the regional municipality of peel emergency …nov 19, 2015 · empc - 2/2015 -2- november 19, 2015...

THE REGIONAL MUNICIPALITY OF PEEL

EMERGENCY MANAGEMENT PROGRAM COMMITTEE AGENDA EMPC - 2/2015 DATE: November 19, 2015 TIME: 11:00 AM – 1:00 PM LOCATION: Regional Council Chamber, 5th Floor 10 Peel Centre Drive, Suite A Brampton, Ontario MEMBERS: F. Dale; A. Groves; J. Innis; S. McFadden; M. Medeiros; M. Palleschi; K. Ras; P. Saito; J. Tovey Chaired by Councillor A. Groves or Vice-Chair Councillor K. Ras 1.

DECLARATIONS OF CONFLICTS OF INTEREST

2.

APPROVAL OF AGENDA

3.

DELEGATIONS

4.

REPORTS

4.1.

Region of Peel Emergency Plan

Presentation by Richard Gibson, Manager, Regional Emergency Management

4.2.

Potential Solutions to Deliver Emergency Information within the Region of Peel (For information)

4.3.

Regional Emergency Management Program Activities (Oral) (For information)

Presentation by Richard Gibson, Manager, Regional Emergency Management

EMPC - 2/2015 -2- November 19, 2015 5. COMMUNICATIONS

5.1.

Breaking News: From Association of Municipalities Ontario (AMO), received August 20, 2015, Regarding the Government Announcement of New Disaster Recovery Assistance Programs (Referral to Corporate Services recommended)

6.

IN CAMERA MATTERS

7.

OTHER BUSINESS

8.

NEXT MEETING

9.

ADJOURNMENT

REPORT Meeting Date: 2015-11-19

Emergency Management Program Committee

DATE: November 4, 2015

REPORT TITLE: REGION OF PEEL EMERGENCY PLAN

FROM: Lorraine Graham-Watson, Commissioner of Corporate Services

RECOMMENDATION That the Region of Peel Emergency Plan attached as Appendix II to the report of the Commissioner of Corporate Services titled “Region of Peel Emergency Plan” be approved; And further, that a By-law to enact the Emergency Plan and continue the Regional Emergency Management Program be presented at the December 10, 2015 Regional Council meeting.

REPORT HIGHLIGHTS

The Region of Peel Emergency Plan has been updated and has the following features: o incorporates the Incident Management System which is recognized as industry

best practice o continues to meet legislated requirements of the Emergency Management and

Civil Protection Act, and Ontario Regulation 380/04 Part II Municipal Standards, as well as the Accessibility for Ontarians with Disabilities Act and the Municipal Freedom of Information and Protection of Privacy Act

o provides flexibility to support area municipalities and assist with conformity of the area municipalities’ emergency plans

o focuses Regional Emergency Management Program activities on the five pillars of emergency management (Prevention, Mitigation, Preparedness, Response and Recovery)

DISCUSSION 1. Background

The current Region of Peel Emergency Plan (ROPEP) is dated May, 2011. The Office of the Fire Marshal and Emergency Management (formerly Emergency Management Ontario) recommends incorporation of the Incident Management System (IMS) into all municipal emergency plans. This is based on industry best practices and lessons learned from incidents, such as the Report of the Elliot Lake Commission of Inquiry into the collapse of the Algo Centre Mall in June 2012. The Emergency Management Program Committee (EMPC) has supported the initiative to incorporate IMS into the ROPEP.

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REGION OF PEEL EMERGENCY PLAN

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Regional Emergency Management has a broad-based education strategy to orient Regional staff to IMS. This has included classroom instruction, emergency exercises, an orientation session for the Executive Leadership Team, plus development and promotion of on-line training modules. IMS was utilized for all consequence management related matters associated with the recent PanAm and ParapanAm Games. Regional Emergency Management also leveraged the PanAm and ParapanAm Games to validate revisions to the ROPEP and the affiliated functions of the Regional Emergency Operations Centre.

2. Statutory Requirements

The Emergency Management and Civil Protection Act (EMCPA), R.S.O, Chapter 9 Section 3. (1) requires that every municipality shall formulate an emergency plan. Section 2.1 (1) also mandates the municipality to develop and implement an emergency management program.

Ontario Regulation 380/04 prescribes the standards under the EMCPA that must be met by municipalities. Key elements of the standards include:

o Designating an emergency management co-coordinator o Forming an Emergency Management Program Committee o Establishing an emergency control group o Designating a location for an emergency operations centre o Designating an Emergency Information Officer o Emergency exercises and training

Regional Emergency Management has the assigned responsibility to ensure compliance with the EMCPA and Ontario Regulation 380/04. Updates to the ROPEP include Regional Emergency Management’s program focus on the five pillars of emergency management (Prevention, Mitigation, Preparedness, Response and Recovery). With the endorsement of the updated ROPEP and the ongoing efforts within the Region’s Emergency Management program, the Region will be compliant with the Act and associated Regulations. The updated ROPEP is also in compliance with the Accessibility for Ontarians with Disabilities Act, as well as the Municipal Freedom of Information and Protection of Privacy Act.

3. The Incident Management System (IMS)

The Region’s IMS model is based on the Provincial IMS Doctrine as recommended by the OFMEM. Updating and revision of the plan supports consistency across all three area municipalities and supports the regulatory requirements for an Emergency Control Group. The general IMS structure includes the following standardized framework and may also be found in Appendix I - General IMS Structure: Command

o Liaison Officer o Emergency Information Officer o Safety Officer

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Operations

Planning Logistics

Finance and Administration The ROPEP approaches emergency management based on an all-hazards methodology that is consistent with the abilities of IMS to expand and contract in response to emerging conditions of an emergency. The processes within IMS will facilitate improved coordination and consistency across Regional departments. IMS Command will report to the Regional Policy Group, who are responsible to advise the Regional Chair and Regional Council accordingly. Key functions, Roles and Responsibilities are outlined in more detail in an Annex where individual position checklists guide the action and needs of each functional role within the IMS structure.

4. Regional Emergency Management Monitoring and Escalation

The updated ROPEP establishes consistent criteria and procedures for monitoring and status levels for an emergency event. This enables the Regional response to an emergency to be escalated as required. The following four levels of monitoring assigned in the ROPEP are consistent with Provincial Status Levels:

Routine Monitoring

Enhanced Monitoring

Partial Activation

Full Activation

The escalation process is supported by the plan’s notification and fan-out system that can be implemented 24/7 through the Customer Contact Centre.

5. Implementation and Activation

In the updated plan, it is noted that the Region’s Emergency Plan can be activated and response initiated as required through Regional Emergency Management’s 24/7 on-call process.

6. Regional Emergency Operations Centre

The IMS structure will be utilized within the Regional Emergency Operations Centre (REOC) or alternate location, as detailed in the ROPEP. The purpose of the REOC is to ensure suitable subject matter experts from various departments and program areas can be assembled in a common location and utilize the IMS structure to guide emergency operations and decision making. In addition, the Regional Policy Group will fulfill requirements by providing strategic direction to IMS Command and engage the Emergency Information Officer to keep Regional Council informed throughout an emergency activation.

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The REOC is adaptable and flexible and set-up is consistent with the escalation status levels. The REOC can also be utilized for large scale planned events such as the PanAm Games.

7. Building Resiliency and Capacity Through ROPEP

The ROPEP builds capacity and resiliency for response to emergency situations by building on Regional programs’ core functions, activities and standard operating procedures. Various program areas within the Region have specific regulatory requirements that must be met through “normal” day-to-day functions of the programs. Examples include: Peel Regional Police; Peel Regional Paramedic Services; Public Works; Public Health; Human Services and Long Term Care Facilities. The ROPEP supports the potential needs of departmental programs whenever the scope of an incident extends beyond the capacity or functional capabilities of a department and/or program. In this way, the ROPEP builds resiliency and increases capacity to respond to emergency situations.

CONCLUSION

The updated ROPEP ensures regulatory compliance and provides a predictable and common platform to coordinate Regional activities that align with any emergency event. It is flexible and adaptable and consistent with the partnership requirements with the area municipalities.

Lorraine Graham-Watson, Commissioner of Corporate Services Approved for Submission:

D. Szwarc, Chief Administrative Officer APPENDICES

Appendix I – General IMS Structure Appendix II – Region of Peel Emergency Plan (ROPEP) For further information regarding this report, please contact Richard Gibson, Manager, Regional Emergency Management at ext.4456 or at [email protected] Authored By: Richard Gibson

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Appendix I

Emergency

Information Officer

Safety Officer

Liaison Officer(s)

REOC Commander

Regional Policy Group

Operations Section

Chief (Lead)

Planning Section

Chief (Lead)

Finance / Administration

Section Chief (Lead)

Logistics Section Chief (Lead)

Figure 1: General IMS Structure

Regional Chair

REM Duty Officer /

CEMC

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REGION OF PEEL EMERGENCY PLAN (2015)

March 6, 2014 Core Plan Page 0

Prepared By: Regional Emergency Management


Appendix II - Region of Peel Emergency Plan (ROPEP)4.1-6

Appendix II – Region of Peel Emergency Plan (ROPEP)

Page 1

Table of Contents Definitions and acronyms used in this plan can be found in Section 11 Table of Contents ............................................................................................................ 1 1. Introduction ........................................................................................................... 4 2. Purpose ................................................................................................................ 5 2.1. Region of Peel Emergency Plan Objectives ..................................................... 5 2.2. Region of Peel Emergency Plan Themes ......................................................... 5 2.2.a. Emergency Procedures ............................................................................... 5 2.2.b. Emergency Response .................................................................................. 5 2.2.c. Emergency Recovery ................................................................................... 6 2.3. Operating Protocols.......................................................................................... 6 2.4. Supporting Area Municipalities ......................................................................... 6 2.5. Supporting Responses in Other Jurisdictions ................................................... 6 2.6. Updating the Region of Peel Emergency Plan ................................................. 6 2.7. Public Access and Distribution of the Plan ....................................................... 7 3. Authority ............................................................................................................... 8 3.1. Emergency Management and Civil Protection Act ........................................... 8 3.1.a. Municipal Emergency Plan........................................................................... 8 3.1.b. Conformity with the Upper-Tier Plan ............................................................ 9 3.1.c. Review of Plan ............................................................................................. 9 3.1.d. Public Access to Plans ................................................................................. 9 3.2. Ontario Regulation 380/04 ............................................................................... 9 3.3. Accessibility for Ontarians with Disabilities Act .............................................. 10 3.4. Municipal Freedom of Information and Protection of Privacy Act ................... 10 3.5. The Regional Municipality of Peel By-Law Number XX-2015 ......................... 11 3.6. Incident Management System (IMS) .............................................................. 11 4. Implementation ................................................................................................... 12 4.1. Responsibilities of Regional Departments and Programs .............................. 12 4.2. Regional Emergency Management Situational Monitoring and Awareness ... 13 4.3. Regional Emergency Management Levels ..................................................... 13 4.3.a. Routine Monitoring ..................................................................................... 13 4.3.b. Enhanced Monitoring ................................................................................. 13 4.3.c. Partial Activation ........................................................................................ 14 4.3.d. Full Activation ............................................................................................. 15 5. Notification System / Fan Out ............................................................................. 17 5.1. Notification Process........................................................................................ 17 6. Incident Management System Overview ............................................................ 20 6.1. IMS Functions, Roles and Responsibilities .................................................... 21

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6.2. IMS Processes ............................................................................................... 21 6.2.a. The Incident Action Plans and Operational Periods ................................... 21 6.2.b. IMS Forms and Documents ....................................................................... 22 7. Regional Emergency Operations Centre ............................................................ 23 8. Regional Employees ........................................................................................... 25 9. Declaration and Termination of a Regional Emergency ..................................... 26 10. Plan Maintenance and Revisions ....................................................................... 28 11. Acronyms and Definitions ................................................................................... 29 12. Revision History .................................................................................................. 34 13. Annexes ............................................................................................................. 35

Annex 1 – Community Hazard Identification and Risk Assessment ................... 36 HIRA Overview ............................................................................................... 36 Public Access to the HIRA ............................................................................. 36 2015 Hazard Identification and Risk Assessment Summary .......................... 36

Annex 2 – Community Critical Infrastructure Summary ...................................... 38 Critical Infrastructure Overview ...................................................................... 38 Regional Critical Infrastructure ....................................................................... 39 2015 Regional Critical Infrastructure Listing Summary................................... 39

Annex 3 – IMS Roles and Responsibilities Checklists ........................................ 41 Regional Policy Group .................................................................................... 41 REM Duty Officer / Community Emergency Management Coordinator .......... 41 Command Staff .............................................................................................. 41 REOC Commander ........................................................................................ 42

Emergency Information Officer (EIO) ......................................................... 42 Liaison Officer (LO) .................................................................................... 42 Safety Officer (SO) ..................................................................................... 42

General Staff .................................................................................................. 43 Operations Section Chief (OSC) ................................................................ 43 Planning Section Chief (PSC) .................................................................... 43 Logistics Section Chief (LSC) .................................................................... 43 Finance / Administration Section Chief (FSC) ............................................ 43

Annex 4 – Common IMS Forms Summary ......................................................... 44 IMS Forms Overview ...................................................................................... 44 ROPEP Use of IMS Forms ............................................................................. 44

Annex 5 – Training & Exercise Programs ........................................................... 46 Emergency Management Training ................................................................. 46

REM Facilitated Training ............................................................................ 46 Training of REM Staff ................................................................................. 46

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Emergency Management Exercises ............................................................... 46 Exercise Partnerships ................................................................................ 46 Discussion-based Exercises ...................................................................... 46 Operations-based Exercises ...................................................................... 47

Annex 6 – Public Education Strategy ................................................................. 48 Overview ........................................................................................................ 48

Annex 7 – Order in Council Ministries ................................................................ 49 Overview ........................................................................................................ 49

14. Appendices ......................................................................................................... 50

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1. Introduction Emergencies may be defined as situations caused by the forces of nature, an accident, an intentional act, or otherwise that constitutes a danger of major proportions to life or property. The situations or the threat of impending situations, abnormally affecting the lives and property of our community, by their nature and magnitude require a controlled and co-ordinated response. This includes a number of agencies, both governmental and private, under the direction of the appropriate officials, and distinct from routine operations carried out by an agency or agencies such as police forces, fire departments, and emergency medical services. An all hazards approach provides the framework for the Region of Peel Emergency Plan (ROPEP) and is designed to utilize the Incident Management System (IMS) to ensure the co-ordination of municipal, provincial, federal, private, and volunteer services during an emergency or event. IMS is a standardized approach to emergency management encompassing personnel, facilities, equipment, procedures, and communications operating within a common organization structure with the goal of bringing the situation under control as quickly as possible. IMS utilizes management by objectives and provides consistent focus on three main priorities:

• Protection of life safety including responders; • Protection of property and Critical Infrastructure; • Protection of the environment.

The ROPEP is not intended to be a prescriptive document. It is meant to provide a flexible and scalable IMS framework which details the general processes and protocols for the Region of Peel and its Departments and Programs to deal with an event or emergency. Appropriate staff of the Region of Peel, should be conversant with the contents of this Plan and be prepared at all times to carry out the functions and responsibilities that may be assigned to them.

• An all hazards approach provides the framework for ROPEP.

• ROPEP is not meant to be a prescriptive document but a framework of processes and protocols that will be used as appropriate.

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2. Purpose 2.1. Region of Peel Emergency Plan

Objectives The Emergency Management Civil Protection Act (EMCPA) requires municipalities to develop and maintain an emergency plan for general emergencies in their jurisdiction. ROPEP meets the EMCPA requirement as well as providing the framework for how the Region fulfills its responsibilities during any type of emergency or event. The ROPEP describes how the Region of Peel leads or supports the response to an emergency through Corporate and Departmental coordination and direction. For the purposes of the ROPEP, the term emergency refers to any situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons, 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 as defined in Section 1 of the EMCPA. This includes declared emergencies under the EMCPA as well as undeclared emergencies. Components of this plan can also be used for other situations that may not meet this definition including Business Continuity and large scale planned Consequence Management events. In order to ensure that both the ROPEP and the Regional Emergency Management (REM) program are aligned with all potential and possible risks within the Region of Peel, REM maintains a listing of both known and anticipated risks referred to as a Hazard Identification and Risk Assessment (HIRA). The HIRA is reviewed annually in accordance with the EMCPA. An additional listing of the Region’s Critical Infrastructure (CI) assets is also maintained by REM and reviewed on an annual basis. Annex 1 outlines the general hazards and risks identified in the Region of Peel. The ROPEP supports and augments Regional Department and Programs’ operational plans and standard operating procedures that are managed within Regional Departments and / or area municipalities. The intent ROPEP is to build sustainable capacity. 2.2. Region of Peel Emergency Plan Themes

2.2.a. Emergency Procedures

The Region’s Departments and Programs may be affected by any type of emergency. The health and safety of Regional employees is addressed through internal Human Resources policies and departmental practices. 2.2.b. Emergency Response

The ROPEP provides the overall emergency response structure of the Region. The ROPEP will be used to guide the Region’s response regardless of whether it is the lead or a supporting partner.

• The ROPEP assists the Region of Peel in achieving compliance with the EMCPA.

• The ROPEP builds sustainable Emergency Management capacity.

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2.2.c. Emergency Recovery

The IMS framework outlined in the ROPEP may also be applied to support the recovery efforts resulting from an event or emergency. Recovery strategies may be short term operations or longer term efforts resulting in the application for Provincial funding support through programs like the Ontario Disaster Relief Assistance Program or future Provincial recovery funding programs.

2.3. Operating Protocols The ROPEP outlines the overall emergency response structure of the Region of Peel and the resources that are available to support a municipal, regional or Provincial response. As part of its preparedness, the Region has developed a number of protocols and procedures that assist the operation of the Regional Emergency Operations Centre (REOC) and / or Operations and Planning functions. 2.4. Supporting Area Municipalities The ROPEP is structured using IMS which allows for the Region to assume a lead role, or to provide support to an area municipality led event as determined by the nature of the event. The ROPEP also recognizes that under the EMCPA, the area municipalities are also required to have an Emergency Plan that conforms with the ROPEP. The ROPEP further recognizes the importance of partnerships between the area municipalities and the Region that are necessary to ensure active situational awareness and coordinated response priorities through all phases of an event. 2.5. Supporting Responses in Other Jurisdictions The framework of the ROPEP may be applied in the event that Regional Departments and Programs are requested to assist the response efforts in other jurisdictions, including federal, provincial or municipalities outside of the Region of Peel. This may include provincial Ministries listed in Order in Council 1157/2009 (See Annex 7), Conservation Authorities and the Greater Toronto Airport Authority (GTAA). 2.6. Updating the Region of Peel Emergency Plan REM will exercise the ROPEP regularly, working with both internal and external stakeholders to develop and participate in a wide variety of exercise types and scenarios as appropriate. Lessons learned from exercises, as well as any emergency responses, will be incorporated in subsequent ROPEP revisions. Annex 5 outlines in further detail REM’s Exercise program The ROPEP will be reviewed annually, as per the requirements under the EMCPA and will be updated, amended and distributed as required by REM in consultation with internal and external stakeholders. When appropriate, significant changes will be presented to Regional Council through the Emergency Management Program Committee (EMPC). See also Section 10 – Plan Maintenance and Revisions.

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2.7. Public Access and Distribution of the Plan Sections 3.1 and 3.4 of the ROPEP outline the provisions for public access to the ROPEP under the EMCPA and the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). Copies of the plan may be provided in either digital format (PDF), through the Regional website, or hard copy formats. Individuals may request a copy of the plan in alternate formats or languages. This will be done on an as needed basis and will require a minimum of 10 working days to complete.

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3. Authority Within Ontario, responsibility for Provincial direction and governance for Emergency Management is led by the Ministry of Community Safety and Correctional Services (MCSCS) through the Office of the Fire Marshal and Emergency Management (OFMEM). While there are specific regulations and legislative requirements for Ministries and Municipalities, the REM program will address the following five fundamental pillars of Emergency Management to support the ROPEP.

Prevention Measures taken to ensure that specific risks or consequences are prevented.

Mitigation Where the risk or consequence cannot be completely prevented, measures that are implemented to effectively minimize the potential of the risk or consequence occurring.

Preparedness Measures taken prior to an event or emergency to ensure that members of the public, responders and support staff are aware of the potential risks or consequences and planning / emergency plans are suitably prepared. This may include emergency management plans, public education, training, exercises and other means of community and stakeholder engagement.

Response Appropriate measures taken to provide emergency support, services and public assistance during or immediately following an event or emergency in order to protect people, property and the environment.

Recovery The appropriate processes of restoring, Regional core services and supports to individuals and communities following an event or emergency. In some cases this may occur at the same time as response activities, or be protracted over an extended period of time.

Authority for the development of the ROPEP is provided or referenced in the following Acts, Regulations or by-laws:

3.1. Emergency Management and Civil Protection Act 3.1.a. Municipal Emergency Plan Section 3. (1) of the Emergency Management and Civil Protection Act (EMCPA) states: “Every municipality shall formulate an emergency plan governing the provision of necessary services during an emergency and the procedures under and the manner in which employees of the municipality and other persons will respond to the emergency and the council of the municipality shall by by-law adopt the emergency plan.” 2002, c. 14, s. 5 (1).

• ROPEP now includes reference to the Accessibility for Ontarians with Disabilities Act.

• ROPEP also includes reference to the Municipal Freedom of Information and Protection of Privacy Act.

• Focus on the five fundamental pillars of Emergency Management

• Conformity of municipal plans with the ROPEP has been addressed.

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3.1.b. Conformity with the Upper-Tier Plan Section 5. (1) of the EMCPA states: “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 an upper-tier municipality.” 3.1.c. Review of Plan Section 3. (6) of the EMCPA states: “Every municipality shall review and, if necessary, revise its emergency plan every year.” 2002, c. 14, s. 5 (3). 3.1.d. Public Access to Plans Section 10 of the EMCPA outlines the conditions by which the ROPEP may be made available to the public. Specifically, the section states “Except for plans respecting continuity of operations or services, 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; 2009, c. 33, Sched. 9, s. 4. See also Section 3.4 - Municipal Freedom of Information and Protection of Privacy Act

3.2. Ontario Regulation 380/04 Regulation 380 /04 Part II: Municipal Standards outlines the individual program requirements of a Municipal Emergency Management Program. With specific regards to the requirement of municipalities to document an Emergency Plan, Sections 15 (1) and 15 (2) state:

15 (1): The emergency plan that a municipality is required to formulate under subsection 3 (1) of the Act shall consist of an emergency response plan. 15 (2): An emergency response plan shall,

(a) Assign responsibilities to municipal employees, by position, respecting implementation of the emergency response plan; and (b) Set out the procedures for notifying the members of the municipal emergency control group of the emergency

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3.3. Accessibility for Ontarians with Disabilities Act

The Accessibility for Ontarians with Disabilities Act (AODA) specifically identities standards to be set by Regulation. Ontario Regulation 429/07 sets out requirements for Accessible Standards for Customer Service and Providing Documents in an Accessible Format. REM shall provide copies of the ROPEP in an accessible format, upon request. Conversion of the plan will require a minimum of 10 working days to complete. Ontario Regulation 191/11 clarifies information requirements related to emergencies and to emergency plans. Specifically, the regulation states the following: Emergency procedure, plans or public safety information

13. (1) In addition to its obligations under section 12, if an obligated organization prepares emergency procedures, plans or public safety information and makes the information available to the public, the obligated organization shall provide the information in an accessible format or with appropriate communication supports, as soon as practicable, upon request. 13. (2) Obligated organizations that prepare emergency procedures, plans or public safety information and make the information available to the public shall meet the requirements of this section by January 1, 2012.

3.4. Municipal Freedom of Information and Protection of Privacy Act The ROPEP is a public document, excluding the appendices, which are deemed confidential. Limitations to public access of the ROPEP are outlined within the MFIPPA, specifically;

Section 8. (1) A Head of an institution may refuse to disclose a record if the disclosure could reasonably be expected to,

(i) endanger the security of a building or the security of a vehicle carrying items, or of a system or procedure established for the protection of items, for which protection is reasonably required;

Section 9 (1); A head shall refuse to disclose a record if the disclosure could reasonably be expected to reveal information the institution has received in confidence from,

(a) the Government of Canada; (b) the Government of Ontario or the government of a province or territory in

Canada; (c) the government of a foreign country or state; (d) an agency of a government referred to in clause (a), (b) or (c); or (e) an international organization of states or a body of such an organization.

• Sections 3.3 & 3.4 of the ROPEP have been reviewed by the Regulatory Compliance program to confirm appropriate references to the MFIPPA & AODA

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Section 10 (1) (a); A head shall refuse to disclose a record that reveals a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence implicitly or explicitly, if the disclosure could reasonably be expected to,

(b) Result in similar information no longer being supplied to the institution where it is in the public interest that similar information continue to be so supplied;

Section 13; A head may refuse to disclose a record whose disclosure could reasonably be expected to seriously threaten the safety or health of an individual.

3.5. The Regional Municipality of Peel By-Law Number XX-2015 The Regional Municipality of Peel by-law number XX-2015 as certified by the Regional Clerk documents Regional Council’s official approval of the ROPEP. The ROPEP and by-law have been filed with the OFMEM through the MCSCS. 3.6. Incident Management System (IMS) IMS is recommend by the OFMEM as the best practice platform to be incorporated in all emergency plans. The general definition of IMS is as follows:

a standardized approach to emergency management encompassing personnel, facilities, equipment, procedures, and communications operating within a common organization structure. The IMS is predicted on the understanding that in any and every incident there are certain management functions that must be carried out regardless of the number of persons who are available or involved in the emergency response.

As such, the principles, concepts, processes and framework of IMS have been used to develop plans for various consequences in Ontario as well as having been used to coordinate the response to many regional, municipal, provincial and departmental events since 2010. See also Section 6 – Incident Management System Overview

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4. Implementation Implementation of the ROPEP in whole or in part may occur to support a response to an emergency or event, or where advance warning is available in preparation for an event that is likely to occur. Authority to implement the ROPEP in whole or in part is limited to the individuals in the following Regional roles:

• Chief Administrative Officer • Members of the Regional Executive Leadership Team • Medical Officer of Health • Regional Clerk • Community Emergency Management Coordinator (CEMC)

o Alternate Community Emergency Management Coordinators (A-CEMC) Under the ROPEP IMS structure, the individuals listed above, or those acting in their absence, with the exception of the CEMC and A-CEMC, form the Regional Policy Group. For the purposes of the ROPEP the REM Duty Officer will be the CEMC. The Regional Policy Group may be advised by non-Executive Leadership Team members as specialists or subject matter experts as required. The function of the Regional Policy Group is to provide strategic decisions and directions to staff that have been identified to coordinate the response to an event or emergency. Examples of decisions that might be made by the Regional Policy Group may include the following:

• Suspension of other Regional programs and services • Modification of purchasing bylaws and procedures • Withdrawal of internal employee leave programs • Delegation of authorities to selected staff positions in the REOC or at the Incident

Site Further details on the function, roles and responsibilities of the Regional Policy Group may be found in Section 6.1 of this plan.

4.1. Responsibilities of Regional Departments and Programs Regional Departments and Programs are expected to contact the REM Duty Officer whenever they are aware of a situation that represents a potential or imminent risk to public safety that may extend beyond Program or Departmental responsibilities, or could exceed capacity within existing standard operating procedures. The REM Duty Officer will evaluate any notifications from Departments and Programs and when necessary implement the ROPEP or appropriate portions thereof and notify as appropriate, all applicable members of the Regional Policy Group.

• Monitoring and Escalation levels have been added to the ROPEP consistent with Provincial status levels.

• Under the ROPEP, the Regional Policy Group will provide strategic direction as well as inform Regional Council.

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The Protocol for contacting the REM Duty Officer may be found in the Notification, Activation and Declaration of Emergency Process appendix of this plan. 4.2. Regional Emergency Management Situational Monitoring and Awareness The REM program will monitor and maintain the 24/7 ability to respond to an emergency or event in the Region and its surrounding jurisdictions through the REM Duty Officer program. To do so, REM staff will be suitably trained and have a representative on-call at all times. General notification procedures are outlined in Section 5 of the ROPEP along with detailed notification procedures covered in the Notification, Activation and Declaration of Emergency Process appendix. 4.3. Regional Emergency Management Levels REM will monitor and respond to events or potential emergencies according to four levels of operational response. The level adopted by REM will depend upon the severity of the event and the appropriate type and level of staffing required to monitor, support and / or respond. Assistance and augmentation from Departments, Programs and external stakeholders will be requested as circumstances dictate. The levels adopted by REM are consistent in terminology and general operational considerations with those used by the Province of Ontario, specifically the Provincial Emergency Operations Centre (PEOC).The four levels are as follows:

4.3.a. Routine Monitoring

REM continually monitors the Region and other jurisdictions for potential or actual events or emergencies. If an incident warrants close attention, the REM Duty Officer will monitor it and notify appropriate departments, programs and stakeholders as necessary. During Routine Monitoring, normal program tasks continue however staff may proactively issue warnings, alerts and other public messaging as necessary. Examples of some of the activities that may occur during Routine Monitoring include:

• Participation in public education events, preparedness campaigns; • Promoting preparedness material for the prevention and or mitigation of

potential risks to the community; • Ongoing review of notifications from various stakeholders such as

Regional Departments and Programs, Environment Canada, Conservation Authorities and the PEOC.

4.3.b. Enhanced Monitoring

At this level, the REM Duty Officer and potentially other program staff will continually assess a developing or active situation. The situation may be an event occurring within the Region of Peel or the surrounding area and for which some Regional resources may be engaged to provide support or response activities. Further, Enhanced Monitoring may be established to support and further monitor the response to an event lead by one of the area municipalities in Peel.

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Examples of activities that may occur during Enhanced Monitoring include:

• Some routine REM program activities may be suspended or re-prioritized; • REM will prepare briefing material for Regional Policy Group members as

appropriate; • Facilities may be designated and established to coordinate support for the

event, generally in the form of an operations / planning / support room; • REM staff will monitor and assess all situations for possible further

escalation or de-escalation to Routine Monitoring; • Some Regional staff may be asked to attend and support response

activities from the operations / planning / support room; • Maintaining active public messaging through various messaging channels

such as Regional communications and the Regional Customer Contact Centre; and,

• Appropriate Departments and Programs and external stakeholders will be notified and updated as required.

Enhanced Monitoring may also be adopted in situations where jurisdictions outside of the Region of Peel are actively responding to a situation or an impending situation or recovering from an emergency event. This includes events where the OFMEM’s PEOC may be leading or assisting in emergency operations elsewhere in the Province of Ontario. 4.3.c. Partial Activation

As a result of an active situation or an impending situation occurring within the Region of Peel or within the Province of Ontario, Partial Activation may be adopted to coordinate, support and actively respond to an emergency or event. Partial Activation events will be supported by several Departments and Programs or External stakeholders, but not necessarily all Regional Departments and will be functionally guided using the IMS framework. See Section 6 – Incident Management System The applicable Regional Policy Group members will be advised of any event where a Partial Activation occurs and will be provided regular updates during the event. Examples of activities that may occur during Partial Activation events include:

• Other REM program activities likely to be suspended; • Some Regional programs may be suspended for the duration of the event; • REM will coordinate the establishment of the REOC or suitable the

operations / planning / support room to maintain situational awareness; • REM will prepare briefing material for Regional Policy Group members as

appropriate; • Facilities will be established to coordinate support for the event, in the

form of an extensive operations / planning / support room or the REOC; • REM staff will monitor and assess all situations for possible further

escalation or de-escalation;

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• Some Regional staff will be asked to attend and support response the activities of the operations / planning / support room or REOC, potentially for an extended period of time;

• Coordinated active public messaging through various messaging channels will occur; and,

• All appropriate Departments, Programs and external stakeholders will be notified and updated as required.

In some instances it may be necessary to obtain the approval of the applicable Regional Policy Group members to implement measures necessary for the event. A Declaration of Emergency may be made to enable special provisions in support of a Partial Activation. Section 9 of the ROPEP describes the general process for a Declaration of Emergency. 4.3.d. Full Activation

As a result of an active situation or an impending situation occurring within the Region of Peel or within the Province of Ontario, Full Activation may be adopted to coordinate, support and actively respond to an emergency or event. Full Activation events will be supported by most Departments, Programs and a significant number of external stakeholders and will be functionally guided using the IMS framework. See Section 6 – Incident Management System for further details of IMS positions and processes. The Regional Policy Group will be advised of any event where a Full Activation occurs and will be provided regular updates on the event. In some instances it may be necessary to obtain the approval of the applicable Regional Policy Group members to implement measures necessary for the event. Examples of activities that are likely to occur during Full Activation events include:

• All REM program activities likely to be suspended; • Regional programs may be suspended for the duration of the event; • REM will prepare regular briefing material for Regional Policy Group; • REM will inform the emergency management programs of the following

jurisdictions of the Full Activation state along with a brief summary of the event;

o City of Brampton o City of Mississauga o Town of Caledon o OFMEM (PEOC) o Surrounding Upper Tier Municipalities

• Facilities will be established to coordinate support for the event, in the form of the REOC and other supporting rooms;

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• REM staff will monitor and assess all situations for possible further consequences or de-escalation;

• Some Regional staff will be asked to attend and support response activities from the REOC, potentially for an extended period of time;

• Coordinated active public messaging through various messaging channels will occur; and,

• All appropriate Departments, Programs and external stakeholders will be notified and updated as required.

A Declaration of Emergency may be made to enable special provisions in support of a Full Activation. Section 9 of the ROPEP describes the general process for a Declaration of Emergency.

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5. Notification System / Fan Out For the purpose of this plan Notification System refers to the notification process of internal staff, departments and programs along with emergency management stakeholders. Appropriate notification of an event or emergency will be issued by the REM Duty Officer as soon as feasible.

5.1. Notification Process Based on the implementation strategy outlined in Section 4.3 of the ROPEP, the following notification procedures will occur for an event or a situation that could generate broad public safety concerns that are to be reported to the REM Duty Officer.

• Notification of a possible event from any one of the following sources; o REM Duty Officer; o Internal Department, Program or Regional Policy Group Member o Area Municipality CEMC or Emergency Management Stakeholder; and, o 3rd Party information source such as Environment Canada, conservation

authorities, PEOC and others; • The REM Duty Officer will evaluate the information and make a determination on

the probability of the event escalating; o Events with limited potential of escalation or that have limited public safety

concerns will be monitored through Routine Monitoring or Enhanced Monitoring; Where appropriate, Enhanced Monitoring events will trigger a

limited notification to appropriate stakeholders which may include Regional Departments and Programs and / or Municipal emergency management programs;

Enhanced Monitoring events will be closely monitored for further escalation or an appropriate return to Routine Monitoring.

o Events that are likely to escalate further or that have significant public safety concerns will result in the following: REM Duty Officer will notify the Regional Clerk and appropriate

Regional Policy Group members where the situation permits and provide situational awareness of the event;

A determination of the Lead department or program for the event will be identified along with staff to support the response;

A call out to appropriate staff will occur through the Customer Contact Centre (CCC).

o In the event of a Partial Activation, the following actions will occur; The REOC or an operations / planning / support room will be

established by REM and commence operations / support; Notification to appropriate internal and external stakeholders;

• A flow chart diagram has been added to the notification process for ease of reference.

• Notification procedures have been centralized to either the REM Duty Officer (preferred method) or through a member of the Regional Policy Group.

• Consultation with the applicable Regional Policy Group member(s) will occur before further fan outs are undertaken.

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The event will be monitored for further escalation (Full Activation) or an appropriate return to Enhanced Monitoring.

o In the event of a Full Activation, the following actions will occur; The REOC or an operations / planning / situation room will be

established by REM and commence operations / support; Notification to appropriate internal and external stakeholders; The event will be monitored and an appropriate escalation or de-

escalation will be determined. Figure 1 on the following page outlines the general steps of the notification process.

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Limited risk of further escalation Possibility of further escalation

Notification of event to Duty Officer

REM Duty Officer Routine Monitoring

Internal Department or Program or Regional Policy

Group Member

Area Municipalities / Emergency Management

Stakeholder

Other External Sources (EC, PEOC, CAs etc)

REM Duty Officer Evaluation

Routine Monitoring Enhanced Monitoring

No Further Action

Notification to appropriate stakeholders / area

municipality

Monitor for further escalation

No Further Action

REM Consultation with Regional Clerk

REM Notification of Regional Policy Group

Consultation with Regional Policy Group

Identification of Lead Department & REOC Staff

CCC fan out to REOC Staff

Partial Activation Full Activation

REOC Operations Commence

REOC Operations Commence


municipality


municipality

Monitor for further escalation

Figure 1: Notification Process through REM Duty Officer

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6. Incident Management System Overview IMS presents a standardized organizational structure, functions, process and terminology to help facilitate effective coordination and utilization of resources to manage an event or emergency. The standardized organizational structure outlines the command and control structure functions as:

• Command • Operations • Planning • Logistics • Finance and Administration.

IMS is predicated on the understanding that in every event, there are certain command functions that must be carried out regardless of the number of persons who are available or involved in the emergency response. IMS provides an efficient, flexible, and consistent structure and process that is scalable to manage events by all stakeholders. The other IMS roles and functions are tools that can be utilized depending on the nature, scale and duration of the event. The tools in the IMS toolbox can be used to expand or contract the IMS structure as applicable to the event. Standardized processes allow all stakeholders who are responding to or supporting an event, to formulate a unified plan to manage the event. The use of standardized IMS terminology minimizes the risk of miscommunication among responders and supporting staff. Figure 2 outlines the fully activated IMS structure.

• The IMS model within the ROPEP is based on the Provincial IMS model and recommended by the OFMEM.

• Integration of IMS into the ROPEP is supported by EMPC and ELT.

• IMS is considered a best practice • Supports consistency across all

three area municipalities. • Key processes for all events

include a coordinated planning cycle and the development and implementation of Incident Action Plans (IAP) for identified operational periods.

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6.1. IMS Functions, Roles and Responsibilities REM will monitor and respond to events according to four levels of operational response according to Section 4.3 of the ROPEP. The level of operational response adopted by REM will depend upon the severity of the event. Specific roles and responsibilities for each of the positions in the IMS chart above can be found in Annex 3 – IMS Roles and Responsibilities Checklists. 6.2. IMS Processes There are standard processes under IMS that may be used to facilitate the response to an event.

6.2.a. The Incident Action Plans and Operational Periods

During an event, the REOC Commander determines the length of operational periods. For each operational period, an Incident Action Plan(s) (IAP) will be developed to assist efforts on identified priorities. The basic elements of an IAP are the following:

• Clear strategic direction;

Regional Policy Group Regional Chair

REOC Commander

REM Duty Officer / CEMC

Liaison Officer(s)

Safety Officer

Emergency Information Officer

Operations Section Chief (Lead)

Planning Section Chief (Lead)

Logistics Section Chief (Lead)

Finance / Administration

Section Chief (Lead)

Figure 2: General IMS Structure

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• Defined measurable objectives identifying what is to be achieved; • High level summary of the tactics to be used to achieve the objectives; • A list or summary of the resources assigned to the event; • Additional resourcing of the IMS structure; and, • Safety guidelines or instructions as needed.

The initial IAPs may be verbal plans but should become documented and distributed as soon as possible during the event. The development of the IAP is an ongoing process throughout the event as directed by the REOC Commander and led by the Planning Section. A detailed summary of the process to develop and implement the IAP can be found in the REOC Operations / Support Procedures appendix. 6.2.b. IMS Forms and Documents

OFMEM has developed various standardized forms to assist in the development of the IAP. The forms provide a general template to collect and collate information related to an individual event and document operational and supporting resources and other additional situational information. Elements of the forms may be used as appropriate for the given event. Annex 4 – Common IMS Forms Summary details the individual forms and their function in support of the ROPEP.

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7. Regional Emergency Operations Centre Section 13(1) of Ontario Regulation 380/04 requires the municipality to establish an Emergency Operations Centre with appropriate technology and telecommunications systems. The REOC provides a suitable area for coordinated assembly of subject matter experts from various internal Departments and Programs along with representatives from external agencies, to monitor, develop, implement, evaluate response and support actions for any event. As described in Section 4.3, the REOC may be Partially or Fully activated. The REM Duty Officer will be responsible for coordinating and establishing the REOC per Section 5.1 of the ROPEP. While the specific responsibilities are largely dependent on the needs of the event, the REOC provides an area to coordinate some or all of the following actions:

• Implement and maintain an IMS structure; • Establishing and maintaining situational awareness related to the specific

incident as well as other potential consequences and situations that may affect the response;

• Establishing and maintaining operational and supporting linkages with key stakeholders directly involved or supporting the response to the event;

• Coordinating and providing public messaging to media and residents; • Developing recovery and contingency plans in conjunction with the Incident Site; • Implementing any business continuity measures resulting from the incident; • Ensuring sufficient reserves of resources (both personnel and equipment) are

available to the Incident Site for the duration of the event; and, • Ordering, obtaining, tracking and compensating additional resources to support

the response to the event.

Where the REOC is not required but a degree of coordination is appropriate, operations / planning / support room(s) can be established and staffed as needed per Section 4.3. REOC staff will identify and prioritize specific objectives for each event based on the overriding IMS priority of objectives as follows;

• Preservation of life and public safety, including both members of the public and responders to the event;

• Preservation and protection of individual property including personal, corporate and government locations, resources and infrastructure; and,

• Preservation and protection of the environment. Although not required by the EMCPA, an alternate REOC has been promotes best practices and Business Continuity Planning (BCP). The identified and alternate REOC will serve the same function as the REOC in the event of the primary REOC cannot be safely established. Specific details on the location and configuration of both the REOC

• REM will facilitate the activation of the REOC.

• References to regulatory requirements have been added.

• A location for the REOC and an alternate REOC has been established.

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and an alternate REOC can be found in the REOC Operations / Support Procedures appendix.

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8. Regional Employees Regional employees in individual Departments or Programs will have a broad range of roles and responsibilities during all phases of an event depending on the nature of the event. Given that some events may warrant the use of staff and Program resources on an ad-hoc basis, Regional staff should become familiar with the ROPEP along with any appropriate Department or Program operational plans. Under the IMS framework, employees can have their normal reporting relationships modified temporarily to support either Command or General Staff functions, or business continuity needs of the Corporation or supporting other jurisdictions such as the area municipalities. Employees are encouraged to complete REM orientation training in both Basic Emergency Management and IMS. Online training modules are available through the REM internal website. Further information on REM’s training program may be found in Annex 5 – Training & Exercise Programs.

• Staff may be redeployed to support an event.

• Staff are encouraged to complete the various online training modules found on the REM website.

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9. Declaration and Termination of a Regional Emergency

A declaration of an emergency may be considered where the emergency situation or impending situation is considered so grave in nature or magnitude that a controlled and coordinated response by a number of Regional Departments and Programs and / or community agencies is required. The following circumstances may warrant a Declaration of a Regional emergency:

• The incident is beyond the capability of a local municipality;

• Crosses boundaries of, or impacts a large part of two or more municipalities; • The Mayor of the local municipality requests the Region to lead or coordinate the

response; • Requires extraordinary actions or expenditures of money by one or more

Regional Programs; • Threatens or affects Regional facilities; • The Premier or the Lieutenant Governor directs the Region to activate its

Regional Plan; and, • The Provincial Chief Medical Officer of Health issues an Order under The Health

Protection and Promotion Act (HPPA) that has wide reaching implications for the Region.

A Declaration of Emergency is an option that is available to Municipalities and in some cases, may be required in order to initiate specific internal protocols or access Provincial and Municipal resources. Examples of specialized resources or policies may include the following:

• Temporary adjustments to emergency purchasing by-laws; • Temporary labour relations measures such as alternate work locations; and, • Request for specialized Provincial resources such as Heavy Urban Search and

Rescue (HUSAR) units and Emergency Medical Assistance Teams (EMAT). An emergency declaration may extend to all or any part of the Region of Peel. If the decision is made to declare an emergency, the Region of Peel must notify the OFMEM on behalf of the Minister of Community Safety and Correctional Services as soon as possible. Although a verbal declaration of emergency is permitted, all declarations must ultimately be made in writing. It is important to note that a Declaration of Emergency is not required prior to response and recovery operations commencing and further is not required as part of a Partial or Full Activation. Under the EMCPA, Section 4 (1) the Regional Chair has the authority to declare an Emergency on behalf of the Region. The Premier or the Lieutenant Governor has the

• A Declaration of an Emergency is not a requirement, but is an option.

• Within the Regional government structure, only the Regional Chair may declare an emergency.

• A declaration may allow for expedited processes or urgent adjustments to policies.

• Rationale for considering a Declaration of an Emergency has been included.

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authority to declare an emergency within the Region of Peel under specific criteria outlined in the EMCPA. Specific details on the process of Declaring an Emergency can be found in the Notification, Activation and Declaration of Emergency Process appendix. Once conditions that warranted the Declaration of Emergency have either been rescinded or appropriately mitigated, the declaring authority may terminate the said Declaration. The termination of an emergency does not suspend response, recovery and planning operations. These activities may continue for an extended period of time at the discretion of the REOC Commander and the Regional Policy Group. Any Declaration of Emergency must be subsequently be Terminated at an appropriate time as per the conditions of the Act. A Termination of a Declaration of Emergency must be supplied in writing to the OFMEM.

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10. Plan Maintenance and Revisions Under the EMCPA, Section 3 (6) the Plan will be reviewed annually by REM and reported to EMPC as appropriate. The ROPEP is supported by Regional by-law number XX-2015. Annexes and appendices will be updated as needed and distributed accordingly. Revisions may result from Lessons Learned Reports from previous events or as a result of amendments to legislation or other regulations. In accordance with Section 6.2 of the EMCPA, a current copy of the ROPEP will be supplied to the Chief, Emergency Management Ontario through the OFMEM.

• A summary of any changes of significance to the ROPEP will be presented to the EMPC.

• By-law number XX-2015 adopts the Plan.

• Revisions to the annexes and appendices will occur as needed.

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11. Acronyms and Definitions

Acronym Title Description

AODA Accessibility for Ontarians with Disabilities Act

An Act aimed at developing, implementing and enforcing accessibility standards in order to achieve accessibility for Ontarians with disabilities with respect to goods, services, facilities, accommodation, employment, buildings, structures and premises.

ARES Amateur Radio Emergency Services

Community volunteers capable of supporting existing radio communication.

BCP Business Continuity Planning

A strategy that identifies measures to ensure the continued delivery of core services by an organization. May also identify the priority of service delivery where service levels need to be adjusted by an organization in response to an event or potential business disruption.

CCC Customer Contact Centre

The Customer Contact Centre operates 24/7 and responds to telephone, e-mail and social media inquiries for the Region's primary program areas plus 211 and 311. Facilitator of the ROPEP notification and fan out

CEMC

Community Emergency Management Coordinator

A CEMC is responsible for the coordination of the municipal emergency management program in compliance with the EMCPA for that municipality. The CEMC also serves as the primary contact during an event or emergency.

CEMC (A)

Alternate Community Emergency Management Coordinator

Individual within the municipality who is designated as an Alternate to the CEMC.

CI Critical Infrastructure Private and Public sector assets that are essential for social and economic functions.

CVC Credit Valley Conservation Authority

The CVC is a conservation authority responsible for the protection and management of the Credit Valley watershed.

DPCDSB Dufferin-Peel Catholic District School Board

The Dufferin-Peel Catholic District School Board is the separate school board that oversees Catholic school facilities throughout Peel Region and Dufferin County.

EIO Emergency Information Officer

A senior member of the communications team who directly manages all emergency information related activities during an event.

The EIO is responsible for the development, approval and release of approved emergency information to employees and the public.

• Key IMS terms have been added to the definitions.

• Definitions for each acronym or title have been included to provide further context for the reader.

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EMAT Emergency Medical Assistance Team

EMAT is a Provincial mobile medical field unit that can be on site within 24 hours in a community and can provide a staging and triage base for patients prior to transporting them to hospital.

EMCPA Emergency Management and Civil Protection Act

The EMCPA is the governing Provincial legislation, along with Ontario Regulation 380/04 for emergency management in Ontario.

Emergencies Events caused by the forces of nature, an accident, an intentional act, or otherwise that constitutes a danger of major proportions to life or property.

EMO Emergency Management Ontario

The former organizational structure within the Provincial government that oversaw Emergency Management. Superseded by the OFMEM (See OFMEM).

EMPC Emergency Management Program Committee

The mandate is to annually review the REM Program and provide recommendations to Council for its revisions as required.

Event

Any event, natural or human-caused that requires an emergency response to protect life, property, or the environment. An event may be geographically confined or dispersed. Events may start suddenly or gradually.

ELT Executive Leadership Team

ELT’s role is to provide efficient and effective enterprise-wide governance in line with Council directions.

The ELT members form much of the Regional Policy Group within the ROPEP structure.

FSC Finance / Administration Section Chief

The FSC is responsible for financial and administrative support to the incident, including all business processes, cost analysis, financial and administrative aspects and ensuring compliance with Regional policies and procedures.

GTAA Greater Toronto Airport Authority

The Greater Toronto Airports Authority operates Toronto Pearson International Airport within the Region of Peel.

HIRA Hazard Identification and Risk Assessment

A HIRA is a comprehensive evaluation of the hazards and associated risks in a designated area. It is used to better inform and prioritize emergency management program activities.

HPPA Health Protection and Promotion Act

Ontario's HPPA provides the legislative mandate for Boards of Health. Provides for the organization and delivery of public health programs and services, the prevention of the spread of disease and the promotion and protection of the health of the people of Ontario

HRCA Halton Region Conservation Authority

Conservation Halton, also known as the Halton Region Conservation Authority, is a conservation authority responsible for the protection and management of both the 12 and 16 Mile Creek Watersheds.

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HUSAR Heavy Urban Search and Rescue

HUSAR is a general term for a group of specialized rescue skills that are integrated into a team with the functional responsibility for conducting operations within collapsed structures and other entrapments and has team resources that include, search, medical and structural assessment capacity.

IAP Incident Action Plan The IAP is a verbal and or written plan that defines the event objectives and reflects the tactics necessary to manage an event during time specific operational periods.

IC Incident Commander Individual who will coordinate the Incident Response at the event site using either Single or Unified Command.

IMS Incident Management System

IMS is a standardized approach to emergency management encompassing personnel, facilities, equipment, procedures, and communications operating within a common organizational structure.

Incident See Event

Incident Site

Often referred to as the “site”, it is the general location where a specific emergency or event is occurring. In some cases there may be multiple sites associated with the consequences of the same event.

LLR Lessons Learned Reports

Lessons learned reports are documented reflections on an event that capture the knowledge and experience (both positive and negative) derived from observations and historical study of actual operations, training, and exercises. Often referred to as After Action Reports.

LO Liaison Officer

A Liaison Officer reports to Command and serves as the primary contact for assisting and supporting stakeholders. The LO informs and advises Command and General Staff of issues related to outside assistance and support, including current or potential stakeholder needs.

LSC Logistics Section Chief

The Logistics Section Chief is responsible for providing facilities, services, resources and materials in support of the incident. The Section Chief will participate in the development of the IAP as required.

MCG Municipal Emergency Control Group

A Municipal Emergency Control Group is a component of all area municipalities and has a similar role and function as the Regional Policy Group within the ROPEP.

MFIPPA

Municipal Freedom of Information and Protection of Privacy Act

An Act aimed at providing a right of access to information under the control of municipal institutions and protecting the privacy of individuals with respect to personal information about themselves held by municipal institutions.

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OFMEM

Office of the Fire Marshal and Emergency Management

Program area within the MCSCS with the responsibility for delivering programs and fostering partnerships to minimize or eliminate hazards to persons or property through public education initiatives, emergency measures and other means. Provides oversight of the EMCPA.

OHSA Occupational Health and Safety Act The OSHA is Ontario's legislation for workplace health and safety.

OIC Order In Council Ministry

Provincial Ministries identified in either the EMCPA or Ontario Regulation 380/04 who have an Emergency Management or Business Continuity responsibility. The Ministry is assigned to a lead role in coordinating the Provincial response to specific identified risks.

OSC Operations Section Chief

The Operations Section Chief will work closely with other members of the Command and General Staff to coordinate operational activities. This may include participating in the development of the Incident Action Plan (IAP), implementing the IAP and organizing, assigning and supervising resources assigned to enact operational tasks.

PDSB Peel District School Board

The Peel District School Board is the public school board that oversees Public school facilities throughout the Region of Peel.

PSC Planning Section Chief

The Planning Section Chief is responsible for developing the IAPs. The primary focus of the Planning Section is to maintain situational awareness and look ahead in order to predict future hazards, risks and future course of events and CEMC responsibilities.

REM Regional Emergency Management

Regional staff responsible for managing and coordinating all aspects of the Region’s emergency management program, include the ROPEP, training, exercises, public education as well as the response and recovery to events or emergencies.

REOC Regional Emergency Operations Centre

The REOC is a designated central command and control location to be used by the Municipal Emergency Control Group. The REOC is equipped with appropriate technological and telecommunications systems.

REOC (A)

Alternate Regional Emergency Operations Centre

An alternate location where the roles and functions of the REOC may be conducted if the REOC were not functional or needed to be expanded.

Responder

Anyone involved in the response to an event, who contributes to the resolution of problems brought about by the incident. Responders may include the private sector, non-governmental organizations, and / or the public sector.

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REOC Commander

Individual responsible for coordinating any response or support measures made through the establishment of the REOC. All actions of the REOC Commander will be in support of the Incident Commander at the Incident Site.

ROPEP Region of Peel Emergency Plan

The Emergency Plan for the Region of Peel outlining the general roles and responsibilities of Regional departments and programs along with Emergency Management stakeholders. The Plan is meant to provide a framework from which event specific response and support strategies may be developed, implemented and maintained.

RPG Regional Policy Group

The Regional Policy Group is responsible for providing overall strategic direction, policy, advice and assistance to the REOC Commander (in addition to overseeing the delivery of essential services, if required).

SO Safety Officer

Member of the Command Staff with responsibility for processes, protocols and measures to ensure the health and wellbeing of all personnel involved in the response to an event including responders and support staff.

TRCA Toronto Region Conservation Authority

The Toronto Region Conservation Authority, is a conservation authority responsible for the protection and management of the Etobicoke Creek, Mimico Creek, Humber River and other watersheds.

WSIA Workplace Safety and Insurance Act

The Ontario Workplace Safety and Insurance Act governs the administration of the province's workplace insurance regime.

WSIB Workplace Safety and Insurance Board

The WSIB is an independent trust agency that administers compensation and no-fault insurance for Ontario workplaces.

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12. Revision History

Document Version Document Name Revision

Date Editor Revision Summary

Version 2015 2015 DRAFT ROPEP.docx 2015-11-02 REM Draft presented to

EMPC

• A revision history will be maintained.

• A summary of any changes of significance to the ROPEP will be presented to the EMPC.

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13. Annexes Annexes to the ROPEP provide further detailed information to selected sections of the ROPEP. The information contained in each Annex is subject to occasional change. Any changes or additions to the Annexes will be summarized and presented to the EMPC for information as appropriate. Changes and additions to the Annexes may result from the annual review of key areas of the REM program including HIRA, Regional CI assessments, and reviews of the exercise, training and public education aspects of the program as well as incorporating any appropriate Provincial resources. Annexes of the ROPEP are to be included in public copies of the ROPEP.

• Annexes will provide generalized information on HIRA and Critical Infrastructure information.

• Annexes will be available to the Public upon request as part of the Core plan.

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Annex 1 – Community Hazard Identification and Risk Assessment HIRA Overview

The Region’s HIRA is a summary of the known and potential risks and consequences that have been identified and evaluated by Regional Departments and Programs along with the Region’s emergency management stakeholders. The intent of the HIRA is to determine those risks and consequences that are likely to occur in the Region of Peel and to ensure that all Regional and community stakeholders are sufficiently prepared to respond to the risk. The HIRA is reviewed annually by REM and its stakeholders and updated as appropriate. Public Access to the HIRA

The specific details of the Regions HIRA are deemed confidential under the EMCPA (Sections 2.1(3) and 2.1(4)) and not publicly available.

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, (a) 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.

2015 Hazard Identification and Risk Assessment Summary

The following table represents a summary of the number and type of potential events reported to the REM Duty Officer. These events have been reported through various sources such as conservation authorities, area municipalities, Environment Canada and the PEOC.

• A HIRA summary will be included as an annex to the ROPEP.

• The HIRA will be based on the OFMEM HIRA model.

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Summary of Events Reported to the REM Duty Officer 2013 - 2015

Type of Event Reported

2013 2014 2015* Total*

Events % Events % Events % Events %

Weather 75 54.3% 96 49.2% 85 51.2% 256 51.3%

Flooding - Watershed 35 25.4% 70 35.9% 40 24.1% 145 29.1%

Heating / Cooling Centres 0 0.0% 0 0.0% 20 12.0% 20 4.0%

Provincial Response 6 4.3% 11 5.6% 1 0.6% 18 3.6%

Public Health 1 0.7% 5 2.6% 6 3.6% 12 2.4%

Critical Infrastructure 6 4.3% 2 1.0% 3 1.8% 11 2.2%

Housing 4 2.9% 3 1.5% 2 1.2% 9 1.8%

Public Safety 0 0.0% 2 1.0% 3 1.8% 5 1.0%

Planned Event 1 0.7% 1 0.5% 2 1.2% 4 0.8%

Municipal Response 3 2.2% 0 0.0% 0 0.0% 3 0.6%

Hurricane 3 2.2% 0 0.0% 0 0.0% 3 0.6%

Industrial Event 0 0.0% 2 1.0% 1 0.6% 3 0.6%

Information Breach 1 0.7% 1 0.5% 0 0.0% 2 0.4%

Transportation 1 0.7% 0 0.0% 1 0.6% 2 0.4%

Localized Flooding 0 0.0% 1 0.5% 1 0.6% 2 0.4%

Business Continuity 1 0.7% 0 0.0% 1 0.6% 2 0.4%

Earthquake 1 0.7% 0 0.0% 0 0.0% 1 0.2%

Mutual Aid 0 0.0% 1 0.5% 0 0.0% 1 0.2%

Totals 138 100.0% 195 100.0% 166 100.0% 499 100.0%

* As of November 4th 2015 The above information will be reviewed as part of a Regional HIRA update beginning in early 2016. Results from the review will be summarized and included in future updates to this Annex.

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Annex 2 – Community Critical Infrastructure Summary Critical Infrastructure Overview

The Regional Critical Infrastructure listing (CI) is a summary of identified assets within the Region of Peel that are vital to the community. General critical infrastructure assets include institutions, services, systems and processes that meet or support the following criteria:

• are vital human needs; • sustain the economy; • protect public safety and security; and, • maintain continuity of, and confidence in government.

Critical Infrastructure assets may be owned by various entities including federal, provincial, regional and municipal governments as well as the private sector. Many individual CI assets are interdependent upon other CI assets. Assets are identified as supporting one of the following sectors:

Sector Types of Services

Food and Water Food distribution Food transportation Water treatment, storage and distribution systems

Transportation Road, rail and public transit networks Airline and ferry services

Financial Institutions Banks and Credit unions Insurance providers

Electricity Power generation and transformer stations Electrical sub-stations Transmission and distribution networks

Communications Systems 911 facilities and networks Transmission and switching equipment Wireless, television and radio networks Postal services

Health Care Hospitals and urgent care centres Long term and palliative care facilities Medical centres Addiction and mental support facilities

Public Safety and Security Emergency Operations Centres

Evacuation and reception centres

First responder stations and equipment

• A Critical Infrastructure summary will be included as an annex to the ROPEP.

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Sector Types of Services

Gas and Oil Transmission lines and distribution networks

Monitoring and metering facilities

Refineries and distribution nodes

Continuity of Government Regional and Municipal facilities Provincial, Regional and Municipal service points and programs

Regional Critical Infrastructure

The intent of the Regional CI listing is to identify assets and entities that are vital to ensuring minimal infrastructure impacts to a community during an event or emergency. Also, to implement any prevention or mitigation measures to ensure continued service and support of the asset as appropriate. The Regional CI listing is subject to the same public access restrictions as the Regional HIRA. The summary of the Regional Critical Infrastructure listing below provides key elements of the Regional CI listing for members of the Public. 2015 Regional Critical Infrastructure Listing Summary

Sector Asset Description

Communications Gateway Postal Facility Postal sorting facility

Communications Towers Multiple wireless communications towers

Communications Support Transmission and switching equipment facilities

Electricity Generation Power generation facilities

Electricity Transmission Multiple primary and secondary transmission lines and supporting facilities

Financial Banking Multiple banking and credit union locations including large corporate offices

Financial Insurance Multiple insurance providers service locations including large corporate offices

Food And Water Food Distribution Multiple food distribution locations including warehousing facilities

Food And Water Water Distribution Network

Multiple water treatment, storage and distribution facilities

Gas and Oil Bulk Storage Several bulk storage locations for various Gas and Oil products

Gas and Oil Distribution Sites Multiple public and private fuel stations

Gas and Oil Refinery One gas refinery location

Gas and Oil Support Various pumping and monitoring stations

Gas and Oil Transmission Lines Several national and regional pipeline networks

Government City of Brampton Multiple service and operations locations

Government City of Mississauga Multiple service and operations locations

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Sector Asset Description

Government Judicial Various levels and locations of court functions

Government Region of Peel Multiple service and operations locations

Government Service Several Provincial service and Ministry locations

Government Town of Caledon Multiple service and operations locations

Health Care Long Term Health Care Centres

5 Regional Long Term Health Care Centres Multiple independent Long Term Health Care Centres

Health Care Non-Urgent Care Multiple walk-in and scheduled clinic locations

Health Care Support Centres Multiple client support sites for various needs including mental health, general public health, addiction treatment

Health Care Trillium Health Network 2 Urgent care facilities in Mississauga

Health Care William Osler Health Services

1 Urgent care facility in Brampton Various community support sites

Public Safety Municipal Fire Services Over 40 Fire & Emergency Services Stations

Public Safety Ontario Provincial Police

1 Community detachment 1 Highway support detachment

Public Safety Peel Regional Paramedics Services

Over 15 Paramedic Stations

Public Safety Peel Regional Police 5 service Divisions, specialized units, dispatching and communications services

Transportation Brampton Airport Municipal airport – general aviation

Transportation GO Transit Network 3 GO Transit rail routes, multiple GO Transit bus routes

Transportation Highway Several provincial Highway corridors

Transportation Pearson International Airport

International airport – commercial, general and cargo aviation

Transportation Public Transit Multiple municipal public transit routes and facilities

Transportation Rail Freight Multiple rail freight corridors and facilities

Transportation VIA Rail 2 VIA Rail routes

The above information will be reviewed as part of a Regional CI update beginning in early 2016. Results from the review will be summarized and included in future updates to this Annex.

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Annex 3 – IMS Roles and Responsibilities Checklists Individual roles and responsibilities checklists for each of the positions and functions in this Annex will be added to this Annex in early 2016. Regional Policy Group

Section 12(1) of Regulation 380/04 requires the Regional Municipality to establish a Municipal Emergency Control Group. The Regional Policy Group will fulfill this requirement. The role of the Regional Policy Group, previously identified in Section 4 of the ROPEP, is to provide strategic guidance, support and direction to the Command and General Staff. Members of the Regional Policy Group are responsible for providing overall incident policy, advice and assistance to the REOC Commander and to provide decision making authority for issues beyond the responsibility or scope of the REOC Commander (as an example, suspension of staff leave, vacations, program services, etc.). When appropriate, the Regional Policy Group may provide member(s) of Regional Council with updates and briefings on an event or emergency. The Regional Policy Group may delegate authority to the REOC Commander in which case the REOC Commander should also be provided with a summary of the scope of any delegated authority.

REM Duty Officer / Community Emergency Management Coordinator

The REM Duty Officer or CEMC may serve various roles within the IMS structure however the primary functions will be to ensure ongoing Liaison with other stakeholders involved in the an event or emergency as well as assisting Command Staff as a subject matter expert on Emergency Management procedures and protocols. The REM Duty Officer / CEMC may also support both the Regional Policy Group and members of the General Staff as appropriate. Other duties may also include, but are not limited to, the following responsibilities:

• Coordinate and establish the REOC or suitable operations / planning / support rooms;

• Liaise and support the Incident Commander and REOC Commander as appropriate;

• Manage the general functional aspects of the REOC; • Make recommendations to Command Staff as appropriate; • Provide ongoing situational awareness to REOC staff relative to the nature of

the event or emergency; and, • Provide subject matter expertize on emergency management processes and

procedures. Command Staff

Command staff includes the following IMS roles:

• Provides reference to the checklists for key IMS Positions discussed in Section 6.

• Position checklists may be modified as appropriate.

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• REOC Commander • Emergency Information Officer • Liaison Officer • Safety Officer • REM Duty Officer / CEMC

Each member of the Command Staff report directly to the REOC Commander and support the General Staff functions as subject matter experts in their specific Command Staff roles. The normal priority of objectives for Command Staff is as follows and may be expanded upon as appropriate;

• Preservation of life and public safety, including both members of the public and responders to the event;

• Preservation and protection of individual property including personal, corporate and government locations, resources and infrastructure; and,

• Preservation and protection of the environment. Individual roles and responsibilities of the Command Staff members will be added to this Annex in early 2016.

REOC Commander

The REOC Commander is responsible for the overall management of the REOC including support to the event site. The REOC Commander makes executive decisions and provides strategic guidance, information and resource management including, legal, financial and other forms of support. The REOC Commander reports to the Regional Policy Group and is the representative of the REOC at Regional Policy Group meetings.

Emergency Information Officer (EIO)

Section 14(1) of Regulation 380/04 requires municipalities to designate an employee as EIO. The EIO is responsible for the development and release of approved emergency information to the public. Command must approve all emergency information that the EIO releases.

Liaison Officer (LO)

The LO reports to Command and serves as the primary contact for assisting and supporting stakeholders. The LO informs and advises Command and General Staff of issues related to outside assistance and support, including current or potential stakeholder needs. The Liaison Officer may be assigned assistance from other departments also involved in the incident response.

Safety Officer (SO)

Reporting to the REOC Commander, the Safety Officer (SO) monitors safety conditions and develops safety measures to ensure the health and safety of all Regional staff and Regional volunteers responding to the event.

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The Safety Officer has the authority to temporary suspend Regional response in situations that endanger the wellbeing of Regional responders until the concerns have been mitigated. Section 7.2(8) of the EMCPA states that the OHSA prevails in circumstances where there might be conflict between orders issued under both acts. Section 7.2(5) states that nothing in this act shall be construed as abrogating or derogating powers of the Chief Medical Officer of Health under the Health Protection and Promotion Act.

General Staff

Command Staff are supported by General Staff. The General Staff report to Command Staff and are comprised of the following IMS positions that may be established at the REOC:

• Operations Section Chief (Lead); • Planning Section Chief (Lead); • Logistics Section Chief (Lead); and, • Finance and Administration Section Chief (Lead).

Individual roles and responsibilities of the General Staff members will be added to this Annex in early 2016.

Operations Section Chief (OSC)

The OSC will work closely with other members of the Command and General Staff to coordinate operational activities. This may include participating in the development of the Incident Action Plan (IAP), implementing the IAP and organizing, assigning and supervising resources assigned to enact operational tasks.

Planning Section Chief (PSC)

The PSC is responsible for developing the IAPs. The primary focus of the Planning Section is to maintain situational awareness and look ahead in order to predict future hazards, risks and future course of events.

Logistics Section Chief (LSC)

The (LSC) is responsible for providing facilities, services, resources and materials in support of the incident. The Section Chief will participate in the development of the IAP as required.

Finance / Administration Section Chief (FSC)

The FSC is responsible for financial and administrative support to the incident, including all business processes, cost analysis, financial and administrative aspects and ensuring compliance with Regional policies and procedures.

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Annex 4 – Common IMS Forms Summary IMS Forms Overview

Within IMS, standardized forms can be used to assist with IMS processes and procedure and document key actions. Individual forms are to be used as appropriate to support an individual event. ROPEP Use of IMS Forms

Within a response to a Regional event, it is unlikely that all of the forms available through the OFMEM will be needed. Further, it is not necessary that all sections of a form are completed for each operational period. Any of the forms may be amended as needed to include additional information fields and may also be linked to existing Departmental and Program operating forms and reports. Below is a summary of some of the forms that may be used to support a Regional event.

Form Number Title Description / Purpose Prepared By

IMS 1001 Consolidated Incident Action Plan (IAP)

Documents the actions developed by the Commander and the Command and General Staff during Planning Meetings. The IAP specifies the objectives, strategies, tactics, resources, organization, communications plan, medical plan, and other appropriate information for use in managing an incident response. May leverage information collected in other forms.

Planning Section Chief

IMS 201 Incident Briefing Provides initial situational information on the status of the event and the resources allocated to it. Also serves as an initial action worksheet and a permanent record of the initial response to the incident. The IMS 201 is superseded by and expires when a written IAP is developed.

Incident / REOC Commander, or Planning Section Chief

• The ROPEP references relevant IMS forms of the Provincial IMS model are included as an annex.

• Forms may be modified as appropriate.

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Form Number Title Description / Purpose Prepared By

IMS 202 Incident Objectives Describes the basic incident strategy, objectives, command priorities, and safety considerations for use during the next operational period. May also be used as a cover sheet for the IAP (if the IMS 1001 is not used), with other IMS forms attached, as required.

Planning Section Chief

IMS 205 Incident Telecommunications Plan

Provides information on contact information and radio assignments for each operational period.

Logistics Section Chief, or Communications Unit Leader (if activated)

IMS 207 Incident Organization Chart

Indicates the IMS organizational elements are have been activated and the names of the personnel staffing each element.

Planning Section Chief, or Resource Unit Leader (if activated)

IMS 208 Safety Message / Plan A template that can be used by the Safety Officer or other personnel to document any Safety Messages or Safety Plans.

Safety Officer

IMS 209-G Incident Status Summary-Generic

An overview of the current situation, future outlook and anticipated actions at a particular stage during incident response operations.

Planning Section Chief, or Situation Unit Leader (if activated)

IMS 211-B EOC Check-In List Records check-in information of all personnel operating at the REOC or site.

Planning Section Chief, or Reception/ Resources Unit Leader/ Check-In Recorder (if activated)

IMS 214 Activity Log Records the details of key activities of an Individual or Team involved in the response to an event. Used to assist in the transition of one staff member to another in the same role or function.

All Sections and Units

While other forms exist, they are only used as appropriate.

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Annex 5 – Training & Exercise Programs Emergency Management Training

REM will ensure annual compliance with the training requirements of the EMCPA and will provide the EMPC with an annual summary of training delivered and received. REM Facilitated Training

REM will provide training to appropriate stakeholders throughout each calendar year, approximately once per quarter. Training will be coordinated with various stakeholders to avoid duplication of efforts but also to ensure that course content is aligned with both the ROPEP and municipal plans. Courses offered will include OFMEM designed courses such as the Basic Emergency Management (EM 200) and the Incident Management System (IMS 200). Preference will be given to individuals who have roles or supporting roles to likely events. Additional training modules may be developed by REM and will be made available to appropriate stakeholders.

Training of REM Staff

Where appropriate, REM staff will complete training to further enhance the capacity1 of the REM program. This training may be in the form of either provincially developed training or training through other stakeholders.

Emergency Management Exercises

REM will ensure annual compliance with the exercise requirements of the EMCPA and will provide the EMPC with an annual summary of REM’s exercise participation. Exercise Partnerships

REM will work with internal and external stakeholders to develop and participate in a variety of exercise types and scenarios as appropriate. Efforts will be made to ensure that exercises are aligned to current Hazards and Risks identified in the Regional HIRA as well as other stakeholder HIRA’s. Regional Departments and Programs may be required to participate in both the planning and development phases of the exercise as well as during exercise play. Resources may also be required to participate or lead the drafting of Lessons Learned Reports. While the scenarios for individual exercises will be simulated, the ROPEP will be used to guide any exercise response or support actions as appropriate.

Discussion-based Exercises

Discussion-based exercises are used to familiarize participants with current plans, policies, and procedures and when appropriate, to develop new ones. Specific discussion-based exercises include seminars, workshops and tabletop exercises.

• Training strategies have been identified for staff from Regional departments and programs, as well as external stakeholders.

• A summary of the general exercise program has been provided

• Definitions for the different types of exercises have been included.

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REM will attempt to hold or participate in discussion based exercises at least one per quarter, ideally in collaboration with internal, municipal and other stakeholders. Examples of discussion based exercises are as follows:

Type of Exercise Description

Seminars Orientation of participants to regulations, strategies, plans, policies, procedures, protocols, concepts and ideas. Used generally to introduce new concepts or practices to Departments and Programs but may also be used to orient external stakeholders to new or revised processes and protocols.

Workshops Similar to seminars, workshops are used to further develop or refine a specific plan, process or protocol.

Table Top Exercises A scenario based discussions with key staff and decision makers that focus on specific consequences or risks. While Table Top Exercises may be designed for leadership staff from various Departments, Programs and stakeholders, as well as staff that may be directly involved response and support to an event or emergency. Table top exercises may be used to promote general awareness, validate plans and procedures, and / or assess the types of systems needed to guide prevention, response, and recovery from a defined event. Lessons Learned Reports may be used to address strengths or weaknesses identified during the exercise.

Operations-based Exercises

Operations-based exercises validate plans, policies, agreements, procedures, clarifies roles and responsibilities, and identifies resource gaps in a simulated operational environment. Specific operations-based exercises include drills, functional exercises, and full-scale exercises. REM will attempt to hold or participate in an operations based exercise once every 24 months, ideally in collaboration with internal, municipal and other stakeholders. Examples of operations based exercises are as follows:

Type of Exercise Description

Functional Exercises Single or multi-stakeholder exercises designed to evaluate the response to real-time scenarios and consequences. May include resources at both the Incident Site and Emergency Operations Centres. In many cases, a simulated incident site may be prepared to ensure realism with known conditions and consequences.

Full-Scale Exercises Like Functional Exercises, Full-Scale exercises are the most complex and realistic form of exercises. Full-Scale exercises test policies, processes, procedures and protocols as well as large response and support units that would be involved in the consequences being evaluated. These exercises require significant planning and coordination amongst all participating Departments, Programs and stakeholders. Full-Scale exercises are designed to replicate situations and conditions that are likely to occur during an actual event or emergency.

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Annex 6 – Public Education Strategy Overview REM will ensure annual compliance with the public education requirements of the EMCPA. REM’s Public Education Strategy will build on Municipal public education efforts without replicating materials. Where appropriate, REM will assist with jointly produced Public Education materials with the City of Brampton, Town of Caledon and City of Mississauga. The Public Education Strategy will concentrate on Regional services that may be provided to various stakeholder and client groups including both the residents and businesses in Peel. REM’s Public Education Strategy will be aligned to current Hazards and Risks identified in the Regional HIRA. To ensure this strategy reaches all audiences, material will be developed in a variety of formats including presentations, signboards and traditional and social media.

• REM will concentrate on emergency management education to Regional staff while the area municipalities will focus on emergency management education to the public within the area municipalities.

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Annex 7 – Order in Council Ministries Overview The ROPEP may be used to support the Response and recovery efforts for Provincial Ministry led events outlined in the Ontario Order in Council 1157/2009. Within OIC 1157/2009 the following Provincial Ministries are considered the lead for the following types of consequences:

Ministry OIC Responsibility

Agriculture and Food Farm animal disease; food contamination, agricultural plant disease and pet infestation

Attorney General Any emergency related to the administration of justice including the operation of the courts ; provision of legal services to government in any emergency

Community and Social Services

Provision of emergency shelter, clothing and food, victim registration and inquiry services; personal services during an emergency.

Community Safety and Correctional Services

Any emergency that requires the coordination of provincial emergency management; nuclear and radiological, severe weather; war and international; any other peacetime emergency not listed herein; building structural collapse, explosion and structural fire; space object crash; terrorism; civil disorder; any emergency that requires the continuity of government services

Energy Energy Supply

Environment Spills of pollutants to the natural environment including fixed site, transportation spills, drinking water

Health and Long-term Care Human health, disease and epidemics; health services during an emergency

Labour Any emergency that affects worker health and safety

Government Services Any emergency that affects labour relations and human resource management in the provincial government

Municipal Affairs and Housing Any emergency that requires the coordination of extraordinary provincial expenditures

Natural Resources Forest fires; floods; drought/low water; dam failures; crude oil and natural gas exploration and production, natural gas and hydrocarbon underground storage and salt solution mining emergencies; erosion; soil and bedrock instability

Northern Development and Mines

Abandoned mine hazards, any emergency that requires the support of provincial emergency management in Northern Ontario

Transportation Transportation

Please note, the above mentioned Ministries are listed based on their Ministry name at the time Order in Council 1157/2009 was enacted.

• A summary of the Provincial Order in Council Ministries has been included.

• The roles of the lead Ministries for identified consequences have been added.

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14. Appendices

Overview Appendices to the ROPEP provide further detailed operational information to selected sections of the ROPEP. The information contained in each Appendix is subject to occasional change. Significant changes or additions to the Appendices will be presented the Region’s EMPC as appropriate. Changes and additions to the Appendices may result from the annual review of key areas of the REM program including HIRA, CI assessments and reviews, reviews of the exercise, training and public education aspects of the program as well as any provincial resources. Further, as individual Departments and Programs update their operational plans; these will be added to the appropriate appendix. Updated appendices of the ROPEP are not to be distributed in public copies of the ROPEP.

• Appendices have been organized along the general nature and function of individual plans, documents and standard operating procedures.

• Appendices are NOT to be provided as part of the public portion of the ROPEP.

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REGIONAL EMERGENCY MANAGEMENT

Emergency Management Program Committee Thursday November 19th, 2015

1

Presentation: Region of Peel Emergency Plan (ROPEP) 4.1-57

REGION OF PEEL EMERGENCY PLAN (ROPEP)

Is compliant with the following legislation: The Emergency Management and Civil Protection Act (EMCPA) and Ontario

Regulation 380/04

Accessibility for Ontarians with Disabilities Act

Municipal Freedom of Information and Protection of Privacy Act

Promotes REM’s program focus on the five pillars of emergency management: Prevention

Mitigation

Preparedness

Response

Recovery

2


INCIDENT MANAGEMENT SYSTEM (IMS)

The new Region of Peel Emergency Plan (ROPEP) incorporates the Incident Management System (IMS) A standardized organizational structure, functions, process and terminology to help

facilitate effective coordination and utilization of resources to manage an event or emergency.

Strategy to orient staff to IMS: Classroom instruction

Emergency exercises

Orientation for the Executive Leadership Team

Development and promotion of on-line training modules

3


THE IMS STRUCTURE

4


ROPEP AND RESILIENCY

The new Plan supports the potential needs of departmental programs whenever the scope of an incident extends beyond the capacity or functional capabilities of a department and/or program

Builds on Regional programs’ core functions, activities, and standard operating procedures

Examples of programs with specific regulatory requirements that must be met through “normal” day-to-day functions include: Peel Regional Police Peel Regional Paramedic Services Public Works Public Health Human Services Long Term Care Facilities

5


REM MONITORING AND ESCALATION

The ROPEP contains consistent criteria for monitoring and status levels for an emergency event: Routine Monitoring

Enhanced Monitoring

Partial Activation

Full Activation

The plan can be activated and response can be initiated as required through Regional Emergency Management’s 24/7 on-call process or a member of the Regional Policy Group

Activation is supported by the Plan’s notification and fan-out system through the Customer Contact Centre.

6


REGIONAL EMERGENCY OPERATIONS CENTRE

Adaptable, flexible location with set-up consistent with escalation status levels

Suitable subject matter experts from various departments and program areas are assembled in a common location

IMS Structure will guide emergency operations and decision making

The REOC can be utilized for large scale planned events. The Pan Am and Parapan Am Games: provided an opportunity to utilize IMS,

validate revisions to the ROPEP, and maintain appropriate activation of the REOC

7


REGIONAL POLICY GROUP

Regional Policy Group will: Provide strategic guidance, support and direction to the Command and

General Staff

Provide overall incident policy, advice, and assistance to the REOC Commander

Engage the Emergency Information Officer

Keep the Regional Chair and Regional Council informed throughout any emergency activation

8


REPORT Meeting Date: 2015-11-19

Emergency Management Program Committee

For Information

DATE: November 11, 2015

REPORT TITLE: POTENTIAL SOLUTIONS TO DELIVER EMERGENCY INFORMATION

WITHIN THE REGION OF PEEL

FROM: Gilbert Sabat, Commissioner of Service Innovation, Information and

Technology

OBJECTIVE

To provide an update on potential solutions to engage Peel residents with consistent and coordinated emergency information using multi-channel, holistic solutions.

REPORT HIGHLIGHTS

Local information to support the response and recovery for emergency situations is critical for residents and businesses to stay safe and get their lives back to normal.

Local emergency information currently is delivered digitally to residents via web, email and social media (Twitter) as well as through the media, stakeholders and even in-person.

In the future, a broader-based service focused downloadable mobile application can be developed as more Regional services are deployed through its Customer Relationship Management (CRM) platform. This could be leveraged to deliver emergency information.

The CRM platform could be used as an enabling technology to support inter-municipal delivery of local emergency information.

For provincial emergencies, mass notification (alerts) of emergencies is best done via

the province-wide emergency public warning network.

DISCUSSION 1. Background

Council requested that the Commissioner of Service Innovation, Information and Technology investigate and report back to the Emergency Management Program Committee (EMPC) on the feasibility of developing a downloadable emergency information application for the Region of Peel (Region), in collaboration with the area municipalities. This direction originated from a report to the EMPC regarding the 2013 Ice Storm Lessons Learned - Regional Emergency Management Perspective. Councillors noted that their constituents were poorly informed about municipal, regional conditions and power restoration due to the absence of local media and the influence of Toronto-focused media outlets.

4.2-1

POTENTIAL SOLUTIONS TO DELIVER EMERGENCY INFORMATION WITHIN THE REGION OF PEEL

- 2 -

Broadly, there are two levels of emergencies - those requiring provincial leadership and response (e.g. a life threatening communicable disease outbreak or mass evacuation) and those requiring only a local response (e.g. localized flooding or fire). For provincial emergencies, mass emergency notification (alerts of imminent danger) is led through the emergency public warning network. This system can push out information via email, text messages, Twitter and Facebook as well as through media outlets. Currently, in the event of localized emergencies, information is distributed through the Greater Toronto Area (GTA) media, in addition to the area municipalities (including municipal 311 centres) and other stakeholders, posted on the Region's website, used as content to answer resident telephone, email and in-person inquiries and distributed through social media (Twitter). In certain emergencies, even door-to-door information is provided. Social media platforms like Twitter are powerful and cost efficient ways for residents to access information specific to their communities and beyond. According to Twitter, nearly one in four Canadians used the service in the last month and there is an estimated audience of over 327,000 users in the Region. To directly view emergency related messages, residents must seek out and follow the Region’s Twitter account. However, due to the nature of Twitter, residents are more likely to indirectly view Region specific emergency messages that have been shared by local residents, media outlets, area municipalities, police, etc. that they already follow. Stand-alone mobile or web-based applications dedicated to emergencies have been created mostly at the national, state and provincial levels, including weather alerts, amber alerts and in the United States, alerts of federally defined emergencies by the Federal Emergency Management Agency (FEMA) and the Office of the President. Many large hydro companies (e.g. Enersource and Hydro One) have web-based applications for reporting and tracking power outages. Stand-alone downloadable mobile emergency applications have some applications at the national level (e.g. “FEMA App”) with meaningful download rates, but those at the provincial or state level (e.g. “Alberta Emergency Alert” app) often result in rates too low to measure or rank thus creating a significant challenge in finding these applications through stores like iTunes or the Google App Store. At the local level, region-wide crises and emergencies are less common and there is an even lower likelihood of a resident downloading a stand-alone mobile application during or in advance of an emergency. Other mobile friendly solutions are preferred to push information or sources of information to residents.

2. Update

Earlier this year, staff brought forward the report titled “Region of Peel Digital Strategy” (February 12, 2015 Regional Council meeting). The Region has been piloting the use of a multi-channel Customer Relationship Management (CRM) platform for the Waste Management cart selection process and is currently being leveraged for other programs. This platform enables the more cost effective development of self-service through mobile friendly and accessible web front ends or mobile applications where citizen needs are recognized and allow for the potential of ongoing contact management. As noted in the Digital Strategy report, through a platform approach, there are reduced costs in development, security and sustainment.

4.2-2


- 3 -

In the future, with a resident's consent, a multi-channel platform of this nature could be used to text, call, tweet or email important emergency information directly to residents. This ensures that even without a smart phone, residents could have the ability to receive important information with a cost per contact much lower than other ways to reach hundreds of thousands of households. Once developed, the cost for a CRM platform to send a hundred thousand emails directly to households is less than one-hundredth the cost of dropping off print materials at each doorstep. Instead of a stand-alone emergency application that may be of limited use and difficult and expensive to maintain, a future mobile application that leverages specific Waste information or a TransHelp schedule might have the frequency that could be accessed for other uses in the event of an emergency. This approach still provides a potential mobile solution, but it leverages the trust built through having an ongoing service relationship with residents. This is a similar approach used by many municipalities. For example, Caledon is leveraging its mobile application used for reporting service problems to also receive emergency information. Much work is underway to build citizen-facing digital services – to date, solely a Waste Management process is deployed on the new mobile friendly CRM platform with further services scheduled to be launched in 2016. As a critical mass of broad reach and usage of digital services is established, the Region can investigate layering on emergency information. In addition to the technology, the Region is enhancing its internal capacity to support and coordinate crisis and emergency information to residents across all channels (digital, telephone, media, social media, etc.) as well as building the processes and protocols that will streamline approvals and improve communications integration and connections with impacted stakeholders. The most important aspect of municipal alignment is the coordination to ensure consistent and complementary information and reach. Through this investigation, the area municipalities are aware of the Region’s future platform efforts and the enabling opportunity presented to deliver coordinated information to the residents. Through working in partnership, these investments and improvements will better enable the Region to communicate directly with its residents during emergency situations.

CONCLUSION

With work underway using the Region’s new CRM solution to support greater digital self-service and contact management, the Region will monitor citizen use and reach of those services. As use and reach increases, these platforms could be an effective tactic to broadcast local emergency information directly to residents. These enabling technologies could be used to provide coordinated and consistent messaging in partnership with stakeholders (including the area municipalities). Investing in these approaches will complement traditional media and communication channels and have the potential to reach more residents during local emergencies.

4.2-3


- 4 -

Gilbert Sabat, Commissioner of Service Innovation, Information and Technology Approved for Submission:

D. Szwarc, Chief Administrative Officer For further information regarding this report, please contact Glenn Brunetti, Manager, Digital Strategy, extension 4470, [email protected] Authored By: Glenn Brunetti

4.2-4

REGIONAL EMERGENCY MANAGEMENT

Program Emergency Response: Waste and Debris Management

4.3-1

INTRODUCTION

Resolution 2015-408 pertaining to the 2013-2014 ice storm debris clean up:

“Whereas, citizens could not wait for the Region's yard waste removal program from May to March to have this debris removed, as it was considered a safety hazard in many areas; Therefore be it resolved, that the Region of Peel staff review the waste management contracts and report back to the Emergency Management Program Committee with provisions for adequate debris removal after an emergency or disaster; Be it further resolved, that the Region of Peel staff meets with area municipal Emergency Management staff to discuss clean-up and restoration services and report back to the Emergency Management Program Committee with emergency recovery plan”.

4.3-2

BACKGROUND

Regional Waste Management services are mandated under By-law 47-2014 which regulates the collection of waste in the municipality of Peel.

Waste Management staff has engaged Regional Emergency Management staff with respect to finalizing the Waste and Debris Management – Emergency Response Plan

Regional staff, Conservation Authorities and City of Brampton has met to discuss further Debris Management considerations

4.3-3

PROCESS

Customer Contact Centre conjunction with REM (after hours Duty Officer) will activate a notification process in accordance with the ROPEP

Waste and Debris Management – Emergency Response – includes but not limited to: Coordinate with REM, CCC and Municipal counterparts Mobilization of resources: Staff, Assets Initiate emergency procurement process and fund management

Curbside collection in accordance with Waste Management Industry Standards. Vehicles are subject to contractual specification: On the size and dimension of materials to be collected The maximum weight limit Workplace health and safety regulations Material compaction to maximize payloads and productivity

4.3-4

NEXT STEPS

Ongoing collaboration discussion with area municipalities

Refine scope of activations for waste management and debris clean-up following a significant event

Further report will be presented to EMPC in the spring of 2016

4.3-5

August 20, 2015

Government Announces New Disaster Recovery Assistance Programs

Earlier this week at the AMO Conference in Niagara Falls, the Honourable Ted McMeekin, Minister of Municipal

Affairs and Housing, unveiled changes to the way the Province will help assist municipal governments and

individuals recover from the impacts associated with natural disasters. The Ontario Disaster Relief Assistance

Program (ODRAP) will be retired and replaced by two new programs: a Municipal Disaster Recovery Assistance

program and a Disaster Recovery Assistance for Ontarians program. The design and delivery of the new programs

will have implications on how municipal governments plan for and recover from disaster events.

The Municipal Disaster Recovery Assistance program will:

• Help municipal governments address eligible emergency response costs and repairs to damaged property

and infrastructure such as roads, bridges and public buildings; and

• Provide an extended four month timeframe for a municipality to assess the damage and costs of the natural

disaster and request provincial assistance. Under ODRAP, municipal governments had 14 days to assess

damage and request assistance from the Province.

The Disaster Recovery Assistance for Ontarians program will:

• Provide assistance to individuals, small businesses, farmers and not-for-profit organizations that have

experienced damage to, or loss of, essential property as a result of the disaster;

• Be directly administered by the Province; and

• Municipal governments will no longer be required to appoint volunteer Disaster Relief Committees to

fundraise for matching provincial assistance, but they may choose to continue to fundraise on their own.

Municipal governments have been requesting the government to make the private and public components of

ODRAP more clear, transparent and streamlined. These new programs will help municipal governments focus

efforts on disaster response and recovery in the wake of an event. Further information on the eligibility criteria and

requirements for the new programs will be made available by early 2016. AMO looks forward to the release of these

details and will provide a further update to the membership once this information is provided.

The eligibility requirements of ODRAP funded repairs to damaged municipal infrastructure to pre-disaster condition

only. AMO would like to see funding assistance extended beyond this requirement so that municipal governments

can better prepare critical infrastructure for the effects from climate change and natural disasters.

The Ministry of Municipal Affairs and Housing launched their review of ODRAP last fall as part of the direction in

the Minister’s mandate letter. Municipal governments, through several forums including AMO’s ODRAP Review

Task Force, participated and provided input during these consultations.

Contact: Nicholas Ruder, Policy Advisor, E-mail: [email protected], 1.877.426.6527 (toll free) or 416.971.9856

ext. 411 (local).

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