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8 episodes with Incident Command System
4 episodes with Incident Command System
2 episodes with Incident Command System
2 episodes with Incident Command System
2 episodes with Incident Command System
2 episodes with Incident Command System
2 episodes with Incident Command System
2 episodes with Incident Command System
2 episodes with Incident Command System
This is our third and final podcast about the Incident Command System with NCBRT/ACE instructors and subject matter experts Todd Short and Sam Shurley. In this episode, we talk about elements responders should keep in mind when they arrive on scene to contribute to a successful ICS structure, how to communicate with other teams on scene, and how to train to prepare for a wide-scale response to a threat.
In this week's episode of the podcast, we continue our conversation about the Incident Command System with NCBRT/ACE instructors and subject matter experts Todd Short and Sam Shurley about the use of the Incident Command System for on-scene response buildout. Today, we discuss the ICS framework; how to take command as the first responder on scene, considerations for working with local leaders, emergency operations centers, EMS, and other stakeholders; and more.The third and final episode in this series will air on Tuesday, March 25th.
**In dieser Episode:** Rico Kerstan spricht mit Briana Haberman, einer Expertin für Notfallmanagement mit über 20 Jahren Erfahrung in den USA, einem Bachelor-Abschluss in Homeland Security und Notfallmanagement sowie einen Master in Organisations- und Projektmanagement. Die beiden Experten sprechen über das Incident Command System (ICS) und das National Incident Management System (NIMS). Dabei handelt es sich um zwei zentrale Strukturen für das Katastrophenmanagement in den USA. Briana Haberman erklärt, wie das ICS aus den Erfahrungen mit Großbränden entstanden ist, welche Rolle es heute in der Krisenbewältigung spielt und warum es von lokalen Einsätzen bis hin zu nationalen Katastrophen flexibel anwendbar ist. Gemeinsam mit Rico Kerstan vergleicht sie das amerikanische System mit deutschen Strukturen und diskutiert, welche Lehren Deutschland aus den USA ziehen könnte. Die beiden Experten erklären auch, wie die Koordination zwischen Polizei, Feuerwehr und Rettungsdiensten bei komplexen Einsätzen funktioniert und warum der Unified Command in Krisensituationen so entscheidend ist. Sie gehen auch der Frage nach, wie private Unternehmen in den Katastrophenschutz eingebunden werden. "KrisenHacks" ist ein informativer Podcast, der sich auf die wichtigen Themen der organisationalen Resilienz, des Krisenmanagements und der IT-Sicherheit konzentriert. Er richtet sich an Entscheider und Verantwortliche für die Krisenresilienz von Unternehmen und Organisationen.
On today's podcast, we talk to NCBRT/ACE instructors and subject matter experts Todd Short and Sam Shurley about the use of the Incident Command System for on-scene response buildout. In this first of three episodes, we discuss what ICS is, the importance of developing an integrated ICS among responder disciplines, and the vital role law enforcement plays in establishing an ICS during an initial response to a mass casualty incident.The second episode in this series will air on Tuesday, March 4th
Episode: 2243 Organizing for disaster: One place where New Orleans did it right. Today, our guest, UH journalist Michael Berryhill, prepares for a rainy day.
In this enlightening episode, we dive deep into the critical role of the Liaison Officer within the Incident Command System, an essential framework for emergency response coordination. With the expertise of our guest, Jim Butler, a seasoned professional in the field, we explore the intricacies of how Liaison Officers serve as the pivotal link between various agencies and the command center during crises.
Brian Sylvester, J.D., is a Partner in Perkins Coie LLP's Washington D.C. office and a former Attorney-Advisor at the U.S. Department of Agriculture's (USDA's) Marketing, Regulatory, and Food Safety Programs Division's Office of the General Counsel. At Perkins Coie, Brian focuses his practice on regulatory matters before the U.S. Food and Drug Administration (FDA), the USDA, the Consumer Product Safety Commission (CPSC), and analogous state regulatory bodies. He is a leading authority on food technology regulation and serves as a trusted advisor to global brands, startups, life science companies, investors, and trade associations. Brian is a prolific author and frequent speaker at industry-leading events in the U.S., the EU, Israel, and other parts of the world. He is regularly called upon to offer insights on trending legal issues by preeminent industry and global publications. He holds a J.D. from Cornell Law School and a Bachelor's degree in Psychological and Brain Sciences from Dartmouth College. In this episode of Food Safety Matters, we speak with Brian [30:41] about: How the 2023 California Food Safety Act, which bans several additives common in processed foods, might affect companies' food formulations nationwide Economic and other logistical challenges for companies adjusting for the California Food Safety Act and the feasibility of achieving compliance by the January 2027 deadline Other food additives and packaging chemicals under increasing scrutiny that companies may want to begin addressing in their products in light of class-action lawsuits Precedents set by the California Food Safety Act for other states to enact similar bans and for consumer beliefs to more heavily influence food law How the California Food Safety Act may be influencing the conversation around food additives legislation at FDA, evidenced by recent statements from the agency about two chemicals banned by the legislation The likelihood of industry lobbying and litigation in response to the California Food Safety Act, and the responses already made by industry and consumer groups criticizing the precedent it sets of circumventing science-based decision-making Brian's thoughts on the actual contribution of the California Food Safety Act to food safety and public health, and how the ban was shaped by advocacy groups and consumers The likelihood of a patchwork of state regulations following the California Food Safety Act and the need for FDA to step in to prevent conflicting food additives regulation nationwide Possible implications if New York Senate Bill A6424 were to pass, which is pending legislation that is nearly identical to the original draft of the California Food Safety Act. News and Resources News FDA Publishes First CORE Annual Report Summarizing Foodborne Illness Outbreak Investigations [4:47]The Incident Command System and Foodborne Illness Outbreak InvestigationsOutbreak Investigations of Cyclospora cayetanensis Infections 2013–2020: Progress Made and Challenges Remaining FDA: Reckitt/Mead Johnson Nutrition Voluntarily Recalls Certain Nutramigen Hypoallergenic Powdered Infant Formula Products [12:48]Reckitt: Recall Alert: Select Batches of Nutramigen Powder New Insights About Salmonella Interactions With Environmental Biofilms May Lead to Better Food Safety Strategies [17:30] High Levels of Toxic Plasticizers Phthalates, Bisphenols Found in Nearly All Foods in U.S. [19:48] How Leadership Style Influences Employees' Likelihood to Voice Food Safety Concerns [26:31] Interview Resources California Food Safety Act Signed Into Law, Officially Banning Four Toxic Additives by 2027Following California's Example, New York State Bill Would Ban Five Most “Pervasive and Harmful” Chemical Food AdditivesFDA Proposes to Stop Allowing Brominated Vegetable Oil in Food, Says Red Dye 3 May Be Next Register for the 2024 Food Safety Summit!Taking place May 6–9, 2024 in Rosemont, Illinois. Register before March 31 for a 10% early bird discount rate, plus use promo code “FSMatters15” for an extra 15% off registration. Yes, that's a total discount of 25%! We Want to Hear from You! Please send us your questions and suggestions to podcast@food-safety.com
David Rhodes - #339 - Chief Elder - Smoke Daddy Emeritus joins us and discusses how leadership emerges and plays a vital role in arguably the most difficult training program the fire service has to offer. The Georgia Smoke Diver course is a six-day, 60 hour program designed for the experienced firefighter who desires realistic training in self-survival, firefighter rescue, advanced search & rescue, thermal imaging, emergency procedures, teamwork, discipline, team leadership, situational awareness and decision making as well as how to function within the elements of the Incident Command System. Georgia Smoke Diver Course: https://www.georgiasmokediver.com/index.html --- Support this podcast: https://podcasters.spotify.com/pod/show/michael-nasti/support
The 3rd international EXPERT TALK (in English) on my podcast channel with Ike Eisenhart and Anton Doerig. Topics on leadership, safety & security, crisis management, emergency management an many more - but all only for your resilience. Today we have a lot of news, interesting stuff, and even more "lessons learnd" for our audience of this episode. – Well, and of course a few "laughs" about my English, but I am doing some progress. ;o) Information about Ike Eisenhart: For over 34 years, Kenneth “Ike” Eisenhart has responded to crises and all levels of emergency needs across many different platforms, both in the military and as a civilian responder. Ike has served on several All-Hazards Safety Preparedness groups, has been part of the Incident Command System and an emergency planner. Ike continues to develop his All-Hazards Preparedness and Vulnerability Assessment company and spends his spare time as a first responder for his local Fire Department and working on his family's small farm. More about him: ike.eisenhart@ironhart-consulting.com ------------------------------ PLEASE: If you liked this podcast in general or this episode, please leave a 5* rating, feedback and subscribe to this podcast here. – It doesn't take much (1-2'), but everyone can benefit! – THANKS! ------------------------------- My NEW BOOK: "LEADERSHIP. SAFE & SECURE." Get your copy right now!www.leadershipsafesecure.com More information about me: www.anton-doerig.ch/english-summarized/ --------------------------------
Sharing how both the principles and documents from the Incident Command System work when planning projects, programs, or other events.
The March/April 2023 issue of On the Air featured an article on “The Incident Command System and Amateur Radio,” which introduced the Incident Command System (ICS), an emergency management system that public safety agencies use to respond to everything from small incidents to large-scale emergencies. ARRL Director of Emergency Management Josh Johnston, KE5MHV, joins this episode of the podcast to share more about the system's origins and uses, where and how amateur radio operators fit into the system, and where to get ICS training.Video Edition of this Episode: (3) On the Air Podcast — Where Hams fit into the Incident Command System? - YouTube
My thesis:"Teaching Hospital and Healthcare personnel the skills and principles of All-Hazards Incident Management pay more positive dividends and develops more well-rounded response skills than teaching the same people how to follow the Hospital Incident Command System (HICS) structures."So, I believe using the standard ICS is more holistic and beneficial than using HICS.Episode takeaways:Choose the most qualified for ICS positions, not the highest rankingLet the situation dictate what's needed in Operations, not the preset HICS structureUse ICS for planned events and unplanned incidentsPractice with internal and external partners, oftenCreate a Policy Group that complements the core ICS org structureRemember...Have a planStay informedGet involved
Amanda Eid is the new Provincial Director, Newfoundland and Labrador with ACADA - Atlantic Canada Aerospace & Defence Association, a non-profit member-focused industry organization representing over 170 aerospace (commercial and non-commercial), defence, security and marine firms. She leads conversations with members that get to the heart of what motivates teams and the people they care about. With a focus on achieving business goals, she can step into the shoes of the people she is working with, understand their challenges, and inspire them to work towards meaningful solutions. A strategist and a storyteller, Amanda has helped clients like NL Hydro, NL911, Provident10, and ExxonMobil bring ideas out of the boardroom to boots-on-the-ground. Amanda has proven success in internal communications, public engagement (IAP2 Certified) and content strategy. I-100 and I-200 certified for Incident Command System, she also has experience working in crisis and issues management. Connect with Amanda here: https://www.linkedin.com/in/amandaeid/Victoria Belbin is the Chief Executive Officer of Atlantic Canada Aerospace and Defence Association (ACADA). Victoria spent nine years as the CEO of the Canadian Home Builders' Association Newfoundland and Labrador. She has an extensive strong background in board governance, with over 20 years' experience in industry, government and both non-profit and for profit boards. She is a member of the Board of Directors of Workplace NL and serves as Chair of its Governance Committee. She also serves on the boards of TaskforceNL and Wonderbolt Productions.Ms. Belbin received an Institute of Corporate Directors Designation (ICD.D) in 2017 and has a Masters in Marine Studies from Memorial University of Newfoundland and Labrador.Victoria was appointed to NLC's Board of Directors in May 2017, and was appointed Vice-Chairperson in July 2020. She also serves on NLC's Governance and Human Resources Committee.Connect with Victoria here: https://www.linkedin.com/in/victoria-belbin-m-m-s-icd-d-11a1923b/#galeforcewins is an inspirational podcast with New episodes every Tuesday evening on Youtube or wherever you get your podcasts.We also launched Gale Force Wins on the Rogers Television Network in St. John's on January 31st 2023 with a series of 12 episodes.You can also visit https://galeforcewins.com/To message Gerry visit: https://www.linkedin.com/in/gerrycarew/To message Allan visit: https://www.linkedin.com/in/allanadale/
School safety exercises often involve #school staff, #students and agencies (police/fire/EMS), but lack measurable learning objectives. What did exercise coordinators specifically measure during and following the exercise? Does everyone need to participate in the safety exercise, or should some staff and students be assigned to different roles, such as observers? Is it OK to include parents in the exercise? In this episode, Dr. Perrodin fixes the broken framework of inter-agency #schoolsafety exercises in order to center on learning and practices that promote safe schools. BONUS. Doc shares a powerful, yet simple “5-minute safety asset inventory” that will greatly improve school personnel's awareness of fire alarm pulls, AEDs, and fire extinguishers. OVERARCHING THEMES. Three overarching themes are present in school safety exercises. (1) Discretion - who has it, and how do you measure it? (2) Decision Making - how are decisions informed, and are they made at a brisk pace? (3) Induction - how are new staff, students and families made aware of safety protocols? CONSTRUCTS. These are specific areas that will be measured through learning objectives. There are seven constructs for school safety exercises: (1) Communications, (2) Incident command system/structure, (3) protocols, (4) response times, (5) mechanical systems, (6) staging assets, and (7) maintaining the perimeter. COMMUNICATION. Was there a sufficient number of 2-way radios? What is the range of the radios? Are radios available at community partner 4K sites? INCIDENT COMMAND SYSTEM. Who has discretion to activate crisis notifications and systems? Will people delay the alert as they search for the “person in charge?” Who has the authority to commit personnel and resources and does that change during an evolving event? PROTOCOLS. Does the intruder protocol direct students to flee the school or to barricade within the classroom, or both? What should staff say as they communicate over 2-way radios? Who is responsible for grabbing “Go Bags” for students with medical needs? RESPONSE TIMES. How much time passed between someone becoming aware of an incident and the activation of the crisis notification. How much time passed for staff and students to evacuate the school or to get into their secured positions for intruders or storms? How much time passed between the 9-1-1 call and emergency responders arriving on scene and then entering the building or impacted area? MECHANICAL SYSTEMS. Assess the functioning of the PA, door locks and the software system that enables electronic messages to be sent to parents. If a door lock malfunctions, who is responsible for ensuring that it is repaired? STAGING ASSETS. Where did arriving responders put their equipment? Was that efficient throughout the response? How were additional resources staged, such as extra emergency responders from a neighboring community, or extra buses - were they brought on site, or kept somewhere else close by? Where might officials stage arriving parents (even if you did not ask them to come to the school). MAINTAINING THE PERIMETER. Who determines the perimeter, and how is that communicated to school officials, parents, and the public? How might we be proactive and direct parents to not rush to school during a crisis, or to rush to other schools? What if someone enters a perimeter? PARTICIPANTS AND OBSERVERS. Most people will be participants, but aim for up to 10 observers who will wear a high-vis vest to identify their role. They will monitor communications, orderly response, trauma features, and interactions between responders and recipients. ROLE PLAYERS. Consider a parent at the perimeter who wants to access the school. What did role players find helpful, or what was frustrating? HOT WASH. A Hotwash is a facilitated discussion to capture feedback about any issues, concerns or proposed improvements participants may have following an exercise, planned event or real-world incident. The hot wash is not intended to critique, grade success, or failure. COMMUNICATE FINDINGS OF THE EXERCISE. Dr. Perrodin notes that preliminary findings should be shared with staff, families, and the community within 72 hours. He also steps through a template to generate a 4-page report to the board of education including photos and quotes from participants. SAFETY DOC WEBSITE, BLOG & BOOKS: www.safetyphd.com. The Safety Doc Podcast is hosted & produced by David P. Perrodin, PhD. This podcast and blog post represent the opinions of David P. Perrodin and his guests to the show. This is episode 196 of The Safety Doc Podcast published on 11-29-2022. Purchase Dr. Perrodin's Books: School of Errors – Rethinking School Safety in America. www.schooloferrors.com Velocity of Information - Human Thinking During Chaotic Times. www.velocityofinformation.com
I am the child of the cold war. Our movies were Red Dawn, War Games, Spies Like Us, and Stripes, just to name a few. We practiced duck and cover, and we had fallout shelters in the basements of our schools. The threat of nuclear war was always there, and the fear was real. Since the fall of the Soviet Union, nuclear war has become a conversation only old people talked about. Russia and China became friends with the United States, and we worked together to end the talk of Mutual Assured Destruction (MAD). At a White House Press Conference this week, Press Secretary Karine Jean-Pierre nonchalantly said, “we continue to call out Putin with what he is doing with the nuclear strikes” She then moved to other questions without a second thought. NATO defense ministers will gather this week. One topic of discussion is the risk that Russian President Vladimir Putin might use nuclear weapons in Europe. Putin and the Russian military launched missile attacks against Ukraine's civilian population center in response to the truck bombing of the Kerch Bridge, reinforcing the notion that the Kremlin remains unpredictable.The world is starting to forget the realities of nuclear weapons.Since the Russian takeover of the Crimean peninsula in 2014, the region has seen an exodus of ethnic Ukrainians and Tatars and an influx of Russians, including a military buildup.Putin perceives Crimea as closer to the core of Russian vital interests than the Kharkiv region, which was recently liberated by Ukrainian forces. If and when Ukrainian conventional military forces approach Crimea in hopes of liberating it, According to military pundits and foreign affairs experts Putin may feel more tempted to use a nuclear weapon.In North America, the threat may not be direct. However, The potential Russian use of nuclear weapons demands at least thinking through possible responses. The American military began to study this threat shortly after Putin's forces invaded Ukraine. Now is the time to discuss the impacts on the civilian population rather than waiting until a crisis moment.The other consideration we need to explore is how a Russian Nuclear strike would push NATO into war. Although the current US administration has been vague on how they would react, it is likely to bring the full force of the Alliance down upon the beleaguered Russian military. This could prompt the involvement of China, Iran, and Syria into action, with support from Venezuela and Cuba. What Are the Next Steps? What might the menu of the next steps include? This summer New York City's Office of Emergency Management produced a public service announcement advising residents how to survive a nuclear attack. And after some questioned the advisory's timing, The City administration defended its action. According to OEM officials, the campaign's goal is to inform the public on ways to stay safe if nuclear weapons were pointed in New York's direction. This harkened to the Duck and Cover days of the 1950s Civil Defense Burt the Turtle campaign. I must admit that I wondered what the Adams administration knew that the rest of the United States did not. I don't think they were wrong to produce such a PSA today. FEMA's Ready.gov site does have a page dedicated to a nuclear explosion, offering solid advice on what to do if you're in the vicinity of one. This is not an archive page or old information and has been updated, and it notes the pandemic could cause some problems when finding shelter. The page suggests bringing items to protect yourself and your family from COVID-19, such as masks and hand sanitizer if you are evacuated.As of the writing of this piece, only New York City has taken any measures to prepare its population for a nuclear strike. We are a profession that has come from Civil Defense, and I wrote a piece about “Should We Revisit Civil Defense?” I was asking if we should use programs that the CD used for community preparedness. Maybe I was on to something bigger? PodcastsThe Todd DeVoe ShowSteps You Need To Create a Process for Crisis ManagementWhen a natural or human-caused disaster occurs, the process of how the situation is handled sets the tone of response and recovery.The goal of crisis/disaster management is to respond quickly and effectively to minimize damage and position your organization or jurisdiction for recovery once the crisis has passed.A successful process is proactive. It aims to reduce the delay in response and recovery by anticipating potential problems, such as natural disasters or safety concerns. It creates procedures for how you will react if something goes wrong.Crisis/disaster management is crucial for high-profile businesses that can be subject to serious damage to their reputation, whatever the size or scale of the crisis.Business Continuity Today Sharping The Saw, Why You Need to Continue to LearnWhen you sharpen your mental saw, the best way to rejuvenate your dulled-down mind is not to turn it off but to give it something different to think about than what it usually grinds through at work. Not only will this fresh mental fare stimulate unused parts of your brain, but it can also give you insights and ideas that can loop back into your professional success. Prepare Respond Recover Why Public-Private Partnerships Are CriticalPublic-Private Partnership is an agreement between a public agency and a private sector entity. Through this agreement, the skills and assets of each sector are shared in delivering a service or facility for the use of the general public. As governments seek to upgrade infrastructure and address the challenges of climate change, among other objectives, the need for private-sector involvement has grown. When considering pricing risk in a comprehensive and transparent way, governments can tap into the true expertise of private players. Brian Barnier, Head of Decision Science and Analytics, is focused on growing companies, investments, and countries, bringing practical insight to investors, boards, and management to help them bridge from strategy to execution. He accelerates improvement in business results through a "risk lens" that incorporates both growth and turnaround lessons learned across industries, professional disciplines, and countries.What To Read How the costs of disasters like Hurricane Ian are calculated – and why it takes so long to add them upBy Adam Rose, University of Southern CaliforniaPreliminary property damage estimates for Ian so far range from $42 billion to as much as $258 billion, with some landing in the middle.If the higher end of the estimates proves more accurate, that alone would make Ian the costliest natural disaster in U.S. history.However, property damage is only one aspect of disaster costs.Another, which is often neglected, is a business interruption – the decrease in economic activity measured either in terms of lost revenue or a combination of lost wages and profits.Business interruption begins when the disaster strikes and continues until the economy has recovered. In this case, it is likely to take several years, as happened after Katrina destroyed Louisiana, Alabama, and Mississippi in 2005.Of course, these costs do not count lives lost or human misery, such as the number of people left without power or clean water….Law Enforcement and the Incident Command System: Consider Cultural Bias IssuesBy: Dr. Randal A. Collins, CEMIt is well known that of the public safety services, law enforcement has arguably been the service to most resist the implementation of the Incident Command System. I do believe, though, even as one of the staunchest ICS advocates, that perhaps other services might consider giving law enforcement a bit of a pass and stop unrealistic changes. Perhaps we should look at ICS and ask, “why is ICS not working for law enforcement,” instead of looking at law enforcement and asking, “why is law enforcement not utilizing ICS?” First, let's eliminate two basic assumptions that many people make. ICS is not perfect. While I believe that we should embrace ICS and use it as the tool it is, it was created by humans, which means it is fallible, and we should always seek to change and improve it to create a better process. It was created by firefighters for firefighters, which leads me to my second assumption. The fire service and law enforcement are not the same because they are both public safety and work closely together on emergencies. They are often lumped together within jurisdictions and our biased minds because of their commonalities…SponsorsDisaster Tech Titan HSTNatural Disaster and Emergency Management ExpoDisaster Lan (DLAN) by Buffalo Computer Graphics Get full access to The Emergency Management Network at emnetwork.substack.com/subscribe
Join this episode as we will talk about Industrial Control Systems (ICS), Megan's genius idea of Incident Command System for ICS, why are ICS systems critical and what makes them different from traditional IT and learn more about what does the role of a Chief Product Security Officer entail!
In this special episode of the Tactics Meeting, we start a five-episode trip around the Incident Command System planning cycle with renowned Planning Section Chief Cheryl Surface. We begin with the ICS-201 Incident Briefing, transfer of command, initial Incident Action Plan, and some tips and tricks from the school of hard knocks.
In this special episode of the Tactics Meeting, we start a five-episode trip around the Incident Command System planning cycle with renowned Planning Section Chief Cheryl Surface. We begin with the ICS-201 Incident Briefing, transfer of command, initial Incident Action Plan, and some tips and tricks from the school of hard knocks.
The Incident Command System (ICS) can be complex in itself to any novice learning about it for the first time. What can make it even more challenging is when disciplines and jurisdictions begin trying to operate as a Unified Command. The concept of unified command is not well understood and what appears clear cut decision making can be countered by others as being inappropriate. Unified Command and how ICS interfaces with the Emergency Operations Center (EOC) is also discussed in this podcast. Todd Manns, Founder of The Blue Cell a virtual Incident Command System and consequence management training company, is the guest. The Blue Cell is a by-design crisis and consequence management consulting firm with a primary focus on education and training for government at all levels, non governmental agencies and private sector entities engaged in incident and emergency management activities.
This discussion will provide a brief overview of the Incident Command System for Industrial Control Systems processes and describe how ICS4ICS will help companies better manage industrial cyber incidents. We will discuss how ICS4ICS will enable companies to work with government agencies and mutual aid partners when a cyber incident impacts an entire industrial sector or multiple sectors. Segment Resources: General info and to sign up for more information in our newsletter: https://gca.isa.org/ics4ics Learn more about our call to volunteers: https://gca.isa.org/blog/ics4ics-will-improve-management-of-ics-cybersecurity-incidents Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw262
This discussion will provide a brief overview of the Incident Command System for Industrial Control Systems processes and describe how ICS4ICS will help companies better manage industrial cyber incidents. We will discuss how ICS4ICS will enable companies to work with government agencies and mutual aid partners when a cyber incident impacts an entire industrial sector or multiple sectors. Segment Resources: General info and to sign up for more information in our newsletter: https://gca.isa.org/ics4ics Learn more about our call to volunteers: https://gca.isa.org/blog/ics4ics-will-improve-management-of-ics-cybersecurity-incidents Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw262
This week, in our first segment, we welcome Jimmy Vo, Detection Engineer at Datadog for an interview on Detection Engineering in the Age of Cloud! Then, Brian Peterson, ICS4ICS Program Manager, ISAGCA Advocacy Program Manager, and LOGIIC Program Manager at International Society of Automation, joins us to discuss Incident Command System for ICS Improves Response to Cybersecurity Incidents! This week in the Enterprise News: eSentire raises $325M as it expands into services, Beyond Identity raises $100M to build out MFA, Secureframe raises $56M to help folks with SOC 2 and HIPAA compliance, Nashville-based Phosphorus Cybersecurity raises $38M to secure IoT devices (curious about the name - what kind of Phosphorus? Could be dangerous!), anecdotes raises a $25M Series A to compete in the same space as Secureframe (lots of money for folks that ease compliance pains!), Cloudflare acquires, Area 1 Security for $162M, Darktrace acquires ASM vendor Cybersprint, Snyk acquires Fugue, Andy Ellis drops an SBOM in his latest opinion piece, the latest of several thought-provoking hot takes from him, CISA publishes a list of free tools and services, & more! Follow us on Twitter: https://www.twitter.com/securityweekly Like us on Facebook: https://www.facebook.com/secweekly Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw262
This week, in our first segment, we welcome Jimmy Vo, Detection Engineer at Datadog for an interview on Detection Engineering in the Age of Cloud! Then, Brian Peterson, ICS4ICS Program Manager, ISAGCA Advocacy Program Manager, and LOGIIC Program Manager at International Society of Automation, joins us to discuss Incident Command System for ICS Improves Response to Cybersecurity Incidents! This week in the Enterprise News: eSentire raises $325M as it expands into services, Beyond Identity raises $100M to build out MFA, Secureframe raises $56M to help folks with SOC 2 and HIPAA compliance, Nashville-based Phosphorus Cybersecurity raises $38M to secure IoT devices (curious about the name - what kind of Phosphorus? Could be dangerous!), anecdotes raises a $25M Series A to compete in the same space as Secureframe (lots of money for folks that ease compliance pains!), Cloudflare acquires, Area 1 Security for $162M, Darktrace acquires ASM vendor Cybersprint, Snyk acquires Fugue, Andy Ellis drops an SBOM in his latest opinion piece, the latest of several thought-provoking hot takes from him, CISA publishes a list of free tools and services, & more! Follow us on Twitter: https://www.twitter.com/securityweekly Like us on Facebook: https://www.facebook.com/secweekly Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw262
To the bridge! In this episode of the Event Safety Podcast, we expand on last episode's conversation about the Incident Command System with a look at where the ICS magic happens - the command center. Danielle and Steve are joined once again by Tami Richter and John Badcock from SXSW, along with event control room specialist Chrissie Gilbert for a discussion on ideal room setup, technology, personnel and show operations.
We're back with the first Event Safety Podcast of 2022! In this episode, Danielle and Steve are joined by Tami Richter and John Badcock from SXSW for a conversation about applying the Incident Command System to event operations. They discuss the foundational principles of ICS, the benefits of its use, integrating ICS to your event plans, and much more.
On this very special 'EPIC Debate' episode of Emergency Preparedness in Canada (EPIC) Podcast, Josh and Grayson go head to head to debate the value of one of Canada's most closely held disaster management belief systems... the Incident Command System! A huge thanks to Ryan Jesperson for moderating this debate, as well as to NAIT for allowing us to speak at their first virtual Emergency Management Stakeholder Summit. All this and more on this episode of EPIC Podcast - Current, Relevant, Canadian
The full organization of the ICS structure is large. However, the full organization is rarely implemented. The organization can expand and contract depending on how many people are needed at any given moment. In a large crisis, the whole structure could be implemented, but in a smaller incident, only one, two, or three of these positions might be filled. One person can fill more than one role. The rule of thumb is that every role that is left vacant is filled by the role above it. EM Weekly and Blue Cell are going to take a deeper look into what is the practical application of the Incident Command System and do we need to have an overhaul of the system? Todd MannsWeb - http://thebluecell.com/index.htmlTwitter - https://twitter.com/TheBlueCellFacebook -https://www.facebook.com/TheBlueCell/?ref=br_rsLinkedIn -https://www.linkedin.com/company/the-blue-cell-llc/YouTube - https://www.youtube.com/user/TheBlueCellLLCTodd De VoeWebsite - https://toddtdevoe.com/Website- www.crisis-cafe.comSpeak N Spark-https://bit.ly/3sTVUfrLinkedIn - https://bit.ly/3sVHL1gEM WeeklyWebsite - https://bit.ly/3jj5ItlTwitter - https://bit.ly/31z8MeXFacebook - https://bit.ly/3dMlbRPLinkedIn - https://bit.ly/34mXyfzYouTube - https://bit.ly/2FQDhWdSister ShowsEM Student Web - https://bit.ly/2Hw0sFxTwitter - https://bit.ly/31z8MeXFacebook - https://bit.ly/3dMlbRPLinkedIn - https://bit.ly/34mXyfzYouTube - https://bit.ly/2FQDhWdThe Business Continuity ShowTwitter - https://bit.ly/3ojEIO2Facebook - https://bit.ly/2Tjqv5HLinkedIn - https://bit.ly/34mXyfzYouTube - https://bit.ly/3mePJyGSponsors Outer Limit Supply https://bit.ly/2FR26Bp Coupon Code “EMWEEKLY” Power Up- https://www.powerupconnect.com/Mid-Atlantic Center for Emergency Management- https://macem.org/Home.aspxIf you would like to become a sponsor or advertiser Call Sitch Radio (714) 643-2500 X 1
Todd Duke shares his experience with marine salvage from U.S. Navy damage control to shipboard firefighting. We discuss the history of salvage, salvage contracts, and the challenges of conducting salvage from within the Incident Command System.
Welcome to Book Review - Reflections on Leadership: What Leaders Say About Leadership by Dennis Mossburg (https://www.spotlightingtheindieauthor.com/31) Do you feel stuck in your leadership journey? Are you just going through the motions and calling it leadership? Does chaos seem to follow you, and even know your address? Do you lack communication skills on the job and/or at home. Will the book Reflections on Leadership: What Leaders Say About Leadership by Dennis Mossburg, get you up to speed on the following. How to identify and end your toxic relationships - How to run your one on ones - How to give actionable feedback - How to build relationships with your followers - How to mentor your followers in minutes a week. Will this unique book that uses quotes from leaders from the past and present live up to its title. Join Joseph, Nina and Kelli as they review Reflections on Leadership: What Leaders Say About Leadership by Dennis Mossburg. The Book - Reflections on Leadership: What Leaders Say About Leadership Ebook (https://www.amazon.com/Reflections-Leadership-What-Leaders-About-ebook/dp/B08RCVDKCL/ref=tmm_kin_swatch_0) Paperback (https://www.amazon.com/gp/product/1734470925) Remember, Reviewing and Rating a Book You Read, is Free to You, but Priceless to the Author. So please rate and review the book from the retailer that you purchased it from along with the sites mentioned below. Goodreads (https://www.goodreads.com/book/show/56488980-reflections-on-leadership) The Author – Dennis Mossburg Website (https://dennismossburg.com/) Amazon Author Profile (https://www.amazon.com/Dennis-Mossburg/e/B08T22MM3B) Grey Moose Leadership Group (https://www.facebook.com/Grey-Moose-Leadership-Group-LLC-106435471025117) Facebook (https://www.facebook.com/Grey-Moose-Leadership-Group-LLC-106435471025117) Twitter (https://twitter.com/dennis_mossburg) MeWe (https://mewe.com/i/dennismossburg) Dennis Mossburg on Spotlighting the Indie Author Special Guest Page (https://www.spotlightingtheindieauthor.com/guests/dennismossburgh) Episode 30 Author Chat with Dennis Mossburg - Author of Reflections on Leadership: What Leaders Say About Leadership (https://www.spotlightingtheindieauthor.com/30) Sponsors Indie Book and Author News in a Flash was brought to you by Chappell Graphix Email: chappellgraphix@gmail.com - Social Media - Facebook (https://www.facebook.com/Chappell-Graphix-145085148882834) Kelli Winkler Info Website (https://www.kelliwinklervoice.com/) Instagram (https://www.instagram.com/kelliwinklervoice/) Spotlighting the Indie Author Host Page (https://www.spotlightingtheindieauthor.com/hosts/kelliwinkler) Spotlighting the Indie Author Contact Info and Podcast Links Email: spotlightingtheindieauthor@josepheclay.com Snail Mail Correspondence: Joseph E Clay Dot Com - 242 West Main Street #224, Hendersonville, TN. 37075 Phone: +1 (615) 750-5987 Skype: +1 (615) 208-7784 MeWe (https://mewe.com/p/spotlightingtheindieauthor) Facebook (https://www.facebook.com/SpotlightingTheIndieAuthor/) Instagram (https://www.instagram.com/spotlightingtheindieauthor) Twitter (https://twitter.com/SpotlightingP) Spotlighting the Indie Author (https://www.spotlightingtheindieauthor.com/) is hosted by Fireside Spotlighting the Indie Author Show Schedule (https://www.spotlightingtheindieauthor.com/showschedule) Spotlighting the Indie Author Blog (https://www.spotlightingtheindieauthor.com/articles) - Podcast Notes Episode 31 (https://www.spotlightingtheindieauthor.com/articles/193-23-21) Joseph E Clay Dot Com (https://josepheclay.com/) Official Blog of Joesph E Clay Dot Com (https://jec-blog.com/) Voices heard on Episode 31: Host: Joseph Clay (https://www.spotlightingtheindieauthor.com/hosts/josephclay) Co-Host: Nina Turnipseed (https://www.spotlightingtheindieauthor.com/hosts/ninaturnipseed) Co-Host: Kelli Winkler (https://www.spotlightingtheindieauthor.com/hosts/kelliwinkler) Dennis Mossburg (https://www.spotlightingtheindieauthor.com/guests/dennismossburgh) soundbites were pulled from Episode 30 - Author Chat with Dennis Mossburg - Author of Reflections on Leadership: What Leaders Say About Leadership (https://www.spotlightingtheindieauthor.com/30) We Need Your Help Spotlighting the Indie Author does not charge the author to review their books. Heck, all our services are free to the participants and listeners. We depend on donations from our dedicated listeners, authors, and those who have the desire, like us, to shine the spotlight on Indie Authors. Donate Using PayPal -OR- Become a Patron. Tiers start at $8.00 and progress as follows - $15, $20, $25 and $50. Gifts at every level. Loyalty Program with the $25 and $50 Tier. These members receive a new Exclusive Patron item every quarter. Become a Patron! A donation of any amount through PayPal or Pateron would be great and help with hosting fees and paying the bills. For other ways to help visit our Affiliates/Sponsors (https://www.spotlightingtheindieauthor.com/affiliates) Page This was episode #31, a 2021 production of Spotlighting the Indie Author, a Joseph E Clay Dot Com Podcast.
Welcome to Author Chat with Dennis Mossburg - Author of Reflections on Leadership: What Leaders Say About Leadership (https://www.spotlightingtheindieauthor.com/30) Leadership, it's not just for managers. As our guest in today's show, Dennis Mossburg, an Independent author, states. "We all are leaders, even if we are only leading ourselves." During the Author Chat Dennis tells us a little about his background, education and training. The author also discusses how his unique book, Reflections on Leadership: What Leaders Say About Leadership came about. Dennis shares and gives examples of leadership and the techniques used in one on ones and how to give actionable feedback. Of course the show will lead off with Dennis answering Spotlighting the Indie Author’s 10 Off The Wall Questions. Joseph will conduct the author chat and 10 off the wall questions. Nina Turnipseed, Co-Host and Kelli Winkler Announcer will join Joseph and Dennis in this light hearted but highly informative show. The Author – Dennis Mossburg Website (https://dennismossburg.com/) Spotlighting the Indie Author Special Guest Page (https://www.spotlightingtheindieauthor.com/guests/dennismossburg) Amazon Author Profile (https://www.amazon.com/Dennis-Mossburg/e/B08T22MM3B) Grey Moose Leadership Group (https://www.facebook.com/Grey-Moose-Leadership-Group-LLC-106435471025117) Facebook (https://www.facebook.com/Grey-Moose-Leadership-Group-LLC-106435471025117) Twitter (https://twitter.com/dennis_mossburg) MeWe (https://mewe.com/i/dennismossburg) The Book Reflections of Leadership (https://www.amazon.com/gp/product/B08RCVDKCL/) Spotlighting the Indie Author Contact Info and Podcast Links Email: spotlightingtheindieauthor@josepheclay.com Snail Mail Correspondence: Joseph E Clay Dot Com - 242 West Main Street #224, Hendersonville, TN. 37075 Phone: +1 (615) 750-5987 Skype: +1 (615) 208-7784 MeWe (https://mewe.com/p/spotlightingtheindieauthor) Facebook (https://www.facebook.com/SpotlightingTheIndieAuthor/) Instagram (https://www.instagram.com/spotlightingtheindieauthor) Twitter (https://twitter.com/SpotlightingP) Spotlighting the Indie Author (https://www.spotlightingtheindieauthor.com/) is hosted by Fireside Spotlighting the Indie Author Show Schedule (https://www.spotlightingtheindieauthor.com/showschedule) Spotlighting the Indie Author Blog (https://www.spotlightingtheindieauthor.com/articles) - Podcast Notes Episode 30 (https://www.spotlightingtheindieauthor.com/articles/192-22-21) Joseph E Clay Dot Com (https://josepheclay.com/) Official Blog of Joesph E Clay Dot Com (https://jec-blog.com/) Voices heard on Episode 30: Host: Joseph Clay (https://www.spotlightingtheindieauthor.com/hosts/josephclay) Co-Host: Nina Turnipseed (https://www.spotlightingtheindieauthor.com/hosts/ninaturnipseed) Announcer: Kelli Winkler (https://www.spotlightingtheindieauthor.com/hosts/kelliwinkler) Guest: Dennis Mossburg (https://www.spotlightingtheindieauthor.com/guests/dennismossburgh) We Need Your Help Spotlighting the Indie Author does not charge the author to review their books. Heck, all our services are free to the participants and listeners. We depend on donations from our dedicated listeners, authors, and those who have the desire, like us, to shine the spotlight on Indie Authors. Donate Using PayPal -OR- Become a Patron. Tiers start at $8.00 and progress as follows - $15, $20, $25 and $50. Gifts at every level. Loyalty Program with the $25 and $50 Tier. These members receive a new Exclusive Patron item every quarter. Become a Patron! A donation of any amount through PayPal or Pateron would be great and help with hosting fees and paying the bills. For other ways to help visit our Affiliates/Sponsors (https://www.spotlightingtheindieauthor.com/affiliates) Page This was episode #30, a 2021 production of Spotlighting the Indie Author, a Joseph E Clay Dot Com Podcast. Special Guest: Dennis Mossburg.
Join #ARCSchat, the ARCS Emergency Programming Sub-Committee, National Heritage Responders, and the AIC Emergency Committee as they join forces to bring you a disaster virtual tabletop exercise just in time for FAIC’s annual #maydayprep program. Enter the FAIC #MayDayPrep Resources: National Collections Program | NCP | https://ncp.si.edu/ Implementing the Incident Command System at the Institutional Level - https://www.lulu.com/en/us/shop/david... Exercising Your Disaster Response Plan-https://www.connectingtocollections.o... Emergency Preparedness & Response - Wiki - https://www.conservation-wiki.com/wik... National Incident Management System | FEMA.gov - https://www.fema.gov/emergency-manage... EMI - IS - https://training.fema.gov/is/courseov...
We are taking a look at re-framing of the Incident Management Structures. It has been over 50 years since FIRESCOPE “created” the Incident Command System and the Incident Management Structures. Is it time to re-frame how emergency management and response operates? Timothy Riecker writes “After examining these models, I think most will agree that in incident management we really do use the Team of Teams model, but not to the fullest extent. Why is that? I think it’s primarily because we graphically depict our organizations using the Command model and so much of our mindset is fixated on that structure and a perceived rigidity of the positions and flow within that structure. Sure, the Command model is cleaner and less intimidating, but it psychologically predisposes us to silos. In ICS, for example, we do have people coordinating across sections, but aside from the ‘scripted’ activities (i.e. those within the Planning Process), it seems to not come easily. “Timothy RieckerWeb -https://timothyriecker.com/Twitter - https://twitter.com/trieckerLinkedIn -https://www.linkedin.com/in/timothy-riecker-cedp-66b1a912/YouTube - https://www.youtube.com/watch?v=Ui2lscZCbjITodd De VoeWebsite - https://toddtdevoe.com/Website- www.crisis-cafe.comSpeak N Spark-https://bit.ly/3sTVUfrLinkedIn - https://bit.ly/3sVHL1gEM WeeklyWebsite - https://bit.ly/3jj5ItlTwitter - https://bit.ly/31z8MeXFacebook - https://bit.ly/3dMlbRPLinkedIn - https://bit.ly/34mXyfzYouTube - https://bit.ly/2FQDhWdSister ShowsEM Student Web - https://bit.ly/2Hw0sFxTwitter - https://bit.ly/31z8MeXFacebook - https://bit.ly/3dMlbRPLinkedIn - https://bit.ly/34mXyfzYouTube - https://bit.ly/2FQDhWdThe Business Continuity ShowTwitter - https://bit.ly/3ojEIO2Facebook - https://bit.ly/2Tjqv5HLinkedIn - https://bit.ly/34mXyfzYouTube - https://bit.ly/3mePJyGSponsors Outer Limit Supply https://bit.ly/2FR26Bp Coupon Code “EMWEEKLY” Power Up- https://www.powerupconnect.com/If you would like to become a sponsor or advertiser Call Sitch Radio (714) 643-2500 X 1
Eine Dienstübergabe im Krisenmanagement darf nicht zwischen Tür und Angel "irgendwie" erfolgen - hier entscheidet sich, ob ein guter Weg mit neuer Energie fortgesetzt werden kann oder sich das Krisenmanagement mehr und mehr in Luft auflöst. Dafür braucht es vor allem Planung, Zeit und Struktur.
--SYNOPSIS-- When first responders come together in an international disaster response force, they need to share information quickly – between military and civilians, and across borders and languages. NATO has supported the adaptation of a software platform in the Western Balkans, in which maps, videos and pictures can all be shared in real time. It’s called the Next-Generation Incident Command System, or NICS for short, and has been developed by scientists at the Massachusetts Institute of Technology (MIT) in the United States. The system has been put to use in managing wildfires in California and Australia, and is being deployed across the Western Balkans. In this episode of NATO Science, we travel to Montenegro, where NATO scientists conduct live trials of the system in a simulated emergency situation. Footage includes NICS creator Gregg Hogan explaining how the system works, as well as various shots of the NICS system in use, firefighters from various countries battling barrel fires as part of an exercise scenario, shots of the exercise command centre, and Montenegrin aeroplanes dousing water on simulated bushfires. Please note that exercise footage does not include typical COVID-19 precautions because filming took place before the pandemic. --TRANSCRIPT-- SOUNDBITE (ENGLISH) Dylan White Oh, hi! If you get your updates from one of these, you’ll know how fast information flows. For first responders, quick access to that information can save lives. How? NATO Science! THE NORTH ATLANTIC TREATY ORGANIZATION Presents NATO SCIENCE THE NEXT-GENERATION INCIDENT COMMAND SYSTEM WITH DYLAN P. WHITE SOUNDBITE (ENGLISH) Dylan White Emergencies don’t respect borders. So when first responders need to communicate across countries and organisations, they need a simple system that works quickly. Our scientists have come up with a handy solution. Project: Next-Generation Incident Command System Participants: United States, Bosnia and Herzegovina, Croatia, Montenegro, North Macedonia Supported by the NATO Science for Peace and Security Programme Gregory Hogan, Programme Manager, MIT Lincoln Laboratory, United States SOUNDBITE (ENGLISH) Gregg Hogan, Massachusetts Institute of Technology (MIT) Lincoln Laboratory One of the fundamental problems of any kind of disaster response, firefighting, floods, earthquakes, is that many organisations come together that normally don’t work together, so they don’t always know how to communicate or collaborate. We developed a software platform where everybody can join together and develop ways to share information that they normally don’t know how to share. Maps, videos, pictures, all in real time. We call it the Next-Generation Incident Command System, or NICS for short. SOUNDBITE (ENGLISH) Dylan White Snappy name, but how does it work? SOUNDBITE (ENGLISH) Gregg Hogan At the core of NICS is the incident map that displays key information such as incident perimeters, evacuation zones, weather conditions, responder locations and images from the scene. Emergency personnel upload the content directly using either a web-based system or a mobile app. There’s even online spaces where responders can chat with each other in real time. Severe storm warning for local evac. Evac locations updated… please proceed with caution Image uploaded – Evac ETA 15 mins SOUNDBITE (ENGLISH) Gregg Hogan The system has been successfully put to use in the United States, including to help fight wildfires in Californaia, and has been adopted by emergency services in the state of Victoria in Australia, where it has helped more than 1000 firefighters battle over 50 bushfires. With support from the NATO Science for Peace and Security Programme, we are introducing the platform in the Western Balkans, to support regional responses to man-made and natural disasters. We recently tested the system in Montenegro during a NATO exercise that simulated an international response to wildfires, involving more than 250 first responders and experts. Hazards are only disasters if there’s insufficient preparation and communication. NICS goes one step further to helping our first responders better protect our populations. SOUNDBITE (ENGLISH) Dylan White Next episode we’ll take you to Ankara in Turkey to learn how games are helping NATO tackle the next generation of security threats. Check out the rest of the videos in the series to learn more about NATO science. This video contains copyrighted library material licensed by NATO, which cannot be used as part of a new production without consent of the copyright holder. Please contact Thomson Reuters to clear this material.
This month I had the pleasure of talking to (ret) Battalion Chief Anthony Kastros. Anthony is the author of Mastering the Fire Service Assessment Center and Understanding Unified Command. In this show we talk about succession planning and building up the new firefighters and line officers to one day take your position. Anthony explains mentoring, training, getting ready for you next promotional exam and leading using the Incident Command System.
Chad Miller is a District Chief for TFD and Chief Operations Officer for Oklahoma Smoke Diver Association. Bryan Lloyd is a District Chief for TFD and Chief Elder for the Oklahoma Smoke Diver Association. The association is a volunteer organization. Their Mission: To prevent death and injury by training firefighters to be adaptable and to develop critical decision making skills in high stress environments.This training is open to firefighters around the country. Learn more here:[http://www.oklahomasmokediver.com/]The Oklahoma Smoke Diver course is a six-day, 60 hour program designed for the experienced firefighter who desires realistic training in self-survival, firefighter rescue, advanced search & rescue, thermal imaging, emergency procedures, teamwork, discipline, team leadership, situational awareness and decision making as well as how to function within the elements of the Incident Command System.Topics Covered:Background and career in the Fire service?What led you 2 into become Smoke Divers?When did the program start and where did it come from?How many States have Smoke Diver programs?How should you prepare for the Smoke Diver program?Why is becoming a Smoke Diver a Prestigious Honor?What does the program consist of in curriculum, training, difficulty?What’s the purpose of the water training in the program?For firefighters that are listening how can they apply for your program?Lots of other interesting aspects of fire service and the program.Help us grow the Fire Fighter Kingdom Tribe by sharing with others and also visit us on our YouTube channel and other social websites below. Thanks and see you soon!iTunes PodcastFaceBook PageYouTube ChannelVisit FireFighter Kingdom Website
ellisoncooper.com/ Irish/American citizen, Ellison Cooper was born just outside of Washington DC where she grew up among senators and supreme court justices. She has a Ph.D. in anthropology from UCLA, with a background in archaeology, cultural neuroscience, ancient religion, colonialism, and human rights. She conducted her fieldwork primarily in Central America where she lived in a tent in the jungles of Belize for nine years while searching for lost Maya ruins. She has also done research in Micronesia, West Africa, and at the University of London, Institute of Historical Research. Ellison's academic work has been published in a variety of journals including the prestigious Cambridge Archaeological Journal. She has been invited to present her research around the world. Before graduate school, Ellison briefly attended Georgetown Law School and worked as a murder investigator for the Washington DC Public Defenders Service where she gained an insiders view of the criminal justice system. In addition, she is a Wilderness K9 Search and Rescue volunteer certified as a Federal Disaster Worker for the Incident Command System. Ellison began writing fiction while conducting research on the island of Yap, Micronesia but it wasn't until she left her job as Assistant Professor to care for her ill son that she actually finished a novel. After multiple rewrites, that novel eventually became Caged. Ellison's short fiction has appeared in numerous anthologies including Crime & Mystery from Flame Tree Press, as well as in various magazines such as Interzone and Daily Science Fiction. She now lives in the beautiful Bay Area with her husband and son. VOX VOMITUS: Sometimes, it's not what goes right in the writing process, it's what goes horribly wrong. Host/Gothic Horror novelist Jennifer Anne Gordon (with help from co-hosts/authors Allison Martine and Trisha Mckee) chat with some of the best authors of the day. www.jenniferannegordon.com www.trishamckee.com www.facebook.com/Allison-Mart... www.patreon.com/JenniferAnneGordon @Copyrighted by Authors on the Air
https://ellisoncooper.com/ Irish/American citizen, Ellison Cooper was born just outside of Washington DC where she grew up among senators and supreme court justices. She has a Ph.D. in anthropology from UCLA, with a background in archaeology, cultural neuroscience, ancient religion, colonialism, and human rights. She conducted her fieldwork primarily in Central America where she lived in a tent in the jungles of Belize for nine years while searching for lost Maya ruins. She has also done research in Micronesia, West Africa, and at the University of London, Institute of Historical Research. Ellison’s academic work has been published in a variety of journals including the prestigious Cambridge Archaeological Journal. She has been invited to present her research around the world. Before graduate school, Ellison briefly attended Georgetown Law School and worked as a murder investigator for the Washington DC Public Defenders Service where she gained an insiders view of the criminal justice system. In addition, she is a Wilderness K9 Search and Rescue volunteer certified as a Federal Disaster Worker for the Incident Command System. Ellison began writing fiction while conducting research on the island of Yap, Micronesia but it wasn’t until she left her job as Assistant Professor to care for her ill son that she actually finished a novel. After multiple rewrites, that novel eventually became Caged. Ellison’s short fiction has appeared in numerous anthologies including Crime & Mystery from Flame Tree Press, as well as in various magazines such as Interzone and Daily Science Fiction. She now lives in the beautiful Bay Area with her husband and son. VOX VOMITUS: Sometimes, it's not what goes right in the writing process, it's what goes horribly wrong. Host/Gothic Horror novelist Jennifer Anne Gordon (with help from co-hosts/authors Allison Martine and Trisha Mckee) chat with some of the best authors of the day. www.jenniferannegordon.com www.trishamckee.com www.facebook.com/Allison-Mart... www.patreon.com/JenniferAnneGordon @Copyrighted by Authors on the Air
Episode: 2243 Organizing for disaster: One place where New Orleans did it right. Today, our guest, UH journalist Michael Berryhill, prepares for a rainy day.
HOW do you deal with fake news during a crisis or a incident? @PatrickRyanimages from @VulcanTraining talks about the rol of the Public Information Officer within the #ICS #IncidentCommandSystem. How to deal with fake information during a crisis.
Discover how a Medical Logistics Crisis Action Team could help your institution quickly organize efforts and resources in addition to your Incident Command System. Col. Victor Suarez, Assistant Chief of Staff, Logistics at the US Army Regional Health Command-Atlantic explains their approach to the MedLog CAT during the COVID-19 pandemic.
Creating authentic classroom assessments are necessary for students to make more practical connections to their learning. We know that the use of performance assessments of experiential learning exercises tends to be less common in graduate classrooms and we don’t think it should be. In this episode, we discuss the experiences of an innovative-thinking instructor and how he went about developing and successfully implementing a four-day experiential learning exercise and performance assessment. His exercise focused on students applying the understandings of the Incident Command System team for the Alberta Agriculture and Forestry emergency response team to a realworld scenario about a Salmonella outbreak originating from a hatchery. We even get to hear a little about what happened in the classroom and from two observers who were present during the exercise. We are fortunate to have the instructor Dr. Simon Otto from the School of Public Health and a masters-level graduate student from his class Aleksandra Tymczak for our discussion today.
I go over the incident command system for those not well versed in it and play out some scenarios on how it may be used in the Coronavirus response.
#tellerstrongToday, the podcast team is joined by Chief Tyler Lambert from Northeast Teller County Fire and Chief Dean O'Nale from Cripple Creek Fire.Chief Lambert is also the Chief of Operations for the Teller County Incident Command System and Chief O'Nale is the head of Branch 1.
Podcast: This week on The Mystical Positivist, we feature a pre-recorded conversation with Rory Miller, author of Living in the Deep Brain – Connecting with Your Intuition. Rory Miller is a seventeen-year veteran of a metropolitan correctional system. He spent seventeen years, including ten as a sergeant, with the Multnomah County Sheriff's Office in Portland Oregon. His assignments included Booking, Maximum Security, Disciplinary and Administrative Segregation, and Mental Health Units. He was a CERT (Corrections Emergency Response Team) member for over eleven years and Team Leader for six. His training has included over eight hundred hours of tactical training; witness protection and close-quarters handgun training with the local US Marshals; Incident Command System; Instructor Development Courses; AELE Discipline and Internal Investigations; Hostage Negotiations and Hostage Survival; Integrated Use of Force and Confrontational Simulation Instructor; Mental Health; Defensive Tactics, including the GRAPLE instructors program; Diversity; and Supervision. Rory has designed and taught courses including Confrontational Simulations; Uncontrolled Environments; Crisis Communications with the Mentally Ill; CERT Operations and Planning; Defensive Tactics; and Use of Force for Multnomah County and other local agencies. In 2008 Rory Miller left his agency to spend over a year in Iraq with the Department of Justice ICITAP program as a civilian advisor to the Iraqi Corrections System. He has a Bachelor's degree in Psychology, a blackbelt in jujutsu and college varsities in judo and fencing. He also likes long walks on the beach. His writings have been featured in Loren Christensen's Fighter's Fact Book 2: The Street, Kane and Wilder's Little Black Book of Violence and The Way to Blackbelt. Rory is the author of Meditations on Violence: A Comparison of Martial Arts Training and Real World Violence; Violence: A Writer's Guide; and Facing Violence. His latest book, Living in the Deep Brain was published in 2019 by Wyrd Goat Press. More information about Rory Miller's work can be found at: Chiron Training website: www.chirontraining.com, Rory Miller on YouTube: www.youtube.com.
Podcast: Unsolicited Response PodcastEpisode: Megan Samford on ICS4ICSPub date: 2020-02-12Dale Peterson interviews Megan Samford of Rockwell Automation in the S4x20 Green Room. The main topic is Megan's idea of an Incident Command System for Industrial Control Systems (ICS4ICS). While working for the State of Virginia, Megan was active with and saw first hand the benefits of having an Incident Command System ready to deal with disasters, natural and otherwise. She proposes that the ICS community develop a similar structure to deal with major cyber incidents affecting ICS. A structure where external resources can be brought to the situation in a timely and effective manner. We also talk a bit about security and safety advances in Rockwell Automation products and how customers are or are not taking up these new capabilities.The podcast and artwork embedded on this page are from Dale Peterson: ICS Security Catalyst and S4 Conference Chair, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.
Dale Peterson interviews Megan Samford of Rockwell Automation in the S4x20 Green Room. The main topic is Megan's idea of an Incident Command System for Industrial Control Systems (ICS4ICS). While working for the State of Virginia, Megan was active with and saw first hand the benefits of having an Incident Command System ready to deal with disasters, natural and otherwise. She proposes that the ICS community develop a similar structure to deal with major cyber incidents affecting ICS. A structure where external resources can be brought to the situation in a timely and effective manner. We also talk a bit about security and safety advances in Rockwell Automation products and how customers are or are not taking up these new capabilities.
She’s a dual Irish/American citizen, who was born just outside of Washington DC where she grew up among senators and supreme court justices. She has a PH.D in Anthropology from UCLA, with a background in archaeology, cultural neuroscience, ancient religion, colonialism, and human rights.She’s conducted field work in various locations around the world, including Micronesia, West Africa, Central America, and Western Europe. She has also done research at the University of London, Institute of Historical Research and her academic work has been published in a variety of journals, including the prestigious Cambridge Archaeological Journal. She briefly attended Georgetown Law School and worked as a murder investigator for the Washington DC Public Defenders Service where she gained an insider’s view of the criminal justice system.Aside from writing the riveting thriller series that will launch today’s adventure, she’s also a Wilderness K9 Search and Rescue volunteer and certified as a Federal Disaster Worker for the Incident Command System. Ellison Cooper takes us on today’s adventure…
She’s a dual Irish/American citizen, who was born just outside of Washington DC where she grew up among senators and supreme court justices. She has a PH.D in Anthropology from UCLA, with a background in archaeology, cultural neuroscience, ancient religion, colonialism, and human rights. She’s conducted field work in various locations around the world, including Micronesia, West Africa, Central America, and Western Europe. She has also done research at the University of London, Institute of Historical Research and her academic work has been published in a variety of journals, including the prestigious Cambridge Archaeological Journal. She briefly attended Georgetown Law School and worked as a murder investigator for the Washington DC Public Defenders Service where she gained an insider’s view of the criminal justice system. Aside from writing the riveting thriller series that will launch today’s adventure, she’s also a Wilderness K9 Search and Rescue volunteer and certified as a Federal Disaster Worker for the Incident Command System. Ellison Cooper takes us on today’s adventure…
She’s a dual Irish/American citizen, who was born just outside of Washington DC where she grew up among senators and supreme court justices. She has a PH.D in Anthropology from UCLA, with a background in archaeology, cultural neuroscience, ancient religion, colonialism, and human rights.She’s conducted field work in various locations around the world, including Micronesia, West Africa, Central America, and Western Europe. She has also done research at the University of London, Institute of Historical Research and her academic work has been published in a variety of journals, including the prestigious Cambridge Archaeological Journal. She briefly attended Georgetown Law School and worked as a murder investigator for the Washington DC Public Defenders Service where she gained an insider’s view of the criminal justice system.Aside from writing the riveting thriller series that will launch today’s adventure, she’s also a Wilderness K9 Search and Rescue volunteer and certified as a Federal Disaster Worker for the Incident Command System. Ellison Cooper takes us on today’s adventure…
Net controller this evening, Mrs. Rhonda (KJ4AXY), gives an explanation of the Incident Command System and how it's important to amateur radio.
Andrea Forte, as Director of Operations, is a founding member of CenTex DART. She is a certified Incident Command System and CERT Instructor. Her training includes All-Hazards Incident Commander and Planning Section Chief positions for an IMT-3 team along with being a Skywarn Spotter, debris manager, and an exercise planner. Guest Links Twitter: https://twitter.com/CenTexDARTFacebook: https://www.facebook.com/groups/centexdartWebsite: https://centexdisasterresponders.org/Email: DisasterResponders@gmail.comCivil Defense Radio Information Website: https://civildefenseradio.com/Facebook: https://www.facebook.com/CivilDefenseRadioTwitter: https://twitter.com/Civil_Def_RadioAdvertisersOils for Life Today: https://www.oils4lifetoday.com
Picking up from my last ICS episode in October 2018, I share tips to succeed in the ICS 400 course and apply the principles in the real world.Full write-up at https://kevtalkspod.com/bts-ep33-managing-complex-incidents-with-incident-command-system-ics-400/
Picking up from my last ICS episode in October 2018, I share tips to succeed in the ICS 400 course and apply the principles in the real world.Full write-up at https://kevtalkspod.com/bts-ep33-managing-complex-incidents-with-incident-command-system-ics-400/
In dieser Episode stelle ich drei verschiedene Standard-Führungsstrukturen im Krisenmanagement vor und gebe Tipps für Wahl und Anpassung eines Systems für die eigene Organisation.
If you're a structural firefighter, you'd probably rather not deal with wildland fires at all. That's normally not really a problem, until the flames reach the wildland-urban interface, which is happening much more frequently than in the past. Then you guys from the cities need to know stuff like the 18 Watch-Outs. Or to be ready to go on a run that lasts 12 hours. Decades ago, city firefighters didn't have to be concerned with this. Welcome to the New Normal. Here to discuss that with me is Brian Fennessy. Brian is the Chief of the Orange County, California Fire Authority,where he's been since 2018. He began his fire service career in 1978 working as a hotshot crewmember with the U.S. Forest Service, working his way up to crew superintendent. In 1990, Fennessy joined the San Diego Fire-Rescue Department and became Chief of the Department in 2015. He has held multiple Incident Command System certifications and positions, and has also served on National Incident Management Teams. Support this podcast
Sharing the development of ICS from World War 2 elements through today.
Sharing the development of ICS from World War 2 elements through today.
Sharing the development of ICS from World War 2 elements through today.
Responding to an emergency medical situation can be chaotic, even for well-trained medical professionals. That’s why it’s so important for EMS agencies to use an incident command system (ICS) so it’s clear who’s in charge. Yet many EMS agencies have not embraced ICS, says longtime paramedic and firefighter, Brad Davison. On this episode, Davison talks with host Leischen Stelter about his department’s journey to implement a modified ICS model, the challenges faced training personnel, and the remarkable improvements in medical care. See acast.com/privacy for privacy and opt-out information.
Providing 5 practical applications of the concepts in the ICS 200 course.Writeup at https://kevtalkspod.com/flexibility-with-ics-200/
Jon brings an Incident Command System from his Military and Fire Service background and decribes how it can be applied to a Real Estate Project.
Episode 07: Tactical Training for Leaders Discussion of leadership engagement, tactical training for leaders, and leadership modeling. Bill Godfrey: Hello, and welcome to our next installment of our podcast series on active shooter incident management training. My name is Bill Godfrey, a retired fire chief, and one of the instructors for C3 Pathways. I'm your host today, and with me is Michelle Cook, also one of our instructors but recently retired from the Jacksonville Sheriff's Office after 26 years. Michelle retired as the director of patrol and enforcement, which in layman's terms, Michelle, basically you were the ops chief - Michelle Cook: I was chief, yes. Bill Godfrey: About 1,200 uniformed officers. Michelle Cook: Yes, sir, 1,200. Bill Godfrey: And now she is enjoying life. For the last year, she is the police chief of Atlantic Beach Police Department, a small, beach-side community, beautiful little area, with ...? Michelle Cook: 30 officers. Bill Godfrey: 30 officers. Michelle Cook: 30 total officers. Bill Godfrey: From 1,200 to 30. Michelle Cook: 30. Bill Godfrey: So something tells me we're going to be coming back to some stories there about the difference between large agencies and small agencies. But in this episode we are going to be talking about tactical training for leaders, both on the law enforcement side and the fire department side. Michelle, you've been on the job for 27 years so you were around when Columbine occurred in '99. And as we all have so often pointed to this kind of watershed moment of, "Wow. Things need to change here. We need to make an adjustment," give us a look back from your perspective on the changes that you've seen both in the tactical training for line officers, for patrol officers, and then also the training that went with that for leadership on the law enforcement side and how to manage these incidents differently. Michelle Cook: Sure. So Columbine happened in 1999 and in that year, and the previous couple of years prior to that, I was working part-time at the police training academy. So when Columbine happened, I was there when we evolved our tactics. We knew that, at that point, surrounding the building and calling the SWAT team was no longer going to work. People were dying because that was our strategy, and so we knew that wasn't going to work. So following Columbine a series of evolutions came out, tactical evolutions, that saw the introduction of contact teams. You know? First they were diamond shaped with five people inside, and then it went to three people, and we've evolved so far today that a lot of agencies are pushing the solo officer entry, if that is the best route for that officer at that moment, at that event. So tactics have definitely evolved since 1999, and they continue to evolve. Up until C3, what I haven't seen is the evolution of, "How do you manage these incidents or events?" So pre 1999, I'm a patrol supervisor on the street; an active shooter call goes out. I tell my officers, "Surround the building. Wait for SWAT." SWAT shows up. SWAT command does their thing; they take charge of the building. When tactics change for a patrol officer to make entry, we never trained the supervisors on how to lead or manage that entry. So as tactics have changed, leadership and management of these incidents and events hasn't evolved, and that's really where we have a training gap now. Bill Godfrey: It's interesting the way that you've put that. I think in a lot of ways, we have a very similar gap on the Fire-EMS side. Of course, the fire service has been using ICS for years, and in some ways that has grown a level of self-assured confidence that we can kind of manage or handle anything. And one of the things ... You know? You mentioned C3 beginning the work in this area quite a few years ago now. One of the things that led us to that was kind of the "whoops!" moment where we went, "Okay. The way we manage a fire applied to an active shooter event is not having the kind of outcome that we want, and we need to perhaps look at this and see if there aren't some things that are different." And of course, there were, and there are some things that we train to very, very differently on that front. It reminds me though ... You know? Sheriff Kevin Barry in one of our previous podcast episodes was talking about the challenges of being the chief, that the higher level leadership ... You know? You're inundated day to day ... And I remember this from my time too. You're inundated day to day with budget meetings, and paperwork, and HR issues, and purchasing stuff. It can be very difficult to say, "I'm going to take an entire day and go to training. I'm going to take a week and go to training and set that time aside." It's very easy to push it away. And Kevin was making the point that sometimes as a leader, you've just got to suck it up and get it done and recognize that it's a priority. Do you think that that is impacting, in a negative way, our ability to get leadership across the country prepared to manage one of these events? Michelle Cook: I think that's part of it. I think there's a couple of other things that are happening too. You know? We have the busy schedules. We also have this, "Well my guys will handle it. My guys will go in there and kill the bad guy, and my guys will handle it and it'll be taken care of," and what we've learned is active shooter incidents are much bigger now than just going in and killing the bad guy. And up until C3 Pathways, there was never a template of how to manage these incidents so that the tactics guys were knocking it out of the park with the evolution of how to go in there and mitigate the bad guy. What wasn't happening prior to C3 Pathways, there was nobody saying, "Hey, this is a way to manage it. Here's a template for you to use. This is how you, as leadership, can manage this large event that is going to expand very rapidly. And within minutes you're going to have hundreds of resources there." There never really existed a template for leadership so the combination of being really busy, passing the buck to your guys to handle it, and a template being out there, I think, all led us to where we have found ourselves, which is a lot of leaders have been caught on their heels, so to speak, not understanding what's happening or how to manage it. You know? I'm not going to point out any particular recent event but if you look at them as a whole, how many times did you hear on the radio we had line level officers, Fire-EMS trying to do their job and somebody in management was saying, "Well hold on. Wait a minute. Wait until I get there. You guys don't go in yet"? And that's because that leader failed to understand the tactics that were occurring, and failed to prepare themselves to manage those tactics. Bill Godfrey: That's a really interesting point. When you think about some of the exercises that both of us have done and been involved in, we've seen that occur just in exercises and training, where the command post ... And I've seen it happen on the medical side as well, in Fire-EMS. There's this challenge of, "When is the warm zone really warm?" or, "When is it warm enough?" and hesitation from the command post in wanting to let the rescue task force go downrange, or wanting to let them move downrange, and I always kind of found that interesting. Because you're trying to get your head wrapped around something that you can't directly see and observe, as opposed to the police officers that are already downrange who are saying, "We're ready for the medics. Send me the medics. Send the rescue task force." And they know what that means. They understand what they're asking for ... Michelle Cook: But the leadership doesn't. Bill Godfrey: Right. Michelle Cook: Because the leadership has not attended any training, looked into what their guys are actually practicing, or attended any training themselves. So if my guys are using terms downrange, and describing things that I've never heard before - warm zone, hot zone, cold zone, red, greens, casually collection points - if I don't know what those mean as a leader, the natural tendency is to say, "Well hold on, guys. I need to come look at this before I let anything happen." Bill Godfrey: "I need a minute." Michelle Cook: "I need a minute." Because, you know? You have to prepare the brain for the actual event. And if you as a leader have failed to prepare your brain for what can eventually happen, then you're going to get caught off guard. And that's the lapse that we're seeing. That's the, "Hold on, guys. Wait a minute. Wait till I get there," that we've seen in recent events, and unfortunately people die because of that. Bill Godfrey: And I think that's my frustration in trying to communicate the challenge sometimes. It's not about right or wrong. Michelle Cook: Correct. Bill Godfrey: It's not about right or wrong. It's not about, "There a right way to do this and a wrong way to do this," or even a best way. It's a question of the clock. You've got two things that are going to kill people: the bad guy and the clock. I mean, law enforcement, last 10 years - you can look at the numbers and look at the data - historically, putting the bad guy down very quickly. Michelle Cook: Correct. Bill Godfrey: That active threat is ending in minutes. It's very quick but yet we keep managing to fumble the opportunity to quickly get medical care in to patients, and then quickly get them transport. That's the other thing of this, is ... You know? It's not just enough to get the RTF downrange; we've got to get those patients out again. And so that whole hesitation from the command post that says, "Oh, I need a minute to get comfortable with this ..." Michelle Cook: Correct. Bill Godfrey: We're just burning clock. Michelle Cook: Sure. And we haven't trained with our counterparts on the Fire and EMS side. So not only have I not trained to the tactics that my guys are using and understood those, I haven't trained with the Fire-EMS guys. So when the guys downrange are talking about rescue task forces and I have an EMS person walking up, I don't know what they're talking about because I have failed to prepare myself. Bill Godfrey: I think the fire service as a whole ... EMS as well, but I think the fire service kind of takes the brunt of this. We've missed an opportunity to make it welcoming to the Incident Command System. You know? Between the fire service being very rigid- Michelle Cook: Sure. Bill Godfrey: Very rigid. Very black and white, very rigid, very dictatorial about how ICS is supposed to be, and have to do it this way and have to do it that way. Michelle Cook: And policemen think ICS is a bad word. Bill Godfrey: Yeah, exactly. Michelle Cook: Right? Bill Godfrey: Which is largely our fault, and FEMA played a part in that a little bit too. Somewhere along the lines, law enforcement, they not only think ICS is a bad thing, is a bad word, they think a tractor trailer full of paperwork is going to back up to your scene and dump 10 tons of paper on you scene. That's not what it's about at all, and I think we've got some work to do there, but I think even on the fire side, there are some gaps for us as well because the functions and the command posts in an active shooter event are very different than what they typically are in how you run a fire. In a fire, it is typically a fairly flat hierarchy. It's the, the battalion chief is in command, and he is directly ... All of the troops that he's directing are direct reports. We don't see a lot of these where there's a bunch of divisions and branches. It happens sometimes, but it's not very common, and the incident commander, as that battalion chief in that fire, is actually providing not just strategic directions but tactical direction. That doesn't work in an active shooter event. No, that tactical direction has got to come from the tactical and triage level- Michelle Cook: Who are at the scene. Bill Godfrey: -at the scene, at the edge of the warm zone, and the command post has a whole host of other issues that they've got to deal with and manage, and I think that from the fire side, there's just a failure to understand that not only do we need to implement those layers, but we really ... These things are a bottom up driven event. You have got to trust the eyes and the ears, and the judgment of the people down range and support what they're trying to accomplish rather than trying to dictate the tactics that they're going to execute. Michelle Cook: Sure. Sure, and that goes back to if you understand and train with the guys at the line level on what they're doing and what their competency is, and you have a trust in them, and you trust your fifth man, you trust that tactical person to be making those calls. If you're at the command post, and this is another interesting thing about police work, is in many cases, for years, the police command post has been at the scene, like on top of the scene. I know firemen are guilty of that as well, but the closer we can get to it, the better, and that's just not going to work here because if you trust your line level officers to be handling the job, and you trust your tactical to be working with triage and transport to get the injured off the scene, there's a whole host of things that need to be happening at the command level that you cannot do if you're in the weeds at the scene. But because we haven't trained on what's going on, we resort to what we know, which is getting back into the weeds. I've listened to audio clips where you have captains and police officers of higher rank trying to dictate line level tactics at the scene, and they're not even there. That's another kind of cultural change in the industry that we have to see. Bill Godfrey: Officers, you trust them with a gun and with bullets, and on the fire side, we're trusting the medics with drugs and a defibrillator and an advanced airway, but somehow, now all of a sudden, in this environment, we're hesitant to trust their judgment a little bit. It's interesting. Michelle Cook: Well, I'm not sure if it's hesitant to trust their judgment. I think we're hesitant because we don't know what they're doing, because we haven't been there to train ourselves. It goes back to, "Well, I'm too busy. My guys can handle that. It'll never happen here. I'll send my guys to the training." We've hosted several training events over the past year here, and I'm getting line level officers, which is great, but we're trying to teach incident management here and they're sending line level officers. I think it's hesitancy because they don't understand what's happening, and they're not prepared because they haven't engaged in training. Bill Godfrey: Meanwhile, the sergeants, lieutenants, captains are going to be the ones there that are going to be expected to put their arms around the thing and there's a gap. Michelle Cook: Sure. Sure. Bill Godfrey: So, given this gap that we've so eloquently discussed here, what's your short list? What are the things that a leader ... What's a modern day law enforcement leader need to know about managing an active shooter event? What's your short list? Michelle Cook: I think you have to research active shooter incident management. C3 Pathways is a way. For me, it makes sense. It works, so I think you, as a law enforcement leader, have to find some active shooter incident management training out there somewhere and you have to attend it. Don't send your people. You've got to go yourselves. I think you also need to attend active shooter tactical training that your officers attend. Number one so you understand it and number two, there's a chance, especially for somebody like me who works at a small agency, there is a chance that I could be a first responder, and so you have to understand what tactics you guys are training to so you don't muck it up the day of. I think those are probably the biggest things. Then, you've got to make nice with the firemen and EMS that work in the area. I think you've got to do that, and you've got to talk these concepts with them so that game day, everybody is on the same page. Bill Godfrey: If I were to have a short list on the fire/EMS side, similar in many ways, I think that leadership of fire/EMS needs to get to the training that the line people are taking. They need to see it, they need to understand it, they need to go through it and have the opportunity to ask some questions. I also think at the command post, they need to understand that where you normally in your role of leadership in the fire service are very tactically driven. You're very operational and hands-on, that in the command post, that's not going to be the role. That role is instead going to be handled down range by the tactical triage and transport officers that are operating at the edge of the warm zone, and that it has got to be a bottom up driven event. This idea, and I think the other piece of this, and they're kind of tied in together, is the idea of over-driving it, or what I'm going to call micromanagement from the command post has got to stop- Michelle Cook: Got to stop. Bill Godfrey: You've got to get that out of there, it's got no place, and then the other thing is this false security blanket of unified command is going to solve everything. We, of course, know you were part of the research that we did when we had some gaps that came up because of relying on that. If you stovepipe through the top and try to run everything operationally through the command post- Michelle Cook: It's not going to work. Bill Godfrey: -through unified command, it's not ... Well, in fairness, it's just not going to be fast. Michelle Cook: Right, it would be slow. Bill Godfrey: You'll get there. It's slow. Michelle Cook: Yes. Bill Godfrey: It's not going to get the job done quickly, and I think what has happened is we've confused, in the fire service, unified command, which is a very specific term with a very specific meaning, and as an old guy who was on the job when we invented it and added it to the ICS vernacular, it was developed to deal with this situation where more than one entity had a legal authority to be in charge of the incident, and we've confused the idea of unified command with what I think we really should be talking about, which is unified management. Up and down the food chain, we need to have line level law enforcement officers and line level medics that are trained and know how to work together on their teams, be it rescue task force or other functions. We need first level supervisors, sergeants, in some cases lieutenants too, or corporals or advanced level officers on the law enforcement side, and company officers on the fire and EMS side who understand the role of tactical triage or transport, and understand how that fits together. Then, the leadership, the executive level leadership, needs to understand that the role of the command post is to support those missions but also the much larger community impact, the messaging, if you're dealing with one of these- Michelle Cook: Sure. Bill Godfrey: -events at a school, you and I have had these conversations so many times. Michelle Cook: Sure. Bill Godfrey: It used to be you could wait 30 minutes before you started putting the message out. Your parents are going to be at these schools before your full response shows up. Michelle Cook: Sure, and I want to go back on something you just said. I was recently invited to a law enforcement panel discussion with the community, and there was probably about 100 citizens there. There was three law enforcement leaders there, including myself, and a citizen asked "If an active shooter happened at XYZ location, who has jurisdiction?" My response to that citizen was, "If we're all training together or working together, until the last injured person is transported off that property, it doesn't matter who has jurisdiction because we're all on the same team, and the team is there to stop the killing and stop the dying. Then we'll talk about who has investigative jurisdiction." I think that lends to the value of leadership training and leadership relationship building with those jurisdictions around you, both police, fire and EMS. Bill Godfrey: Fantastic point. Travis Cox, who you know, a lieutenant with Jacksonville Sheriff's Office, one of our other instructors on another episode, he made the point that if this comes to your hometown, it doesn't matter what patch is on your sleeve. It doesn't matter whether it's a law enforcement patch, a fire department patch, an ambulance patch, a hospital patch. It doesn't matter. It doesn't matter what jurisdiction. We are there to save lives, and we've got to work through all of that. The other point that he made that I thought was really very critical is that the ability to work together doesn't happen automatically. Michelle Cook: No. Bill Godfrey: You've got to make an effort. Michelle Cook: You have to make an effort, and as a leader of an organization, you have to lead by example. If you expect your line level guys up and down your chain to be making relationships with the other agencies around them the other officers around them. You as the leader need to be leading by example and they need to see you having conversations and training with both Fire, EMS and other police organizations. Bill Godfrey: Interesting. So I'm gonna come back to this size shift from the Jacksonville Sheriff's office of 1200 down to Atlantic Beach police Department of 30 officers. Michelle Cook: That's 30 including me. Bill Godfrey: 30 inclu ... well you know, we actually have had a number of active shooter events across the country where the police chief was one of the first ones in the door so you're right it's not unheard of but it does make me think. In law enforcement ... I mean across the country aren't most law enforcement agencies smaller agencies as opposed to these gigantic metro organizations? Michelle Cook: Absolutely, absolutely. Most ... about 90% of law enforcement agencies have 25 officers, 50 officers or less. So most are small and it's really recognizing that has really made me step up my tactical game because I understand that being one of five or six people who may be on duty during the day, there's a good chance that if something happens in my community or on one of the neighboring communities, I'm gonna be a first responder. Bill Godfrey: Interesting. So you are in what I would consider to be a very unique position to have the perspective from a large agency down to a small agency. We just talked about what was on your hit list of leadership training. For the chiefs of police, sheriff's of rural communities and the leadership at the larger ones. What do you think are the differences? So we talked about the things that you needed to hit but tell me a little bit about how that impacts the large agency versus the small agency. Am I asking that? You're giving me the puzzled look. On the scale of the leadership of these large agencies, what are the things that they need to focused on versus- Michelle Cook: Leadership of a smaller agency. Bill Godfrey: The leadership at a small agency. As you're moving down the scale and size, what are the differences and challenges? Michelle Cook: Well I think with the larger organizations you've got to stick with the tactical training and you have to make sure that your line level supervisors, sergeants, lieutenants, assistant chiefs or captains, whatever you have. All have both tactical training as well as management training, active shooter incident management training and can fill those roles. When I was at the Jacksonville Sheriff's Office being the number three in charge there was probably very little to any chance that I would ever be out and about near an active shooter scene in fact- Bill Godfrey: Did they even let you carry your gun back then? Michelle Cook: I got to carry my gun but I was usually 30 to 45 minutes away so all the good stuff had happened by the time I got there. So I was really more in the management lane so to speak on those. The smaller agencies, you got to know from top to bottom. I got to know everything from tactical ... being a contact team. First person in the building all the way to briefing the governor an hour later when he calls. So I've got to be prepared for all of that. Both the first responder role to the command role and everything in between and it's ... the training's a lot more fun 'cause you get to engage some more of the hands-on training but especially if you're in a rural area and you don't have a whole lot of resources you need to be on your A game, all the time. Because there is ... you're it, you're it and if you don't know how to respond that's gonna be a problem and if you don't know how to manage it. To me the problem is going to be worse because in Jacksonville if 600 policemen responded they worked for me. So they all knew my language, they all knew the codes, they all knew what to expect, they knew me. Something that happens out here in Atlanta beach, I've got probably six to 10 different agencies responding. They don't all know Michelle Cook so if I'm not making an effort to get out there and tell them what I expect in Atlantic Beach. Tell them how we're going to respond in Atlantic Beach and they understand what's gonna happen when they come into our jurisdiction then that adds to an already bad problem and I think you've seen that in a lot shootings. So many jurisdictions show up and they haven't trained together. So that is a problem that I think smaller, rural communities face is not only are a lot of resources coming but a lot of resources who have no idea what to expect are coming. Bill Godfrey: Interesting. So let me ask you this one from these different levels that you've been at from large to small. For your contemporaries out there on the law enforcement side, law enforcement leadership. What are the suggestions or tips that you would give them about working with their fire services EMS counterparts? How do they engage, cut through politics, budget talk, hard feelings left over from 20 years ago of XYZ thing. How do you get the job done? Michelle Cook: Persistence. We're very fortunate we have a fire station next door that is affiliated with the county not with the city and there are ... when I have a few minutes I walk over there and I start talking to them and I'm dealing with three different shifts so I got to hit them three times. I'll walk over there with diagrams, with a list of definitions and I'll just leave it on the table where they eat and hope they look at it. I invite them to every single training that we have and encourage them to come over even if they can only stay a few minutes. At least they're getting something out of it. And just persistence of, "hey guys" in fact this week they were watching the fire truck and I said, "Hey guys, what's the status of your body armor." And so they were talking about how their agency is gonna handle body armor so we had some conversation about well what if something happens out here at the beach? How are we gonna handle it? And so even those little informal touches I think all lend to the relationship. It doesn't have to be formal meetings. It can be, "Hey I'm gonna come sit down with you while you're eating, hey let's talk about this." But I think you have to be persistent about it. You can't let it go, it's so easy. It's so much easier to just let it go and think, "Okay it will never happen here." But I don't wanna be that guy who's named in an after-action report or who's face appears across national news as failed to do her job. And I don't wanna let the kids down, the people down, the community down or my agency down and I think that if you're not looking at this realistically. If you're not making any effort to address this at your level then you're letting your community down. I'll just be point blank about. You're letting the community you serve down by not preparing for this. Bill Godfrey: I think that's very well put. On the far side I think it's part of just going to have the conversation. Making a deliberate purposeful effort to say to the Police Chief or to the Sheriff or to the Commander or whoever you've got the relationship with. To open the door and say I really wanna talk about this. We need to talk about this some more and start small. You mention inviting them to training, I think anytime you can do joint training between law enforcement, fire EMS and include the dispatchers it's a game changer in getting things done but I think the other thing on the fire services, we also need to not overstep our area of expertise. Active shooter events are essentially a murder in progress. Michelle Cook: Absolutely. Bill Godfrey: And at no point is a fire department going to have legal authority to be in charge of a murder in progress. Not while somebody is trying to murder and while yes, we may be in charge of patient care. We can't do that patient care without access to the patients that is limited and controlled by law enforcement in an unsecured scene and certainly we're not gonna be in charge of the investigative stage. So I think a little bit of this, I don't wanna say, it's not so much a hat in hand approach but a knowing where we fit. That this is a type of incident where we are a supportive role. It's an important part of it but if we're going to save lives we have to work together. We might have the best medics in the world but if you can't physically get access to the patients because you haven't trained with you law enforcement officers, it isn't gonna do any good. Michelle Cook: Correct. Bill Godfrey: If you're transporting patients in the back of a police car there's not patient care going on in the back of that police car. Michelle Cook: Or you're taking them all to one hospital because we haven't prepared to manage this. Bill Godfrey: Exactly, exactly so I do think it is very much a two-way street but you make a really interesting point. Wow the time really flew by. Anything else that's on your mind that you wanna talk about as we wrap up here? Michelle Cook: ICS is not a bad word. No this has been good. I just ... I encourage police leaders. Make the effort, make the effort because lives depend on it. Bill Godfrey: Michelle thank you very much for taking the time to do this today. I look forward to the next one. Michelle Cook: Thank you. Original Source: https://www.c3pathways.com/podcast/tactical-training-for-leaders
Episode 06: What Makes Managing an Active Shooter Event Different? Discussion of what makes managing Active Shooter Events different from other types of incidents Bill Godfrey: Hello, and welcome to the discussion this afternoon. Today we are going to talk about what makes managing active shooter events different from all of the other types of incidents that responders go to. Today, we have with us Adam Pendley, assistant chief with Jacksonville sheriff's office, Travis Cox, lieutenant with Jacksonville sheriff's office, Tom Billington, retired fire chief, and I'm Bill Godfrey, also retired fire chief. Our topic today, Adam, what do you think sticks out in your mind, makes things different? Adam Pendley: Well, I think it's a great number of resources that respond very quickly in an active shooter event. While that makes it different than a lot of other types of incidents that you would use, let's say, the Incident Command System to manage, an active shooter event is also the same in the sense that it's very important to focus on the fact that the Incident Command System allows you to build operations quickly from the ground up. It's different than a lot of your day to day incidents in the sense that there's so many resources across the country that have trained to respond to an active shooter event and so many of them are going to arrive so quickly. What can be the same is that you can still use many of the concepts of the Incident Command System if you remember that truly the Incident Command System is designed to build operations from the ground up for an unplanned event and get them in a manageable span of control quickly, set up a Unity of Command quickly, and start acting proactively in a management by objective sort of way to accomplish certain tasks and certain things that need to get done right away on an active shooter event. Bill Godfrey: Travis, what about you? What sticks out in your mind? What makes managing an active shooter event different from all the other stuff you've responded to? Travis Cox: Well, there's a couple things that come to mind when you talk about an active shooter event. One of the things is that you're going to have resources like Adam said. You're going to have a lot of resources, not only responding, but they're going to be self-dispatching or they're going to be responding without being sent by a dispatcher. They're going to be self-deploying to this incident and we want them to self-deploy, because we're going to need the resources. But that's something that's different, that doesn't normally happen on the day to day basis. Secondly, you're going to have resources from other agencies that may not normally respond to things in your jurisdiction, but because of the nature of the incident, you may have other police departments, sheriff's office, neighboring counties, other municipalities within your county responding to this incident. You may have airport police. You may have campus police, school board police. You may have a number of different agencies responding to one incident. You have to figure out your interoperability. You have to figure out the different tactics that you may have been trained on to make sure that everybody's functioning off the same page of music. That's one of the things that has to be done. The second thing that comes to mind is in an active shooter event, you have a crime scene. You may also have a Hot Zone where there's still danger there. So you may get a person that has to assume command of that scene without being involved in that scene or not being able to see the scene, so they have to rely on the information that they're given from the officers that are actually inside the crisis site and manning the information they're given via radio or via some other avenue besides being able to be seeing it from ground zero level. So those are the one big things that I see. Bill Godfrey: So Tom, we got a couple of interesting perspectives from the law enforcement guys. You and I are on the fire side. What jumps out at you as the big differences from the fire side of an active shooter? Tom Billington: Well, the big difference is, our leadership needs to let control go. You need to make sure you have key people in right positions. They're going to be down, down on the scene in the Warm Area and you have to let them do their jobs. You cannot run this scene from a command post. Most firefighters, that's the way we think. As a battalion chief or a deputy chief, we think about going to the command post and monitoring everything and giving out orders or direction. This is a case where you have to let your people on scene do their jobs. We're fighting the clock. Usually by the time we get in there, hopefully our law enforcement brothers have neutralized the threat and we're going against the clock. Seconds count. It's a little bit different. It's like you said. It's bottom up instead of top down, letting these folks get these patients treated, transported, and to a surgeon as soon as possible. Bill Godfrey: You know, that's exactly what jumps out at me, too, on the fire side is that traditionally, and I'm not sure I ever really realized this when I was still working active duty. But the fire service, the way we managed scenes, it's a very top down driven approach. The first company officer arrives and he might be in command for a couple of minutes and then the battalion chief takes over and they're in charge and they're directing everything from the top down, not just at the strategic level, but in some cases, they're directing tactics. They're directing which door the hose line's going to go to, which side of the building we're going to vent, the window, the roof, whatever the case may be, where we're going to ladder up. It's a very top down driven approach where the incident commander in many cases is directing the resources in a very flat level. So there's no layers. You don't have a bunch of branches and divisions and groups in most of these things. They're directing those Tactical operations. What really caught my attention about the active shooter events, is that that gets us into trouble real quick because we don't see the lay of the land, if you will, to be able to know the right tactics to call out, where the teams should be exactly, what rooms they should operate in. Where's the best place to set a Casualty Collection Point? Where's the best place for the ambulances to go? It would be in, to me, it's kind of the analogy of trying to run a fire the way we normally run the fire, but doing it from two miles away without ever being able to see the building or seeing what's going on. What's different here to me for the fire service, is that we've gotta reverse that process. We have to push the resources Downrange and then let those resources tell us what they need and where they think these things need to go and what needs to happen. We're pushing the resources to them. We're giving them what they need and supporting them in that role more so than telling them how they're going to do it. They're going to tell us how they're going to do it and we've gotta support that to the degree that we can and make that happen. Of course, coming back over to the law enforcement side, sometimes there are issues that come up where the guys Downrange may want to do something that Command or Tactical may say, "That's not a good idea." Right? Am I saying that right, Adam? Is that how you'd put it? Adam Pendley: Absolutely. I think a lot of stuff is already happening from the law enforcement side by the time fire EMS takes the medical branch role and starts organizing their resources. For example, if all goes well, Contact Teams have started to call injury counts out to their Tactical group supervisor, who is hopefully now working with Triage and eventually a Transport officer as the eyes and ears that are Downrange. What's interesting about this, when you talk about the reversals of what we're used to, if we go to a large structure fire as law enforcement, we have no problem believing that the fire department has Incident Command and we're really just the law enforcement branch being directed by the fire department to say, "Hey, we need a unit on the end of this street to protect our five-inch line. We need a unit over here to keep people from coming Downrange, and also we believe there's some Hazmat involved, so people need to stay upwind." From a law enforcement perspective, we have no problem understanding that we work for the Incident Commander that's the fire department on a large structure fire. For active shooter events, it's actually kind of the reverse. Law enforcement is in command early on and as the fire EMS supervisor arrives, they request the medical branch, and they take direction from law enforcement. They say, "Hey, we have a Casualty Collection Point established at this location. We believe it's safe to go in this location. This area has been established as Warm Zone." And hopefully, as the culture changes, the fire EMS supervisor can understand okay, we're going to take that from Incident Command and we're going to make that work and we're going to use them as the eyes and ears and we're going to trust the people that are already Downrange, that are already accomplishing tasks and we're going to fill in and start doing the lifesaving that needs to happen based on that information. Bill Godfrey: Travis, what do you think? Travis Cox: Yeah, that's a great point, Adam. I just feel like this. The bottom line for us here as First Responders on the fire service and the police side, if we're going to save lives, we have to bring our two disciplines together and we have to work together. Communication is vital. There is no way we're going to be as successful as we can be if we're not communicating. Regardless of what patch is on someone's sleeve at these type of incidents, we have to be able to communicate, work together, work in unison to save lives. Because once the shooting stops, we have ... You always hear the cliché, stop the killing, stop the dying. In order to stop the dying, to get the medical services to those folks that need it as quick as possible, we have to have good communication from those that are Downrange, those that are working in the Warm Zone, and those that are in the Command Post. All three of those different entities have to work together, communicate well, effectively, directly, and ensure that information is flowing back and forth up and down the chain of command so we can be successful as responders to save lives. Bill Godfrey: Tom, what's your thoughts on this? We've kind of come full-scale. You and I are both in agreement that we certainly need to shift gears on the fire side and not try to drive it from the top down. But Travis is talking about the integration up and down the food chain. What jumps out at you about that that's maybe different than the way we used to do it 15 years ago or maybe even what most of us expected? What sticks out to you as the important pieces of the integration? Tom Billington: Well, I like what Travis said. It doesn't matter what patch you have on your arm. We can help each other out. When we have people bleeding and the threat has been neutralized, getting the law enforcement officers to help with the medical part, like Travis said, very important. And vice versa. If law enforcement needs some assistance with something, radio traffic, delegation of some tasks, if there's fire personnel available, we should be able to provide that to the law enforcement. But the big thing is, we do not want to wait to be on an active shooter to figure this stuff out. This is the stuff that we need to talk about beforehand. We need to train beforehand and work through these issues. Again, I like the patch idea because we're all one team when we get there and we're fighting that clock. So very good points, Travis. Bill Godfrey: What jumps out at me from, and it feels like an eternity ago, but not that long ago we were looking at this a little different. We were trying to integrate really just in the Command Post, relying on Unified Command alone to be the integration piece between our disciplines and we found out, all of us, kind of found out the hard way that while you can make that work, it is not very fast. It's prone to some of the very mistakes and errors that we were talking about of driving things from the top down and forcing some bad Tactical decisions Downrange. What really jumps out to me is the level of integration that it really takes in order to take time off the clock. We always talk about the two things that are going to kill people is the bad guy and the clock. We can put the bad guy down quick, but if we don't get to people and get medical care going, the clock is going to kill them just the same as if we'd left the bad guy up still shooting people. What really struck me, going through this evolution over the years, is the need to integrate really all up and down the food chain, even at the line level. That rescue task force really only works because you've got the law enforcement and the medical guys now in the same team. The law enforcement guys are communicating with Tactical to stay in tune to the picture that's going on and make sure we don't end up bringing the medics into the wrong place and getting them into a Hot Zone when we didn't want to. The medical side, communicating back with Triage, they're all there working face to face Downrange, but they're back-hauling that information up to Tactical Triage, who are then comparing their bigger picture notes because they might be managing multiple contact teams, multiple rescue task forces, and then above them, we've got the integration in the Command Post between medical branch and law enforcement branch. Travis, how does that strike you? What do you see is the critical importance in that integration? Travis Cox: Well, that is key like you said, Bill. We have to be able to work together on all levels up and down the chain of command. For law enforcement and our rescue task forces, with our medical folks, when we go into these crisis sites, we have to be able to work together. We have to communicate. We have a built-in redundancy in our communications when we have the two entities working together. Again, it's all about saving lives. At the end of the day, it's about what can we do to work better, work faster in order to save lives of the citizens that live in our jurisdictions. Adam Pendley: And to add to what Travis is saying, I think the way that happens is again, those first arriving units start forming teams that have a specific task and purpose, if they stay in their lane. On the law enforcement side, you have a Tactical group supervisor that starts applying the strategy. On the fire EMS side, you have a Triage group supervisor that comes down shoulder to shoulder and works at the edge of the Warm Zone to do that actual lifesaving. There are so many other types of resources, so many other officials, elected officials, and other things that are coming, the job of Command where it's different from a lot of your day to day incidents, the job of Command is to now look outward. There are lots of pressures coming from the community from reunification, additional information, the public information side. The Incident Command takes on a new role of having to not only oversee the lifesaving that's happening into the Tactical Triage and Transport level just to ensure that they're hearing certain benchmarks are happening at that level, but also to look outward to constantly think about the things that are going to happen next. Even if your scene is 100% under control, the bad actor or the suspect came from a location. He arrived in a vehicle. There's hospitals that have to be managed. There's a lot of other things that happen. Unfortunately we don't have the luxury for every resource that comes to the scene to all focus on one task of, let's say, that threat that's Downrange. There are too many jobs that need to be done that if you don't parse those out to different teams with a different task and a different span of control, you're going to lose control of your incident right from the start. Bill Godfrey: Yeah, Adam, I couldn't agree with you more. I think you mentioned two things there, the layers of Command, and then the idea of staying in your lane. Really, the structure and the approach we use, what's interesting to me is that a lot of responders that I talk with, they see managing an active shooter event as really kind of the piece of it that's at the Tactical Triage and Transport level, just managing that Downrange piece when there's actually a lot higher level to it. We need the layers to be able to keep our arms around it with Tactical Triage and Transport staying in their lane, doing what they're supposed to do and then Command Post, medical branch, law enforcement branch staying in their lane. Tom, do you see it same way? What are your thoughts about that responsibility of staying in your lane and the consequences of when we drift off a little? Tom Billington: Well, staying in your lane's a good analogy. If you have five lanes of traffic and somebody pops in another lane, everything's going to turn into a disaster. Actually, I think on the C3 website, C3 Pathways website, the checklist is available. The checklist, active shooter checklist, is a great tool for staying in your lane. It lays out the responsibilities for each position. You go right down the list, make sure you're doing everything you need to do. As I said earlier, we want to help each other out, but we want to make sure we're doing our function and staying in that lane. When you do that, you're going to beat that clock. We're running against that clock all the time. So very important point that you made about staying in the lane. Bill Godfrey: Yeah, that does really sum it up. It is about not just getting the bad guy, but beating that clock to save lives. We're coming up on the end of our time. You guys have anything else you want to add on this subject? Any other thoughts, Tom? Travis? Travis Cox: I'll just say one thing. Integration and working together, the two different disciplines, does not happen automatically. This is something that you have to train, you have to utilize on maybe smaller events to get comfortable with working with the fire service or working with law enforcement. Then if this incident does happen in your jurisdiction, you're just that much better prepared for it. Bill Godfrey: Oh yeah. That's absolutely true. In fact, Travis, why don't you tell everybody who's listening about what you guys did in Jacksonville with your special events and using that as an opportunity to socialize the rescue task force concept and put people together. Travis Cox: Sure. We have several large special events that happen in Jacksonville every year. As we prepare for those events, one of the things that we do is we stand up an Incident Management Team to manage those events. But we pair our law enforcement and our fire service together and we develop rescue task forces for those large events. Whether it's a large football game, whether it's a professional game or a college game, we put those responders together so they get used to working, law enforcement and fire service together, and they're working to handle incidents, those small incidents, that one person down, or that small fight they may be to break up on these smaller incidents to get that experience of working together as a rescue task force. Bill Godfrey: Which I just think is a fantastic program. I don't know anybody else that did that. Every chance I get, I tell people about that because I just thought it was such a fantastic way to normalize that role and begin to build those relationships. Adam, any final words? Adam Pendley: No, again, I couldn't agree more that this idea of, not only for the special events, which often are planned from the top down, you have that luxury in a special event to put all the pieces in place. But the other way you can practice this is on the slower-moving, unplanned events. If you have a ... law enforcement has come across a meth lab or has come across a suspicious device, use that opportunity to build teams and as the layers are added, integrate law enforcement and fire to establish teams, ready response teams and even rescue task forces, so if something happens at that incident, you have those things ready. Or even on missing person events. So you have unplanned incidents that move slow enough that you can practice some of these same concepts so again, when the high stress, fast speed event happens, you're already, like you said, you've already normalized those relationships and those team assignments and building your operations from the ground up using these same concepts. Bill Godfrey: I think that's a great idea. Well, this has been a fabulous discussion. I've really enjoyed it this afternoon. Gentlemen, thank you very much for taking the time. Look forward to the next one. Tom Billington: Thank you. Original Source: https://www.c3pathways.com/podcast/difference-of-managing-active-shooter-event
Kim Zagaris, or Chief Z as some call him, is the State Fire and Rescue Chief for the California Governor’s Office of Emergency Services (Cal OES); he was appointed on April 1, 2001. He admits his appointment rattled cages, nerves and even a few careers. He’s not only survived the highly political position, he’s succeeded. In this episode (#48) of All Hazards Chief Z reflects on his storied career, the changes he’s seen at Cal OES and in the business of putting the wet stuff on the red stuff, and what he’s learned. Prior to his appointment, he was the Assistant Fire Chief for Cal OES with assignments in Region I, II, III, IV and V since 1987. He started his career as a Comprehensive Employment and Training Act (CETA) seasonal firefighter in 1977 and promoted through the ranks of the local, state and federal fire agencies to the State Fire and Rescue Chief. Chief Zagaris has extensive background in fire service, emergency management, and homeland security which includes working with local, state, federal and international agencies over the last 40 years. As the State Fire and Rescue Chief, Chief Zagaris serves as the Executive Coordinator for Cal OES Fire and Rescue Services Advisory Committee/ FIRESCOPE Board of Directors. The Board provides a State level forum for addressing Statewide Mutual Aid, Incident Command System, Multi-Agency Coordination, Resource Typing, Training, Certification, Safety, Standardization and Fire Protection issues of statewide concern. Chief Zagaris is responsible for managing the FIRESCOPE Program, California Incident Command Certification System, the California Fire Assistance Agreement, State Assistance for Fire Equipment Program, as well as, serve on numerous state and national committees, associations and programs, including Cal OES representation on the California State Strategic Committee on Terrorism, the California Wildfire Coordination Group, the National Fire Protection Association 1500 Standard on Fire Department Occupational Safety and Health Program, he currently chairs the International Fire Chiefs Associations (IAFC) Emergency Management Committee/ National Fire Service Mutual Aid System, the National Fire Service Incident Management System Consortium. He is the past chair of the Department of Homeland Security (DHS)/ Federal Emergency Management Agency (FEMA) National Mutual Aid/ Resource Typing Project Team, and a past member of the National Incident Management System ICS Competencies Change Management Board, and the National Wildfire Coordination Group/ Urban Interface Working Team. The Governor’s Office of Emergency Services owns 114 all-risk Type I Fire Engines, 40 Type III Fire Engines, 12 Water Tenders, 6 Communications/ Support Units, 13 Swift Water Rescue Caches, 12 Type II Hazardous Material Unit and manages California’s 8 Local/State/National Urban Search and Rescue Task Forces in cooperation with those sponsoring agencies. Chief Zagaris is responsible for several major program elements including the day-to-day management of the California Fire and Rescue Mutual Aid System, which includes over 1,100 fire agencies, and some 55,000 professional and volunteer firefighters that operate approximately 6,000 fire engines Statewide. Links Oklahoma City Bombing: California Sent its Best to Midwest Terror Response OESNews.com Podcasts Cal OES Home Page FIRESCOPE
Mark and Chris discuss the ins and outs of the Incident Command System, a system developed to help emergency personnel deal with resource intensive incidents, such as disasters, terrorist activity and mass shootings. Also, Chris forgets to edit out a full bodied deep belch, and the episode is probably better for it.
The Social Network Show welcomes the National Crime Prevention Council Series with Co-host Michelle Boykins, Senior Director of Communications and her guest, Tom Wilson from the Police Executive Research Forum. Tom Wilson tells us about the Police Executive Research Forum (PERF) which is an independent research organization that focuses on critical issues in policing with the goal of improving police deliverance. With the increasing concern about cyber crime, agencies like PERF are needed to help law enforcement fight it. In this episode, you will hear about what PERF is accomplishing regarding this issue including the development of a cyber center for law enforcement; how police agencies around the country are dealing with the increasing incidence of cyber crime; who is behind cyber crime; and where to go for preventive tips or if you are a victim of cyber crime. Mr. Wilson recommends looking at the following websites: StaySafeOnline and Internet Crime Complaint Center. Tom Wilson joined PERF in February 2013 and serves as Deputy Director of the Management Services Division. Previously, Mr. Wilson served for almost 24 years with the Anne Arundel County, MD Police Deparment, retiring as a Major. As Major, Mr. Wilson served in command of both the Patrol Services and Administrative Services Bureaus. His prior commands included the Anne Arundel County Police Department's four district police stations; the community relations division; the county 911 center (PSAP); homeland security and intelligence; departmental technology and integration; development and oversight of the departmental budget; strategic planning; the training academy; police personnel; accreditation; the crime lab; evidence collection; departmental fleet; and the county animal control section. As Captain, Mr. Wilson was appointed to serve almost three years as the Anne Arundel County Director of Emergency Management. His responsibilities included: developing and maintaining a comprehensive emergency management program for all hazards, design of the county's Emergency Operations Plan, compliance with the national Incident Management System, implementation of the Incident Command System into all aspects of county government, and oversight of federal and state homeland security funding. Throughout his career, Mr. Wilson has served in almost all aspects of policing, including patrol, training, narcotics and major investigations. He has received extensive training in a variety of law enforcement, crisis management and emergency management matters. Mr. Wilson holds a Master of Science in Administration and a Bachelor's Degree in Criminal Justice. Learn more about Tom at PERF
First thing we want to discuss is that the Incident Command System is "a systematic tool used for the command, control, and coordination of emergency response" and it is "a set of personnel, policies, procedures, facilities, and equipment, integrated into a common organizational structure designed to improve emergency response operations of all types and complexities. ICS gets very technical and very in-depth……..I just want to talk about the basics today. What you will encounter with incidents at your facilities, but also what you should be thinking about as far as structure goes with your own team. In simple terms ICS means someone is in charge……and that person may change depending on when something happens and what is happening. Who is responding as part of your team or who from our community emergency response system is responding? If you have a medical emergency during your service…….hopefully a doctor or nurse is in attendance…..you may also have a police officer in attendance and then you as part of the security team. So now in that same medical emergency situation during your service, we continue the analysis……who is in charge or who is calling the shots and giving direction? It is going to be the doctor or medical professional. Now during this incident, someone calls 911 for medical help or an ambulance……and in 4 or 5 minutes an EMS response team, and ambulance and a police officer all arrive to your medical emergency…..who is going to be in charge ? If you guessed the medical or EMS response team you are right. It is a medical situation and they have the most experience and knowledge so they take command of the scene. Now let’s say you have a stabbing or shooting within your ministry service. In the process you call 911 and you get a flood of police and medical people arriving. Now who is in charge? The first priority is going to be to get people medically evaluated and then transported to medical facilities. So who is technically in charge to start with? It would be the highest ranking member of the Medics or EMS personnel on scene…..but as that process gets going or most people are in the process of being transported to the hospital, your facility begins to transfer to the command of the police as this is now the scene of a crime and investigation. If you stand back and watch this transfer in action, it may be tough to see. In fact if the medical people on scene have plenty of personnel, you may actually see police, putting up yellow police tape and beginning to block things off and calling in detectives as the medical personnel are working on the patience……initial priority …..get medical help, get people transported to medical help……next start looking at the crime scene. So back to some of the official discussion and overview: ICS is based upon a changeable, scalable response organization providing a common hierarchy within which people can work together effectively. These people may be drawn from multiple agencies that do not routinely work together, and ICS is designed to give standard response and operation procedures to reduce the problems and potential for miscommunication on such incidents. ICS has been summarized as a "first-on-scene" structure, where the first responder of a scene has charge of the scene until the incident has been declared resolved, a more qualified responder arrives on scene and receives command, or the Incident Commander appoints another individual Incident Commander. Key concepts Unity of command Common terminology Management by objective Flexible and modular organization Span of control Coordination Incident action plans The consolidated IAP is a very important component of the ICS that reduces freelancing and ensures a coordinated response. At the simplest level, all Incident Action Plans must have four elements: What do we want to do? Who is responsible for doing it? How do we communicate with each other? What is the procedure if someone is injured? Comprehensive resource management Comprehensive resource management is a key management principle that implies that all assets and personnel during an event need to be tracked and accounted for. It can also include processes for reimbursement for resources, as appropriate. Resource management includes processes for: Categorizing resources. Ordering resources. Dispatching resources. Tracking resources. Recovering resources. Integrated communications Composition Incident commander Command staff General staff
It's part one of our spine-tingling foray into the mind-bending world of the Incident Command System. If cramming is your preferred study habit, then this 12-minute ICS overview is for you!
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