health-plan

ANNEX C

MUNICIPAL Emergency Health Response Plan

TOWN OF GRAND BAY-WESTFIELD

NEW BRUNSWICK

Page

Table of Contents	2
Declaration of Agreement	4

EMERGENCY HEALTH RESPONSE PLAN

1.	Authority and Reference ______________________________________________________________	5
2	Scope _______________________________________________________________________________	5
3.	Situation ____________________________________________________________________________	5
4.	Phases ______________________________________________________________________________
	4.1 – Mitigation _______________________________________________________________________	6
	4.2 – Preparedness ____________________________________________________________________	6
	4.3 – Response _______________________________________________________________________	6
	4.4 – Recovery _______________________________________________________________________	7
5.	Occupational Health and Saftey ________________________________________________________	8
6.	Legal Considerations _________________________________________________________________	8
7.....	Response / Alerting ___________________________________________________________________
	Activation criteria / triggers _________________________________________________________ Stages of Activation ______________________________________________________________	9 9
8.	Essential Services ____________________________________________________________________
	- Managing Ill Staff ___________________________________________________________________ - Continuity of Services ________________________________________________________________	10
	a. Municipal ___________________________________________________________________ b. Businesses ___________________________________________________________________ c. Municipal Service Priorities ______________________________________________________	11 11 11
9.	Immunization _______________________________________________________________________	11
	- Immunization Site Selection ____________________________________________________________ - Alternate Care Facilities ______________________________________________________________ - Registration/Reception Center __________________________________________________________ - Security ___________________________________________________________________________ - Traffic ____________________________________________________________________________ - Temporary Morgues __________________________________________________________________	12 12 12 12 12 12
10.	Communciations Plan ________________________________________________________________	12
11.	Recovery ___________________________________________________________________________	12
	- Purpose ___________________________________________________________________________ - Operations _________________________________________________________________________ - Key Tasks _________________________________________________________________________ - Impact Assessment ___________________________________________________________________ - Resource Management ________________________________________________________________ - Public Information Management ________________________________________________________ - Withdrawal of Services _______________________________________________________________ Appendix - List of acronyms - Appendix “A” – Public Information Plan - Appendix “B” - Municipal Service Priorities	12 13 14 14 14 14 15

Annex C

EMERGENCY HEALTH RESPONSE PLAN

DECLARATION OF AGREEMENT

FOR THE MUNICIPALITY OF GRAND BAY-WESTFIELD, NB

Approved by EMO		_________________
		Director

Date		_________________

Approved by Mayor and Council		_________________ Sandra Gautreau Town Manager/Clerk

		_________________ Grace Losier
		Mayor

		_________________
		Date

1....	AUTHORITY & REFERENCE
	This plan is an extension of the Town of Grand Bay-Westfield Community Emergency Prepareness Response Plan, therefore authorization to inact this plan is referred to in Section 4 of the said plan. This plan has been developed with the direction provided in Appendix D of the New Brunwsick Pandemic Influenza Plan.
2.	SCOPE
	Major health emergencies encompass naturally occurring and/or deliberately caused events. This Health Emergency Response Plan is consistant with Health Canada, Provincial and Municpial policies and response plans. This plan encompasses the Town’s roles and responsibilities with regard to:
	1. maintaining municipal infrastructure services
	2. assisting the Department of Health as required
	3. fulfilling requirements as laid out in Appendix D.
	The Department of Health will lead the response in terms of influenza surveillance, vaccines and anti virals use, clinical services and public health measures. Communities will lead in the area of maintaining their essential services (business continuity) and provide assistance or support to the district Medical Officer of Health and Regional Health Authority.
3.	SITUATION Major health events, whether caused by nature, accidents or deliberate criminal and terrorist acts pose health risks to Canadians. Highly resilient varieties of age old ailments, as well as virulent emerging pathogens, are prevelant throughout the world. Their spread has been expedited by increasing antibiotic and drug resistance, globalization, modern medical practices, urbanization, climate change and intravenous drug use. Diseases also continue to naturally mutate and cross over between the animal and human population. Further, the growing bio-engineering industry and associated routine shipments of agents have the potential to trigger events. The growing gobal threat of bio-terrorism poses a different, yet very serious related risk, with the potential for mass casualities. Depending on the disease and/or biological agent, just one case could be considered a serious health emergency, requiring an immediate response. The province’s population, as well as the Town’s employees, are vulnerable during health emergencies.
4.	PHASES
	4.1 – Mitigation
	Develop a municipal emergency response plan Develop coordinated response procedures to support agencies such as Department of Health and Regional Hospital Authoirty as required. Review local, provincial and federal laws and regulations, and municipal bylaws, involving public health emergencies. Interpretation may be required as conditions, laws and regulations may not reflect contemporary public health emergencies, practices and requirements.
	4.2 – Preparedness
	Review and update the emergency response plan Acquire and maintiain personal protective equipment Train personnel on protective equipment and procedures Review emergency notification procedures and lists of key personnel, including subject matter experts Review assignments of all personnel and department priority services.
	4.3 Response
	Response to a health emergency falls under the guidance and request of Public Health and assistance may be required by the municipality in the flowing areas. Public Order - Maintian order and manage crowds if requested for the following situations: convergence upon medical facilities by victims (persons actually exposed or suspect that they have been exposed, and family members) convergence upon casuality collection points, vaccination/treatment centers and medication distribution points. Security – The Royal Canadian Mounted Police shall provide or coordinate the provisions of security if requested for the following: Site Security. Security of the impacted population and affected area, controlling access; Medical Facility Security. Security of treatment sites, medication distribution points/storage/processing facilities and temporary morgues; Transportation Security. Security and escort of medications shipments; Protective Security. Security of health care workers and first responders so that they can carry out their responsibilities Isolation and Quarantine. Enforcement of quarantine is a police responsibility Law Enforcement. If an intentional act is suspected, a criminal investigation will be required, conducted jointly with public health officials Evacuation. Evacuation of an area may be required. Mass Casualty. Public Health officials will need to decide how to collect, store and dispose of the dead in a manner that will protect the population, while respecting the dead. Public Information. There is a need to rapidly disseminate an authoritative, accurate message to prevent panic and maintain public copperation.
	4.4 – Recovery
	Recovery consists of measures and actions taken to repair and restore communities after an emergency.
	Attention to be given to the physical and psychosocial effects to the population Responsible for reconstruction of infrastructure or the provision of personal support services including Critical Incident Stress Management (CISM).
5.	OCCUPATIONAL HEALTH & SAFETY
	First responders, because of the nature of their responsibilities are at a higher risk than the general population during health emergency events. However, the Town of Grand Bay-Westfield will take every precaution to limit the exposure to all staff, allowing them to effectively carry out their responsibilities, first responders and dependant on the nature and degree of severity of an event, all staff may be provided: preventative awareness training from public health officials on a particular disease and/or biological agent; priority access to medications/treatments; and/or personal protective equipment.
	B * Subsequent Wave(s) * Receive notification from District MOH * Notify Mayor and Council * Activate or escalate activation of EOC as required
6.	Legal Considerations
	Response to health emergencies will involve various legal considerations, as follows:
	a. Emergency Measures Act Dependant on the nature and degree of the event, this Act may be invoked and regulations passed by Order in Council prescribing the enforcement of temporary measures and restrictions on public activities and travel;
	b. Federal Quarantine Act Health Canada is the authorized federal department to respond to the Act. If requested the RCMP, via a Health Canada/RCMP MOU, will provide enforcement assistance. The police service of jurisdiction is then responsible to respond.
	c. Provincial Acts/Regulations Quarantine is a period of voluntary or enforced detention, restricting freedom of movement, for persons that may have been exposed to a reported disease. Normally the period of time will not be longer than the longest period of communicability of the disease.
	d. Public Health Act of NB
	A medical officer of health or a public health inspector may invoke this Act where he/she is of the opinion, upon reasonable and probable grounds, a. that a health hazard exists, and b. that the requirements specified in the order are necessary to prevent or decrease the effect of or to eliminate the health hazard.
7.	Response and Alerting
7.1	Criteria/triggers for EOC Activation
	in the event of a Health Emergency the Department of Health will monitor the progression of the disease in conjunction with the Public Health Agency of Canada and the World Health Organization. Municipalities will activate their plans based on direction from the Department of Health, Provincial Emergency Measurers and in response to the needs of their jurisdictions.
7.2	Stages of Activation
	Upon receiving the information as per 6.1 and in consultation with the Department Heads, the Director or Deputy Director may decide to activate any of the following stages listed below as required:
	First Stage: is activated by information attained in the Initial Alert. The Director, Town Manager and Department Heads will be requested to report to the Emergency Operations Center (EOC). Second Stage: is activated once declared that further action is to be taken by the EOC. The remaining EOC personnel will be requested to report to the EOC. The following are actions to be taken during the Second Stage: Director shall: Brief EOC personnel of the situation Review precautions to be taken and self help guidelines Review contingency plans for all services Review procedure for Declaration of Local State of Emergency Public Information Officer shall: Establish communications with the MOH, RHA and Provincial EMO. Coordinate arrangements for the distribution of self help information to the public Prepare Q & A information fact sheets for administration staff to assist with responding to the public. Municipal Staff: Department Heads will provide self help guidelines to staff and families. Review mutual aid agreement and make necessary contacts Third Stage: Assembling and briefing of Mayor and Council. Fourth Stage: Declaration of a local state of emergency, if required. Fifth Stage: De-escalating the EOC operations. SixthStage: Recovery and CISM Seventh Stage: Closure of EOC and operations.
8.	Essential Services
8.1	Managing Ill Staff
	An event of this nature may have an impact of Town Staff, volunteers and first responders. Persons may be impacted by the health emergency as victims or contacts and may have to be quarantined, which may impact on the capabilities and capacity of the Town to respond. The following actions should be taken to prevent the spread of a disease: a. send employees home if they are ill and tell they to stay home for a minimum of 24 hours after symptoms have completely disappeared. b. follow the advice of public health c. provide self help information d. backfill key positions e. reduce interaction with customers f. provide services for cutomers via alternate means such as, writing, fax, email or telephone. g. postpone meetings where possible or keep them short h. create buffer zone of 3 feet between persons i. provide necessary equipment to key personnel to be able to work from home.
8.2	Continuity of Services a. Municipal While protective measures may slow the spread of disease, the absenteeism may still be very high: consequently the Town may not be able to provide every municipal service and therefore must prioritize its services. Critical services will be kept operating at all times even if at a reduced level. Non-critcial services may be suspended and resource reassigned to critical services. All department heads have prioritized the services they provide and have been attached as appendix to this document. Public notification will be done to residents of the changes or reduction of municipal services. Where necessary staff will be cross trained in order to continue critical services such as administrtative functions. Municipality must manage and track the financial costs associated with such an event for reimburshment of eligible costs.
	b. Businesses During a significant health event small businesses may suffer loss of customers as the public will be cautious about visiting public places, as well will suffer a reduced staff levels affecting their operations. Discussions are to take place with the Town’s local businesses with regard to a cooperative effort between the businesses to be able continue the supply of much needed supplies to the public.
	c. Municipal Service Priorities
	During a significant Medical Health event, the services of the Municipality may be affected to the point where some services are either delayed or completely suspended due to a shortage of personnel and staff required to perform additional tasks. Therefore each Department of the Town has prioritized the services that it provides and how the service will be affected during such an event. Attached in Appendix “B”.
9.	Immunization The Town of Grand Bay-Westfield, under Appendix D of the Province of New Brunswick Plan will be required to support the emergency response of the Province, Public Health and the Regional Health Authorities. The Department of Health is responsible for coordinating triage sites, extra medical personnel and required medications. Site Selection Location The Department of Public Health shall designate an appropriate location as the site for mass immunization. Within our Community various schools may be used depending on the number of population to be immunized over a given period of time. Alternate Care Facilities Due to the significant number of persons to be immunized the Medical Clinic or the River Valley Community Center (arena) within the municipality may be used. Registrations/Reception Shelters Should the need arise to hold reception/registration shelters the various churches or schools within the Municipailty may be used and set up in conjunction with the Red Cross. Security / Traffic The RCMP shall maintain their present Policing presence/responsibilities as resources permit. Morgue Facilities Should the event create the need for Morgue facilities, the Town has made arrangements to use the River Valley Community Center (arena) .
10.	Communications Plan The Public Information officer Group shall follow the established Communications Plan as per attached in Appendix “A” of this plan.
11.	Recovery - Purpose Recovery consists of measures and actions taken to repair and restore communities after an emergency. Recovery may also include some mitigative actions. Typically recovery focuses on the physical and psychosocial effects that arise as a result of an emergency; however, in a medical health emergency the primary impact will be on people not infrastructure and will therefore need to be heavily structured to deal with the psychosocial aspects. To carry out their duties effectively following an emergency, recovery workers, whether they are responsible for reconstruction of infrastructure or the provision of personal support services, will be dealing with one common element - the people affected by the event. A number of resources are available to help individuals to adjust after an emergency experience. These resources can include: • Family and Friends • Critical Incident Stress Management (CISM) Professionals and Programs • Health Care Professionals • Wellness Programs • Grief Counselors • Clergy • Employee and Family Assistance Programs • Volunteer agencies (e.g. Canadian Red Cross) Recovery Operations The management of the recovery process must be flexible. There are some management approaches and practices; however, that are common to most emergencies. Typically, management of the recovery process will involve two separate, but interdependent, streams: • management by each agency of its own programs • coordination between agencies to ensure those services are integrated An early response is essential to successful recovery management. Close liaison with the relevant response agencies and those affected is essential. Effective and regular liaison between the emergency management agencies at the planning stage will increase the likelihood of success at the time of the event. The key objective for recovery operations is to provide necessary recovery measures and programs to affected individuals, families and the community as a whole, at the appropriate times, so that recovery takes place as quickly and effectively as possible. Key Tasks There are a number of key management tasks that may need to be undertaken in meeting this objective. These include: • impact assessment • resource management • public information management • withdrawal of services Other issues related to these tasks from a recovery management perspective include the allocation of tasks, setting of priorities and ongoing monitoring of the recovery process. Impact Assessment One of the critical factors in the management of an effective recovery program is to gain early, accurate information about the impact of the event upon individuals and the community. To determine service, staffing, resource and general recovery requirements it is necessary to obtain an early but full assessment of the emergency and the needs of the community. This will include information such as: • the number, location and circumstances, including ethnicity, of affected people • the extent to which essential services have been disrupted, etc. Resource Management Provincial/Territorial, regional/district and local recovery plans should provide details of agency responsibilities regarding the provision of resources for recovery management purposes. There are also a number of areas that may require specific attention from the recovery manager's point of view. These include staffing, the use of volunteers, donations management, to name a few. Public Information Management One of the key elements of emergency recovery is effective public information management. The media profile given to most emergencies, particularly those on a large scale, means that public and political interest in the recovery process will generally be high. In addition there is a need for adequate information to be provided to affected individuals regarding the effects of the event and the availability of recovery services. It is critical that regular and accurate information be provided regarding such things as the type and availability of recovery services, and any other relevant information. There is a range of mechanisms for providing information to the public. These may include local newsletters, press releases, use of the various electronic media and public meetings or forums. Withdrawal of Services One of the last significant tasks to be undertaken in any recovery management process is that of the withdrawal of services. While the emphasis of any recovery program should be on community involvement and self-management, the cessation of formalized support services from outside agencies will nevertheless be a critical time in the affected community’s recovery. Experience has shown that a gradual handover of responsibilities to local agencies and support services is most effective. It may also be timely for some sort of commemorative event to symbolize the end of the recovery program and the renewal of the community. This can be achieved through such events as tree planting ceremonies, street theatre, church services and a range of other activities that involve the entire community and give a positive focus to the end of the recovery program. Appendix: List of acronyms Appendix “A” – Public Information Plan Appendix “B” – Municipal Service Priorities

Grand Bay-Westfield Emergency Measures Organization

Communications Plan

EMERGENCY MEASURES ORGANIZATION

Communications Strategy

for

Municipal Emergency Health Response Plan

APPENDIX “A”

TABLE OF CONTENTS

page

Background ___________________________________________________________________________	3
Purpose _______________________________________________________________________________	3
Role of the Public Information Officer (Delegate) _______________________________________	3
Goals __________________________________________________________________________________	3
Responsibilities of the Public Information Office _______________________________________	3
Ongoing Evaluation of Communication Effectiveness __________________________________	5
Procedure for Returning to normal operating mode ___________________________________	5
Evaluation ____________________________________________________________________________	5
Event Debriefing ______________________________________________________________________	5
Plan Review ___________________________________________________________________________	5

Background:

Crisis-related events are marked with uncertainty, confusion and a sense of urgency. Communication is a critical component of the Town of Grand Bay-Westfield’s Emergency Measures Organizations’ response before, during and after an event.

Effective communication helps to guide municipal staff, emergency service volunteers and their families, the public, the media and other stakeholders in responding appropriately to a health emergency in compliance with public health measures.

Purpose:

To provide a strategic framework of effective internal and external communication approaches in support of identified lead agencies.

During a time of crisis the public looks for and expects important and helpful information to be immediately provided whether proactively or reactively.

Role of the Public Information Officer (or delegate)

The EMO Public Information Officer (or delegate) is responsible for leading, managing, coordinating and handling media inquiries, briefings and news conferences and liaising with key spokespersons.

Goals:

1. To develop and distribute factual and timely information before, during and after an event.

2. To ensure key messages are consistent and delivered to all intended audiences.

3. To sustain the communication effort over an extended period of time

Responsibilities of the Public Information Officer (Alternate):

1. Establish communications with the Department of Health, Regional Health Authority and the Provincial Emergency Measures Organization.

2. Coordinate the distribution of self help information to the public.

3. Prepare Q & A information fact sheets to assist Town administration staff with responding to the public.

4. Attend any meetings that relate to the impending event held by local, provincial and or/federal health agencies

5. Communicate with the Town Manager re municipal communication needs such as posting information to internal and external web sites.

6. Create and maintain communication contact lists

7. Monitor on-going media coverage of the event

8. Regularly provide updates for the Town’s website and ensure that important
links to other related sites are available via the Town Web Site.

9. Provide coordinated Public Health/Grand Bay-Westfield information to the residents relating to services where both Public Health and the Town are involved. I.e. vaccination sites/schedules, closure of public buildings by Public Health, etc

10. Develop a variety of media tools i.e. media lines, news releases, public advisory and media advisory templates, backgrounders, questions and answers, fact sheets and press conference/media briefings guidelines to be used for communication with internal and external audiences/partners/stakeholders.

11. Participate in meetings, teleconference calls, email correspondence to help clarify roles, avoid duplication of efforts and ensure accurate and consistent messaging.

Depending on the event the following may be done as needed:

1. In conjunction with the Town Manager, develop a standard letter template explaining to residents and stakeholders what to expect regarding any temporary disruption to the Town’s usual delivery of services.

2. Coordinate communication efforts within the community and provide content input and feedback.

3. Develop a mass mail out outlining quick facts and tips on emergency preparedness

Ongoing Evaluation of Communication Effectiveness

Monitor ongoing comments and feedback made through newspapers, radio stations; television and the town’s website
Measure the effectiveness of communication messages and tools by surveying town staff, stakeholders and partners to gauge current awareness of the event.

Procedure for Returning to Normal Operating Mode

The decision will be made by the Director, EMO in consultation with Public Health, Mayor & Council, the Town Manager in conjunction with Department Heads and the Director, NB EMO.

Issue a public advisory of the Town’s departmental capacities and graduated return of service levels to help guide public expectations
Return to regular operations

Evaluation

The Public Information Officer and Alternates will meet within 72 hours after a medical emergency event to evaluate their role and effectiveness.

Event Debriefing

All public information officers will be asked to participate to determine effectiveness and possible improvements.

Plan Review

This plan will be reviewed on an annual basis by the public information officers.

Grand Bay-Westfield Emergency Measures Organization

Municipal Service Priorities

EMERGENCY MEASURES ORGANIZATION

Communications Strategy

for

Municipal Emergency Health Response Plan

APPENDIX “B”

FUNCTIONS/SERVICES PRIORIZATION

5 CATEGORY SYSTEM

PRIORITY	DEFINITION	TIME FRAME
1	Critical Services	< 24 hrs
2	Preferred Services	24 – 48 hrs
3	Interrupted Services (Temporarily Suspended)	3 – 7 days
4	Interrupted Services (Suspended)	1 – 4 weeks
5	Suspended/Shutdown Services (Until crisis is resolved)	> 4 weeks

TOWN OF GRAND BAY-WESTFIELD

FRONT OFFICE

ADMINISTRATION OFFICE

Payroll	Priority 1
Admin. Services Re: Crisis	Priority 1
Accounts Receivable	Priority 4
Accounts Payable	Priority 4
Counter Services	Priority 4
Legislative Services	Priority 4
General Office Duties	Priority 4
Operational Functions	Priority 4
Fiscal Services	Priority 4

Fire Department

Emergency Health Response

Business Continuity Plan

Introduction

It is recognized that the operations of the Grand Bay-Westfield Vol. Fire Department could be significantly affected should a health event, such as a Pandemic Outbreak, occur. This plan outlines how the cores services which the Grand bay-Westfield Vol. Department provides, would continue to deliver in the event of a significant health event in which the membership resources were depleted by 25% or more.

The Department recognizes that its members may be absent from service due to personal illness or their family members being ill and they are needed home and therefore not available for operational needs.

Service Delivery Strategies

The Department operational component relies heavily upon sufficient numbers of members to be able to provide its services to the public.
As the impacts of infectious disease increases and the level of member’s decreases consideration must be given to the reduction of service as a means of protection for the health members available.
Considering the structure of the department, once the absentee rate of Active First Responders reaches 25% responses to medical calls may be suspended and subsequently shifts will also be suspended. This decision will be based upon who of the membership is affected by the disease.
Once the absentee rate for the Department reaches 35% consideration will be given to cancellation of training nights and any scheduled meetings as a means of protecting the available healthy members.
The Department shall replace its full time staff as needed and when possible.
Consideration to the overall operations must be given to the potential burn out of the healthy members available for response.

The Department shall utilize its Mutual Aids agreements with the neighbouring departments are required. Depending on available members an automatic mutual aid response shall be implemented.
Once the absentee rate reaches above 35% consideration is to be given to station lock down, with exception to firefighters. No public access allowed.
At above 35% consideration will be given to cancellation of public relations calls such as flooded basements, electrical problems, or calls for service.
Should it become necessary to change the Department Operations Public Service Announcements (PSA’s) will be prepared addressing the changes and forwarded to the Town Office to be sent to the media contact.
The decision to enact any of the listed strategies will be authorized by the Chief or Deputy Chief.

Membership Safety and Well Being

Communications shall be developed to encourage all members to receive the vaccine should one be available.
Internal communications on important notices and information shall be placed on the Department web site, through email, voice mail and posted on the bulletin boards or in individual member mail slots.
All members having direct contact with the public will be provided a supply of protective masks and surgical gloves or other PPE that may be necessary.
Hand sanitizer and disinfectant wipes shall be supplied to various locations within the stations.
All members that become infected with the disease or are unavailable to response due to family illness are to advise the Chief or Deputy Chief, in order to evaluate the status of Department Operations.

RECREATION DEPARTMENT

SERVICES INVENTORY

2010

Broken down by season:

Winter (November to April) Prioritization

1.	Centrum; schedule, operation and maintenance ______________________________________	1
2.	Lions Building; schedule operation and maintenance _________________________________	1
3.	Janitorial contract ___________________________________________________________________	3
4.	Assist with Winter Special Events ____________________________________________________	5
5.	building supplies purchasing _________________________________________________________	3
6.	summer season planning _____________________________________________________________	4
7.	Facility Supervision __________________________________________________________________	2
8.	Ball Field Applications _______________________________________________________________	4

Summer (May to October)

1.	Municipal Heritage Trail, operation and maintenance _______________________________	2
2.	Ball Fields (3), schedule, operation and maintenance ________________________________	2
3.	Playgrounds (3), operation and maintenance ________________________________________	2
4.	Tennis Courts (3), operation and maintenance _______________________________________	4
5.	Unity Park, schedule, operation and maintenance ___________________________________	3
6.	Southwood Park, operation and maintenance _______________________________________	4
7.	Westfield Beach/Wharf, operation and maintenance _________________________________	4
8.	Visitor Information Center, maintenance ____________________________________________	4
9.	Pamdenec Place and Brookside Park, maintenance _________________________________	4
10.	Cenotaph, maintenance _____________________________________________________________	4
11.	Westfield Cresent Park, maintenance ________________________________________________	4
12.	Village Green, maintenance _________________________________________________________	4
13.	Mowing Contract ___________________________________________________________________	3
14.	IPM Services Contract ______________________________________________________________	4
15.	Ball field Lining & Dragging Contract _______________________________________________	4
16.	Assist Summer Special Events _______________________________________________________	5
17.	Community Group Registration ______________________________________________________	5
18.	Facility Supervision _________________________________________________________________	2
19.	Casual and Summer Student Supervision ____________________________________________	3

Daily/Weekly Services

1.	Community Center Schedules (2) ___________________________________________________	2
2.	Facility Booking Requests __________________________________________________________	3
3.	answer phone calls and e-mails _____________________________________________________	2
4.	administrative duties _______________________________________________________________	3
5.	Recreation Information phone line __________________________________________________	4
6.	Centrum Sign _______________________________________________________________________	4
7.	Issue Community Center Keys _______________________________________________________	2
8.	coordinate with contractors _________________________________________________________	3
9.	building controls ____________________________________________________________________	1
10.	Review Facility Reports and attendance _____________________________________________	2
11.	Monitor Community Programming __________________________________________________	5
12.	miscellaneous tasks as required _____________________________________________________	3

DEVELOPMENT OFFICER SERVICE PRIORITIES

Priority Service Delivery Timeframe

1.	Critical Services < 24 hrs Works Department assistance Emergency Measured (EMO) Alternate
2.	Preferred Services 24-48 hrs Zoning Enquiries Sign permits Complaints
3.	Interrupted (Temporarily) Services 3-7 days Building Permit Applications By-law Compliance review Building Permit Inspections Monthly Reports to outside agencies
4.	Interrupted (Suspended) Services 1-4 weeks Subdivision Applications Committee Meetings Planning Advisory Committee Applications Variances Discretionary Uses Similar & Compatible Uses Non-conforming uses By-law Enforcement
5.	Suspended/ Shutdown Services > 4 weeks By-law Amendments Municipal Plan Review

WORKS DEPARTMENT