Message runners cannot easily identify priority messages waiting in out-boxes, and priority messages likewise do not stand out for processing by the Message Controller or the message recipient. Another difficulty is that sometimes multiple recipients should receive the same message simultaneously so they can coordinate actions. This is not easily done with the current message delivery system. Message runners can deliver a form to only one person.  A "forwarding" procedure for messages allows only for sequential rather than simultaneous processing.

• Call-taking/Dispatch Liaison

Call-takers were frequently bogged down in completing the forms, and did not always get complete information from the callers onto the form.This made follow-up more difficult later on, particularly if no callback number was obtained. In some cases, the simulators deliberately rushed the calltakers to challenge them to aggressively request the needed information.

There was some role confusion between the dispatch liaison and call-takers. The physical distance between the dispatch position and the call-takers made it difficult to coordinate and oversee information.

• Whiteboard

Regarding timeliness of postings, shelter-related calls were being fielded for a time by the Operations Section Chief (due to the delayed arrival of Red Cross representatives) but  information was not posted to the whiteboard until after Red Cross arrived. This was due to the Operations Chief being overwhelmed with other duties.  When messages backed up at the Message Controller position those postings were delayed as well.

There is no posting system to track work items in progress. Other ECC staff have no way to know what else is being processed at that time other than what is occurring at their own table.

Whiteboard postings kept ECC staff informed of the current situation

Whiteboard notations were impossible to read from a distance, particularly with the red markers.  Partway into the exercise one staff member took away  the red pens, forcing the use of the more visible colors.  The writing on the board was also very small and therefore difficult to read at a distance.  Even with a scenario that was fairly light in terms of postings, the main board was full, and larger lettering was not possible.  Unless postings were made on the high-middle of the boards, the view was obscured by ECC staff, and yet only a very few people were tall enough to reach the top of the boards while utilizing the stepstool.  Only one stepstool is available in the ECC.

Events are traditionally posted chronologically; the more significant events or established incident priorities do not stand out from the other postings. Obsolete information remained on the board for quite some time before it was removed. No method exists for determining when a posting should be removed; the only record of a whiteboard posting is the written message copy. Some kind of record of the actual postings would be helpful.

• Briefings

Several positive comments were received from external emergency management personnel regarding the use of the ECC microphone for important briefings to all ECC staff. The ECC manager provided thorough and frequent event overviews, and announced critical events immediately to keep all staff informed.  Not all staff stopped what they were doing during the briefings, however.  The ECC Manager also pulled together good briefings and strategic planning meetings for the Section Chiefs.