Midwest Emergency District. The Emergency Plan

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1 The Emergency Plan Purpose This Emergency Plan was developed to provide direction in response to an emergency that exists or is imminent, or a disaster has occurred or threatens. This plan will not prevent nor reduce the possibility of an emergency occurring, but will aid in providing a coordinated response in an effort to reduce human suffering and loss, or damage to property and the environment. This plan does not alter or override the responsibility of Municipal /Town emergency services (fire, police EMS/ambulance) to take warranted extraordinary action for the safety and well-being of the community, where time is of critical importance. Implementation This plan can be implemented in whole or in part during an emergency, without declaring a State of Local Emergency. Implementation of this plan in whole or in part may be authorized by: 1. Mayor / Reeve 2. Council 3. Chief Administrative Officer 4. Emergency Coordinator or Assistant / Designate 5. Emergency Services Personnel *Note* This does not include the opening of the emergency operations center, as this decision will be made collectively by Mayor / Reeve /Council and the Emergency Coordinator and /or Assistant / Designate. Authority The emergency plan is authorized in accordance with the Province of Manitoba s Emergency Measures Act, and in accordance with Municipal / Town by-laws. Refer to Section 8 for the Emergency Measures Act and by-laws. The Emergency Plan 1.1 April 2008

2 Disaster Plan Letter of Acknowledgement The Midwest Emergency measures Board was established in order to evaluate and prepare the Emergency Plans for the following communities: Blanshard Municipality Hamiota Municipality Miniota Municipality Woodworth Municipality Town of Hamiota The Emergency Plan is a set of guidelines and procedures to undertake in the event of a Disaster, while working in conjunction with local Fire, Police, Emergency Medical Services, as well as people and businesses in our Community. An example of a Disaster can be a large fire, tornado, chemical spill or severe weather. Due to the size of a Disaster, local emergency services may require outside assistance, as well as the need to establish an Emergency Operations Center, whereby local officials meet to determine strategy on dealing with the Disaster. This strategy includes obtaining assistance through the community for equipment needs, services and human resources. This also includes the possibility of evacuating people to a safe haven, and ensuring they receive food and clothing, and other supplies. In the event of a Disaster, you may be called upon to provide services or supplies. This letter is a form of recognition of cooperation between your business/group/agency and the Midwest Emergency Measures Board. The re-imbursement costs of these services and supplies are to be carried by the Municipal/Town Government in the community where the disaster occurs, and are based on current retail prices. Payment of these costs shall be made in a timely fashion, once the disaster situation has been dealt with. Proper bookkeeping practices, along with invoices/receipts shall be maintained in order to receive payment. Thank you for your cooperation in these matters Chris Skayman Emergency Coordinator Letter of Acknowledgement 1.2 April 2008

3 Distribution List The following people, positions, organizations and departments, are hereby listed as personnel authorized to refer to and use contents within this Emergency Plan in order to deal with an Emergency or Disaster that threatens, exists or has occurred. Copy Number Issued to 1 Emergency Coordinator 2 Manitoba Emergency Measures Organization 3 Blanshard Municipality 4 Hamiota Municipality 5 Town of Hamiota 6 Miniota Municipality 7 Woodworth Municipality 8 Hamiota Fire Hall 9 Miniota Fire Hall 10 Oak River Fire Hall 11 Kenton Fire Hall 12 Emergency Operation Center Kit 13 Spare 14 Spare 15 Spare Distribution List 1.3 April 2008

4 Emergency Plan Confidentiality This Emergency Plan is available for use by authorized persons, organization, departments, agencies and emergency services which are listed in the distribution list. The general public also has the accessibility to this plan in order to familiarize themselves with procedures of the plan for their community. However, it is requested that all persons using or viewing this document, please respect the contents based on the following: - To protect the privacy of business and people listed. - To protect the confidentiality of this document. - To protect the sensitivity of this document. - To protect the originality of this document to ensure a consistent version exists. All amendments to this plan will be made through the Emergency Coordinator. Emergency Plan confidentiality 1.4 April 2008

5 Emergency Plan Amendments Record of Amendments Amendment Date Amended by 1. Entire Plan March 2005 Chris Skayman 2. Pages: 41, 63, 59, 51, 54, 55, 35, 1, July 2005 Chris Skayman 3. Pages: 48, 49, 55, 56, 61, 63 March 2006 Chris Skayman Check list 3 page of plan 4. Pages: Pandemic Influenza August 2006 Chris Skayman Index, record of amendment Resource list 5. Pages: Essential Phone Numbers Jan March 2007 Chris Skayman 6. Pages Resource List January 2008 Chris Skayman Pages Community Halls Pages 59, Resources Appendix A Page: 78 EOC Staffing 7. Entire Plan updated and reorganized April 2008 Chris Skayman 8. Updated the following sections and pages - Sandbag Suppliers(Section 1) March 2010 Chris Skayman - RM of Blanshard 4.4B,C,D,E, April 2009 & April 2010 Chris Skayman - Town & RM of Hamiota 4.5 B,C,D,E July 2009 Chris Skayman - RM & Town of Miniota 4.6 B,C,D,E March 2010 Chris Skayman - RM of Woodworth 4.7 B, February 2009 Chris Skayman 9. Updated the following sections and pages - Provincial Resources pages 4.1A April 2010 Chris Skayman Emergency Plan Amendments 1.5 April 2010

6 What is an Emergency Emergency is defined as: An abnormal situation, which, to limit damage to persons, property or the environment, requires prompt action beyond normal procedures. Characteristics of an Emergency: - Loss of life or potential for loss of life. - Clear potential for damage to property or environment - Requirement for a quick response. - Response measures are beyond those than normally employed. Examples are, but not limited to: Natural Disasters - flood - Forest / Bush Fires - Severe Weather Blizzard / Tornado / Windstorms / Heavy Rain / Hail - Drought Man Made Disasters are: - Hazardous Material spills - Large Fires - Train Derailments - Plane Crash - Utility Failures - Civil Unrest / Riots In order to determine what affects your community, a hazard analysis should be completed in order to inventory potential threats. Hazard is defined as: A potential or existing condition that may cause harm to people or damage to property or the environment. Hazard Analysis is defined as: The systematic collection of past and present information relating to natural and man made emergencies aimed at estimating the future likelihood of an emergency. What is an Emergency 1.6 April 2008

7 List of Acronyms AAR CAP C & O CCG C/E Handbook CEC CEM CEMPC CERV CBRNE CEMC CISM CNSC COOP COSIN CP CPX EEG EER EI EIO EMA EMCC EMS EOC EOP EP After Action Report Corrective Action Plan Concept and Objectives Community Control Group Controller and Evaluator Handbook Comprehensive Exercise Curriculum Commissioner of Emergency Management Community Emergency management Program Committee Community Emergency Response Volunteers Chemical, Biological, Radiological, Nuclear or Explosive Community Emergency Management Coordinator Critical Incident Stress Management Canadian Nuclear Safety Commission Continuity of Operations Plan Control Staff Instructions Command Post Command Post Exercise Exercise Evaluation Guide Exercise Evaluation Report Emergency Information Emergency Information Officer Emergency Management Agency Emergency Management Coordinating Committee Emergency Medical Services Emergency Operation Centre Emergency Operating Plan or Procedure Exercise Program List of Acronyms 1.7 April 2008

8 List of Acronyms EPW EVALPLAN EXPLAN FE FOUO FPC FSE FY HAZMAT HIRA HUSAR IC ICP ICS IMS IP IPC JIC JPIC LLIS MAG MECG MEMC MEOC MEPP MOU MPC Exercise Plan Workshop Evaluation Plan Exercise Plan Functional Exercise For Official Use Only Final Planning Conference Full-Scale Exercise Fiscal Year Hazardous Materials Hazard Identification and Risk Assessment Heavy Urban Search and Rescue Incident Command Incident Command Post Incident Command System Incident Management System Improvement Plan Initial Planning Conference Joint Information Centre Joint Public Information Centre Lessons Learned Information Sharing Ministry Action Group Municipal Emergency Control Group Municipal Emergency Management Coordinator Municipal Emergency Operations Centre Master Exercise Practitioner Program Memorandum of Understanding Mid-term Planning Conference List of Acronyms 1.7 April 2008

9 List of Acronyms MSDS MSEL NFPA NEMCC ODRAP OERT PCTP PCTCMP PDAT PERP PTSC PEOC PERT PIO PNERP POC PPE PSEPC SIMCELL SITMAN SMART SME SOE SOG SOP TTX UC Material Safety Data Sheet Master Scenario Events List National Fire Protection Association Nuclear Emergency Management Coordinating Committee Ontario Disaster Relief Assistance Program Ontario Emergency Response Team Provincial Counter Terrorism Plan Provincial Counter-Terrorism Consequence Management Plan Provincial Disaster Assessment Team Provincial Emergency Response Plan Partnerships Toward Safer Communities Provincial Emergency Operations Centre Provincial Emergency Response Team Public Information Officer Provincial Nuclear Emergency Response Plan Point of Contact Personal Protective Equipment Public Safety and Emergency Preparedness Canada Simulation Cell Situation Manual Simple, Measurable, Achievable, Results-oriented, Task-oriented Subject Matter Expert Senior Officials Exercise Standard Operating Guidelines Standard Operating Procedure Tabletop Exercise Unified Command List of Acronyms 1.7 April 2008

10 List of Acronyms VIP WMD Very Important Person Weapons of Mass Destruction List of Acronyms 1.7 April 2008

11 Glossary of Terms Actual Event A real life occurrence of a natural or man-made hazard that requires the mobilization of emergency response personnel. After Action Report The formal written documentation analyzing the performance of assigned personnel after an exercise or actual event. Agenda The format for participants to follow that lists the topic areas, time allowed, and presenters for an activity. Artificialities Conditions created by the design of an exercise that do not simulate or mirror actual conditions. May interfere with the player s ability to respond realistically. Capability The ability to perform with skill or knowledge, or provide a resource to meet specific requirement. Checklist A written list of items intended to aid memory that describes actions needing to be taken by an assigned individual or organization. Chief Elected Official The official of the community who is charged with authority to implement and administer laws, ordinances, and regulations for the community. He or she may be a chairperson of a county board, mayor of a town or city, or supervisor of a township. Community A political body / organization, within a defined boundary, having authority to adopt and enforce laws and provide services and leadership to its residents. This term includes upper and lower tier municipalities and First Nations. Community Emergency Management Coordinator (CEMC) An individual officially designated by a community who is responsible and accountable for the community s emergency management program. The Community Emergency Management Coordinator must be by definition, a municipal employee, as per the Municipal Act. Community Emergency Management Program Committee (CEMPC) Is the critical management team that oversees the development, implementation and maintenance of a community emergency management program. Contingency Messages Master scenario of events list (MSEL) items that are associated with exercise objectives and a key event necessary to achieve that objective: they are prepared in case players do not take the anticipated action that is to be driven by that key event in a timely manner. Continuity of Operations Program In government, and ongoing process supported by senior management and funded to ensure that necessary steps are taken to identify the impact of potential losses, maintain viable recovery strategies and recovery plans, and ensure continuity of services through staff straining, plan testing, and maintenance. Control Cell A location away from exercise participants that provides a facility for control and management of an exercise. Controller A person whose role is to ensure the objectives are sufficiently exercised, the level of activity keeps players occupied and challenged, and the pace (flow) of the exercise proceeds according to the scenario. Glossary of Terms 1.8 April 2008

12 Glossary of Terms Controller Inject The introduction of events, data, and information into exercises by a controller to drive the demonstration of the objectives. Corrective Action Plan A process that follows and exercise to identify program shortfalls and necessary corrective actions to address those shortfalls. The Plan provides the techniques to manage the capabilities improvement process. Critique Also called a debriefing or hotwash. A meeting of players, facilitators and / or controllers, and evaluators following the conclusion of the exercise activity to provide essential comments on operations and performance during exercise play. Damage Assessment The process used to appraise or determine the number of injuries and deaths, damage to public and private property, and the status of key facilities and services such as hospitals, health care facilities, fire and police facilities, communication networks, water and sanitation systems, utilities, and transportation networks, all resulting from a man-made or natural disaster. Declared Emergency A signed declaration made in writing by the Head of Council or designate in accordance with the Emergency Management Act. This declaration is usually based on a situation or an impending situation that threatens public safety, public health, the environment, critical infrastructure, property, and / or economic stability and exceeds the scope of routine community activity. Disaster An occurrence of a natural catastrophe, technological accident, or human caused event that has resulted in severe property damage, deaths, and / or multiple injuries. Normally, it is widespread and beyond local government s capability, and requires provincial, and potentially federal involvement. Drill An event involving organizational responses to a simulated accident or emergency exercise activity to develop, test, and monitor specialized emergency skills that constitute one or more components (functions of an emergency operations plan and procedure). Emergency A situation or an impending situation caused by the forces of nature, an accident, and an intentional act or otherwise that constitutes a danger of major proportions to life or property. These situations could threaten public safety, public health, the environment, property, critical infrastructure and economic stability. Three categories of emergencies: Human-caused, Natural and Technological. Emergency Area A geographic area within which an emergency has occurred or is about to occur, and which had been identified, delineated and designated to receive emergency response actions. Emergency Information Information about an emergency, which is communicated broadly to the community and other stakeholders. Emergency Management Organized and comprehensive programs and activities undertaken to deal with actual or potential emergencies or disasters. These include prevention of, mitigation against, preparedness for, response to and recovery from emergencies or disasters. Emergency Management Program As defined in Section 2(1) and 5(1) or the Emergency Management Act. Glossary of Terms 1.8 April 2008

13 Glossary of Terms Emergency Management Program A comprehensive program that is based on a hazard identification and risk assessment process (HIRA) and includes the five core components of prevention, mitigation, preparedness, response and recovery. Emergency Management Program Committee A management team to oversee the development, implementation and maintenance of an emergency management program. Emergency Management Program Standards Common criteria used to develop, implement and maintain an emergency management program in accordance with the recommended best practices. Emergency Operations Center (EOC) A facility where the Control Group assembles to manage an emergency. Emergency Operations Plan A document that describes how people and property will be protected during a threat or actual emergency / disaster, detailing who is responsible for carrying out specific actions. It identifies the personnel, equipment, facilities, supplies, and other resources available for use in the emergency / disaster, and outlines how all the actions will be coordinated. Emergency Program Manager / Coordinator An assigned or appointed member of local government who is responsible for coordinating the plans and operations of the various components of the emergency management system, including governmental response units, volunteer agencies, and private resources. Emergency Response Plan A risk-based plan developed and maintained to respond to an emergency. Emergency Response Organization A group or organization (public, private or volunteer) with staff trained in emergency response that are prepared and may be called upon to respond as part of the coordinated response to an emergency situation. Evacuation The organized, phased, and supervised dispersal of people from dangerous or potentially dangerous areas. Evaluation The process of observing and recording exercise activities, comparing performance of participants against exercise objectives, and noting strengths and deficiencies. Evaluator An individual assigned to one or more exercise functions or locations to document and evaluate individual, team and organizational performance based on the exercise objectives and performance criteria. Evaluation Methodology The procedures and strategy used to evaluate an exercise. This would include the structure of the evaluation team, objectives, and the evaluation packet. Evaluation Team A group of individuals formed to complete evaluation tasks for an exercise. Evaluators Critique A meeting of evaluators to collect and analyze exercise performance in preparation for completing an evaluation report. Exercise A simulated emergency, in which members of various agencies perform the tasks that would be expected of them in a real emergency. Glossary of Terms 1.8 April 2008

14 Glossary of Terms Exercise Activity An activity that provides an opportunity for participants to train in and practice emergency and crisis management skills. Exercise activities provide a method of evaluating participants ability to meet emergency and crisis management requirements and responsibilities. Exercise Directive A letter or memo from the chief elected official in a jurisdiction that is sent to agencies invited to play in an exercise. The directive is one means of gaining official support from those who should participate in the exercise. Exercise Documentation All information that is formulated and collected, from the initial design planning of the exercise to the final after action report. Exercise Enhancements A list of resources that can be gathered to add realism to the exercise. This would include communications equipment, visuals, charts, computers, video, props, special equipment, and people. Exercise Phase Refers to before, during and after the exercise, as exercise tasks are organized. Exercise Reporting Form A document that is used to record specific information on drills and tabletop, functional and full-scale exercise. Exercise Scope Determining realistic limits on the personnel, agencies, and resources required to conduct an exercise activity, based on the needs assessment. This would include hazard, geographical area, functions, agencies and personnel, and exercise type. Expected Actions The actions or decisions that are anticipated of the players in order to demonstrate competence based on the objectives of the exercise. Facilitator A specially trained individual assigned responsibility for guiding participant discussions during tabletop exercises to ensure key issues are addressed. Follow-up Activity After the evaluation of an exercise has been completed, certain items or issues will remain to be addressed. Normally, persons or committees will be assigned this task. Free-play A spontaneous message injected by a simulator or controller, prompted by the performance or non-performance of the players. Full-scale Exercise An activity intended to evaluate the capability of emergency management systems over a period of time by testing the major portions of an emergency operations plan and organizations, under a stressful environment. (This will include the mobilization of personnel, equipment, and resources, their actual movement, and testing the coordination and response capability). Function Actions or operations required in emergency response or recovery, such as alert notification, communications, and coordination / control. Functional Exercise Activities designed to test or evaluate the capability of individual or multiple emergency functions, with time constraints, and normally in the emergency operations center. This activity, based on a scenario event, provides practice for players without movement of personnel or equipment. Gantt Chart A chart displaying the time and task schedule for exercise development. Glossary of Terms 1.8 April 2008

15 Glossary of Terms Goal of an Exercise The purpose of conduction an exercise activity and what is to be accomplished. Hazard Any dangerous event or circumstance that has the potential to lead to an emergency or disaster. Hotwash see Critique. Initial Planning Conference (IPC) An activity to bring together the stakeholders and plan the upcoming year(s) of exercise. Incident Management System A standardized organizational structure used to command, control, and coordinate the use of resources and personnel that have responded to the scene of an emergency or disaster. Job Aids A mechanism to provide short-term training for procedure, processes, and functions. This could include checklists, procedure lists, decision guides, forms and worksheets, and reference sources. Joint Information Center / Joint Public Information Center A central point of contact for all news media near the scene of a large-scale disaster or exercise. Lead Controller The person with overall responsibility for exercise management and information flow during drills and exercises. Decisions on deviations from pre-scripted scenario or exercise terminations are coordinated through this position. Lead Evaluator The person with overall responsibility for directing the documentation and evaluation of drills and exercises. Local Municipality Means a single-tier municipality or a lower-tier municipality. Lower Tier Municipality For the purposes of the Provincial Emergency Response Plan (PERP), a lower tier municipality will refer to the most basic unit of organized government provided to the citizens of a given area and would include townships, towns, and cities within a county or region, but exclude single tier municipalities. It also means a municipality that forms part of an upper-tier municipality for municipal purposes. Major Events A list of likely problems resulting from a disaster scenario which are expected events (based on case studies or operational plans), as it coincides with the exercise objectives. Master Scenario of Events List A sequentially linked list of events or requirements injected during an exercise to prompt player action to implement policies, procedures and systems to achieve exercise objectives and support key events. Master Sequence of Events As a part of the exercise design package, this list provides all the events that are likely to happen. This will include major events, with minor events for each major event. Message The vehicle that provides information to prompt player response. Messages are disseminated by exercise organization, usually simulators, and may be verbal, written for in the form of a visual display. Message Controller A person assigned to document the flow of messages into and out of the exercise playing area and designate their proper destination. Glossary of Terms 1.8 April 2008

16 Glossary of Terms Ministry Action Group (MAG) A MAG is an extension of the Provincial Emergency Operations Centre. MAGs are internal to each ministry and should be prepared to coordinate the response of other ministries as well if the emergency falls within their special responsibility area. A MAG may also be required to act on the direction of another ministry or in accordance with the provisions of the PERP. Mitigation Actions taken to reduce the effects of an emergency or disaster. Mitigation Plan Based on the community risk assessment, each jurisdiction should implement a strategy and plan to eliminate the impact of hazards or mitigate the effects of hazards that cannot be eliminated. A mitigation plan should contain details on activities planned to eliminate or reduce the degree of risk to life, property, and environment from the identified hazards. Minor (Detailed) Events Problems within major events that are specific in nature and normally require an operational response. Multi-Year Progressive Exercise Plan A document that describes exercise activities over several years, based on the needs of a community. Municipal Emergency Control Group(MECG) The Municipal Emergency Control Group operating from the municipal Emergency Operations Centre is responsible for coordinating municipal emergency response and recovery activities. The Municipal Emergency Control Group usually includes leading community officials, emergency management representatives and other relevant staff. Municipal Emergency Management Program Coordinator (MEMPC) An individual officially designated by a municipality who is responsible and accountable for the municipality s emergency management program. The Municipal Emergency management Program Coordinator must be, by definition, a municipal employee, as per regulations. Mutual Aid Agreements An agreement developed between two or more emergency services to render aid to the parties of the agreement. These types of agreements can include private sector emergency services when appropriate. Mutual Assistance Agreement An agreement developed between two or more jurisdictions to render assistance to the parties of the agreement. Jurisdictions covered with these types of agreements could include neighboring, cities, regions, provinces or nations. Narrative Summary A short overview of the exercise scenario written in paragraph form, outlining major events. Needs Assessment A process of defining a community s inventory of problems or needs. Objectives The stated goals of exercise activities. Objectives define the level of skill and specific capabilities to be demonstrated by players during the exercise. Exercise objectives are used as the basis of evaluation of exercise performance or assessment of training effectiveness. Orientation- An exercise activity that involves bringing together those with a role or interest in a plan, problem, or procedure. Participants are provided information through the use of lecture, film, slides or other visuals, or panel discussion. It is considered to be the foundation for emergency management exercises and begins that progressive exercise program. Glossary of Terms 1.8 April 2008

17 Glossary of Terms Performance Requirements Those response activities required or expected of the governments, organizations, teams or individuals, established by regulatory mandatory mandate, industry standard or policy. Performance Standards Criteria by which operational and management functions can be measured to evaluate the degree to which those functions have achieved a minimum level of quality. Player An exercise participant who is responsible for taking whatever actions are necessary to respond to a simulated emergency. Player Critique An open meeting or format for receiving feedback from players of an exercise, and discussing player performance and exercise experience. Points of Review Specific activities that must occur to achieve an exercise objective. They are highlighted on an evaluation form to assist evaluators. Preparedness Actions taken prior to an emergency or disaster to ensure an effective response. These actions include the formulation of an emergency response plan, a business continuity / continuity of operations plan, training, exercises, and public awareness and education. Prevention Actions taken to prevent an emergency or disaster. Private Sector A business or industry not owned or managed by any level of government. Provincial Disaster Assessment Team (PDAT) A recovery response team that is dispatched to a community to assess damage following a disaster event and to recommend on a financial disaster assistance program for recovery. Provincial Emergency An emergency occurring in a province, if the province or a local authority in the province, as distinct from the federal government, has the primary responsibility for dealing with the emergency. It also means an emergency that is beyond the capabilities of a municipality to manage, even with mutual aid and assistance. Additionally, it becomes a provincial emergency once the premier makes a declaration to that effect. Provincial Emergency Operations Centre (PEOC) A fully equipped facility maintained by Emergency Management Manitoba that can be activated in response to, or in anticipation of emergencies. The PEOC is staffed with appropriate representatives from ministries that have been delegated responsibilities for those emergencies as well as EMO staff. It serves as an initial point of contact for the affected municipality and federal interests. Provincial Emergency Response Team (PERT) An emergency response team that is dispatched to a community to coordinate provincial emergency response. Public Awareness Program Provides generic information to the broader public to raise awareness about emergency management and suggests ways to reduce the risk of loss of life and property damage in the event of an emergency. Public Education Program Provides focused information to a target audience to educate about protective actions to reduce the risk of life and property damage, in the event of an emergency. For example, for communities located in a high-risk flood area, the public should know what measures should be taken in the event of a flood. Glossary of Terms 1.8 April 2008

18 Glossary of Terms Public Sector A particular element or component of government, i.e. police, fire, public works, of a municipal, provincial or federal government. Purpose Statement A broad statement of the exercise goal used to communicate why the exercise is being conducted. Real Time When actual time is used for the simulated events to take place. Reception Centre Usually located outside the impact zone of the emergency, the reception center is a place to which evacuees can go to register, receive assistance for basic needs, information and referral to a shelter if required. Recovery Actions taken to recover from an emergency or disaster. It also means attempting to bring a community as close to normal as possible, during and immediately following an emergency or disaster. Short-term recovery involves re-instituting immediate needs of victims (food, power, sanitation, water, communications, shelter, etc). Long-term recovery is activities or projects that will take considerable time to resolve (relocation of flood prone residents, rebuilding of a public facility, counseling programs, etc). Recovery Plan A risk-based emergency plan that is developed and maintained to recover from an emergency or disaster. Response Actions taken to respond to an emergency or disaster. Response Activities that occur during and immediately following an emergency or disaster that are designed to provide emergency assistance to the victims and reduce the likelihood of secondary damage. Risk A chance or possibility or danger, loss, injury, or other adverse consequences. Risk Assessment Identification of risks to public safety, public health, the environment, property, critical infrastructure and economic stability from natural, human caused and technological sources / activities, and evaluation of the importance of the activity to the continued operation of the community. The vulnerability of the community to each activity should also be evaluated. Rules of Play Exercise instructions for players that provide an orientation covering the extent of play, administrative and logistical matters, safety procedures, and other concerns of the exercise. Scenario A sequential account of a simulated emergency or disaster providing the catalyst for the exercise. It introduces situations that solicit responses and allows demonstration of exercise objectives. A hypothetical situation or chain of events that depicts an incident, emergency, or crisis and all the associated consequences. Used to guide simulation during a drill or exercise. Scenario Time Scenario time is expressed in terms of time elapsed since the initiating event. Scenario Narrative The part of the scenario that sets the scene for an exercise to begin, consisting of a hypothetical emergency or disaster situation, creating the need for emergency response. Shall Indicates a mandatory requirement. Glossary of Terms 1.8 April 2008

19 Glossary of Terms Should Indicates a recommendation or that which is advised but not required. Single-tier Municipality Means a municipality, other than an upper-tier municipality, that does not form part of an upper-tier municipality for municipal purposes. Simulation- Creating the perception of situation, event, or environment, which will evoke responses similar to those of a real emergency. Simulation Cell Exercise control personnel who portray roles for agencies or personnel outside the exercise environment. Simulator An individual assigned the responsibility to artificially duplicate (role play) the response activities of personnel and groups not participating in the exercise. Single-tier Municipality Includes a separated municipality that is geographically located within a county / region but is not a part of the county / region for municipal purposes. Single-tier municipalities also include all northern municipalities where there is no upper-tier governance at the District level. A single-tier municipality had responsibilities for all local services to their residents. Standard Common criteria used to measure performance. Standard Operating Procedures A set of instructions constituting a directive, covering those features operation which lend themselves to a definite step-by-step process of accomplishment. Tabletop Exercise An activity in which key staff or other emergency management personnel are gathered together informally and without time constraints, usually in a conference room setting, to discuss various simulated emergency situations. The focus is on examination and discussion of problems with resolution. Telecommunications The transmission or reception of signs, images, sound or intelligence of any kind over, wires, by radio waves or other technical systems (Industry Canada). Terrorism The unlawful and intentional use of force against persons or property to intimidate or coerce a government, a civilian population or any segment thereof, in the furtherance of political or social objectives. Threat A person, thing, or event regarded as a likely cause of harm or damage. Time-jump A mechanism by which scenario events may be artificially accelerated in order to place players in situations that would occur at a future point in time. Time jumps require exercise play to be stopped and then to resume at some future point in time. Time jumps are done to include events that otherwise would not occur in the limited amount of time allowed for an exercise. Timeline A sequential listing of the times and key events in a scenario that drive player response. Training Activities undertaken to educate personnel assigned emergency response and crisis management roles and responsibilities. Designed to provide an opportunity to practice crisis and emergency management skills, ensuring that they are adequately prepared to fulfill these roles in the event of an incident, emergency, or crisis. Glossary of Terms 1.8 April 2008

20 Glossary of Terms Trusted Agent Individuals with unique or specialized expertise who are confidentially included in the scenario development to ensure realistic events are postulated and appropriate responses are anticipated. Generally trusted agents will not participate as players during an exercise, as they have inside knowledge of the scenario and timelines. Twinning (or Partnership) Is the process by which communities enter into arrangements or twin with communities well outside their own geographic area in order to provide resources to assist in an emergency response effort. Unorganized Territory A geographic area without municipal organization. Upper-tier Municipality For the purposes of this plan, an upper tier municipality will refer to counties and regions. It also means a municipality of which two or more lower-tier municipalities form part for municipal purposes. Vulnerability The degree of susceptibility and resilience of the community and environment to hazards, the characteristics of a community or system in terms of its capacity to anticipate, cope with and recover from events. Widespread Emergency An emergency that impacts a large geographic area and affects a large number of jurisdictions simultaneously. Work Plan A brief narrative describing what will be accomplished through a period of time. Glossary of Terms 1.8 April 2008

21 Declaration of a State or Local Emergency The Manitoba Emergency Measures Act ( Sec. 11 (1), (2)) permit the declaration of a state of local emergency. Such declarations can be essential, even critical, in enabling local authorities to take actions necessary to provide maximum protection to people, property and the environment. The declarations must be timely and one of the aims of the act is to permit municipalities to act quickly. The council, or in the absence of a quorum of council, the Mayor / Reeve may declare a State of Local Emergency. This decision is usually made after consulting with the emergency coordinator, emergency site manager, and members of the emergency operations center management team. The council or Mayor / Reeve must fill out the Declaration of State of Local Emergency. The declaration is valid for a period of 14 days from date / time of issue. If an extension is required, then you must consult with Manitoba Emergency Measures Organization and the Minister responsible. A State of Local Emergency is not required to be considered eligible for disaster financial assistance. Upon declaring a State of Local Emergency, the council and / or Mayor / Reeve shall: 1. Notify Manitoba Emergency Measures Organization (M.E.M.O.), who will then notify the Minister responsible for the Emergency Measure Act. 2. When notifying M.E.M.O, include the following: - Who is making the declaration - What is the nature of the emergency - What is the area / extent of the emergency - When was the declaration made (date / time). 3. Notify the residents / public of the community. This includes: - The reason for declaring a State of Local Emergency - The area / extent of the emergency - An appeal to the public to obey all orders issued by the authorities - An appeal to the public to stay clear of the emergency area - Assure the public that all emergency services will be diligent in the discharge of their duties 4. Notify neighboring communities as required. Declaration 2.1 April 2008

22 Emergency Power Emergency Powers may only be used after a State of Local Emergency has been declared. The council/mayor/reeve may do everything necessary to prevent loss of life and damage to property or the environment (sec. 12 Emergency Measures Act). This includes any of the following: - utilize any real or personal property considered necessary to prevent, combat or alleviate the effects of any emergency or disaster. - authorize or require any qualified person to render aid if such type as that person may be qualified to provide. - control, permit or prohibit travel to or from any area or on any road, street or highway. - cause the evacuation of persons and the removal of livestock from any designated area that may have a contaminating disease. - authorize the entry into any building, or upon any land without warrant. - cause the demolition or removal or any trees, structure or crops in order to prevent, combat or alleviate the effect of an emergency or disaster. - authorize the procurement and distribution of essential resources and the provision of essential services. - provide for the restoration of essential facilities, the distribution of essential supplies and the maintenance and coordination of emergency medical, social and other essential services. - expend such sums as are necessary to pay expenses caused by the emergency or disaster. Emergency Power 2.2 April 2008

23 Notification / Warning of a Disaster When an emergency occurs, or is imminent, the person or emergency service becoming aware of the situation will be responsible for alerting the police, fire or ambulance services. Once emergency services are aware, they will contact: 1, Mayor / Reeve or council members, or C.A.O. 2. The Emergency Coordinator or assistant / designate coordinator 3. Manitoba Emergency Measures Organization (if required). The decision to open the emergency operations center will be made collectively by the mayor / reeve or council and the emergency coordinator or assistant / designate. The emergency coordinator or assistant / designate coordinator will notify the emergency operation center staff. If the nature or magnitude of the emergency requires immediate warning or evacuation of the general public, then the police and / or fire department will attempt to notify the general public of the following; - What if any precautions can the public take - Whether or not the public has to be evacuated (refer to evacuation section). - Whether or not the public should shelter in place (remain where they are). This notification can be done through the following ways: - Use of loud hailer - Use of sirens - Door to door canvass - Use of media / television / radio *Note* The police and / or fire department shall undertake appropriate action, and need not wait till the notification process of above mentioned steps 1, 2 and 3 are completed. The action taken may be required due to necessity, as time is of essence in the decision making process. The warning system is also subject to variable conditions, which may affect the effectiveness of warning the public. This includes: - Amount of time available to warn the public - Availability of police and fire department manpower and resources. Notification / Warning of a Disaster 2.3 April 2008

24 Notification / Warning Flow Chart for a Disaster The following flowchart explains the notification process: Emergency Site Fire Police EMS Emergency Site MGR (incident commander) Warn / Evacuate Public Notify Mayor /Reeve / Council / CAO And / or Emergency Coordinator Emergency Operation Center (Decision made to open through Mayor / Reeve / Council / CAO / Emergency Coordinator) Notify EOC Staff (by Emergency Coordinator) (Public Information, Transportation, Telecommunication, Equipment & Human Resources) (ESS Manager, Food, Lodging, Clothing, Personal) Resources (May be used earlier as required) Your Community Midwest Emergency Measures Board Communities / Hosting Mutual Aid Communities Private Agencies Provincial Agencies Federal Agencies (thru M.E.M.O.) Note: The ESM/IC may be re-appointed by Mayor / Reeve / Council / Emergency Coordinator. Warn / Evacuate Public may occur immediately and be further assisted by EOC staff. M.E.M.O. may be notified earlier by EMS. Notification / Warning Flow Chart 2.4 April 2008

25 Termination of a State of Local Emergency The State of Local Emergency may be terminated at any time by: 1. The Council or in the absence of quorum of council, the Mayor / Reeve. 2. The Minister responsible for the Emergency Measures Act. The Council / Mayor / Reeve shall complete the Termination of State of Local Emergency Form. Upon termination of an emergency, the Council and / or Mayor / Reeve shall: 1. Notify the residents / public of the community. This includes advising of any re-entry guidelines into the area. 2. Notify Manitoba Emergency Organization. 3. Notify neighboring communities as required. Forms Required: (Section 7 Forms) 1. Declaration of Local State of Emergency - Quorum of Council available. - Absence of Quorum of Council. 2. Termination of State of Local Emergency 3. News Release. Termination of State of Local Emergency 2.5 April 2008

26 Local Emergency Powers Briefing Document Copy of: Local Emergency Powers Briefing Document 2.6 April 2008

27 Emergency Operations Center Management Team The Emergency Operations Center is the location where all required department heads convene to make convene to make coordinated decisions regarding the disaster and the only point from which directions emanate. This includes responsibility for providing essential services and resources to the community and emergency site team. The decision to open the emergency operations center is made by the mayor / reeve / council in consultation in consultant with the emergency coordinator and / or assistant / designate coordinator. The Emergency Operation Center (E.O.C.) locations are: 1. The R.M. office 2. The rink 3. The community hall 4. Fire hall The E.O.C. consists of four major components which include: 1. Executive Control comprised of Mayor / Reeve / council members 2. Operations Control comprised of the Emergency coordinator and / or assistant / designate coordinator and team members (see below). 3. Emergency Services comprised or police, fire and EMS. 4. Administration comprised of accounting / legal staff. Therefore the E.O.C. Management Team consists of the following positions: 1. Emergency Coordinator and / or assistant / designate coordinator 2. Police representative 3. Fire department representative 4. Health services representative 5. Transportation manager 6. Public information manager 7. Telecommunications manager 8. Resources manager equipment 9. Human resources / volunteer manager 10. Municipal administrator 11. E.O.C administrative officer Requirements for each position are explained in duties / responsibilities (3.2). Not all positions may be required, as the E.O.C. team will be assembled as needed. The E.O.C. team will be notified by the Emergency Coordinator or assistant / designate. Emergency Operations Center 3.1 April 2008

28 Mayor / Reeve and Councilor Duties Implement the emergency plan in whole or in part. Notify the Emergency Coordinator or assistant / designate. Liaise with the Emergency Coordinator or assistant / designate, to determine a plan of action, what resources may be required, and if the emergency operations center should be opened. The council, or in the absence of a quorum of council, the Mayor / Reeve will control and direct the emergency operations at all times. The council, or in the absence of a quorum of council, the Mayor / Reeve are responsible for the termination of a declaration of a state of local emergency. Notify the Manitoba Emergency Measures Organization that a declaration of a state of local emergency has been declared. Authorize funds / monies necessary to deal with the emergency. Authorize media releases. Record all actions and decisions made. Chief Administrative Officer (CAO) Provide information and advice to Mayor / Reeve and council. Maintain informational and financial records pertaining to emergency operations. Mayor / Reeve and Councilor Duties 3.2A April 2008

29 Emergency Coordinator Duties The Emergency Coordinator should be aware of all components of the emergency plan. The coordinator should also be aware of the responsibilities and duties of all positions / persons within the emergency plan, and ensure they are complying with their duties. The assistant emergency coordinator ( referred to a designate) is to act as the coordinator when the emergency coordinator is unavailable, or requires relief. All responsibilities and duties apply to the assistant coordinator / designate. Responsibilities: Conduct a hazard analysis. Prepare the emergency plan. Currently update the emergency plan. Assist in developing mutual aid agreements. Develop the emergency operations center. After an emergency, conduct a review of procedures and make amendments if required. Duties: Implement the emergency plan in whole or in part. Designate location of emergency operations center. Activate the emergency operation center. Activate, callout and coordinate E.O.C. managers / staff. Ensure all responsibilities and duties of E.O.C. staff are carried out. Manage and coordinate emergency response. Advise the council / mayor / reeve of all information and developments. Liaise with council / mayor / reeve on duties and responsibilities. Ensure all directions by council / mayor / reeve are carried out. Ascertain and liaise with the emergency site manager from the emergency site. Ensure communications are established from E.O.C. to emergency site. Liaise with emergency site manager and council / mayor /reeve to determine both Declaration and Termination of State of Local Emergency. Ascertain what utilities or services have been or should be disconnected, or reconnected as required ( ex: hydro, closing of schools). Ensure M.E.M.O. has been advised and updated on all information. Ensure that regular update briefings are scheduled. Ensure appropriate emergency services and required agencies are notified. Review and authorize media releases. Then forward same to council / mayor / reeve. Ensure that the public is notified and updated on the response to the emergency, and any instructions or directions in regards to evacuation or re-entry. Notify surrounding communities. Implement hosting agreements, if required. Implement mutual aid agreements if required ( except fire / police / EMS). Expend monies as authorized to deal the emergency. Record all events. Collect all log sheets. Request a full report of all emergency operations activities from all responding municipal agencies. Prepare a post-emergency report. Emergency Coordinator Duties 3.2B April 2008

30 Emergency Services and Site Managers Duties Fire Department Duties: Coordinate fire fighting. Coordinate hazardous material response. Activate fire mutual aid when necessary. Provide the emergency site manager / incident commander unless otherwise instructed. Assist with evacuation of people (refer to the evacuation plans). Assist in search and rescue. Record all actions. Police Department Duties: Provide emergency site security. Provide traffic and crowd control. Provide the emergency site manager / incident commander unless otherwise instructed. Assist with evacuation of people ( refer to the evacuation plans). Assist in Search and rescue. Set-up temporary morgue. Advise medical examiner office in the event of a fatality. Record all actions. EMS / Ambulance Duties: Provide first aid on site. Advise hospitals of possible mass casualties. Initiate health mutual aid when necessary. Record all actions. Emergency Site Manager / Incident Commander Duties: Dependent on the system in use (Emergency site management vs Incident command) the Manager / Commander will be the senior fire official or senior police officer at the emergency site. This position may be re-appointed by the council / mayor / reeve after consultation with the Emergency Coordinator. The ESM / IC is responsible for: Managing and controlling emergency site operations including establishing perimeters and the need for evacuations and resources. Informing / updating the emergency operations center of the emergency site operations, activities and resource requirements. Ensure that regular update schedule briefing is held. Emergency Services and Site Manager Duties 3.2C April 2008

31 Public Information Manager Duties Public information is essential in any emergency situation. Informing the public has several important details. Information provided before, during and after an emergency helps the affected public make important decisions. As such, the community should advise its citizens of precautions to take. The same process will help in providing updated information concerning the emergency, sometimes lessening the anxieties of those affected by the emergency. Responsibilities: Inform the public of the following: Warning phase of disaster ( if applicable). Updates on condition of emergency / disaster. Declaration of State of Local Emergency. Termination of State of Local Emergency. If and when evacuation is required. Instructions pertaining to evacuation or sheltering in place. The routes of evacuation. Reception center location. When and where re-entry is allowed and associated instructions. Safety and health issues. Establish public inquiry. Contact appropriate media outlets. You may be required to conduct the press release. Duties: Report to the emergency coordinator or designate for instructions. Contact the media (refer to Media Resource List). Arrange a location for the media to stage. Advise the media where / when a press conference will be held. Liaise with emergency site manager. Liaise with transportation manager for evacuation pickup / drop-off locations and appropriate routes. Liaise with ESS manager for reception center location. Prepare authorized documents as required, to advise public about: Declaration of State of Local Emergency. Termination of State of Local Emergency. Notification of evacuation document (items to take / associated instructions). Re-entry notification ( associated instructions). Daily newsletter ( ir required). Prepare a press release to inform the public about: - Areas to stay away from. - Requests for human resources - Requests for equipment resources - Any other public appeals deemed necessary by the emergency coordinator & staff. Once a press release document or newsletter is prepared then: - Present the document to the emergency coordinator / designate for approval. - Once the document is approved by the emergency coordinator / designate, then it will be presented to the mayor / reeve / council for approval. After mayor / reeve / council approval, it will be decided who will make the presentation to the media. Public Information Manager Duties 3.2D April 2008

32 Public Information Manager Duties Duties: (continued) Maintain accounting practice. Maintain copies of all press releases and related documents. Record all your activities on the log sheets. Pass the log sheets onto the person who relieves you and brief them on your activities. Report all findings to the emergency coordinator / designate. Public Information Manager Duties 3.2D April 2008

33 Transportation Manager Duties The emergency transportation plan is developed to provide transportation to those citizens who are being evacuated and have no means of transportation. It may also be necessary to supply transport for evacuated livestock / animals, or to deliver supplies wherever required. Responsibilities: Maintain a current list of transport and fuel contacts. Arrange transportation vehicles as required for people / livestock / animals / supplies. Direct transportation vehicles as required. Determine gasoline and diesel requirements. Determine transportation pick-up and drop-off locations. Determine transportation routes. Duties: Report to the emergency coordinator or designate for instructions. Liaise with emergency site manager and determine requirements. Liaise with emergency social services manager to determine reception center location. Liaise with public information manager to coordinate directions for the public. Determine amount of people / livestock to be transported. Determine if transportation is required for any supplies. Determine amount and types of vehicles required. Determine pick-up locations. Determine safest route to emergency scene. Ascertain response time for vehicles / resources. Contact the appropriate resources for vehicles (see resource list). Contact appropriate fuel supplier (see resource list). Once a transport from the emergency scene to the reception center is complete, have the driver of the vehicle report to you and confirm if there are any further duties. Maintain accounting practice. Report all your findings to the emergency coordinator or designate. Record all events on log sheets. Pass the log sheets onto the person who relieves you and brief them or your actions. Transportation Manager Duties 3.2E April 2008

34 Telecommunication Manager Duties The emergency telecommunications plan consists of the methods of communicating to the various responding agencies in your municipality, especially from the E.O.C. to the emergency site. Responsibilities: Establish necessary communications from the emergency site to the emergency operation center. Establish a back-up plan for communications in case the primary system fails. Arrange for additional equipment and operators. Ensure regular test procedures are conducted for community equipment. Duties: Report to the emergency coordinator or designate for instructions. Coordinate procedures for communications between emergency site and E.O.C. Liaise with emergency site manager, determine method of communication. Determine appropriate resources required (two way radios / batteries etc). Arrange for additional resources with Manitoba telephone system, including system hookup for the emergency operation center. Arrange for amateur radio services ( ham operator). Establish fax communications. Maintain accounting practice. Report all findings to the emergency coordinator or designate. Record all events on log sheets. Pass the log sheets onto the person who relieves you and brief them of your actions. Telecommunications Manager Duties 3.2F April 2008

35 Resources Manager Duties Responsibilities: Develop and maintain resource listings of equipment. Coordinate the utilization of those resources in an emergency. Duties: Report to the emergency coordinator or designate for instructions. Liaise with E.O.C. managers to determine resource needs. Liaise with public works official to determine resources. Contact and instruct appropriate business s / agencies to arrange for resources. Maintain accounting practice. Report all findings to the emergency coordinator or designate. Records all events on log sheets. Pass the log sheets onto the person, who relieves you and brief them of your actions. Human Resources / Volunteer Manager Duties Responsibilities: Develop and maintain list of volunteer organizations and people. Coordinate the utilization of those resources in an emergency. Duties: Report to the emergency coordinator or designate for instructions. Liaise with E.O.C. managers to determine resource needs. Ensure there is relief or E.O.C staff and schedules or duty rosters. Contact and instruct appropriate agencies on manpower requirements and duties. List volunteers with appropriate forms to ensure coverage by workman s compensation (sample located in the manual forms). Maintain accounting practices. Report all findings to the emergency coordinator or designate. Records all events on log sheets. Pass the log sheets onto the person, who relieves you, brief them of your actions. Resources & Human Resource Manager Duties 3.2G April 2008

36 Security Duties Security personnel may be required for various reasons, such as: - Guard for the emergency operations center. - Guard for reception centers. - Guard for the disaster site. Police usually secure the disaster site within a perimeter. In the event of a smaller scale disaster that may require long term guarding, one may consider using private security companies as listed in the MTS directory. If the cause of the disaster is a result of a private business firm, then this firm may be responsible for hiring their own personal or security company to guard the scene if required. E.O.C. Administrative Office Duties Responsibilities: Report to the emergency coordinator or designate for instructions. Perform overall accounting practice. Liaise with all E.O.C. managers and coordinate all costs / accounting. Maintain a record of all practices. Confer with the emergency coordinator on required expenditures. Security & EOC Administrative Duties 3.2H April 2008

37 Emergency Social Services Duties The purpose of emergency social services (ESS) is to provide essential needs to persons that require assistance during time of crisis. ESS can provide services to persons which may include: - People who have been evacuated, or affected by the disaster on a temporary basis until normal services are restored. - Provide post-disaster services to accommodate re-entry into the community. ESS will provide the following services: 1. Registration and enquiry Maintain a list of evacuees and their location. 2. Lodging Set-up reception centers for those displaced by the emergency. 3. Food Services Provide food to those affected at the reception center. 4. Clothing Provide clothing to those affected by the emergency. 5. Personal Services Assist in addressing personal needs of evacuees. Additional assistance at time of crisis may be obtained through: 1. Provincial Emergency Social Services obtained through M.E.M.O. 2. The Canadian Red Cross can assist in registration / enquiry. ESS Positions The positions outlined are most effective when they are enough personal to fulfill the positions. At times when there is insufficient personal, one must expect that they may be required to be flexible enough to take on some of the tasks or responsibilities of other positions. This also may be required in long-term situations, when there are not enough personal to rotate through lengthy shifts. If further volunteer are required, refer to the human resource list. You can also have evacuated persons assist you in any function at the reception center. These ESS positions are not only maintained for reception center purposes for evacuees. These positions may also be required to assist evacuees who return to their residences. This type of situation is addressed in the re-entry phase. Emergency Social Services Position & Duties 3.2i April 2008

38 ESS Positions Continued ESS Manager: Receive notification / instructions from the emergency coordinator / designate. Determine an appropriate site for the reception center. Contact the key holder for the selected reception center. Advise the key holder to open the premises, and remain there until the reception manager or lodging manager meets with them. Notify reception manager and authorize notification structure callout. Liaise with transportation manager. Liaise the public information officer to disseminate information. Coordinate ESS system from the E.O.C. Establish a citizen enquiry phone line. Record all actions and instructions on log sheets. Pass the log sheets onto the person, who relieves you and brief them of your actions. Report all your findings to the emergency coordinator / designate. Reception Manager: Receive notification and instruction from ESS manager. Notify and callout required managers such as: Lodging, Food, Clothing, Personal. Attend the reception center and coordinate all required managers. Liaise with the key holder. Coordinate registration and enquiry through the Red Cross, or other volunteers. Set-up office area in reception centers with a phone number and advise ESS of number. Maintain accounting practice. Record all your activities, using log sheets. Report all your findings to the ESS manager. Lodging Manager: Inspect the reception center for any prior or post damages ( do this in the company of the key holder). Ensure the heating / cooling systems are operational. Ensure the toilet / showers facilities are operational. Obtain necessary bedding and blankets. Arrange for security personnel. Arrange for custodial services. Arrange for garbage pickup. Arrange the following areas within the reception center: - Registration and enquiry area ( tables / chairs / signs etc.) - Food preparation and serving area. - Sleeping area. - Recreation area. Record all your activities, using log sheets. Report all findings to the reception manager. Emergency Social Services Position & Duties 3.2i April 2008

39 ESS Positions Continued Food Manager: Determine food / beverage requirements for evacuees / staff at reception center (include special needs baby formula, special diets etc). Contact necessary restaurants for prepared food items. Contact necessary grocery stores for supplies. Determine if the restaurant or grocery store can deliver their items, or if pickup is required. If necessary, liaise with the transportation manager for food / supply pickup. Determine if personnel is required to prepare or serve any food ( you may use evacuees to assist, hall members or human resource lists). Determine the food and beverage requirements of the responders and find location away from the reception center. Maintain records of all costs / bills/ receipts and forward to reception manager. Record all your activities, using log sheets. Report all findings to the reception manager. Clothing Manager: Determine clothing requirements for evacuees. Contact appropriate resources for clothes. Ascertain if the clothing will be delivered or needs to be picked up. Liaise with transportation manager if pickup is required. Maintain record of all costs / bills / receipts and forward to reception manager. Record all your activities using log sheets. Report all findings to the reception manager. Personal Manager: Ascertain personal needs of evacuees or staff which includes: - Is anyone injured? - Does anyone require any medical assistance? - Does anyone require any medication? Contact appropriate Health Authority if required ( ie ambulance / doctor / pharmacist). Arrange for counselors or clergy to attend if required. Are there any special needs diapers / personal hygiene products, etc? Arrange for recreation activity (kids games / cards / TV). If supplies are required liaise with the food manager as he / she may be placing an order with a grocery store. Maintain a record of costs / bills / receipts and forward to reception manager. Record all you activities using log sheets. Report all findings to the reception manager. Emergency Social Services Position & Duties 3.2i April 2008

40 Evacuation Evacuation may be necessary for various reasons. It is done to remove people and livestock from dangerous situations that may threaten their life or well being. The ability to evacuate effectively can be affected by the amount of warning time allotted before the evacuation. This allotted time frame is dependent on the speed of onset of the disaster. An evacuation can therefore be placed into two categories: 1. Sudden Evacuation: Whereby emergency services (Fire, Police) recognize an immediate need to evacuate people due to a threatening presence. 2. Prepared Evacuation: Whereby the Emergency Operations Center is established, allowing EOC staff an opportunity to plan and prepare the evacuation process. Authority: The authority to evacuate people and livestock can be granted through: 1. Declaration of Local State of Emergency. 2. Determination by Emergency Services under the Fire Protection Act. Evacuation Goals: In order to attain a proper evacuation, we must strive to meet certain goals, if possible. This includes: - Establish and maintain an orderly evacuation. - Determine number of people to be evacuated. - Verify that all citizens have departed their homes. - Transport for the evacuees. - Security for the evacuated area. - Establish and maintain the Reception Center. - Advise host communities. - Register all evacuees. - Establish animal care and control. - Preparation and safety of community re-entry, including re-establishment of utilities and services. - Meet the needs of the evacuees. Evacuation 3.3 April 2008

41 Evacuation Requirements In the event of an evacuation, the following procedures must be observed: Warning: In addition to the previous warning section, the E.O.C. management team shall ensure: 1. That precise information about the danger involved and the action to be taken is disseminated to the general public. 2. That hospitals, care homes, schools, group residences, colonies and private residences in the affected area are notified. 3. That reception-hot communities are notified to the number of evacuees, and what are the resource requirements of the host community. Notification: In the event of carrying out an evacuation whether sudden or prepared, there are various steps and suggestions that will aid in conducting the notification and evacuation such as: 1. Determine the reason and authority for the evacuation. 2. Determine the geographical area and population size of the evacuated area. 3. Prioritize area of evacuation. 4. Determine the method of conducting the evacuation which includes: - assemble evacuation teams to carry out the evacuation process, under direction of police or fire. - Refer to human resource contact list for volunteers to assist. - Ensure accountability and safety measures for the evacuation teams. 5. Notifying the evacuees of required information by: - media (radio and television) - use of loud hailer / flashing lights - door to door notification. 6. Providing evacuation notices ( located in annex). 7. Once a premise has been evacuated, then mark same with chalk or orange tape on the front door, or most visible location. 8. Determining any resources needed such as: maps, road barricades, chalk / orange tape, local phone book, volunteers, flashlight, loud hailers, traffic directional signs. 9. Determine if utilities (hydro / gas / water / sewer) need to be disconnected. Transportation: Assign the transportation manager to complete the following: 1. Determine the transportation requirements for the evacuees(buses, boats, aircraft, snowmobiles, etc) Many people will have their own mode of transportation, but many have special needs that require assistance, such as personal care homes, senior living apartments, etc. 2. Determining evacuation routes. Evacuation 3.3 April 2008

42 Evacuation Requirements Security: 1. During the evacuation period, the police shall establish and maintain security of the area evacuated. 2. If private security firms are used, you must obtain authorization from mayor / reeve or council or the private business sector that authorizes financial obligation. Reception Centers: Reception centers are facilities that temporarily house evacuees and provide them with basic needs such as: lodging, food, clothing and personal needs. The emergency social reception centers may include community halls / clubs / schools. Registration and Inquiry: The purpose of registering all evacuees is to determine the location where the evacuees are presently staying. The registration should take place at the reception center. The evacuee may then choose to stay at a reception center, or may find refuge at another location ( relative, friends etc.) It is important to register as emergency services may be trying to determine a person s location, or a fiend or relative seeks information about the evacuees. The emergency social services team are responsible for these matters. If needed, the Red Cross can assist in registration and inquiry. Registration is also important if you intend to file any claim through disaster financial assistance. Animal Care and Control: In the event that livestock are endangered, then observe the following procedure: 1. Consult with the Manitoba Agricultural Agency through M.E.M.O. for information. 2. Consult with the Manitoba Food Inspection Agency through M.E.M.O. for information. 3. Can this type of livestock be properly evacuated according to Agricultural regulations? 4. Determine a location where the livestock can be taken to. 5. Determine a method of transportation for the livestock. 6. Determine Feed requirements and methods. 7. Feed requirement is that all owners are to indicate at registration that they have had animals to feed. If the feed requirement is such that only the owner is to do the feeding then arrangements will have to be made to get to the site. All information is needed for feeding if a specialized crew is going into do the feeding ( i.e. guard dogs). 8. If unable to evacuate the livestock, can a safe method of feeding be established. 9. Remaining livestock may be subject to testing by the Food Inspection Agency. 10. Disposal of dead animals should be done in consultation with Manitoba Agriculture. Personal Pets: If the evacuated people are lodged in a reception center for a length of time, then it is not recommended that pets be allowed in the reception center. This is due to lack of control over the pet in regards to feeding, care, allergies, and discipline with other pets. It is strongly urged that evacuees make alternate arrangements for their pets if possible, otherwise the pet may be left unattended at their premises. Evacuation 3.3 April 2008

43 Re-Entry Guidelines After the emergency situation has dissipated, the evacuees are to be returned home in a safe manner, to a safe situation, and begin the re-integration process. In order to do so, we must follow certain guidelines to allow safe re-entry. 1. Determine that it is safe to re-enter the area. This is done in consultation with Mayor / Reeve / Council, Emergency Coordinator / Assistant / Designate, Emergency Site Manager / Incident Commander, M.E.M.O. and any other related agency or provincial department that may have relevance in these matters. 2. Consult with utility services (hydro / gas / water / sewer) to establish: - If service is available and in what specific areas. - When full / partial service will be restored. - Any guidelines or precautions when using these services. - Utility services should be restored before allowing re-entry. 3. Evaluate what remaining threats are in existence such as: - Is the drinking water safe versus a boil advisory? - Further weather threats. - Environmental hazards. - Unsafe location i.e. buildings that may collapse. - Unsafe debris. - Potential health hazards. 4. Consult with provincial highways and transportation to determine if roads / highways / bridges, airports, railways are safe to use. Arrange for clearing of debris from roads, etc, to allow passage. 5. Arrange for disposal of dead animals under the advice of Manitoba Agriculture and local veterinary doctors. 6. Consider extending or terminating state of local emergency. 7. Prior to initiating the process of re-entry, ensure approval is received from; - Mayor / Reeve / Council. - Emergency Coordinator or Assistant / Designate - Police Department - Fire Department - Health Department - Manitoba Conservation ( Air / Water /Land Environmental issues). - Manitoba Agricultural - Manitoba Food Inspection Agency - Manitoba Emergency Measures Organization 8. Prior to initiating the process of re-entry, ensure there are adequate supplies. It may also be a consideration to set-up strategic locations for distribution of supplies / services, such as: - Food supplies - Water supplies - Medical service / supplies - Fuel supplies - Debris removal / garbage pickup - Mail service After the above mentioned has been completed then determine the type of re-entry phase, A or B: A. Partial Re-entry Whereby citizens are only allowed to return home / business for a short period of time to allow for retrieve necessary items, feed pets or livestock, or begin a clean up, repairing or rebuilding stage. Re-entry Guidelines 3.4 April 2008

44 These allowances should be in daylight hours for safety reasons as power outages may be prevalent. B. Full Re-entry Whereby, citizens are allowed to return on a permanent basis. Once the decision is reached to allow for re-entry, complete the following: 1. Advise the citizens of the present situation and what pre-cautions or actions to undertake. Method of advisement can be done at the reception center, or the media ( TV / Radio /Newspaper), or develop a newsletter. 2. Arrange for transportation of evacuees to return, including route to take. 3. Arrange for traffic control through the police. 4. Consult with police to determine if security is required. 5. Arrange a Town meeting to provide information. If a disaster occurs in a community, then this event may limit the communities ability to deal with the situation, depending on the severity of the disaster. In such cases, neighboring communities can become a host community by establishing a reception center to assist in dealing with evacuees. A hosting agreement shall be signed between communities, prior to these disaster events as a form of preparedness. The agreement would only be acted upon during time of crisis and approval must be obtained from the Mayor / Reeve / Council / and Emergency Coordinator. The community in peril will contact the host community and advise them of their needs. A designate member of the community in peril will accompany the evacuees to the host community in order to assist in providing information. The host community will ensure the following is completed: 1. Open a reception center. 2. Establish registration / enquiry service 3. Provide services (food / clothing / lodging / personal ). 4. Arrange for medical services if required. 5. Assist with timely briefings to evacuees concerning their situation. 6. Assist in re-entry procedures. Once the disaster event is complete, then the peril and host community will ascertain what costs were incurred and payment shall be made in a timely fashion. It is suggested that proper bookkeeping practices along with receipts be maintained in order to receive payment. Mutual Aid Mutual aid agreements are arrangements between communities who are willing to respond with aid in an emergency. This includes resources ( equipment / human), and any other services required. (This excludes fire / police / ems which are governed by their own agreements. Mutual aid agreements should exist between communities prior to a disaster occurring, as a form of preparedness. The agreement would only be acted upon during time of crisis and approval must be obtained from the Mayor / Reeve / Council and Emergency Coordinator. Refer to Annex Section for any existing Hosting or Mutual Aid agreements. Re-entry Guidelines 3.4 April 2008

45 Hosting If a disaster occurs in a community, then this event may limit the communities ability to deal with the situation, depending on the severity of the disaster. In such cases, neighboring communities can become a host community by establishing a reception center to assist in dealing with evacuees. A hosting agreement shall be signed between communities, prior to these disaster events as a form of preparedness. The agreement would only be acted upon during time of crisis and approval must be obtained from the Mayor / Reeve / Council / and Emergency Coordinator. The community in peril will contact the host community and advise them of their needs. A designate member of the community in peril will accompany the evacuees to the host community in order to assist in providing information. The host community will ensure the following is completed: 1. Open a reception center. 2. Establish registration / enquiry service 3. Provide services (food / clothing / lodging / personal ) 4. Arrange for medical services if required. 5. Assist with timely briefings to evacuees concerning their situation. 6. Assist in re-entry procedures. Once the disaster event is completed, then the peril and host community will ascertain what costs were incurred and payment shall be made in a timely fashion. It is suggested that proper bookkeeping practices along with receipts be maintained in order to receive payment. Mutual Aid Mutual Aid agreements are arrangements between communities who are willing to respond with aid in an emergency. This includes resources ( equipment / human), and any other services required. (This excludes Fire / Police / EMS which are governed by their own agreements). Mutual Aid agreements should exist between communities prior to a disaster occurring, as a form of preparedness. The agreement would only be acted upon during time of crisis and approval must be obtained from the Mayor / Reeve / Council and Emergency Coordinator. Refer to Annex Section for any existing hosting or mutual aid agreements. Hosting / Mutual Aid 3.5 April 2008

46 Disaster Financial Assistance Arrangements (DFAA) When disaster strikes and creates an unreasonable financial burden, financial assistance may be made available for eligible costs. DRAA is the Federal / Provincial agreement that establishes the eligibility criteria for disaster financial assistance. Assistance programs are authorized under the Provincial Emergency Measures Act and administered at the provincial level in accordance with the DFAA. The purpose is to assist local governments, individuals, full time farmers, full time small businesses, and certain non-profit organizations in restoration to pre-disaster condition. Eligible Costs Are: - Pre-emptive costs: Includes the costs of any reasonable actions to protect property, possessions or infrastructure from damage. - Evacuations and Operations: Reasonable expenses for evacuation and costs related to responding during a disaster. - Restoration to Pre-Disaster condition: Includes: Loss or repair of essential items Damage to essential infrastructure and buildings Clean up and debris removal. Ineligible Costs Are: Limitations: - Insurable losses - Costs recoverable through an existing government program - Losses recoverable by law - Non essential items - Loss of income and opportunity - Normal operating costs - Upgrades and improvements - Damages that are a normal risk of trade The private sector can receive 80% of eligible losses to a maximum $100,000 net per claim. The Public Sector is based on a cost sharing formula. Impact Assessment: An impact assessment is information that provides: - Details of the event. - Details of the impacts An impact assessment allows local authorities and the province to quickly determine the magnitude of impacts of a disaster. Disaster Financial Assistance 3.6 April 2008

47 In the event that a Disaster Strikes, you should do the following: Individuals: - Contact their local authority - Document impacts, damages, and losses (Impact Assessment) - Take pictures - List damaged and disposed of personal property - Take action to prevent further damage - Keep records and invoices. Local Authorities: 1. Contact Manitoba Emergency Measures Organization 2. Complete an Impact Assessment 3. Take pictures 4. Record all labor hours 5. Retains all invoices and records 6. Provide community members with information about recovery 7. A declaration of a State of Local Emergency is not required 8. A Resolution requiring disaster financial assistance is required 9. The resolution must include: - Event Date - Explanation of the conditions leading up to the incident and a description of the event - Specific geographic areas impacted - A statement requesting disaster financial assistance - A copy of the current impact assessment, including estimated losses. All applications, resolutions and impact assessments are reviewed by the province. Once applications, losses and damages are verified, then eligible assistance will be processed. The Emergency Measures Act provides an appeal process for claimants. For further information, contact Manitoba Emergency Measures Organization. Disaster Financial Assistance 3.6 April 2008

48 SANDBAG SUPPLIERS in Manitoba Shippers Supply Inc. 102 King Edward St. East Winnipeg, MB R3H 0N8 No stock- 4 days shipping Office: contact Tim (Product Code ) Fax: St. Boniface Bag Co. 426 Goulet St. Winnipeg, MB R2H 0S6 100K Stock, Office: contact Dave or Julie Fax: ITW Syn-Tex Bag Inc. 211 Hutchings St. Winnipeg, MB R2X 2R4 Office: Fax: Very large Bags only (1000 /2000 lbs) 3 weeks shipping Endurapak Incorporated 311 Alexander Ave. Winnipeg, MB R3A 0M9 50K stock, 7 day shipping for more Office: contact Michelle Johnson at ext. 215 Fax: Emergency contact (after hrs - cell): Wayne Pestaluky A-Paks Bagging and Packaging Co 331 Strood Winnipeg, MB R2G 1A9 Office: Fax: Emergency contact (after hrs cell): Warren Polytech Industries 1331 Niakwa Road E Winnipeg, MB R2J 0R1 Office: No Stock 2 week order time Fax: Emergency contact (after hrs cell): Barry

49 SANDBAG SUPPLIERS outside Manitoba Airtex Design Group 861 E Hennepin Ave. DOES NOT SELL SANDBAGS Minneapolis, MN USA Office: or Mike Miller s cell Fax: mike.miller@airtexdesign.com Polywrap Products of Canada (1974) Ltd Monk Blvd. Montreal, QC H4C 3R8 Office: Ext 32 Chuck Million stock, 3-5 days shipping Fax: Berg Bag Co rd Ave. North Minneapolis, MN USA Office: K stock. 1-3 days shipping Fax: Emergency contact (after hrs - cell): Mark Schaefer Emergency contact (after hrs - cell): Rick Berg Industrial Bags 6945 Ouest Rue St. Jacques Montreal, PQ H4B 1V3 +100K stock 2-3 days shipping Office: contact Jenny Fax: Jacobs Trading Co Industrial Park Blvd Plymouth, MN USA Office: K stock, 1-2 days shipping Fax: Emergency contact (after hrs - cell): Irwin Jacobs Emergency contact (after hrs - cell): Howard Grodnick Emergency contact (after hrs - cell): Scott Armstrong Komol Plastics Co. Ltd Unit E Kingsway Ave Port Coquitlam BC V3C 3Y1 Office: Fax : Large inventory all sizes, 2-3 days shipping 1

50 Lloyd Bag Company P.O. Box 208 Chatham, ON N7M 5K3 Office: Fax: K stock, 2-3 days shipping Manyan Inc Leger LaSalle, QC H8N 2V9 Large stock, 2-3 days shipping Office: contact Charlie Fax: JUSTUS Bag Co Inc E Trent Ave Spokane WA Office: Large stock, 3-5 days shipping Fax Emergency contact (after hrs cell): Darren

51 Essential Phone Numbers The following phone numbers may be used to contact the appropriate persons or agencies for notification, assistance or information. This includes, but not limited to: - Mayor / Reeve or Council members - Emergency Coordinator or Assistant / Designate - Manitoba Emergency Measures Organization - Other Provincial Agencies - Utility Companies - Media Outlets / Agencies - Hospitals - Personal / Government Care Homes - Schools - Colonies - Community Halls - Churches - Equipment or Human Resources - Weather Conditions - Road Conditions Essential Phone Numbers 4.0 April 2008

52 Provincial Resources Manitoba Emergency Measure Organization (MEMO) M.E.M.O. Barrett Nelson Office (204) Fax: M.E.M.O. Andre Dimitrijevic Wpg Office (204) Fax: MB Highways Department Winter Months Nov-April Birtle Branch Office of Dept. of Highways Hamiota Branch Office of Dept. of Highways Rivers Branch Office of Dept. of Highways Virden Branch of Office of Dept. of Highways Poison Control General Inquiries Emergency Manitoba Agriculture call M.E.M.O. Manitoba Agriculture (Hamiota Office) Manitoba Agriculture (Virden Office) Manitoba Agriculture (Birtle Office) Natural Resources, Environment (Air, Water, Land) Shoal Lake Natural Resources Virden Natural Resources Brandon Natural Resources Workplace Safety & Health (Industrial Accidents) RCMP Hamiota Detachment Virden Detachment Provincial Resources 4.1A April 2010

53 Manitoba Hydro Birtle Office Hamiota Office Virden Office Rivers (Brandon) Office Tent Rentals I Am A Wild Party Special Event Rentals (Souris) Knight Upholstery & Tent Rentals (Neepawa ) Tent Events Tent Rentals ( Brandon) Port a Potty Rentals Clark s Septic Service & Portable Toilets ( Brandon) Virden Septic Service Ltd. (Virden) Robert Still ( Beulah) Dennis Hemrica Septic / Vacuum Truck (H) Radio CBC AM Radio 990 News Desk # CBC Brandon CBC Winnipeg CKX Brandon News Line Farm FM Brandon Fax: Office: CKLQ Brandon KODA 93 5 FM Oak Lake Star FM Brandon CKY Winnipeg CKY AM Radio 580 Office Provincial Resources 4.1A April 2010

54 Television CTV Television (CKY News Channel 7 Cable 5) 24 hrs # CKX Brandon Newspapers Brandon Sun The Toll Free Winnipeg Free Press Brandon Office Winnipeg Sun News Line Crossroads This Week Rivers Banner Virden Empire Advance Airports Winnipeg Airport Authority Brandon Airport Shoal Lake Airport Virden Aviation Ltd Provincial Resources 4.1A April 2010

55 Synthetic Bag Suppliers Shippers Supply Inc. 102 King Edward St. East Winnipeg, Man. R3H 0N8 Fax: St. Boniface Bag. Co. 426 Goulet St Winnipeg, Man. R2H 0S6 Fax: Syn-Tex Bag Inc. 211 Hutchings St Winnipeg, Man. R2X 2R4 Fax: Endurapak Incorporated 311 Alexander Ave Winnipeg, Man. R3A 0M9 Fax: Cell: A-Paks Bagging and Packaging Co 311 Strood Winnipeg, Man. R2G 1A9 Fax: Cell: Polytech Industries 1331 Niakwa Road E Winnipeg, Man. R2J 0R1 Fax: Cell: Manyan Inc Leger LaSalle, PQ H8N 2V9 Fax: Komol Plastics Co. Ltd Unit E Kingsway Ave Port Coquitlam BC V3C 3Y1 Fax: Polywrap Products of Canada 5590 Monk Blvd (1974) Ltd. Montreal, PQ H4C 3R8 Fax: Industrial Bags 6945 Ouest Rue St. Jacques Montreal, PQ H4B 1V3 Fax: Jacobs Trading Co Industrial Park Blvd Plymouth, MN USA Fax: Lloyd Bag Company P.O. Box Chatham, ON N7M 5K3 Fax: Berg Bag Co rd Ave. North Minneaplis, MN USA Fax: Airtex Design Group 861 E Hennepin Ave Minneapolis, MN USA Fax: Justus Bag Co Inc E Trent Ave Spokane WA Fax: Provincial Resources 4.1B April 2009 Synthetic Bag Suppliers

56 Provincial Resources 4.1B April 2009 Synthetic Bag Suppliers

57 Emergency Coordinators in Surrounding Municipalities RM of Archie Monica Pethick RM of Birtle Larry Kowal RM of Wallance Brad Yochim Provincial Resources 4.2 April 2008

58 Goods in Kind Emergencies, disasters, accidents and injuries can occur any time and without warning. Often when such incidents occur, emotions run high and people outside your community feel the need to help. They will send food, clothing, household supplies and or money. The bigger the event and the larger media coverage area, you will get a larger response from people of goods in kind. The community must be prepared to ask for help and ready to accept goods in kind. The Mayor or designate will: 1. Make a press release to ask for specific items or money. 2. Assign a designate(s) to manage the goods in kind. 3. Find an appropriate location for the goods. 4. A plan of delivery of goods / money to the necessary people and or animals. 5. A plan of action for the goods not needed or that will spoil. 6. Documentation of all goods / money. Goods in Kind 4.2 April 2008

59 Provincial Resources Manitoba Emergency Measure Organization (MEMO) M.E.M.O. Barrett Nelson Office (204) Fax: M.E.M.O. Andre Dimitrijevic Wpg Office (204) Fax: MB Highways Department Winter Months Nov-April Birtle Branch Office of Dept. of Highways Hamiota Branch Office of Dept. of Highways Rivers Branch Office of Dept. of Highways Virden Branch of Office of Dept. of Highways Poison Control General Inquiries Emergency Manitoba Agriculture call M.E.M.O. Manitoba Agriculture (Hamiota Office) Manitoba Agriculture (Virden Office) Manitoba Agriculture (Birtle Office) Natural Resources, Environment (Air, Water, Land) Shoal Lake Natural Resources Virden Natural Resources Brandon Natural Resources Workplace Safety & Health (Industrial Accidents) RCMP Hamiota Detachment Virden Detachment Provincial Resources 4.2 April 2008

60 Manitoba Hydro Birtle Office Hamiota Office Virden Office Rivers (Brandon) Office Tent Rentals I Am A Wild Party Special Event Rentals (Souris) Knight Upholstery & Tent Rentals (Neepawa ) Tent Events Tent Rentals ( Brandon) Port a Potty Rentals Clark s Septic Service & Portable Toilets ( Brandon) Virden Septic Service Ltd. (Virden) Robert Still ( Beulah) Dennis Hemrica Septic / Vacuum Truck (H) Radio CBC AM Radio 990 News Desk # CBC Brandon CBC Winnipeg CKX Brandon News Line Farm FM Brandon Fax: Office: CKLQ Brandon KODA 93 5 FM Oak Lake Star FM Brandon CKY Winnipeg CKY AM Radio 580 Office Provincial Resources 4.2 April 2008

61 Television CTV Television (CKY News Channel 7 Cable 5) 24 hrs # CKX Brandon Newspapers Brandon Sun The Toll Free Winnipeg Free Press Brandon Office Winnipeg Sun News Line Crossroads This Week Rivers Banner Virden Empire Advance School Division Offices Park West School Division Birtle Fax Fort La Bosse School Division Virden Fax Rolling River School Division Minnedosa Veterinary Services Shoal Lake Veterinary Clinic Russell & District Veterinary Clinic Virden Animal Hospital Airports Winnipeg Airport Authority Brandon Airport Shoal Lake Airport Virden Aviation Ltd Provincial Resources 4.2 April 2008

62 Health Care Contact List The Health Contact List is provided for the following reasons: 1. To notify the Regional Health Authority EMS Manager of Health related issues. 2. To notify Hospitals of the possibility of the mass casualties that they may be receiving. This system of notification is usually done through the EMS Manager, or ambulance services. But if for some reason, there is a communication breakdown, then notifying the Hospitals would be appropriate. 3. To warn the EMS Manager, Hospitals and Personal Care Homes of an impending danger that may cause them to prepare, react or evacuate. Assiniboine Regional Health Authority EMS Manager Neil Gamey Work # Fax: In the event that you are unable to reach the ARHA EMS Manager or designate, then notify: The local ambulance service staff and they will get in touch with EMS Management or an on call supervisor. Medical Examiner s Office Through Police. Health Care Contact List 4.3 February 2012

63 Hospitals Brandon Regional Health Center Toll Free Emergency # Birtle Hospital Hamiota Hospital Minnedosa Hospital Rivers Hospital Shoal Lake Hospital Russell Hospital Virden Hospital Health Care Contact List 4.3 February 2012

64 Resources The following section contains a list of equipment and human resources located throughout the communities of the emergency plan, but this list does not contain all resources within your community. Also this list does not preclude you from contacting other resources not listed here. You may refer to the MTS directory, or references from personal knowledge. You may also call upon private industry / businesses outside your community, to ascertain if they are willing to help. It may also be of assistance to notify emergency coordinators from other locals to assist in locating resources. A public appeal for resources may also be conducted. Further assistance may also be available through Manitoba Emergency Measures Organization. Due to the five collective participating communities in this plan, some resources have been categorized together, while others are categorized by area. RM of Blanshard 4.4A March 2013 Introduction

65 R.M. of Blanshard / Village of Oak River Information Population: 586 Fire Department: Oak River Fire Department Fire Chief Jim Kuculym Home kuculym2@mymts.net Equipment Inventory: 1. One pumper fire truck - # 1 pumper has 1000 gallon water tank: 625 gpm: hose: hose 2. One 1200 gallon tanker with 3 inch pump & hose reel 3. One rescue van 4. One 1000 gallon portable water tank 5. 8 SCBA, 10spare air tanks: porta pumps: 1 3 porta pump 6. 5 back packs: 3-2 way radios: 3 fleetnets: 1 chainsaw Water or Sewer Systems Water Plant Supervisor Brent Haggarty Cell Home oldhaggs@inetlink.ca Relief Supervisor Mark Yanchycki Cell Home Water system Capabilities 2. Municipal Wells located at: # 1 North Side of NW Water Supply is located at: # 2 East Side of SE Oak River Water Treatment Plant is located at # 3 South side of WPM (South side of PTH # 24 ¼ mile east of Oak River) Sewer system is located east of the Village of Oak River. Waste / Landfill Sites: NW W Blanshard Waste Management Site. Supervisor Shane Bates Cell: Gravel Pit: Village / Municipality 1. One H Cat Motor Grader S/N B9D0328 (Cardale Grader ) 2. One H Cat Motor Grader S/N B9D03251 (Oak River Grader ) 3. One 2010 N135 Kubota Tractor with 92 Bucket and 47 pallet forks. 4. One 2010 Dodge Ram 1500ST 4 x 4 Truck Midwest Emergency Coordinator Emergency Coordinator / Assistant / Designates Chris Skayman Home cdsky@mymts.net Cell Assistant Coordinators / Designates R.M. of Blanshard RM of Blanshard 4.4B March 2013 Information

66 Elected Officials for the R.M. of Blanshard Municipal Office Oak River or Fax: CAO Diane Kuculym Home Cell Reeve / Mayor Brent Fortune Home fortune3@inethome.ca Cell Deputy Reeve / Mayor Jim Brown Home jbrown@mts.net Cell Councilor Mark Gill Home mark566@mts.net Cell Fax: Councilor Ewan Common Home common5@goinet.ca Cell Fax Councilor Walter Froese Home pfroese@mts.net Cell Fax Councilor Stephen Carter Home sands@inethomd. Fax: Councilor Gary Stewart Home stewartseed@msn.com Cell Fax: Village of Oak River Steven Reid Home sreid166@gmail.com Graham Bates Home Graham.Bates@kochind.com RM of Blanshard 4.4C March 2013 Elective Officials

67 Community Facilities Senior Housing Manors Oak River Jim Vassart Home Manitoba Housing Authority Brandon Toll Free School Oak River Collegiate Institute Oak River Colony School Hall / Rink Oak River memorial Rink Denise Henry Cardale Community Rink Jim Fortune Brent Fortune Banking Vanguard Credit Union Community Halls / Rinks The following facilities may be used for a variety of reasons, that being: to house evacuees, store goods, town meetings, etc. When selecting a hall to use, determine which hall would be the safest distance away from the disaster. Also be aware of what transportation route is available and ensure that it is possible. When using one of the number of people you wish to send to this location. Although the capacity of the hall may be large, the capacity may change when you have to take into account the space needed to accommodate areas such as: reception, sleeping, dining, recreation, etc. The hall s washroom facility may not fulfill the needs, and therefore arrangement should be made for extra portable washrooms, wash stations, or showers. Hall Location Seating Capacity Overnight Capacity Hamiota Kenton Miniota Oak River Kenton Rink Lenore Hall (c.c.) Lenore Rink Harding Hall (c.c.) RM of Blanshard 4.4D March 2013 Community Facilities

68 RM of Blanshard 4.4D March 2013 Community Facilities

69 Local Businesses Name Address Town / RM Phone Construction Equipment Cam Stewart (Back SW W RM of Blanshard Hoe) Froese Bros. NW W RM of Blanshard G 5 Farms (Semi Truck) SE W RM of Blanshard Gill Farms Ltd. (Back RM of Blanshard hoe & Semi truck) Oak River Colony NW W RM of Blanshard Suppliers Kenton Co-op Oak River Oak River Quick Freeze Ltd Hamiota Co-op Cardale Fuel Supplier McCallum Services Limited 29 North Railway Street 35 North Railway Street 19 North Railway Street Oak River Oak River Cardale Oak River Restaurants Shenanigan s Oak River Not currently open Welding & Manufacturing EDR Welding & Auto 33 North Oak River Electric Railway Street Dan Burke Oak River Springland Manufacturing SW W RM of Blanshard Mr. T Service 17 Forrest Street Oak River Banking Vanguard Credit Union Oak River RM of Blanshard 4.4E March 2013 Local Businesses

70 Name Address Town / RM Phone Other Businesses Oak River Inn 15 North Oak River Railway Street RM of Blanshard 10 Cochrane Street Oak River Office Cardale Municipal 18 Railway Ave Cardale Garage Little Sask. River 21 Delap Street Oak River Conservation Way-Mor Agencies Ltd. 17 Cochrane Street Oak River Farms / Hog Barns Blanshard Pork Inc. SW W RM of Blanshard Dutch Barn Manitoba Inc. Oak River Colony Hog Barn Henry JS & Sons Seed Growers Churches Oak River United Church Cardale United Church SW W RM of Blanshard NW W RM of Blanshard NE W RM of Blanshard Limit Street Oak River Railway Ave Cardale Cemetery Location Historic Site NW W RM of Blanshard Marney Cemetery SE W RM of Blanshard Oak River Cemetery SE W RM of Blanshard Pettapiece Cemetery SE W RM of Blanshard White Bank Lea SE W RM of Blanshard Miller Cemetery NE W RM of Blanshard Upland Cemetery NW W RM of Blanshard Rivers Mennonite SE W RM of Blanshard RM of Blanshard 4.4E March 2013 Local Businesses

71 Resources The following section contains a list of equipment and human resources located throughout the communities of the emergency plan, but this list does not contain all resources within your community. Also this list does not preclude you from contacting other resources not listed here. You may refer to the MTS directory, or references from personal knowledge. You may also call upon private industry / businesses outside your community, to ascertain if they are willing to help. It may also be of assistance to notify emergency coordinators from other locals to assist in locating resources. A public appeal for resources may also be conducted. Further assistance may also be available through Manitoba Emergency Measures Organization. Due to the five collective participating communities in this plan, some resources have been categorized together, while others are categorized by area. RM of Hamiota 4.5A March 2013 Introduction

72 R.M. of Hamiota / Town of Hamiota Information Population: 2011 Town of Hamiota: 868 R.M.: 420 Fire Department: Hamiota Fire Department Fire Chief Brad Kirk Work Home Deputy Chief Ron Dale Work ext 116 Home Alternate Contact Neil Gregory Work Home Refer to Fire Chief for updated equipment inventory (Fire fighting & Extracation) Water or Sewer Systems Foreman Ken Kerr Work ext. 116 Home Water Plant Ron Dale Work ext. 116 Home Water system Capabilities ( Town & Municipality) a. Town water plant pumps have the following capabilities: 290 foot head=125 psi shut off 155 imperial gallons per min. 2 x psi = 140 foot head 2. Water Supply system is located at 38 Birch Avenue West in Hamiota Municipal wells located at: NW WPM & SW WPM Sewer Lagoons are located at Plan No on the south side of the Town of Hamiota in the R.M. of Hamiota. Pt. NW WPM Waste / Landfill Sites: Landfill site is located at: NW WPM Gravel Pit: none Further Items 1. Town of Hamiota New Holland Wheel Loader Street Sweeper Freightliner Garbage Truck GMC 3 ton dump truck 2. R.M Komatsu Crawler Case 2290 Tractor Case 7110 Magnum Tractor Belarus tractor and loader - 48 Sheepsfoot packer Kubota tractor with loader - Two 2010 Volvo G Scraper Caterpillar RM of Hamiota 4.5B March 2013 Information

73 Midwest Emergency Coordinator Emergency Coordinator / Assistant / Designates Chris Skayman Home cdsky@mymts.net Assistant Coordinators / Designates RM / Town of Hamiota Larry Oakden Home Work RM of Hamiota 4.5B March 2013 Information

74 Elected Officials for the Town of Hamiota Municipal Office Hamiota Fax: CAO Tom Mollard Home Mayor Larry Oakden Home Deputy Mayor Wayne Mathison Home Councilor Tim Weber Home Councilor Jim Scott Home Councilor Heather Rothnie Home Elected Official for the RM of Hamiota Municipal Office Hamiota Fax: CAO Tom Mollard Home Reeve Randy Lints Home Councilor Todd Brown Home Deputy Reeve Wayne Angus Home Councilor Linda Little Home Councilor Ken Lawn Home Councilor Reg Madsen Home Councilor Richard Arnold Home RM of Hamiota 4.5C March 2013 Elective Officials

75 Community Facilities Senior Housing Manors Liliac Residents (Hamiota Hospital) Park Residence Manitoba Housing Authority Brandon Toll Free Schools Hamiota Collegiate Fax: Hamiota Elementary School Fax: Hall / Rink Hamiota Community Center Contact Bev Epp Hamiota & District Sports Complex Contact Robin Davison Curling Club Hamiota United Church Hall Community Halls / Rinks The following facilities may be used for a variety of reasons, that being: to house evacuees, store goods, town meetings, etc. When selecting a hall to use, determine which hall would be the safest distance away from the disaster. Also be aware of what transportation route is available and ensure that it is possible. When using one of the number of people you wish to send to this location. Although the capacity of the hall may be large, the capacity may change when you have to take into account the space needed to accommodate areas such as: reception, sleeping, dining, recreation, etc. The hall s washroom facility may not fulfill the needs, and therefore arrangement should be made for extra portable washrooms, wash stations, or showers. Hall Location Seating Capacity Overnight Capacity Hamiota Kenton Miniota Oak River Kenton Rink Lenore Hall (c.c.) Lenore Rink Harding Hall (c.c.) RM of Hamiota 4.5D March 2013 Community Facilities

76 RM of Hamiota 4.5D March 2013 Community Facilities

77 Local Businesses Name Address Town / RM Phone Construction Equipment Manitoba Highways 35 Willow Ave. E Hamiota Gregory Sand & Gravel 74 1 st N Hamiota Les Gregory Neil Gregory Bruce Robinson NE W Hamiota (Backhoe) Decker Colony Decker Colony Manufacturing Ltd. SE W Decker Semi Trailers Redfern Farm th St. SE Hamiota Services Gregory Sand & 74 1 st N Hamiota Gravel Decker Colony SE W Decker Norrie s Hauling Ltd NW W RM of Hamiota Suppliers Hamiota Co-op 26 Maple Ave E Hamiota TJ s Convenience Store 31 1 st St. S Hamiota Fuel Supplier TJ s Convenience 31 1 st St. S Hamiota Store TJ s Auto Service 5 Maple Ave E Hamiota (diesel) Hamiota Co-op (bulk) 26 Maple Ave E Hamiota Redfern Farm Services (bulk) th St. SE Hamiota Restaurants Hamiota Hotel 51 4 th St. SE Hamiota Zhen s Restaurant 45 Maple Ave E Hamiota Iwrin s Drive Inn 6 Maple Ave E Hamiota Hamiota Golf Club NW W Hamiota RM of Hamiota 4.5E March 2013 Local Businesses

78 Name Address Town / RM Phone Welding & Manufacturing Skayman s Welding th St. SE Hamiota Banking Vanguard Credit 50 Maple Ave. E Hamiota Union Royal Bank 43 4 th St. SE Hamiota Debit Machines at Hamiota Hotel & TJ s Electricians English Electric Hamiota Mast Electric st Street Hamiota Plumbers Grey Owl Hamiota Henderson s Plumbing NW W Hamiota Other Businesses Hamiota Hotel 51 4 th St. SE Hamiota RM/Town Office 75 Maple Ave E Hamiota Hamiota Municipal Garage 50 Birch Ave E. Hamiota Ext 117 Viterra NW W RM of Hamiota Campbell Funeral 24 2 nd St. SE Hamiota Home Cattlex Ltd. NW W Hamiota Cargill Limited NE W Hamiota Hi-Way Collision 36 Cedar Ave. Hamiota Home Hardware 47 4 th Street SE Hamiota Schools Hamiota Collegiate 91 1 st Street N Hamiota Hamiota Elementary 19 Birch Ave. E Hamiota Hamiota Kids Club 39 4 th Street SE Hamiota Medical Facilities Hamiota Dental Clinic 177 Birch Ave. E Hamiota Hamiota Medical Clinic 177 Birch Ave. E Hamiota Super Thrifty Drug Mart 38 4 th Street SE Hamiota RM of Hamiota 4.5E March 2013 Local Businesses

79 Name Address Town / RM Phone Farms / Hog Barns Hamiota Feed Lot SE W RM of Hamiota Churches United Church 45 Birch Ave. Hamiota Hamiota Pentecostal Hamiota Oakner School & Church SE W RM of Hamiota Lavinia School & Church SE W RM of Hamiota Orrwold Church SE W RM of Hamiota McConnell Church NW W RM of Hamiota Scotia United Church SE W RM of Hamiota Chumah School & Church SE W RM of Hamiota Cemetery Location Hamiota Cemetery NW W RM of Hamiota Scotia Cemetery SW W RM of Hamiota Other Hamiota Garbage Dump SW W RM of Hamiota RM of Hamiota 4.5E March 2013 Local Businesses

80 Resources The following section contains a list of equipment and human resources located throughout the communities of the emergency plan, but this list does not contain all resources within your community. Also this list does not preclude you from contacting other resources not listed here. You may refer to the MTS directory, or references from personal knowledge. You may also call upon private industry / businesses outside your community, to ascertain if they are willing to help. It may also be of assistance to notify emergency coordinators from other locals to assist in locating resources. A public appeal for resources may also be conducted. Further assistance may also be available through Manitoba Emergency Measures Organization. Due to the five collective participating communities in this plan, some resources have been categorized together, while others are categorized by area. RM of Miniota 4.6A March 2013 Introduction

81 R.M. of Miniota / Town of Miniota Information Population: Rural Municipality of Miniota: 904 Fire Department: Miniota Fire Department Fire Chief Nicky Young Home Deputy Chief Darryl Brown Home Alternate Deputy Chief Brian Oliver Home Refer to Fire Chief for updated equipment inventory (Fire fighting & Extrication) Water or Sewer Systems Foreman Ken Armitage Home Village Water Supply each house & business has its own well for drinking & household Use. Municipal Wells are located at: 111 Sarah Ave. in Miniota NE W NE W Lot 2, Block 4 in Arrow River SE W SE W SE W (Municipal Wells are tested at least twice per year). Sewer System for Village of Miniota: NE W Waste / Landfill Sites: Landfill site is located at: NE W, SW W NW W Gravel Pit: Owned by the R.M. of Miniota and it is located at SW W Further Items: Municipal Equipment: John Deere 770G Graders - New Holland TV140 Bi-directional tractor - Tractors and graders are equipped with mobile radios to communicate with the Municipal Office. - 2 Municipal trucks Midwest Emergency Coordinator Emergency Coordinator / Assistant / Designates Chris Skayman Home cdsky@mymts.net Assistant Coordinators / Designates Olive McKean Home RM of Miniota 4.6B March 2013 Information

82 Elected Officials for the Town of Miniota Municipal Office Miniota Fax: CAO Tina Collier Home Reeve Olive McKean Home Councilor Russell Still Home Councilor Lyle Salmon Home Councilor Ross Rowan Home Councilor Linda Clark Home Councilor Leonard Lelond Home Councilor Darcy Oliver Home Miniota Village Committee Loree Gardham Home Jamie Brown Home C Lynn Stowe Home RM of Miniota 4.6C March 2013 Elective Officials

83 Community Facilities Senior Housing Manors Parkissimo Lodge Care Taker Bob Clark Home Manitoba Housing Authority Brandon Toll Free Schools Miniota School Miniota Nursery School Community Halls / Rinks The following facilities may be used for a variety of reasons, that being: to house evacuees, store goods, town meetings, etc. When selecting a hall to use, determine which hall would be the safest distance away from the disaster. Also be aware of what transportation route is available and ensure that it is possible. When using one of the number of people you wish to send to this location. Although the capacity of the hall may be large, the capacity may change when you have to take into account the space needed to accommodate areas such as: reception, sleeping, dining, recreation, etc. The hall s washroom facility may not fulfill the needs, and therefore arrangement should be made for extra portable washrooms, wash stations, or showers. Hall Location Seating Capacity Overnight Capacity Arrow River Beulah Crandall Hamiota Isabella Kenton Miniota Oak River Kenton Rink Lenore Hall (c.c.) Lenore Rink Harding Hall (c.c.) RM of Miniota 4.6D March 2013 Community Facilities

84 Halls / Rink Miniota Hall Contact- Susan Poppel Contact- Luke Lelond Miniota Rink Contact Susan Poppel Isabella Hall Contact Bernice Still Beulah Hall Contact Toby Sawyer Contact Steven Anderson Arrow River Hall Edward Lelond Contact Shelley Gardham Crandall Hall Darlene Long Contact Wendy Nykoliation RM of Miniota 4.6D March 2013 Community Facilities

85 Local Businesses Name Address Town / RM Phone Semi Trailers Norrie s Hauling Ltd NW W RM of Hamiota Suppliers Scotty s Welding rd Street Miniota Miniota C Store & Gas Hwy 83 South Miniota Bar Twin Valley Coop Agro Centre NE W RM of Miniota Home Centre 105 Rowan Ave. Miniota Food Store 264 South Railway Ave. Miniota Restaurants Miniota Motor Inn 177 Miniota Rd Miniota Miniota Golf Club NE W RM of Miniota Banking Vanguard Credit Union 105 North Railway Ave. Miniota Other Businesses RM/Town Office 111 Sarah Ave. Miniota Miniota Municipal Miniota Garage Baxter s Mobile 240 Miniota Rd Miniota Repair Service Canart s Assiniboine 123 Miniota Rd Miniota Service Community Drop-in 153 North Miniota Center (Seniors for Seniors) Railway Ave. Parkissimo Lodge 156 North Miniota Upper Assiniboine River Conservation District Railway Ave. 111 Sarah Ave. Miniota Walkers Seed Service SE W RM of Miniota Farmer s Edge 147 North Miniota Railway Ave. Burn Out Alley NE W RM of Miniota RM of Miniota 4.6E March 2013 Local Businesses

86 Name Address Town / RM Phone Schools Miniota School 304 Sarah Ave. Miniota Churches United Church 204 North Miniota Railway Ave. Community Chapel 389 First Ave Beulah Community Chapel Isabella Anglican Church 328 Louisa Ave Miniota Cemetery Location Miniota NW W RM of Miniota Arrow River SE W RM of Miniota Crandall SW W RM of Miniota Beulah NW W RM of Miniota Isabella NE W RM of Miniota Other Hoopers Lake NW W RM of Miniota Wallace Water Treatment Plant NW W RM of Miniota Waste/Landfill Sites NE W RM of Miniota NW W RM of Miniota S W W RM of Miniota RM of Miniota 4.6E March 2013 Local Businesses

87 Resources The following section contains a list of equipment and human resources located throughout the communities of the emergency plan, but this list does not contain all resources within your community. Also this list does not preclude you from contacting other resources not listed here. You may refer to the MTS directory, or references from personal knowledge. You may also call upon private industry / businesses outside your community, to ascertain if they are willing to help. It may also be of assistance to notify emergency coordinators from other locals to assist in locating resources. A public appeal for resources may also be conducted. Further assistance may also be available through Manitoba Emergency Measures Organization. Due to the five collective participating communities in this plan, some resources have been categorized together, while others are categorized by area. RM of Woodworth 4.7A March 2013 Introduction

88 R.M of Woodworth Information Population: R.M. of Woodworth: 890 Fire Department: Woodworth Fire Department Fire Chief Ken Bond Cell Home Deputy Chief Morgan Rampton Cell Deputy Chief Chris Routhledge Cell Work Refer to Fire Chief for updated equipment inventory (Fire fighting) Water or Sewer Systems Water Plant Ken Curle Work Home Cell Water Plant relief Darren Good Cell Home Water Plant location: 403 Arthur Street in Kenton Kenton Water supply system located at: 403 Arthur Street in Kenton Sewer System with lagoon is located at: SW ( locked access road) Municipal Wells are located at: 1. NW of NW W Cormack Well 3 miles west of Kenton on PR # SW of SW W Hill Well on Road 146 W just north of 65 N or 2 miles west of Lenore. 3. SW of SW W Valley Well 1 mile north of PR # 259 on 149 W at the west of the bottom of the valley. 4. SE W Hagyard Well ( AKA Bouvier Well) on PR # 254 just west of 141 W 5. NE W McLauchlin Well on 62 N 2 miles west of 134 W of Harding road. Waste / Landfill Sites: Landfill site is located at: Road 65 N east side of PTH # 21 (NW W). Contact John Garton Home Cell Gravel Pits: 1. SE W Meyer s Pit (Meyers own the land, the RM leases the pit). 2. SW W Hayward Pit (Oak Lane Farms own the land, the RM leases the pit). 3. SE W Hipwell Pit (owned by John Hipwell). 4. NE W Cochrane Pit (owned by Cochrane Farms) 5. NE W Robert Alexander Pit (owned by Robert Alexander). Shale Pit Locations: 1. SE W Kinsmore Pit (owned by the RM). 2. NW W Hodgin s Pit (Ed Hodgins owns the pit). 3. SW W Bouvier Pit ( on road allowance and Rampton land). 4. SE W - Draper Pit ( owned by Gary Draper). 5. SW W Rampton s Pit (owned by Stan Rampton) Grader Operators: Terry Hunt Home Cell Dennis Hemrica Work Cell Municipal Shop RM of Woodworth 4.7B March 2013 Information

89 Further Items Municipal Equipment: - Grader Cat Grader John Deere 870 GP - Tractor, Kubota M135 FWD (135 hp) w/front-end loader - Truck, dodge 2 ton w/flat deck and hitch - Tandem flat deck trailer - Packer - Generator - Steamer Midwest Emergency Coordinator Emergency Coordinator / Assistant / Designates Chris Skayman Home cdsky@mts.net Assistant Coordinators / Designates Val Caldwell Home Cell Sandra Langlois Home Cell Kelly Thomson Home Cell RM of Woodworth 4.7B March 2013 Information

90 Elected Officials for the RM of Woodworth Municipal Office Kenton Office Fax: CAO Carol-Ann Brethour Home Cell Reeve Denis Carter Home Cell Councilor Marvin Elder Home Cell Councilor Valerie Caldwell Home Cell Councilor Bob Good Home Cell Councilor Larry Logan Home Councilor Sandra Langlois Home Cell Councilor Murray Routledge Home Cell Elected Official for Town of Kenton Bob Good Home Cell Sheldon Rapley Home Work Lloyd Waterman Home RM of Woodworth 4.7C March 2013 Elective Officials

91 Community Facilities Hall / Rink Harding Community Centre Contact Bev Bennet Kenton Memorial Hall Contact Linda Kent Lenore Community Hall Contact Jane Van Den Hoek Lenore Rink Contact Keith Gardner Community Halls / Rinks The following facilities may be used for a variety of reasons, that being: to house evacuees, store goods, town meetings, etc. When selecting a hall to use, determine which hall would be the safest distance away from the disaster. Also be aware of what transportation route is available and ensure that it is possible. When using one of the number of people you wish to send to this location. Although the capacity of the hall may be large, the capacity may change when you have to take into account the space needed to accommodate areas such as: reception, sleeping, dining, recreation, etc. The hall s washroom facility may not fulfill the needs, and therefore arrangement should be made for extra portable washrooms, wash stations, or showers. Hall Location Seating Capacity Overnight Capacity Hamiota Kenton Miniota Oak River Kenton Rink Lenore Hall (c.c.) Lenore Rink Harding Hall (c.c.) RM of Woodworth 4.7D March 2013 Community Facilities

92 Local Businesses Name Address Town / RM Phone Construction Equipment Forbes Excavation NW W RM of Woodworth Alex Forbes C Hunter Farms LTD Cam Hunter NW W RM of Woodworth C Arnold Bailey NW W Loader Garry Draper NW W Loader/Bobcat Darren Hutton See Attached C Kyle Wright C Ken Daniel Construction SE W RM of Woodworth Telehandler C Semi Trailers Mel Hunter SE W RM of Woodworth C Ken Ellis Trucking (Les) (Ken) C Ag-Land Farms SW W Dana Johns D. Wilson & Son Trucking Duncan Wilson Randy Wilson Foxtail Hauling Kyle Schweitzer NE W RM of Woodworth S Darren Good SE W RM of Woodworth C Kelly Slimmons 405 Assiniboine Lenore Ave Suppliers Kenton Co-op Manager Ed Alexander Kenton Fuel Supplier Redfern Farm Supplies Manager 525 Woodworth Ave. Daryl Kent Kenton Kenton Co-op John Wright Restaurants Houston s Restaurant Royal Canadian Legion 314 Woodworth Ave. 205 Woodworth Ave. Kenton RM of Woodworth 4.7E March 2013 Local Businesses

93 Welding & Repair Jody s Welding Dennis Hemrica 123 Arthur St Kenton Hunter Repair Service Mark Hunter Name Address Town / RM Phone Kelly Slimmons Banking Vanguard Credit Union Other Businesses Woodworth Dodge 306 Woodworth Ave. Kenton Woodworth Kenton Ave. Whyte s Lumber Yard 304 Woodworth Kenton Ave. RM of Woodworth 220 Cornwall St. Kenton Woodworth Seniors 220 Cornwall St kenton Canada Post 116 Woodworth Kenton Ave. Kenton Kids Club Kenton Woodworth AVE Starcraft Cabinets 319 Cornwall St. Kenton Farms / Hog Barns New Generations Pork Mapleton SW W Manager RM of Woodworth Jason Dale Ramptons Simmentals Bond Farms Ken Bond C Gerlyn Acres Feedlot Gerald Smith Churches Breadalbane Church NW W RM of Woodworth Salem Church SW W RM of Woodworth United Church Cornwall & RM of Woodworth Harvey Street Shilo Church NW W RM of Woodworth Cemetery Location Breadalbane NE W RM of Woodworth Cemetery Johnston Cemetery SE W RM of Woodworth Greenwood Cemetery SW W RM of Woodworth Shilo Church NW W RM of Woodworth Cemetery Kinsmore Cemetery NW W RM of Woodworth RM of Woodworth 4.7E March 2013 Local Businesses

94 Name Address Town / RM Phone Other Harding Agriculture Grounds Community Center/Church NE W Church Street RM of Woodworth Harding Harding Waste / Landfill NW W RM of Woodworth Darren Hutton Attached Sheet 2 Tandem Axle 10 yard Gravel truck Bush Mower Feller/Buncher 1 Ton Truck With 30 goose neck trailer Highway Tractor c/w 22 yard dump or 48 drop deck 2004 Case 210 c/w thumb Excavator 1989 Case W20 3 yard wheel loader Kubota KX c/w thumb Excavator Kubota Tractor 59 HP multiple attachments Case 550 Dozer Case Skid Steer Water pumps Generators With 6 way blade Hi Flo hydraulics, loader Kyle Wright Equipment list Truck Excavator Bull Dozer Wheel Loader Dump Truck Peterbilt Semi & Trailer RM of Woodworth 4.7E March 2013 Local Businesses

95 Incident Action Plans Incident Action Plans are a set of guidelines that assist, but are not limited to, in dealing with an incident. There are four identifiable phases which occur during an incident. 1. Pre-disaster warning Is there any action we can undertake or identify prior to the incident occurring. 2. Effects What are the possible problems we may encounter with this incident. 3. Response What do we do, and who do we notify, or consult. 4. Post disaster recovery What do we do once the incident has been controlled or terminated. The incident action plans in this manual are in response to the following: 1. Hazardous chemical / dangerous goods 2. Forest / bush fires 3. Utility outage Incident Action Plans 5.1A April 2008

96 Forest / Bush Fires Forest and Bush fires may be caused by human activity or lightning strikes. The dangers lie within the ability of a Fire to grow quickly and encompass large areas. Pre-Disaster / Warning: Early detection and prevention of fires can assist in limiting the spread or cause of fire. Dry seasons can be indicators of possible fires. Warn and alert the public about existing forest/ bush fire conditions or information. Fire prevention such as instituting burning bans can greatly assist. Effects: - Immediate human or animal death or casualties. - Hazardous smoke / air conditions. - Direct fire threat to property, causing other structural fires. - Crop damage. - Road / railway closures. - Disruption of Services / businesses. - Disruption of utilities. Response: - Ensure emergency services are notified (police, fire, EMS). - Determine any human / animal death or casualties. - Determine geographical area of fire. - Determine possibility of next area to be affected. - Determine weather conditions which may adversely affect your response. - Determine what resources are required, such as heavy equipment, water, saws, manpower, water bombers, etc. - Determine if an area of evacuation is required (institute evacuation plan). - Warn the public and media of possible impending dangers. - Is a Declaration of State of Local Emergency required. - Determine if hosting or mutual aid agreements are necessary. Incident Action Plans 5.1B April 2008 Forest / Bush Fires

97 Forest / Bush Fires Notify / Consult: - Manitoba Conservation / Natural Resources. - Fire Commissionaires Office ( through the local Fire Department). - Local Reeve / Mayor, Council or CAO. - Local Emergency Coordinator. - Manitoba Emergency Measures Organization. - Airport authority for NOTAM for aircraft traffic. - Appropriate Government Agencies such as: Highways / Transportation Manitoba Agriculture Railway Authorities Appropriate Agencies as required. Appropriate Utility Companies Post Disaster Recovery: - Determine Clean up procedures and required resources. - Terminate State of Local Emergency. - Institute Re-entry plan. - Assess damages. - The paying of costs incurred. - Disaster Financial Assistance or Insurance claims. - Institute Government or Business Resumption Plan. - Evaluate response to incident. - Arrange for a Town meeting for information exchange. Incident Action Plans 5.1B April 2008 Forest / Bush Fires

98 Hazardous Chemical / Dangerous Goods This is defined as the release or potential release of a hazardous chemical or dangerous goods. The site of this type of incident may occur at: - Business premises or storage site - In the field of use - Upon a highway or railway Pre-Disaster / Warning: Due to the accidental nature of spills, there may be little or no warning period. Some warning may be anticipated depending on the circumstances, such as the rollover of a tanker truck, which has not yet released it s product. Effects: - Contamination of air, water and land, causing environmental concerns. - Possible fire or explosion - Immediate human or animal death or casualties - Long / short term human or animal health problems - Road / railway closures - Disruption of Services / Businesses - Disruption of Utilities Response: - Ensure Emergency Services are notified ( police, fire & EMS). - Determine Type of Chemical / Dangerous goods spill. This maybe done through obvious signs displayed, company records or material safety data sheets. - Determine size of chemical / dangerous goods spill and establish necessary perimeter. - Determine any human / animal death or casualties. - Determine if further containment of spill is possible. - Determine weather conditions, which may adversely affect your response. - Determine what resources are required, such as heavy equipment, water supply, etc. - Determine if an area of evacuation is required (institute evacuation plan). - Warn the public and media of possible impending dangers. - Is a declaration of state of local emergency required. - Determine if hosting or mutual aid agreements are necessary. Incident Action Plans 5.1C April 2008 Hazardous Chemical / Dangerous Goods

99 Hazardous Chemical / Dangerous Goods Notify / Consult: - Canutec ( emergency number or manual). - Appropriate company / business for information. - Manitoba Conservation / Environment. - Local Reeve / Mayor Council or CAO. - Manitoba Emergency Measures Organization. - Hospitals, in order to warn of potential casualties, and contamination. - Appropriate Government Agencies such as: Highways / Transportation Transportation Safety Board Manitoba Agriculture Manitoba Food Inspection Agency Railway Authorities Appropriate Agencies as required. Appropriate Utility Companies Post Disaster Recovery: - Determine Clean up procedures and required resources. - Terminate State of Local Emergency. - Institute Re-entry plan. - Assess damages. - The paying of costs incurred. - Disaster Financial Assistance or Insurance claims. - Institute Government or Business Resumption Plan. - Evaluate response to incident. - Arrange for a Town meeting for information exchange. Incident Action Plans 5.1C April 2008 Hazardous Chemical / Dangerous Goods

100 Utility Outage Due to severe weather problems, such as blizzards, rainstorms, hail, high winds, and tornadoes, there will be times when we suffer from the possibility of utility outage. This includes loss of hydro power, natural gas, water and sewer systems, and communications (phone / TV / radio). Utility outages may also occur as a secondary disaster due to forest fires, or other natural or man made disasters. Pre-Disaster / Warning: Due to weather warning systems in effect, the public generally has an amount of time to prepare for the possibility of utility outage. In other cases, there may be no or little warning. An individual and community can prepare ahead of time. This may include personal home plans such as maintaining a supply of water, non-perishable foods, medicinal supplies, proper clothing, candles and so forth. Communities, businesses, schools and health facilities may have their own emergency plan which addresses their needs. This may include back-up power sources and evacuation plans. Effects: - Immediate human or animal death or casualties. - Loss of Hydro and gas, leading to lack of heat. - Loss of communications, to call for assistance. - Unsafe health conditions. - Inability to prepare food. - Disruption of services / businesses. - Restricted travel. Response: - Ensure emergency services are notified (police, fire, EMS). - Determine any human / animal death or casualties. - Determine weather conditions which may adversely affect your response. - Determine anticipated length of problem. - Determine what resources are required (generators, gas, diesel, water, food). - Determine if an area of evacuation is required (institute evacuation plan). - Warn the public and media of possible impending dangers. - Is a Declaration of State of Local Emergency required. - Determine if hosting or mutual aid agreements are necessary. Incident Action Plans 5.1D April 2008 Utility Outage

101 Utility Outage Notify / Consult: - Appropriate Utility Companies. - Local Reeve / Mayor, Council or CAO. - Local Emergency Coordinator. - Manitoba Emergency Measures Organization. - Manitoba Conservation (water quality). - Manitoba Agriculture (if livestock is affected). - Manitoba Food Inspection Agency (food spoilage). - Manitoba Highways / Transportation. - Appropriate Agencies as required. Post Disaster Recovery: - Determine required resources. - Terminate State of Local Emergency. - Institute Re-entry plan. - Assess damages. - The paying of costs incurred. - Disaster Financial Assistance or Insurance claims. - Institute Government or Business Resumption Plan. - Evaluate response to incident. - Arrange for a Town meeting for information exchange. Incident Action Plans 5.1D April 2008 Utility Outage

102 Incident Commander Mission: Immediate: Organize and direct all operations within the scope of your municipality / Town and the community operations needs. Initiate the Emergency Incident Command System by assuming role of Local Incident Commander Notify Chris Skayman (Emergency Coordinator) or assistant or designate Liaise with Emergency Coordinator to determine a plan of action: - What type and how big is the incident? - Is there a threat to life/persons/property? - Do we need additional resources? - Do we need to set up a command center? Ensure all councilors have been notified Activate required positions as per organizational chart or alternates as available. Announce a status/action plan meeting of all council and officers to be held as soon as possible Receive status reports and discuss an initial action plan (rg evacuation, reduction or relocation of services, etc,) Assure that contact and resource information has been established with outside agencies through the Information officer. Notification to Emergency Measures Organization that a Declaration of a State of Local Emergency has been declared. Intermediate: Authorize resources as needed or requested by council The council or in the absence of a quorum of council, the Mayor/Reeve will control and direct the emergency operations all times The council or in the absence of a quorum of council, the Mayor/Reeve are responsible for the declaration of a state of local emergency Designate routine briefings with councilors to receive status reports and update the status report as required Determine the ability to maintain the continuance or the termination of services or the action plan Consult with councilors on the needs for staff, volunteer responders, food and shelter. Consider needs for dependants. Authorize action plans. Extended: Authorize Media Releases Provide for staff rest periods and relief Termination of a Declaration of a State of Local Emergency Other concerns: Council Task Sheet 5.2A April 2008 Incident Commander

103 Chief Administrative Officer (CAO) Mission: Organize and direct aspects relating to the operations section. Carry out directives of the Incident Command (IC). Provide information and advice to Mayor / Reeve and council. Immediate: Obtain packet containing necessary forms for incident Obtain briefing from Incident Command Brief all officers and councilors on current situation and develop the section s initial action plans Designate times for briefings Establish the ICS and establish the Incident command center Ensure there is admin support as required Intermediate: Designate times for briefings and updates with all operations officers to modify section action plan Ensure that the offices are adequately staffed and supplied Brief the IC routinely on the status of the incident Extended: Assure that all communications are copied to the council Document all actions and decisions Observe all staff, volunteers and clients for signs of stress and inappropriate behavior Provide for staff rest periods and relief Maintain informational and financial records pertaining to the emergency operations Other concerns: Council Task Sheet 5.2B April 2008 Chief Administrative Officer (CAO)

104 Information Officer Mission: Maintain current information regarding the incident status for the Municipalities / Town. The citizens should be advised of precautions to take if necessary. Ensure a documented record of the councils actions and response to the event. Immediate: Receive appointment and briefing from the incident command Determine status of computer information system Provide information to the public and any update releases Release the information of the State Of Emergency - warnings to the public - if and when an evacuation is required - instructions for an evacuation - the reception centre location - when and how re-entry is to take place - contact appropriate media outlets - press releases - requests for public help or supplies Provide status regarding all communication links, phone, etc. Ensure that all actions are being documented in each section to document decisions and actions Establish an event status / condition board in the command center. Ensure that the status board is kept current with assistance of admin support Intermediate: Coordinate with ESS to provide recorders as required Provide regular situation updates to the incident command as required Ensure the security and prevent the loss of all documentation Extended: Maintain facility information boards and the communication of information to all councilors. Observe all staff, clients and volunteers for signs of stress and inappropriate behavior. Provide for staff rest periods and relief Other concerns: Council Task Sheet 5.2C April 2008 Information Officer

105 Liaison Officer Mission: Immediate: Function as incident contact person for other agency representatives within your local operating area. Receive appointment and briefing from incident command. Review local and municipal emergency organizational charts to determine appropriate contacts and message routing. The following information shall be gathered from your area as requested by the IC: - the potential capacity of each Town for the management of citizens, including the service available - any current or anticipated shortage of personnel, supplies, etc. - potential for reduction in service and / or evacuation - inventory of surplus equipment and supplies that could be made available if requested. Coordinate with the liaison officer to establish communication links with EMO, other Town or municipal partners, EOC s as required Establish communications with liaison counterparts of each assisting agency Intermediate: Request assistance and information as needed Respond to requests and complaints from incident personnel regarding inter-organization problems. Prepare to assist ESS officer with problems encountered in the volunteer credentialing process. Relay any special information obtained to appropriate personnel in the receiving facilities. Extended: Inventory any material resources which may be sent upon official request and method of transportation, if appropriate. Provide for staff rest periods and relief Termination of a Declaration of a State of Local Emergency Other concerns: Council Task Sheet 5.2D April 2008 Liaison Officer

106 Transportation Officer Mission: Immediate: Organize and coordinate the transportation to those citizens who are being evacuated and have no means of transportation. It may also be necessary to supply transportation for evacuated livestock / animals, or to deliver supplies wherever required. Receive appointment and briefing from the incident command (IC) Assess transportation requirements and needs of citizens, personnel and materials: request personnel from IC or ESS to assist in transportation needs. Provide transportation resources as requested from the EMS director Designate ambulance loading / unloading areas in conjunction with the Safety & Security Officer. Determine the location of ambulances, handi-vans, alternate vehicles and stretchers. Coordinate distribution as required. Assist in filling transportation requests as required. Intermediate: Contact Safety & Security Officer on security needs of loading areas Provide for the transportation / shipment of resources as requested. Provide for transportation needs for ambulatory casualties Extended: Maintain transportation assignment records. Keep IC apprised of status Direct unassigned personnel to labor pool. Observe all staff, clients and volunteers for signs of stress and inappropriate behavior. Provide for staff rest periods and relief Other concerns: Council Task Sheet 5.2E April 2008 Transportation Officer

107 Safety & Security Officer Mission: Immediate: Organize and implement safety and security. Receive safety and security direction and support as required from the incident command (IC). Receive appointment and briefing from the incident command Put on identification Provide information to the public and any update releases Implement instructions regarding lock-down and restricted access measures as deemed appropriate for the municipality or Town following district guidelines and direction of the IC. With transportation officer designate ambulance loading / unloading areas. Document all actions and communications on log sheet Intermediate: Initiate contact with police and fire agencies through the liaison officer if necessary Advise the IC and council immediately of any unsafe, hazardous or security related conditions Assist ESS with credentialing / screening process of volunteers. Prepare to manage large numbers of potential volunteers Confer with IC to establish areas for media and public information Establish routine briefings with IC Inspect damaged areas of facility and photograph if / where possible for damage assessment purposes and permanent records Observe all staff, volunteers and clients for signs of stress and inappropriate behavior. Report concerns to IC. Provide for staff rest periods and relief Other concerns: Extended: Maintain documentation and information to command center Other concerns: Council Task Sheet 5.2F April 2008 Safety & Security Officer

108 Emergency Social Services Officer Mission: Emergency Social Services (ESS) is to provide essential needs to persons that require assistance during the time of crisis. To identify available staff and volunteers. Receive requests and assign available volunteers as needed. Immediate: Receive appointment and briefing from the incident command Brief section leaders after meeting with the incident command Provide for a planning/information area within the municipality Implement the district disaster plan or directives as they apply to the operations. - registration and enquiry - lodging - food services - clothing - personal services - pets and / or livestock Assist in the needs assessment and relay information to IC Establish a central information area within the center and maintain a status report board. Plan for projection reports (action plan) as required by IC Receive status reports from section officers for use in decision making and for reference in post-disaster evaluation and recovery assistance operations. Intermediate: Extended: Obtain briefings and updates as appropriate. Continue to update and distribute the district action plan as it applies to the RM/Town Schedule planning meetings to include section officers and the IC for continued operations as required by the district action plan. Provide for continuous updating of information to the centers central information area. Continue to receive projected activity reports from section officers at appropriate intervals Observe all staff, clients and volunteers for signs of stress and inappropriate behavior. Provide for staff rest periods and relief Other concerns: Council Task Sheet 5.2G April 2008 Emergency Social Services Officer (ESS)

109 Council Task Sheet 5.2G April 2008 Emergency Social Services Officer (ESS)

110 Emergency Operation Center Staffing Emergency Coordinator ( assistant / designate coordinator) Chris Skayman Police Representative (RCMP member) Fire Department (Fire Chief or Deputy of the area department) Health Services Representative ( or designate) Emergency Social Services Manager for Midwest Transportation Manager for Midwest Public Information Manager for Midwest Telecommunications Manager for Midwest Resources Manager Equipment Neil Gamey Denis Carter Bill McQuarker Larry Oakden William Clark Morris Mylrea Human Resources / Volunteer Manager CAO (of the appropriate municipality) EOC Administrative Office EOC staff will undergo a training process. Emergency Operation Center Staffing 5.4A April 2008

111 Emergency Operation Center Equipment EOC equipment will be stored at the EOC located at the municipal office in Kenton, Oak River, Hamiota and Miniota. The equipment will be stored in marked containers. Equipment consists of: Emergency social services kit. Telephones TV / VCR Emergency Plans Canutec Manual Stationary Other associated equipment Emergency Operation Equipment 5.4B April 2008

112 Emergency Operation Center Set-up Task Sheet Time Description Done by: Notification of Emergency Operation Center(EOC) Set-up Determine where the EOC will be Obtain Keys from the key holder Set up tables and chairs as needed Obtain the EOC supply kit Locate all the phones and their numbers in the building Place office supplies where needed Take out the Disaster plan and distribute the task sheets Identify the Incident Commander and set up location for this person Place white board markers at all white boards Connect any PC s that will be used Plug in extension cords for any addition laptops etc Establish Security to keep unauthorized personnel out Run only EOC staff If this is enough to set up a working center. Now address the incident. If not done already get additional help. Use the resource lists in the Disaster plan. Ensure that all EOC staff have their task sheets for the appropriate jobs. Complete a Situational Assessment immediately based on the incident. Determine type of incident & severity and try to minimize effects. Ensure that all EOC staff are using log sheets for record keeping. Ensure that EOC signage is in place. Emergency Operation Center 5.4C April 2008 Set-up Task Sheet

113 Social Services Information Package Emergency Social Services Services provided to Reception Center Facility 1. Personal Services - reception of evacuees - provide information on available services - care of unattended children and dependant adults - assist residents from special care facilities if required - emotional support to evacuees - information on financial assistance and other social services 2. Registration and Inquiry - register evacuees - help reunite separated families - assist evacuees seeking information on the condition or whereabouts of other disaster victims - maintain registry 3. Emergency Clothing - supply clothing to those requiring it - supply bedding, blankets - supply toiletries, baby supplies 4. Emergency Food Supplies - organize and supervise food service to evacuees in group facility and emergency workers at various operational sites Community Emergency Organization Services provided to Reception Center Facility 1. Transportation - transportation of evacuees to emergency accommodation or other sites. 2. Health - supervision and advice on sanitary standards water quality 3. Hydro - assistance in hooking up emergency generators - repair to hydro electrical equipment 4. Public Works - repair to facility - convert available space in facility into habitable accommodation - improvise sanitary facilities in or outside group lodging facilities - repair disrupted utilities 5. Fire - fire watch and patrols in group facility - train and advise evacuees responsible for fire watch 6. Communication - provide communications between group lodging and the reception center. 7. Police - maintenance of order. Patrol of facility if required. 8. Supply and Services - continued supply of essential items for group facilities 9. Recreation - organize recreational and social activities for evacuees Social Services Task Sheets 5.5A April 2008 Information Package

114 Social Services Task Sheet Activity Yes No Not Necessary EOC staffed Site Commander Identified Command Center is located: Personal Services Coordinator Reception Center Coordinator Roles Assignments & Checklists Salvation Army called Canadian Red Cross called Regional Health called Name (s) Emergency Kits to Site Social Services Information to site 2 way radio to site 1 st Aid kit to site Emergency vests to site Blankets to site Proper identification for staff Hours of Staff being tracked Process for procurement of Goods in place Process to advise senior management and political reps Pictures / video taping taking place Media Monitoring Donation Management in place Feeding and Care of Staff Logs being kept Signage in place Social Services Task Sheets 5.5B April 2008

115 Reception Center Task Sheet Function Vehicle Traffic Flow Vehicle Parking Bus / Handi van Traffic Flow Deliveries Traffic Flow Security Superviser Greeters Public Information / Media Control Washrooms Signage Telephones Caretaking Computers Environmental Health Issues Capacity RC Management Office Feeding Function Personal Services Public Health Recreation Designated Meeting Area Rest Area for Staff Volunteer Coordination Runners Other Services Disability Needs Public Address System Medical Assistance Direct Line to CC and EOC Storage Supplies Storage Donated Goods Identification for all Staff Pet needs Check Social Services Task Sheets 5.5C April 2008 Reception Center Check List

116 Reception Center Kit Check List Item Clip paper First Aid Kits Marker Tub Type Black Marker Tub Type Red Tape Masking Tape Tape Duct Tape Name Tags in different colors Pencils Pencil Sharpener Hole Punch Rope light weight Vest for staff identification Radios Battery operated Flashlights Rubber Bands Assorted Sizes Scissors Stapler & Staples Twine Whistle or horn Quantity Social Services Task Sheets 5.5D April 2008 Reception Center Kit Check List

117 Pandemic Influenza Plan Introduction Influenza, commonly called the flu, is caused by the influenza virus, which infects the respiratory tract (nose, throat, lungs). Influenza is highly infectious and can spread easily from person to person. Manitobans are familiar with the flu, which returns to Manitoba every winter. Although the symptoms of the flu fever, cough, tiredness and muscle aches are often severe, most people are back on their feet within a matter of days. To combat these impacts high risk Manitobans, their caregivers and all health care workers are encouraged to get an annual flu shot. The need for a flu shot every year is because of the fact that there are many different influenza strains and each year they undergo mild changes. Occasionally, about three times a century, a more dramatic change occurs in an influenza strain so that our immune systems have no specific antibodies or immune cells to fight it. When a new strain of influenza causes significant illness and spreads from human to human and around the world it is called a pandemic influenza. How bad will it be? Perhaps not as bad as some are fearing, but we need to be prepared. If the rates of illness and death observed in the pandemic were to occur in Manitoba now, as many as one-third of all Manitobans could become ill enough to miss time from school or work and in excess of 6,000 deaths could occur. Because a pandemic influenza could cause a great deal of illness and death with a major impact on day to day life, Municipal Governments, are preparing to respond when the next pandemic arrives, even if we don t know when that will be. Characteristics of Influenza (Taken from Pandemic Influenza Preparedness Guidelines for Manitoba Local Government) For a new influenza virus to cause a pandemic, it must be able to: - infect people ( not just mammals and birds) - cause illness in a high proportion of those infected - spread easily from person to person Influenza transmission: - is highly contagious and spreads very quickly among the population - influenza virus enters the body through the nose or throat by: inhaling droplets produced by the coughing or sneezing of infected persons touching the mouth, eyes or nose after hand to hand contact with infected persons. touching surfaces or handling object contaminated by infected persons - once someone is infected it usually takes one to three days to develop symptoms - persons with influenza can be contagious from the day before they develop symptoms up to seven days afterwards - not everyone who comes in contact with influenza virus will become ill, however, they may still spread the disease - forty-eight hours after exposure, the symptoms start to appear. - flu symptoms can last four to seven days. A cough and general fatigue may persist for several weeks afterwards - people can be infected and contagious before they become ill - some will develop secondary bacterial infections including pneumonia Additional Plans 6.1 April 2008 Pandemic Influenza

118 Pandemic Influenza Plan Management of Influenza: - Vaccination is the most effective way to protect the public. The virus will be new, so it will take time to isolate the virus and then produce the vaccine. It could take four to six months before the vaccine is available in Manitoba. - Antiviral drugs given at the onset, may help but are not likely to be available in sufficient quantities to treat the majority of our population. - Antibiotics will be of no help, other than to combat secondary infections such as pneumonia. Impact of Influenza: - will be widespread - reduction of the workforce - fear of becoming ill, or fear of family members becoming ill/death - decrease in volunteers - suppliers of food, service, materials, equipment and parts - loss of businesses Duration of Influenza: - may last up to two years - may occur in waves with each wave lasting six to eight weeks and be separated by three to nine months Plan Objects include the following: - maintain essential services including fire, transportation, water and sewer services - employee protection reduce the risk of influenza exposure - respond to the emergency needs of the Town / Municipalities - providing education and information on the influenza pandemic - managing financial issues tracking preparation, response and recovery costs - coordinating recovery plans and programs Pre-Pandemic Phase: - ensure that emergency plans (including pandemic influenza) are up to date - ensure that essential services has a contingency plan (cross-training, retired staff) - all essential roles have appropriate trained personnel as alternates - joint planning with the ARHA s, Manitoba Health, School Divisions, Police, Essential Service groups and Manitoba EMO - educate the Mayor / Reeve, councils, staff and the public from unnecessary exposure to influenza - reasonable measures to protect council, staff and the public from unnecessary exposure to influenza - establish means to communicate important health alerts Additional Plans 6.1 April 2008 Pandemic Influenza

119 Pandemic Influenza Plan Pandemic Phase: - advise Mayor / Reeve and councils of the situation - activate the EOC - establish a recorder for all activities - inform all EOC members of current status and provide timely updates - consider declaring a state of emergency if necessary - prepare media information - inform the public of plans for the pandemic phase - secure facilities for mass inoculation ( may have to provide security) - arrange for transportation for the public who may not be able to get to treatment locations - activate plans to address supply and personnel shortfalls - activate volunteer support services registry as necessary - close public buildings and cancel public events as determined necessary - keep the public, staff and councils informed - review the recovery plan Post Pandemic Phase: - activate recovery plan - review and evaluate effectiveness of pandemic response - plan for implementation of counseling/psychiatric support services if necessary - monitor and redistribute resources as appropriate - taking action to protect the local economy and assist with recovery as quickly as possible - provide information to councils, staff and the public for recovery Information Sites: Health links info santé Additional Plans 6.1 April 2008 Pandemic Influenza

120 Pandemic Influenza Plan Resource List of Retired Employees RM of Miniota Grader Operators: - Don McKean Bob Bryant Vernon Rollo Stan Jewar Terry Joseph John Hodgins Ralph Nash Office Staff: - Doug McAuley Olive McKean Additional Plans 6.1 April 2008 Pandemic Influenza

121 Bomb Threat Task Sheet Time Description Done by: Although rare and usually a hoax, bomb threats can be received and should be considered serious. Upon Receipt of a Bomb Threat by Telephone Remain calm and courteous, keep the caller on the phone as long as possible Go to the form on the next page and attempt to fill in as much information as possible DO NOT HANG UP! Under any circumstance even if the caller hangs up If possible from another phone line call 911 (they may be able to trace the call) Notify CAO, Mayor / Reeve as soon as safe to do so Await further instructions Upon Receipt of a Bomb Threat by Letter, Fax or Handle the letter as little as possible Call & Alert Police as soon as possible Notify CAO, Mayor / Reeve Await further instruction Notification of a Bomb in the Building Staff are to safely exit the building being alert to any strange packages or items in the building If not already done notify the Police, CAO, Mayor / Reeve Additional Plans 6.2 April 2008 Bomb Threat Task Sheet

122 Bomb Threat Information Sheet 1. Do Not Hang up 2. Remain Calm and courteous, listen to the caller intently. 3. Keep the caller on the line as long as possible. Get as much information as possible. Date: Time: Exact Words of the person calling: Questions to ask: 1. When is the bomb going to explode? 2. Where is the bomb right now? 3. What kid of bomb is it? 4. What does it look like? 5. Why did you place the bomb? 6. Where are you calling from? 7. What is your name? Observations: 1. Was the voice familiar? Specify 2. Was the caller familiar with the area? 3. Was the caller familiar with the building? Comments: Additional Plans 6.2 April 2008 Bomb Threat Task Sheet

123 Emergency Services Coverage Area Maps & Acts 8.1 April 2008 Emergency Services Coverage Area

124 Maps Maps & Acts 8.2 April 2008 Maps

125 Maps Introduction This plan contains a section of maps for reference. The maps included are divided into four municipal categories which contain an overall municipal area map, followed by individual Town maps. These maps are the most current copies available, but may not accurately reflect the present developments of the area. For a more detailed description of the area, refer to the Municipal Section Maps which are available in the Emergency Operation Centers, or the Municipal Office. The following maps are attached: Municipality of Blanshard Municipality of Hamiota Town of Hamiota Town of Miniota Municipality of Miniota Municipality of Woodworth Town of Kenton Town of Oak River Maps & Acts 8.2 April 2008 Map Introduction

126 Mutual Aid & Hosting Agreements Maps & Acts 8.3 April 2008 Mutual Aid & Hosting Agreement

127 Legislation Acts Maps & Acts 8.4 April 2008 Legislation Acts

128 Legislation Acts Emergency Measures Act Maps & Acts 8.4A April 2008 Legislation Acts Emergency Measures Act

129 Legislation Acts Fire Prevention & Emergency Response Act Maps & Acts 8.4B April 2008 Legislation Acts Fire Prevention & Emergency Response Act

130 Legislation Acts Environment Act Maps & Acts 8.4C April 2008 Legislation Acts Environment Act

131 Resolutions Maps & Acts 8.5 April 2008 Resolutions

132 How to prepare for your pets needs in case of an emergency. The purpose of this notice it to ensure you have thought about and prepared for your pets needs in an emergency situation. It is recommended that you assemble a pet kit to include the following items: Medications Leash Portable water bowl Kennel/crate Food supply (for # days) Collar Tags/identification Comfort items such as toys, blankets Veterinary records including tattoo #, microchip # etc Include any special instructions An emergency contact list should also be included in the kit and provide contact information for the following: Owners Name: Phone Numbers: (work) Veterinarian Name: Phone number: Emergency, after hour Veterinarian Phone number: (cell) Address: Address: Pet Insurance Company Phone number: Emergency Contact / Alternate Caregiver Phone number My pet kit is located: W:\AGRFSB\120AGR\Emergency Response\Animal Evacuation Flood 2009\How to prepare for your pets needs in case of an emergency.doc

133 Your Pets and Emergency Preparedness Animals, like every other member of your family, deserve the protection and security of emergency preparation. A comprehensive emergency plan includes planning care for your pets before, during and after an emergency. The Humane society, the Manitoba Veterinary Medical Association and Manitoba Measures Organization (EMO) have partnered to provide the following guide to care for pets during an emergency. Before an Emergency 1. If you must evacuate your home, it s always best to take your pets but that isn t always an option. Health standards and space limits in most public emergency shelters mean pets are not allowed. One exception is trained guide dogs, who can stay with their owners. Ask your local emergency management officials what the restrictions are for your pet. 2. If you think you may not be able to return to your home after a disaster, take your pets with you or ensure you have a place to leave them. Pets are unlikely to survive on their own for more that a few days. 3. If you have made plans to evacuate to the home of a friend or family, ask if you can bring your pets. It s also a good idea to ask you veterinarian if he/ she will take your pets in an emergency. Be sure to consider the following: - An area that s easy to clean, such as utility areas or bathroom. Access to a supply of fresh water is essential. - Rooms without hazards such as windows, hanging plants or pictures in large frames. - In case of flooding, choose a location with access to high counters your pets can escape to. - If you have dogs and cats, prepare two separate locations. - Arrange to keep small pets like birds and hamsters out of reach of other pets. 4. Do not leave pets outside. They are safer indoors, protected from the elements, with a supply of food and water. 5. If you are moving your pets, try to move them in a pet carrier that allows them to stand up and turn around inside. Train your pets to become comfortable with a carrier by putting food or a favorite toy or blanket in the carrier. 6. If your pets need medication or special diets, ask your veterinarian for suggestions on what to do if you have to leave for several days. Keep an extra supply of food and medications on hand. 7. Make sure your pets have proper fitting collars that include current licence and rabies tags, and an ID tag with your name, address and phone number. If your dog normally wears a chain-link choker collar, keep a leather or nylon collar on hand in case you have to leave them alone for several days. Additional Plans 6.3 April 2008 Your Pets and Emergency Preparedness

134 Your Pets and Emergency Preparedness 8. Keep your pets shots current and know where the records are. Most kennels require proof of current rabies and distemper shots to accept pets. It s a good idea to keep these papers with the other documents you would carry if you needed to evacuate. 9. Contact motels and hotels in communities outside of your area to find out if they will accept pets in an emergency. 10. When assembling emergency supplies for the household, include items for pets: - food for at least three days it should be dry and relatively unappealing to prevents pets from overeating when left on their own - a supply of kitty litter - large capacity self-feeder and water dispenser - extra medications - food dispensers that regulate amounts for birds and other small caged pets. During an Emergency Time Description Done Bring your pets inside immediately. Animals sometimes sense severe weather changes and might run away to hide. Never leave pets outside or tied up during a storm. If you must evacuate and leave your pet, activate your emergency plan: - Leave familiar items such as normal bedding and favorite toys. - Leave the dry food in a sturdy container pets cannot overturn. - Leave water in a sturdy container. If possible, open a faucet slightly and let the water drip into a big container. Large dogs may be able to obtain fresh water from a partially filled bathtub. - Replace chain-link choker collars. Separate your pets for their safety. Cover bird cages with blankets or towels. Put a sign on your front door or window telling emergency responders there are animals inside and where they are located. After an Emergency 1. In the first few days after the disaster, leash your pets when they go outside and always maintain close contact. Familiar scents and landmarks may be altered and your pet may get confused or lost. Snakes or other dangerous animals may be brought into the area with floods, and the stress can make wild animals dangerous. Downed power lines are also a hazard for pets. 2. The behavior of your pets may change after an emergency. Normally quiet and friendly pets may become aggressive or defensive. Watch your animals closely. Leash dogs and place them in a fenced yard with access to shelter and water. Additional Plans 6.3 April 2008 Your Pets and Emergency Preparedness

135 Copy of the Province of Manitoba Operational Guidelines for Evacuations Additional Plans 6.4 April 2008 Province of Manitoba Operational Guidelines

136 SANDBAG SUPPLIERS in Manitoba March 2012 Changes for 2012 are in RED Shippers Supply Inc. Supply assorted regular size bags. 102 King Edward St. East Winnipeg, MB R3H 0N8 Office: contact Tim (No After- Hours Contact #) Fax: St. Boniface Bag Co. Supply assorted regular size bags. 426 Goulet St. Winnipeg, MB R2H 0S6 Office: contact Dave or Julie (After- Hours Message Service) Fax: ITW Syn-Tex Bag Inc. 211 Hutchings St. Winnipeg, MB R2X 2R4 Office: Ext 212 Karen (No After-Hours Contact) Fax: NO STOCK- Custom orders only Endurapak Incorporated Supply assorted regular size bags. 311 Alexander Ave. Winnipeg, MB R3A 0M9 Office: Ext 215 Fax: Emergency contact after hrs - cell: Wayne Pestaluky

137 SANDBAG SUPPLIERS outside Manitoba March 2012 Changes for 2012 in RED Polywrap Products of Canada (1974) Ltd. Supply assorted regular size bags Monk Blvd. Montreal, QC H4C 3R8 Office: Fax: After-Hours contact; Chuck Berg Bag Co. Supply assorted regular size bags rd Ave. North Minneapolis, MN USA Office: Fax: Primary & Emergency contact (after hrs - cell): Rick Berg Jacobs Trading Co. Supply assorted regular size bags from huge stock, via own trucking for fast delivery Industrial Park Blvd Plymouth, MN USA Office: Fax: Emergency contact (after hrs - cell): Irwin Jacobs Emergency contact (after hrs - cell): Howard Grodnick Emergency contact (after hrs - cell): Scott Armstrong Komol Plastics Co. Ltd. Supply assorted regular size bags Broadway Street Port Coquitlam BC V3C 2M8 Office: No After-Hours contact. Fax: Lloyd Bag Company Supply assorted regular size bags. P.O. Box 208 Chatham, ON N7M 5K3 1

138 Office: After-Hours contact Mark Allott Fax: Manyan Inc. Supply assorted regular size bags from stock, barrier sizes made to order Leger LaSalle, QC H8N 2V9 Office: No After-Hours contact contact Charlie Fax: JUSTUS Bag Co Inc E Trent Ave Spokane WA Office: Fax Emergency contact (after hrs cell): Darren Farber Bag & Supply Co Kapp Dr. Peosta, IA Office: Cell Dan McGrath Fax:

139 2010 Employee Contact Sheet Department Title Home Cell Office Tom Mollard C.A.O Barbara Cumming Assistant C.A.O Chantal Debin Administrative Assistant Deidre Bilyk Accounting Assistant Midwest Recreation Bonnie Michaudville Recreation Director Economic Development Bert Swann Midwest Arts Council Gwen Argue Administrator Public Works-Town Ken Kerr Public Works Ron Dale Public Works Sean Beamish Public Works Zac Czarnecki Mower

140 2010 Employee Contact Sheet Department Title Home Cell R.M. Public Works Butch Kirk Public Works Bob Sheldon Public Works Terry Lee Public Works Gary Webber Mower Hamiota Golf Course Deb Cal Dan Riley Sports Complex Robin Davison Facility Manager Elgin Rogers Assist Facility Wally Henderson Contractor-Scotia Gary Slimmon Contractor

141 2010 Employee Contact Sheet Department Title Home Cell Fire Department Edward Beamish Dwayne Campbell Blaine Colli Josh Currah Ron Dale Bill Feshchuk Les Gregory Neil Gregory Brad Kirk Fire Chief Mark Madsen Ross Maitland Bev Patterson Shawn Patterson Dallas Skayman Matthew Tannas Derek Madsen

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143 Amateur Radio Emergency Service Manitoba Section What is ARES? The Amateur Radio Emergency Service ( ARES ) is the emergency public service arm of Radio Amateurs of Canada ( RAC ), and in the US, the Amateur Radio Relay League ( ARRL ). There are similar organizations through the world, e.g. in the UK RAYNET, Australia WICEN, France FNRassec, etc. What is ARES purpose? Its purpose is to advance the public interest and that of amateur radio by providing a volunteer emergency telecommunications service to federal, provincial (state), municipal or other local government departments and agencies, designated non-government organizations ( NGOs ) and critical public utilities during an emergency or disaster, including necessary training and incidental activities. What is amateur radio and why does it work when all else fails? (a) Amateur Radio Amateur radio has its historical roots during the early part of the 20 th Century when early radio experimentation took place in an entirely unregulated environment. As radio technology developed governments recognized its importance and began to regulate its use. As a matter of international convention and domestic law, those licensed as radio amateurs were prohibited from charging for sending wireless messages, whereas radio telegraph companies, and later commercial radio and television stations were permitted to do so. Many technologies in commercial use today were initially developed as amateur radio experiments, and a significant number of scientists and engineers involved in cuttingedge development hold amateur radio licenses, and visa versa. Almost all of the astronauts involved in the NASA shuttle program and the International Space Station hold a valid ham license, and amateur VHF/UHF telecommunications is an important backup to their regular communications systems. Today amateur radio has access to significant portions of the radio spectrum and operates various voice, data and video modes. All ham operators must pass national qualifying examinations which require knowledge of electronic and radio telecommunications 1 P a g e

144 theory, domestic and international regulation, and operational technique and procedure. They are amateurs in the traditional, not the modern pejorative use of the word. In many respects ham radio is a throwback to years gone by when radio operators were required to have considerable knowledge of the equipment that they used, including itsdesign, construction, installation, repair and use - knowledge that today is seldom seen outside of the military and ham radio. (b) Central vs. Peripheral Complexity Insofar as modern users of commercial radio equipment seldom have significant knowledge of the design, construction, installation and repair of the equipment being used, in most cases commercial and public safety radio equipment is designed to be peripherally simple (though the marriage of computers and radio telecommunications means that they are not as simple as they once were). The rich features of these telecommunications systems require additional central equipment that serves to carry the signal beyond the line of sight restriction, or add additional utility. Unfortunately, it is these centrally complex systems that are most exposed to failure in the event of a major catastrophe or disaster. In the face of such destruction the modern operator has neither the knowledge nor the equipment available to repair or replace such centrally complex systems. Moreover, it is often prohibitively expensive to build significant resiliency (hardening) or redundancy into such systems. When they fail particularly during a disaster, and they do fail, repair or replacement requires the intervention of specialized technicians and equipment that are often provided by independent commercial suppliers and may not be available or may be faced with competing priorities. While ham radio also uses some systems that are centrally complex and can therefore be just as exposed to natural disasters as complex commercial systems, there are also some significant differences: (1) Ham radio is operated by personnel who are on average much more knowledgeable about the design, construction, installation and repair of the equipment they are using. (2) Operators have sufficient knowledge to make field repairs to peripheral equipment such as power supplies and cables, antenna transmission lines and the antenna themselves. While modern ham radios cannot be easily field repaired, most hams have several radios at their disposal and can switch out defective equipment and repair or replace broken peripherals. (3) Whereas most commercial and public safety agencies systems can only operate effectively if their central systems are functional, ham radio systems generally have separate, redundant pathways, and much less expensive centrally complex systems that can be more easily repaired or replaced. 2 P a g e

145 (4) Ham radio has access to bands that do not require central complexity to operate beyond line of sight, but do require peripherally complex radios that require significant knowledge and operational expertise. These radios use ground wave or skywave signals that bounce off of the ionosphere and through the use of various bands and antenna systems can provide local, regional, national and international communications radio to radio. During an operation, ARES will often start with centrally complex, feature rich systems, and if such systems fail, fall back through various levels of redundancy to item #4 that will work without central systems. ARES Structure and Function In Canada ARES is organized for operational purposes at the Provincial, District and the local level. While there is a national corporate parent organization, Radio Amateurs of Canada, it presently plays no ARES operational role. Post-Katrina there has been active consideration given to developing such an operational role but as yet none has been formalized. The Section Emergency Coordinator ( SEC ) is appointed by Radio Amateurs of Canada to coordinate ARES operations within a Province or Section. In Manitoba the role of the SEC is to provide liaison between Federal and Provincial Agencies that are members (as is ARESMB) of the Manitoba Inter-Agency Emergency Preparedness Committee. ARESMB deployments are initiated either at a local level through a senior representative of a local government (Mayor, Reeve or Emergency Coordinator) or RCMP NCO, Fire Chief, etc., or at a provincial or federal level through the Manitoba Emergency Measures Organization ( EMO ) duty officer or Public Safety Canada ( PSC ). In Manitoba, the SEC together with the District Emergency Coordinators ( DECs ) act as the ARES Provincial Executive. DECs are appointed by the SEC to coordinate ARES operations in certain geographic or specialist areas. Manitoba is divided into six geographic areas that are similar to those of Manitoba EMO. These districts or regions are the capital region that includes Winnipeg and surrounding communities, Northwest, Northeast, South-East/Central (including Red River Valley), Southwest and Far North. There is also a DEC Training, and a DEC Special Projects and certain specialists. The DECs interact with regional representatives of provincial departments and agencies and provide advice and assistance to the local ARES Emergency Coordinators ( ECs ). ARES ECs are appointed for local communities in places where there are more than one licensed ham resident, and work with local officials, particularly municipal emergency coordinators, as well as local ARES members, Emergency Radio Operators ( EROs ) and other amateur radio volunteers. 3 P a g e

146 ARES EROs are individuals who volunteer their time and equipment. Not all hams are ARES operators, but in Manitoba, those who are have access to training in disaster management, incident command and specialist telecommunications courses. Most amateur radio operators, even if not trained ARES operators are prepared to assist if requested to do so by ARES. By way of example during the 1997 Flood ARES personnel and ham volunteers performed approximately 7500 hours of service and during Y2K approximately 5000 hours of service. In Manitoba there is a core group of approximately 80 ARES members and a further licensed, active operators who can be called upon as required. ARES activities in Manitoba include: (a) Command and Control Level Interoperability Pursuant to the Manitoba Major Telecommunications Plan Ground, ARES deploys on the request of Manitoba EMO to the EOCs of involved agencies to provide a radio link to facilitate real-time broadcast of information and pre-deployment for when all else fails situation. (b) When All Else Fails In the event of a major failure or disruption of telecommunications ARES provides a replacement backbone intended to facilitate communications within affected communities and with the Provincial EOC and the EOCs of involved agencies including PSEPC and other Federal facilities. (c) The Canadian Weather Amateur Radio Network ( CANWARN ) CANWARN is a joint program between Environment Canada and ARES, similar to SKYWARN in the United States. Amateur Radio Operators receive severe weather spotter training from Environment Canada meteorologists and net protocol training from ARES Coordinators. CANWARN began in 1987 in Windsor, Ontario to supplement the Severe Weather Watch Program, and was introduced to Southern Manitoba in July 1998 starting with spotters in 17 communities. CANWARN has now grown to involve more than 140 spotters in more than 40 communities across Southern Manitoba. The CANWARN summer severe weather season in Manitoba runs from the middle of May (one week before Victoria Day) to the middle of September (one week after Labour Day). ARES members in or around the Winnipeg region who have had spotter training and CANWARN net control training volunteer as CANWARN net controllers and are on-call daily 9:30 a.m. to 9:30 p.m. through the summer severe weather season (about 17 weeks) to provide coverage at Environment Canada s Prairie and Arctic Storm Prediction Centre ( PASPC ). 4 P a g e

147 Although ARES generally provides both radio operators and equipment, Manitoba EMO, Public Safety Canada, Prairie and Arctic Storm Predication Centre and several Provincial and municipal EOCs are licensed and permanently equipped with a variety of amateur radio equipment. Others have equipment stored on site that can be installed when required. (d) Emergency Radio Telecommunications System ( ERTS ) A joint project sponsored by ARESMB, Manitoba EMO, Industry Canada, and the Manitoba Department of Aboriginal and Northern Affairs to assist communities with the design, installation and operator training of community based local radio telecommunications system. These ERT Systems are now operational in five Northern communities. Several further installations are anticipated over the next few years. When fully implemented, the ERTS systems enable a remote community to provide a comparatively low-cost, communitybased resource to improve quality of life and enhance safety, emergency response, and disaster mitigation. (e) Training ARESMB assists Manitoba EMO and PSC by providing first responders, including police, fire and EMS personnel, with emergency telecommunications training. (f) Projects ARESMB works with various federal, provincial and municipal government agencies to assist them in developing emergency radio telecommunications capacity. End. Ver. 5, P a g e

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153 ARES Manitoba Leadership Contact Information Revised 10 February 2011 PROVINCIAL EXECUTIVE COMMITTEE For general distribution and may be placed at ARES fixed stations Section Emergency Coordinator Manitoba Don Gerrard VE4DWG Home (204) Work (204) Cell (204) (MTS Cellular free call from other MTS Cellular phones in Manitoba) (Confirmed February 2011) District Emergency Coordinator Capital Region, CANWARN, VHF Jeff Dovyak, VE4MBQ Home (204) Work (204) Fax (204) Cell (204) ARES Pager (888) (Confirmed February 2011) District Emergency Coordinator - South Central Region, HF Acting DEC South-West Region Gord Snarr, VE4GLS Home (204) Cell (204) MTS gsnarr@gninc.ca 2: gsnarr@mts.net (Updated December 2009) District Emergency Coordinator - North Region, Special Projects, ATV Wayne Warren, VE4WR Home (204) Work (204) Cell (204) Rogers Cell2 (204) MTS (northern backup) wrwarren@mts.net (Updated December 2009) During Provincial or local emergencies, Manitoba ARES resources and assistance can be activated to assist as required through the Manitoba Emergency Measures Organization s on call Duty Officer 24 hours a day x 7 days per week. (204) P a g e