EMERGENCY MANAGEMENT PLAN

Transcription

1 EMERGENCY MANAGEMENT PLAN General Circulation 2015

2 List of Abbreviations AAR CEMC CI EPG ECG EIC EIO EMC EMP EMPC EMPCA EMT EOC EP Week ERL FSC HAZMAT HIRA IC IMS IMT LEPC LO LSC NEMS NGO NRPS OFMEM OHS OSC OSF PSC RTO SO SOP TRA After Action Report Community Emergency Management Coordinator Critical Infrastructure Emergency Policy Group Emergency Control Group Emergency Information Centre Emergency Information Officer Emergency Management and Business Continuity Coordinator Emergency Management Plan Emergency Management Program Committee Emergency Management and Civil Protection Act Executive Management Team Emergency Operations Centre Emergency Preparedness Week Emergency Response Level Finance Section Chief Hazardous Materials Hazard Identification and Risk Assessment Incident Commander Incident Management System Incident Management Team Local Emergency Planning Committee Liaison Officer Logistics Section Chief Niagara Emergency Medical Service Non-governmental Organization Niagara Regional Police Services Office of the Fire Marshal and Emergency Management Occupational Health and Safety Operation Section Chief Operational Support Function Planning Section Chief Recovery Time Objectives Safety Officer Standard Operating Procedures Threat Risk Assessment Page 1 of 43

3 QUALITY STATEMENT At Niagara College, creating a culture of preparedness is our top priority. Investing in emergency management underscores our commitment to quality assurance based on a philosophy of continuous improvement. We view emergency management as a multi-collaborative and living process - an ongoing effort between and among College stakeholders, public, private and nongovernment organizations in order to enhance our operational capacity and resilience. Niagara College s Emergency Management Plan is the architectural blueprint that guides and gives unified structure to our preparedness activities. Effective planning must also be forward thinking assessing newly identified hazards and its potential impacts. To ensure the safety and security of our stakeholders, our comprehensive emergency management plan incorporates the five pillars of emergency management: prevention, mitigation, preparedness, response and recovery. And, the criteria used to develop, implement and maintain the program is aligned with best practices in emergency management and business continuity for organizations and communities across Ontario. In particular, Niagara College s Emergency Management Plan is aligned with provincial guidelines set forth by the Office of the Fire Marshal and Emergency Management. The Plan is community based and conforms to plan and program elements set-out in the Emergency Management and Civil Protection Act R.S.O. 1990, Chapter E.9 and Ontario Regulation 380/04. The Plan also incorporates business continuity components by aligning with plan and program elements contained in the Canadian Standards Association (CSA) Z1600 Emergency Management and Business Continuity Programs voluntary standard. Creating a culture of preparedness is a shared responsibility - we all need to invest in personal preparedness. Given that our efforts are truly pro populo, planning for the future is our greatest challenge. With this view, Niagara College continues to foster strategic and operational partnerships supported by active leadership at all levels - building a system of partnerships across Niagara and beyond. Dr. Dan Patterson, President Niagara College Page 2 of 43

4 ADDITIONAL INFORMATION Contacts Niagara College Campus Safety & Parking Services 300 Woodlawn Road Welland ON L3C 7L3 David Jastrubecki, Manager Telephone: (905) ext Paula-Marie Jannetta Saric Emergency Management and Business Continuity Coordinator Telephone: (905) ext Accessible Format Niagara College emergency plans, emergency response guidelines and/or public awareness information is available in an accessible format, upon request. Page 3 of 43

5 RECORD OF PLAN AMENDMENTS Amendment Date Issued Issued By No. 1 July 2, 2010 Corporate Services No. 2 May 2014 Campus Security & Parking Services No. 3 April 2015 Campus Safety & Parking Services Page 4 of 43

6 APPROVAL OF PLAN The Niagara College Emergency Management Plan (EMP) establishes a strategic framework and operational guide for initial response and recovery for natural, technological and human-caused emergencies. The EMP outlines a decision-making and response structure for emergencies that require the College s diverse expertise and direct participation. The 2015 Niagara College Emergency Management Plan is approved and shall be updated on an annual basis or as required. Page 5 of 43

7 TABLE OF CONTENTS Page(s) List of Abbreviations 1 Quality Statement 2 Record of Plan Amendments 4 Approval of Plan 5 1. INTRODUCTION 1.1 Purpose Definition of Emergency Planning Framework Committee Structures Scope Hazard Identification and Risk Assessment Critical Infrastructure Identification Linkages with other Plans PROGRAM AUTHORITY 2.1 Approval Campus Safety and Parking Services INCIDENT MANAGEMENT SYSTEM 3.1 Overview Structure EMERGENCY CONTROL STRUCTURE 4.1 Incident Management Team Emergency Policy Group EMERGENCY ACTIVATION 5.1 Emergency Response Levels Incident Notification EMERGENCY OPERATIONS CENTRE 6.1 Overview Levels of Activation Emergency Site Operations EMERGENCY INFORMATION 7.1 Crisis Communications Emergency Information Officer EMERGENCY DECLARATIONS 8.1 Declaring an Emergency Termination of an Emergency EMERGENCY RECOVERY 9.1 Structure Incident Debrief 30 Page 6 of 43

8 TABLE OF CONTENTS Page(s) 10. EMERGENCY RESOURCES 10.1 Requests for Assistance Emergency Assistance to Students, Faculty and Staff TRAINING, EXERCISES AND PUBLIC EDUCATION 11.1 Training Exercises Public Education Program PLAN MAINTENANCE 12.1 Annual Plan Review Plan Revisions Program Evaluation PLAN DISTRIBUTION 13.1 Overview Circulation (General and Restricted) 35 REFERENCES Appendices Appendix A Emergency Management Program Elements 37 Operational Support Functions (OSFs) Appendix B Emergency Control Group Structure under IMS 38 Appendix C IMS Position Checklist (Restricted) Appendix D Emergency Control Group Structure under IMS (Restricted) Appendix E Emergency Control Group Meeting Checklist (Restricted) Appendix F Emergency Response Levels (Restricted) Templates No. 1 No. 2 Restricted Distribution List (Restricted) Notification Drill (Restricted) Emergency Contact List No. 1 No. 2 Emergency Control Group (Restricted) Incident Management Team (Restricted) DEFINITIONS 39 Page 7 of 43

9 1. INTRODUCTION The Niagara College Emergency Management Plan (EMP) serves as a strategic framework and operational guideline for managing an effective and coordinated response to any emergency situation impacting the College. The plan is supported by Operational Support Functions (OSFs) which contain risk specific response procedures. The EMP also outlines the College s role as a community partner in supporting a response to a variety of emergencies for which local municipalities and response agencies have lead jurisdiction. This plan is a living document and will be maintained and updated on a regular basis to reflect evolving hazards and threats within the College and surrounding communities. It is designed to be flexible and scalable to any emergency or crisis impacting the College. However, documented plans alone are not effective unless operationalized. Therefore, it is imperative that all stakeholders be made aware of its provisions, participate in regular training and exercise programs, contribute to the annual review and collaborative planning process and be prepared to carry out their assigned functions and responsibilities in the event of an emergency. 1.1 Purpose The purpose of the EMP is to provide an effective corporate structure for mitigation, prevention, preparedness, response and recovery from emergencies impacting the College. The EMP outlines how the College will respond to, recover from and mitigate the impact of an emergency. This is a public (general distribution) document. The aim of the EMP is to provide the framework within which extraordinary arrangements and measures can be taken to protect the health, safety and welfare of all members of the Niagara College community when faced with an emergency. In particular, this plan establishes an emergency management system framework for the following purposes: To protect the safety and security of students, faculty, staff and visitors To ensure continuity of essential core College services and functions To promote an efficient coordination of response and recovery activities To safeguard property, infrastructure and the environment To ensure orderly functioning of academic and administrative activities To protect corporate finance, people and reputation and promote enterprise risk management The plan unifies efforts of the departments and faculties across the College for a comprehensive and integrated approach for responding to and reducing the impacts of emergencies, whether they affect the College alone or the Niagara Region as a whole. 1.2 Definition of Emergency An emergency, as defined by the Emergency Management and Civil Protection Act (EMPCA) R.S.O 1990, Chapter E.9 means a situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise. These situations threaten public health, the environment, critical infrastructure, property and economic stability. Page 8 of 43

10 Emergencies typically require a controlled and coordinated response involving numerous internal and external resources. An emergency may cause injury, possible fatalities, property loss and disruption of the College s operations for a brief or long-term duration. Any situation occurring within or impacting Niagara College that reflects the definition of emergency may evoke the activation of the Emergency Management Plan. 1.3 Planning Framework The EMP is a risk specific plan, applicable to the full spectrum of natural, technological and human-caused emergencies as identified through a Hazard Identification and Risk Assessment (HIRA) process. Alignment with Legislation and Standards Niagara College shall be considered a community and follow the spirit of legislation by voluntarily adopting plan and program elements contained in the EMCPA. The EMPCA requires municipalities (communities), provincial ministries and designated agencies, boards, commissions and other branches of government to develop and implement emergency management programs consisting of emergency plans, training, exercises, public education and any other elements prescribed by Regulation. In addition, the EMP is aligned with Ontario Regulation 380/04 Standards (which establish provisions for an essential emergency management program), Canadian Standards Association (CSA) Z1600 Emergency Management and Business Continuity Programs voluntary standard and Ontario Regulation 191/11 made under the Accessibility for Ontarians with Disabilities Act, 2005 Integrated Accessibility Standards. Program Elements Consistent with the EMCPA, the Niagara College emergency management program consists of: a) an emergency management plan b) training programs and exercises for College staff and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities c) public education on risks to public safety, public emergency preparedness and any other elements required by the standards for emergency management programs d) assign responsibilities to College staff, by position, respecting implementation of the emergency response plan e) procedures for notifying members of the Niagara College Emergency Control Group (ECG) of the emergency Refer to Appendix A - Emergency Management Program Elements Planning Assumptions 1. During normal operations, routine incidents or minor emergencies are handled by Campus Safety and Parking Services, Occupational Health & Safety, Facilities Management Services, Information Technology Services, Student Services and other key departments. Page 9 of 43

11 2. An emergency may occur with little or no warning, and can take place outside of normal business hours. 3. An emergency may cause injury, possible fatalities, property loss and disruption of the College s core functions of teaching and learning. 4. Emergencies can quickly overwhelm internal resources and capabilities, and may require the assistance of local emergency response agencies such as Niagara Regional Police Services (NRPS), Niagara Emergency Medical Service (NEMS), local municipal Fire Departments and regional services such as Public Works, Public Health, Community Services, etc. 5. Where appropriate, Niagara College will use available internal resources before requesting external assistance from local municipal agencies. 6. The College EOC will be activated and staffed by College personnel. However, during a large scale emergency, external response agencies may also assign staff to the EOC. 7. College academic and administrative units will develop and maintain department-level emergency management and business continuity plans such as an IT Disaster Recovery Plan and Crisis Communications Plan. 8. The Niagara College Emergency Management and Business Continuity Coordinator (EMC) is responsible for maintaining and updating the College s EMP and program activities. 9. Acknowledging that personnel must be properly trained and that the College must exercise and practice its plans, the NC EMC will develop and deliver emergency preparedness training to staff. The NC EMC will also coordinate and lead various types of exercises in cooperation with internal and external staff and agencies. 1.4 Committee Structures Emergency Management Program Committee Ontario Regulation 380/04 S.2 and S.3, indicates the requirement to maintain an Emergency Management Program Committee (EMPC). The EMPC is a key organizational group that supports the ongoing emergency management program. The EMPC provides strategic advice and direction regarding the ongoing maintenance of the program including an annual review. The committee represents the various College departments that have direct participation in implementing and maintaining the EMP. The Public Safety Committee shall serve as the Emergency Management Program Committee. Local Emergency Planning Committee The Local Emergency Planning Committee (LEPC) exists to promote information sharing (particularly with respect to hazard identification and threat/risk assessment) 1 and collaborative planning between Niagara College and local emergency management stakeholders such as Brock University, local municipalities, first response agencies and industry such as power utilities. The 1 Potential hazards are continuously identified and assessed by the LEPC. The NC CEMC will collaboratively facilitate a HIRA with the LEPC on an annual basis. Page 10 of 43

12 LEPC is organized based on the principle that emergency management is community-focused and includes multiple community stakeholders. The LEPC is chaired by the NC EMC and a Co-Chair. 1.5 Scope All facets of Niagara College s emergency management program apply to each department, unit and faculty across all campus locations. While the EMP outlines the structure and functional roles with respect to emergency planning and response, it must be emphasized that every member of the Niagara College community shares responsibility for emergency preparedness. Individual College faculties, departments and units are aided in their efforts to plan for emergencies by the NC EMC. 1.6 Hazard Identification and Risk Assessment (HIRA) The EMCPA indicates the requirement to identify hazards and conduct a risk assessment. Hazard identification is the process of defining and describing a hazard, including its physical characteristics, magnitude and severity of impact, probability and frequency, causative factors, and locations/areas affected. Purpose A HIRA is a comprehensive document that outlines the hazards and their associated risks across all Niagara College campus locations. A HIRA document attempts to assist Niagara College in identifying what hazards exist, how frequently they occur, the degree of impact on the community, infrastructure, property and the environment and which hazards pose the greatest threat to Niagara College. The purpose is to identify which hazards should be the focus of Niagara College s emergency management program at a particular point in time. A HIRA is intended to be an ongoing process. When hazards are identified as having a high level of risk, emergency management programs should attempt to minimize this risk through prevention, preparedness, mitigation, response and recover measures. If these measures are successful, then the risk of the hazard will decrease. Categories The three major categories of hazards that may post a threat to the Niagara College community are as follows: 1. Natural Events: Examples include severe weather, floods, blizzards, tornadoes, food or human health emergencies 2. Human-caused Events: Results from human action or inaction, either intentional or unintentional intended to do harm to public safety and security. This includes threats that arise from acts of violence, etc. Examples include assault, mass riots, weapons, bomb threats, etc. 3. Technological and Infrastructure Disruptions: Incidents involving hazardous materials, utility and power failures, failure of the information technology infrastructure, building or structural collapse, etc. Page 11 of 43

13 Faculty/Department/Unit Hazards It is important to know the specific hazards that may impact a Faculty or Department. Each academic and non-academic unit must determine their own specific risks utilizing the OFMEM HIRA Template. The template provides a reference to specific hazards and detailed information relating to impact and contingency planning. Each Faculty/Department/Unit will be responsible for conducting a HIRA for their area, with the assistance of the NC EMC. A collaborative community HIRA will be conducted at least every 2 years, unless it is deemed necessary to conduct it earlier. 1.7 Critical Infrastructure Identification 2 The identification of Niagara College s critical infrastructure is an integral component of the Emergency Management program. Ontario Regulation 380/04 requires municipalities (communities) to identify their infrastructure. Critical infrastructure consists of the physical and information technology facilities, networks, services and assets essential to maintain effective functioning of the College. Infrastructure that is crucial to Niagara College s ability to maintain continuity and to deliver time-critical services needs to be identified by each College department. All College departments will identify and compile of list of critical infrastructure (CI) utilizing a Critical Infrastructure Identification Template. 1.8 Linkages with Other Plans The Niagara College Pandemic Influenza Plan is subsidiary to the Emergency Management Plan. The two plans may be activated in unison, particularly where an emergency impacts College services and requires a response to assist the broader community. The Pandemic Influenza Plan is designed to guide internal activities associated with preparing for, responding to, and recovering from an influenza pandemic. The primary purpose is to enable the College to respond effectively and efficiently to ensure that essential college services are maintained during an influenza pandemic. It is an internal plan focused on issues related to employee health and safety and is based on the need to maintain time-critical College functions throughout the entire duration of an influenza pandemic. 2. PROGRAM AUTHORITY The EMP has precedence over all other policies, procedures and plans of the College, in the event there is a conflict between them. College officials with authority to approve other policies, procedures and plans on behalf of the College will have awareness of the plan, and ensure conformity with it. 2.1 Approval The Executive Management Team has approved the Niagara College Emergency Management Plan and program elements. 2 Security of Critical Infrastructure Information: information relating to critical infrastructure identification is protected under the Emergency Management Act. The EMA specifically outlines provisions for the protection of records related to Hazard Identification and Risk Assessments and the identification of critical infrastructure [Section 5.1(3), Emergency Management Act]. Page 12 of 43

14 2.2 Campus Safety and Parking Services Emergency Management and Business Continuity Coordinator Niagara College Campus Safety and Parking Services is responsible for the management, coordination, planning and education that will help facilitate an effective response to and recovery from any type of emergency. The NC EMC is responsible for developing and implementing programs intended to promote public safety and a culture of preparedness across the corporation. In order to ensure the development and implementation of the program, the NC EMC will develop, coordinate and deliver emergency preparedness training and exercise initiatives, assisting in the development of department risk specific plans, public education and awareness and other program elements as outlined in O. Reg. 380/04. During an emergency, the NC EMC provides support to the members of the Emergency Control Group (ECG), and acts as the Assistant Liaison Officer under the direction of the Incident Commander. 3. INCIDENT MANAGEMENT SYSTEM 3.1 Overview Niagara College has adopted the Incident Management System (IMS) in order to facilitate the coordination of response activities. IMS utilizes a functional approach to emergency management encompassing personnel, facilities, equipment, procedures and communications operating within a common organizational structure. IMS creates a unified command structure for managing people, resources and equipment that will be necessary for the successful outcome of any incident, however large or small. IMS presents an organizational structure, functions, processes and terminology. The standardized structure outlines the command and control chains. Standardized processes allow all who respond to the same incident to formulate a unified plan to manage the incident. The use of standardized IMS plain-language terminology reduces the risk of miscommunication among the many responders and the simplicity and flexibility of the IMS structure makes it suitable to expand and contract. IMS is predicated on the understanding that in any and every incident, there are certain management functions that must be carried out regardless of the number of persons who are available or involved in the emergency response 3.2 Structure Niagara College has adopted IMS in order to facilitate the coordination of response activities between itself, local municipalities and external response agencies. The corporation s IMS organizational structure aligns with local municipal and provincial structures. There are five major management functions that are the foundation upon which the IMS organization develops, regardless of the type of incident: Command, Operations, Planning, Logistics and Finance/Administration Sections. IMS operates at both the site of the emergency and in the Emergency Operations Centre (EOC). Command The Niagara College Commander is the liaison between the emergency site and the EOC. The Commander advises the ECG of the status of the emergency, what resources are required, etc. The Commander is responsible for the overall management of the EOC including the provision of Page 13 of 43

15 support to an Incident Management Team at a site location. In addition to incident support, the Commander ensures continuity of essential College services. Command Staff Liaison Officer The Liaison Officer (LO) serves as the primary contact for assisting and supporting Niagara College and advises Command of issues related to external assistance and support, including current or potential organizational needs. The LO may be assigned assistants from other organizations also involved in the incident response. The LO reports to Command. Emergency Information Officer The Emergency Information Officer (EIO) is responsible for the development and release of approved emergency information to College stakeholders. Command must approve all emergency information that the EIO releases. During a complex incident, assistants may be assigned to the EIO, as required. Safety Officer The Safety Officer (SO) monitors safety conditions and develops safety measures to ensure the health and safety of all responders. The SO controls or reduces occupational hazards and corporate exposures. General Staff Each section of the General Staff has a Section Chief who will lead the group, serve as the point of contact for the section, and help determine the level of staffing and expertise needed within the section to respond to the emergency. Each section will have a Scribe assigned to them during full activation of the EOC, particularly the Operations and Planning Sections. It will be the responsibility of the Section Chief to determine if a Scribe is required and to fill that position. The following Sections are General Staff that may be needed to respond to an emergency or to provide support in the Emergency Operations Centre. Operations Section The Operations Section Chief (OSC) is responsible for providing overall supervision and leadership to the Operations Section, including assisting in the development and implementation of the Incident Action Plan and organizing and supervising all resources assigned operational tasks. The OSC works closely with other members of the Command Staff to coordinate operational activities. Page 14 of 43

16 Planning Section The Planning Section Chief (PSC) is responsible for providing overall supervision and leadership to the Planning Section. The Planning Section is responsible for developing the Incident Status Summary and overseeing the collection, evaluation, processing, dissemination and use of information regarding the evolution of the incident and status of resources. This information is needed to understand the current situation, predict probable course of incident events and lead the incident planning process. Tasks may be delegated to the appropriate Section Chief. The Planning Section Chief reports to Command. Logistics Section The Logistics Section Chief (LSC) is responsible for providing facilities, services and materials in support of the incident. The LSC participates in the development of the Incident Action Plan and activates and supervises the branches and units within the logistics section. All logistics activities are the responsibility of the Planning Section Chief. LSC reports to Command. Finance/Administration Section The Finance/Administration Section Chief (FSC) is responsible for financial and administrative support to an incident, including all business processes, cost analysis, financial and administrative aspects. The FSC provides direction and supervision to Section staff and ensures compliance with Niagara College financial policies and procedures. The FSC reports to Command. Specialists Specific expertise may be added to standard IMS functions such as Technical and IT Disaster Recovery Specialists (and others as required). Refer to Appendix B Niagara College Emergency Control Group Structure under IMS 4. EMERGENCY CONTROL STRUCTURE 4.1 Incident Management Team (IMT) and Emergency Control Group (ECG) Overview The Incident Management Team (IMT) will provide the first response to an incident where they will manage and control the situation on behalf of the College. This team is comprised of key corporate staff members with authority to make decisions as to how the crisis event should be managed. The team is response oriented with the purpose of managing the operational safety and communication issues related to the emergency event while providing the necessary command and control structure. The Incident Management Team, a subgroup of the Emergency Control Group, represents each core service department. Page 15 of 43

17 NIAGARA COLLEGE PRIMARY INCIDENT MANAGEMENT TEAM Vice President Business Development Manager Campus Safety and Parking Services Emergency Management and Business Continuity Coordinator Manager Occupational Health & Safety Media Relations Advisor Director Human Resources Chief Information Officer ITS Director Facilities Management Services Director Student Services Executive Director Student Administrative Council (SAC) Director Enrolment and Registration Services Authorization The IMT is empowered to make decisions for the resolution of the emergency without activating the full Emergency Management Plan and without having to seek approval from the Emergency Policy Group before taking immediate action. The members are expected to quickly assess (or size-up ) the situation and lead in tactical decision making in emergency situations. In the event that an emergency escalates, or has the potential to escalate, the IMT will expand to include selected members of the Emergency Control Group, as required. Incident specific leadership roles will be determined by the Emergency Control Group upon activation of the Emergency Operations Centre. Roles and Responsibilities: The core IMT will respond to any Emergency Response Level 2. The IMT will be responsible for functions related to the support of a business continuity response or for the resolution of an emergency. Responsibilities of the IMT may include: Gathering and recording information regarding the emergency Assessing the situation and warning students, staff and faculty of an imminent or actual emergency Establishing priorities and strategies for overall action (e.g. Incident Action Plan) Decision making and implementation of actions plans concerning the continuity of essential business services and resolution of the emergency Deploying necessary resources to resolve the emergency and allocating specific tasks to each resource Providing liaison with other jurisdictions, agencies and external stakeholders with regards to the college involvement Establishing a base of operations (e.g. Emergency Operations Centre) Establishing communication to the site to ensure sufficient support as required Page 16 of 43

18 Preparing and providing a Situation Report to the Emergency Policy Group in a timely manner Issuing NCAlert Notifications, handling media and public inquiries Any other action required to provide support to local first response agencies or to resolve situations within the scope of the IMT Activation With discretion, the IMT will be activated under the following conditions: During the warning or alert stage of an impending emergency or business disruption During a crisis situation having an impact on the corporation and requiring rapid decisionmaking and action During the initial stages of an actual emergency that has the potential to escalate into an Emergency Response Level 3 During an emergency or crisis affecting the local municipalities of Welland, Niagara-onthe-Lake and Niagara Falls, bordering municipalities or the region as a whole During an incident external to the college that may have an impact on students, faculty and staff The EMC, upon direction from the Incident Commander (or designate), is authorized to issue an NCAlert Notification to the IMT providing situational awareness and direction such as standby or assemble. Emergency Control Group The Emergency Control Group (ECG) organizes and coordinates response and recovery operations within the EOC involving short term or long term activities. The ECG may be required to conduct response and recovery operations simultaneously, as activities often overlap in emergency situations. Depending upon the nature of the emergency and degree of impact, additional staff could be utilized to assist the ECG. The ECG may function with only a limited number of persons depending upon the emergency. The Emergency Control Group will establish an IMS leadership structure in response to a specific incident. For example, if the incident involves the failure of information technology systems, the Chief Information Officer ITS will lead Incident Command. Housed in a designated Emergency Operations Centre (EOC), the primary functions of the ECG are to: manage information manage resources support field activities manage support activities for internal responders identify issues and where possible, respond to field operations issues that are beyond the scope of available resources Page 17 of 43

19 Specifically, the ECG members are responsible for the following actions or decisions: Determining if the location and composition of the ECG is appropriate Advising the President or Vice President Business Development as to whether a declaration of an emergency is recommended Advising the local municipality and first response agencies on the need to designate all or part of the College as an emergency area Ensuring that an Incident Commander (IC) is appointed Ensuring support to the emergency site(s) by offering equipment, staff and resources Ordering, coordinating and/or overseeing the evacuation of students, faculty and staff Arranging for services and equipment from local agencies, private contractors and industry Notifying, requesting assistance from and/or liaison with various levels of government and any public or private agencies as considered necessary Determining if additional transport is required for evacuation or movement of persons and/or supplies Ensuring that pertinent information regarding the emergency is promptly forwarded to the EIO for dissemination to the College community, media and public Determining the need to establish advisory groups and/or sub committees/working groups for any aspect of the emergency such as a Recovery Planning Committee Authorizing expenditure of funds required to deal with the emergency Maintaining a log outlining decisions made and actions taken, and submitting a summary of the log to the NC EMC immediately following the termination of the emergency Participating in the incident debrief following the emergency Ordering and implementing the potential use of an Emergency Lodging facility for up to 12 hours; establishing temporary emergency lodging for students on-campus or off-campus for emergency purposes for up to 12 hours Ordering the closure of any facility on the campus Staff Rotation Niagara College staff normally work an 8 hour shift. Initial schedules will be completed and communicated using the best information known at the time. The Finance and Administration Section will be responsible for scheduling staff rotation and assignments. Alternates Emergency Control Group members may be absent when an emergency occurs. Department officials designate someone within their department to fulfill their responsibilities during absences. All alternates will receive training and participate in exercises. Aids to Assist In addition to role-specific training, ECG members will be provided with an orientation to the EOC, a workstation manual, Emergency Contact Lists, IMS Functional Position Checklists, department plans and procedures. Page 18 of 43

20 Stress Management All EOC staff will have access to Critical Incident Stress Management (CISM) Councillors and care. 4.2 Emergency Policy Group The Emergency Policy Group (EPG) provides guidance and support to the Incident Commander (within the EOC) including setting priorities and direction for campus response and recovery activities. Members of the ECG may form the Emergency Policy Group, which is responsible for providing overall incident policy, advice and assistance to the EOC Commander (in addition to overseeing the delivery of essential services, if required). Membership in the Policy Group may be based on predetermined staffing assignments or functional requirements for specific incidents. The size and composition of the Emergency Policy Group is typically dependent upon the incident type, severity and size. The Emergency Policy Group may also include non-ecg members as specialists or subject matter experts, as required. NIAGARA COLLEGE EMERGENCY POLICY GROUP President Vice President Business Development Vice President Corporate Services Vice President Student and External Relations Vice President Academic Senior Advisor to the President Every member of the EPG is responsible for pre-identifying a designate who can assume their responsibilities should they be absent during an emergency. 5. EMERGENCY ACTIVATION Empowered to Activate the Emergency Management Plan The EMP is activated whenever an emergency or crisis occurs or is imminent. The EMP is considered activated at any time the Emergency Response Team or Emergency Control Group (ECG) is alerted and notified to assemble (or partially assemble) at the EOC. Criteria: a. Conditions exist on or within the vicinity of the campus which result from natural or human caused disasters or civil disorders which pose a threat of serious injury to students, faculty and staff; b. Extraordinary measures are needed to avert, alleviate, or repair damage to College property and environment or to maintain orderly operation of the campus; c. Serious disruption occurs to College infrastructure resulting in a continuity of operations crisis Page 19 of 43

21 5.1 Emergency Response Levels Niagara College utilizes an Emergency Response Level (ERL) classification system where emergencies are categorized into three broad categories: ERL Level 1 Routine Incident, ERL Level 2 Emergency and ERL Level 3 Disaster Diagram 1: Emergency Response Levels The criteria that distinguish between one emergency level and another will depend on several factors which include, but are not limited to the following: The capacity of the College to handle the incident with internal resources The scope of the incident and degree of impact The severity of the incident (e.g. extent of damage, number of injuries, etc.) The duration of the incident (how long the emergency situation lasts) Estimated recovery time (length of time required to return to normal operations) 5.2 Incident Notification Campus Security In the event of an emergency situation that poses an immediate threat to life or property requiring Police, Ambulance or Fire response, immediately Dial 911 or Advise the 911 Dispatch Page 20 of 43

22 Operator of your exact campus location and briefly describe the situation. Listen carefully to the 911 Operator and answer their questions with as much information as possible. After calling 911, contact the SECURITY CONTROL CENTRE 24/7 AT (905) EXT Campus Security may also be reached from any College pay phone by following directions located above each phone. Provide Campus Security with the same information provided to the 911 Operator. Provide a call back number in the event they need to contact you again. Campus Security will notify key department staff of the incident using an Emergency Contact List and will maintain situational awareness. After Hour Emergencies Niagara College s business hours are Monday to Friday 8:30 a.m. to 4:30 p.m. It is possible that an emergency will occur during non-working hours. Campus Security and Facilities Management Services maintain a 24/7 presence at the Welland and NOTL campuses. First on the scene should follow the incident notification procedures by immediately notifying Campus Security of the situation. Campus Security will notify key department staff of the incident and will control the scene until first response agencies arrive. Alert and Notification of the Incident Management Team and Emergency Control Group: When a member of the ECG receives a warning of a real or potential emergency, that member will immediately contact the NC Emergency Management Coordinator and direct them to initiate an NCAlert Notification to the Incident Management Team and/or Emergency Control Group members. The member initiating the call must provide pertinent details (e.g. a time and place for the ECG to meet) as part of the notification procedure. The NCAlert Notification will provide all ECG members with a brief situational awareness (e.g. what, when, where, who is impacted and why), Emergency Response Level, incident status report (e.g. ongoing response or incident resolved/return to normal operations), EOC activation level, etc. If appropriate, the individual ECG members may initiate their own internal department notification procedures, external organization, agencies and suppliers. 6. EMERGENCY OPERATIONS CENTRE 6.1 Overview When the assembly of the ECG is required to coordinate response to a serious emergency, it is imperative that an appropriate facility is provided for the group s activities as well as those of its supporting staff. Such a facility is known as an Emergency Operations Centre (EOC). An EOC provides centralized direction and coordination of emergency response and recovery operations. Niagara College has 2 Primary EOCs (including a workstation for Section Staff) Building Security and Access To minimize disruptions and maintain confidentiality, access to the EOC is restricted. It is a primary responsibility of the EOC Manager to ensure the necessary security arrangements are in place as a preliminary step to activating the EOC. The Duty Officer(s) assists in arranging the Page 21 of 43

23 necessary security. All EOC members (and designated alternates) will carry and openly display their official identification badges issued by Campus Security and Parking Services. Authorized visitors may be signed in by Duty Officer(s) and will be issued Niagara College EOC Visitor badges. EOC Resources Each IMS Section will assemble an EOC Ready Kit of necessary supplies and department specific documentation such as policies and procedures. Ready Kits are maintained on a regular basis and stored in a secured cabinet in the Primary EOCs. Additional documentation to be stored in the EOCs include the EMP (hard copy and electronic copy), risk specific department plans, IMS Forms, resource and contact directories, Emergency Response Guides, Emergency Call Trees, maps and other relevant materials. EOC Operations Cycle It is important that the ECG members meet on a regular basis to share information and make decisions. This is accomplished by setting up an Operations Cycle. These meetings take place hourly during the early stages of an emergency and then less frequently (e.g. twice a day) during an ongoing emergency. The EOC Manager is responsible for scheduling, convening and coordinating the Operations Cycle. Each meeting of the ECG should include the following six components: 1. An assessment and prognosis of the situation: What is happening? What is required? 2. The establishment of priorities: What is important? What can be done in a timely manner? What are the alternatives? 3. The setting of objectives (clarity is crucial). 4. The determination of an action plan: Who does what? What tasking is required? What is a reasonable timeframe? 5. Setting timelines for the implementation of assigned tasks. 6. Monitoring and reporting: coordination, briefings and recording of assignments are important strategies in ensuring consistent and effective efforts are being followed in compliance with the group s decisions. When a meeting ends, each member of the ECG carries out his/her assigned tasks and objectives and gathers information for the next scheduled meeting. In order to preserve a record of decisions and actions, individual and group key Event Logs should be kept. A key events log will be posted on white boards, flipcharts, LCD projectors, etc. Page 22 of 43

24 Diagram 2: EOC Operations Cycle Components EOC OPERATIONS CYCLE COMPONENTS 1 Hour Cycle Preparing for ECG Meeting (5 minutes) Tasks (35 minutes) ECG Meeting (15 minutes) Concept of Operation As soon as possible after the EOC has been activated, the EOC staff will start to collect all information available. Responding agencies will provide situation reports to the EOC to allow the staff to begin to develop the overall common operating picture. The common operating picture is the collective understanding of the situation shared by all responding and participating agencies and individuals. Once the ECG has determined the corporate strategy or plan, the EOC staff will assist in disseminating the ECG direction and will monitor and coordinate the conduct of that direction on behalf of the college. Once activated, the EOC will operate continuously at an appropriate level of staffing. It will maintain the common operating picture and remain in communications with all responding and supporting agencies. The EOC staff will maintain an Operations Log, which will be the official record of the event. All documents, orders, direction or plans directed to the EOC or originated by the EOC will be logged in or out and copies retained. Information Management Functions The following are the four information management functions performed by the EOC: Sharing info with Section Counterparts (5 minutes) 1. Collection: The bringing together of all information relevant to the understanding and management of the emergency situation. 2. Collation: The sorting and comparison of information to determine its relationship to the emergency situation Page 23 of 43

25 3. Evaluation: Verifying the accuracy and relevance of the information and using it to develop a more accurate and complete understanding of the situation upon which to base timely operational decisions 4. Dissemination: The sharing of information or direction relevant to the emergency situation in a timely manner. Establishing Telecommunications One of the first priorities for the ECG will be to establish communications with all participating and supporting agencies. These could include: Site Command Post(s) (if established) Response agency communications and dispatch centres Local municipal EOCs or departments Reception and Emergency Lodging centers Supporting or participating non-government organization points of contact or emergency headquarters Industry representatives (e.g. Power Utilities) 6.2 EOC Levels of Activation The initial level of activation will be determined by the NC EMC. As the incident progresses, the level of activation may change depending on the degree of response required. Levels of EOC Activation Routine Campus locations are monitored for potential or actual emergencies. If an incident warrants close attention, Campus Security will monitor it. The appropriate College staff will be advised of a situation as soon as practicable. The EOC is not activated. There is the potential for the incident to threaten life, property or the environment. All ECG and EPG members are issued an event advisory by the NC EMC providing situational awareness via Blackboard Connect or other form of incident notification. Administrative staff and Duty Officers are put on standby for the potential to activate the EOC. Monitoring or Enhanced The incident has escalated or requires that specific EOC members attend the EOC to begin command and control operations and make high level decisions affecting a major portion of the College. Not all EOC members may be required at this point, however they will be advised of the situation and asked to be on standby in the event they are required. At this operational response level, the NC EMC continually assesses the developing situation. Appropriate departments and response agencies may be notified as required. A municipal liaison officer (e.g. CEMC/Fire Chief) may be deployed to the Niagara College EOC. Page 24 of 43

26 Full Activation The EOC is in full operational response mode. The incident has escalated or requires all members of the ECG to convene at the EOC to carry out assessments of the situation, initiate response activities and coordinate the ongoing response. An IMS structure and Incident Commander will be determined based on the nature of the incident. Appropriate municipal representatives will be notified. Business continuity across the college is impacted. The incident may affect the entire College or may be a municipal or provincial emergency; high level decisions affecting the College is required (e.g. potential closure of the College); the emergency has the potential to be a prolonged incident lasting several days or weeks; extensive coordination with external agencies is required and some external agencies may send staff to Niagara College s EOC. 6.3 Emergency Site Operations During any emergency situation where the hazard or threat is identifiable, emergency response agencies will arrive on site and form an incident command to: - Protect life, health and safety of College students, faculty and staff - Mitigate the danger - Minimize damage to property - Restore the site to pre-emergency conditions The ECG will establish telecommunications with Incident Site Command immediately upon activation. 7. EMERGENCY INFORMATION 7.1 Crisis Communications It is imperative that Niagara College demonstrate a proactive and coordinated approach to media and public stakeholder relations during an emergency or business disruption. During an emergency, there is an immediate need to communicate consistent information to college stakeholders, the media and public. Emergency information describes communication principles and procedures and assigns responsibility for the management of information relating to emergency situations. Emergency messaging includes for the following key information: The nature and extent of the event The number of core department services affected and possible duration of disruption Measures being taken to restore full services and projected resumption of interim services Any emergency information telephone numbers established for public inquiries 7.2 Emergency Information Officer Emergency Information Officer (EIO) The Emergency Information Officer (EIO) is the official college spokesperson responsible for overseeing and coordinating all public and media information related to the emergency. The EIO Page 25 of 43

27 will consult with the Emergency Policy Group for advice on content and consistency with local municipal and emergency response agency news releases. The Director of Marketing & Communications is the designated EIO and official spokesperson responsible for Niagara College s media relations and public information activities during an emergency. The EIO assigns at least one trained alternate EIO to provide EOC support. Strategic responsibilities include the development and maintenance of a Crisis Communications Plan including establishing resource and training requirements. Emergency Information Officer (EIO) Actions by Phase The Emergency Information Officer (EIO) is responsible for the development and release of approved emergency information to internal and external stakeholders. The Command Section must approve all emergency information that the EIO releases. Crisis communications may be activated by Incident Command or Area Command. The designated EIO and Alternate report to the Incident Commander (IC). Activation Phase Obtain briefing from Command: Determine current status of incident Identify current IMS structure Determine facility/location for media contact (e.g. Emergency Information Centre, Incident Command Post, EOC, or other) Determine current media presence Operational Phase Follow operational guidelines as set-out in the Crisis Communications Plan Establish EOC workspace for Communications Section Team and notify staff Determine staffing requirements and make required personnel assignments for the Emergency Information Centre (EIC) or Joint Emergency Information Centre (JEIC) Contact and correspond with local jurisdictions (such as municipal CEMCs, first response agencies, etc.) to coordinate emergency information activities Participate in briefings to senior college officials; determine constraints on information flow Assess the need for special alert and warning messages Coordinate the development of protective action statements with the Operations Section Prepare initial information summary as soon as possible after activation. Arrange for necessary work space, materials, telephones, and staff Establish a schedule for news briefings (this should be linked to the Operations Cycle) Obtain current incident status reports from Planning Section; coordinate a schedule for updates Observe constraints on the release of information imposed by Command Obtain approval for information releases from Command; confirm details to ensure no conflicting information is released Identify site and time for press briefings, and confirm participation by other members of the Incident Management Team Release approved emergency information to media and post (or disseminate) information at the Incident Command Post, EOC and other appropriate locations Page 26 of 43

28 Record all interviews and copy all news releases Contact media to correct erroneous or misleading information Coordinate information releases with staff from other impacted organizations and jurisdictions Attend Planning and Operation Cycle Meetings and provide a briefing on areas of responsibility, as required Respond to special requests for information Provide all news releases, bulletins, and summaries to the Documentation Unit to be included in the final incident package Confirm with all concerned the process for the release of information concerning incidentrelated injuries or deaths Communication Tools Niagara College utilizes the following integrated internal and external communication tools for emergency alerting and messaging: 1. NCALERT Blackboard Connect 2. Public Corner Signs located at the Welland and Niagara-on-the-Lake Campus 3 3. Outlook System 4. Niagara College Facebook and Twitter Page (social network platforms) 5. InsideNC News 6. Emergency communications intercom system 7. Telephone and Voic systems Blackboard Connect NCALERT is Niagara College s urgent mass notification messaging service. This opt-in service allows subscribers to receive urgent emergency messages via text, voice and . The software system also provides for the creation of various subgroups in order to broadcast internal emergency alerting and notifications to specific groups such as the Emergency Control Group and Emergency Policy Group. Emergency Information Centre (EIC) The College will establish an Emergency Information Centre to provide timely and accurate emergency information to members of the public and to provide a location where the media may receive Media Releases and scheduled briefings. Niagara College has two designated Emergency Information Centres. A media conference should be held as soon as possible in order to communicate the nature and severity of the event and what measures have been taken. Updates will be issued on a regular basis, especially during the initial stages of the emergency. A tentative media conference schedule is shown below: a) Twice daily for the initial 48 hours b) Once daily for the first week (more frequent if important information is available) c) As required basis for full recovery of all services 3 Welland Campus Corner Signs located at Woodlawn Road and First Avenue; NOTL Corner Signs located at Glendale Avenue and Taylor Road Page 27 of 43

29 Niagara College staff and faculty, if approached by the media for comment, are to refer all media inquiries to the EIO or alternate. Based on the nature and severity of the event, the EIO may determine the need for a Joint Media Conference in order to include subject matter experts and local officials such as NRPS representatives, Niagara Region Public Health authorities, local municipal Fire Chiefs and the NEMS. 8. EMERGENCY DECLARATIONS An emergency declaration communicates to the corporate and local community the severity and urgency of an emergency situation. An emergency declaration is made if the college must take extraordinary actions to protect life, health, safety and property. Any time that a serious emergency occurs, or is threatening to occur, Niagara College will inform the local municipality even if an emergency declaration has not been made. The local municipal CEMC can provide advice and assistance. Early awareness will also result in reduced response time should regional resources be required. 8.1 Declaring an Emergency The President (or Acting President) or Vice President Business Development in consultation with any member of the Emergency Policy Group may declare that an emergency exists in the College or in any part thereof and may take such action and may make such orders as he/she considers necessary. 8.2 Termination of Emergency An emergency declaration may be terminated at any time by the President (Acting President) or Vice President of Business Development. 9. EMERGENCY RECOVERY 9.1 Structure Emergency recovery operations begin once the emergency has been effectively mitigated and the danger or threat no longer exists. At this time, emergency response operations shift from management to recovery functions where core operations are returned to a state of functionality. This phase includes restoring the physical infrastructure as well addressing the emotional, social, economic and physical well-being of those involved. The Emergency Policy Group will determine the appropriate time to define recovery operations and create an emergency recovery structure within IMS. An incident specific Emergency Recovery Plan will be developed and implemented by an Emergency Recovery Committee appointed by the Emergency Policy Group. Once implemented, the Emergency Recovery Plan will remain activated until all recovery operations are completed. Page 28 of 43

30 Emergency Recovery Committee The following positions will form the Emergency Recovery Committee: Vice President, Business Development Vice President, Corporate Services Director Financial Services Director Student Services Vice President Academic Director Human Resources Director Facilities Management Services Director Marketing & Communications Recording Secretary Recovery Planning Before an Emergency The Recovery Planning Committee is responsible for preparing and reviewing a recovery plan. The Recovery Committee works under the authority of the ECG. Recovery Planning After an Emergency In some instances recovery planning may occur after the response phase has concluded. The establishment of subcommittees to address specific areas of concern include: Student Needs Subcommittee Infrastructure Subcommittee Finance Subcommittee The key financial factors for consideration by the Recovery Planning Committee include: The management of financial expenditures for recovery activities Adherence to Niagara College Financial Procurement Practice regarding the award of contracts essential to recovery Maintaining liaison with insurance adjusters and legal advisors regarding potential litigation Exploring options for funding relief and provincial grants to offset any shortfall in insurance recovery During the recovery phase, a key management task is the Impact Assessment. This task focuses on gathering information about the impact on individuals, buildings (damage assessment), critical infrastructure and essential services, the environment and other information as required. 9.2 Incident Debrief An Incident Debrief will take place after an emergency to evaluate the effectiveness of the EMP and the individual department plans. A debriefing should take place after each emergency by all responders involved when a full or partial activation of the EMP occurred. The NC EMC is responsible for facilitating an Incident Debrief session with internal and/or external stakeholders. Page 29 of 43

31 An Incident Debrief session will occur within one week after the emergency and internal and external stakeholders. Best practices and lessons learned will be identified and applied to all future plans. For major incidents, an After Action Report (AAR) will be completed by the NC EMC highlighting recommended changes to the EMP that enhance the capacity to respond to future emergencies. The report will be reviewed by the Niagara College Public Safety Committee in order to identify and prioritize the recommendations. 10. EMERGENCY RESOURCES 10.1 Requests for Assistance During emergency operations the Emergency Control Group will determine the necessary resources for assistance. The NC EMC will maintain operational linkages with local municipalities, support agencies 4 and Brock University having resources and services to provide emergency assistance across the region Emergency Assistance to Students, Faculty and Staff Niagara College s EMP provides for emergency assistance to students, faculty and staff whenever the EMP is activated. The nature of the emergency will define the extent and scope of assistance required. Reception Centre and Emergency Lodging In the event of a major incident that destroys all or a section of a college residence complex, the Niagara-on-the-Lake Campus Fitness and Sports Centre will be utilized as a temporary Reception Centre 5 and Emergency Lodging facility for the initial hour period. The Director of Student Services and Director of Facilities Management Services are the designated leads for planning and organizing the set-up and operation of the temporary reception and emergency lodging facility. Other Emergency Lodging Locations While the Niagara-on-the-Lake Campus Fitness and Sports Centre is the designated emergency lodging site, the ECG will identify other potential locations that may be used for emergency lodging on and off College campus. Examples may include large capacity community centers and arenas. The NC EMC will be responsible for initiating and managing Assistance Agreements with agencies providing Registration and Inquiry Services 6, Reception Centre and emergency lodging social services such as access to prescription medicines, blankets and cots, emergency clothing, meals, etc. Transportation 4 Local agencies such as the Canadian Red Cross Disaster Services, St. John Ambulance, Salvation Army, Amateur Radio Emergency Service (ARES) Niagara and Niagara Victim Services. 5 Reception Centres are normally located outside the impact zone of the emergency. They are a place to which evacuees can go to register, receive assistance for basic needs, information and referral to a shelter. 6 Red Cross R&I Service provides family members with a point of contact in order to make inquiries as to the location and information concerning the health and welfare of displaced students, faculty and staff. Page 30 of 43

32 In the event of an immediate mass evacuation, arrangements for transportation will be necessary. Emergency transportation involves moving students from one area of the campus to another on an immediate basis or to a Reception Centre or Emergency Lodging facility. The NC EMC is responsible for maintaining local assistance agreements. The Director of Facilities Management Services is the lead for coordinating supplier agreements with local bus companies. 11. TRAINING, EXERCISES AND PUBLIC EDUCATION The NC EMC under the direction of the Manager of Campus Safety Parking Services is responsible for the planning, budgeting, coordination, design and implementation of annual training and exercises for college stakeholders Training One of the primary goals of Niagara College s emergency management program is to ensure that a minimum standard of emergency preparedness and response capability is maintained across the corporation. All key college staff (including designates) with defined responsibilities will be provided training by the NC EMC in emergency management functional roles and responsibilities. The minimum required training program consists of four courses: 1. Basic Emergency Management (BEM) course that creates awareness of the fundamental principles of emergency management (classroom delivery) 2. Incident Management System (IMS) 100 Level (classroom delivery) 3. Incident Management System (IMS) 200 Level (classroom delivery) 4. Niagara College IMS in the EOC Training Session (classroom delivery) The NC EMC is responsible for preparing an annual Training Needs Assessment and presenting recommendations to the EMPC. The NC EMC will also maintain training records such as a record of the type of training provided, when the training was conducted and a record of attendance Exercises The NC EMC is responsible for developing a progressive exercise program to ensure continuous improvement and optimization of teamwork and participation. On a quarterly basis, all Niagara College emergency management stakeholders will participate in an emergency exercise to test and evaluate the EMP and the capacity of the corporation to effectively respond to any emergency. Exercises will be designed using specific objectives to validate plans, test systems and provide faculty and staff with an opportunity to practice their assigned functional role(s) as outlined in the EMP. Exercise results also identify plan gaps and limitations and are used to improve and revise the EMP. Exercise scenarios will be based on the current HIRA. Joint Exercises Niagara College will seek opportunities to engage and/or participate in local municipal and first response agency joint exercises, wherever possible. Joint exercises enhance understanding of external agency roles, responsibilities and evaluate operational support linkages. Page 31 of 43

33 Exercise Types An exercise is a focused practice activity that places participants in a simulated situation requiring them to function in the capacity that would be expected of them in a real event. There are 3 main types of exercises: 1. Drill: A drill is a coordinated, supervised exercise activity, normally used to evaluate a specific operation or function (can include a Notification Drill, telecommunications, etc.). 2. Tabletop Exercise: A tabletop exercise is a facilitated analysis of an emergency situation in an informal, stress-free environment utilizing case study scenarios with questions and simulated actions; 3. Functional Exercise: A functional exercise is a fully simulated interactive exercise that evaluates capability of an organization to respond to a simulated event Public Education Introduction Public education on risks to public safety and public preparedness for emergencies are mandatory components of an emergency management program. The intent of a public education program is directed at raising the level of public preparedness for emergencies and to provide information regarding specific hazards and risks that may exist within the college community. The NC EMC will discuss the proposed public education campaign for the calendar year with the Public Safety Committee as early in the year as possible. At the end of the year, the NC EMC and the EMPC will review activities and achievements as part of the annual plan and program review. An effective Emergency Preparedness (EP) Campaign will create a culture of preparedness and support disaster-resilience across the corporation. Niagara College s EP Campaign will include the full range of college stakeholders, local municipalities and media. Key messages may also be targeted. For example, Emergency Preparedness for People with Disabilities and Special Needs or Shelter-in-Place may be an EP Week 7 theme for Niagara College. Key Messages The creation of key messages is vital to the success of a public education program. Niagara College s EP Campaign will focus on the following key messages: the status of Niagara College s EMP the concept that emergency preparedness is a shared responsibility individual preparedness actions such as family preparedness plans and how to build a 72 hour Emergency Preparedness Kit Niagara College emergency information platforms and tools 7 Emergency Preparedness Week: This annual event is an excellent nation-wide opportunity to promote emergency management programs. In 2013, Niagara College will pass a resolution designating the first week of May as Emergency Preparedness Week. Page 32 of 43

34 where to get more information regarding emergency preparedness (such the Niagara College Campus Safety website, Office of the Fire Marshal and Emergency Management and Public Safety Canada) Delivery Methods The way in which Niagara College communicates its key preparedness messages is innovative, interactive and high profile. Some potential communication methods and tools include: Niagara College Emergency Procedures Handbook (2015) Emergency preparedness brochures and backgrounders EP Week display at each campus location Public service announcements via print, radio or community television (e.g. TV Cogeco, Niagara College Radio CRNC 90.1 FM) Inside Niagara Webcast and TV Cogeco: Training and promotional videos Niagara College hosted emergency preparedness training courses and workshops Feature articles in Niagara College Encore Magazine 12. PLAN MAINTENANCE The plan will be maintained, updated and amended by the NC EMC in consultation with relevant internal and external stakeholders, as required throughout each year. It is the responsibility of recipients of the EMP to ensure they have the most recent version. Corporate cooperation, coordination and collaboration are vital to maintaining a current and evolving Emergency Management Plan. Continuous engagement, at all levels, can build bridges and facilitate a greater degree of trust and cooperation among plan users. To achieve effective plan maintenance, the NC EMC will undertake the following steps: 1. Evaluate the current EMP against the EMPCA, Ontario Regulation 380/04 and Canadian Standards Association Z1600 Emergency Management and Business Continuity Programs voluntary standard 2. Review internal and external emergency plans with a view to ensuring operational alignment and consensus regarding agency-supported operational protocols 3. Develop a progressive exercise program involving internal and external community stakeholders; ensure that the exercise objectives are clearly communicated and achievable 4. Review and update the HIRA on an annual basis; ensure that planning supports newly identified community hazards 5. Distribute the public (general circulation) EMP to external stakeholders for regular review and feedback 6. Review Aid Agreements on a regular basis to ensure the agreement (terms and conditions) are still viable; continuously update available resources (i.e. personnel and major items of equipment, supplies and facilities) Page 33 of 43

35 7. Review Operational Support Functions (OSFs) on a regular basis with internal and external emergency response personnel 8. Identify opportunities to involve senior management in planning activities; provide the senior management with regular updates pertaining to emergency planning such as changes in emergency management standards and program initiatives such as business continuity planning 9. Review emergency management roles and responsibilities with the ECG on a regular basis to ensure commitment and capability 10. Develop a communications campaign to promote and raise awareness of LEPC planning activities such as joint exercises and new partnerships with industry or NGOs 12.1 Annual Plan Review A review of the current year s activities ensures that all of the program elements have been completed and that the program continues to be relevant and effective. This review is jointed conducted by the NC EMC and the EMPC. The review should determine how well the program met the legislative framework and the overall goals of Niagara College with respect to emergency preparedness Plan Revisions The NC EMC ensures that the EMP is revised on an ongoing basis to ensure that it reflects current information and processes. The EMP will be revised annually (or as required) as part of the emergency management process. Major Revisions Each time major revisions are made to the plan, it must be forwarded to Niagara College Executive Management Team for approval. Major revisions that alter IMS functional roles and responsibilities or the operating structure of the EMP, will be made in consultation with the Public Safety Committee/Program Committee and the NC EMC. Minor Revisions Minor revisions pertain to administrative changes routinely performed by the NC EMC. It is the responsibility of each department lead to notify the Niagara College EMC of any required revisions to the plan. Any time this plan is revised, an updated Record of Amendments will be produced and a copy will accompany the revision that is circulated to persons noted on the Restricted Circulation List (refer to Section 13 below) Program Evaluation Periodic program evaluation serves to confirm that the emergency management program is fully implemented and meets its objectives. As part of this process, audit criteria and objectives will be established. The audit will also identify the standard by which the plan and program is evaluated and provide recommended actions for improvement. Exercises, evaluations and corrective actions support and complement periodic program evaluations by providing additional opportunities to evaluate the program and identify continuous improvement criteria through tests, exercises and Page 34 of 43

36 analysis of responses to actual incidents. Niagara College may utilize the following options for program evaluation: 1. Making a self-assessment 2. Seeking confirmation of the self-assessment by a third party to Niagara College 3. Seeking a professional independent emergency management audit 13. PLAN DISTRIBUTION 13.1 Overview The NC EMC is responsible for ensuring that the final version of the EMP is distributed to all members (including designates/alternates) listed on the Restricted Distribution List Circulation Public Plan This Plan is considered a general circulation document and therefore accessible to the public. The public EMP does not include any confidential information, appendices or templates. A copy of the general circulation EMP is available for viewing and can be downloaded from the Niagara College Corporate website under Public Safety. If requested, a copy can be provided in an accessible format. Page 35 of 43

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38 APPENDIX A Emergency Management Program Elements Checklist PROGRAM ELEMENTS 1. Does Niagara College have an Emergency Management Coordinator? (O.Reg.380/04,s.10(1)) 2. Has the Emergency Management Coordinator (and any alternates) completed the required training? (O.Reg.380/04,s.10(2)) 3. Does Niagara College have an emergency management program committee and has it met? (O.Reg. 380/04, s.11) 4. Does Niagara College have a current policy approving its emergency management program? (EMCPA s. 2) 5. Has the Niagara College Community Risk Profile been reviewed and is it current? (EMCPA s. 2) 6. Has the Niagara College Emergency Management Plan been reviewed and has a copy been reviewed with external stakeholders? (EMCPA s.3.1 (1), s.3.1(6) s. 6.2 (1) ) 7. Does Niagara College have a designated Emergency Operations Centre? (O.Reg.380/04,s.13 (1)) 8. Does Niagara College s EOC have appropriate communications systems? (O. Reg. 380/04,s.13 (2)) 9. Has the Niagara College Critical Infrastructure Identification been reviewed and is the list current? (EMCPA s. 2.1 (3)) 10. Has Niagara College conducted its required annual training for the Community Control Group and staff? (EMCPA s.2.1(2), O.Reg. 380/04,s.12 (3)) 11. Has Niagara College conducted its required annual Exercise for the Community Control Group? (EMCPA s.2.1(2), O.Reg.380/04 s. 12 (6)) 12. Has Niagara College designated an employee to act as its Emergency Information Officer? (O.Reg.380/04, s. 14 (1)) 13. Has Niagara College completed a Public Education program? (EMCPA s. 2.1 (2c)) 14. Has Niagara College s Emergency Management Program Committee conducted an Annual Review of the Program? (O.Reg.380/04,s.11 (6)) Page 37 of 43

39 Appendix B Emergency Control Group Structure under IMS Page 38 of 43