III. Lessons

A. TRAINING AND PLANNING

( i ) Training

1. Prior training proved to be very useful. Several responders said “Emergency training was key.” (Most responders had no previous emergency training). There was universal praise for the emergency courses given at the CEPC in Arnprior from all those who had taken courses there.
2. More municipal employees and politicians should receive emergency training.
3. Council members should be trained to communicate with the public.
4. All new municipal politicians and staff should receive some emergency training.
5. At least 2 staff (preferably 3) should be trained for each position set out in the Emergency Plan to allow for: people being unavailable; shift rotation; and staff turnover.
6. Train collectively.

   “[Al Melvin] stressed the need for people to get formal, collective training. The police and the military are usually in a leadership role, but collective training could make their jobs easier because each person or section will understand what everybody else does, and this will prevent duplication of efforts: ‘When you break down the emergency operations center, you have got your logistical support staff, your media relations, communications; you have got people who are taking care of generators, supplies, break all that down onto a chart to show exactly who is where, who is doing what and who is responsible, and have them train collectively in that format. We never really saw, until the first week, an actual break down. When we moved over to the Pittsburgh Gore Road office, that’s when the actual structure came up on a board. We said, ‘okay, here is the actual structure, here is the EOC manager,’ so we knew where we were on what we call the food chain. But I think it is very important that you have that flow chart, that chain of command, if you will, that structure before the start of it.’”

   from the interview with Constable Al Melvin, City of Kingston Police

7. Mock disaster training proved to be beneficial.
8. Training in running shelters is needed. (Health Canada has a series of publications available that deal with emergency lodging, food, clothing, personal services and registration and inquiry)
9. Parts of Emergency Plans should be exercised regularly – plans can then be fine-tuned.
10. Train skilled volunteers for emergency work.
11. Train all municipal employees in first aid and CPR and cross-train employees so they can operate numerous pieces of equipment.
12. Train responders in the legalities that effect emergency response. Issues arising during the Ice Storm included:
    1. can/how do you force someone out of their home
    2. legal position of volunteer workers
    3. legality of commandeering resources
    4. legal position of municipal staff working in another municipality

       "Establish and appoint key leaders and decision makers. As some managers will not be available, all managers need a working understanding of certain other departments to enable them to cover areas not normally within their jurisdiction. They need enough knowledge to be able to determine what procedures can be streamlined, what are the core essentials, and what can be deferred. This sort of flexibility comes from long-term team building with clusters of people. Both managers and staff have to know they can make decisions and will be supported.”

       Hospital Quarterly, Dave G. Hunter, Delores MacDonald, Linda Peever-Spring 1998