 All right good morning and welcome. This morning session is exploring the advantage of a collaborative full-scale exercise engagement. I'm Mike Waters, the deputy director of the division of preparedness response at NRC. This panel will discuss the upcoming cobalt magnet 25 exercise which will launch in just about a year from now. CM 25 is a large-scale nuclear emergency exercise in the great state of Michigan close to the Canadian border. This exercise will be led by DOE NNSA with the participation from a wide range of federal, state, local, and international response organizations. The scale of CM 25 is very complex and quite ambitious which the panel here will explain today. So why is this important? We all know that the risk of accidents very low and nuclear power is indeed safe and we know that emergency preparedness is a key component of the safety framework that we all share. And all emergency management organizations know that good collaboration, communication, and practice beforehand will substantially improve our response of an actual event where to happen. So this expert panel representing DOE, NRC, EPA, Michigan, and Canada will discuss your programs, the roles they will play, and provide perspectives upcoming exercise followed by a Q&A session. For those here in the room, please make sure to scan the QR code if it's up on the screen. You'll see a tab to ask questions. For those joined virtually, welcome as well. There should be a tab to the right of your screen where you'll find a Q&A box as well. Your questions will be added to the Q and we'll get through as many questions as possible following the presentations. With that, let's jump right in. I'll introduce first, we have Dr. Wendy Rano representing the Department of Energy. She is leading the planning of the cobalt maintenance exercise for DOE. Wendy is the founder and president of radiation emergency services which specializes in training solutions using science-based simulation software for radiation disaster preparedness. Wendy has supported NNSA programs since 2010 and was also heavily involved in creation of many of the firm acrological data products that were used to support decision making by federal agencies and the government of Japan. Welcome, Wendy. All right. Good morning, everyone. I'm waiting for the first slide to pop up. It appears we might have a technical glitch. Well, I can just go ahead and start talking if you want me to wait. Can you tell me? Okay. In the interest of time while they're working it out, I pretty much know what I have on the slide so it'll pop up in a moment. But the first slide that you'll see whenever they resolve it is just really talking about a bit of the background of Department of Energy and a whole host of emergency response functions that our teams support from the left of boom, you know, prevention of nuclear disasters to the right side, which is the part that I've spent my career working within. From there, we have the consequence management's response team and home team, which are some of the teams I myself served on before moving over to planning on these teams. So those are those first boots on the ground that get to these exercises or real-world events. So I'm going to pause for a second and see how we're doing on the slides. Okay. We'll just keep going. I can get them on my phone. So the next slide really is starting to talk about, I believe, the background of what it is that Firmac is. Oh, there we go. All right. So if we can go first slide, like second slide. Sorry, everyone. We'll get there. All right. So this is the one that I just spoke to. So really just a little bit more depth on that. So public health and safety, countering weapons of mass destruction, and then also forensic. So this whole host of capabilities that you see in front of you. So since everybody pretty much briefed that, we'll go to the next one. So here is to talk about the Federal Radiological Monitoring and Assessment Center or Firmac and the mission space. So Department of Energy Responders are the ones that make up the first team that is in charge of kind of managing the Firmac. And so the job of that team is really to provide technical expertise, health physics, people to go out and do field monitoring. We have aerial monitoring teams, environmental sampling, and technical assistance to do data visualization. So really all of that folds together to provide a really good common operating picture of what's happening with the radiological disaster to inform really the decision makers to make the best most informed decisions possible. Next slide, please. So what is that made up of? This is what I started to talk to without the slide up. But so the home team is a scalable support. It is remote and across the country centered in Nevada, which is actually where I'm from, but a lot of scientists from around the country dial in. It gets you atmospheric modeling. It gets you people to start answering questions, making data products, reports, things of that nature. So in the beginning of the Fukushima response, I actually was on the home team that very first night as the rest of our responding team or CMRT was deploying to Fukushima. And so we were immediately getting data in Japan linked up with the embassy and making products. So it's a really valuable tool if you're not familiar with it. The response team that goes out, it's full field support 50 to 100 people, additional technical resources, and leadership. And then the advanced command is six to seven people that make up really the management of the Firmac or our consequence management response team that's deploying to integrate into the response and find out what the needs are at the local level. Next slide, please. So a little bit about why you're on here and learning about Cobalt magnet. The exercise started, and we've been exercising for many years before my career even started, but it wasn't as formal in terms of this DOE led exercise. So the first time we really had that, it was a partnership in 2015 in South Carolina. And so that was a power plant exercise called Southern Exposure. And you see a picture of the room where they had this is before drones were a big thing. So they had a drone fly over us and make us all look like we were working. So we weren't allowed to look up, by the way. Back then that was pretty novel. Anyway, so that was a power plant exercise, but it was a graded exercise. And if you're familiar, which I'm sure everyone in this room is somewhat familiar with graded exercises. There's a little bit of a problem there in the sense of people really being afraid to fail, failed to test things. And so really, we didn't get what we needed out of it from our end within the Department of Energy Responders. So then we in 2016 went to Minnesota and that was again a power plant exercise. That one was centered around three weeks in. And so there was a lot more sampling happening. Minnesota actually did it really well. They were excited about the exercise, and they really leveraged the assets and the resources and capabilities that came in and planning, which is I think something a lot of us are going to talk about is the value of the collaborations and relationships and planning. So we also worked on the transition of DOE leading the Firmac to EPA leading the Firmac in that exercise. CM 22, which is when it finally had a name, we started thinking to ourselves, well, no one really knows what all these individual named exercises are. And since this is the DOE led exercise, we should probably have a consistent naming convention. So that's the first one that actually was called cobalt magnet. And so that was an RDD scenario that was in Texas. And we were going to do search transition to the response piece. And it got scaled back a bit to where the search was really only more of a day. Originally, we were going to have a much more significant search piece. So that was, I'm sorry, 22. And I, sorry, that was, yes. And I'm skipping Florida. Anyway, I'm going to move on for time. All right. So next is CM 25. So this is a really exciting exercise. We've grown our team quite large. So we have about 300 planners on the team now. And it will be in March 14th to 21st of 25. The first day of that exercise is going to give us a lot of opportunity to do a lot of those remote things that we are working on within the home team and deploying. And then EPA actually is going to have a workshop that will be now down to one day in 25 May. And then again, we all know it's a power plant release centered around Fermi 2 nuclear power plant in Michigan. Next slide, please. I'm not going to read all the objectives to you, but I will kind of talk to them. So these objectives were made up from all of the planning team members over a year ago, submitting what they were interested in, in addition to what the Department of Energy leadership was interested in, folding them together to make up our overarching objectives. You'll see that they represent incident management. They represent public messaging. They represent the technical and scientific capabilities that are needed to be done well. And so in all of that harmony is these big level objectives that make up what we're trying to do for this exercise. Next slide, please. So there's some really exciting things that are very, I'm excited for, very unique for CM25. The first of which is that, again, as I was mentioning a moment ago, FEMA isn't evaluating this exercise. So we can actually test failures. We can really look and see where things break so we can get better, which is the whole point of exercising. It also will be an exercise where we're playing plume phase. If you're familiar with the way that the rep exercises go, there's a nice clean break between when we have plume phase, if you will, and when we're doing and focusing on ingestion, whereas this case, our players are deploying in plume phase. And so I'm being very, very hard on the team in terms of not sharing logistics details or wind direction or anything of that nature so that our players can make decisions in real time. We're actually going through the efforts of securing multiple locations. In some cases we're deploying teams can choose so they can really actually think and learn what they don't often get to learn. And we haven't done that since really Fukushima. So you'll see that's the team they're getting on the plane from Nellis Air Force Base when we deployed to Fukushima. It's a big deal to me in my own heart because when our team was deploying and I was on the home team, I was a scientist that they were calling saying, hey, do we have any data on what's happening in Japan? And it took a while to get that data because our team was going and not knowing, you know, where they were landing, where they were sleeping, where they were working. So having to think those thoughts for an exercise is going to be something I think very valuable to everybody. The other pieces is that we're actually investing heavily in lab samples. There's going to be spiked samples that will be similar to the simulated release conditions. What's really great is we're going to be sending samples to multiple labs around Michigan, Department of Energy labs around the country, our Canadian partners as well as some in Indiana. And then they're going to be able to look at those samples after the exercise to help inform some of the data products for the recovery workshop. That's really unique because often these exercises get cut short and the labs really don't get to walk through that process of do these samples, answer the questions to a fidelity with which I need to make decisions related to agriculture and other topics that are of interest in the recovery phase. And we also are playing heavily on simulated media. So that will also be great because we also experience issues with problems with our players not really feeling the depth and the importance of what they're doing. And sometimes they get into exercise mode. So having a robust simulated media means that we will be able to really engage our players to the most extensive level possible. And we're also going to be doing some joint missions with our Canadian partners on the aerial piece. So our Department of Energy plane and helicopters as well as the Canadian ones are interested in flying at least over some strip of the same land or water to calibrate together, which is a unique opportunity for us all. And so that's all I really had to kind of lay the foundation for the rest of us. I will turn it on over to the next slide and the next speaker. Great. Woody, thanks for an overview. Next, I'd like to introduce my colleague, Jeff Grant from NRC. For the past 16 years, Jeff has served as a team leader for the NRC Insert Response Training, Exercise and Qualification Program. He's responsible for the oversight of the agency's insert response programs and helps ensure that our emergency response staff are equipped with the necessary knowledge and tools to perform the emergency response roles. He's also the person who helps pair our chair and commissioners for their insert response leadership roles as well. Welcome, Jeff. Thank you. So just a few upfront notes. Wendy stole most of my thunder, some of those key talking points about the value of an exercise like this, where you can bring all of the collaborative pieces together to exercise over one period of time, over an extended period of time on a more realistic time scale, is really the value in what I was trying to bring to bear to talk about both how this will benefit the NRC and the lead-up and planning and then the execution and then the lessons learned that will follow. So you'll hear a lot of the same points being echoed, but I'll try to focus my attention more specifically on the NRC and the value that it's going to hold for us. Next slide. So first, you know, I felt it important to talk a little bit about what the NRC does and what our focus is during an event, and much of that revolves around our oversight of the operator or the licensees emergency, what it is that they're doing to confront the event and stabilize it, as well as the actions that they're taking. If it's worsening in nature, you know, what are they doing and what what priorities do they have on site and how are they following their procedures? That's a major focus from a technical standpoint as we're sort of trying to better understand the event and sort of track along with the event from the licensees perspective. And then once it starts to sort of veer in a worsening direction, there could be a possible consequence to the offsite community. We are doing a lot of assessment and prognosis to be able to independently understand the event and make sure that the licensee or operator is bringing to bear everything that they can to protect the health and safety of the public offsite, and then get in front of, you know, anything that might be leaning in the direction of some type of offsite consequence. So we do a lot of, we focus a lot of our attention on being able to do that assessment and prognosis independently, and then sort of marry that together with what is actually happening, what the licensee is telling us to make sure all those coincide in everything that's happening is in the best interest to public health and safety. So that's something that we often practice during our normal cadre of exercises. What we don't have an opportunity to really fully practice on a larger scale is some of the coordination activities and harmonization of communicating and coordinating response activities with federal, state, international, territorial, local response partners. Because the type of exercise that we normally participate in is somewhat limited in nature, and participated primarily by the NRC, the operator, as well as some component of the state based on certain objectives and what they're trying to meet for their inspection. It kind of gives us a limited groundwork to be able to better understand when all these assets are brought to bear, how will that impact, you know, our agency. So I think that that's one of the true values of an exercise on this scale with all the key participants playing that will allow us both in the lead-up planning piece and then the exercise itself to be able to better understand what those impacts are, where our respective lanes are, being able to ensure that, you know, all our principals understand, you know, the broader lay of the land and then see how some of those play out so that we can, you know, see where gaps or overlays kind of exist. And then information sharing is something that we try to pour a lot of attention into, given the world that we live in. This is of particular importance. We want to be the competent authority and we want the public to kind of listen to those that are in authority. And if there's some gap there, somebody will fill that. And so there's a large need to sort of be heavily leaning on getting information out and being transparent with the public and the media and all stakeholders. And one thing I fail to mention is when we're talking about coordination, we're not just talking about maybe some of the principals that I've already talked about, but the private sector, anybody that would have a hand in helping us recover from an event like this, is those that we want to sort of encourage to play along so we'll understand where they fit within the bigger puzzle. Next slide. So here's a sort of a graphical representation of the typical exercise that helps to guide our program and evolve our program. And it's somewhat limited in it. It's good in a lot of respects and it's designed more from an inspection standpoint. But some of the complications is the limited sort of the limited time scale that it operates than the time compression. So you go from normal operation all the way through a GE in about a five hour time period, sometimes less. So there's a lot packed into that sort of compressed timeframe and you're trying to exercise, you know, objectives and meet all of the criteria and design all the documents that help to get your leadership prepared to sort of move information outside of your borders. And that can become very problematic and difficult. So in comparison to, you know, an exercise like this where it will play out on a more realistic timeframe is it'll, and it allows us to practice things beyond the plume phase and into post plume, I think are the real advantages so we can get to see how our organization will interact with a lot of those Nets components that Wendy talked about. You know, those are things that normally don't play out during our exercises. So we don't have an opportunity to see what that might look like and how that might impact, you know, our center as well as the leadership component, being able to understand, you know, what all these other pieces are that that are happening, you know, outside of the NRC borders. Next slide. So I talked a little bit about the compressed timeframe in which the normal exercises operate and the benefit of operating on a larger timeframe where you have, you go into the immediate actions and then you cascade into more plume post plume activities and then you get to play those pieces out, which is something we don't ever really traffic in during our normal exercises. Wendy alluded to SC 15 or Southern exposure 15 back in 2015 where we played in that large scale exercise in South Carolina. That was very beneficial and we got a lot of great lessons learned. I think that allowed us to sort of move that needle in terms of how we prepare. But then you skip 10 years later and we have another one. I think the what we would like to promote is maybe we shouldn't wait quite as long to start exercising a little bit differently. And that's what I find so valuable about this particular opportunity. The scope of the exercise and the sweeping scenario will allow us, you know, the advantage of being able to look at our cooperative agreements across the board, both internal to the, you know, domestic, federal community, state, local, all the things that we would normally rely on, but both internationally and what that international community might look like in terms of their need for information. And then in the planning is one of the most important pieces and I'd like to amplify this as much as I can is we are learning a great deal about how it is that we would expect all of these pieces to kind of fit together and where lanes exist in the lead up to the exercise and we are also using that sort of timeframe to be able to develop training and be able to train our leadership and the players so that they'll understand how these things plays out beyond the normal that we typically train and exercise them on. Next slide. So these are some of the sort of key partners that we are principally excited to play with and exercise bilateral agreements with both IAEA, Canada and possibly, you know, others, but just all of the assets and the entire community kind of coming together to truly understand how this thing will be managed as a collective whole. Next slide. So specific to the NRC, one of the key objectives that we want to learn is when we do have an event of this magnitude, what will the leadership component look like? Not just the leadership that sits within our centers that is operationally controlling, you know, our missions but the more holistic one, the lead federal agency and the unified coordination group and how will it be mad and what authorities will these people have and how will that work and the training that they're going to have to have. These are some of the things that we're looking to sort of iron out in the lead up to this so that when we can prepare our leadership to fill those roles and then truly see how this is going to play out and then we can do some course correction beyond that. Next slide. Wendy alluded to, you know, some of the recovery components that might play out but even in the lead up in that longer sort of stretch of time post plume, we will be leading into recovery and some of the recovery activities that would normally we'd need to be prepared for much of which is, you know, the source of funding that might come to bear the NRC's responsibilities under the Price Anderson Act and how that financial insurance will kind of be brought to bear to those that are being affected by this downstream, how that liability and our action or our responsibilities under that act will play out in the court systems when we develop a plan for distribution along with, you know, in insights from others how this insurance allotment will be sort of provided to the court system for them to understand, you know, how the finances will flow in terms of those that were directly affected by this, but it also brings into question, you know, Price Anderson isn't going to cover the expense of it all and what are those other funding mechanisms, whether it be the Stafford Act or its other appropriations and this will allow us to kind of dig into that a little bit deeper and understand, you know, how all these things will sort of mechanically work and then how that will sort of work internally for us. And then there are other things packed into recovery, things like, you know, recovering the material that was sort of spread out not based on any plume or release of radioactive material, the storage and cleanup of that, you know, how that will be managed, recovery of the site, so inside the fence and what is that going to look like in terms of the NRC's oversight of, you know, those activities and then a post-inspection activities as well. Next slide. It will also allow us to do a sort of a deeper dive in some of the other parts of our response organization, primarily some of the ones I've already mentioned, more plume post plume and what those activities might look like and how those might impact us and how we might be able to staff that along the way, what kind of training might they need. Examining our procedures and ensuring that the full federal piece in the framework is sort of embedded in there and well understood, making sure we have a robust ability to evaluate the exercise itself as well as all the lead-up and training and being able to take those lessons and sort of embed those into our program and then offer, you know, advanced training opportunities. So one of the things that's been talked about in the planning is, you know, availing ourselves or the whole community of training that might be available out there. So those are some of the benefits and the lead-up to this that we're going to be looking to take advantage of. Next slide. And then conclusion. So I think I've talked about all these components sort of individually, but as we take, you know, each of these, the integrated stakeholder engagement as well as the, you know, the timeline realism, being able to learn from this in the lead-up to and then post-event as well as, you know, trying to eke out of this as much as we can from a recovery standpoint and better understand, you know, what recovery might look like or the intermediate phase of the event is going to be extremely valuable to see, you know, how that's going to impact our mission, how we can better prepare ourselves and make adjustments. Next slide. And there's my contact information. I encourage you, if you have any questions, please let me know. Great, Jeff. Thanks for that overview for NRC. Next, we'll hear the EPA's perspective. We're going to introduce Wagnos Prilo from EPA. He is Associate Director for the Center for Radiological Emergency Management in the Office of Air and Radiation. He has 38 years of federal experience as a health physicist with the Naval Nuclear Propulsion Program, Naval Sea Systems Command, and the U.S. EPA. His current activities include coronation participation in several programs, and I could list all of them, but some of them include Firmac Consequence Management, FEMA Federal Radiological Preparedness and Coronation Committee, the EPA Removal Managers and Special Teams, Marsim Course Training, and EPA Radiological Emergency Response Team. Welcome, Wagnos. Well, thank you very much, and it's a pleasure for me to be here to share EPA's recovery experience plans for CM25. And next slide, please. First of all, I'd like to start off by just low housekeeping with basic EPA mission statements and basically to protect human health in the environment, and more specifically, my office, Office of Radiation and Indoor Air, where my office is, my center is focused on obviously the radiation protection of the environment and public health. Next slide, please. And to execute the EPA's overall mission of protecting human health in the environment, we have 10 regions throughout the United States to carry out this particular our mission. And that link, as you see there, we have radiation advisors specifically in those regions that can answer and support state and local tribal and territorial governments to address any radiological specific information or concerns in their regions. So that's available to you. Next slide, please. The overall authority of EPA under the Comprehensive Environmental Response Compensation and Liability Act, that's a broad response authority that EPA has to address hazardous constituents in the environment, particularly be it chemical or radiological. And the type of response falls into two basic categories, short-term or removal actions and more long-term cleanup that would may involve several years of effort. For an exercise like a wide area type contamination event similar to what may occur from a nuclear power plant event, the different types of EPA response may fall into either one of those categories obviously initially for resolving any immediate environmental or human hazards from radioactivity. It would be a short-term removal associated with our relocation tags or protective actions. So we will have a on-scene coordinator that would be leading that effort for EPA to address those immediate hazards in the phase of the recoup response. And for a longer-term cleanup, we would have radio remedial managers there for addressing and remediating sites that has long-term consequences for human health. So for exercise like this, we can expect kind of of two of those, both of those aspects to be involved at some point in time. Next slide please. We spoke of Stafford Act response. Of course, when the governor of a state requests assistance and the presidential declaration is given, Stafford Act will be issued and EPA will provide its response or a radiological response through ESF-10, the emergency support function 10. And of course, you see here under this structure, we would have the support of many other agencies, particularly DOE, Homeland Security as you can see, it's a long laundry list of them that also have response capabilities and that would be able to support EPA and its mission to provide the remedial support to address radiological contamination in the environment. Next slide please. As far as the EPA radiological assets, we have regional assets. As I mentioned throughout the United States, we have the 10 regions and all these regions have their own assets to responding to emergencies, rheological emergencies led by a on-scene coordinator. And the on-scene coordinator will have its own contract support that would be readily available to support any radiological needs during a response. And of course, the coordination and support from headquarters and headquarters assets as well. Next slide please. Just to highlight some of the headquarters assets that are coordinated through the headquarters effort, we have the radiological response, emergency response teams that will consist of field teams, laboratory support, also consequence management that's available from the headquarters resource level. And we also partner within EPA primary partner is the Office of Emergency Management that also have consequence management responsibilities and they also manage the aerial asset, the aspect, which this aircraft has chemical and radiological detection capabilities similar to DOE's aircraft assets. So along with our field teams, we have command, also a command post, a mobile command post that we can deploy. And not to mention, EPA has fixed radiological ear monitors that also has exposure rate monitoring as well as fixed to those monitors throughout the United States. We have 140 of those fixed monitors that operates 24-7. So that would be a great indicator of any early type of release that would be experienced throughout the United States. Next slide please. As Wendy already mentioned, gave the overview of the CM-25 Cobalt magnet exercise five days full scale and where it's going to be in Michigan there nuclear power plant release. And also to compliment that a month later, EPA would lead a recovery, tabletop recovery exercise that would go speak more specifically to the recovery aspects from an event like this. And previous exercises, particularly I can recall Northern Lights back in 2017 where we actually went through the motion of making that DOE to EPA transfer of responsibility for the recovery aspect of it. But again, it was more of a tabletop discussion about what criteria would be necessary that would enable a smooth transfer from the DOE, the FURMAC to an EPA, which that's one of the things that we are really focused on in this particular exercise that we can spend more time actually looking at the aspects of, okay, once also focusing on the attributes of that transfer plan, we can actually sit down and talk through the actual plan of recovery plan with state and local governments and understand better what that the funding issues would be involved in that and carrying out that particular type of plan. And really just would allow us to really explore what the recovery would look like and test our procedures in that particular area, which we have not had the opportunity to do before. So we're really excited to really spend the time talking through and working with our federal partners, state, local, and tribal and territorial partners to carry out that plan as well as our Canadian partners as well. Next slide, please. I think Wendy already covered the overarching objectives for the exercise and obviously we want to integrate with federal partners in the response and recovery of major radiological incident there. And of course, using our normal framework to do that, the national incident response and the national radiological, the national response framework, which will allow us to provide that integrated response. And of course, public messaging and sharing of information are key. Next slide, please. These are EPA specific objectives associated with the five-day full-scale exercise. And it's pretty much the normal things that you would expect for an exercise integration working with DOE's FURMAC consequence management, coordinating with the different field teams, public affairs individuals, technical individuals, utilizing the new CBRN responder database to collect that, all of the data coming in for supporting decision-making. Also, the National Response Coordination Center at FEMA headquarters, the nuclear radiological incident task force is another relatively new group that FEMA is standing at to support FEMA headquarters and EPA's role in serving on that particular task force as well. So again, I'm not going to read all of them there, but those are the key far as the overall exercise, field support exercise objectives. Next slide, please. Now for the five-day tabletop recovery part of it, again just some key exercise objectives here and again developing that plan for transfer from EPA, from DOE to EPA for recoveries, which will involve headquarters regional, so it's going to be a big effort there. And demonstrate that mobilization on, okay, the FURMAC and all of its resources and how that would transition under a EPA-led recovery phase. And again, the data part of it is going to be crucial, all of the data that was collected during the response aspect of it to address the early phases of the exercise would be very useful and would need to be coordinated properly and transitioned to EPA with a high level of confidence in the data that it can support, further support recovery with additional information data that would be necessary there in that area. Okay, next slide. We have the benefit of participating and coordinating with the Nuclear Energy Agency, an international organization that has spearheading the International Nuclear Exercise 6 tabletop exercise. And this is an exercise series that is offered to all participating member nations under the NEA. And they put together these exercise materials for us for different countries that can carry out and actually perform the exercise themselves. And the key thing here for us is this focusing on the long-term recovery, which is exactly what we're trying to prepare for, for CM 25. And the scenario here is that one year after the incident is where we will focus the particular discussions broken down into four modules. And the modules will involve health impacts, food safety, remediation and decontamination, and waste management. So EPA is actually hosting its exercise next week. So we will have those four modules tabletop next week. And we had the benefit of sitting in on some of the Canadian tabletop exercise for their modules. And it was very, very useful for us in preparation for our exercise. And of course our UK partners as well. So we're looking forward to that next week to carry out those exercise and learn from one another on an international level. So next slide. That should pretty much conclude my presentation. I think that would be it. So depending on any questions we'll have at the end, that will be the end for me. Thank you. Thank you, Wiggins. Next, I'd like to introduce Representative from Michigan, Scott Marske. Scott is a radiological emergency preparedness analyst with the Michigan State Police Emergency Management Homeland Security Division. Scott began his career in public safety in 1984 as a firefighter, emergency medical technician with the Grand Bledge Fire Department in Michigan, and then as a 9-1-1 operator with Eaton County Central Dispatch in Charlotte, Michigan. Scott accepted the position as state emergency manager for the Michigan Army National Guard in 2014. He was responsible for all hazards planning and anti-terrorism duties at over 50 National Guard locations statewide. Scott accepted his current position with Michigan State Police last year. Welcome, Scott. Good morning. Thank you for the opportunity to present. This presentation is going to lead in with a video, and I would like to give you a little backstory on that. It's not a radiological exercise at the time I was with the National Guard, so it's all hazards evacuation exercise. However, there's many, many lessons learned that could be applied to any exercises. Some of the bullet points, it took eight years of planning to make that exercise come to fruition. There were two planning members, unlike Cobalt Magnet myself and Mike Casper from Mackinac County, who you will see in the video. Uniquely, there was no budget for this exercise. All funding came organically through participants and organizations and communities. It was basically built on volunteers, relationships, a common belief of shared success and community safety. All of the military equipment, believe it or not, is organic to Michigan. The Waterside Operations, the 1437th multi-role bridging company, is located in Sioux St. Marie, Michigan, one of 12 units throughout the country, and the Chinook helicopters involved are part of the third of the 238th out of Salford, Air Base, close to where the exercise for Cobalt Magnet is going to take place. So with that, if you would please cue the video. This exercise has been developed eight years into planning. There's so many, so many agencies involved. We had 18 listed in the incident action plan, as well as also with our exercise plan. So looking at an all hazards approach, we knew that we had to develop a way to get people off the island. And on any good given weekend, we could have 25 to 50,000 people on the island. We can't fly them off because the airport won't support that. So we have to take them off by boat. If we lost the port, we have to make our own. So that's what this exercise was, was demonstrating that we could create a portable port we could put anywhere on the island and move people from the island onto the ferry boats and back to where they came from. What it encompassed was moving the bridging base by using the Chinook helicopters behind me to move them over to a specific place over by Mack Island. They were dropped into water and then they had boats over there to assemble them into the dock, shove them to shore, so that my walkers could walk onto the dock and then onto the ferry boats, the passenger ferry boats, and then the passenger ferry boats took them back downtown to the island. Building relationships on a blue sky day is so vital. This is a prime example to see how you can have 18 agencies from the local, state, and federal counterparts coming together to focus on practicing a plan in the event that they had an incident on an island or anywhere else in this area. So when we look at the importance of it, it's training, it's coming together, focusing on what they would do in the Emergency Operations Center, how they would function between the Emergency Operations Center and the incident command post, and how they would all come together to make sure that they were collaborating and coordinating appropriately. I would really like to thank all the partners that came in and the general public that made it a big success for the exercise. So a special thanks to Tom Sivak and his team for that video. We didn't know that was an unexpected add-on, but a great way to explain it. Basically, everyone at all levels supports an exercise, so even if you don't believe this is in your wheelhouse per se, everything that was executed on the ground comes from somewhere within organizations. And so the content processes, the systems, relationships that you saw in that actually touched federal, state, local, and tribal partners. What's interesting, there was no lessons to be learned because we don't believe this had ever been done in the United States before. So if you've never been to Michigan, why this is unique? Mackinac Island, eight-mile perimeter, and as Mike said, sometimes up to 50,000 people in a single day. These are day troopers, day tourists that come on with no toothbrush, supplies, medications, anything to that point. They expect to come on, shop, and leave. Next slide, please. Unique is there's no vehicles on the island other than public services and emergency. Everything is horse-drawn and carriage. So that made it really unique. And in the upper right corner, you'll see the port, which led into the following slide on how the exercise was played out. These ferry boats traverse between lower and upper peninsula in a major shipping lane, which last year alone had about 110 cruise ships which anchored in that area and transported passengers onto the island. Next slide, please. So the scenario was built on one of those Great Lakes freighters actually crashing into the brake wall, dumping the fuel, and closing the island essentially for a week to 10 days. So as with a radiological emergency, you think about that population and how do you care for 30 to 50,000 people until you can move them to some place safer where you can support their basic fundamental and health needs. Next slide, please. So I threw in this timeline. This is only about 30% of the eight-year timeline, and the military is very diligent in using these, and I didn't take long to be sold on how important they are. Personally, in my nine-year career, I went through six different supervisors. So trying to keep this exercise engaged and on track was difficult. So it helps minimize resistance. It definitely generates buy-in. People can see what you've done that you didn't create this overnight. It definitely shows that you are determined to get to the end. It can help with employee turnover, which we see. It's a common operating picture. Alpham will answer the questions before being asked. Had you done this, had you done that? The historical record piece is great, and the five stars on there were five major drills where we tested pieces of this to basically sell that commitment that we can do this. We just need your support. Next slide, please. So when you build an exercise, creativity is everything, and I would encourage anyone who's part of this at any level, don't think too big or too small. Again, this had never been done. This was two guys standing on a shoreline watching a spill response who dreamed this up. Create realistic challenges, smart objectives. Every objective here was achievable. The bridging components that you saw are not meant for open water. They're meant to bridge rivers. So this is the first time those boats had just been delivered in April, so they even didn't even have a chance to test these in open water until this. Build your network early and never stop networking. Don't fear something new. I have a signature, my email signature is trained for failure. Not everything is perfect. We can't get better unless we quote unquote break things from time to time and break the status quo and have fun. Watching these soldiers, we had about 300 soldiers, roughly a hundred million dollars in equipment. No injuries, no hospitalizations, and we believe only about $200 in damage over three days in one of Michigan's Great Lakes. Recognition is huge. A new perspective drone services donated all of their time and video. We had about 81 gigabytes of video. Those were added onto flash drives. We had coins, went around and delivered to key agencies and key partners. Those tokens of appreciation, those videos are fantastic. They can show their families what they got to participate in, probably a first of its kind nationally, and also for training. They can go back in bad weather days and look at how their operations commenced. Next slide, please. This began with about 18 agencies. It grew to 39 total participating agencies and organizations. The rest of those came unsolicited when we got out that the exercise was happening. People were knocking on our doors, and we did a lot of advertising to let people know that this was going to be a big footprint. We didn't want to think that it was going to be an invasion. The community received this with open arms. It was amazing. Even to this day going up there, it's still the talk of the area. Canada was supposed to play with their engineers. They just couldn't get approval. We did have international interest as well. Next slide, please. Finally, for this segment, have patience when you build an exercise. That's critical. You have to be adaptable and anticipate what might be coming. As I mentioned, this exercise had no budget. We had to dial into existing training and distancing expenses that were already going to be executed. The calendar sync was unlike anything we've ever done before. Understanding the cost and personnel staffing, this is a very rural area of Michigan, as is with cobalt magnet. That corner, although it's southeast Michigan, where this sits relies on those local agencies. Understanding those constraints and how you can better support them. The next couple of slides, I'm just going to highlight on cobalt magnet. Again, I don't have a lot of knowledge on this as I came into this position just in December. This is from our planning team. Michigan is focusing heavily on before getting these agencies to understand how great the exercise could grow to. Pre-positioning, pre-planning, pre-staffing positions, and understanding what might be coming their way. As we mentioned, it's going to involve all partners at all levels. Next slide, please. They're building a timeline. Timelines are different. You'll see them in all different forms or fashion. I personally grow fond of the ones that actually show those milestones that you can sell, especially with an exercise that takes many years to plan. Next slide, please. Some of the objectives, they're going to try to make this as real as possible using that technical and scientific data sampling analysis so that the players can actually action on the most real-time, realistic data that's being provided to them. Coordination is going to be heavy across all spectrums. The last bullet, I think, is always going to be a stumbling point in any exercise in any event as public messaging. Many, many platforms we've grown to rely on the Internet. We've grown to rely on data. What happens if that's not there? Copper lines aren't running to homes anymore. How do you talk to people? How do you let them know so that community outreach is paramount? Next slide. The assumptions, they're anticipating over a thousand mesal injects. So if you imagine this over a seven-day period, this is going to be moving and shifting a lot of real-time, just-in-time decision-making. Because there's no 24-hour operations, that thousand, those thousand injects get compressed into 12 hours a day. 100 planning team members. Just a shout-out to my team. Look what you can do with two. And they're expecting hundreds of participants and agencies. So that should be the final slide, depending on any questions at the end. I appreciate the chance to present today. Thank you, Scott. We have our final speaker, our international partner. We'll introduce Rowan Morris. He is a Provincial Lead Designer and Controller for Colobalt Magnet 25, representing Emergency Management Ontario. Rowan is a specialist in the field of off-site nuclear emergency response. He was a team leader for the Royal Canadian Navy's east coast nuclear emergency response team for eight years, and has continued to offer expertise in emergency management and response since his retirement from the Navy in 2006. He's an expert exercise designer and has developed and led some of the largest field exercises in Canadian history, including flood exercises delivered in preparation for the Vancouver 2010 Olympics, and international exercises involving as many as 14 countries. Welcome, Rowan. Thank you very much, and thank you for the opportunity to be here. Next slide, please. So a little bit of background on the province of Ontario and how we got involved with Colobalt Magnet 2025. So from a perspective standpoint, Ontario has got one of the largest nuclear footprints per capita in the world, with 18 reactors at three nuclear power stations within the province itself. A portion of Ontario also lies within the detailed planning zone of the 10-mile zone of Fermi-2, and the IPZ or IPZ for several other U.S. reactors, which extends into Ontario. The nuclear industry in Ontario is growing as a whole. There is a lot of SMR and micro-modular reactor interest in Canada, including provinces in Saskatchewan, New Brunswick, and Ontario, and there are active projects underway to develop SMR technology and their applications for licenses are ongoing. So Ontario has got a very large nuclear footprint, and in Canada, the provinces, the provincial governments, are responsible for off-site response to any accident at a nuclear generating station. So within Ontario, that responsibility is charged to a group called Emergency Management Ontario. That is part of the Treasury Board's secretariat for the province, and when the Deputy Minister and Commissioner of Emergency Management for the Treasury Board heard about Cobalt-Bagnet, he directed that we were going to play in full. Following that, we had some discussions with our municipalities, equivalent to your counties, and our federal counterparts, and now all levels of government, to very senior levels, are going to be playing in CM25, and I think that is mirrored on the U.S. side as well. So we're going to have full government play on both sides of the border for CM25. Emergency Management Ontario administers the Provincial Nuclear Emergency Management Program, which assigns provincial responsibilities within the Nuclear Emergency Management Spectrum. That includes municipal and provincial ministerial level participation and assigns responsibilities by legislation and orders and counsel. For a beyond design basis accident or severe accident, the federal government is postured to assist in the response to the province and the event that the province requests it. Next slide please. So from a Canadian perspective, we had a look at CM25 and what the opportunities were, and one of the big things that we wanted to look at was the interoperability between federal provincial municipal and international streams. Within Canada, the operators are legislated basically, they're regulated to hold a full scale exercise every three years that focuses on interoperability. So we do this quite often in the province of Ontario. You can imagine if we've got three stations and they all have to do an exercise every three years at full scale that our exercise dance card is fairly full. However, not very often do we get the opportunity to participate in a cross border event. So we really want to look at the interoperability piece, not only within our own house, but across the border. We also want to look at the integration of the federal provincial municipal governments into the command and control and how that is mirrored on the American side of the border. There's going to be some very interesting discussions in terms of command and control and who talks to who during the exercise and a lot of the bilateral agreements that have been put in place and some of the even lower level documentation will be exercised really for the first time, we believe. So that speaks to the Canadian-American Joint Operational Response. I'll speak that a little bit more. We talked about data sharing earlier, you know, pre and post release. There was some mention earlier about the CBRN responder and Ontario is attempting to be the first non-U.S. entity to actually be able to utilize RADResponder, a component of that program, so that we can do that joint information sharing across the border in both directions. Obviously, an understanding of what the, you know, gamma dose rate mapping looks like and the ground deposition and the sampling results look like is really important in terms of a cross-border response and also important in terms of being able to properly express to the public on both sides of the border a common understanding of what is happening. So we're also interested in examining and implementing the aligned early phase and intermediate phase protective actions. So this is a little different. The can-do reactors that we have in Canada have a different emergency planning zone footprint than the reactors in the U.S. So what we do from a Canadian perspective is we will mirror what the U.S. is doing in terms of protective actions. So this will be the first time that we're actually going to execute that plan and it'll be interesting to see how that falls out from a command perspective. We'll be testing our public alerting system for an international event and the alignment of cross-border media messaging. I think this one is of particular importance and we stand to gain some very valuable lessons as we proceed towards the development or as we develop the exercise and execute in terms of how we get a common picture to the public that is saying the same thing and is realistic and honest and getting in front of that curve or that ultimate reality that somebody will put out there and making sure that we're in lockstep in terms of public messaging. So that's a very interesting point for us not only cross-border but internally because we're going to have municipal provincial and federal communications discussing this event obviously because it is an international event so even internally within Canada we have to make sure that we have common messaging. And then we're going to look at identifying the arrangements needed for recovery in the international incident spectrum. Next slide please. So enhancing current response plans, I think the ask was to identify gaps that we're hoping to identify. So right now the province of Ontario is engaged in a three-year project that is targeted enhancing the nuclear emergency management program. The project is actually scheduled for completion December 2025 and this is looking at all functional aspects of nuclear emergency response within the province. And as such it's the implementation is not going to be fully complete for CM 25 conduct as things like additional equipment or replacement of current equipment, establishment effects to raise systems, deployable capabilities, vehicle-borne surveys all of that is currently being put together. So there will be some requirement for simulation for CM 25 however it's currently planned that we will deploy our federal assets. In terms of recovery planning, January 31st of this year was a kickoff meeting to develop an entirely new nuclear emergency recovery program for the province of Ontario so we look towards the opportunity being presented by the EPA as a learning point during this plans development as well. Of course resource constraints are always an obstacle to extended response operations especially so when we're dealing with something as complex as a nuclear emergency. So we've commissioned a group of human factors experts to conduct a mission function task analysis which basically looks at a top-down approach in terms of what is required, what are the critical functional areas within response that need to be maintained for extended periods of time so that we can look at rectifying any issues we've got with respect to resources. Next slide please. So some of the unique opportunities for cobalt magnet we've we'll be working across all levels of government as I mentioned and non-government offices. Partners such as the Canadian Red Cross will be engaged in this and you know that domestic and international exercise planning is a huge opportunity and I always say that the oftentimes the most lessons learned during an exercise or during the development process because we drill down deep into the plans and we always ask the question okay what do we expect people to do because we need to have an understanding of what the response is going to look like and often we identify gaps during the planning process that we can rectify and then verify during actual execution. So that is a big opportunity in Ontario's eyes. I mentioned the enhancement of the new emergency management program within the province of Ontario and actually the development of this exercise has already identified a few areas within that program development that need additional bolstering so we're using the opportunity in a live sense if you will in order to help with that program development. We don't very often get an opportunity to play especially in a radiological situation across the border. I think the last time to my knowledge anyway was prior to the Olympics when we had a radiological scenario counterterrorism scenario that was put together and that included cross-border support from the U.S. and of course building relationships and participating organizations is a keystone of any exercise development you know being able to shake hands with people that you rarely talk to on a day-to-day basis and get to know them and be able to pick up the phone in the event or something real happening and saying hey Scott it's rolling you know we've got a problem and we know each other and we know what we need to do so that is a huge benefit of cobalt magnet. Next slide please. So I think I've talked through most of these. I guess one of the big ones here is to kind of exercise that transition to recovery on the last couple of days during the full-scale exercise and leading into the April tabletop exercise. I think that'll be a very large benefit that's something that we don't often practice. Next slide please. Super so again thank you for the opportunity to present and turn it back over. Thanks Ron. Well we just heard a great spectrum of perspectives from just a few participants in cobalt magnet 25 and we have just under 20 minutes. Good news is we have a significant number of questions. Bad news is we can't get through all of them. Some are very broad and some very technical specific. I'll try to go through as many as we can and start with some of the broader ones first. Offered the first one to Wendy to kind of kick it off but also offer other panelists to chime in trying to combine a few here together. From the state of New York how are lessons learned and practices from these broader and more involved exercises to be publicized so other states and agencies can learn the benefit as well. This also leads to a few other similar questions. Which organization will formally evaluate the cobalt magnet 25 and I think for you and everyone else will DOE and other agencies have their own formal reports that will be published afterwards. Can you elaborate on that? Yeah so that's a good question. So what we do from the Department of Energy standpoint is we put together an interagency after action report. I actually wrote the one for CM 22 as well. So any topic or where there are observations that cross cut more than one agency it will get if it's significant enough put into this interagency report. For cobalt magnet series we also do collaborative exercise evaluation forms meaning we don't require it but we highly highly recommend that everybody participate in putting their observations using its Microsoft forms. So we all can see all of the observations so that's the evaluation process and again it's not graded so it's really more to capture those best practices and those areas in which we can improve together and then share those together so everyone can see and we're not just kind of ricebowling our things that we don't want to share. And then from there we also recommend that each individual organization write up their own internal after action report specific to their plans and procedures and the things that maybe don't cross cut agencies but they want to work on internally and we also do that as well. Anyone else want to elaborate on that if there's anything further? From a Canadian perspective exercise evaluation is a very important component of exercise design and we're currently developing an evaluation criteria. So at the tier one, tier two, tier three level we'll be examining things like interoperability and communications and those types of things and very similar to the U.S. perspective when it comes down to individual organizations we would expect them to develop their own evaluation criteria and establish after action reports from that as well. Interestingly enough within the new emergency management program in Ontario there is an audit and evaluation program that's built into that that requires any lessons learned or any lessons from an after action report to be tracked for execution as well. Thank you. And as I relate the question to the exercise Southern exposure that we had in 2015 I think the lessons learned that were coupled together and shared with the larger community both the industry as well as the state and locals and the federal community were widely sort of fanned out there so that we could all understand you know the outcomes and where we could make adjustments within you know our respective plans so I think that's a good example of how we took a large-scale exercise and the collective lessons learned and then made sure that that was available to all that could benefit from it. Okay a question for our stakeholders a general question to on what extent have we engaged of tribal nations in the U.S. or in Canada on the upcoming exercise and what do you see the role to be next year? I guess I'll start and then I don't know if Scott has anything else on this but we have just reached through our planning team members to find out if there were any tribal areas impacted by our scenario or just would want to participate to my knowledge and Scott correct me if I'm wrong I don't believe we've had any engagement to that level still as of this day. I don't believe so I don't believe we have a tribal footprint down there per se so that's definitely we have a person in our office that does tribal outreach that is one of the ongoing conversations make sure we don't miss that if it is there. Okay a little bit more specific question with the proximity of Davis Bessie to see him 25 exercise will they also be involved and how so and will there be any testing or deployment of the Memphis safer centered exercise on flex capabilities? I'm not familiar with either of those Scott. So from an NRC perspective I don't believe that there would be any engagement with Davis Bessie. I don't believe that the scenario might would impact them other than they may become aware of it and if it were a real event they could be in close proximity to where there could be some effect on the plant and the alarming equipment but I don't think that there's any engagement with Davis Bessie for them to be a participant in this not that we're if certainly if there's an interest there we can take that from a planning perspective and see how we can make that happen. In terms of flex equipment I don't believe that there's been any talk of you know flex equipment related exercising but we're somewhat early in the scenario development so that might you know if we determine that there's some benefit there that we would might want to exercise to some degree we could take that on as a planning team and and see if there's something that we can do on that front. Okay a never specific question maybe for Scott and Wendy to what extent will Cobalt Omega 25 exercise the command and control and integration of a medical response to the incident. I guess I can start or do you want to start Scott? Go ahead. Okay so we the exercise is spanning all of the command and control nodes from you know state local all the way up you know through the federal so that piece and the M's ICS framework is is very much engaged in terms of the medical piece I know that there's been a lot of resort or outreach lately to the hospitals in Michigan as well as some of the EMS people have been engaged recently some of the working group meetings that I have been on over the last month or so I know that they have been spinning up those elements and how that intersect is something that we're still working on and planning as we're just coming up on the mid-planning meeting next month I think that'll be further refined as we go along and then if I've missed anything from my colleagues. Well I think Michigan's emergency management regions they have health care coalitions those are those points of contact and they are the coordinator for all those down trace local EMS agencies and hospitals so again I'm getting spun up but I believe they are involved in that to try to collaborate who that response would be and especially a huge mutual aid factor that would probably be needed such as an EMAC. Good. I have a question the two-part question how does the federal government coordinate, deconflict, and concur on rheological plume distribution of models as part of this exercise and part two will Canada mirror U.S. protective actions what are decisions be based on independent data that you have or on our data what do we have here? I guess I'll start with part one. So with the with this exercise specifically so it's Department of Energy led so we're on the hook within our modeling capability to make the ground truth model what we do and we actually did this about a year ago is we sit down with all of our partnering organizations and we discuss what each one's objectives are what they want to do and then while ensuring that we're aligning with what we need from our training perspective we come up with the first picture of what that model run should look like that is our ground truth you know answer key if you will. We then present it to the planning team as it exists at that time in its entirety to get buy-in into that meeting their needs and that there's no objections to it if there are then we go back and we do it again until everyone has agreed that it meets their needs so that that was the process that we did for CM 25 that's what we've always done and then we keep it really close held just amongst the planning team of course. And I guess part two to that question regarding protective actions and the fact that we base our response on mirroring protective actions in the U.S. so it's based on the real-time situation if automatic actions such as evacuation of the detail planning zone is enacted by the U.S. because we have a small portion of the extreme south part of Ontario that falls within that zone we would also take that same action any additional actions that are taken outside of that are based on initially on gamma dose rate mapping and the implementation of operational intervention levels so the answer to the question is we do mirror but we also take into account the operational picture and actual reading so answers yes to both. Great. And never a question about monitoring I aimed mostly I think Wegnis and Wendy. How much overlap of monitoring activities is there between DOE and EPA? How do you coordinate that and as you know how was that how's that work together between DOE and EPA on monitoring. So the Firmac is an interagency organization meaning it exists with EPA as memberships within that cadre of people and DOE so when the monitoring instructions and the analysis instructions go out through the whole ICS process and what command and controls priorities are on the technical level it's an integrated and blended team not just with EPA and DOE but also with Michigan partners as well as CST or any others that are engaged within the response and then I'll let Wegnis take the end of when it shifts over in terms of the leadership piece and how that looks as well. So EPA and DOE has been doing a lot of groundwork building that transition with the EPA management and DOE management to make that transition and during the CM 22 exercise we actually try to you know exercise that with EPA representatives embedded in the Firmac and to understand all of the decisions and the planning and so when that transition time comes planning has already started and elements developed to to make that transition and we're going even further for CM 25 where we want before that transfer takes place from DOE to EPA we want to actually have EPA managers actually run the Firmac for some period of time just to ensure a smooth transition during that recovery phase so a lot of work is going into that. Thanks a question for Rowan is Ontario planning to participate in a review of a longer term recovery financial impacts in remediation of ingression pathways? So the short answer is yes the longer answer is we are as I mentioned I believe we are currently developing our recovery operations plan for a post event and as part of that compensation is a big piece I actually just worked an exercise with the Nuclear Insurance Association of Canada that speaks to compensation and we also have the within Ontario the Ministry of Municipal Affairs and Housing that plays a role outside of what the Nuclear Insurance Association provides so the compensation piece is being looked at very deeply in terms of remediation that is another piece that is also being looked at and specifically CM 25 an interesting question is if we get contamination if we get contamination across border what systems are in place right now is it the Price Anderson is it the Nuclear Liability Compensation Act in Canada what what mechanisms are in place there in terms of compensation and the remediation piece as well okay great never a question quick question for Jeff does NRC have any role in in playing a real-life response not initiated by a nuclear power plant accident repeat that does NRC have any role in real-life responses not initiated by a nuclear power plant accident so the NRC's response program has the capability to respond to a wide cadre of events whether it be an event that materializes here from one of our licensees to a range of other events that we could stand up and prepare for if there's an eventual impact to a licensee or an operator so some type of weather event or events that might deemed be deemed like it would have a some type of impact like a cyber event that could take down a part of the grid that we might be able to stand up and anticipation for what impacts that might have we also have the capability to assist Department of State and others on events that might be happening you know outside of our borders we have bilateral agreements if something were to happen in Canada you know assisting with that as well as informing you know our government in terms of its impact on the United States and then certainly from a materials anything that we might have a statutory authority over we have the capabilities to be able to respond to you know like events either whether it be a transportation or something that happens at a fuel facility we have equal capabilities and we exercise those areas as well. All right one final question I'll ask the panel weigh in just quickly it's a more logistical question it's a good question of a multiple day event from different agencies organizations how do you plan how do you plan to staff it and maintain staffing over a multiple day period with the people you have on call. We'll start sorry so part of our jobs as a planning team is to identify all the staff positions that are required and then within each organization create a staffing plan that becomes the entirety of it so based off of the objectives and the types of response functions that are in play we have you know everybody come to the table with what they need and that's part of the job of preparing for this activity as a whole and then we have a logistics working group that also coordinates the other details such as you know where they're going to sleep and things of that nature as well as working with everyone within the organizations. Anyone who wants to add it to that? So I would echo a lot of what Wendy had said in terms of staffing and how we would roster an event like this and what the watch bill would look like over an extended period of time is always a bit of a challenge. We don't get an opportunity to exercise that a lot so that's one of the objectives that we might sort of insert in terms of how our response program would sort of scale itself based on the needs of the event. We have a depth in the program and we want to get a lot of people interested and included in this exercise so I'm sure that we will through the course of the exercise and trying to plan out how we're going to sort of share that benefit you know we'll have to kind of get a lot of people involved. So I'll close there see if anybody else has anything I know we're pinching close on time. Yeah from the Canadian side of the border this is in a 24-7 exercise. I've done those and they are very grueling and really put people through their paces. From an exercise controls perspective as we plan towards this we have representatives from every single organization that is participating and those are the folks that will be controlling and evaluating the exercise so we have that piece covered and I would say in terms of response and staffing I think that's one of those things that we want to see play out during the actual exercise itself. If something else real world comes up and that totally inhibits a capability to provide a response to this exercise scenario well that's a that's a lesson to be taken away and looked at. All right great point. One on that. Thanks again to the panel for the great perspectives. It really demonstrates the power collaboration it'll be a good test. Before we wrap up I want to recognize not only the panel but Jeff for putting together the panel. Bennett please raise your hand. He helped put this together behind the scenes. He's our up-and-coming emergency response star one day he'll be up here speaking. Also I see I think Christian and the key out there got some bright lights it's hard to see but let's give a round of applause to the panel and thank you that includes this session. Thank you.