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In September 2010, I finally decided to write a letter to Senator Kenny (then Chair of the Senate Standing Committee on National Defence and Security – you know the group who wrote honestly about the state of Canada’s readiness in the face of emergencies / disasters in 2004 and again in 2008) about my concern about JEPP reduction in funding – I also cc.’d the Minister of Public Safety and the opposition critics on Public Safety.

Although there was more grim news and other reductions as part of Public Safety Canada’s strategic review, I chose to focus on the JEPP issue fearing that if I launched three balls I might overwhelm the catcher. I never received any word back from our elected officials, but did receive a message from Senator Kenny many months later (he had taken ill).

Emergency Support Structures Next, elements run through the “foundational 4.” Regardless of the type of emergency and action necessary, the ready organization has: 1) a management structure ready to meet the challenges and requirements of emergency response. (Incident Management); 2) a specially designated work place from which this management structure can manage those out-of-the-ordinary requirements, allocate and request resources, assign and monitor tasks, and communicate across the organization and to external partners and stakeholders, quickly and effectively (Emergency Operations Centre); and 3) a notification scheme capable of reaching all of the organization’s members in near real time to alert them as to what action they must take now, to keep them apprised of the situation as it changes or improves, and to give them a timely “all clear” and re-entry instructions post incident (Warning / Alert System).

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Posted in All-Hazards, Canada, disaster management, Emergency Management, Healthcare, Incident Command, Mitigation, Planning, Preparedness, Recovery, Regional Health Authority, Response with tags disaster, emergency, health, Healthcare, management, Program on October 11, 2008 by Guy Corriveau Intent I was the founding Director Disaster Management for the Winnipeg Regional Health Authority (WRHA) from August 2002 to April 2008.

During this time, I was given an opportunity of privilege to establish from the ground-up a Disaster Management Program, and a number of other initiatives including (but not limited to) the conduct of a region-wide hazard assessment and vulnerability analysis, the implementation of an area-wide Incident Command System, the development of a Regional Disaster Operations Centre, the design of standardized plans and guidelines templates and documents, the conceptualization of a mass alert / notification system, the integration of disaster management into all aspects of healthcare (particularly in the area of patient safety), and the visioning of the inclusion of disaster management as a core competency in provincial physician and nursing schools.

It would be unfortunate, I believe, if my experiences as founding Director Disaster Management for the WRHA went unrecorded or unshared.

Developing a Disaster Management Program is a daunting task, made all the more challenging in an organization which never had a formalized emergency management program, where every task I undertook involved breaking new ground, and in an environment of public health funding and competing health Programs.

I recall, in particular, the City of Richmond and the Ontario Association of Emergency Managers stepped up with the publishing of their public objections.

As a University Campus Emergency Planner, the JEPP funding cuts did not directly impact my community, but as an emergency manager, I was, along with my regional and municipal counterparts, dismayed.

The City of Winnipeg is home to industry, agriculture, and manufacturing and is recognized as a major international rail, ground, and air transportation hub.

It is built at the forks of two mighty rivers that rise yearly in the spring.

For example, in North America (generally), an “emegency” may be declared at any jurisdictional level once that level’s capability to deal with the event has been exceeded.

Because of the prevalent use of the word emergency in legislation and statutes, professional circles and associations world-wide, let us agree to use the term from now on in our discussion and thoughts on the topic of disruption of routine, and all-hell breaking loose. The most recent accepted definition in the field of professionals is “the managerial function charged with creating the framework within wich “communities” reduce vulnerability to hazards and cope with disasters.” In the context of my experience, I would formalize this function and further characterize it by activities that are intended to : a.

In it he stated: Thank you for your correspondences and I would like to take this opportunity to thank you for your vigilance in ensuring the government takes action on the lack of funding in place for our Joint Emergency Preparedness Program.

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