1. A collection of Community Emergency
Management data in Ontario
Community
Emergency
Management
Where do CEMCs “fit” within the
Municipal corporation?
Katherine Chapman

2. November 1, 2016 COMMUNITY EMERGENCY MANAGEMENT
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The intent of this inquiry is to look at the Community Emergency Management
Coordinator (CEMC) position as it resides in municipal structure.
Of the 444 municipalities in Ontario, 119 CEMCs and Emergency Management
professionals responded. In more detail, 21 upper tier communities and more than 80 lower tier
communities provided EM information regarding their position.

3. November 1, 2016 COMMUNITY EMERGENCY MANAGEMENT
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Table of Contents
Table of Contents................................................................................................................................................................................2
Introduction......................................................................................................................................................................................................3
The Report .........................................................................................................................................................................................................4
Across the Province...........................................................................................................................................................................4
Results.................................................................................................................................................................................................................6
Primary Community Emergency Management Coordinators .....................................................................................6
Chart 1..................................................................................................................................................................................................6
Community Emergency Management Coordinators.........................................................................................................7
Chart 2..................................................................................................................................................................................................7
Chart 3.................................................................................................................................................................................................8
Chart 4.................................................................................................................................................................................................8
Primary/Alternate CEMCs - Direct Report..............................................................................................................................9
Graph 1.................................................................................................................................................................................................9
Chart 5...............................................................................................................................................................................................10
Conclusion.......................................................................................................................................................................................................11
Data considerations...................................................................................................................................................................................12

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Introduction
The role of a Community Emergency Management Coordinator (CEMC) goes beyond
the moment when a large emergency takes place. The CEMC’s greatest efforts are mitigation,
preparation, planning and recovery actions that take place before and after an emergency.
While these elements are present during an emergency, response is the primary focus during
the height of an event. Through preparation, training, and strategic planning the CEMC
prepares the municipality for a variety of events.
A CEMC offers support and advice to the community, stakeholders, partners, and the
Control Group. They are a preparedness/mitigation device that prepares a community to
manage an event using best practices and tools by being organized and responsive, and
through engagement with non-government organizations (NGO) and community members prior
to an emergency. CEMC’s build relationships so gaps and learned lessons may find a resolution
or awareness.
Understanding Emergency Management (EM) and how EM is represented throughout
Ontario may provide a better insight into how we can support municipalities in their EM
programs, public awareness/education, and planning responsibilities.

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The Report
Accessing information regarding Emergency Management within Ontario was not as direct as
first considered. In order to accomplish this task, an email was sent to the Severn and Loyalist
sector Field Officer, Lisa Harvey, with the request that she distribute the email to her sectors.
On August 28th
of 2015 an email was distributed by Lisa Harvey (as created by Katherine
Chapman) to the Loyalist and Severn sectors requesting the answers to the following 8
questions:
1. Your name
2. Location: City/Town/County
3. Population
4. Are you the Primary CEMC or Alternate CEMC
5. What is your EM position title (ie Emergency Planner, CEMC …,)
6. What is your primary role (ie Clerk, Fire Chief, CEMC ..,)
7. Who do you report to: (ie CAO, fire Chief)
8. Other titles other than EM (Clerk, Fire Chief, EMS Chief, Public Works Director ..,)
All participants were asked to respond directly to the Emergency Planner for the Corporation of
the Town of Cobourg, Katherine Chapman. Contributors were made aware that the findings of
this report could be distributed to other participants.
Across the Province
In addition to the Severn and Loyalist Sector, an email went to the other Field Officers in
Ontario requesting that they distribute the questionnaire to their communities. As of September
30th
, 2015 the last entry was submitted and the information assembled into this document.
Upper and Lower tier municipal participants have been represented in the results of the
questionnaire. Limitations of the questions will be discussed later in this document. As of
September 2015 the following areas had contributed information:
At least one (1) submission from an upper or lower tier from the following areas had to have
been made in order to be included below.
- Niagara Region
- Durham Region
- Elgin County
- Essex County
- Lennox & Addington County
- Middlesex County

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- Northumberland County
- Oxford County
- Peterborough County
- Haliburton County
- Hastings County
- Lambton County
- Lanark County
- Simcoe County
- Leeds & Grenville County
- Parry Sound District
- Rainy River District
- Kenora District
- Muskoka District
- Nipissing District
- Thunder Bay District
Accumulating information from a wider area should allow for the creation of a truer depiction as
to how EM has been managed and represented within Ontario communities.

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Results
The questionnaire had been emailed to the Provincial Field Officers prior to September 1st
,
2015. By the 30th
of September, over 80 communities and 119 Emergency Management
professionals had contributed information.
Primary Community Emergency Management Coordinators
Chart 1
The first set of data refers to Primary CEMCs only. This chart does not look at alternate CEMCs.
The Green section
represents the
Primary CEMCs who
carry a primary role
as Fire Chief.
The Purple section
represents Primary
CEMCs who are not
Fire Chiefs but do
have a primary role in
something other than
Emergency
Management.
The Red section
represents Primary
CEMCs who work in
Emergency Management as their primary role.
The general perception seems to be that most Primary CEMCs are Fire Chiefs. It was an
interesting discovery to see that 60% of Primary CEMCs represented were in fact not Fire
Chiefs.
Primary CEMCs with a daily focus on Emergency Management was a surprise at 8%.
The impression had been that this number would be much lower however, as communities
continue to be aware of emergencies and risks continue to increase, having a designated
person assigned solely to the role of emergency management ensures that focus will be on a
single responsibility in an emergency, rather than multiple high-level responsibilities.
8%
40%52%
Primary CEMC
EM Only
Fire Chief
Other
Chart 1

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Community Emergency Management Coordinators
Chart 2
The information in chart 2 includes Primary and Alternate CEMC information. This chart
includes Emergency Management personal that have a CEMC or Emergency Management role
as their primary focus (not necessarily in the Emergency Operations Centre).
The Red section
represents Primary CEMC
with alternate roles (non-
emergency management on
a daily basis)
The Green section
represents Alternate CEMCs
with alternate roles (non-
emergency management on
a daily basis)
The Purple section
represents the contributors
that have Emergency
Management roles as their
primary focus.
On a daily basis, 80% of CEMCs have a primary role other than emergency
management. A frequent discussion surrounds the conflict between the primary position and
the role of the CEMC. Can double-hated positions “switch hats” easily in an emergency?
51%
29%
20%
Community Emergency Management
Coordinator
Primary CEMC
Alternate CEMC
CEMC as Primary title *Double
hat included
Chart2

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Chart 3
Managing an emergency should occur before, during and after an emergency. Focusing on the
20% from chart 2 that represents personnel focused solely on EM, chart 3 shows how many are
CEMC/A or neither. A combined 37% are not a Primary CEMC. This means that of those
employed to focus on EM on a daily basis, only
63% are Primary CEMCs.
The Purple section in Chart 3 represents
emergency management Professionals who do not
attend the Emergency Operations Center (EOC) as
a CEMC/Alternate. Although not in the EOC, these
professionals are focused day-to-day on emergency
management, public education and awareness,
planning, etc. and yet they are not in the position of
CEMC or alternate.
Depending on the manpower and expertize at the
municipality’s disposal, there may be a need to
have this position in the EOC. Should the Primary
EOC member or Alternate also have a second
Primary role (CAO, Fire Chief, EMS Chief etc.) it
may be suggested to use the available resources and have this position designated a role within
the EOC.
Chart 4
Previously, we discussed professions that had EM as an additional duty. Chart 4 represents
EM as the primary duty within the municipality. Of those with a Primary EM position,
approximately 54% have additional
duties. A secondary title for this
group include (but are not limited
to), health and safety officer,
Business Continuity, Risk Manager.
63%
29%
8%
Emergency Management
as daily role
Primary CEMC
Alternate
Other
Chart 3
54%
46%
Emergency Management
Professionals
Emergency
Management
professional with
additional duties
Emergency
Management
Professional only
Chart 4

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Primary/Alternate CEMCs - Direct Report
As the information was assembled the question of ‘who CEMCs report to’ provided a surprising
and revealing result. The diversity and flexibility of the direct report as well as the sectors
involved were surprising. Chart 5 and graph 1 demonstrate how diverse the ‘direct reports’
have been. With just under half of the primary/alternate CEMCs as Fire Chiefs, the CAO was
the most popular answer regarding to whom CEMCs report.
Graph 1
The positions that had only one response designating them as the Direct Report are not included in this
data.
0
10
20
30
40
50
60
Primary and Alternate CEMCs report Directly to:
*Only titles with multiple reports are represented
Graph 1

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Chart 5
The perception has been that
Emergency Management is linked
to Emergency Services (Fire,
Police, EMS). In collecting all of this
information, the realization that
(although there is a close
relationship), Emergency
Management is being seen as a
Corporate department is refreshing.
Emergency Management has to be
able to have access to all
departments to discuss the inherent
risks, gaps, strengths and
weaknesses that they each
possess.
In order to prevent, mitigate, respond, and recover, we must prepare. Preparation is an
effort that must be expended by all divisions and departments in order to return to normal
working function quickly.
20%
59%
21%
Divisions associated with
Direct Report
First responders
Corporation
Elected Official

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Conclusion
Most of us tend to believe that we can multi-ask effectively; however a designated EM
role will provide the focused outlook and support during, before and after an event. Recovery
considerations can begin shortly after the event has occurred; having someone keep the big
picture in sight may allow municipalities to return to ‘normal’ faster after an emergency. Through
a strong emergency management program a municipality may engage the public, thereby
building trust and understanding of what to do in an emergency event. By encouraging and
educating the public, we provide them with a sense of control in a time where chaos could reign.
Emergency Management is in its infancy in Ontario. We can only improve. With collaboration,
training, education and experience, municipalities in Ontario will continue to reach new
milestones. Proactive planning and awareness joined with existing reactive (response)
programs strengthen a community’s resiliency and preparedness.

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Data considerations
The response to this project was good. Out of 444 municipalities (upper and lower tier)
119 responses were received.
Although prior knowledge of specific departments was known (number of employees in
Emergency Management roles, etc.), only submitted information was included.
In hindsight, questions relating to:
- where the emergency management office is located
o (Fire Hall, Town Hall, Home office, etc.),
- Proximity of the EM office to the main EOC
- Income
o Salary vs Hourly, Union/Non-union, income range
- What connections to business continuity, risk management, or health and safety does
the position have, if any?
- As the CEMC do you manage the EM program or does another entity manage the
program for you?
o (Upper tier, outside contract)
could have provided a clearer picture of emergency management and highlighted the strengths
and weaknesses impacting Community Emergency Management Programs in Ontario.