By Sean Maraj

As the Coronavirus pandemic progresses, there have been increasing calls from the media, and even musing from Prime Minister Justin Trudeau, to invoke the Emergencies Act (EA).The Emergencies Act is a move of last resort that brings significant implications both from a civil liberties and operations standpoint. 

            Passed by Parliament in 1988, partly out of good luck and the reluctance of successive governments, the EA has never been used nor tested. To understand why, it’s important to take a closer look at the history leading up to the creation of the EA itself. Previous to 1988, the biggest tool in the federal government’s emergency management toolbox was the War Measures Act 1918 (WMA). The WMA, among other things, gave the federal government extraordinary powers in areas normally reserved for the provinces as well as the ability to encroach upon accepted civil liberties. It was used three times – during the two World Wars and in response to the 1970 FLQ crisis. The FLQ Crisis is the most relevant to this discussion as it is the only use of the WMA in response to a purely domestic emergency. Using the WMA, the Canadian Forces patrolled city streets in Montreal, curfews were imposed and one of the greatest mass arrests in Canadian history occurred – in short it was a civil liberties nightmare. It could be argued that the creation of the Canadian Charter of Rights in 1982 was in direct response to the events of the FLQ crisis. Yet in the immediate years after 1982, the WMA remained untouched and could be still be used to circumvent the Charter. 

            The Emergencies Act was supposed to be the answer to the events of the FLQ Crisis. It was designed to be a more nuanced tool. Whereas the WMA was a “one size fits all” type of tool, the EA with its four categories of emergencies (public welfare, public order, international and war) reflected a greater understanding of the dynamic nature of modern emergency management. Still, during its passage several civil liberty scholars like Herbert Marx and J.P Frank were not completely convinced that the EA fully addressed the issues which occurred during the FLQ crisis. Since 1988, and until now, the federal government has faced at least two situations which taken into historical context could be considered reasons to use the Act. The Oka Crisis in 1991 and the 9/11 attacks. In both cases the federal government for better or worse relied on different tools – showing a reluctance to be seen as grabbing power from provinces or revisiting the same troubles which occurred during the FLQ Crisis.

            From an operational perspective, the health portfolio and thus managing the pandemic falls under the power of the provinces. Provincial health authorities are the experts within their jurisdictions and still remain best suited to containing the pandemic. Using the EA would put Ottawa in the driver’s seat where the expertise may not exist to address the specific needs of every region of the country. Instead of taking away the operational control of the pandemic away from the provinces, Ottawa should continue to use such tools as the Quarantine Act to control our border as well as act as a coordinator in providing resources to the provinces.  Should provinces require assistance in terms of enforcing social distancing measures, they can call for military assistance under Section 275 under the National Defence Act which supports “aid to the civil power.” In that circumstance military forces would fall under the authority of the provincial Attorney General. 

            While it’s indisputable at this stage that the current pandemic represents a national emergency, both for historical and operational reasons the Emergencies Act is unsuited to be used in the current situation and could be a catalyst that makes the cure worse than the disease.

Provided by Frontline Resilience

1. Reach out before you hit the wall As frontline first responders, we are driven in service to our communities and to help those in need. We have a remarkable capacity to run on empty and put others before ourselves. While we know that we ought to care for ourselves, often there seems to be a situation more urgent than our own, someone who needs us more than we need ourselves, or perhaps it might feel selfish or burdensome. Running on empty is a survival strategy but not a sustainable strategy. It is the most assured way to hit your wall – reaching a point where you can no longer effectively function in your role. You must care for yourself along the way, within reason, given the multiple demands upon you.

2. Be proactive Schedule “check-ins” on a regular basis – they might require as little as 15 minutes each day. Acute stress reactions are rooted in a physical response to stress. Early intervention can help sustain your health and functioning so you can better perform your role. Do so with a mental health professional versed in EOC operations, pandemics, and early intervention. Your role in the EOC places unique responsibilities and demands upon you. The person you lean on for support needs to fundamentally understand the implications of life in the EOC.

3. Protected sleep It’s a myth that going to bed overtired results in better sleep. It leads to reduced restorative sleep and more awakenings. This increases your fatigue and it becomes a vicious cycle in which fatigue becomes progressively worse. A related issue is feeling “wired” when sleep deprived. This does not mean you are flourishing on minimal sleep, rather it’s an indicator that you’re grossly overtired. To the fullest extent possible, set aside protected sleep time. Practice sleep hygiene (e.g., room darkening blinds, white noise, disable non-essential phone alerts). Educate families that sleep is a safety issue, not a luxury. Consider proactive pharmacological intervention to prevent over exhaustion. Options might include sleep aids suitable for shift workers and anti-anxiety medication to calm your thoughts. Avoid stimulants or “uppers” unless prescribed.

4. Stay abreast of developments There is potential for some to succumb to the gravity of the situation, developing a sense of impending doom and forecasting worse things to come. This is rooted in factors such as catastrophizing, negative thinking, and a sense of helplessness or inability to substantially impact outcomes. Maintain your forward focus and growth mindset. Stay apprised of evolving evidence, best practices, and progressive developments in the field. Be sharply focused on your target – the preservation of life – while remaining grounded in realistic expectations. 1-833-FRONTLN (376-6856) www.frontlineresilience.ca

5. Direct exposure Depending on the situation and your role within the EOC, it is possible you may be offered the option to participate in a site visit for informational purposes. It is important to be honest with yourself as to the impact this will have upon you. For some people, a site visit provides a clearer perspective to inform their role and operational decision making. However, for others it can be both physically and psychologically detrimental. Before this decision is made, please carefully consider the value specific to your role and the potential impact upon you. Similarly, limit your media exposure to what is essential for the effective delivery of your role.

6. Stay connected It is important to stay connected during a pandemic, despite the fact your available time is limited. Focus connectedness on those who truly understand and support your role, those with shared comprehension of the situation at hand, and those closest to you. It is common to feel torn between your duties related to the pandemic and concerns for the wellbeing and safety of your loved ones. Address your concerns about your loved ones to the fullest extent reasonable and feasible so that you can best focus on your role. Create balance by ensuring you have quiet time to focus on relaxation, groundedness, and reflection. Outlets such as yoga, deep breathing, and meditation are not merely niceties – they can be helpful in directly countering acute and sustained stress reactions. If you need to self isolate, access a mental health professional who provides services via webcam. This ensures support while upholding community measures to mitigate the spread of COVID-19.

7. Public behaviour Public behaviour during a pandemic, such as resource hoarding, can be very disturbing to us as first responders. We understand the most vulnerable in our communities are often limited in their ability to gather resources whether due to medical conditions, mobility limitations, transportation barriers, or reduced income. When the vulnerable are limited in their access to essential resources, their susceptibility to the virus increases, and consequently their propensity to spread the virus as well. Humans are driven by an innate instinct to survive, which increases exponentially under certain conditions such as fear and the perceived threat of resource loss. Human behaviour can become predictably irrational in a frantic attempt to increase one’s odds of survival. Remember that this is a survival mechanism gone awry and typically does not reflect the personality or values of the individual. Our core value is to help those in need. We are fortunate that we thrive amidst stress and adversity, but this is not commonplace. It makes us unique and propels us in our drive to help others. Your selflessness in service to others is remarkable and you are making a positive impact in our world.

Co-author: Dr. Lori K. Gray, C.Psych. Dr. Gray is a clinical, forensic, and rehabilitation psychologist who focuses on mental health support for first responders, emergency services, and the high trauma sectors. Co-author: John Snider, B.Sc., B.Ed. John is a mental health therapist and first responder who has served almost 30 years in the emergency services. 

Dear Colleagues,

These last few months have been trying times for Ontarians and those around the world, as COVID-19 spread across the globe, and continues to do so, affecting hundreds of thousands of people. This pandemic is putting the very talented individuals and teams of the Ontario Emergency Management community into challenging situations, while testing your capacity, your resilience, and your skill. Emergency management and business continuity professionals across all levels of government, sectors, and the provincial ministries have sprung into action and have taken these challenges head on. We are very proud to be working alongside such hardworking individuals who are passionate about community safety.

You are working long and unforgiving hours in an event that is ever evolving. For some of you, this means pulling out contingency and business continuity plans, updating contact lists, and putting in alternative work arrangements. For others, it means activating your Emergency Operations Centres (EOCs) and working to support your stakeholders, partners, friends and communities. Many of you work in the health sector and are under particular strain. We see you and we are here to support you however you need. The Ontario Association of Emergency Managers (OAEM) will be launching a platform to assist with connecting EM/BC professionals to individuals and resources as needed during this time.

We want to remind everyone in our community to find time to take care of yourselves and your colleagues, both physically and mentally. Many of you know the importance of health and well-being, especially during emergencies, but sometimes we all need a gentle reminder as we get so caught up in managing situations. Take time to connect socially (while practicing self-isolation/social distancing) – call/video chat with family/friends, find a moment to feel gratitude, be sure to give yourself (and colleagues) the positive feedback you deserve, get adequate sleep (as is possible), continue to eat a balanced diet and get physical activity. Please feel free to visit OAEM’s mental health webpage to access resources for your staff.

Thank you to all of the emergency management and business continuity professionals working behind the scenes with your respective teams in the EOCs. We would also like to thank all the frontline staff providing care to those in need, and thank those responsible for ensuring essential services continue to be provided during this time.

Stay safe and best wishes, on behalf of the OAEM Board of Directors,

Katie Subbotina, President OAEM                                                                                                                       Nicole Pinto, Vice President OAEM

Background 

In the midst of the COVID19 pandemic, NGO Alliance of Ontario organizations will need to continue to respond to the needs of communities impacted by overland flood, wildfire, tornado, etc… The current pandemic increases risk exposure during response to NGO personnel, volunteers, clients and the public. While each respective mission remains the same for these organizations, the methods by which this mission is achieved will necessarily need to adapt to meet this new risk landscape. 

Objective 

The objective of this document is to compile current NGO Alliance of Ontario organization best practices to increase safe workspaces to ensure staff, volunteers, clients and the public are protected as much as possible while NGOs deliver services. While it is understood that each NGO will engage their own duty of care planning teams to evaluate and mitigate individual risks, this document is intended to help provide a framework for those evaluations. 

Considerations 

General Considerations 

 Risk management is a real-time discipline and, as such, it is critical to create a feedback loop from frontline to management staff so that safety issues can be addressed quickly 

 Ensure frontline workers are aware that they have the right to refuse unsafe work at any time 

 It is helpful to assign a health and safety lead for every team/task 

 Anticipate that increased health and safety practices with regard to COVID19 will lower overall productivity, leadership must adjust expectations accordingly 

Volunteer/Staff Recruitment and Activation 

 Ensure volunteers and staff are made aware of the increased risk of volunteering and are allowed to provide ‘informed consent’ before they accept a new assignment 

 Utilize health screening tools such as Ontario’s Self-assessment Tool before deploying personnel https://covid-19.ontario.ca/self-assessment/#q0 

 Consider increased online training strategies to ensure personnel understand new risks and procedures before they arrive on site 

 Prioritize local volunteers/staff to limit risk exposure related to domestic air-travel 

 Be conscious of personnel at ‘high-risk’ to COVID19 (i.e. those over 60, those with compromised immune systems, etc…) 

 Document start and end of shift health screening – temperature check 

Volunteer/Staff Travel Logistics 

 Where possible select transportation options that limit exposure risk (driving vs. flying) 

 Organizational/shared vehicles should be equipped with sanitizer and drivers instructed to sanitize surfaces upon each entrance into the vehicle 

 Where possible, limit number of individuals in each vehicle, possibly encouraging use of personal vehicles where practical, some organizations are limiting vehicles to two occupants, one in front and one in back. 

 Utilize procedural masks to catch any cough/sneeze inside vehicle 

Interactions with Clients/Public 

 Maintain distance of 2m whenever dealing with clients/public 

 Request clients call ahead or schedule by appointment 

 To the extent possible, limit interactions with clients/public, this may mean interacting with clients outside of organizational facilities (i.e. pop-up tent outdoors, while client is in their vehicle) 

 Provide procedural masks to clients for personnel safety 

 For tasks that require personnel to enter homes, call ahead and inquire if there are symptomatic or at-risk occupants to the home. > 60 years old, underlying health issues (cardiac, pulmonary, diabetes, cancer) and immune-suppressed individuals 

 Sanitize items that may be shared between personnel and clients (pens, clipboards, carts, etc…) 

Food Handling 

 Safe food handling should be practiced at all times. 

o Washing hands before and after handling food and food packaging is standard practice in food premises and should be strictly enforced at food banks and food distribution hubs 

o Staff and volunteers should avoid touching eyes, nose and face, and should remind each other if they see co-workers touching their own faces 

o If using disposable gloves for any tasks, handwashing is still important and should be done before putting on and after removing the gloves. If using gloves, change often, especially if soiled, ripped or become dirty. 

 Refer to hand-washing and hand sanitizing guidance here: 

https://www.publichealthontario.ca/-/media/documents/ncov/factsheet/factsheet-covid-19- hand-hygiene.pdf?la=en 

 Limit number of people permitted in any food handling areas 

 Sanitize food as necessary, wash hands frequently 

 Avoid shared or ‘family-style’ meal serving, food served to personnel or public should be single-serving 

 Sanitize all commonly touched surfaces 

Volunteer/Staff Housing Logistics 

 Document health screening of all deployed personnel on a daily basis (before and after shift) 

 House volunteers in the lowest possible density to establish physical distancing (ideally independent rooms/buildings) 

 Ensure there are enough supplies on hand for proper hand hygiene, including soap, warm running water and paper towels or hot air dryers. 

 Establish regular sanitization plan for any shared spaces, especially high-touch surfaces like door knobs, computers, keyboards, computer mice, headsets, telephones, light switches, railings, tables, chairs, vehicles, equipment, and tools 

 Any shared office/eating space should also follow an established sanitization schedule 

 No-touch garbage cans are preferred for disposal of items. 

 Post signs in conspicuous locations reminding personnel to wash hands and practice physical-distancing 

 Where personnel may be eating together, consider physically spacing chairs and tables to promote 2m distancing 

Personal Protective Equipment 

 Evaluate procedures to determine appropriate PPE procedures for each task, enough to maintain safety but not too much to create shortage 

 Ensure personnel are aware of proper donning/doffing procedures as improper use of PPE can increase personal risk 

 Have an established procedure and reporting system for PPE breaches 

Mental and Emotional Considerations 

 Working in a COVID19 risk environment elevates emotional and mental strain, so consider what provisions could be made for personnel to alleviate increased stress 

 Ensure families of deployed personnel are informed of and support increased risk to their family member while serving 

Reporting 

 Organizations should have a reporting mechanism to identify health and safety breaches as well as near misses. 

 Establish possible exposure reporting process and consequence plan 

 Detailed daily tracking of movements. In the event of a positive, the organization will need to help Ontario’s Ministry of Health track backwards for containment. 

Safety Protocol


By Judy Pal

As first responders and emergency managers, we know the importance of timely, responsible, and ethical communication during a crisis.  We are tasked with ensuring the right information, gets to the right people, at the right time, so they can do the right thing.

While most of us participate in annual or bi-annual desktop crisis tabletop exercises, it’s important to maintain communications plans year-round and to stay on top of trends to ensure when a crisis hits, you are prepared to respond immediately.

The definition of ‘immediately’ has changed drastically over the years.  Ten years ago, immediately may have been within the hour.  Today, with the advent of social media, ‘immediately’ means within the first three to five minutes of a crisis.  How can you be prepared to do that when information coming in so early in an event is usually (a) sketchy and (b) wrong?

That’s where this advanced crisis workshop comes to bear. Throughout my career in law enforcement, government, and the professional sports and entertainment industry; I’ve dealt with myriad crises ranging from line of duty deaths and employee malfeasance to terror attacks and natural disasters.  They all share significant similarities, danger zones and potential pitfalls.

In this one-day workshop, we’re going to spend time discussing the current trends in information dissemination during a crisis, including speed, decontextualization, and rumor. Today’s Public Information Officer (PIO) or Media Relations Officer (MRO) must be prepared to work within this new paradigm while providing information that will help move a community forward through whatever crisis is occurring, minimizing fear and maximizing safety.

An agency (and the agency head) will be judged on its preparedness and response to a crisis, more than the crisis itself. Not surprisingly, every crisis progresses through specific steps.  Once you are able to identify them, it becomes easier to move through each phase and anticipate what’s next.  Meanwhile, the media has its own unique phases of coverage in crisis.  Again, understanding this progression allows you to prepare messaging that will most benefit your community.  Your goal in communicating in crisis is to simply move the narrative forward, while helping defuse fear, engage your community, and help victims heal. One must be aware that in crisis, the understanding level of your audiences drops one to three grade levels – so simple, active messaging is key. These messages must include key elements that both inform and engage your audiences in order to empower them be ‘survivors’ rather than ‘victims’.

You’ll walk out of this session with a template for building your crisis response plan, a proven way to communicate in a way that will be heard and not taken out of context, as well as strategies to ensure you are able to manage the narrative and correct misinformation. 

In addition, we’ll be sharing best practices and new ideas to manage the social media beast since it now takes up so many lanes on the information highway.  Dealing with the speed of rumor, and those who wish to negatively capitalize on your community’s fear or lack of information will be critical. 

Lastly, participants will learn a useful method of responding to media questions while ‘keeping the main thing, the main thing’.

Truly looking forward to coming ‘home’ to Ontario to share experiences and hard-learned best practices.  Emergency services share a brand. Your success is our success, so join us on May 11 for a full day of crisis communications strategies and takeaways.

By Thomas Appleyard

Across Canada, public health officials are urging people who have been in Hubei province or in close contact with someone diagnosed with novel coronavirus to “self-isolate”. Words matter here. The term “self-isolate” appears to be new in the public health lexicon, replacing, at least in Canada, the term quarantine.

“Self-isolate” may sound less daunting than the draconian quarantine, particularly in the context of Wuhan’s mass quarantines; however, “self-isolate” has its own baggage. It sounds like something that is really nobody’s else’s business. It sounds like a decision someone can make outside of the context of a broader health structure. It’s the cousin of self-medicate.

This removes the act of social distancing during a potential incubation period from its context and the need for reciprocity. We owe something to people who are quarantined. We owe nothing to people who self-isolate. 

In Ontario, people who are quarantined under an order of the Health Protection and Promotion Act during a declared emergency receive job protection under the Employment Standards Act. During SARS, the federal government rolled out extensions to the Employment Insurance program to ensure benefits for people facing quarantine orders. While these interventions are imperfect, they recognize that because of the principle of reciprocity we owe something to those who face quarantine. 

There is much more that all levels of government could do to ensure income support, job protection and food security for those following public health advice.

Ontario’s public health guidance says “the [public health unit] should ask close contacts to consider the steps that they would need to take to be able to isolate themselves. This might include discussion with employers, making alternate arrangements to support children/dependents and ensuring an adequate supply of groceries and other necessities.” Many people living in Ontario are in no position to do any of these things.

Ontario and other levels of government have a real opportunity, and some time, to ensure that coronavirus and the interventions they put into place to address it do not exacerbate existing health equities.

We owe this to people who follow public health advice to quarantine to keep us all safe.

The OAEM Board of Directors received a fair bit of feedback about the bulk of our events being held in the Greater Toronto Area over time, and we heard you loud and clear.  You may have noticed that we have been offering more and more events in other parts of Ontario, or events that are remotely available to all. 

We worked with our partners at OFMEM in order to deliver two sessions available via WebEx, one about Specialized Teams in Emergency Management and the other on Barn Fires and Farm Animals Emergency Preparedness, Response and Recovery.  These sessions were held in-person at the PEOC, and widely attended online.  It was eye-opening, as an emergency manager from an urban centre, to hear about the extent of planning required for livestock emergency management concerns, whether on the farm or on the road.  It was equally fascinating to hear from Toronto HUSAR, the USAR and CBRNE, and Tactics and Rescue Teams of the OPP, as well as EMAT, and all the highly skilled and specialized teams we have in our own province.  

I personally had the honor of attending the Hazards in the North event in Thunder Bay in conjunction with the OFMEM Thunder Bay Sector meeting. This was a well-attended session, with a plethora of great speakers and participants from all over the Northwest.  We heard of the emergency management challenges for First Nations communities, as well as their strengths and successes as a host community in Lac Seul from Education Director and Deputy Fire Chief, Eric Bortlis. We also heard from Dale Smyk and Bob Johnson of MNRF’s FireSmart program about protecting your communities from wildfire.  And finally, we heard from Garry Harland about relationship building and the ways MNRF is working with communities on forest fire concerns in Northern Ontario. 

Additionally, we had a partner work with us and allow us to offer CSA Z1600 in beautiful Ottawa in 2019.  These have always been a crowd favourite of our members.  We received the following feedback from that session: “Had a great time in Ottawa for the CSA Z1600 Business Continuity Standards Course. Thanks OAEM for offering it and Nicole Pinto and Paul Hassanally for instructing!” 

This was a great start but we endeavour to continue to improve our services across all of Ontario.  In addition to these events we have already had, we are pleased to announce a few upcoming events.  We have already held a few of our Scribe Training courses in Niagara that were a resounding success, so we are thrilled to say we have another sold-out session for April 16th in Azilda (northwest of Sudbury). We are grateful to Inspector Monique Rollin for being so incredibly willing to work with us on offering this course to the Ontario Emergency Management community. 

We are thrilled to announce that Mr. Keller is coming to Thunder Bay on November 4th and 5th for the FEMA Certified G290 Basic Public Information Officer training.  This training session has also been extremely well attended and highly requested, and we’re delighted to make it available again. 

We hope you see our dedication to ensuring a whole of Ontario community continues to be developed.  We also want to send our most sincere thanks to our partners who have worked with us to secure space and an audience for many of these sessions.  We wouldn’t be able to pull this off without your collaboration.  If you have an idea for an event or a professional development need, or have the capacity to help us schedule an event in your area, please do not hesitate to contact us at communications@oaem.ca and I will disseminate your request to the appropriate board member so we can see what we can offer the community, together! 

Once again, we are reaching out to all our OAEM student members!

We are seeking our new student board member for 2020! We are always looking to engage with students who have a burning passion for the field of emergency management, who are already bursting with ideas and ambition and are looking for a table to work with their talents and grow their experience.

We recognize that, as important as the history and fundamentals of the field are, that there is real value and strength from our up and coming emergency managers and we want to give you a platform to flourish. We want your ambition, your passion, your drive, your creativity, and your voice. This is a great way to get your foot in the door in the field of emergency management and participate in growing and shaping the field here in Ontario.

OAEM is looking for a Student Board Member who will serve until December 2020. If the above appeals to you, then we would like to hear from you!

– You do need to be an Ontario-based student enrolled in a Disaster and Emergency Management Program
– You need to be a Student Member of OAEM (​which, if you didn’t know, it is a free membership for the first year!)

Please send a 250-400 word Statement of Interest and a copy of your Resume to communications@oaem.ca no later than Friday, February 21, 2020.

By Monique Rollin

In emergency management we know that critical incidents and disasters are low-frequency, high- risk, high-demand situations where impactful decisions need to be made with little time and the stakes are high. Incident Commanders, Emergency Managers and leaders in these situations have to rely on verifiable information to make decisions. The best way to capture, record and retain information during major incidents is by using scribes.

As a profession, scribes have been around for as long as there has been written language. In ancient times, scribes were educated men whose mission it was to chronicle and preserve their civilizations’ history.  Historically, scribes copied books, recorded the orders of royalty and kept the judicial records for nobility. 

The scribe assigned to command staff in an Emergency Operations Centre or Command Post plays an integral role in emergency management and directly contributes to effective emergency management.  The scribe does more than take notes for the Command Section or Incident Commander. The purpose of the scribe is to maintain a verifiable record of key events and actions during an incident including the documentation of events, decisions, incoming and outgoing information and tracking actions that need to be addressed. These notes capture the actions, decisions, and directions of the Commander and importantly, the circumstances and information that lead the Commander to make those decisions.  Having a trained scribe allows the Commander to focus on the important facts and decision making rather than record keeping and note taking. Incident Command notes are a critical record of the event and are often used as incident records in after action reports, reviews and legal proceedings. 

The documentation kept by the EOC scribe does more than provide a timeline of events. They are a vital support to the Commander to support situational awareness for assigned tasks, information flow and resource tracking.  The relationship between a good scribe and their assigned commander can support the whole operation, assist with briefings, debriefs and contribute to sound decision making by providing the Commander a demonstrable record of the incident. 

The Ontario Association of Emergency Managers is pleased to offer professional development and ongoing learning opportunities. The new Scribe Training Program for The Emergency Operations Centre has been overwhelmingly well received and has trained over 45 municipal, regional and private sector EOC scribes with additional training planned for Northern Ontario in April 2020. 

Having worked in policing and emergency response for over 30 years in Northern Ontario I can attest to the lack of opportunities my colleagues have to access professional development in the North. We are challenged by geography, budgets and access to services.  Having training development come to us in beautiful Northern Ontario in the spring is an immense opportunity to bring emergency management professionals together from all across Ontario. 

I am excited to contribute to OAEM’s third training event for EOC Scribes. Please join me as you learn about how to be a competent Scribe in an Incident Command Post, Emergency Operations Center or in the field.  This one day training course will review roles, responsibilities and duties including scribe note taking in the EOC work environment, register for the event in Sudbury at https://oaem.ca/civicrm/?page=CiviCRM&q=civicrm/event/info&reset=1&id=97

Interested in hosting a scribe course for your community or organization? Contact Jason Reid, Professional Development Director at profdevt@oaem.ca