We have a number of tools. One of them is the situation reports that we prepare, produce, and share with the provinces and territories. When there is uncertainty, having clear and common information is very helpful in making decisions and avoiding surprises.
We are also in the process of assessing the pandemic plans of departments. We're going to them with a series of questions that are very clear and lay out what we need in order to assess whether or not their plans are of quality.
We also have a regular--I don't like to use the word--battle rhythm. Whenever we meet, we do a situational assessment. We invite people who have something to contribute to that. Then we look at what needs to be done and what's coming up. Depending on the input to that situation, the reaction or the actions we take will vary. If we have few employees who are sick, then the situation is fine and normal. If it increases, then we have to look at the impacts of that. It may mean that we need to talk to individuals we haven't talked to before. We may need to have greater contact with the private sector because there may be impacts on the critical infrastructure, or there may be interdependencies that may be affected.
You were using the word “dynamic” before. There is not one plan; there's an overall approach. But there are some systematic things that we are doing. We're also spending time talking with our neighbours in the United States and Mexico so that what we do in Canada is aligned from a medical and an organizational perspective. We live on a continent; it's much more than just country by country. Health issues are broader, and administrative issues can have an impact on the other country.
So that's how we go about it.