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Emergency Preparedness Protection civile Canada Canada
1 rr v1%11.J1iv1 99 - SUMMARY RECORD r your information is a copy of the subject Summary Recorc .s are provided in the form and language as supplied by the 1 Emergency Preparedness Protection civile Canada Canada Ottawa, Ontario K1A OW6
6003-3
1 June 1999
Distribution List
Y2000 CONSEQUENCE MANAGEMENT WORKSHOP 13-14 APR 99 - SUMMARY RECORD
Enclosed for your information is a copy of the subject Summary Record. Copies of presentations are provided in the form and language as supplied by the presenter.
M. Braham EMERGENCY PREPAREDNESS Director CO1ADA Emergency Programs & Exercises 991-7070 • Enclosure: 1 EDiNIONTU,', f-,LEERI'A Distribution List
ICC Members Provincial/Territorial EMO Directors NCPG - MGen A. Forand (4 copies) 1 , JTFHQ - Col J. Calvin (4 copies) TBS - Mr G. MacKenzie : .. . • Ms K. Meloche - Kahnawake, QC (itii-E i►Pt1 _ .. ,. Ms R. Vant - St John Ambulance Mr W. Alexander - St John Ambulance Brigade Mr D. Shropshire - Canadian Red Cross Society Ms M. Gauthier Richardson - Canadian Red Cross Mr J. Ferguson - Salvation Army Mr J. Howard - Adventist Disaster Relief Association Inspector L. Babin - RCMP HQ EPC Executive Director EPC Director General Readiness & Operations EPC Director Communications EPC Regional Directors
Canadi w Y2000 CONSEQUENCE MANAGEMENT WORKSHOP
Canadian Emergency Preparedness College 13-14 April 1999
AGENDA
Subject -Speake
1. Opening Address EPC/ED
2. National Contingency Planning Group- NCPG Presentation followed by discussion
3. Government Communications Strategy TB
4. Federal Civil Consequence Management Planning
Overview EPC/DEPE
Reports by Emergency Support Function ESF Dep'ts Departments followed by Discussion
• ESF Discussion Period
5. Provincial/Territorial Consequence Management Planning
Reports by each Provincial/Territorial EMO EMOs
EMO Discussion Period
6. Non Government Organization Consequence Management Planning
Reports by the Red Cross, Salvation Army, NGOs St. John Ambulance, & the Adventist Disaster Relief Agency followed by Discussion
7. Military Y2000 Planning
Operation Plan ABACUS JTFHQ followed by Discussion
8. Identification of Areas of Concern Requiring All Further Effort and Discussion
9. Closing Remarks EPC/DEPE 0 1.
Y2000 CONSEQUENCE MANAGEMENT WORKSHOP
Canadian Emergency Preparedness College 13-14 April 1999
SUMMARY RECORD
Purpose and Objectives The Workshop was held to verify the state of National Y2000 Consequence Management preparations by: o discussing the current national Y2000 risk assessment; D addressing the current state of federal civil preparedness, and the linkages among Operation ABACUS and preparations at the provincial and territorial level; D addressing the current state of preparedness of the provinces and territories, and linkages with Operation ABACUS and federal preparations; D address the cm-rent state of Canadian Forces preparations; and o identifying inter-, and intra-jurisdictional issues requiring further collective action.
Participants A total of 72 individuals participated in the Workshop, comprising representatives of emergency measures organisations from ten of thirteen provinces and territories, 24 federal departments and agencies and four volunteer agencies. A list of participants is attached .
Conduct of the Workshop The workshop consisted of opening remarks by the Executive Director of EPC, a series of presentations on each of six main topics linked directly to the purpose and objectives, followed by discussion, and closing remarks that summarised the issues which will require further collective action.
Summary of Issues to be Addressed o A willingness on the part of a broad spectrum of the community to contribute to, and participate in, the NCPG Validation Exercise DOMINO in September. This exercise, based on the latest risk assessment, will allow participants an opportunity to test and evaluate their contingency plans within a scenario that should give some idea of inter- dependencies. In turn, a picture of the likely consequence management implications should emerge.
D The continued refinement of LOMS must involve discussion with the provinces to ensure that the interface of LOMS with each of the jurisdictions is clearly understood.
o The co-ordination of a coherent public information strategy among all jurisdictions that counsels an appropriate level of preparedness without inducing panic or complacency. • o A general concern with the visibility of Y2000 readiness of municipalities.
1 to The need to consider how overall national priorities will be established.
o The need to address a number of NGO concerns.
o The need tom ensure that information about Y2000-induced problems which occur elsewhere in the world is made available to all agencies and jurisdictions in a timely manner.
o Overall co-ordination at the federal government level.
o Oil and petroleum supply issues, including dependency on reserves, interrupted supply and ESAB.
o Follow-up Workshops.
Agenda Item 1 Opening Address by EPC Executive Director
The text of the Opening Address is attached.
Agenda Item 2 National Contingency Planning Group Presentation
Major General Alain Forand, head of the Strategic Assessment and Contingency Planning Directorate of the National Contingency Planning Group (NCPG) led a team from NCPG which provided information concerning: the NCPG concept of operations for Y2000; Exercise DOMINO, the exercise scheduled for late September 1999 which will validate the contingency plans of participating jurisdictions and agencies; dependency models being developed; and the two software tools to assist in modelling — Risk Assessment Flow Simulation (RAFLS) and Contingency Planning Management Tool (CP-MANTL). Key points presented by the team as part of their presentations and in response to questions during the discussion period included: o The fundamental aim of the work being co-ordinated by the NCPG is to ensure the safety and security of Canadians during the transition from the year 1999 to 2000 by ensuring that the "minimum level of services" will continue to be available, and that the resources which may be required will be in place and accessible; o the initial assessment of risks to the national infrastructure posed by the Y2000 phenomenon was largely complete; o the assessment will be upgraded every two months until end September and then monthly for October and November; io the National Infrastructure Risk Assessment (NIRA) will be made available to provincial and territorial emergency measures organisations following its presentation to the federal Cabinet; o because of the very important potential benefits, it is hoped that federal departments and agencies, provinces and territories, municipalities, NGOs and the private sector will participate in Exercise DOMINO;
2 o NCPG will work tlu-ough provincial/territorial emergency measures organisations to complete and update the data concerning "emergency services" (defined as police, fire, ambulance and 911 services); o because of time constraints, it is not planned to try to involve civil emergency planning authorities of NATO in NCPG work; • NCPG recognises that there are practical limits to the utility to provinces, territories and municipalities of models developed by NCPG, hence there is a limit to the amount of information which should be sought; o Canadian forces Area Commanders will no longer be tasked to gather information on behalf of the NCPG — information gathering will be done by the NCPG through provincial and territorial emergency measures organisations.
A copy of the presentation by NCPG concerning Exercise DOMINO, dependency models and modelling risks is attached.
Agenda Item 3 Government Communications Strategy
A copy of the presentation by Guy MacKenzie, Assistant Secretary, Y2000 Project Office, Treasury Board Secretariat is attached.
The discussion following the presentation focussed on two issues: o how the public, down to the level of the individual, is to be kept informed: • - the interne web site established by the Y2000 project Office will be continually updated with the latest information; - reference was made to the pamphlet recently distributed to Canadian households by Industry Canada; and - a recognition that, when adequate information and the subsequent assessments are available, it will be necessary and timely to reach out to individual Canadians. o the requirement for close and continuing consultation with provinces and territories concerning public information messages: - it is essential that such consultation and co-ordination be before the fact, particularly in respect of the information to be available on the federal 1-800 number; - in response to a question, reference was made to the on-going consultations between the federal and provincial/territorial communications communities and to the intention to consult further when the survey being canied out by Statistics Canada is complete at the end of April.
Agenda Item 4 Federal Civil Consequence Management Planning
This Item provided the opportunity for those federal departments with lead responsibility for Emergency Support Functions (ESFs) to elaborate on their sector's preparations for dealing with Y2000 risks. To introduce the Item, EPC presented an overview of the National Support • Plan (NSP) and the associated National Support Centre (NSC) concept, including an explanation
3 of the sectoral approach to managing emergency response at the federal level as embodied in ESFs. Ten of the fifteen ESFs made presentations: Food and Agriculture (by Agriculture and Agri-Food Canada); Fisheries and Ocean Management (Fisheries and Oceans Canada); Transportation (Transport Canada); Hazardous Materials (Environment Canada); Engineering and Construction Resources, and Procurement (Public Works and Government Services Canada); Telecommunications (Industry Canada); Health and Social Services (Health Canada); Human Resources (Human Resources Development Canada); and Logistics Operations Management (National Defence). Although not a lead department for an ESF, the RCMP also made a presentation that focussed on the role of the RCMP in preparations for Y2000.
Copies of text and/or viewgraphs made available by the presenters are attached.
Significant points raised during discussion are as follows: o RCMP now has responsibility, vice DND, for collecting data related to local police preparedness, and will work through the provincial emergency measures organisations; a it is planned that EPC, through the facilities of the GEOCC, will monitor the progress of the Y2000 "windows of vulnerability" around the world to see what failures occur in other time zones, as potential warnings of things to come in Canada; o while it was agreed that there may be a need for federal liaison officers at provincial/territorial emergency operations centres, it remains a question whether there should be a liaison officer from each of the 13 provinces/territories at the National Support Centre; o EPC agreed to provide EPC Regional Directors with the schedule of NSC training; • o Discussion concerning LOMS: - Under the NSC/LOMS concept, the NSC would seek to find the resources required and requested by an affected province or territory and arrange for their purchase or loan, thus contributing to the province/territory ability to concentrate on managing the emergency response; - LOMS would then be responsible for co-ordinating the movement of the resource (materiel or personnel); - it was pointed out that a province or territory can approach its neighbour for resources, but there would be advantages to working tlu -ough the NSC — freeing the emergency managers at the provincial level to focus on those tasks, providing a broader search for the required resource and avoiding "double requests". - There is a requirement to discuss further the issue of how resources are handled when delivered.
Agenda Item 5 Provincial/Territorial Consequence Management Planning
This Item provided the opportunity for provinces and territories to elaborate on their jurisdiction's preparations and current capabilities for dealing with Y2000 risks. Ten of 13 provinceshenitories made presentations. The common themes emerging from the presentations included the following: • A.
a Many provinces were not well informed concerning the state of preparations at the municipal level, consequently there is concern about their state of preparedness; q Programs to provide information to the public - "public awareness" programs - are only at the development stage in a number of jurisdictions; - Some jurisdictions are making use of the Safe Guard pamphlet "Be Prepared Not Scared" and the pamphlet distributed some time ago by Industry Canada; - The need for consistent (as opposed to identical) public information messages across the country was stressed - while the messages must be consistent, their delivery must allow local differences to be taken into account by regional managers of public awareness communications. q Preparedness in the territories is in general at a high level, because the major potential disruptions arising from interruption of supplies of food, fuel and telecommunications services are a fact of life for most residents of the north. - interruption of the road transportation of supplies of food for the major urban areas in the territories is however, seen as a potential vulnerability. q Aside from a series of federal government surveys designed to discover the vulnerabilities and interdependencies, there has been little interaction between the federal and provincial/territorial governments concerning preparations to face Y2000 induced emergencies;
Copies of text and/or viewgraphs made available by the presenters are attached.
• Agenda Item 6 Non Government Organisation Consequence Management Planning Presentations were made by Adventist Disaster Relief Agency (ADRA), St John Ambulance Canada, Salvation Army and the Canadian Red Cross. Copies of their presentations are attached.
In general, non-governmental organisations indicated a mature capability to execute their normal functions in response to emergencies, including Y2000-induced events. Two major concerns were raised, for which solutions are not yet clearly in place:
q If medical professionals are required to be shifted from one region of the country to another as part of the response such emergencies, there remains the issue of cross- border (international, interprovincial) licensing/certification. q The representative of Finance Canada agreed to find out if NGOs would be afforded the same assistance in providing for Y2000 computer compliance, as are small businesses ($50Kin tax relief). The Finance department position will be provided secretarially.
Agenda Item 7 Military Y2000 Planning
The presentation by the Joint Task Force Headquarters (JTF) outlined the concept of • operations of the Canadian Force's (CF) Operation ABACUS and the resources which will be
5 r'
a available in support of a response to Y2000 induced events. A copy of their viewgraphs is attached.
Several issues arising from the presentation were discussed: q While NDHQ J4 Mov will co-ordinate CF movements in respect of ABACUS, the Logistics Operations Management System (LOMS) is integrated into the CF movements system. JTF transportation resources may be tasked through the NSC to move materiel and/or personnel in response to civilian requirements; q At the national level, the NSC will be responsible to identify duplicate requests for resources. Provincial/territorial EOCs will be similarly responsible in respect of requirements identified by municipalities within their respective jurisdictions. It was recognised that this problem will be particularly acute in an environment of multiple, concurrent emergencies; q The first source of assistance for any province/territory will be the neighbouring jurisdiction(s), ideally co-ordinated through the NSC. The CF - including capabilities under ABACUS - constitute an available federal resource but, in general, would be tasked only when others are exhausted. Consequently the Area Commander should consult with the NSC before committing his resources in response to a provincial/territorial request or when he perceives that help which he could provide may be required; q JTF and NSC need to be conscious of the requirement to share information in a timely manner, particularly in respect of events unfolding in other parts of the world; o NCPG is currently collecting data concerning international risks and vulnerabilities and is posting it on their web site. At the present time it is not clear what agency of • the federal govei7unent will be responsible to track events as they unfold on the various vulnerability dates in other parts of the world; q It appears that much international information that is being collected is being classified and is therefore not available to the Y2000 preparedness community. There was a strong consensus that such a practice is unhelpfiil and unacceptable.
Agenda Item 8 Identification of Areas of Concern Requiring Further Effort and Discussion
These areas of concern are set out earlier in this Summaiy Record under the heading of Summary of Issues to be Addressed.
Agenda Item 9 Closing Remarks (EPC/DEPE)
The füll text of the closing remarks is attached.
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• Emergency Preparedness Protection civile Y-t Canada Canada
Ottawa (Ontario) KIA 0W6
6003-3
Le 1" juin 1999
Liste de distribution
ATELIER SUR LA GESTION DES CONSÉQUENCES DU PASSAGE À L'AN 2000 Les 13 et 14 avril 1999 — COMPTE RENDU SOMMAIRE
Vous trouverez ci-joint, à titre de renseignements, un exemplaire du compte rendu sommaire de l'atelier. Des exemplaires des présentations sôni' offerfS dans le format et la langue choisis par le présentateur ou la présentatrice.
M. Braham Directeur Programmes d'urgence et exercices 991-7070
• Pièce jointe : 1
Liste de distribution
Membres du CIC Directeurs provinciaux et territoriaux d'OMU GPNC — MGen A. Forand (4 exemplaires) QGFOI — Col. J. Calvin (4 exemplaires) SCT — M. G. MacKenzie Mme K. Meloche — Kahnawalce, QC M' R. Vant — Ambulance Saint-Jean M. W. Alexander — Brigade de l'Ambulance Saint-Jean M. D. Shropshire — La Société canadienne de la Croix-Rouge M" M. Gauthier Richardson — La Croix-Rouge canadienne M. J. Ferguson — Armée du salut M. J. Howard — Adventist Disaster Mief Association Inspecteur L. Babin — Direction générale de la G.R.C. Administrateur général de PCC Administrateur général de la Division de l'état de préparation et des opérations de PCC Directeur de la Direction des communications de PCC Directeurs régionaux de PCC • Canadâ .
ATELIER SUR LA GESTION DES CONSÉQUENCES DE L'AN 2000
Collège de la Protection civile Canada
13 et 14 avril 1999
ORDRE DU JOUR
Sujet Conférencier
1. Allocation d'ouverture PCC/AG
2. Groupe de planification d'urgence national GPUN Présentation suivie d'un échange
3. Stratégie de communications du gouvernement CT
4. Planification de la gestion des conséquences sur le plan civil fédéral
Aperçu PCC/DPEU Rapports par les ministères chargés des fonctions de Ministères soutien d'urgence suivis d'un échange chargés des fonctions de • soutien d'urgence Période d'échanges entre les ministères chargés des Fonctions de soutien d'urgence
5. Planification de la gestion des conséquences sur le plan provincial/territorial
Rapport par chaque OMU OMU provincial/territorial
Période d'échanges entre les OMU
6. Planification de la gestion des conséquences des organisations non gouvernementales
Rapports présentés par la Croix-Rouge canadienne, ONG l'Armée du Salut, l'Ambulance Saint-Jean et l'Agence de développement et de secours adventiste suivis d'un échange
7. Planification militaire en vue de l'an 2000
Plan d'opération ABACUS suivi d'un échange QGFOI
• 8. Identification des sujets de préoccupations nécessitant Tous un effort et des échanges supplémentaires 9. Conclusion PCC/DPEU
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• ATELIER SUR LA GESTION DES CONSÉQUENCES DE L'AN 2000 • Collège de la Protection civile Canada
13 et 14 avril 1999
COMPTE RENDU ANALYTIQUE
But et objectifs Cet atelier vise à vérifier l'état de préparation à la gestion des conséquences de l'an 2000 à l'échelle nationale. À cette fin :
ci examiner le mode actuel d'évaluation des risques associés à l'an 2000 à l'échelle nationale; a traiter de l'état de préparation actuel civil fédéral, ainsi que des liens entre l'Opération ABACUS et les préparatifs à l'échelon provincial et territorial; a traiter de l'état de préparation actuel des provinces et territoires, ainsi que des liens avec l'Opération ABACUS et les préparatifs à l'échelon fédéral; a traiter de l'état de préparation actuel des Forces canadiennes; et ci identifier les questions inter et infra-compétences nécessitant des mesures collectives supplémentaires.
Participants Au total, 72 personnes prennent part à l'atelier, dont des représentants d'organismes d'intervention d'urgence de 10 des 13 provinces et territoires, 24 ministères et organismes fédéraux et 4 organismes bénévoles. Veuillez trouver ci-joint la liste des participants. Déroulement de l'atelier L'atelier s'ouvre par une allocution de l'Administrateur général de PCC, suivie d'une série de présentations sur chacun des six principaux sujets liés directement aux but et objectifs, puis d'un échange et d'une conclusion résumant les points qui nécessiteront une intervention future.
Sommaire des points à examiner 0 Une volonté de la part d'une grande partie de la communauté de contribuer, et de prendre part, à l'exercice de validation DOMINO du GPUN en septembre prochain. Cet exercice, fondé sur la plus récente évaluation des risques, donnera aux participants l'occasion de tester et d'évaluer leurs plans d'urgence à l'intérieur d'un scénario qui devrait permettre de faire ressortir les interdépendances. De même, cela devrait permettre de connaître les implications possibles de la gestion des conséquences.
a Le perfectionnement continu du SGOL devrait donner lieu à des échanges avec les provinces pour s'assurer que l'interface du système avec chacune des sphères de compétences est clairement comprise.
cl La coordination d'une stratégie cohérente d'information publique parmi toutes les sphères de compétences qui préconise un niveau adéquat de préparation sans causer de panique ou de présomption.
o Une préoccupation générale de la visibilité de l'état de préparation des municipalités en vue de l'an 2000. q La nécessité de considérer la façon dont seront établies les priorités nationales générales.
q La nécessité de répondre à un certain nombre de préoccupations des ONG.
q La nécessité de s'assurer que les informations sur les problèmes causés par le passage à l'an 2000 qui surviennent ailleurs dans le monde soient communiquées en temps utile à tous les organismes et secteurs de compétences.
q Une coordination générale à l'échelle du gouvernement fédéral.
q Les questions d'approvisionnement en pétrole et produits pétroliers, y compris le recours aux réserves, l'interruption de l'approvisionnement et l'ORAE.
q Des ateliers de suivi.
Point 1 à l'ordre du jour Allocution d'ouverture par l'Administrateur général de PCC
Veuillez trouver ci-joint le texte de l'allocution d'ouverture.
Point 2 à l'ordre du jour Présentation du Groupe de planification d'urgence nationale
Le major général Alain Forand, chef de la Direction de l'évaluation stratégique et de la planification d'urgence du Groupe de planification d'urgence national (GPUN) anime une équipe du GPUN et fournit des informations sur les points suivants : le concept des opérations du GPUN pour l'an 2000; l'exercice DOMINO, prévu à la fin septembre 1999, qui validera les plans d'urgence des secteurs de compétences et organismes participants; les modèles de dépendance élaborés; et les deux outils logiciels utilisés pour l'établissement de modèles - le Risk Assessment Flow Simulation (RAFLS) et le Contingency Planning Management Tool (CP-MANTL). Parmi les principaux points énoncés par l'équipe au cours de leurs présentations et en réponse à des questions pendant la période d'échange, citons : q l'objectif fondamental du travail coordonné par le GPUN consiste à assurer la sécurité et la sûreté des Canadiens au cours de la période de transition de l'an 1999 à l'an 2000 en veillant à ce que le « niveau de services minimal » continue d'être disponible et que les ressources pouvant être nécessaires soient en place et accessibles; q l'évaluation initiale des risques pour l'infrastructure nationale dus au phénomène de l'an 2000 est en grande partie complétée; q une nouvelle évaluation sera effectuée tous les deux mois jusqu'à la fin de septembre puis chaque mois en octobre et novembre; q l'infrastructure nationale d'évaluation des risques (INER) sera mise à la disponibilité des organisations de mesures d'urgence provinciales et territoriales après sa présentation au Cabinet fédéral; q en raison des très importants avantages qui y seront éventuellement rattachés, on espère que les ministères et organismes fédéraux, les provinces et les territoires, les municipalités, les ONG et le secteur privé prendront part à l'Exercice DOMINO; q le GPUN s'efforcera, par l'entremise des organisations de mesures d'urgence provinciales/territoriales, de compléter et de mettre à jour les données concernant les « services d'urgence » (soit les services de police, d'incendie, d'ambulance et le 911); q en raison de contraintes de temps, on ne prévoit pas essayer d'obtenir la participation des autorités de planification d'urgence civile de l'OTAN aux travaux du GPUN; a le GPUN reconnaît qu'il y a des limites sur le plan pratique à l'utilité pour les provinces, • territoires et municipalités, des modèles qu'il a élaborés; donc une limite à la quantité d'informations qu'il faut rechercher; a les commandants de secteur des Forces canadiennes ne seront plus chargés de recueillir des renseignements au nom du GPUN qui effectuera désormais cette collecte par l'entremise des organismes provinciaux et territoriaux de mesures d'urgence.
Veuillez trouver ci-joint copie de la présentation du GPUN concernant l'Exercice DOMINO, les modèles de dépendance et les risques liés à l'établissement de modèles.
Point 3 à l'ordre du jour Stratégie de communications du gouvernement
Veuillez trouver ci-joint copie de la présentation de M. Guy MacKenzie, sous-secrétaire, Bureau de projet an 2000, Secrétariat du Conseil du Trésor.
L'échange qui suit la présentation porte sur deux sujets : a Comment tenir informé le public, voire chaque personne : - le site Internet créé par le Bureau de projet de l'an 2000 sera continuellement mis à jour; - on fait référence à la brochure distribuée récemment dans les foyers canadiens par Industrie Canada; et - on reconnaît que, lorsque des renseignements pertinents et les évaluations subséquentes seront disponibles, il sera nécessaire et à-propos d'en faire part à tous les Canadiens. u La nécessité d'une consultation étroite et continue avec les provinces et territoires concernant les messages d'information publique : • - il est essentiel que la consultation et la coordination aient lieu au préalable, en particulier en ce qui touche les renseignements disponibles au numéro 1-800 établi par le fédéral; - en réponse à une question, il est fait référence aux consultations en cours entre les communautés de communications fédérales et provinciales/territoriales et à l'intention de mener d'autres consultations lorsque l'enquête menée par Statistique Canada sera complétée à la fin d'avril.
Point 4 à l'ordre du jour Planification de la gestion des conséquences sur le plan civil fédéral
Ce point donne l'occasion aux ministères fédéraux principalement responsables des fonctions de soutien d'urgence (FSU) d'analyser l'état de préparation de leur secteur en vue de faire face aux risques liés à l'an 2000. En introduction, PCC présente un aperçu du Plan de soutien national (PSN) et du concept connexe de Centre de soutien national (CSN), incluant une explication de l'approche sectorielle adoptée pour gérer l'intervention d'urgence à l'échelle fédérale, comme le prévoient les ministères responsables des FSU. Dix de ces quinze ministères font une présentation sur les sujets suivants : alimentation et agriculture (par Agriculture et Agroalimentaire Canada); gestion des pêches et océans (Pêches et Océans Canada); transport (Transports Canada); matières dangereuses (Environnement Canada); ressources de génie construction et approvisionnement (Travaux publics et Services gouvernementaux Canada); télécommunications (Industrie Canada); services sociaux et de santé (Santé Canada); ressources humaines (Développement des ressources humaines Canada); et gestion des opérations logistiques (Défense nationale). Bien qu'elle ne soit pas principalement responsable d'une FSU, la GRC fait également une présentation axée sur son rôle dans les • préparatifs en vue du passage à l'an 2000. Veuillez trouver ci-joint copies des textes et/ou acétates fournis par les présentateurs. • Voici les principaux points soulevés au cours de l'échange qui s'ensuit : q C'est maintenant la GRC, plutôt que le MDN, qui est chargée de recueillir des données sur l'état de préparation des forces de police locales; elle s'acquittera de cette tâche par l'entremise des organismes provinciaux de mesures d'urgence; q il est prévu que PCC, à l'aide des installations du Centre de coordination des opérations d'urgence du gouvernement, contrôlera l'évolution des « fenêtres de vulnérabilité » de l'an 2000 dans le monde afin d'identifier les défaillances qui surviennent dans d'autres fuseaux horaires, susceptibles à leur tour de survenir au Canada; q bien que l'on convienne de la présence nécessaire d'agents de liaison fédéraux dans les centres d'opérations d'urgence provinciaux/territoriaux, il reste à déterminer s'il devrait y avoir un agent de liaison de chacun des 13 territoires et provinces au Centre de soutien national; q PCC accepte de fournir à ses directeurs régionaux le calendrier de formation du CSN; q Débat concernant le SGOL : - en vertu du concept CSN/SGOL, le CSN cherchera à trouver les ressources requises et demandées par une province ou un territoire touché et de prendre des arrangements en vue de leur achat ou location, permettant ainsi à la province/au territoire de se concentrer davantage sur la gestion des mesures d'intervention d'urgence; - le SGOL sera alors chargé de coordonner le mouvement des ressources (matériel ou personnel); - on indique qu'une province ou un territoire peut faire appel à ses voisins pour obtenir des ressources, mais qu'il est plus avantageux de passer par l'intermédiaire du CSN - on libère ainsi les gestionnaires des mesures d'urgence à l'échelle • provinciale qui n'ont plus à s'occuper de ces tâches, on effectue une recherche plus vaste pour trouver les ressources nécessaires et on évite les cas de « redondance »; - il est nécessaire d'étudier davantage la façon de traiter les ressources fournies.
Point 5 à l'ordre du jour Planification de la gestion des conséquences à l'échelle provinciale/territoriale
Ce point donne l'occasion aux provinces et territoires d'examiner l'état de préparation de leurs sphères de compétences et leurs capacités actuelles à faire face aux risques associés à l'an 2000. Dix des treize provinces et territoires font une présentation.
Parmi les thèmes communs qui ressortent des présentations, citons : q plusieurs provinces ne sont pas bien informées de l'état de préparation à l'échelle municipale; l'on s'inquiète par conséquent à ce sujet; q les programmes d'information au public - programmes de « sensibilisation du public » - n'en sont qu'à l'étape de l'élaboration dans bon nombre de secteurs de compétences; - certains secteurs utilisent la brochure du Secrétariat SAUVE GARDE intitulée « Se préparer, non s'inquiéter» ainsi que la brochure distribuée il y a quelque temps par Industrie Canada; - on fait ressortir la nécessité de diffuser des messages d'information publique conséquents (par opposition à identiques) dans l'ensemble du pays - si les messages doivent être conséquents, leur diffusion doit refléter les différences locales dont doivent tenir compte les gestionnaires régionaux responsables des communications d'information publique. • u L'état de préparation dans les territoires est en général élevé, parce que les principales perturbations possibles dues à une interruption des services d'approvisionnement en nourriture, carburant et télécommunications font partie de la vie de tous les jours de la plupart des résidents du nord. - L'interruption du transport par route des approvisionnements en nourriture pour les principales zones urbaines des territoires est toutefois considérée comme un élément possible de vulnérabilité. u Mise à part une série d'enquêtes du gouvernement fédéral visant à identifier les vulnérabilités et interdépendances, il y a eu peu d'interaction entre le gouvernement fédéral et les gouvernements des provinces/territoires concernant les préparatifs en vue de faire face aux situations d'urgence dues au passage à l'an 2000.
Veuillez trouver ci-joint copies des textes et/ou acétates fournis par les présentateurs.
Point 6 à l'ordre du jour Planification de la gestion des conséquences pour les organismes non gouvernementaux
Des présentations sont faites par l'Agence de développement et de secours adventiste (ADSA), l'Ambulance Saint-Jean Canada, l'Armée du Salut et la Croix-Rouge canadienne. Veuillez trouver ci-joint copies de ces présentations.
De façon générale, les organismes non gouvernementaux font preuve d'une bonne capacité d'exécuter leurs fonctions courantes en réponse à des situations d'urgence, y compris celles qui découlent du passage à l'an 2000. Deux principaux problèmes sont soulevés, pour lesquels on n'a pas encore clairement trouvé de solution :
u Si des professionnels de la santé doivent être envoyés d'une région du pays à une autre pour répondre à des situations d'urgence, il reste à régler la question des autorisations/accréditations transfrontalières (internationales, interprovinciales). u Le représentant de Finances Canada accepte de vérifier si les ONG pourraient obtenir la même aide financière pour rendre les ordinateurs conformes à l'an 2000, que les petites entreprises (50 000 dollars en allégement fiscal). La position du ministère des Finances sera communiquée par écrit ultérieurement.
Point 7 à l'ordre du jour Planification militaire en vue de l'an 2000
La présentation du quartier général de la force opérationnelle interarmées (FOI) résume le concept de l'Opération ABACUS des Forces canadiennes (FC) ainsi que les ressources qui seront disponibles pour répondre aux situations découlant du passage à l'an 2000. Veuillez trouver ci-joint copies des acétates.
On traite de plusieurs questions découlant de la présentation : u Bien que le QGDN J4 Mov coordonnera les mouvements des FC relativement à l'Opération ABACUS, le Système de gestion des opérations logistiques (SGOL) est intégré au système de mouvements des FC. Les ressources de la FOI en matière de transport peuvent être chargées par l'entremise du CSN de déplacer du matériel et/ou du personnel pour répondre à des besoins de civils; u .À l'échelle nationale, le CSN sera chargé d'identifier les demandes redondantes de ressources. Les COU des provinces/territoires auront la même responsabilité à l'égard des besoins des municipalités de leurs sphères de compétences respectives. On reconnaît que ce problème sera tout particulièrement grave en présence de situations d'urgence multiples et simultanées; o Chaque province/territoire devra d'abord chercher à obtenir de l'aide auprès d'administrations voisines, idéalement par l'entremise du CSN. Les FC —y compris les éléments de capacité en vertu de l'Opération ABACUS — constituent une ressource fédérale disponible mais, de façon générale, n'interviendront que lorsqu'on aura épuisé les autres ressources. Par conséquent, le commandant de secteur devra consulter le CSN avant d'engager ses ressources pour répondre à une demande provinciale/territoriale ou lorsqu'il estime que l'aide qu'il est en mesure de fournir puisse être nécessaire; a La FOI et le CSN doivent bien saisir la nécessité de partager des renseignements avec à-propos, en particulier en ce qui a trait à des événements qui se déroulent ailleurs dans le monde; o À l'heure actuelle, le GPUN recueille des données sur les risques et vulnérabilités à l'échelle internationale et les affiche sur son site Web. Pour le moment, on n'a pas clairement établi les organismes du gouvernement fédéral qui seront chargés de suivre les événements à mesure qu'ils se déroulent aux diverses dates de vulnérabilité ailleurs dans le monde. o II semble que la plupart des données internationales recueillies sont classifiées et ne sont par conséquent pas accessibles à la communauté chargée de l'état de préparation à l'an 2000. Un fort consensus reconnaît qu'une telle pratique est inutile et inacceptable.
Point 8 à l'ordre du jour Identification de sujets de préoccupation nécessitant un effort et des échanges supplémentaires
Ces sujets de préoccupation sont énoncés précédemment dans le présent rapport sous l'en- tête Sommaire des points à examiner.
Point 9 à l'ordre du jour Conclusion (PCC/DPEU)
Veuillez trouver ci-joint le texte intégral.
• Point 1 à l'ordre du jour
• Allocution d'ouverture de l'administratrice générale de PCC
À l'occasion de ce qui constitue l'une de mes premières fonctions officielles en tant qu'administratrice générale, je suis heureux de vous accueillir à cet important atelier. J'espère avoir l'occasion de rencontrer un grand nombre d'entre vous de façon plus personnelle au cours de la journée et dans l'avenir.
Comme je viens tout juste d'accéder à mon poste actuel et que la majorité d'entre vous ne me connaissez pas, permettez-moi d'abord de me présenter. J'entre au service de PCC après avoir quitté le Service correctionnel Canada où j'étais directrice exécutive du CORCAN. J'ai occupé auparavant divers postes au cours de ma carrière dans la fonction publique, au Conseil du Trésor, à Environnement Canada et à Patrimoine Canada. Bien que je n'aie pas d'antécédent particulier en matière de protection civile, mes fonctions antérieures m'ont mis en contact avec certains domaines connexes et ont aiguisé mon intérêt à l'égard de ce nouveau poste.
Je suis enchantée et très ému de l'occasion qui s'offre à moi. L'importance d'une bonne protection civile est un fait reconnu et un secteur où les défis sont nombreux et permanents. Le présent atelier porte sur l'un de ces défis, bien que je doive admettre, sans minimiser l'importance et la nature de la menace que présente le passage à l'an 2000, qu'à mon avis cela représente pour notre communauté une occasion unique de démontrer à tous les Canadiens son professionnalisme et ses capacités.
La plupart d'entre vous connaissez la priorité que tous les paliers de gouvernement accordent au problème de l'an 2000. Tout indique que nos efforts collectifs n'ont pas été vains car le Canada • est souvent cité comme étant à l'avant-garde quant à l'état de préparation à l'an 2000. Néanmoins, et vous plus que quiconque le savez bien, ce n'est pas le moment de faire preuve de suffisance ou de complaisance. Il nous faut continuer à parfaire nos plans et à envisager un grand nombre de scénarios possibles afin de limiter les surprises désagréables et de pouvoir dire que nous avons fait l'impossible pour assurer la sécurité et la sûreté des Canadiens.
Pour moi et pour PCC, cet effort commun a donné lieu à un remaniement organisationnel temporaire afin de veiller à ce que nos talents et compétences soient conjugués de façon adéquate dans la stratégie globale du gouvernement pour l'an 2000. En tant qu'administratrice générale de PCC, je rends compte maintenant au coordonnateur fédéral du Groupe de planification d'urgence national (M. Paul Thibault) de toutes les questions touchant l'an 2000. Je maintiens les rapports traditionnels de l'administratrice générale de PCC avec le sous-chef d'état-major de la Défense concernant tous les autres sujets, mais étant bien entendu que les questions de l'an 2000 sont prioritaires.
Au cours des mois précédant le passage au nouveau millénaire, PCC consacrera de plus en plus d'efforts aux questions de l'an 2000, dont un grand nombre feront l'objet de nos propos au cours des deux prochains jours. Ceci aura nécessairement des répercussions sur d'autres programmes. L'un des principaux défis que j'aurai à relever consistera à établir l'ordre de priorité de ces programmes afin de ne pas en négliger les étapes essentielles tout en respectant le caractère impératif des questions liées à l'an 2000. • Même après peu de temps passé au service de PCC, il m'apparaît déjà clairement que la protection civile dans ce pays ne peut être assurée que par une collaboration entre les divers partenaires qui forment la communauté. Il est par conséquent très encourageant de noter le grand • nombre et la diversité des personnes qui assistent au présent atelier. Je compte écouter et prendre part aux échanges au cours des deux prochains jours — afin de mieux comprendre mon rôle et celui de chacun d'entre vous.
Il serait peut-être judicieux que j'en reste là pour le moment. À en juger par le programme, les deux prochains jours seront fort occupés et très productifs. Alors sans plus attendre, je laisse la parole au coordonnateur de l'atelier, M. Mike Braham, et l'invite à poursuivre sur cette lancée.
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Agenda Item 1 Presentation
a Opening Address - Executive Director EPC
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• • Agenda Item 1 Opening Address by EPC Executive Director
It is a pleasure for me in one of my first official capacities as Executive Director to welcome you to this important Workshop. I look forward to meeting many of you on a more personal basis over the course of today and in the future.
Since I am brand new to my current position and unfamiliar to the majority of you, let me spend a few moments to introduce myself. I join EPC from Corrections Canada where I was the Chief Executive Officer of CORCAN. Prior to that I have held a variety of positions in my Public Service career, in the Treasury Board, Environment Canada and in Heritage Canada. Although I do not have any specific background in Emergency Preparedness, my former positions provided me with a certain exposure in a number of related areas and have whetted my interest in this new post.
I am delighted and excited to be given this opportunity. The importance of good emergency preparedness is a non sequitur and an area of significant and continuing challenge. The topic of this Workshop addresses one of those challenges, although I must confess, without downplaying the size and nature of the Y2000 threat, I believe it offers our community an unprecedented opportunity to demonstrate our professionalism and capabilities to all Canadians.
Most of you will be aware of the priority that all levels of govermnent have assigned to • the Y2000 problem. It would appear from all indications that our collective efforts have not been wasted as Canada is repeatedly touted as being in the forefront of Y2000 preparedness. Nonetheless, and you more than anyone don't need to be reminded, this is not a time to become smug or complacent. We must continue to fine-tune our plans and to consider a variety of potential scenarios to ensure that any nasty surprises are limited and that we can all say that we did our utmost to ensure the safety and security of Canadians.
For me and for EPC this focused effort has led to a temporary organisational realignment to ensure that our particular talents and expertise are blended properly into the overall government Y2000 strategy. As Executive Director EPC I now report to the Federal Co- ordinator of the National Contingency Planning Group (Paul Thibault) on all EPC matters related to Y2000. I have retained the traditional relationship of the EPC Executive Director to the Deputy Chief of the Defence Staff on all other matters, but under the clear understanding that the Y2000 must take priority.
In the months between now and the millennium, EPC will be devoting more and more effort to Y2000 issues, many of which will form the basis for our discussions over the next two days. This will necessarily impact on other programs. One of my biggest challenges will be to priorise those programs to ensure that crucial momentum is not lost while at the same time ensuring that the Y2000 imperative is met.
It is already clear to inc after a short time at EPC that emergency preparedness in this 0 country can only work if it is tackled in a co-operative maimer among the wide sweep of partners that comprise the community. It is therefore very gratifying to note the large and varied attendance at this Workshop. I look forward to listening and to participating in the discussions is over the next two days - to better understand my role and those of all of you represented.
That is perhaps enough from me at this time. Judging from the prograin, we should have a busy two days with little time for non-productive activity. So without further ado, I will turn the podium back to the Workshop co-ordinator, Mike Braham, and invite him to get things underway.
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Agenda Item 2 Presentations
o National Contingency Planning Group:
NCPG Validation and Co-ordination Exercise and • Modelling Risk and Contingency Planning for the Y2000 Problem
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2000 NCPG GPNC
Outline of A Work in Progress • NCPG Exercise Goals • Aim and Objectives • Exercise Framework • • Dependency Modelling • Benefits • About Timing and Participants • Implications for Participants • Work in Progress • Q&A
NCPG Exercise Goals
• To provide the facilitation and coordination necessary to achieve exercise aim and objectives
• To analyse exercise results to identify and plan for unexpected potential risks •
1 • Exercise Aim and Objectives • To determine, at the federal level, the capability of contingency plans to maintain minimum acceptable levels of service for mission critical functions • To offer the same opportunity to —provinces and territories to evaluate their contingency plans within the larger national and international contexts —all levels of govemment to invite evaluation of private sector contingency plans • To confirm the ability of the National Support Centre to —facilitate and coordinate the federal response to the consequence of Y2K national infrastructure failures —evaluate its involvement in the national coordination structure
Theoretical Exercise Framework
• Picture Cube • Back Wall represens the National Context — consists of columns representing levels of government and private sector service providers — each column consists of national infrastructure elements specific to that organization • Third dimension represents time • — divided into intervals based on when national context expected to be stressed by Y2K events —takes into consideration holidays versus working days
Typical Exercise Sequence
• Analyse the impact of dependency failures to determine probable worse case scenarios (models) • Stress the national context using impact of national infrastructure failure and international economic impact • Evaluation by participants of the capability of their contingency plans to mitieate the risk of Y2K events • Move the Back Wall to the next interval, re-stress, and then re-evaluate • 2 Dependency Models
• Risk Assessment Flow Simulation (RAFLS) - identifies impact of dependency chain interruptions to service levels resulting from dependency failures • Contingency Plan Management Tool (CP MANTL) - identifies potential impact as a function of time resulting from dependency chain disruptions
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2000 NCPG GPNC
Modelling Risk and Contingency Planning for the Year 2000 Problem
1.8 - Canace
Outline
• Risk Assessment Model • (RAFLS) • Contingency Plan Management Tool (CP MANTL)
RAFLS Model
• This model can be used to analyze infrastructure dependencies in any network veith dependency relationships • It can be applied in cases where explicit technical information is not available • However, it requires that a high, medium or low "degree" of dependency can be measured for all direct dependencies •
5 Purpose
• To analyze "Y2K" indirect infrastructure dependencies using only expert evaluation of direct dependencies • This will determine the "falling domino effect" among infrastructures
Dependency between Infrastructures A and B = High if failure of A causes failure of B = Medium if failure of A causes significantly reduced functionality of B • = Low if failure of A causes marzinally reduced functionality of B
MnfiHHEnvironmental Controls
• 6 High Impact Failure 11111111111
Regional Police 11111111111
HHHH
Medium Impact Failure §§ § §§§§§§ 1111111M
Utility
• RAFLS can be used to analyze the infrastructure dependency relationships to identify those infrastructures that have high dependencies on other infrastructures • RAFLS can be used to develop scenarios by finding the links between a selected infrastructure and the most important infrastructures upon which it is dependent
Summary
• Method to assess vulnerability using only information about immediate dependencies • Shows the overall impact on infrastructure services based upon selected failures
• Next Step - Analyse time dimension of interdependencies (CP_MANTL)
Contingency Plan Management Tool - CP MANTL
• Time dependencies can be included with the dependency path information to create a Critical Path Network of Infrastructures • The Critical Path Network can be used to chart infrastructure status as a function of time and to perform "what-if' analysis • Contingency planning can be modelled through this framework by applying people, equipment, and material to reduce the timelines for the resolution of problems
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Purpose
• To analyze how quickly impact is felt and where to prioritize and apply crisis response measures to prevent or minimize the impact of the failing infrastructure element
- Model development by 30 July
Summary
• CP MANTL is a notional model
- ]t can provide a robust decision aid for resource allocation problems during the crisis (and in the validation exercise)
Y2K Risk Dynamics
• National Infrastructure belongs to all levels of government and to private sector, with federal level owning the least • Potential risks transcend all levels and sectors • Local problems can escalate to provinces and territories, impact other jurisdictions, and have potential international dependency impacts • Bottom line: .Risks do nof leup.^^ ^^^&4l/ona/boundades 0
10 Benefits of Exercise Participation
• Realistic evaluation of the capability of participant contingency plan to mitigate potential Y2K risks • Access to, and experience with, a generic process to assess the competence of any contingency plan, Y2K or otherwise • Recognition of coordination synergies for better resource identification and management • Awareness of other Y2K related activities in the public or private sector to improve planning and response effectiveness
About Timing and Participants • Planning for a nominal 10 day period in the late August to Mid- September timeframe, takine into account other significant exercises and availability • Designed for participants having significant stake in the • health of the national infrastructure, and wishing to be involved in the decision-making process; e.g. - Federal Government Coordination Structure and Key Departments - Provincial and Territorial Governments - Municipal/Regional Governments (subject to Prov/Terr selection) - Selected Private Sector Enterprises and national NGOs (subject to Fed!Provrterr selection)
Implications for Participants
• Own facilities used and tested • Contingency plans self-evaluated • Decision-making coordination verified • Requirements for planning inputs identified •
11 • Status of Work in Progress • Development of an exercise design able to meet most requirements of all participants • Identification of essential participants • Development of RAFLS and CP MANTL • Identification and values of dependencies • Bottom line:
Exercise Domino Way Ahead
• Minister Masse Letter to Provinces - 31 March —Seeking governmental points of contact for NCPG • NCPG Letters to Departments, Provinces and Territories - inviting exercise consultation and participation • Collaboration in Exercise Development and Design - Advanced planning stage to be completed early June • • Distribution of Generic 1`21: Situation - Opponunity for all interested panics to check contingency plans • Exercise Start - Play for participants
2OCC NCPG
Q&A
C,anae •
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Agenda Item 3 Presentation
q Government Communications Strategy
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0 Tackling the Year 2000 Challenge:
^_ 16 e5 1 4 ^3+2 ` ^ A Strategic Approach te comptë^: a^:. ^> Ue m^nU unts! " esults chaqminute co Tangible R eve "Y ► Ongoing Work
National Consequence Management Seminar April 13, 1999 by Guy Mc Kenzie Assistant Secretary Year 2000 Project Office Treasury Board Secretariat TBS Year 2000 Project Office www. in fo2000. gc. ca Ii5M,M,7,12 r.'av MeM *' Evolution of the Challenge
Contingency Worldwide cost of Y2K bug: $1-2 Trillion Planning À Y Canada's overall cost: $60 Billion Y Federal government investment: up to $2 Billion Communications Y Canada amongst world leaders
Interdependencies
Interfaces Information Embedded Technologies Systems
TBS Year 2000 Project www.info2000.gc.ca • Office• •
An organized approach to the Year 2000
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• Focus on systems critical to the health, safety, security and economic well-being of Canadians - Government-Wide Mission Critical (GWMC) functions • Ministerial, departmental and financial commitment • A stepped-up action plan
• Expanded mandate for 4 lead departments: TB, IC, DFAIT, DND • Our goal: minimize disruption of services essential to Canadians
TBS Year 2000 Project Office www.info2000.gc.ca
MUMEEDZIEBE c o How are we doing?
RZZEMM
GWMCS Completion Index (%) 100 aa 90 90 • Progressing as 2 80 74 70 planned 70 . ■ 1 59 -, 1 . 1■••■■ 60 I • Work on schedule 50 43 11111 1 • But can't afford to 40 30 I 11 II I relax! ill 11 111 I 20 II II I ' 10 II il 1 o o .5.>, ;) .1 .1g. 0. «3 e 2 an 3 2 2 -D I E E 2 < cu IS 0 rxo ô 8 I' co z
TBS Year 2000 Project Office www.info2000.gc.ca • - • • • • •
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Information Technologies Interfaces Communications
Embedded Contingency Systems Interdependencies Planning
TBS Year 2000 Project Office www.info2000.gc.ca .^...^. :i- Information Technologies (IT)
Where do we stand? E* Well on our way to preparedness
41d Age Security ^4 Consular Affairs ^^ Canada Pension Plan-4- Passport Services A Employment Insurance A Seismic Monitoring ^..a Tax Court A Geomagnetic Monitoring
TBS Year 2000 Project Office www.info2000.gc.ca 0 0 • • • • E123101111 Embedded Systems
Found in laboratory equipment, medical devices, buildings, electrical power and other utilities. etc
What have we done? 1=> Strategic interventions TBS workshop: provincial/municipal/private sector participants N7 6 centres of excellence for embedded systems in buildings (PWGSC) V' Centre of excellence for labs (CF1A) Where do we stand? c=> 92% of federally owned and managed GWMC buildings' embedded systems ready
TBS Year 2000 Project Office www.info2000.gc.ca ,a Interfaces
. •x x^_:[u.... ^J^ÎJ::LL...`.::.G'x..-.r..:tu^n..xU.nm._...w^^.i..-.-..(...e.... GWMC functions "talk" to other federal departments, other levels of government, private sector and foreign partners What have we done? * 3 F/P/T workshops * Regional visits i* Survey of GWMC interfaces c> As of March: 1352 interfaces identified E* Completion index 80% 8 departments involved with automated repository: TBS, HRDC, RCMP, GTIS, DND, CIC, Revenue, Health Our next steps Continue working with stakeholders F/P/T exchange of information via teleconferences being arranged
... . - . . 1^+IJ(itWNCtL9!e.tLle-0 TBS Year 2000 Project Office www. info2000.gc. ca _. ..._.,...... ^.-. ^ ^ • •
eat-n "MIMI .‘ Interdependencies aPele '11 Chain only as strong as its weakest link What have we done?
u> Co - operative work with: CBA, CEA, Oil and Gas industries, Federation of Canadian Municipalities c:› International co-operation and information sharing (US and Mexico) Next steps Ez›. Continue collegial work with provinces/territories and key infrastructure industries c> Monitor international readiness and plan accordingly (DFAIT)
I* Continue to foster private sector preparedness (IC) TBS Year 2000 Project Office www.info2000.gc.ca rereZr"'›,r.->',,,1:;;Z:Z;reîr.fr7.1.2.,'?,,Z.;!:17.,TPFeerZ..e've,i1 :">7.P.:7=WeereMere'' n;F3.4n. n Communications: The Public Environment
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Communications successful to date • Polling indicates Canadians are confident that the federal government and Canadian businesses will be prepared • Level of concern has decreased. Canadians are not panicked but do want more information • Public mood is where it should be — 85% Canadians think "millennium bug" will not create any problems that cannot be fixed —Media coverage generally balanced and positive • Maintaining this equilibrium will be key
TBS Year 2000 Project Office www.info2000.gc.ca • • • •• •
Communications : Public Expectations
. Research shows that Canadians: 3 Expect the federal government to tell them if anything is amiss and to prepare 3 Concerned about breakdowns in the following systems: banking/financial, public utilities, healthcare/hospitals and small business 3 Want the federal government to monitor provinces/territories, municipalities, utilities, the private sector and the international community
• Provinces and key industries want to co-operate with federal government on communications by: 3 Establishing a network of key contact points 3 Providing heads-up on key communications activities 3 Sharing polling information and key messages TBS Year 2000 Project Office www. info2000.gc. ca . 7" Federal Government Approach to Communications
• For period from April to June: • Ongoing communications activities N( Specific communications events/opportunities •( Back-up communications approach for unpredictable events
TBS Year 2000 Project Office www.info2000.gc.ca • v • • • • • Ongoing Communications Activities • Extensive information dissemination to Canadians: N( Year 2000 Internet sites ■7 Community newspapers, fact sheets and brochures N( 1-800 0 Canada - public enquiry line • Proactive media relations: •( Regular media briefings N( Key event briefings • Environmental monitoring and research: V' Media analysis %( Focus groups N( Polling
er.M75eZalItT4.7.,1.'"t1.57472.11:. fiàS Year 2000 Project Office www.info2000.gc.ca ^^- ..^ ..;,t°. :..^. . r....sy.sLlS ...... :..'u,^ ^ ^ - -.z^°aï,S i...,.z!r3G ,ic_. ;}t•r^1 ":Û ^ Communications Events/Opoortunities . ,....^^^^..;.._^t. ^ a..... <_t^..n...,^...^. ..» .-,w^^ «..,.,.,._...,F.t . -, .. . .F...v ^ ..__ .._.._G. ^`^2 • April 3 APEC Y2K Symposium (April 22-23) Singapore 3 Statistics Canada Survey (April 27) • May 3 National Risk Assessment 3 Emergency Preparedness Week (May 3-9) 3 Y2K Information Campaign • June 3 Responses to reports from Standing Committees on Industry and Public Accounts 3 Meeting with infrastructure groups (CBA, CEA, Telecos) 3 UN Y2K National Co-ordinators Meeting (June 16-18) New-York 3 G-8 Economic Summit (June 17-20) Kdln, Germany
-L1î: ....^,ï_.'.-.^_v...,.-..,..^._._.._,•t:.,.;^T_.;..,' ,.k,^: ^^- ^_^_ ^ ryf^.r:nx^ ^Ya^iaC'EafewHt•ee^^.'a.x[:•^^-:.:<::r.:..,:., TBS Year 2000 Project Office www, info2000.gc. ca s;:T^^ .^.,..:?ü..'.w^:;:..^:.,,v.°::^,..i^.:^,a^:T"4.:e`^-^^._.^:..,T^.L:S^.:,^ • - • •
Unpredictable Public Reaction
• Use of Rapid Response Team for quick, effective responses to: 1( Potential testing failures %( Negative international reports •( Sensational Y2K movie N( Media "doom and gloom" survivalist reports
TBS Year 2000 Project Office www.info2000.gc.ca ;; ■te •
4 Contingency Planning
Contingency planning is prudent management What have we done? 1=> Risk assessments completed for all GWMC departments/agencies i=> Most departments already prepared business contingency plans TBS: strategic interventions, workshops, feedback, etc. Next steps [=> Refine all business contingency plans Develop national contingency plans with particular emphasis on Canada's infrastructure (DND/NCPG)._ tIses .r—ez n TBS Year 2000 Project Office www.info2000.gc.ca 53J rrae, «,ae.,Z «rea lZde...''reja6Z • • • • • •
Key 1999 challenges
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Contingency Planning V Develop and implement national contingency plans
V BuildCommunications/ and maintain public confidence and reduce uncertainty related to Year 2000
Interdependencies v Monitor progress of infrastructure services and other countries Interfaces V Work with provinces and territories
Embedded Continue to foster private sector readiness Systems Information VVork on interfaces Technologies v Consolidate GWMC functions preparedness (IT and Embedded) V Intensify DVVMC preparedness efforts
TBS Year 2000 Project Office www.info2000.gc.ca • " ,•"t [: :: Final words
Ÿ•'• ... . . 5 ^C'^^^v _..•r.t ^tH..)i .ai.._...^vi . _...+...a N. ^...... u ,c^rcFFY•. n .. _ __._,v...f&u. :.3J^^. ^^ lYJ'..^' ^u^.^,yts^.^.__. .^• y+-'^-.sit^H .
The bug is an elusive enemy. The difficulty is in differentiating between those who are dedicated to eliminating it and those who are exploitlng the fear it inspires.
TBS Year 2000 Project Office www. info2000. gc. ca • •
Relever le défi de l'an 2000:
Une approche stratégique Des Yésultats tangibles Le travail se poursuit
Séminaire sur la gestion des conséquences nationales le 13 avril 1999 Guy Mc Kenzie Secrétaire adjoint Bureau du Projet de l'an 2000 Secrétariat du Conseil du Trésor
Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca y'•i'^^T'i ,.1" 5'. rr ..^ I• .....,^'+zf^JN...^iŸ.dr.cx^^..â.nr^ x[ ijt.r^^^'^^"at~ Évolution du défi ,: ,. .. _ .^..4. :.r ..^ _ ^ ... .^t^.^ . ... _ .^....^ 3 Coût mondial du bogue de Planification l'an 2000: 1-2 billions $ d'urgence 3 Coût total pour le Canada : 60 milliards $ 3 L'investissement du gouvernement Communications federal- - : jusqu ,-a 2 milliards• • $ 3 Le Canada est l'un des leaders mondiaux Interdépendances
Interfaces Systèmes Technologies intégrés de l'information
Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca 2 • • 0 eieete—PlifeeMieeiti??,;;%> Une approche organisée pour l'an 2000
• Vise les systèmes essentiels à la santé, à la protection, à la sécurité et au bien-être économique des Canadiens — fonctions essentielles à la mission de l'administration fédérale (fonctions EMAF) • Engagement des ministres, ministériel et financier • Un plan d'action accéléré • Mandat élargi pour 4 ministères pri ncipaux; CT, IC, MAECI, MDN • Notre but : minimiser les perturbations dans les services essentiels aux Canadiens Lidr -a-t; du Projet de l'an 2000 du SCT www.info2000.gc.ca
MiWiEMEZMUSEBEEMIIIIIMI • Où en sommes-nous?
--et4
Index d'achèvement des fonctions EMAF (/o)
• Nous progressons comme 100 88 90 prévu 90 82 84 80 70 • Nous respectons les 70 56596r4:— 60 50 échéanciers 50 43 40 • Mais il ne faut pas lâcher! 30 20 10 It1=9:11.J,1 '71 uri -7: Ts cu t L. CI) > 2 0 .1e2 .C2 -5 E E E c > 2œ vs u_ D. 0 à z
Bureau du Projet de l'an 2000 du SCT wwwinfo2000.gc.ca 4 • • •
- „ Comment nous attaquons-nous au défi?
.
Technologies de Interfaces Communications l'information
Systèmes Planification intégrés Interdépendances d'urgence
Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca e e • Technologies de l'information (Tl)
Premier objectif des efforts de l'an 2000
Où en sommes-nous? E* Préparation en bonne voie
Sécurité de la vieillesse 1, Affaires consulaires-14 Régimes de pensions du Canadaie Service de passeports Assurance-emploi i4 Contrôle sismique .4e Cour de l'impôt Contrôle géomagnétique 14
• • • ' Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca 6 • • • • • • Systèmes intégrés
Trouvés dans le matériel de laboratoire, les appareils médicaux, les immeubles, les services électriques et autres, etc. Qu'avons-nous fait? c=> Interventions stratégiques 1 Atelier du SCT : participants des secteurs provinciaux/ municipaux/privé 1 6 centres d'excellence pour les systèmes intégrés des immeubles (TPSGC) 1 Centre d'excellence pour les laboratoires (ACIA) Où nous trouvons-nous? (=> 92 % des systèmes intégrés des édifices EMAF appartenant au gouvernement fédéral et gérés par ce dernier sont prêts
Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca F Interfaces
.....^.^e^..,il.l:y.nuau..wllb..e....iw'vr3s+ r.T .4:P. , ^'_,,.a'... ..n . .t . .v:l.v.^._ .... ^..r ... . .rF...... ,^r.. "'^-Les fonctions EMAF « communiquent » avec d'autres ministères fédéraux, d'autres niveaux de gouvernement, le secteur privé et nos partenaires étrangers
Qu'avons-nous fait? c:> 3 ateliers f-p-t i* Visites régionales c:> Sondage des interfaces des fonctions EMAF r* En date de mars : 1 352 interfaces identifiées Indice d'achèvement de 80 % 8 ministères exploitent des dépôts informatisés : SCT, DRHC, GRC, SGTI, MDN, CIC, Revenu, Santé Nos prochaines étapes r* Continuer le travail avec les intervenants c* Téléconférences f-p-t d'échange de renseignements en voie d'organisation - _ ., Q . ^^^ r.^„•M~^.^^^:^. ^^^-:-^:-^,., -.^,.^<, Bureau du Projet de l'an 2000 du SCT www. info2000. gc. ca 8 ...-,:-, _, ...•._ ,•^,;:. ,,^:...^ ...... ^..x^.._ ...,..,n ,..>,.w.,.,.^F._,^._.....,,:^a:^^^-^.
. • • ^ , ' • •
CM Interdépendances W Une chaîne ne vaut que ce que vaut le plus faible de ses maillonq,,,Oo Qu'avons-nous fait? Coopération avec l'ABC, l'ACE, les secteurs du pétrole et du gaz, la Fédération, canadienne des municipalités c> Coopération et echange d'informations avec les autres pays (É-U. et Mexique) Prochaines étapes ^a Continuer la collaboration avec les provinces/territoires et les industries d'infrastructure clés Surveiller la préparation internationale et agir en conséquence (MAECI) Continuer de promouvoir la préparation du secteur privé (IC) .U^^..x..1.. , . Bureau du Projet An l'an 2000 du SCT www.info200 .gC.Ca 5,:^;i{:^.. i^....._ ...... a^i ^.r.i,.. Communications: Environnement public
,.. ,...... ^^ .,....^'_ ._ ^. .m . - :. .^_...^ .,^.-,... `^t..^.^._.^ a__^._'•;^.ry.',t? ^ Communications fructueuses jusqu'à présent • Les sondages indiquent que les Canadiens sont persuadés que le gouvernement fédéral et les entreprises canadiennes seront p rets • Le degré de préoccupation a diminué. Les Canadiens ne paniquent pas, mais ils veulent obtenir plus d'information • L'état d'esprit de la population est là où il devrait être - 85 % des Canadiens pensent que le « bogue du millénaire » ne provoquera aucun problème impossible à régler - la couverture médiatique est, dans l'ensemble, équilibrée et positive • Il est impératif de maintenir cet équilibre
,.,.....r .^.,.:::5^.'•:!'?''^.::^r.,::::;.t.ti n....^^':r;^,:r/%::.^,^s:b^.iŸ?'C,^^:.:.T^:::^?X;^.°^.^ .».^°'...`^.'^....^^.ss:^..: . .. .. Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca 10 .. . . , _ . . . . _ ,...... : r . ^ .< .. , ^ . ^->x w ^ , ^; -^ s.a..•-:^^.^^,^-^-^:-^^
0 0 •
. -4. r',4ffleetefflemzn,..,4t ommunications: Attentes de la population
• Les recherches indiquent que les Canadiens : 1 s'attendent à ce que le gouvernement fédéral leur dise si quelque chose cloche et quoi faire pour se préparer 1 craignent des pannes dans les systèmes suivants : secteur bancaire et financier, services publics, soins de santé/hôpitaux et petites entreprises 1 souhaitent que le gouvernement fédéral surveille les provinces / les territoires, les administrations municipales, les services publics, le secteur privé et la collectivité internationale
• Les provinces et les industries clés veulent collaborer avec le gouvernement fédéral au chapitre des communications, c'est-à-dire : 1 établir un réseau de personnes-ressources 1 fournir des alertes médias sur les principales activités de communications 1 partager l'information issue des sondages et les messages clés
Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca 11 «Weeege:Ze" Approche du gouvernement fédéra à l'éaard des communications
• Pour la période d'avril à juin :
sf activités de communications en cours
V' activités / occasions de communications spécifiques
N( communications en réserve pour des événements imprévisibles
Bureau du Projet de Pan 2000 du SCT wwwinfo2000.gc.ca 12 • • • Activités de communications
• Diffusion importante de l'information aux Canadiens : ✓ sites Internet sur l'an 2000 N( journaux communautaires, infocapsules et brochures ✓ ligne d 'information au public (1-800 0 CANADA) • Relations proactives avec les médias : ✓ séances de breffage régulières à l'intention des médias ✓ séances de breffage sur les événements clés • Surveillance du milieu et recherche : • analyse des médias ✓ groupes témoins ✓ sondage d'opinion
e."177.Zelrie»;17..:17:1:-"ereer..,, MMeRzt..W-547ereeZZ-'
Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca 1 3 i.:.. , ,e._...... _,,. . _, .. . ^. , ,-. . .. ;N..e .. .^...... i^ ., .^..r..m..i;c..tar Activités / Occasions de ^:::.....^.. ^^... communications . Avril 3 symposium sur l'an 2000 de l'APEC - Singapour (22-23 avril) 3 enquête de Statistique Canada (le 27 avril) • Mai 3 évaluation nationale des risques 3 semaine de la protection civile (du 3 au 9 mai) 3 campagne d'information sur l'an 2000 • Juin 3 réponses aux rapports du Comité permanent de l'industrie et des comptes publics 3 rencontre avec les groupes concernant l'infrastructure (ABC, ACE, compagnies de télécommunications) 3 rencontre des coordonnateurs nationaux de l'an 2000 des Nations Unies New York (du 16 au 18 juin) 3 sommet économique du G-8 - Cologne, Allemagne (du 17 au 20 juin)
..1i.:;Wl' .r-M;s-,,., . ;..,,..^... .: <..^ a,,I..-=M-1...: wF Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca 14 ,:,.-.^ - . ^:^:^:.^..:.. ^...... ,,f .,,..F..:.. ..,.. .. 0 • • eiReaigei.EMp,17;- Réaction imprévisible de la population
• Utiliser une équipe à réponse rapide pour réagir de façon rapide et efficace:
✓ d'échecs éventuels de tests ✓ de rapports internationaux négatifs ✓ d'un film à sensation sur l'an 2000 ✓ reportages sur les prédictions de malheurs de groupes apocalyptiques
.1.11"— Eriiraefeje=1; Bureau du Projet de' l'an 2000 du SCT www.info2000.gc.ca 15 .;ri,:,, ,r..,. un.,.. 1J_,..+.:i ^v^ .t.. ,... . _.,c.; r_ .3 .r . ...a^..._..-^^î Planification d'urgence
^i '.`d :a...^^.....v^...t-<.-:^A.,..,....,r..I3. ^ tA; !T%. Hre ;x6I11F41 . . .. Planification d'urgence égate gestion prudente Qu'avons-nous fait? Achèvement des évaluations des risques pour toutes les fonctions EMAF des ministères/organismes c> La plupart des ministères ont des plans opérationnels d'urgence c* SCT: interventions stratégiques, ateliers, rétroaction, etc. Prochaines étapes Peaufiner les plans d'urgence Dresser des plans d'urgence nationaux mettant l'accent _. _ __ . . . sur l'infrastructure. ..,.. . du Canada (MDN/GPNC) Bureau du Projet de l'an 2000 du SCT www.info2000.gc.ca 16 r.. ,^. .. .r; 0...... ^.^ ,.. . . ,...,, . .,.Si ...... r._.'.[w r.Ÿ^-:v^r•^^^^+'^.f'+X.iŸt^il^l..^.*':'r'^k:i'eC^Ôi.' 0 0 • • BIZEIBM Défis clés pour 1999
V Dresser et appliquer les plans Planification d'urgence d'urgence nationaux V Bâtir et maintenir la confiance du public Communications et réduire l'incertitude reliée à l'an 2000 ( v Surveiller les progrès des services Interdépendances d'infrastructure et des autres pays V Travailler avec les provinces et les territoires Interfaces V Continuer de promouvoir la préparation Systèmes du secteur privé Technologies intégrés V Travailler sur les interfaces de l'information_ V Consolider la préparation des fonctions EMAF (TI et systèmes intégrés)
v Intensifier les efforts de préparation des fonctions essentielles à la mission des ministères
Bureau du Projet de Pan 2000 du SCT www.info2000.gc.ca 17 En terminant
Le bogue, c'est l'ennemi insaisissable. La difficulté, c'est de différencier ceux qui se consacrent à l'éliminer de ceux qui exploitent la peur qu 'il inspire.
_ .,. , ...^.,-„-,-..,r._.,_.,r r..7._^ _-... ,.,.....,^_.,_. ... A..l.- :,1 Bureau du Projet de l'an 2000 du but www.info2000.gc.ca 18 •
• •
Agenda Item 4 Presentations
o Federal Civil Consequence Management Planning
ESF -- Engineering and Construction Resources (Public Works and Government Services Canada) ESF — Procurement (Public Works and Government Services Canada) • - ESF — Food and Agriculture (Agriculture and Agri-Food Canada) - ESF — Fisheries and Oceans Management (Fisheries and Oceans Canada) - ESF -- Logistics Operations Management System (National Defence) - ESF — Hazardous Materials and Meteorology (Environment Canada)
• • PWGSC PRESENTATION PWGSC is responsible for two support functions for emergencies.
The ESF for ENGINEERING AND CONSTRUCTION RESOURCES coordinates the acquisition and delivery of specialist personnel, contracts, equipment and materiel in the areas of engineering and construction. There is likely to be limited application for this ESF's capability in a Year 2000 response, the notable exception being property damage resulting from burst pipes as a result of loss of heat.
The ESF for PROCUREMENT contracts for required emergency response materiel and services through established commercial sources or existing federal stockpiles, where possible from the area closest to the problem. This activity takes precedence over normal procurement. The recovery strategy of our generic Business Resumption Plans has been adapted to Year 2000- specific scenarios ranging from low to high risk for this function, thereby ensuring the continuation of our procurement capability.
The following describes our ability to source nationally and internationally for critical supplies. Sourcing nationally is an extension of our regular activity. We have some capability to source internationally based on our regular activity. Our regular international sourcing capability is expanded through liaison with our US counterpart GSC (Government Services Administration), • and with the broader sources of supply provided through the United Nations.
• Primary Departments AAFC, CFIA & PORTFOLIO PARTNERS • Agriculture and Agri-Food Canada
• Canadian Food Inspection Agency Food and Agriculture - Emergency Support Function
13104199 Maleilel and Emergency Management Division 13104199 Malesiel and Emergeney Managemenl Division
Portfolio Partners Federal Support Departments ^z^.aai► - • Farm Credit Corporation • DND • National Farm Products Marketing Board • Environment Canada • Fisheries and Oceans Canada • • Canadian Dairy Commission • Foreign Affairs and International Trade • Canadian Grain Commission • Health Canada • Canadian Wheat Board • Human Resources Development Canada • Revenue Canada • Transport Canada
13/04199 Malerlel and Emergency IAanagemenl Divis- 13104199 Maleiiel and Emergency Manogemenl Division
Primary Portfolio Responsibilities Primary Portfolio Responsibilil • Identify, secure and arrange for delivery (where • Assess the safety of food and the health and safety required) of feedstuff for livestock, poultry and of animals and plants; fish fanns if necessary; • Assist producers with the coordination of livestock • Provide a safe, healthy and timely distribution of and poultry relocation, where possible, or if food, bottled water and related grocery products to necessary, slaughter and carcass disposal; the people affected including plans for controlled • Assist in the stabilization and restoration of the pricing when necessary. Agri-Food Sector affected by the emergency;
1=4/99 IAalesiel and Emergeney lAanegemenl Divisian 13104199 I.lalerlel and Emergency IAanegemenl Dnisbn
1 • Prinzaty Portfolio Primary Portfolio Responsibilities Responsibilities
• The assurance of the safety and wholesomenesS, • Seed, feed, fertilizer, pesticides and fan' -1 and the minimization of loss from hazards, of equipment to agriculture producers; animals, animal products and agricultural commodities and products; • The control and regulation of food and • The control and regulation of agriculture agricultural products to meet national and production, agriculture and food processing, international requirements; storage, allocation and distribution of food and • Assistance to farmers with respect to agricultural products including fish products and production resources, including emergency to provide for the domestic distribution of financing capabilities; and
13/0499 Materiel and Emergency Management Dndsion 13/04199 Materiel and Emergency Management Onislon
Prinzaty Portfolio Responsibilities Policy and Legislation '..,:Z=a0111111IA , • Assistance to the food processing and • it is the policy of Agriculture and Agri- distribution sector with respect to Food Canada and the Canadian Food production and facility resources. Inspection Agency to have a Food and Agriculture Response System (FAERS) that • is capable of managing emergencies affecting the Agri-Food Sector that go beyond existing operational and program activities.
13/04/99 hlatedel and Emergency Management ()Melon 13/0099 Materiel and Emergency Management Ordsian
FAERS FAERS
• The FAERS is an all-hazards emergency' management system designed to link the • The purpose of FAERS is to mobilize all federal, provincial and private sectors to Agri-Food Sector resources to mitigate the better manage and coordinate response to effects of emergencies on the Sector, and to emergencies. ensure the continuity, adequacy and safety of Canada's Agri-Food system. • Emergency management planning is keyed to the adverse effects common to most emergencies rather than their different causes 13/1)4199 Materiel and Emergency Management (»man 13 ,04/9g Marlene! and Emergency Management Owls,. •
2 • Y2000 CONSEQUENCE MANAGEMENT WORKSHOP
CANADIAN EMERGENCY PREPAREDNESS COLLEGE, ARNPRIOR, APRIL 13/14, 1999 FISHERIES AND OCEANS CANADA EMERGENCY SUPPORT FUNCTION
MARK COLLINS CHIEF, NATIONAL EMERGENCY PREPAREDNESS, DFO
^ DFO EMERGENCY SUPPORT FUNCTION PLANS
• EMERGENCY RESPONSE (MARINE OILS SPILLS)
• MARINE SEARCH AND RESCUE
• DFO AND CANADIAN COAST GUARD (CCG) RESOURCES- • FACILITIES, VESSELS, AIRCRAFT, PERSONNEL
• • EMERGENCY RESPONSE
• Onus for management of response lies with the polluter with Private Response Organizations (R0s) providing actual operational response capability; CCG monitors and oversees operations.
• CCG assumes role of On-scene Commander when polluter is unable, unknown, or unwilling to manage response, or when the polluter, having reached the limits of liability, declines to continue management.
• CCG has primary responsibility for first response to off-shore spills, and spills north of 60.
• • National Response Team (NRT), composed of CCG HQ staff and regional personnel and resources manages and monitors response when the CCG is lead government agency. CCG also uses the NRT when acting as resource agency.
• NRT involves cascading of counter-measures equipment and other resources from unaffected regions or other countries to support spill response. CCG equipment is stationed at 63 sites across Canada with trained CCG at 13 depots. Private ROs have equipment stored at 15 depots. • EMERGENCY RESPONSE-Y2000
• Array of contingency plans that cover broad spectrum of situations that may occur. Special attention to ensure communications systems will function and backup procedures in place.
• HQ Y2000 contingency plan to monitor regional activity and advise senior management. • • HQ plan to ensure NRT can continue to function.
• Aerial surveillance plan
• Response to marine spills depends on commercial response organizations and external partners. All these dependencies are included in Y2000 contingency plans.
0 • SEARCH AND RESCUE
• CCG has primary responsibility for provision of federal marine SAR services; CF furnish air element.
• CCG personnel work alongside CF at the three Rescue Coordination Centres (RCCs): Halifax, Trenton and Victoria. CCG also maintains Marine Rescue Sub-Centres at St. John's and Quebec • City. • No fundamental distinction between major maritime disaster and other marine distress incidents except in scope of the response required. As in all SAR incidents, CF and DFO Regions may be requested to furnish additional primary or secondary SAR resources.
• National marine SAR plan is general in nature; each SAR Region has a specific regional contingency plan. SEARCH AND RESCUE-Y2000 •
• DFO will carry out extensive Y2000 awareness program (publications, web page directed toward all members of marine community, to encourage owners to make vessels Y2000 compliant and to reduce risk by planning voyages wisely.
• Under Y2000 contingency planning all Rescue Coordination Centres/Marine Rescue Sub-Centres and Marine Communications and Traffic Services Centres will be staffed with extra personnel to handle possible increased SAR workload and possible in-house Y2000 failures. • • From December 31, 1999 1200 UTC until January 1, 2000 1200 UTC, each RCC/MRSC will report its status to CCG Regional Operations Centre, CCG HO Operations Centre, and other Canadian RCCs/MRSCs at intervals of not more than 4 hours. • Sufficient RCC/MRSC personnel will be available for call-in until January 31, 2000. • Base facility and technical personnel will be on stand-by at or near RCC/MRSC. • • FACILITIES • Five CCG Regional Operations Centres (ROCs) task and direct assets: -St. John's (Newfoundland) -Dartmouth (Maritimes) -Quebec City (Laurentian) -Sarnia (Central and Arctic) -Victoria (Pacific)
• Eighteen main CCG bases: equipment (e.g. vehicles, generators, pumps, workshops), technical personnel: -Newfoundland (St. John's, Stephenville, Goose Bay) -Maritimes (Dartmouth, St. John, Charlottetown -Laurentian (Quebec City, Sorel) -Central and Arctic (Prescott, Parry Sound, Amherstburg, Thunder Bay, Kenora, Selkirk, Hay River -Pacific (Victoria, Prince Rupert, Kitsilano)
• Twenty-two Marine Communications and Traffic Services Centres across country with extensive radio capabilities and radar.
0 • • MCTS CENTRE CONFIGURATION FOR 1999-2000
• • -, PRINCE RÙPÉRT N'S
IA
TOFIN ES • ASSETS VESSELS • 2 heavy icebreakers • 4 medium icebreakers • 11 light icebreakers • 6 medium ice-strengthened Navaids tenders • 6 offshore research and survey • 5 offshore multi-task cutters • 6 intermediate multi-task (patrol) cutters • 4 coastal research and survey • 14 small multi-task cutters • 6 air-cushion vehicles • some 70 other vessels, most quite small
• HELICOPTERS (owned by CCG, operated by TC) I S-61 5 Bell 21 6 Bell 206L 16 B0-105
FIXED-VVING AIRCRAFT (TC owns, CCG controls) 1 Twin Otter (West Coast) 1 Dash-8 (based in Ottawa, covers country)
DFO Conservation and Protection charter (Maritimes: fisheries enforcement, pollution patrol): 3 Beach King Air (Provincial Airlines)—radar, other • detection equipment. • • •
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FY 1999/2000 CCO FLEET
00 HENRY LAR^C ►J 17D 61R JOHN FRAHKLIN OI qNN HARVCY D I J.E. eERNI£R OI HIR HIJMPHRCY DILBCRT 02 LEDNARD J. COWLCY DZ ,QjF: WILFRIED ORCNFCLL 134 Ç^P,CRDOCR O6' TCLCD=T ' 06 W^LFj{£D T£HtLCMAN Code Fleqt Ô7 :B,ryq1.(ODK 0U Mé3unGWFkryarkébrcp{;ir 01 ii9jCkailréuY.ër-MyjvN^'vyidsTer.tel 02, Offsftofe A7ulÿT$5A Ne Strengthrmd Ciller 03 Smdl}^V^TasY.kfstreriçthertétlCl.f[er 0? pf(shora MWO Tssk PpGol VesSët 05 Mi/67eSGH^]ftFsdtrwicâLif«hu^! 05 07sripr. Fisherias (26searrjt 01 Insh^e}fshenes keseerdi
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FY 1999/2000 CCC3 FLEET
'Code Fleet - 00 HeavyGWfkebreat-ar Ot I ght Irn^reâlw- Mnjqr tJa.ti4; TenAar 02 Iw StrcngMenaO Màlum na+aNs T"a 07 _ Snia1 rJaaids Tendu 01 Olhlwre Muti Task Ica Strsopthaned Cutler 115 SmplMfhTgckCuCqr OG Inshore Muln TesF Patrtl Voçiel 07 Ma TcfL: HIII, ErNUnrrs Llppo.( vil ML«, Te %kL,(.Wet 09 OflsAae Reseattn l Stxvey 10 Oftnr. Fnfrr^n Res.arcir 11 tniJton FlchrrsResunri j7 Cna9JRosaartr 6 Su-,û y, CanadW
0 • • •
I id,.,.. and Oceans INN..10eNne • • C.Nall• C.Nda Coaal Ownl 0.rdt cake* FY 1999/2000 CC G FLEET
Items ipAi44get•fropete4* Cod* Fleet
09 Medium Gullever Icebreaker 01 Light Icebreaker • Major Nava Ids Tender 02 lee Strengthened Medium Haves Tinder 03 Small Many's Tender 04 Intermediate Multi Teak Patrol Vessel 05 Smell-Multi Tesk Cutter 06 Willi Task High Endurance Lifeboat 05 Small Multi Task UliIlly Craft 09 Uulti Hulled Survey& Sounding 10 Inshore Fisheries Neirearch 11 Air Cushion Vehicle
04 LOUI1:1•01.JR0
06 CAP AUX aer1.11- CS
op 0Ei3 3F2013ElLLIERM OD FkiÉRRE RAPIST:20N 09 FRED. ERICK 0. CREED er.ékRo#. R. PEARKE8 01 .meRti-JA L. BLACK .08 EITÉ.RWE 09 F.t.8.srairri . _ 05 ISLE ROUSIE
02, TRACY 03 I I WABAN-AKI 09 130-03 I I BIPLI-MUIN
Cana« I re,runnflJOrrnnS réeel el (,/,,nq Cat.a.1.. Isi FY 1999/2000 ran« (LAM nerd. cAt COG FLEET
Cod* Fie« 01 bet lortues4,44 - hisiur blrnolls Tender 02 I.? 5.7,4 1s$114.9o41.1 4,4vrn 1Jerro8fs Tonde • 03 SIiiI flaysdis Tonnor 04 so al lhar NavisOs lenner 00 Small Mori Tusk Curlew' Mult, Task He Enduronci Urepat 07 1,401117as,, Medium Endurance Lifeboat 08 Muth TaSk 11ftebs411 10 Small SA 01(1Task1.1blity Cnet 11 Constat Research & an's/ 12 Inshore rishones Research alsesesimak, at menu* linfflowit
02 /SAMUEL RISLEY 03 COVE ISLE TOBERMORY
01 ORIFFON OZ 11114COE 03 CARIBOU IULE J
10 BITTERFI II
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03 13ULL ISLE 10 ODRA CanadV . . • --
W- .w Muse Pi4r N O CwNOwN OuMedMra FY ] 999/2000 CCG FLEET Code fut 01 L'qhlleabnakar•Major NavaWaTender 02 ka SMnqtlrned Medium NAvAids Tender 03 SwaYNavadeTender 04 NMew WiaR Mu 10 Taak (Patrol( CutIH 05 SmaY YuNi Task Cunar ^ 07 Musa Task 0! YuN Taak L faboal 09 SmaY Multi Task UOlity CraR 10 AlrCusnwnVahtcla 11 Offshore Raûarch A Survoy 12 011annra FlehMas Research 13 Inahon Research & Survey 14 Inshore FiUianaa Research 15 Coutil Reeiarch & Survey -..:i^akv^+i \.^IT..^.\ L n.l. ^.t^ ^ . . i L. •.'. 05 BOOKE FOUT 07 CAPE BUTIL O n PORT HARDY 09 MALLARO 09 aKUA OS POINT RACE 03 COMOX POBT O n KCBTREL 09 MANYBERRIC! 09 DSPREY 09 BWIFT I 7 JOHN P. TULLY ^ 12 W.e. RÎCICER 1 7 R.0 YCUN^ 1 14 CAL10U3 ) 16 VCCTOR If 01 BIR WILFRID LAURIER 02 BARTLETT ^ + 03 TB-eKÔA II I C4 pryRDON RCID L C4 JOHN JACOMfON CanacPfi • DFO FISHERIES OFFICERS • Peace officer powers under Fisheries Act, armed. • 568 across country: -117 Newfoundland -228 Maritimes -45 Laurentian -17 Central and Arctic (most freshwater fishing • enforcement by provinces) -161 Pacific • • IF YOU WANT TO KNOW MORE DFO http://www.dfo-mpo.gc.ca/ CCG http://www.ccq-qcc._qc.ca/ CCG Fleet http://www.ccç-, cc.gc.ca/fleet/main.htm http://www.ccg-gcc.gc.ca/fleet/principale.htm CCG and Year 2000 0 http://www.ccg-gcc.gc.ca/Year2000/main.htm http://www.cc^q - gcç.gc.ca/Year2000/principale htm CCG-Rescue, Safety and Environmental Response http://www.ccqrser.orq/ DFO Emergency Preparedness http://www.ccgrser.org/pm/ep/english/efact sheefi html http://www.cc,^q rser.org/pm/ep/french/ffact_sheet html 0 Y2000 CONSEQUENCE MANAGEMENT WORKSHOP 13 APRIL 1999 LOGISTICS OPERATIONS MANAGEMENT SYSTEM (LOMS) BRIEFING OUTLINE • History • Concept of Operations • The Way Ahead • • • • • HISTORY • Initial Requests • National Earthquake Support Plan - OP AGILE • Ice Storm - 1998 • EPAC - 11 Jun 98 • Y2000 - Initial Concept • Current Concept LOMS REQUIREMENTS • Provides a Data Base of Resources • Receives Movement Requirements • Arranges for Transport to Receiving Province • Provides Movement Control at Nodes • Tracks MaterieUPersonnel in the Pipeline • Accounts for Material and Personnel which have been Moved 0 • • NATIONAL SUPPORT CENTRE Prime Minister Privy Council Office Lead Minister Lead Ministry Executive Group Coordination and Operations Group Public Affairs Technical Advisory (COG) Group Group National Support Centre LOMS PROCESS • Request Received at COG • Source Determined By COG • Movement Requirement Passed to NDMCC • Transport Arranged/Liaison with Providing Agency • Movement Takes Place • e s s e , ‘ . LOGISTICS OPERATIONS MANAGEMENT SYSTEM (LOMS) LOGISTICS OPERATIONS MANAGEMENT SYSTEM (LOMS) ;. gen • • • • LOGISTICS OPERATIONS MANAGEMENT SYSTEM (LOMS) THE WAY AHEAD • Secretarial Distribution to EPAC Members • Inclusion Into the NSP • Detailed DND Plan • • • 0 ESF PRESENTATION TO ARNPRIOR WORKSHOP TRANSPORTATION ESF As an introduction to my summary today, I would like to explain briefly how our department has changed over the last two years or so. Transport Canada is no longer an operational department - it is a regulator. Major changes involved several sectors of the transportation world. The Canadian Coast Guard was transferred to Fisheries and Oceans. Air navigation services are now the responsibility of NavCanada, a not for profit independent organization. Most of Canada's airports have been devolved to airport authorities - we still own and operate a few like Halifax, but are in the process of moving these over to the private sector as well. We will continue to operate some smaller airfields in the far north. The Canada Ports Corporation is no more. Large and small ports are to be privatized during this year. • We do still have a small fleet of aircraft which civil aviation personnel fly to maintain their pilot licences. We do not own or operate railroads. Our involvement in Road Safety is from the perspective of the vehicles not the roadways - those are a provincial responsibility. We have a Dangerous Goods program which includes a 24 hour 7day response centre called CANUTEC. This centre is staffed by chemists who receive thousands of calls per year from accident sites involving dangerous goods. Our main preoccupation is safety and security of the national transportation system. In fact, the largest component of Transport Canada is now the Safety and Security Group, which encompasses Civil Aviation, Marine Safety, Rail Safety, Road Safety and Transportation of Dangerous Goods. 0 As a primary ESF department, our responsibilities are to: • provide a safe and accessible transportation system for the movement of goods and persons necessary for the response to an emergency; • implement departmental support plans to provide advice and facilitate transportation issues in the resolution of provincial requests and federal needs; • coordinate federally arranged/regulated civil transportation resources in accordance with the requirements and priorities established by the lead Minister and approved by the Minister of Transport based on senior management recommendation; • provide information and guidance to stakeholders on the status of the National Transportation System and the impact of the emergency; • coordinate the reestablishment of essential transportation facilities and services necessary to respond to emergencies; • implement the departmental business resumption plans as required to ensure essential services are available to clients and that employee welfare issues are resolved; • • maintain effective liaison with the United States Transportation Agencies; • identify priorities for repair, replacement, reactivation and augmentation of the national transportation network, facilities, equipment or transport resources. The Emergency Support Function for Transportation is intended to enable the effective mobilization and use of the nations federally regulated transportation resources. While we do not own resources as such, our relationship with the industry allows us to have information about where certain types of transportation resources or services may be found. 1 Operating from the Transport Canada National Situation Centre with links to and support from five regional situation centres, our department is able to monitor the state of the national transportation system and organize the appropriate response to an emergency. Large data banks of contacts, maps and reports are at our disposal during any type of emergency. The centre in Ottawa now has a direct link to EPC. As well, Transport Canada is committed to providing liaison officers to the COG in the National Support Centre at EPC. COG members are trained by Situation Centre staff and have a broad knowledge of the department and the ability to find answers quickly to problems which might be presented to COG members. We have over the past few months identified and trained sufficient COG liaison officers to cover a 3 shift per day 7 day per week scenario should it be required. We will also be able to provide personnel to • the Technical group and the Communications group if we can do so without jeopardizing our own departmental response. In reference specifically to Year 2000 problems, Transport Canada has identified its mission critical business functions - 12 in total - which are supported by 14 mission critical systems or applications. Contingency plans have been prepared for all functions, and by the way, all of our plans _ . _. _ state that all services can be delivered manuall y. ^ The nüm'ber one function which has been identified as top priority for us to have operational come January 18` is the Situation Centre. With the centre available, either in Tower C or in an alternate location, we will be able to assemble our emergency response teams which have representation from all our modal groups, ensure that they have access to three alternate forms of communications and are trained and prepared to deal with any emergency situation, be it as a result of Year 2000 failures or other phenomena. 0 F As for what are we planning for New Year's Eve, we will have our Situation • Centre Desk Officer and System Administrator in the Situation Centre monitoring the transportation system, our regional offices, as well as our facility operations. They will be armed with a contact list of personnel who will be on standby to react to a call for support personnel to assemble either at the centre or at an alternate location. Tower C does have a dedicated generator for the 14'" floor where we are located to support emergency systems for the floor. Our alternate communications systems consist of iridium satellite phones, HF Radios and a Ham radio station. In all our planning to date, we have used a worst case scenario. Anything better than worst case will be a piece of cake. 0 ..-1. • e s • URGERUS ENVIRONHEMENTALES PRÉVENTION PRÉPARATION INTERVENTION Protégeons notre environnement et nos communautés Environnement Environment 11+11 Canada Canada Canada' Environnement Canada intervient activement pour faire face aux problèmes d'environnement que comportent les situations d'urgence. La • mission du Programme des urgences environnementales consiste à réduire la fréquence, la gravité et les conséquences de ces situations. Nous nous en acquittons en préconisant des mesures de prévention et de préparation, en fournissant des conseils en matière d'intervention et en améliorant les connaissances scientifiques et technologiques, tant au Canada qu'à l'étranger. INTERVENTION Pour intervenir rapidement et efficacement, une bonne Une seule organisation ne peut parer aux situations d'urgence. planification et des partenaires Pour que les interventions en cas d'urgence environnementale soient efficaces, il faut que les gouvernements, l'industrie, les collectivités et bien choisis sont nécessaires. les org anisations locales travaillent en équipe, et c'est la période pendant laquelle il n'y a pas de situations d'urgence qui est la plus propice à la création de partenariats. Sur la scène fédérale, c'est Environnement Canada qui s'occupe de fournir les conseils techniques et scientifiques nécessaires en matière d'environnement pour faire face aux situations d'urgence, y compris celles qui se produisent sur des propriétés fédérales, comme les terres autochtones, les bases militaires, les parcs nationaux et bon nombre d'aéroports. Cette responsabilité s'étend aussi aux ressources gérées par le gouvernement fédéral, comme les poissons, les oiseaux et les espèces fauniques protégés en vertu et elle peut consister à aider, de la Loi juur let pêc%ed et la Loi dur la convention concernant le.i o<üearrs migratetuv, à la demande d'organismes de l'extérieur, à réaliser des activités d'intervention conjointe. Il s'agit d'une énorme responsabilité-et le personnel d'Environnement Canada est en mesure de relever ce défi. Chaque année, il aide à intervenir dans le cas de plus de 1 000 déversements importants. Il fournit des conseils techniques aux intervenants, utilise l'équipement de surveillance le plus moderne, évalue les incidences environnementales et témoigne en cour pour aider à poursuivre les pollueurs. Ses conseils sont souvent très spécialisés et fournis par des personnes possédant des années d'expérience et de compétence scientifique. NTERVENTIONS,POUR VIRONNEMENT (ERIPE) Les avantages de la formule de travail en équipe ont été évidents lors du renflouage en juillet 1996 de l'Irving Whale, À la suite du déversement de l'Arrom en 1970 au large de la qui reposait depuis 26 ans au fond du golfe Saint-Laurent. Nouvelle-Écosse, on a décidé qu'il y avait un pressant besoin de Du point de vue écologique, la récupération du navire et de mettre sur pied une équipe multidisciplinaire et formée de plusieurs ses 3 200 tonnes de mazout et de fluide contenant des BPC utilisé pour l'échange de chaleur a été l'opération de intervenants pour faire face aux situations d'urgence. C'est ainsi renflouage la plus complexe de l'histoire du Canada. Pendant qu'a pris naissance le concept de l'ÉRIPE à Environnement Canada. l'étape de la planification et de la récupération, l'ÉR1PE, sous Cette équipe est formée d'organismes fédéraux, provinciaux, la direction d'Environnement Canada, a coordonné les conseils territoriaux et municipaux responsables de la protection de écologiques, comme les prévisions météorologiques essentielles l'environnement ainsi que de spécialistes de l'industrie et l'utilisation de dispositifs de télédétection aéroportés pour et d'associations non gouvernementales. déceler les nappes d'hydrocarbures. Lorsqu'il se produit d'importantes urgences environnementales, les membres de l'ERIPE fournissent des conseils en matière ci intervention à l'aide d'un mécanisme intégré qui tient compte des priorités pour la protection de l'environnement, évalue les dommages environnementaux, détermine les mesures d'assainissement à prendre et voit à l'élimination des déchets. • Pour être efficace, la préparation doit être fondée sur la confiance et la coopération entre les personnes qui occupent des postes à tous les niveaux de gouvernement, l'industrie et les collectivités. En travaillant de concert, ces différents acteurs doivent accomplir quatre tâches : La préparation est importante... • déterminer les risques potentiels; • établir des plans pour parer aux risques; • former du personnel pour appliquer les plans; • examiner et mettre à l'essai maintes fois ces plans. Chaque année, Environnement Canada examine un grand nombre de plans de préparation et de plans d'urgence établis pour des installations ou des opérations industrielles, commerciales et gouvernementales. Il organise aussi des ateliers sur la sensibilisation aux déversements, l'évaluation des risques et la formation en matière d'intervention, et il crée des cours pour les chefs des opérations, les commandants sur place, les agents d'intervention et les personnes chargées du sauvetage de la Faune. Les clients proviennent d'un grand nombre de secteurs, y compris les gouvernements, l'industrie, les groupes autochtones, les services des incendies et les organisations privées. En coopération avec ses collègues de l'Environinental Protection Environnement Canada est l'organisme responsable du Agency des Etats-Unis, le personnel d'Environnement Canada évalue Programme national de cartographie des zones sensibles. les risques dans les installations le long de notre frontière commune et Ces cartes sont l'un des plus importants éléments d'un dresse des plans détaillés transfrontaliers dans le cadre du plan mixte programme complet de prévention, de préparation et canado-américain d'urgence pour la pollution intérieure. Tous les deux d'intervention pour les déversements parce qu'elles ans, il met à l'essai le plan marin mixte du Canada et des États-Unis en fournissent des renseignements à jour sur les zones procédant à des exercices dirigés par les Gardes côtières canadienne et écosensibles et les facteurs saisonniers qui influent sur les américaine pour assurer que nos littoraux sont protégés contre les principales ressources physiques, biologiques et déversements d'hydrocarbures. culturelles. Le Ministère travaille en collaboration avec d'autres organismes fédéraux, provinciaux et territoriaux qui s'occupent des ressources, l'industrie pétrolière et les organismes internationaux qui oeuvrent dans ce domaine. Les installations fédérales dont le personnel manipule des substances dangereuses sont responsables de l'application des mesures de prévention, de préparation et d'intervention en cas d'urgence. Environnement Canada a établi un plan d'action en vue de déterminer les domaines prioritaires où les organismes fédéraux peuvent avoir besoin d'aide pour gérer les risques associés à ces substances. Sur la scène fédérale, Environnement Canada a pris l'initiative de créer le Conseil canadien des accidents industriels majeurs (CCAIM), et il joue toujours un rôle de premier plan dans des domaines comme l'évaluation des risques, la sécurité des procédés et la gestion du cycle de vie. Pour l'industrie, le provinces et le gouvernement fédéral, le CCAIIVI est le centre national de coordination des La préparation est actions et des activités entreprises pour tout ce qui concerne la prévention, la préparation et les interventions en cas d'accidents industriels majeurs. importante, mais la prévention est La prévention de la pollution mise en pratique essentielle. En Colombie-Britannique, un programme d'inspection des réservoirs de stockage souterrains et hors terre a peut-être prévenu le déversement de millions de litres de fuel-oil. Au cours des deux dernières années, le personnel d'Environnement Canada a examiné environ 50 installations, le long de l'estuaire du Fraser, appartenant à des intérêts privés ou exploitées par ces derniers. À la suite de ces inspections, les industries ont investi • 2 millions de dollars pour améliorer leurs installations. Ces mesures réduisent non seulement la possibilité de déversements, mais elles sont aussi la preuve d'une «diligence raisonnable», ce qui diminue la menace de poursuites en cas de déversement. CŸOGIE ENVIRONNEMENTALE ^; :- 1^, . La science et la technologie Environnement Canada est un chef de file en ce qui concerne la mise au point d'un grand nombre de nouvelles techniques et technolo- aident à réduire la fréquence gies utilisées par exemple: et la gravité des urgences • pour surveiller le danger que présentent les lieux des environnementales. déversements; • pour confiner les déversements et nettoyer les zones polluées; • pour assainir les lieux; • pour éliminer les débris contaminés. C'est au Centre de technologie environnementale d'Environnement Canada, à Ottawa, que se trouve le fluorodétecteur environnemental aéroporté au laser (FEAL), installé à bord du DC-3 du Ministère. Du haut des airs, le FEAL peut déceler les hydrocarbures à l'aide d'une technique qu'aucun autre instrument ne peut utiliser, et il a servi au renflouage de l Irving Wbale. Une autre méthode de détection des hydrocarbures à l'aide d'un radar à ouverture synthétique installé à bord d'un aéronef Convair 580 est en train d'être mise au point. Le Bulletin de la lutte contre lei Jéver,ienzerzt.t, publié par Environnement Canada et qui compte 2 500 abonnés dans 40 pays, est un outil efficace pour promouvoir la technologie. En outre, le Ministère par- raine annuellement deux séminaires internationaux : le colloque technique sur le déversement de pro- duits chimiques et le séminaire sur le Programme de lutte contre les déversements d'hydrocarbures dans l'Arctique. Des partenariats internationaux e..:^u.^_._ . . sont essentiels à la protection de La protection de l'environnement ne se limite pas à notre pays. notre environnement commun. Conformément aux obligations qu'il a contractées en vertu de traités internationaux, le Canada doit aider d'autres pays à intervenir en cas d'urgence environnementale et voir à ce que l'environnement canadien soit protégé le long de la frontière canado-américaine et dans des régions comme l'Arctique. Environnement Canada participe à des travaux d'envergure internationale, comme ceux de l'Organisation de coopération et de développement économiques, du Programme des Nations Unies pour l'environnement, de la Commission économique pour 1 Europe des Nations Unies, de l'Organisation maritime internationale, de l'tLzzerictzn En collaboration avec des entreprises canadiennes, Society f'vr Te,ttin,q iLlizterizzlj et du Conseil de l'Arctique pour les pays Environnement Canada a aidé au transfert en Lettonie et circumpolaires. Le Grzide prrztiqne ponr le.t intervention.t en cawde en Ukraine de la technique de nettoyage des zones Jét,ertenzent r)an.r lei eaux arctiyuen, tout d'abord produit par contaminées par des déversements, qui aidera les Environnement Canada, sera adopté par le Groupe de travail mis sur Ukrainiens à évaluer et à remettre en état d'anciennes piedfpar le Conseil de l'Arctique pour étudier les questions relatives bases militaires contaminées par des déversements de à la prévention, à la préparation et aux interventions dans les situations produits pétroliers et d'autres produits chimiques. d'urgence, et il servira de guide international et circumpolaire. POUR DE PLUS AMPLES RENSEIGNEMENTS, PRIERE DE COMMUNIQUER AVEC : Le Centre national des urgences environnementales (819) 997-3742 (le.^ appel i rz Jr(ili viré , ont acceptée 2-1 betu•e. par jour) Votre coordonnateur régional des urgences environnementales Atlantique (902) 426-2576 Québec (514) 283-2333 (416) 739-5908 • Ontario Manitoba, Saskatchewan, Alberta, Territoires du Nord-Ouest (403) 951-8753 Colombie-Britannique, Yukon (604) 666-6496 Le Centre de technologie environnementale (613) 998-9622 _ • • • _ • Agenda Item 5 Presentations o Provincial/Territorial Consequence Management Planning - Alberta - New Brunswick - Nova Scotia - Ontario - North West Territories • - Yukon Territory ("EMO Information Management and Y2K") • Year 2000 Çonse_quence anagemWVVorksh_t# • -Y4K Alberta Updatè —Mechanisms —Deliverables - • — Essential Services « Sect-ors —Essential Services Y2K Readiness Status —_Emergency Preparedness Recommendation ___Alberta Y2K Planning - Frarnewôrk • Joint Planning - Essential Services •• levels of governmerit, induStry, NGOS ..• - YlC.-Alberta . _ , • Employ Existing Practices and Procèdtiïes . • "Plan for the Worst - Hope for the Bese' • Agreed-Planning Scenario • • • Comprehensive Communications Program • 1 • _Alberta Y2K,Planning :.....,, • ‘ " ...... _, .._ Meéharirsms .....r•. , ,,.....:. ..›- ., r" r Y2K Alberta , --www.y2ka1berta.org -1- -C6frimunications subcommittee • Survèys-and Statii- Reports —Essential services - Ongoing —Municipalities - April 99 • DisasterServices Y2K Project Office - • Alberta Y2K Planning - Deliverables • Municipal Guidesiuides -and Survey --Municipal utilities and building managernent - • Es'spritial Services Survey • Public Àwarenes—s .--Family./Home/Farfri- , • Alberta Y2K Consequence Management - - Plan (first(first -draft - sunimeisummer-99) • Plan Éx-e--r' cise/Activation ; • - ,^Es-sential Se-- _I-ces -S-edors Electricity -+ Cbnsumer Nafurâl Gas ♦ Oil and.Gas Production , ♦ Telecommunicàti-ons . ♦ Health Care ^ Water/Wastewater. Treatment Essential Services. Sectors (côn.tiriûëd ^ Emergency ResPonders ♦L Pi^vi^oial Government ♦ Municipal Goveznments ♦ Banking ♦ Retail Food 0 3 • Essential Services^.- ^- :^Iae^s #a#^s ,* Open ^Sharing of Information ♦ , "Y-2K Readiness" vs "YMCowliance" ♦ Y2^K Alberta "Arms-length" ",,Relationship= ♦ Y2KAlberta Spokespersons ♦ www.y2kalbérta.org Ex,ample Essential Service Sec#t^^ _Status *ELECTRICITY Based on current efforts to prepare electric stems _:-^ïÜY2K, there is lôw risk of widespréad or ex-tènded power- outages in Alberta - All industr.y partners involved in maintainin9,-.se^rity.. of supply on the Alberta electric,.grid system plans_ in place for•handling the transition to the Year 2000 - All critical sites will be manned during key Y2^_._ dates to- respond quickly to any unexpected events • 4 Y2K Alberta Emergency P re par_ê-d tiéss-•-, .r- '); •: Recom^iendation ♦ Y2K Alberta encourages- AMs to plan for, unexpected service, ' interrupfiôns just as'they would'for anÿ emergency by making-themselves and their families self-"sûfficient for a period of 24 to 48 hours - 0 5 • Province of New Brunswick Year 2000 1999 April 13 Andy Morton EMO Government of New Brunswick Province of New Brunswick Update of Year 2000 Status • Resulted in four Priority Categories: A -- Health & Safety (27) B Top (34) C Medium (9) -- Low (27) • Contingency Planning • • • • • Province of New Brunswick Update of Year 2000 Status Top Level Support • Continue to receive enthusiastic support from Deputy Ministers • Mission Critical Business Processes have been identified • All Deputy Ministers reviewed and accepted Province of New Brunswick Update of Year 2000 Status Top Level Monitoring +Informed discussions at monthly report to the Board of Management • Informed of both good and bad • Ensure the "right things" are done • • • • • Province of New Brunswick Update of Year 2000 Status Application Software & Technology Infrastructure remediation • No slippage reported in major initiatives Province of New Brunswick Update of Year 2000 Status Application Software & Technology Infrastructure remediation ♦ The Provincial Government 's departments are reporting either via Repair , replacement or Contingency Plan , that the Mission Critical Business Processes the Applications &Technology Infrastructure support will be operational • • • • • • Province of New Brunswick Contingency Planning for Citizens Preparations: +Municipalities and Industry are being encouraged to treat Y2K as one more hazard in their planning *RCMP surveying municipalities • Municipalities want to "get on board" Province of New Brunswick Contingency Planning for Citizens Preparations : (continued) ♦ EMO - Guidelines for municipalities to assist them in the conduct of their own hazard analysis and resource allocation specific to Y2K has been issued ••• • • Province of New Brunswick Contingency Planning for Citizens Other Preparations: (continued) *Province of New Brunswick continues to work with other jurisdictions, federal government departments, other provinces, municipalities and the private sector in planning for the common good Province of New Brunswick Future Considerations Communications to the public • The government through its Year 2000 Program Management Office is developing a communications plan in conjunction with other stakeholders • • • • • Province of New Brunswick Concerns and Issues Our awareness of provincial supply chain issues is not yet fully matured • Uncoordinated requests for information from multiple federal government departments - no use of single window concept Province of New Brunswick Concerns and Issues • Concerned communications that emphasize of Plans rather than Year 2000 readiness will "panic" the public *We are interested in feed back on how similar countries are doing as they cross the time line in advance of New Brunswick - for example: Australia, New Zealand, France & England • • • • • • Province of New Brunswick Year 2000 1999 April 13 Thank you for listening Questions? [email protected] New Brunswick EMO 1999 April 13 Public Safety Planning for Year 2000 John Perkins Federal•Provlnclal Liaison Officer EMO(NS) X. : NOVA SC Presentation Objectives • Overview of Nova Scotia's corporate project • How public safety planning and 0 corporate planning mesh • Where we are now, and our schedule • Where we see opportunities MM`I`TD i i ii J . No'* P SCO rfA Our Mandate To ensure that January 1, 2000 and every day thereafter is a normal business day for Nova Scotia ^rf^'^•t ^^^it : 1 • Corporate Project Structure Pnoritie.s and Planning Executive 4 Cortrnittee Counca Mrruster Mnister Depury Ministers' DePrtlY DoPrtlY Minister Mnster 1=1 Forum DM of TSS Yew 2000 Year Working 2000 Year 2000 Management .lairtagement Year 2000 toned Office Groups Anatyze Report Recommend Year 2000 I Year 2000 Support Teams Teams Coordinate -34C NOVA SC Level of Effort • 213 Projects • About $80 million • 40,000 person-days scuriA. ,NOVA • • Our Schedule Governance Structure Pnontized Business Functions i January 20. 1999 Risk Documentation Rernediate ESAIC Semctrs Contingency Plans I: Current Acuvrty I Contingency Plans Complete Risk Analysis Complete Ju re 15, 1999 Crisis Response Plan BRP Testing and loidementation i! August 30.1999 NOVA sccnlA • 2 • Public Safety Projetl OffitE nK cooroinawr Ail Provinoal EMO Buvness Business Functi7ns Functions Pl^m ^ Ôrdem Telephore ^J Powei Muniapal Intlusiry W®R? i__ ^ ^Yi^i, ' NOV SCl717A Opportunities • More productive arrangement with Canada - eliminate duplication • • Better public information planning - consistent messages - respect Provincial guidance to our residents - get the good news out W1";r_X^YIQD'* ivOU s ôz-ia Find out more about our progress • Visit our website: www.gov.ns.r-a/y2k -full reporting, monthly, on all 213 government projects and essential/mission critical services • www.gov.ns.ca - follow the links to Hansard for our appearance before Public Accounts Committee T_ i ^YtC W w-y_ ► NONAI^&M 3 • Public Safety Planning for Year 2000 John Perkins Federal-Provincial Liaison Crfficer EMO(NS) ..)‘Ç NOVA SCOTIA • 4 • AND HOW TO OBTAIN ANY KNOWN PATCHES OR FIXES TO RECTIFY THE PROBLEM. IN ADDITION NORTON 2000 TESTS THE PC's BIOS AND REPORTS ON ITS Y2K READINESS - IT CAN ALSO FIX THE BIOS IN MANY CASES TO BRING IT UP TO Y2K REQUIREMENTS. SUMMARY THERE IS A GENERAL FEELING OF OPTIMISM PREVAILING WHEN THE WORST CASE SCENARIO IS CONTEMPLATED DUE TO ALL NORTHERN COMMUNITIES HAVING INDEPENDENT DIESEL POWERED GENERATION PLANTS. A TEST COMMUNITY, FORT McPHERSON, HAS BEEN SUCCESSFULLY RUNNING FOR FIVE MONTHS INTO THE YEAR 2000 AND HAS EXPERIENCED NO Y2K RELATED PROBLEMS. IN ADDITION, EACH • OF THE FIVE (5) REGIONAL OFFICES OF MUNICIPAL AND COMMUNITY AFFAIRS, OF WHICH EMO IS A SECTION, HAVE BOTH VHF AND HF RADIO SYSTEMS INSTALLED WITH HF AFFORDING COMMUNICATIONS NOT ONLY INTO EVERY NORTHERN COMMUNITY BUT ALSO TO THOSE SO EQUIPPED AND OUT-ON-THE-LAND VIA THE HUNTERS AND TRAPPERS FREQUENCIES. RECENTLY ALL REGIONS HAVE PURCHASED IRIDIUM UNITS, PAGERS AND TELEPHONES TO AUGMENT THE MSAT SYSTEMS SCATTERED ACROSS THE NORTH (ALL NUNAVUT COMMUNITIES HAVE MSAT UNITS) TO BACK-UP THE COMMERCIAL TELEPHONE NETWORK. EMO ACTS AS ADVISOR TO BOTH COMMUNITIES AND REGIONS DURING "QUIET TIMES" AND IS RESPONSIBLE FOR TERRITORIAL PLANNING AND • Year 2000 and the NWT Page 4 of 5 2. GNWT - TERRITORIAL EMERGENCY RESPONSE COMMITTEE • MONTHLY MEETINGS OF THE COMMITTEE WHICH IS COMPRISED OF TERRITORIAL DEPARTMENTS WITH A DESIGNATED ROLE IN EMERGENCY RESPONSE, PLUS REPRESENTATIVES OF FEDERAL AGENCIES RESIDENT IN THE NWT. THE TERC HAS FORMED SEVERAL WORKING GROUPS WHO ARE DEVELOPING SPECIFIC CONTINGENCY PLANS TO DEAL WITH A "WORST CASE SCENARIO", I.E. POWER OUTAGE WITH SUBSEQUENT LOSS OF COMMUNICATIONS THROUGHOUT PORTIONS OF THE NWT. THE WORKING GROUPS ARE ALSO DEVELOPING A RESPONSE FOR A SECONDARY SCENARIO AROUND THE POTENTIAL PROBLEM THAT COULD EXIST, FOCUSED ON TRANSPORTATION RESUPPLY LINKS FROM THE SOUTH, IF SOUTHERN CANADA EXPERIENCES MAJOR YEAR 2000 PROBLEMS. e 3. GNWT - EMERGENCY MEASURES ORGANIZATION HAS DEVELOPED AN AWARENESS PRESENTATION COVERING BOTH PC's AND EMBEDDED SYSTEMS AND POTENTIAL EFFECTS ON COMMUNITY WELLNESS. THIS HAS BEEN IMPROVED WITH THE PURCHASE OF THE "NORTON 2000 RETAIL EDITION", WHICH ALLOWS FOR THE CHECKING NOT ONLY OF PC's BUT ALSO CHECKS ALL INSTALLED APPLICATIONS. THE PROGRAM AUDITS AGAINST A DATABASE OF KNOWN Y2K PROBLEMS — IT ALSO INDICATES WHERE s Year 2000 and the NWT Page 3 of 5 CONSULTATION WITH THE "ARMS-LENGTH" BOARDS AND AGENCIES • IS THE RESPONSIBILITY OF THE DEPARTMENT UNDER WHOSE MANDATE THEY FALL. PUBLIC WORKS AND SERVICES ESTABLISHED TWO WORKING GROUPS TO EXPLORE Y2K PROBLEMS: - ONE GROUP IS LOOKING AT "MAINFRAME" COMPUTER SYSTEMS & APPLICATIONS, AND COMMUNICATIONS. - THE SECOND WORKING GROUP IS LOOKING AT BUILDINGS, WORKS AND MOBILE EQUIPMENT WITH EMBEDDED SYSTEM • IMPLICATIONS. • HVAC SYSTEMS, CONTROL, ETC. • FIRE ALARM SYSTEMS • SECURITY SYSTEMS • COMMUNICATION SYSTEMS • GENERATORS AND ELECTRICAL SWITCH-GEAR • ELEVATORS AND CHAIR LIFTS • WATER, FUEL, SEWAGE AND FIRE TRUCKS • METERING EQUIPMENT FOR WATER AND FUEL • • HEAVY EQUIPMENT SUCH AS LOADERS, GRADERS, ETC. Year 2000 and the NWT Page 2 of 5 YEAR 2000 AND THE NWT • 1. GNWT - FINANCIAL MANAGEMENT BOARD SECRETARIAT DESIGNATED BY CABINET TO BE THE LEAD DEPARTMENT IN PLANNING FOR Y2K IN RESPECTIVE MANDATED AREAS. DEPARTMENTS ARE RESPONSIBLE FOR THEIR OWN SYSTEMS THAT DIRECTLY AND SOLELY SUPPORT THEIR PROGRAM AREAS. CORPORATE SYSTEMS ARE THE RESPONSIBILITY OF THE DEPARTMENT THAT MANAGES THE DAY-TO-DAY OPERATION AND SUPPORT OF THAT SYSTEM. 0 EMBEDDED SYSTEMS - BUILDINGS AND FLEET VEHICLES ARE THE RESPONSIBILITY OF THE OWNER DEPARTMENT. EMBEDDED SYSTEMS - OTHER EQUIPMENT (SCIENTIFIC, MEDICAL, OFFICE AND OTHER) ARE THE RESPONSIBILITY OF THE OWNER DEPARTMENT. MAINFRAME HARDWARE AND OPERATING SYSTEMS AS WELL AS WIDE-AREA NETVVORKING HARDWARE AND SOFTWARE ARE THE RESPONSIBILITY OF PW&S. • Year 2000 and the NWT Page 1 of 5 INTEGRATED JUSTICE YEAR 2000 PROJECT EMERGENCY PREPAREDNESS AND RESPONSE The Ministry of the Solicitor General and Correctional Services, and specifically the Solicitor General and Minister of Correctional Services, is responsible for public safety in Ontario. Within this Ministry, Emergency Measures Ontario is responsible for the formulation and implementation of emergency plans throughout Ontario. In short, the Branch is responsible for emergency preparedness and response throughout Ontario, including the coordination of federal plans with provincial plans and community plans with provincial plans. We have taken a very broad approach with respect to emergency preparedness and response for the Y2K challenge. Our goal is to ensure that public safety is not threatened as a consequence of systems failure. We are determined that all identified organizations should have Y2K emergency preparedness and response programs. Identified organizations include emergency response partners and other stakeholders whose operations could affect public safety. These identified organizations are found in both the public and private sectors. We are being assisted in our response to the challenge by many other coalition partners, both public and private sector. An example is the Ontario Essential Service Providers forum, a gathering of Y2K partners such as Bell Canada, Ontario Hydro, the Municipal Electric Association, the Ontario Hospital Association and others. Our critical partners in this process are communities throughout Ontario, both municipal and First Nations, the eleven designated ministries in Ontario that have been assigned special emergency responsibility areas, our emergency service providers, police, fire and ambulance, and industry in terms of hazardous installations. The Major Industrial Accidents Council of Canada is working closely with us to consult with industries that have hazardous facilities. Emergency Measures Ontario is also responsible for the Provincial Nuclear Emergency Plan which details offsite nuclear emergency preparedness and response arrangements. We have divided our program into five phases. In Phase 1 we are promoting awareness, developing guides to assist critical partners, conducting hazard identification and analysis (systems that require remediation), promoting action plans for mitigation and remediation and conducting surveys to determine the state of Y2K readiness. This Phase was completed in December 1998. In Phase 2, we will complete a provincial risk assessment, promote and develop Y2K contingency plans to supplement the generic, all hazard plans already in place, and 0 specifically develop contingency plans for our Provincial Nuclear Emergency - 2 - • Plan, Provincial Emergency Plan and Provincial Counter Terrorism Plan. The emphasis in this phase is on risk assessment and contingency plans. We anticipate this Phase will be completed by the end August 1999. Phase 3 will consist of Y2K preparedness activities. This includes such things as special training, Y2K exercises and drills and public education. Two special initiatives occurring in this phase are a series of Y2K Community Seminars and the introduction of the Partnerships Toward Safer Communities program. The Y2K Community Seminars will be held in nine locations throughout Ontario in March and early April 1999. The Seminars are being organized and run by Emergency Measures Ontario and will target emergency measures coordinators, emergency responders, and industry representatives. The main aim of these seminars is to provide communities with the knowledge and products to undertake contingency planning and other preparedness activities for Y2K. The Partnerships Towards Safer Communities is a new joint initiative of the Province of Ontario (EMO) and the Major Industrial Accidents Council of Canada (MIACC) which will be launched through the Y2K Community Seminars. The 11, thrust of this joint community/industry initiative is to ensure proper integration of planning and preparedness activities for public safety and environmental protection in those communities housing hazardous installations or located on dangerous goods transportation routes. This initiative complements Y2K contingency planning for hazardous installations by forging closer links between community emergency coordinators and industry. Phase 3 and all of its preparedness activities should be completed by the end of November 1999. Phase 4 is the "ready to respond" phase which will take place ftom late 1999 to sometime in 2000. At the provincial level, our Provincial Operations Centre in Toronto will be staffed 24/7 as will designated Ministry Action Groups. We will also encourage communities to be at some level of operational readiness to react quickly to any situations that require the implementation of contingency plans. Depending on the nature of the challenge, this Phase may not quicldy be completed, but, if all goes well, should be concluded by end March 2000. During Phase 5, we will assess any Y2K effects, conduct recovery and business resumption activities and draft the inevitable after action summaries and reports, all prior to returning to normal. It is anticipated that this Phase will be completed • by end June 2000. -3- The eleven designated ministries with special emergency areas were our partners in this process. In order to ensure the coordination of our programs, we have . formed a special Y2K Working Group. This worlcing group will report to the Assistant Deputy Minister Public Safety through our Emergency Preparedness Coordinating Committee. The Working Group includes representation from Emergency Measures Ontario program staff, each Ministry, the Ontario Provincial Police, the Office of the Fire Marshal, the Department of National Defence, Industry Canada and Emergency Preparedness Canada. \Imbra..,YoarDSCAlgelue/7 he 91 • • * Y2K WORKING GROUP DEVELOPING PROVINCIAL RISK ASSESSMENT AND SCENARIOS FOR CONTINGENCY PLANS * LIAISON WITH FEDERAL GOVERNMENT NATIONAL Y2K PLAN THROUGH EMO * EMERGENCY PREPAREDNESS Y2K TRAINING AND EXERCISES * EMERGENCY PREPAREDNESS Y2K PUBLIC COMMUNICATIONS PLAN * GOVERNMENT EMERGENCY OPERATIONS CENTRES STAFFED FOR EMERGENCY RESPONSE PHASE 0 EMERGENCY PREPAREDNESS AND RESPONSE Partners EMO Business Critical r Provincial Operations Centre Provincial Nuclear Emergency Plan Provincial Emergency Plan Provincial Counter Terrorism Plan • • EMERGENCY PREPAREDNESS AND RESPONSE sœwiesexeertr. . -.TgrefflPeee5ffl9eq% * TO MINIMIZE IMPACT OF Y2K CHALLENGE TO PUBLIC * TO COORDINATE Y2K EMERGENCY PREPAREDNESS AND RESPONSE ACTIVITIES WITH CRITICAL PARTNERS • • e RESPONSE WHEN THE SITUATION IS OF SUFFICIENT MAGNITUDE AS TO EFFECT THE HEALTH AND WELL- BEING OF NORTHERN RESIDENTS. • • Year 2000 and the NW'T Page 5 of 5 emergency situations by providing a comprehensive EMO Information information resource that will assist current and future Management planning initiatives. Moreover, it will enable the Branch to report on the preparedness of essential service System and Y2K providers as required. On or before January 1, 2000 the Year 2000 problem, To satisfy both EMO's local planning role and the commonly referred to as the Millennium Bug or Y2K, NCPG's mandate, a number of objectives were could affect computers and date-sensitive devices used considered when designing this information in production, maintenance, operations, financial management system. The process employed to collect management and telecommunications systems. the information had to be simple, and concentrated Similarly, many consumer products, including personal within one organization. It is critical that the information computers, software programs, communication and collected be useable-timely, accurate and household electronic devices could also be affected. comprehensive enough to meet the needs of all Furthermore, the interconnectivity of many of these stakeholders. The system also had to support the EMO's systems warrants consideration and the development obligations to report on the stage of Yukon Year 2000 of contingency plans to mediate the possible effects of preparedness in multiple formats to different levels of system errors. government. Personal attitudes and public perception YTG's Information Services Branch and Emergency were also important considerations; a non-intrusive, Measures Branch (EMO) are responsible in part for user friendly process to ensure adequate participation ensuring Yukon Year 2000 preparedness. Information levels is necessary. Furthermore, as the authority for Services Branch is responsible for r emergency preparedness in Yukon, it is critical that EMO maintain the coordinating, tracking, reporting and public's confidence in its ability to supporting computer or systems- mitigate or respond to an emergency. based initiatives, while the Emergency Measures Branch is responsible for As a result, the Emergency Measures Branch has designed an contingency planning for all essential ^ services across Yukon. In this role, information management system • EMO is required to interface with that will store a broad range of multiple levels of governments, information within a single database. including its federal government It incorporates both federal and counterpart for contingency planning, territorial information categories to the National Contingency Planning ensure that all reporting Group (NCPG). requirements can be met, and it will The mandate of the NCPG is to coordinate the provide the organization with a comprehensive development of national level contingency plans with information resource, useful beyond the year 2000. particular focus on Canada's key infrastructures Perhaps most importantly, it will enable the EMO to access the information being gathered, and to preserve (utilities, transportation, services, safety, communications and provincial/territorial integrity). The its relationships and authority within the communities NCPG takes into account Y2K planning undertaken and government departments. by all levels of government, the private sector and other The implementation of the information management countriés. The NCPG is currently coordinating a system will occur in three phases: information Canada-wide survey of the key infrastructure service gathering, populating the database, and reporting. As providers to determine their level of Year 2000 much information as possible will be collected and preparedness, and is calling on Yukon EMO and its collated from existing sources including the Ministerial provincial/territorial counterparts to report on Year 2000 Task Force, Yukon Territorial Government's preparedness levels within their jurisdictions. Year 2000 departmental report cards, branch business The Emergency Measures Branch is taking a proactive continuity plans and current EMO files and approach to the Year 2000 problem. In reconciling its documentation. Once the gaps in information have been overall mandate with its present obligation to support identified, a survey will be conducted of the 13 local the federal government's national Year 2000 strategy, EMO coordinators, territorial government department the EMO has designed an information management heads and specific private sector industry managers to • assess preparedness at the municipal, territorial and system. It is expected that this system will enhance the 40, EMO's ability to provide the necessary response to corporate levels. ^ V. SPRING `99 Jointly Punded by Yukon Government MEMO Quarterly Newsletter 6 and Emergency Preparedness Canada • • • • Agenda Item 6 Presentations o Non-Governmental Organisation Consequence Management Planning - ADRA Canada and Y2K - St John Ambulance Canada e - The Salvation Army in Emergency Disaster Response - Canadian Red Cross • ADRA Canada and Y2K We live in an interdependent society and feel very strongly that we must help one another in time of disaster. If the Y2K problems bring social unrest, recession, loss of services etc. ADRA is prepared through its local organizations to provide temporary shelter, food and or logistical support. We have advised people across Canada to be prepared as they would with any disaster as in EMO guidelines regarding water and food etc, in deed we advocate reasonable precaution through out the year. ADRA Canada is prepared to operate in cooperation with Federal and Provincial authorities. ST. JOHN AMBULANCE • CANADA DISASTER PREPA R__ED NEss, tt "ere In each province and territory across Canada, St. John Ambulance maintains groups of uniformed volunteers who are trained in patient care and other related skills. Colledively, these groups are known as the St. John Ambulance • Brigade. St. John Ambulance believes in empowering members of the public to care for themselves during a disaster. This is achieved by making first aid, health care, child care, elder care, and cardiopulmonary resuscitation training programmes available to all Canadians. • ST. JOHN AMBULANCE BRIGADE • "CONCERNS" Commundcaitfiem., for command and controA functtiom re,qated to the drureon, dep[loynueuuit and ongermig management of perraonneg and [mater[let1 re,§ource5. This includes the lack of availability of VHF/UHF provincial/national radio frequencies, availability of satellite communications, availability of secure and line-load protected telephone lines. Ifiran@portadon of per3onnell and malertieEl resource acro5 • Canada. Collectively the Brigade has a vast reserve of personnel and materiel resources across Canada. Mustering these resources to one location requires acquiring appropriate ground and/or air transportation. Lack of enabllûng k3gÉ"sPadon wbrich vuousrld permit euentiwA vollemteem to have tÉmes, wft-bouât penagty, away frOnli thehr gace ofeFundoyment. Volunteers who are away from their place of employment for extended periods of time should not be penalized for performing essential humanitarian services. • ST. JOHN AMBULANCE BRIGADE • VOLUNTEERS and ^. PIRF-211 Direct emergency patient care at the scene of the emergency Transportation of injured, ill, or infirm persons to medical or evacuation centres Patient care services in established or emergency medical/clinic facilities in support of professional staff Emergency and continuing patient care services in 0 established evacuation centres Child care services in established evacuation centres Elder care services in established evacuation centres Home care services such as, basic nursing care, meals, and hygiene Health care services (inoculations, first aid, etc.) for other emergency relief workers Members of ground search and rescue teams 0 ST. JOHN AMBULANCE BRIGADE • "OPERATIONAL DISASTER POLICY" The St. John Ambulance Brigade maintains Emergency Operational Plans at the national, provincial/territorial, and local unit levels of the organisation. DURUNG DEASTERjjFOPERATLIONS The St. John Ambulance Brigade functions as one of the emergency relief services agencies. • The St. John Ambulance Brigade is prepared to subordinate itself to operational control by a government authority with respect to the assignment of specific responsibilities. The St. John Ambulance Brigade retains its independence, and control, over the direction, deployment, and ongoing management of the personnel and materiel resources required 1 to meet its assigned specific responsibilities. It is understood that the assistance of the aSSIdlling government authority may be required to fully achieve the last policy objective. • • THE SALVATION ARMY in EMERGENCY & DISASTER RESPONSE • OUR MISSION: The Salvation Army's mission in Emergency and Disaster Response is to minister to the physical, emotional and spiritual needs of survivors and emergency management workers in Jesus' name without regard to race, creed, language or gender. • EXPECTATIONS IN AN EMERGENCY OR DISASTER: The Salvation Army is open to performing any tasks whatever to the extent of • the capabilities and limitations of our personnel. Our aim is to provide relief for those in need. • HISTORY OF SERVICE: For more than a century The Salvation Army has reached out to those in dire circumstances due to disasters in their environment as well as personal tragedies. Its service in the two World Wars is well known. Recent events. such as the Red River Flood, Ice Storm '98} Crash of Swiss Air Fligh.t #111, and n.umerous tornadQes, fires and other incidents have caused the 'Army' to begin formalizing its response plans in greater detail. s • RANGE OF SERVICES PROVIDED: Depending upon the agreements reached with • the various municipalities, The Salvation Army is normally asked to provide some or even all of the five emergency social services. Additionally, tasks such as volunteer coordination, evacuation services, administration, physical labour and many other functions have been performed. PREPARATIONS FOR THE YEAR 2000: • All Salvation Army centres have been put on notice that they are to make preparation for possible consequences of computer-based millennium disruptions. • Information was placed on its web site providing the "no panic" message that all households should prepare for any sort of emergency and that Y2K is simply another possible event. The wording was kept close to the announcements of Emergency Preparedness Canada and The Canadian Red Cross and was prepared in agreement with those agencies to avoid conflicting messages. • All Salvation Army centres have been asked to keep their stock of non-perishable foods topped up in the event it is required. Those centres identified as emergency shelters have been asked to ensure personnel are aware of emergency procedures. • J\\ JOINT HEADQUARTERS - II POSSIBLE CF TASKS - CAT A PERS • WHO/WHAT —REGULAR LAND FORCE PERSONNEL • CHARACTERISTICS —MOBILE (GIVEN TIME/LOG), CAN BE CONCENTRATED, FLEXIBLE • POSSIBLE TASKS —AS FOR STATIC TROOPS —PROTRACTED GUARDING OF VPs —AID TO THE CIVIL POWER —TRANSPORT —THE UNEXPECTED (MOBILE RESERVE) ..A . iN\ JOINT HEADQUARTERS POSSIBLE CF TASKS - CAT B • WHO/WHAT —RESERVE/MILITIA UNITS, TRAINING ESTABLISHMENTS, BASES, SHIPS' CREWS • CHARACTERISTICS —LOCAL KNOWLEDGE, LOCAL INTEREST, DEPLOYMENT MAY BE LIMITED BY TIME/DISTANCE • POSSIBLE TASKS —PRESENCE/CONFIDENCE BUILDING —DOOR TO DOOR, INFO PASSAGE —"EYES AND EARS" REGIONALLY — GEN LABOUR FOR SHELTER SET-UP/ADMIN —RUNNING DISTR POINTS —GUARDING OF VPs —LOCAL COMMS PROVISION —AUGMENTATION • • • JOINT HEADQUARTERS POSSIBLE CF TASKS - SPECIALIST (2) • WHO/WHAT ENGINEERS, MEDICS, MILITARY POLICE, LOGISTICS, AIRCRAFT, SHIPS • CHARACTERISTICS - SMALL TEAMS, MOBILE, TECH ADVICE, SCARCE • POSSIBLE TASKS - GENERATOR REPAIR/INSTALLATION - UTILITIES ADVICE/PLANNING - SHELTER DESIGN/MAINTENANCE - ASSISTANCE TO CIVIL EMERGENCY SERVICES - RECCE, INCL USE OF FLIR AIRCRAFT - CONTROL OF SCARCE COMMODITIES - QUICK DISTR OF SCARCE STORES/PERS (AIRLIFT) ,N\ A • JOINT HEADQUARTERS II' -` POSSIBLE CF TASKS - SPECIALIST • WHO/VVHAT - STAFF, CIS TROOPS, MEDICAL, ENGINEERS, SHIPS, AIR (LIAISON) • POSSIBLE TASKS - COMMAND, CONTROL, COMMUNICATIONS - PLANNING - LIAISON - PUBLIC AFFAIRS • - INFO MANAGEMENT • • JOINT HEADQUARTERS RESOURCE CATEGORIES CATEGORY A CATEGORY B SPECIALIST UNITS 14,500 16,000 REGULAR MILITIA UNITS, NAVAL COMMUNICATIONS & RESERVE, SHIPS' LAND FORCE INFORMATION SYSTEMS, CREWS IF EMPLOYED UNITS HQ STAFF, LIAISON ASHORE TRAINED FOR BASIC TRAINED (FIRST LOGISTICS, ENGINEERS, AIDE TO THE AID/FIELD CRAFT) MEDICS, MILITARY CIVILPOWER POLICE /ASSISTANCE GENERAL PURPOSE, TO LAW LOCALLY EMPLOYED NAVAL SHIPS WHEN ENFORCEMENT EMPLOYED AS SUCH AGENCIES COULD AUGMENT CAT A / SPECIALISTS AIR FORCES MOBILE RESERVE JOINT HEADQUARTERS RESOURCES 0 • JOINT HEADQUARTERS OUTLINE • RESOURCES • JOINT TASK FORCE COMMANDER'S INTENT • TASK FORCE CENTRE OF GRAVITY • MISSION • PHASES • COO • TINIELINE 99100 • QUESTIONS N JOINT HEADQUARTERS The CF Mandate in Domestic Operations "Domestic contingency operations are conducted to provide assistance during civil emergencies, support national development goals or support and/or restore the maintenance of public order and security. With the exception of ACP provided under Part XI of the NDA, TFs established for domestic contingency operations will be in a supporting role." Ref: CF Operations - May 97 • • • JOINT HEADQUARTERS ( AI1VI • TO INTRODUCE WORKSHOP PARTICIPANTS TO THE CANADIAN FORCES Y2000 PLAN "OPERATION ABACUS" JOINT HEADQUARTERS JOINT TASK FORCE ABACUS CONCEPT OF OPERATIONS BRIEF TO Y2000 CONSEQUENCE MANAGEMENT WORKSHOP 14 APR 99 0 Agenda Item 7 Presentation q Military Y2000 PLANNING - Joint Task Force ABACUS Concept of Operations 9 ^ 0 • LKUSS DLV. ID :6137392546 MAY 13'99 14:02 No.011 P.03 Exercise Ready 2000 - Exercise Ready 2000 Exercise Ready 2000 - • • • - April il-e), 1999 August to October 1999 December 31,1999 to January 1,2000 National deptnymont Test capacity to National Emergency meet our deployment TciccommunIcationk obligations to International Y2K monitoring - governments monitoring I )(mimic ltt system Intermingle Delayed gratification -New Year's Eve Corporate Compliance Fitting into the bigger picture . Conclusion .....-AwnwenteneroteAAwmee■AWAvedIAAvem,,,,,,,,,AA,AAm.on *NA ..... r•rOWITIAWIII/J,JOJJ1J/MHJIMIJI.V. JAWA/ ■••■■14, Preliminary results from Exercise 2000 Y2K Compliance • Senior Manager 18 Plans need to be appointed to oversee compliance - all placed in the context of indicate that the Red Cross is ready. business systems local government plans • July 1, 99 Joint messaging & testing Is required before anyone makes plans to ring in HR Policy - - all key 'Joint exercises required restricted leaves the New Yearl dates to test capacity & need • for adjustments • Aug, Oct. '99 Contact names and numbers. Senior Management ()wee • RED CROSS FIN. DEV. ID:6137392546 MHY 15'99 14:U2 No.U11 l'.U2 Objectives Y2K Mission Y2K - In Support of M'+nmmvl^.Tm1TMlYfM1M, V,AVA,4A,AU.V A.VA.A Vw.yv.w,..u,.v.A.w.... Government In Support of Government Outllne Y2K Plans Encourage personal responsibility & Dort Shropshire Na11ona1 Cuordlnitor, preparedness alsost.r a.n+tca Encourage direct contact with your (613) 740-1959 local Red Cross dvhrop ahlrrQr.dcros..ca Provide support to governments based on local disaster plans .A history of providing relief Recent Disasters In Canada To serve as an auxlllary to the civil authoritfes In 1917 Halifax pxploslon 1996 Saguenay Flood matters of dlraatter 1918 Influenza Epidemic relief, 1997 Manitoba Flood 1922 Forest flros Ih Que. Canadian Red Cross 199B E. Canada Ice Storm, Socloty Act,1909 1936 Praire Prought W, Canada Fires, Swiss Air Crash 1950 Winnlpog Flood Canadien 1999 Kosovo Refugees Corporations Act, 1954 Hurricane Hazel 1970 & Y2K Personal Preparedness Safeguard Partnershlps Preparedness .. . keeping balanced ^^•^+^"•Y'w^ M V HA W A^A V A.NA.nM..ww A W3w,u.A+u.+. nVN ^.wn Key Messages Bay, Zellers, Home Avolding "Mlllenlum Madness" FAQ's / Web site & Red Makers Magazine, EPC & Red Cross Cross offices Reliable, Key Messages • Updates Media - PSAa & interviews -May 3-9 & Over 1,000,0D0 copies Fall 1999 Be Prepared, Not Scarod STRONG NEED FOR COORDINATED KEY MESSAGINO 9 • Salvation Army personnel have participated • on planning committees in their various communities as well as at the provincial and federal levels where requested. • "People should always be prepared for emergencies. By their very nature, emergencies seldom provide a warning as far in advance as Y2K is doing for us now." • • 0 • • • JOINT HEADQUARTERS GENERIC DISPOSITION WITHIN A GEOGRAPHIC AREA CAT A CAT B SPECIALIST (-) (-) SIGS SQN SVC BN RESERVE REGULAR LAND UNITS (-) LAND UNITS (-) FD AMB MP PL NAVAL RESERVE UNITS (-) HMC SHIPS ENGR REGT BASES RESIDUAL MCC TAC HEL JOINT HEADQUARTERS WESTERN AREA \> \\C\Do 0 0 0 0 0 , CAT A CAT B SPECIALIST (-) (-) SIGS SQN SVC BN Ill (-) (-) 3 X RES BDE 4 X WINGS (-) 4 X BN FD AMB MP PL MARPAC (-) MCC 1 X AD REGT 7 X NAVRES (-) ENGR REGT îleFBs • HMC SHIPS • • JOINT HEADQUARTERS MARITIME CONSIDERATIONS - COASTAL MUNICIPALITIES -----, ^---- _t -- I D j CHARLOTTETOWN ^---f ---z ---^---^ PRINCE RUPERT CORNER BROOK RIMOUSKI Ji^----.------^^o QUEBEC^sL_I/- ^^`^LOï ' L ^^L 9 _I ST JOHN TYDNEJ VICTORIA - __ ^ ^;n q >500,000 HALIFAX / DARTMOUTH ST JOHN'S O >100,000 0 >25,000 JOINT HEADQUARTERS •• 11«-` • POTENTIAL MARITIME TASKS • PRESENCE • CIVIL/MILITARY LIAISON • COMMAND AND CONTROL SUPPORT OF OPS ASHORE • FORMED SUB UNITS OPERATING ASHORE AS CAT B FORCES • AIR OPERATIONS (EMBARKED HELICOPTERS) • • • • • JOINT HEADQUARTERS AIR RESOURCES • ACHQ CO-LOCATED WITH JTFHQ • AIR ASSETS: - OPERATIONAL CONTROL OF MOST TACTICAL HELICOPTERS, COMMAND & LIAISON AIRCRAFT AND CERTAIN SURVEILLANCE ASSETS WOULD BE ASSIGNED TO THE JOINT TASK FORCE FOR ElVIPLOYMENT. - OTHER ASSETS WOULD BE ALLOCATED BY THE CDS ON A TEMPORARY BASIS ("AS REQUIRED") JOINT HEADQUARTERS STRATEGIC CENTRE OF GRAVITY (COG) • MAINTAINING PUBLIC CONFIDENCE IN THE GOVERNMENT'S ABILITY TO MANAGE AND PROVIDE LEADERSHIP IN DEALING WITH Y2K JOINT HEADQUARTERS MISSION ON ORDER JOINT TASK FORCE ABACUS WILL PROVIDE ASSISTANCE THROUGHOUT CANADA TO THE CIVIL AUTHORITIES IN THE MAINTENANCE OF SERVICES AND INFRASTRUCTURE AFFECTED BY THE YEAR 2000 PROBLEM THAT ARE ESSENTIAL TO LIFE AND PUBLIC ORDER. JOINT HEADQUARTERS JTFC INTENT(i) • EXPLOIT UNIQUE POSITION OF CF • • • • • • JOINT HEADQUARTERS NATIONAL C2 FEDERAL GOVT OTHER NCPG NON GOVT GOVT ORGANISA- DEPTs TIONS NDHQ JTF PROVINCIAL PROVINCIAL PROVINCIAL PROVINCIAL PROVINCIAL GOVT GOVT GOVT GOVT GOVT TASK FORCE TASK FORCE TASK FORCE TASK FORCE TASK FORCE HQ HQ HQ HQ HQ MUNICIPAL MUNICIPAL MUNICIPAL MUNICIPAL MUNICIPAL GOVTS GOVTS GOVTS GOVTS GOVTS FORMAT ION/ FORMATION/ FORMATION/ FORMATION/ FORMATION/ UNIT HQs UNIT HQs UNIT HQs UNIT HQs UNIT HQs Ak j JOINT HEADQUARTERS JTFC INTENT(2) • EXPLOIT UNIQUE POSITION OF CF • NATIONAL OPERATIONAL LEVEL (JTFHQ) - SITUATIONAL AWARENESS - ALLOCATION OF RESOURCES - INFORMATION OPERATIONS • • • . A. _J\\ JOINT HEADQUARTERS ( II THE OPERATIONAL RESPONSE SITUATION OCCURS 11, AWARENESS FEDERAL SITUATION GOVERNMENT OF N PROVINCIAL EVALUATE COMM UNI CATE GOVERNMENTS THREAT KNOWLEDGE AND INTENT MUNICIPAL GOVERNMENTS IDENTIFY COMM UNICATE MAIN - KNOWLEDGE PUBLIC EFFORT AND INTENT DIRECT COMM UNICATE MEDIA CONC 0F KNOWLEDGE FORCE AND INTENT INTERNAL AUDIENCE MONITOR A. k é JOINT HEADQUARTERS STFC INTENT ( 3 ) • REGIONAL TASK FORCES (TF) - BASED ON FOUR LAND FORCE AREAS AND NORTHERN AREA - CONDUCT AND DIRECT OPS IN SUPPORT OF PROV/MUNICIPAL GOVERNMENTS WITHIN RESPECTIVE REGIONS - SOLE MILITARY POC WITH PROVINCIAL GOVERNMENTS THROUGHOUT OPERATION • • • • JOINT HEADQUARTERS JTFC INTENT (4) • FORCE EMPLOYMENT - OP AND TAC LEVEL UNITS ASSIGNED "BE PREPARED TO" TASKS IAW CDS PRIORITIES: • C2 • FORCE PROTECTION AND SUSTAINMENT • ASST TO LEA, AND ACP • HUMANITARIAN ASSISTANCE - ECONOMY OF EFFORT: CF UNITS PERFORM TASKS ON A PRIORITY BASIS. CF UNITS CANNOT BE COMMITTED TOO EARLY TO IMMEDIATE PROBLEMS AND THEN BE UNAVAL FOR HIGHR PRIORITY TASKS WHEN THEY OCCUR LATER ON IN THE CRISIS JOINT HEADQUARTERS THE TACTICAL RESPONSE SITUATION OCCURS AWARENESS OF FEDERAL SITUATION GOVERNMENT DIRECTION COMM UNICATE PROVINCIAL TO ACT KNOWLEDGE AND GOVERNMENTS INTENT MUNICIPAL ACT TO COMM UNICATE GOVERNMENTS STABILIZE KNOWLEDGE AND SITUATION INTENT PUBLIC COMPLETE COMM UNICATE TASK AND I KNOWLEDGE AND MEDIA WITHDRAW INTENT INTERNAL RECONSTITUTE• • AUDIENCE • • e JOINT HEADQUARTERS YIT CENTRE OF GRAVITY THE SUCCESSFUL IMPLEMENTATION OF THE JTF C31 PLAN TO ENSURE UNITY OF COMMAND AND FURNISH A DEGREE OF JTF WIDE SITUATION AWARENESS THAT PROVIDES COMDS AND STAFFS AT ALL LEVELS WITH REAL TIME, RELEVANT AND FUSED OPERATIONAL DATA • • f's A JOINT HEADQUARTERS N2- 11 JTF END STATE THE END STATE FOR OP ABACUS IS ACHIEVED WHEN CIVILIAN AUTHORITIES ARE CAPABLE OF PRO VIDING ESSENTIAL SERVICES, SETTING CONDITIONS FOR RETURN TO NORMAL CF POSTURE JOINT HEADQUARTERS PHASES (1) • PHASE 3- DEPLOYMENT - COMMENCES ON RECEIPT OF DCDS IMPLEMENTATION ORDER - TRANSFER OF COMMAND AUTHORITY: TF AND AC AND OTHER PERS AND RESOURCES OPCOM TO JTFC - G DAY - EMPL OF NATIONAL C3I ARCHITECTURE • - JTFC DECLARE JTF OPRED• TO CDS JOINT TASK FORCE HQ AIR HQ q TASK FORCE HQ CAT A FORCES -14,500 LIAISON ON CAT B FORCES -16,000 CALL COMMS JOINT HEADQUARTERS PHASES (2) • PHASE 4 - EMPLOYMENT - TRANSITION OCCURS ONCE CF RECEIVED FIRST REQUEST FOR ASSISTANCE FROM THE CIVIL AUTHORITIES - D DAY - OPS DECENTRALIZED IN NATURE WITH FOCUS OF JTFC ON: • PRIORITIZATION/ RE-ALLOCATION OF OP LEVEL RESOURCES BETWEEN REGIONS TO INCLUDE OP RESERVE AND OTHER FORCE TROOPS • SINGLE POC AND INTERFACE BETWEEN BETWEEN STRATECjC AND OP LEVELS • • JOINT HEADQUARTERS 11 CONCEPT OF OPERATIONS • DEPL PHASE IS CENTRALIZED IN NATURE WITH JTFC "HOLDING A STRING" ON MOST GEOGRAPHICALLY MOBILE FORCES (CAT A TPS) • DETERMINE MAIN EFFORT ONCE Y2000 PROBLEMS OCCUR IN EMPL PHASE • COMMIT AND REGROUP OP RESERVE ASSETS TO TFC(s) ONCE MAIN EFFORT DETERMINED (WHICH COULD BE A SINGLE REGION OR MORE THAN ONE SIMULTANEOUSLY) • EMPL PHASE AND EXECUTION OF SP TO CIV AUTHS DE-CENTRALIZED IN NATURE JOINT HEADQUARTERS JTF STRUCTURE JTF i TFWA TFCA FOSQ TFAA TFNA FORCE AC TROOPS CAT A RES M0V ENG TAC HEL MED COMD/LN MILITARY SURV POLICE 0 • • • A JOINT HEADQUARTERS COO *• _ e s* sielag.... .... • . it- • ,e' • r •* .. • e* • • •• •• •• •• .*_ 40.1%■ • • , • •• • •• • • • ."•• sr* *. 100" « ... • **** * e Va • *• * • 1 :'• es% •• •• ISpOrie q*è • •otem ...... •* • e ■MM■ • • • • • 0. , • • •è • ••• . •• •A .,..-.. e7 t, •• ... • •• . •• • . • V •* • .,• • •• . • ... . • •• a •• ....a r • • •• • • • • • • ( 4 .,...„ , } a • a • • , ... : ..• • . . ‘ • . TFCA }} t JOINT HEADQUARTERS - 11 TIMELINE 99100 99 - OP RESERVE READY G Day: On or about 30 Nov - ECS/GP DECLARE - OPRED DECLARATIONS Decision Pt: Around 5 Jan 00 TF/AC OPRED RECV (NLT) - REQS FROM CIV - DCDS IMPLO - STFC DECLARES AUTHS - COMD JTF IMPLO JTF OPRED TO CDS (NLT) - D-DAY st. • • • • • • • • • • • • •• • • • • PREP PITASà •DEPL .. PHASE...... : EMPL PHASE T.. 4- 7 - 7 15 Nov 30 Nov 15 Dec 30 Dec 5 Jan 15 Jan 1 Feb 15 Feb 1 Mar 27 Dec 1 Jan • I LVE? .....**. ..--.** - NATIONAL OP RESERVE -ASSESSMENT OF C3I DEPL EMPLOYED NATIONAL SITUATION -EMPLOYMENT OF TAC LEVEL IN SUPPORT OF ME FUNCTIONAL AS -DETERMINATION OF ME CAT A MOB FORCES AT TF - REGIONAL OPS CONTINUE OF 30 DEC -INITIAL EMPLOYMENT LEVEL PRIMARILY OF TAC LEVEL -REGROUPING OF NATIONAL STATIC FORCES OP RESERVE TO SUPPORT ME • • • • rN\- AL, JOINT HEADQUARTERS QUESTIONS It ,.., ç Agenda Item 9 Presentation q Closing Remarks 0 Y M • Agenda Item 9 Closing Remarks (EPC/DEPE) Our objective was to exchange information among the various components of the emergency preparedness community on our collective preparedness to deal with emergencies that might arise from the Y2000 problem. I believe we achieved that objective through the presentations and discussions of the past day and a half. That we did so is entirely due to the efforts expended by each and every one of you, not only in this brief fonn, but through your ongoing dedication to emergency management. Our deliberations were put into the broader Y2000 context by insights from the contingency planning and compliance components - both of which will play a significant role in determining the extent to which Y2000 consequence management will be required. Frankly, the past day and a half have confirmed what I already knew - that the national emergency preparedness community has well-established arrangements and linkages that will permit a rational and effective national response to Y2000-induced emergencies. That being said, as emergency managers, none of us are naïve enough to sit back and become smugly complacent. Fine tuning through training, exercises and continued awareness of • potential problems must, and will, continue. It must continue in the context of a co-operative national effort and not be allowed to slip into petty "turf wars". If current indications come to pass, the millemlium bug is not likelier to create undue stress on the Canadian emergency management community and for that we can rightly accept our fair share of the credit. However, the mere existence of the threat and the priority it has been afforded by all levels of government is providing us with an unprecedented opportunity to advance emergency preparedness in the country on a wide front. We must not miss that opportunity - not many of us will be around for the next millennium ! A number of issues related to the consequence management of Y2000 emergencies emerged that require further attention on our part: q A willingness on the part of a broad spectrum of the community to contribute to, and participate in, the NCPG Validation Exercise DOMINO in August-September. This exercise, based on the latest risk assessment, will allow participants an opportunity to test and evaluate their contingency plans within a scenario that should give some idea of inter-dependencies. In turn, a picture of the likely consequence management implications should emerge. q The continued refinement of LOMS must involve discussion with the provinces to ensure that the interface of LOMS to each of the jurisdictions is clearly understood. o The co-ordination of a coherent public information strategy among all jurisdictions that counsels an appropriate level of preparedness without inducing panic or • complacency. o A general concern with the visibility of Y2000 readiness of municpalities. o The need to consider how overall national priorities will be established. D The need to address a number of NGO concerns. o The need for enhanced preparedness/response information. D Command and control at the federal government level. D Oil and petroleum supply issues, including dependency on reserves, interrupted supply and ESAB. D Follow-up Workshops. •