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Emergency Preparedness Protection civile • + Canada Canada

FEDERAL/PROVINCIAL CONFERENCE OF SENIOR OFFICIALS ON EMERGENCY PREPAREDNESS

Lac Beauport, Quebec February 12-13, 1987

Supplement to summary record of proceedings

Canadà1 (Version fran%aise au verso)

FEDERAL/PROVINCIAL CONFERENCE OF SENIOR OFFICIALS ON EMERGENCY PREPAREDNESS Lac Beauport, Quebec February 12-13,1987 Supplement to summary record of proceedings

Provincial activity reports, 1986-87

• ••„

FR,93°/24--c9 /

jAN 22 Igg';' 0

4,'

CONTENTS

Introduction iii

British Columbia 1

Alberta 14

Northwest Territories 21

Manitoba 26 . Ontario 29 t Quebec 32

New Brunswick 44

Nova Scotia 48

Prince Edward Island 50

Yukon 59

v * INTRODUCTION The material in this Supplement relates to Item 2 (Provincial Reports) of the Agenda of the Federal/Provincial Conference of Officials on Emergency Preparedness, Lac Beauport, February 12-13, 1987. To maximize the time available for discussion of other matters, the provincial/territorial delegations as a group waived verbal reporting of 1986-87 activities. Those wishing to do so were invited to file written summaries with the Conference Secretary, for circulation with the Summary Record of Proceedings. This Supplement is the compilations of those reports. BRITISH COLUMBIA PROVINCIAL EMERGENCY PROGRAM

The year was both a period of growth and a time for change for the Provincial Emergency Program and emergency agencies within British Columbia.

Several municipalities acquired emergency powers and began developing local programs. New planning, training, public information and special project intitiatives were also launched with favourable results.

New courses were developed to enhance local skills in such diverse areas as Emergency Social Services, Community Plan Exercise Design and Basic Search and Rescue.

A training video on Search and Rescue in B.C. was prepared in conjunction with the RCMP "E" Division. This tape and a companion tape were distributed to all detachments for roll-call briefing purposes. Another production on tsunamis was approved and is currently under development.

B.C. Hydro successfully conducted its first

Y operational exercise in conjunction with downstream municipalities. The Mica reservoir was the target impoundment for exercise purposes.

The Program maintained a 24/7 reporting system which logged more than 300 off-hour calls to its duty officers. Significant events co-ordinated by the Program included:

Arco Anchorage spill into Juan de Fuca boundary waters

Tsunami of May 7 generated by a 7.7R earthquake near Adak Island

. Flooding in Northeastern British Columbia

The Program recorded more than 600 emergency incidents that required the expenditure of provincial funds, resources and/or volunteer time. Over 5000 . volunteers support the Program and its municipal affiliates.

1 The Program lost its Director, R.E. (Ted) Neale through his untimely death early in the year. Toward the end of the calendar period the Program was transferred from the Ministry of Environment and Parks to the Ministry of Attorney General. w

As defined by statute, the role of the Provincial Emergency Program (PEP) is to provide guidance, leadership, co-ordination and liaison with all orders of government, Ministries and Crown corporations, so that resources are used to the greatest advantage in an imminent or actual emergency or disaster; to mitigate the effects on the people, environment and property; to ensure continuity of government.

Objectives of the program to:

1. Protect life and minimize damage from environmental, man-made, and natural disasters by:

Assuming responsibility for an appropriate level of preparedness and emergency planning at-the provincial, regional, and local x government level

. Initiating and participating in emergency planning and arrangements with the federal government, international jurisdictions, territorial governments, and other provinces

Facilitating the establishment of public warning systems, information programs and emergency reporting and response communications

. Co-ordinating emergency response and maintenance of essential services during an emergency.

2. Protect life and minimize damage from incidents involving special wastes or dangerous goods by planning and co-ordinating effective ministry regional and headquarters response systems.

3. Oversee recovery from disasters by co-ordinating the provision of disaster relief and assistance measures.

Y

2 Legislation Administered

Emergency Program Act Flood Relief Act

Proactive emergency arrangements sponsored and encouraged by the Program better prepared the Province to carry out its reactive roles and responsibilities during incidents and emergencies throughout the year.

Municipalities benefitted from this pro-active approach in a number of areas. A proforma bylaw, which fully enables local governments under the Emergency Program Act, was circulated and adopted in a number of instances. The regulation that empowers municipalities to establish and put into operation emergency plans was updated and additional steps were taken to revamp other regulations. The amendment of the Emergency Program Act to permit greater involvement, in this vital function of government, by regional districts, was advanced to Ministry Executive.

The Program organized a major conference designed to enhance integrated emergency planning and response within and adjacent to the Province. The first annual I meeting of the Northwest Emergency Officials Conference was held in Victoria in October 1986 and involved state, provincial, territorial and federal representatives from Y all bordering jurisdictions.

Support was given to the Province of Alberta in its sour'gas well contingency planning, as well as to the State of Montana in its planning for medical emergencies in remote areas.

The Program, during this fiscal period, continued to support industry through emergency preparedness planning, advice and assistance. Major utilities were active in the development of plans and exercises to further safeguard the safety of downstream communities. PEP also made representations to the federal-provincial task force on offshore hydrocarbon exploration in support of appropriate environmental and staff safety measures.

Mutual aid and joint emergency arrangements continued to be acquired to the benefit of British kr Columbians. A revised Workers' Compensation agreement with Emergency Preparedness Canada was drafted and reviewed in consultation with a number of government authorities. Federal government discussion papers on M public safety legislation and the concept of wartime

3 operations were studied by various provincial departments, with the results collated by the Program.

Computerization of PEP's information management systems was advanced to an operational level to permit speedy data retrieval on any one of the hundreds of operational and training tasks of volunteers supported by the Program. Financial management and special project administration have also experienced increased efficiency as a result of recent hardware and software acquisitions. Local Governments One hundred and thirty-four incorporated municipalities, out of a possible 143, have emergency programs and in most instances, an established area co-ordinator. As well, many unincorporated settlements have also designated people responsible for local programming. These individuals are employed by contract PEP or by the local/regional government authority. This compares with 121 communities a year ago. The program supports local government emergency preparedness through the following grants and services:

• Delivery of training to volunteers, staff and . elected officials Emergency Planning Assistance grants • Volunteer enrolment and workers' compensation coverage while on approved operational tasks • Integrated planning and protocol arrangements • Public information and communication services • Nomination of local government representatives to federal courses • Resources and services in support of local emergency operations. The communities, in turn, support the Province through the provision of resources and response services to incidents occurring adjacent to their boundaries.

The severe forest fire season during 1985 resulted in a danger to several communities ir the

4 southern part of the Province. Emergency social services were delivered to hundreds of persons forced to evacuate by major fires. PEP, working co-operatively with the Fire Commissioner's office, Forest Service and Ministry of Human Resources, provided thousands of person days of shelter and other services to those affected. Other communities in the lower mainland received direct support in the form of successful applications by PEP to the Joint Emergency Preparedness Program (JEPP) of the federal government. Communications within the City of Vancouver emergency operations centre and between Greater Vancouver communities was the focus of these completed projects. Several other initiatives in the field of improved emergency response preparedness for dangerous goods incidents, tsunamis, and other public welfare emergencies were submitted to JEPP administrators for adjudication, at fiscal year end. Local governments, departments and volunteers continued to represent a major ingredient in the Province's co-ordinated response to a variety of emergencies. The emergency planning and protocols within and between the municipalities, regional districts and the Provincial Emergency Program can be and have been put to the test with little or no warning. These plans and arrangments are, therefore, constantly under review and are being updated regularly.

Provincial Organization The Provincial Emergency Program operated with 17 head office staff and nine regional staff located in the five regions of the Ministry of Environment. Through these officials every ministry, board and commission with emergency roles and responsiblities was integrated into the Province's emergency response arrangements. Meetings, workshops, training sessions and conference occurred throughout the year to facilitate intra-governmental emergency co-ordination. A total of 620 emergency tasks were authorized with each involving different and unique program services and staff skills. Most operational tasks are handled entirely by local authorities with financial administration at the Program level. Tasks ranged from lost child searches to landslides and floods. A common feature of each of the tasks authorized by the Program is the experience gained

5 by the organized force of emergency program workers. These thousands of volunteers worked with other emergency services in 15,904 hours of operational tasks. The experience gained will be much in demand when and if a major emergency occurs requiring a co-ordinated and speedy response for life- and property-saving purposes.

The Program assisted the Ministry of Education in its assessment of earthquake preparedness needs and was directly involved in the establishment of a pilot earthquake preparedness program for School District # 61 (Victoria).

The Program continued to co-operate with B.C. Hydro in the development of emergency preparedness plans for its major dams. Support was also given to local communities and police detachments in their development of dam failure contingency plans. The first operational exercise of a major facility plan and downstream community plans was scripted for the Columbia system during the reporting period.

An established warning system is in place across the Pacific for tsunamis, sea waves generated by a major geologic or seismic movement. B.C., through the provincial Emergency Program, co-ordinated the testing I of this warning system during the spring of 1986.

The provincial police (RCMP) are responsible for ground search and rescue and receive considerable expertise and resources from the Program in fulfilling this responsiblity.

The B.C. Coroner's Service concluded an understanding with the program regarding the use of PEP volunteers in body recovery operations. The clarification of this issue should result in significant risk reduction to our many volunteers.

The Program sponsored the second annual meeting of the Emergency Advisory Committee which represents all provincial ministries, boards and commissions with an interest in emergency operations. Additionally, regional staff met with their counterparts from several Ministries to discuss a variety of mutual concerns.

Other Jurisdiction

The federal government, through its National Emergency Agencies, continued to support the emergency preparedness aims of the Program. The Department of Communications (DOC) gave speedy consideration to W

6 applications made by the Greater Vancouver Regional District in relation to its intermunicipal communications proposal. DOC also provided strong support to the Regional Emergency Telecommunications Committee during the fiscal period. The Canadian Employment and Immigration Commission undertook the development of a regional plan and protocol with the Province. Work continues toward improving emergency personnel placement through the further development of this plan. Transport Canada, through its Dangerous Goods Directorate, promulgated regulations, which, upon coming into effect, greatly reduced the risk to responders to incidents.

Emergency Preparedness Canada, B.C. Region, assumed responsibility over Yukon, resulting in a substantial reduction in their staff commitment to B.C. Ottawa concurrently conducted a review of several EPC programs and services as part of its review of government operations; a Justice Department investigator interviewed a number of PEP officials to obtain an assessment of the delivery of EPC programs. Cross-boundary spill response agreements were reviewed as a result of the Arco Anchorage oil spill at Port Angeles in December. Oil pollution a week later on the southern shores of Vancouver Island affected several dozen seabirds. The source of pollution was determined to be unrelated to the Arco incident, confirming trajectory forecasts prepared for this incident. EPC HQ concluded an agreement with the Federal Emergency Management Agency (FEMA) of the United States of America which renews and reinforces protocols between adjacent States and Provinces. Coincidentally, all of B.C.'s bordering jurisdictions were working to revise and standardize their mutual aid agreements. On the national scene, the Interprovincial Council on Civil Emergency Measures continued to address itself to provincial and territorial concerns related to a variety of contingencies and arrangements. Training of emergency workers continued to be a major focus of this organization.

Emergency Operations Statistics for the 1985-86 fiscal year reveal less than a one per cent reduction in the number of

7 tasks authorized by the Program compared to the previous year. The number of victims (1281) was 52 per cent of last year's total, while the number of volunteer hours (15,904) required to deal with these tasks was 64 per cent of last year's amount. The regional breakdown was as follows: Volun- Volunteer Fatal- Location Tasks teers Hours Victims ities

Vancouver Island 118 808 2,851 83 13 Lower Mainland 169 945 4,553 228 38 Southern Interior 181 659 4,572 203 21 Kootenay 52 171 2,807 692 7 Northern 100 155 1,121 75 15 620 2,738 15,904 1,281 94 Proportionally, ground search and rescue tasks continued to be the area of greatest involvement, with dangerous goods incidents showing a marked increase over last year. 1 Significant events included: May - Forest fire in North threatened gas treatment plant July - Forest fires threatened three communities in South September - Rockfall adjacent to Westside Estates, Okanagan Valley December - Arco Anchorage grounds in .Port Angeles - oil did not migrate to Canadian waters February - Ice jams and flooding in Princeton area threatened some improvements. The volunteers enrolled with the Program, through their community emergency programs, continued to represent a valuable operational asset in support of line agencies. The police, responsible for searches for missing and lost persons and the Emergency Health Services Commission, responsible for medivac services, had access to over 4,000 ground search and rescue personnel throughout the year. Should additional support be il required during operations, line agencies can call upon the hundreds of Emergency Social Service volunteers, communication equipment operators or air service personnel.

8 The Air service prepared for its affiliation with the Civil Air Search and Rescue Association of Canada (CASARA). Scheduled to commence early next fiscal year, this registered organization, through funding granted by the Department of National Defence and by Transport Canada, will dramatically reduce the expenditure commitments traditionally assumed by PEP for Air Service training, insurance and related costs. Communications

The continued expansion of the Province's capability to maintain communications during major emergencies is a major priority. Amateur radio operators continued to supply critical backup communications in all regions of the Province. Dedicated frequencies and equipment were acquired in the GVRD pursuant to a federal-provincial cost-sharing agreement. This system will be maintained by local programs to ensure that intermunicipal communications are maintained even if all telephone lines are down. Warning systems were advanced during this fiscal period through the advent of a province-wide dangerous goods Zenith number (Zenith 2667). Separate warning systems exist to obtain early warning for the following contingencies: tsunamies (tidal waves) livestock disease outbreaks volcanic eruptions war flooding dam failures.

PEP maintained a 24-hour telephone answering service in each of its locations. The headquarters duty officer responded to the following calls during non-office hours in the 12 months referenced in this report. These calls included: 217 Dangerous Goods 8 Earthquake 45 Ground Search 1 Inland Water Search 30 Air Search 9 Train Derailment 12 Flood 6 Tsunamis 58 Fire 25 Miscellaneous 411 Total

9 As with senior levels of government, local municipalities also maintained emergency plans and arrangements to call out resources and expertise at any time of the day or night.

Training

Volunteers continued to be a major segment of the audience for PEP-sponsored training. The Manager of Training reports that over 35,000 hours of volunteer time went toward training tasks. Non-volunteer involvement in any of the 422 courses offered around the Province can and has included public officers from municipal, regional, provincial and federal orders of government. Private and Crown corporations also took advantage of various course offerings which covered the following areas:

Wilderness Survival Developing and Exercising a Community Plan . Basic Search and Rescue . Search Management . Cliff Rescue Spotter Training Casualty Simulation Disaster Planning Orientation 1 Amateur Radio Service . Orientation for Dangerous Goods Trainers

. Advanced Tracking Y . Techniques of Instruction.

The distribution of courses was as follows:

No. of Volunteer Location Courses Volunteers Hours

Headquarters 25 232 6,714

Vancouver Island 46 593 5,038

Lower Mainland 121 1,061 7,098

Southern Interior 137 1,047 8,687

Kootenay 23 96 6,009

Northern 70 508 2,035

TOTALS 422 3,537 35,581 V

.,

10

Additionally, PEP nominated 178 B.C. candidates to 67 different courses at the Canadian Emergency Preparedness College in Arnprior, Ont. The training section, aside from delivering and administering its various courses, continued to design and develop courses to satisfy the identified needs of officials and volunteers alike. As part of its ongoing support to other emergency agencies, the Program produced a 12-minute training video for the RCMP. Entitled Search and Rescue in B.C., this videotape will be used in roll-call briefings, at the detachment level, throughout the Province.

Dangerous Goods The statistics speak for themselves. Dangerous Goods incidents represent a significant threat to public welfare. With the enforcement of regulations under the Federal and Provincial Transport of Dangerous Goods Acts staff safety has been greatly improved as a result of identifiable placards and markings being required on all shipments of dangerous goods. Hands-on responder training was identified by the Program as being an area requiring emphasis. Co-ordinated design and development of an intensive hands-on course for fire service, industry and government responders was initiated by the Program in response to this need. In summary, the following quantities were spilled:

Liquid Solid No. of Reports

Quarter 1 386,916 L 2,300,000 Kg 162 Quarter 2 241,087.5 L 30,355 Kg 164 Quarter 3 155,142 L 927 Kg 139 Quarter 4 557,609 L 23;136 Kg 196 1,340,754.5 L 2,354,418 Kg 661

Financial Administration Although no recovery programs were established during 1985-86, the Program administered flood relief programs raised in previous years. A total of $4,164,144 was committed pursuant to three Orders-in- Council bringing total expenditures for the past years to more than $38 million dollars. During the past year 49 applications for assistance were approved.

11 PEP administers federal cost-sharing programs sponsored by Emergency Preparedness Canada. During FY 85-86 more than $500,000 were requested or received from applicable federal program arrangements.

Operational expenditures to cover the extraordinary costs associated more than 450 tasks amounted to $551,829.61 or $1,226.29 per task. These disbursements from the Emergency Assistance Vote of the Province dealt with such items as staff overtime, vehicle expenses, food and lodging costs and the replacement of damaged articles.

Public Information

The Mexico earthquake generated considerable public interest in earthquake damage reduction. The Program distributed hundreds of pamphlets and . information bulletins in response to this demand for contingency information.

New public information materials were limited to a jointly funded telephone directory supplement on earthquakes. B y the end of the fiscal year this supplement was designed and remitted to the printer for I incorporation into lower mainland directories scheduled for printing and circulation in late spring.

Y Initial discussions and negotiations were commenced with the B.C. Telephone Company concerning the design the development of a tsunami supplement for coastal directories.

The Program was actively involved in providing public information through speaking engagements, press releases and interviews.

As well the Program compiled an outline for submission to Emergency Preparedness Canada. This multi-faceted public information project featured print and audio-visual components designed to satisfy current public protection demands.

Synopsis

The Emergency Program of the Province of British Columbia is both a branch of government and an association of emergency organizations from the public and private sectors. Without the tireless support of local governments, the dedication of thousands of volunteers, the commitment of provincial ministries, I., boards and commissions, the support of industry and the

12 boards and commissions, the support of industry and the aid of other jurisdictions the Provincial Emergency Program would most certainly be unable to fulfil its mandate. The Program is, therefore, indebted to all those organizations and individuals who supported its public protection aims and objectives throughout the year. ALBERTA PUBLIC SAFETY SERVICES

Alberta Public Safety Services (APSS) had a very active and productive year during 1986. In the Disaster Services Division, which carries the mandate relating to k other Emergency Measures Organizations, the year was marked with three extraordinary events that required the activation of the Government Emergency Centre.

On February 8, a CNR freight train collided with a Via Rail passenger train near Hinton, Alta. Our direct involvement was small; however we did assist with some information and advice, and helped co-ordinate the activities of the Chief Medical Examiner and his staff. Because the hospital at Hinton had a previously prepared and exercised plan to deal with a multiple casualty incident, they were able to process the 93 casualties in about three hours.

On May 13-14, an unforecast severe spring blizzard struck the area from Red Deer south to Calgary and east to Brooks, Alta. As many as 1,000 cars were stranded for up to 24 hours on the main highway Number 2 and many electrical utility structures and power lines were downed, causing power outages and subsequent telephone failure to almost one million people. The Government Emergency Centre was activated for three days to collect information, give advice and inform the public through the media. Many small municipalities were isolated raising again the question about back up radio communications and power supplies. Despite their isolation, these communities put their emergency plans into operation, rescuing, tending and accommodating hundreds of stranded travellers. No deaths resulted from this most unusual event.

From July 17-25, extremely heavy rains in the upper reaches of the North Saskatchewan and Athabasca River basins caused major flooding throughout North Central Alberta. Again, the Government Emergency Centre was activated to co-ordinate the Government of Alberta response, to provide information to municipalities so they could better respond, and to advise the general public through the media. Flood-control dams on the North Saskatchewan River and the Paddle River reduced the magnitude of the flood effects, but historically high water levels on the Pembina River particularly, caused widespread damage in rural areas affecting 55,000 acres of prime crop land and 33,000 acres of hay and

14 pasture land. Emergency management operations kept damage in urban areas to relatively minor levels. No injuries were directly attributable to the flood. APSS received about 1350 applications for recovery assistance. Total cost of the damage is currently estimated at $40 million of which about $25 million may be eligible for federal and provincial assistance.

The Government of Alberta Emergency Response to a Sour Gas Release plan was exercised twice, and several call down exercises related to the plan were conducted.

Planning activity included:

Development of the Bow Valley Corridor Mutual Aid Plan for the 1988 Winter Olympics

Foreign Animal Disease Eradication Support Plan

Task team to study the advisability of shelter vs evacuation in a toxic gas release. t In addition, our planning and budgeting moved along to purchase a computer to assist in emergency planning, emergency management and the exercising of r plans. This project is being assisted by JEPP funding. The software being developed for this system will be demonstrated next year and made available to other provincial agencies if desired.

During the year our Field Services Officers

• Made 809 visits to municipalities

• Reviewed 143 municipal peacetime emergency operations plans

. Exercised 26 municipal peacetime emergency operations plan

. Checked 240 municipal handbooks

As well 64 municipalities participated in the cost-shared equipment program.

Twenty-one rescue kits were placed on long-term loan to qualified municipalities - total kits on loan now is 145.

15 The Disaster Health Services Branch continued to provide valued service to the health services community in Alberta.

Thirty meetings were held with Acute Health Care Facilities to review and amend Mass Casualty Response Plans

Twenty meetings were held with Nursing Home/Auxiliary Hospitals to review and amend Emergency Evacuation Plans

Eighteen exercises were conducted to test plans of Health Care Facilities

Two Municipality Exercises were conducted

Seventeen workshops were conducted in universities, colleges and schools of nursing, with 795 students attending these presentations

A one-week training exercise of the 200-bed emergency hospital was conducted with 141 people visiting during the open house display I

Two Disaster Nursing Seminars were conducted with 48 students participating It

Disaster Health Services staff lectured at several prestigious conventions.

- Pre-Hospital Care Symposium - New York

- Interphase - Edmonton

- American Association of Emergency Nürses -Hawaii

An Inter-Health Agency Disaster Plan for the City of Edmonton was developed

In early 1987 we intend conducting a cost-benefit analysis of the Program with assistance from Canada through the Department of Health and Welfare and JEPP.

Our Disaster Social Services (DSS) is a developing program. Three central courses were conducted involving 63 candidates from 37 municipalities. Twelve DSS orientation sessions were delivered to district offices of Alberta Social Services. One hundred and five personnel who have been assigned DSS

16 roles in support of municipalities attended these orientations. Gunn Centre, an institution for detoxification, developed a plan for DSS support of its residents. Two hundred and ten DSS annexes have been included in municipal plans. Considerable work was done in reviewing the need for crisis interventions, or outreach, for victims of a disaster who suffer psychologically from stress, and for emergency response workers who may also be affected. This culminated in a two day workshop for interested professionals, chaired by the Directors for DSS and DHS and including speakers considered best in their field, from New York and Seattle. This generated considerable interest among emergency response workers.

1986 Disaster Assistance Summary

Eatimates • Appraisals Payments

South Alberta Flooding $ 465,594.27 $ 464,444.67 $ 230,814.52

Snowstorm South Central 247,632.36 297,077.68 547,977.96 Alberta

Wind, Rain & Hailstorm 589,059.50 22,904.49 8,130.40

Flooding - Canmore 52,034.70 40,530.00 NIL

Tornado-Windstorm 64,470.00 NIL NIL I.D. 17 West

Central Alberta 40,428,826.00 20,940,892.00 10,691,206.00 Flooding

Isolated Cases 1,776,927.03 197,610.22 17,400.00

Total $43,624,546.86 $21,963,459.06 $11,495,530.88

Note: Flooding in North Central Alberta - July 1986 This event was the most widespread in Alberta's history and caused the most non-insurable damage in Canadian history. The appraisal and payment process is still continuing and will continue for several months. The current estimate of damage is about $40 million, which makes it eligible for cost sharing under DFAA, and Canada has agreed to share. We estimate at present that this federal share will be in excess of $20 million. Payments to date are approximately $11 million. Twenty-five municipalities were effected and we have received 1367 applications for assistance.

17

Summary of Applications

Individual/ Govt. No Payment Business Municipal Dept. Paid or under investigation

25 5 29 14 10 18 6

46 2 1 47 21 1 0 22 2 0 0 2 1324 36 7 927 440

45 6 48 3

1477 60 7 1023 521 Total Applications: 1,544

Training Our new training facility is now in full-scale operation and has allowed a dramatic increase in the number of students trained in emergency measures-related disciplines including the transportation of dangerous goods. The cost of upgrading this facility was shared equally by the federal government through the Joint Emergency Preparedness Program. Arrangements have been made with EPC to accommodate students from outside Alberta on appropriate courses.

18 Central Courses (conducted at the APSS Training School) No. of No. of Course Title Courses Students Rescue Leaders 2 42 Program Management 4 78 DGIO 4 42 Disaster Health Seminar 2 48 RDO 1 14 EPO 1 24 Disaster Social Services Seminar 3 65 TDG On-Highway Inspector 2 30 TDG Carriers & Shippers 8 205 Advanced DG Inspectors's Response 1 8 & Techniques (9 months) Psycholgical Response in 1 87 Disasters Conference Indian & Northern Affairs Seminar 1 6

Total 30 649 Extension Courses (delivered on-site in municipalities) No. of No. of Course Title Courses Students Basic Rescue 30 374 Dangerous Goods (TDGA) 26 707 Casualty . Simulation 1 9 On-Highway Inspector 18 197 Dangerous Goods (TDG) Awareness 1 7 (Farmers) TDG Carriers & Shippers Awareness 15 278 TDG Shippers & Handlers Awareness 2 40 TDG Dangerous Goods Control 5 115 Awareness (DGC-A) TDG Dangerous Goods Police 1 26 Awareness 200 Bed Emergency Hospital 1 141 Disaster Nursing Services/ 17 795 Workshop

Total 117 2,689 Training Sponsoired at Canadian Emengency Prreparredness College

No. of No. of Courses Students k 59 131

Grand Total 206 3,469

I

20 NORTHWEST TERRITORIES

Introduction w 1986 proved to be a very busy year for emergency planning matters in the Northwest Territories. It also marked the return of Don Johnston to the emergency planning arena as Emergency Services was transferred to the Department of Government Services from the Department of Justice. Organizational changes continue however, and a recent Executive Council decision will see Emergency Services transfer to the Department of Municipal and Community Affairs as of April 1, 1987. The Assistant Deputy Minister, Hal Gerein, will assume responsibility for the Emergency Services program at that time.

Developments CASARA A territorial CASARA organization was established with six community chapters formed in the Western N.W.T., and plans to begin a community chapter on Baffin Island in the near future. At present there are 75 members in NWT CASARA. All have received Phase I training and Phase II training has taken place in Yellowknife. There are plans to conduct Phase II training in the other member communities in 1987 as operational requirements allow. Public Information Pamphlets were developed to explain the terms and conditions of the Disaster Assistance Policy and precautions to be taken to minimize damage in the event of flooding. Similar information was distributed on earthquakes. These pamphlets are available in English as well as Inuktitut Syllabics and Roman Orthography. Audio tapes of all were also developed for the Dene languages, which are generally oral in usage. An Emergency Measures Briefing Book was developed to provide information to assist GNWT Regional Directors and Mayors in fulfilling their responsiblities as chairperson of emergency response committees. This reference manual provides information on responsibilities and procedures before, during, and after an emergency, as well as general information on other related policies and regulations.

21 The Reorganization The Territorial Emergency Control Committee (TECC) acts as the GNWT's headquarters emergency planning committee responding to territorial emergencies and assisting regional and community organizations in planning and response. TECC has been reorganized to streamline its function. A core group, the Response Group, meets quarterly to consider emergency planning issues and respond to specific situations. A group of other departments and agencies, the Support Group, provide assistance when requested and meets annually. The Department of National Defence has joined the Response Group to provide a direct communication link between DND and GNWT in emergency planning. Policy Development Revisions to the Disaster Assistance Policy were made to clarify provisions that were open to interpretation, or otherwise unclear. These revisions were made after the experience gained from the 1985 and 1986 Hay River floods. A draft Flood Control Assistance Policy has been developed to provide assistance to flood-prone communities in conducting programs to prevent flooding or minimize damage from it. Emergency Information System All computer hardware components, including increased memory and storage capacity, were acquired to provide the necessary environment to run EPC's Emergency Resource Database. An installation and training schedule has been agreed to with the consultant and the system will be operable prior to fiscal year end. Interprovincial Conference IPCCEM met in Yellowknife from August 26-29. An interesting and productive meeting was held with positive developments made on several issues. The conference was highlighted by a trip to Coppermine on the Arctic Coast. This provided delegates with a unique opportunity to observe eemrgency planning methods in a remote northern community. Emergency Communications VHF radio/telephones were acquired with the assistance of JEPP funding. These three units will 22 provide Emergency Services staff with the ability to communicate with headquarters from the field.

Strategy for Major Pollution Incidents in the Arctic Seas The federal government has developed a strategy for co-ordinating and managing the response to environmental pollution in the Arctic offshore. The government will conduct its response through a multi-departmental task force consisting of representatives from COGLA, Fisheries and Oceans, Environment Canada, Coastguard, EPC and the territorial governments of Yukon and N.W.T. A Services and Support Plan was developed to outline responsibilities and establish procedures for the GNWT in meeting its responsibilities for providing logistical support under this strategy.

Mutual Aid Agreement/Yukon -N.W.T. After several years of deliberation, the territorial governments of Yukon and the N.W.T. agreed to the terms of a Mutual Aid Agreement. This general document established the intent to offer mutual assistance and outlined the limitations of any assistance provided. This agreement was signed on October 30, 1986, by both government leaders and Ministers responsible. WCB Agreement Negotiations have been completed with the workers' Compensation Board and general agreement has been reached on the wording and the nature of provisions within an Agreement Providing for the Sharing of Compensation in Respect of the Injury or Death of Emergency Service Workers. Formal signing of this agreement should occur in the immediate future. Activities Joint Emergency Preparedness Program Six projects were undertaken or continued in 1986-87 at a total cost of $353,388, cost shared as follows: Federal $199,542 Territorial $153,845. 23 Projects included items such as emergency generators for an Emergency Operations Centre (Aklavik) and the Emergency Reception Area (Fort Simpson).

Communication needs were addressed with the purchase of VHF equipment (Sachs Harbour and Yellowknife HQ) plus the acquisition of computer hardware and training in the ERD system.

. Emergency Response Plans

With the exception of the Keewatin Region, all regions and areas, where applicable, have emergency response plans and committees formed to co-ordinate territorial government response to community incidents.

One-third of all communities have approved plans under the Civil Emergency Measures Act 1983.

With the remaining communities a process of revision and rewriting is being undertaken as plans held are from the early '60s and do not reflect either our 1983 Act or the GNWT policy of community responsibility when reacting to an emergency incident.

Exexcises I

Five different exercises were held during 1986 covering community, region and territorial plans from 1. various locations plus segments of Transport Canada's airport emergency plan.

Points of interest were noted during the Iqaluit (Frobisher Bay) exercise in August with the successful testing of two Personal Locator Beacons (PLBs) which transmitted a "distress" signal to the SARSAT satellite that is used jointly by the USA, Canada, France and the U.S.S.R. Location co-ordinates were then given to the Baffin Emergency Response Committee which was responding to the exercise. '

In early November the territorial government acted as host for the Joint United States/Canada Coastguards' Exercise Canusnorth. This was the first time that the Joint Response Team North had been exercised and an awareness soon developed over northern problems of communications and distances (for responding agencies).

24 Smergency Responses

This year saw five responses at community, region and headquarter levels caused by wind storms and 19 blizzards in the Baffin which included power outages and spring break-up flooding to parts of the community of Hay River.

0

V

25 MANITOBA EMERGENCY MEASURES ORGANIZATION

The Emergency Measures Organization (EMO) provides provincial planning, training, and co-ordination for the safety and survival of citizens and the protection of property in disasters and emergencies. EMO works he closely with all orders of government and private preparedness and response. This mandate is carried out through a head office in Winnipeg and regional offices in Portage la Prairie, Brandon and Thompson.

EMO personnel provide support and resources to municipalities, school divisions and the private sector in developing emergency plans and response capabilities. In 1985-86, 534 visits to communities were made. EMO staff assisted local governments or communities in developing 14 first-time emergency plans, reviewing and updating 66 existing emergency plans, and planning and evaluating 14 emergency exercises. Of the 201 municipalities and 50 Northern Affairs communities within Manitoba, 106 have completed emergency plans. At year end, 39 other municipalities were in various stages of emergency planning. In concert with Manitoba Education, EMO has developed a guideline for Emergency Preparedness in schools. This guideline will be translated, produced and distributed to all School Divisions in the 1986-87 fiscal year. Two major corporations requested and received assistance in the 0 research and preparation of emergency plans for their operations in Manitoba.

With the assistance of the Provincial Interdepartmental Emergency Preparedness Committee, EMO has completed a new draft guideline, under Part II of the Manitoba Emergency Plan, to provide a prompt and co-ordinated provincial emergency response to severe weather emergencies in the Province of Manitoba. This guideline will enhance Part II of the Manitoba Emergency Plan which contains guidelines for flood, forest fire, dangerous goods and health emergencies. It will be produced and distributed early in FY 86-87.

In co-operation with the Government of Canada, Manitoba Government Services and EMO co-ordinated the construction and outfitting of the Canada-Manitoba Emergency Mobile Command Centre (EMCC). The EMCC provides the federal, provincial and municipal emergency ,

26 response personnel with on-site communications, conference and personnel support facilities. As part of its Training/Education program, EMO gave numerous lecture presentations to municipal councils and public interest groups. In addition, Manitobans received training on the following Emergency Measures Organization courses: Community Emergency Planning Northern Affairs Communities (64 attendees - held in Thompson, Swan River and Gimli) EMO/Emergency Social Services Emergency Response Operations Workshop (21 attendees - held in The Pas, Swan River and Dauphin) Special Care Facility (64 attendees - held in The Pas, Gimli and Brandon) Community Emergency Social Services Planning and Response Operations (9 attendees - held in the Gimli) Emergency First Aid (184 attendees - conducted by St. John Ambulance) Cardio-Pulmonary Resuscitation (62 attendees - held at the University of Manitoba). In total, 414 students attended the above courses. E40 also co-ordinated the attendance of 203 Manitobans on Emergency preparedness courses at the Canadian Emergency Preparedness College, Arnprior, Ont. Ninety-four incidents were reported to EMO through its 24-hour emergency and regular telephone service. Major incidents requiring EAO's emergency co-ordinating activities include:

• Rahl's Island Flooding - April 1985 • Potable Water Problem, Hodgson - May 1985 • Peguis Indian Reserve Flood - March 1986. EMO continued to participate actively in the Joint Emergency Preparedness Program (JEPP). Through JEPP, the federal government provides financial contributions to assist provinces in meeting the costs

27 of projects aimed at enhancing national emergency response capability. From JEPP's inception in the 1981-82 fiscal year to March 31, 1985, projects totalling $3.83 million have been introduced. Of this amount, the Province of Manitoba and municipalities contributed $2.2 million while the Government of Canada contributed $1.63 million. In addition, in 1985-86, EMO participated in the introduction of JEPP projects which totalled $1,335,79.76 (a federal share of $611,917.33 and a provincial and municipal share of $723,874.43). Some of these projects included a five-year plan to increase emergency preparedness, including planning, research, and training; emergency generators for the Town of Carman; visual training aids for Emergency Health Services; Command Post Vehicles for the City of Flin Flon, the Town of Gimli, the Village of Lac du Bonnet and the Town of Carberry/R.M. North Cypress; and equipment for the Mobile Command Centre of the City of Winnipeg.

28 EMERGENCY PLANNING ONTARIO General

1986 constituted an increasingly busy year for Emergency • Planning Ontario (EP Ontario), with growth in all areas under our mandate. While there were no major emergencies comparable to the tornadoes of 1985, there were sufficient lesser events, such as toxic spills and floods, to underpin the continuing necessity for adequate emergency preparedness. There was a small increase in staff during the year; more are being requested. In addition, preparations are well advanced for the publication of a biannual newsletter which will become a major source of information to emergency responders and through them, the general public. Also, we are in the final stages of installing a computer system in our offices. This system will be used for control of planning, JEPP, courses and Line Load Control. Municipal Preparedness Enhancement of the level of emergency preparedness at the municipal level continues to be our first priority. With first response centred at the municipal level of government, it is imperative that a solid foundation in this area be developed. The completion of a municipal planning survey in 1985 permitted the targeting of those municipalities without emergency plans. With 840 municipalities of various types in Ontario, the target is fairly large. All major municipalities have detailed and up-to-date plans, and they are constantly under revision. Our major focus therefore is on the smaller and the rural municipalities where "nothing ever happens." With the addition of a senior planning officer in November, we anticipate a significant increase in the level of emergency preparedness in these smaller municipalities. Two major in-house projects completed during the year were the revision and publication of A Guide to Emergency Planning and Operations by Municipalities, and the JEPP booklet. The former is designed to help those who have been given the responsibility for developing

29 municipal emergency plans. The latter is for guidance in the development and submission of JEPP projects. Some 5000 copies of each are distributed throughout the Province, and it is our aim to update them every two years. k Nuclear Planning

Ontario has 17 active nuclear power reactors, with four more at Darlington scheduled to come on stream in the next few years. The development of local and site-specific nuclear plans continues therefore, to be a priority in this field. The Province of Ontario Nuclear Emergency Nuclear Plan (Part I) received Cabinet approval and was issued as an Order-in-Council document this past summer.

In November 1986, a major exercise involving the Bruce Nuclear Power Development was conducted. Approximately 1200 participants were involved. Telecommunications were not a major problem, but we are far from satisfied with our ability to work with the media who form an important part of our plan. We are establishing a committee to resolve the problems. I Chernobyl

The Chernobyl accident revealed a number of weaknesses, at all levels of government, in our ability to deal fully with such a situation. The most pressing problems relate to communications and passage of information. In Ontario, we have developed temporary plans to deal with future such incidents, until such time as combined federal/provincial plans can be properly co-ordinated.

In September, a member of EP Ontario staff went to Vienna as part of the official Canadian delegation to the Soviet briefings. His subsequent report made a number of recommendations for actions which are either currently under way or being studied further.

A copy of his report was sent to all provinces and territories.

JEPP

A very active year for this very good program. For FY 1986, 151 municipal and three provincial projects have been approved for a total allocation of $4,259,846,

30 shared equally between Ontario and the federal government.

Municipal projects included communications systems, rescue equipment, plans and exercises, EOCs, .11 rescue training towers, etc.

Training Courses

In excess of 200 people have attended courses at the Canadian Emergency Preparedness College during the past year. There is a significant waiting list of well over 100, which means all Ontario vacancies are filled up to December 1987.

Additionally relevant courses are conducted at the two Ontario police colleges, the Fire College, various ministries such as Health, and regional courses conducted by the Area Fire Service Advisors across the Province.

Line Load Control

The implementation of this program was re-established earlier this year, and the program is : well under way. As a measure of the size of the project, Metro Toronto will list several thousand numbers, while across the Province, more than 1000 I exchanges must be serviced.

31 BUREAU DE LA PROTECTION CIVILE DU QUÉBEC Introduction

The Bureau de la protection civile du Québec (BPCQ) is the government agency responsible for emergency preparedness in Quebec. It therefore has a mandate to organize emergency preparedness throughout the Province of Quebec. Emergency preparedness is defined as all those measures and activities of a society designed to prevent a disaster or dangerous situation from occurring or, in the event of one, to protect persons and safeguard property and ensure a resumption of normal life afterwards. To organize emergency preparedness, the Bureau de la protection civile du Québec has developed a decentralized model in which all the participants, from the individual citizen to the Government, fully assume their responsibilities to ensure adequate protection of persons and property. Functional Model Of Emergency Preparedness in Quebec Levels The functional model of emergency preparedness has a pyramidal structure with the following three levels:

Responsibilities of each level The responsibilities of each level are as follows: The municipal level is : the adviser to the regional level

32 • in charge of municipal co-ordination • in charge of municipal planning • the co-ordinator for emergency preparedness activities at the municipal level. The regional level is: • the adviser to the municipal and provincial levels • in charge of regional co-ordination • in charge of regional planning • the co-ordinator for municipal planning

• the co-ordinator for emergency preparedness activities at the regional level. The provincial level is: the adviser to the regional level the adviser to the government on emergency preparedness matters • in charge of intergovernmental relations with respect to emergency preparedness • in charge of provincial co-ordination • in charge of provincial planning the co-ordinator for regional planning

• the co-ordinator for emergency preparedness activities at the provincial level.

Organizational Structure The following two organizational bodies are found at each of the three levels of the pyramid: • emergency preparedness committee • emergency preparedness organization. Depending upon the level, these bodies have the following designations:

CPCM - municipal emergency preparedness committee

33 OPCM - municipal emergency preparedness organization CPCR - regional emergency preparedness committee OPCR - regional emergency preparedness organization CPCP - provincial emergency preparedness committee OPCP - provincial emergency preparedness organization

34 EMERGENCY PREPAREDNESS AT THE MUNICIPAL LEVEL

Organizational structure

Emergency preparedness at the municipal level is r organized around two bodies: the muncipal emergency preparedness committee (CPCM), which is concerned with planning, and the municipal emergency preparedness organization (OPCM), whose activities are of an operational nature.

The organizational structure is as follows:

Council CPCM

rEMERGENCY Mayor

. Director General

Co-ordinator o Emergency Preparedness

Private- Service Service Service sector Volunteers participants A

OPCM

35 The municipal emergency preparedness committee (CPCM) reports to the municipal council and has the status of an advisory committee, under the legislation governing municipalities. The municipal emergency preparedness organization (OPCM) is directed by a co-ordinator who, in time of emergency, reports to the mayor. The OPCM is a matrix organization that brings together the various emergency preparedness services. Each such service is under the supervision of a director who, depending on the nature of the emergency, may be the operations director or the official in charge of operations at the site. The emergency plan should describe the method of designating the operations director. This division of the municipal structure into two organizational bodies (CPCM and OPCM) has the advantage of allowing one group (CPCM) to direct and plan emergency preparedness without having to carry out the operational activities provided for in the plan. Roles of the emergency preparedness committee and organization at the municipal level Role of the municipal emergency preparedness committee The CPCM is the adviser to the municipal authorities on emergency preparedness. The committee is responsible for developing the guidelines and the plan of action to make the municipal emergency preparedness organization operational. Role of the municipal emergency preparedness organization The OPCM is the operational body at the municipal level. As such, it is responsible for carrying out all the operational activities provided for in the municipal emergency preparedness.plan.

Activities of the emergency preparedness committee and organization at the municipal level

• Activities of the municipal emergency preparedness committee The CPCM performs the following tasks:

36 development or review of the municipal emergency preparedness plan

development of a training program in accordance with requirements

development of a drill program

development of methods of updating the plan

development of an information program

estimation of the financial resources required for emergency preparedness

verification of the execution of the activities provided for in the plan

preparation of a report on the status of emergency preparedness to be submitted to the municipal council at least one a year.

. Activities of the municipal emergency preparedness organization

The OPCM is responsible for the:

enforcement of the emergency measures in the event of a disaster

execution of rescue operations

development and execution of plans of operations

organization of training courses

organization of drills

execution of preventive checks

execution of preventive work

execution of restoration work

drafting of the terms and conditions of agreements provided for in the plan

implementation of an information program

assessment and inventory of damage following a disaster.

37 Composition of the emergency preparedness committee and organization at the municipal level

. Composition of the municipal emergency preparedness committee

A CPCM consisting of six persons, as follows, may be regarded as a typical CPCM:

one municipal councillor

two members of the public

one member of the municipal emergency preparedness organization (OPCM)

one representative from the social affairs or health sector

one representative from a risk-generating sector.

Members of the CPCM are appointed by the municipal council. The chairperson of the committee is elected by its members.

Composition of the municipal emergency preparedness organization

The OPCM consists of the various emergency preparedness services, certain private-sector participants and teams of volunteers.

This organization is directed by.a municipal co-ordinator of emergency preparedness, appointed by the council, who is under the authority of the mayor in time of emergency.

The selection of the co-ordinator, the key person on the OPCM, is based on leadership, proficiency, knowledge, ability to take charge and the normal lines of authority. The director.general or the secretary-treasurer often possesses these qualities.

EMERGENCY PREPAREDNESS AT THE REGIONAL LEVEL

Organizational Structure

As at the municipal level, the organizational structure of emergency preparedness at the regional level is, according to the theoretical model, divided into two separate entities, the regional emergency

38 preparedness committee (CPCR) and the regional emergency preparedness organization (OPCR).

The structure is as follows:

BPCQ CPCR F-1 OPCR

The CPCR has the status of a departmental committee whose activities are related to planning, while the OPCR is an operational body whose role, terms of reference and activities are described in the regional emergency preparedness plan. The OPCR embraces the departments and agencies that have direct means of intervention, plus the private-sector participants. It is a matrix organization in which skilled leadership can easily make its voice heard.

Role of the regional emergency preparedness committee

The CPCR advises and assists the Bureau de la protection civile in organizing emergency preparedness at the regional level.

Activities of the regional emergency preparedness committee

The CPCR:

participates in the development or review of the regional emergency preparedness plan

promotes co-operation at the regional level

assesses regional emergency preparedness requirements

develops regional plans of operations

defines the structure of the OPCR.

39 Composition of the regional emergency preparedness committee The CPCR is chaired by the regional director of the BPCQ and is made up of the regional heads of the principal departments and agencies that have direct means of intervention. The regional representatives of industrial sectors are invited to sit on the CPCR as associate members so that they may provide the technical expertise required for effective planning. EMERGENCY PREPAREDNESS AT THE PROVINCIAL LEVEL Organizational Structure At the provincial level, the theoretical model of emergency preparedness provides for two bodies, as at the municipal and regional levels.

Premier

Minister responsible

BPCQ CPCP I I I I OPCP

As at the other levels, the provincial emergency preparedness committee is responsible for activities related to planning, while the provincial emergency preparedness organization looks after operational activities. The CPCP is an interdepartmental committee established by government order; the OPCP is a matrix organization based on skilled leadership.

40 Role of the provincial emergency preparedness committee The CPCP is the adviser to the BPCQ for the development of the provincial emergency preparedness plan and for government policy on the prevention of disasters and on emergency measures. The work of this committee makes it possible to optimize government activities in the area of emergency preparedness in Quebec.

Activities of the provincial emergency preparedness committee The CPCP: advises the BPCQ on the development of government emergency preparedness policy advises the BPCQ on the development of the provincial emergency preparedness plan proposes standards for emergency preparedness activities (e.g. triage of the injured, identification of emergency workers, optimization of emergency communications, etc.) • prepares a publicity and information program • optimizes the training of emergency workers proposes the concluding of an agreement among departments and agencies that have direct means of intervention • promotes provincial co-operation • defines the structure of the OPCP. Composition of the provincial emergency preparedness committee The principal departments and agencies that have direct means of intervention are members of the CPCP. It is chaired by the director general of the BPCQ, and its members are at the deputy ministerial level and are designated by government order. A permanent employee of the BPCQ serves as secretary of the CPCP.

41 BUREAU DE LA PROTECTION CIVILE DU QUÉBEC

[ Emergency Director general Fund

Michel Lambert B. Boucher Legal Advisor Secretariat Alain Lauzier Pierre Lajoie

Communications Provincial co-operation Vacant

Research and Development

Pierre Brien Administration

Laval Coté (acting)

Financial Assistance Plans and Programs operations Pierre Lajoie Roland Gosselin (acting) Assistant

Region Region 2 Region 3 Training

Specialist Region Region 5 Region 6 in Emergency Preparedness

Region 7 Region 8 Region 9 42 TERMS OF REFERENCE OF THE VARIOUS UNITS Legal adviser Is responsible for drafting legal documents and providing interpretations and legal advice. Participates in negotiating the various memorandums of understanding. Serves as an adviser to the director general's office. Secretariat Is responsible for co-ordinating and following-up on internal BPCQ matters and for provincial co-ordination with respect to emergency preparedness. Ensures that laws and regulations are enforced. Communications Develops a communications policy for the Bureau de la protection civile du Québec. Develops the publicity measures and participates in developing the training tools. Serves as an adviser to the director general's office.

Research and development Develops the strategies, policies, orientations and working methods of the BPCQ. Administration Is responsible for the management of human, material and financial resources. Serves as an adviser to all BPCQ managers. Financial Assistance Programs Is responsible for policy implementation, program administration and preparing recommendations. Plans and Operations Is responsible for all operational activities, including planning, training and emergency intervention, in accordance with the role of the BPCQ.

43 NEW BRUNSWICK EMERGENCY MEASURES ORGANIZATION

General 1986 was a busy and productive year. Recent events at home and abroad have focussed concern about emergency preparedness in many areas, spurring initiatives within government and industry to improve our posture through both proactive and reactive means. Community planning and training requirements are outpacing our capacity to deliver. More efficient and effective methods must be found to meet this critical need. N.B. EMO has begun a project to develop new community preparedness strategies and programs, and will be seeking EPC assistance in developing this project. Operations

. Forest Fires 1986 proved a disastrous year for forest fires in New Brunswick. In mid-May, during a five day period, forest fires extending from the central part of the province through to the northeastern Acadian Peninsula destroyed 46,254 hectares of forest lands. Four communities were threatened with total destruction by fire but were fortunately saved by a well co-ordinated provincial firefighting force which managed to control the conflagration in residential areas. In the final count, no lives were lost, and only six homes and 16 summer cottages were destroyed. N.B. EMO maintained operations on a 24 hour basis for five days. Throughout, the provincial EOC was the focus for interdepartmental co-ordination, and our new emergency public information service and facilities proved to be a critical component in disseminating accurate information to the media and the general public. The media were high in their praise of the entire operation. Flooding In early April, a sudden ice jam caused serious flooding of the Saint John River, between Hartland and Stickney. The flood resulted from a sudden change in climatic conditions causing a number of up-river jams to break converging on a small island, constricting river flow. The water level rose approximately 16 feet within

44 four hours. When the jam broke loose, the water receded almost as rapidly as it rose initially. Fortunately, the main thrust and weight of this surge was absorbed by the Mactaquac Dam head pond several miles downstream. During the height of the flood, several families had to be evacuated by helicopter and boats and an airstrip along with three light aircraft were submerged under water. A total of 57 private homes along with several small businesses suffered ice and water damages. Dangerous Goods One hundred and forty-five petroleum and 25 chemical spills occurred in 1986, the largest being 10,000 gallons. In Saint John, gasoline leakage (approximately 1700 litres) seeped into the sewage system causing a number of explosions in a one block area. Seventeen city blocks were at risk and had to be evacuated. Fortunately, there were no injuries or loss of life. New Brunswick experienced a 30 per cent increase in dangerous goods incidents over the previous year. Community Preparedness

. Emergency Planning Ten municipal plans were started and/or completed. Nine nursing home plans were finalized and work continued with industry. Exercises Nine community exercises were conducted during 1986. Each thoroughly tested the associated emergency plans and provided valuable training for all of the agencies which were involved. Bath - Fire in a nursing home, evacuation to hospital Dalhousie/Campbellton - Train/bus accident, dangerous commodities, casualties, loss of life Dieppe/Moncton - Aircraft crash Fredericton - Fire in a nursing home, evacuation to hospital

45 Newcastle/Chatham - Oil tanker explosion in port, loss of life, many casualties, community evacuation and environmental problems Riverside/Albert - Propane explosion at a nursing home, loss of life, casualties Saint John - Fire in a nursing home, loss of life, casualties Saint John - Fire in a nursing home, evacuation to hospital Woods tock - Propane truck/bus accident, loss of life, casualties.

Training Ten Transportation of Dangerous Goods Seminars were conducted, reaching an audience of 695 first responders. Two hundred New Brunswick emergency workers attended courses at the Candian Emergency Preparedness College.

Other Significant Events The Final phase of the Provincial Integrated Radio Communications System microwave network was completed in December 1986. Installation of the control centre in N.B. EMO Headquarters is expected to be finished by end of March, bringing the system into operation. This is a landmark event for emergency communications. The work of the Eastern Canada Interprovincial Committee on Emergency Communication is progressing well. A consultant has been engaged to define interface

• requirements between New Brunswick and Nova Scotia. This study will serve as a model for extending integration between New Brunswick, Quebec, Prince Edward Island and the State of Maine. The Lepreau NGS Off-Site Plan was exercised in November with good results. The exercise, a stoptime, limited objective, table-top format, proved to be a good training vehicle and clearly exposed problem areas. New Brunswick is grateful for the generous assistance from EPC and the many federal and provincial agencies who 46 participated. We are particularly indebted to Protection civile du Québec for providing a most able exercise director in the person of Paul Chevrette.

Conclusion

There has been a marked increase in concern for public protection over the past year in New Brunswick. Community and industry leaders are collaborating with N.B. EMO to broaden the base of emergency preparedness and to increase the effectiveness of existing arrangements. We are optimistic that progress will continue unabated in 1987.

47 NOVA SCOTIA EMERGENCY MEASURES ORGANIZATION

Nova Scotia commenced the year with the signing of the Memoradum-of Understanding to be followed by the updated Workers' Compensation Agreement. Not to be outdone by signings, the Honourable M.C. "Mel" Picking was a candidate at the Emergency Preparedness College where he participated in the Mayors and Elected Officials Conference. Informal courtesy visits were made to the Honourable Perrin Beatty, EPC Situation Centre, and the Central Emergency Government Headquarters, Carp.

Two incidents made the national and international news. The first being the fire in a warehouse in Canning which caused the evacuation of approximately 500 residents for a day and 12 families for a week. The report on the Canning incident will be forwarded to you all at a later date.

The second event was the search for nine year old Andrew Warburton of Hamilton, Ont., who was visiting relatives in Beaverbank. Despite the search being conducted in accordance with proven and acccepted procedures, the search was unsuccessful.

The provincial Cabinet, after reviewing the circumstances, declared no inquiries were necessary.

The Yarmouth cyanide and Canning incidents have again focussed attention on the existing provincial emergency legislation. Recommendations have gone forth to Policy Board stating that failing new legislation existing legislation should be amended to authorize evacuation powers.

Nova Scotia continues to take advantage of the Joint Emergency Preparedness Program's funding. Mobile command centres with specialized response capabilities were provided for the Halifax, Dartmouth and Bedford areas. This led to an Agreement which included Halifax County which now recognizes not only the sharing of resources during an emergency, but focusses attention on the need for the timely exchange of information during an emergency.

The most recent JEPP application emphasized the willingness of the province to enhance emergency preparedness by contributing to the EOC's/mobile radio communications capabilities of emergency services.

48 A major exercise at the Fairview Container Facility, "Operation Fairview," provided a unique opportunity to test and examine a number of plans/arrangements in place at the local, provincial and federal levels of government. Of all the lessons learned from the exercise, by far the most important is that the current EOC is not adequate for applying command, control and effective communications to the task of managing an emergency.

Mr. Tom Allen, Zone Controller "Emeritus", has been replaced by Mr. John Andersen as Western Zone Controller, Kentville.

The "Nordica 30" looks great out of the water for the winter - but performs much better with fathoms under her keel!

- Enjoy yourselves - regret I'm not with you.

49 PRINCE EDWARD ISLAND EMERGENCY MEASURES ORGANIZATION The annual report of the Prince Edward Island Emergency Measures Organization for the year 1986 is respectfully submitted. P.E.I. is fortunate in having very good programs to protect the lives and property of our citizens. This is due to long-standing and continuous joint planning support from the federal government (EPC) and the provincial government, and the enthusiastic participation of more than 600 volunteers, to programs which prepare for unexpected emergencies and disasters. The division is striving to improve the quality of its programs without increasing requests for public funds despite overhead rising costs and restraints. The EMO office in Summerside delivers the key elements of the Provincial program -- namely assistance, information, visitations and training. Occurrences involving dangerous goods continue as a serious threat to lives, property and the environment in Canada today. A new organization recently formed in the Province, CASARA (Canadian Air Search & Rescue Association) was very active in 1986. The organization was incorporated and a board of directors was elected and work commenced on training of spotters, pilots and observers. Many 1-2-3 level training courses were conducted in all areas of the Province and the waiting list for future spotter training has reached 96 persons. Currently, there are 37 pilots and observers registered with 14 available aircraft.

Wartime Public Protection A significant increase in activity of federal departments in their development of plans for National Emergency Agencies created a corresponding demand on P.E.I. EMO and other provincial departments with responsibilities under the Continuity of Government regulations. Amateur Radio Association Has commenced an active attempt to become organized into teams of support and will eventually become an integral part of the emergency radio communications system. Assistance to the Association to improve their network systems will continue.

50 Programming

Community emergency preparedness is the foundation of an effective Provincial Emergency Measures Program. P.E.I. EMO will continue to promote regional community planning as was done in 1986. Some adjacent communities used the general approach of mutual aid, however, this method seems to be only "mind over matter" in other words, no written plans but all in some fire or police chief's head. An organization must be formed to enhance their strengths using the combined approach to emergency response. During the year, a major portion of energy and time was devoted to assisting communities in emergency preparedness planning.

Dangerous Goods — Training & Activities Proceeded at a very modest level during 1986. In conjunction with the Fire Marshal's office and the Division of the Environment, two seminars were conducted to provide basic response information to firefighters, police and petroleum drivers and agents. Emergency Preparedness College Continues to be the main avenue for individual training in many areas of emergency planning. COURSE ATTENDEES P.E.I. Plans and Operations Peace 9 Community Emergency Planning (Health) 15 Community Emergency Planning (Social Services) 13 Mayors and Elected Officials 5 Transportation of Dangerous Goods 10 Emergency Operations 2 Exercise Design 3 Radiological Defence Officers 2 Instructor Casualty Simulation 1 Emergency Site Management 5 Training and Education Symposium 2 Federal/Provincial Meeting 1 Federal/Provincial Training Conference 1 TOTAL 69 Spills of Hazardous Substances The Emergency Measures Organization is responsible for responding to any/all spills of hazardous substances

51 in the Province. The following is the complete list to date:

NO. HAZARD LOCATION

1 Gasoline St. Eleanors 2 Chemicals Charlottetown 3 Furnace Oil Iona 4 Motor Oil Summerside 5 Film Stabilizer West Royalty 6 Hydraulic Oil O'Leary 7 Fuel Oil Kensington 8 Fuel Oil Miscouche 9 Gasoline O'Leary 10 Liquid Tar Cape Wolfe 11 Gasoline Tignish 12 Gasoline Wilmot 13 Product Sherwood 14 Furnace Oil O'Leary 15 PCBs Union Road 16 Oil Slick Magdeline Isles 17 Aviation Fuel St. Eleanors 18 Diesel Fuel North Granville 19 PCBs Charlottetown 20 Gasoline Montague 21 Gasoline Charlottetown 22 Oil Charlottetown Harbour 23 Gasoline Montague 24 Petroleum Summerside 25 Gasoline Montague 26 Fuel Oil Summérside 27 Oil O'Leary 28 Gasoline Crapaud 29 Fuel Oil Mill River 30 Liquid Asphalt Brackley 31 Furnace Oil Summerside 32 Gasoline Charlottetown 33 Oil Charlottetown Harbour 34 Furnace Oil Kinlock 35 Unknown Dundas 36 Furnace Oil West Covehead 37 Stove Oil Summerside 38 Fuel Oil West Covehead 39 Gasoline West Royalty 40 Furnace Oil West Covehead 41 Fuel Oil/Gasoline More il 42 Fuel Oil Summerside 43 Fuel Oil Summerside 44 Aviation Fuel Brackley Point

52 Prepositioned Emergency Medical Stores

Casualty Collecting Units 3 Advanced Treatment Centre 0 200 Bed Emergency Hospital I (not in Province at present - in Ottawa for refurbishing) Hospital Disaster Supplies 16 Blood Donor Packs 2 Welfare Centre Kits 3 Mobile Feeding Units 4

Projects Commenced or Completed in 1986 The Provincial Emergency Plan was completed and distributed to all municipalities, communities and involved agencies. Designation and staffing by qualified and trained volunteers in the EOC (Emergency Operations Centres) located in the five emergency planning areas of the Province.

The enlistment, training and exercising of EOC personnel was carried out in the five planning areas with excellent response and results. These will continue in 1987. Six hundred volunteers, capable of working out of and for these E0Cs are registered and carry picture IDs as a result. Exercises in the Province were as follows: EXERCISE HOTFLASH

This was a table top exercise involving all 42 volunteers engaged in our West Prince Regional Services Area Emergency Plan. The purpose of the exercise was to train the volunteers for the position they hold in the Provincial Emergency Plan. . EXERCISE HOTBOLT

This was a table top exercise involving all 60 volunteers engaged in our East Prince Regional Services Area Emergency Plan. The purpose of this exercise was to train these volunteers in the operation of an Emergency Operations Centre in time of an emergency or disaster.

53 . EXERCISE DEEPTHINK

This was a table top exercise involving all 55 volunteers engaged in our Eastern Kings Regional Services Area Emergency Plan. The purpose of the exercise was to train these volunteers in the operation of an Emergency Operations Centre in time of an emergency or disaster.

. EXERCISE JOINT VENTURE

This was a joint exercise involving all 120 volunteers from the West Prince and the East Prince Area. This exercise was of the table top variety, all volunteers worked extremely well together.

. EXERCISE CLEAN UP

This exercise was of the table top variety involving all 147 volunteers engaged in our Charlottetown Area Emergency Plan.

The purpose of the exercise was to train all personnel in the operation of an Emergency Operations Centre in time of an emergency or disaster.

EXERCISE BIG SPILL

Exercise Big Spill was a Transportation of Dangerous Goods exercise involving an automobile with simulated injuries and an oil tanker truck. The simulated accident occurred on the Trans Canada Highway at Cornwall. The North River Fire Department, RCMP and Neil's Ambulance responded.

. EXERCISE HIGHROAD IX

This was a Major Motor Bus Collision Exercise involving 35 simulated victims from the Tignish Elementary School. The simulated accident occurred three miles east of the Village of Tignish. The Alberton RCMP, Tignish Fire Department, Rooney's Ambulance and Ferguson's Ambulance responded to the simulated accident. All persons with injuries were admitted to the Alberton Hospital.

EXERCISE HOT DOG

This was a Transportation of Dangerous Goods exercise involving an automobile with simulated injuries and an oil tank truck. The simulated accident occurred at the intersection of Brackley Point Road and Oak

54 Avenue. Sherwood RCMP, Sherwood Fire Department and Neil's Ambulance responded and victims were admitted to the Queen Elizabeth Hospital. EXERCISE HOTLINE This was a Transportation of Dangerous Goods exercise involving an automobile with two people simulated with injuries and an oil tank truck. The simulated accident occurred at the intersection of Water and Queen Street. The Summerside Police, Summerside Fire Department and Royal Ambulance responded and victims were admitted to Prince County Hospital. EXERCISE HIGHROAD X This was a Major Motor Bus collision Exercise involving 37 simulated victims from the Georgetown Elementary School. The simulated accident occurred two miles west of Georgetown on Highway #3. The Montague RCMP, Georgetown Fire Department, Cardigan Fire Department and Neil's Ambulance responded and all victims were admitted to Kings County Memorial Hospital in Montague. The aftermath of the Chernobyl accident made us realize that we were not very well prepared for the spread of radiation, etc., from an accident in one area reaching our Province from as far away as the U.S.S.R. We have commenced an activity to organize a radiation response team to address the possibility of another incident of this nature and the actions to be taken and by whom. We are presently updating our Transportation of Dangerous Goods Program (with Alberta's help) and will be able to present the program to the population through the community school program. An Emergency Planning Guide was produced and distributed to all holders of emergency plans. This guide has general concepts in emergency planning such as a model of a municipal emergency plan. It also explains authorization and roles of various managers and agencies, etc. Work continues on the development process of a "citizen's handbook." It will enable citizens to acquire basic information on plans to prepare and make ready to meet breakdowns and malfunctions that occur in our society.

55 The development of an Emergency Information Services Manual is in its initial stages with a general meeting of all the media on P.E.I. slated for early spring 1987. Co-operation from the media has been very positive, and we are looking forward to rapid advancement in this area. A public awareness program is commencing and slowly but surely our program will be initiated province-wide and gain positive results by next report period. Approval of a JEPP for a feasibility study on Emergency Radio Communications network for P.E.I. was approved and as I speak, the study should be completed and waiting for the consultant's final briefing. An evacuation plan is being worked on as time permits for total evacuation of the population in cases of serious emergency or disaster. At present, resources are being identified and contacts made. A new Atlantic Veterinary College opened this year and emergency plans are being commenced for evacuation into and out of the complex. Many brochures, pamphlets, etc., were distributed throughout the Province. Evacuation plans for the movement of persons from one area of the Province to another, or from one place to another within an area, is to be worked on. Assistance was provided to the Forest Fire Fighting division during three major fire outbreaks. Work has been completed on the Workers Compensation Agreement. This agreement should be signed very shortly. The wartime planning phase of our program is proceeding in such areas as: NEA (Food) Vital Points NEA (Energy) Lineload Control Continuity of Government Public Protection

56 Emergency Measures is active on various committees, some of which are:

P.E.I. Environmental Forest Fire Control Line Load Control Technology Climate Advisory Government Advisory RETC (Regional Emergency Planning Committee Telecommunications) Transportation of Dangerous CASARA Goods

Individual presentations were made to many organizations during the year on many subjects. With the new public awareness program coming on stream in 1987, more of these presentations will be asked for.

A Radiological Defence Seminar is planned for early April or May. The initial committee meetings have already taken place and plans are well under way. This training is necessary to update and validate our volunteer participation in this organization (70 persons).

The first year of our five-year emergency preparedness plan has been approved. With this approval, EPC has given us the opportunity to qualify and streamline our program, plans and methods of emergency preparedness in this Province.

None of the foregoing would be possible without the excellent co-operation and assistance from my colleagues in the other provinces and ter_ritories. I use their expertise, which is freely given on many occasions.

A special mention must be made here of the EPC Regional Director for P.E.I., J.E. Ayers. Jim is very co-operative and helpful in every way, and on many occasions, has steered me in the proper direction and kept us out of turbule'nt waters.

In conclusion, this Province, due to its size and population, relies heavily on the expertise, advice and assistance of Emergency Preparedness Canada and provincial emergency organizations in our functions and projects, and we hope to continue, working together to

57 provide the best possible protection to our citizens, both provincially and federally of which they justly deserve. J.A. Arsenault Director

58 YUKON EMERGENCY MEASURES ORGANIZATION

Yukon municipalities are now drafting emergency measures by-laws and emergency plans in response to the authorities provided in the Civil Emergency Measures Act.

The Yukon disaster committee is now established in legislation and has been reactivated under the chairmanship of former Yukon Commissioner Doug Bell.

A mutual aid agreement has been signed with the Northwest Territories.

An integrated response plan is being developed including the Dangerous Goods Co-ordinator, Emergency Measures Officer, Fire Marshal's Office, the RCMP and Environmental Protection agency.

Two earth tremors and one flood have resulted in emergency measures being activated. Responses were good.

Improvements costing $235,000 were made to the Dawson City dike in 1986. An additional $135,000 is budgeted for work on the Mayo dike for 1987. This work is part of our flood damage prevention program.

Training courses for emergency response to dangerous goods incidents have been developed for firemen, RCMP, ambulance attendants and highways personnel. These are scheduled for implementation in March 1987.

Funding is established for the Yukon Amateur Radio Association to cover 50 per cent of their annual- operating and maintenance costs in return for staffing and maintaining our emergency communications.

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