About Us -- History

When our president Darryl Culley founded Emergency Management & Training Inc. in 1998, he brought with him almost 20 years in the emergency services field. Originally trained and employed as a paramedic in St. Catharines, Ontario, Darryl was soon being sent around the province on projects and putting out metaphorical fires in EMS management. Darryl has extensive experience as a senior manager in both provincial and municipal EMS organizations.

He rounded out his experience in emergency response by volunteering for many years as a fire fighter, distress center counselor and remains active as an auxiliary police officer.

As CEO/Administrator of the finest senior citizens’ residence in Barrie, Ontario, Darryl oversaw its $14.4 million expansion project and the introduction of a Nurse Practitioner Clinic for college students as well as other community services.

Darryl’s experience in the fields of emergency services and health care administration includes dealing with issues such as emergency preparedness, air and land ambulance management, dispatch and communications, human resources management, service delivery & governance, operational planning and audits, equipment, human and technological resource needs, public and stakeholder consultation, Quality Assurance planning and implementation, and capital project management.

A sought-after college teacher and conference speaker, Darryl realized that he wanted to bring his expertise in both disaster management and emergency services efficiency to a wider range of agencies and industry.

Emergency Management & Training Inc. initially focused on Emergency Medical Service (EMS) and Emergency Telecommunications consulting and training. Today, Darryl leads an international team of specialists at EMTI that is trained and dedicated to improving emergency management and emergency services everywhere.

Darryl is a member of the International Association of Emergency Managers and the Ontario Association of Emergency Managers.

Darryl’s experience, knowledge and leadership skills have given him a unique background. Below is a representative list of some of the many consulting projects Darryl has been involved in (includes sub-contracted projects).

Manitoulin Sudbury DSSAB – Assisting the DSSAB through a management crisis by filling the role of Director of EMS in the absence of the Director and Operations Manager. Discussion paper on the service operational and management issues.

Chinook Health Region (Lethbridge, Alberta) – Responding to a planned provincial change in EMS responsibility levels, assisted the Health Authority to assess the current EMS operations and develop a financial plan.

Northern Lights Health Authority (Fort McMurray, Alberta) – Responding to a planned provincial change in EMS responsibility levels, assisted the Health Authority to assess the current EMS operations and develop a financial plan.

City of Greater Sudbury – Assisted city staff in developing the Master Fire Plan to serve as the strategic planning framework (blue print) for public policy, organizational, capital and operational decisions pertaining to the Fire Service Division..

Halton EMS Master Plan - 10-year Master Plan for future public policy, capital and operational decisions pertaining to EMS. Scope includes investigation of call volume trends, emerging pressures and resource needs, station locations, alternate deployment strategies, organizational requirements, training, quality assurance, capital and operating costs.

City of Hamilton EMS Organizational Review - Organizational review of the City’s EMS functional unit. Developed recommendations including a suggested organizational structure for efficient and effective EMS operations.

Ontario Inter-Facility Patient Transfer Study – On behalf of Ontario Ministry of Health and Long-Term Care, review of the province’s non-emergency patient transportation services and requirements. The project included extensive consultation of various stakeholder groups, examination of alternative transportation options, and recommendations on long-term strategies for the province.

Regional Municipality of Peel - Compliance review of the EMS Operations comparing the performance of the Operators to the Performance Agreement. The project included confirming compliance, identifying variances, determining the severity of variances and putting forth recommendations.

Town of Parry Sound - Comparative assessment of the existing ‘contracted’ EMS delivery system and alternative EMS delivery arrangements. Recommendations included a preferred long-term ambulance service delivery arrangement, transition plan, suggested municipal organizational structure and opportunities by which to improve EMS quality in the short-term.

Hamilton Central Ambulance Communications Centre Review - Independent review of the Ministry of Health’s Hamilton Central Ambulance Communications Centre (CACC). The objective was to recommend changes in accordance with best business practices. The investigation addressed organization and management; staffing level and workload; staff recruitment and retention; technological resources; quality assurance and training; and operational policies, procedures and protocols.

Regional Municipality of York Land Ambulance Deployment - Alternate strategies and capital investment decisions pertaining to land ambulance deployment including multiple report-to-work stations; “start” station; roving ambulance deployment; and single ACP response units.

Hamilton Emergency Services - Potential to integrate the City’s fire and land ambulance services into a single Emergency Services Division. Options considered included: continued separate operations, common management oversight, shared infrastructure, shared support services and full integration. Recommendations included implementation, organizational, performance and cost considerations.

Sudbury Land Ambulance System - Investigation of the following issues pertaining to the transition of responsibility for land ambulance service delivery: analysis of existing resources and station locations; evaluation of service delivery options; stakeholder consultations; transitioning from the current ‘level of effort’ system to a ‘performance based’ model; and to ensure that the design of the system (and choice of service delivery) continue to promote quality patient care policies and criteria.

City of Hamilton - Independent review (audit) and financial analysis of the municipality’s decision to establish a “direct municipal delivery” arrangement for land ambulance services. Recommendations were presented to the Municipal Restructuring Transition Board.

Land Ambulance Service Review Southwest Ontario Upper Tier Municipalities - Land ambulance service review for the Counties of Bruce, Elgin, Grey, Huron, Lambton, Middlesex, Oxford and Perth, the Municipality of Chatham-Kent and the Regional Municipality of Haldimand-Norfolk. Study included a review of N. American best practices; analysis of services and resource requirements (staffing, vehicles and training), public and private service delivery options, options for non-emergency medical transport, financial analysis (costs, cost-recovery and cost containment); and stakeholder consultations.

Regional Municipalities of Durham, York and Halton - Land ambulance service study of N. American best practices, service requirements, resources, service delivery options, options for non-emergency medical transport, dispatch options and funding requirements. Study involved extensive stakeholder consultations. The recommendations have been implemented.

Hotel Dieu Hospital, St. Catharines - Development of hospital’s “successful” bid document to assume responsibility for the management and operation of the Niagara Emergency Medical Services. The bid was in response to an RFP issued by Regional Municipality of Niagara.

County of Oxford - Study of long-term land ambulance service delivery mechanism for the County. Options included contracting out to local land ambulance operators, amalgamation of ambulance and fire services and County direct delivery of land ambulance services. Study also included an assessment of current and proposed land ambulance station locations.

Regional Municipality of York - Cost-effective governance and operational options for the delivery of inter-institutional patient transfers and other non-emergency transports i.e., calls which MOHLTC suggest should be carried out by vehicles other than ambulances.

ClearNet – Facilitation of communications between ClearNet technical staff and Durham Regional Police Service communications staff.