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close this bookEmergency Vector Control after Natural Disaster (PAHO, 1982, 112 p.)
close this folderPart III: Consultants
close this folderChapter 9: The role of consultants in vector control
View the document(introduction...)
View the documentRecruitment
View the documentBriefing and Equipment
View the documentActivities of Consultant upon Arrival
View the documentRecommendations and Reports
View the documentFollow-up
View the documentTraining

Training

Weaknesses in training are never more vividly manifested than during the period after natural disaster. Vector control programs are designed to meet the needs of normal circumstances in which adequate response may follow an inflexible routine. During disasters a flexibility that is often lacking is called for. In addition, extra staff is frequently required during disasters and demands for immediate actions are made. All of this leads to confusion, waste, and tactical error. Most critics will be more concerned about these aspects than about any real progress that is made. There are few solutions to this dilemma, but a good, visible training program may lessen the critics' blows.

Because most malaria and other vector control programs have on-the-job training and annual refresher courses, continual upgrading of the courses and the educational and proficiency levels of the staff will add to the success of any surveillance or control program. The consultant, while visiting the country, should be asked to perform on-the-job training (apart from formal training courses) of national staff members with whom the consultant has contact.