CNSC's Nuclear Emergency Management Program

Introduction

This report provides the results of a formative evaluation of the Canadian Nuclear Safety Commission’s (CNSC) Nuclear Emergency Management (NEM) Program.  The evaluation is designed to provide meaningful information and analysis for the future management of the NEM program, as well as to satisfy reporting commitments under the Public Security and Anti Terrorism (PSAT) initiatives.

Approach

Evaluation issues for the NEM include:

• the ongoing relevance of the program in the current environment;
• the extent to which the program’s objectives are being met;
• the structure, accountability and reach of PSAT funding and NEM; and
• program options and improvements.

Information was collected through a review of background documentation on the program, interviews with CNSC senior management, NEM management and staff.  Interviews with partners and stakeholders deemed critical to the delivery of NEM services, such as provincial representatives and participants on interdepartmental committees also took place.  In addition, the evaluation also included a focus session with duty officers, who act as part-time NEM program deliverers. Information relating to nine internal evaluations of the CNSC’s participation in drills and exercises since 2003 was also reviewed.

Summary of Results

Relevance

The program clearly supports the CNSC’s corporate mission and desired outcomes.  There is also strong anecdotal information on the continued need for a focus on nuclear emergency management.

Effectiveness

There have been significant accomplishments within the NEM program over the last 5 years, including improvements to the physical infrastructure and increases to the level of human resources.  Attention has been brought to addressing management challenges that confront a program which draws its resources from other programs.

The refinement of the Nuclear Emergency Organization, the Emergency Management Plan and other procedures was important in putting structure and process to their work. It also required extensive outreach and training within the CNSC, other government departments, the provinces and with licensees.  Results of these refinements are evident in the high regard and respect the program commands from partners, stakeholders and colleagues.

The NEM program does not have inherent evaluation mechanisms built into its design; however, few public service programs have such mechanisms. Desk reviews, drills and exercises have provided the NEM program with the ability to test its efficiency and effectiveness and address deficiencies on an ongoing basis. The culture of evaluation that is built into the licensing regime is integral to the NEM program.  Some improvements to internal evaluations may be realized in the timeliness of reports, records of follow up actions on recommendations and analysis of evaluations in aggregate on an annual basis.

Partnerships and stakeholder relationships are important to the NEM program. These relationships have been cited as a work in progress, with room for improvement in coordination and leadership functions. The lack of coordination is evident to the provinces in their interaction with the federal emergency management machinery. The NEM program has entered into training with partners and stakeholders and is an active participant on the standing committees designed to address coordination and leadership. This evaluation points to a need for these actions to be continued and enhanced.

Efficiency

The evaluation found that the PSAT funding was instrumental in a number of NEM program improvements over the last 5 years. This funding is now being absorbed into CNSC core funding.  

A new organizational structure for the Emergency Management Programs Division came into effect in April 2006.  Under this new structure, the NEM program will have a Director General with accountability to the Executive Vice President. This structural change provides an opportunity to address internal management issues, including the development of operational reporting and the co-location of the regulatory and CNSC emergency management functions. The reorganization will also prompt a review of the role and composition of the CNSC’s Security Committee.

Recommendations

The NEM program is an important and well regarded program for nuclear emergency management. The program provides highly specialized skill and expertise for the prevention, preparedness, response and recovery from nuclear emergencies. The following recommendations are proposed for Management’s consideration.

• Collaborative attention should be given to leadership, coordination and role definition (accountability) issues.  All parties in the emergency management framework should participate in improvement to these areas.  Proactive relationship building with the provinces should be pursued by NEM.
• Enhancements related to the evaluations of exercises (including timeliness, consistency and follow through) should be explored by NEM Program Management.
• Regular operational reporting should be instituted on an annual basis.  This reporting should include the use of resources, progress towards business objectives and desired results and could be merged with functions delivered elsewhere in the organization moving into the new Directorate. 
• Internal relationship issues should be examined by the NEM.  These issues include the efficient work of the NEO and changes to relationship management that will result from the April 2006 organizational changes.
• Technology should be used more efficiently in order to provide increased efficiencies and ease of managing evaluation results, licensee exercise recommendations and the voluminous NEM procedures.
• Overtime compensation should be consolidated under the NEM program, as opposed to being paid out of the home division. This will provide consistent application of the overtime provision and allow for ease in assessment of NEM related costs.

Management Response

Management has provided a response and action plan relating to the recommendations identified in the audit:

• Management Response

General Disclaimer

Please note that information that would normally be withheld under the Access to Information Act or the Privacy Act does not appear in this report.