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Page 12 of 25
F. STAFFING
- “With a slow-onset emergency like this, it’s difficult to know whether to set up shifts or not. When you’re starting down the road with this sort of thing ... you say ‘we’ll start to deal with this,’ and then it’s getting worse and it’s getting worse ... and the next thing you know you’re up to your eyeballs in alligators.”
Scott Cowden, Toronto Fire Service
- Staff shifts must be in place if the emergency is going to last more than 24 hours. Rotate staff and set up shifts early so staff don’t burn out. “People made the mistake of thinking this was going to be over soon and over-extended themselves.”
- Don’t be afraid to let go – appoint an alternate (or two) and then step down and rest.
Glenn Gow has done some soul-searching about why he was unable to delegate more of his own duties during the emergency. He has already set up a system whereby he (or any future fire chief) will be relieved more frequently during an emergency, but he still wonders why he delegated so little during the ice storm, and reflects on how hard it is for chiefs to give up control of an incident when they need rest. ‘I don’t think it’s in our nature for chiefs, or even deputy chiefs, to leave it. But the point [is] that if you don’t get other people involved, you can think you’re doing a good job, but other people can realize you’re taxed and you’re fatigued.’
Glenn Gow already monitors his fire fighters for fatigue every 25 minutes during most incidents, so he understands the need for rest and recuperation. His fire fighters carry half-hour cylinders most of the time, and this forces them to come out of any structure fire on a regular basis. “The reason I do is I want to see my fire-fighters every 25 minutes in a burning building, and the reason I want to see them is to see what condition they’re in and to see if I want them out or in. Fire-fighters traditionally will not give up. They’re usually past the point of no return before they’re willing to say anything, and then it’s too late for them. And I still think that most of the fire-fighters that are not injured but seriously trapped in a building, are in that position because they went past that 50 per cent recovery part, and the point of no return. Then not to do that myself is kind of the [most important] thing to do, because if you don’t have a capable staff to replace you, then you’re a failure as a chief, and I don’t happen to think I’m a failure. So if that’s the case, then why didn’t I use them more than I did? A number of them were prepared to do the job for me, and I did use them in a couple of instances and knew how great it was for them and me. I just need to do more of that. So that will happen. That will happen.”
from the interview with Glenn Gow, Fire Chief, City of Kingston
“About his being relieved after 48 hours on duty, Brydges said that he was a little resentful. ‘You do take ownership of a part of that (the emergency response). It’s not that you don’t think that the other people can do that. I’ve been with different governments, federal and provincial, for 34 years. That’s probably the first adrenaline rush I ever had. There was so much happening and it was so gratifying… that you were helping somebody that was beyond helping themselves. You tend to take the ball and run with it, maybe even more than you realize yourself, until somebody wants to take the ball away from you. (After the weekend off), I left home at 4:00 o’clock on Monday morning so that I would be here really early. I was glad to be back. I don’t remember feeling like that for a long, long time.’”
from the interview with Wayne Brydges, Ministry of Transportation
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Have visible ID for responders, including volunteers, ready to go. The presence of people in uniforms is reassuring. Use auxiliary police.
- Make sure staff is well informed about what is happening. Brief and debrief each shift. Greet each new shift and explain what happened and why.
- “Even when it seems there is no time, find a way to explain [to staff] those decisions that might seem mean-spirited. Explain to staff why they are no longer included in decision-making.”
Hospital Quarterly, Dave G. Hunter, Delores MacDonald, Linda Peever- Spring 1998
- “Those giving instructions must use a different form of communication than usual. Since staff members are being asked to perform unfamiliar roles while preoccupied with the emotions and concerns related to a crisis, directions often have to be more explicit and step-by-step in detail.”
Hospital Quarterly, Dave G. Hunter, Delores MacDonald, Linda Peever-Spring 1998
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Try to give all staff the opportunity to help out.
- [In a big institution] set up a system to co-ordinate staff so you know who’s there and what they’re doing.
- It is crucial to look after the personal needs of workers – shelter, food, hygiene, sleep, and relaxation. Provide the best food and accommodations you can. Ensure clothes can be dried out.
“Concern for the patrol staff was also a major concern. After day-two, Dave Norlock was able to inspect conditions east of Kingston. He found the patrollers cold, wet, hungry and tired. They had no water. They had no light. They had no way to dry their clothing. And they could not use the toilets. The Regional Group quickly got generators to the patrol yards and, through the Ministry Group, got relief patrollers to volunteer from other all over the province. The patrollers from Summerstown worked five, straight, 24-hour days before they were relieved for three days, after which they returned to work. The command centre staff were unnerved to learn that the patrollers were working in such terrible conditions, trapped at work while their families were trapped at home. Many of the patrollers were also farmers with livestock to worry about.”
from the interview with Wayne Brydges, Ontario Ministry of Transportation,
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Provide a place away from the shelters, where workers can eat and relax.
- Provide parking for extra personnel and equipment.
- Have a central meeting place for workers, for briefings and debriefings – a central eating place worked well for this.
- Deliver hot food to workers in remote areas.
- Provide a local supervisor (or worker) for each out of town crew.
- Support the families of workers; communicate with and look after them (set up a shelter and day care for them).
- Organize volunteers. Handle large groups (eg. RMC cadets) separately from individual volunteers.
“There were many groups of volunteers who tried to help but were lacking leadership or appropriate scheduling of work…and direction”
Vladimir Weisser, Manager of Technical Services, Public Works Department, City of Kingston
- Motivate volunteers – focus on the positive.
- Do background checks on volunteers through the police and social services.
- Pair volunteers and identify them physically.
- Create ownership by having volunteers do the same job all the time.
- Assigning work crews to specific areas helped create ownership of the work.
- “Ann Gay got the opportunity to work along side people she normally wouldn’t have had the opportunity to work with. She says it didn’t matter whether you were a vice-president or a floor cleaner, you were all in it together.”
from the interview with Ann Gay, Kingston General Hospital
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Need people who know where resources are.
“He doesn’t know where the maps came from. ‘It was one of those situations where I found myself a couple of people who knew where things were in Kingston, and I latched onto them and basically said ‘you’re mine.’ ... I don’t need a whole lot of high-level commanders. What I need is a couple of Radar O’Reillys. They don’t have to be in charge of anything. But you need the people who know where the resources are. They’re the ones who really come in handy.’”
from the interview with Scott Cowden, Toronto Fire Service
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There is a need for a consistent policy for the treatment and compensation of employees during emergencies.
“The Provincial Emergency Plan did not contemplate human resource implications of a widespread, prolonged disaster. The Eastern Ontario Regional Directors have recommended that sub-policy be developed under the provincial emergency plan, which would clarify the rights and entitlements of provincial employees under similar circumstances in the future.”
Kathryn Moore, Ontario Ministry of Transportation
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Ensure there is no lingering resentment over differences in compensation for people who worked during the emergency- both staff and volunteers. Ensure that people will be as willing to give of their time during the next emergency.
- There is a need for administrators to decide whether to make staff come in (if that option exists) or to let them decide for themselves whether their own personal situation or their own communities take precedence.
- Be aware that there will be different work cultures amongst responders. The police can help bridge the gap between civilians and the military.
“Hospitals should be aware that there will be a sudden blending of cultures that will require compromise, communication and patience. (We almost towed away military vehicles persistently parked in our fire lanes, but the CEO was scared of drawing small-arms fire.)”
Hospital Quarterly, Dave G. Hunter, Delores MacDonald, Linda Peever-Spring 1998
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There was difficulty in the transition period near the end of the emergency when some staff were still working on the emergency, and others were trying to do their regular jobs.
- Staff who acquired more power and decision-making authority during the emergency found it difficult to go back to their regular jobs.
- There is a need to ensure all workers are thanked for their efforts and recognized, not just the hydro crews.
- “Being adaptable was key to being able to be of real assistance”.
Debbie Lavallee, Children’s Services provider, Social Services, City of Kingston
- “The value of generic, multi-skilled knowledge workers was demonstrated by the Ice Storm.”
Wayne Barnett, Administrator, Kingston Psychiatric Hospital
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Have hard hats available for responders working outside (e.g., Volunteer fire-fighters, police officers).
- To respond effectively try to make sure your own personal situation is looked after.
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