presentation. But if I can just go back to my history very, very briefly 27 years in the army I spent learning how to handle major problems as an officer in the army. First I was taught it was called Task procedure then was battle procedure. Then it became the estimate of the situation and then it became the operational planning process. So as problems and challenges got bigger, so did the process, but the process was identical, all the pieces of it as you worked your way up, and the aim of the process was to bring all of the experts together needed for the task you are given. People have this vision of the army that there's a colonel at the top and everybody just does what they're told. Nothing can be further from the truth. The Colonel has a whole team of experts who are always part of the planning process. And yes, the colonel wears it if it goes wrong, but all those people helped build that plan through this dedicated process. When I left the army, I became part of Emergency Management Alberta. And in each of the provinces and territories of Canada, there is an amo and they follow on almost identical process now it's been Savannah so you take the word enemy out and you put hazard in, but it's the same process. And as we worked in EMA, one of the things I got to know was how the municipal government works. And every province and territory in Canada the municipal government is different because they're a product of the province. They belong to the province and they're defined differently. So it's important to recognize differences between provinces. Every province has an E Mo, and they're staffed and trained and fully equipped. The federal government has any mo it's called Public Safety Canada, again, staffed and trained. And one of the things that that agency does is it identifies that which is most critical in their jurisdiction. So for instance, within a province there's an actual secret classified list of all the things that are most critical, and that's going to be important later in my presentation. And it's maintained on an annual basis. But what that amo also does is it manages fires, floods, tornadoes, terrorism, and should have managed the pandemic.
Can you make my slides visible to everyone?
They're up now, David. Okay.
This cartoon was given to me by a 15 year old girl in the middle of the second wave. And I think it perfectly describes what was happening in our country, province by province and what you see very proudly standing in the middle of the picture, is the medical officer of health for that province, stating very clearly they're defending the medical system. The premier hiding behind them and using them as overhead cover, making sure that they didn't get any of the splatter while we defended the medical system and the great glowing rays coming out from our health care system, but surrounding it. At the top, you see the body bags of all the seniors that we allowed to die because we didn't do targeted protection for them. And as you work your way around, on the left hand side, you see the absolute destruction of our children's education and socialization. You see all the body bags for all the people who died of cancer and diabetes and all the other serious health care concerns that we simply ignored because only COVID counted. You see the destruction of our societal health and integrity, our societal health we've seen a massive increase in spousal abuse, child abuse. But we've also seen you can't even travel internally in your own province, let alone between provinces. So our societal order has been destroyed, all in the name of protecting the healthcare system. And on the far side right hand side, you see the destruction of our economy. And everyone said, Well, it's not a problem. We're saving lives. But the people that work in every one of those businesses is citizens of this country and their lives were destroyed. And if you we don't think that taking the national debt sorry. The federal debt of our country, from $750 billion to $1.3 trillion in one year, will not affect our children as they pay taxes to pay that debt off for the rest of their lives. Then you don't understand how an economy in our country works. All in One cartoon. So my presentation is going to be in three parts. First, I'm going to explain to you what emergency management is because most people don't even know it exists. It's been existing since the 1950s. It used to be called civil defense and it's gone through many iterations but it's now called emergency management. And it gives you a very quick overview of what it is so you know how badly we misused the systems or abused or ignored our systems. Then I'm going to walk you through the example of this pandemic using the emergency management response response. And comparing it to what we actually saw. And then I'm going to sum up with perspective and concluding remarks. So let's start with emergency management doctrine. Every day, every one of us manages risks or hazards in our life, walking out the front door of your house is a decision claiming in your cars to decision. So there's five different dimensions when you're talking about urgency management, if you miss any one of them, you do so at your peril. issue if you do all of them and you do them all well, you can link them all together with a process that all describe so let's start at the top with the hazards. In Canada, we follow an all hazards approach. What does that mean? That means every emo whether it's at the municipal order government, the provincial order of government or the federal order of government assesses for their jurisdiction, which of those hazards are most prevalent within their community? And they're looking to see what would be the impact of natural hazards and human induced hazards and there's a difference at the bottom you can see safety and security and I don't consider them evil words. I consider them good words if they're done by the citizens. So across the downwind side, you see I've put an arrow head towards biological human but it's just one of the hazards that that are considered routinely and are monitored daily, weekly, monthly and annually, with reports going to the elected officials, the mayors or the reefs. So they understand in their community which of those are required to be looked at. The important thing to note is one hazard can of course impact all the other hazards. So you need to be looking at them collectively, not singularly. Within emergency management, there are three types of agencies, subject matter agencies, coordinating agencies, and supporting agencies. The subject matter agencies are normally defined by law. So when you look at something like rail transportation in the rail transportation act, there's a certain organization assigned to meet the regulator to ensure that those hazards are constantly reviewed or updated. And in the legislation. There's specific tasks for the subject matter agencies at the bottom are supporting logistics agencies and in almost every emergency or disaster, all the other organizations become supporting agencies when that one other hazard pops to the top for that period of time. And they all help that one subject matter agency get through the emergency. But common in the middle is called the coordinating need see, and those are the emos and they exist at the municipal order of government, the provincial order government and the federal or government and there can only be one per organization of government. So there's one in Calgary, there is only one agency for the province of Alberta, the Emergency Management Agency, there is only one for the Government of Canada, Public Safety Canada, there's not multiple, so you don't have to train huge quantities of stuff and emergency management in every single hazard. You only need one coordinating see that works across all of those hazards. So let me give you a graphic that describes that. These are the tubes that make up our economy. And I it's known as the tube chart I've given it so many times on both sides of the border. Everybody causes Dave's tube chart. Clearly, there's many more tubes that make up our economy. That's all fits nicely on this graphic. And it also tends to relate very clearly to a pandemic for the reasons that you'll see upon later. Every one of those tubes is filled up with Canadian citizens. Some of those tubes are predominantly private sector. Some of them are predominantly public sector, private sector, good example energy, whether you're talking about the power grid, whether you're talking about the production of natural gas or your gas stations on the corner, upstream downstream middle stream, but they're made up of citizens. The regulators tend to be government agencies, but the private sector makes up most of them. And one of the things that we learned following September 11 85% of all critical infrastructure in our country is owned and operated by the private sector. So if you don't link private sector and government together, you can't respond in times of emergency or disaster. The healthcare sector is predominantly public sector in most of our systems here in Canada, but there are private sector partners in it. And again, a regulatory system and it all works fine in every one of those tubes. Until they're impacted by a major emergency or disaster. Then we expect citizens to be able to care for themselves for 72 hours and if you go onto the website for the demo for every province and territory in Canada, you will find your 72 Hour Kit and what you as a citizen are supposed to do to be able to take care of yourself. Now as Canadians we just used to call that personal responsibility. But things have evolved such that we have to actually teach people that they need 72 hours of water and that they need enough fuel to be able to run whatever they need to run and to care for themselves in terms of their medications. So the citizens are supposed to look after themselves. And then we have first responders and we have brilliant first responders in our country. Fire police and EMS that rushed to those who have been directly impacted by the specific hazard we're talking about. And a right above them is the municipal order of government that they work for and that municipal or government has an Emergency Operations Center and train staff when it gets past the capabilities of their first responders to respond. They have written plans general for response to emergencies but they also have hazard specific in most cases, annexes, and every municipality for instance, in Alberta had an annex for the pandemic that was never opened. When it gets past one community than the provincial order government steps in opens their operations center and brings all those other supporting agencies to support those municipalities that are at risk and coordinates across every one of those tubes to bring the assets of every one of those tubes to that emergency. Our federal order of government is then on top to drive support. We call it mutual aid between provinces and territories for those that are smaller and have less resources. We have the ability to bring all of them together and to work between provinces and help each other. So what you see on the left hand side is government leadership. And I want to really emphasize this right now. For the provincial order of government, the premier is the responsible person, period. All the other people that come to support the premier, are supporting agencies are members of the task force. But the elected officials in a democracy are always in charge. Not a bureaucrat, like a medical officer of health, never, ever
on the end, who supports that government leadership, the EMR, they're trained, they're ready. They're disciplined, and we'll talk about their training in a second, but they're ready to go and they are always standing by with the hazard assessment, watching it evolve and ready to pull the plans off the shelf and use but on the other side, you see the private sector and the EMR works constantly across all of the critical infrastructure and every industry group within the province. They know them by first name. I certainly did. I knew who was in charge of the Kettlemans Association, who was in charge of the Alberta electric system operator. I knew who was responsible for the production of honey. Really. There are four functions that make up Emergency Management mitigation, preparedness, response and recovery. Mitigation is either removing the target from the hazard, or the hazard from the target. That's the simplest way to define it. You'll see lots of pretty words there. But in your mind, just think about the risk is coming for you. How do we stop it getting to or how do I get you out? of the way? One of the two preparedness involves walking through with all of the experts required to prepare plans to be ready to respond to any one of those hazards that's a major emergency or disaster potential in your jurisdiction. municipal, provincial or federal. And having those plans trained and exercised constantly. You don't just write the plan and put it on the shelf. You bring together everyone who's actually going to respond in that emergency. And you run them to exercises you watch them perform the tasks and you train people up if they were delinquent or unable to complete their tasks. The response then takes those plants off the shelf, dust them off and makes them specific for the actual emergency that you're looking at. And there's a full train staff that knows how to run response and there's operation centers with desks for every one of the subject matter agencies, the lead subject, the subject, the expert agency, so there's we always used to call it the big kids table, and that's where the hazard specific person the subject matter expert would sit and everyone else was in rows, all looking towards the charts. So us we could run support the subject matter agency with whatever they needed while taking care of the entire rest of the economy in the jurisdiction. But the minute you start a response, the minute you take another team aside, and you make them responsible for writing the recovery plan. Have you seen a single recovery plan in our country announced by any provincial government for this pandemic? The minute you start response, you set aside a separate team to write recovery and have that plan ready to go the minute you know the pandemic went to endemic there are 10 activities that make up all of life doesn't matter if you're a soldier, sailor airman or whether you're a civilian in any industry, those are the 10 activities that you use to run your home. Okay, governance at the top operations plans logistics but when you're working in a provincial agency, those are specific activities that require specific training. So you have people in the operations group that are trained to run operations. In the plans group, you have people that the process I'm about to tell you that can teach that process and run that process for anyone in government. The ones shown in blue are formal courses that we train all first responders in every province and territory in Canada, and it's called the incident command system you see in the bottom in the blue. So there's a specific training every one of our first responders follows it and it's not about doing their trade ie being a paramedic or being a police officer. It's how they come together when a site gets too big, and they have to work together. And it is an actual activity and courses they must qualify in to move up in rank to run the Incident Command System for an event on the ground. But you need all of the boxes by the time you get to the provincial order of government. Most municipalities have separate large municipalities or have specific groups for every one of those boxes. So how do you link all five together with the last so what you see here is the table and there's hazards all the way down? So you need an actual, thoughtful process that leads you through every one of the boxes on that chart, and she's choosing the provincial order of government, because health is a provincial responsibility and that's where we're going in this discussion into a pandemic. You need to apply all 10 activities to your mitigation plans to your preparedness plans, to your response plans, and then to your recovery plans. Okay, you need to do each one of those boxes for all 10 activities that make up all of life, and you need to resource them with the seven resources that make up every activity. Okay, there's nothing missing if you miss any portion of this either the seven resources, the 10 activities, a specific hazard, any kind of grouping or organization. You have missed something at your peril. But there's experts that do this and it's not hard for them. It might seem confusing for you, the first time you step into it, but people live their whole lives doing this for you. And those are the things for the commissioners that many people see and think need to be changed or corrected and I put it to you they are there's some specific things we need to fix after this pandemic, in terms of legislation, regulation standards, standard operating procedures and how we move forward. So that's the five dimensions. How do you link them all together? What does the process look like? This is the emergency management process. It's identical to the army process, but it's also identical to the risk management process. Those of you that were here yesterday, and watch the presentation on risk management. That's how civilians would use these words. But in government, this is how we talk about it in terms of municipal and provincial order of government. Hazards are out there every day and all of a sudden one of them pops up. So situational awareness for our elected officials happens all the time. There's constant briefings on a monthly basis going to the premier. It's wildfire season here in Alberta. It's just starting. So there's a briefing note on the premiers desk saying it's wildfire season. Here's your status of your sustainable resource development firefighting teams. We can draw on our surrounding neighbors adjacent provinces, the wildfire operations agreement, mutual aid agreement is in place for all of Canada. Blah, blah, blah, blah, just getting the premier ready. So it pops, something happens. And what you see in the orange boxes is elected official engagement. That's where they're brief. That's where they make the decisions. Okay, and they're part of the supervising and monitoring. So all those orange boxes, the black bullets are all what's being done by staff to support the elected officials. This is a democracy. Elected officials are always in charge, never the subject matter agency. Always the elected officials, whether a mayor or Reeve, or whether they're a premier and every one of those black bullets and we're going to walk through them in an example but every one of those black bullets is a staffing function and there's oodles of paper that get produced in order to do each one of those. So just defining the aim in an emergency, there is gobs of paper developing different types of aims for the premier to select, which is the aim for that jurisdiction. So when in a court case, for instance, where I was testifying against the medical officer of health of Alberta, I brought stacks of evidence showing what had obviously been overlooked. They were unable to bring any piece of paper and simply said they had done the process. You have to be able to prove you've done the process. There's stacks of paper for every one of those black bullets that they were unable and are still unable to produce. But what's happening while you're doing and managing that emergency, the hazard is evolving, as well. Remember that all hazards list. Other hazards are popping up. So in the middle of pandemic wildfires just didn't say okay, we'll give you a break for two years. We won't have any clarifiers okay, we won't have any train derailments. We won't have any toxic spills. There won't be any other problems. We can only deal with one hazard at a time. That's just ridiculous. But that amo has all the pre prepared plans for all the other hazards and in the same Emergency Operations Center. You can switch between who's the subject matter agency because today the fire just got too hot and we can just set the pandemic aside for 24 hours while we evacuate Wood Buffalo. Okay. So let me move to the second part of the presentation I want. Now you understand what emergency management is and that every province and territory has it in in almost every province and territory the municipal order of government has been ordered to have it by that province and territory, keeping the elected officials in charge.
Let's start with the aim. If you get the aim wrong and a military mission, you kill 1000s and 1000s of soldiers if you get the aim wrong in a provincial response, you can kill your entire jurisdiction. Okay, so the first thing you have to do is get the aim right. In our pre defined pandemic plans, and there are predefined pan provincial pandemic plans in all 13 provinces and territories in Canada. Every single one of them had a written pandemic plan everyone on them. If you don't believe me, you can go to pandemic alternative.org a group in Ontario built a huge research storage were a website for me back in December 2020. And we went to every government website and we got them and stored them in case they decided to wipe them away and so on pandemic alternative.org, which is a Canadian focused pandemic website. It's only talking and it's called alternative because we were trying to get the message across that there was an alternative way of doing what we were doing in December 2020. And they found me because of the 12 letters I had sent to every premier in this country starting in April of 2020. Saints Stop, drop please phone me. I don't want a job. I just need two hours of your time. I want to give you this presentation. Okay. That's the real aim to minimize the impact of the virus on all of society. You heard within days it switched to be to minimize the impact on the health care system or the medical system. Absolutely wrong aim at the result is what you've lived through. For three years. You get the aim wrong. Everything that follows is wrong. Let's talk about the overarching principles of emergency management. Number one, pandemics happened continuously. This wasn't our first in my lifetime there have been five pandemic territories the word newer home.
That's it peace out.
Each Other fear that you can't work together fear that everyone is a hazard to you. He says in the world in my 27 years in the Army, always with a rifle to defend myself. I was one of the lucky ones. But I watched populations that were raped, burned and destroyed because their governments used fear. Use confidence in emergency management you never ever use fear. Your job is to suppress fear and you suppress fear not by lying to the population. You don't try and diminish what's coming at you. You tell them how you're going to handle it. And that you've got a plan and that we can get through this together and here's how we're going to do it. Okay. Search capacity is a real thing. It's not done by taking stuff from someone else. New surge capacity is developed in every emergency when we have a flood and we need to dike a River all the way from the BC border to Saskatchewan to give them the water for free. We don't Erie roll things. We build new capacity. We get our citizens to come out and help build dikes and it's a new capacity. It's not a rerolled capacity. Mutual Assistance used to be a cornerstone of emergency management. Moving a patient from Calgary to Edmonton is called mutual assistance. It suddenly became evil. It was as if you had completely failed because your hospital couldn't take every patient. We're in the middle of a pandemic of course, there will be ups and downs in every community. Communities help each other. They don't block the movement between each other. constant feedback and evaluation of evidence. These are basic principles that were completely ignored in this pandemic. My bottom line in terms of principles is pandemics are always public emergencies because they affect all the public. They are never public health emergencies. It's absolutely ridiculous. To call a pandemic a public health emergency and public health should never been in charge of all of society. They are responsible both for the health care system policy now. So let's move on to governance. The premier in a province and pandemics health care is a provincial responsibility. So the premiers are in church period there is no discussion. The Prime Minister's in support of the premiers he is not the person in charge of the pandemic never should be never could be does not run the health care systems. The Prime Minister should only have sent support that premiers asked for he shouldn't have forced them into responses by making edicts and handing out $500 billion to get his design for a pandemic implemented. There should have been a task force in every province that was on all of society to respond to the pandemic. What should that have looked like it should have included people from every one of those supporting agencies, governmental and private sector. It should have included a huge team of the biggest brains in the province. And their knowledge in terms of all of the impacts on every one of those blue tubes should have been brought together. What did we do instead we put the medical officer of health in charge who gathered a group of doctors, nobody from the power grid nobody from water supply, nobody from municipal order of government, nobody from all the other supporting agencies, and they made designed a response to protect themselves. Public health is supposed to protect the citizens citizens aren't supposed to protect public health. The coordinating season would have supported that task force the coordinating see would then run the full provincial response. They never did. Hazard Assessment. Let's go back to what we actually knew in February of 2020. How did I get this top secret information? I use this every one of you could have done this. The key is the information was readily available. These charts coming out of China. You simply picked up your phone you type Coronavirus, remember it wasn't called COVID Back then Coronavirus, death by h and then you typed in Italy, Spain, China, whatever and you'd get these. This is in February 2020. We knew what was coming. Look at the people who are dying over the age of 70. What are they dying with severe multiple comorbidities. This was February 2020, readily available updated routinely Okay, I did a snapshot then. And this is in the document I originally sent to the premiers to try and say hey, what are you doing? You need to be doing target focus protection and we'll get to that but we knew then. Was that just a random sample every single week. Starting the first week of March, the World Health Organization produced these tables every single week. You can still get them they're still available and their way of a worldwide who's dying really old people. In fact, the average age of death in Canada is 82 years old. With three or more multiple comorbidities, severe multiple comorbidities. Nothing has changed. This was known the first week of March the second week of March, the third week of March. And what did our medical officers of health do? They tried to convince us that everybody was at equal risk. absolutely untrue. One of the comorbidities that's missing from this chart, and which is an extremely important comorbidity, but we don't talk about in North America because it's considered fat shaming is obesity. 83% of the people who've died in Canada and the United States in fact, it's 87% in the United States and died obese, that means their BMI was over 30 So what did we do? We closed all the gyms we told them, they couldn't go outside and use the walking trails and we gave them absolutely no feedback on how to make themselves healthier in terms of diet and exercise. We did exactly the opposite. We knew what the comorbidities were and that we needed to really look at those comorbidities and build surge capacity for them while we were building surge capacity for COVID because they were going to be impacted. We did exactly the opposite. People saw the terrible pictures coming out of Italy. The people dying in the streets. Who were they? There's from May 2020. Okay, but we knew this in February. We do this in March. It's really old to people with severe multiple comorbidities. Did that actually changed? Here's the same chart from May 2022. No, it never changed and yet the narrative coming out of our MOH never changed either. This is a slide you've seen in other presentations is now been taken down and every one of my slides every piece of information and data you'll see I put the website right on it so you can go get it yourself. But this is no longer available. It shows that people without comorbidities simply aren't the same level of risk. In fact it's miniscule risk. This is the latest and I've stopped updating this chart. This is at the end of three years. So this is March of this year. And what you see is Canada's data as a country. But what's really interesting on this, if you look over here on the right hand side, you will see that it says that as of the end of March there was 52,000 Canadian state of COVID and that's the number that Theresa tam still uses to scare the hell out of you every day that this is a horrible disease. But quietly behind the scenes every province and territory in Canada has been amending their data. If you see the number on the other side circled in red, this is from exactly the same day off of exactly the same website from the Government of Canada. You'll see that it's 36,000 died not 52,000 Why is that? Because they're very carefully now removing all the people that died with COVID Not from COVID. Okay, so they're cleaning up their act before we come looking for them.
So let's move on to mission analysis. Now this is the meat of the process. Whether you're attacking an enemy or the enemy is COVID mission analysis is where you break apart all your tasks given and your tasks implied. Just the what never the how. And you do this with the smartest people in your province. Okay, this is where the taskforce and I did this for counterterrorism with what I call 26 of the smartest people in Alberta on September the 12th 2001. The following day, I was made the director of counterterrorism for Alberta which I ran implementing the plan that we wrote in the first two months over the next two years, but I led them through mission analysis. What does it look like? You sit there and you are first given you with your tasks given? These are the four tasks given that were written right into the Alberta and every province and territory in Canada had a plan just like this with the task given in preparation for the next pandemic? control the spread try and reduce morbidity. But appropriate prevention measures is a key word there and I highlighted it with appropriate underlying quotation marks. We'll talk about that. Mitigation of societal disruption through the continuity of critical services, not the closure the continuity people are going to get sick with this new virus. How do you make sure you can continue every activity in every business while people get sick? The critical infrastructure you have to make sure you have backups and backups. So you need surge capacity and every piece of your critical infrastructure the people piece okay, because some are going to get sick, you're not going to close them down. You're not going to send healthy people home. You might in fact order sick people to come to work while you sort of isolate them because you don't have enough people. Okay, exactly. The opposite, minimizing the adverse economic impact. I almost laugh every time I read that one, and making sure there's effective, effective and efficient use of resources. We failed at four out of four. Those were the tasks given in the rewritten pandemic plan in Alberta and are similar in every other province. So you do have to rip those four tasks out into the detail required. So what does that goal number one turn into? And this UCP etc. This is one person's brain. Imagine if you had 26 of the smartest people in that provinces brains to pull from? This is just my brain. Okay. Number one, how are we going to care for those most at risk? We knew exactly who they were. How are we going to develop over here on the other side? A risk analysis for the population so that our family practitioners can date our family practitioners know, we know that most of our seniors that died were in long term care homes. So right away, we should have been developing plans and bullet one for long term care homes with the people that run the long term care homes. Right? public, public for profit, private for profit pirate for nonprofit, three groups, bring them all together. Bring the unions and bring all the best experts in and build a plan to get us through the first wave. Then we'll figure out the second way. But over here, what about all the seniors that were living in multigenerational homes that were living at large on their own in their own houses still, family practitioners knew exactly who they were and where they were, they were their doctors. We should have been developing for our family practitioners, good advice, common sense things and trying to figure out ways to help them. But down here on the very bottom on the left hand side, the development of treatment. You're going to hear from a whole bunch of doctors and talk about a whole bunch of possible treatments. But one of the things that no province or territory in our country did was peer reviewed analysis of potential treatments worldwide. We should have had an intelligence agency watching for every country in the world and how they were managing COVID And whatever treatment options they were finding, like ivermectin, the terrible AI word, but all the other ones and we should have done peer reviewed studies to see which ones work and even if they only did 3% Just like an AIDS when you add five 3% options together, you get a really effective treatment. option. And other countries in the world figured this out. But we never did. We did exactly the opposite. Our medical officers of health never did this test, implied matrix and never develop teams to go and study how of go through the next ones. Quickly. But no one ever contacted the electric system operator in Alberta or any other province in our country to make sure they'd have enough people to get through the pandemic. Good thing they did. If our power grid had collapsed, it would have been awful but even more importantly water supply as a municipal responsibility and our municipal order government was excluded from the entire planning and execution process. Most water treatment facilities and most municipalities have two or three experts that run them. Emergency Management Alberta knew them by name. They were never included in the process. How do you make sure you do not close business continuity is the word not closure. And I mean for every business but there will be some like tourism what other people other countries do would have affected our tourism industry and we should have only supported those industries that had to close because they simply couldn't exist with the clients that were going to show up at their door. Okay, but we should have ensured continuity of every other business. And we needed to make a list of them in the tasks given an implied and how do we manage critical resources while we watch ourselves fail? Completely on that repeatedly. But the second portion is after you've done your tasks given you have to do the tasks that are implied that aren't in those first four. And this is a standard template of tasks implied for every emergency, every single emergency, okay. And Emergency Management has this list and always does it and sits down with the task force that's assigned and walks them through it and says okay, these are the weights can you think of any more and then we build groups to go away and bring back options to do this. The most important are protection of rights and freedoms and suppression of fear. Both completely never even considered. I was the director of counterterrorism for two years in the province of Alberta and worked on both sides of the border personally briefed Senate and Congress in the US on what we were doing in Alberta to sustain our oil and gas. I personally briefed the American ambassador. It was always made very, very clear to me that security, Trump's trade, but on top of that, all that time in two years, what's the most important thing in counterterrorism? You never deny a charter right or freedom? Because if you do that terrorists have won. That's what they were trying to do. They were trying to destroy our rights and freedoms and destroy our faith in democracy because they don't like it. We handed the response to this pandemic to our medical officers of health and what did they do? They immediately destroyed our rights and freedoms worse than any terrorist attack ever could have done. The next thing you do is develop options. So you take all of those teams that you break out of that huge list of to dues you put them into groups, you bring the smartest minds for each one of those red bulleted tasks, and you send them away for a week and they have to come back with a costed plan. But that plan is including multiple options. There's always more than one way to skin a cat. And so for every option, you have to do a full cost benefit analysis. So the premier can say okay, this is what we're going to do for long term care homes. And this is how we're going to manage critical infrastructure and this is how, but they pick the option that they think will best protect all of society remember the mission statement. So your elected officials are given the options and in the box below indecision, it is the elected officials that decide which option for each of the groupings of tasks but the cost benefit analysis is how they make their decision. So we had pre written plans before this pandemic that told us all of this information and put it together and had done part of the cost benefit analysis for us. Built on the really, really, really hard lessons learned from those previous five pandemics. Those plans, in fact highlighted the use of a word that you now call lock downs but which I have always called non pharmaceutical interventions. Okay. They had been studied inside and out for 20 years. The document you see on the left was last updated and issued worldwide in September 2019. The 15 NPIs that you see listed on the right hand side of the chart are shown in green for ones we should have used in this pandemic orange, which are partially applicable and I'll talk to when in specific and red never should have been used for this pandemic. That document on the left is 60 pages long and it discussed each one of those 15 separately in detail. You can get the document for yourself and says things like for workplace closures. Closures should be a last step only considered an extraordinarily severe pandemics. We did it as a first step with absolutely no cost benefit analysis.
Let's talk about face masks because everybody likes to talk about face masks and the first two years I never mentioned face masks. Because then everybody just thought I was a conspiracy theorist facemask have no effect for a virus of the tennis type. They have an effect for other viruses but not for this virus. And we knew that from this document. Okay. This is a highly transmissible virus that they aren't applicable for face masks in orange because in a hospital setting worn by healthcare practitioners, practitioners have the right type of mask for a limited duration put on by assistance taken off by assistance and disposed of immediately made sense. The document clearly said should never been used in the general public because they cause massive societal impacts and damage and have no noticeable gain in stopping transmission.
Okay, sorry, gotta go back just for a sec. What was the worst thing we did? We destroyed our children. That's why I circled that one. The socialization and the development in elementary school, junior high and senior high and what we've done to our children will damage them for the rest of your life. There are many studies that show that one year loss of education causes a five to 15 year decrease in economic ability earning ability for that individual and a three to five year decrease. In lifespan. So until our children die, unless we do something to correct what we have done. This impact will exist on them. And we didn't do it for one year. We did it for two and in some cases three years in our own country. But we knew that from the study of the NPIs that all of those NPIs would have a very insignificant effect on transmission of a virus of the type of Copus COVID. So we knew that in September 2020 September 2019, we should never abuse them. But after the first wave study after study after study compared non lockdown to lockdown countries and showed exactly the same thing and you've heard from Dr. Jay Bhattacharya previously, this is him. But this was after the first wave but folks there was this is another 35 wave after wave after wave proviene that locked down to non lockdown countries and I'm sure you've all been told there was no lock non lockdown countries in the world but that's simply a lie. That many countries in the world didn't use any of the nonpharmaceutical interventions and came out exactly the same in terms of transmission. But what we know now, and what we knew in September 2019 in a 60 page document was that non pharmaceutical interventions cause massive collateral damage and I'm not going to go into it. Your your testimony from all the others. Well, I'm going to do is send you that I put them into these five bins and you can collect all the damage, the mental health damage that we and we knew would happen. And so to me, that's individual. That's each person, the fear you have of your neighbors the fear you have of each other the peer you have that we're going to do this again to you societal fabric, the tearing apart of our society in our democracy, the people who had other severe health conditions that we ignored and who missed diagnosis and treatment our children's development important their academic development but far more important, their social development and our economic well being as individuals businesses net as a nation and I come back to the fact that we doubled our national debt. Don't think that won't have a forever impact for at least the next six years. And this isn't one or two or a few witnesses. There are hundreds and hundreds and hundreds of studies all been collated for us that our mainstream media continues to ignore. I end this portion with there should have been a written plan issued through the mainstream media to every citizen in every province, saying how the premier was going to lead the response to the pandemic and inviting feedback from the citizens. This is what we're going to do for the first phase. We know there's going to be a second phase and probably a third phase. But in the first phase, this is what we're planning to do. This is how we're going to try and walk our way through the first wave till we know more and we invite your feedback. It should have been in every inboxing every citizen in each province and territory. You've never seen a written plan by any province or territory. Therefore you've never known what the government was going to do. You just knew that it was not going to be in your best interest. So let's go to the third part and I'm going to go through this quickly. First of all, I want to give you a perspective because you've heard this from many people, but I'd like to collate things for people so they understand modeling. Everybody talked about modeling for the first two years and how we were all going to die. The Imperial College of London model had been completely debunked it had been shown to be wrong. In every major emergency in the past 10 years. The model outputs always predicted horrible, horrible situations. That model should never been used. We knew it was completely flawed and yet it was used by every province and territory in Canada by the medical so officers have helped to tell you you are all going to die number one. You never use fear in a pandemic you do exactly the opposite. I'm an engineer, okay. We use modeling all the time. That a model not that one. Should have been used to predict the surge capacity that was going to be required. You didn't care. It should have been invisible, getting more hospital beds getting more this but the premier could have said you know we're developing real new of surge capacity and that's confidence, but you never use a model and release it to the public to terrified the evidence constantly proved the model wrong mainstream media, the medical options of health and the elected officials ignored the evidence every single way and we use that model how dare they the infection fatality rate was known for people under 65. The infection fatality rate of COVID was known to be less than seasonal influenza. For people over 65. It went up but never became much worse than seasonal influenza. And yet we did nothing to protect them. We never did targeted, focused treatment options for our seniors. The daily death count was used as nothing more than a terror weapon and was never put in perspective to other causes of death. Non lockdown results from countries like Sweden places like Florida were intentionally ignored and never talked about by your medical officers of health or your prayers. And saving our medical system was the Contra mantra and I can do this for every province. But Doug Ford is such a perfect example. He was standing in front of the camera crying, telling people in Ontario they weren't walking down long enough, hard enough and deep enough and that they had 17 150 People in acute care beds. He never once mentioned that there's 22,357 acute care beds in Ontario. When you ignore perspective, you can create terror. But if you were told that there's 2000 beds used another 22,000 beds, and you're still saving the medical system, it would have caused you to question the response. perspective was intentionally denied. This is a cartoon that circulated all through Europe. It didn't circulate in North America. I have friends for the last three years all over the world. This was sent to me and you see Boris Johnson back in the first wave trying to decide to lock down or not locked down but really he only has two options locked down. Or option B is locked down and the elephant in the room is sweet. elfin Scott, the little Swedish flag there because they never locked down, right. That's the elephant in the room. So what did happen in Sweden? They've they decided in 2022. The pandemic was over in Sweden so they don't report anymore. Look at the number of young people that died. Look at the number of old people that died. They never or mass. They never did school closures other than the senior high schools for two weeks in the first wave. They never did any ordered workplace closures. They never did social distancing. He recommended a doctor technol who ran the response. And the response he ran was exactly what the Alberta and every provincial plan said we were going to do. He followed his plan we threw hours away. They don't have an increase in mental health issues like we do increase suicides, increased overdoses, increased spousal abuse, increase child abuse, they don't have that because they didn't do that. And they came out of this economically better than all of their neighbors. In here. Let's do a fast comparison to Alberta. If you normalize the population between Alberta and Sweden, Sweden had less COVID deaths if you actually believe the case count numbers that we have in Alberta, and Canada, I can do the same thing for Canada. Alberta came out worse than Sweden. In straight COVID deaths. Forget about collateral damage. Okay. Yes, they have a much older population than us, and they did not do targeted protection. Dr. technol has personally and publicly apologized for the lack of targeted protection in the first two waves, which caused many of their seniors to die needlessly. But how did they do overall? This is cumulative excess deaths. Look at Sweden and look at Canada. I let you make your own decisions. This is from 2022. You've saw India you saw bodies floating down the Ganges in the terror that our mainstream media and our medical officers of health using India as a terrible example. India had three times less COVID deaths per capita than we did three times less with 36 times the population and 1/3 of the geography.
You don't hear them talking about that perspective is never been allowed. Why did they do so much better? They only had 2.8% vaccination rate when delta hit India. They did treatment. They did massive treatment population wide. And we denied the ability to do that in Canada, our MOH and our College of Physicians and Surgeons fired doctors if they did. Fast comparison to other things traffic accidents top left heart disease the other side. Even if you are between the age of zero and 60 You were three times more likely to be a traffic vehicle fatality than you were to die of COVID but we didn't aren't didn't see our government. Sean's opening this morning our government didn't ban cars. You were three times more likely to die in your car. They should have taken our driver's licenses away. And let's do one last comparison to pneumonia. Pneumonia worldwide. 2.5 million people die every year of pneumonia. COVID was less than pneumonia. And yet the World Health Organization as we speak is getting sovereign countries to sign a new agreement that they will give up their sovereignty and allow who to run the next pandemic based on this extremely successful model of the use of NPIs. Worldwide sooner. longer and deeper. candidate is about to assign that agreement we didn't close the world for pneumonia. Why not? My final slide conclusions. We discarded emergency management and it has cost us dearly. The aim right from the very start was obviously flawed and yet no one challenged it except for I say no. A few of us challenge that. Most of us sitting in this room didn't believe it. But our citizens didn't. As a group to hazard assessment we should have protected our seniors immediately and I'm prepared to talk about what I mean by that in questions. If you're interested. But remember, I'm the guy who said you never deny a charter right of freedom unless the individuals agree. The Oakes test is the minimum standard it has been thrown out. Every single charter right before it's denied must pass the Oakes test there has never been a single Oakes test for a single charter rate of freedom that was denied. Not one. Lessons learned we throw away every lesson we'd learned and there's no point in running the lessons learned after this pandemic. Because the only lessons we will learn if we let our governments do it now is exactly the wrong lessons. The use of API's were known not to stop transmission, but to have massive, massive collateral damage. To use them over and over, in my opinion is criminal negligence causing death and we need to hold accountable those who did it. Our Prime Minister, our prayers and mRh are those responsible people and they need to be held accountable. If we do not immediately and vigorous ly remove the belief in lockdowns, we will redo this and not just for a pandemic. We will redo it over and over and over and our citizens will be compliant. The presentation that I've just given you is based productive primarily on a paper I wrote July 1 2021 and sent to all the premiers in the mainstream media. Kathleen Kennedy's deadly response. It's 130 pages. You can get it at that link that you see. It's been used in court cases against MOH and premiers across our country and the other supporting documents. I stand ready to answer your questions, commissioners. I would point out that I have never talked about vaccines once because in emergency management, you never count on a vaccine. A vaccine takes five to 10 years to develop if you're using proven technology they take 10 years plus if you're using new technology and a pandemic is long over. Before you ever get a vaccine. You may wish to have a vaccine if the virus is not a constantly shifting and changing virus. The chief medical of the vaccine program in Great Britain said in August before our prime minister called certain people in our republic racist misogynist people with unacceptable views. The medical officer of health in Great Britain said the Coronavirus is now the sixth form of the common cold. We need to learn to live with it. There never will be a vaccine. We've never had a vaccine for the cold. But I've never talked about vaccines because emergency managers know they come too late. You have to deal with the development of herd immunity long before you ever will get a safe and effective vaccine. Ladies and gentlemen, your questions please.
Well, I get to go at your first statement. One thing that struck me is his you showed data there that just the regular pneumonia that we live with for entire life is responsible for more deaths during this pandemic than COVID. Is that correct?
Pneumonia worldwide, has always been a larger threat than COVID. In Canada we had a more successful rate because of our for one strain of pneumonia. There is a very good vaccine. And so we've had an ability to reduce the ammonia deaths pneumonia deaths in Canada but worldwide COVID was less more or less of a risk than pneumonia.
Now, in every year we have I think you called it the seasonal influenza and we have I call it low vitamin D season but people other people call it flu season. But basically we have a season where we have influenza and we have a number of deaths in Canada. But did I hear your evidence right that for our regular seasonal influenza for persons under the age of 65 that COVID was more of a risk to those under 65 All right, less of a risk than seasonal an employee. That was too long. So I'm just going to rephrase that question.
So if I actually answered the question in previous presentations, which many of you have seen that I have given for the past two years before I stopped doing public presentations in February 2022? My I always had a graph which showed the seasonal influenza curve from the past five years, and I overlaid it with the COVID curves. And so in terms of transmission of the virus and it's in my position paper the there's a there's no distance between the lines COVID went up and down. No matter in Canada no matter how hard we locked down no matter how soon you
