diye Al
fave
tpiieed

ede
ar Te una ts % ) ic va
PaO abt : f One ! ‘ fs 2 W, ee
VOT RY phe eee See Beets ) vaiees : s apr es ; : ‘
PH PAICULT MS o ® ? 4 ' 1 A foe ki 1 i A , 44
CERAM rs ah ARATE my fa é ‘ i “Ay E Y rt i “td beeen > : aet a a

Since April 25th a series of meetings involving the City Managers and Emergency Planning
Coordinators have been held to work out details for the operation of the North East Sector
Emergency Program. These meetings have been successful in further developing a concept for an
integrated program which is achievable, desirable and sffordable. The program which can
commence early in 1995, will significantly enhance emergency preparedness for the participating
municipalities.

For an integrated emer. ney program to be effective a standard development framework, must be
agreed to by the municipalities involved. The framework principles to be adopted by all the
participating municipalities are explained as follows:

A Common Strategy:

1. Neighbourhood preparedness is the cornerstone of emergency preparedness.

2. Emergency responsibilities should be a normal part of all municipal departments duties.

3, Staff emergency responsibilities should be as close as possible to their normal daily
responsibilities. '

There should be a regular training and exercise program for all staff which commences a3
pert of the hiring and indoctrination procces and is reinforced by deliberate program of
courses and exerciees thereafter. .

Eartiiquakes should be the model upon which the disaster planning process is based.

If the three major municipalities in the area are to work together effectively under a disaster
situation it is essential that they use common terminology, common procedures and have a common
understanding of the approach that should be taken in dealing with & disaster situation.

Emergency bylaws and plang need not be identical but there should be similarities in approaches,
terminology and structures. This applies at the Council lovel ag well ag the staff level and must be
extended to each one of the agencies. For example, it is not reasonable that in one City the Leisure
and Parks Services Department be assigned the responsibility for Emergency Social Services while
other Cities use different structures to deal with this function. |

It is also important that there not be significantly different methods for call reception and dispatch
of organizations such es fire, police and public works, For example, the strategy to develop a
common dispatch function for the three fire departments should be extended to other services.