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During hurricane season it is important to be prepared ahead of time with supplies and evacuation plans. For articles published prior to January 2013, please visit our Newspaper Archives at Miami's Community Newspapers.
The Emergency Management Act defines emergency management as the prevention and mitigation of, preparedness for, response to, and recovery from emergencies.
Public Safety Canada developed the FERP in consultation with other federal government institutions. Federal government institutions are responsible for developing emergency management plans in relation to risks in their areas of accountability. In order for this plan to be effective, all federal government institutions must be familiar with its contents.
The Minister of Public Safety is responsible for promoting and coordinating emergency management plans, and for coordinating the Government of Canada's response to an emergency. Pursuant to the Emergency Management Act, all federal ministers are responsible for developing emergency management plans in relation to risks in their areas of accountability. The FERP applies to domestic emergencies and to international emergencies with a domestic impact. The FERP does not replace, but should be read in conjunction with or is complimentary to, event-specific or departmental plans or areas of responsibility. Canada's risk environment includes the traditional spectrum of natural and human-induced hazards: wildland and urban interface fires, floods, oil spills, the release of hazardous materials, transportation accidents, earthquakes, hurricanes, tornadoes, health or public health disorders, disease outbreaks or pandemics, major power outages, cyber incidents, and terrorism.
Past emergencies in Canada demonstrate the challenges inherent in protecting the lives, critical infrastructure, property, environment, economy, and national security of Canada, its citizens, its allies, and the international community. During an integrated Government of Canada response, all involved federal government institutions assist in determining overall objectives, contribute to joint plans, and maximize the use of all available resources.
In most cases, federal government institutions manage emergencies with event-specific or departmental plans based on their own authorities. An explanation of the roles of the primary, supporting and coordinating departments follows below. A primary department is a federal government institution with a mandate related to a key element of an emergency. A supporting department is a federal government institution that provides general or specialized assistance to a primary department in response to an emergency.
Public Safety Canada is the federal coordinating department based on the legislated responsibility of the Minister of Public Safety under the Emergency Management Act.
As part of the coordinating department, the role of Public Safety Canada's Operations Directorate is to manage and support each of the primary functions of the Federal Emergency Response Management System (FERMS, see Section 2) at the strategic level, and Public Safety Canada Regional Offices perform the same role at the regional level.
The Director General, Operations Directorate, in consultation with the Federal Coordinating Officer, determines the type of expertise required in the Government Operations Centre during an emergency response.
Representatives from non-governmental organizations and the private sector may be asked to support a federal response to an emergency and to provide subject matter expertise during an emergency. Emergency Support Functions are allocated to government institutions in a manner consistent with their mandate (see Annex A for details on each function).
One or more Emergency Support Functions may need to be implemented, depending on the nature or scope of the emergency. The Federal Emergency Response Management System (FERMS) is a comprehensive management system which integrates the Government of Canada's response to emergencies. This system provides the governance structure and the operational facilities to respond to emergencies. The FERMS provides the mechanisms and processes to coordinate the structures, the capabilities, and the resources of federal government institutions, non-governmental organizations and the private sector into an integrated emergency response for all hazards. This section describes the key concepts related to the FERMS, including the federal governance structure, the federal response levels, the departmental roles, the primary functions of the FERMS, and the federal-regional component related to the FERMS. Governance refers to the management structures and processes that are in place during non-emergency and emergency circumstances. The following section describes the federal governance structure for an integrated Government of Canada response. Committees of Cabinet provide the day-to-day coordination of the government's agenda, including issues management, legislation and house planning, and communications. During an emergency, members of the Committee will receive summaries of decision briefs and other advice from members of the Committee of Deputy Ministers. During non-emergency (day-to-day) operations, the Committee of Deputy Ministers provides a forum to address public safety, national security, and intelligence issues. The Deputy Minister, Public Safety Canada (or delegate) serves as the Federal Coordinating Officer on behalf of the Minister of Public Safety. The Federal Coordinating Officer may also approve options and recommendations by the Committee of Assistant Deputy Ministers for consideration by the Committee of Deputy Ministers. During non-emergency (day-to-day) operations, the Committee provides a forum to discuss the Government of Canada's emergency management processes and readiness. The Associate Assistant Deputy Minister of Emergency Management and National Security and the Canadian Forces – Commander of Canada Command co-chair the Assistant Deputy Ministers Emergency Management Committee. Counsel from the Department of Justice, Public Safety Canada, Legal Services Unit, supports management by providing advice on legal issues.
The Director General of Public Safety Canada Communications assumes the role of Public Communications Officer. The Government Operations Centre may request federal departmental representatives to support some or all of these primary functions based on the requirements of the response.
The purpose for establishing and communicating emergency response levels with regard to a potential or occurring incident is to alert federal government institutions and other public and private sector emergency response partners that some action outside of routine operations, may, or will be required. The Government Operations Centre within Public Safety Canada routinely monitors a wide variety of human and natural events within Canada and internationally, and provides daily situation reports compiled from a variety of sources.
The Director General, Operations Directorate, in consultation with the Associate Assistant Deputy Minister, will authorize the Government Operations Centre to communicate the response level of this plan to the Federal Government's emergency response partners.
The three response levels defined below are intended to provide a logical progression of activity from enhanced monitoring and reporting to an integrated federal response. Note: Although the description of response levels are provided in a linear progression, it is often the case that, in response to a potential or occurring incident, linear escalation of response levels is not always followed. A Level 1 response serves to focus attention upon a specific event or incident that has the potential to require an integrated response by the Federal Government.
Detailed authoritative reporting of significant information from a multitude of sources about the event is developed and disseminated to federal emergency response partners to support their planning or response efforts. The assessment then guides the development of a strategic plan for an inte­grated response (if required).
As part of the contingency planning process, relevant Emergency Support Functions are used to identify departmental responsibilities and issues. The Government Operations Centre serves as the coordination centre for the federal response, and provides regular situation reports as well as briefing and decision-making support materials for Ministers and Senior Officials. When an integrated response is required, all plans and arrangements for the federal response are escalated. The scope of the emergency will determine the scale and level of engagement of each of these functions. Public Safety Canada's Communications Directorate supports each of these functions and integrates the coordinated public communications response into the overall Government of Canada emergency response. The Situational Awareness Function provides appropriate emergency-related information to assist the Government of Canada and its partners in responding to threats and emergencies, and to help stakeholders make policy decisions. The Notification provides initial information on an incident, the source of reporting, current response actions, initial risk assessment, and the public communications lead. The Situation Report provides current information about an incident, the immediate and future response actions, an analysis of the impact of the incident, and issues identification.
The Decision Brief includes a Situation Report and it may also include options and recommended courses of action.
Information obtained through the risk assessment process may be included in information products such as Situation Reports and Decision Briefs, as required. The Planning Function develops objectives, courses of action, and strategic advanced plans for the Government of Canada based on information from the Risk Assessment Function. The Planning Function develops contingency plans for specific events or incidents that are forecasted weeks, months or years in advance, and for recurring events, such as floods or hurricanes.
A team of planners from both the Operations Directorate and other federal government institutions will devise and evaluate suitable approaches for response. The Planning Function establishes objectives and develops an Incident Action Plan for each operational period. The Incident Action Plan Task Matrix lists the actions which the Government of Canada must undertake during response in order to achieve the objectives set by the management team. Strategic Advance Planning identifies the potential policy, social, and economic impacts of an incident, the significant resources needed to address the incident, and potential responses to future incidents. Like the Incident Action Plan, the Strategic Advance Plan is based on information provided by the Situational Awareness and Risk Assessment Functions. The Director General, Operations Directorate uses this tool to develop guidelines for planners prior to commencement of the planning phase. In this organizational flow chart, which primarily flows from top to bottom, there are seven levels, grouped into three areas. Next, connected just under the Committee of Assistant Deputy Ministers, the Management area has two levels starting with the Director General Operations Directorate, which leads to the management team connected below, consisting of, horizontally, Primary Departmental Representatives, the Department of Justice, Directors of Primary Functions and the Director General, Communications Directorate (Privy Council Office participation). The Government Operations Centre is a fourth area comprised of both Management and Primary Functions. Public Safety Canada maintains a network of 11 Emergency Management and National Security Regional Offices. Federal departments frequently manage emergencies or provide support to a province or territory for events related to their specific mandate, within their own authorities and without requiring coordination from Public Safety Canada. When an emergency requires an integrated Government of Canada response, the Public Safety Canada Regional Director (Regional Director) coordinates the response on behalf of federal government institutions in the region. Regional public communications activities are consistent and integrated with the response activities of the Government of Canada.
The Federal Coordination Steering Committee is a committee composed of senior regional federal government institution representatives. The Federal Coordination Group is a standing committee composed of emergency management managers from federal government institutions in the region.
During a response, the activities of federal government institutions must be closely coordinated if the Government of Canada is to respond effectively.
Based upon the direction from Public Safety Canada's Communications, Ministers' offices, and the Privy Council Office, this group coordinates the government's communications response to the public, to the media and to affected stakeholders.
In this organizational flow chart, which primarily flows from top to bottom, there are six levels, grouped into three areas. Financial management, as it applies to the FERP, follows the established Treasury Board guidelines on expenditures in emergency situations.
The costs of support actions in each department will be funded on an interim basis by reallocations from, or commitments against, available program resources. The purpose of this annex is to provide an overview of the Emergency Support Function (ESF) structure as well as the general responsibilities of each of the thirteen (13) primary federal institutions. ESFs are allocated to federal government institutions in a manner consistent with their respective mandated areas of responsibility, including policies and legislation, planning assumptions and a concept of operations.
A primary department is a federal government institution with a mandate directly related to a key element of an emer­gency. Supporting departments are those organizations with specific capabilities or resources which support the primary department in executing the mission of the ESF. Both Agriculture and Agri-Food Canada and the Canadian Food Inspection Agency, share the role of primary department for ESF #3. The Federal Health Portfolio (Public Health Agency of Canada (PHAC) and Health Canada (HC)), share the role of primary department for ESF #5. Emergency Health includes: public health, medical care, environmental health, medical equipment, pharmaceuticals and health care personnel. Emergency Social Services includes: clothing, lodging, food, registration and inquiry, personal services, reception centre management and social services personnel. This ESF encompasses the provision of environmental information and advice in response to emergencies related to polluting incidents, wildlife disease events or severe weather and other significant hydro-meteorological events.
The scope of this ESF encompasses the provision of human and social services and the communication of information in response to emergencies related to the delivery of social benefits. The scope of this ESF encompasses the coordinated provision of the full range of law enforcement services by the RCMP, and the police services of other jurisdictions, during all-hazard emergency operations. The intent of this document is to provide a description of how Public Works and Government Services Canada (PWGSC) responds to emergencies of a magnitude such that they require federal coordination, as well as to international emergencies, to ensure continued and effective delivery of the department's diverse emergency goods and services, as required, in support to the lead responding department(s). The support function is one which demonstrates proactive leadership in assessing problems and scoping potential solutions to coordinate the mobilization and deployment of resources from their points of origin to the intended staging areas. This support function enables the dissemination of clear, factual, and consistent information about events of national significance and assisting, when possible, to minimize the threat to Canadians most likely affected by the event.
The ESF primary department should coordinate a regular review of their respective ESF with all supporting departments. If you are well-prepared for a range of possible disasters, from storms and power outages to civil unrest, a disease pandemic, and nuclear fallout, you can face these difficulties with a calm confidence. If some severe disaster occurs, or if a set of disasters combines to an overwhelming effect, there may be civil unrest. By taking an active role in your community, you are helping to build a culture of preparedness in Canada. Emergency Preparedness Week is a national awareness initiative that has taken place annually since 1996.
Set up a display at a local community centre, shopping mall, or school with free publications. Combine activities with local events coinciding with Emergency Preparedness Week and ask fire, police, ambulance, Search and Rescue, Canadian Red Cross, St. Encourage emergency services (police, fire, etc.) to hold an Open House or to offer tours during EP Week.
Test emergency plans through an exercise or talk about what you would do if there were a power outage, flood, or other emergency, or if you had to evacuate. Inform your workplace about EP Week by including the 3-Steps to Emergency Preparedness brochure with staff payroll stubs.


Anna wanted to be better prepared for the flood season and decided to visit GetPrepared.ca to find information on how to prepare her family for the unexpected.
Want a practical presentation that will help make you and your community safer and better prepared to face a range of emergencies?
Presenter notes: These notes provide supplementary information and activities for the group as you work through the slides.
Your Emergency Preparedness Guide: This 72 Hours emergency preparedness guide can be downloaded for free. If you're the presenter, you may want to bring some kit items with you for the presentation. Share content from GetPrepared.ca on your Facebook page or on Twitter (see sample microblogging content below).
A hashtag is a word or phrase (without spaces) following a hash symbol (#) used to tag a tweet on a particular topic of interest.
Add the hashtag #EPWeek to your tweets to join the online conversation on emergency preparedness.
Become an advocate for emergency preparedness by posting one of the images below to your website, blog, or social networking site (e.g.
We rely on technology more and more to keep in touch with our family, friends, and colleagues with a click of a button.
Conserve your smartphone’s battery by reducing the screen’s brightness, placing your phone in airplane mode, and closing apps you are not using. The worldwide cost of natural disasters has skyrocketed from $2 billion in the 1980s, to $27 billion over the past decade. Canada’s first billion dollar disaster, the Saguenay flood of 1996, triggered a surge of water, rocks, trees and mud that forced 12,000 residents to evacuate their homes. Approximately 85% of Canadians agree that having an emergency kit is important in ensuring their and their family’s safety, yet only 40% have prepared or bought an emergency kit. In 2011, flooding in Manitoba and Saskatchewan featured the highest water levels and flows in modern history. Ice, branches or power lines can continue to break and fall for several hours after the end of an ice storm. The deadliest heat wave in Canadian history produced temperatures exceeding 44?C in Manitoba and Ontario in 1936. In 2007, the Prairies experienced 410 severe weather events including tornadoes, heavy rain, wind and hail, nearly double the yearly average of 221 events. The coldest temperature reached in North America was –63?C, recorded in 1947 in Snag, Yukon.
The largest landslide in Canada involved 185 million m3 of material and created a 40m deep scar that covered the size of 80 city blocks in 1894 at Saint-Alban, Quebec.
Hurricanes are bigger and cause more widespread damage than tornadoes (a very large system can be up to 1,000 kilometres wide). One of the most destructive and disruptive storms in Canadian history was the 1998 ice storm in Eastern Canada causing hardship for 4 million people and costing $3 billion. The June 23, 2010 earthquake in Val-des-Bois, Quebec produced the strongest shaking ever experienced in Ottawa and was felt as far away as Kentucky in the United States. Using non-voice communication technology like text messaging, email, or social media instead of telephones takes up less bandwidth and helps reduce network congestion after an emergency. At the end of October 2012, Hurricane Sandy devastated parts of the Caribbean and the northeast of the North American continent.
In a country that borders on three oceans and spans six time zones, creating an emergency response system that works for every region is a huge challenge. Everyone responsible for Canada's emergency management system shares the common goal of preventing or managing disasters. Natural disasters may be beyond our control, but there are ways to reduce the risk and the impact of whatever emergency we might face - whether natural or human-induced. Emergency Preparedness Week (May 1-7, 2016) encourages Canadians to be prepared to cope on their own for at least the first 72 hours of an emergency while rescue workers help those in urgent need. I encourage you to contact (name and number of emergency coordinator), our departmental emergency coordinator, and to visit the special display that we have put up at (location of booth) to learn about our role in emergency response. By taking a few simple steps, you can become better prepared to face a range of emergencies – anytime, anywhere. Know the risks – Although the consequences of disasters can be similar, knowing the risks specific to our community and our region can help you better prepare. 2. How many litres of water per day per person should you have in your basic emergency kit?
3. Which tool allows you to learn about historical information on disasters which have directly affected Canadians, at home and abroad, over the past century? 5. Which of the following items should NOT be included in a basic emergency supply kit?
Q2 - You can walk through moving flood waters as long as the water level is no higher than your waist. False - One of the worst floods in Canada's history occurred in July 1996 in the Saguenay River Valley, in Quebec.
True - Although the most powerful earthquakes occur near the Pacific Rim, there are a number of Canadian cities that are vulnerable to earthquakes, particularly Vancouver, Montreal, Ottawa, Victoria and Quebec City. False - Tornadoes occur most often in the spring and during the summer, but they may form any time of the year. True - In June, most hail storms occur in southern Canada and the north central United States. This fun game is designed to raise awareness about emergency preparedness and more specifically, test the player's knowledge on emergency preparedness kits. After the one minute mark, show them the results and invite them to leave their name and contact information for the chance to win a prize! In 2008, Emergency Management Ontario partnered with Scouts Canada to develop an Emergency Preparedness (EP) badge program. Through a variety of activities, Beaver Scouts, Cub Scouts and Scouts will learn about natural disasters, enhance their emergency preparedness knowledge and acquire skills that could help save lives in a community.
Emergency management planning a€“ when the a€?unthinkablea€? happens is your workplace prepared? Natural Hazards: floods, earthquakes, wildfires, tornadoes, other severe wind storms, snow or ice storms, severe extremes in temperature (cold or hot). The scope of the plan a€“ which emergencies will you develop formal response procedures for based on identified hazards and risk assessment results? Assign and define specific emergency response duties, responsibilities and points of contact at appropriate levels within your chain of command.
Identify and list contact information for external organizations that may be available to assist (fire departments, police, ambulance, hospitals, utility companies, government agencies). Determine resource and equipment needs such as personal protective equipment (PPE), and other emergency equipment (AEDs, first aid kits, fire extinguishers, spill containment supplies). Specialized training of both individuals and teams may be required, if they are expected to perform adequately in an emergency.
For most types of emergencies you will need a plan for alerting and evacuating staff.A  Maps showing evacuation routes and assembly points are useful.
Ensure the ERP is communicated to workers, contractors working on-site, visitors and local authorities. A well planned and well maintained ERP is one of the best tools you can develop to ensure the safety of personnel and to minimize property damage and environmental impacts in the event of an actual emergency. Most written communications to or from City Officials regarding City business are public records available to the Public and Media upon request. The Federal Government can become involved where it has primary jurisdiction and responsibility as well as when requests for assistance are received due to capacity limitations and the scope of the emergency. Under the Emergency Management Act, the Minister of Public Safety is responsible for coordinating the Government of Canada's response to an emergency. The FERP outlines the processes and mechanisms to facilitate an integrated Government of Canada response to an emergency and to eliminate the need for federal government institutions to coordinate a wider Government of Canada response. By this method, individual departmental activities and plans that directly or indirectly support the strategic objectives of this plan contribute to an integrated Government of Canada response. The Minister of Public Safety authorized the development of the FERP pursuant to the Department of Public Safety and Emergency Preparedness Act and the Emergency Management Act.
Individual departmental activities and plans that directly or indirectly support the FERP's strategic objectives contribute to the integrated Government of Canada response. This plan has both national and regional level components, which provide a framework for effective integration of effort both horizontally and vertically throughout the Federal Government.
This occurs at the national and regional levels as necessary, based on the scope and nature of the emergency. While federal government institutions may implement these plans during an emergency, they must also implement the processes outlined in the FERP in order to coordinate with the Federal Government's emergency response. Public Safety Canada provides expertise in operations, situational awareness, risk assessment, planning, logistics, and finance and administration relevant to its coordination role. Several federal government institutions may be designated as primary departments, depending on the nature of the emergency. As such, Public Safety Canada is responsible for engaging relevant federal government institutions. In doing so, Public Safety Canada will work in cooperation with federal departmental representatives and other representatives to guide the integration of activities in response to emergencies.
The Communications Directorate also provides support and strategic public communications advice on issues relating to the public and media environment as part of each of the primary functions of the FERMS. The Director General of the Operations Directorate will guide the Government Operations Centre in requesting federal departmental representatives via departmental emergency operations centres, when available, or through pre-established departmental duty officers. They include policies and legislation, planning assumptions and concept(s) of operations to augment and support primary departmental programs, arrangements or other measures to assist provincial governments and local authorities, or to support the Government Operations Centre in order to coordinate the Government of Canada's response to an emergency.
It is based on the tenets of the Incident Command System and the Treasury Board Secretariat's Integrated Risk Management Framework. The FERMS can scale operations to the scope required by an emergency with the support and emergency response expertise of other federal government institutions.
Although individual threats may be addressed in event-specific or departmental plans, the FERMS is the framework that guides an integrated Government of Canada response. Trained and experienced managers and staff from the Communications Directorate of Public Safety Canada provide support.
Under the FERP, the Government of Canada will engage existing governance structures to the greatest extent possible in response to an emergency. During an emergency, the Committee coordinates the Government of Canada's response and advises Ministers. The Legal Services Unit from the primary departments, from the supporting departments, and from the Department of Justice provides additional support or advice as required during a potential or actual emergency. The Public Communications Officer provides public communications advice as part of the management team, coordinates the integration of public communications within each of the primary functions, and provides leadership to the Government of Canada public communications community. They provide input on the support needs of their home institution in response to an incident. It is the principal location from which Subject Matter Experts and Federal Liaison Officers from federal government institutions, non-governmental organizations, and the private sector perform the primary functions related to FERMS.
However, a potential or occurring incident may require response beyond normal monitoring and situational reporting.
At the Regional level, the Public Safety Canada Regional Director, in consultation with the Director General, Operations Directorate and the Government Operations Centre, will authorize the Federal Coordination Centre to communicate the response level of this plan to regional response partners. Federal Liaison Officers and Subject Matter Experts may be called upon to provide the Government Operations Centre with specific information or may be requested to be physically located in the Government Operations Centre during this level of escalation.
As an incident unfolds and the requirements for a federal response becomes clearer, a risk assessment is conducted.
Subject Matter Experts are usually required during the development of risk assessments and contingency planning.
Federal Liaison Officers and Subject Matter Ex­perts from federal government institutions and other public sector partners are consulted and may be asked to provide further information relevant to the situation, either electronically or through their presence in the Government Operations Centre.
Federal Liaison Officers are usually required to participate in the Government Operations Centre throughout this level of escalation, whereas Subject Matter Experts from Primary and Supporting institutions will be requested to contribute to the on-going risk assessment and planning activities as required.
The Director General, Operations Directorate, in consultation with the Associate Assistant Deputy Minister, will guide decisions regarding the scale and level of engagement. For certain short-term events, the Operations Function performs all primary functions pursuant to standard operating procedures or to the applicable contingency plan. The Situational Awareness Function issues a Situation Report for each operational period (or as directed by the Director General, Operations Directorate).
The management team consults with the Federal Coordinating Officer before approving the proposed objectives and courses of action. The Government of Canada will implement Contingency Plans based on the nature of the incident, and it will modify the response to an incident based on changing circumstances. The development of an Incident Action Plan is based on the output of the situational awareness and risk assessment function and planning guidance.
It identifies issues and activities arising during a response for the next five to seven days.
The Logistics Function is responsible for preventing the duplication of response efforts by government and non-government organizations. Horizontally, these include operations, situational awareness (Privy Council Office participation), risk assessment (Privy Council Office participation), planning, logistics and finance and administration. These communications activities are coordinated under the authority of the Director General, Communications, Public Safety Canada, in consultation with the Privy Council Office. This position is critical in enabling the linkage between the National Emergency Response System and the FERP.
The Federal Coordination Centre can carry out this responsibility and enhance the Federal Government's capability to respond to emergencies.
Under these guidelines, Ministers are accountable to the central financial departments and to Parliament for the emergency-related expenditures of their respective departments, crown corporations, or other government institutions.
Public Works and Government Services Canada (PWGSC) will not fund such expenditures on an interim basis. The Operations Directorate will maintain the FERP and its components as an evergreen document.


One or more federal government institutions may be designated as primary, depending on the nature and scope of the incident. In addition, this ESF collects, evaluates, and shares information on energy system damage and estimations on the impact of energy system outages within affected areas. It also addresses HRSDC's support to the Government of Canada requirements in regards to communication with Canadians in affected areas during an emergency. In addition, this ESF coordinates federal actions to support the provision of law enforcement services within impacted regions. The ESF#12 is also the framework for Government of Canada institutions to share relevant communications information and to work collaboratively to achieve integrated and effective emergency communications. Additional reviews may be conducted if experience with a significant incident, exercise or regulatory changes indicate a requirement to do so. They even prepare for nuclear fallout from a nuclear power plant disaster, dirty bomb, or nuclear explosion.
You didn’t know that fallout from a nuclear power plant disaster has many of the same radioactive isotopes as nuclear bomb fallout?
Not many preppers will be among those causing the unrest, because they will be well-prepared with intangibles, like knowledge and skills, as well as tangible supplies.
And when they fail to give you all that you need, protesting is your next best (by which I mean worst) option. While governments at all levels are working hard to keep Canada safe, everyone has a role to play in being prepared for an emergency. With your help, together we can communicate the importance of emergency preparedness to all Canadians. It is a collaborative event undertaken by provincial and territorial emergency management organizations supporting activities at the local level, in concert with Public Safety Canada and partners.
Using the hashtag will make it easy for users to come across your tweets when searching for messages on the topic of Emergency Preparedness Week.
These use less bandwidth than voice communications and may work even when phone service doesn’t.
This will make it easier to reach important contacts, such as friends, family, neighbours, child’s school, or insurance agent.
Rail lines and bridge girders twisted, sidewalks buckled, crops wilted and fruit baked on trees. If someone cannot cope, emergency first responders such as police, fire and ambulance services will provide help. Depending on the situation, federal assistance could include policing, national defence and border security, and environmental and health protection. It can take just a few minutes for the response to move from the local to the national level, ensuring that the right resources and expertise are identified and triggered. Public Safety Canada is responsible for coordinating emergency response efforts on behalf of the federal government. This special week is a national effort of provincial and territorial emergency management organizations, and Public Safety Canada. The arrangements for each family member to be at a specific land line telephone at a specific time may not be possible or useful under many conditions, as people may have to relocate or evacuate entirely during a disaster.
The Canadian Disaster Database contains references to all types of Canadian disasters, including those triggered by natural hazards, technological hazards or conflict (not including war). While sturdy protective shoes are important during and after a disaster, they are not necessary for survival.
Add 3-4 drops of bleach per litre of water with an eyedropper (do not reuse eyedropper for any other purpose). Ten people died and 15,825 others were evacuated when flood waters swept through thousands of homes, businesses, roads and bridges.
Violent storms may deposit enough hail to completely cover the ground, damage crops or block storm sewers. Add to this quiz by asking questions on potential emergencies that are relevant to your region.
With support and advice from our federal-provincial-territorial partners, the Scouts EP program was launched across the country in March 2009. Cub Scouts (ages 8-10) will earn a badge for the program that recognizes broad and increased knowledge on the topic of emergency preparedness. A Having a plan in place to deal with emergencies is an important part of any workplace health and safety program. Include contact information for key positions and ensure your communication strategy is clear and that information is kept up to date. A Note that ensuring adequate resources may also include the need for external services in response to some types of emergencies.
At a mimimum these exercises shouldA testA critical portions of the ERP such as evacuations.
The Federal Emergency Response Plan (FERP) is the Government of Canada's "all-hazards" response plan.
During escalation of the FERP, other federal government institutions provide support to these areas and are further defined in Section 2. The regional component of the FERMS has similar functions as the Government Operations Centre when escalated.
These decisions are based on the scope and scale of the emergency and the response required. An Incident Action Plan Task Matrix tracks the achievement of each objective (see Annex B - Appendix 4). It also establishes and oversees the successful completion of the objectives set for each operational period. Primary departmental representatives are assigned by a primary department and are delegated authority to make decisions affecting that institution's participation in the response activities, following appropriate consultation with the leadership of their home institution. Federal government institution-specific operations centres support their departmental roles and mandates and contribute to the integrated Government of Canada response through the Government Operations Centre.
Federal Liaison Officers serve as the link between the Government Operations Centre and their home institution. The levels of response are calibrated to the scope and potential impact of the incident and the urgency of the required response. As well, depending upon the situation, a Level 2 response may return to a Level 1 response once risk assessment and contingency planning has occurred in anticipation of an incident. This assessment, conducted in consultation with Subject Matter Experts, identifies vulnerabilities, aggravating external factors and potential impacts. Departmental emergency response plans are escalated and materiel and resources readied in anticipation of provincial or other requests for federal assistance, and the Government Operations Centre maintains constant communication with those activated centres. The Operations Directorate and other federal government institution planners develop the Action Plan Task Matrix. It is intended to facilitate interdepartmental and intergovernmental coordination, without unduly restricting operations.
The Committee provides direction on emergency management planning and preparedness activities. The Regional Director co-chairs the local Federal Coordination Steering Committee and the Federal Coordination Group.
The group is composed of federal public communicators from affected federal government institutions. Each department must provide the necessary funds to pay the costs of their support actions, when payment is due.
The FERP will be formally reviewed based on lessons learned through exercises and actual events, and will be republished annually.
It recognizes that, during an emergency, the Federal Government works with provincial and territorial governments, First Nations and Inuit health authorities, non-governmental organizations, and private health resources in Canada and internationally as required, depending on the nature of the emergency and the request for assistance.
Recommended changes will be submitted through the primary department to respective senior management for approval.
Why spend money on food and supplies, when you can depend on FEMA to provide you with food and water? You never heard that you should store antacids (Gaviscon, Tums, sodium bicarbonate) for treatment of internal contamination with radioactive isotopes? I mean what are the odds that, on any particular day, an earthquake, or hurricane, or superstorm, or power outage, or something much worse will strike?
You’ll be spending a lot of time trying to find copies of sold-out books on prepping and survival. If you find yourself unprepared for a disaster, especially one that is severe and long-term, just find yourself a nice Prepping family nearby and go begging at their doorstep. The PDF format will open faster, but the presenter notes will have to be downloaded separately. Suddenly these tools can become vital in helping you and your family deal get in touch and stay informed.
That means everyone has an important role to play, including individuals, communities, governments, the private sector and volunteer organizations. Experience has shown that individual preparedness goes a long way to help people cope better - both during and after a major disaster.
Families should create an emergency plan and carry important information with them so they know how to get in touch and get back together during an emergency.
The database describes where and when a disaster occurred, who was affected, and provides a rough estimate of the direct costs.
The flood was caused by 36 straight hours of heavy rainfall, for a total accumulation of 290 mm (approximately to the knees). Scouts (ages 11-14) will earn a badge that represents increased knowledge and skills in a specific subject area in emergency preparedness. An Emergency Response Plan (ERP) specifies procedures for handling potential emergency situations. These risk factors include increased urbanization, critical infrastructure dependencies and interdependencies, terrorism, climate variability and change, scientific and technological developments (e.g. The management team sets objectives based on guidance from the Federal Coordinating Officer. The responsible federal government institution's facilities manage Emergency Support Functions, which are integrated with the Government Operations Centre's efforts. They provide knowledge of their home institution including roles, responsibilities, mandates and plans.
At the regional level, the Federal Coordination Centre is established to respond consistently to the scope and nature of the emergency. During an incident, the Federal Coordination Group provides emergency management planning support and advice to the Federal Coordination Centre in a timely manner. The group gathers information for public communications products, advises Senior Officials on the public environment; supports public communications activities on the ground, and develops public communications activities and products for its respective institution. Each department should be prepared to initiate separate expenditure records and, if necessary, control system modifications, immediately upon receipt of information that an emergency has occurred and that it will likely be involved.
This review will include assessing the relevance of existing event-specific plans, developing new event-specific plans as required, and maintaining operational processes consistent with changes to departmental roles and responsibilities.
Upon completion of the review process, primary departments will provide Public Safety Canada, Plans and Logistics Division with their updated ESF as per established timelines. How can persons, who know nothing of prepping and have made no preparations, handle the disasters that will certainly, sooner or later, fall upon us?
So, fingers-crossed, maybe you’ll get the supplies you need before you are glowing-in-the-dark. But you can always search the internet for information — if you have power and the internet is still up and running. Most preppers have a mindset that allows for helping neighbors in need during any disaster. If your area offers 3-1-1 service or another information system, call that number for non-emergencies. Finally, both telephone land lines and cellular phones may be overloaded or out of service during or after an emergency, so knowing in advance where to meet is important. EP Week is a national awareness campaign coordinated by Public Safety Canada and is about increasing individual preparedness - by knowing the risks, making a plan and preparing a kit you can be better prepared for an emergency. The plan should be reviewed at least annually and updated whenever weaknesses are identified. The lists below can act as a guideline to help prepare your household during the next few weeks. Public Safety Canada Watch Officers and Senior Watch Officers staff the Government Operations Centre during non-emergency (day-to-day) operations. They are also responsible for briefing their home institution on developments related to the incident and its response.
However, the supporting federal department and the Regional Director keep each other informed of these activities. These records must be supported by detailed operational logs, and they must be co-ordinated between headquarters and regions.
But isn’t waiting and hoping way better than learning, buying, storing, growing, and then using your own supplies of food and water?
They have a Radiation Emergencies Kit, including antacids as a treatment for exposure to nuclear fallout.
Subject Matter Experts provide expertise in specific scientific or technological areas or aspect of the response.
Departments may seek to recover these extraordinary costs through the process described in the Treasury Board guidelines referenced above.
Just wait until FEMA realizes that people need food and water to survive, then wait for them to find food and water. Next, wait for these supplies to arrive, and finally wait in long lines for your rations of food and water. We will not be giving away all our preps to the Unprepared, leaving our own families bereft of the necessities for survival.



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