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And by the way, if this looks like your company’s disaster recovery plan, you may want to look more closely at a cloud backup and data recovery solution like ours. The School of Arts and Sciences (SAS) envisions the development of students who are dynamic, highly adaptable and are inspired by the values and ideals of Dr. Guided by this Vision, the School of Arts and Sciences offers general education courses that aim to develop the fundamental knowledge and holistic skills that serve as effective foundation for subsequent professional courses, such as those in Engineering, Business, Nursing, Technology and others. The School of Arts and Sciences also offers professional academic programs in Education and Communications, emphasize English and technical proficiency as needed in the field of actual practice. It also affords opportunities for its faculty and students to be actively involved in related community extension services and research activities. In these ways, the School of Arts and Sciences contributes its share in the realization of the overall Vision and Mission of Lyceum of the Philippines- Laguna.
Satellite Communications for Disaster Preparedness, Early Warning and Response Donna Bethea Murphy Vice President, Regulatory Engineering.
Satellites perform best when… Terrestrial infrastructure is damaged, destroyed or overloaded. Iridium Global Disaster Communications Activities Iridium Test Your Satellite Phone Program ITU Cooperation Agreement – 66 satellite phones; deployed to Uganda, Zambia, Myanmar, Bangladesh, India, China, Kyrgyz Republic, Pakistan and Japan in response to natural disasters. Satellite Communications for Disaster Preparedness, Early Warning and Response Kelly O’Keefe Access Partnership – for Iridium CANTO – July 23, 2012. 1 Alvin Chew Director, Business Development, Asia 20 th August 2014 Satellite Communication Procedures in the event of Natural Disasters. NCHRP Report 753 A Pre-Event Recovery Planning Guide for Transportation Final Report Presentation NCHRP Project 20-59(33) Synthosys, LLC URS November 2012. 13 th Meeting of the Interagency Working Group (IWG) on ICT November 20, 2009, UNCC, Bangkok by Asia-Pacific Telecommunity APT Initiatives on Disaster. NSBE Space Special Interest Group Region 5 Strategic Planning and Research Conference Space Assets for Disaster Response. Best Practices Tutorial The primary objective of Best Practices is to provide guidance, based on assembled industry expertise and experience, for network. Digital Technology and Disaster Response - EHRs, Satellites, and RHIOs: Lessons from Tulane University Hospital During Katrina Jeffrey P. Disaster and ICT Systems in Japan December 2012 Michiko Fukahori Ministry of Internal Affairs and Communications Japan. 1 Improving Emergency Response in the National Capital Region Workgroup Recommendations Metropolitan Washington Council of Governments Task Force on Homeland.
1 Regulatory Framework under Discussion: CITEL and APEC Experiences Salma Jalife – Cofetel Mexico What rules for IP enabled NGNs? Final Report Briefing Working Group 1A Public Safety Consolidation Effective Practices and Recommendations October 7, 2010. Axalta's Ken Hohlbein and Attendee Denise Froehlich with Axalta manufacturing plant fire truck during Macomb County Business Preparedness Conference. Benzinga is a fast-growing, dynamic and innovative financial media outlet that empowers investors with high-quality, unique content.
As stated in the Action Plan, New York State will establish Community Reconstruction Zone (CRZ) planning grants.
As part of a pre-selected Team of engineers, planner and community advocates, Cameron Engineering & Associates joined forces to support initial community planning efforts and all critical studies to determine the key vulnerabilities and needs of the community which was used to support the creation of CRZ plans. Action Plan – The Team supported the CRZ Planning Committee as it established goals, set target dates, venues, and purposes of public outreach, reviewed risk assessment maps, and identified the geographic scope of the Plan. Public Engagement – The Team was required to assist the committee as it organized, facilitated, and otherwise supports multiple public events. Community Asset Inventory – The Team supported the CRZ Planning Committee as it worked with the State to conduct a rigorous analysis of the community’s infrastructure, economy, and assets to determine where the community’s greatest vulnerabilities and opportunities lie.
Economic Needs and Opportunities Assessment – The Team supported the CRZ Planning Committee as it identified the community’s economic needs and opportunities.
Housing Needs Assessment and Strategies – The Team supported the CRZ Planning Committee as it developed a housing needs assessment and strategies that helped achieve local housing goals and ancillary activities. Regional Planning Projects – The Team supported the CRZ Planning Committee as it produced a list of projects, strategies, and activities that affected or will be affected by ongoing planning in nearby municipalities and at the county and regional level. Investment and Action Strategies – The Team supported the CRZ Planning Committee as it developed strategies to rebuild and spur economic growth.
Completed CRZ Plan -The Team supported the CRZ Planning Committee as it completed a CRZ Plan that included a detailed implementation schedule. Empire State Development (ESD), in cooperation with the New York State Department of State (DOS), retained Cameron Engineering to work with the State and NYRCR County Planning Committees to complete County-wide NYRCR Plans for Herkimer, Oneida and Madison Counties (includes up to 45 communities).
Each plan included a County-wide risk assessment, the development of resiliency strategies, and accompanying community-specific recovery projects and other actions for severely storm damaged communities in each County.
Developed a work plan for each NYRCR County that identified the steps needed to complete the NYRCR plan, including a budget and staffing plan.
Prepared a public engagement strategy that specified the level, type, format, and purpose of community engagement throughout the planning process. Prepared an overall vision statement for each County that included references to communities with significant storm-damage. For each County, completed a County-wide inventory of regional and local community assets located within the 100-year flood plain, dam inundation areas, and other areas that traditionally experience flooding.
For each County, conducted a risk assessment of the assets identified in the Asset Inventory using a Risk Assessment Tool provided by DOS, as well as the HEC-RAS model. In the communities hit hardest by flooding, identified and described projects and other actions for community reconstruction and revitalization.
For each County, refined the draft plan and prepared a final NYRCR Plan for the County Planning Committee. Under the NYCHA Hurricane Sandy Capital Improvements Program (HSCIP), Cameron Engineering is performing design engineering services for mechanical, electrical, plumbing, structural, site, civil and landscape architecture at various locations across New York City.
Astoria Houses, Beach 41st Street Houses, Ocean Bay-Oceanside Houses – This task involves MEP restoration of the mechanical, electrical and plumbing systems damaged by the storm and associated architectural and structural work. Storm Debris Removal for Nassau County – Provided inspection services for documenting post-Sandy debris removal.
Long Beach Recovery Efforts – Cameron is the Project Manager providing oversight and infrastructure assessment on a variety of projects within the City of Long Beach in the aftermath of Hurricane Sandy. Suffolk County Disaster Management, Recovery and Consulting Services – Cameron Engineering is part of a team assembled to provide consulting services for Suffolk County in regard to oversight and management of debris removal and grant management resulting from any future manmade or natural disasters.
Village of Island Park Assessment – Assessment of Sandy damage to Village’s Infrastructure. Lawrence Sewage Treatment Plant – The Cameron Team conducted initial damage surveys at the facility. Cedarhurst Water Pollution Control Plant – Work involved conducting initial damage surveys at the facility.
Sage Lake Sewage Pump Station – The sewage pump station at Sage Lake in the Village of Lawrence was completely submerged and taken out of service after Superstorm Sandy. City of Long Beach Resiliency Grant – Received a $12.8M New York State Grant for critical infrastructure protection involving deployable moveable barriers and bulkheading. The facility focused on the convergence of technology on the Homeland Security market including the Long Island Emergency Operations Center with a 2,000 sf Command Center.
Cameron Engineering provided complete design and construction phase observation services including code compliance review and safety assessments for this nationally recognized Center of Innovation and Excellence for applied science. The facility included: a new Emergency Management Crisis Contact Command Center, a main computer and communications facility (backbone infrastructure) consisting of satellite (C-band, VSAT) all band terrestrial (for first responders) dedicated cell network, various fiber and Wi-Fi connections to fixed and mobile platforms to enable “real time” data transmission, modeling and simulation lab and digital theatre with touch table and other elements for use as an ultra-high tech command center, an auditorium for user conferences with broadband capabilities to link with other enabling organizations as part of the Virtual Center, secured conference area and network elements for handling classified data integration and display, anchor tenant area – Northrop Grumman Corporation, coordination with major, nationally recognized firms and vendors in the areas of simulation, real-time data, transmission and information technology to accommodate the MEP needs of the Homeland Security Center.
The Homeland Security Facility Partners include LIPA (Long Island Power Authority), Nation Grid and the Stony Brook Center for Advanced Technologies in diagnostic tools and sensor systems (SENSOR CAT). Abstract The increasing number of structural collapses, slope failures and other naturaldisasters has lead to a demand for new sensors, sensor integration techniques and dataprocessing strategies for deformation monitoring systems.
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The Emergency Management and Civil Protection Act (the Act) includes the provision that the Minister, MCSCS may formulate emergency plans respecting types of emergencies other than those arising in connection with nuclear facilities. The PERP describes the arrangements and measures that may be taken to safeguard the health, safety, welfare and property of the people of Ontario affected by an emergency. While the focus of this plan is on emergency response, it also recognizes the important link to prevention, mitigation, preparedness (plans, training, public education, exercises, and emergency information), and recovery, as proactive components that are critical elements in any emergency response. Emergency Management Ontario (EMO) is the organization charged with responsibility to monitor, coordinate, and assist with the promotion, development, implementation and maintenance of emergency management programs in Ontario. This edition of the PERP supersedes and replaces the Provincial Emergency Response Plan, dated December 2005. An emergency is a situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident, or an act whether intentional or otherwise. Emergency management consists of organized programs and activities taken to deal with actual or potential emergencies or disasters.
Prevention refers to the actions taken to prevent the emergency itself and can greatly diminish the response and recovery activities required for certain emergencies.
Preparedness refers to those measures taken prior to the emergency or disaster to ensure an effective response. Emergency Management Ontario (EMO) is the overall provincial emergency management organization, and is responsible for the promotion, development, implementation and maintenance of effective emergency management programs throughout Ontario, and for the coordination of these programs with the federal government. The PERP is the plan that is used to coordinate overall provincial emergency response and outlines how EMO and the ministries respond to widespread or large-scale emergencies.
Emergencies vary in intensity and complexity depending on factors such as time of occurrence, weather conditions, severity of impact, nature of the affected infrastructure and buildings, and demographics. Occasionally, emergencies arise that overwhelm the capacity of community authorities to completely carry out the emergency response operations necessary to save lives and protect property.
If necessary, the province can declare an emergency and directly control the commitment and application of provincial resources, and possibly those of affected and unaffected communities. Provincial response support can be provided to the Government of Canada in the event of a national emergency. The aim of the PERP is to establish a framework for a systematic, coordinated and effective emergency response by the Province of Ontario to safeguard the health, safety, welfare and property of its citizens, as well as to protect the environment and economy of the area affected by an emergency, excluding nuclear emergencies. The federal government, through Public Safety Canada (PS) is responsible for the national emergency response system.
The Province has exclusive jurisdiction for matters of property and civil rights in the province and for all matters that affect the public health, safety and environment of the province, under this Act. The federal government has also made arrangements with First Nations and with the province concerning emergency preparedness and response activities in Ontario under which the province agrees to provide assistance in emergency preparedness and response to First Nations communities.
The Ontario government is responsible for protecting public health and safety, property and the environment within its borders.
The Minister of Community Safety and Correctional Services (Minister, MCSCS) formulates the PERP under authority of subsection 8.1 of the Act.
References in this plan to the Minister, MCSCS will refer to those powers vested in the Solicitor General by the Act2. Pursuant to section 6 of the Act, ministers of the crown presiding over a ministry of the Government of Ontario and agencies, boards, commissions or other branches of government designated by the Lieutenant Governor in Council shall formulate emergency plans for the type of emergency assigned by the Lieutenant Governor in Council.
Declaration of a provincial emergency may also be made by the Premier of Ontario, if the urgency of the situation requires that such a declaration be made immediately.
Ministers’ emergency plans shall authorize Crown employees to take action under the emergency plans where an emergency exists but has not yet been declared to exist (section 9(a) of the Act).
Ministers of the Crown and Crown employees are protected from personal liability for doing any act or neglecting to do any act in good faith in the implementation or intended implementation of emergency plans such as the PERP (subsection 11 (1) of the Act).
Pursuant to section 14 of the Act, ministry emergency plans shall conform to the standards set out in regulations under the Act.
Pursuant to subsection 6(1) of the Act, the Lieutenant Governor in Council may assign to a minister, the responsibility for the formulation of an emergency response plan to address a specific type of emergency. Ontario municipalities possess legislated responsibilities to establish emergency management programs under the Emergency Management and Civil Protection Act.
Coordination of provincial response to emergencies that occur in the North and in unorganized territories is the responsibility of the ministry to which the type of emergency that has occurred has been assigned through the OIC. Provincial ministries that are assigned a type of emergency by the OIC will produce emergency response plans according to their assigned type of emergency, to enable the Province of Ontario to respond effectively to each emergency.
These plans identify issues arising from provincial emergencies that require a broader response than a primary ministry’s response capabilities, and outline how inter-ministerial issues will be coordinated.
Denotes a plan which is in the process of development, is subject to change as a result of internal or external review, and is also still subject to various approvals.
Denotes a plan that has been extensively reviewed, which may or may not have been exercised or evaluated, and has yet to receive final approvals.

Denotes a plan which has completed the review process, has likely been exercised and evaluated, and has received all of the necessary approvals. The Chief, EMO is responsible for monitoring, coordinating, and assisting with the promotion, development, maintenance, and, through the PEOC, the implementation of these plans.
Under certain circumstances, it may be necessary to enhance the coordination of provincial emergency response by implementing provisions from this plan. If the urgency of the situation requires that declaration of a provincial emergency be made immediately such a declaration may also be made by the Premier.
2.3 It is not possible, without the risk of serious delay, to ascertain whether the resources normally available can be relied upon. Therefore, an emergency could be declared if operational information indicates that existing government resources and legislative powers are insufficient to address the emergency. The process leading to a provincial declaration of emergency will vary depending on the situation. When a provincial declaration of emergency is made, the Premier (or minister designated to exercise the powers conferred on the Premier by the Act,) will ensure that the federal government is informed.
Once a provincial declaration of emergency has been made the LGIC has the power to make emergency orders and may delegate these powers to a Minister or to the Deputy Minister of Emergency Planning and Management. A Minister to whom powers have been delegated may delegate any of his or her powers to the Deputy Minister of Emergency Planning and Management. These orders are only made if they are necessary and essential, would alleviate harm or damage, and are a reasonable alternative to other measures.
The decision-maker must determine whether it is reasonable to believe that the order will alleviate harm or damage.
The decision-maker must believe the order represents a reasonable alternative to other measures that are available to address the emergency. This part of the test requires the consideration of options that may be available before an emergency order is made. The order must apply only to the areas where it is necessary and should be effective only for as long as necessary.
Orders generally prevail over all Ontario statutes and regulations, with limited exceptions (E.g.
It is important to note that this criterion does not require that all other alternatives be attempted prior to making an emergency order. An order made by the LGIC or a Minister is revoked 14 days after it is made unless revoked sooner. A provincial emergency declaration may include the Province of Ontario in its entirety or any portion or area thereof. During an emergency, the Premier, or a Minister to whom the Premier delegates the responsibility, is required to regularly report to the public with respect to the emergency.
The Premier is required to submit a report in respect of the emergency in the Assembly within 120 days after the termination of an emergency. The Deputy Minister of Emergency Planning and Management is required to make a report to the Premier in respect of any orders that he made, within 90 days after the termination of an emergency, for the Premier to include in his report. The basic structure established for the response to a provincial emergency, following the IMS model, is illustrated in Figure 4.1.
The LGIC and the Premier of Ontario provide overall direction to the management of the emergency response. The mandate of the Cabinet Committee on Emergency Management (CCEM) is to ensure that the province is prepared to address emergency situations and assume other responsibilities, as Cabinet deems appropriate.
The PEOC provides overall coordination of the provincial response, based on the strategic direction from the Deputy Minister and CCEM.
During all stages of response, EMO (through the Deputy Minister of Emergency Planning and Management) will ensure that both the Cabinet Committee on Emergency Management (CCEM) is kept fully informed of the emergency situation and receive current assessments and updates on which to base operational decisions. The PEOC coordinates with the primary ministry to ensure that there is no duplication of effort, and that the operation runs smoothly. Decisions regarding operational emergency response requirements will be conveyed by the PEOC to those Ministry EOCs and community EOCs that are involved in the emergency response.
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Hurricane Sandy’s effect was devastating, causing widespread damage to lives, homes, businesses, core infrastructure, government property and an economy just recovering from the Great Recession. The State anticipated allocating approximately $25 million from the first allocation to provide planning grants to target communities selected as Community Reconstruction Zones. The plan included a detailed implementation schedule and a description of how the public has been engaged in development of the NYRCR Plan.
As a sub-consultant under this on-going term contract, Cameron Engineering is preparing Basis of Design Reports and Preliminary Design Plans for the restoration of damaged building components at various Developments from the impact of storm surge from Superstorm Sandy. CEA will make the necessary engineering calculations for sizing the generators, provide required design plans and specifications for all required equipment, connections, service improvements and associated architectural or civil designs.
The staff attended daily project team meetings, prepared Damage Assessments, Work Orders and Work Order Justifications to allow the County to pursue reimbursement of the emergency repair costs from FEMA.
We documented storm surge levels, interviewed plant personnel, prepared Damage Assessment Forms and prepared Emergency Work Orders and Work Order Justification Forms to allow County to seek reimbursement from FEMA. The work included documentation of storm surge levels, interviewing plant personnel, preparing Damage Assessment Forms and preparing Emergency Work Orders and Work Order Justification Forms to allow County to seek reimbursement from FEMA. The Cameron Engineering Team designed new electrical feed and distribution system including LIPA feed, control panel, disconnects, automatic transfer switch, auto dialer and location feed panel all located two feet above surge elevation. The intention was to provide new base building services for the former home of the Lunar Module, Grumman Building #5 home of the Lunar Module (totaling 87,900 sf), and the interior including computer rooms, Sensitive Compartmentalized Information Facility (SCIF) rooms (isolated communications room constructed to facilitate covert discussions), central command center with wall-to-wall large video displays, operator control work stations, lecture hall with multiple video displays, circulation space, egress, emergency generator, UPS and complete security system. In order to meet extraordinaryaccuracy requirements for displacement detection in recent deformation monitoringprojects, research has been devoted to integrating Global Positioning System (GPS) as amonitoring sensor.
Development of a Fully Automated, GPS Based Monitoring System for Disaster Prevention and Emergency Preparedness: PPMS+RT. The Province of Ontario Emergency Response Plan, also referred to as the Provincial Emergency Response Plan (PERP), fulfils the above provision of the Act.
It sets out the basic mechanisms, organizational structures, responsibilities, and procedures to guide Ministers and their staff when involved in a coordinated provincial response to emergencies in Ontario. EMO was also charged with the responsibility for writing the PERP, and it is an avenue through which to fulfil its mandate for emergency management across the province. These situations could threaten public safety, public health, the environment, property, critical infrastructure and economic stability.
It can also greatly diminish the response and recovery activities required for certain emergencies and may result in a long-term, cost-effective reduction of risk. Preparedness measures include plans, training, exercises, public education, alerting and notification systems, procedures, organization, infrastructure protection, and standards.
The aim of these measures is to ensure that a controlled, coordinated, and effective response is quickly undertaken at the outset of the emergency to minimize its impact on public safety. The aim of these measures is to assist individuals, businesses and communities to return to a state of normalcy. In most instances, for emergencies outside the capability of the individual, families or businesses, communities1 manage emergencies. On these occasions, direct provincial government assistance may be necessary to support emergency response activities. In the event of a national emergency, the federal government will implement its emergency response plans and, under the following legislation, will consult with the Province of Ontario.
The federal Governor in Council can declare a public welfare emergency, which includes an emergency caused by a real or imminent accident or pollution resulting in danger to life or property, social disruption or breakdown in the flow of essential goods and services, so serious as to be a national emergency. While a declaration of a public welfare emergency is in effect, the Governor in Council may make necessary orders or regulations that are necessary to deal with the emergency. The Governor in Council must consult the provinces that are affected by the emergency before issuing a declaration of public welfare emergency.
This assistance is provided on request from Indian and Northern Affairs Canada (INAC) or a First Nations community.
The following sections outline the legislative and regulatory framework associated with this responsibility.
1990, ChapterE.9, (hereafter referred to as the Emergency Management and Civil Protection Act or the Act). In that respect, this plan may be used for all types of emergencies other than those arising in connection with nuclear facilities. Such emergency declaration is subject to the criteria set out in the legislation governing emergency declarations. The current Order in Council (OIC) assigning responsibilities to ministers is included as Annex A.
The Act also defines the relationship between the Province and municipalities during actual emergencies. Pursuant to section 3 of the Act, municipalities shall formulate plans to respond to emergencies and adopt these plans by by-law. Municipal plans should reflect the coordination of services provided by all levels of local government in a given community. Pursuant to section 5 of the Act, the plans of lower-tier municipalities in an upper-tier municipality, excluding a county, shall conform to the plan of their upper-tier municipality. Municipal emergency plans shall authorize municipal employees to take action under emergency plans where an emergency exists but has not yet been declared to exist (subsection 9. Members of council and municipal employees are protected from personal liability for doing any act or neglecting to do any act in good faith in the implementation or intended implementation of emergency plans such as the PERP (subsection 11 (1) of the Act). Counties, with the consent of their municipalities, may coordinate the emergency plans for their municipalities under subsection 3. Pursuant to section 14 of the Act, municipal emergency response plans shall conform to the standards set by the Minister, MCSCS. MNDM is only responsible for abandoned mine emergencies and for providing support to the primary ministries for all other types of incidents.
These provisions also apply generally to agencies, boards and commissions (ABCs) designated by the Lieutenant Governor in Council5.
It is accepted that a nuclear emergency may nevertheless require the simultaneous implementation of the PERP to address many non-nuclear outcomes of such an emergency.
Such emergency management programs include emergency plans, and to that end the PERP outlines general coordination requirements that all provincial ministries and municipalities should incorporate, as appropriate, into their emergency plans. In such a case, all other ministries would be expected to act in a supporting role, within their competencies. This would include, for example, provision for participation in emergency training and exercises.
EMO will monitor, coordinate and assist with the development and maintenance of such plans. It describes both Ontario’s structure and processes for managing emergency responses, as well as the structure to be used by EMO in coordinating a provincial emergency response. These MERPs will be expected to support provincial emergency response, and be supporting and complementary to the PERP. Pursuant to section 8 of the EMCPA, the approval authority for the Provincial Emergency Response Plan (PERP) is the Minister, MCSCS. The PERP shall be fully reviewed, amended and brought forward for Ministerial approval at least once every four years. Regulations mandate that the members of each Ministry Action Group (MAG) and Municipal Emergency Control Group (MECG) complete the annual training that is required by the Chief, EMO. The Chief, EMO may also provide advice and assistance to ministers and municipalities for the development of their emergency management training programs. It will be risk-based and include a range of exercise activities of varying degrees of complexity and interaction.
An Interim Plan is considered a working document and would be used to respond to an actual emergency. Depending on how plan development and approvals proceed, it may not always be necessary to have an Interim Plan. The Provincial Hazard Identification and Risk Assessment (HIRA) Report, which provides a methodology for analyzing hazards and assesses the province’s vulnerability to potential hazards, forms the basis for the PERP. A disaster can occur with little or no warning and can cause an extreme emergency condition in any area of the province. Emergencies vary in scope and intensity, from small, localized incidents, with minimal damage, to multi-jurisdictional disasters with extensive devastation and loss of life. Communities have capabilities, plans and procedures to provide for the safety of their citizens in a time of emergency.

The Province of Ontario has emergency resources and expertise that may be used to satisfy emergency response needs that are beyond the capabilities of communities.
The province may provide emergency response assistance that is supplemental to, and not a substitute for, community resources. Provincial assistance to communities is not dependent on a formal declaration of emergency by a community, except where prior agreements are in place. Should the emergency exceed community capabilities, the LGIC or the Premier may declare a provincial emergency and the premier or a designated minister may coordinate all emergency responses.
Should the situation exceed the provincial capability the Premier or a designated minister may request emergency response assistance from the federal government. Mitigating hazards that pose further threat to life, property, the economy and the environment. Resources from the province or even the federal government may also be required, depending upon the nature and severity of the incident. Should an emergency require a coordinated provincial response or should a ministry require assistance in responding to the emergency, the necessary provisions of the PERP will be implemented. All affected levels of government should remain fully engaged in the emergency response despite the involvement or declaration by other levels of government. Accordingly, it should seldom be necessary to declare a provincial or federal emergency even though resources from these jurisdictions will frequently be provided in support of an emergency declared by a municipality or a First Nation. In some cases, prior warning may come from outside organizations that have access to scientific methods of predicting floods, forest fires, and severe weather. In these situations, each community would be expected to respond using its resources in accordance with its own plan.
If they are well coordinated, the plans of a regional municipality and its area municipalities should be mutually supporting.
Counties may also, with the consent of their constituent municipalities, coordinate planning and response activities with those lower-tiers. However, the provision of resources alone from the provincial or federal government would not in itself necessitate any change in jurisdictional arrangements.
These plans, governing the provision of necessary services, together with the procedures by which Crown employees and other persons are to respond, constitute the initial provincial emergency response.
These MERPs should identify the resources and the procedures that are necessary to recognize, contain and then resolve the cause of any emergency that falls within their assigned type of emergency. Management of the emergency in accordance with the provincial Incident Management System (IMS). When appropriate, actions to be taken upon the declaration of an emergency by the LGIC or the Premier.
This does not imply that ministries should not deal with municipalities, First Nations communities or the federal government within their ministries’ emergency response plans, but that the overall coordinating authority for plans is the Chief, EMO. This plan may also be implemented in conjunction with other emergency response plans that address specific hazards. Providing a copy of their most current emergency plans to the Chief, EMO under subsection 6.2 of the Act.
Requesting assistance if necessary, in accordance with this PERP and established guidelines. Supporting a coordinated provincial emergency response in accordance with this plan and the ministry emergency response plan for the types of emergencies assigned to other ministers. Supporting emergency response operations of First Nations communities, the Nishnawbe-Aski Nation, or in other federal jurisdictions, if requested. EMO is available to assist in the development of such plans for First Nations, and to assist in emergency response operations pursuant to agreement with Indian and Northern Affairs Canada (INAC).
Communities should advise the PEOC when an emergency occurs or if an emergency seems imminent. This sharing of emergency information will facilitate a more rapid emergency response and will reduce planning time. The emergency requires immediate action to prevent, reduce or mitigate the dangers posed by the emergency.
The declaration notification is passed to the PEOC, which will in turn inform the Regional Director, PS, of the emergency declaration. This declaration can be renewed for one further period of 14 days given that it meets the test of the declared emergency.
The orders must only apply to the areas where it is necessary and should be effective for only as long as is necessary.
For example, if the matter could be addressed by an order under the Health Protection and Promotion Act (HPPA), the availability of the HPPA order should be considered to determine whether an emergency order is a reasonable alternative to address the emergency. In other words, it does not require that an emergency order is the only alternative available. If the Assembly is not in session, the Premier is required to submit the report within 7 days of the Assembly reconvening. Organizational structures for incident management, including the provision for common response functions - Command, Operations, Planning, Logistics, and Finance and Administration.
Develop the overall provincial emergency management response strategy of the Government of Ontario. Conduct high-level briefings and discussions of strategic issues with appropriate ministries. In this role, the Deputy Minister will ensure information and decisions are relayed between the CCEM and the PEOC, and vice versa in a timely and effective manner.
The PEOC is responsible for implementing and monitoring the operational strategy decided on by the Cabinet Committee on Emergency Management. While the primary ministry executes its ministry emergency response plan for the type of emergency assigned to it based on the existing emergency, the PEOC will operate as the provincial coordinator, with a focus on coordination issues outside of the scope of the primary ministry.
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A CRZ, led by a CRZ Planning Committee, submitted a plan in order to qualify for implementation grants to be included in allocations.
Although GPS has been used for monitoring purposes worldwide,certain environments pose challenges where conventional processing techniques cannotprovide the required accuracy with sufficient update frequency.
It is an umbrella emergency response plan for the coordination of provincial response to any emergency. It also serves as the foundation for the development and coordination of provincial plans with those of municipalities, First Nations, and the Government of Canada and its agencies. Prevention measures are broadly classified as either structural or non-structural and include capital improvements, regulations, building codes and public education programs. Similar to prevention, mitigation measures are broadly classified as either structural or non-structural and include capital improvements, regulations, building codes and public education programs.
When an emergency occurs, the immediate focus of operations is on meeting the emergency needs of people, saving lives, and protecting property and the environment. Recovery measures include environmental clean-up, return of evacuees, emergency financial assistance, and critical incident stress counseling. They do this either as a matter of routine by emergency responders (including police, fire and Emergency Medical Service (EMS)), or by implementing their emergency response plan, with or without declaring an emergency. The orders or regulations made by the Governor in Council should not unduly impair the ability of the province to take measures, under provincial legislation, for dealing with the emergency.
However, where the effects of a public welfare emergency are confined to one province, the federal government will not issue a declaration of a public welfare emergency or take other steps unless the Lieutenant Governor of the province has indicated to the federal Governor in Council that the emergency exceeds the capacity of the province to deal with it.
Services provided by both upper and lower tiers, as well as municipal boards, should be included. 0.3(2) (b) of the Act, during a declared emergency the Premier, by order, may require any municipality to provide necessary assistance to an emergency area outside the jurisdiction of said municipality, and may also direct and control the provision of such assistance. If an emergency that has not been identified within the OIC occurs, MCSCS will be the primary ministry. The concepts and procedures for use by provincial and municipal officials in their respective emergency response plans are outlined in this plan. Those that have been assigned, under the OIC, the responsibility for a type of emergency, are expected to ensure that their emergency response plans are consistent with the PERP and coordinated in so far as possible with the emergency plans of other ministries. In addition, all Agencies, Boards and Commissions (ABCs) and any other branch of government would also be expected to provide a supporting role within their competencies. It is designed to integrate the efforts and resources of the Province of Ontario, municipalities, the private sector, and other nongovernmental organizations. Additionally, MAGs and MECGs must conduct an annual practice exercise for a simulated emergency incident in order to evaluate the respective ministry and municipal emergency response plan and their own procedures.
A copy of the Provincial Glossary of Terms is included as Annex D, with a list of Acronyms at Appendix 1.
Duplication and confusion can be kept to a minimum and the ability to conduct comprehensive, coordinated operations may be enhanced through the implementation of multi-disciplined actions that may be carried out irrespective of the hazard involved.
They can escalate more rapidly than individuals or community response organizations are able to handle. In responding to an emergency, a ministry may implement provisions from its ministry emergency response plan formulated for the type of emergency assigned to it. Where reliable prediction is possible, action can be taken before the onset of an emergency.
Figure 3.1 depicts the normal two-way flow of emergency information between communities, ministries, other organizations and the PEOC. Therefore, an emergency could be declared if operational information indicates that immediate action is needed because of danger to individuals or property. Rather, it merely requires that the decision-maker give consideration to the reasonableness of an emergency order in relation to other options that may be available. The CCEM is the only Cabinet Committee for which membership has been specified by portfolio. Providing broadcasting services over very wide areas such as a country, region or entire hemisphere. Sixty New Yorkers died and two million customers lost power with some blackouts lasting up to three weeks.
Each pre-divided community consisting of various cities and towns formed a Community Reconstruction Zone Planning Committee. At some locations, extensive assessments and photography of site damage was used to determine possible courses of mitigation action.
This effort may last from a few hours to several days or longer, depending on the situation.
Recovery activities usually begin almost as soon as the response begins and continue after the response activities cease.
Provincial resources deployed to deal with a significant hazardous materials incident could fall under the Provincial Counter-Terrorism Plan (PCTP)7 and the Supporting Plan for Terrorism Consequence Management (SPTCM)8, should there be a subsequent determination that the incident is terrorist related. This plan includes planning assumptions, roles and responsibilities, concept of operations, and plan maintenance instructions. Ministry plans generally require their Minister’s approval whereas municipal non-nuclear plans require passage of a by-law by council. In many cases, these multi-disciplined actions parallel the normal day-to-day responsibilities and functions of provincial ministries and communities. Assistance may expand to the provision of personnel, equipment and other resources to assist a community in dealing with the cause of an emergency. Providing connectivity for the last mile in cases where fiber networks are simply not available. The storm damaged or destroyed as many as 300,000 housing units, affected or closed over 2,000 miles of roads, produced catastrophic flooding in subways and tunnels, and damaged major power transmission and communication systems. The Committee was comprised of representatives from the County, City, Town or Village, elected legislative representatives, members of the public, including representatives of vulnerable populations, as well as the leaders of established organizations and businesses in the community selected by the State in consultation with local officials. As response activities begin to taper off, the operational focus begins to shift from response to recovery. The plan description should include the term Approved Plan and the date approved for implementation, e.g. A test was conducted that illustrateda 10 mm displacement was remotely detected at a target point using the designed system.This information could then be used to signal an alarm if conditions are deemed to beunsafe. The funds awarded to the State will be administered by the Housing Trust Fund Corporation’s (HTFC) Office of Community Renewal (OCR), operating under the integrated leadership structure of New York State Homes and Community Renewal (NYSHCR).

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