. 14, s. 4.

Application of Municipal Freedom of Information and Protection of Privacy Act

(8)  Nothing in this section affects a person’s right of appeal under section 39 of the Municipal Freedom of Information and Protection of Privacy Act with respect to a record described in this section.  2002, c. 14, s. 4.

Municipal emergency plan

  1. (1)Every municipality shall formulate an emergency plan governing the provision of necessary services during an emergency and the procedures under and the manner in which employees of the municipality and other persons will respond to the emergency and the council of the municipality shall by by-law adopt the emergency plan.  2002, c. 14, s. 5 (1).

(2)  Repealed:  2002, c. 14, s. 5 (1).

Co-ordination by county

(3)  The council of a county may with the consent of the councils of the municipalities situated within the county co-ordinate and assist in the formulation of their emergency plans under subsection (1).  R.S.O. 1990, c. E.9, s. 3 (3).

Specific emergencies may be designated

(4)  The Lieutenant Governor in Council may designate a municipality to address a specific type of emergency in its emergency plan and, if so required, the municipality shall include the type of emergency specified in its emergency plan.  2002, c. 14, s. 5 (2).

Training and exercises

(5)  Every municipality shall conduct training programs and exercises to ensure the readiness of employees of the municipality and other persons to act under the emergency plan.  2002, c. 14, s. 5 (3).

Review of plan

(6)  Every municipality shall review and, if necessary, revise its emergency plan every year.  2002, c. 14, s. 5 (3).

Declaration of emergency

  1. (1)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 implement the emergency plan of the municipality and to protect property and the health, safety and welfare of the inhabitants of the emergency area.  R.S.O. 1990, c. E.9, s. 4 (1).

Declaration as to termination of emergency

(2)  The head of council or the council of a municipality may at any time declare that an emergency has terminated.  R.S.O. 1990, c. E.9, s. 4 (2).

Solicitor General to be notified

(3)  The head of council shall ensure that the Solicitor General is notified forthwith of a declaration made under subsection (1) or (2).  R.S.O. 1990, c. E.9, s. 4 (3).

Premier may declare emergency terminated

(4)  The Premier of Ontario may at any time declare that an emergency has terminated.  R.S.O. 1990, c. E.9, s. 4 (4).

Conformity with upper-tier plan

  1. The emergency plan of a lower-tier municipality in an upper-tier municipality, excluding a county, shall conform to the emergency plan of the upper-tier municipality and has no effect to the extent of any inconsistency and, for the purposes of this section, The Corporation of the County of Lambton shall be deemed to be an upper-tier municipality.  2002, c. 17, Sched. C, s. 10 (3).

Emergency management programs of provincial government bodies

5.1  (1)  Every minister of the Crown presiding over a ministry of the Government of Ontario and every agency, board, commission and other branch of government designated by the Lieutenant Governor in Council shall develop and implement an emergency management program consisting of,

(a) an emergency plan as required by section 6;

(b) training programs and exercises for Crown employees and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities;

(c) public education on risks to public safety and on public preparedness for emergencies; and

(d)  any other element required by the standards for emergency management programs set under section 14.  2002, c. 14, s. 7.

Hazard and risk assessment and infrastructure identification

(2)  In developing an emergency management program, every minister of the Crown and every designated agency, board, commission and other branch of government shall identify and assess the various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure for which the minister or agency, board, commission or branch is responsible that are at risk of being affected by emergencies.  2002, c. 14, s. 7.

Confidentiality of third party information

(3)  A head of an institution, as defined in the Freedom of Information and Protection of Privacy Act, shall not, under that Act, disclose a record that,

(a) contains information required for the identification and assessment activities under subsection (2); and

(b) reveals a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence implicitly or explicitly.  2002, c. 14, s. 7.

Application of Freedom of Information and Protection of Privacy Act

(4)  Nothing in this section affects a person’s right of appeal under section 50 of the Freedom of Information and Protection of Privacy Act with respect to a record described in this section.  2002, c. 14, s. 7.

Emergency plans of provincial government bodies

  1. (1)It is the responsibility of,

(a) each minister of the Crown presiding over a ministry of the Government of Ontario; and

(b) each agency, board, commission or other branch of government designated by the Lieutenant Governor in Council,

to formulate an emergency plan for the ministry or branch of government, as the case may be, in respect of the type of emergency assigned to it by the Lieutenant Governor in Council, governing the provision of necessary services during an emergency and the procedures under and the manner in which Crown employees and other persons will respond to the emergency.  R.S.O. 1990, c. E.9, s. 6 (1).

Training and exercises

(2)  Every minister of the Crown described in clause (1) (a) and every agency, board, commission or other branch of government described in clause (1) (b) shall conduct training programs and exercises to ensure the readiness of Crown employees and other persons to act under their emergency plans.  2002, c. 14, s. 8.

Review of plan

(3)  Every minister of the Crown described in clause (1) (a) and every agency, board, commission or other branch of government described in clause (1) (b) shall review and, if necessary, revise its emergency plan every year.  2002, c. 14, s. 8.

Chief, Emergency Management Ontario

6.1  The Lieutenant Governor in Council shall appoint a Chief, Emergency Management Ontario who, under the direction of the Solicitor General, shall be responsible for monitoring, co-ordinating and assisting in the development and implementation of emergency management programs under sections 2.1 and 5.1 and for ensuring that those programs are co-ordinated in so far as possible with emergency management programs and emergency plans of the Government of Canada and its agencies.  2002, c. 14, s. 9.

Emergency plans submitted to Chief

6.2  (1)  Every municipality, minister of the Crown and designated agency, board, commission and other branch of government shall submit a copy of their emergency plans and of any revisions to their emergency plans to the Chief, Emergency Management Ontario, and shall ensure that the Chief, Emergency Management Ontario has, at any time, the most current version of their emergency plans.  2002, c. 14, s. 10.

Repository for emergency plans

(2)  The Chief, Emergency Management Ontario shall keep in a secure place the most current version of every emergency plan submitted to him or her.  2002, c. 14, s. 10.

Definitions

  1. In sections 7.0.1 to 7.0.11,

“animal” means a domestic animal or bird or an animal or bird that is wild by nature that is in captivity; (“animal”)

“Commissioner of Emergency Management” means the person appointed from time to time by order in council as the Commissioner of Emergency Management; (“commissaire à la gestion des situations d’urgence”)

“municipality” includes a local board of a municipality, a district social services administration board and, despite subsection 6 (2) of the Northern Services Boards Act, a local services board; (“municipalité”)

“necessary goods, services and resources” includes food, water, electricity, fossil fuels, clothing, equipment, transportation and medical services and supplies. (“denrées, services et ressources nécessaires”)  2006, c. 13, s. 1 (4).

Declaration of emergency

7.0.1  (1)  Subject to subsection (3), the Lieutenant Governor in Council or the Premier, if in the Premier’s opinion the urgency of the situation requires that an order be made immediately, may by order declare that an emergency exists throughout Ontario or in any part of Ontario.  2006, c. 13, s. 1 (4).

Confirmation of urgent declaration

(2)  An order of the Premier that declares an emergency is terminated after 72 hours unless the order is confirmed by order of the Lieutenant Governor in Council before it terminates.  2006, c. 13, s. 1 (4).

Criteria for declaration

(3)  An order declaring that an emergency exists throughout Ontario or any part of it may be made under this section if, in the opinion of the Lieutenant Governor in Council or the Premier, as the case may be, the following criteria are satisfied:

  1. There is an emergency that requires immediate action to prevent, reduce or mitigate a danger of major proportions that could result in serious harm to persons or substantial damage to property.

  2. One of the following circumstances exists:

  3. The resources normally available to a ministry of the Government of Ontario or an agency, board or commission or other branch of the government, including existing legislation, cannot be relied upon without the risk of serious delay.

  4. The resources referred to in subparagraph i may be insufficiently effective to address the emergency.

iii. It is not possible, without the risk of serious delay, to ascertain whether the resources referred to in subparagraph i can be relied upon.  2006, c. 13, s. 1 (4).

Emergency powers and orders

Purpose

7.0.2  (1)  The purpose of making orders under this section is to promote the public good by protecting the health, safety and welfare of the people of Ontario in times of declared emergencies in a manner that is subject to the Canadian Charter of Rights and Freedoms.  2006, c. 13, s. 1 (4).

Criteria for emergency orders

(2)  During a declared emergency, the Lieutenant Governor in Council may make orders that the Lieutenant Governor in Council believes are necessary and essential in the circumstances to prevent, reduce or mitigate serious harm to persons or substantial damage to property, if in the opinion of the Lieutenant Governor in Council it is reasonable to believe that,

(a) the harm or damage will be alleviated by an order; and

(b) making an order is a reasonable alternative to other measures that might be taken to address the emergency.  2006, c. 13, s. 1 (4).

Limitations on emergency order

(3)  Orders made under this section are subject to the following limitations:

  1. The actions authorized by an order shall be exercised in a manner which, consistent with the objectives of the order, limits their intrusiveness.

  2. An order shall only apply to the areas of the Province where it is necessary.

  3. Subject to section 7.0.8, an order shall be effective only for as long as is necessary.  2006, c. 13, s. 1 (4).

Emergency orders

(4)  In accordance with subsection (2) and subject to the limitations in subsection (3), the Lieutenant Governor in Council may make orders in respect of the following:

  1. Implementing any emergency plans formulated under section 3, 6, 8 or 8.1.

  2. Regulating or prohibiting travel or movement to, from or within any specified area.

  3. Evacuating individuals and animals and removing personal property from any specified area and making arrangements for the adequate care and protection of individuals and property.

  4. Establishing facilities for the care, welfare, safety and shelter of individuals, including emergency shelters and hospitals.

  5. Closing any place, whether public or private, including any business, office, school, hospital or other establishment or institution.

  6. To prevent, respond to or alleviate the effects of the emergency, constructing works, restoring necessary facilities and appropriating, using, destroying, removing or disposing of property.

  7. Collecting, transporting, storing, processing and disposing of any type of waste.

  8. Authorizing facilities, including electrical generating facilities, to operate as is necessary to respond to or alleviate the effects of the emergency.

  9. Using any necessary goods, services and resources within any part of Ontario, distributing, and making available necessary goods, services and resources and establishing centres for their distribution.

  10.  Procuring necessary goods, services and resources.

  11. Fixing prices for necessary goods, services and resources and prohibiting charging unconscionable prices in respect of necessary goods, services and resources.

  12. Authorizing, but not requiring, any person, or any person of a class of persons, to render services of a type that that person, or a person of that class, is reasonably qualified to provide.

  13. Subject to subsection (7), requiring that any person collect, use or disclose information that in the opinion of the Lieutenant Governor in Council may be necessary in order to prevent, respond to or alleviate the effects of the emergency.

  14. Consistent with the powers authorized in this subsection, taking such other actions or implementing such other measures as the Lieutenant Governor in Council considers necessary in order to prevent, respond to or alleviate the effects of the emergency.  2006, c. 13, s. 1 (4).

Terms and conditions for services

(5)  An order under paragraph 12 of subsection (4) may provide for terms and conditions of service for persons providing and receiving services under that paragraph, including the payment of compensation to the person providing services.  2006, c. 13, s. 1 (4).

Employment protected

(6)  The employment of a person providing services under an order made under paragraph 12 of subsection (4) shall not be terminated because the person is providing those services.  2006, c. 13, s. 1 (4).

Disclosure of information

(7)  The following rules apply with respect to an order under paragraph 13 of subsection (4):

  1. Information that is subject to the order must be used to prevent, respond to or alleviate the effects of the emergency and for no other purpose.

  2. Information that is subject to the order that is personal information within the meaning of the Freedom of Information and Protection of Privacy Act is subject to any law with respect to the privacy and confidentiality of personal information when the declared emergency is terminated.  2006, c. 13, s. 1 (4).

Exception

(8)  Paragraph 2 of subsection (7) does not prohibit the use of data that is collected as a result of an order to disclose information under paragraph 13 of subsection (4) for research purposes if,

(a) information that could be used to identify a specific individual is removed from the data; or

(b)  the individual to whom the information relates consents to its use.  2006, c. 13, s. 1 (4).

Authorization to render information anonymous

(9)  A person who has collected or used information as the result of an order under paragraph 13 of subsection (4) may remove information that could be used to identify a specific individual from the data for the purpose of clause (8) (a).  2006, c. 13, s. 1 (4).

Powers of the Premier

Powers delegated to Premier

7.0.3  (1)  If an order is made under section 7.0.1, the Premier may exercise any power or perform any duty conferred upon a minister of the Crown or a Crown employee by or under an Act of the Legislature.  2006, c. 13, s. 1 (4).

Powers of Premier, municipal powers

(2)  If an order is made under section 7.0.1 and the emergency area or any part of it is within the jurisdiction of a municipality, the Premier, where he or she considers it necessary, may by order made under this section,

(a) direct and control the administration, facilities and equipment of the municipality in the emergency area, and, without restricting the generality of the foregoing, the exercise by the municipality of its powers and duties in the emergency area, whether under an emergency plan or otherwise, is subject to the direction and control of the Premier; and

(b) require any municipality to provide such assistance as he or she considers necessary to an emergency area or any part of the emergency area that is not within the jurisdiction of the municipality and direct and control the provision of such assistance.  2006, c. 13, s. 1 (4).

By-law not necessary

(3)  Despite subsection 5 (3) of the Municipal Act, 2001, a municipality is authorized to exercise a municipal power in response to an order of the Premier or his or her delegate made under subsection (2) without a by-law.  2006, c. 13, s. 1 (4).

Delegation of powers

7.0.4  (1)  After an order has been made under section 7.0.1, the Lieutenant Governor in Council may delegate to a minister of the Crown or to the Commissioner of Emergency Management any of the powers of the Lieutenant Governor in Council under subsection 7.0.2 (4) and the Premier may delegate to a minister of the Crown or to the Commissioner of Emergency Management any of the Premier’s powers under section 7.0.3.  2006, c. 13, s. 1 (4).

Same

(2)  A minister to whom powers have been delegated under subsection (1) may delegate any of his or her powers under subsection 7.0.2 (4) and section 7.0.3 to the Commissioner of Emergency Management.  2006, c. 13, s. 1 (4).

Proceedings to restrain contravention of order

7.0.5  Despite any other remedy or any penalty, the contravention by any person of an order made under subsection 7.0.2 (4) may be restrained by order of a judge of the Superior Court of Justice upon application without notice by the Crown in right of Ontario, a member of the Executive Council or the Commissioner of Emergency Management, and the judge may make the order and it may be enforced in the same manner as any other order or judgment of the Superior Court of Justice.  2006, c. 13, s. 1 (4).

Reports during an emergency

7.0.6  During an emergency, the Premier, or a Minister to whom the Premier delegates the responsibility, shall regularly report to the public with respect to the emergency.  2006, c. 13, s. 1 (4).

Termination of emergency

7.0.7  (1)  Subject to this section, an emergency declared under section 7.0.1 is terminated at the end of the 14th day following its declaration unless the Lieutenant Governor in Council by order declares it to be terminated at an earlier date.  2006, c. 13, s. 1 (4).

Extension of emergency, L.G. in C.

(2)  The Lieutenant Governor in Council may by order extend an emergency before it is terminated for one further period of no more than 14 days.  2006, c. 13, s. 1 (4).

Extension of emergency, Assembly

(3)  The Assembly, on the recommendation of the Premier, may by resolution extend the period of an emergency for additional periods of no more than 28 days.  2006, c. 13, s. 1 (4).

Same

(4)  If there is a resolution before the Assembly to extend the period of the emergency, the declaration of emergency shall continue until the resolution is voted on.  2006, c. 13, s. 1 (4).

Revocation of orders

7.0.8  (1)  Subject to this section, an order made under subsection 7.0.2 (4) is revoked 14 days after it is made unless it is revoked sooner.  2006, c. 13, s. 1 (4).

Commissioner’s orders

(2)  An order of the Commissioner of Emergency Management made under subsection 7.0.2 (4) is revoked at the end of the second full day following its making unless it is confirmed before that time by order of the Lieutenant Governor in Council, the Premier or the Minister who delegated the power to make the order.  2006, c. 13, s. 1 (4).

Extension of orders, L.G. in C., etc.

(3)  During a declared emergency, the Lieutenant Governor in Council or a Minister to whom the power has been delegated may by order, before it is revoked, extend the effective period of an order made under subsection 7.0.2 (4) for periods of no more than 14 days.  2006, c. 13, s. 1 (4).

Extension of order after emergency

(4)  Despite the termination or disallowance of the emergency, the Lieutenant Governor in Council may by order extend the effective period of an order made under subsection 7.0.2 (4) for periods of no more than 14 days where the extension of the order is necessary to deal with the effects of the emergency.  2006, c. 13, s. 1 (4).

Disallowance of emergency by Assembly

7.0.9  (1)  Despite section 7.0.7, the Assembly may by resolution disallow the declaration of emergency under section 7.0.1 or the extension of an emergency.  2006, c. 13, s. 1 (4).

Same

(2)  If the Assembly passes a resolution disallowing the declaration of emergency or the extension of one, any order made under subsection 7.0.2 (4) is revoked as of the day the resolution passes.  2006, c. 13, s. 1 (4).

Report on emergency

7.0.10  (1)  The Premier shall table a report in respect of the emergency in the Assembly within 120 days after the termination of an emergency declared under section 7.0.1 and, if the Assembly is not then in session, the Premier shall table the report within seven days of the Assembly reconvening.  2006, c. 13, s. 1 (4).

Content of report

(2)  The report of the Premier shall include information,

(a) in respect of making any orders under subsection 7.0.2 (4) and an explanation of how the order met the criteria for making an order under subsection 7.0.2 (2) and how the order satisfied the limitations set out in subsection 7.0.2 (3); and

(b) in respect of making any orders under subsection 7.0.3 (2) and an explanation as to why he or she considered it necessary to make the order.  2006, c. 13, s. 1 (4).

Consideration of report

(3)  The Assembly shall consider the report within five sitting days after the report is tabled.  2006, c. 13, s. 1 (4).

Commissioner’s report

(4)  If the Commissioner of Emergency Management makes any orders under subsection 7.0.2 (4) or 7.0.3 (2), he or she shall, within 90 days after the termination of an emergency declared under subsection 7.0.1 (1), make a report to the Premier in respect of the orders and the Premier shall include it in the report required by subsection (1).  2006, c. 13, s. 1 (4).

Offences

7.0.11  (1)  Every person who fails to comply with an order under subsection 7.0.2 (4) or who interferes with or obstructs any person in the exercise of a power or the performance of a duty conferred by an order under that subsection is guilty of an offence and is liable on conviction,

(a) in the case of an individual, subject to clause (b), to a fine of not more than $100,000 and for a term of imprisonment of not more than one year;

(b) in the case of an individual who is a director or officer of a corporation, to a fine of not more than $500,000 and for a term of imprisonment of not more than one year; and

(c) in the case of a corporation, to a fine of not more than $10,000,000.  2006, c. 13, s. 1 (4).

Separate offence

(2)  A person is guilty of a separate offence on each day that an offence under subsection (1) occurs or continues.  2006, c. 13, s. 1 (4).

Increased penalty

(3)  Despite the maximum fines set out in subsection (1), the court that convicts a person of an offence may increase a fine imposed on the person by an amount equal to the financial benefit that was acquired by or that accrued to the person as a result of the commission of the offence.  2006, c. 13, s. 1 (4).

Exception

(4)  No person shall be charged with an offence under subsection (1) for failing to comply with or interference or obstruction in respect of an order that is retroactive to a date that is specified in the order, if the failure to comply, interference or obstruction is in respect of conduct that occurred before the order was made but is after the retroactive date specified in the order.  2006, c. 13, s. 1 (4).

Orders in emergency

Purpose

7.1  (1)  The purpose of this section is to authorize the Lieutenant Governor in Council to make appropriate orders when, in the opinion of the Lieutenant Governor in Council, victims of an emergency or other persons affected by an emergency need greater services, benefits or compensation than the law of Ontario provides or may be prejudiced by the operation of the law of Ontario.  2006, c. 13, s. 1 (5).

Order

(2)  If the conditions set out in subsection (3) are satisfied, the Lieutenant Governor in Council may, by order made on the recommendation of the Attorney General, but only if the Lieutenant Governor in Council is of the opinion described in subsection (1),

(a) temporarily suspend the operation of a provision of a statute, regulation, rule, by-law or order of the Government of Ontario; and

(b) if it is appropriate to do so, set out a replacement provision to be in effect during the temporary suspension period only.  2006, c. 13, s. 1 (5).

Conditions

(3)  The conditions referred to in subsection (2) are:

  1. A declaration has been made under section 7.0.1.

  2. The provision,

  3. governs services, benefits or compensation, including,

  4. fixing maximum amounts,

  5. establishing eligibility requirements,

  6. requiring that something be proved or supplied before services, benefits or compensation become available,

  7. restricting how often a service or benefit may be provided or a payment may be made in a given time period,

  8. restricting the duration of services, benefits or compensation or the time period during which they may be provided,

  9. establishes a limitation period or a period of time within which a step must be taken in a proceeding, or

iii.    requires the payment of fees in respect of a proceeding or in connection with anything done in the administration of justice.

  1. In the opinion of the Lieutenant Governor in Council, the order would facilitate providing assistance to victims of the emergency or would otherwise help victims or other persons to deal with the emergency and its aftermath.  2006, c. 13, s. 1 (5).

Maximum period, renewals and new orders

(4)  The period of temporary suspension under an order shall not exceed 90 days, but the Lieutenant Governor in Council may,

(a)    before the end of the period of temporary suspension, review the order and, if the conditions set out in subsection (3) continue to apply, make an order renewing the original order for a further period of temporary suspension not exceeding 90 days;

(b)    at any time, make a new order under subsection (2) for a further period of temporary suspension not exceeding 90 days.  2006, c. 13, s. 1 (5).

Further renewals

(5)  An order that has previously been renewed under clause (4) (a) may be renewed again, and in that case clause (4) (a) applies with necessary modifications.  2006, c. 13, s. 1 (5).

Effect of temporary suspension:  time period

(6)  If a provision establishing a limitation period or a period of time within which a step must be taken in a proceeding is temporarily suspended by the order and the order does not provide for a replacement limitation period or period of time, the limitation period or period of time resumes running on the date on which the temporary suspension ends and the temporary suspension period shall not be counted.  2006, c. 13, s. 1 (5).

Effect of temporary suspension:  fee

(7)  If a provision requiring the payment of a fee is temporarily suspended by the order and the order does not provide for a replacement fee, no fee is payable at any time with respect to things done during the temporary suspension period.  2006, c. 13, s. 1 (5).

Restriction

(8)  This section does not authorize,

(a)    making any reduction in respect of services, benefits or compensation;

(b)    shortening a limitation period or a period of time within which a step must be taken in a proceeding; or

(c)    increasing the amount of a fee.  2006, c. 13, s. 1 (5).

Orders, general

Commencement

7.2  (1)  An order made under subsection 7.0.2 (4) or 7.1 (2),

(a)    takes effect immediately upon its making; or

(b)    if it so provides, may be retroactive to a date specified in the order.  2006, c. 13, s. 1 (5).

Notice

(2)  Subsection 5 (3) of the Regulations Act does not apply to an order made under subsection 7.0.2 (4), 7.0.3 (2) or 7.1 (2), but the Lieutenant Governor in Council shall take steps to publish the order in order to bring it to the attention of affected persons pending publication under the Regulations Act.  2006, c. 13, s. 1 (5).

Note: This amendment applies only if Bill 14 (Access to Justice Act, 2006), introduced on October 27, 2005, receives Royal Assent.  On the day Bill 14 receives Royal Assent, subsection (2) is repealed by the Statutes of Ontario, 2006, chapter 13, subsection 2 (3) and the following substituted:

Notice

(2)  Subsection 18 (4) of the Legislation Act, 2006 does not apply to an order made under subsection 7.0.2 (4) or 7.1 (2), but the Lieutenant Governor in Council shall take steps to publish the order in order to bring it to the attention of affected persons pending publication under the Legislation Act, 2006.  2006, c. 13, s. 2 (3).

See: 2006, c. 13, ss. 2, 5 (2).

General or specific

(3)  An order made under subsection 7.0.2 (4) or 7.1 (2) may be general or specific in its application.  2006, c. 13, s. 1 (5).

Conflict

(4)  In the event of conflict between an order made under subsection 7.0.2 (4) or 7.1 (2) and any statute, regulation, rule, by-law, other order or instrument of a legislative nature, including a licence or approval, made or issued under a statute or regulation, the order made under subsection 7.0.2 (4) or 7.1 (2) prevails unless the statute, regulation, rule, by-law, other order or instrument of a legislative nature specifically provides that it is to apply despite this Act.  2006, c. 13, s. 1 (5).

Chief Medical Officer of Health

(5)  Except to the extent that there is a conflict with an order made under subsection 7.0.2 (4), nothing in this Act shall be construed as abrogating or derogating from any of the powers of the Chief Medical Officer of Health as defined in subsection 1 (1) of the Health Protection and Promotion Act.  2006, c. 13, s. 1 (5).

Limitation

(6)  Nothing in this Act shall be construed or applied so as to confer any power to make orders altering the provisions of this Act.  2006, c. 13, s. 1 (5).

Same

(7)  Nothing in this Act affects the rights of a person to bring an application for the judicial review of any act or failure to act under this Act.  2006, c. 13, s. 1 (5).

Occupational Health and Safety Act

(8)  Despite subsection (4), in the event of a conflict between this Act or an order made under subsection 7.0.2 (4) and the Occupational Health and Safety Act or a regulation made under it, the Occupational Health and Safety Act or the regulation made under it prevails.  2006, c. 13, s. 1 (5).

Lieutenant Governor in Council to formulate plan

  1. The Lieutenant Governor in Council shall formulate an emergency plan respecting emergencies arising in connection with nuclear facilities, and any provisions of an emergency plan of a municipality respecting such an emergency shall conform to the plan formulated by the Lieutenant Governor in Council and are subject to the approval of the Solicitor General and the Solicitor General may make such alterations as he or she considers necessary for the purpose of co-ordinating the plan with the plan formulated by the Lieutenant Governor in Council.  R.S.O. 1990, c. E.9, s. 8; 1999, c. 12, Sched. P, s. 6.

Other emergency plans

8.1  The Solicitor General may, if he or she thinks it is necessary or desirable in the interests of emergency management and public safety, formulate emergency plans respecting types of emergencies other than those arising in connection with nuclear facilities.  2002, c. 14, s. 12.

What plan may provide

  1. An emergency plan formulated under section 3, 6 or 8 shall,

(a)    in the case of a municipality, authorize employees of the municipality or, in the case of a plan formulated under section 6 or 8, authorize Crown employees to take action under the emergency plan where an emergency exists but has not yet been declared to exist;

(b)    specify procedures to be taken for the safety or evacuation of persons in an emergency area;

(c)    in the case of a municipality, designate one or more members of council who may exercise the powers and perform the duties of the head of council under this Act or the emergency plan during the absence of the head of council or during his or her inability to act;

(d)    establish committees and designate employees to be responsible for reviewing the emergency plan, training employees in their functions and implementing the emergency plan during an emergency;

(e)    provide for obtaining and distributing materials, equipment and supplies during an emergency;

(e.1)    provide for any other matter required by the standards for emergency plans set under section 14; and

(f)    provide for such other matters as are considered necessary or advisable for the implementation of the emergency plan during an emergency.  R.S.O. 1990, c. E.9, s. 9; 2002, c. 14, s. 13.

Public access to plans

  1. An emergency plan formulated under section 3, 6 or 8 shall be made available to the public for inspection and copying during ordinary business hours at an office of the municipality, ministry or branch of government, as the case may be.  R.S.O. 1990, c. E.9, s. 10.

Protection from action

  1. (1)  No action or other proceeding lies or shall be instituted against a member of council, an employee of a municipality, an employee of a local services board, an employee of a district social services administration board, a minister of the Crown, a Crown employee or any other individual acting pursuant to this Act or an order made under this Act for any act done in good faith in the exercise or performance or the intended exercise or performance of any power or duty under this Act or an order under this Act or for neglect or default in the good faith exercise or performance of such a power or duty.  2006, c. 13, s. 1 (6).

Crown not relieved of liability

(2)  Despite subsections 5 (2) and (4) of the Proceedings Against the Crown Act, subsection (1) does not relieve the Crown of liability for the acts or omissions of a minister of the Crown or a Crown employee referred to in subsection (1) and the Crown is liable under that Act as if subsection (1) had not been enacted.  2006, c. 13, s. 1 (6).

Municipality not relieved of liability

(3)  Subsection (1) does not relieve a municipality of liability for the acts or omissions of a member of council or an employee of the municipality referred to in subsection (1), and the municipality is liable as if subsection (1) had not been enacted and, in the case of a member of council, as if the member were an employee of the municipality.  2006, c. 13, s. 1 (6).

Application of subs. (1)

(4)  In the case of an order that is made retroactive to a date specified in the order, subsection (1) applies to an individual referred to in that subsection in respect of any act or any neglect or default that occurs before the order is made but on or after the date specified in the order.  2006, c. 13, s. 1 (6).

Definitions

(5)  In this section,

“member of council” includes a member of a local board, a local services board or a district social service administration board; (“membre du conseil”)

“municipality” includes a local board of a municipality. (“municipalité”)  2006, c. 13, s. 1 (6).

Right of action

  1. Where money is expended or cost is incurred by a municipality or the Crown in the implementation of an emergency plan or in connection with an emergency, the municipality or the Crown, as the case may be, has a right of action against any person who caused the emergency for the recovery of such money or cost, and for the purposes of this section, “municipality” includes a local board of a municipality and a local services board.  R.S.O. 1990, c. E.9, s. 12; 1999, c. 12, Sched. P, s. 8.

Agreements

  1. (1)  The Solicitor General, with the approval of the Lieutenant Governor in Council, may make agreements with the Crown in right of Canada in respect of the payment by Canada to Ontario of any part of the cost to Ontario and to municipalities of the development and implementation of emergency management programs and the formulation and implementation of emergency plans.  R.S.O. 1990, c. E.9, s. 13 (1); 2002, c. 14, s. 15.

Idem

(2)  The Solicitor General, with the approval of the Lieutenant Governor in Council, may make agreements with the Crown in right of Canada and with the Crown in right of any other province for the provision of any personnel, service, equipment or material during an emergency.  R.S.O. 1990, c. E.9, s. 13 (2).

Idem

(3)  The council of a municipality may make an agreement with the council of any other municipality or with any person for the provision of any personnel, service, equipment or material during an emergency.  R.S.O. 1990, c. E.9, s. 13 (3); 1999, c. 12, Sched. P, s. 9.

Action not an expropriation

13.1  (1)  Nothing done under this Act or under an order made under subsection 7.0.2 (4) constitutes an expropriation or injurious affection for the purposes of the Expropriations Act or otherwise at law and there is no compensation for the loss, including a taking, of any real or personal property except in accordance with subsection (3).  2006, c. 13, s. 1 (7).

Payment of cost of assistance

(2)  The Lieutenant Governor in Council may by order authorize the payment of the cost of providing any assistance that arises under this Act or as the result of an emergency out of funds appropriated by the Assembly.  2006, c. 13, s. 1 (7).

Compensation for loss of property

(3)  If, as the result of making an order under subsection 7.0.2 (4), a person suffers the loss, including a taking, of any real or personal property, the Lieutenant Governor in Council may by order authorize the reasonable compensation of the person for the loss in accordance with such guidelines as may be approved by the Lieutenant Governor in Council.  2006, c. 13, s. 1 (7).

Compensation for municipalities

(4)  Without limiting the generality of subsection (2), the Lieutenant Governor in Council may by order authorize the payment of the costs incurred by a municipality in respect of an order made under this Act out of funds appropriated by the Assembly.  2006, c. 13, s. 1 (7).

Standards for emergency management programs and emergency plans

  1. (1)  The Solicitor General may make regulations setting standards for the development and implementation of emergency management programs under sections 2.1 and 5.1 and for the formulation and implementation of emergency plans under sections 3 and 6.  2002, c. 14, s. 16.

General or particular

(2)  A regulation made under subsection (1) may be general or particular in its application.  2002, c. 14, s. 16.

Conformity to standards required

(3)  Every municipality, minister of the Crown and designated agency, board, commission and other branch of government shall ensure that their emergency management programs and emergency plans conform to the standards set under this section.  2002, c. 14, s. 16.

Crown bound

  1. This Act binds the Crown.  2006, c. 13, s. 1 (8).

 

 

SECTION 6 – EMERGENCY OPERATIONS CENTRE

6.1       Emergency Operation Centre Definition

An Emergency Operations Centre (EOC) is the physical location where an organization or in our case where the City’s Primary Control Group comes together during an emergency to coordinate emergency response, recovery actions and resources. The Sarnia EOC is not one room but a number of rooms where the coordination of information and resources takes place. For example the Sarnia Police classroom doubles as the media centre for the City of Sarnia while the Boardroom becomes the area where executive briefings would take place away from the Operations Centre.

The Emergency Operations Centre is a large room equipped with various maps, communications equipment and reference material.  In the event of an emergency, the Emergency Operations Centre would be utilized by the Primary Control Group for the purpose of making those administrative and policy decisions relevant to the emergency response. The EOC is not usually used as an incident command post; rather, it is the operations centre where resources, coordination and management decisions are facilitated. Members of the Primary Control Group must recognize that they are assembled to support the actions of the Municipal Emergency Response.

6.2   When it is Used

Members of the Primary Control Group will attend the Emergency Operations Centre whenever an evacuation or containment has been initiated or at the direction of the Chairman of the Primary Control Group.

6.3  Location

        The main Emergency Operation Centre is located at the Sarnia Police Headquarters, 555 North Christina Street, Sarnia.

6.4       Alternative Location

        If, for any reason, the Main Emergency Operations Centre is incapacitated or inaccessible, then the alternative site will be provided to the Municipal Primary Control Group of the designated location.  The mobile E.O.C. equipment would be relocated to this site or an alternate municipal building if required. For a Listing of a Third or Fourth E.O.C. location please see Sarnia Emergency Management Operational Guides.

6.5       Operation Centre’s Equipment

The Operations Centre is a large room equipped with various maps, communications equipment and reference material. The Main Emergency “Operation Centre” has been equipped with the latest equipment to assist in the co-ordinated response to an emergency.  Large aerial photographs of the Sarnia area have been provided.  The early warning devices can all be activated from this location. Video monitors are provided to observe the response, based on information from on-scene media and to assess the media coverage.  A facsimile machine is at the disposal of the Primary Control Group. The Operations room and the entire EOC have a generator backup as well as UPS backup. The Operations room is permanently set up with security access and with a variety of communications systems. Individual workstations have been provided for each agency. Each Control Group member should be prepared to bring to the operations centre departmental resources that will allow them to function in their role as well as additional staff support if required. A large conference table enables group discussions and decision-making. Executive or City Council briefings would be conducted in the Boardroom to allow the operations room to continue to function.

6.6       Flow of Communications

The two way flow of information to and from the Emergency Site will be collected, processed and disseminated through a small room located in the rear of the Emergency Operations Centre (called the Emergency Communications Centre) to the respective members of the Primary Control Group or to the site Management Team, as necessary.  Also information flows by cell phone in the field to telephone in E.O.C. The Communications Centre also houses the Civic Emergency Notification system, the ARES and Environment Canada’s CANWARN. The ARES group at the Sarnia EOC provides radio communications to the local Hospitals, The Sarnia Mobile Command Centre, the emergency reception centres, and with the Province of Ontario.

6.7       Incident Management System (IMS)

The Incident Management System (IMS) provides a management structure and system for conducting emergency operations. This system is applicable at the emergency site and at the EOC, for small-scale daily operational incidents as well as for the major activities. The IMS provides the flexibility needed to rapidly activate and establish an organizational format around the functions that need to be performed. Members of the Secondary Control Group should be included or asked to attend the Emergency Operations Centre when their assistance is required or when they have issues that need to be dealt with by the Primary Control Group.

6.8       Operating Cycle

 

Each member of the Primary and Secondary Control Groups is responsible for his / her own department’s Standard Operation Procedures (SOPs) during the emergency and is responsible to bring issues to the attention of the Chair. The Chair needs to facilitate this by calling the various control group members to assemble for status briefings and updates to the stakeholders. The Primary Control Group Chair will establish the frequency of meetings and agenda items. Meetings should be kept as brief as possible thus allowing members to carry out their individual responsibilities.  The Chair needs to ensure that an incident Log has been opened, that Standard Operation Procedures (SOPs) have been implemented using checklists that tasks have been assigned according to plan or briefings and that tasks have been performed. The Chair needs to ensure that all event information is tracked and recorded.

  • Event Information Tracking

 

The Chair needs to ensure that all event information is tracked and recorded for future and debriefing uses. The City Clerk or his/her alternate is responsible for the record and log keeping. (Other Staff may be required to provide this service at times). (PLEASE NOTE: PRIMARY & SECONDARY CONTROL MEMBERS E.O.C. JOB DESCRIPTIONS CAN BE FOUND IN SECTIONS 9 and 10).

 

 

SECTION 7 – CONCEPT OF MUNICIPAL EMERGENCY SITE CO-ORDINATION

7.1   Site Co-ordination Definition

Site co-ordination is essentially the management of the emergency site or sites in such a manner that all parties are involved (Unified Command) in the decision-making process required to mitigate the effects of a disaster.

7.2   Emergency Site Management Definition

Emergency Site Management is the establishment of a framework through which the effects of a disaster are mitigated and a return to normality is achieved.  (Incident Command) are those involved at any level with the overall response to an incident.

7.3   Municipal Emergency Site Incident Commander Definition

The Municipal Emergency Site Incident Commander is the individual appointed to co-ordinate the operation at the site or sites of the emergency.  The Municipal Emergency Site Incident Commander’s purposes are to co-ordinate and oversee the response to an emergency.  The initial Municipal Site Incident Commander may be relieved by the Emergency Operations Centre (Primary Control Group when the situation requires a change-up of Incident Command, when Unified Command is more appropriate or when the situation is clearly best handled by the agency having most jurisdiction over the issue.

7.4   Emergency Mobile Command Post Definition

The Mobile Command Post (Community Co-ordination Centre) is the facility in which the Site Co-ordinator and Incident Commanders utilize to execute their responsibilities.

7.5  Incident Commanders Definition

Commanders are the persons in charge of the various agencies.  The Incident Commander for the Police Service would usually be the Senior Constable or Sergeant. The incident commander for the Fire Service would usually be the Fire Platoon Chief.  It is the Incident Commander’s responsibility to manage the response of his or her on-site personnel.

7.6           Municipal Emergency Site Incident Commander and Primary Control Group

The Municipal Emergency Site Incident Commander is also the eyes and ears for the Primary Control Group (see Section 9) housed in the Emergency Operations Centre.

7.7   Primary Control Group (see Section 9 for additional information)

Acknowledging that the role of the Primary Control Group is that of long term contingency planning, policy making and most importantly support to the Emergency Site Team, it is essential that factual timely information be passed between the two groups.

Ideally, the only information that comes from the site/sites to the Primary Control Group will be communicated by the Municipal Emergency Site Incident Commander.

The Municipal Emergency Site Incident Commander and the Primary Control Group must at all times be working in concert towards a common goal.  The Municipal Emergency Site Incident Commander has by far the most significant role in the overall Emergency Response.  Crucial principles must be adapted by all persons involved in the response.

7.8   Purpose of Emergency Response

The first few hours of a disaster are the most critical.  The crisis aspect of any emergency demands a clear understanding and acceptance of the purpose of emergency response by all those involved.  A clear prior understanding of the aim is considered the most important overriding principle in disaster management.

7.9   Aim of Emergency Site Management Team

The aim of the emergency site operation is derived from the overall aim of the municipal plan (see Section 1.)  Emergency Site Commander(s) must be capable of setting priorities, assigning tasks and select the tactics to contain the problem.  Limitations may be imposed upon the Municipal Emergency Site Commander or (Commanders in Unified Command) such as the time available, resources, evacuation routes, and the like.  However, he/she should be given the widest scope possible to use his/her initiative with the minimum restrictions.

Finally, the aim and its limitations together constitute essential elements of the problem that emergency operations must resolve.  Before any emergency can be tackled, the leaders of the response (Unified Command) must all agree on what the problem is and how best to resolve it in order to save lives and property.  The inability to agree on this point could mean the failure of emergency operations.

7.10  Available Resources

A thorough knowledge of available resources, both human and material, is essential for effective emergency management.  This includes a sound understanding of the organization and the abilities and weaknesses of the various participating emergency services and agencies.

Knowledge of the locations and quantities of resources dispatched to the site is the key to resource management.  This information gives emergency commanders a clear appreciation of what they have on site, its accessibility and operability.

7.11  Personnel Management

The most important resource committed to any emergency is the human one.  Management of this resource must not be overlooked.  Responders will work under stressful situations and their morale must be maintained.  This will depend in part, on their own ability to perform duties or assigned tasks.  It is therefore imperative to cater to their needs and to equip them properly to perform their mission.  This calls for adequate supplies of fuels, foodstuffs, transport and equipment.

7.12  Vital Information

No action plan can be made until certain vital information is available:  layout, weather, approaches to site, population distribution, type of chemical involved and the like.  Even negative information about the problem may be useful.

Vital information needs to be shared between Emergency Site Co-ordinators, Emergency Commanders, Emergency Responders and Emergency Operations Centres (E.O.C.) (See Annex A. at end of Section 7 for Diagram).

7.13  Reconnaissance Efforts

Emergency managers must first acquire the information they need, then collate and evaluate it to minimize confusion, exaggeration and rumours and finally pass it to those most directly affected.

Reconnaissance efforts must be co-ordinated to obtain the detailed information needed to implement the emergency plan.  These efforts will obviously be limited by the time and resources available.  Reconnaissance and the gathering of information is an ongoing process throughout the operation.  The timely passage of situation reports is the best way to pass information to various headquarters and command posts.

7.14  Maintain Good Communication

 

Potential Communications Problems:  Communication can make the difference between a failed operation and a successful one.  The problems associated with communication relate to message content, means of dispatch and the interpretation of the message by the recipient.

If responding and supporting agencies arrive on site with incompatible communications equipment, emergency managers must be to call upon additional measures.

Learn to recognize the two different communication problems.

Internal Problems:  Generally systems used to relay communications within an agency are geared to handle a specific amount of information.  In an emergency, staff may increase.  The communications systems may not be adequate to accommodate the overload and the process is slowed down.  Also, channels of communication that are distinct in normal times become blurred when several individuals occupy a new position.  Consequently, the normal channels of communications will not be sufficient to ensure that all relevant information will reach those who need it.  See annex A at the end of Section 7 for a diagram explaining field communications.

Problems Between Agencies:  Communication between agencies may fail because the informal basis that normally exists may not suffice.  New contacts, difficult to establish at the best of times, will have to be formed during the emergency.  Communications between agencies will frequently not proceed smoothly under such circumstances.

7.15  Pre-Planning

Planning is always concerned with future events.  During an emergency the lack of (or evidence of) foresight will greatly influence the outcome.  Forecasting future events will provide managers with information upon which good and sound decisions can be based.  Forecasts must be as accurate as possible and based upon the best available information.  Resource demands will often compete with other needs.  Such demands must be substantiated.  Foresight estimates resource requirements, anticipates timing and action, foresees problems and adjusts the action plan accordingly.

Emergency managers must anticipate the next stage in an operation, to overcome the inevitable time lag in the delivery of emergency support material to the site.

Remember that the higher the level of decision-making, the earlier the planning for resources must begin.  If the Emergency Site is planning his or her action one hour ahead, the Primary Control Group should anticipate such action at least two to three hours ahead.

7.16  Line of Authority

Emergency managers must have constant access to the evolving action plan and the administrative plan must evolve in concert with the site action plan it supports.

A recognized line of authority must be established early at the emergency site.  The Municipal Emergency Site Commander’s authority must be clear at the outset and it should be plainly stated in the municipal emergency plan.  All responding agencies and their members must understand the Municipal Emergency Site Commander’s position.  The limits of authority and control of all responders must be clearly stated.  Actions of an individual operating without authority must not jeopardize the overall emergency operation.

Laws and policies, at all levels, control and set limits on the actions and scope of emergency site Commanders.  It is essential that legal authority, municipal by-laws and emergency plans be shared to establish the parameters within which the Municipal Emergency Site Commanders may operate.

7.17  Legal Authority

 

Other legal authority already exists within services such as police, fire, and public works.  Emergency Commanders should be aware of the additional authority of these services to act.

Emergency Commanders may have to deal with four problem areas:

  1. There is a strong tendency, especially at higher levels, for officials to work too long.  This has two results:  first, overtired personnel become inefficient; secondly, when they are eventually replaced, their replacements will lack information because crucial unrecorded data will have accumulated in the heads of a few individuals.

  1. Questions almost inevitably arise about which agencies have the authority to assume unusual disaster-related tasks, such as mass burials of the dead or large-scale search and rescue operations.  This issue should normally be resolved by assigning specified responsibilities in the municipal emergency plan (see Sections 9, 10, 11).

iii.     Problems sometimes arise between established agencies and outside groups over traditional tasks.  For example, area security is traditionally a police function.  There can be problems if provincial or federal police or the military also attempt to provide security.

  1. Disasters frequently cut across the jurisdictional boundaries of local organizations, creating potential for conflicts.  In normal times, unclear or overlapping responsibilities can often be ignored.  During disaster these conflicts will sharpen.

Unresolved jurisdictional issues often surface at the height of an emergency.  Areas of potential conflict should be identified and resolved during the planning process.

At the outset of an emergency operation, personnel and material are usually in short supply.  Establishing priorities for the use of resources is absolutely essential, particularly when response agencies are arriving on site with minimal resources.

The imaginative use of available resources will save time and effort.  If priorities are well delineated, co-ordinated efforts will be easier to achieve.

At the site, the Municipal Emergency Site Commander(s) must be able to alter priorities quickly to meet the changing situation and unexpected developments.  This entails, above all, flexibility in making decisions.

7.18  Conserve Resources

Conserve resources.  A good action plan also calls for the use of only those resources needed to accomplish the task.  Operations will never go according to plan.  Emergency Commander(s) must maintain some reserves to react to unexpected events.  Alternative sources of supply, a reasonable reserve of personnel and transport, and material placed to be readily available, will allow the Emergency Commander(s) to maximize the use of limited resources.

7.19  Promote Co-operation and Co-ordination

Promote co-operation and co-ordination.  All responding agencies must achieve the maximum combined effort.  Goodwill and the desire to co-operate are essential at all levels, owing to the increased inter-dependence of all organizations and agencies.

All responding agencies agree, in principle at least, to co-ordination in times of disaster.  However, the means of achieving “co-ordination” is neither self-explanatory nor a matter of consensus.  At one extreme, co-ordination is viewed as informing other groups of what their own group will be doing.  At the other extreme, co-ordination is seen as the centralization of decision-making into a particular agency or a few key officials.

It is not surprising that problems arise, even when a pre-disaster agreement forms part of the emergency plan.  Again, the newness of many emergency tasks (handling many dead, for example) can create strain in relationships between agencies that have worked together before.  The greater the number of agencies or groups that respond to an emergency, the greater the co-ordination problem becomes.

The problems may be compounded by the fact that some agencies may come from outside the area, may have a different structure and a mode of operation (Not IMS) and not understood by the Municipal Emergency Site Commander(s) .  Conversely, outside agencies may not understand the local structures and methods of operation (IMS).

To overcome this barrier, a pre-agreed emergency site management technique is required.  This will greatly assist agencies to work together and to share resources to their mutual advantage.  An adequate Emergency Site Management structure will enhance the sharing of emergency resources, and also provide a means of obtaining help quickly within the municipality.

The Municipal Emergency Site Commander(s) should make effective use of the special skills and capabilities of various emergency response agencies and resources.  A flood may require co-ordination of law enforcement services to police the area, search forces to locate the survivors and victims, fire services for heavy rescue and fire suppression, air and ground ambulances for evacuation of injured and a variety of support services such as the City Public Works Department, City Engineering, City Planning Department, Parks and Recreation (Community Services) and Sarnia Transit.

7.20  Logistics of Emergency Site

Emergency response personnel require meals, fuel, special equipment, transport and other stores.  Stock of these materials may be available or they may have to be acquired from other sources.  Equipment must be maintained on site or removed from the site to be repaired.  The sick and injured must be treated and evacuated to hospitals. Municipal departments are required to have their own Standard Operations Procedures for staffing, resources and communications. (S.O.P.).

The emergency response forces must be rotated, reinforced and rested.  The Emergency Site Management team must identify, quantify and communicate these logistic needs to the Emergency Operations Centre.  On the other hand, the Emergency Operations Centre must anticipate and provide for those needs as well.

All action in support of the operation must be properly documented for legal claims and post-emergency reporting.  The psychological needs of the human resources on site must also be provided for.

Depending on the magnitude and duration of the response operation, a small staff is needed to assist the Municipal Emergency Site Commander(s) in carrying out both operational and administrative planning on the site.  The administrative plan must cater to these various needs and provide a co-ordinated approach.

The specific logistic functions the Municipal Emergency Site Commander(s) must address are:

  1. Psychology and/or Chaplain Services

To the injured

To the rescue workers

To evacuees

  1. Financial Records

Accounting for public funds

Overtime record

Emergency funds

iii.     Reinforcements/Human Resources

Shift rotation

Rest and recuperation

Debriefing/briefing

New equipment and operators

Personnel registration

  1. Record/Documentation

Status of personnel

Status of equipment

Requisition forms/preformed

Logging of special events

Frequency of status report

Listing of resources

  1. Material Supply

Fuel, oil

Meals:  hot, cold

Stores

Shelter

Spare parts

Vehicles

Special stores

  1. Transport

Ambulance

Police/fire

Evacuation

Petroleum

Water truck

Engineer, dump trucks

Recovery vehicles

Heavy wheeled transport

vii.    Repair and Recovery

Repair on sites

Recovery sites

viii.   Water Supply

For personal usage

For fire fighting apparatus, etc.

  1. Legal

Record keeping for claims against the municipality

Legal advice

  1. Public Information  (see Section 8, Media Policy)

Media control

Control of dissemination of public information

Administrating, conducting and assisting all media

Photo/video records of emergency

Press release

  1. Morgues

Location

Preservation/storage

Body bags

Record keeping

Hospitals’ roles

xii.    Jurisdiction:  Municipal/County/Province/Federal

Relationship between levels of governments

Legal authority

Re-establishing control

Re-establishing public utilities

Curfews

Handling of evacuees

7.21  Compliance and Ownership

Ownership in the previous principle must be taken by all agencies involved in the response.  Compliance with these principles will lend itself well to the specifics of the Emergency Site Incident Commander(s) Responsibilities.

7.22  Three Stages of Emergency Management

Emergency Site Co-ordination, irrespective of type, must be conducted so that resources arrive in the stricken area.  The process can be divided into the following stages:

  • Deployment and site layout

  • Emergency control

  • Restoration

Deployment and site layout stage unfolds rapidly through a series of concurrent activities.  It begins with an information and alert phase, followed by a control phase by the first responders, then by an additional response.  At this point response by the three key agencies (police, fire and ambulance) must be co-ordinated for effective emergency site management.  The Police Field Supervisor, Road Sergeant or Senior Fire Official will immediately assume the role of Municipal Emergency Site Commander at this stage.  This can be assumed jointly also.

If time is available, the three first responding agencies study the site to assess the situation and report to their dispatchers when asking for further assistance.  The first responders then attempt to deal with the situation using the resources on hand.  As the response increases, co-ordination becomes essential.

On arrival, the Municipal Emergency Site Commander must first determine the magnitude of the situation; locate the perimeters, the primary rescue sites and the centre of the emergency site.  Debriefing the effected industrial representative or first responders should form part of this action.  These people represent the best source of information available at the moment.

Carrying out a detailed reconnaissance is another important action.  The result of this reconnaissance should determine specific “Hot Spots”, the extent of the damage, and yield an idea of the type of emergency response needed.

7.23  Initial Response Phase

During the initial response phase a number of UN coordinated activities occur.  The presence of the Municipal Emergency Site Commander signifies that the stage of co-ordinated and controlled responses has begun.  Resources must be acquired and controlled.  The improvement and control of access routes and the identification of staging areas must be addressed early to avoid confusion.  Heavy rescue equipment must be marshalled if required.  The process of assembling and deploying all resources on the site ensures a workable and flexible operation.  Site layout will be different for every situation, but the principle or organization remains the same.

7.24  Identification of Site Command Post

The Site Command Post at the onslaught of the emergency can be any easily identified vehicle or structure that will facilitate the committee approach to the situation.  A Police Cruiser or the Fire Department’s Rescue Truck will serve as an initial Command Post.  During a prolonged emergency the Mobile Command Post can be deployed.  This is achieved when the Municipal Emergency Site Commander(s) recognizes the need for the Command Post.

7.25  Placement of the Site Command Post

One of the most important considerations is the placement of the Site Command Post.  It must be fairly central so that the site can co-ordinate and control all activities and observe the access routes.  To provide that control, the emergency site must have facilities to communicate easily with the senior officials of the entire key responding agencies as well as outside agencies, groups or organizations whose help may be needed.

The Site Command Post has access to telephone lines and radio equipment.  Because of the intensive use of radios, the headquarters should be on high ground where interference is minimal on all the frequencies used; in the event additional command posts are dispatched.

All responding agencies should co-locate their respective command posts with the Municipal Emergency Site Commander(s)’ Command Post.  Command Posts should be in the “cold” zone.

7.26  Perimeters and Emergency Zones/Site Layout

Security of the site is a police responsibility.  In a major emergency, two perimeters should be established.  The inner perimeter includes the immediate emergency area only and may include, in case of a large number of casualties, an emergency medical care centre.  Only essential staff and equipment should be allowed within this perimeter, and residents or workers should be evacuated as soon as possible.  Entry should be strictly controlled with only one or two access points.

Beyond this zone, the Sarnia Police will establish an outer perimeter.  The outer perimeter should include the entire area affected by arriving personnel and equipment.  Staging areas for the different response agencies, parking areas for workers and emergency vehicles, a temporary morgue, and an information centre should be established here.

All the agencies involved should set up their operating base in the area between the inner and outer perimeters.  Here they will prepare to assist in fighting the emergency.

7.27  C.V.E.C.O. Passes

C.V.E.C.O. passes are pass cards that identify the bearer as a member of a local emergency response team.

Access through the outer perimeter should also be strictly controlled.  C.V.E.C.O. passes will be honoured at the Officer’s discretion if the incident involves an industrial incident.  Officers will take up point duty locations as set out in the C.V.E.C.O. Plan.  There should be only one access route, although a second may be maintained to facilitate entry of emergency personnel and equipment.  The outer perimeter must be patrolled and guarded to ensure that unauthorized persons do not penetrate this line.  It is also at this line spectators converging on the site must be controlled.  The line must be far enough from the emergency site that it does not interfere with the response and any unexpected and new dangers such as explosions, collapsing buildings, radioactive materials or gases or vapours that could affect the crowds.

7.28  Access and Egress Routes

Police officers must ensure that all equipment and personnel from the responding agencies are provided with unobstructed access and directed to the proper locations.  It follows that these officers have to be briefed on the location of command posts, staging and parking areas.  As well, the security officer at the access point should notify the emergency site commander’s headquarters of the arrival of personnel and equipment requiring access into the secured perimeter.  The security personnel also have to direct media representatives to the media centre (see Section 8, Media Policy) and authorized visitors to the areas that they are allowed to visit.  .

7.29  Staging Area

In addition to traffic control at access points, traffic control within the perimeter area is essential.  If possible, a traffic plan calling separate in and out routes should be established.  Ideally, the IN route should pass by emergency site headquarters.  This allows the headquarters to confirm what personnel and equipment are available and to make sure that they are directed to the proper location.  IN and OUT routes should be communicated to all point duty personnel.

Staging areas are established to hold resources to move on short notice.  They should be established by the Municipal Emergency Site Commander(s) .  A staging area can be wherever mobile equipment can be situated with temporarily sanitation and fuelling services.  The Municipal Emergency Site Commander(s)  with the help of the police/fire should assign a manager for each staging area under the supervision of a staging area co-ordinator.  These individuals can be drawn from volunteer organizations (see Section 11).

When equipment not immediately required enters the outer perimeter, it should be directed to a pre-designated parking area.  To ensure that the vehicles are parked properly and do not obstruct the movement of other vehicles so to move there if necessary.  Ignition keys should never be removed if a driver leaves a vehicle; this will facilitate movement by others.  Specific parking areas should be assigned to all responding agencies.

The proper management of this area will contribute to minimizing casualties.  The area must be situated where the IN and OUT routes are being evacuated, will be high.  The area should be large enough to accommodate the different sub-areas required for types of casualties – a separate area to place the dead, loading areas for casualties and first aid post.

Traffic to this area will have to be controlled.  Ambulances (or other means of transportation) will report to their parking area and be called to a staging area as required so that no traffic jam occurs.  This also facilitates the dispatch of casualties to the proper hospitals.  It is important that this area be far enough from the disaster site that the casualties and the medics will not be endangered by smoke and other factors associated with the disaster, e.g. the exhaust fumes of waiting ambulance and other vehicles.

7.30  Media Information Centres

To help assist media personnel, it is important to set up a media information centre and to notify media people that the only place at the site where information will be issued is from that point.  This will help to prevent them from wandering around the site.  The appointment of a liaison officer is essential.  The police service, however, often assumes this responsibility.

7.31  Temporary Morgue and Property Office

If the emergency involves a number of fatalities, it may be necessary to preserve the site and the property of these people to facilitate the activities of the authorities trying to determine the identity and cause of death and to ensure that the deceased’s property is disposed of appropriately.  A morgue should be set up on site, or nearby and areas must be set aside where belongings can be identified and kept safely until they can be released.  The establishment of a property office by the police is essential and is part of the morgue function. Emergency Management Ontario (EMO) should be contacted as there are now procedures and resources in place for mass casualty events.

Logistics areas must also be located inside the outer perimeter for the issuance and receipt of equipment and for maintenance and recharging of various equipment.  Areas where personnel can be decontaminated if necessary and where the crews will be able to rest and eat are also needed.  Personnel reporting on and off duty should report through this area.

Depending upon the size of the emergency, more than one such area may be necessary where each major responding agency can take care of its own needs.  As well, the emergency site incident commander(s)  may want to regroup some specific logistics functions to provide more efficient support for the whole team.  An example of this could be the regrouping of all facilities to recharge air pack cylinders or the establishment of one decontamination area, as opposed to one for each service.

7.32  Responsibilities of Individual Agencies

Individual agencies will be responsible for selecting and training the Incident Commanders.  These individuals will be responsible for the creation of pertinent forms, procedures, checklists, etc. that could be required in the event of an emergency.

7.33  Initial Relief

 

All policies, procedures, forms, checklists, etc. will coincide with the policies and procedures set out in this Emergency Plan.

7.34  Assurance of Continuity

Relief of the Initial Municipal Emergency Site Commander(s)  (the Police Supervisor) will be selected by the Primary Control Group.

 

 

SECTION 8 – MEDIA POLICY

8.1   Media Outlet Definition

 

As outlined in Section 2, the City of Sarnia is home to various media outlets.  Media outlets are defined as companies or organizations that use the television, radio, newspapers or print media.  As vehicle for the public information, Sarnia recognizes the importance of timely, factual information to the community in the time of emergency.  It is the City’s position that a media plan also be prepared to assist the media while covering the news portion of the incident.

8.2   Division of Media Policy

 

It is the policy of the City of Sarnia to provide accurate and timely information on matters of public safety to the news media and the public we serve. The City will provide Civic Emergency Notification through its media partnerships using consistent sound emergency practices. The City of Sarnia will base Emergency cable legislation and regulations, including among others: The Charter of Rights and Freedoms, The Police Services Act, The Municipal Freedom of Information and Protection of Privacy Act, and The Young Offenders Act. This section will be divided into two areas.  Area one will outline the accepted method of communicating information to the citizenry that could impact upon health and welfare, i.e. evacuations; area two will address the mutually agreed upon procedures the Emergency Responders will use to assist the media in their efforts to cover the newsworthiness of the story.

8.3   Definitions of the Stages of an Emergency

A detailed plan has to be drafted to address the needs of the community during an emergency.  Public information will be required at three different stages of the emergency.  For the sake of this plan we will call the three stages:  infancy, control and restoration.

8.3.1 The Infancy Stage

 

        During the infancy stages of the emergency situation, the Municipal Authority will give information with respect to the required action the citizens are to take.  This action can be as minor as avoiding certain road intersections due to closed roads, or as significant as issuing a Shelter-in-place or Evacuation order. This information may be lifesaving instructions and will often come from the Officer in charge through Sarnia Dispatch.  This may include sounding of municipal Sirens, notifying the media and activating our automatic telephone/e-mail /text notification system. (See Emergency Guide Lines in Appendix H for internal details)

 

8.3.2 Control Stage

 

The second stage of public information is that of control.  This is when the situation is under control, but is not yet finalized.  This type of information is designed to circumvent panic and unrest in the community. This Civic information needs to come from the Sarnia Emergency Operations Centre from the Public Information Officer.

 

8.3.3 Restoration Stage

 

        The third stage of public information is that of restoration to normality stage.  This is the time frame when the incident is for all intents and purposes over and the clean-up procedures commence.  An example of this type of information is when a reception centre is being closed or an area is being reopened to the evacuees.

 

8.4   Life Saving Notification

 

        Usually, in most lifesaving operations (see Section 3, paragraph 3) the Sarnia Police Services assumes the responsibility of notifying the community of any immediate danger by utilizing the warning systems activating our automatic telephone/e-mail /text notification system, and Municipal Warning Sirens as well as local media. For long term events which require a longer activation process the Municipality may go through the Federal/Provincial “Alert Ready” system.

 

8.4.1 Pre-Emergency Notification

 

        It is possible that stage one of public notification can take place if the operation is pre-emergency.  An example of this could be communicating threats of severe weather, public health epidemics or precautionary evacuations such as major brush or forest fires.

 

8.4.2 Infancy Stage

 

All official public information releases in the infancy stage of an emergency will come from the Police Service if the operations is lifesaving.  It will come from the Head of Council if the operation is pre-emergency.  What is being said is this:  if the Primary Control has been assembled (see Section 9), all public information releases will come from the Head of Council.  If Primary Control is not yet assembled the public information will come from the Sarnia Police Service.

8.4.3 Head of Council and Media Releases

 

Following the assembly of the Primary Control Group, all public information releases will be generated by the Head of Council and distributed by the Public Information Officer.  The Public Information Officer is a member of the Primary Control Group and responsible for disseminating the official releases relating to public safety to all local media outlets.  It is essential that the focus of the above-mentioned releases is always that of public safety.

 

8.4.4 Communicating Progress of an Emergency

 

Responsibility to communicate the progress of the Emergency Response to the citizens rests solely with the Head of Council.  The Head of Council will in fact reflect the general feeling of the Primary Control Group regarding the progress of the situation.

8.5   Media Efforts to Cover the Story

 

The second area, which will be addressed in this section, is the policies that are designed to assist the media in their efforts to cover the newsworthiness of the story.

 

8.5.1 Industry Related Incidents:

 

The majority of news media people will wish to congregate at the actual emergency site for actual photographs or video shots of the incident.  The Municipal Emergency Site Commander(s) is / are responsible for implementing the site media centre.

 

8.5.2 Site Media Centre

 

Upon identifying one’s self as an official media person to a perimeter police officer, the person may proceed, if no apparent danger exists, proceed to the pre-determined site media centre.  The perimeter police officer has a responsibility to request from his supervisor the location of this site media centre.  The Municipal Emergency Site Commander(s) (see Section 7) has a responsibility to advise all police agencies involved.

 

 

8.5.3 If Emergency Site is not accessible

 

        In the event that the emergency site is not safely accessible to members of the media or at the discretion of the Municipal Emergency Site Commander(s); a media briefing room will be established.

This Primary Media briefing room will be located at the Sarnia Police Headquarters located at 555 North Christina Street, First Floor Classroom. Local Industry in the City of Sarnia should send their Media Representative to the Sarnia Police Headquarters when an onsite media centre cannot be set up for safety concerns.

Members of the media are encouraged to congregate at this location for official, timely, factual updates on the progress of the emergency situation.

The Head of Council and / or the Public Information Officer will host the media briefings and will have the latitude to call upon the appropriate personnel to assist him or her in disseminating relevant information.  All media releases either public information or incident coverage will be prepared in such a manner that copies can be distributed.

 

8.5.4 Location of Secondary Media Briefing Room

 

        The Head of Council may, if he or she deems it necessary, designate location.  The secondary media briefing location will be located at Sarnia City Hall, Council Chambers located at 255 North Christina Street.

This location would normally be selected if the media coverage were such that the Primary Media Briefing room was inadequate in size.

 

8.5.5 Media Briefings

 

        Media briefings will be held on a regular basis dividing all types of emergency operations (see Section 3, paragraph 3).

It is likely that an Emergency Site Media Centre and the Primary Media Briefing Room are both operational.  This approach assures members of the media community with official factual information in a timely manner. All Emergency Site Media Centre releases must be provided to the Primary Control Group at the Sarnia Emergency Operations Centre prior to release.

The Head of Council and/or Primary Control Group will determine the frequency of official media briefings and the location.

 

8.5.6 Out-of-Town Media

 

        Another requirement that must be addressed is the need to provide out-of-town media outlets with official progress reports on the emergency response.  For this reason, a member of the Primary Control Group has been charged with the sole responsibility of disseminating information.

The Public Information Officer will be located in the general vicinity of the Media Briefing Room (Classroom of the Sarnia E.O.C.) or another designated area.  All calls from media outlets, local and/or out-of-town will be directed to the Assistant Public Information Officer.  The Assistant Public Information Officer will be provided with all public information releases and the anticipated times and locations of all media briefings.  The information can then be given to all who request it.

Additionally, the Assistant Public Information Officer is required to participate in the media briefings as an observer.  This participation will complement the amount of information that he or she is given.

 

  • (1) Public Information Officers Emergency Communications Plan (See Sarnia Emergency Management Operational Guides )

 

  • (2) for City of Sarnia Public Awareness Program Plan.(See Sarnia Emergency Management Operational Guides)

 

 

SECTION 9 – PRIMARY CONTROL GROUP RESPONSIBILITIES

9.1   Primary Control Group Definition

The Primary Control Group is the assembly of municipal and community officials.  They are as follows or their designates:

  • Head of Council

  • Chairman of Operations Centre (Chief Administrative Officer)

  • Chief of Sarnia Police Service

  • Chief of Sarnia Fire and Rescue Service

  • Medical Officer of Health

  • Media Co-ordinator (Public Information Officer (P.I.O.)

  • Assistant Medical Co-ordination (As required Hospital Rep. / EMS Manager

  • Sarnia Community Emergency Management Co-ordinator (CEMC)

  • Sarnia City Clerk

  • Director of Parks and Recreation formerly known as Director of Community Services

  • Director of Engineering, Public Works and Sarnia Transit Services

  • Chief of the AAMJIWNAANG

  • Industrial Advisor (when requested – see CVECO Manual for list)

9.2       Purpose of the Primary Control Group

The Primary Control Group has been assembled to make the policy and administrative decisions relevant to the emergency within the municipal boundaries for the City of Sarnia.  Additionally, it must be stressed that this group is a support group to the (Emergency Site).

All members of the Primary Control Group will, upon arrival at the Emergency Operations Centre:

  • Become briefed on the present situation.

  • Assure Sarnia Primary Control Group EOC meeting check list is reviewed and filled in and that appropriate members of the Primary Control group are assembled

  • Utilize the Communications Flow as outlined in Section 6.

  • Commence given responsibilities.

Some of the duties of the Primary Control Group are:

  • Determining if the location and composition of the Primary Control Group are appropriate;

  • Providing necessary human resources by calling out/mobilizing their emergency service, agency and equipment;

  • Obtaining necessary equipment;

  • Evaluate and adjust evacuation and Shelter-in-place perimeters if required;

  • Ordering, coordinating and / or overseeing the evacuation of inhabitants considered to be in danger;

  • Inform the community on the progress of the Emergency Response

  • Co-ordinate media briefings to the media community;

  • Determine location of suitable Reception Centres;

  • Be prepared to provide assistance to critical infrastructure within the municipal jurisdiction of the City of Sarnia in order to protect public safety and property;

  • Advising the Mayor as to whether the declaration of an emergency is recommended;

  • Advising the Mayor on the need to designate all or part of the City of Sarnia as an emergency area;

  • Ensuring that an Incident Commanders (IC) is appointed along with the appropriate IMS and communications back to the Sarnia E.O.C..

  • Discontinuing utilities or services provided by public or private concerns, i.e. hydro, water, gas, closing down a shopping plaza / mall;

  • Arranging for services and equipment from local agencies not under community control i.e. private contractors, industry, volunteer agencies, service clubs;

  • Authorizing expenditure of money required dealing with the emergency;

  • Maintaining a log outlining decisions made and actions taken, and submitting a summary of the log to the Chief Administrative Officer within two weeks of the termination of the emergency, as required;

  • Participating in the debriefing following the emergency;

  • Consider an application to the Ministry of Municipal Affairs and Housing for (1) Disaster Recovery Assistance For Ontarians and / or  (2) Municipal Disaster Recovery Assistance. It may be appropriate in some cases to advise the Ministry of Municipal Affairs and Housing of local situations. ;

  • Determining if additional volunteers are required and if appeals for volunteers are warranted filling in volunteer registrations when required;

  • Determining if additional transportation 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 and to a Citizens Inquiry Supervisor if one is established (2-1-1), for dissemination to the media & public;

  • Determining the need to establish advisory groups and / or sub-committees/working groups for any aspect of the emergency including recovery;

  • To be prepared to provide assistance to other municipal jurisdictions when provincially requested and / or to support mutual aid agreements.

9.3       Head of Council Responsibilities or Sarnia City Council as a Whole

The Head of Council or his or her alternate essentially plays a number of key roles in the Emergency Operations Centre.

The roles are but not limited to:

  • Providing overall leadership in responding to an emergency;

  • Arranging the media briefings;

  • Liaise with other upper tier governments;

  • Officially declaring an emergency within the designated area;

  • Officially declaring an emergency is over. (Note: Council may also terminate the emergency);

  • Notifying Emergency Management Ontario, Ministry of Community Safety & Correctional Services;

  • Ensuring the members of Sarnia City Council are advised of the declaration and termination of an emergency, and are kept informed of the emergency situation. (Head of Council may decide to have scheduled debriefings in the Sarnia Police Board Room (E.O.C.) with City Council)

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

  1. a. Arranging Media Briefings

The Head of Council is responsible for spearheading all media briefings.  This will be done with the assistance of the Public Information Officer (Media) and Assistant Public Information Officer (PIO). (See Appendix A for lists of Media Coordinators).  Section 8 clearly defines the media policy.

  1. b. Liase with Other Upper Tier Governments

This responsibility includes securing resources from other government agencies.  This also includes informing and liasing with other agencies.

  1. c. Declaration of An Emergency

Section 5 of this plan deals specifically with the Declaration of an Emergency.  The key issue is that the Head of Council, Sarnia City Council as a Whole or the Premier of Ontario are the only representative of the municipality that can declare an emergency.

9.4       Chairman of Operations Centre

The Chairman of Operations Centre will assure that the Primary Control Group is working in the desired direction.

When the Primary Control Group is assembled the Chairman will:

  • Be the official contact for the Municipal Emergency Site Manager for the Incident Commander or for Unified Command.

  • Advise the Head of Council of developments.

  • Conduct the Emergency Operations Centre similar to a meeting, making sure that the Primary Control Group gathers at regular intervals to inform each other of actions taken and problems encountered. Meetings will be kept as brief as possible thus allowing Primary Control Group Members to carry out their individual responsibilities.

  • Make sure that the City Clerk / E.O.C. Assistant maintains a status board and maps, which is prominently displayed and kept up to date.

  • Ensure that support staff is available to assist the City Clerk in the recording of all logs and document retention.

  • Be prepared to Delegate a Site Co-ordinator (Municipal Emergency Site Commander(s)

  • Assure all commissioners, directors, and department heads are fully co-operating with the efforts of Emergency Management Team.

  • Assure the necessary resources have been delegated to mitigate the emergency situation.

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.5       City of Sarnia Chief Administrative Officer

  • Make available all or any city owned facilities, equipment, personnel or other to assure a timely response to the situation. (This may include calling in additional municipal staff as support staff for the E.O.C. / Emergency Reception Centre.

  • Advising the Mayor on policies and procedures, as appropriate;

  • Approving, in conjunction with the Mayor, major announcements and media releases prepared by the Emergency Information Officer, in consultation with the Primary Control Group.

  • Approving, in conjunction with the Mayor, major financial purchases for emergency response which are immediately required to protect life and property, in consultation with the Primary Control Group and ensuring that the Sarnia Finance Department records all expenses for future claims;

  • Procuring staff to assist, as required;

  • Ensuring that all City Council are advised of the declaration by the Head Of Council (Mayor);

  • Upon direction by the Mayor, and in the absence of the City Clerk or his/her designate, arrange special meetings of Sarnia City Council, as required, and advising members of council of the time, date, and location of the meetings;

  • Determining what members and agencies are required to oversee the recovery phase of the emergency and reports findings back to Sarnia City Council.

  • Assigning one or more alternates in the event you may be absent, incapacitated or has worked many hours and need relief, and provides the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

  • The City of Sarnia Emergency Management Response Plan authorizes the Chair of the Sarnia Primary Control Group to use  municipal resources to support emergency requests from municipalities within the County of Lambton (Ontario) and St. Clair County (Michigan) as well as with the two aforementioned counties.

9.6       Police Designate (Police Chief)

 

  • Activating the Civic Emergency notification systems to advise the community of Emergencies and potential emergencies;

  • Activating the Sarnia Emergency notification system, and ensuring all members of the Sarnia Primary Control Group are notified. (See Sarnia Emergency Management Operational Guides)

  • Alerting persons endangered by the emergency and coordinating evacuation procedures;

  • Establishing a site mobile command post for all first responders to work out off including the Municipal Emergency Site Commander(s):

  • Having a Duty Inspector assigned as the Municipal Emergency Site Commander(s) until the Primary Control Group appoints the Site Commander  and or Incident Commander is in place based on the nature of the event;

  • Establishing the outer perimeter (Cold Zone) in the vicinity of the emergency to facilitate the movement of emergency vehicles and restricted access to all but essential emergency personnel;

  • Ensuring the inner and outer perimeter within the emergency area (Hot Zone) are determined with the appropriate agencies;

  • Being responsible for all Police Service activities, ensuring the protection of life and property and the provision of law and order;

  • Assuring proper forensic work is completed in the event of casualties.

  • Co-ordinating with the Funeral Director Association for casualty removal and notifying the coroner of fatalities;

  • Providing police service in E.O.C., evacuee centres, morgues, and other facilities, as required and as available;

  • Ensuring liaison with other community, provincial and federal police agencies, as required;

    • Providing adequate:

    • Traffic control

    • Crowd control

    • Security

  • Provide a suitable Emergency Operations Centre and Media Briefing Room.

  • Acting as an Advisor to the Chair

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.7   Fire Chief

The Fire Chief or senior designate will respond to the Emergency Operations Centre when it is activated.  The Fire Chief will be responsible for:

  • All firefighting operations;

  • Requesting the activation of the Sarnia CIVIC Emergency Notification System through the Sarnia Police Services when required;

  • Depending on the Nature of the Emergency may be required to assign a fire officer as Incident Commander and an officer as the Municipal Emergency Site Commander(s) who informs the Primary Control Group of decisions made at the site. The Primary Control Group may appoint the Municipal Emergency Site Commander(s) once assembled basing it on the nature of the event;

  • If required, assist the Police Service in the evacuation of people;

  • Liaison with the Fire Marshall’s office when the circumstances require it;

  • Informing the Mutual Aid Fire Coordinators and / or initiating mutual aid arrangements for the provisions of additional fire-fighters and equipment, if needed;

  • Determining if additional or special equipment is needed and recommending possible sources of supply, e.g., breathing apparatus, protective clothing;

  • Providing assistance to other community departments and agencies and being prepared to provide incident command or contribute to non-fire fighting operations if necessary, e.g., rescue, first aid, oxygen supply, emergency power supply, casualty collection, evacuation assistance;

  • Provide a fully functional alternative emergency Operations Centre and media briefing in the event the Primary Operations Centre becomes unattainable.

  • Initiate appropriate mutual aid both within the County and with our U.S. mutual aid agreements;

  • Assuring that all Customs and Immigration documentation is filed within the appropriate time frame when calling on U.S. Mutual Aid;

  • Assure adequate personnel and resources are provided.

  • Determine Outer and Inner perimeter as required.

  • Act as an advisor to the Chair.

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.8   Medical Officer of Health

The Medical Officer of Health will respond to the Emergency Operations Centre when the Primary Control Group is initiated.  If in the event that the Medical Officer has more than one E.O.C. operations centre open at the time than an alternate or a communications line will be available for consultation for the needs of the City of Sarnia. The Medical Officer of Health will be responsible for:

  • Liase with local hospitals and ambulance services as it pertains to casualties;

  • Acting as a coordinating link for all emergency health services at the Sarnia E.O.C. involving the City of Sarnia;

  • Ensuring liaison with the Ontario Ministry of Health and Long Term Care, Public Health Branch;

  • Depending on the nature of the emergency, may be required to assign a staff member to act as the Municipal Emergency Site Commander(s) (IMS System) and informing the Sarnia Primary Control Group of issues and requests;

  • Ensuring liaison with the ambulance service representatives;

  • Providing advice on any matters, which may adversely affect public health;

  • Providing authoritative instructions on health and safety matters to the public through the Media Coordinator (Sarnia Emergency Public Information Officer);

  • Coordinating the response to disease related emergencies or anticipated emergencies such as epidemics, according to Ministry of Health and Long Term Car policies, while continuing to inform the Sarnia Primary Control Group of issues that involve the Municipal resources of the City of Sarnia;

  • Ensuring coordination of care of bed-ridden citizens and individuals at home and in evacuee centres during an emergency;

  • Ensuring liaison with Sarnia Community Services Representatives and the County of Lambton Social Services Representatives on areas of mutual concern regarding health services in evacuee centres;

  • Ensuring coordination of all efforts to prevent and control the spread of disease during an emergency;

  • Notifying the Primary Control Group regarding the need for portable water supplies, sanitation facilities or fuelling needs;

  • Act as an advisor to the Chair.

  • Arrange for the assessment of any public health concern.

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.9   Emergency Information Officer (Public Information Officer)

During local emergencies, the public is looking for direction from the municipal Primary Control Group. The Emergency Public  Information Officer (PIO), and any staff deemed necessary, is responsible for the dissemination of all information about the emergency. Media Co-ordinator will respond to the Emergency Operations Centre when the Primary Control Group is assembled. Typical duties may include:

  • Dissemination of the official releases on the public information issues relative to the emergency;

  • Writing and issuing news releases and arranging media briefings as required to communicate “key messages” to the public.

  • Assisting the Head of Council in the drafting and distributing of official public information releases.

  • Providing the Assistant P.I.O. with timely factual information.

  • Acting as an advisor to the Chair.

It must be recognized that the P.I.O. and Assistant are full members of the Primary Control Group and need to be aware of the direction of the control group.

  • The Emergency Information Officer (PIO) is responsible for providing official news releases to the media and 2-1-1 and to deal with media /2-1-1 calls coming into the Emergency Operations Centre.

  • Monitoring media, correcting inaccuracies, and controlling rumours.

  • Responsible for setting up the City’s Media Centre in the Sarnia Police Class room or off site if required;

  • Coordinating media debriefings directing media questions to the appropriate Primary or Secondary Control Group member (Examples; A fire issue to the Fire Chief a police issue to the Police Chief etc.)

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

Some common assistant positions may include (each may require more than one person): Staff & ARES and 2-1-1 personnel could be used for the following support services:

  • Media liaison: Welcomes and registers media personnel, provides written background information (often contained in a pre-prepared media package) and answers logistical questions.

  • Call-taker: Answers phone lines designated for either media or public inquires.

  • News monitor: Monitors media coverage of the emergency. Records/clips stories and reports rumours and misinformation to the P.I.O officer.

  • Administrative: Provides administrative support (such as word processing, faxing, photocopying) to the EIC.

  • Parking coordinator: Allots parking space and directs large media vehicles to the appropriate locations.

9.10  Sarnia Community Emergency Management Co-ordinator (CEMC)

The Sarnia Community Emergency Management Co-ordinator will respond to the

Emergency Operations Centre when the Primary Control Group is assembled.

He/she will:

  • Act as an advisor to the Chair;

  • Acting as the Primary Contact between the City of Sarnia and Emergency Management Ontario;

  • Activating and arranging the Emergency Operations Centre;

  • Ensure that all members of the Sarnia Primary Control Group have the necessary plans, resources, supplies, maps, and equipment;

  • Provide advice and clarification about the implementation details of the Corporation of the City of Sarnia Emergency Management Response Plan;

  • Assure communication networks are in place and liaison with community support agencies E.g. St. John’s Ambulance, Canadian Red Cross, Salvation Army, Transit, and CVECO networks are in place;

  • Assure proper Site Co-ordination is being conducted;

  • To act as a resource person in the E.O.C. For the Primary Control Group;

  • Assist in the preparation of all final critique reports on an emergency. (See Detailed Job Description)

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.11  City Clerk

The City Clerk will respond to the Emergency Operations Centre when the Primary Control Group is assembled.  The City Clerk will be responsible for:

  • The timely, accurate flow of the communications forms in the Emergency Operations Centre.

  • The upkeep of the Emergency Centre status log.

  • The recording of all decisions, actions taken, etc.

  • Ensuring that maps and status boards are kept up to date;

  • Coordinating the provision of clerical staff to assist in the Emergency Operations Centre, as required;

  • Assist in the preparation of all final critique reports on an emergency with the CEMC.

  • Assisting the Chief Administrative Officer in initiating the opening, operation and staffing of City switchboard at the community offices (City Hall, Transit, Public Works etc) as the situation dictates, and ensuring operators are informed of the Primary Control Group members’ telephone numbers in the EOC;

  • Upon direction from the Mayor (Head of Council), ensuring that Sarnia City council are advised of the declaration of the emergency;

  • Upon direction by the Mayor, arranging special meetings of council, as required, and advising members of council of the time, date, and location of the meetings;

  • Assigning one or more alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

The City Clerk may require additional assistance at any given time, if the need so arises.

9.12  Director of Parks & Recreation formerly refer to as Community Services

The Director of Parks & Recreation will respond to the Emergency Operations Centre when the Primary Control Group is assembled.  The Director of Parks & Recreation will be responsible for:

  • All Reception Centres and the operation there of;

  • Ensuring the well-being of residents who have been displaced from their homes by arranging emergency lodging, clothing, feeding, registration and inquiries and personal services;

  • Supervising or providing supervisory staffing for the operation of a temporary and / or long term evacuation centre;

  • Liaison with the Medical Officer of Health on areas of mutual concern regarding operations in an evacuee centres;

  • Ensuring that a representative form Lambton College or the School Board used as an alternative are notified when their facilities are required as evacuation centres. To ensure that staff, volunteers, and organizations utilizing the facilities take direction from the representative(s) with respect to their maintenance, use and operation;

  • Liaison with the County of Lambton Social Services in respect to Social Services Representation requests for Emergency Reception Centre needs;

  • Liaison with Long Term homes for the aged and private nursing facilities and their needs;

  • The care and assistance of the differently abled.

  • Assigning a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

  • Acting as Advisor to Chair.

9.13  Industrial Advisors

An Industrial Advisor is a knowledgeable representative from industry who will, upon request, respond to the Emergency Operations Centre. The CAER organization will maintain lists of CAER / CVECO Emergency Contact names and Emergency Operational Numbers that will be made available and supplied to the Sarnia Emergency Management Office (CEMC) at: 519 344-8861 Extension 5206 upon request. CVECO members and other Industries, facilities, boards may also be requested directly to provide emergency operational phone numbers, site plans or floor plans to the Sarnia Emergency Management Coordinator (CEMC) for emergency preparedness planning as resource material.

The Industrial Advisor will:

  • Provide technical information about the industrial complex they

  • If the incident involves a dangerous commodity manufactured, transported or processed at the Industrial Advisor’s plant, he/she will provide technical data relevant to the chemicals’ characteristics upon request from the Sarnia Primary Control Group.

9.14   Medical Co-ordination Hospital Representative and/or EMS Manager

 

Hospital Representative (As required or by Hospital Request)

  • Depending on the nature of the Emergency, may be required to assign the Municipal Emergency Site Commander(s) (Example: Evacuation of the Hospital when large City Municipal Resources would be required to assist in providing staffing, transportation (Buses), traffic control, perimeter control, barriers, accommodations, etc.;

  • Liaison with the Sarnia Primary Control Group the needs of the Hospital or the Community during a significant emergency;

  • Liaison with the Medical Officer of Health, The Ministry of Health and The Province to ensure balanced emergency coverage is available at all times throughout the community;

  • Assigning a minimum of two alternates in the event you may be absent, incapacitated or has worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

  • Provide current Emergency Site Response plans to the Sarnia Emergency Management Coordinator (CEMC).

  • Assigning a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

EMS Manager (As required or by EMS Request) Manager will respond:

  • The EMS Manager will attend the EOC which is established by the controlling municipality where other individuals whose areas of expertise will be beneficial to the entire incident operation;

  • In the event of a County wide emergency the EMS Manager would attend at a County EOC;

  • To ensure Emergency Medical Services at the Emergency Site;

  • To liase with the Provincial Central Ambulance Communications Centre and the EMS Site Co-ordinator;

  • To liase with the Medical Officer of Health;

  • To report to the Lambton County Warden and Council;

  • To assist the EMS on Site Co-ordinator and other allied agencies representatives from the site to obtain Emergency Health Services resources and County of Lambton assets as required;

  • To liase with CACC / Hospital / health care facilities to assist in determining patient distribution and available resources;

  • To co-ordinate between the EOC and the controlling Provincial Central Ambulance Communications Centre (CACC).

  • To liase with neighbouring municipalities for additional EMS resources and staffing requests;

  • To aid in the ongoing deployment of standby ambulances and Paramedics during the rescue, savage and cleanup operations;

  • To liase with the Incident Site Commander as required to assist in the provision of medical support and transportation for the duration of the emergency;

  • To liase with other Sarnia Primary Control Group representatives (Fire, Police, Transit, Works, etc) for required resources such as traffic Control, Diesel Fuel, Emergency Bus Transportation, Lighting, Oxygen, Etc.;

  • To act as a Liaison between the Sarnia EOC and the County of Lambton, to assist in the coordination of both County of Lambton and the City of Sarnia resources to assist in the emergency;

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

       

9.15 Director of Engineering / Public Works and Sarnia Transit

 

The Engineering/Public Works/Sarnia Transit Representative is responsible for:

  • Providing the Primary Control Group with information and advice on engineering / public works and Sarnia Transit matters;

  • Being prepared to assign a staff member to be the Municipal Emergency Site Commander(s) IMS when requested by the Primary Control Group depending on the nature of the emergency;

  • Establishing ongoing communications link with the senior public works official in the field;

  • Providing public works vehicles Sarnia Transit vehicles, equipment with operators as required by any other emergency services (Example snow ploughing escorts for Emergency Vehicles when requested);

  • Ensuring liaison with the conservation authority regarding flood control, conservation and environmental matters and being prepared to take preventative action;

  • Having a supply or resources to obtain emergency items such as sand bags, generators, batteries in stores etc;

  • Ensuring provisions of engineering assistance in staff and mapping as required;

  • Overseeing construction, maintenance and repair of city roads;

  • Providing updates to the Primary Control Group and overseeing the maintenance of sanitary sewage and water systems;

  • Providing equipment for emergency pumping operations and liaison with the Sarnia Fire Chief concerning emergency water supplies for fire fighting purposes;

  • Providing emergency potable water, supplies and sanitation facilities to Emergency Reception Centres and to the requirements of the Medical Officer of Health;

  • Assisting the Chair and members of the Emergency Operations Control Group in refuse collection, transportation and set up of barricades, flashers and other related engineering responsibilities;

  • Arranging with public and private utility suppliers to discontinue service when this is considered necessary;

  • Determine if additional special equipment, vehicles or manpower is needed and make the necessary arrangements with the Chief Administrative Officer for the procurement of;

  • Assigning a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.16  Chief of Aamjiwnaang

 

The Chief of the Aamjiwnaang will congregate with the Primary Control Group. The Aamjiwnaang Chief will assist the Chairman of the Primary Control Group and any issues relevant to the citizenry of the Aamjiwnaang Community.  The Aamjiwnaang Chief will provide appropriate communications to the Band Council office when deemed necessary. The Aamjiwnaang Chief is responsible for:

  • Ensuring the Aamjiwnaang Community Control Group is notified;

  • Activating the Aamjiwnaang Community Notification System, based on information received and the severity of the event;

  • Arrange for and approve mutual aid assistance from other First Nation Communities and for all reporting issues related to Aamjiwnaang issues;

  • When Aamjiwnaang community is part of the evacuation process to dispatch a community leader from the Aamjiwnaang First Nation to the Sarnia Evacuation Centre to help receive evacuees;

  • To provide mapping, updated emergency telephone updates and new development updates of the Aamjiwnaang Community to the Sarnia Emergency Management Sarnia E.O.C., Sarnia Fire & Rescue and Sarnia Police Services to ensure timely emergency response;

  • To provide updates on the situation back to the Aamjiwnaang community and to represent the Aamjiwnaang community during media updates.

  • To assign a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.17  Sarnia Emergency Operations Centre Staff and Volunteer Organizations

 

In most cases when at the Sarnia Police Service EOC support staff can initially be used from the records department to help establish the EOC until Primary Control Members have their own support staff arrive. Each member of the Primary Control Group is responsible to have their own support staff attend the Sarnia EOC if required as well as make arrangements to have their own (S.O.P.) for internal communication and to have their alternate attend for the purpose of a shift relief for an emergency of long duration.

9.18  Telecommunications (ARES) Coordinator and Support Services

 

The telecommunications Coordinator reports to the CEMC and is responsible for:

  • Activating the emergency system of the local Amateur Radio Operators group;

  • Ensuring that the emergency communications centre is properly equipped and staffed, and working to correct any problems which may arise;

  • Maintain an inventory of community and private sector communications equipment and facilities within the community, which could, in an emergency, be used to augment existing communications systems;

  • Providing a communications net between the Sarnia EOC, the Sarnia Emergency Reception Centres, The Hospitals, the Provincial Operations Centre and other EOC as required;

  • Making arrangements to acquire additional communications resources during an emergency;

  • Arranging for other ARES staff to provide other EOC support staff functions such as (Weather forecasts, operators for in coming EOC and Public Inquiry Calls, and community resource researching during and emergency, etc.)

  • Assigning a minimum of two alternates in the event you may be absent, incapacitated or have worked many hours and need relief, and to provide the Sarnia Community Emergency Management Coordinator (CEMC) the names, phone numbers of the alternates for inclusion in the Sarnia Emergency Management Response Plan.

9.19   Emergency Management Ontario

(The Municipality or the Province May request that an Emergency Management Ontario Community officer attend at the Sarnia EOC)

  • He or She will be the Liaison between the City of Sarnia and the Province of Ontario for obtaining expert advice and provincial / federal support.

  • Will provide key information on Emergency situations that have the potential to impact the Community of Sarnia or other neighbouring municipalities;

  • Can arrange for consultation with the Province of Ontario on local needs or resources etc.

 

 

SECTION 10 – SECONDARY CONTROL GROUP RESPONSIBILITIES

10.       SECONDARY CONTROL GROUP

Secondary Control Group members could be asked to attend the Emergency Operations Control Centre on an “as needed” basis depending on the type of Emergency. The following section outlines the duties of the municipally control departments. For most of the other institutions and organizations their Emergency mandates are prescribed by the Provincial Ministries or Federal Ministries they fall under. In the vast majority of these institutions and organizations their departments mandate them to have their own emergency response and recovery plans. For the City of Sarnia each department is recommended to develop their own Departmental S.O.P. for internal notification, Departmental Emergency Response Plan, a Departmental Business Contingency Plan and a Recovery plan in place.

The Secondary Control Group includes but is not limited to:

CITY OF SARNIA DEPARTMENTS:

  • Chief Building Official

  • Purchasing Agent

  • Transit Manager (Sarnia Transit)

  • Director Planning & Building.

  • Director of Corporate Services.

  • Director of Finance

  • Air Port Manager (Contracted)

  • Manager, Operations Services

  • Manager of Information Services

UTILITIES:

  • Manager, Bell Canada, Sarnia

  • Manager, Blue water Power Distribution

  • Operations Manager, Union Gas Limited, Sarnia

  • Hydro One Regional Manager

  • Ontario Clean Water Association (LAWSS)

        HOSPITAL & INSTITUTIONS:

  • Bluewater Health Norman St. Site Hospital

        EDUCATIONAL INSTITUTIONS:

  • Lambton Kent District School Board (Public)

  • Clair Catholic School Board

  • Private School Boards & Out of Town School Boards

10.1  City of Sarnia Chief Building Official

  1. a. Inspect all structures for visual assessment of damage and advise if any dangerous or unsafe conditions exist.

  1. b. If necessary, engage the services of a professionally qualified engineer to determine the structural adequacies of the structure.

  1. c. Check for possible gas/water line ruptures or breaks.

10.2  City of Sarnia Purchasing Department (Purchasing Agent)

Assist the Emergency Operations Control Group in the procurement of essential equipment, supplies and services required as well as making an assessment of a prepare a list of available resources.

  1. Providing and securing of equipment and supplies not owned by the Corporation of the City of Sarnia.

  2. Ensuring liaison with purchasing agents of the neighbouring communities if required.

  3. Maintaining and updating a list of all vendors (including 24 hour contact numbers) who may be required to provide supplies and equipment.

10. 3 City of Sarnia Transit Manager (Sarnia Transit)

  1. Arrange for the provision of buses for transporting evacuees from designated pick up points in the disaster area to Emergency Reception Centres or to safe locations centres as needed.

  2. Reroute public transportation.

  3. Provide a list of vehicles and fuel resources for an emergency event.

  4. Procure staff to assist the emergency event, as required.

  5. Ensure that a record is maintained of drivers and operators involved.

10.4     City of Sarnia Planning & Development Department

 

  1. Provide mapping and zoning information to the Primary Control Group.

  2. Provide mapping and zoning information to the Sarnia CEMC for planning processes.

  3. Provide assistance in a recovery phase when requested by the Chief Administrative Officer.

10.5   City of Sarnia Human Resources Department

 

  1. Coordinating and processing requests for human resources.

  2. Coordinating offers of and appeals for, volunteers with the support of the Primary Control Group. (This may include additional registration of volunteers for Emergency Reception Centres, Telephone inquiry call in lines, recovery work parties etc.)

  3. Selecting the most appropriate site(s) for the registration of human resources.

  4. Ensuring that Volunteer Registration Forms are completed, when volunteers are involved and that a copy of the form is retained for Sarnia City records and for insurance coverage.

  5. Ensuring that records of human resources and administrative details that cover any financial liability are completed.

  6. Ensuring that identification cards are issued to volunteers and temporary employees when required.

  7. Arranging for the transportation of human resources to and from the various site(s). (Ex. Sarnia Transit)

  8. Obtaining assistance, if required from Human Resources Development Canada, Department of National Defence (EMO), as well as other government departments, public and private agencies and community volunteer groups. Note: All requests for Federal Assistance should be made through Emergency Management Ontario by declaring.

10.6 City of Sarnia Airport Manager

  1. To ensure that municipal emergency responders (Sarnia Police Services and Sarnia Fire Rescue and Sarnia Emergency Management) are provided with current Air Port Emergency Plans and Mapping.

  2. To provide overall leadership to the Sarnia Primary Control Group in the case of a Sarnia Air Port Emergency.

  3. To provide the required documentations to federal regulatory departments. Such as Transport Canada.

  4. To be involved in any Media Briefings regarding Sarnia Chris Hadfield Air Port concerns during an emergency event.

  5. To Ensure that the Sarnia Chris Hadfield Emergency Plans are kept current tested and conveyed to emergency Responders.

 

10.7 Manager, Sarnia Public Works (formerly referred to as Operations Services)

 

  1. To assist the Sarnia Primary Control Group Chair and the Emergency Operations Control Group in all matters relating to water distribution, sewer systems, streets, refuse collection and other related engineering responsibilities.

  2. To provide municipal vehicles and equipment with operators. (Ex. Snow Ploughing Escorts for Emergency Vehicles during heavy snowfalls, sand bagging, etc.).

  3. To provide for transportation and set up of barricades and flashers as requested.

  4. To arrange with public and private utility suppliers to discontinue service when this is considered necessary.

  5. To determine if additional special equipment, vehicles or manpower is needed and to make the necessary arrangements for procurement.

  6. To keep the Primary Control Group through the Engineering Director aware of actions taken and resource request.

  7. To keep track of all human resources in the field during any emergency event.

  8. To keep a financial record of expenditures.

10. 8 Manager of Information Services

 

  1. To be prepared to provide technical services to the Primary Control Group when required.

  2. To have municipal departmental security policies and back up policies for Municipal files at work stations.

  3. To be involved in any Emergency Recovery Committee as requested by the Sarnia Chief Administrative Officer.

 

10.9 Manager, Bell Canada, Sarnia

Will provide emergency service to City Hall, hospitals, Police Station, welfare centres, Fire Department, Public Works and Utilities. Sarnia Emergency Management provides Municipal key phone numbers to Priority Access Dialling Services.

10.10 Manager, Bluewater Power Distribution

 

Bluewater Power formerly Sarnia Hydro has emergency crews and procedures for responding to emergencies and will provide assistance to the community in an emergency.  If the emergency load shedding plan is instituted, Bluewater Power will notify City of Sarnia personnel. Bluewater Power will provide to Sarnia Emergency Management current emergency Contact numbers, which will be included in the Sarnia Emergency Management Response Plan.

10.11 Operations Manager, Union Gas Limited, Sarnia

Union Gas has emergency crews and procedures for responding to emergencies and will provide assistance to the community in an emergency.  If the emergency load shedding plan is instituted, Union Gas will notify Sarnia City personnel. Union Gas will provide to Sarnia Emergency Management current emergency Contact numbers, which will be included in the Sarnia Emergency Management Response Plan.

10.12 Bluewater Health (Local Hospital Sites)

  1. To be prepared to provide the Sarnia Primary Control Group with a Hospital administrator / Representative during an emergency when Sarnia Municipal resources may be required by the Hospitals and for the community. (Transportation, traffic, fuelling resources, lodging, support services etc).

  2. Bluewater Health (Hospitals) as a critical Infrastructure and within the municipality of Sarnia are to ensure that a copy of the site emergency plan with floor plans for each Hospital Site within the Municipality of Sarnia is provided to Sarnia Emergency Management for safe storage during an emergency incident, where off site coordination may be required. In addition Blue Water Health is responsible to provide a Hospital Emergency site plans to both the Sarnia Police Services and Sarnia Fire Services.

10.13 Educational Institutions:

  1. It is the responsibility of all Educational Institutions to have Emergency Plans in place for their site for the safety of the children under their care. All Educational Emergency Plans for facilities within the municipality of Sarnia should be provided and discussed with Sarnia Emergency Management, Sarnia Fire and Rescue and with Sarnia Police Services.

  2. All Educational Institutions within the City of Sarnia relying on Sarnia Emergency Services should provide onsite and of site 24/7 emergency contact numbers for their facilities to the Sarnia 9-1-1 centre and to Sarnia Emergency Management, along with current floor plans for all facilities.

10.14 Alternates or designate

       

Note:  Officials listed in the primary and secondary control groups shall have one or more alternates to take over in the event the official is absent, incapacitated or has worked many hours and needs relief. The names and phone numbers of the alternates shall be provided to the Sarnia Emergency Management Co-ordinator (CEMC) for inclusion in the Corporation of the City of Sarnia Emergency Management Response Plan, under Appendix “A” – Emergency Phone numbers (Note: these numbers are not available to the General Public for Security Purposes).

Officials listed in the Primary and Secondary Control Groups are responsible to have Contingency Plans in place for their supervised areas or departments.

10.15 Recovery Plan

 

Both the Primary and Secondary Control Groups will be assigned responsibilities and activities that may be required to bring the City of Sarnia back to its pre-emergency state.  It will be activated (in whole or in part) at the direction of the Emergency Primary Control Group.  This will be determined by the nature of the emergency and its aftermath, but will normally occur once the immediate response to the emergency has been completed.

  1. Recovery committee will be members of the Primary Control Group.

The Secondary Control Group will be divided into Sub-Committees that will report to the Recovery Committee (Primary Control Group).

  1. At the very least there should be representation of:

  • A Human Needs Sub-Committee

  • An Infrastructure Sub-Committee

  • A Finance Sub-Committee

Other agencies or sub-committee may be added to the Sub-Committees’ list as appropriate.  Each Sub-Committee needs to have representation from a member of City Council on it.

 

 

SECTION 11 – ARRANGEMENTS WITH OTHER SERVICES

       

11.1  Ambulance Service (Lambton EMS)

 

The Supervisor of the Ambulance Central Communications in Wallaceburg is responsible to ensure sufficient ambulances are available, in the event of an emergency.  In addition, if required, arrange for assistance from commercial carriers and St. John Ambulance to assist the Ambulance Service.  Medical triage from Sarnia hospitals will be handled by Lambton EMS.

11.2  Area Hospitals

Blue Water Health Services Disaster Plan will be implemented by the hospital authorities learning an emergency exists.  Disaster Plans of other hospitals and Health Care Facilities in the area may be implemented on the request of the Medical Officer of Health.

11.3  Bell Telephone

Will provide emergency service to City Hall, hospitals, Police Station, welfare centres, Fire Department, Public Works and Utilities. (See Priority Access Dialing Emergency Telecommunications Sarnia Community Emergency Management Coordinator CEMC)

11.4  Bluewater Power Distribution (Formerly Sarnia Hydro) and Union Gas

Hydro and Union Gas have emergency crews and procedures for responding to emergencies and will provide assistance to the community in an emergency.  If the emergency load shedding plan is instituted, Blue Water Power Distribution will notify Sarnia City personnel.

11.5  St. John Ambulance Association

Sarnia Division to provide Mobile First Aid Units, First Aides and supplies for First Aid Posts as designated by the Medical Officer of Health.

 

11.6  Lambton Kent District School Board and St. Clair Catholic School Board.

  1. a. Will be responsible for the control of school populations, school buildings and facilities and school buses in the emergency area.

  1. b. If required, reception centre(s) will be located in secondary schools.  The Principal will be in charge of the building, but the Reception Centre Manager or his/her designate will operate, direct and supervise the Centre. (See School Board and City agreement for use of Schools during an Emergency at Sarnia Emergency Operations Room) (St. Patrick’s High School,  Northern Collegiate, Alexander Mackenzie Secondary School, Great Lakes School formerly St. Clair Secondary School and Sarnia Collegiate Institute & Technical School would be used as back up shelters for the Sarnia Emergency Management Response Plan.

11.7  Canadian Red Cross, Sarnia/Lambton Branch

  1. a. Red Cross has an emergency organization and procedures for responding to emergencies and will, when requested, provide assistance to the community in time of emergency.

  1. b. The role of the disaster service of the Red Cross will be as follows:

Health Services

  1. On request of Medical Officer, to provide volunteers to assist with care of injured.

  2. To provide Registration and Family reunification when requested. See Sarnia Emergency Management Operational Guides for contact numbers and procedures).

  • Sarnia Community Services Emergency Reception Centre under the direction of the Director of Arenas and Recreation, provide volunteers and:

(a)   To register persons affected by disaster.

(b)   To obtain information regarding missing family members.

(c)   To reunite separated families.

(d)   To answer inquiries regarding safety of missing persons.

 

11.8  Department of National Defense 1st Hussars

 

The Department of National Defense is represented locally by the 1st Hussars.  They are able to provide radio communications, vehicles, manpower and other essential services in the event of an emergency.  To obtain service, contact must be made with the Central Region Operations Staff (Toronto) at 1-416-633-6200.  After duty hours, simply ask the DND operator for the Central Regional Operations Staff Duty Officer. All requests for service should be made through Emergency Management Ontario by declaring.

11.9  Canadian Coast Guard

  1. a. Canadian Coast Guard is committed to ensure effective procedures are in place to deal with marine emergencies and pollution incidents involving oil and hazardous materials.

  1. b. They are responsible for ensuring that Marine Traffic in the St. Clair River is stopped in the event of an emergency that may affect waterway transportation.

  1. c. If a municipal situation arises which could have an impact upon he marine activities, Sarnia Police Service will contact the Canadian Coast Guard Traffic Centre and advise the Watch Supervisor.

11.10        A.R.E.S. Amateur Radio Emergency Service (Thames West Sector)

The Lambton County Radio Club, through the Sarnia-Lambton Amateur Radio Emergency Service (A.R.E.S.), will provide communications as requested.  Notification of an emergency can be done by way of a phone patch network.  The Emergency Operations Centre presently houses a permanent amateur radio station for ready communications.  A.R.E.S. members hold Emergency Passes for access to restricted locations, and will be responsible for delivering the command post and providing all communications as instructed.  Permanent equipment has also been installed at the Red Cross Headquarters, Lambton College, Lambton Health Unit, St. Joseph’s Hospital and the Mobile Command Post Bus.

 

11.11        The Sarnia Salvation Army

The Salvation Army of Sarnia has a formal agreement with the City of Sarnia to work with Sarnia Community Services in managing Emergency Reception Centres for the City of Sarnia. Members will work in conjunction with City Hall Community Services staff. (For a detailed Emergency Reception Centre Plan and resource lists for the City of Sarnia see Sarnia Emergency Management Operational Guides.

11.12        Lambton College

 

Lambton College is the Major Primary Reception Centre location.  Lambton County Radio Club members have a permanently installed antenna. Additional Emergency Reception Centres would be the High Schools of both the Public & Separate School Boards see City agreement at Sarnia E.O.C.)

11.13 Municipal Mutual Aid Agreements

 

A number of Mutual Aid Agreements exist throughout the area some of

which are Fire and Police Mutual Aid Agreements. (See Various

Departments).

This Emergency Plan also allows the City of Sarnia Community Emergency Management Coordinator to establish other reciprocal aid agreements and co-ordination of Emergency Planning with local school boards, private facilities, and municipalities within the County of Lambton (Ontario) and within St. Clair County (Michigan), as well as with the two aforementioned counties.. Emergency reciprocal aid will be provided based on authorization by the Primary Control Group and / or the Emergency Operations Centre Chair.

 

11.14 International Cross Boarder Agreements

 

The City of Sarnia and Port Huron have had mutual aid agreements in place for many years. Among these agreements are Cross Boarder Agreements between   the Fire Rescue Services and Police Services from both communities.