Canadian Wildfire Strategy June 23, Haines Junction, Yukon

1. Canadian Wildfire StrategyJune 23, Haines Junction, Yukon

2. Overview and Purpose Discuss the rationale for a Canadian wildfire strategy and related initiatives Update Deputies on the status of developing of the strategy and its context relative to the CIFFC 5 Point Plan Introduce key concepts and a revised focus for the strategy As contained in preliminary discussion document being tabled today Proposed action items and critical path will be discussed to move initiative forward

3. Rationale for a Canadian Wildfire Strategy

4. Current and Future Trends in Wildfire The current situation with forest fires is as follows: • On the average there are 8,500 fires per year • The area burned is approximately 2.5 Million hectares per year, and varies considerably from year to year (300,000 to 7.5 Million) • Approximately 3% of fires over 200 hectares escape initial attack – by stark contrast, these fires cause 97% of area burned and 80% of fire suppression costs • The urban rural interface is rapidly expanding • Hundreds of rural and remote communities, many First Nations, are particularly vulnerable

5. Trends indicate a need for change Emerging trends and issues point to the need for: • A new commitment for wildfire management based on the elements of emergency management (i.e., risk mitigation, preparedness, response and recovery) • Increased engagement by individuals, industries, local governments, provinces/territories, and federal agencies, premised upon responsibility and shared interests • Increased interest and engagement with First Nations • Ensuring the most effective implementation of a strategy that provides the best value-for-money for taxpayers and resource uses

6. Benefits of a Canadian Wildfire Strategy • To guide and provide a framework for new and coordinated efforts to improve Canadian wildfire management, it is recognized that an overall strategy is needed • Provinces, territories and federal land managers face similar risks and challenges • Risks are increasing • Co-ordinated national approach required to achieve optimum benefits and efficiency • Provides a basis for developing a joint Federal, Provincial and Territorial cooperation and programming which would enhance wildfire management capacity • Capitalizes on efforts in developing the CIFFC 5 Point Plan

7. Status of Progress Towards a Canadian Wildfire Strategy

8. Progress Towards a Canadian Wildfire Strategy

9. Proposed Key Elements of the Canadian Wildfire Strategy

10. Suggested Vision for Strategy “The safety of Canadians and the economic, social and environmental sustainability of our forests will be promoted through implementation of a Canadian wildfire strategy. “

11. Basis for the Strategy • Apply the principles of risk management, cooperation and mutual aid • Adopt a sound, responsible and consistent emergency management approach that includes risk mitigation, preparedness, response and recovery • Efficiently harness the respective resources and expertise of individuals, users / industries, and local, provincial, territorial and federal government in accordance with their respective and shared responsibilities • Apply an appropriate and affordable investment of resources over time, commensurate with values at risk • Promote the Canadian forest sector’s co-operative interaction, involvement, sharing and delivery of knowledge, information, services and activities

12. Strategy Follows Emergency Management Framework Proposed that the strategy will be based on the emergency management framework: • Mitigation – sustained measures or actions to reduce the risk and impact of wildfire includes fuel management • Preparedness - effective policies, procedures and plans to prepare communities and agencies to manage wildfire • Response – national capacity to carry out fire detection, initial attack and sustained action • Recovery - actions taken to restore and repair impacts of wildfire including re-construction and mitigating post fire environmental impacts

13. Conceptual Framework for Strategy Conceptual framework for the national forest fire strategy can be portrayed along the following dimensions of risks, management options, and responsibilities. • This framework expands on traditional preparedness and response approaches. • Investment analysis is needed to determine best value-for-money in dealing with management options.

14. Examples of Investments Relating to Mitigation • Relatively less effort to implement: • Implementation of a Canadian FireSmart program with a focus on education and awareness • Promotion of fire/fuel management in forest management planning on all federal, provincial and private forest and range lands • Development of a National “Level of Protection Analysis System” to establish an appropriate mix of resources • Considerable effort/resources required to implement: • Implementation of on the ground FireSmart activities that includes structure and wildland fuel conversions / reductions • Development of land use development and building codes linked to fire hazard / vulnerability • Implementation of a fuel management strategy at local, provincial and Canadian scales

15. Examples of Investments Relating to Preparedness • Relatively less effort to implement: • Incident Command System (ICS) at all levels of government • Development of a Canadian integrated on-line fire information and monitoring system • Development of individual and community evacuation plans • Improved mid-term and season fire danger forecasting • Considerable effort/resources required to implement: • Canadian cross-training program for structure/wildland firefighting • Coordinated public/media warning system • Capacity building for response in rural and remote communities • Improved fire weather forecasting and fire behavior prediction

16. Examples of Investments Relating to Response • Relatively less effort to implement: • Enhance and streamline resource sharing (nationally, internationally) • Development of community and homeowner sprinkler systems • Enhanced public and media incident information systems • Considerable effort/resources required to implement: • Renewal of aging aircraft fleet and other fire equipment • Infrastructure improvements such as runways

17. Examples of Investments Relating to Recovery • Relatively less effort to implement: • Explore new opportunities with insurance and financial industry • Establish an incident evaluation team/program (lessons learned) • Considerable effort/resources required to implement: • Pooling of risk (collective contingency fund to smooth out annual budgets) • Link disaster relief (rebuilding) to mitigation programs

18. Implementation andInvestment Plans Linked to Strategy • Key factors to consider include: • Roles and Responsibility • Options • Existing vs. easy to do vs. new investment • Costs • Urgency/timeliness to deal with key deficiencies The proposed initiatives in the “Five Point Plan” are fully consistent with the new strategy Plan provides a preliminary assessment of where complementary actions and investment are needed Canadian strategy should be based on a more detailed assessment of the areas where further investment is required Strategy can be developed in tandem with a joint Federal/provincial/territorial program to undertake enhance our capacity to manage wildfire risks

19. Proposed Critical Path

20. Proposed Steps Include: • July and August– Revise discussion paper and provide prepare an outline of a Canadian Wildfire Strategy • July and August– Develop framework for joint program for improving wildfire capacity. • September– Presentation to Ministers and agreement on strategy framework, process for development of strategy, and timelines • December 2004– Discussion Paper on “Canadians and Wildland Fire: A Shared Risk” • January 2005– Draft Canadian Wildfire Strategy and Implementation Plan • March 2005- All major elements of a Canadian Wildfire Management Accord prepared and submitted to respective Treasury Boards for funding • Signing of a national accord for fire season 2005

21. Key discussion points: • Endorsement of the new approach • Direction on key elements and components • Endorsement of the end products (accord and program) and timelines • Approval for continuation of the ADMs Committee with modest resources to move forward • Commitment to preparing our Minister’s for September