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The tools in this app help ensure that no matter where you are or what you are doing you’ll be prepared. 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.
The primary purpose of UBL E-Commerce is to secure customers’ financial information, employees’ working directories and life safety. Founded in 2004, with the aim to provide buying and selling facilities to the existing consumers of UBL over the internet.
UBL Net Banking (NB) is Pakistan’s first E-Commerce Portal provided by any financial institution. This is a strategic product that offers the consumer to use UBL Orion from all over the Pakistan without using any computer or even mobile.
Emergency response plan is the immediate response, which is performed to the occurred incident. The response procedure of ERP should include the protection of employees first, containment of the incident second and assessment of the situation third. ERP should include the lists of roles and responsibilities, tools and equipment, resources, actions and procedures. CMT is responsible for making high-level decisions, which might be related to the internal staff, external staff, vendors and contractors. An Incident Response Team is established to provide a quick, effective and orderly response to computer related incidents such as virus infections, hacker attempts and break-ins, improper disclosure of confidential information to others, system service interruptions, breach of personal information, and other events with serious information security implications. The Incident Response Team is authorized to take appropriate steps deemed necessary to contain, mitigate or resolve a computer security incident. The Incident Response Team will subscribe to various security industry alert services to keep abreast of relevant threats, vulnerabilities or alerts from actual incidents. The immediate actions that should be executed in any of the above emergency are given below.
The Emergency Response and Disaster Recovery Team is a single team that would address the immediate first response as well as long term needs during an emergency. The Emergency Response and Disaster Recovery Team, includes a Fire Warden, Deputy Fire Wardens and Searchers, and act as a first response to an immediate emergency that affects the safety and well being of staff. Security Focal Points are the primary contacts with UBL Security and Fire and Safety regarding emergency conditions and information.  The Security Focal Points and alternates are also designated with updating and maintaining information concerning the Emergency Plan and related activities. In the event of fire or fire alarm, ascertain the location of the fire and direct the evacuation of the floor in accordance with directions received from the Fire Command Station via the loudspeakers.
The security system includes closed circuit television (CCTV) cameras, door contacts, magnetic locks, and perimeter and interior motion detectors. This Section of the EMP identifies FHSU's preparedness strategies and defines the roles and responsibilities of various groups utilized in the preparedness process. Level 2 –A major emergency that disrupts the operations of FHSU and may necessitate closing the institution for a period of time. The first responder to an event will make a preliminary determination of the level of emergency.
Whenever possible, an instant alert will be sent using the FHSU e-mail system, and an emergency alert will be posted on the FHSU home page.
The Incident Command System (ICS) is used to manage emergency incidents and significant non-emergency events, such as Commencement. The on-scene Incident Commander (IC) is the individual in the field responsible for all incident activities, including developing strategies and ordering resources. In a crisis requiring response by local emergency personnel, the IC will initiate Unified Command. FHSU General Counsel serves as the Coordinator of the Critical Incident Policy Group (CIPG) and, members are appointed by the President to create, evaluate, implement and review the provisions of the EMP. The CIPG includes the President, Vice President for Administration and Finance, Vice President for Student Affairs, General Counsel, Associate Vice President for Student Affairs and Registrar, Director of FHSU Police, Director of University Relations, and two appointed faculty representatives. Four working groups report directly to the CIPG, and include: the BIT, the Continuity of Operations Planning (COOP) group, the Crisis Training Group and the Information Security Team. During a declared emergency, the Emergency Co-Managers activate the EMP, open the EOC if a level 2 or 3 emergency is declared, and coordinate the actions of the general staff. When the EOC is activated, the emergency co-manager representing public safety will coordinate the Operations area of the EOC, while the emergency co-manager representing administration will coordinate the Planning, Logistics and Finance functional areas.
Following the conclusion of an emergency, the Emergency Co-Managers will provide debriefings to both FHSU administration and the CIPG, recommending any necessary changes to campus safety policies or the EMP. When an emergency is declared, the IMT coordinates the response and recovery operations during that event. The organizational structure of the IMT may be adapted to account for the type, size, scope and complexity of a given event.
Command Staff positions include the IC and may expand to include the Public Information Officer, Safety Officer and Liaison Officer, in addition to others, required and assigned by the IC. Incident Commander (IC) (Situational depending upon the event): Responsibilities include overseeing the response to all incident activities, including development of strategies and ordering of resources. FHSU Public Information Officer (Director of University Relations): Responsibilities include management of internal status reports, coordination with the IMT to provide external media briefings and serving as liaison to any external agency PIOs. An area on campus will be designated the media area for the PIO so as not to interfere with the operations of the IMT or FHSU. FHSU Liaison Officer (Director of FHSU Police): Incidents that are multi-jurisdictional may require the establishment of this position on the Command Staff. FHSU Emergency Operation Center (EOC) Operations Coordinator (Director of FHSU Police): Responsibilities include serving as the primary advisor to the IC on emergency operations and functions.
General Staff includes personnel representing the major functional areas of the IMT including the functional area section chiefs. Operations Section Chief (Situational depending upon event): Responsibilities include managing on-scene tactical operations as established by the IC. Planning Section Chief (Director of Facilities Planning): Responsibilities include cooperating with other Section Chiefs and preparing the Incident Action Plan and other planning documents during the incident, as defined by the IC.
Finance Section Chief (Vice President for Administration and Finance): Responsibilities include all financial, administrative and cost analysis for the incident.
Coordination with the Planning Section and Logistics Section is also essential so that operational records can be reconciled with financial documents.
Four subordinate units fall under the supervision of the Finance Section Chief, depending on the incident.
Personnel having responsibilities during an emergency need to be made aware of their responsibilities and how to go about fulfilling them. Command Staff will receive training on NIMS and ICS with the goal of achieving training up to the level of ICS 400.
Section Chiefs – Section Chiefs will receive training on NIMS and ICS with the goal of achieving training up to the level of ICS 400. Functional Unit Heads – will receive training in NIMS and ICS with the goal of achieving the training level of ICS 320. Follow-up training will be conducted as necessary and whenever needed to train new or replacement personnel. Exercises are wide-ranging activities that test emergency preparedness and the effectiveness of the EMP. Foundation – This phase establishes a plan for exercises and a time line for accomplishing the goals of that planning. Design and Development – This phase sets objectives of the exercise, develops the scenario and selects the participants.
Conduct – This phase encompasses all facets of the exercise, including set-up, organization, selection of facilitators and other players, and wrap-up.
Evaluation– This phase assesses the strengths and weaknesses of FHSU's emergency preparedness in light of the type of exercise and scenario involved. Improvement Planning — This phase addresses issues identified in the After Action Report and Improvement Plan.
A drill is an exercise that focuses on a single component of the EMP and that tests only one function of emergency management. A tabletop is an informal exercise that involves discussion among emergency responders and managers on how to respond to a hypothetical emergency event.
A functional exercise tests a major or complex response function and may include a simulated response to a specific event.
Resource management during an event has a distinct beginning and ending specific to the particular incident.


The resource management process can be separated into resource management during the preparedness phase and resource management during an incident. Copyright © 2009-2016 Fort Hays State University Contact Webmasterwith any questions or comments concerning this Web site. Learn how to develop disaster recovery strategies as well as how to write a disaster recovery plan with these step-by-step instructions. Formulating a detailed recovery plan is the main aim of the entire IT disaster recovery planning project. Once this work is out of the way, youa€™re ready to move on to developing disaster recovery strategies, followed by the actual plans.
Once you have identified your critical systems, RTOs, RPOs, etc, create a table, as shown below, to help you formulate the disaster recovery strategies you will use to protect them. Youa€™ll want to consider issues such as budgets, managementa€™s position with regard to risks, the availability of resources, costs versus benefits, human constraints, technological constraints and regulatory obligations. Once your disaster recovery strategies have been developed, youa€™re ready to translate them into disaster recovery plans. From Table 2 you can expand the high-level steps into more detailed step-by-step procedures, as you deem necessary.
In addition to using the strategies previously developed, IT disaster recovery plans should form part of an incident response process that addresses the initial stages of the incident and the steps to be taken.
Note: We have included emergency management in Figure 2, as it represents activities that may be needed to address situations where humans are injured or situations such as fires that must be addressed by local fire brigades and other first responders. The following section details the elements in a DR plan in the sequence defined by ISO 27031 and ISO 24762. Important: Best-in-class DR plans should begin with a few pages that summarise key action steps (such as where to assemble employees if forced to evacuate the building) and lists of key contacts and their contact information for ease of authorising and launching the plan.
In parallel to these activities are three additional ones: creating employee awareness, training and records management. When you know where to get information, have the right supplies, and have a plan for you, your loved ones, and your pets, you can protect yourself and your family before a crisis and for at least 72hours afterwards. 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. The basis of ERP is the risks, which is identified by the company during risk assessment phase. Various roles and responsibilities should be defined for each member of the team and each team member should receive specific training according to their concerned roles and responsibilities.
It is also responsible for determining the most appropriate responses to situations as they occur. The Incident Response Team’s mission is to prevent a serious loss of profits, public confidence or information assets by providing an immediate, effective and skillful response to any unexpected event involving computer information systems, networks or databases. The Team is responsible for investigating suspected intrusion attempts or other security incidents in a timely, cost-effective manner and reporting findings to management and the appropriate authorities as necessary.
Make sure that everyone has arrived there safely; use attendance register to count the employees.
Preparedness involves a continuous cycle of planning, organizing, training, equipping, exercising, evaluating and correcting. Outside emergency resources are required, as well as a major effort from all available campus resources.
FHSU may request mutual assistance from the City of Hays, Ellis County and state agencies or request federal assistance via the State of Kansas Emergency Operation Center. If the incident is a level 2 or 3 emergency, the Emergency Co-Managers will request that the president declare a campus state of emergency.
FHSU staff members may be redirected from their normal job duties to perform necessary functions contained in the EMP. Either of the Emergency Co-Managers may initiate an emergency notification, but whenever possible, the notification will be sent upon the agreement of both Emergency Co-Managers. The system has built-in flexibility to expand or contract based on the needs of the particular event.
The ICP is the field location at which the primary tactical-level, on-scene incident command functions are performed. Unified Command is a team effort that allows all agencies with responsibility for the incident to manage the incident by establishing a common set of objectives and strategies.
In addition, the specific members, duties and protocols are contained in the Preparedness Appendix.
One of the Emergency Co-Managers represents public safety and the other represents FHSU administration. The emergency co-manager representing public safety will also serve as liaison to the incident commander, and the emergency co-manager representing administration will serve as liaison to the President and senior administration. The Emergency Co-Managers and members of CIPG will be primarily responsible for maintaining the EMP during times of non-emergency.


These positions are responsible for performing tasks that the IC cannot perform due to the complexity of the incident. The Safety Officer may alter, delay, suspend and terminate any and all operations immediately that are dangerous to the life and health of personnel. Responsibilities include serving as liaison between the CIPG, the Ellis County Emergency Operations Center and the Local Emergency Management Group and other Emergency Responders. This position ensures all required personnel are present and technological systems are functioning as planned. These duties generally involve reducing the immediate hazard, saving lives and property, establishing situation control, and restoring pre-incident conditions.
The Planning Chief gathers, analyzes and provides information to other IMT members and assesses damage to FHSU facilities.
When the incident is large, the Logistics Section can be divided into two branches: Service and Support. The Finance Section Chief must track and report costs to the IC and monitor expenditures in compliance with applicable laws and regulations. The Training Plan describes the training to be provided, to whom the training will be provided and who will provide the training. NIMS and ICS training will be provided by the Federal Emergency Management Agency, Kansas Department of Emergency Management or other third parties. Any additional personnel who would benefit from this level of training will be included to the extent possible. This training will be provided by online resources, Federal Emergency Management Agency (FEMA), the Kansas Department of Emergency Management or other third- party providers. There are five exercise phases: Foundation, Design and Development, Conduct, Evaluation, and Improvement Planning. Following the submission of the report, improvement planning will be conducted by CIPG, areas of weakness will be addressed and revisions will be made to the EMP. While the nature, scope and frequency of these activities will vary, each will follow the five exercise phases described above. Examples of drills include a test of FHSU's emergency notification system or a test of FHSU's evacuation process for residential life facilities. The hypothetical scenario may be created by the Emergency Co-Managers, by the CIPG, or by local or state emergency management representatives. An example of a functional exercise could include testing FHSU's COOP with regard to a tornado strike on campus. An example of a full-scale exercise is a simulated response to a tornado strike on campus, which tests all phases of emergency management—mitigation and prevention, preparedness, response and recovery. The CIPG, in conjunction with the Emergency Co-Managers, will work with the local emergency planning officials to develop a review of resources. It is in these plans that you will set out the detailed steps needed to recover your IT systems to a state in which they can support the business after a disaster.
Then, youa€™ll need to establish recovery time objectives (RTOs) and recovery point objectives (RPOs). Here wea€™ll explain how to write a disaster recovery plan as well as how to develop disaster recovery strategies. Areas to look at are availability of alternate work areas within the same site, at a different company location, at a third-party-provided location, at employeesa€™ homes or at a transportable work facility. Youa€™ll need to identify and contract with primary and alternate suppliers for all critical systems and processes, and even the sourcing of people. Be prepared to demonstrate that your strategies align with the organisationa€™s business goals and business continuity strategies. Procedures should ensure an easy-to-use and repeatable process for recovering damaged IT assets and returning them to normal operation as quickly as possible. This process can be seen as a timeline, such as in Figure 2, in which incident response actions precede disaster recovery actions.
The next section should define roles and responsibilities of DR recovery team members, their contact details, spending limits (for example, if equipment has to be purchased) and the limits of their authority in a disaster situation.
During the incident response process, we typically become aware of an out-of-normal situation (such as being alerted by various system-level alarms), quickly assess the situation (and any damage) to make an early determination of its severity, attempt to contain the incident and bring it under control, and notify management and other key stakeholders. Based on the findings from incident response activities, the next step is to determine if disaster recovery plans should be launched, and which ones in particular should be invoked.
A section on plan document dates and revisions is essential, and should include dates of revisions, what was revised and who approved the revisions. Once the plan has been launched, DR teams take the materials assigned to them and proceed with response and recovery activities as specified in the plans. Located at the end of the plan, these can include systems inventories, application inventories, network asset inventories, contracts and service-level agreements, supplier contact data, and any additional documentation that will facilitate recovery.
These are essential in that they ensure employees are fully aware of DR plans and their responsibilities in a disaster, and DR team members have been trained in their roles and responsibilities as defined in the plans. If you reside outside of the United States, you consent to having your personal data transferred to and processed in the United States. 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. For example, if fire breaks out, the emergency response to this incident is to evacuate the building, call the fire department and in the meanwhile try to control the fire by the use of fire extinguisher.  There may be several kinds of risks that could occur and they may also require emergency response plan.
The leader of the ERT is responsible for coordination and activation of the emergency response and also for notification to the concerned authorities.
Only the president or designee — according to the line of succession below — has the authority to declare a campus state of emergency. The sender(s) will determine the content of the message as well as the method by which the alert will be sent.
If necessary and practical, FHSU will deploy an emergency website to be activated in the event the main website is inoperable. It is a uniform system, and personnel from a variety of agencies and geographic locations can be quickly incorporated into a common management structure. Examples of an ICP include the following: vehicle, mobile command post, trailer, tent or area within a building. This is accomplished without losing or abdicating agency authority, responsibility or accountability. Either emergency co-manager has the authority to activate the EOC, request a declaration of a level 2 or 3 emergency and activate the ENS, although it is expected that in most cases the Emergency Co-Managers will collaborate and jointly agree to these actions. The Section Chiefs will compile and maintain a list of essential personnel required for their functional area during a level 2 or 3 emergency, which will include contact information.
The Operations Chief manages Operations' staff and provides technical advice and recommendations to the IC.
The Planning Chief also manages documentation and financial information relating to the incident. In some of the functional areas, an actual unit may not be necessary if it would consist of only one person. The Unit Heads will also receive orientation and training on the EMP provided by the Emergency Co-Managers or the CIPG.
Training and orientation to the EMP will be provided by the Emergency Co-Managers or the CIPG. The make-up of the committee will depend upon the type of activity involved but will include the Emergency Co-Managers, the functional unit section chiefs (if applicable), and other representatives of the Incident Management Team (IMT).
Because all types of exercises involve some potential interference with the operations of FHSU and because of the sheer number of activities and constituents involved on campus on a daily basis, a precise schedule for the conduct of exercises cannot be determined or guaranteed.
Drills will be conducted at least once annually of one or more of the individual components of the EMP, with the participants varying depending upon which EMP component is being tested. A tabletop should ideally be conducted once a year, covering a different emergency event each time. The exercise may be limited to only one facet of the event, such as relocation of residential students or continuation of classes from an alternative location.
Like a functional exercise, it is anticipated that the entire IMT will be utilized, and the activity will represent a major, although temporary, disruption of FHSU operations.
Then consider site security, staff access procedures, ID badges and the location of the alternate space relative to the primary site.
Key areas where alternate suppliers will be important include hardware (such as servers, racks, etc), power (such as batteries, universal power supplies, power protection, etc), networks (voice and data network services), repair and replacement of components, and multiple delivery firms (FedEx, UPS, etc). Then define step-by-step procedures to, for example, initiate data backup to secure alternate locations, relocate operations to an alternate space, recover systems and data at the alternate sites, and resume operations at either the original site or at a new location.
Here we can see the critical system and associated threat, the response strategy and (new) response action steps, as well as the recovery strategy and (new) recovery action steps. If staff relocation to a third-party hot site or other alternate space is necessary, procedures must be developed for those activities. This section should specify who has approved the plan, who is authorised to activate it and a list of linkages to other relevant plans and documents. If DR plans are to be invoked, incident response activities can be scaled back or terminated, depending on the incident, allowing for launch of the DR plans.
The more detailed the plan is, the more likely the affected IT asset will be recovered and returned to normal operation. And since DR planning generates a significant amount of documentation, records management (and change management) activities should also be initiated. 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.
It is better to create common checklist for all risks rather than to create separate ERP for every risk. The leader of the ERP should also be a member of the Crisis Management Team and should report the team through out the emergency response. The ICP will be positioned outside of the present and potential hazard zone but close enough to the incident to maintain command.
Each of these functional areas may have subordinate branches, divisions, groups or units, depending on the incident.
Unless otherwise specified, all FHSU employees are subject to call-back during a level 2 or 3 emergency. The Emergency Co-Managers will select the appropriate response team, depending upon the nature of the emergency. This section defines the criteria for launching the plan, what data is needed and who makes the determination. Technology DR plans can be enhanced with relevant recovery information and procedures obtained from system vendors. If your organisation already has records management and change management programmes, use them in your DR planning. 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. If one individual can simultaneously manage all major subordinate functional areas, no further organization is required.
Ideally, the After Action Report and Improvement Plan will be completed and submitted to CIPG within 30 days following the training activity.
For this reason, functional exercises will be less frequent than either drills or tabletops and will be conducted during a period when on-campus activity is minimal to lessen disruption.
Local and state emergency managers will be involved in the planning and execution of a full-scale exercise. Included within this part of the plan should be assembly areas for staff (primary and alternates), procedures for notifying and activating DR team members, and procedures for standing down the plan if management determines the DR plan response is not needed. Check with your vendors while developing your DR plans to see what they have in terms of emergency recovery documentation. If one or more of the functions requires independent management, an individual is assigned responsibility for that function. Debriefings of facilitators, observers and responders will also be conducted by a facilitator selected by the Emergency Co-Managers.
However, the functional exercise should be planned at a time and in a manner to give a realistic evaluation of FHSU's preparedness and response to the event. It is anticipated that both local and state emergency management representatives will assist FHSU with both the planning and the execution of the functional exercise.



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