7.1 Response Organization Basis

Ontario uses the Incident Management System 2.0 (IMS) framework for nuclear and radiological emergency response with a standardized organizational structure, functions, processes, and terminology. The core functions for a response include the following IMS 2.0 sections:

  1. Command
  2. Operations
  3. Planning
  4. Logistics
  5. Scientific/Technical
  6. Public Information Management
  7. Finance and Administration.

The nuclear response organizational structure is illustrated in Figure 4 . External interfaces between EMO and other provincial ministries, municipal, and federal Emergency Operations Centres (EOCs) at the command level will be conducted using coordination calls via web-based conferencing systems (e.g., MS Teams, Zoom, etc.) or other means, as required to maintain communication (e.g., telephone-based conference calls). Direct contact between EOC sections may be used to coordinate planning and maximize response efforts (e.g., PEOC Planning and Ministry of Health (MOH) Planning).

This diagram is for visual reference only. See the text below this figure for the full description.

This diagram presents the organizational structure for nuclear emergency response in Ontario. A detailed description of the diagram follows the image.


Figure 4 : Provincial Nuclear Emergency Response Organizational Structure

The diagram illustrates Ontario’s Nuclear Emergency Response Organizational Structure. The Lieutenant Governor in Council and the Premier have the highest authority, followed by the Cabinet Committee on Emergency Management. This is succeeded by the Deputy Ministers Steering Committee on Emergency Management, which provides oversight to the Commissioner of Emergency Management. Below this, the Provincial Emergency Operations Centre (PEOC) serves as the central coordination hub, with PEOC Command and Coordination Staff comprising of the PEOC Commander, Safety Officer, Public Chief Emergency Information Officer, and Support Staff. Supporting this team is the General Staff, organized into six functional sections: Operations, Planning, Scientific, Administration and Finance, Logistics, and Public Information Management, with deployed resources assigned to the Operations and Scientific Sections. The PEOC maintains direct links to Ministry Emergency Operations Centres (MEOC) and the Unified Transportation Coordination Centre, as well as to Designated Municipality EOCs, which includes Evacuation Centres, Emergency Worker Centres, and Reception Centres, each supported by Monitoring and Decontamination Units (MDUs). Emergency Information Centres are also part of the Designated Municipality EOC structure. Additionally, the PEOC connects to external jurisdictions, including the Federal Government Operations Centre and the Reactor Facility EOC, which is linked to the Emergency Site. Arrows throughout the diagram represent the flow of authority and coordination across all levels and jurisdictions.

7.2 Concept of Operations

The PEOC provides overall coordination of the provincial response and is led by the CEM. The PEOC provides timely support, information, and analysis to the CEM or delegate (e.g. the PEOC Commander) to co-ordinate the provincial emergency response and assists communities in responding to nuclear emergencies by providing protective action direction, advice, assistance, and support in coordinating the provision of additional resources. The PEOC may deploy personnel to assist in coordinating the emergency response.

The emergency response effort for the province of Ontario is led by the CEM and the organizations supporting the CEM’s efforts (see Figure 4 ). A nuclear emergency consists of several phases:

  1. Urgent Response Phase
  2. Early Response Phase
  3. Transition Phase
  4. Recovery Phase (see Annex N ).

The task of the CEM or delegate (e.g., the PEOC Commander) is to direct the offsite response of the Provincial Emergency Response Organization (ERO) to protect the health, safety, and welfare of all inhabitants of the province, and the protection of property and the environment. The following assumptions are made with respect to emergency phases: 

  1. The Urgent Response Phase consists of the pre-release and the release phases.
  2. The Early Response Phase begins when once the nuclear release is brought under control (though not necessarily contained).
  3. From the beginning of the release, where an emergency exposure situation exists, the PEOC can contextualize the radiological situation by characterizing the contamination in the environment through survey and sampling efforts. This situation is characterized by a state of situational uncertainty, with potentially high dose rates, an apparent lack of control, and an unknown level of health risks to the local population.
  4. An emergency exposure situation continues to exist during the Transition Phase, and protective action decision-making remains complex as other protective actions are considered (i.e., permanent relocation, temporary relocation, lifting food restrictions).
  5. Recovery operations will be managed by a Recovery Management Organization (RMO), and the PEOC may return to its normal daily operational tempo.

7.3 The PEOC’s Role

The PEOC is the central coordinating hub of the provincial ERO, with other components connecting to it to ensure a coordinated emergency response operation.

7.4 Preparing the PEOC for Nuclear Emergency Response

Several PNERP documents are foundational in preparing the PEOC for NER. These include the:

  1. Provincial Nuclear Emergency Preparedness Framework
  2. Staffing Support Plan
  3. Core Competency Report
  4. Nuclear Training Plan
  5. Nuclear Exercise Plan
  6. PNERP, its Implementing Plans, and associated procedures

7.5 Strategic Command During an Emergency

7.5.1 Lieutenant Governor in Council and the Premier

The LGIC and the Premier of Ontario provide strategic direction to the CEM and Minister responsible for emergency management through the CCEM.

7.5.2 Cabinet Committee on Emergency Management

Appointed by the LGIC, the CCEM provides an advisory role to Cabinet. The membership of the CCEM includes the:

  1. Premier and President of the Executive Council
  2. Minister responsible for emergency management (Chair)
  3. President of the Treasury Board (Vice-Chair)
  4. Solicitor General
  5. Attorney General
  6. Minister of Energy and Mines
  7. Minister of Finance
  8. Minister of Health
  9. Indigenous Affairs and First Nations Economic Reconciliation
  10. Minister of Municipal Affairs and Housing
  11. Minister of Natural Resources
  12. Minister of Public and Business Service Delivery and Procurement

In a nuclear or radiological emergency, additional Ministers may be invited to participate in the CCEM (based on the provincial organizations listed in Annex F ).

7.5.3 Deputy Ministers Steering Committee on Emergency Management

The Deputy Ministers Steering Committee on Emergency Management (DMSC-EM) supports the Commissioner/Deputy Minister in operationalizing their respective ministry resources to support the provincial response.

7.5.4 Commissioner of Emergency Management

The CEM is responsible for:

  1. Maintaining ongoing communication with ministries and partners involved in the emergency response
  2. During an emergency or pending emergency, the CEM shall serve as the direct link between the EMO and DMSC-EM
  3. The CEM shall ensure that strategic and operational information and decisions are relayed between EMO, DMSC-EM and CCEM in a timely and effective manner.

7.6 PEOC Sections

Each IMS section and sub-group has identified roles and responsibilities. Detailed checklists and procedures have been developed for immediate actions and ongoing requirements of each section and are located in separate documentation.

Responsibilities of each IMS section are included in Section 7.6.

7.6.1 Command

7.6.1.1 Commissioner of Emergency Management

When a nuclear or radiological emergency occurs, the Commissioner of Emergency Management (CEM):

  1. Is primarily responsible for leading the offsite response, on behalf of the province, by supporting and coordinating the emergency response.
  2. Except for any emergency order-making powers that may be first delegated to the CEM in accordance with the EMCPA, may delegate responsibilities to others (e.g., the PEOC Commander), as required, to ensure continuity of operations, and the delegate(s) shall be deemed to represent the CEM when assuming responsibilities so assigned in this plan. All CEM responsibilities, as detailed in this PNERP, shall be assumed by a qualified delegate wherever the CEM has so delegated the responsibilities of this position.
  3. May issue Operational Directives prior to a provincial emergency declaration or liaise with ministry authorities where appropriate (see Section 7.7.2 )
  4. Provide advice, assistance, and recommendations to CCEM and the LGIC
  5. Shall, where time permits, consult with affected municipalities, First Nation and Indigenous communities on any protective actions that are being considered.

7.6.1.2 Command Staff

Led by the CEM, the role of the PEOC Commander and the Command Staff is to:

  1. Approve the Incident Action Plan (IAP)
  2. Identify and resolve response issues
  3. Identify unresolved issues to be addressed by the strategic leadership team described in Section 7.5
  4. Implement direction provided by the CEM
  5. Issue operational directives and guidance including emergency bulletins (EBs)
  6. Liaise with the command function of other EOCss.

Command Staff include a Safety Officer who is responsible for monitoring, tracking, and ensuring the health and safety of all PEOC personnel, the Provincial Chief Emergency Information Officer (PCEIO), and support staff including the Emergency Bulletin Officer. Liaison Officers (LO) serve as the link between the CEM and other organizations involved in emergency response outside the provincial ERO (e.g., contiguous states).

7.6.2 General Staff

Each Section Chief shall attend regular meetings to provide information and advice to PEOC Command and obtain the necessary information to implement Command decisions.

Additional staff may include technical advisors (e.g., the Chief Medical Officer of Health (CMOH) or delegate, where public health issues require attention).

7.6.2.1 Operations Section

The role of the PEOC Operations Section is to implement the IAP and provide operational input to the Commander.

Led by the Operations Section Chief, the Operations Section is comprised of representation from the following organizations:

  1. Provincial ministries as appropriate for the level and stage of the emergency
  2. Reactor facilities
  3. Federal departments including Health Canada, Public Safety Canada, Department of National Defence, and Canadian Nuclear Safety Commission
  4. State representatives from the U.S., as appropriate
  5. Non-governmental organizations
  6. Others as requested.

Functions performed by Operations Section staff include:

  1. Identifying and coordinating the operational requirements of the response
  2. Monitoring and coordinating deployed provincial resources
  3. Providing operational input to the decision-making process through the Operations Section Chief
  4. Implementing operational decisions by issuing advice or directions, as appropriate.

7.6.2.2 Planning Section

The Planning Section, led by the Planning Section Chief, coordinates the development of the IAP, oversees all incident-related non-radiological data gathering and analysis regarding incident operations and assigned resources, and executes the Protective Action Response Planning Procedure.

The Planning Section is responsible for sharing information between all members of the PEOC, as required.

The Planning Section may include representation and/or input from the following organizations, as appropriate:

  1. Provincial ministries as appropriate for the level and stage of the emergency
  2. Deployed provincial resources
  3. Unified Transportation Coordination Centre (UTCC)
  4. Municipal planning team from designated municipalities, designated host municipalities, and support municipalities
  5. Federal departments and agencies
  6. Others as required.

7.6.2.3 Logistics Section

Under the direction of the Logistics Section Chief, staff arrange for and co-ordinate all material, personnel services, equipment, and resources required to manage and resolve the emergency, including the coordination of all logistical support for staff deployed by the PEOC.

7.6.2.4 Finance & Administration Section

Under the direction of the Finance and Administration Section Chief, staff perform administrative, financial, and staffing duties specific to the emergency. This may include the capture of incident-related costs, maintenance and scheduling of support personnel, maintenance of appropriate support records, and administering procurement contracts as necessary.

7.6.2.5 Scientific Section

The PEOC Scientific Section is led by the Scientific Section Chief, who reports to the PEOC Commander. The Scientific Section Chief is supported by a core team that includes an Admin Assistant, Scribe, and Deputy Scientific Section Chief. The Scientific Section organizational structure is illustrated in Figure 5.

This diagram is for visual reference only. See the text below this figure for the full description.

This diagram presents the organizational structure of the Scientific Section within Ontario’s Nuclear Emergency Response Organization. a heading — This diagram is for visual reference only. A full description is available in the “ heading” section. no heading — This diagram is for visual reference only. The following section includes a complete description.

Figure 5 : Scientific Section Organizational Structure

The diagram illustrates the Scientific Section Organizational Structure within Ontario’s Nuclear Emergency Response Organization. At the top is Command, followed by the core positions of the Scientific Section, which includes the Scientific Section Chief and Deputy Scientific Section Chief, supported by an Administrative Assistant and a Scribe. The Scientific Section Chief reports directly to Command. The structure then branches into two primary groups. On the left is the Nuclear Emergency Assessment Team (NEAT), which includes Unified RASCAL Interface( URI) Operators, the Canadian Nuclear Safety Commission (CNSC), the Federal Nuclear Emergency Plan (FNEP) Technical Assessment Group (TAG) Liaison Officer, and the Reactor Facility Liaison Officer. On the right is the Environmental Radiation and Assurance Monitoring Group (ERAMG), which is divided into two levels. The PEOC-based ERAMG includes the FNEP TAG Liaison Officer, representatives from the CFIA, MOH, OMAFA, MECP, MNR, MLITSD, and the Reactor Facility Liaison Officer. The field-based ERAMG is further divided into two operational teams: the ERAMG Field Monitoring and Surveillance Team and the ERAMG Field Sampling Team. These field operations are organized by jurisdiction and function to reflect the distinct Occupational Health and Safety requirements for federal and provincial staff. Coordination of these operations is managed through two command roles. The Federal Field Team Commander reports to the FNEP TAG Liaison Officer in the PEOC and oversees Health Canada and FNEP partners in both the Field Monitoring and Surveillance Team and the Field Sampling Team, which also includes CFIA,. The Provincial Field Team Commander reports to the MLITSD Liaison Officer in the PEOC and oversees MLITSD and Reactor Facility members in the Field Monitoring and Surveillance Team, as well as MLITSD, MECP, MNR, OMAFA, Reactor Facility, and supporting members in the Field Sampling Team. A legend in the diagram clarifies the role of the ERAMG Scientific/Technical Lead and identifies positions with shared functions between NEAT and ERAMG.

The Scientific Section is responsible for:

  1. Conducting air dispersion (plume) modelling
  2. Conducting dose assessments and modelling
  3. Planning and conducting radiation monitoring, surveillance, and sampling activities in areas surrounding the emergency site and throughout the province
  4. Analysing and evaluating the collected monitoring, surveillance, and sampling data.

The results obtained from the actions above are used to formulate recommendations on the adoption of precautionary and protective measures as well as longer term measures or the removal of such measures.

The Scientific Section utilizes data from a variety of sources to inform recommendations on protective measures. Sources include:

  1. Ongoing monitoring and surveillance
  2. Field-based monitoring and surveillance
  3. Field-based sampling
  4. Station parameters
  5. Source terms
  6. Meteorological data and forecasts
  7. Dose projections and modelling
  8. Plume modelling

The rest of the Scientific Section is divided into two groups that each report to the Scientific Section Chief:

  1. The Nuclear Emergency Assessment Team (NEAT)
  2. The Environmental Radiation and Assurance Monitoring Group (the ERAMG).

The ERAMG is divided into a component that sits in the PEOC, and a larger component that performs tasks in the field.

7.6.2.5.1 Environmental Radiation and Assurance Monitoring Group

The ERAMG includes representatives from the following organizations:

  1. Ministry of Labour, Immigration, Training and Skills Development (MLITSD)
  2. Ministry of the Environment, Conservation and Parks (MECP)
  3. Ontario Ministry of Agriculture, Food and Agribusiness (OMAFA)
  4. Ministry of Health (MOH)
  5. Ministry of Natural Resources (MNR)
  6. Health Canada, as the lead for the Federal Nuclear Emergency Plan (FNEP) Technical Assessment Group (TAG)
  7. The Canadian Food Inspection Agency (CFIA) Ontario Regional Office
  8. Reactor facility operators:
    1. Bruce NGS
    2. Pickering NGS
    3. Darlington NGS
  9. Ad hoc (e.g., Academia or private industry) and Supporting Members (e.g., Dairy Farmers of Ontario).

While Health Canada and the CFIA are the only federal organizations specifically named as members of the ERAMG, other FNEP member departments may be involved in accordance with the FNEP.

The ERAMG is tasked with gathering and analyzing radiological data during a nuclear emergency and is comprised of:

  1. A PEOC-based team
  2. Field-based monitoring and surveillance teams
  3. Field-based sampling teams.

The field-based component of the ERAMG is a large organization that is divided into federal and provincial teams, each of which is led by a Field Team Commander who reports into the PEOC via the PEOC based ERAMG representative(s). Each of the federal and provincial teams have a surveillance and monitoring component, as well as a sampling component.

The federal field-based surveillance and monitoring component is made up of staff from Health Canada and other partners under the FNEP. The federal field-based sampling component is made up of staff from Health Canada, CFIA, and other partners under the FNEP.

7.6.2.5.2 Nuclear Emergency Assessment Team

The NEAT provides technical inputs to the pre-release decision making process by:

  1. Calculating projected offsite radiological consequences based on meteorological data, field monitoring data, and source term estimates
  2. Performing technical assessments of the developing situation
  3. Making recommendations on protective measures when warranted
  4. Assigning a safety status to response sectors
  5. Providing technical assistance to the ERAMG.

The NEAT’s membership includes:

  1. URI Operators, who run a software code called Unified RASCAL Interface (URI), where RASCAL is an abbreviation of Radiological Assessment System for Consequence Analysis for Radiological Emergencies
  2. A Liaison Officer from the Canadian Nuclear Safety Commission
  3. A Liaison Officer from the Federal Nuclear Emergency Plan Technical Assessment Group (FNEP TAG, HC representative or delegate). The FNEP TAG and Reactor Facility Liaison Officers are shared between the NEAT and the ERAMG
  4. A Liaison Officer from the reactor facility that is having the emergency.

7.6.2.6 Public Information Management Section

The Provincial Emergency Information Plan (PEIP) details how the public information function shall be carried out, including provisions regarding the following:

  1. The PCEIO is responsible for the implementation of the PEIP and leads the Public Information Management Section (PIMS)
  2. The coordination of emergency information amongst individual ministry communications branches
  3. The flow of information between PEOC Command and General Staff and the PIMS to ensure that Command-identified public information issues are incorporated into the emergency public information messaging
  4. A two-way information flow to ensure that the PEOC is made aware of any communications issues that may affect the overall response
  5. The dispatch of provincial emergency public information Liaison Officers to local emergency information centre(s) as soon as the need for assistance arises and to ensure an appropriate level of coordination and provision of emergency public information
  6. The functions of the PIMS include:
    1. Issuing news releases and other public information products to the media on behalf of the province that describes the nature of the emergency and the measures that the province is taking to manage it
    2. Coordinating news conferences on behalf of the province and provide supportive documents for provincial spokesperson(s)
    3. Monitoring media, social media, and the public’s perception of, and reaction to, the situation and keeping the PEOC Commander and local Joint Emergency Information Centre (J-EIC) informed
    4. Identifying misinformation and countering it with verified and credible information
    5. Providing key messages and information to activated call centres.

7.7 Other Operations Centres

7.7.1 Unified Transportation Coordination Centre (UTCC)

The Ministry of Transportation (MTO) is responsible for coordinating the development, maintenance, and implementation of the UTCC, which may be a physical or virtual centre. Within the UTCC, the operations co-leads are the Ontario Provincial Police (OPP) and local police service of jurisdiction.

During a nuclear emergency, the UTCC takes direction from EMO for all operations related to the emergency itself. The UTCC is expected to act independently for resolving issues that arise from nuclear emergency related operations (e.g., an evacuation could cause traffic flow issues far from the affected NGS).

Plans, procedures, roles, and responsibilities for the set up, operation, and decommissioning of the UTCC shall be prepared in advance by UTCC members. Reporting and notification structures under which the UTCC shall operate shall be prepared in advance by UTCC members.

Further guidance on site-specific functions and responsibilities of the UTCC shall be detailed in the PNERP Implementing Plans and site-specific Unified Transportation Management Plan (UTMP).

The MTO is responsible for coordinating the development, maintenance, and implementation of all-hazards evacuation transportation management methodology and site-specific UTMPs for nuclear emergency response and recovery. The UTCC shall be the entity responsible for the implementation of the UTMPs for nuclear emergency response and recovery.

Each site-specific UTMP, shall:

  1. Identify decision-making authorities
  2. Identify the roles and responsibilities of each participating organization
  3. Identify notification, communication, and reporting structures and procedures
  4. Identify strategies and mechanisms that may be utilized to manage transportation aspects of evacuation and the transportation impacts in surrounding areas
  5. Ensure timely input to public direction and emergency public information processes.

Evacuation Time Estimate (ETE) studies shall be carried out by the operators of the Pickering, Darlington, and Bruce Power NGSs in collaboration with the province, , in order to inform the UTMPs developed for those sites.

7.7.2 Ministry Emergency Operations Centres

In accordance with the requirements of the PNERP, designated ministries shall set up Ministry Emergency Operations Centres (MEOCs) to carry out their respective responsibilities and to direct and co-ordinate provincial ministry actions (including their regional or area offices supporting the affected areas) according to the requirements of this Plan and the directions of EMO.

The Ministry of Health Emergency Operations Centre (MOH EOC) is responsible for managing the ministry response and coordinating health and public health sector actions according to the requirements of the Radiation Health Response Plan (RHRP) and in coordination with the PEOC.

The MOH EOC coordinates a network of health and public health accountabilities exercised out of departmental EOCs or co-located with local and municipal EOCs, as appropriate.

Key health and public health sector partners include:

  1. Public Health Ontario
  2. Ontario Health/Home and Community Care Support Services
  3. Hospitals
  4. Local public health units
  5. Paramedic services
  6. Regional health authorities
  7. Government of Canada, Health Portfolio EOC

7.7.3 Federal Government

7.7.3.1 Government Operations Centre

The Government Operations Centre (GOC) coordinates federal activities at the national whole-of-government level, including coordination of activities in support of the PEOC, when required.

Representation includes subject matter experts and LOs from federal/provincial/ territorial government departments and non-governmental organizations.

The GOC may include federal department representatives, based on the requirements of the response, who serve as the link between the GOC and their home institution. They provide knowledge of their home institution including roles, responsibilities, mandates, and plans.

7.7.3.2 FNEP TAG

Led by Health Canada, the FNEP TAG coordinates federal scientific and technical response capabilities and activities in support of the provincial and whole-of-government response. FNEP TAG representation includes subject matter experts from federal departments with nuclear emergency functions under the FNEP.

FNEP TAG Liaison Officers are deployed to the PEOC Scientific Section to serve as the link between the PEOC and the FNEP TAG. They facilitate requests for information and assistance from the province to the FNEP TAG, provide the PEOC with FNEP TAG products (e.g., plume and dose projection models, environmental monitoring data, advice relating to protective action recommendations) and clarify and resolve any technical questions related to FNEP TAG products.

7.7.3.3 Other Department-Specific Operations Centres

Other department-specific operations centres support their departmental roles and mandates and contribute to the integrated Government of Canada response through the GOC.

Some provincial ministries may have established working arrangements with their federal counterparts through these departmental operations centres in the event of an emergency.

7.7.3.4 The Federal Coordination Group and Public Safety Canada – Ontario Region

Coordination of the federal government emergency response activities in Ontario is managed by the Public Safety Canada Regional Office through the Federal Coordination Group.

This is distinguished from the GOC, as the Federal Coordination Group focuses on federal activities within Ontario, while the GOC focuses on the whole federal government.

The Federal Coordination Group is chaired by Public Safety Canada’s (PS) Ontario Regional Director and is supported by the PS Ontario Regional Office.

The purpose of the Federal Coordination Group is to:

  1. Facilitate federal coordination
  2. Provide the space and capacity for executive federal officials to assess an incident
  3. Plan the overall strategy of federal actions in response and recovery
  4. Receive strategic guidance and direction from senior/executive level decision makers via the GOC.

The Federal Coordination Group is normally the single point of contact between the PEOC and federal government operations during a major response within Ontario.

If, in a rapidly evolving situation requiring urgent coordination, the PEOC directly contacts the GOC, the PEOC shall also ensure that the Public Safety Regional Director/Office is kept informed of those communications.

The PS Ontario Regional Office will, when required, send a federal LO to the PEOC.

7.7.4 Reactor Facility

In the event of a nuclear emergency involving an Ontario NGS, the reactor facility shall make the necessary provisions to conduct their offsite responsibilities through their Emergency Operations Facility. Reactor facility responsibilities shall include:

  1. Provision of personnel to offsite provincial and municipal operations centres (e.g., reception centres)
  2. Provision of the necessary information and data to the PEOC as described in the applicable PNERP Implementing Plan
  3. The provision of equipment and personnel for offsite activities such as field monitoring, emergency worker safety with respect to sector safety status (as part of the NEAT), and personal monitoring (as part of EWC and MDUs).

For reception centres, EWCs and MDUs related to an emergency at the Fermi 2 NPP, EMO supported by resources from nuclear facilities in Ontario and Designated/Host municipalities, will support these centres.   

Further details of Reactor Facility responsibilities are found in Annex G .

7.7.5 Community or Municipal Emergency Operations Centres

The municipal emergency response is under the direction and coordination of the Municipal Emergency Control Group at its Emergency Operations Centre (EOC), which in turn receives information, support, and direction from EMO/PEOC.

Municipal EOCs should include representatives of appropriate municipal departments and local boards/regional organizations such as boards of health, social services departments, police services, fire services, paramedic services, public information services, and hospitals, or any other group the EOC determines advice and assistance is required from. Such groups shall provide staff as required for the various other emergency centres to be established.

EMO may deploy Liaison Officers (LOs) to municipal EOCs to act as a link, and to convey information, direction and access to resources.

Further guidance on the function and responsibilities of these centres is provided in the site-specific implementing plans.

7.8 Other Community/Municipal Emergency Facilities

7.8.1 Emergency Facilities

The structure of the municipal organization for undertaking emergency operations, including additional offsite emergency facilities, shall be defined in the municipal emergency response plans for incident site communities and designated/host Municipalities.

Additional offsite emergency facilities include:

  1. Reception Centre(s)
  2. Evacuation Centre(s)
  3. Emergency Worker Centre(s)
  4. Emergency Information Centre(s).

7.8.2 Designated/Host/Support Municipalities

Designated municipalities and designated host municipalities for each reactor facility are listed in Annex O . These municipalities are either in the vicinity of a reactor facility or act as a designated/host community for evacuees and as such must address the responsibilities presented in Annex O in their emergency management plans.

Nuclear emergency management plans for designated and host municipalities shall include provisions for the reception, care, and shelter of people (Section 8.10.5 ) and animals (Section 8.10.6 ) evacuated from their homes. Further, if the nature of the emergency is such that evacuees may have been exposed to a radioactive plume, these municipalities’ plans must also include provisions for accommodating the monitoring and decontamination function (see Annex O ).

Support municipalities may be specified by an Emergency Order (Section 8.6.3 ) and may be responsible for providing support and assistance to designated municipalities.