HomeMy WebLinkAboutCOR-2024-013 - Updates to the Emergency Response Plan and Emergency Man
Corporate Services Department www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Amanda Fusco, Director of Legislated Services/City Clerk, 519-741-
2345 ext. 7809
PREPARED BY: Amanda Fusco, Director of Legislated Services/City Clerk, 519-741-
2345 ext. 7809
WARD(S) INVOLVED: All
DATE OF REPORT: December 12, 2023
REPORT NO.: COR-2024-013
SUBJECT: Updates to the Emergency Response Plan and Emergency Management
Program By-law
RECOMMENDATION:
THAT Council approve the updated Emergency Management By-Law attached as
Appendix A to Corporate Services report COR-2024-013.
REPORT HIGHLIGHTS:
The purpose of this report is
Response Plan (ERP) and Emergency Management Program By-Law.
The Region of Waterloo updated their Emergency Management By-law in August 2023
rm with the upper-tier ERP.
Changes are minor and administrative in nature.
Schedule A to the By-law (Emergency Response Plan) includes amendments that
clarify roles and responsibilities.
This report supports the delivery of core services.
BACKGROUND:
The community emergency management program is governed by three pieces
of legislation - the Provincial Emergency Management and Civil Protection Act
(EMCPA), the Standards Regulation under that Act and the City of Kitchener Emergency
Management By-law. Compliance with this legislation forms the foundation
of the emergency management program, upon which all other aspects of the program
are built.
The EMCPA requires that to meet annual compliance with Emergency Management Ontario the
City shall,
- appoint an Emergency Management Program Coordinator;
- appoint an Emergency Management Program Committee (EMPC);
- review and update the Hazard Identification and Risk Assessment (HIRA);
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
- review and update the Critical Infrastructure (CI) List;
- review and update the Municipal Emergency Plan;
- appoint and convene the Municipal Emergency Control Group (MECG);
- establish an Emergency Operations Centre (EOC);
- appoint an Emergency Information Officer (EIO);
- conduct public education to increase awareness of the specific hazards that are present
in the municipality and emergency preparedness in general;
- review the emergency management program with the Emergency Management Program
Committee (EMPC), and
- conduct training and annual exercise.
The City has successfully completed the compliance requirements noted above.
The proposed changes to the Emergency Response Plan and Program By-law were presented
to the EMPC and approved. As such, they are being presented to Council for consideration and
approval.
REPORT:
The Emergency Management staff regularly participate in joint collaborative
discussions with the Community Emergency Management Coordinators (CEMCs) from area
municipalities within the region on emergency management matters, including severe weather
events, flooding, public education events. Earlier in 2023, the Region worked collaborative with
the CEMCs to shared planned updates to the Regional Emergency Response Plan (RERP). A
final document was review and approved by the CEMCs in January of 2023 and presented an
adopted by Regional Council on August 30, 2023.
All local municipal emergency
under the Emergency Management and Civil Protection Act. Emergency Management staff at
the City convened a meeting of the Emergency Management Program Committee (EMPC)
program, its critical infrastructure, hazard identification and risk assessment (HIRA) and
The proposed edits to the Emergency Management
Program By-law, attached as Appendix A to this report, ensure plan isconsistent
and effective in supporting operational response and community resiliency during emergencies.
Recommended By-law Changes (from #2017-138)
Item #3 replace Manager of Emergency Management and Business Continuity to
Coordinator, Community Emergency Management.
Item #4 remove Director of Asset Managementas Alternate, Community Emergency
Management Coordinator.
Item #8 amend titles to reflect current organizational structure established.
Item #13 add by law #2017-138 to repealed list.
Schedule A ERP Changes Recommended
Article 1.5 - Change Ministry of Community Safety and Correctional Services
to Treasury Board Secretariat as Emergency Management Ontario has moved from
Ministry of Solicitor General to Treasury Secretariat.
Article 1.9 - Change title to Coordinator, Community Emergency Management
from Manager of Emergency Management and Business Continuity.
Article 4.1 - Change EOC activation notification responsibility to City of
Kitchener Corporate Contact Centre (CCC) from Kitchener Fire Dispatch to enable an
efficient and effective fan out notification procedure and amend titles to reflect current
organizational structure. Note: There will be corresponding changes required to the
confidential Appendices of Schedule A that direct the responsibility of the activation of the
EOC.
Article 8.1 - Emergency Notification Procedure - Change notification responsibility to City
of Kitchener Corporate Contact Centre (CCC) from Kitchener Fire Dispatch to enable an
efficient and effective fan out notification procedure.
Article 10.3 - add revision # with information required for table.
Article 10.4 - add to abbreviations Corporate Contact Centre (CCC) (definition) City
of Kitchener
Schedule B CEMPC Terms of Reference Changes Recommended
Article 3 add Equity, Diversity and Inclusion to membership and amend titles to reflect
current organizational structure.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
Capital Budget The recommendation has no impact on the Capital Budget.
Operating Budget The recommendation has no impact on the Operating Budget.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
CONSULT and COLLABORATE Emergency Management staff work closely with
representatives from all City departments including the Fire Department, as well as Region of
Waterloo Emergency Management staff, Waterloo Regional Police Service, local utility
providers, and Community Emergency Management Coordinators from Cambridge, Kitchener,
Waterloo, Wilmot, Wellesley, Woolwich and North Dumfries in the development of response
plans and business continuity initiatives.
PREVIOUS REPORTS/AUTHORITIES:
CSD-17-058 Approval of the Emergency Management Program
Emergency Management and Civil Protection Act, R.S.O. 1990, c.E.9
APPROVEDBY: Victoria Raab, General Manager, Corporate Services
ATTACHMENTS:
Appendix A Proposed Emergency Management Program By-law, Emergency
Response Plan (Schedule A) and Community Emergency Management
Program Committee (CEMPC) Terms of Reference (Schedule B)
Appendix A to COR-2024-013
BY-LAW NUMBER 2024-XX
OF THE
CORPORATION OF THE CITY OF KITCHENER
(Being a by-law to establish the City of Kitchener's
Emergency Management Program)
WHEREAS the Emergency Management and Civil Protection Act, R.S.O.,
1990, Chapter E.9, as amended, requires municipalities to develop and implement an
emergency management program;
NOW THEREFORE the Council of the Corporation of the City of Kitchener enacts
as follows:
1. THAT an Emergency Management Program be developed and implemented in
accordance with the standards published by Emergency Management Ontario.
2. THAT the Emergency Response Plan (ERP) attached hereto as Schedule "A" of
this By-law is hereby adopted.
3. THAT the Coordinator, Community Emergency Management is hereby
appointed as the Community Emergency Management Coordinator (CEMC) for
the Corporation of the City of Kitchener.
4. THAT the CEMC and Alternate CEMC co-chair the Community Emergency
Management Program Committee (CEMPC).
5. THAT the CEMPC Terms of Reference attached hereto as Schedule "B" of this
By-law is hereby adopted.
6. THAT the positions outlined in the CEMPC Terms of Reference in Schedule "B"
are hereby appointed as the CEMPC members.
7. THAT the CEMPC will cause the emergency management program to be
reviewed annually, ensure training to employees on their functions and to
recommend changes to the program as considered appropriate.
8. THAT the Chief Administrative Officer (CAO), General Manager/Deputy Chief
Administrative Officer (DCAO) of Community Services, General Manager of
Infrastructure Services, Chief Financial Officer and General Manager Corporate
Services and General Manager, Development Services are hereby appointed as
EOC Commanders which form the Municipal Emergency Control Group otherwise
known as the Emergency Operations Centre Management Team (EOCMT).
Appendix A to COR-2024-013
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9. THAT the Head of Council or designated alternate shall be empowered to
declare an emergency.
10. THAT certain appointed officials or their designated alternates, as provided in
the ERP are empowered to cause an emergency notification to be issued to
members of the Municipal Emergency Control Group and to respond to an
emergency in accordance with the ERP where an emergency exists but has not
yet been declared to exist.
11. THAT the Director of Corporate Communications (or designate) is hereby
appointed as the Emergency Information Officer for the Corporation of the City
of Kitchener.
12. THAT any reference in the ERP to Supporting Documents including, but not
limited to, Plans, protocols, guidelines, standard operating procedures,
processes, and ERP Supporting Documents identified in Section 8 of the ERP,
is solely for the assistance of the users of the ERP and they do not form part of
the ERP. Any revisions to said Supporting Documents do not require an
amending by-law.
13. THAT By-law 2017-138 is hereby repealed.
14. THAT this By-Law shall come into full force and effect on the date of passing
thereof.
PASSED at the Council Chambers in the City of Kitchener this ___ day of _________, 2024.
_______________________________________
Mayor
_______________________________________
Clerk
Schedule A to Appendix A to
COR-2024-013
City of Kitchener
Emergency Response Plan
December 2017
Schedule to Bylaw No. 2024-XX
CITY OF KITCHENER
EMERGENCY RESPONSE PLAN
TABLE OF CONTENTS
1. INTRODUCTION ............................................................................................................................................ 1
1.1. P URPOSE ............................................................................................................................................................ 1
1.2. A IM .............................................................................................................................................................................................
.............2
1.3. P UBLIC A CCESS TO THE ERP .................................................................................................................................... 2
1.4. D EFINITION OF AN E MERGENCY ............................................................................................................................... 2
1.5. L EGAL A UTHORITIES .............................................................................................................................................. 2
1.6. C OUNCIL A PPROVAL .............................................................................................................................................. 3
1.7. E MERGENCY M ANAGEMENT P ROGRAM C OMMITTEE ................................................................................................... 4
1.8. M UNICIPAL E MERGENCY C ONTROL G ROUP \[O THERWISE KNOWN AS THE E MERGENCY O PERATIONS C ENTRE M ANAGEMENT
T EAM (EOCMT)\] ........................................................................................................................................................... 4
1.9. C OMMUNITY E MERGENCY M ANAGEMENT C OORDINATOR ............................................................................................ 4
1.10. E MERGENCY I NFORMATION O FFICER ..................................................................................................................... 4
1.11. D EPARTMENT AND S UPPORT A GENCY E MERGENCY P ROCEDURES ................................................................................ 4
2. HAZARD IDENTIFICATION AND RISK ASSESSMENT (HIRA) ............................................................................. 4
3. CONCEPT OF OPERATIONS ........................................................................................................................... 5
3.1 S ITE R ESPONSE ..................................................................................................................................................... 6
3.2 C ORPORATE R ESPONSE .......................................................................................................................................... 6
3.1 P OLICY G ROUP ..................................................................................................................................................... 6
3.2 C OUNCILLORS R OLE ............................................................................................................................................... 6
3.3 E MERGENCY O PERATIONS C ENTRE M ANAGEMENT T EAM (EOCMT) .............................................................................. 7
3.4 R EGIONAL EOC .................................................................................................................................................... 7
4. IMPLEMENTATION ....................................................................................................................................... 8
4.1 C ITY OF K ITCHENER EOC N OTIFICATION S YSTEM - (F AN O UT) ........................................................................................ 8
4.2 C ITY OF K ITCHENER E MERGENCY O PERATIONS C ENTRE (EOC) ....................................................................................... 9
4.3 E SCALATION OF E MERGENCIES IN W ATERLOO R EGION ................................................................................................. 9
5. DECLARATION AND TERMINATION OF AN EMERGENCY ............................................................................. 12
5.1 P RIOR TO D ECLARATION ...................................................................................................................................... 12
5.2 D ECLARATION OF AN E MERGENCY ......................................................................................................................... 12
5.3 T ERMINATION OF AN E MERGENCY ......................................................................................................................... 12
6. REQUESTS FOR ASSISTANCE ....................................................................................................................... 13
6.1 R EQUESTING R EGION OF W ATERLOO S UPPORT ......................................................................................................... 13
6.2 R EQUESTING P ROVINCIAL A SSISTANCE .................................................................................................................... 13
6.3 R EQUESTING F EDERAL A SSISTANCE ......................................................................................................................... 14
6.4 S UPPORT A GENCY C OMPOSITION ........................................................................................................................... 14
7. INCIDENT MANAGEMENT SYSTEM ............................................................................................................. 14
7.1 I NCIDENT C OMMANDER (S ITE) .............................................................................................................................. 15
II
7.2 R ESPONSE G OALS ............................................................................................................................................... 15
7.3 I NCIDENT M ANAGEMENT S YSTEM F UNCTIONS .......................................................................................................... 16
Policy Group .......................................................................................................................................................... 16
EOC Management Team (EOCMT) ........................................................................................................................ 16
EOC Commander ................................................................................................................................................... 17
Emergency Information Officer ............................................................................................................................. 17
Risk Management/Safety Officer .......................................................................................................................... 18
Liaison Officer ....................................................................................................................................................... 18
Operations Section ................................................................................................................................................ 18
Operations Chief ................................................................................................................................................... 19
Branch Coordinators ............................................................................................................................................. 19
Planning Section .................................................................................................................................................... 27
Logistics Section .................................................................................................................................................... 27
Finance and Administration Section ...................................................................................................................... 27
8. EMERGENCY RESPONSE PLAN SUPPORTING DOCUMENTS ......................................................................... 28
8.1 E MERGENCY N OTIFICATION P ROCEDURE ................................................................................................................. 28
8.2 E MERGENCY I NFORMATION P LAN .......................................................................................................................... 28
8.3 E MERGENCY O PERATIONS C ENTER (EOC) AND IMS S TANDARD O PERATING G UIDELINES .................................................. 28
8.4 R ECOVERY P LAN ................................................................................................................................................. 28
8.5 R EGIONAL L EVEL 2 ESS E MERGENCY S OCIAL S ERVICES P LAN ........................................................................................ 29
8.6 C OMMUNITY P ANDEMIC I NFLUENZA P REPAREDNESS P LAN (CPIPP) ............................................................................. 29
9. COMPENSATION FOR LOSSES ..................................................................................................................... 29
10. EMERGENCY RESPONSE PLAN REVIEW AND MAINTENANCE ...................................................................... 30
10.1 E XERCISING OF THE E MERGENCY R ESPONSE P LAN .................................................................................................. 30
10.2 P LAN D ISTRIBUTION ......................................................................................................................................... 31
10.3 R EVISION H ISTORY .......................................................................................................................................... 31
10.4 A BBREVIATIONS .............................................................................................................................................. 31
III
Cover Page picture provided by Mike Bolger, City of Kitchener
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1. Introduction
The City of Kitchener Emergency Response Plan establishes a framework for
responding to a number of risks the City faces. Developed with key officials, agencies
and City of Kitchener departments, it is a guideline that outlines collective and
individual roles and responsibilities in responding to and recovering from an
emergency.
The Emergency Response Plan document describes the framework of how the City
of Kitchener will respond to, recover from and mitigate the impact of an emergency. It
describes the legal authorities, concept of operations and functional roles and
responsibilities.
1.1. Purpose
The purpose of the City of Kitchener Emergency Response Plan during an
emergency is to facilitate the effective co-ordination of human and physical
resources, services and activities necessary to:
a) Protect and preserve life and property;
b) Minimize and/or mitigate the effects of the emergency on the residents
and physical infrastructure of the City of Kitchener; and
c) Quickly and efficiently enable the recovery and restoration of normal
services.
It also makes provision for the efficient administration, coordination, and
implementation of extraordinary arrangements and response measures taken
by the City of Kitchener to protect the health, safety, and welfare of the
residents of Kitchener during any emergency by:
a) Identifying the governance structure for emergency response within the
City of Kitchener;
b) Identifying roles and responsibilities required in mitigating, preparing for,
responding to and recovering from emergencies and disasters;
c) Identifying standard response goals for emergency response operations
and decision making; and
d) Providing for a coordinated response by the municipality and partner
agencies in managing emergencies.
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1.2. Aim
As per the Emergency Management and Civil Protection Act (EMPCA), the City
of Kitchener has formulated an Emergency Response Plan (ERP) which is
adopted by Council by By-law 2017-13824-XX
1.3. Public Access to the ERP
The City of Kitchener Emergency Response Plan is available on the City of
Kitchener (www.kitchener.ca) and the Waterloo Region Emergency
Management (www.wrem.ca) websites. The public may also request to access
the plan through the Manager Coordinator of Community Emergency
Management (CEMC). and Business Continuity.
Supporting Documents including, but not limited to, Plans, protocols,
guidelines, standard operating procedures, processes, and ERP Supporting
Documents identified in Section 8 of the ERP do not form part of the ERP.
These Supporting Documents may contain confidential information; require
frequent updating, be of a technical nature, or contain sensitive or personal
information which could pose a security threat or violate privacy legislation if
released. Any reference to such Supporting Documents is solely for the
assistance of the users of the ERP.
1.4. Definition of an Emergency
Emergencies are distinct from the normal daily operations carried out by
municipal first response agencies and City departments.
The Emergency Management and Civil Protection Act defines an emergency as:
proportions that could result in serious harm to persons or substantial damage
to property and that is caused by the forces of nature, a disease or other health
risk, an accident or an act whether intentional or otherwise.
1.5. Legal Authorities
The legislation under which the municipality and its employees are authorized to
respond to an emergency are:
The Emergency Management and Civil Protection Act, R. S. O. 1990,
Ontario Regulation 380/04
The City of Kitchener Emergency Management Program By-law 2017-
1382024-XX
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The Act requires municipalities to develop, implement, and maintain an
emergency management program, and adopt it with a By-law. An emergency
management program must consist of:
An emergency plan;
Training programs and exercises for employees of municipalities and
other persons with respect to the provision of required services and
procedures to be followed in emergency response and recovery activities;
Public education on risks to public safety and on public preparedness for
emergencies; and
Any other element required for municipalities in standards of emergency
management programs that may be developed by the Treasury Board
Secretariat.Minister of Community Safety and Correctional Services.
Ontario Regulation 380/04 describes emergency management standards for
municipal emergency management programs. There are a number of required
elements including:
Development of an emergency response plan which includes a municipal
control group to direct the municipal response to an emergency;
Implementation of an Emergency Operations Center (EOC) with
appropriate communications systems;
Designation of an Emergency Information Officer; and
Designation of a Community Emergency Management Coordinator
(CEMC).
The City of Kitchener Emergency Management Program By-law 2017-
1382024-XX approves the enactment of the City of Kitchener Emergency
Response
Program.
1.6. Council Approval
Any amendments to the City of Kitchener Emergency Response Plan shall be
made by By-law and passed by Council. As noted in section 1.3 above,
Supporting Documents including, but not limited to, Plans, protocols,
guidelines, standard operating procedures, processes, and ERP Supporting
Documents identified in Section 8 of the ERP do not form part of the ERP. Any
reference to such Supporting Documents is solely for the assistance of the
users of the ERP. Any revisions to the Supporting Documents may be made by
the generator of the document and the CEMC and do not require an amending
By-law.
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1.7. Emergency Management Program Committee
The Community Emergency Management Program Committee (CEMPC) as
required by the Emergency Management and Civil Protection Act consists of
representatives from City departments and agencies, or designated alternates.
The CEMC (or Primary Alternate CEMC) chairs the CEMPC.
This committee reviews the Emergency Response Program and Plan annually,
ensures training is provided to employees on their functions and recommends
changes to the program as considered appropriate and refers recommendations
to Council for further review and approval.
1.8. Municipal Emergency Control Group \[Otherwise known as the Emergency
Operations Centre Management Team (EOCMT)\]
In the event of an emergency, the EOC Commanders listed in By-law 2017-
1382024-XX act as the Emergency Operations Centre Management Team
(EOCMT) or as otherwise known as the Municipal Emergency Control Group as
defined by Ontario Regulation 380/04 to
1.9. Community Emergency Management Coordinator
The Coordinator, Community Emergency ManagementManager of Emergency
Management and Business Continuity is appointed as the Community
Emergency Management Coordinator (CEMC).
1.10. Emergency Information Officer
The Director of Corporate Communications (or designate) is appointed as per
By-law 2017-1382024-XX as the Emergency Information Officer (EIO).
1.11. Department and Support Agency Emergency Procedures
Each Department and Support Agency involved with this Plan shall prepare
emergency response procedures or guidelines (i.e.i.e., Departmental Emergency
Plan) outlining how it will fulfill its own internal responsibilities under this Plan
during an emergency.
Each Department and Support Agency shall designate a member of its staff to
review, revise and maintain its own emergency response procedures or
guidelines on a periodic basis.
2. Hazard Identification and Risk Assessment (HIRA)
The Emergency Management Program has identified realistic hazards that may
occur in Kitchener and assessed them in terms of probability, frequency of
occurrence, and magnitude of consequence or impact. Results of the HIRA assist
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with the development of training and exercise scenarios, andscenarios and may initiate
the development of hazard-specific plans or procedures in the event of an emergency.
As a result of the HIRA process, risks in the City of Kitchener listed below represent
major incidents involving multiple locations or having a significant impact on City
facilities, infrastructure, operations, or the public.
Tornado
Snowstorm/blizzard
Freezing Rain/Ice Storm
Epidemic
Road transportation emergency
Rail transportation emergency
Critical infrastructure failure (e.g.e.g., hydro, water)
Flood
Explosion/Major structural fire
Hazardous materials incidents (fixed site/transportation)
3. Concept of Operations
First responders and City departments manage many emergencies that occur on a
day-to-day basis. As the magnitude of an emergency increases, so will the
requirement for additional support from within the City. The City may elect to call
upon neighbouring municipalities and/or the Region of Waterloo to provide
assistance. The City may also call upon the Provincial government to provide
supplemental financial and / or physical resources necessary to deal with the overall
impacts of the public emergency.
Management System (IMS). The Incident Management System can be used in any
size or type of emergency to manage response personnel, facilities and equipment.
Incident Management System principles include the use of common terminology,
modular organization, integrated communications, unified command structure, action
planning, manageable span-of-control, pre-designated facilities and comprehensive
resource management. The basic functional modules of the Incident Management
System (Command, Operations, Planning, Logistics and Finance & Administration)
can be expanded or contracted to meet requirements as an event progresses.
There are multiple response areas to any emergency situation within the City of
Kitchener.
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3.1 Site Response
The emergency responders at the site or sites of the emergency provide tactical
response to the emergency as they attempt to mitigate its effects and bring the
emergency under control.
3.2 Corporate Response
The Emergency Operations Center (EOC) is a physical location where the
leadership of the City of Kitchener can gather to collectively and collaboratively
support emergency response, andresponse and manage the consequences of an
emergency. The EOC is utilized, where necessary, to centralize and coordinate
efforts occurring at the site(s).
3.1 Policy Group
The Policy Group is comprised of the Head of Council (HOC) in their assigned
role and authority during an emergency, or the Mayor and members of Council
sitting as City Council at any regular or special meeting called during an
emergency situation.
Head of Council (HOC):
The Mayor or Acting Mayor is the HOC during an emergency. The HOC would
have all the powers set out in the Act and Emergency Response Plan for
purposes of an emergency situation and/or declared emergency.
The Policy Group may be established to receive information or reports during an
emergency situation, and to provide any necessary policy direction to the
Emergency Operations Centre Management Team (EOCMT). The Act and
Emergency Response Plan have assigned responsibility for management of
emergency situations, so the Policy Group does not have responsibility for
emergency management during an emergency situation, but the Policy Group
does have power under the Act to declare or terminate a declaration of
emergency.
3.2 Councillors Role
It is important for Councillors to understand and support the coordinated and
timely management of information. The Head of Council and Councillors act as
the Policy Group during the City of Kitchener EOC activation. The Policy Group
may be established to receive information or reports during an emergency
situation, and to provide any necessary policy direction to the EOCMT.
The main responsibilities of Councillors are to:
Assist relaying approved information to area residents;
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Attend community or evacuee meetings;
Reassure constituents;
Support actions taking place in the community;
Liaise back through Mayor concerns from within Wards; and
Follow leadership and requests of the Mayor.
3.3 Emergency Operations Centre Management Team (EOCMT)
The Emergency Operations Centre Management Team (EOCMT) provides for the
overall management and coordination of site support activities and consequence
under the Act and is responsible for:
Notifying response agencies and coordinating the activities of the various
departments and organizations which are needed to effectively respond to
and recover from the emergency;
Providing support to the Incident Commander and site personnel;
Collecting situational awareness information and prioritizing, evaluating,
summarizing it, as well as disseminating and displaying it;
Establishing priorities based on all the information gathered and
developing EOC Incident Action Plans;
Obtaining, coordinating and managing payment of any additional
resources (both personnel and equipment) needed to support the
emergency;
Coordinating all internal and external information including communicating
emergency information to the general public; and
Maintaining the day-to-day activities of the community outside of the
emergency area.
The EOCMT is comprised of:
EOC Commander
Liaison Officer
Emergency Information Officer
Risk Management/Safety Officer
Operations Section Chief
Planning Section Chief
Logistics Section Chief
Finance and Admin Section Chief
3.4 Regional EOC
Once the Regional Emergency Response Plan is implemented, the Mayor (or
designate) and Chief Administrative Officer (CAO) (or designate) will become a
member(s) of the Regional Emergency Control Group (RECG).
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The Local MECG remains in the Municipality to manage the local emergency,
while the RECG ensures a controlled and coordinated response for Regional
services and community agencies of which the Region has Memorandum of
Understandings (MOU).
4. Implementation
This Plan can be implemented as soon as an emergency occurs, or is expected to
occur, which is considered to be of such magnitude as to warrant its implementation.
be implemented to protect the lives and property of the inhabitants of the City of
Kitchener.
When an emergency exists or appears imminent, but has not yet been declared, City
of Kitchener employees may take such action(s) under this emergency response
plan as may be necessary to protect the lives and property of the inhabitants of the
City of Kitchener. It authorizes employees of the City of Kitchener to respond to an
emergency in accordance with the emergency plan where an emergency exists but
has not yet been declared to exist.
Any members outlined in section 4.1 have the authority to activate the EOC when
they feel the activation of the EOC if necessary. They may receive an initial warning
of a potential emergency and/or arrive first at the scene of an emergency and
identify the circumstances requires the support of the EOC.
4.1 City of Kitchener EOC Notification System - (Fan Out)
Any of the following listed below have the authority to implement the Plan:
City of Kitchener Fire Chief (or alternate)
City of Kitchener Chief Administrative Officer (or alternate)
City of Kitchener Mayor or Alternate (Head of Council)
City of Kitchener General Manager, Community Services/Deputy Chief
Administrative Officer (DCAO), Community Services (or alternate)
City of Kitchener Deputy Chief Administrative Officer (DCAO),Chief
Financial Officer Finance and Corporate Services (or alternate)
City of Kitchener Deputy Chief Administrative
Officer(DCAO)General Manager, Infrastructure Services (or
alternate)
City of Kitchener General Manager, Development Services
(or alternate)
City of Kitchener General Manager, Corporate Services (or
alternate)
City of Kitchener Director of Corporate Communication Emergency
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Information Officer (EIO) (or alternate)
City of Kitchener Community Emergency Management Coordinator
(CEMC) (or alternate)
Any of these members will contact City of Kitchener Corporate Contact Centre
(CCC)City of Kitchener Fire Department Dispatch to activate the EOC and have
personnel assemble at the appropriate EOC location.
4.2 City of Kitchener Emergency Operations Centre (EOC)
There is a primary and alternate location designated as the EOC. In the event of
implementation of the Plan for a declared or undeclared emergency, EOC
personnel will be notified to assemble at one of the designated locations.
The Region of Waterloo CEMC may be notified by the Kitchener CEMC when
the Kitchener EOC is activated. The Kitchener EOCMT may request the Region
of Waterloo CEMC or designate to attend EOC.
4.3 Escalation of Emergencies in Waterloo Region
Each Municipality within the Region of Waterloo has agreed to use the following
four emergency management response levels as a guide to be used before,
during and following emergencies. Each level signifies the variation of the
impact to the community caused by an emergency.
Response Level Actions Criteria Examples
Normal Operations Routine operations
Normal response by Small car
operating accident, isolated
departments and flooding, small
responders. power outage,
house fire
Level 1: Local ECG Key members of Incident contained Apartment fire with
monitoring level Local Emergency within one Local displacements,
Control Group (ECG) Municipality contained hazmat,
notified Local ECG First Response boil water
monitors Notification Protocol (FRP) may advisory, active
of all Community be activated Minor threat from
Emergency impact to citizens person(s),
Management and environment helicopter crash
Coordinator (CEMC) Contained within
in Waterloo Region inner perimeter
Minor impact on
resources
Level 2: Partial Local ECG notified
Incident contained Chemical spill,
notification/ and on standby, within one Local multiple fire
activation local
key members of Municipality locations, multiple
ECG
Local ECG may First Response suspects/active
convene Notification Protocol (FRP) may threat on the
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of all CEMCs in be activated move,
city/township wide
Waterloo Significant impact to
boil water advisory,
Region Regional
citizens, property
isolated
ECG may be notified
and environment
communicable
and on standby
beyond the outer
disease outbreak
Provincial
perimeter Significant
Emergency
media attention
Operations Centre
Significant demand
(PEOC) may be
on resources
notified
May affect multiple
buildings
Level 3: Full
Local ECG Incident contained Ice storm, tornado,
activation local convened. within one Local chemical spill,
ECG
Notification of all Municipality Possible commercial airliner
CEMCs in Waterloo activation crash, train
Region reception/evacuation derailment, large
Regional ECG centre(s) propane
notified and on Major impact to explosion, pipeline
standby. citizens, property leakage, potable
May require Local and/or environment water emergency,
emergency beyond the outer epidemic,
declaration. PEOC perimeter terrorism, large
notified Major media scale flood
and/or public
interest
Major demand on
resources Multiple
buildings/incidents
Level 4: Regional Regional ECG
Exceeds Local Level 3 examples
emergency convened.
Municipal that
Notification of all resources and
Impact more
CEMCs in capabilities
than one
Waterloo Region
May affect two or
Local
Local ECGs more Local
Municipality;
may continue Municipalities
or
to be in Possible activation
Is contained
operation.
reception/evacuation
within one
May require centre(s)
Municipality
Regional and/or Major impact to
but has major
Local emergency
citizens, property
Region wide
declaration. PEOC and/or environment
impact; or
notified Major media and/or
Impacts
public interest
Regional
Multiple sites/incidents
services
The emergency
affects or threatens
Regional facilities or
services
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5. Declaration and Termination of an Emergency
5.1 Prior to Declaration
When an emergency exists, but has not yet been declared, the City of Kitchener
employees and first responders may take such action(s) under the authority of
this ERP necessary to protect lives and property.
5.2 Declaration of an Emergency
The Mayor or Acting Mayor, as Head of the Council, is responsible for declaring
that an emergency exists within the boundaries of the City of Kitchener. In
declaring an emergency, the Head of Council will identify the geographical
boundaries of the emergency area. The decision whether to declare an
emergency and the designation of geographical boundaries of the emergency
area will be made in consultation with the EOCMT.
The EOCMT will ensure that all personnel and Supporting Agencies concerned
are advised of the declaration of the emergency.
Upon declaration of an emergency in Kitchener the Mayor shall notify:
a. The Solicitor General and Office of Fire Marshal and Emergency
Management (OFMEM) by email and fax, through the Provincial
Emergency Operations Centre (PEOC);
b. Members of Kitchener City Council; and
c. The Regional Chair of the Regional Municipality of Waterloo.
The following may also be notified of a declaration of emergency:
a. Local Member(s) of Provincial Parliament (MPPs);
b. Local Member(s) of Federal Parliament (MPs);
c. Local media; and
d. The public.
5.3 Termination of an Emergency
When it has been determined by the EOCMT that the emergency should be
terminated, the Mayor and/or Council will make an official termination of
declared emergency in writing. The Premier of Ontario may also terminate an
emergency at any time.
The EOC Commander will ensure that all personnel and Supporting Agencies
concerned are advised of the termination of the emergency.
Upon termination of an emergency in Kitchener the Mayor shall notify:
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a. The Solicitor General and Office of Fire Marshal and Emergency
Management (OFMEM) by fax, through the Provincial Emergency
Operations Centre (PEOC);
b. Members of Kitchener City Council; and
c. The Regional Chairman of the Regional Municipality of Waterloo.
The following may also be notified of a termination of emergency:
a. Local Member(s) of Provincial Parliament (MPPs);
b. Local Member(s) of Federal Parliament (MPs);
c. Local media; and
d. The public.
6. Requests for Assistance
It is possible that assistance from other levels of government, or external partner
agencies with specialized knowledge or expertise, may be required by the City of
Kitchener to help successfully respond to an emergency situation.
Depending on the nature of the emergency (declared/undeclared) and the
assistance required, these agencies may be requested to attend the emergency
site(s) and/or EOC to provide assistance, orassistance or provide information and
advice to the EOCMT through the Liaison Officer.
6.1 Requesting Region of Waterloo Support
When the resources of the City of Kitchener are at capacity or there is a need
for support from regional departments the designated member of the Local
Municipal MECG may request further assistance from the Region of Waterloo by
contacting the (acting) Regional Chair or (acting) Regional CAO (Chair RECG).
Where required due to time restrictions, such requests can be made through the
Regional CEMC who will submit the request to the appropriate Regional
designate.
On request through the Region of Waterloo, several volunteervolunteers based
organizations such as the Canadian Red Cross and St. John Ambulance may
provide resources on a cost recovery basis as per Memorandum of
Understanding (MOU). The Regional Community Services Department has
signed these MOUs on behalf of the Region.
6.2 Requesting Provincial Assistance
Where provincial assistance is required, which is outside of the normal
departmental or service working agreements, the request will be made to Office
12
of the Fire Marshal and Emergency Management through the Provincial
Emergency Operations Centre.
6.3 Requesting Federal Assistance
Requests for personnel or resources from the Federal Government are
requested through the Provincial Emergency Operations Centre (PEOC) who in
turn liaises with the Federal Government Operations Centre.
6.4 Support Agency Composition
When requested by the EOCMT, support agencies work in support of the EOC
and site and include but are not limited to the following representatives of
external groups and organizations:
Grand River Transit Services
Enbridge Gas
Enova Power
Grand River Hospital (GRH)
St. Hospital (SMH)
The Canadian Red Cross
Grand River Conservation Authority (GRCA)
GEXR (GWR) and CP Railway Police
Radio Emergency Associated Communications Team (REACT)
Kitchener Humane Society
Waterloo Region District School Board
Waterloo Region Catholic District School Board
Waterloo Regional Police
Ontario Provincial Police
Kitchener-Waterloo Amateur Radio Emergency Services (KWARC)
Provincial and Federal Ministries as required, i.e.i.e., MOECC, MTO, MNRF
Representatives from any City of Kitchener department or any other
service organization or agency deemed necessary by the EOCMT.
Support Agency representatives may be invited to attend EOCMTEOCMT, or
site meetings as required.
7. Incident Management System
Management System (IMS). Based on five key functions that must occur during any
emergency situation, IMS can be used for any size or type of emergency to manage
response personnel, facilities, and equipment.
Principles of the Incident Management System include:
13
Use of common terminology,
Modular organization,
Integrated communications,
Unified command structure,
Action planning,
Manageable span of control, and
Comprehensive resource management.
7.1 Incident Commander (Site)
The Incident Commander at site is responsible for and/or has the authority to:
a. Establish a Unified Command structure for the purpose of information
sharing, establishing objectives regarding emergency site
management and prioritizing resources where applicable between the
responding agency Incident Commanders;
b. Designate an emergency site media coordinator;
c. Implement the strategy established by the EOCMT at the emergency
site(s), if required;
d. Ensure that responding agencies make available the human and
material resources that are required at the emergency site;
e. Maintain a communication link with the EOCMT for the flow of
information regarding the management of the emergency site;
f. Maintain a record of events, decisions mademade, and actions
taken as Incident Commander;
g. Participate in a debriefing with EOCMT regarding the emergency, if
required; and
h. Assist the CEMC in creating an after action report on the emergency.
7.2 Response Goals
The following response goals are applied to all emergency situations. In order of
prioritypriority, they are:
14
1. Provide for the health and safety of all responders.
2. Save lives.
3. Reduce suffering.
4. Protect public health.
5. Protect critical infrastructure.
6. Protect property.
7. Protect the environment.
8. Reduce economic and social losses.
7.3 Incident Management System Functions
Policy Group
Responsibilities of the Policy Group include:
Providing overall policy direction.
Changing/amending bylaws or policies.
Requesting Regional and/or Municipal level assistance.
Declaration of an emergency.
Termination of a declared emergency.
Acting as an official spokesperson.
Ensuring members of Council are notified of the emergency.
Notifying the Mayors of adjoining municipalities of the emergency if
required and providing any status reports.
EOC Management Team (EOCMT)
The primary responsibility of the EOCMT is to provide for the overall
management and coordination of site support activities and
consequence management issues. It is the responsibility of the EOCMT
to ensure that response priorities are established, and that
planningplanning, and response activities are coordinated, both within
the EOC (i.e. between sections) and between sites and other EOCs.
The EOC Management Team consists of the following positions:
EOC Commander
Emergency Information Officer
Safety Officer/Risk Management Officer
Liaison Officer
Operations Section Chief
Planning Section Chief
Logistics Section Chief
Finance and Administration Section Chief
15
EOC Commander
Overall authority and responsibility for the activities of the EOC.
Sets out priorities and objectives in conjunction with the EOCMT
members for each operational period and ensures they are carried
out.
Liaises with the Policy Group (Head of Council) and advise whether
or not a declaration and termination of an emergency is
recommended.
Designates the geographical boundaries of the emergency area.
Authorizes the extraordinary expenditure of municipal funds during
the emergency.
Confirm the adequacy of the expenditure limits as identified in the
purchasing By-law.
Approves emergency information releases.
Determine what sections are needed, assign section chiefs as
appropriate and ensure they are staffing their sections as required.
a) Operations Section Chief
b) Planning Section Chief
c) Logistics Section Chief
d) Finance Section Chief
Determine which management staff positions are required and
ensure they are filled as soon as possible.
a) Emergency Information Officer
b) Liaison Officer
c) Safety Officer/Risk Management Officer
d) Legal Advisor
Emergency Information Officer
Establishes and maintains media contacts.
Opens and coordinates a Media Information Centre as needed.
Prepares news releases; coordinating interviews, news conferences,
and/or media briefings.
Develops public information materials; providing messaging for use
by Corporate Contact Centre (CCC) and EOC staff.
Establishes communications strategies for internal and external
purposes.
Monitors media and information sources.
Liaises and coordinates messages with other Emergency Information
Officers.
Ensures public safety information is provided in accessible formats
as required by provincial legislation.
The EIO may delegate the Public Inquiry role to a Coordinator
position. The role and responsibilities may include the following:
16
Ensures tracking of inquiries/questions from the public are
recorded at the Public Inquiry Centre.
Disseminates approved emergency information and
messages to the Public Inquiry Center personnel for public
inquiries.
Risk Management/Safety Officer
Identifies liability and loss exposures to personnel and property, and
for the municipality.
Provides advice and assistance on matters related to law and how
they may be applicable to the actions of the City of Kitchener during
the emergency.
Provides advice and assistance on matters related to occupational
health and safety regulations for EOC personnel.
Monitors, assesses, and recommends modifications to safety
conditions in the EOC and halting unsafe operations, as necessary.
Liaises and provides advice to site Safety Officer regarding health
and safety issues for site personnel, as required.
Liaison Officer
Invites required or requested agencies and stakeholders to the EOC,
as identified by the EOC Commander and EOCMT and maintains
contact when required.
Provides input on the strategic direction and advice to the EOCMT
regarding emergency management issues.
Liaises with the neighbouring Municipal and Regional CEMCs, Office
of Fire Marshal and Emergency Management and other provincial
and federal representatives as required.
In conjunction with the EOC Commander, facilitates a debriefing with
the EOC personnel and other appropriate agencies or organizations
and prepares an After Action Report on the emergency.
Operations Section
The Operations Section maintains direct contact with the site(s) and
coordinates the overall site support response, in conjunction with other
agencies and/or departments. The Operations Section is also responsible
for gathering current situation information from the site and sharing it with
the Planning Section and other EOCMT personnel, as appropriate;
coordinating resources requested from the site level; and directing
deployment of all EOC issued resources to the Incident Commander.
17
Operations Chief
Ensures coordination of the Operations function including supervision
of the various Branches required to support the emergency event.
Ensures that operational objectives and assignments identified in
EOC Action Plans are carried out effectively.
Establishes the appropriate level of Branch and Unit organizations
within the Operations Section, continuously monitoring the
effectiveness and modifying accordingly.
Coordinates information received from any activated Department
Operations Centres (DOC) in the operational area.
Consults with Planning Chief to clearly define areas of responsibility
between the Operations and Planning Sections.
Maintains a communications link between Incident Commanders
(sites), and the EOC for the purpose of coordinating the overall
response, resource requests and event status information.
Ensures that the Planning Section is provided with Branch Status
Reports and Incident Reports.
Conducts periodic Operations briefings for the EOC Commander and
EOC Management Team, as required or requested.
Approves special resource requests and/or obtains the EOC
approval of critical and extra-ordinary resources.
Supervises the Operations Section.
Branch Coordinators
Branch Coordinators oversee the operations of a particular city
department, division, section or outside agency. A Branch Coordinator
will be responsible for coordinating the activities of their
department/agency site personnel and dispatch centre (if one exists).
Additional Branch staff may be needed, dependent on the size of the
emergency event and the support required. Branch Coordinators may
include, but are not limited to:
a) Kitchener Fire Branch Coordinator
Establishes ongoing communications with Fire Site Commander.
Provides a site Incident Commander as designated by the
EOCMT.
Arranges and coordinates fire suppression, as well as hazardous
materials support operations.
Coordinates fire branch activities with fire site personnel and fire
dispatch centre.
Liaises with the Waterloo Region Fire Coordinator about the
emergency.
18
Liaises with the Office of the Fire Marshal and Emergency
Management (OFMEM) for any additional fire service assistance
or resources required.
Acquires and coordinates all fire mutual aid resources, as
necessary.
Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
Advises and provides consultation on the issue of evacuation
relative to the number of citizens involved, and/or the size of the
geographical area involved, which falls under the jurisdiction of
the Fire Service.
Assists in the alerting of persons endangered by the emergency.
Implements the objectives of the EOC Action Plan assigned to the
Fire Branch.
Completes and maintains Branch Status Reports throughout the
emergency.
Maintains status of unassigned fire and HAZMAT resources.
Provides routine status reports to the Operations Section Chief.
b) Kitchener Community Programs & Services Branch Coordinator
Coordinates Community Recreation Services Branch activities
with Kitchener Community Services site personnel and Regional
Community Services Branch.
Coordinates parks, forestry, cemeteries and maintenance
operations during the emergency.
Liaises with Kitchener Horticulture/Forestry Services.
Provides routine status reports to the Operations Section Chief.
In conjunction with the Regional Community Services Branch, set-
up suitable Reception/Evacuation Centres, as required.
Ensures personnel are notified to open and assist with the
operations in Reception/Evacuation Centres.
In conjunction with the Regional Community Services Branch and
the Kitchener Humane Society, coordinates animal control
operations at Reception/Evacuation Centres, as required.
Provides routine status reports to the Operations Section Chief.
c) Kitchener Infrastructure Services:
i. Environmental Services Branch Coordinator
Establishes ongoing communications with Infrastructure Services
Site Commander.
19
Provides a site Incident Commander as designated by the
EOCMT.
Coordinates Environmental Services Branch activities with
environmental services site personnel.
Places all required Environmental Services employees on
appropriate shifts upon being notified of activation of the Plan.
Advises the EOCMT with information and advice on engineering,
critical infrastructure and infrastructure service matters including
recovery and rehabilitation of city services, water, wastewater,
environmental operations and levels-of-service.
Provides assistance to other municipal departments and external
organizations and agencies as required.
Surveys all other infrastructure systems, such as sewer and water
systems within the area.
Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
Provides equipment in support of emergency site.
Liaises with utilities and agencies to discontinue, maintain, or
restore any engineering service or utility to consumers as required
or determined by the EOCMT.
Liaises with local community partners to provide special
equipment, vehicles and personnel as required.
Liaises with local Conservation Authorities with respect to water
levels during times of flooding or anticipated flooding. Provides
routine status reports to the Operations Section Chief.
Liaises with Ministry of the Environment and Climate Change and
other relevant agencies and departments with respect to
environment contamination.
Coordinates asset management for water, wastewater and storm
water and facilities programs.
Implements the City of Kitchener Water Distribution Emergency
Response Protocol, as required.
Through coordination with the Region of Waterloo Water Supply
operations, ensures adequate emergency water supply/pressure
for effective fire suppression operations.
Arranges for the provision of emergency potable water supplies
and sanitation facilities in co-ordination with the Region of
Waterloo Medical Officer of Health.
ii. Roads and Traffic Branch Coordinator
Establishes ongoing communications with Infrastructure Services
Site Commander.
Provides a site Incident Commander as designated by the
EOCMT.
20
Coordinates Roads and Traffic Branch activities with roads and
traffic site personnel.
Places all required Roads and Traffic employees on appropriate
shifts upon being notified of activation of the Plan.
Advises the EOCMT with information and advice on
transportation, engineering, critical infrastructure and
infrastructure service matters including recovery and rehabilitation
of city services, fleet, and roads and traffic levels-of-service.
Liaises with the Waterloo Region Commissioner of Transportation
and Environmental Services and senior public works officials from
neighbouring communities to ensure a coordinated response to
transportation, engineering, critical infrastructure and all other
infrastructure service matters as required.
Provides assistance to other municipal departments and external
organizations and agencies as required.
Provides equipment in support of emergency site.
Liaises with utilities and agencies to discontinue, maintain, or
restore any engineering service or utility to consumers as required
or determined by the EOCMT.
Liaises with local community partners to provide special
equipment, vehicles and personnel as required.
Supports traffic control operations as required.
Surveys all infrastructure systems, such as roads, bridges, and all
other transportation systems within the area.
Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
Coordinates waste management issues including collection,
processing and disposal.
Coordinates debris removal services as required.
Provides routine status reports to the Operations Section Chief.
Coordinates asset management for roads, bridges, and other
transportation and roads programs.
Ensures the clearing of blocked passageways in coordination with
the site Incident Commander, either inside or outside the
emergency perimeter.
Coordinates the removal of debris for emergency response.
d) Kitchener Utilities Branch
Implements the City of Kitchener Water Distribution Emergency
Response Protocol, as required.
Through coordination with the Region of Waterloo Water Supply
operations, ensures adequate emergency water supply/pressure
for effective fire suppression operations.
21
Establishes ongoing communications with Kitchener Utilities
(Gas/Water) Site Commander.
Provides a site Incident Commander as designated by the
EOCMT.
Coordinates Utilities Branch activities with site personnel.
Places all required Utilities employees on appropriate shifts upon
being notified of activation of the Plan.
Advises the EOCMT with information and advice on critical
infrastructure and gas/water distribution matters including
recovery and rehabilitation of city services and levels-of-service.
Liaises with the senior gas and water utility officials from
neighbouring communities to ensure a coordinated response to
engineering, critical infrastructure and utilities matters as required.
Provides assistance to other municipal departments and external
organizations and agencies as required.
Provides equipment in support of emergency site.
Coordinates to discontinue, maintain, or restore any engineering
service or utility to consumers as required or determined by the
EOCMT.
Liaises with local community partners to provide special
equipment, vehicles and personnel as required.
Liaises with Ministry of the Environment and other relevant
agencies and departments with respect to environment
contamination.
Surveys all other infrastructure systems within the area.
Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
Provides routine status reports to the Operations Section Chief.
Coordinates asset management for water and gas programs.
Arranges for the provision of emergency potable water supplies in
co-ordination with the Medical Officer of Health.
e) Kitchener Building Branch
Provides and/or arranges for advice on the structural safety of
buildings.
Identifies and prioritizes damaged structures to be inspected.
Coordinates building inspection personnel.
Inspects and takes appropriate action for the demolition of unsafe
buildings or required remedial actions for unsafe buildings.
Takes action to ensure the protection of the public including, but
not limited to:
22
o Upon a complete application, issue required
building/demolition permits to property owners;
o Prohibiting the use or occupancy of a building;
o Order a building to be renovated, repaired or demolished to
remove an unsafe condition; and
o Take measures necessary to terminate the danger where a
building is involved.
Provides technical expertise regarding the construction of
buildings, as required.
Provides advice and assistance relating to the enforcement of
municipal By-laws and property standards which may include:
o Enforces By-laws by investigating to determine if there is a
violation(s) and will take the necessary measures to ensure
the violation(s) is corrected (compliance obtained).
o Responds to citizen complaints and conducts proactive
investigations.
Contacts local utility companies for building demolition needs.
Provides routine status reports to the Operations Section Chief.
f) Regional Police Branch Coordinator
Ensures all necessary emergency services are notified as
required.
When legally required to do so, ensures an investigation is
conducted and further ensures all other investigative agencies are
notified and provides assistance as needed.
Ensures a communication link is established between the RECG
and the Police On-Scene Command Post.
Provides the RECG with advice on public safety matters.
Ensures persons endangered by the emergency are alerted and
provides coordination of evacuation procedures, including traffic
control on evacuation routes.
Liaise with the Region of Waterloo Commissioner of Community
Services (CSD) regarding the site(s) selected for reception
centre(s) and the approximate time of arrival of the first evacuees.
Where time and circumstances permit, liaise and consult with the
Region of Waterloo Commissioner of CSD to ensure the initial
designation of reception centres has occurred and meet the
needs of the evacuees.
Ensures a police presence is provided at the EOC, reception
centres, holding areas and other facilities, as required.
When required, assists the Incident Commander (IC) in fulfilling
his/her responsibilities.
Provides routine status reports to the Operations Section Chief.
23
g) Regional Paramedic Branch Coordinator
When required, assists the Incident Commander (IC) in fulfilling
his/her responsibilities.
In conjunction with the IC, assesses the need and the initial
request for (special) emergency resources at the emergency site,
e.g., multi-patient units, support units, air ambulances, etc., and
any other medical resources required.
Liaise with hospitals for the efficient distribution of casualties
through the Cambridge Central Ambulance Communication
Centre (CACC) Dispatch.
Notifies and requests assistance of the Ontario Ministry of Health
and Long-Term Care, Emergency Health Services Branch
through the Local Health Integration Network (LHIN)/Community
Care Access Centre (CCAC).
Liaise with neighbouring Paramedic Services regarding areas of
mutual concern which may include coverage issues, distribution
of patients to area hospitals and any other issues needed in pre-
hospital care.
In conjunction with the IC, assess the need and initial request for
on-site medical teams from hospitals and whether assistance is
required from Police or other emergency services in providing
transportation to the scene for these medical teams.
Note: Hospitals will not routinely provide on-site triage or medical
teams. Medical assistance may be requested to deal with
extraordinary instances such as prolonged and extensive
entrapment, etc.
Liaise with the Director of Transit Services in providing busses for
low acuity patients.
Liaise with the Commissioner of Public Health and Emergency
Services (PHE)/Medical Officer of Health (MOH) regarding the
evacuation of persons requiring ambulance or other stretcher
transportation and assist with the organization
Provides routine status reports to the Operations Section Chief.
h) Regional Public Health Branch Coordinator
As a member of the RECG, acts as a coordinating link with the
LHIN for all health services at the EOC, as appropriate.
Liaise with the Provincial Ministry of Health and Long-Term Care
(MOHLTC), Public Health Ontario (PHO), and the Local Health
Integration Network (LHIN) as needed.
Liaise and coordinate with community health care partners as
needed, as part of the Public Health emergency response (e.g.,
physicians, hospitals, etc.).
24
Provides advice and recommendations to the public on matters
which affect the health of the community (e.g., boil water advisory,
preventive measures for infectious disease outbreaks).
Coordinates the health response to public health emergencies or
emergencies with public health impacts (e.g., infectious disease
outbreaks, contamination of the drinking water, etc.), according to
Ministry of Health and Long-Term Care direction, the Ontario
Public Health Standards, the Health Protection and Promotion
Act, and/or other relevant legislation (e.g., Safe Drinking Water
Act). The Public Health response would be aligned with the
Regional emergency response.
Liaise with the Region of Waterloo Commissioner of
Transportation and Environmental Services (TES) to ensure the
safety of drinking water and appropriate sanitation services.
Liaise with the Region of Waterloo Commissioner of Community
Services (CSD) and provide support specific to
reception/evacuation centres, or other temporary lodging sites, in
the areas of:
environmental health consultation (food, water safety,
sanitation and infection control practices)
participation in intake of clients at a reception/evacuation
centre;
infectious disease case management and surveillance; and
infectious disease outbreak control
Provides routine status reports to the Operations Section Chief.
i) Regional Community Services Branch Coordinator
Implements the Emergency Social Services (ESS) Plan that is
aimed at providing services to those people displaced as a result
of an emergency or disaster.
Ensures reception centres are established, operated, staffed and
closed, with the assistance of Public Health and Emergency
Services (PHE) and designated volunteer agencies for the
registration, feeding, care, clothing, welfare and shelter of persons
using the centres.
Liaise with Kitchener Community Services Branch with respect to
determining the location of the reception centre when using a City
of Kitchener facility.
Ensures that property representative(s) is/are notified when a
public or private facility(s) is/are required as reception centre(s)
Determines whether additional reception centres need to be
opened.
Liaise with the Chief of Police with respect to the establishment of
reception centres and other areas of mutual concern.
25
Liaise with the Commissioner of PHE/Medical Officer of Health on
areas of mutual concern regarding operations in reception centres
when requested by reception centre personnel including:
Food safety and water quality
General sanitation and health hazards
Infection prevention and control
Accommodation standards for emergency lodging
Assessment of the health risks of the affected community
Liaise with Grand River Transit (GRT) for the provision of
transportation of evacuees to and from reception centre.
Provides routine status reports to the Operations Section Chief.
Planning Section
Collects, processes, evaluates and displays situation information.
Develops EOC Incident Actions Plans in coordination with other
functions.
Tracks the status of EOC issued resources.
Maintains all EOC documentation.
Conducts advance planning activities and makes
recommendation for action.
Obtains technical experts for the EOC, as required.
Plans for EOC demobilization of personnel and resources.
Facilitates the transition to the recovery phase.
Logistics Section
Provides/acquires requested resources including personnel,
facilities, equipment and supplies.
Arranges access to technological and telecommunications
resources and support.
Acquires and arranges resources for the transportation of
personnel, evacuees and goods.
Provides other support services such as arranging for food and
lodging for workers within the EOC and other sites.
Finance and Administration Section
Monitors the expenditure process, and response and recovery
costs.
Coordinates claims and compensation.
Tracks and reports on personnel time.
Develops service agreements and/or contracts.
Oversees the purchasing processes.
26
8. Emergency Response Plan Supporting Documents
This section outlines supporting documents and/or plans to help support the
emergency response and recovery issues. The reference to these documents is
solely for the convenience of the users and these documents do not form part of the
By-law. The following list does not cover all available documents; some may be
added as needed i.e.i.e., hazard specific plans.
8.1 Emergency Notification Procedure
The Emergency Notification Procedure outlines the process for City of Kitchener
Corporate Contact Centre (CCC) personnel to place the EOCMT on alert or
request that they respond to the EOC. The procedure also includes the
confidential contact information for EOC personnel.
8.2 Emergency Information Plan
This document coordinates communications from city departments, agencies,
and boards to media outlets, city employees, businesses and residents to
deliver information before an impending emergency (if possible), during or after
a disaster or emergency. This includes the release of appropriate and factual
information to the media and to the public, issuing directives to the public,
responding to requests for information, and monitoring media outlets and other
sources of information. Methods of internal communications with City staff are
also outlined.
If required, in the event of a major emergency requiring a response from other
levels of government, Region, or other municipalities, communications from the
City of Kitchener will be coordinated with these entities.
8.3 Emergency Operations Center (EOC) and IMS Standard Operating
Guidelines
This document outlines the procedures involved in activation and operation of
both the primary and alternate EOC facilities. This includes details on the facility
setup, guiding principles, managing information and resources, and roles and
responsibilities for functions within the Incident Management System. As a
supplement to the City of Kitchener Emergency Plan, it provides information to
enable EOC responders to fulfil their key responsibilities in managing an
emergency situation.
8.4 Recovery Plan
One of the last responsibilities that the EOCMT has during an emergency is to
establish a Recovery Committee. Its role is to return the community and its
27
citizens to its pre-emergency state, in order to ensure continuity between the
emergency and recovery operations.
Depending on the type of the emergency, the recovery phase could be minimal
with respect to resources required, monies spent and/or time needed to return
the community to its pre-emergency state.
The nature of the emergency and the final authority responsible for it will take
the lead role in the recovery. If the City was responsible for controlling the
emergency, the City would lead the recovery. Similarly, if the emergency was
declared at a higher level of government, then that level leads the recovery
efforts.
8.5 Regional Level 2 ESS Emergency Social Services Plan
The aim of the Regional Level 2 Emergency Social Services Plan is to make
provision for the efficient administration, coordination and implementation of the
extraordinary arrangements and measures taken to protect the health, safety
and welfare of the residents of Kitchener during any emergency once they are
outside of immediate danger as a result of an emergency or disaster. This
response includes both city staff and external partner agencies that work to
provide services including, but not limited to, shelter, food, clothing, emergency
first aid, registration and inquiry, personal services, and financial assistance.
8.6 Community Pandemic Influenza Preparedness Plan (CPIPP)
This document describes how the Region of Waterloo Public Health, in
collaboration with community stakeholders, will respond to an influenza
pandemic.
9. Compensation for Losses
The Municipal Disaster Recovery Assistance (MDRA) program will help
municipalities address extraordinary emergency response costs and damage to
essential property or infrastructure like bridges, roads and public buildings, as a
result of a natural disaster.
The Disaster Recovery Assistance for Ontarians (DRAO) program provides
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 a
natural disaster.
For further information, visit the website of the Ministry of Municipal Affairs and
Housing.
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10. Emergency Response Plan Review and Maintenance
The City of Kitchener Emergency Response Plan (Plan) will be maintained and
distributed by the Community Emergency Management Coordinator (CEMC) to the
public via the City of Kitchener public website.
The Plan will be reviewed annually and, where necessary, revisions recommended
to Council by the Community Emergency Management Program Committee
(CEMPC). The review and recommended revisions will be coordinated by the
CEMC. Any amendments to the City of Kitchener Emergency Response Plan shall
be made by By-law and passed by Council.
As noted in section 1.3 of the ERP, Supporting Documents including, but not limited
to, Plans, protocols, guidelines, standard operating procedures, processes, and ERP
Supporting Documents identified in Section 8 of the ERP do not form part of the
ERP. Any reference to such Supporting Documents is solely for the assistance of
the users of the ERP. Any revisions to the Supporting Documents may be made by
the generator of the document and the CEMC and do not require an amending By-
law.
It is the responsibility of each person, agency, service or department identified within
the Plan to notify the CEMC forthwith, of the need for any administrative changes or
revisions to the Plan or Supporting Documents.
The CEMC is responsible for maintaining a current confidential contact list for EOC
personnel and Support Agencies.
Each Department and Support Agency involved with this Plan should prepare
emergency response procedures or guidelines (i.e.i.e., Departmental Emergency Plan)
outlining how it will fulfil its own internal responsibilities under this Plan during an
emergency.
Each Department and Support Agency should designate a member of its staff to
review, revise and maintain its own functional emergency response procedures or
guidelines on a periodic basis.
10.1 Exercising of the Emergency Response Plan
At least one exercise will be organized and conducted annually by the CEMC in
order to test the overall effectiveness of the Plan. Recommendations arising
from the annual exercise shall be considered by the CEMC and the Community
Emergency Management Program Committee for revisions to the Plan.
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10.2 Plan Distribution
Copies of the Emergency Response Plan will be provided to EOC personnel,
partner organizations and agencies, the Province, and bordering municipalities
and regions that may have a role to play in responding to or providing
assistance for emergencies in Kitchener.
10.3 Revision History
Rev. No. Revised by Details Revision Date
2024-001 CEMPC Housekeeping amendments September 11, 2023
10.4 Abbreviations
AAR After Action Report
CACC Central Ambulance Communication Centre
CAO Chief Administrative Officer
CCAC Community Care Access Centre
CCC
CEMC
Community Emergency Management
Coordinator
CMT Crisis Management Team
CP Canadian Pacific Railway
CPIPP
Community Pandemic Influenza
Preparedness Plan
CSD Community Services Department
DRAO Disaster Recovery Assistance for Ontarians
ECG Emergency Control Group
EIO Emergency Information Officer
EMCPA Emergency Management and Civil
Protection Act
EMPC Emergency Management Program
Committee
EMO Emergency Management Office (Region of
Waterloo)
EOC Emergency Operations Centre
EOCMT
Emergency Operations Centre
Management Team
ERP Emergency Response Plan
ESS Emergency Social Services
FERP Federal Emergency Response Plan
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FRP First Response Protocol
GIS Geographic Information System
GRCA Grand River Conservation Authority
GRH Grand River Hospital
GRT Grand River Transit
HAZMAT Hazardous Materials
HIRA Hazard Identification and Risk Assessment
HOC Head of Council
IAP Incident Action Plans (IAP)
IC Incident Commander
IMS Incident Management System
KU Kitchener Utilities
KWARC Kitchener-Waterloo Amateur Radio Club
KW Kitchener-Waterloo
MDRA Municipal Disaster Recovery Assistance
MECG Municipal Emergency Control Group
MOECC
Ministry of Environment and Climate
Change
MOH Medical Officer of Health
MOHLTC Ministry of Health and Long-Term Care
MOU Memorandum of Understanding
MNRF Ministry of Natural Resources and Forestry
MP Local Members of Federal Parliament
MPP Local Members of Provincial Parliament
MTO Ministry of Transportation
OFMEM Office of the Fire Marshal and Emergency
Management
OPP Ontario Provincial Police
PEOC Provincial Emergency Operations Centre
PHE Public Health and Emergency Services
PHO Public Health Ontario
PSV Paramedic Services
RCSD Region Community Services Department
REACT
Radio Emergency Associated
Communications Team
REAL Regional Emergency Alerting List
RECG Regional Emergency Control Group
ROW Region of Waterloo
SFCC Service First Call Centre
SPCA Society for the Prevention of Cruelty of
Animals
SMH
St Hospital
WRPS Waterloo Regional Police Services
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Schedule B to Appendix A to
COR-2024-013
Terms of Reference
Community Emergency Management Program Committee
(CEMPC)
V ERSION A PPROVAL D ATE
1.0 A UGUST 2016
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1. Purpose
The purposes of the Community Emergency Management Program Committee
(CEMPC) are:
a) To fulfill the legislated requirements under the Emergency Management and Civil
Protection Act, specifically Ontario Regulation 380/04 Subsection 11(1)
b) To ensure the appropriate programs are in place based on the Emergency
Management and Civil Protection Act and other established guidelines and
standards of excellence where applicable.
c) To lead the development of the Emergency Management and Business
Continuity Program for the City of Kitchener.
d)
updates ensuring that all core components and resources are clearly identified.
e) To advocate for the use of the Four Pillars (areas) of Organizational Resiliency:
Emergency Management, Business Continuity, Crisis Management, and Physical
Security to guide its work.
f) To facilitate enhancing community safety through prevention, preparedness,
response & recovery planning efforts; and to provide leadership and collaboration
with all orders of government, communities, stakeholders and individuals within
the municipality of the City of Kitchener.
g) To implement and use the Incident Management System (IMS) framework as the
training.
2. Objectives
The CEMPC committee members are responsible for ensuring that the appropriate
programs are in place based on the Emergency Management and Civil Protection
Act. Members will also ensure that best practices are utilized for the other areas
(i.e. Four Pillars of Resiliency) of Business Continuity, Crisis Management, and
Physical Security. Specifically, the following objectives are a guide for the CEMPC:
a) Build and strengthen interdepartmental and external emergency networks
and relationships for the four pillars.
b) Share information, and provide education and awareness among the
departments, organizations and response personnel for the City of Kitchener.
c) Develop, discuss and refine interdepartmental issues having multi-
jurisdictional and/or corporate implications.
d) Analyze and report on best practices and departmental experiences to
uncover gaps and areas for improvement for the four pillars across the
corporation and within departments.
e) Act as a vehicle for the dissemination of information and awareness within
the corporation and the community at large.
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EOCMT
3. Community Emergency Management Program Committee Membership
a) CEMC (Acts as Chair)
b) Alternate (alternate Chair as necessary)
c) Committee Administrator
d) Corporate Communications Office)
e) Legislative Services (FCS)
f) Accounting (FCS)
g) Information Technology (FCS)
h) Human Resources (FCS)
i) Facilities Management (INS)
j) Operations Environmental Services (INS)
k) Operations Roads and Traffic (INS)
l) Asset Management (INS)
m) Utilities (INS)
n) Community Programs & Services (CSD)
o) Equity, Diversity and Inclusion (COR)
Representatives from the following agencies will be included bi-annually and will be
invited to participate in specific Working Groups where required. Other
representatives will be invited as needed:
p) Waterloo Regional Police (or alternate)
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q) Waterloo Regional Director of Emergency Medical Services (or alternate)
r) Emergency Management Ontario
s) Waterloo Regional Emergency Measures (or alternate)
t) Waterloo Regional Emergency Social Services
u) St. Hospital Emergency Planner
v) Grand River Hospital Emergency Planner
w) Enova Power representative
x) Grand River Conservation Authority (GRCA)
This committee reports to the Emergency Management Steering Committee which
includes EOCMT members and the Fire Chief.
4. Selection of Membership for the Working Groups
The members from each Working Group (as identified within the organizational
chart in Section 2: Objectives above) will be recruited by the CEMPC membership
and will be based on their subject matter expertise (SME) in the four areas of
Emergency Management, Business Continuity, Crisis Management, and Physical
Security.
The Working Groups will each have a designated Chair (and alternate) that will sit
on the CEMPC.
5. Frequency of Meetings
The CEMPC will be held quarterly (or as needed) and will bring the external
partners in bi-annually.
The Working Group members will meet bi-monthly or more often dependent on the
need identified by the working group.
6. Attendance
If a member cannot attend, they may send a suitable alternate.
7. Quorum
At minimum 50% plus 1 must be represented.
8. Resources
a) Support Staff
Staff designated as the recorder will be responsible to ensure that
minutes of the CEMPC meetings are taken and distributed to the membership.
b) Meeting locations for the CEMPC meetings will be located within one of the City
s meeting rooms that can accommodate the membership or
virtually .
9. Maintenance and Refinement of the Terms of Reference
These terms of reference shall be maintained by the CEMPC membership and shall
be reviewed on an annual basis.
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