EMERGENCY MANAGEMENT PROGRAM COMMITTEE AGENDA October 14, :00 p.m. Clar Mill Community Hall 6598 Buckshot Lake Road, Plevna ON

Transcription

1 1. CALL TO ORDER EMERGENCY MANAGEMENT PROGRAM COMMITTEE AGENDA October 14, 214 1: p.m. Clar Mill Community Hall 6598 Buckshot Lake Road, Plevna ON 2. APPROVAL OF AGENDA 3. DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF 4. DELEGATIONS None 5. ADOPTION OF MINUTES a) Minutes of a Meeting held September 26, BUSINESS ARISING OUT OF MINUTES a) Review and Completion of Hazard Identification and Risk Assessment (HIRA) Workbook, to be submitted to Office of the Fire Marshal and Emergency Management (OFMEM). 7. NEW BUSINESS a) Review and Update of Community Control Group Logistics (Primary and Alternate) and Citizen Inquiry Alternate Positions to be filled; b) Annual Statement of Completion and Annual Maintenance Checklist COMMUNICATIONS a) Web MD What are Epidemics, Pandemics and Outbreaks?; b) Ministry of Community Safety & Correctional Services Guide to Incident Management System Implementation. 9. NEXT MEETING 1. ADJOURNMENT 1

2 NOTES of the Emergency Management Program Committee (EMPC) Meeting held on Friday, September , in the Clar Mill Community Hall, 6598 Buckshot Lake Road, Plevna, ON. PRESENT: Steve Riddell, Chair/Fire Chief/CEMC; Deputy Mayor Perry and Councillor Watkins, Members. ABSENT WITH REGRETS: Councillor Wayne Good. ALSO PRESENT: Brooke Drechsler, Recording Secretary. 1. CALL TO ORDER The Chair called the meeting to order at 1:15 p.m. 2. APPROVAL OF THE AGENDA Moved by Deputy Mayor Perry, Seconded by Councillor Watkins #23-14 BE IT RESOLVED THAT the Committee approves the Agenda for the Meeting dated September 26, 214, as circulated. 3. DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF None declared. 4. DELEGATIONS None. 5. ADOPTION OF MINUTES Moved by Deputy Mayor Perry, Seconded by Councillor Good #24-14 BE IT RESOLVED THAT the Committee approves the Minutes of a Meeting of the Emergency Management Program Committee dated July 21, 214, as circulated. 6. BUSINESS ARISING OUT OF MINUTES a) Update on Gen Link Hook-Ups for Snow Road and Clar Mill Community Hall re: Funding from Associations verbal update from Steve Riddell. Riddell will consult with the electrician to determine options for Gen Link hookup at Barrie Hall, as there currently is 4 Amp service. Plug in cords for the halls have been installed. Watkins spoke to the President of the Clar Mill Volunteers, Ed Schlievert, who asked for a letter from the Township regarding the cost of hook-up at Clar Mill. When the letter has been received, the Association will reimburse the Township. The generator has been designated for municipal emergency use only. Perry expressed some concern about Community Halls requesting use of the generator during a power outage. Watkins felt that since the halls were municipally owned, as is the generator, it differs from the Township lending equipment to other organizations (i.e. Annual ATV wash). DRAFT Emergency Management Program Committee September 26, 214 NOTE: Per Section 4.8 of the Procedural By-law #71-1, as amended by By-law #32-11, these motions have been approved in principle by the Emergency Management Program Committee (EMPC) and shall become Resolutions of Council only on Council s adoption of the Minutes of the EMPC Meeting. 1

3 b) Purchase and storage of sandbags for the Township update from CEMC. The Township has purchased 1, sandbags for use by the public in event of a flood and are being stored at the Public Works Garage. The CEMC will continue to purchase 1, sandbags per year until the Township has a stockpile of 5, sandbags, as per Resolution #2-14 passed July 21, 214 by the EMPC. 7. NEW BUSINESS a) Review of Exercise Evaluations of the 214 Table Top Exercise. Perry enjoyed the presentation from Mississippi Valley Conservation Authority but felt it was too long. There should have been more emphasis on the role of the communication officer, as the only person being the go-between with the Mayor and press. There should be more time given to the exercise, to allow for more discussion. The CEMC will investigate different ways to increase involvement from the Community Control Group in the Round Table Discussions. The Committee instructs the CEMC to invite the Salvation Army to the 215 Emergency Table Top Exercise. b) Fire Marshal and Emergency Management Review of Hazard Identification and Risk Assessment Workbook (see attached). The Committee discussed the potential hazards to determine which applied to North Frontenac Township. The CEMC and Secretary will complete the HIRA with the input from the Committee and recirculate to the EMPC for final review at the next meeting. If the Committee approves, the HIRA will be sent to the Office of the Fire Marshal and Emergency Management. c) Review and Update of Appendix K; Role Descriptions of Red Cross and North Frontenac Community Services. Moved by Deputy Mayor Perry, Seconded by Councillor Good #25-14 BE IT RESOLVED THAT the Committee reviewed the Role Descriptions of Red Cross and North Frontenac Community Services; and Appendix K; and instructs the CEMC to make the following amendments: AND THAT the Secretary will remove Section A from the North Frontenac Community Services role description. d) Review and Update of Community Control Group Positions to be filled. Moved by Deputy Mayor Perry, Seconded by Councillor Good #26-14 BE IT RESOLVED THAT the Committee reviewed the Community Control Group and recommended the following positions be filled by the proposed individuals: Alternate Fire Chief Evacuation Coordinator Office Support Staff Public Information Officer Citizen Inquiry Contact DRAFT AND THAT the CEMC will contact the proposed individuals to confirm participation with the Community Control Group. Emergency Management Program Committee September 26, 214 NOTE: Per Section 4.8 of the Procedural By-law #71-1, as amended by By-law #32-11, these motions have been approved in principle by the Emergency Management Program Committee (EMPC) and shall become Resolutions of Council only on Council s adoption of the Minutes of the EMPC Meeting. 2

4 Note: The position of Logistics (primary and alternate) and Citizen Inquiry alternate will be filled at a later date. e) Verbal update from CEMC re: Ministry of Municipal Affairs and Housing Presentation to EMPC and/or Council regarding the Ontario Disaster Relief Assistance Program. The CEMC will plan a presentation for Council and EMPC in the spring of COMMUNICATIONS Received for Information a) Frontenac News Report of Eastern Equine Encephalitis in KFL&A Region; b) Office of the Fire Marshal and Emergency Management Where to get information on Ebola Virus Disease; c) Municipal World Climate Change and Municipal Adaptation Is your Municipality Storm Ready? ; d) Provincial Emergency Management Coordinating Committee (PEMCC) Notes from meeting June 26, 214; e) Office of the Fire Marshal and Emergency Management 211 Role in Emergency Response and Recovery in Ontario; f) Sunnybrook Centre for Prehospital Medicine What is the Ontario Emergency Medical Assistance Team? 9. Next Meeting The next meeting will be held on October 14, 214 at 1: a.m., at the Clar Mill Community Hall. 1. ADJOURNMENT Moved by Deputy Mayor Perry, Seconded by Councillor Watkins #27-14 BE IT RESOLVED THAT the Committee adjourns the meeting at 2:48 p.m. until October 14, 214 or at the call of the Chair. Approved by the Committee 214. Approved by Council 214. Mayor DRAFT Clerk Emergency Management Program Committee September 26, 214 NOTE: Per Section 4.8 of the Procedural By-law #71-1, as amended by By-law #32-11, these motions have been approved in principle by the Emergency Management Program Committee (EMPC) and shall become Resolutions of Council only on Council s adoption of the Minutes of the EMPC Meeting. 3

5 Hazard Identification and Risk Assessment Workbook Emergency Management Ontario 212

6 Table of Contents Section Page Number Introduction The HIRA Process Step One: Hazard Identification Worksheet Step Two: Risk Assessment - Frequency Frequency Worksheet Risk Assessment - Consequence Consequence Variables Consequence Worksheet Total Consequence Total Consequence Worksheet Changing Risk Changing Risk Worksheet Step Three: Risk Analysis Risk Analysis Worksheet Prioritization Worksheet Step Four: Monitor and Review Next Steps: Vulnerable Groups and Mitigation Actions Vulnerable Groups Worksheet Potential Mitigation Actions Worksheet

7 Introduction Why Should I Have a HIRA? One of the core challenges faced by emergency managers is how to prevent, mitigate, prepare, respond and recover from different types of hazards. Several questions must be asked when faced with this challenge: What hazards exist in or near my community? How frequently do these hazards occur? How much damage can they cause? Which hazards pose the greatest threat? This Hazard Identification and Risk Assessment (HIRA) workbook can help guide you in answering these questions. A HIRAcan: Help you to prepare for the worst and/or most likely hazards. Save time by isolating any hazards which can not affect your community. Allows for the creation of emergency plans, exercises and training based on the most likely and/or highest risk scenarios. Helps your program to become proactive rather than just reactive. What is a HIRA? A HIRA is a risk assessment tool that can be used to assess which hazards pose the greatest risk in terms of how likely they are to occur and how great their potential impact may be. It is not intended to be used as a prediction tool to determine which hazard will cause the next emergency. 3

8 The HIRA Process There are four steps to create and maintain a HIRA: Hazard Identification 1) Hazard Identification - In this step the hazards that could impact your community are separated from those that can not. This requires a review of all hazards and their causes to determine whether they may be a threat to your community. This may require the consultation of the scientific community, historical records and government agencies. 2) Risk Assessment - In this step the level of risk for each hazard is examined. This may involve speaking with hazard experts, researching past occurrences and possible scenarios. The likelihood of the hazard occurring and the potential impacts of the hazard on people, property, the environment, business and finance and critical infrastructure should be examined. 3) Risk Analysis - The information collected in the risk assessment step will be analyzed in this step. The desired outcome of the risk analysis is the ranking of the hazards. This highlights the hazards that should be considered a current priority for your emergency management program. 4) Monitor and Review - It is important to remember that a HIRA is an ongoing process and hazards and their associated risks must be monitored and reviewed. 4

9 Step One: Hazard Identification Worksheet The list below is a starting point in identifying hazards. Check all that apply. Table 1. Hazard Identification Worksheet Natural Hazards Technological Hazards Agricultural and Food Emergency Building/Structural Collapse - Farm Animal Disease Critical Infrastructure Failure - Food Emergency Dam Failure - Plant Disease and Pest Infestation Energy Emergency {Supply) Drinking Water Emergency Explosion/Fire Drought/Low Water Hazardous Materials Incident/Spills Earthquake - Fixed Site Incident Erosion - Transportation Incident Extreme Temperatures Human-Made Space Object Crash - Heat Wave Mine Emergency -Cold Wave Nuclear Facility Emergency Flood Oil/Natural Gas Emergency - Riverine Flood Radiological Emergency - Seiche Transportation Emergency - Storm Surge - Air Emergency - Urban Flood - Marine Emergency Fog - Rail Emergency Forest/Wildland Fire - Road Emergency Freezing Rain Human-Caused Hazards Geomagnetic Storm Civil Disorder Hail Cyber Attack Human Health Emergency Sabotage - Epidemic Special Event - Pandemic Terrorism/CBRNE Hurricane War and International Emergency Land Subsidence Other: Landslide Other: Lightning Other: Natural Space Object Crash Other: Snowstorm/Blizzard Other: Tornado Other: Windstorm Other: 5

10 How likely is it that your community could be impacted by the hazards you identified in the previous step? The sources used for your hazard identification can also be used for assessing the frequency and magnitude. Once you have collected information on the frequency of each of the hazards, they can be grouped into the categories below: Table 2. Frequency Frequency Category Percent Chance Description 1 Rare Less than a 1% chance of oc- Hazards with return periods >1 currence in any year. years. 2 Very Unlikely Between a 1-2% chance of Occurs every 5-1 years and occurrence in any year. includes hazards that have not occurred but are reported to be more likely to occur in the near future. 3 Unlikely Between a 2-1% chance of Occurs every 2-5 years occurrence in any year. 4 Probable Between a 1-5% chance of Occurs every 5-2 years occurrence in any year. 5 Likely Between a 5-1% chance Occurs >5 years. of occurrence in any year. 6 Almost Certain 1% chance of occurrence in The hazard occurs annually. any year. Example: The hazards for the imaginary community of Trillium were identified as being floods, explosions and earthquakes. The Trillium historical record shows that there have been floods every year. The Fire Chief said that explosions happen every five years or so. A local professor said that there has not been a strong earthquake in the history of the area, but one may be possible. The frequency Hazard Category Frequency Notes Flood Almost 6 Flooding from ice break-up in the spring occurs annually. Certain Urban flooding during heavy rain also occurs in some areas during the summer. Explosion Likely 5 Explosions occur within the community at least once every five years. Earthquake Rare 1 Trillium is in a stable geologic area and has not experienced an earthquake in >1 years. 6

11 Use the work sheet below to record the frequency of the hazards that could affect your community. Print additional sheets if needed. Hazard Category Frequency Notes 7

12 Consequence is divided into six categories based on recommended practices: Social Impacts - The direct negative consequences of a hazard on the physical health of people. Property Damage - The direct negative consequences of a hazard on buildings, structures and other forms of property, such as crops. Critical Infrastructure Service Disruptions/Impact - The negative consequences of a hazard on the interdependent, interactive, interconnected networks of institutions, services, systems and processes that meet vital human needs, sustain the economy, protect public safety and security, and maintain continuity of and confidence in government. Environmental Damage - The negative consequences of a hazard on the environment, including the soil, water, air and/or plants and animals. Business/Financial Impact - The negative economic consequences of a hazard. Psychosocial Impacts - The negative response of community or a subset of the community to a hazard caused by their perception of risk. This includes human responses such as self-evacuation, mass panic and other potential undesirable responses. The total consequence value can be obtained by adding the values obtained from each of the sub variables. Note: The social impacts sub variable is further divided into the fatality rate, injury rate and evacuation rate. Since human impacts are often the most 'jarring 1 result of an emergency and have an unquantifiable impact on the community, social impact was intentionally weighted higher than the other sub variables. The consequence categories in this HIRA methodology are a scale of impact, rather than a prioritization. The same value in two categories does not mean that the consequences of the two are equal and interchangeable. 8

13 Table 4. Social Impacts, including fatalities, injuries and evacuation. Fatalities Consequence Category Description None Not likely to result in fatalities within the community. 1 Minor Could result in fewer than five fatalities within the community. 2 Moderate Could result in 5-1 fatalities within the community. 3 Severe Could result in 1-5 fatalities within the community. 4 Catastrophic Could result in +5 fatalities within the community. Injuries Consequence Category Description None Not likely to result in injuries within the community. 1 Minor Could injure fewer than 25 people within community. 2 Moderate Could injure 25-1 people within the community. 3 Severe Could injure +1 people within the community. Evacuation Consequence Category Description None Not likely to result in an evacuation shelter-in -place orders, or people stranded. 1 Minor Could result in fewer than 1 people being evacuated, sheltered-in-place or stranded. 2 Moderate Could result in 1-5 people being evacuated, sheltered-in-place or stranded. 3 Severe Could result in more than 5 people being evacuated, sheltered-in-place or stranded. 9

14 Table 5. Property Damage Property Damage Consequence Category Description None Not likely to result in property damage within the community. 1 Minor Could cause minor and mostly cosmetic damage. 2 Moderate Localized severe damage (a few buildings destrayed). 3 Severe Widespread severe damage (many buildings destrayed). Table 6. Critical Infrastructure Failure/Service Impact (Cl) Critical Infrastructure Service Impact (Cl) Consequence Category Description None Not likely to disrupt critical infrastructure services. 1 Minor Could disrupt 1 critical infrastructure service. 2 Moderate Could disrupt 2-3 critical infrastructure services. 3 Severe Could disrupt more than 3 critical infrastructure services. Table 7. Environmental Damage Environmental Damage Consequence Category Description None Not likely to result in environmental damage. 1 Minor Could cause localized and reversible damage. Quick clean up possible. 2 Moderate Could cause major but reversible damage. Full clean up difficult. 3 Severe Could cause severe and irreversible environmental damage. Full clean up not possible. 1

15 Table 8. Business/Financial Impact Business/Financial Impact Consequence Category Description None Not likely to disrupt business/financial activities. 1 Moderate Could result in losses for a few businesses. 2 Severe Could result in losses for an industry. Table 9. Psychosocial Impact Psychosocial Impact Consequence Category Description None Not likely to result in significant psychosocial impacts. 1 Moderate Significant psychosocial impacts including limited panic, hoarding, self evacuation and long-term psychosocial impacts. 2 Severe Widespread psychosocial impacts, e.g. mass panic, widespread hoarding and self-evacuation and longterm psychological impacts. Example: To calculate the consequence for floods in Trillium, the emergency manager used historic accounts, insurance reports and scientific information. This information showed that flooding in Trillium is likely to result in an evacuation of approximately 2 people and that severe property damage was to be expected. The emergency manager also found that during many past floods, roads were not accessible, several businesses had to be closed and there was isolated environmental damage due to erosion along the bank of the river. Therefore, the magnitude worksheet section for floods would look like: Social Property Critical Environmental Business/ Psycho- Sub-variable Impacts Damage Infrastructure Damage Financial social Total Impact Impact Impact

16 -... "' I- -.c ra ~ u D. "' 5l ~ ra Cl. E ~ ra "' QI u c c "' ra :::J c m... ~ ~ E ~ QI E c &li ~ ra > E c ra we u "' QI E ra ::c 12

17 Once the consequence values have been added up, they are put into groups as shown in the table below. This gives equal weight to Consequence and Frequency. Table 11. Total Consequence Sub variable Total Consequence Description Minor Slight Moderate Severe Very Severe Catastrophic 13

18 Hazard Sub Variable Consequence Description Total Total 14

19 The frequency and consequence can be influenced by factors such as mitigation actions and climate change. Changing Risk helps to account for these changes. Changing Risk= Change in Frequency+ Change in Vulnerability Change in Frequency 1. Is the number of non-emergency occurrences of the hazard increasing? 2. Is human activity (e.g. population growth, change of drainage patterns) likely to lead to more interaction with the hazard or an increase in frequency? 3. Is there an environmental reason (e.g. climate change) why the frequency of this hazard may increase? 4. Are human factors such as business, financial, international practices more likely to increase the risk? If the answer is 'yes' to two or more, then the change in frequency= 2 If the answer is 'yes' to one or fewer then the change in frequency= 1 Change in Vulnerability 1. Is a large number of the population vulnerable or is the number of people vulnerable to this hazard increasing? 2. Does critical infrastructure reliance or a 'just-on-time' delivery system (e.g. stores not keeping a supply of food and relying on frequent shipments) make the population more vulnerable? 3. Are response agencies not aware of, practiced and prepared to response to this hazard? 4. Are no prevention/mitigation measures currently in use for this hazard? If the answer is 'yes' to two or more, then the change in vulnerability= 2 If the answer is 'yes' to one or fewer then the change in vulnerability= 1 15

20 Hazard Change in Total Change in Total Change in Changing Risk Frequency Change in Vulnerability Vulnerability Total Frequency O'I

21 Once you have completed the Frequency, Magnitude and Changing Risk Work Sheets, you can now begin to prioritize your hazards by using the HIRA equation: Risk = Frequency * Consequence * Changing Risk Example: The Emergency Manager of Trillium found a frequency value of 6, a total consequence value of 4 and a changing risk value of 4 for floods. These numbers were entered into the equation and multiplied together. The result was: Flood Risk= 6*4*4 = 96 17

22 Hazard Frequency Magnitude Changing Risk Risk Total 18

23 Once you have calculated the risk for the hazards, you may wish to group them based on their level of risk using the table below. This is particularly useful if you have several hazards with the same risk values. Level of Risk Description < 1 Very Low 11-2 Low 21-3 Moderate 31-4 High 41-5 Very High >5 Extreme Enter your hazards into the work sheet below according to their risk which you calculated from the Risk Analysis Worksheet. Level of Risk Description Hazards 41-5 Very High 31-4 High 21-3 Moderate 11-2 Low 19

24 Hazards and risks may change over time so it is important to review your HIRA annually. Date of Current HI RA: Date of Next Revision: Signature:. 2

25 Next Steps: Vulnerable Groups and Mitigation Actions Vulnerable Groups Some people may be more vulnerable to certain hazards than others due to many different reasons such as disabilities, economic status and health and are therefore more likely to suffer from the negative impacts of a hazard. These groups may be more vulnerable to a hazard due to an inability to self-evacuate or to take the proper safety precautions, susceptible to a hazard due to their health, or a lack of access to warnings or other reasons that increase their vulnerability to a specific hazard. Not all people who identify themselves as belong to one of these groups may be at an increased risk during the occurrence of a hazard, it will depend on the individual's specific situation. It is important to consider vulnerable groups once the hazards have been identified. Assessing vulnerability is a key consideration in planning and it can assist in mitigation action decision-making. Mitigation Actions Mitigation is defined as "actions taken to reduce the adverse impacts of an emergency or disaster" (EMO, 211). A HIRA is only one part of a comprehensive emergency management program. Once the risk for each of the hazards is known, it is vital that attempts be made to reduce their risks, beginning with the hazards identified as having extreme and very high levels of risk. 21

26 Table 15. Vulnerable Groups Worksheet Hazard Possible Vulnerable Groups Plans to Reduce Vulnerability 22

27 Table 16. Potential Mitigation Actions Worksheet Ill cu z ~ t: IU Eu.i:; Ill "C w cu ~ 'i:: 'i:: CL. c -e < "C... IU N IU :::c 23

28 212 24

29 Hazard Identification and Risk Assessment Workbook Emergency Management Ontario 212

30 Table of Contents Section Page Number Introduction The HIRA Process Step One: Hazard Identification Worksheet Step Two: Risk Assessment - Frequency Frequency Worksheet Risk Assessment - Consequence Consequence Variables Consequence Worksheet Total Consequence Total Consequence Worksheet Changing Risk Changing Risk Worksheet Step Three: Risk Analysis Risk Analysis Worksheet Prioritization Worksheet Step Four: Monitor and Review Next Steps: Vulnerable Groups and Mitigation Actions Vulnerable Groups Worksheet Potential Mitigation Actions Worksheet

31 Introduction Why Should I Have a HIRA? One of the core challenges faced by emergency managers is how to prevent, mitigate, prepare, respond and recover from different types of hazards. Several questions must be asked when faced with this challenge: What hazards exist in or near my community? How frequently do these hazards occur? How much damage can they cause? Which hazards pose the greatest threat? This Hazard Identification and Risk Assessment (HIRA) workbook can help guide you in answering these questions. A HIRAcan: Help you to prepare for the worst and/or most likely hazards. Save time by isolating any hazards which can not affect your community. Allows for the creation of emergency plans, exercises and training based on the most likely and/or highest risk scenarios. Helps your program to become proactive rather than just reactive. What is a HIRA? A HIRA is a risk assessment tool that can be used to assess which hazards pose the greatest risk in terms of how likely they are to occur and how great their potential impact may be. It is not intended to be used as a prediction tool to determine which hazard will cause the next emergency. 3

32 The HIRA Process There are four steps to create and maintain a HIRA: Hazard Identification 1) Hazard Identification - In this step the hazards that could impact your community are separated from those that can not. This requires a review of all hazards and their causes to determine whether they may be a threat to your community. This may require the consultation of the scientific community, historical records and government agencies. 2) Risk Assessment - In this step the level of risk for each hazard is examined. This may involve speaking with hazard experts, researching past occurrences and possible scenarios. The likelihood of the hazard occurring and the potential impacts of the hazard on people, property, the environment, business and finance and critical infrastructure should be examined. 3) Risk Analysis - The information collected in the risk assessment step will be analyzed in this step. The desired outcome of the risk analysis is the ranking of the hazards. This highlights the hazards that should be considered a current priority for your emergency management program. 4) Monitor and Review - It is important to remember that a HIRA is an ongoing process and hazards and their associated risks must be monitored and reviewed. 4

33 X X X X X X X X X X X X X X X X X X X X X

34 How likely is it that your community could be impacted by the hazards you identified in the previous step? The sources used for your hazard identification can also be used for assessing the frequency and magnitude. Once you have collected information on the frequency of each of the hazards, they can be grouped into the categories below: Table 2. Frequency Frequency Category Percent Chance Description 1 Rare Less than a 1% chance of oc- Hazards with return periods >1 currence in any year. years. 2 Very Unlikely Between a 1-2% chance of Occurs every 5-1 years and occurrence in any year. includes hazards that have not occurred but are reported to be more likely to occur in the near future. 3 Unlikely Between a 2-1% chance of Occurs every 2-5 years occurrence in any year. 4 Probable Between a 1-5% chance of Occurs every 5-2 years occurrence in any year. 5 Likely Between a 5-1% chance Occurs >5 years. of occurrence in any year. 6 Almost Certain 1% chance of occurrence in The hazard occurs annually. any year. Example: The hazards for the imaginary community of Trillium were identified as being floods, explosions and earthquakes. The Trillium historical record shows that there have been floods every year. The Fire Chief said that explosions happen every five years or so. A local professor said that there has not been a strong earthquake in the history of the area, but one may be possible. The frequency Hazard Category Frequency Notes Flood Almost 6 Flooding from ice break-up in the spring occurs annually. Certain Urban flooding during heavy rain also occurs in some areas during the summer. Explosion Likely 5 Explosions occur within the community at least once every five years. Earthquake Rare 1 Trillium is in a stable geologic area and has not experienced an earthquake in >1 years. 6

35 Drought/Low Water Extreme Temperatures -Heat/Cold Wave Flood Fog Forest/Wildland Fire Freezing Rain Geomagnetic Storm Hail Epidemic Pandemic Lightning Natural Space Object Crash Snow Storm/Blizzard Tornado Windstorm Explosion/Fire Human Made Space Object Hazardous Materials Incident/ Spills - Transportation Incident Cyber Attack Likely 5 Almost Certain 6 Unlikely 3 Unlikely 3 Likely 5 Likely 5 Probable 4 Probable 4 Probable 4 Probable 4 Likely 5 Very Unlikely 2 Probable 4 Probable 4 Probable 4 Probable 4 Very Unlikely 2 Very Unlikely 2 Very Unlikely 2 Hotter summers with less rain have become more common in the last 5 yrs. There has been a significant shift in climate, resulting in more extreme temperatures. Depending on weather conditions, a large scale forest fire is very likely in NF There is increase in the number of epidemics occuring annually. Severity of storms has increased over the years

36 Consequence is divided into six categories based on recommended practices: Social Impacts - The direct negative consequences of a hazard on the physical health of people. Property Damage - The direct negative consequences of a hazard on buildings, structures and other forms of property, such as crops. Critical Infrastructure Service Disruptions/Impact - The negative consequences of a hazard on the interdependent, interactive, interconnected networks of institutions, services, systems and processes that meet vital human needs, sustain the economy, protect public safety and security, and maintain continuity of and confidence in government. Environmental Damage - The negative consequences of a hazard on the environment, including the soil, water, air and/or plants and animals. Business/Financial Impact - The negative economic consequences of a hazard. Psychosocial Impacts - The negative response of community or a subset of the community to a hazard caused by their perception of risk. This includes human responses such as self-evacuation, mass panic and other potential undesirable responses. The total consequence value can be obtained by adding the values obtained from each of the sub variables. Note: The social impacts sub variable is further divided into the fatality rate, injury rate and evacuation rate. Since human impacts are often the most 'jarring 1 result of an emergency and have an unquantifiable impact on the community, social impact was intentionally weighted higher than the other sub variables. The consequence categories in this HIRA methodology are a scale of impact, rather than a prioritization. The same value in two categories does not mean that the consequences of the two are equal and interchangeable. 8

37 Table 4. Social Impacts, including fatalities, injuries and evacuation. Fatalities Consequence Category Description None Not likely to result in fatalities within the community. 1 Minor Could result in fewer than five fatalities within the community. 2 Moderate Could result in 5-1 fatalities within the community. 3 Severe Could result in 1-5 fatalities within the community. 4 Catastrophic Could result in +5 fatalities within the community. Injuries Consequence Category Description None Not likely to result in injuries within the community. 1 Minor Could injure fewer than 25 people within community. 2 Moderate Could injure 25-1 people within the community. 3 Severe Could injure +1 people within the community. Evacuation Consequence Category Description None Not likely to result in an evacuation shelter-in -place orders, or people stranded. 1 Minor Could result in fewer than 1 people being evacuated, sheltered-in-place or stranded. 2 Moderate Could result in 1-5 people being evacuated, sheltered-in-place or stranded. 3 Severe Could result in more than 5 people being evacuated, sheltered-in-place or stranded. 9

38 Table 5. Property Damage Property Damage Consequence Category Description None Not likely to result in property damage within the community. 1 Minor Could cause minor and mostly cosmetic damage. 2 Moderate Localized severe damage (a few buildings destrayed). 3 Severe Widespread severe damage (many buildings destrayed). Table 6. Critical Infrastructure Failure/Service Impact (Cl) Critical Infrastructure Service Impact (Cl) Consequence Category Description None Not likely to disrupt critical infrastructure services. 1 Minor Could disrupt 1 critical infrastructure service. 2 Moderate Could disrupt 2-3 critical infrastructure services. 3 Severe Could disrupt more than 3 critical infrastructure services. Table 7. Environmental Damage Environmental Damage Consequence Category Description None Not likely to result in environmental damage. 1 Minor Could cause localized and reversible damage. Quick clean up possible. 2 Moderate Could cause major but reversible damage. Full clean up difficult. 3 Severe Could cause severe and irreversible environmental damage. Full clean up not possible. 1

39 Table 8. Business/Financial Impact Business/Financial Impact Consequence Category Description None Not likely to disrupt business/financial activities. 1 Moderate Could result in losses for a few businesses. 2 Severe Could result in losses for an industry. Table 9. Psychosocial Impact Psychosocial Impact Consequence Category Description None Not likely to result in significant psychosocial impacts. 1 Moderate Significant psychosocial impacts including limited panic, hoarding, self evacuation and long-term psychosocial impacts. 2 Severe Widespread psychosocial impacts, e.g. mass panic, widespread hoarding and self-evacuation and longterm psychological impacts. Example: To calculate the consequence for floods in Trillium, the emergency manager used historic accounts, insurance reports and scientific information. This information showed that flooding in Trillium is likely to result in an evacuation of approximately 2 people and that severe property damage was to be expected. The emergency manager also found that during many past floods, roads were not accessible, several businesses had to be closed and there was isolated environmental damage due to erosion along the bank of the river. Therefore, the magnitude worksheet section for floods would look like: Social Property Critical Environmental Business/ Psycho- Sub-variable Impacts Damage Infrastructure Damage Financial social Total Impact Impact Impact

40 Drought/Low Water Extreme Temperature-Heat Extreme Temperature-Cold Wave Flood Fog Forest/Wildland Fire Freezing Rain Geomagnetic Storm Hail Human Health-Epidemic Human Health-Pandemic Lightning Natural Space Object Crash Snowstorm/Blizzard Tornado Windstorm Explosion/Fire Human Made Space Object Crash Hazardous Materials Incident/ Spills Transportation Incident Cyber Attack

41 Once the consequence values have been added up, they are put into groups as shown in the table below. This gives equal weight to Consequence and Frequency. Table 11. Total Consequence Sub variable Total Consequence Description Minor Slight Moderate Severe Very Severe Catastrophic 13

42 Drought/Low Water Extreme Temperature - Heat Wave Extreme Temperature - Cold Wave Flood Fog Forest/Wildland Fire Freezing Rain Geomagnetic Storm Hail Human Health - Epidemic Human Health - Pandemic Lightning Natural Space Object Crash Snow Storm/Blizzard Tornado Windstorm Explosion/Fire Human Made Space Object Crash Moderate Slight Moderate Catastrophic Minor Catastrophic Minor Minor Minor Slight Slight Slight Minor Slight Severe Slight Catastrophic Minor Hazardous Materials Incident/Spill - Transportation Incident Cyber Attack Severe Slight

43 The frequency and consequence can be influenced by factors such as mitigation actions and climate change. Changing Risk helps to account for these changes. Changing Risk= Change in Frequency+ Change in Vulnerability Change in Frequency 1. Is the number of non-emergency occurrences of the hazard increasing? 2. Is human activity (e.g. population growth, change of drainage patterns) likely to lead to more interaction with the hazard or an increase in frequency? 3. Is there an environmental reason (e.g. climate change) why the frequency of this hazard may increase? 4. Are human factors such as business, financial, international practices more likely to increase the risk? If the answer is 'yes' to two or more, then the change in frequency= 2 If the answer is 'yes' to one or fewer then the change in frequency= 1 Change in Vulnerability 1. Is a large number of the population vulnerable or is the number of people vulnerable to this hazard increasing? 2. Does critical infrastructure reliance or a 'just-on-time' delivery system (e.g. stores not keeping a supply of food and relying on frequent shipments) make the population more vulnerable? 3. Are response agencies not aware of, practiced and prepared to response to this hazard? 4. Are no prevention/mitigation measures currently in use for this hazard? If the answer is 'yes' to two or more, then the change in vulnerability= 2 If the answer is 'yes' to one or fewer then the change in vulnerability= 1 15

44 Drought/Low Water Extreme Temperature - Heat Wave Extreme Temperature - Cold Wave Flood Fog Forest/Wildland Fire Freezing Rain Human Health - Pandemic Lightning Natural Space Object Crash Snow Storm/Blizzard Tornado Windstorm Explosion/Fire Human Made Space Object Crash Hazardous Materials Incident/Spill- y y y y y n y n y y y n 2 y y y y 2 4 y y y n 2 y y y y 2 4 n y y n 2 n n y y 2 4 n n y n 1 n n y n 1 2 y y y n 2 y n y y 2 4 n n y n 1 y n y y 2 3 Geomagnetic Storm Hail n n y n 1 n n y y 2 n n y n 1 n n y y Human Health - Epidemic y y n n 1 n n y y 2 3 Transportation Incident Cyber Attack y y n n 2 y n y y 2 4 y n y n 2 n n y y 2 4 n n n n 1 y y y n 2 n n n n 1 2 y n y y 2 4 y n y n 2 n n y y 2 4 y n y n 2 n n y y 2 4 n y n y 2 y n y y 2 4 n n n n 1 n n n n 1 2 n n n y 1 n n y n 1 2 y n n y 2 y n n n 1 2

45 Once you have completed the Frequency, Magnitude and Changing Risk Work Sheets, you can now begin to prioritize your hazards by using the HIRA equation: Risk = Frequency * Consequence * Changing Risk Example: The Emergency Manager of Trillium found a frequency value of 6, a total consequence value of 4 and a changing risk value of 4 for floods. These numbers were entered into the equation and multiplied together. The result was: Flood Risk= 6*4*4 = 96 17

46 Drought/Low Water Extreme Temperature - Cold Wave Extreme Temperature - Heat Wave Flood Fog Forest/Wildland Fire Freezing Rain Geomagnetic Storm Hail Epidemic Pandemic Lightning Natural Space Object Crash Snow Storm/Blizzard Tornado Windstorm Explosion/Fire Human Made Space Object Crash Hazardous Materials Incident/Spill- Transportation Incident Cyber Attack

47 Extreme Temperature-Cold Wave, Flood, Forest/Wildland Fire, Lightning, Tornado, Explosion/fire Drought/Low Water, Extreme Temperature-Heat Wave, Hazardous Materials Incident/Spills-Transportation Incident Pandemic, Snow Storm/Blizzard, Windstorm Hail, Epidemic Geomagnetic Strom, Freezing Rain, Cyber Attack Fog, Human Made/Natural Space Object Crash

48 Hazards and risks may change over time so it is important to review your HIRA annually. Date of Current HI RA: Date of Next Revision: Signature:. 2

49 Next Steps: Vulnerable Groups and Mitigation Actions Vulnerable Groups Some people may be more vulnerable to certain hazards than others due to many different reasons such as disabilities, economic status and health and are therefore more likely to suffer from the negative impacts of a hazard. These groups may be more vulnerable to a hazard due to an inability to self-evacuate or to take the proper safety precautions, susceptible to a hazard due to their health, or a lack of access to warnings or other reasons that increase their vulnerability to a specific hazard. Not all people who identify themselves as belong to one of these groups may be at an increased risk during the occurrence of a hazard, it will depend on the individual's specific situation. It is important to consider vulnerable groups once the hazards have been identified. Assessing vulnerability is a key consideration in planning and it can assist in mitigation action decision-making. Mitigation Actions Mitigation is defined as "actions taken to reduce the adverse impacts of an emergency or disaster" (EMO, 211). A HIRA is only one part of a comprehensive emergency management program. Once the risk for each of the hazards is known, it is vital that attempts be made to reduce their risks, beginning with the hazards identified as having extreme and very high levels of risk. 21

50 Possible Vulnerable Groups - North Frontenac has an aging population, spread over a large geographical area. There are families with school age children and people with disabilities within our population. Drought/Low Water Extreme Temperatures- Heat & Cold Flood Fog Forest/Wildland Fire Freezing Rain Geomagnetic Storm Hail Epidemic Pandemic Lightning Natural Space Object Crash Snow Storm/ Blizzard Tornado Windstorm Explosion/Fire Human Made Space Object Crash Hazardous Materials Incident/Spill - Transportation Incident Cyber Attack Plans to reduce vulnerability include: Increase public education and awareness of emergency preparedness i.e. 72 hour kits, maintenance of generators

51 Hazard Action Priority Estimated Estimat- Timeline ed Cost Funding Sources Notes.,,,,, r+ :J tt. DJ a: OQ DJ tt. :J )> n tt. :J en ~... ~ en,,, :::r,,, r+

52 Emergency Management Program 214 Statement of Completion Municipality: Sector: Verification: Please attach your completed Municipal Annual Maintenance Checklist and have officials sign below as indicated. We, the undersigned, declare that (municipality) has completed all of the necessary requirements of the Emergency Management and Civil Protection Act RSO 199 and Ontario Regulation 38/4. Community Emergency Management Coordinator Date Head of Council Date EMO Use Only: Data verified by (Field Officer): Date: Head Office receipt (EMA): Date: Form C-2-14 Office of the Fire Marshal and Emergency Management 214

53 ANNUAL MUNICIPAL MAINTENANCE CHECKLIST NAME OF COMMUNITY: Township of North Frontenac Date submitted: The following information must be provided to the Field Officer to document compliance CEMC DESIGNATION AND TRAINING Provide to the Field Officer: 1. Names of the primary and Primary CEMC Name: Steve Riddell Phone: alternate CEMCs, and their Trained? Yes/date or Yes September 25 and 24/7 phone number no 2. Date that they have completed the required training 1 st Alternate Name: Brooke Drechsler officesupport@northfrontenac.ca See O. Reg. 38/4 Part II Section 1 paras 1 4 EMERGENCY MANAGEMENT PROGRAM COMMITTEE Provide to the Field Officer: 1. List or attach a list of committee members, and 2. The dates on which the committee met. See O. Reg. 38/4 Part II Section 11 PROGRAM BY-LAW Provide to the Field Officer: 1. Date the current By-Law was passed and By-Law number Trained? Yes/date or no 2 nd Alternate name phone Trained? Yes/date or no Names of committee members Phone: Yes - June 214 Steve Riddell Deputy Mayor Fred Perry Councillor Wayne Good Councillor Lonnie Watkins Dates of Meetings February 3, 214 April 28, 214 July 21, 214 September 26, 214 October 14, 214 Date and Number #18-7 To Adopt an Emergency Response Program #7-9 Pandemic Plan 2. If the by-law has been amended or replaced, provide a copy of the new version to the Field Officer See EMCPA 2.1 (1) If by-law has been amended or replaced; has a copy been provided to OFMEM? Yes/no HAZARD IDENTIFICATION AND RISK ASSESSMENT (HIRA) Confirm to the Field Officer: 1. The date on which the HIRA was reviewed by the Program Committee 2. If the HIRA has been updated or amended, provide a copy to the Field Officer. See EMCPA 2.1 (3 8 inclusive) On what date or dates was the HIRA reviewed and by whom. If HIRA was amended or updated, has a copy been provided to OFMEM? September 26, 214 October 14, 214 Yes 1/3

54 The following information must be provided to the Field Officer to document compliance EMERGENCY RESPONSE PLAN Date that plan was February 3, 214 reviewed. Provide to the Field Officer: April 28, The date that the plan was July 21, 214 reviewed, September 26, By whom it was reviewed, and 3. If amended, a copy of the revised plan, and a copy of the current by-law See EMCPA Section 3 all and EMCPA Section 14 all Also O. Reg. 38/4 Part II Section 15 EMERGENCY OPERATION CENTRE (EOC) Provide to the Field Officer: 1. The location/address and phone number (if available) of the designated EOC, and alternate(s) 2. That the EOC has appropriate communications equipment See O. Reg. 38/4 Part II Section 13.(1) and (2) Who reviewed the plan? If plan was amended, has a copy of the new approved plan and bylaw been forwarded to OFMEM and what is the date of approval/passing of revised Plan? Location/address of EOC and alternate(s) Date that CEMC or Program Committee confirmed that the EOC has appropriate communications equipment and that it has been tested where possible. CEMC to explain to FO what has changed when changes made. Emergency Management Program Committee Township Office Road 56, Plevna Alternate: Harlowe Community Hall 147 Gull Lake Road, Harlowe CRITICAL INFRASTRUCTURE(CI) LIST Provide to the Field Officer: 1. The date on which the CI list was reviewed, 2. By whom it was reviewed, and 3. If the CI list has been amended or updated, a copy of the revised CI list. See EMCPA Section (3) Date that CI list was reviewed. Who reviewed the CI list? If CI list has been amended, has copy been provided to OFMEM and on what date? July 21, 214 EMPC CI List was not amended 2/3

55 The following information must be provided to the Field Officer to document compliance ANNUAL TRAINING Provide to the Field Officer: Date(s) of Training September 3, Date of training, Type of training 2. Type of training conducted, and 3. List of attendees List of attendees See attached See EMCPA Section 2.1 (2) (b) Also EMCPA Section 3.5 Also O. Reg. 38/4 Part II Section 12 (3) ANNUAL EXERCISE Provide to the Field Officer: 1. Date of the exercise, 2. Type of exercise conducted, 3. Aim of the exercise, 4. List of participants, 5. Findings of evaluators, and 6. Corrective Actions proposed based on findings of the evaluators. See EMCPA Section 3(5) Also O. Reg. 38/4 Part II Section 12(6) Date of Exercise September 3, 214 Type of exercise Aim of exercise List of participants Findings Flood and Earthquake in North Frontenac See attached Corrective Actions proposed EMERGENCY INFORMATION OFFICER (EIO) Provide to the Field Officer: 1. The name of the designated Emergency Information Officer. Name of EIO Stan Seitz Date appointed 24/7 contact info See O. Reg. Part II Section 14 all PUBLIC EDUCATION Provide to the Field Officer: 1. A description of the Public Education activities conducted by the municipality. 2. Copies of any Public Information materials distributed or utilized. See EMCPA 2.1(2) (c) ANNUAL REVIEW Provide to the Field Officer 1. A signed original copy of the Emergency Management Program Statement of Completion form and Annual Municipal Maintenance Checklist. See O. Reg. 38/4 Part II Section 11(6) Brief description of Public Education Program Date of Annual Program review by Program Committee Date Annual Forms submitted to Field Officer Information regarding Emergency Preparedness posted to Township Website; See attached notices posted to Website and published in Frontenac News. October 14, 214 3/3

56 (index.html) News and Events Home (index.html) > News and Events (news.html) News Home ( Search News Cold Weather Health Warning - KFL&A Public Health Health Is Issuing a cold weather health warning to area community partner agencies and the general Ing to Environment Canada, temperatures are expected to drop below -21 c tonight January Tuesday. January 28, 214. This advisory is in effect for the Kingston, Frontenac and Lennox & ermla becomes an Increasing health risk and when the wind chill reaches -35 or colder, exposed skin ltttle as 1 minutes. Over exposure to cold temperatures can result In severe Injury and even death. c Society recommends that children remain indoors when the temperature Is -25 C or -28 d community partner agencies that deal with wl cold weather contingency plans and contlnu

57 (index.html) News and Events Home (index.html) > News and Events (news.html) News Home ( Search News Cold Weather Health Warning - KFL&A Public Health Health Is Issuing a cold weather health warning to area community partner agencies and the general Ing to Environment Canada, temperatures are expected to drop below -2s c or -28 wind chill Monday evening January 2, 214 until Friday morning January 24, 214. This advisory is in effect, Frontenac and Lennox & Addlngtlon areas. ermla becomes an Increasing health risk and when the wind chill reaches -35 or colder, exposed skin ltttle as 1 minutes. Over exposure to cold temperatures can result In severe Injury and even death. c Society recommends that children remain indoors when the temperature Is -25 C or -28 d community partner agencies that deal with wl cold weather contingency plans and contlnu

58 (index.html) News and Events Home (index.html) > News and Events (news.html) News Home ( Search News Emergency Preparedness Week May 4-11, 214 epends on you in 72?" If you or your family are caught in an emergency or disaster, are oyou have a 72-hour kit7 An emergency plan? is a shared responsibility. We know that in some cases when a disaster occurs, it can take up to three ncy responders to reach you while they deal with the response and the most critically injured. Make the time now to prepare yourself with the items necessary to survive for a 72-hour period. to-prepare items, enough for 3 days) and a manual can o n for each day)

59 Special Considerations Items for babies and small children-diapers, formula, bottles, baby food, comfort items Prescription medication Medical supplies and equipment Pet food and supplies Any other items specific: to your family's needs During an emergency, you should stay tuned to local news channels. Be sure to have a portable, battery-operated or crank radio in your survival kit in case of power outages. For further information, visit lwww.emergencymanagementontario.ca/ { to prepare yourself and your family! No comments. 214 Township of North Frontenac Privacy Policy (privacy-policy.html) Terms of Use (terms-of-use.html) Web Stats (webstats.html} Site Map (sitemap.html) Web Poll (poll-results.html) Feedback (feedback.html) Contact (contacts.html) Help (help.html)

60 (index.html) News and Events Home (index.html) > News and Events (news.html) News Home ( Search News Fire Prevention Week - October 5-11, 214 okealarms. n eekl From October , North Frontenac Fire Department is joining forces with National Fire Protection Association (NFPA) to remind local resident about the importance of scan make a life-saving difference in a fire, but they need to be working," said Lorraine Carli, NFPA's of Outreach and Advocacy. "Unfortunately, many home tire deaths result from tires where a smoke but does not operate. This year's Fire Prevention Week theme focuses on motivating people to test lanns each month to make sure they're working properly. 11 ulres that working smoke alarms be located on every storey of every home and outside all sleeping se your chances of surviving a fire by up to 5961 Frontenac Rreflghters and safety advocates recommend are: ry bedroom, outside each sleeping area and on

61 Join us at the Snow Road Fire Station on Saturday, October 11, 214 from 1:-2: to learn about what you can do to protect your family and home during Fire Prevention Week, October 5-11, 214! No comments. 214 CC> Township of North Frontenac Privacy Policy (privacy-policy.html) Terms of Use (terms-of-use.html) Web Stats (webstats.html) Site Map (sitemap.html) Web Poll (poll-results.html) Feedback (feedback.html) Contact (contacts.html) Help (help.html)

62 (index.html) News and Events Home (index.html) > News and Events (news.html) News Home ( Search News Is Your Chimney Safe? lmney fires which have the potential to destroy homes and take lives every year. re can be noisy and dramatic, flames or dense smoke, low rumbling noises, like a low flying airplane, and ones we know about. The less obvious ones are slow burning that don't get enough air or have enough atlc. But like the obvious ones they have extreme high temperatures that can damage the chimney mbustlble pans of your home. place or a woodstove In your home, make certain your chimney and flue pipes are inspected deaned as often as necessary. The following tips will keep you aware of potentially dangerous chimney detect and avoid them. ta keep wood fuelled fires contained, whlle p

63 Install stovepipe thermometers to help monitor flue temperatures where wood stoves are in use, so you can adjust burning practices as needed Have the chimney inspected and cleaned on a regular basis Proper Maintenance Clean chimneys don't catch fire. Make sure a Certified Chimney Sweep inspects your solid fuel venting system annually, and cleans and repairs it whenever needed. Your sweep may have other maintenance recommendations depending on how you use your fireplace or stove. Wood Energy Technology Transfer lnc.(weti Inc.), a non-profit training and education association, recommends that you call on certified chimney sweeps, since they are regularly tested on their understanding of the complexities of chimney and venting systems. Signs That You've Had a Chimney Fire Since chimney fires can occur without anyone being aware of them and damage from such fires can endanger a home and its occupants, how do you tell if you've experienced a chimney fire? Here are the signs a professional chimney sweep looks for: "Puffy" creosote, with rainbow coloured streaks, that has expanded beyond creosote's normal form Warped metal of the damper, metal smoke chamber, connector pipe or factory-built metal chimney Cracked or collapsed flue tiles, or tiles with large chunks missing Discoloured and distorted rain cap Creosote flakes and pieces found on the roof or ground Roofing material damaged from hot creosote Cracks in exterior masonry Evidence of smoke escaping through mortar joints of masonry or tile liners If you think a chimney fire has occurred, call a WETI Certified Chimney Sweep for a professional evaluation. If your suspicions are confirmed, a certified sweep will be able to make recommendations about how to bring the system back into compliance with safety standards. Depending on the situation, you might need a few flue tiles replaced, a relining system installed or an entire chimney rebuilt. Each situation is unique and will dictate its own solution. What To Do If You Have a Chimney Fire If you realize a chimney fire is occurring, follow these steps: 1. Get everyone out of the house, including yourself 2. Call the fire department If you can do so without risk to yourself, these additional steps may help save your home. Remember, however, that homes are replaceable, but lives are not: Put a flare type chimney fire extinguisher into the fireplace or wood stove Close the glass doors on the fireplace Close the air inlets on the wood stove

64 Use a garden hose to spray down the roof (not the chimney) so the fire won't spread to the rest of the structure Monitor the exterior chimney temperature throughout the house for at least 2 or 3 hours after the fire is out. If you have any questions, please contact Eric Korhonen, Fire Prevention Officer, at fponffd@gmail.com. No comments. 214 Township of North Frontenac Privacy Polley (prlvacy-pollcy.html) Terms of Use (terms-of-use.html) Web Stats (webstats.html) Site Map (sitemap.html) Web Poll (poll-results.html) Feedback (feedback.html) Contact (contacts.html} Help {help.html}

65 Cost = $ HST (x2) Cost = $ HST (x2) Fire Prevention Week October 5-11, 214 Fire Prevention Week runs October 5 11, 214. This year s theme is Working Smoke Alarms Save Lives, Test Yours Every Month! During this year's fire safety campaign, fire departments will be spreading the word about testing your smoke alarms monthly. Working smoke alarms can make a life-saving difference in a fire. North Frontenac Fire Department will be hosting an open house on October at the Snow Road Fire Hall 1: am to 2: pm. Come out and enjoy a BBQ, while we demonstrate how Smoke alarms work and the different types and their applications, try out a fire extinguisher, and learn about firefighting in North Frontenac. Yours in Prevention and Protection Eric Korhonen Fire Prevention Officer North Frontenac Township FPONFFD@gmail.com Fire Prevention Week October 5-11, 214 Working towards safer homes fire service to check for working smoke alarms The Township of North Frontenac - During the week of October 5-11, the North Frontenac Fire Department will be conducting door-to-door checks of smoke alarms in North Frontenac. The North Frontenac Fire Department will be checking to ensure there are working smoke alarms on every storey, as well as outside all sleeping areas. Most fatal fires occur at night when everyone is asleep, so that is why it is so important for everyone to have working smoke alarms and know what to do when they sound. Working smoke alarms will give you the early warning you need for everyone to get out safely. There is no smoke alarm warning in approximately 5 per cent of all fatal fires in Ontario. The Firefighters will be in uniform and have department photo identification. Yours in Prevention and Protection Eric Korhonen Fire Prevention Officer North Frontenac Township FPONFFD@gmail.com

66 First Aid/CPR Training North Frontenac Township is organizing a First Aid/ CPR course at the Clar-Mill Community Hall, 6598 Buckshot Lake Road, Plevna on October 18, 214 from 9: a.m. until 4: p.m. Cost is $75. per person. Payment in advance required, no later than October 1 at the municipal office. Spaces are limited. Bring your own lunch, snacks and drinks Call Brooke at (613) ext. 239 for inquiries Steve Riddell Director of Emergency Services/Fire Chief

67 COMMUNITY CONTROL GROUP A - 3 Title Name Bus. Phone Res. Phone MAYOR Alternate Deputy Mayor Fred Perry Fax: CAO/OPERATIONS OFFICER Cheryl Robson Alternate Corey Klatt TREASURER Angela Millar Alternate Kelly Watkins FIRE CHIEF Steve Riddell Cell # Cell # Alternate Sandy Ryder Randy Schonauer C.E.M.C. Steve Riddell Cell # Cell # Alternate Brooke Drechsler EVACUATION COORDINATOR Eric Korhonen Alternate Vern Martyn LOGISTICS O.P.P. Derek Needham EXT. 441 Alternate Mike Carouche PUBLIC WORKS MANAGER Jim Phillips Alternate Gregg Wise Appendix A September 214

68 Title Name Bus. Phone Res. Phone A - 3 KFLA PUBLIC HEALTH Matthew Doyle Fax: Alternate Ed Gardiner or PH: Fax: NFCS Don Amos (Cell) or RED CROSS Kevin O Neill Cell: Fax: EMS Dave Gemmill Alternate Mark Podgers OFFICE SUPPORT STAFF Tammy McQuigge Alternate Sandra Lessard PUBLIC INFORMATION OFFICER Stan Seitz Alternate Corey Klatt CITIZEN INQUIRY CONTACT Judy Tooley Alternate IT TECHNICIAN/MAPPING COORDINATOR Evan Sepa Alternate Charlene Godfrey, Central Frontenac IT Appendix A September 214

69 Epidemics, Pandemics, and Outbreaks of Contagious Dlseaaes Web MD Search Symptoms I Doctors I Heatth care Reform HEALTHA-Z DRUGS &SUPPLEMENTS LIVING HEAL THY FAMILY&PREGNANCY Article Link: ea Ith Center Tools & Resources What Sinuses Look Like All About Eye Allergies Inside an Ear Infection Tips to Avoid Cold and Flu 15 Immune-Boosting Foods When Your Child Has a Cold [i ~ Listen What Are Epidemics, Pandemics, and Outbreaks? Epidemics, Pandemics, and Outbreaks Share this: When is a disease outbreak a concern? And what is the difference between an epidemic and a pandemic? Learn the basics about the spread of serious diseases and what you can do to protect yourself, your family and your community. What is a disease outbreak? A disease outbreak happens when a disease occurs in greater numbers than expected in a community or region or during a season. An outbreak may occur in one community or even extend to several countries. It can last from days to years. Sometimes a single case of a contagious disease is considered an outbreak. This may be true if it is an unknown disease, is new to a community, or has been absent from a population for a long time. If you observe what you think might be a disease outbreak, report it right away to your health care provider or public health department. What is an epidemic? htlp:/lwww.webmd.com/cok:t-and-flulwhat-are-epldemle&il8ndemlcs.outbreaks Swine Flu outbreak: Get the Facts "*hmd Get the latest swine flu fact!: and information fromwebmd the CDC and other public health agencies. Swine Flu Center I-OCUS on t-lu: Get Expert Answers Video: Swine Flu Precautions Swine Flu Symptoms 113

70 9/29/214 Epidemics, Pandemics, and Outbreaks of Contagious Diseases H1N1 Swine Flu Vaccine ls the H1N1Swine Flu Vaccine Safe? Swine Flu: 1 Things Not To Do CDC Swine Flu Updates Swine Flu Slideshow Learn more about the H1N1 swine flu and see what you ca1 do to stay healthy. View the slideshow. 29 WebMD, LLC. All rights reserved. An epidemic occurs when an infectious disease spreads rapidly to many people. In 23, the severe acute respiratory syndrome (SARS} epidemic took the lives of nearly 8 people worldwide. What is a pandemic? A pandemic is a global disease outbreak. HIV I Al DS is an example of one of the most destructive global pandemics in history. Influenza pandemics have occurred more than once. Spanish influenza killed 4-5 million people in Asian influenza killed 2 million people in Hong Kong influenza killed 1 million people in An influenza pandemic occurs when: A new subtype of virus arises. This means humans have little or no immunity to it. Everyone is at risk. The virus spreads easily from person to person, such as through sneezing or coughing. The virus begins to cause serious illness worldwide. With past flu pandemics, the virus reached all part~ of the globe within six to nine months. With the speed of air travel today, public health experts believe, influenza pandemic could spread much more quickly. A pandemic can occur in waves. And all parts of U world may not be affected at the same time. The World Health Organization (WHO} provides an influenza pandemic alert system, with a scale ranging from Phase 1 (a low risk of a flu pandemic} to Phase 6 (a full-blown pandemic}: 2/3

71 9/29/214 Epidemics, Pandemics, and Outbreaks of Contagious Diseases Phase 1: A virus in animals has caused no known infections in humans. Phase 2: An animal flu virus has caused infection in humans. Phase 3: Sporadic cases or small clusters of disease occur in humans. Human-to-human transmission, if any, is insufficient to cause community-level outbreaks. Phase 4: The risk for a pandemic is greatly increased but not certain. Phase 5: Spread of disease between humans is occurring in more than one country of one WHO region Phase 6: Community-level outbreaks are in at least one additional country in a different WHO region from phase 5. A global pandemic is under way. How many people die from a pandemic depends upon: The number of people who become infected The severity of disease caused by the virus {its virulence) The vulnerability of affected populations The effectiveness of preventive steps Further Reading: Gastrointestinal Complications (PDQ ): Supportive care - Health Professional Information [NCl]-Diarrhea Cholera Cholera: Causes, Symptoms, Treatment, and Prevention Planes, Trains, and... Cold Viruses? Digestive Problems: 1 Tips for Daily Life Top Picks 1 Foods to Eat When You Have the Flu Is It a Cold or Is It the Flu? Flu Shots and Side Effects Top Items for Allergy Relief 15 Immune Boosting Super Foods Stock Up On These Cold & Flu Meds Preventing Dehydration When You Have Diarrhea or Vomiting Diarrhea Symptoms: When Is It Something More Serious? See All Cholera Topics WebMD Medical Reference 1 I 2 I 3 NEXT PAGE > 3/3

72 1/3/214 Emergency Management Ontario :: Guide to Incident Management System Implementation Emergency Management Ontario :: Guide to Incident Management System Implementation GUIDE TO INCIDENT MANAGEMENT SYSTEM IMPLEMENTATION Guide to IMS Implementation Outline Background Things to Keep in Mind How to Implement IMS Simple Steps to Use IMS Resources Learn More Background Many organizations in Ontario have implemented the Ontario Incident Management System (IMS) A growing number of organizations are in the process of implementing IMS and seeking guidance/assistance This resource provides high-level guidance to assist organizations in implementing IMS, with supporting templates/materials This guide is based on Implementation Measures identified by the IMS Steering Committee and recommended practices identified by organizations using or implementing IMS Things to Keep in Mind There are multiple approaches to implementing IMS: Start small - take it slow, step-by-step Start big - take it fast, full-scale adoption Top-down - through committee decision, resolution, by-law, etc. Bottom-up - through procedures, training, operational use, etc. In cooperation link with others from your jurisdiction or sector Charge ahead implement in your organization first Choose the best method for your organization: What are your motives and needs? What is your timeline? Who is involved? What are the obstacles? What resources are available? Build on what you already have: IMS is consistent with recommended practices IMS processes can be incorporated in existing systems Use the toolbox approach : Use only the tools that suit your needs It s not necessary to use all IMS tools and resources Adapt and customize: Every organization and incident is unique IMS resources may be adapted and customized to fit organization and incident-specific needs (while respecting the overall standardization of IMS) Collaboration is important: Within your organization or jurisdiction Outside your organization or jurisdiction Benefit from other s experience: Many organizations have already implemented IMS Identify lessons-learned and recommended practices Investigate what resources/tools may be available Benefit from Ontario resources: Doctrine, Guidelines, Procedures, Tools and Exemplars Training Website and communications ( How to Implement IMS? Governance: Establish a governance structure Identify a lead and include all relevant stakeholders Raise Awareness: Ensure staff are aware of IMS and where to access resources 1/7

73 1/3/214 Emergency Management Ontario :: Guide to Incident Management System Implementation Endorse IMS: Issue a statement, resolution, memo, , etc. Adopt IMS in Policy, Plans and Procedures: Revise relevant policy, plans and procedures to reflect IMS Support Training: Attend courses, nominate participants, designate instructors Use IMS in Exercises: Structure and conduct exercises using IMS concepts Conduct Operations using IMS: Use IMS in responding to real incidents and planned events Sustainability: All of the above will ensure sustainability How to Implement IMS Detailed Overview Governance: Treat IMS implementation like a project Designate a lead Identify who should be included in the process Consider establishing a Working Group or Committee Identify goals, activities, resources, timelines, etc. Review progress Awareness: Provide staff with information on available IMS resources Sign up for IMS News and Updates ( Develop awareness-raising tactics (info sessions, s, etc.) Identify objectives, target audience, key messages Incorporate IMS in existing communications (i.e. newsletters) Track your progress in raising awareness Record the above in a Communications Plan (template available) Endorsement Endorse IMS via the most appropriate method: Meeting minutes By-Law (in emergency plans or draft new by-law) Plans Statement of Endorsement Resolution Etc. Notify staff/partners/emo of endorsement: Statement of Endorsement , Memo, Communiqué Resolution Etc. Endorsement templates available at Training Identify courses required Identify who should be trained Establish training levels* for staff based on position/function Identify training targets (date, numbers, levels, etc.) Designate in-house instructors Track training progress Record the above in an IMS Training Plan (template available) Adopt IMS in Policy, Plans, Procedures Identify policy, plans and procures requiring IMS incorporation Identify strategies for adoption: Incorporate in existing resources (policy, plans, by-law, etc.), Develop new resources, Add as an annex Establish timelines: Immediately, Annual review, By specific date Identify responsibility and track progress Record the above in an IMS Integration Plan (template available) Exercise with IMS: 2/7

74 1/3/214 Emergency Management Ontario :: Guide to Incident Management System Implementation Identify exercises for IMS incorporation: Discussion-based, table-top, full-scale, functional, etc. Structure exercises using IMS concepts: Planning process and incident action plans Organization structure Information management Resource management IMS facilities Tools and resources (Forms, Position Checklists, etc.) Other Evaluate the use of IMS during exercises: Identify corrective actions in debriefs/ after action reports Respond with IMS: Use IMS while responding to incidents or events: Planned events, routine incidents, complex emergencies Structure incident response using IMS concepts: Planning process and incident action plans Organization structure Information management Resource management IMS facilities Tools and resources (Forms, Position Checklists, etc.) Other Evaluate IMS use during response: Identify corrective actions in debriefs/ after action reports Sustainability: Consistently using/applying the other measures of IMS implementation in a structured manner will ensure sustainability: IMS 11: Simple Steps to Start Using IMS Consider this guidance to use IMS for an incident or exercise: Respond to immediate needs: Assess the situation and respond accordingly Record initial response activities using the IMS 21 Incident Briefing form Use the IMS 21 form as a tool to brief incoming staff/commander Establish the level of planning required: Verbal Incident Action Plan (IAP)? Written Incident Action Plan? Establish a planning cycle and schedule (as required): Incident Briefing to brief all incoming staff on the incident Initial Command Meeting to establish the command structure (single or unified and determine who is in Command) Objectives/Strategy Meeting for Command to establish objectives/strategies Planning Meeting to review/finalize the Incident Action Plan, with Section Chiefs reporting on how they will complete assigned tasks Operations Briefing to brief staff on the IAP for the next operational period Organize staff into IMS functions: Activate only the IMS functions needed for the specific incident Assign staff specific IMS positions, based on experience/skills If required, assign staff to multiple positions Build the Operations Section based on the needs of the incident: Consider functional Branches (i.e. Debris Removal / Essential Services) Consider geographic Branches (i.e. North Branch, South Branch, etc.) Record this info in the IMS 23 Org. Assignment List or IMS 27 Org. Chart Use basic IMS forms: Use the Incident Briefing (IMS 21) to brief all incoming staff Request all staff to check-in using the Check-In Form (IMS 211 or 211-B) 3/7

75 1/3/214 Emergency Management Ontario :: Guide to Incident Management System Implementation Request all staff to maintain an Activity Log (IMS 214) Record Objectives/Strategies in the Incident Objectives (IMS 22) form Develop an Incident Action Plan, using the IMS 11 Consolidated IAP form Implement the IAP and evaluate success IMS Planning Cycle Learn More: IMS Implementation Resources The following supporting templates may help you implement IMS: Training Plan Template Statement of Endorsement Template Resolution Template Integration Plan: Policy, Plans, Procedures Communications Strategy Template Learn More: IMS Resources Doctrine and Guidelines: IMS Doctrine the overall framework for the Ontario IMS <../../../../../../english/emcommunity/provincialprograms/ims/resources/ims_doctrine.html> EOC Guideline guidance on applying IMS in EOCs <../../../../../../english/emcommunity/provincialprograms/ims/resources/ims_doctrine.html> Tools and Templates: Position Checklists lists key tasks for all IMS positions <../../../../../../english/emcommunity/provincialprograms/ims/resources/positionschecklist/ims_positions_checklist.html> IMS Forms tools to support incident management <../../../../../../english/emcommunity/provincialprograms/ims/resources/ims_forms/ims_forms.html> Planning P Poster overview of the Planning Cycle <../../../../../../english/emcommunity/provincialprograms/ims/resources/guidetoimsimplementation/ims_guide_to_implementation_traini Communications: IMS Webpage find all IMS resources and news <../../../../../../english/emcommunity/provincialprograms/ims/ims_main.html> IMS News and Updates subscribe to receive IMS updates <../../../../../../english/stayconnected/ alerts/ _alerts.html> Intro to IMS PowerPoint brief your staff/leadership <../../../../../../english/emcommunity/provincialprograms/ims/resources/communicationproducts/ims_presentation.html> Fact Sheet a short overview of the IMS project <../../../../../../english/emcommunity/provincialprograms/ims/resources/communicationproducts/ims_fact_sheet.html> Frequently Asked Questions find answers to your questions <../../../../../../english/emcommunity/provincialprograms/ims/resources/communicationproducts/ims_faq.html> Learn More: Training and Experiential Learning Current Training: IMS-1: Intro to IMS for staff involved in incident management < IMS-2: Basic IMS - for all staff involved in incident response < IMS-25: IMS in EOCs - for all staff working in an EOC < IMS-3: Intermediate IMS for staff with IMS leadership roles 4/7

76 1/3/214 Emergency Management Ontario :: Guide to Incident Management System Implementation < IMS-91: Basic IMS Instructor designate your own instructors < Planned Courses: IMS 15: Senior Officials for executives and elected officials IMS-4: Command for Incident/EOC/Area Commanders Emergency Information Officer (EIO) course for EIOs Experiential Learning: Incident Management Capacity Building Program gain incident management experience through Observation and Job Shadowing during large-scale incidents Learn More / Share Your Feedback Using IMS? Please let us know. Send a Statement of Endorsement to askemo@ontario.ca Share your experience. Send us your lessons learned Share your IMS tools/resources Let us know what we can do better Visit Access IMS resources Register for IMS training opportunities Sign up for IMS News and Updates IMS Training Plan Template This is a sample template that may be modified to suit your organization s needs. Enter target audiences, training numbers, resource requirements and implementation dates, for specific IMS courses. Please consult the EMO Course Catalogue < for the most up-to-date list of available IMS Courses. Sample Statement of Endorsement of the Ontario Incident Management System [Organization letterhead] [date] This statement is made in recognition that [insert organization/jurisdiction name] officially endorses the Ontario Incident Management System (IMS) as the established system for incident management in [insert organization/jurisdiction]. This endorsement is made in recognition that: The Ontario Incident Management System provides standardized organizational structures, functions, processes and terminology for use at all levels of emergency response in Ontario, and that this system was developed with input from more than 3 Ontario-based emergency response organizations and stakeholders, who form the IMS Steering Committee. The goal of the incident management system is to provide an efficacious, flexible, and consistent structure and process that is scalable to manage incidents by all levels of government, emergency response organizations, communities, ministries, non-governmental organizations, and the private sector. The collective input and guidance from emergency management partners has been, and will continue to be, vital to the development, effective implementation and utilization of the Incident 5/7

77 1/3/214 Emergency Management Ontario :: Guide to Incident Management System Implementation Management System in Ontario. Approved/adopted this day of, year by [name, title, organization] (as appropriate). Signature (as appropriate Sample IMS Resolution: Adoption of the Ontario Incident Management System [Insert Organization / Jurisdiction Name] WHEREAS, Ontario has developed an Incident Management System (IMS) that provides standardized organizational structures, functions, processes and terminology for use at all levels of emergency response in Ontario; WHEREAS, IMS addresses the need for coordinated responses to large-scale and complex incidents and has been based on similar models in other jurisdictions, and with input from more than 3 Ontario-based emergency response organizations and stakeholders, who form the IMS Steering Committee; WHEREAS, the collective input and guidance from emergency management partners has been, and will continue to be, vital to the development, effective implementation and utilization of a comprehensive IMS in Ontario; and WHEREAS, it is necessary and desirable that emergency organizations and personnel coordinate their efforts to effectively and efficiently provide the highest levels of incident management; and WHEREAS, it is critical that organizations utilize standardized terminology, standardized organizational structures, interoperable communications, consolidated action plans, standardized training, comprehensive resource management, and designated incident facilities during emergencies or disasters; and WHEREAS, [organization s] wishes to enhance its ability to manage incidents. NOW, THEREFORE, BE IT RESOLVED that the Ontario Incident Management System (IMS) is hereby established as the system for incident management for [organization]. PASSED, APPROVED AND ADOPTED this day of, year, by the [position(s)] of [organization]. [position] [signature block] IMS Integration Plan: Policy, Plans and Procedures This is a sample template that may be modified to suit your organization s needs. The IMS Integration Plan is used to identify IMS integration strategies for specific plans, policies and procedures. Communications Strategy Outline This is an optional sample template that may be modified to suit your organization s needs. Objectives Business Objective: Why are you doing this? What outcome/result are you hoping to achieve? Communications Objective: What do you want your target audience(s) to know/think/do as a result of your communications? Context Find out and detail the environment surrounding the initiative. Outline attitudes and behaviours, current trends, potential issues. Detail where there are links to other organization initiatives or programs. How does/can this initiative fit into/advance the organization s strategic priorities? 6/7