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Emergency Preparedness Protection civileCanada Canada

EPC/J3THE ROLE OF THE CF IN MAJOR CIVIL DISASTERS

15-16 APRIL 1997CANADIAN EMERGENCY PREPAREDNESS COLLEGE

SUMMARY RECORD

ATELIER DE PCC-J3LE RÔLE DES FC EN CAS DE DÉSASTRE CIVIL MAJEUR

15-16 AVRIL 1997COLLÈGE DE LA PROTECTION CIVILE CANADA

COMPTE RENDU SOMMAIRE

Canad'

EPC/J3 THE ROLE OF THE CF IN MAJOR CIVIL DISASTERS

15-16 APRIL 1997 CANADIAN EMERGENCY PREPAREDNESS COLLEGE

SUMMARY RECORD

ATELIER DE PCC-J3 LE RÔLE DES FC EN CAS DE DÉSASTRE CIVIL MAJEUR

15-16 AVRIL 1997 COLLÈGE DE LA PROTECTION CIVILE CANADA

COMPTE RENDU SOMMAIRE

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EPOJIWORKS1LO_P15-11APRIL 1997 --SIIMTARY_RECORD OF_THKROLE OETHE CF IN MAJOR CIVIL DISASTERS,

Enclosed for your information and action as necessary is a copy of the coordinated EPC/J3 Summary Record. The copies of the presentations contained in the Annexes to this Summary Record are provided in the language in which they were presented.

ç1/4 M Braham Co-Chairperson EPC/J3 Workshop 991-7070

Attuchm_ent: 1

Distribution List

All attendees listed in Annex N

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Liste de distribution

Le 10 juin 1997

m s, F1 Emergency Preparedness Protection civile Canada Canada

ATELIERDES_1517_AVR11,197_DE PCC-.13 :C_OMPTE_REMM _SOMMAIRE RÔLE_D_ES_FC EN CAS_D_E_DÉSASTRE_CINELLMAJEUS.

Ci-joint vous trouverez pour information et suite à donner le cas échéant, un exemplaire du compte rendu sommaire de l'atelier coordonné de PCC-J3. Les copies des présentations qui se trouvent en annexe à ce compte rendu sommaire sont remises dans la langue dans laquelle elles ont été faites.

Le coprésident de l'atelier PCC-J3,

M. Braham 991-7070

p.j. 1

Liste de distribution

Tous les participants mentionnés à l'annexe N

Cama'

EPC/J3 WORKSHOPTHE ROLE OF THE CF IN MAJOR CIVIL DISASTERS

15 - 16 APRIL 1997CANADIAN EMERGENCY PREPAREDNESS COLLEGE

SUMMARY RECORD

Welcoming Remarks.

Co-Chairpersons Mr. Mike Braham, Director Emergency Programs & Exercises, EmergencyPreparedness Canada, and Cdr. Vic Tremblay, J3 Plans & Operations 2, National DefenceHeadquarters jointly opened the Workshop and welcomed participants.

Aim, Objectives and Focus of the Workshop.

Mr Braham outlined the aim, objectives and scope of the Workshop as follows:

The Aim of the Workshop was to foster an exchange of ideas between the military and civiliancommunities regarding emergency preparedness in Canada.

The Objectives of the Workshop were: To inform the civil emergency preparedness communityin Canada of the potential Canadian Forces capabilities and limitations in the event of a majoremergency in Canada, and

To inform the military community of the responsibilities, organization, capabilities andlimitations of the federal civil emergency management community in the event of a majoremergency in Canada.

The Focus of the Workshop would be on Public Welfare emergencies (ie natural andtechnological disasters) of such a magnitude that a National Support Centre would beactivated/implemented to coordinate a national response. Since Canadian Forces operations insupport of civil authorities at the municipal and provincial levels are generally well-known, triedand tested, these operations would be discussed only to the extent that clarification of changes tothe existing procedures or background material is required.

Mr Braham noted that the usual caveat that CF assistance in emergencies would be the "resourceof last resort" and would be dependent on other commitments was recognized, however, hesuggested that the nature of the emergency that was the focus of this workshop would be suchthat it might be expected to be the priority activity of the government, and hence the CanadianForces.

A copy of the final program followed by the Workshop is attached as Annex M. A list ofattendees is attached as Annex N.

NOTE: Copies of the presentations contained in the Annexes to this Summary Record areprovided in the language in which they were presented.

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Keynote Address. (Mr. Dave Peters, Acting Director General Readiness and Operations,Emergency Preparedness Canada).

Mr. Peters opened his remarks by stating that Dr. Eric Shipley, Executive Director, EmergencyPreparedness Canada, had expressed his regret that he was unable to be present due to illness butwished to have his personal interest in the Workshop noted. The notes used for Mr. Peters'address are at Annex A.

Civil Emergency Management Responsibilities in the Federal Government: EmergencyLegislation and Policy; The Government Emergency Book; Roles of EmergencyPreparedness Canada, Other Government Departments, and Non GovernmentOrganizations. ( Mr. Mike Braham, Director Emergency Programs and Exercises, Emergencypreparedness Canada).

Mr Braham provided an overview of the legislative and policy framework within which thefederal civil emergency management community operates. A copy of the slides used during hispresentation are at Annex B.

Following the presentation there was a question pertaining to EPC's responsibilities in theinternational arena. In response, it was explained that EPC represented Canada on the NATO

'Senior Civil Emergency Planning Committee (SCEPC) and other government departmentsprovided national representation on the nine subordinate Planning Boards & Committees to theSCEPC. As an extension to its NATO responsibilities EPC had taken the lead in extending thehand of friendship in the area of civil emergency preparedness to the countries of Central andEastern Europe. Based on this Canadian initiative, emergency preparedness was now one of thekeystone areas of activity within the Partnership for Peace program. EPC has signed bilateralMOUs on information exchange with the Czech Republic and Ukraine.

The other area of international focus is with the United States. Activities are guided by a 1986bilateral agreement signed buy the heads of EPC and the Federal Emergency ManagementAgency (FEMA) which provides for comprehensive cooperation in both planning and responsecross border activities. Cooperation is managed through a high-level bilateral ConsultativeGroup and a network of subordinate sectoral and regional committees.

The Role of Emergency Preparedness Canada's Regional Offices in Disasters. (Mr. DonCampbell, Emergency Preparedness Canada Regional Director, Alberta and North WestTerritories ).

Mr Campbell briefed the Workshop on the roles and responsibilities of a typical EPC RegionalOffice. The subject areas covered by his briefing were as follows:

* The legal framework used by EPC Regional Directors in carrying out theirresponsibilities.

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* The Emergencies Act and the Enzergency Preparedness Act as both relate to EPC's regional support to the provinces.

* An example of the Regional Framework for emergency planning, the coordination system used, and some of the special arrangements within Alberta.

A copy of the slides used by Mr Campbell for his briefing are at Annex C.

This presentation generated a lengthy and spirited discussion on the relationship between the provinces and the EPC Regional Directors and/or the Land Force Area Headquarters. At the root of the discussion was an apparent conflict between the desire to ensure that provincial requests for military assistance were legitimate and that the use of military resources was appropriate as opposed to the need for clear and effective lines of communication that kept all relevant parties informed.

Clearly Regional Directors are in a position to provide the kind of filtering function required to ensure that requests are legitimate, however, rigorous insertion of the EPC RDs into the process seemed to be unnecessarily arbitrary and potentially time-consuming in a serious emergency. Notwithstanding the concerns on the part of the military community about the potential for unjustified requests for its resources, present practice would seem to indicate that the direct approach has worked effectively and that Area Headquarters staff have been able to reach the appropriate conclusions. The bottom line to this interesting discussion reflected a need to enhance the relationship between the EPC Regional Offices and their relevant Land Force Area Headquarters and to agree on the approach that best meets the needs of each Region. It was recognized that Land Force Area Commanders remain the CDS's representatives to provincial governments in their respective areas.

ACTION: EPC RDs/LFAHQs

The Military Organizational Structure Relative to Emergency Management & Assistance to the Civil Authority - DNDP 55 & Update on Revised Policy on Support to OGDs. ( Maj. Lavallée, J3 Plans & Operations 2-2 NDHQ )

Major Lavallée provided a briefing on the roles and responsibilities of the Canadian Forces in support of the civil authorities for emergency situations. His briefing included a preview of the revised HQDP 55. A copy of the text and slides used in his presentation are at Annex D.

Major Lavallée's presentation generated a good deal of discussion, particularly as it pertained to the conditions of employment of the Canadian Forces in Domestic Operations. Those conditions were recognized by the civil attendees as entirely appropriate and understandable in the context of "normal" emergencies. However, their rigid applicability in a national or other catastrophic emergency scenario was questioned and became a point of basic contention as a number of the specific issues were discussed later in the program.

Although the briefer went to some lengths to distinguish between the Departmental and Canadian

3/8

Forces components of the Department of National Defence, discussion following his presentationconfirmed that Land Force Area Commanders are the CDS's representatives to provincialgovernments. The position of the civil attendees was that this responsibility should reflectrepresentation of the Canadian Forces, given EPC's Departmental role in this context. This issuewas not resolved definitively at the Workshop and should be clarified in follow-up action.

ACTION: EPC-DEPE/J3 Plans & Ops

Saguenay Flood. ( Mr Tremblay, Emergency Preparedness Canada, Regional Director Quebec )Mr Tremblay gave a video/oral presentation on the 1996 Saguenay flooding incident withparticular reference to the federal involvement in the response operation presentation. A copy ofhis presentation is at Annex E.

The discussion on this presentation focussed on the relationship of the EPC Quebec RegionalOffice and the Quebec Land Force Area Headquarters. The decision by the EPC RD to delegatecoordination of the on-site federal activity to the Canadian Forces was questioned from both thepoint of view of the authority vested in the RD to make such a delegation and from that of itsoperational prudence. In response it was pointed out that the decision was taken after appropriateconsultation between the EPC RD and the Land Force Area Commander that concluded that theon-site military had a good grip on the situation, and that the limited staff resources of the EPCRegional Office could be put to best use coordinating the federal resources at the Regional leveland effecting liaison with the Provincial Emergency Measures Organization.

Note: J3 Plans and Operations is of the opinion that the CF assumption of responsibility foron-site coordination during the Saguenay floods was an anomaly, and that normally on-sitemilitary commanders should not be given the responsibility to coordinate federal resources onbehalf of EPC Regional Directors.

Overview of Existing National Emergency Arrangements: Description of MajorArrangements and Lead Roles. The National Support Planning Framework (Mr. Braham,Emergency Preparedness Canada, Director Emergency Programs & Exercises )

Mr Braham gave a short presentation that summarized the background to national emergencyarrangements and their current state of development. He concluded his presentation with adescription of the generic National Support Planning Framework and its associated emergencymanagement structure, the National Support Centre. A copy of the slides used for hispresentation slides are at Annex F and a copy of the slide depicting the National Support Centreis at Annex G.

The discussion following the presentation highlighted a couple of areas of concern pertaining tothe National Support Planning Framework. They were largely of an editorial nature and will beaddressed in subsequent drafts. However, it was evident that the Canadian Forces planning staffhad not been as intimately involved in the evolution of this document as their civil colleagues.This situation needs to be improved in future.

4/8

ACTION: EPC-DEPE/J3 Plans & Ops

The discussion of the National Support Centre clarified a number of points with respect to itscomposition and the changes that would occur (primarily the chair of the various parts)depending on the designation of the lead Minister/department. It was noted that the ExecutiveGroup is based upon the membership of the Emergency Preparedness Advisory Group with thecaveat that the chair of the former be elevated to the level of Deputy Minister.

The Coordination and Operations Group (COG) will initially be based upon theInterdepartmental Coordinating Group membership, however, the potential for extendedoperations will lead to a requirement for augmentation. Although the bulk of such augmentationis expected to come from OGD's the briefer noted the recent formation of an EPC Reservecomprised of retired former emergency planning officers designed to provide augmentees to theNational Support Centre in an emergency.

The briefer noted the existence of an EPC Business Resumption Plan that includes back-upfacilities, including the capabilities of the Government Emergency Operations CoordinationCentre (GEOCC), at the Canadian Emergency Preparedness College in Arnprior.

Finally, it was reported that EPC had initiated a series of mini-exercises (SHOCK REFRESHER)to familiarise federal emergency managers with the layout and operation of the National SupportCentre. All Workshop participants were encouraged to take part in this series.

ACTION: All

Logistics Operations Management System. ( Maj. Fullerton, NDHQ, J4 Logistics Plans 6)Maj. Fullerton described the background to the Logistics Operations Management System(LOMS) and to its inclusion in the National Earthquake Support Plan (NESP). He described theconcept of operations and an indication of the extent of likely Canadian Forces involvement. Acopy of his presentation and slides is at Annex H.

The discussion following this presentation generated a forceful discussion that harked back to theearlier statement on Canadian Forces policy with respect to the provision of CF resources. Inresponse to an EPC request that the LOMS concept be extended to the National Support PlanningFramework (NSPF), the J3 representative stated that the CF commitment to LOMS is specific tothe NESP, despite being contrary to current CF policy. Therefore, the extension of LOMS to theNSPF in order to make it a generic CF commitment for all federal emergencies is not supported.

The EPC co-chair attempted to describe an emergency situation which, in his opinion, wouldextend beyond the bounds of those contemplated by current CF policy, in which the emergencywould be of such national attention and focus that every available national resource, includingthose of the CF, would be brought to bear.

In response, the J3 representative noted that CF resources are maintained primarily to carry outdefence requirements and cannot therefore be pre-committed to any plans that are not directly

5/8

related to the defence of Canada or other assigned defence roles.

The difficulty to identify specific CF resources in that context was acknowledged by the civilattendees, however, it was pointed out that LOMS did not imply explicit operational resources,but rather the planning, coordination and movements expertise of the CF Movementscommunity. The ability to access specific heavy-lift transportation resources would beconsidered a bonus, however, in the circumstances of the type of emergency contemplated byimplementation of the National Support Planning Framework, it was thought that a maximumbest-effort would be applied.

In the light of these conflicting views, no decision was possible on extending the LOMS conceptto the National Support Planning Framework and the civil co-chair undertook to pursue thismatter formally through the appropriate military channels following the Workshop.

ACTION: EPC/DEPE

The Disaster Assistance Response Team (DART). (Capt Ready, NDHQ J3 Plans &Operations 4-6 )

Capt Ready gave a presentation on the background, concept of operations and capabilities andlimitations of the Canadian Forces Disaster Assistance Response Team (DART). A copy of hispresentation is at Annex I.

Inclusion of this item had been specifically requested by the civil sector to consider how thecapabilities of this unit, designed for international humanitarian operations, could be utilised in anational context. It became apparent however, that notwithstanding the inherent capabilities ofthe DART, it was not the most pertinent instrument for CF assistance in the case of a nationaldisaster. Rather, there are capabilities within each Land Forces Area that emulate or exceedthose of the DART and which would be more readily available in the event of an emergencysituation in Canada. The details of these Area capabilities are being described in Area Annexes toHQDP 800. The military representatives agreed to keep the EPC Regional offices apprised ofactivities with respect to the development of these Annexes and to provide the pertinent officeswith a copy as they are completed. EPC/DEPE agreed to delete the Annex of the NationalSupport Planning Framework assigned to the DART as a reflection of this discussion.

ACTION: EPC-DEPE/DND/J3 Ops & Plans

Heavy Urban Search and Rescue (HUSAR). (Ms. deBeaupré, Emergency PreparednessCanada, Directorate Emergency Programs & Exercises, Program Coordinator)

Ms. de Beaupré's presentation provided the background behind the present effort to establish anational HUSAR capability. It included a summary of the direction that this program is takingand a forecast of future activities. A copy of her presentation is at Annex J.

In summary, the strategy as presently conceived, will consist of 9 or 10 teams based on those

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already in development in Vancouver, Calgary and Regina. In an emergency requiring the HUSAR capability, one or more of these teams would be deployed to the disaster site. The ability to function over a protracted period would be provided through augmentation by component elements scattered across the countries in as many municipalities as possible. The teams and their component parts would be designed and trained to a common standard to permit the required degree of interoperability.

The puipose of this presentation, in addition to its informative nature, was to gain an expression of best-effort support from the Canadian Forces for the potential heavy airlift resources to move the complete HUSAR teams from one part of the country to another. Once again, it was expected that the nature of an emergency requiring the deployment of a HUSAR capability would be such to suggest a best-effort response from all orders of govenunent and from the CF.

Given the previous caveats with respect to the inability to pre-commit specific resources, and recognizing the serious nature of such an event, the military co-chair was able to agree that this was probably an area in which the CF could offer a best-effort commitment in case of an emergency requiring a national HUSAR capability.

ACTION: EPC-DEPE/J3 Plans & Ops

Nuclear Planning in the Civil Sector. (Mr. Auclair, Nuclear Planning Officer, Health Canada )

Mr. Auclair described the historical as well as the government emergency planning context that led to the revision of the Federal Nuclear Emergency Response Plan (FNEP), covered the key elements of the revised plan, and discussed some of the future activities identified to complete the government's preparedness for nuclear emergencies. A copy of his presentation is at Annex K.

The NBC Response Team (NBCRT) & the Nuclear Emergency Response team ( NERT ). (Major J.P.M. Tardif, Directorate NBC Defence NDHQ )

Major Tardif briefed the Workshop on the roles and capabilities of the CF NBCRT and the NERTs. A copy of his presentation is at Annex L.

The two nuclear presentations were considered together in a single discussion period. Despite the fairly wide coverage of the FNEP, it was agreed that an area requiring further consideration was that pertaining to nuclear powered/capable vessels in Canadian territorial waters but not in port.

The unique capabilities of the NBCRT were noted, particularly in relation to the relative dearth of such capabilities in the civil sector and the limited availability of the NBCRT itself. In that context a question as to whether municipal officials from major centres in Canada received NBC training at the CF NBC School in CFB Borden was asked. Given the negative response, a suggestion that it might be appropriate was taken under consideration by J3.

ACTION: DNBCD

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The civil sector noted that it was in the early stages of developing national arrangements for the consequence management of a terrorist incident, including one involving NBC agents. In that context, the inclusion of the NBCRT as a potential resource was sought. As with the case of HUSAR above, and for the same reasons, the military co-chair was able to agree that this was probably an area in which the CF could offer a best-effort commitment in case of an emergency requiring this capability.

ACTION : EPC - DEPE/J3 Plans & Ops

Conclusions.

Mr Braham provided the following conclusions to the Workshop proceedings on behalf of all participants:

- the aim and the objectives of the workshop has been achieved;

further discussion on the applicability of current CF policy pertaining to domestic ops in a national/catastrophic emergency was required to ensure that appropriate joint planning could proceed;

that the success of this gathering suggested future sessions of a similar nature.

ç Mr M. Braham

Director Emergency Programs & Exercises Emergency Preparedness Canada

LCol P.A. Drover Acting/J3 Plans & Operations

Department of National Defence

8/8

ATELIER DE PCC-J3 LE RÔLE DES FC EN CAS DE DÉSASTRE CIVIL MAJEUR

15-16 AVRIL 1997 COLLÈGE DE LA PROTECTION CIVILE CANADA

COMPTE RENDU SOMMAIRE

Mot d'accueil

Les coprésidents, M. Mike Braham, directeur des programmes d'urgence et exercices, Protection civile Canada, et le Cdr Vie Tremblay, J3 Plans et Opérations 2, Quartier général de la Défense nationale, ont ouvert conjointement l'atelier et accueilli les participants.

But, objectifs et centre d'attention de l'atelier

M. Braham souligne le but, les objectifs et la portée de l'atelier de la manière suivante :

Le but de l'atelier est de stimuler un échange d'idées entre les collectivités militaires et civiles pour ce qui est de la protection civile au Canada.

Les objectifs de l'atelier sont d'informer la collectivité civile de la protection civile au Canada des capacités potentielles et des contraintes des Forces canadiennes, en cas de situation d'urgence au Canada,

et d'informer la collectivité militaire des responsabilités, de l'organisation, des capacités et des limites de la collectivité civile fédérale de gestion des mesures d'urgence, en cas de situation d'urgence au Canada.

Le centre d'attention de l'atelier se porterait sur les sinistres (c'est-à-dire les désastres naturels et technologiques) d'une ampleur telle qu'un Centre de soutien national serait mis en service ou en oeuvre pour coordonner une intervention nationale. Puisque les opérations des Forces canadiennes à l'appui des autorités civiles aux niveaux provincial et municipal sont généralement bien connues, essayées et mises à l'essai, on ne discutera de ces opérations que dans la mesure où seraient nécessaires des éclaircissements concernant des modifications des procédures existantes ou des documents.

M. Braham fait remarquer que bien que l'on reconnaisse la mise en garde habituelle voulant que l'aide des FC soit la «ressource de dernier ressort» et dépende de ses autres engagements, il suggère cependant que la nature de la situation d'urgence qui sera le centre d'attention de cet atelier serait telle que l'on peut s'attendre à ce qu'elle soit l'activité prioritaire du gouvernement et donc des Forces canadiennes.

On trouve à l'annexe M un exemplaire du programme définitif suivi par l'atelier. À l'annexe N se trouve une liste des participants.

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NOTA. Les copies des présentations qui se trouvent en annexe à ce compte rendu sommaire sontremises dans la langue dans laquelle elles ont été faites.

Discours-programme. (M. Dave Peters, directeur général par intérim, État de préparation et desopérations, Protection civile Canada).

M. Peters ouvre son exposé en mentionnant que M. Eric Shipley, administrateur général,Protection civile Canada, a exprimé le regret de ne pouvoir être présent, pour cause de maladie,mais souhaitait que l'on note son intérêt personnel pour l'atelier. Les notes utilisées pour l'exposéde M. Peters se trouvent à l'annexe A.

Responsabilités de gestion de la protection civile au gouvernement fédéral : législation etpolitique concernant les situations d'urgence; Guide du gouvernement pour les situationsd'urgence; rôles de Protection civile Canada, des autres ministères et des organisations nongouvernementales. (M. Mike Braham, directeur des programmes d'urgence et exercices,Protection civile Canada).

M. Braham fait un survol du cadre de la législation et de la politique à l'intérieur duquel lacollectivité civile fédérale de gestion des mesures d'urgence agit. On trouve à l'annexe B une copiedes diapositives utilisées pendant cette présentation.

À la suite de cette présentation, on pose une question concernant les responsabilités de PCC surla scène internationale. En réponse, on explique que PCC représente le Canada au Haut comitépour l'étude des plans d'urgence dans le domaine civil. (HCPUC) de l'OTAN et que d'autresministères assurent une représentation nationale dans les neuf comités de planification et comitésrattachés au Haut comité susnommé. Dans le prolongement de ses responsabilités envers l'OTAN,PCC a pris la tête en étendant son aide touchant la protection civile aux pays de l'Europe centraleet de l'Est. Fondée sur cette initiative canadienne, la protection civile est maintenant l'un dessecteurs clés d'activité au sein du programme de Partenariat pour la paix. PCC a signé desprotocoles d'entente bilatéraux portant sur l'échange d'information, avec la République tchèqueet l'Ukraine.

L' autre domaine d'attention internationale concerne les États-Unis. Les activités sont conduitesen vertu d'un accord bilatéral signé en 1986 par les dirigeants de PCC et de la Federal EmergencyManagement Agency (FEMA), qui assure une coopération complète des activités de planificationet d'intervention transfrontalières. La coopération est gérée par un groupe consultatif bilatéral dehaut niveau et un réseau de comités sectoriels et régionaux subordonnés.

Le rôle des bureaux régionaux de Protection civile Canada en cas de désastre (M. DonCampbell, directeur régional de Protection civile Canada, Alberta et Territoires du Nord-Ouest)

M. Campbell donne à l'atelier des renseignements sur les rôles et responsabilités d'un bureaurégional représentatif de PCC. Les domaines couverts par cette intervention sont les suivants :

2de9

* Le cadre légal utilisé par les directeurs régionaux de PCC en assumant leursresponsabilités.

* La Loi sur les mesures d'urgence et la Loi sur la protection civile dans la mesureoù elles se rattachent au soutien régional apporté par PCC aux provinces.

* Un exemple du cadre régional de la planification des mesures d'urgence, lacoordination des systèmes utilisés et certaines modalités particulières en Alberta.

On trouve à l'annexe C une copie des diapositives utilisées par M. Campbell.

Cette présentation entraîne une longue et fougueuse discussion à propos des relations entre lesprovinces et les directeurs régionaux de PCC et/ou le quartier général du Secteur de la Force

terrestre. À la base de la discussion se trouve un conflit apparent entre le désir de s'assurer queles demandes provinciales d'aide militaire sont légitimes et que l'utilisation des ressourcesmilitaires est appropriée, en opposition avec le besoin de lignes claires et efficaces decommunication qui tiennent informées toutes les parties concernées.

Les directeurs régionaux sont de toute évidence en position d'assurer le genre de fonction defiltrage nécessaire pour faire en sorte que les demandes soient légitimes; cependant, une insertionrigoureuse des directeurs régionaux de PCC dans le processus semble être inutilement arbitraire

et prendre éventuellement du temps en cas de sérieuse situation d'urgence. Malgré les

préoccupations de la part de la collectivité militaire au sujet de la possibilité de faire appel demanière injustifiée à ses ressources, la méthode actuelle semblerait indiquer qu'une approchedirecte a fonctionné de façon efficace et que le personnel des quartiers généraux de secteur a puaboutir à des conclusions adéquates. Le résultat essentiel de cette intéressante discussion traduitle besoin d'améliorer les relations entre les bureaux régionaux de PCC et les quartiers générauxde secteur pertinents de la Force terrestre et de convenir d'une démarche qui réponde au mieux,aux besoins de chaque région. On reconnaît que les commandants de Secteur de la Force terrestrerestent les représentants du CEMD auprès des gouvernements provinciaux de leurs secteurs

respectifs.

SUITE À DONNER : DIRECTEURS RÉGIONAUX DE PCC - QGSFT

La structure organisationnelle militaire concernant la gestion des mesures d'urgence et l'aideà l'autorité civile - PMDN 55 et mise à jour de la politique révisée sur l'appui aux autres

ministères (Major Lavallée, J3 Plans et Opérations 2-2 QGDN)

Le major Lavallée traite des rôles et responsabilités des Forces canadiennes à l'appui des autoritésciviles, dans les situations d'urgence. Son exposé comporte un examen préalable du PMDN 55

révisé. On trouve à l'annexe D une copie du texte et des diapositives qui ont servi à sa

présentation.

3 de 9

La présentation du major Lavallée engendre beaucoup d'échanges, en particulier pour ce qui est des conditions d'emploi des Forces canadiennes dans des opérations domestiques. Les participants civils reconnaissent que ces conditions sont parfaitement adéquates et compréhensibles dans le cadre des situations d'urgence «normales». Toutefois, leurs conditions d'application rigides en cas de scénario catastrophique d'urgence, d'ordre national ou autre, sont remises en question et deviennent un point de divergence fondamentale, lors des discussions ultérieures portant sur des questions particulières.

Même si le major s'est donné beaucoup de mal pour faire une distinction entre les composantes ministérielles et les Forces canadiennes du ministère de la Défense nationale, la discussion qui a suivi sa présentation confirme que les commandants de secteur de la Force terrestre sont les représentants du CEMD auprès des gouvernements provinciaux. La position des participants civils est que cette responsabilité doit traduire la représentation des Forces canadiennes, étant donné le rôle ministériel de PCC dans ce contexte. Cette question n'a pas été résolue définitivement durant l'atelier et elle devrait faire l'objet d'éclaircissements par des mesures de suivi.

SUITE A DONNER: PCC-DPUE - J3 Plans et Opérations

Inondations du Saguenay. (M. Tremblay, Protection civile Canada, directeur régional du Québec) M. Tremblay fait une présentation verbale et avec une vidéo des incidents relatifs aux inondations du Saguenay, en 1996, en faisant particulièrement référence à la participation fédérale dans les opérations d'intervention. On trouve en annexe E une copie de sa présentation.

La discussion suivant cette présentation se concentre sur les relations entre le bureau régional de PCC et le quartier général de Secteur de la Force terrestre du Québec. La décision du directeur régional de PCC de déléguer la coordination sur place des activités fédérales aux Forces canadiennes est remise en question du point de vue de l'autorité dévolue au directeur régional de faire cette délégation et du point de vue de sa prudence opérationnelle. On souligne, en réponse, que la décision a été prise après une consultation adéquate entre le directeur régional de PCC et le commandant de Secteur de la Force terrestre, qui en est arrivée à la conclusion que les militaires sur place contrôlaient bien la situation et que les ressources en personnel limitées du bureau régional de PCC seraient mieux utilisées en coordonnant les ressources fédérales au niveau régional et en assurant la liaison avec l'organisation provinciale des mesures d'urgence.

Nota. J3 Plans et Opérations est d'avis que la prise en charge par les FC de la responsabilité de la coordination sur place au cours des inondations du Saguenay a été une anomalie et que, normalement, l'on ne devrait pas donner aux commandants militaires sur place la responsabilité de coordonner les ressources fédérales au nom des directeurs régionaux de PCC.

Aperçu sur les dispositions nationales existantes en cas d'urgence : description des principales dispositions et des rôles prépondérants. Le cadre national de planification de soutien (M. Braham, Protection civile Canada, directeur des programmes d'urgence et exercices)

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M. Braham fait une courte présentation qui résume le contexte des dispositions nationales en cas d'urgence et leur état d'élaboration actuel. Il termine sa présentation par une description du cadre national de planification de soutien et de la structure de gestion des mesures d'urgence qui lui est rattachée, le Centre de soutien national. On trouve à l'annexe F une copie des diapositives utilisées pour cette présentation et à l'annexe G une copie de la diapositive décrivant le Centre de soutien national.

La discussion qui suit cette présentation met en lumière un certain nombre de domaines de préoccupations ayant trait au cadre national de planification de soutien. Ces préoccupations portent surtout sur la rédaction du texte et l'on s'en occupera dans les ébauches ultérieures. Toutefois, il est clair que le personnel de planification des Forces canadiennes n'a pas participé d'aussi près à l'évolution de ce document que sa contrepartie civile. Il faudra améliorer cette situation à l'avenir.

SUITE À DONNER: PCC-DPUE - J3 Plans et Opérations

La discussion portant sur le Centre de soutien national a éclairci un certain nombre de points pour ce qui est de sa composition et des modifications qui pourraient survenir (surtout la présidence des différentes composantes), en fonction de la désignation du ministre et du ministère responsables. On remarque que le Groupe de direction est fondé sur les membres du Groupe consultatif sur la protection civile, avec l'avertissement que le président du premier groupe serait élevé au niveau de sous-ministre.

Le Groupe de la coordination et des activités sera d'abord formé de membres du Groupe interministériel de coordination; toutefois, l'éventualité d'une extension de ses activités entraînera un besoin d'accroissement. Bien que l'on s'attende à ce que la plus grande partie de cette augmentation provienne des autres ministères, le conférencier mentionne la récente formation d'une réserve de PCC composée d'anciens agents à la retraite de la planification des mesures d'urgence, destinée à fournir des ressources supplémentaires au Centre de soutien national en cas de situation de crise.

Le conférencier fait remarquer l'existence du plan de la reprise des opérations de PCC, qui comporte des dispositions de soutien, y compris les capacités du Centre de coordination des opérations d'urgence du gouvernement, au Collège de la Protection civile Canada, à Arnprior.

Pour finir, mention est faite que PCC a entrepris une série de mini-exercices (SHOCK REFRESHER) pour familiariser les gestionnaires fédéraux des mesures d'urgence avec les dispositions et les opérations du Centre de soutien national. On encourage tous les participants à l'atelier à prendre part à cette série.

SUITE À DONNER : tout le monde

Système de gestion des opérations logistiques (Major Fullerton, QGDN, J4 Plans logistiques 6)

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Le major Fullerton décrit le contexte du système de gestion des opérations logistiques (SGOL) etde son inclusion dans le Plan national de soutien en cas de tremblement de terre (PNSTT). Il décritle concept des opérations et donne une indication de l'importance de la participation probable desForces canadiennes. On trouve en annexe H une copie de cette présentation et des diapositives.

À la suite de cette présentation, une discussion animée revient sur la mention antérieure de lapolitique des Forces canadiennes ayant trait à la fourniture des ressources des FC. En réponse àune demande de PCC pour que le concept du SGOL soit étendu au Cadre national de planificationde soutien (CNPS), le représentant de J3 déclare que l'engagement des FC dans SGOL estparticulier au PNSTT, bien qu'il soit contraire à la politique actuelle des FC. C'est pourquoi,l'extension du SGOL au CNPS, en vue d'en faire un engagement générique des FC pour toutesles urgences fédérales, n'est pas appuyé.

Le coprésident de PCC tente de décrire une situation d'urgence qui, à son avis, irait bien au-delàdes limites envisagées par la politique actuelle des FC, dans laquelle la situation d'urgence auraitune telle portée nationale qu'il faudrait mettre en œuvre toutes les ressources nationalesdisponibles, y compris celles des FC.

En réponse, le représentant de J3 fait remarquer que les ressources des FC sont tenues à jourd'abord pour les besoins de défense et que l'on ne peut donc pas les engager préalablement dansdes plans qui ne sont pas liés directement à la défense du Canada ou à d'autres rôles de défensequi seraient assignés.

Les participants civils reconnaissent la difficulté d'identifier des ressources particulières des FC;cependant, on souligne que le SGOL ne comporte pas de ressources opérationnelles explicites,mais plutôt la compétence en planification, en coordination et en déplacements de la collectivitédes mouvements des FC. La capacité d'accéder à des ressources de transports pour chargeslourdes particulières serait regardée comme une bonification; toutefois, dans les cas du genre desituation d'urgence envisagée pour la mise en oeuvre du Cadre national de planification de soutien,on pense que l'on ferait le maximum d'efforts possibles.

À la lumière de ces points de vue opposés, on n'a pu prendre aucune décision sur l'extension duconcept de SGOL au Cadre national de planification de soutien et, à la suite de l'atelier, lecoprésident civil a entrepris de poursuivre ce sujet de manière officielle, en utilisant les canauxmilitaires adéquats.

SUITE À DONNER : PCC-DPUE

L'équipe d'intervention de secours (Capitaine Ready, QGDN J3 Plans et Opérations 4-6)

Le capitaine Ready fait une présentation du contexte, du concept d'opération, des capacités et deslimites de l'équipe d' intervention de secours des Forces canadiennes. On trouve à l'annexe I unecopie de sa présentation.

6de9

C'est le secteur civil qui a demandé spécifiquement l'inclusion de ce point, afin d'envisager coirnnent les capacités de cette unité, destinée à des interventions humanitaires internationales, pourraient être utilisées dans le contexte national. Toutefois, il est devenu évident que les capacités inhérentes de l'Équipe d'intervention de secours n'en faisaient pas l'instrument le plus adéquat d'aide des FC en cas de désastre national. Il existe plutôt au sein de chaque Secteur de la Force terrestre des capacités qui imitent ou dépassent celles de l'Équipe d'intervention de secours et qui seraient disponibles beaucoup plus rapidement dans l'éventualité d'une situation d'urgence au Canada. Les détails de ces capacités régionales sont décrites dans les annexes de secteur au PMDN 800. Les représentants militaires conviennent de tenir au courant les bureaux régionaux de PCC des activités ayant trait au développement de ces annexes et d'en fournir un exemplaire aux bureaux pertinents, une fois qu'elles seront achevées. PCC-DPUE convient d'éliminer l'annexe du Cadre national de planification de soutien assignée à l'Équipe d'intervention de secours, à la suite de cette discussion.

SUITE À DONNER: PCC-DPUE - MDN - J3 Opérations et Plans

Recherche et sauvetage en milieu urbain à l'aide d'équipement lourd (Mme de Beaupré, Protection civile Canada, Direction des programmes d'urgence et exercices, coordonnatrice du programme)

La présentation de madame de Beaupré donne l'arrière-plan des efforts actuels visant à établir une capacité nationale de recherche et de sauvetage en milieu urbain à l'aide d'équipement lourd. Elle comporte un résumé de l'orientation que prend ce programme et une prévision de ses activités ultérieures. On trouve à l'annexe J une copie de sa présentation.

En résumé, la stratégie telle qu'on la conçoit actuellement, se composera de 9 ou 10 équipes basées sur celles qui sont déjà en cours d'élaboration à Vancouver, Calgary et Regina. En cas de situation d'urgence nécessitant des capacités de recherche et de sauvetage en milieu urbain à l'aide d'équipement lourd, une ou plusieurs de ces équipes seraient déployées sur le lieu du désastre. La capacité de fonctionner au cours d'une période prolongée serait assurée par un accroissement des éléments composants répartis dans le pays, en autant de municipalités que possible. Les équipes et leurs composantes seraient conçues et formées selon une norme commune pour permettre le niveau requis d' interopérabilité.

Le but de cette présentation, en plus de sa nature informative, est d'obtenir l'expression d'un soutien marqué de la part des Forces canadiennes en vue d'éventuelles ressources de transport aérien par gros porteurs, pour déplacer des équipes complètes de recherche et de sauvetage en milieu urbain à l'aide d'équipement lourd, d'une partie du pays à l'autre. Une fois encore, on s'attend à ce que la nature de la situation d'urgence nécessitant le déploiement de capacités de recherche et de sauvetage en milieu urbain à l'aide d'équipement lourd serait telle qu'elle suggérerait une intervention très appuyée de tous les paliers de gouvernement et des FC.

Étant donné les avertissements antérieurs sur l'incapacité d'engager d'avance des ressources

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précises et la reconnaissance de la nature sérieuse d'un tel événement, le coprésident militaire peutconvenir que ce serait probablement un domaine pour lequel les FC pourraient offrir unengagement marqué dans le cas d'une situation d'urgence nécessitant des capacités nationales derecherche et de sauvetage en milieu urbain à l'aide d'équipement lourd.

SUITE À DONNER : PCC-DPUE - J3 Plans et Opérations

Planification nucléaire dans le secteur civil (M. Auclair, agent de planification nucléaire, Santé

Canada)

M. Auclair décrit l'historique ainsi que le contexte de la planification des mesures d'urgence dugouvernement qui ont conduit à la révision du Plan fédéral d'intervention en cas d'urgencenucléaire (PFUN); il expose les éléments essentiels du plan révisé et discute certaines activitésultérieures identifiées pour compléter la préparation du gouvernement en cas d'urgence nucléaire.On trouve en annexe K une copie de cette présentation.

L'équipe d'intervention NBC et l'équipe d'intervention en cas d'urgence nucléaire (NERT)(Major J. P. M. Tardif, direction de la défense NBC, QGDN)

Le major Tardif informe l'atelier des rôles et des responsabilités de l'équipe d'intervention NBCdes FC et des équipes d'intervention en cas d'urgence nucléaire. On trouve une copie de cette

présentation à l'annexe L.

On discute des deux présentations nucléaires au cours d'une même période. En dépit de lacouverture passablement large du PFUN, on convient qu'un domaine qui demande davantage deconsidérations est celui qui se rapporte aux vaisseaux à propulsion nucléaire pouvant se trouverdans les eaux territoriales canadiennes, mais non dans les ports.

On a remarqué les capacités uniques de l'équipe d'intervention NBC, en particulier en relationavec la pénurie relative de capacités de ce genre dans le secteur civil et la disponibilité limitée del'équipe d'intervention NBC elle-même. Dans ce contexte, on a posé une question pour savoir siles cadres municipaux des grands centres du Canada reçoivent une formation en NBC à l'école deNBC des FC, à la BFC de Borden. Étant donné la réponse négative, J3 a pris en considération unesuggestion à l'effet qu'il pourrait être approprié de le faire.

SUITE ,k DONNER : DNBCD

Le secteur civil a remarqué que l'on en était aux premières étapes de l'élaboration des dispositionsnationales pour une gestion conséquente en cas d' incident terroriste, y compris la participationd'agents de NBC. Dans ce contexte, on a sollicité l'inclusion de l'équipe d'intervention NBCcomme ressource éventuelle. Comme dans le cas de la recherche et du sauvetage en milieu urbainà l'aide d'équipement lourd ci-dessus, et pour les mêmes raisons, le coprésident militaire peut

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P

M.M. Braham Lcol P.A. Drover

convenir que ce serait probablement un domaine pour lequel les FC pourraient offrir un engagement marqué dans le cas d'une situation d'urgence nécessitant cette capacité.

SUITE À DONNER : PCC-DPUE - J3 Plans et Opérations

Conclusions

M.Braham a donné les conclusions suivantes au compte rendu de l'atelier, au nom de tous les participants:

on a atteint le but et les objectifs de l'atelier;

d'autres discussions sur les conditions d'application de la politique actuelle des FC se rapportant aux opérations domestiques en cas d'urgence catastrophique nationale sont nécessaires, pour faire en sorte que l'on puisse établir une planification conjointe adéquate;

le succès de ce rassemblement suggère d'autres séances du même genre.

,------ .,,,..\

Le directeur des programmes d'urgence et exercises, Protection civile Canada,

J3 Plans et Opération par intérime Ministère de la Défense nationale,

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ANNEX A

Keynote Address to EPC/J3 WorkshopSpeaking Notes for Mr. Dave Peters, EPC, A/DGRO

ANNEX A

Express regret that Dr.Eric Shipley, EPC Executive Director, cannot be present due to illness,and note his personal interest in the Workshop.

Military support has been a valued and integral element to civil emergency preparedness andresponse activities and well-established procedures and relationships have developed. For thatreason, this workshop will not dwell on those aspects of the relationship that work well, butrather, will dwell on issues that are perhaps contentious or have not been considered in anygreat depth at all.

As a result, the focus of the workshop may seem to emphasize the improbable - nationalemergencies. However, it is important to remember the provisions of the Emergencies Act asit applies to national emergencies. The catastrophic earthquake threat to BC remains ascientific probability. In addition, it is unlikely that the federal government will be able toremain aloof from any major emergency, even if it does not technically qualify as a nationalemergency as defined by the Act.

The civil sector is well-aware of the many commitments placed upon our relatively smallmilitary forces and the consequent inability of the Canadian Forces to make hard and fastresource commitments. Nonetheless, the bulk of the scenarios being considered during theWorkshop will constitute events of national consequence that will capture the attention of alllevels of government and of the Canadian people. It will therefore, be expected that theCanadian Forces will be involved to the maximum extent possible. The aim of your civilcolleagues during the next two and a half days will be to inform you of some potential areas inwhich the special talents and resources of the Canadian Forces could be brought to bear mosteffectively. They will not be seeking specific commitments, but rather an indication of `besteffort' in some very important areas where the civil sector lacks the required capability.

I hope that the discussions will be held in an air of mutual recognition of the ultimate goal ofenhanced safety and security for all Canadians. I invite all attendees to put aside pre-conceived ideas and prejudices and to discuss the issues in a frank and open manner.

EPC considers this to be one of our most important activities of the year and we are gratefulto Captain Brown and his staff for so readily agreeing to co-sponsor the workshop and forcoordinating the diverse military representation. On the civil side, my thanks go to MikeBraham and his staff for the same reasons. It is very gratifying to note the level of interest asindicated by the turn-out of so many OGD representatives and of our own Regional offices.

I look forward to hearing the presentations, in actively participating in the discussions, and inmeeting all of you during the informal sessions after each day's activity.

ANNEX B

ANNEX B PRESENTATION

Civil Emergency Management Responsibilities in the Federal Government: Emergency Legislation and Policy; The Government Emergency Book; Roles of Emergency Preparedness Canada, Other Government Departments, and Non Government Organizations. ( Mr. Mike Braham, Director Emergency Programs and Exercises, Emergency preparedness Canada )

Emergency Preparedness Protection civil. Canada Canada

Civil Emergency Management in the Federal Government

• Emergency Leelation • A Federal Policy for Emergencies • The Government Emergency Book • The Role of EPC • The Role of OGDs & NGOs

1+

Emergency Preparedness Protection &vile Canada

Federal Emergency Legislation - 1

• The Emergency Preparedness Act • Enabling Legislation - Establishes emergency preparedness as

a function of goverrunent - Assigns a Minister Responsible &

his/her responsibilities - Assigns ep responsibilities to ail

Ministers of the Crown

M+ Emergency Preparedness Canada

Protection civil. Canada

Federal Emergency Legislation - 2 • The Emergencies Act

- Contingency legislation - Dermes a "national emergency"

- Describes 4 types of national emergency

- Prescribes powers and constrahits applicable to each type

- Provides for compensation

m* Canada

Emergency Preparedness Protection civile Canada Canada

A Federal Policy for Emergencies (1995)

• Defines principles of emergency preparedness in Canada

• Describes objectives of federal emergency preparedness

• Elaborates on departmental responsibilities • Identifies lead departments

Emergency Preparedness Protection civile Canada Canada

The Government Emergency Book (1996)

• Guide for Ministers & Senior Officials • Background emergency preparedness information • Emergency Functions

114

Emergency Preparednne Protection civils,IN+ Canada Canada

Emergency Preparedness Canada - 1

- develops policies and programs

- supports provincial preparedness

- provides education and training

- enhances public awareness and understanding

- analyzes and evaluates risks, conducts research

- ensures continuity of constitutional government

- establishes arrangements for provincialconsultation

- supports and coordinates the development andtesting of institutional plans

EmergencyPreparedneaa Protection civile^* Canada Canada

Emergency Preparedness Canada - 2

- monitors and reports potential, imminent or actualemergencies

- coordinates and supports the implementation of civilemergency plans by government institutions

- provides authorized financial assistance to provinces

Emergenry Preparednua Protection civileCanada Canada

Other Government Departments (OGDs)&

Non-Government Organizations (NGOs)

• Provision of sectoraI expertise & coordinationiaw Emergency Preparedness Act & Policy

• Assumption of lead role for planning &response as assigned by Policy

• IYGOs usually operate under the umbrellaof a related OGD

ANNEX C

Regional Offices

M)k.36-''see'Ve

!UM SMEIREfflifflid

1 CI

PRESENTATION

The Role of Emergency Preparedness Canada's Regional Offices in Disasters. ( Mr. Don Campbell, Emergency Preparedness Canada Regional Director, Alberta and North West Territorities ).

Emergency Preparedness Canada

I

Obj ective

♦ Highlights of primary emergencylegislation

♦ The primary elements of the regionalfederal emergency framework

♦ Federal linkage to provincial and localstructures

Federal Emergency Preparedness

♦ Legislation

♦ Federal policy framework

♦ Preparedness structure

♦ Crisis management procedures

♦ Joint planning and response

♦ Support to response

♦ Local involvement

Legal Framework

♦ Constitution Act

♦ Emergency Legislation

♦ Federal Policy for Emergencies

♦ National Emergency Arrangements

+ Crisis Management Procedures

Emergency Preparedness Act

• All Ministers —Planning within area of accountability —All hazards planning

• EPC —Blending and coordinating plans

—Support to provinces

Emergencies Act Meffl

Definition of National Emergency:

"An urgent and critical situation of a temporary nature that imperils the well-being of Canada as a whole or that is of such proportions or nature as to exceed the capacity or authority of a province to deal with it and thus can be effectively dealt with only by Parliament in the exercise of the powers conferred on it by the Constitution.."

(Preamble, Lines 9-14)

... and cannot be dealt with under other laws" GG

Emergencies Act -Structure

Preamble

Part VCompensationand Appeals

Part IPublic Welfare

Part IIPublicOrder

Part IIIInternational

Part IVWar

Part VIi

ParliamentarySupervision

Part VIIConsequentialAmendments

I

4

Types of Emergenciesnwfi^

Part 1

Public Welfare Emergencies arising fromnatural phenomenon, man-made accidentsor a critical breakdown in the flow ofessential goods and services.

PCO

EPC/DND Federal Departments

Provincial Emergency Measures

Organizations

Regional elements of

federal departments

Canadian Framework

É Local Provincial

Authority Departments and Agencies

Field Offices

9

EPC Responsibilities

• Education and training

• Risk analysis and evaluation

• Continuity of constitutional government

• Appraisal of emergencies

• Coordination of plan testing and implementation

• Crisis management policies and programs

• Public awareness

• Financial assistance

Crisis Management Structures

• Designated Lead Minister —Standing Arrangements

• No Lead Minister —All Hazards Planning

• Provincial Jurisdiction —Local Concern

—National Concern

Regional Framework for EP

♦ A Response Structure

♦ A Coordination System

♦ Specific Regional Arrangements

♦ Regional Components of NationalEmergency Arrangements

♦ Provincial Emergency Response Structure

Regional Response Structure

♦ Federal Jurisdiction- Standing Arrangements

- Designated Lead Agency

- No Lead Agency

♦ Provincial Jurisdiction- Of National Concern

- Of Local Concern

Coordination System

• Regional Emergency Preparedness Officials

• Senior Federal Officials Committees • Regional Crisis Management Procedures

• Special Arrangements

• Federal-Provincial Protocols

Special Arrangementsffiliffmam

♦ CF Assistance

♦ Threat Evaluation

♦ Weatheradio

♦ Dangerous Goods

♦ Casualty Evacuation

♦ Support to B.C.

♦ Priority Telecoms

♦ Magnetic Storms

♦ Remission of Goods

♦ Animal Disease

♦ Critical Plant Pest

♦ Public Warning

ANNEX D

ANNEX D

PRESENTATION

The Military Organizational Structure Relative to Emergency Management & Assistanceto the Civil Authority - DNDP 55 & Update on Revised Policy on Support to OGDs.( Maj.Lavallee, J3 Plans & Operations 2-2 NDHQ )

^.D °à..r iPrè EZ S a I C 0 P . D:°ïAT 3^%

'M^ P1i^

ANA IAN F RCES ANDCIVIL EMERMENCIES15

LADIES AND GENTLEMEN, GOOD MORNING, IN THEFOLLOWING PRESENTATION I WILL BE GIVING YOU AQUICK OVERVIEW OF THE CF ORGANIZATION WITHRESPECT TO CIVIL EMERGENCIES.

I.

DOMESTIC OPERATIONS

LEGAL BASIS - SPECIFIC LEGISLATION

- CROWN PREROGATIVE

• NOT RELATED TO LAW ENFORCEMENT

LEIMUIMEMIEMEIII

THERE ARE TWO SCENARIOS UNDER WHICH THE CF CAN BE EMPLOYED IN DOMESTIC OPERATIONS. THE FIRST IS SPECIFIC LEGISLATION AND THE SECOND IS INHERENT FEDERAL GOVERNMENT AUTHORITY OR CROWN PREROGATIVE TO DIRECT THE OPERATION OF THE CF. THE MOST CLEARLY ESTABLISHED BASIS FOR CF DOMESTIC OPERATIONS IS WHERE THERE IS SPECIFIC LEGISLATIVE AUTHORITY. THE NDA PROVIDES IN SECTION 34 FOR THE PERFORMANCE OF THE SERVICE OF THE REGULAR AND RESERVE FORCES IN NATIONAL DISASTERS DECLARED BY THE GOVERNOR IN COUNCIL. AUTHORITY FOR THE USE OF MEMBERS OF THE CF MAY BE FOUND IN OTHER LEGISLATION SUCH AS THE EMERGENCIES ACT. ALSO, THE NEW MINISTERIAL ORDER FOR THE PROVISION OF SERVICES MADE PURSUANT TO SECTION 12 OF THE NATIONAL DEFENCE ACT ENABLES THE PROVISION OF SUPPORT AND SERVICES TO NON-DEFENCE AGENCIES, I.E. PRIVATE INDIVIDUALS OR ORGANIZATIONS AND OTHER GOVERNMENT DEPARTMENTS. THIS SUPPORT CAN BE PROVIDED AS LONG AS IT IS NOT DIRECTLY RELATED TO LAW ENFORCEMENT.

2

DÀo.x3b'dEÀ,i i £C Ô,^PE3IA @ âO5ôA,-

^ L^^^SL TIVELY BASE DOPE ATI NS : 0

- CALL OUT IN NATIONAL DISASTERS

- EMERGENCIES ACT

THERE ARE TWO LEGISLATIVELY BASED OPERATIONSRELATED TO CF ASSISTANCE TO CIVIL DISASTERNAMELY:

A. CALL OUT IN NATIONAL DISASTERS; AND

B. THE EMERGENCIES ACT

NATIONAL DISASTERS

AS MENTIONED PREVIOUSLY, SECTION 34OF THE NDA PROVIDES THAT WHERE THE GOVERNORIN COUNCIL HAS DECLARED THAT A DISASTER EXISTOR IS IMMINENT, THAT IS OR LIKELY TO BE OFNATIONAL CONCERN, ALL OR PARTS OF THE REGULARAND RESERVE FORCES MAY BE CALLED OUT TOPERFORM SERVICES OR RENDER ASSISTANCE INRESPECT OF THE DISASTER. THE AUTHORITY HASNEVER BEEN INVOKED AND NOW WOULD LIKELYOPERATE IN CONSORT WITH A DECLARATION UNDERTHE EMERGENCIES ACT TO WHICH I WILL NOW REFER.

3

DOrs./iESTIC OPERATIOS •

• EMERGENCIES ACT - NATIONAL EMERGENCY

CRMCAL SITUATION

» TEMPORARY NATURE

.1 ■ i i'Li I 4

EMERGENCIES ACT NATIONAL EMERGENCY DECLARATIONS

AS YOU ARE UNDOUBTEDLY AWARE, THE EMERGENCIES ACT WAS CREATED UPON THE REPEAL OF THE WAR MEASURES ACT IN 1988. THE EMERGENCIES ACT PROVIDES FOR FOUR TYPES OF "NATIONAL EMERGENCY" UNDER WHICH THE CF COULD BE EMPLOYED. A "NATIONAL EMERGENCY" IS:

AN URGENT OR CRITICAL SITUATION OF A TEMPORARY NATURE THAT:

A. SERIOUSLY ENDANGERS THE LIVES, HEALTH OR SAFETY OF CANADIANS AND IS OF SUCH PROPORTIONS OR NATURE AS TO EXCEED THE CAPACITY OR AUTHORITY OF A PROVINCE TO DEAL WITH IT, OR

B. SERIOUSLY THREATENS THE ABILITY OF THE GOVERNMENT OF CANADA TO PRESERVE THE SOVEREIGNTY, SECURITY AND TERRITORIAL INTEGRITY OF CANADA,

C. AND THAT CANNOT BE EFFECTIVELY DEALT WITH UNDER ANY OTHER LAW OF CANADA.

4

DCMESTIC OPERATIONS

PUBLIC WELFARE EMERGENCY

- NATURAL PHENOMENON- HUMAN, ANIMAL OR PLANT DISEASE

- ACCIDENTS OR POLLUTION

^ HOW THE CF WOULD BE TASKEDUNDER THE EMERGENCIES ACT ?

OF THE FOUR TYPES OF NATIONAL EMERGENCY THAT THEGOVERNOR IN COUNCIL MAY DECLARE, ONLY THE PUBLICWELFARE EMERGENCY IS OF CONCERN TO US TODAY.

A. PUBLIC WELFARE EMERGENCY. THIS IS ANEMERGENCY CAUSED BY A REAL OR IMMINENT:

(1) NATURAL PHENOMENON SUCH AS FIRES,FLOODS, DROUGHTS, AND EARTHQUAKES;

(2) HUMAN, ANIMAL OR PLANT DISEASE, OR

(3) ACCIDENTS OR POLLUTION.

THE CANADIAN FORCES COULD BE EMPLOYEDDURING A NATIONAL EMERGENCY, AFTER A DECLARATION OFTHE EMERGENCIES ACT, BY THE GOVERNOR-IN-COUNCIL.HOWEVER, IT IS NOT POSSIBLE TO BE PRECISE ABOUT HOWTHE CANADIAN FORCES WOULD BE TASKED UNDER THEEMERGENCIES ACT, SINCE IT IS NOT THE ACT ITSELF BUTRATHER THE SPECIFIC REGULATIONS WHICH MUST ALSO BEPASSED BY THE GOVERNOR-IN-COUNCIL WHICH DETERMINETHE EMPLOYMENT OF THE MILITARY.

5

@NM DOMFST1C OPERAT

• NATURAL DISASTER AND PROVINCIAL / TERRITORIAL REQUEST FOR ASSISTANCE - FOREST FIRES

- OIL SPILLS

()`■

NATURAL DISASTER AND PROVINCIAL REQUESTS FOR ASSISTANCE

CANADIAN FORCES ASSISTANCE IS FREQUENTLY REQUESTED BY PROVINCES AND TERRITORIES TO ASSIST IN SERIOUS SITUATIONS WHICH DO NOT MERIT NATIONAL DISASTER STATUS BUT ARE BEYOND THE CAPABILITIES OF THEIR OWN RESOURCES TO HANDLE. EXAMPLES INCLUDE FIGHTING FOREST FIRES, CLEANING OIL SPILLS AND HUMANITARIAN ASSISTANCE IN THE WAKE OF STORMS FLOODS ETC...

TO RESPOND TO SUCH REQUEST THE CF ARE ORGANIZED AS FOLLOWS:

6

^' '^"^^, }p^e- `..3d^' F ,e^^

^^J.v^M..a,D^âC O&Tc.^$^11^•^^£^6No.,^

* NDA ESTABL,ISHES TWOSEPARATE ^NTITIES UNDER THEAU°^^^^ITY OF THE MND- DEPARTMENT OF NATIONAL DEFENCE

-CANADIAN FORCES

- INTEGRATED IN THE NDHt^

^ DEPARTMENT HEADED BY D M* CF COMMANDE D BY CDS

ORGANIZATION

FIRST I WOULD LIKE TO QUICKLY REVIEW THE ORGANIZATIONOF THE DEPARTMENT OF NATIONAL DEFENCE.

THE NATIONAL DEFENCE ACT ESTABLISHES TWOSEPARATE ENTITIES UNDER THE AUTHORITY OF THE MINISTEROF NATIONAL DEFENCE:

A. THE DEPARTMENT OF NATIONAL DEFENCE AND

B. THE CANADIAN FORCES

THE TWO ENTITIES OPERATE CLOSELY TOGETHER IN THEINTEGRATED NATIONAL DEFENCE HEADQUARTERS (NDHQ).

IT IS IMPORTANT TO NOTE THAT THE DEPARTMENT OFNATIONAL DEFENCE IS, IN MOST IMPORTANT RESPECTS, ANORGANIZATION LIKE OTHER DEPARTMENTS OF GOVERNMENTBUT UNDER THE LAW, THE CANADIAN FORCES ARE AN ENTITYSEPARATE AND DISTINCT FROM THE DEPARTMENT. THEDEPARTMENT IS HEADED BY THE DEPUTY MINISTER AND THECANADIAN FORCES ARE COMMANDED BY THE CHIEF OF THEDEFENCE STAFF.

7

OPERT i^^^^^ 'S

D E P U TY MINISTER- POLICY

- RESOURCES- INTERNATIONAL DEFENCE RELATIONS

THE DEPUTY MINISTER HAS PRIMARY RESPONSIBILITY FORPOLICY, RESOURCES AND INTERNATIONAL DEFENCERELATIONS; AND

®

8

DOMESTIC OPERATION:':'

CHEF OF THE DEFENCE STAFF - COMMAND ,CONTROL AND

ADMINISTRATION OF CF; - MILITARY STRATEGY / PLANS; AND

- REQUIREMENTS

31ElliiiiM1113M

THE CHIEF OF THE DEFENCE STAFF HAS PRIMARY RESPONSIBILITY FOR COMMAND, CONTROL, AND ADMINISTRATION OF THE CANADIAN FORCES AND MILITARY STRATEGY, PLANS AND REQUIREMENTS.

9

.^ w g,^°~is'i.::.^x;,5T[$.

E r.C.^ "ka€ i f^ É} S;...7 ^°i:•...::!R'tz•

*THE DE P UTY C HI EF OF THEDEFENC E STAFF- EXERCISING COMMAND AND CONTROL OF

NON-ROUTINE AND CONTINGENCYOPERATIONS ON BEHALF OF THE CDS;

- OVERSEEING EPC ON BEHALF OF THE DM.

- CHAIR OF THE EXECUTIVE GROUP OF THENATIONAL SUPPORT CENTER

®

THE DCDS IS PRIMARILY RESPONSIBLE TO THE CHIEF OF THEDEFENCE STAFF AND AS SUCH PROVIDES OPERATIONALDIRECTION TO THE CANADIAN FORCES. HE HIS RESPONSIBLEIN PARTICULAR FOR:

A. EXERCISING COMMAND AND CONTROL OF NON-ROUTINE AND CONTINGENCY OPERATIONS ON BEHALF OF THECDS;

B. OVERSEEING EMERGENCY PREPAREDNESSCANADA ON BEHALF OF THE DM.

AS THE CHIEF OPERATOR OF THE ARMED FORCES THE DCDS ISTHE CHAIR OF THE EXECUTIVE GROUP OF THE NATIONALSUPPORT CENTER AS IT IS DESCRIBED IN THE NATIONALSUPPORT FRAMEWORK.

10 -

DOMESTIC OPERATIONS

OPERATIONAL LEVEL HOS - Nimu`rgmb. COASTAL CONINIANU

\1.\R ..\N I HALIFAX)

RPAC (VICTORIA)

—LAND FORCES AREA

» LFAA (HALIFAX) sQuf (MONTREAL)

» 1.1rA (TORONTO)

» 11,\VA (EDMONTON)

- 1 CA AIR DIV (WINNIPE(;)

— CFNA (YELLOWKNIFE)

cOS 13 Mtn. 14»., I I

IN TURN THE DCDS HAS DELEGATED THE RESPONSIBILITIES FOR PLANNING AND CONDUCTING DOMESTIC OPERATIONS TO THE OPERATIONAL LEVEL HQS. THE OPERATIONAL LEVEL HQS ARE: THE TWO MARITIME COASTAL COMMAND: MARLANT (HALIFAX) AND MARPAC (VICTORIA), THE FOUR LAND FORCES AREAS: LFAA (HALIFAX), SQFT (MONTREAL), LFCA (TORONTO), LFWA (EDMONTON), 1 CDN AIR DIV (WINNIPEG) AND CFNA (YELLOWKNIFE)

11

DOMFSTIC ORE'

4. LAND FORCES AREAS HQS - RESPONSIBLE FOR PLANNING AND

EXECUTING CIVIL EMERGENCIES DISASTER RELIEF OPERATIONS.

-JOINT FORCE COMMANDER IS GENERALLY BASED ON AN AREA HOS OR ONE OF THE MARITIME COMMAND COASTAL NOS.

CO', I ■ ; Pt.iii I )11, 12

THE PRIMARY RESPONSIBILITIES FOR PLANNING AND EXECUTING CIVIL EMERGENCIES DISASTER RELIEF OPERATIONS BELONG TO AREA HEADQUARTERS. THUS, AREA COMMANDERS ARE DIRECTLY RESPONSIBLE TO THE CDS FOR DOMESTIC OPERATIONS THROUGH THE DCDS, AS SUCH, DEAL DIRECTLY WITH THE J3 STAFF.

THE UNDERLYING PRINCIPLE THAT THE CDS COMMANDS, THROUGH THE J3 STAFF, ALL DOMESTIC OPERATIONS. THE CDS WILL MOST LIKELY APPOINT A JFC AT THE OPERATIONAL LEVEL. WITHIN THE FRAMEWORK OF DOMESTIC OPERATIONS. THE JFC HQ IS GENERALLY BASED ON AN AREA HQS OR ONE OF THE MARITIME COMMAND COASTAL HQS. 1 CDN AIR DIV AND CFNA CAN ALSO SERVE AS JFHQ.

12 -

S T IC OPFRATIONS

^ RESPONSIBILITIES OF THE LANDFORCES AREAS HQS- TO ACT AS REPRESENTATIVE OF DND

TO PROVINCIAL GOVERNMENT.

ROLES AND RESPONSIBILITIES OF AREAS

THE AREAS, AS THE CORNERSTONE OF DOMESTICOPERATIONS, ASSUME THE RESPONSIBILITIES INHERENT INLIAISON, PLANNING, EXECUTION AND SUPPORT OF DOMESTICOPERATIONS WITHIN THEIR GEOGRAPHICAL AREA. THISRESPONSIBILITIES CAN BE DESCRIBED AS FOLLOWS:

A. TO ACT AS REPRESENTATIVE OF DND TOPROVINCIAL GOVERNMENTS. FOR THAT PURPOSE THEY MUSTLIAISE WITH PROVINCIAL GOVERNMENT, THE PROVINCIAL CIVILAUTHORITIES AND WITH THE FEDERAL CIVIL AUTHORITIES WHOHAVE JURISDICTION WITHIN THE BOUNDARIES OF THEIRRESPECTIVE AREAS.

13

DO 7EST1 C 0 PERATiC1'.

• RESPONSIBILITIES OF THE LAN FORCES AREAS HO'S - IMMEDIATE REACTION UNITS;

- PLANNING AND CONDUCT; AND

- ADMINISTRATIVE AND LOGISTIC SUPPORT.

.1i 19.111.

B. IMMEDIATE REACTION UNITS. EACH AREA MUST DESIGNATE A BATTALION-SIZE UNIT TO SERVE AS A IMMEDIATE REACTION UNIT WITH A COMPANY-SIZE ADVANCE GUARD.

C. PLANNING AND CONDUCT. AREAS ARE RESPONSIBLE FOR PLANNING, IN COORDINATION WITH OTHER CF ELEMENTS AND THE CIVIL AUTHORITIES CONCERNED, OPERATIONS IN SUPPORT OF THEIR ROLE IN DOMESTIC TASKS.

D. SUPPORT. AREAS MUST PROVIDE ADMINISTRATIVE AND LOGISTIC SUPPORT FROM THE BASES AND STATIONS UNDER THEIR JURISDICTION TO UNITS TAKING PART IN DOMESTIC OPERATIONS WITHIN THEIR AREA.

14

DCMESTIC OPEPAT f^.^NS

CF READIN^^S LAND FORCESAREA= ONE BATTALION SIZED IMMEDIATE

REACTION UNITS FROM EACH OF THELAND FORCES AREA

-WITH ONE COMPANY SIZEDVANGUARD 8 HOURS NOTICE TOMOVE.

t'c)s1i/Pl,n..K, Op, 15

CF READINESS FOR DOMESTIC OPERATIONS

THE CANADIAN FORCES HAS DESIGNATED ONE BATTALIONSIZED IMMEDIATE REACTION UNITS (IRU'S) FROM EACH OF THELAND FORCES AREA TO BE ON 24 HOUR STANDBY FORDOMESTIC ASSISTANCE OPERATIONS. IN ADDITION, 4COMPANY SIZED VANGUARD FORCES ARE MAINTAINED ON 8HOURS NOTICE TO MOVE. DEPENDING ON THE SITUATION, THEREADINESS TO MOVE CAN BE REDUCED IN STAGES TO ASLITTLE AS ONE HOUR.

15

DOMESTIC OPERA:11

CF READINESS MARITIME FORCES

- ONE READY DUTY SHIP AT EIGHT 1--IOURS NOTICE TO SAIL PER COASTAL COMMAND

- WITH ONE AURORA LONG RANGE PATROL AIRCRAFT ON EACH COAST

» 2 HOURS EAST COAST

» 12 HOURS VVEST COAST

US .1 Phi A. I

THE TWO MARITIME COMMAND COASTAL COMMANDS MAINTAIN A READY DUTY SHIP AT EIGHT HOURS NOTICE TO SAIL AND ONE AURORA LONG RANGE PATROL AIRCRAFT ON EACH COAST ON 2 HOURS (EAST COAST) AND 12 HOURS (WEST COAST) NOTICE. THESE RESOURCES ARE FREQUENTLY USED FOR FISHERIES, POLLUTION, AND DRUG ENFORCEMENT AS WELL AS FOR SAR MISSIONS.

16 •

DO1'01ESTIC OPERATIONIS

CF READINESS 1 CA AIR DIV

- SEARCH AND RESCUE» 30 MINS ACTIVE DAYS

» 2 HOURS WORKING DAYS

-TRANSPORT AIRCRAFT,,HERCULES CAN NORMALLY BE PROVIDED

ON SHORT NOTICEDISASTER ASSISTANCE REACTION TEAM

^ NDOC CAN DETERMINE LOCATION ANDAVAILAB€LITY OF OTHERS RESOURCES

m

AIR COMMAND MAINTAINS SAR AIRCRAFT ATVARIOUS STAGES OF ALERT. FOR EXAMPLE, 30 MINS SARRESPONSE TIME FOR AN EIGHT HOUR DAY FOR THE MOSTACTIVE DAYS OF THE WEEK, AND 2 HOURS FOR ALL OTHERNON-WORKING HOURS. TRANSPORT AIRCRAFT ARE NOTSPECIFICALLY DESIGNATED NOR PLACED ON STANDBY PRIORTO AN EMERGENCY, HOWEVER AIR TRANSPORT GROUP ISNORMALLY ABLE TO PROVIDE A HERCULES AT SHORT NOTICEAT EITHER TRENTON OR WINNIPEG.

THE DISASTER ASSISTANCE REACTION TEAM ISANOTHER CF ASSET THAT COULD BE USED AS PART OF AFORCE OPTION PACKAGE TO RENDER ASSISTANCE IN CIVILDISASTER. CAPT DAVE READY WILL BRIEF THE DART IN MOREDETAIL TOMORROW.

THE NATIONAL DEFENCE OPERATIONS CENTERCAN, OF COURSE, QUICKLY DETERMINE THE LOCATION ANDAVAILABILITY OF OTHERS RESOURCES SUCH AS HELICOPTERS,APC'S AND SPECIALIZED EQUIPMENT LOCATED THROUGHOUTTHE COUNTRY.

17

DOari)::STIC OPEATONS

• OTHER CF RESOURCES - NUCLEAR BIOLOGICAL CHEMICAL

RESPONSE TEAM (BORDEN) - 24 EXPLOSIVE ORDNANCE CENTERS - 3 NERT TEAMS.

( t Pi .1 .4 Plan, S. Op,

OTHER CF RESOURCES

IN ADDITION TO THE RESOURCES ALREADY OUTLINED, ALSO FORMING PART OF DND'S INTERNAL SECURITY PREPAREDNESS ARE TWO SPECIAL ORGANIZATIONS, THE NUCLEAR BIOLOGICAL RESPONSE TEAM AT CFB BORDEN, AND 24 EXPLOSIVE ORDNANCE DISPOSAL CENTERS LOCATED ACROSS CANADA. THESE TEAMS CAN BE TASKED BY THEIR COMMANDERS OR BY NDHQ OR CALLED UPON DIRECTLY BY CIVIL AUTHORITIES TO ASSIST IN AN EMERGENCY SITUATION OR TO DISPOSE OF ITEMS SUCH AS CHEMICALS OR EXPLOSIVES.

THERE IS ONE OTHER ORGANIZATION WHOSE ACTIVITIES ARE CONSIDERED TO FALL UNDER THE GENERAL CLASSIFICATION OF DOMESTIC OPERATIONS, THE NUCLEAR EMERGENCY RESPONSE TEAM, OR NERT. THERE ARE THREE NERT TEAM ACROSS CANADA WHOSE PRIMARY PURPOSE IS TO PROVIDE A RESPONSE FOR MILITARY NUCLEAR EMERGENCIES WHICH MIGHT BE CAUSED BY FOREIGN NUCLEAR POWERED VESSELS OR FOREIGN NUCLEAR ARMED VESSELS OR AIRCRAFT. THE TEAMS MIGHT ALSO BE REQUESTED TO SUPPORT CIVILIAN AGENCIES SUCH AS THE ATOMIC ENERGY CONTROL BOARD FOR ACCIDENTS INVOLVING CIVILIAN NUCLEAR ENERGY SOURCES. MAJ MICHEL TARDIF WILL BE BRIEFING IN MORE DETAIL THE NERT/NBCRT TOMORROW.

18

DOMESTIC OPERATIONS

• PROVISION OF SERVICES 1-• NON-DEFENCE AGENCIES

t't Pi .1; à 1 ■)

PROVISIONS OF SERVICES TO NON-DEFENCE AGENCIES

THE DEPARTMENT OF NATIONAL DEFENCE AND THE CANADIAN FORCES ARE ESTABLISHED, MAiNTAINED AND FUNDED TO CARRY OUT DEFENCE ACTIVITIES. HOWEVER, DEFENCE RESOURCES ARE ALSO IN DEMAND TO PROVIDE ASSISTANCE TO NON-DEFENCE AGENCIES AND OTHER GOVERNMENT DEPARTMENTS RANGING IN SCOPE FROM ASSISTANCE TO AMATEUR SPORTING EVENTS, TO RESPONDING TO NATURAL DISASTERS SUCH AS FLOODS AND EARTHQUAKES AND TO PROVIDE ASSISTANCE TO PROVINCIAL AND FEDERAL LAW ENFORCEMENT AGENCIES.

19

^ ..^?'.: q ( 4„^:^, ?..d>f :Yé'^.,..a ^ L OP L.., 2T'a I Rf^..y<

^F RESOURCES ARE MAINtl AINEDPRIMARILY TO CARRY OUTDEFENCE REQUIREMENTS

THE RESOURCES OF DND ARE MAINTAINED PRIMARILY TOCARRY OUT DEFENCE REQUIREMENTS; BUT BECAUSE OF OURINHERENT CAPABILITIES THESE RESOURCES ARE ESPECIALLYSUITED, AND IN GREAT DEMAND, FOR NON-DEFENCEACTIVITIES IN MANY AREAS. THE REQUESTS FOR OURSERVICES COME FROM EVERY SECTOR OF GOVERNMENT ANDSOCIETY. MANY ARE AN IMPLIED COLLATERAL RESPONSIBILITYOF THE CANADIAN FORCES AND OFFER A USEFUL, ANDWELCOME, EMPLOYMENT OF AVAILABLE CAPACITY-SUCH-THINGS AS ASSISTANCE IN CIVIL DISASTERS AND ACTIVITIESWHICH CONTRIBUTE TO THE DEVELOPMENT OF OUR COUNTRY.HOWEVER, MANY REQUESTS ARE NOT AS COMPATIBLE. OFTENTHEY REPRESENT A POTENTIAL CONFLICT WITH THE DEMANDSOF OPERATIONAL READINESS AND, NOT INFREQUENTLY, THEYPOSE A SIGNIFICANT UNPLANNED CHARGE AGAINST DND'SBUDGET. GENERALLY SPEAKING, WE HAVE FOUND IT TO BE ACOMPLEX AREA WHICH REQUIRES A GOOD SENSE OFJUDGMENT.

20 '

00ïOESTIC ( ^.^r^,Rr ^ ^ â ^..>3 ôa.^

^ EMPLOYMENT OF THE CF

- LAST RESORT

- BEYOND ABILITY OF CIVILAUTHORITIES TO CONTROL

- CF WILL BE WITHDRAWN AS SOON ASTHE CIVIL AUTHORITY CAN ASSUMECONTROL

THE EMPLOYMENT OF THE CF IS ONE OF LAST RESORT.CONSEQUENTLY, THE CF SHOULD NOT BE EMPLOYED UNTILTHE SITUATION IS, OR IS LIKELY TO BE, BEYOND THE ABILITY OFTHE CIVIL AUTHORITIES TO CONTROL OR TO DEALT WITH IT.SIMILARLY, THE CF WILL BE WITHDRAWN FROM A DOMESTICOPERATION AS SOON AS THE SITUATION CAN AGAIN BECONTROLLED BY CIVIL AUTHORITY USING ITS OWNRESOURCES.

21

9Y°

'....

j p- C • S-^i t. ;^-:

'd :iST6C i.^JP4...i^i.rD O ;

^ DECIS! N FRAMEWORK- CONSISTENT WITH THE PURPOSE OF

GOVERNMENT POLICY

- NOT RESULT IN AN UNACCEPTABLEDEGRADATION OF THE CFCAPABILITIES

IN MOST CASES, THESE CONDITIONS MUST BE MET BEFOREOUR RESOURCES ARE DIVERTED TO PROVIDE SERVICES TO ANON-DEFENCE AGENCY:

A. IT MUST BE CONSISTENT WITH THE PURPOSESOF GOVERNMENT POLICY;

B. IT MUST NOT RESULT IN AN UNACCEPTABLEDEGRADATION OF THE CANADIAN FORCES CAPABILITY TOCARRY OUT DEFENCE ACTIVITIES;

22 -

DOMESTIC OPFRATIONS

• ECIS1ON FRAIVIEWORK - AFFECT CONFIDENCE PUBLIC HAS

FOR CANADIAN FORCES

- MUST NOT COMPETE WITH PUBLIC SECTOR

- NOT BE PROVIDED ON A CONTINUING BASIS

COS .1 t 1 Plan. S.: Op,

C. IT MUST NOT ADVERSELY AFFECT THE CONFIDENCE OR RESPECT THE PUBLIC HAS FOR THE CANADIAN FORCES;

D. IT MUST NOT COMPETE WITH OR DUPLICATE SIMILAR ONGOING ACTIVITIES OF THE CIVIL SECTOR TO THE DETRIMENT OF SUCH CIVILIAN ACTIVITIES; AND

E. IT SHOULD NOT BE ON A CONTINUING BASIS SINCE THE DEPARTMENT SHOULD ENCOURAGE THE CIVIL SECTOR TO BE INDEPENDENT OF SUCH SUPPORT.

23

DOE,:iESTIC OPE51ATIO:.':3

COIVIIVION TYPES OF ASSISTANCE OPERATIONS - CIVIL DISASTERS

- HUMANITARIAN ASSISTANCE

- AMATEUR SPORTING EVENTS

- COMMUNITY ACTIVITIES

- FILM PRODUCTION COMPANIES

l'OS .1+ i A

THE NEXT SLIDE LISTS THE COMMON TYPES OF ASSISTANCE OPERATIONS WHICH HAVE OCCURRED OVER THE YEARS:

THE TYPE OF SUPPORT PROVIDED IN ALL THESE AREAS COVERS A COMPLETE SPECTRUM RANGING FROM AIR TRANSPORTATION; WEATHER, ICE AND POLLUTION INFORMATION GATHERING; THE EMERGENCY AIRLIFT OF MEDICAL PATIENTS OR MEDICAL EQUIPMENT; SEARCH FOR MISSING PERSONS; FIRE FIGHTING; SUPPORTING AMATEUR SPORT EVENTS; AND TO SUPPORTING MAJOR EVENTS SUCH AS EXPO 86, OLYMPIC GAMES AND INTERNATIONAL CONFERENCES SUCH AS APEC 97.

24 -

`^ {^«^ , Pg.Rf ^^g ^c•ep g,^°,Rx.,^^

..s^p

^L:Â....ââ R

!YSMe•.tiy °

I®?

(

M+'` ,^3....À-Yo^^t i ^Â.,'i\âi

^ DURING EMERGENCY SITUATIONSDEPARTMENTAL AUTH0^IT^^^ ATANY LEVEL. MAY AUTHORIZEAPPR0PRIATE AND T6MEL.YACTION

THROUGH EXPERIENCE, GUIDELINES HAVE BEEN DEVELOPEDAND PUBLISHED IN THE NEW DNDP 55, (MANUAL FOR THEPROVISION OF SERVICES) DELEGATING THE AUTHORITY FORAPPROVAL OF THE VAST MAJORITY OF REQUEST TO THEOPERATIONAL COMMANDERS.

DURING EMERGENCY SITUATIONS, SUCH AS CIVIL DISASTER ORWHERE HUMANITARIAN ASSISTANCE IS REQUIRED,DEPARTMENTAL AUTHORITIES AT ANY LEVEL MAY AUTHORIZEAPPROPRIATE AND TIMELY ACTION. (E.G. BARRIE TORNADO1985, ARROW AIR DC 8 CRASH AT GANDER 1985, AND MORERECENTLY THE SAGUENAY FLOOD)

25

DOM:STIC OPERATIOUS

• SERVICES ARE PROVIDED ON A COST RECOVERY BASES - VVRITTEN AGREEMENT - COST MAY BE WAIVED IF CONSISTENT

VVITH PURPOSE OF GOVERNMENT POLICY

( OS .I ILs O p, 26

WHEN WE PROVIDE A SERVICE TO A NON-DEFENCE AGENCY, WE REQUIRE A WRITTEN AGREEMENT SIGNED BEFORE THE EVENT TAKES PLACE. IN EMERGENCIES, WE ACTION VERBAL REQUESTS AND ASK THAT THEY BE FOLLOWED-UP WITH A WRITTEN CONFIRMATION.

THE NEW MINISTERIAL ORDER GOVERNING THE PROVISION OF SERVICES TO NON-DEFENCE AGENCIES STATES THAT SERVICES WILL BE PROVIDED ON A COST RECOVERY BASIS. GENERALLY, COST ARE FULLY RECOVERABLE, BUT MAY BE WAIVED BY THE APPROPRIATE APPROVING AUTHORITY IF THE SERVICES PROVIDED ARE CONSISTENT WITH THE PURPOSE OF GOVERNMENT POLICY. NORMALLY, COST ARE REDUCED IF THE SERVICE IS FOR HUMANITARIAN ASSISTANCE OR DISASTER RELIEF PROVIDED AT THE REQUEST OF ANOTHER FEDERAL DEPARTMENT OR A PROVINCIAL MUNICIPAL GOVERNMENT.

26 -

DOMESTIC OPERATIONS

• DELEGATION OF APPROVING AUTHORITY - REQUEST ARE HANDLED AT THE

LOVVEST POSSIBLE LEVEL - OPERATIONAL -LEVEL HQS HANDLED

MOST OF THEM - NDOC COORDINATES IMMEDIATE

RESPONSE IN EMERGENCIES

(1)', 27

REQUEST FOR DND SUPPORT ARE RECEIVED AT ALL LEVELS. UNDER THE PROVISIONS OF DNDP 55; PROVISION OF SERVICES TO NON-DEFÈNCE AGENCIES MANY SUCH REQUESTS ARE HANDLED AT THE LOCAL LEVEL BY UNIT, BASE OR LAND FORCE STAFFS. IN FACT THE HANDLING OF SUCH REQUESTS AT AS LOW A LEVEL AS POSSIBLE IS ENCOURAGED, AND MANY REQUESTS RECEIVED AT THIS HQ ARE REFERRED TO ONE OF OPERATIONAL HQS FOR ACTION.

THE NATIONAL DEFENCE CENTRE, COORDINATES RESPONSE FOR ANY SITUATION REQUIRING AN IMMEDIATE RESPONSE SUCH AS CIVIL DISASTER OR HUMANITARIAN ASSISTANCE.

27

ESTC OPE TON

4, EMPLOYMENT • F THE CF - LAST RESORT

- BEYOND ABILITY OF CIVIL AUTHORITIES TO CONTROL

- CF WILL BE WITHDRAWN AS SOON AS THE CIVIL AUTHORITY CAN ASSUME CONTROL

311311111MMEM11

BEFORE I CONCLUDE THIS BRIEFING I WOULD LIKE TO STRESS ONE MORE TIME THAT THE CF ARE COMMITTED TO CIVIL EMERGENCIES RELIEF OPERATIONS AS STATED IN THE WHITE PAPER THE EMPLOYMENT OF THE CF IS A LAST RESORT. CONSEQUENTLY, THE CF SHOULD NOT BE EMPLOYED UNTIL THE SITUATION IS, OR IS LIKELY TO BE, BEYOND THE ABILITY OF THE CIVIL AUTHORITIES TO CONTROL. SIMILARLY, THE CF WILL BE WITHDRAWN FROM A DOMESTIC OPERATION AS SOON AS THE SITUATION CAN AGAIN BE CONTROLLED BY CIVIL AUTHORITY USING ITS OWN RESOURCES.

28

ANNEX E

PRESENTATION PAPERON

THE FLOODS OFJULY 19 AND 20,1996

1. General Liaison Structure During a Disaster

ANNEX E

2. Status Report Fourth event from stationary climatic systems. We have seen two moresince. Snow fall of over 1 m on the east coast of U.S. and a snow fall of some 45 cm over QuébecCity.

First, a review of some of the event's significant dates and periods shows:

July 17 and 18: Warning and pre-impact period.Weather alert. Local warnings and mobilization. Many unrelated foyers.Fragmental reports to provincial authorities. Local contact in La Baie toBagotville base for some assistance in evacuations.

July 19 and 20: Impact and survival period.Voluntary evacuation. Rescues by neighbours, police, firefighters and militarypersonnel. Provincial and federal resources mobilized. Operation centres andcoordination centres opened in Bag., Jonq., Québec.

July 20 to 22: Evacuation, shelter and emergency response.Municipal, regional and provincial coordination and operation centres are fullyoperational. Transfer of mil. Dom. Ops to Jonq., Respons. for Fed. Supporton sites.

Until July 31: Stabilisation and short-term recovery period, first phase ofreconstruction.

From August to December: Second phase of reconstruction in order toendure the winter.

During this period and over the next 2 years: Reconstructionandrevitalization.

3. Damages and General Interest Figures

Deaths: 10 (two children in la Baie, ages four and one in fissures on the 138, North Shore,and three in a sailboat that sank during the storm near the mouth of the Saguenay). Since thehospitals did not report a significant increase in emergency admissions, the number of injured isunknown. Material damages, however, are significant. They are currently estimated at more than$556 million and not all damages have been accounted for yet. Mr. Jacques Brassard, the Ministerresponsible for reconstruction in the Saguenay, declared the loss to be more than $700 million if lost

revenues and other losses are taken into account. Approximately 40 to 50% of this amount will berelated to the disaster and reconstruction costs covered by the provincial Orders and partially coveredby the EPC Financial Assistance Program. Other damages are either insurable or the responsibilityof citizens, municipalities or industry. The EPC Financial Assistance Program will coverapproximately $300 million of the $400 million that may be requested from other federal andprovincial government programs. For this reason, the federal government set up a liaison office inJonquière under the authority of the Federal Office of Regional Development - Quebec . This officeis mandated to coordinate the efforts of other departments which may be called upon to support thereconstruction and recovery initiatives in the disaster area. Under the Financial Assistance Program,the federal government has also agreed to quickly provide the province with two advance cheques,each for $50 million, upon filing their justifiable claims. The first cheque was presented to theprovince on the 23rd and the second on 3 April 1997.

4. Ottawa Response Structure

As you probably remember, Mr. Chrétien visited the Saguenay on the Sunday and at that timehe announced that he had agreed with Mr. Bouchard to make all necessary federal resourcesavailable to the province to assist the impacted regions to recover. He appointed Mr. Marcel Masséas minister responsible, and Emergency Preparedness Canada as the agency for coordinating federalsupport during the response period. I was appointed as federal representative to the Secrétariat dela reconstruction that Mr. Bouchard established under the leadership of Mr. Jacques Brassard,minister responsible for the Saguenay, and Mr. André Trudeau, Associate Secretary of the QuebecConseil exécutif. The committee is comprised of the 16 provincial deputy ministers responsible forreconstruction programs or administering Orders.

In Ottawa, Mr. Ronald Bilodeau, Associate Secretary of the Privy Council Office,coordinated the government strategy and kept in close contact with Mr. Michel Boivin of the QuebecConseil exécutif. Under his authority, regular meetings were held to keep elected and senior officialswell informed of all operations.

As well as sitting on the PCO Strategy Committee, during the entire response period and thefirst reconstruction phase, EPC Ottawa made sure to collect information coming from varioussources in Ottawa and the region, particularly the Regional Office reports from Mr. LaFontaine. Theyprepared summaries which were then forwarded to any of the various partners who might need them.To all of you who helped prepare the status reports, let me congratulate you on a job extremely welldone. On my last visit to Ottawa, I was told yet again how satisfied they were with the informationyou sent to them. EPC also stayed in close contact with Canadian opinion through news agencies.This enabled EPC to prepare a question-and-answer list for distribution to all departments andregional offices so that requests for information could be handled quickly and consistently.

Later, in August, the Strategy Committee in Ottawa decided that since the EPC FinancialAssistance Program could not cover all of the costs of reconstruction and recovery, it would beuseful to mandate another department or agency to coordinate the work of the various departmentsthat could be called upon to assist the province via other government programs. This mandate wasgiven to FORDQ, which continues to execute it by encouraging the various departments to use

existing programs, or to develop special projects to be presented to the PCO in order to receive funding as quickly as possible. They work on four specific fronts: economic, socio-cultural, health and environment. Projects will be presented in the form of business plans that can extend over a two-year period. The federal liaison office in Jonquière supervises this facet of federal support in the impacted regions. I continue to direct the Disaster Assistance Program.

Other programs were also called to rapid action. For example, Human Resources Development Canada set up an employment program that allows municipalities to hire people receiving social assistance or employment insurance for cleanup and reconstruction while they continued to indirectly receive their benefits. The remainder of the salary is paid by the municipality and is reimbursable by the federal Financial Assistance Program.

In conclusion, I would like to comment on the external support resom-ces that were offered. Far more were offered than were requested by the province or the federal site manager and some assistance so generously offered had to be refused. This was perhaps the source of some resentment. ("We are ready, we have the resources and they don't want them!") I can assure you, as I have stated in Ottawa, that if we did not accept more resources, it was because we believed that there was no point deploying resources that would not have been used.

5. Municipal, Industrial and Provincial and Federal Government Response

Response by the municipalities, industry and provincial government. Support by federal agencies as described in the regularly circulated status reports. On the federal side of the House, on and near the sites, the military coordination centre which was originally situated at Bagotville was moved to Jonquière and set in the same building as the provincial coordination centre. This Mil. Centre then became the federal site management team. The next level was in the EPC Regional Office. Coordination of operations was under the REPO, while I took care of the strategic relations with the province and Ottawa. I would like to mention the excellent work done here by H.O. DCOM.

6. Reconstruction

The Quebec government agreed to undertake reconstruction in three phases: 1. The work required for the survival and reintegration of the majority of the evacuees; 2. The work required for the region to endure the winter; and, 3. Permanent reconstruction. Please note that the municipalities, industry and Quebec government will be responsible for the majority of the reconstruction. The federal government is already committed to this process by financing a large portion of the work through the Emergency Preparedness Canada Disaster Assistance Program. Based on joint assessments by departmental senior officials and the Federal Liaison Office in Jonquière, other federal programs may be called upon. FORDQ has already identified Economy, Socio-Cultural, Health and Environment as four areas in which aid could be provided. For industry, commerce and other concerns that did not meet the DFAA criteria of eligibility, the federal and provincial governments put in place a special joint program of approximately $50M to provide assistance for reconstruction and restart.

7. Provincial Initiatives and Orders

Throughout and immediately following the emergency, the Quebec government established a management structure to facilitate a controlled and efficient recovery. This structure includes: a decision-making Committee of Ministers under the direction of Mr. J. Brassard, Ministre des Transports; a Secretariat of Deputy Ministers for which Mr. Tremblay is the federal representative; the 16 representatives of the departments involved in reconstruction; and, a Reconstruction Coordination Office based in Jonquière. All of the provincial departments involved in reconstruction participate at each of the three levels and directly, or by contract, support the municipalities as they rebuild their infrastructures.

The Quebec government also acted promptly in publishing Orders for financial assistance and the special operations of its agencies. More than 12 Orders, which focused on assistance for citizens, municipalities, light industry, recreational agencies and outfitters, etc., have now been published.

Lessons learned

Alert and mobilization at local level with contacts at provincial and federal levels.

Need for trained personnel at all levels to take on part of the load.

Invest in PREVENTATIVE AND ATTENUATION measures.

8. Documentary

A joint federal and provincial project is currently underway to produce a video documentary that will serve as a historical record and will provide thematic orientation for the various partners, as well as useful clips for any training dealing with these events.

André Tremblay Quebec Regional Office Emergency Preparedness Canada

ANNEX E PRESENTATION

Saguenay Flood. ( Mr Tremblay, Emergency Preparedness Canada, Regional Director Quebec )

DOCUMENT DE PRÉSENTATION SUR LES

INONDATIONS DES

19 ET 20 JUILLET 1996.

L La structure générale de liaison utilisée lors de sinistres. (0.H.)

2. État de la situation. 4th event from stationary climatic systems. We have seen 2 more since. Snow fall of over lmeter on the east coast of U.S. and a snow fall of some 45 cm over Québec city.

Premièrement revoyons quelques dates et périodes qui ont été importantes lors de l'événement:

Elles sont comme suit: 17 et 18 juillet Période d'avertissement et pré-impact.

Alerte météo. Alertes et mobilisation locales. Plusieurs foyers non-reliés. Fragmental reports to provincial authorities. Local contact in La Baie to Bagotville base for some assistance in evacuations.

19 et 20 juillet Période d'impact et de survie. Évacuation volontaire, Sauvetage par voisins, Polices, pompiers, et militâires. Mobilisation des ressources provinciales et fédérale. Opening of operation centers, coordinationcenters in Bag. Jonq. Queb.

20 au 22 juillet Évacuation, Réception et réponse à l'urgence. Centres coordination and d'opérations municipaux, régional et provincial sont en pleine action. Transfer of mil. Dom. Ops to Jonq. Respons. For fed. Support on sites.

Jusqu' au 31 juillet: Période de stabilisation, et de rétablissement àcourt terme, 1 ere phase de reconstruction.

Entre août et décembre, 2eme phase de reconstruction pour permettre depasser l'hiver.

En même temps et pour approx. deux ans: reconstruction et relance.

3. Dommages et chiffres d'intérêt généraux:

Décès: 10, ( 2 enfants à la Baie, 4 et 1 dans des crevasses sur la 138, côte-nord,et enfin, 3 dans un voilier qui a sombré dans la tempête, près de l'embouchure duSaguenay.) Il y a eu un nombre inconnu de blessés, car les hôpitaux n'ont rapportéaucun accroissement significatif d'admission à l'urgence. Les dommages matériels parcontre sont très importants. Ils sont présentement évalués à plus de 556 millions de

dollars, et tout n'est pas encore comptabilisé. Si on ajoute les pertes de revenus etautres, un grand total de plus de 700M$ a été déclaré par le ministre responsable de lareconstruction au Saguenay, M. Jacques Brassard. De ce montant, 40 à 50% seront descoûts reliés à l'urgence et à la reconstruction et couverts par les décrets de la provinceainsi que partiellement par le programme d'assistance ftanancière de PCC. Les autresdommages, sont soit assurables ou sous la responsabilité des citoyens, desmunicipalités, ou de l'industrie. Le programme d'assistance financière de PCC couvriraapproximativement 300M$. dans l'autre portion de près de 400M$ que d'autresprogrammes des gouvernement fédéral et provincial peuvent être mis à contribution.À cette fin, le gouvernement fédéral a mis en place un bureau de liaison situé àJonquière sous l'autorité du Bureau Fédéral de développement régional Québec. Cebureau a le mandat de coordonner les efforts des autres ministères qui peuvent être misà contribution afin de supporter les initiatives de reconstruction et de relance desrégions sinistrées. Le gouvernement fédéral a aussi accepté de remettre à la provincesur présentation de demandes justifiées 2 chèques de 50 millions de dollars chacun enavance dans le programme d'assistance financière, et ce de manière très rapide. Lepremier chèque a été remis à la province le 23. Le deuxième le 3 avril 97.

4. Structure de réponse à Ottawa.

Comme vous vous souvenez probablement, M. Chrétien a visité le saguenay ledimanche et à ce moment a annoncé qu'il avait convenu avec M. Bouchard de mettre -à la disposition de la province toutes les ressources fédérales necessaires pour rétablirles régions touchées. Il a alors nommé M. Marcel Massé ministre responsable et -

Protection civile Canada comme agence coordonatrice du support fédéral pour la période de réponse. Il m'a aussi nommé pour représenter le fédéral au secrétariat de la reconstruction que M. Bouchard a installé sous la direction de M. Jacques Brassard ministre responsable du Saguenay et M. André Trudeau secrétaire associé au conseil exécutif du Québec. Le comité regroupe les 16 sous-ministres provinciaux responsables des programmes de reconstructions ou responsables d'administrer des décrets.

De plus à Qttawa, M. Ronald Bilodeau secrétaire associé au Bureau du conseil privé, assurait la coordination de la stratégie gouvernementale et maintenait un contact spécial avec M. Michel Boivin du conseil exécutif du Québec. Des réunions régulières ont été tenues sous son autorité afin que les élus et le hauts fonctionaires soient bbien au fait de toutes les opérations.

PCC à Ottawa, en plus de participer au comité de stratégie du B.C.P., se sont assurés, pendant toute la période de réponse ainsi que durant la première phase de reconstruction, de collecter les informations provenant de diverses sources à Ottawa et dans la région, en particulier les rapports de M. LaFontaine du bureau régional. Ils en préparaient des sommaires qui étaient ensuite retransmis aux divers partenaires qui pouvaient en avoir besoins. À tous ceux d'entre vous qui ont contribué à la préparation -des rapports de situation je veux ici vous transmettre les félicitations pour un travail superbement accompli. On me disait encore lors de ma dernière visite à Ottawa, combien ils étaient satisfaits des informations que vous leur faisiez parvenir. PCC a aussi maintenu un contact constant par les agences de presse avec le pouls des canadiens. Ils ont ainsi préparé une liste de question/réponses qui a été distribuée dans tous les ministères ainsi que dans les bureaux régionaux. Ceci permettai de répondre rapidement aux demandes d'information tout en gardant la même ligne stratégique.

Un peu plus tard, en août, il a été décidé par le comité de stratégie à Ottawa, que puisque le programme d'assistance financière de PCC ne pouvait pas couvrir toutes les dépenses de reconstruction et de relance, il était utile de mandater un autre ministère ou agence pour coordonner l'effort des divers ministères qui pourraient être mis à contribution pour assister la province par d'autres programmes gouvernementaux. Le BFDRQ (FORDQ) a donc reçu ce mandat et l'exécute depuis ce temps en incitant les divers ministères à utiliser des programmes actuels ou à formuler des projets spéciaux qui seront proposés au BCP pour financement aussitôt que possible. Ils travaillent sur quatre volets spécifique, soit: l'économique, le socio-culturel, la santé et l'environment. Les projets seront présentés par l'entremise d'un plan d'affaire qui pourrait s'étaler sur deux ans. Le bureau de liaison fédéral de Jonquière supervise donc cet aspect du support fédéral dans les régions touchées. Pour ma part je continue d'administrer le

programme d'assistance d'aide financière en cas de catastrophe.

D'autres programmes ont aussi été mis à contribution très rapidement, par exemple, le ministère du Développement des Ressources Humaines Canada a implantaté un programme d'emploie qui perment aux municipalités d'utiliser des personnes sur l'aide sociale ou l'assurance emploie. Ces personnes sont utilisées pour faire du nettoyage et de la reconstruction tout en continuant de recevoir indirectement leurs prestations. Le reste du salaire versé par la municipalité est remboursable par le programme fédéral d'assistance financière.

J'aimerais enfin apporter un commentaire à propos des ressources extérieures offertes en support, qui étaient de loin plus importante que ce qui était demandées par la province ou par le gérant de site fédéral. Nous avons donc du refuser de l'aide qui était généreusement offert, et cela a peut-être causé un peu de ressentiment. (Nous sommes prêt, Nous avons les ressources, et Ils ne les veullent pas!) À vous je dis comme j'ai eu l'occasion de le dire à Ottawa, Si nous n'avons pas accepté plus de ressources, c'est parce que nous croyions qu'il n'aurait pas été utile de déployer des ressources qui n'auraient pas été utilisées.

5. Réponse par les munic.,industrie, gouv. Prov et Fed.

Réponse par les municipalités, le gouvernement provincial, et les industries. Support par les organismes du gouvernement fédéral tel que décrit dans les rapports de situation qui ont été circulés régulièrement. On the federal side of the house, on and near the sites, the military coordination center which was originally situated at Bagotville was moved to Jonquière and set in the same building as the provincial coordination center. This mil. Center became then the federal site management team. The next level was in EPC Regional Office. Coordination of operations was under the REPO, while I took care of the strategic relations with the province and Ottawa. J'aimerais ici noter le travail superbe fait par H.O. DCOM sur le sujet.

6. Reconstruction:

Le gouvernement du Québec a convenu de procéder en trois phases pour la reconstruction: 1. Travaux nécessaires pour la survie et la réintégration de la majorité des citoyens evacués. 2. Travaux qui permettront à la région de passer l'hiver. 3. Travaux de reconstruction permanents. Il est à noter que la majorité des travaux de reconstruction seront sous la responsabileté des municipalités, des industries et du gouvernement du Québec. Le gouvernement fédéral est déjà engagé dans ce processus

en financant une grande partie des travaux par le programme d' assistance financière deProtection Civile Canada. D'autres programmes fédéraux pourront peut-être mis àcontribution. C' est aux dirigeants des ministères d'en faire l'évaluation conjointementavec le Bureau de liaison fédéral de Jonquière. Le BFDRQ a déja identifié 4 vopletsou l'aide pourrait être apporté. L'Économie, Le Sociao/Culturel, La Santé, etL'Environnement. For industry, commerces and other concerns that did not meet theDFAA criteria of eligibility, the Fédéral and Provincial gov. Put in place a special jointporgram of some 50M$ to provide assistance for reconstruction and restart.

7. Initiatives et décrets provinciaux:

Le gouvernement du Québec a procédé durant la période d'urgence etimmédiatement après, à l'implantation d'une structure de gestion qui devrait permettreun rétablissement bien contrôlé et efficace. Cette structure inclus un comité ministérieldécisionnel sous l'autorité de M. J. Brassard Ministre du transport, un secrétariat desous-ministres sur lequel siège M. Tremblay à titre de représentant fédéral avec 16représentants des ministères impliqués dans la reconstruction et un bureau decoordination de la reconstruction basé à Jonquière. Tous les ministères provinciauximpliqués dans la reconstruction participent à chacuns des trois niveaux et agissent soitdirectement ou par contrats au processus de support aux municipalités et à. lareconstruction de leurs propres infrastructures.

Le gouvernement du Québec a aussi procédé avec rapidité dans la publicationde décrets d'assistance financière et de fonctionnement spécial de ses organismes. Plusde 12 décrets sont maintenant publiés touchant l'aide aux citoyens, aux municipalités,aux industries légères aux organismes de loisir aux pourvoyeurs etc...

Lessons learned.

Alert and mobilisation at local level with contacts at prov. And fed. Levels

Need for trainned personel to take part of the load. At all levels.

Invest in PREVENTATIVE AND ATTENUATION measures.

S. Documentaire.

Un projet conjoint fédéral provincial est en marche afin de produire undocumentaire vidéo pour des fins historiques, des thématiques pour les diverspartenaires ainsi que des séquences utiles en formation relatifs aux événements.

André TremblayBureau Régional QuébecProtection Civile Canada

ANNEX F

ANNEX F

PRESENTATION SLIDES

Overview of Existing National Emergency Arrangements: Description of Majorarrangements and Lead Roles. ( Mr. Braham, Emergency Preparedness Canada, Director

Emergency Programs & Exercises)

g+ Fjn.rqency Preparedness Protection civileCanada Canada

National Emergency Arrangements

Arrangements among all orders ofgovernment and between governments andthe private sector to ensure co-operative andeffective use of Canada's resources in time ofnational emergency

Em.rg.ncy Preparedness Prot.ction civil*Canada Canada

Sectors Subject to NationalEmergency Arrangements

Agri-Food

Energy

Finance

Housing

Industry

Telecommunications

Construction

Environment

Health Services

Human Resources

Public Information

Transport

Em.rg.ncyPrepandn.ss Prot.ctloncivll.If+ Canada Canada •

Federal-Provincial Linkagesin Emergency Preparedness

EPC Regional Directors

Provincial Emergency MeasuresOrganizations

Provincial Ministries

Federal Institutions

il+ Em.rg.ncyPr.p.ndneu Protection civileCanada Canada

Other Federal-ProvincialEmergency Arrangements

National Earthquake Support Plan

National Counter-Terrorism Plan

Energy Supplies Allocation Board

Federal Nuclear Emergency Plan

National Marine Emergency Plan

Emerg.nq Preparedness Protection civil*NO Canada Canada

Federal Emergency PreparednessInterdepartmental Committees

Emergency Preparedness Advisory Committee

Interdepartmental Coordinating Committee

Interdepartmental Exercise CoordinatingCommittee

Other Committees as required

Em.rgency Preparedness Prot.ctlon civil.Canada Canada

Federal-Provincial EmergencyPreparedness Coordination Mechanisms

Routine Contacts and Consultations by EmergencyPreparedness Canada Regional Directors

Federal-Provincial-Territorial Conference ofSenior Officials Responsible for EmergencyPreparedness

Special Task Forces (eg: National Training andEducation Strategy)

Canadian Council of Ministers Responsible forEmergency Preparedness

ANNEX G

1 COORDINATION AND OPERATIONS GROUP

***

i PUBLIC AFFAIRS

GROUP ***

PUBLIC ENQUIRY CENTRE

e's

Committee of Ministers

Lead Minister ....i . ■■.. ....7.,

Committee of Deputy Ministers

Lead Deputy Minister

NATIONAL SUPPORT CENTRE

EXECUTIVE GROUP Lead Institution Provides Chairperson

Legal Advice

r 1

Liaison t

1 Officers 1 , As Required

ADMINISTRATIVE CELL

OPERATIONS CENTRE Operations, Telecommunications

Disaster Information System

E. LOGISTICS OPERATIONS

MANAGEMENT CELL (DND J4 Logistics)

TECHNICAL ADVISORY GROUP

***

• • *** Lead Institution Provides Head 1 1

ANNEX H

ANNEX H

N ES P & LOMS

National Earthquake Support Plan

and Logistics Operations

Management System

MAJOR DREW FULLERTONJ4 LOGISTICS PLANS

995-2296

PRESENTATION TO EPC/J3 WORKSHOP

ARNPRIOR APRIL 15 1997

GOOD AFTERNOON, MY NAME IS DREW FULLERTON AND I AMCURRENTLY EMPLOYED AS A MEMBER OF THE JOINT PLANNINGSTAFFS HERE IN OTTAWA, SPECIFICALLY IN SUPPORT OFDOMESTIC OPERATIONS.

I'VE BEEN_jNVF$D HERE THIS AFTERNOON TO PROVIDE YOUWITH AN OVERVIEW OF THE LOGISTICS OPERATIONSMANAGEMENT SYSTEM...ORLOM^...WHICH IS THE CF'SCOMMITMENT TO THE NESP.

-BUT RATHER THAN JUMP RIGHT INTO AN EXPLANATION OF THELOMS, IT IS MORE APPROPRIATE TO SETTHESCENE"FE^R Yf3U?

I

OUTLINE

• REVIEW OF NESP• EXPECTATIONS OF THE NESP• MOST PROBABLE CF FIRST

RESPONSE• CONCEPT OF OPERATIONS FOR LOMS• LOMS SUITABLE FOR INCLUSION IN A

GENERIC PLANNING FRAMEWORK?

SO WHAT I'LL DO IS:

OVERTHiI ESSENCE OF THE PLAN AS IT CURRENTLY STANDS

-ELABORATE ON THE EXPECTATIONS THE PLAN HAS OF THE

CANADIAN FORCES;

-COMMENT ON THE MOST LIKELY CF RESPONSE; AND

-PRESENT AN OVERVIEW OF THE CONCEPT OF OPERATIONS FOR

THE LOMS

I THINK THIS FOR`MAT SHOULD SERVE AS A GOOD INTRODUCTIONTO THE NEXT PART OF THE AGENDA WHICH WILL BE A GENERALDISCUSSION ON WHETHER OR NOT THE LOGISTICS OPERATIONSMANAGEMENT SYSTEM COULD BE INCLUDED4IN THE NATIONALSUPPORTPLANNING FRAMEWORK DOCUMENT THAT EPC ISCURRENTLY WORKING ON.

NE SP

•TBE PURPOSE OF THE NESP IS TO PROVIDE A

COORDINATED NATIONAL RESPONSE

WHAT DOES THE NESP SAY??

THE NATIONAL EARTHQUAKE SUPPORT PLAN IS DESIGNED TO PROVIDE "A COORDINATED NATIONAL RESPONSE IN SUPPORT OF THE GOVERNMENT OF BRITISH COLUMBIA" IF AND WHEN A CATASTROPHIC EARTHQUAKE WERE TO OCCUR IN THE PROVINCE.

"THE PLAN APPLIESJM ALL ELEMENTS OF THE FEDERAL GOVERNMENT" BUT ALSO RECOGNIZES THAT "SOME FEDERAL DEPARTMENTS AND CROWN AGENCIES HAVE PROVISION FOR DIRECT ROUTINE ASSISTANCE TO ANY LEVEL OF GOVERNMENT WITHOUT THE NECESSITY FOR COORDINATION OR FORMAL PASSAGE OF THE REQUEST TO OTTAWA...ADDITIONALLY, THE PLAN IMPLIES, BUT DOES NOT NECCESARILY STATE THAT OTHER PROVINCIAL GOVERNMENTS, NGO'S AND THE PRIVATE SECTOR ENTITIES AGREE TO SUPPORT BC THROUGH THE ARRANGEMENTS ESTABLISHED BY THIS PLAN. SO WHAT DOES THIS MEAN????...ESSENTIALLY THAT THE SERVICE TO COORD THE MOVEMENT OF PERSONNEL AND MATERIEL INTO THE DISASTER AREA EXISTS BUT THAT NOBODY IS OBLIGATED TO USE ITttt AND FINALLY,THE „ PLAN RECOGNIZES THAT ANY RESPONSE WILL MORE THAN LIKELY BE A GRADUATED RESPONSE THAT WILL DEVLOP FROM

LOCAL, TO

REGIONAL; AND FINALLY

TO THE FEDERAL LEVEL.

THIS IS AN IMPORTANT CONCEPT THAT ALSO APPLIES TO THE CANADIAN FORCES. THE BOTTOM LINE IS THAT THE NESP IS DESIGNED TO PROVIDE A VEHICLE FOR A COORDINATED NATIONAL R_ESPONSE

THIS THEN IS THE ESSENCE OF THE PLAN... 3

CF COMMITMENT TO NESP

• ESTABLISH A LOGISTICS OPERATIONS MANAGEMENT SYSTEM... ..LOMS

• RESPONSIBLE FOR MOVEMENT OF ALL MATERIEL INTO THE DISASTER

• AREA

EXPECTATIONS OF THE CF WITHIN THE NESP

UNDER THE NESP, "A LOGISTICS MANAGEMENT CENTRE WILL BE ESTABLISHED AT A LOCATION IDENTIFIED BY THE DEPARTMENT OF NATIONAL DEFENCE TO COORDINATE 'HIE MO'VEMEENT OF ALL MATERIAL INTO THE DISASTER AREA" OF COURSE THE NATIONAL DEFENCE LOGIS'TICS COORDINATION CENTRE OR NDLCC IS ALREAUY SET-UP AND RUNNIN&...IT IS LOCATED AT NDHQ AND HAS THE SOLE FUNCTION OF SUPPORTING DEPLOYED OR NATIONAL LEVEL OPERATIONS, UNDER THE AUSPICES OF THE NESP, THIS WOULD NOT CHANGE. 'ME eDLCC AND THE NATIONAL DEFENCE MOVEMENT COORDINATION CENTRE(NDMCC) ARE THE FfFART OF OUR STRAIEGIG .SUPPORT CAPABILITY AND OF THE LOGISTICS OPERATONS MANAGEMENT SYSTEM AS IT APPLIES TO THE NATIONAL EARTHQUAKE SUPPORT PLAN(NESP). THIS IS THE ONLY CF TASK IN SUPPORT QF THE NATIONAL EARTHQUAKE SUPPORT PLAN. BUT IN ORDER TO FULLY APPRECIATE HOW WE WILL SUPPORT THE NESP, I THINK YOU HAVE TO BE AWARE OF OUR TOTAL COMMITMENT TO A DISASTER AS

(

POTENTIALLY LARGE AS A CATASTROPHIC EARTHQUAKE. SO BEFORE WE EXPLORE HOW WE PROPOSE TO SUPPORT THE NESP, LET'S HAVE A LOOK AT OUR MOST PROBABLE "FIRST RESPONSE"

PROBABLE CFFIRST RESPONSE

-4

• OP PALLIDIN(LFWA)• BASE LEVEL

• AREA• NATIONAL

• ESCALATED RESPONSE

MOST LIKELY CF RESPONSE

IN AN EARLIER PRESENTATION, WE WERE REMINDED THAT,UNDER THE AUSPICES OF ONE OF OUR POLICY DOCUMENTS, DIIT -55; EVERY LEVEL OF THE CF COMMAND STRUCTURE HAS THEABILITY TO RESPOND TO REQUESTS FOR ASSISTANCE FROMLOCAL GOVERNMENTS... WHETHER IT BE MUNICIPAL, REGIONAL,PROVINCIAL OR TERRITORIAL. IN THE CASE OF ANY DISASTERIN BRITISH COLUMBIA, OUR WESTERN AREA HEADQUARTERS, iLOCATED IN EDMONTON, HAS A PLAN ENTITLED, "OP PALLIDIN".

. THIS IS THEIR PLAN TO RESPOND TO REQUESTS FOR ASSISTANCEFROM ANY OF THE WESTERN PROVINCIAL GOVERNMENTS, THEYUKON AND NORTHERN TERRITORIES.

IF YOU RECALL, THE NESP SUGGESTS THAT A GRADUATEDRESPONSE IS MOST LIKELY, ESCALATING FROM LOCAL TOREGIONAL TO FEDERAL. IN FACT, WE EXPECT THAT OURRESPONSE WILL ESCALATE ALONG SIMILAR LINES, GOING FROM

'BASE TO AREA TO NATIONAL.

IN SUMMARY, THE CF RESPONSE WILL ALSO BE AN ESCALATEDRESPONSE

5

PROBABLE CF FIRST RESPONSE

VICTORIA(ESOUIMALT)

ANTICIPATED DISASTER AREA

THE CF HAS A NUMBER OF REGULAR AND RESERVE UNITS IN THELOWER MAINLAND AND VANCOUVER ISLAND, UNFORTUNATELY,THEY WILL PROBABLY BE AS INCAPACITATED AS THE REST OFTHE POPULATION IF A CATASTROPHIC EARTHQUAKE OCCURS.

PROBABLE CF FIRST RESPONSE r=1

CHILLIWACK

1,1111 RPAC)

LIKELY DIRECTION OF FLOW OF PERS AND NIATERIEL

NANA IPEG (AIRCONI)

DURING THE INITIAL FEW HOURS, AS PEOPLE BEGIN TO RECOVER FROM THEIR SHOCK, REQUESTS FOR AID CAN BE EXPECTED AND ASSESSMENTS OF LOCAL, letEGIONAL AND PROVINCIAL CAPABILITY WILL HAVE TO BE UNDERTAKEN. WE ASSUME THAT SKELETON CIVILIAN STAFFS WILL BE AVAILABLE TO SET UP THE PROVINCIAL EMERGENCY COORDINATION CENTRE(PECC) IN VICTORIA, ALONG WITH A NUMBER OF PROVINCIAL FIELD RESPONSE CENTRES THROUGHOUT THE DISASTER AREA.

IT IS HIGHLY PROBABLE THAT A REQLTEST FOR IMMEDIATE ASSI • CE FROM THE PROVINCE WILL GO TO THE WESTERN AREA HEADQUARTERS...' NO P , WE ARE CERTAIN THAT WESTERN AREA HEADQUARTERS WILL BEGIN PROVIDING SUPPORT TO CF UNITS IN THE BELEAGURED AREA ALMOST IMMEDIATELY UNDER THE AUSPICES OF PALLIDIN.

SO, IN G • TE•, THE IMMEDIATE RESPONSE OFFERED BY THE CF WILL BE INITIATED LOCALLY AND ESCALATE AS RÈQUIRED. YOU CAN SEE THAT THE CF WILL MOVE IN TO ASSIST, AUGMENT AND SUPPORT ITS MANPOWER ON THE GROLTND VERY QUICKLY. THIS ALL HAS THE POTENTIAL TO OCCUR WITHOUT NATIONAL SUPPORT. HOWEVER, IT IS HIGHLY LIKELY THAT NDHQ WILL BECOME INVOLVED TO PROVIDE THOSE ASSETS LACKING AT THE TASK FORCE HEADQUARTERS(LFWA)

THE POINT IS THA.T IF AND WHEN THE NESP IS INITIATED, MANY OF THE ASSETS REQUIRE,D TO OPERATE THE LOMS MAY ALREADY BE IN PLACELL- AND EVEN THOUGH THE PROVINCIAL GOVERNMENT IN BC IS DESTINED TO BE THE PRIM.ARY CUSTOMER OF LOMS, CF UNITS IN THE DISASTER AREA M.AY ALSO BECOME CUSTOMERS

LOGISTICS OPERATIONS MANAGEMENT SYSTEM (LOMS)

FED DEPT

CIIIITielle4" (EPC OTTAWA)

BC EMERGENCY COORDINATION CEN171E(PECC)

OK, SO WE'VE ESTABLISHED THAT THE CF WILL PROBABLY ALREADY BE LENDING ASSISTANCE TO BC PRIOR TO THE LOMS BEING IMPLEMENTED. BUT THAT ASIDE, LET ME GIVE YOU AN OVERVIEW OF WHAT WE SEE HAPPENING IN LOMS AND FOR THAT I THINK IT IS BEST DESCRIBED OR EXPLAINED BY WAY OF AN EXAMPLE...LET'S CONSIDER THAT VICTORIA GENERAL NEEDS A 30KW GENERATOR THAT IS NOT AVAILABLE WITHIN BC AND A REQUEST IS PUT THROUGH THE PECC TO THE NATIONAL SUPPORT CENTRE IN OTTAWA...FIRST OF ALL, HERE ARE SOME OF THE PRIMARY "PLAYERS" WITHIN LOMS

LOMS OVERVIEW REFER TO OHPS

DESCRIBE PURPOSE OF EACH ENTITY

-PECC, NSC, NLCC, SA, AHZ, DP'S, OGD, NGO'S, PROV AND ROLE OF THE PROVINCE

13

LOGISTICSOPERATIONSMANAGEMENTSYSTEM (LOMS)

ADV

ZOONÉS ^

STAGINGAREAS

ROVSERR

FEly-DEPT

NciOs

LEGENDR -REQUEST 0- CARGOI- INFORMATION E- EVACUATION

T- TASKING P- PROCUREMENT

kSTER,AR

BC EMERGENCYCOORDINATIONCENTRE

NATIONALSUPPORTCENTRE(EPC OTTAWA)

LOGISTICSMANAGEMENT CENTRE

(NDLCC)

I

onJ

THIS SLIDE SHOWS THE INITIATION OF THE REQUEST AND THEPATH IT WOULD FOLLOW

14

BC EMERGENCY COORDINATION CENTRE

LEGEND R - REQUEST C. CARGO I- INFORMATION E. EVACUATION

T- TASKING P. PROCURENT

FED I DEPT

"-''',"*".'''''' e ''kieleOgrreede.::*W....,..1j:Mie ..efe• ‘e‘ierire f itree.,- . - .7e.rivelViee.r.',

,.'0:F; beerr, Veve-r4e;,e'ew. WI"; if

-,....„.„....,..à., „,..,..em5_1„,..t.e......,.. :_,...,

LOGISTICS OPERATIONS MANAGEMENT SYSTEM (LOMS)

ADV HOLDING ZONES

1..._

.1 STAGING AREAS

F'ROVS I TERRS ,

IIR

1 T moos I

NATIONAL SUPPORT CENTRE (EPC OTTAWA)

Lootaric MANAGEMENT

CENTRE(NDLCC)

LOGISTICSOPERATIONSMANAGEMENTSYSTEM (LOMS)

I .^..^.._.."^

HOLDINGZONES

STAGINGAREAS

I

UR

3ÔtHÉRVRESOURCES NOOs

LEGENDR - REQUEST C- CARGOI- INFORMATION E- EVACUATION

T- TASKING P- PROCUREMENT

.,of-,"

8C EMERGENCYCOORDINATIONCENTRE

NATIONALSUPPORTCENTRE(EPC OTTAWA)

T

LOGISTICSMANAGEMENTCENTRE(NDLCC)

16

LOGISTICSOPERATIONSMANAGEMENTSYSTEM (LOMS)

BC EMEROENCYCOORDINATIONCENTRE

STAGINGAREAS

NATIONALSUPPORTCENTRE(EPC OTTAWA)I`

FED PROV& OtNERRESOURCES ET

LEGENDR-REOUEST C. CARGO

1- INFORMATION E- EVACUATION

T. TASKING P. PROCUREMENT

LOGISTICSMANAGEMENTCENTRE(NDLCC)

CLOSURE OF CHILLIWACKTHE PROVINCE MEANSBTHA.T WE MAYIN IMMEDIATE SUPPORT TO

ONLY HAVE THE RESOURCES TO MAN AND OPERATE THEADVANCE HOLDING ZONES. WE MAY NEED ASSISTANCE FROMTRANSPORT CANADA TO SOURCE VEHICLES AND MHE TOACTUALLY MAKE THE RUNS BETWEEN THE AHZ'S AND

DISTRIBUTION POINTS.THE PROVINCE HAS INDICATED THAT THEY FEEL CAPABLE OFRUNNING THE DP'S.... HOWEVER, WE REALLY WON'T KNOW IFTHEY'RE CAPABLE OR NOT.. .AS YOU CAN APPRECIATE, ALL OFUS ARE CRYSTAL BALLING THIS AS BEST WE CAN

SUMMARY

IN SUMMARY, THE NESP I ANDYOU LIKE^THATLHASOTOSBE REVISITEDDOCUMENT OR SYSTEM

ON A REGULAR BASIS...WHAT IS TRUE TODAY MAY NOT BE TRUE

TOMORROW... ITÂN ONLY PLANIHOWEVER, WE CAND ANTICIPATE E VENTS BASED

ON CURRENT INFO.

SO, THAT IN A NUTSHELL IS WHERE WE SIT

r7

LEGEND R - REQUEST C. CARGO - INFORMATION E. EVACUATION

T- TASKING 12-PROCUREMENT

LOGISTICS OPERATIONS MANAGEMENT SYSTEM (LOMS)

ISASTER AREA-

-d-nar.DING ZONES

STAGING AREAS

BC EMERGENCY COORDINATION CENTRE

IIR

I "05

NATIONAL SUPPORT CENTRE (EPC OTTAWA)

T LOGISTICS

MANAGEMENT CENTRE(NDLCC)

FED PROV & OTHER RESOURCES

ROVS TERRS

T T 1 HOSPITALS

-EVACUATION

THAT'S A QUICK OVERVIEW OF THE SYSTEM...THERE ARE DETAILS THAT HAVE TO BE WORKED OUT BASED ON SITE ASSESSMENTS OF DAMAGE. HOWEVER, THIS SHOULD PROVIDE BACKGROUND THAT WILL ALLOW US TO VENTURE INTO A DISCUSSION OF WHETHER OR NOT THIS SYSTEM CAN BE ADOPTED OR MODIFIED TO FIT INTO A GENERIC PLANNING FRAMEWORK CURRENTLY BEING WORKED ON BY EPC

18

SUMMARY

• REVIEVVED THE NESP • EXPLORED EXPECTATIONS OF THE

NESP • MOST PROBABLE CF FIRST

RESPONSE • CONCEPT OF OPERATIONS FOR LOMS

SO WE'VE

-GONE OVER THE ESSENCE OF THE NESP AS IT CURRENTLY STANDS

-EXPLORED THE EXPECTATIONS THE PLAN HAS OF THE CANADIAN FORCES;

-LOOKED AT THE MOST LIKELY CF RESPONSE; AND

-HAD AN OVERVIEW OF THE CONCEPT OF OPERATIONS FOR THE LOMS

ARE THERE ANY QUESTIONS??.

19

CONCERNS??

• NGO'S, OGD'S NOT NECESSARILY COMMITTED TO USING LOMS

• IS THERE A DANGER OF AVAILABLE CF ASSETS BEING OVERWHELMED

NOW, POTENTIAL PROBLEMS MAY EXIST AS A RESULT OF STATEMENTS ALLUDED TO EARLIER ON. FOR EXAMPLE, IF SOME FEDERAL DEPARTMENTS, NGO'S AND PRIVATE SECTOR ENTITIES DECIDE THEY DO NOT WISH TO TAKE ADVANTAGE OF THE NATIONAL COORDINATION OFFERED BY THE NESP AND LOMS, IT MAY CAUSE A GREAT DEAL MORE CONFUSION AT THE RECEIVING END. HOW DO WE AVOID POTENTIAL CONFUSION?? BY HAVING ONLY ONE AGENCY COORDINATING THE INFLUX OF PERSONNEL & MATERIEL?? THIS BEGS THE QUESTION...HOW MUCH CAN THE CF MOVE BEFORE WE BECOME BOGGED DO'WN AND CAN NO LONGER MEET THE DEMAND???

THE BOTTOM LINE IS THAT WE JUST DON'T KNOW. ALL WE CAN DO IS HOPE THAT WE ARE ALL ADAPTABLE ENOUGH TO RESPOND IN A FASHION THAT WILL NOT CAUSE ADDITIONAL HARDSHIP.

ONE OF THE WORST THINGS WE CAN DO IS TO PUSH MATERIEL INTO A DISASTER AREA WHERE IT IS NOT REQUIRED. WE CAN TRY TO ANTICIPATE DEMANDS BUT EXPERIENCE HAS SHOWN THAT A TREMENDOUS AMOUNT OF WASTE AND CONFUSION CAN OCCUR

29

ANNEX I

AINNEX I

J3 PLANS 4-6 BRIEFING TO EPC/J3 WORKSHOPON DOMESTIC EMERGENCIES

16 APRIL 1997

(SLIDE 1)

GOOD MORNING, LADIES AND GENTLEMEN. MY NAME IS CAPTAIN

DAVID READY AND I WORK IN THE PLANS AND OPERATIONS DIRECTORATE

OF NATIONAL DEFENCE HEADQUARTERS. MY MAIN RESPONSIBILITY IS THAT

OF DESK OFFICER FOR HEADQUARTERS DEFENCE PLAN 800, BETTER

KNOWN AS OPERATIONS PLAN GRIFFON, DND'S HUMANITARIAN ASSISTANCE

PLAN.

(SLIDE 2)

OVER THE COURSE OF THE NEXT FEW MINUTES, I WOULD LIKE TO

OUTLINE THE BACKGROUND, CONCEPT OF OPERATIONS AND LIMITATIONS

OF THIS PLAN THAT CONTRIBUTES SOLDIERS FOR HUMANITARIAN MISSIONS

IN CANADA OR ABROAD.

BEFORE I BEGIN, I WOULD JUST LIKE TO SAY THAT I WILL

CONCENTRATE ON THE INTERNATIONAL ASPECTS OF THE PLAN DURING

MOST OF MY FORMAL BRIEFING. GRIFFON'S ORIGINAL FOCUS WAS ON

OVERSEAS HUMANITARIAN RELIEF, BUT WHEN THE MINISTER OF NATIONAL

DEFENCE WAS BRIEFED IN 1995 ON THE CONCEPT, HE DIRECTED THAT

1

ALLOWANCES BE MADE FOR REACTION TO DISASTERS WITHIN CANADA, AS

WELL. FULLY KNOWING THAT THE UTILITY OF GRIFFON AND THE DISASTER

ASSISTANCE RESPONSE TEAM WILL BE THE TOPIC OF CONVERSATION

AFTER MY TALK, I WOULD ASK YOU TO HOLD YOUR QUESTIONS AND POINTS

UNTIL THEN.

(SLIDE 3)

PARTICIPATION IN HUMANITARIAN OPERATIONS, BOTH DOMESTICALLY

AND INTERNATIONALLY, IS NOT A NEW TASK FOR THE CANADIAN FORCES.

ENGINEER SUPPORT TO HURRICANE RELIEF IN THE CARIBBEAN, THE

DESPATCH OF HMCS PROTECTEUR TO FLORIDA IN 1992 AFTER HURRICANE

ANDREW, THE PROVISION OF MEDICAL ASSISTANCE TO RWANDAN

REFUGEES IN 1994, AND NUMBEROUS CASES OF CF' RESPONSE TO

DOMESTIC DISASTERS SUCH AS THE SAGUENAY FLOOD ALL COME TO MIND

AS EXAMPLES.

HOWEVER, MOST TASKS WERE PLANNED FOR ON AN AD HOC BASIS, IN

THAT EACH WAS TREATED AS A "ONE OF" TYPE OF MISSION.

(SLIDE 4)

THE DEFENCE WHITE PAPER, PUBLISHED IN 1994, MARKED A CHANGE IN

RATIONALE BEHIND MILITARY PARTICIPATION IN INTERNATIONAL

HUMANITARIAN MISSIONS. WITH THE MANDATE TO INCLUDE THESE AS A.

2

MILITARY ROLE FOR THE MILITARY, WE NOW HAVE THE ABILITY TO PLAN

AHEAD, AND THIS IS EXACTLY WHAT WE HAVE DONE WITH OPLAN GRIFFON.

IN CONDUCTING THE STAFF ESTIMATE, A NUMBER OF KEY

CONSIDERATIONS WERE REVEALED:

(SLIDE 5)

A. FIRST, IN ORDER TO BE OF ANY UTILITY, A RESPONSE HAS TO

ARRIVE AND BEGIN RENDERING AID BEFORE THE EFFECTS OF A

CRISIS, FOR EXAMPLE AN EPIDEMIC DUE TO A COMPLEX OR

NATURAL EMERGENCY, HAVE COME TO A HEAD. GENERALLY, THIS

CRITICAL TIME PERIOD 1S ONE WEEK;

(SLIDE 6)

B. SECOND, AN INTERNATIONAL RESPONSE WOULD UNDOUBTEDLY

HAVE TO BE MOVED BY AIR. GIVEN THAT CANADA HAS A TACTICAL

AIRLIFT CAPABILITY WITH LIMITED CARRYING CAPACITY AND

RANGE, THIS THEN DRIVES THE NEED TO DESIGN A SMALL FORCE

PACKAGE THAT MEETS THE HUMANITARIAN NEEDS OF A

MAJORITY OF CRISES, REGARDLESS OF WHETHER THEIR CAUSE IS

NATURAL OR MAN-MADE. THESE REQUIREMENTS ARE:

(1) POTABLE WATER

3

(2) MEDICAL SUPPLIES AND SERVICES

(3) LIMITED ENGINEERING SUPPORT INCLUDING STRUCTURAL

ANALYSIS, AND

(4) COMMUNICATIONS.

(SLIDE 7)

C. THIRD, MECHANISMS HAD TO BE DEVELOPED TO FACILITATE

RAPID, WELL-INFORMED DECISIONS BY GOVERNMENT TO MITIGATE

INTERNATIONAL CRISES. TO THAT END, A TRI-DEPARTMENTAL

WORKING GROUP, WITH REPRESENTATION FROM THE DEPARTMENT

OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE (DFAIT), THE

CANADIAN INTERNATIONAL DEVELOPMENT AGENCY (CIDA) AND

DND HAS BEEN ESTABLISHED TO EXCHANGE INFORMATION IN

NON-CRISIS PERIODS AND TO ESTABLISH THE DECISION-SUPPORT

PROTOCOLS THAT WOULD BE USED IN A CRISIS. I WANT TO STRESS

HERE THAT THE DEVELOPMENT OF THIS PLAN AND ANY

RECOMMENDATION FOR ITS USE WAS AND WILL CONTINUE TO BE

VERY MUCH A COLLABORATIVE VENTURE BETVVEEN THOSE THREE

DEPARTMENTS.

4

(SLIDE 8)

I WILL NOW CONCENTRATE ON THE CONCEPT OF OPERATIONS FOR AN

INTERNATIONAL DEPLOYMENT. THE PLAN CALLS FOR THE COMMITMENT OF

THE DISASTER ASSISTANCE RESPONSE TEAM, OR DART. THE DART, WHICH

WAS OPERATIONALLY READY IN JUNE OF LAST YEAR, WILL BE GENERATED

BY THE ARMY AND, WITH SOME AUGMENTATION FROM OTHER COMMANDS

AND NDHQ. CURRENTLY, LAND FORCES CENTRAL AREA OWNS THE DART

TASK. THE DART IS ON 48 HOURS NOTICE TO MOVE FROM GOVERNMENT

DECISION TO CONDUCT AIR DEPLOYED RESPONSE TASKS, WITH ITS

EQUIPMENT PREPOSITIONED AT THE AIRPORT OF EMBARKATION, 8 WING

TRENTON, AND THE CENTRAL MEDICAL EQUIPMENT DEPOT IN PETAWAWA.

(SLIDE 9)

THE DART'S MISSION IS TO PROVIDE HUMANITARIAN ASSISTANCE AT

THE DISASTER SITE FOR A PERIOD NOT EXCEEDING 40 DAYS. MISSION

ENDSTATE WILL BE ACHIEVED WHEN OTHER HOST-NATION OR

INTERNATIONAL AGENCIES ARE CAPABLE OF HANDLING THE SITUATION,

WHEN THE DISASTER'S EFFECTS HAVE BEEN MITIGATED BY OTHER MEANS,

OR WHEN OTHER CF HUMANITARIAN FOLLOW-ON OPTIONS HAVE BEEN

DEPLOYED.

THE DART WILL DEPLOY WITH THE FOLLOWING COMPONENTS:

(SLIDE 10)

A. THE HEADQUARTERS INCLUDES HIGHLY DEVELOPED STRATEGIC

AND TACTICAL COMMUNICATIONS CAPABILITIES WITH WHICH IT

WILL ESTABLISH AND MAINTAIN THE NECESSARY LINKS WITH

INTERNATIONAL AGENCIES, NGOS AND LOCAL AUTHORITIES ON THE

GROUND. THE HEADQUARTERS HAS ALSO BEEN EQUIPPED WITH

A ROBUST PUBLIC AFFAIRS TEAM TO HANDLE MEDIA INTEREST.

(SLIDE 11)

B. THE MEDICAL FACILITY HAS BEEN DESIGNED TO OFFER THE MOST

FLEXIBLE RESPONSE TO A HUMANITARIAN EMERGENCY. STAFFED

WITH APPROXIMATELY 40 DOCTORS, NURSES AND MEDICAL

TECHNICIANS, THE FACILITY WILL BE ABLE TO TREAT UP TO 500

PEOPLE PER DAY ON AN OUT PATIENT BASIS AS WELL AS ACTING

AS A DISPENSARY TO ISSUE DRUGS. IT ALSO HAS THE CAPACITY TO

ADMIT LIMITED NUMBERS OF PATIENTS THAT REQUIRE MORE _

INTENSIVE CARE. THE MEDICAL FACILITY DOES NOT POSSESS A

FORMAL SURGICAL CAPABILITY BUT WILL CARRY THE NECESSARY

EQUIPMENT TO CATER FOR EMERGENCIES. THE TREATMENT

CENTRE HAS BEEN DESIGNED ALONG MODULAR LINES AND CAN

THUS BE TAILORED TO A TRAUMA EMERGENCY AS IS LIKELY TO BE

REQUIRED IN AN EARTHQUAKE, AN EPIDEMIC EMERGENCY THAT

WILL REQUIRE LARGE NUMBERS OF INJECTIONS AGAINST

6

INFECTION, AND A PEDIATRICS EMERGENCY WHERE PATIENTS

WILL CONSIST OF PRIMARILY PREGNANT WOMEN AND CHILDREN.

(SLIDE 12)

C. A COMPOSITE ENGINEER TROOP WILL BE ASSIGNED A NUMBER OF

TASKS, DEPENDING ON THE NEED. THEY WILL PROVIDE FRESH

WATER, USING THE REVERSE OSMOSIS WATER PURIFICATION UNIT,

OR ROWPU, TO THE DART AND HOSPITAL PATIENTS. EXCESS

PRODUCTION MAY BE OFFERED TO OTHER PEOPLE AFFECTED BY

THE DISASTER. THEY WILL CONTRIBUTE TO THE ESTABLISHMENT

AND MAINTENANCE OF SANITATION, THROUGH THE DIGGING OF

LATRINES AND GRAVES USING BACKHOES AND DUMPTRUCKS. THE

ENGINEERS CAN ALSO PROVIDE LIMITED ASSISTANCE IN THE

REPAIR OF CRITICAL SERVICES SUCH AS ELECTRICAL AND WATER

DISTRIBUTION SYSTEMS. SHOULD THERE ALSO BE A LAND MINE

THREAT IN THE REGION, THE FIELD ENGINEER SECTION WILL

PROVIDE LIMITED CLEARANCE AND MINE AWARENESS SERVICES.-

(SLIDE 13)

D. THE DART HAS BEEN DESIGNED TO BE DEPLOYED ONLY INTO

THEATRES THAT ARE TERMED " PERMISSIVE". THIS IS AN

ENVIRONMENT WHERE THE MOST DANGEROUS THREAT TO THE

SAFETY OF CANADIAN PERSONNEL WILL BE FROM UNORGANIZED

CRIMINALS - THIEVES AND LOOTERS, ARMED ONLY WITH SMALL

ARMS. THE REFUGEE CAMPS IN ZAIRE, SET UP IN THE AFTERMATH

OF THE RWANDAN CRISIS IN 1994, ARE A GOOD EXAMPLE OF WHAT

WE WOULD TERM A "PERMISSIVE ENVIRONMENT". THEREFORE,

ONLY ONE INFANTRY PLATOON, ARMED WITH RIFLES AND MACHINE

GUNS WILL DEPLOY AS A PART OF THE DART TO PROVIDE

SECURITY. IN SITUATIONS WHERE NO THREAT EXISTS, THIS

PLATOON WOULD BE USED, NOT AS A SECURITY FORCE, BUT AS A

READY SOURCE OF WELL TRAINED LABOUR FOR ACTIVITIES LIKE

SEARCH AND RESCUE, REFUGEE REGISTRATION, FOOD

DISTRIBUTION AND WATER DELIVERY; AND LASTLY

(SLIDE 14)

D. THE SUPPORT PLATOON IS STRUCTURED SOLELY FOR THE DART'S

INTEGRAL UNIT SUPPORT. THE DART WILL DEPLOY WITH WATER,

RATIONS, FUEL AND OTHER STORES SUFFICIENT FOR SEVEN DAYS

OF OPERATIONS. THE REMAINING 33 DAYS OF STOCKS WILL BE

DELIVERED USING SUSTAINMENT FLIGHTS FROM CANADA.

(SLIDE 15)

AS I ALLUDED TO BEFORE, THE PROCESS THROUGH WHICH A GRIFFON

OPERATION OVERSEAS WILL BE LAUNCHED WILL BE A COOPERATIVE ONE

INVOLVING DND, DFAIT AND CIDA. I WILL NOT DISCUSS THIS PROCESS IN .

8

ANY DETAIL, OTHER THAN TO SAY THAT DFAIT IS THE LEAD GOVERNMENT

. DEPARTMENT IN STAFFING A REQUEST FOR HUMANITARIAN ASSISTANCE,

AND A JOINT RECOMMENDATION ON THE DART'S DEPLOYMENT WILL BE

PROVIDED TO GOVERNMENT.

(SLIDE 16)

IN THE CASE OF A DOMESTIC HUMANITARIAN EMERGENCY, EACH LAND

FORCE AREA WILL REACT TO EMERGENCIES WITHIN THEIR OWN

BOUNDARIES. ON RECEIPT, STAFFING AND AREA HEADQUARTERS

APPROVAL OF A PROVINCIAL REQUEST FOR ASSISTANCE, THE AREA

RESPONSE FORCE PACKAGE WILL DEPLOY AS SOON AS POSSIBLE. IF THE

SCOPE OF THE EMERGENCY EXCEEDS THE AREA COMMANDER'S ABILITY TO

RESPOND AND RESOURCES AT HAND, HE MAY ASK NDHQ FOR THE SUPPORT

OF OTHER AREAS, COMMANDS AND/OR NATIONAL UNITS. NDHQ WILL TREAT

THE DART AS ONE OF MANY FORCE OPTIONS IN THE DEVELOPMENT OF ITS

PLAN TO ASSIST.

(SLIDE 17)

BEFORE I CONCLUDE, I WOULD LIKE TO OUTLINE SOME OF THE DART'S

LIMITATIONS IN DOMESTIC OPERATIONS. FIRSTLY, DESPITE THE FLEXIBILITY

OF THE MEDICAL ORGANIZATION, IT HAS A RELATIVELY SMALL CAPABILITY

TO DEAL WITH TRAUMA CASUALTIES ASSOCIATED WITH THE TYPE OF

CATASTROPHE WHICH WE WOULD MOST LIKELY HAVE IN CANADA, TO WIT

g

AN EARTHQUAKE ON THE WEST COAST. SECONDLY, DART ENGINEERS ARE *_

FOCUSSED ON SUPPORT TO THE DART ITSELF AND THEY HAVE ONLY A

LIMITED ABILITY TO CONDUCT SURVEY, REPAIR AND OTHER TASKS TO

MITIGATE THE EFFECTS OF THE DISASTER. LASTLY, DUE TO THE SHORT-

NOTICE NATURE OF DOMESTIC EMERGENCIES AND THE REQUIREMENT TO

MARRY UP THE DART WITH ITS EQUIPMENT IN TRENTON PRIOR TO

DEPLOYMENT, THE IMMEDIATE EFFECTS OF THE DISASTER, WHICH THE DART

IS DESIGNED HELP IN COUNTERING, MAY BE OVER BY THE TIME IT ARRIVES

ON-SITE.

(SLIDE 18)

THIS CONCLUDES THE PRESENTATION. ARE THERE ANY QUESTIONS?

10

ANNEX J

PRESENTATION by

Ms. A. de Beaupré, Program Coordinator, Emergency Preparedness Canada

HEAVY URBAN SEARCH AND RESCUE

Emergency Programs and Exercïses Emergency Preparedness Canada

time of Presentation2S1».bÜ:'iip{1?fLtÔix;=^

n Background to HUSAR

n Initial Activities

n Results of the First Workshop

n Activities over the past six months

n Upcoming Activities

• VVhat is HUSAR? the location of trapped persons in collapsed structures using dogs and sophisticated search equipment; the

J use of heavy equipment such as

tire cranes to remove deb.ris; the work to breach, shore, remove and lift structural components; the removal and treatment of victims; and the securing of partially or completely collapsed structures. Teams are usually self sufficient for 24 hours. HUSAR teams must be specially trained and equiped - during the response to the Mexico City earthquake, one rescuer died for every person rescued. At Oklahoma City, when trained HUSAR teams were used, no HUSAR team members died.

FEMA US&R TASK FORCE

TASK FORCE LEADER(2)

SEARCH TEAMMANAGER

(2)

CANINE SEARCHSPECIALIST

(2)

CANINE SEARCHSPECIALIST

(2)

62 POSITIONSAPPROVED 11/95

SAFETYOFFICER

(2)

RESCUE TEAMMANAGER

(2)

RESCUE SQUADOFFICER &

5 SPECIALiSTS

RESCUE SQUADOFFICER

5 SPECIALISTS

RESCUE SQUADOFFICER &

5 SPECIALISTS

PLANSOFFICER

(2)

MEDICAL TEAMMANAGER

(2)

MEDICALSPECIALtST

(2)

MEDICALSPECIALIST

(2)

STRUCTURESSPECIALIST

(2)

COMMUNICATIONSSPECIALIST

(2)

LOGISTICSSPECIALIST

(4)

Recent internationalevents• Seoul department

store collapse due topoor constructionand over loading offloors

e/A,

ckground cont...

• Oklahoma City bombing „ ,741

eeJ5,inu Recent events in Canada

• Charlottetown bombing (Oklahoma City copycat)

• Toronto subway crash

• collapse of 3 roofs in Winnipeg after snowstorm, and

• Hamilton explosion

mplications for the federal government me • a federal, provincial / territorial, or

municipal responsibility? —all levels particpate in partnership

• need to develop a national (not just a federal) capability

Start up of the project

Identification of existing capability in Canada ( N ov

• Vancouver and CalgaryEstablished links with the USA (Dec 95)

Development of the Strategy Paper and beginningthe consultative process (Dec 95 - Feb 96)

• system corodinated and run by FederalEmergency Management Agency

• 26 teams, 18 deployable, approx 120 members

• equipment >$1 million US$, 2 hercs to lift

n Presentation to Provincial / Territorial Senior Officials(Feb 96)

n First HUSAR Workshop (Sep 96)

Initial Activities cont...

n Development of the Strategy Paper and beginning theconsultative process (Dec 95 - Feb 96)

n Established links with the USA (Dec 95)• system corodinated and run by Federal Emergency

Management Agency• 26 teams , 18 deployable , approx 120 members• equipment >$1 million US$ , 2 hercs to lift

n Presentation to Provincial / Territorial Senior Officials(Feb 96)

n First HUSAR Workshop (Sep 96)

mom

=ME=

sults of the First HUSAR rkshop

• •-•

Validation of the requirement for HUSAR

General endorsement of proposed strategy

• 9 or 10 full teams across the country

• made - in - Canada face

▪ Establishment of networks

• Creation of a Central Coordinating Group

• Establishment of three VVorking Groups

• Training

• Resources

• Medical

MeW»

tivities over the past 6 months

Continued support to existing teams and to communities developing teams:

• existing teams: Vancouver, Calgary and Regina

• expressions of interest: New Brunswick, Toronto area, Manitoba, Edmonton

• Circulation of various papers: eg on training & use of dogs

tivities over the past 6 months

, ^ .. __ .,__^ , ^ . ^ ^^':. .. . ' .::... ...:....:...:...v. , i :

n Resolution of an important medicalissue• movement of certified / licensed medical

staff across provincial/territorial boundaries

n Development of the Equipment List• identification of numbers, types, and

products

tivities over the past 6 months

...:: ....^ y . : . .. . . .. .. .. .... .... ... ....... ... ............. .. ...... . .. . . .. ... .N....... ....... ... ......:^...

Formal consultation with the Provinces / Territories• endorsement by all except one

• resource concerns

• concept of modules- smaller groups designed for insertion into larger teams

n Establishment and improvement of international HUSAR links

• USA, UK, Australia, New Zealand

• United Nations - movement of HUSAR teams internationally

- experiences after Armenian and Mexico Cityearthquakes

,:.....:.:,.:. _......_.._....^ .^....._.._...., ..^...^.__......... ....._... ........,.^--. ,..-..._.n.....^_.._...,.,... .. .._., -ec

:hnical meeingwi

. .hf e3teams pr9

Development of the proposed team composition

• full team

• modules

Further development of the equipment list• Further development of resource, training and medical issues

• the survey and paper on safety issues

n International Search and Rescue Advisory Group meeting May97

• United Nations groupn Second HUSAR Workshop: 10 - 12 Sep 97 at Canadian

Emergency Preparedness Collegen Federal / Provincial / Territorial meeting of Senior Officials Feb

98 for approval of strategy

ANNEX K

1113

The Federal Nuclear Emergency Plan

ANNEX K PRESENTATION

by Mr. J.P. Auclair, Nuclear Planning Officer, Health Canada

Good Morning/aftemoon ladies and gentleman;

My presentation will provide a quick overview of Canada's

revised Federal Nuclear Emergency Plan;

I will start by descibing the historical as well as the government emergency planning context that led to the revision of the FNEP;

I will then go through some of the key elements of the revised plan and discuss some of the future activities identified to round-out the govemment's preparedness for nuclear emergencies.

1

The Canadian Context

I

Federal Govcrnnlent Rcshonsiblc for^^.. :III Il!;111C1^^ I.^^.IIIII^' lt^ 1h"

^^...IW IL^'_'Ul:Illll_' t^^A citlplll^_.lll. pf^^(hIkU,)!1 :IIIIÎ ()I

I?ll^ ic ;II L 11L'I;111d

Slll)s1^11lClS...-

Provinces have direct responsibility for theprotection of'public health and cnvironmentalprotection from local sources.

In Canada, authority for nuclear emergency prepedness reside in the threeorders of government.

The Federal mandate is ...

The Provinces have...

IIIIIIIIIIIIIIIIIIN

and Provincial laws designated Municipal or Regional governments theresponsibility to prepare civil emergency plans to protect their communitiesfrom natural or man-made emergencies (including nuclear ones)

2

A Little History r7.77:7=-

1 7

!

COSMOS 954 and Three Mile Island

The Prime Minister appoints the Minister and Department of Health Lead Federal Auency to:

"...permit the coordination offederal resources to deal

with nuclear emergencies which might affect the health

and safety qfranadians and which might he qf radiological significance outside ofCanada. -

Federal Nuclear Emergency Plan first issued 1984 Ill

1 111

Canada's awareness to the need for civil nuclear emergency preparedness began in the late 70's with the crash of the soviet nuclear powered satelite Cosmos 954 in the N.W.T. in January 1978. This was followed by the events at TMI in March, 1979.

On the recommendation of a multi-departmental committee - The Prime Minister appointed ... with of course no additional resources provided to the department and in the FNEP was first issued in 1984. The designation was not accompanied by any additional resources and was made at a time when the prevailing scientific opinion (in nuclear physics circles) was primarily that a serious nuclear emergency was mostly a hypothecal possibility.

Then came April 1986 and Chernobyl, May 1988 and the possible re-entry of COSMOS 1900 (sister-ship of Cosmos 954) and the possible use of nuclear/chemical weapons in the Gulf War in 1990/91.

A post-Chernobyl review (April, 1986), auditor general reports (1987,'89, '92) and other scientific reviews (AC-3 - Dec., 1992) led Health Canada to undertake a comprehensive review and revision of the FNEP.

H

Chernobyl, Cosmos 1900, gulf war

1988, 1992, 1993 Sources recommend revision and update of the Plan

3

Aim and Approach

Aim is to detail nlcasures to be f16llowed hti-fl'llcl-al u'llvl'i'lllllCIlt Ill:

PI-O\ idin` suhj)ort 10 I'rOvinres and

\lan;l^in^^ and C'oordinatirl'u, ICdCrll arti\ itirs

Approach for Revision

I99-1-I994 Co1171)l'CllCllsl\'e II1tCl'-jlu"Is(llctlollal. intcr-

a'^CIICV l'C\'IC\Y

199-t-1 997 Rc\-ision un(icrtaken using a consultative

hroccss

1997-1 999 lmhlcmcntation Phase

The Aim of the revised plan was to detail ...

A consultative approach was used for both the review and subsequent revisionprocess. The three phases and their timelines are shown in this slide.

4

I

n

FNEP andthe Government EP Context

New, government Policy on Lnler`^cncy

PreparednessDchartmcntal Planning Rcshonsihilitics fàr Emcrcncy

Prch. ► rcclncss

GOvCf ►1111CI1t E:.111CrgCI1cV Book

National Support Framc\\ orl:

Overview on the contents of the Plan

This revision of FNEP was not undertaken in a vacuum.

Canada and the United States signed an Agreement on Cooperation in CIvilEmergency Planning in 1986;

Key federal legislation dealing with emergencies was passed in the late 80's(Emergencies Act and Emergency Preparedness Act 1988-89) led to the recentupdate and cabinet approval of a New Government Policy on Emergencies.

This policy reinforces the "LEAD AGENCY" approach ( also used in theUnited States) and assigns Departmental Planning ... (I st su-bullet)

This allowed for the preparation of a more detailed planning of 22 genericemergency functions in the GEB and the development of a generic frameworkfor the provision of national (ie:federal) coordinated support during to one ormore provinces affected by a major civil emergency.

I will now go over some of the key elements of the revised Plan.

5

rr I

F et e-

Definition A nuclear emergency is defined as an event which has lead or could lead to a radiological threat to public health and safety. property and the environment

MIME

For the purpose of the FNEP a nuclear emergency is defined as ...

6

BUM

6F51

Scope An event occuring in Canada or in a U.S. State adjacent to the Canada /United States border

An event involvirm a nuclear powered vessel in Canada

An event involving a nuclear I,Y enerating station abroad

Other events

1 1;

The Plan is intended to apply to ...

Other events include re-entry of nuclear powered satellites and accidents or the tmauthorized use of nuclear weapons.

The plan does not apply to acts of war.

7

Planning Pl'111C1pICS

iliJl\ i^ÎU^!^. ^^I^`.';IIIII;lllllil. Illlllill I^^;I^_ I^ ^Il^ll;l^_

;i!lli lilc cm II'0!llllulll

1-CdCr<1I in\ oIVCi»cnt and suI)})ort n1ust rCSpCC iProvincial jtnnsdictions

Provinces and Fedrral Gov ernments must

coordinate their efforts

I-NEI' complements existing plans andaol'l'Cllll'.llts

The Plan was revised in accordance with the following principles ...

I

8

Preparedness Framework

Plans and Other Arrangements

IA[ïA Conventions

.loint R^ ►LliolOLical lîmcr".;cncV RcshonscPlan

l cdcral Nuclcar Emcr-cncy Plan (Canac[ian)

ii Ilio\-incial Nuclcar Cmcrocncy (Off=site) Plans

Go\-etuncnt Dcpt.lAGcncv Support Plans (Fcdcral andProvincial)

Utility Emcr^cncy Plans

Committees

LI,

TheNuclear Emergency Preparedness Framework reflected in the Plan includes

IAEA Conventions on early notification and mutual aid in the event of anuclear emergency

A Canada/United States JRERP signed by both countries in July of 1996.

...(list other bullets)...

An a series of Nuclear Emergency Committees and Working Groups intendedto coordinate emergency planning and preparedness among these variedjurisdictions and agencies.

9

1 1 , ;

, I .,

I Accidents in Canada - Federal Support to i

i Province(s) !I ,. ,1

-

! Accident Abroad - Federal Coordination i I i :.' ,1

, . ,

. A

Response Framework

10

1 National Response to an Emergency in Canada

s

The Plan provides for a national support framework for incident occuring in Canada and for facilities in the United States located along the Canada/U.S. boundary.

This figures illustrates the links between the Federal and Provincial Nuclear Emergency Response Organizations.

• Federal Coordination Officer • Federal Liaison Officers • Members of the federal regional support team

(talk to the points on the slide if time permits)

1 1

This slides shows the federal involvement in a Provincial NER Organization.

12

National Response to an Emergency 11; Abroad

L

This figure shows the National Coordination Centre that would be established in Ottawa for dealing with an accident in the southern U.S.A. or in a country abroad.

13

m

National Support Centre

' National Coord'mator^L:::._....:.._.:..c._...__,.....,_ s

^7echnical Advisôry ^ Coordination Public AffairsGroup ^, and OperaUoos Group

4 Group,P^- _.^ ..^J

Task FederalTeams deparhnents

andagencies

s0

14 .'

Other Elements of the Plan Il

El

Concept of Operations

Responsibilities for specific Preparedness and Response Activities

Appendices and Annexes

Concept of Ops includes authorities, activation and levels of implementation, detailed structure of the National Support Centre and responsibilities of the operational groups therein.

Appendices include •1. Administrative authority and Amendments

-2. Distribution List

.3. List of References

-4. Emergency Functions

•5. Nuclear Emergency Functions

.6. Responsibilities by Department

•7. NSC Groups and Officials

•8. Protective Action Guidelines

.9. INES scale

.10. Notification procedure and Contact Lists

Annexes • Ontario, Quebec, New Brunswick, Nova Scotia

• Others for British Columbia, the Arctic and the rest of Canada are future projects

15

Future Activities

Implementation Phase includes activities to:

de\ clop supporting documents such as lexicons. operating manuals. technical guidelines. training manuals. remaining annexes etc...

Agency support plans and links to national stucture

Training programs and Communications Tools

Drills and Exercises

- (1 •

(Read as is ...)

A major Exercise of the Plan is scheduled for late April 1998 called CANATEX-3. This will be an exercise involving a test of the plans of the utility, Municipalities/Region, the Province of Ontario's Nuclear Emergency Plan, Ontario and neighboring State agreements, the FNEP and the Canada/U.S. Joint Radiological Emergency Response Plan.

The Exercise will also be a regional exercise under the OECD - NEA INEX-2 series and will involve the IAEA and other foreign nations participating as "Far field" countries.

IBM

16

The Way Ahead

-

MAIM

17

ANNEX L

PRESENTATIONby

Major J.P.M. Tardif, Directorate NBC Defence NDHQ

NUCLEAR EMERGENCY RESPONSE

ANNEX L

INTRODUCTION (Slid9__Z1

1. This portion of my presentation is intended to provide anoverview of the resources which the Department of NationalDefence is capable of fielding in response to a nuclear

emergency. I will start with some background on the evolution of

the nuclear emergency response capability.

2. During the Cold War, the prevalence of operationallydeployed nuclear weapons and the regular overflights by nucleararmed aircraft created a concern that an accident could happen.As a result of that concern, nuclear accident support teams wereformed and stationed at all Canadian air bases. Concern thatthere was a potential for an accident involving nuclear armed ornuclear powered vessels visiting Halifax, Esquimalt and Nanoosecaused the Department to station similar teams in those

locations. These teams provided a nation-wide nuclear emergency

response capability.

3. in more recent times, the overflights decreased, and with

the end of the Cold War, have ceased entirely. This, and a

federally mandated requirement to review the safety of nuclearpowered vessel visits, have caused a reevaluation of our NER

capabilities and needs. It has been determined that a

capability-in-being ( fully equipped NER team) is only required

for nuclear powered vessel visits. This determination led to therationalization of our capabilities and the reorganization whichis just now being completed. The remainder of this briefing isintended to provide information on this new organization and its

capabilities.

OttmrTNE (Slide 3)

4. This nuclear emergency section has been broken down into

four main areas:

a. Nuclear emergency response resources, the teams.

b. Organizational capabilities, what those teams areintended for and what they are capable of doing.

c. Assistance which can be made available to otherdepartments and levels of government, including howassistance is requested Provincially and through the

FNEP.

d. Command and control of deployed teams, including theirrelationship to local, provincial and federal civilorganizations both with and without the FNEP having

been activated.

1/4

RESOURCES (Slide 4)

5. The department of National Defence has four organizations which are capable of providing response to nuclear emergencies. They are: two nuclear emergency response teams or NERTs, one located in Halifax and the other in Esquimalt; a nuclear emergency , response section located in the Canadian Forces Maritime Experimental Test Range at Nanoose Bay, BC and the Nuclear Biological and Chemical Response Team, located in CFB Borden.

6. A NERT consists of approximately twenty two personnel. A full-time three person cadre of expertise to act as the command element during exercises and operations, train the team and maintain the equipment. The remainder of the team is made up of up to twenty personnel who have NER as a secondary duty. They are fully trained but only work at NER during training, exercises and operational call-ups, or about five to ten percent of their time. The remainder of their time is spent at their primary duties. They are drawn from all areas of the base, and there is no predominant trade or occupation among them.

7. The NERS in Nanoose consists entirely of secondary duty personnel. The section, when operational, has the same command structure as a NERT, but the command personnel do not work at NER full time. While they have a full suite of equipment and sufficient fully trained personnel to provide immediate response, there is no redundancy, so they cannot sustain operations without augmentation from Esquimalt.

8. The NBCRT, based in CFB Borden, is made up of instructors and staff from the NBC school. Thus, the NBCRT, while made up of secondary duty personnel is an extremely competent organization due to the fact that all of the team members are subject matter experts.

CAPABILITIES (Slide 5)

9. The NERTs and the NERS are organized and equipped to respond to the unlikely event of an emergency resulting from the visit of American or British nuclear powered vessels. They are, however, capable of providing radiation monitoring, plume tracking and contamination detection in other emergencies if required.

10. The NERTs are capable of sustained operations in emergencies which do not result in more than moderate release of radionuclides to the environment. Their rapid response capability is limited to the nuclear powered vessel scenario, in which case they would be on standby at a higher alert state than normal for the duration of the emergency. Response to other emergencies, if required or requested would take some time, so they would, most likely, be on scene for the assessment and

2/4

clean-up phases only. They are air-mobile, however they have no integral air assets and their presence outside of their immediate geographical area cannot be expected in less than twenty four hours.

11. The NERS is only a small section, intended to provide immediate response. It is backed up by the full Esquimalt NERT within four hours in the case of an emergency. It is not intended to be deployable, and will not be called upon to deploy in assistance to other organizations.

12. The NBCRT is primarily intended to respond to terrorist use of weapons of mass destruction. However, it can provide assistance to a civil nuclear emergency.

13. The Department of National Defence's nuclear emergency response capability is smaller and less wide spread than it used to be. The department has no mandate nor capability to provide instant response to civil nuclear emergencies. We can, however be counted upon to assist in follow-on operations to the extent that our resources will permit.

ASSISTANCE (Slide 6)

14. In the event of a nuclear emergency, a Provincial Government may request the assistance of DND. This assistance can take many forms, however security, policing or other armed assistance must be approved by the solicitor general.

15. Requests from a Provincial Government for DND assistance are made through the local Land Force Area Headquarters. The LFA can provide assistance from any unit within its geographical boundaries, and through the National Defence Operations Centre, any unit in Canada.

16. If a Provincial Government requests the Department's assistance in a nuclear emergency, and that assistance is intended to be of a nuclear nature, their request would be made to the LFA headquarters through the liaison officer in the Provincial Emergency Preparedness Operations Centre. The LFA would contact the NDOC and request that the NERT or the NBCRT be dispatched to the site. The NDOC would contact the appropriate Team which would commence the recall, and at the same time, dispatch the required air transport if required.

COMMAND AND CONTROL, NO FNEP (Slide 7)

17. The DND assets involved in any emergency response will function as one or more units under the unified command of the land force area organization. They will never be broken down into individuals and placed under the control of different civilian organizations. There will, of course, be direct liaison

3/4

between the organizations at each level which will preventavoidable delays in relaying information and requests.

18. Overall Command and Control of the emergency response willrest with the appropriate civil authority, with DND providingassistance as required and requested.

COMMAND AND CONTROL, WITH FNEP (Slide 8)

19. If the FNEP is activated, the Command and Control structurefor DND's response to the emergency does not change. The HealthCanada and EPC organizations come into play, but from a NERassistance point of view, DND will most likely already be fullytasked by the province through the LFA, and no changes in theoperational structure will occur. Additional requirements, ifnot immediately identifiable as DND assets, will be requestedthrough the FNEP.

4/4

NUCLEAR, BIOLOGICAL AND CHEMICAL COUNTER TERRORISM

Introduction

1. This second half of the briefing will provide you with an overview of the Department of National Defence Nuclear, Biological and Chemical counter-terrorism organization under these headings: (OH? 1 ON)

- Background - NBC counter-terrorism components - NBCRT mission - Concept of operations - Command & control - NBCRT organization/capabilities/ops and - Training

(OH? 1 OFF)

Background

2. The Department has maintained (OH? 2 ON) a nuclear, biological and chemical counter-terrorist response capability in support of the National Counter-Terrorism Plan since the Montreal Olympic Games in 1976 when the NBC Response Team was formed. Today the NBC counter-terrorism capability forms part of the overall Departmental counter-terrorism organization which was officially established in 1993 under the Chief of Staff Joint Operations. (OH? 2 OFF)

Components

3. The components of the NBC counter-terrorism response capability include (OH? 3 ON) the staff functions of operations, security, intelligence, scientific support, legal, public affairs and medical. The deployable operational element is the Canadian Forces Nuclear, Biological and Chemical Response Team which is formed from the staff of the Canadian Forces NBC School at CFB Borden, Ontario. The team cooperates very closely and trains with the RCMP Explosives Disposal and Technology Section Operational Response Unit in Ottawa. (OH? 3 OFF)

(OH? 4 ON) Air Command will provide air transportation and Land Forces Areas will support the NBCRT through military/civilian interface, augmentees/general duties personnel, decontaminatiOn support and medical support (future).(OHP 4 OFF)

Mission

4. The mission of the NBC Response Team (OH? 5 ON) is to be prepared to deploy in support of an appropriate civil authority

1/4

in the event of a terrorist or criminal act involving NBC warfare agents (OHP 5 OFF).

Concept of Operations

5. The response to a terrorist incident in Canada, as you know, is the responsibility (OHP 6 ON) of the Solicitor General. When requested to respond to a suspected NBC terrorist incident, the NBC Response Team could deploy in support of JTF2 or be deployed on its own. Sound police or military intelligence concerning likely terrorist threats and/or targets should permit early deployment of the NBC Response Team Advance Party which is capable of providing NBC advice to the on-scene commander or the Joint Force Commander. If warranted, the remainder of the team can be moved nearer its likely operational site prior to, rather than after a terrorist NBC incident. Once in situ, the NBC Response Team would come under tactical control of the on-scene commander, likely a senior police officer. (OH? 6 OFF)

Command and Control

6. This slide (OH? 7 ON)(explain slide) shows the basic command and control relationships between the military and police organizations. The JFC could take the NBCRT under command or in some cases the CO NBCRT would find himself the senior military rep at the scene.(OHP 7 OFF)

Team Composition

7. When deployed, the NBC Response Team is a joint military/RCMP organization composed of several elements: (OHP 8 ON)

a. Joint Headquarters

b. Defence Scientist/HOD Section

- scientific advisers; and explosives ordnance disposal advisers

c. Reconnaissance Section

- detection and monitoring groups accompanied by RCMP members (for protection and evidence gathering purposes)

d. Decontamination Section

- capable of personnel, equipment and vehicle decontamination using a variety of equipment and decontaminants. It can provide advice to civil authorities for larger scale decontamination operations -

2/4

and is also trained in the handling of contaminatedcasualties

e. Medical Section

- the medical section does not only provide immediatemedical attention to the team they also provide medicalsupport to any casualties brought out by the team.Furthermore, they can provide treatment protocols tothe local hospitals.

F. Support Section

- the support section cOnsists of admin, maintenanceand specialized stores personnel.

(OHP 8 OFF)

(OHP 9 ON)To show where Suffield is in relation to the NBCRT(OHP 9 OFF)

Caoabilities

8. In addition to the specialist NBC functions, the teamcooperates in obtaining evidence and provides one militaryExplosives Ordnance Disposal (EOD) adviser. As a result itprovides the following capabilities: ( OHP 10 ON)

- On-scene NBC expertise, advice and technical aid tomilitary and civil authorities;

- NBC hazard assessment and advice on mitigation anddisposal; (OHP 10 OFF)

(OHP 11 ON)- military EOD;

- assistance in collecting and packaging samples foranalytical and forensic purposes; and

- supervising and directing the employment of allocatedmilitary or civilian manpower(OHP 11 OFF)

Training

9. During the past four years steps have been taken to conductmore responsive and realistic exercises through cooperativetraining with the RCMP and other civil authorities. This slide(OHP 12 ON) shows forecast training for 1997/98. (OHP 12 OFF)

3/4

Conclusion

10. In conclusion, ( OHP 13 ON) NBC terrorism is assessed as areal possibility but still having a low probability ofoccurrence. However, as we saw in the Tokyo incident thepotentially high consequences of such acts dictate that thiscapability be maintained. This concludes my briefing (OHP 13OFF).

PREPARED BY: Maj J.P.M. TARDIFA:\EPC.BRF

April 14, 1997

4/4

DND/CFDOMESTIC OPERATIONS

NUCLEAR EMERGENCYRESPONSE

NUCLEAR BIOLOGICAL ANDCHEMICAL RESPONSE

CF JOINT OPERATIONS STAFF - NBC DEFENCE

Nuolear Emergency R ,esponse

• Nuclear emergency response resources

• Organizational capabilities

• Assistance to other departments andlevels of government

• Command and controlCF JOINT OPERATIONS STAFF - NBC DEFENCE

Nuolear Emergency Response

Oryanlzational Capabllities

•NERTSustained small scak responseCan be deployed

•NERS- Immediate response only

•NBCRTImmediate ResponseDeployable

CF JOINT OPERATIONS STAFF - NBC DEFENCE

Nuclear Emergency Responne

DND Capabilities and Resources

CF JOINT OPERATIONS STAFF - NBC DEFENCE

Nuolear Emergency Response

• Nuclear Emergency Response TeamsHa1NaxVictoria

• Nuciear Emergency Response Section- Nanoose Bay

• Nuclear Bldoçical and Chemlcal Response Team- CFB Borden

CF JOINT OPERATIONS STAFF - NBC DEFENCE

Nuclear Emergency Response

Assistanceto OtherDepartments and Oovemments

- AssistanceRadiation monitoring and surveyGeneric assistance, transport etc.

• Requesting AssistanceProvincial request to LFA Headquarters

• Provincial requesttor FNEP activation

CF JOINT OPERATIONS STAFF - NBC DEFENCE

Nuclear Emergency Response

...mug Emerging, %veal Emrrwenq Ruspcm Csrmander Connemara Can»

Und Force Area FM (01rease) WARLAMT/MARPAC (On ease)

Inclur Emereency Commander

(Base Commander)

I I Enxpenc,Relpelle Vntmency Response

E lerterts Elements

CF JOINT OPERATIONS STAFF - NBC DEFENCE

Oexec Itelporae

NUM' Na Cie

NBC Response Team

• Background

• NBCCT Components

• Mission of the NBCRT

• Concept of Operations

• Command&Control

• NBCRT OrgiCapiOps

• Training

CF JOINT OPERATIONS STAFF - NBC DEFENCE

Nuclear Emergency Response (FNEP)

Health Canada EPC

EPC Regional ma

NDOC

Und FOrCe Are. MO (e'en') IMICLIViTiMARPAC (Cm Sale)

Node« Erampency Ceemuneer

(lee» Commently)

Porinial Emenr...Y Ceadomon Cann

Eenn....V %Wan. Elements

r- NBCRT NEMT

G.rettc arm Omens

CF JOINT OPERATIONS STAFF- NBC DEFENCE

NBC Retreat» Tell.al

BaCkgratInd

• NBC Response Team formed In 1976

• Now part of Deparl3nental Counter-Terrorism capability

CE JOINT OPERATIONS STAFF - NBC DEFENCE

NBC R.1135,0»15 ULM.

Component.

yilitarr Staff

Operations Security

Intelligence Sciardific

Legal Public Affairs

Medical

Military NBC Response

Poile. RCMP Explosives Disposal

Technology Section Operational Response Unit

CF JOINT OPERATIONS STAFF -NBC DEFENCE

NBC Rm./wane TOILM.

• AIRCOM

- Air transport for deployments and Exercises

CF JOINT OPERATIONS STAFF. NBC DEFENCE

,

NBC Rnsr.DUe Team

•LFAs

- Milltary/cIvillan Interface

- Augmenteeslgenerat duties pers to the site

Decontamination Support

Medical Support

CF JOINT OPERATIONS STAFF - NBC DEFENCE

NBC Req.n•e TeaoiConcept .1 OreraEiens

• Solicitor General Responsibility

• In support of JTF2 or Alone

• Intelligence

• Timely ResponsNEarly Deployment

• Police Commander has Tactical ControlOn Scene

CF JOINT OPERATIONS STAFF - NBC DEFENCE

NBC Rosfon•e Te.m

TE1MCOHn

ITC^1t iQlP TAC

HQ NQ

r--^---)Ilm4 1 .^ .

nnmM 1 0[-M 2 Nrt A 1O

CF JOINT OPERATIONS STAFF -N8C DEFENCE

NBC Rurenie TeamMinion

• Support an appropriate civilauthority to counter NBCterrorismlcriminal acts InCanada

CF JOINT OPERATIONS STAFF - NBC DEFENCE

C2 iiBC CODHTCa-TCRYORISY

vu ...... .W.a.

aoLGLH

ICDS ............ 21W C01M!5IOHC2

IWDocf ................ IuKvl Yoc ►

LF> •. I loua..i ay.

01T 2 - ---=' JFL^ D60C

Co lIECHT foM•L1a..1 orq..ry P.

L0 ',Pl ..... ...............: ZYCID6HT eITi (osc)

CF JOINT OPERATIONS STAFF - NBC DEFENCE

NBC iie•pnee Teem

Ca iliEiee

• Respond to NBC terrorism/criminalacts in Canada

• on-scene NBC expertise, advice andtech aid to military and civilauthorities

• NBC hazard assessment and adviceon mitigation and disposal

CF JOINT OPERATIONS STAFF - NBC DEFENCE

NBC Re.renee Teem

Forecast Team Training 97198

• May 97 - Live Agent Trg at DRES

• Aug 97 - Famil & Indoctrination

• Sep 97 - SOLGEN Ex in Vancouver

• Jan 98 - NBCRT & RCMP Team Trg

CF JOINT OPERATIONS STAFF - NBC DEFENCE

NBC Re.penee TeamC.l.baibe.

• Military EOD

• Assist in collecting and packagingsamples for analytical and forensicpurposes

• Supervise and direct theemployment of allocated military orcivilian manpower

CF JOINT OPERATIONS STAFF - NBC DEFENCE

NBC Rerrn•e Team

• Real Threat ExistsTokyo -Sarin, Mar 9SVancouver - Mustard, Jan 97Sydney - ChloHne, Feb 97

• Risk AssessmentLow Probability of OccurrencePotentially High Consequences

• Prudentto Maintain capability

CF JOINT OPERATIONS STAFF- NBC DEFENCE

ANNEX M

Lead Speaker

Mr. Braham, EPC; Cdr V. Tremblay; J3 Plans; H. Bloom, CEPC

D. Peters, A/DGRO/EPC

M. Braham, EPC/DEPE

Mr. Campbell - EPC RD AB/NWT

Maj Lavallee - J3 Plans & Ops 2-2 NDHQ

The Role of EPC Regional Offices in Disasters.

The Military Organizational Structure Relative to Emergency Management

Assistance to the Civil Authority - DNDP 55 & Update on Revised Policy on Support to OGDs.

1030

1100

1115

PC/J3 WORKSHOP THE ROLE OF THE CF IN MAJOR CIVIL DISASTERS

15 - 16 APRIL 1997 CANADIAN EMERGENCY PREPAREDNESS COLLEGE

PROGRAM

ANNEX M

TUESDAY, 15 APRIL

Time Topic

0800 Welcome and Administrative Remarks.

0830 Keynote Address.

0900 Civil Emergency Management Responsibilities in the Federal Government: Emergency Legislation and Policy. The Government Emergency Book. Roles of EPC, OGDs and NG0s.

1140 Saguenay Flood.

1200 Lunch

1300 Overview of Ddsting National Emergency Arrangements: Description of Major arrangements and Lead Roles.

1330 National Support Planning Framework

Maj Lavallee - J3 Plans & Ops 2-2 NDHQ

Mr Tremblay, EPC RD QB

Mr. Braham, EPC/DEPE

Mr. Braham, EPC/DEPE

Time Topic

1500 Logistics Operations Management System(LOMS).

1545 General Discussion: Extension of LOMS to theNational Support Planning Framework.

WEDNESDAY, 16 APRIL

Time Topic

0800 The Disaster Assistance Response Team (DART).

0830 General Discussion: Potential Role for the DARTin a National Context.

1030 Heavy Urban Search and Rescue (HUSAR).

1100 General Discussion: Potential Role for theCanadian Forces in HUSAR.

1200 Lunch.

1300 Nuclear Planning in the Civil Sector.

1400 The NBC Response Team (NBCRT) & theNuclear Emergency Response team ( NERT ).

1500 General Discussion on the Role of theCF in Emergency Management (to addressissues not previously or not adequately covered):Recommendations and the Way Ahead: How toforward on items discussed at the Workshop.

1600 Adjournment.

1830 Workshop Dinner.

Lead Speaker

Maj. Fuller-ton, J4 LogPlans 6

Moderated by Mr. Braham& Maj Fullerton

Lead Speaker

Capt Ready - J3 Plans & Ops4-6, NDHQ

Moderated by Mr. Braham& Capt (N) Brown

Ms. deBeaupre, EPC/DEPE

Moderated by Mr. Braham& Capt(N) Brown

Mr. Auclair, Health Canada

Major J.P.M. Tardif,Directorate NBC DefenceNDHQModerated by Mr. Braham &Capt (N) Brown

Guest Speaker: BGen WSRichard, COS DCDS

ANNEX N

Canadian Emergency Preparedness College

Emergency Preparedness Canada

ANNEX N

Session No. 1772 (April 15 - 17, 1997)

EPC/J3 WORKSHOP - ROLE OF THE CF IN MAJOR CIVIL EIVIERGENCIES

Emergency Preparedness Canada

Federal Students"

ARCHAMBAULT, Maj. Claude J.J.P. Coordination opérations régionale Defence nationale du Canada Case Postale 11074 Succursale Centre Ville Montréal QC H3C 583 Bus • (514) 846-4310 Fax -(514) 846-4193

BIBEAU, Maj Julien J.A. J3 Doctrine Dept. of National Defence National Defence Headquarters 101 Colonel By Drive Ottawa ON K1A OK2 Bus -(613) 995-7093

BROWN, Mrs. Edda Emergency Planning Officer Transport Canada 15 Burndale Rd. Gloucester ON K1B 3Y4

Bus -(613) 947-5074 Fax - (613) 996-9439 browne©tc.gc.ca

CAMPBELL, Mr. Don G. Regional Director - AB Emergency Preparedness Canada 9700 Jasper Ave. Suite 910 Edmonton AB T5J 4C2 Bus -(403) 495-3006 Fax - (403) 495-4492 campbellgd©smtp.gc.ca

DEBEAUPRE, Ms Ann Program Co-ordinator Emergency Preparedness Canada 122 Bank St. 2nd floor Ottawa ON K1A 0W6 Bus • (613) 991-7058 Fax -(613) 996-0995 a.debeaupré©epc-pcc.x400.gc.ca

EYRE, Capt Wayne D. LFWAHQ G3 Domestic Ops (Designate) Dept. of National Defence Land Farce Western Area HQ Gault Bldg, 10305- 152 Ave. Edmonton AB Bus. (403) 973-4011 Fax • (403) 973-1903

AUCLAIR, Mr. Jean -Patrice Nuclear Planning Officer Health Canada 775 Brookfield Rd. Address Locator 6302D1 Ottawa ON K1A 1C1 Bus • (613) 954.6676 Fax (613) 957-1089 jauclalr©inet.hwc.ca

BROCKLEHURST, Mr. Wayne Regional Director Emergency Preparedness Canada 20 Holly St. Suite 205 Toronto ON M4S 3B1 Bus - (416) 973-6343

BURDEN, Dr. Cyril A. (Dick) Medical Consultant ES Health Canada/Santé Canada Jeanne-Mance Bldg., 11th floor PL 1911D, Tunney's Pasture Ottawa ON K1A OL3 Bus • (613) 957-7731 Fax - (613) 954-4556

CURTIN, Capt Pat J6 Ops Dept. of National Defence NDHQ 101 Colonel By Dr. Ottawa ON K1A 2A5 Bus • (613) 565-7995 Fax -(613) 992-9685 ab611(d)lssc.debbs.ndhq.dnd.ca

DUFOUR, Maj Jean-Claude (Jess) Coordinateur Régionale LFQA Land Force Québec Area HQ CP 11074, Succ. Centre Ville Montréal QC H3C 5B3 Bus • (514) 846-4310 Fax -(514) 846-4193 lfqa hq ma) dufour g1 (dnd net)

FISHER, Mr. Kirk Business Resumption Planning Co-ordinator Department of Justice 239 Wellington St. Room 42C Ottawa ON K1A OH8 Bus • (613) 941-4487 Fax -(613) 957-7968 X400=C=CA,A=GOVMT.CANADA,P=CC+JUSTICE,S=FISHER,

Page 1i4

[Federal Studentsl

FULLER, Maj. William W. (Bill) Logistics Co-ordination Dept. of National Defence National Defence Headquarters 101 Colonel By Dr. Ottawa ON KlA OK2 Bus - (613) 992-5740 Fax • (613) 995-5094 ab.409@issc.debbs.ndhq.dnd.ca

HERNEN, Capt Philip J2 Geomatics Ops Land Dept. of National Defence 5778 Bridget St. Osgoode ON KOA 2W0

Bus -(613) 995-3829 Fax -(613) 996-3328

HUGHES, LCdr Roderick G. (Rod) Exercise Planning HO Maritime Forces Pacific P.O. Box 17000 Stn Forces Esquimalt BC V9A 7N2 Bus -(250) 363-7908

JOHNSON, Capt Rob DOM Ops 2 Land Forces Atlantic Area Halifax NS

Bus -(902) 427-0550 Fax - (902) 427-7615

LAVALLEE, Maj Michel J3 Plans 8( Ops 2 Dept. of National Defence 101 Colonel By Dr. Ottawa ON KlA OK2

Bus -(613) 996-8701

LEWIS, LCol Fred A. DNBCD3 Dept. of National Defence National Defence Headquarters MGen George R. Pearkes Bldg. Ottawa ON KlA OK2 Bus -(613) 992-5622 Fax -(613) 996-9897

MILLER, Maj Ron M. Civilian Domestic Ops Dept. of National Defence 1629 Sunview Dr. Orleans ON K1C 5C6

Bus -(613) 992-4414

GRENIER, Mr. Jacques Director - Emergency Preparedness Transport Canada Place de Ville 14th Floor, Room 1429 Ottawa ON K1 A ON5 Bus -(613) 947-5076 Fax -(613) 957-6414 greniej©tc.gc.ca

HOU, Maj Yung Jin (Jin) Directorate of Land Force Readiness Dept. of National Defence 101 Colonel By Dr. Ottawa ON KlA OK2

Bus -(613) 945.9467 Fax -(613) 945-0520 ac148@lssc.debbs.dnd.ndhq.ca

JEWSBURY, Mr. Frank E. Senior Policy Analyst Public Works & Gov't. Services Canada 101 Colonel By Dr Ottawa ON KlA OK2

Bus -(613) 736-2543 Fax -(613) 736-2511 jewsbury@pwgsc.gc.ca

KERR, Mr. Douglas G. Operations Officer Public Works & Gov't. Serv. Canada Sir Charles Tupper Bldg. Riverside Drive Ottawa ON KlB 4G1 Bus • (613) 736-2524 kerr©pwgsc.gc.ca

LE RICHE, Mr. Len W. Regional Director Emergency Preparedness Canada Atlantic Place, 215 Water St. Box 73, Suite 504 St. John's NF Al C 6C9 Bus -(709) 772-5522 Fax -(709) 772-4532

MACMILLAN, Mr. William H. Assistant Regional Director Emergency Preparedness Canada Box 10000 Victoria BC V8W 3A5

Bus - (250) 363-3621 Fax -(250) 363-3995 epcbcyt@pacIficcoast.net

O'SULLIVAN, Mr. Roderick B. Regional Director - NS/PEI Emergency Preparedness Canada 6009 Quinpool Rd. Suite 801 Halifax NS B3K 5J7 Bus • (902) 426-2082

Page 2/4

FederaiStudents

PETERS, Mr. DaveA/Director General - Readiness/OpsEmergency Preparedness Canada122 Bank St.Ottawa ON K1A OW6

Bus - (613) 991-7032 Fax - (613) 996-0995

PURVIS, Lt(N) Clayton D.Lieutenant (N)Dept. of National Defence101 Colonel By Dr.Ottawa ON KOA 1A0

Bus - (613) 995-9524 Fax - (613) 992-8956

RICHARDSON, Maj GloriaJ1 MedicalDept. of National Defence101 Colonel By Dr.Ottawa ON K1A OK2

Bus - (613) 945-6883 Fax - (613) 945-6926g.richardson@arnprior.com

STRACHAN, Mr. JohnA/Director EOCEmergency Preparedness Canada122 Bank St.Jackson Bldg. - 2nd FloorOttawa ON K1A OW6Bus - (613) 991-7002 Fax - (613) 996-0995

TARDIF, Maj J.P.M.Directorate NBC DefenceDept. of National Defence101 Colonel By Dr.Ottawa ON K1A OK2

TREMBLAY, Cmdr Viateur J.G. (Vic)J3 Plans & Ops 2Dept. of National DefenceNDHQ101 Colonel By Dr.Ottawa ON K1A 2A5Bus - (613) 996-1976

WHITELAW, Maj Alan C.B.J3 Training 5Dept. of National Defence101 Colonel By DriveOttawa ON K1A 0K2

Bus - (613) 992-9406 Fax - (613) 992-2504

PICK, Mr. JeffreyDepartmental Emergency Co-ordinatorAgriculture & Agri-Food Canada930 Carling Ave., Rm 4113Ottawa ON K1A OC5

Bus - (613) 759-7138 Fax - (613) 759-7127pickj@em.agr.ca

REGAN, Capt Rick E.

Canadian Forces Northern AreaEvans BlockP.O. Box 6666Yellowknife NT X1A 2R3Bus - (403) 873-0814 Fax - (403) 873-0809

ROBERTS, Maj MarkJ3 Security & Mil. PoliceDept. of National DefenceNDHQOttawa ON K1A 0K2

Bus - (613) 945-7266 Fax - (613) 995-4038

SUMMERFIELD, Maj John A.Military EngineerDept. of National Defence101 Colonel By Dr.NDHQ - D Mil EOttawa ON K1A 0K2Bus - (613) 945-7714 Fax - (613) 996-2244

TREMBLAY, M. André G.Directeur régional PCC QuébecProctection civile Canada250 Grande-Allée ouestBureau 701Québec QC G1R 2H4Bus - (418) 648-3111 Fax - (418) 648-3165pccqc@globetrotter.qc.ca

TRUDEL, Maj. PierreDLFR 3Dept. of National Defence101 Colonel By Dr.Ottawa ON K1A OK2

Bus - (613) 945-0457 Fax - (613) 945-9446

WOODS, Maj Dan L.D.C.O.S. J3Dept. of National Defence101 Colonel By Dr.Ottawa ON K1A OK2

Bus - (613) 992-4414

Page 3 ' 4

Directing Staff & Guest Lecturers

BRAHAM, Mr. Michael R. ( Mike) BROWN, Capt(N) Bear

Emergency Preparedness Canada Dept. of National Defence

DUGUID, Mr. Gordon 'r READY, Capt. Dave K.

Emergency Preparedness Canada Dept. of National Defence

Page 4 14

PSEPC/SPPCC LIB/BIBLIOIi000006 iii3HV 551.5 C2 R65 1997

Role of the CF ( Canadian Forces )

in major civil disasters : 15 - 16

April, 1997 Canadian ...

DATE DUE SLIP

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