Lest we forget: A view of Massachusetts Ave. on Dec. 12, 2008, the morning after last year’s devastating ice storm. (File photo by Lisa Aciukewicz)

“It was the biggest thing we’d seen in many years,” said Bob Mignard, Harvard’s fire chief and emergency management director, of last year’s devastating ice storm.

“Many years” may have been 70. Not since the hurricane of 1938 had the town been so taxed by a weather event.

“This was big doings” that called “on every resource this little town had,” said Mignard last week in a town presentation to give his perspective on what it took to bring last December’s emergency “to successful conclusion” with “no catastrophes and no injuries.”

“Things were happening fast and furious,” Mignard recalled. During the night of Dec. 11, limbs and trees fell onto roads everywhere. Police, fire, and ambulance services hacked their way to two emergency medical calls with hospital runs, and then had to clear their way back into town. He knew this was not going to be an ordinary winter storm.

The police, whom Mignard called “the eyes and ears of what was going on,” went to 12-hour shifts with “all hands on deck.” Firefighters began fielding the first of 1,300 calls, and emergency medical technicians were called on to keep four volunteer EMTs at the station around the clock.

Mignard said that it was quickly apparent that the town might be without electricity for days and that a shelter would be needed, particularly for elderly residents and others without backup woodstoves or generators. According to Mignard, the decision to open a shelter at the Bromfield school was a “five-second deliberation,” but it took many hands to make it happen. Bromfield facilities manager Mark Force and assistant manager Paul Landry got the school’s emergency systems going and kept them running. Mignard tapped Bromfield school nurse Colleen Nigzus and West Bare Hill resident Elizabeth Roy, “the first volunteer to show up” and the last to leave, to coordinate the shelter.

For four days, Bromfield’s food services director, “Chef Paul” Correnty, fueled shelter residents, town workers and volunteers, utility company workers, and other town residents with hot meals and drinks. Red Cross officials who came to inspect the shelter quickly approved it—then stayed for dinner. At its maximum, Mignard said, the shelter housed 55 people on cots in the cafeteria and the hallways, but it also served as a de facto command, community, and communications center.

Mignard partnered with police chief Ed Denmark, doing multiple daily assessments. The two quickly learned that “the boots on the ground,” the road and electrical crews coordinated by National Grid, were a more reliable and quicker source of what to expect than conference calls with National Grid.

Road crews worked on the roads as utility crews cleared downed lines.

According to Mignard, National Grid reported 286,000 calls, 55,000 customers without power, 12,052 miles of electricity transmission lines out of commission, 90 miles of wire strung, 1,800 hotel rooms booked, 1,000 service vehicles deployed, and 84,000 gallons of truck fuel burned.

“Volunteers were key,” said Mignard, with high praise for the town’s strong volunteer ethos and the many volunteers it produced. Residents generously showed up to assist at the shelter, clear away street debris, and assist neighbors.

But praise came with a caveat: “Unsolicited volunteers will stress the resources of already overburdened emergency staff.” Mignard emphasized the need to coordinate volunteer efforts within the general emergency management system (EMS). The EMS command structure facilitates triage, maximizes resources, and avoids duplication of efforts. He cautioned against “freelancing” that may create situations demanding more EMS help than it gives. Mignard recommended that, in future emergencies, volunteers sign up at the shelter, if there is one, or the police station, to let officials know of their skills and contact information. This would help EMS personnel to better coordinate the many volunteer resources.

Mignard repeatedly emphasized that the most important thing households can do for themselves and the town is be able to take care of themselves for 72 hours. “Think Yankee,” he said. “Don’t be a hero. Take care of your family and yourself first.” Household preparedness not only helps families cope and ride out an emergency, but it also allows emergency management services to concentrate on areas in most need, Mignard said. Household security becomes enhanced community security.

Mignard advised developing emergency plans for the most likely emergencies. “Osama and the lads—I don’t think it’s likely.” But winter storms and high winds are almost a sure bet, he said. He offered a 72-hour supply checklist and urged everyone to prepare now. “Preparation helps you stay calm in an emergency.” (See “Think Yankee” sidebar below for a home checklist and Mignard’s website recommendations for emergency planning.)

Mignard thinks the town will be well prepared for future emergencies. The EMS has been tested and refined; he knows whom to call and where to go to get things done; and more residents will be prepared to cope with a few days of inconvenience. A reverse-911 system similar to the schools’ ConnectEd system is in the works.

Mignard’s presentation will be available on the community cable Channel 12 in the coming weeks.